>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by VM Wear and its ecosystem partners. >> Welcome back, everyone. Live Cube Live coverage here in San Francisco, California in the Mosconi North lobby for V Emerald 2019 tapes our 10th year covering with some great guest, three days of wall to wall coverage that an amazing signorina Rob Salmon is the president CEO of Cohee City. Dave Solo, presidency of the Special Olympics Northern California. Thanks for coming on. Thanks to spend the time. Thanks for doing. Set the table. Why we hear what we're talking about. What's the purpose here? I know I wouldn't want to set it up more >> absolutely. I've been involved with Special Olympics for several years now. When former company Netapp Matt Thompson over Adobe called me and said, We got this high tech challenge. Dr. We've never sold it out. We want it. We want to get more companies involved when you help out, and the answer was absolutely and that led to David asking me to be on the board. So I've been involved with David, the team for an awful long time. KOHI City When I joined the company, some of the folks there knew of my involvement is that we'd like to start participating as well, which has led to what we're doing here. Of'em World >> David Talk about Special Olympics Quick mission for sure about the folks that might not given update for sure. >> John Yes, so Special Olympics enriches the lives of children, adults with intellectual disabilities. And so, in our footprint in Northern California, with serve over 23,000 athletes ages eight above and it's it's it's interesting. There's a lot of misconceptions people will say to me That's a great event that you do every four years And they referring the World Games, especially its world games, where athletes from all over the world get a common compete. But locally, through the state programs, hundreds of competitions happen a each and every year. And in Northern California we have, or 400 competitions per year in 14 different sports provides a wonderful ray of opportunities for athletes to demonstrate what what they can do when given the opportunity >> to do so. Talk about the community of aspect of it because I think What's interesting is what's on TV and what's in the mainstream press. It's more reach people that can be known for that. But it's deeper than as you point out. But >> talk about the >> community aspect. Got volunteers, people, individuals involved. Yeah, but the makeup of the network? No, it's an incredible network. >> I think we've really brought in an expanded our reach over the last 10 years. It used to be well known primarily for sports programming. So now we have inclusive education and health programs. We're able to bring together people with and without intellectual disabilities through those mediums. So if I'd resource is to schools an education and they run special Olympics programming during the school day. So educators wanna have us because we're improving school clamp campuses, reducing bowling, enhancing social emotional learning. And so the work that we're doing is so so critical with that community, then the area health. We have inclusive health. So now we got health and medical crypt, uh, professionals that are now providing health screenings for athletes. So some of the younger volunteers that we get that they're wanting to make a career in the medical field they're exposed to our population, right? And so they learn more about their specific health needs. So it's really about changing people's attitudes. And so this community of supporters volunteers, health professionals, education, Really. Our goal is to change people's attitudes fundamentally worldwide about people with intellectual disabilities and really kind of produce inclusive mindsets. We call it really promote understanding. >> If I may. I I really think what David and his team does and folks of sports Special Olympics around the world, they're dying. Changing attitudes are changing lives, lives of the athletes, lives of the people that work with the athletes, lives of the families. If you go to these events and there's something special, there are a lot of fun. And when you get involved and you see it, it definitely touches your heart and you realize we could be doing so much more. We could be doing so much more. >> I'm struck by you. Clearly, there's a passion thread here, and your background is really interesting to me because you're an accomplished student athlete, played football on and then you started a career in nonprofit right away, and now Rob, he was somebody would have hired right. It was like the perfect student athlete. You know, magna cum laude. I want this guy on my team. My hard driving says that How did you get into this? And described the background of that >> know for sure, sewn with nonprofit work. I kind of kind of started out. I was working for Boys and Girls Clubs of America, raising money to go to grad school, to be a history professor of all things. And so I got involved with the Boys and Girls Club with special Olympics. When the opportunity came, what was what was unique about it? It's really about how sports changes people's lives. Growing up, my father left me when I was 10 years old, and so was my coaches. They were the ones that really wasn't for them. I don't know that I would be here today, so they really took an active role in my life. So I've been very passion. I believe sports is a catalyst for social change, changed my life and provide an opportunity for me to be successful. And so that's what I want to help get back to our after. And it's also so. It's interesting is it's also proves that takes a village, you know, in these experiences changes lives. I think this is the big story, and it points to that. The sports is one element of other things. Health care. So you start getting connected in this is where the magic happens. This is the key. Yeah, some of the stories that wherever just phenomenal. I think society focuses on what our athletes can't do and dwells on the disability. We don't do that. So what? We're passionate about showcasing what they can do and having our volunteer, you know, certified train coaches work with our athletes to really help them get to the next level so they could be successful not only on the field, but off the field. So I mean, I got to get involved. Talk about the virtual. You're in Northern California. That's your territory, your area. But people, how they get involved, they wanna be share some no points of touch. Yeah, for sure. So a couple key points to touch would be number one. We have over 20,000 volunteers in our footprints, so we have a tremendous need for volunteers both globally and here locally, with Special Olympics, Northern California number two is from a donor standpoint. So everything that we do for athletes is completely free. And we're able to do that because the support of our community partners, our corporate partners like, Oh, he city, you know, individual supporters foundations were able to do that because of themselves. You know, either someone could go to the global website Special Olympics dot order come to W w dot s, O N C dot or for Northern California. We're always looking for volunteers, donor's community supporters, and we're also looking for board members, particularly from the tech sector. Senior executives in the tech sector. Justin, you stay channel lies for the people involved that also includes the people who volunteered. I'm sure people that want to make a difference whether you're thinking of senior approach, rather urine or your employees who want to give back so tell about the lives changing impact there because this is a corporate angle here that's not doesn't it's not for profit thing. It's a four good thing. >> Oh, this is for a good thing, and the thing I did to that is, and we touched briefly on Boys and Girls Clubs of America. These are all great organizations. I know Patton is key note. This morning, touched on giving back. This is an opportunity. Well, we're all blessed. We should give back. But the whole notion of getting more involved in touching lives I'll start with my two boys. They went to summer games and U C Davis three or four years ago. Now both of her good runners and they had some other kids on the high school team go with them. They were incredibly impressed. They had a lot of fun. A little banter with the athletes. Newsome, Bath, please. Out there there, Let's talk your heart. The gun goes off for the start, and they're already you get the arms up, curing away, and there's others incredibly talented athletes as well. It's so it just opened your eyes of what is possible. You're the one thing I touch on Is self esteem matters for every one of us, whether you have a disability or not, whether you're young or my age, it matters for someone to tell you that you are good. You are really worthy. Your hard work is paying off. You see these athletes when they finish the race or accomplished something that couldn't be more proud going to these events it will want. You will want to get involved. That's what typically happens. >> It sounds like you do coverages gonna be making its way to these events. Actually, wait, are fully got this part in the NHL MLB, NFL Masters golf tournaments. We have to get a pro circuit going on here way. Wonderful. Yeah. Hey, this is a really great cause. Any final thoughts again, back for people who want to get involved in the North California group. What? What can you offer people? No, I think we offer people a tangible way, especially when we think of the tech sector. And we think of the, you know, the employees and the millennials and hands on way for people to come out to our regional competitions and actually engage with our athletes and volunteer and be hands on and actually see where your money goes. You know, see, see that it's something tangible and you're helping provide that venue for athletes to be successful. One of things I didn't mention that we're really proud of. So we have a way of athletes are college students. We have athletes that are full time employees. Married couples, >> Um, >> and then we have a published poet. But last couple months we have an athlete that passed the bar exam who is now going to be a practicing attorney on. So that's really shows that you know, one of the things that you guys are hitting on here, Rob, I know you guys do a lot with your company. You guys even donating one of your tech sessions for a survey that John Troyer's team did around. Check burnout. People get it and even my kids to go to the high school In a lot of high schools like this now, where people get stressed out of the weirdest things, >> This is the kind >> of thing that getting involved in these community events like this really could help everybody. She allowed a little bit, Really. Take a load off, work with people, see the connection, see the impact. It's a burnout tactic option. It's also a way to relieve some stress. Feel >> good about it. >> The employees of Cohee City, when they came to me and said they want to get more evolved, they didn't do it because of me, they did it because they're excited about working with Special Olympics and they're beaming. Means some of the athletes 11 9 with a bunch of athletes going the baseball game tonight, Hamilton tomorrow night, their families as well. We couldn't be more excited, But I agree with you. You look at all the stresses in our lives, and I think this notion of what you do, who you do with how you give back is really, really important. I think that gives back piece, I think more of us allowing employees to do that, helping our children and school understand truly important the value. Um, is this absolutely >> You guys are making a great point because we've both been involved in youth sports all our lives, and it's kind of become twisted where you've got kids needs and parents needs and the parents trying to meet him in the middle, and that's not the way it should be. Your initiatives, I mean, it underscores what it's really all about. Self esteem, having fun, supporting your teammates and the broader community. >> But they stay well and compete and win two that they're in there. See some of those players. I mean, they're >> hard. I've seen some hard core competition, no doubt. But how well do they start? So >> eight years always started eight. And we have an athlete that's 81 that participates in watching. >> So okay, so appropriate. But the reason I miss it because, you know, having studied this allowed it. It's like 12 years old is the crossover point where people start to get crazy. And if you start before then, in other words Oh, this kid is nine. But he's not that good. Who could tell what a nine year old Michael Jordan got cut from his freshman basketball team? So it just goes to show you. So I think that that again, the values that you guys air promoting our worthy thanks >> me feel better about what we're doing. A cohesive it really does. Thank you for doing this. Being able to put two things I'm really passionate about together. Ah, this is pretty special for me. And I think my it around our founder and the rest of the company. And in David and team, they just do a fantastic job. I just wanna make sure we keep building on it. >> Congratulations. Great to get the word out. Congratulations. All your hard work. Awesome Cube coverage live in San Francisco. We back with more after this short break.

>> From the Amazon Meeting Center in Downtown Seattle, it's theCUBE. Covering Imagine: A Better World, A Global Education Conference sponsored by Amazon Web Services. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in Seattle, Washington, at the AWS, I think it's called the Meeting Space. There's a lot of AWS buildings around here. It's AWS Imagine: Education, first year of the conference, about 900 registered folks, 22 countries represented. Really excited, this thing is going to grow. We've seen it before with AWS. We saw it with Summit: Reinvent. AWS Public Sector. We're excited to be here for the very first time and our next guest is Dr. Scott Ralls. He is the President of Northern Virginia Community College. Scott, great to see you. >> Thank you, it's good to be here Jeff, appreciate it. >> A lot of mentions of NOVA, and that's you guys. >> That's us, yeah. >> That's not the PBS programming. You guys are kind of out front on some of these initiatives, with 3sa and AWS Public Sector. I wonder if you can tell us a little bit about the Veterans' Apprenticeship Program, which has been in place for a little while. >> Just a little bit about NOVA, we're a community college just right outside of the Virginia suburbs of D.C. We're the, I'd say, the biggest college that nobody's heard of outside of our region. We have about 100,000 students. >> 100,000? >> 100,000. >> And how many campuses? >> Six campuses. >> For us, our niche is information technology. It's where the internet runs through our region, and so that cloud computing, we have the highest concentration of cloud computing cyber degrees. That's why the AWS partnership is so key for us, because it's about the opportunity for our students. And for AWS, it's about filling those jobs. Also, we have a lot of employers in our region that hire based on AWS credentials. AWS is the backbone for them. That's why for us as a community college, being jobs-focused, filling that gap, that's why it's key for us. >> That's Tyson's corner, right? That's where AOL started-- >> That's right, that's right, that's right. >> and there's a whole history. >> You've got all the cyber right around there. One writer has said that we're the bullseye of the internet. It's a unique place, but it's a unique opportunity for our students. >> Right, and the smart money's on the AWS second headquarter being in that neighborhood, but we don't-- >> Knock on wood. >> Knock on wood. We would love to see that. >> I'm just curious then if you've been educating people to get jobs in this IT sector, how you've seen that evolve over time? Because it used to be there were a lot of sys admin jobs or a lot of jobs that now automation and cloud is taking away. On the other hand, there's a lot of new jobs that the technology's enabling, like happens every time. How are you seeing the landscape change? >> I really think that's the way it has been. 30 years ago, when I was breaking into this workforce and world, that same conversation was going on. Automation was going to take all the jobs. There's been all kinds of new opportunities that emerge and that's the same thing we see, and certainly in Northern Virginia we see that so, for us, as a community college, we're doing it two ways. You asked about the apprenticeship program, that was our first entree with AWS so we are one of their primary training providers, education providers for apprenticeship. Those are the veterans and others that are hired by AWS, they come to our college for the education component, the certifications, the IT skills. The second part for us is the new cloud degree which we introduced in February, which is a two-year, first cloud degree in the country that will help other students who are not those coming through apprenticeship to also break into this important area. >> This is an associate's degree like all the other degrees you guys offer >> That's right. as a two-year program. I'd be just curious, what are some of the curricula? What are some of the core classes that they take that are part of that degree? >> One of the things that we've been doing, we use a lot of data analytics on the workforce side that others do not so part of it's our engagement, talking with the AWS leaders about what's needed. Part of it's also watching what AW, what credentials, what skills AWS is hiring for and then others who use the AWS platform, so you will see certain types of credentials that are built in, security plus, Linux plus, AWS Solutions Architect built in. Also even programming language, it's like Python because of its importance in that regard. We kind of use that as the, using that intelligence, if you will, to be able to build out what the degree should look like. Because we're paying attention to how AWS hires and how the IT users of AWS, how they're hiring and what the skills are that they're looking for. >> How hard is it to get that through at the school, to actually have an associate degree based on cloud? Were they receptive of the idea, did everybody see it coming, was it a hard push? >> We did it within one year, we did it within one year. >> Did it in one year? >> Within one year. >> Everything in the cloud happens fast. >> We moved fast on this. It is built off of our IT degree, so it's a specialization of that degree, so it was really, I think what made it move faster for us was two things. One is AWS has a great program called AWS Educate, which essentially provides a lot of the curriculum content. It's the kind of things if you were starting a degree, you would have to go out and create on your own. Having that rich content. Other partners, like Columbus State, who is also, Santa Monica, others that are working on cloud degrees and we can partner with each other. Then having the apprenticeship as sort of a North Star to tack on with respect to how companies are hiring and what skills are needed. That allowed us to move fast. >> Beyond Educate and the actual materials and curriculum materials, what does partnering with AWS do for you guys? What has that enabled you to do as part of this program that you couldn't do or it'd be a whole lot harder? >> Not everybody looks at community colleges. Being partnered with AWS, who they are, is key for us, it's important for us. I think it's also they recognize how important it is for them. Not everybody recognizes that. One thing that's unique for us as a community college, we have a lot of students who come to us who already have four-year degrees to get that skills part. It's almost like a graduate school. The apprentices are that way. Most of the apprentices already have four-year degrees in computer science, and we're providing that finishing piece. I think AWS sees in us how to broaden the, to scale, to fill that talent gap. I really think the only way you're going to diversify the talent gap and scale the talent gap is through institutions like ours. >> It's really an interesting statement on the role of community colleges in this whole refactoring of education. One, as you said, a lot of people have four-year degrees, so this concept of ongoing education, continue to get new skills as the opportunities dictate. Have that very specific knowledge and these certifications that are not Intro Philosophy or English Lit 205. These are very specific things that people can apply to their job today. >> The curriculum changes so fast, so we have to be willing to change, our instructors have to be willing to get that new thing. The history curriculum doesn't change that quickly, but the IT curriculum and particularly as it relates to cloud and cyber and other areas. If we're not doing that, then we're out of the ballgame, and when we're out of the ballgame that means our students are out of the ballgame, and that's what it's all about. >> When you come to an event like this, what are you hoping to get out of an event like this? Flew across the country, unfortunately through all the terrible smoke and stuff we have on the west coast. What are some of the things you hope to gain here with some of the other educators? >> One thing that always happens at AWS events is the connections that you make. Part of it is you do hear people, like we heard this morning, that you wouldn't have the opportunity to hear before, on machine learning and other areas. A lot of it's about the connections, so actually tomorrow morning a lot of the community colleges and others who are creating cloud programs will be working together tomorrow. AWS does a great job of maximizing our time, so we're part of the program, but we're also breaking off to really partner and that allows us all to move quicker. When we can build off of each other and then have the resources like AWS makes available to us. >> Sounds like you're moving pretty quick-- >> We're trying, we're trying. >> To get all that done and to get it done in a year. >> We have to keep up with where they're going. >> It's not what academic institutions are generally known for, speed and change. >> We're not your average academic institution. >> There ya go, alright. He's Dr. Scott Ralls,-- >> Thank you, 'preciate it. thanks for taking a few minutes with ya. I'm Jeff Frick, you're watching theCUBE, we're at AWS public sector, Imagine, in downtown Seattle. Thanks for watching, catch ya next time. (electronic tones)

(upbeat music) >> Announcer: Live from New Orleans, Louisiana, it's theCUBE. Covering .NExT's conference 2018 brought to you by Nutanix. >> Welcome back to theCUBE, I'm Stu Miniman with my cohost Keith Townsend, and this is Nutanix .NEXT conference in New Orleans. Happy to welcome to the program, first time guest, Vijay Luthra, who's the Senior Vice President, global head of technology infrastructure services at Northern Trust. Vijay, great note on the keynote this morning. A lot of cool technologies that you're digging into, thanks for joining us. >> Well, thanks for having me. >> All right, so luckily it's easy, Northern Trust, understand finance, but tell us a little bit about you know, your organization and kind of give us a high level, what are some of the biggest challenges that you're facing? >> Yep, yep, absolutely. So again, Northern Trust, a global financial services firm, primarily in the asset servicing, asset management, wealth management business. Again, 128 year history, built on some very sound principles around service, integrity, and expertise. Some of the challenges we're facing is around growth. The firm is growing. Revenues are growing at a very, very healthy pace, especially when you compare that to our peers and competitors. And the challenge, number one, is how do we scale the business while managing the overall operating expenses, right? So we want to create some leverage in the business and we want the growth to be healthy growth. So that's challenge number one, and we recently, our CEO recently launched a value for spend program where we grow let's make sure we're spending and we're getting the value for the spend. >> Yeah, Vijay, can you just sketch out for us, you talk about growth and scale. You know, how many locations, how many users, they're emanating that you have to like wrap into this stuff? >> Yeah absolutely, so Northern Trust, about 18,200 employees, I would say 50, 60 plus locations. I would say well distributed across the different regions between US, Asia PAC, and EMEA. Yeah, at high level those are kind of the how we're kind of geographically dispersed. >> Okay great, and cloud. What does that mean to your organization? How does that fit in your role and across the company? >> So cloud, we've been on the cloud journey for several years now. We had a very mature virtualization strategy, which transitioned well into our private cloud strategy. We have enough scale internally where we said if we built an efficient private cloud, which by the way, if you heard on the keynote, was built 100% on converged, hyperconverged technologies. We were actually in the forefront when we adopted these technologies back in 2013, 2014. The goal back then was how do we get efficiencies and scale from the private cloud by leveraging automation, you know converged stacks are highly reliable because, for example, the patching is a lot more well tested by the vendors. So on our journey to the cloud that was essentially the first phase, when we transitioned from virtualization to private clouds, and since then we've actually built more value added layers on top of that. Because the goal is not just to cater to traditional applications that leverage infrastructure as a service, but also to cater to some of the more contemporary cloud native applications that we're building or even some of the containerized workloads. So we've built on top of that with PaaS and KaaS and software-defined components like SDN, and we are closely measuring the outcomes and the benefits. >> So Vijay, let's talk a little bit about that initial investment and decision. Northern Trust, well known for being conservative amongst the most conservative of investment firms. I'm from Chicago so I have an affinity for Northern Trust in general. Back in 2013 there was not as simple to look back it's simple to look back now and say oh yeah, right choice. Easy decision. But 2013 OpenStack was, you know, all the rave, building clouds based on these open source and available technologies was kind of the way to go. What made you guys take a look at hyperconverged and say, you know what, we're going to buck the trend and we're going to go with hyperconverged. Not many of your peers made that choice. >> Yes, that's a great question. So at Northern Trust we are heavily focused on outcome-based investment decisions. So within technology infrastructure our mission is pretty straightforward, which is as we scale infrastructure, how do we continue to reduce total cost of ownership, improve time to market, improve client experience, which is a very essential part of our decision-making process, and while we're doing that, not to lose site of reliability, stability, security. So with that kind of as our guiding principles, as we make major investments we take them through these lenders, and Nutanix hit all of them. So it was fairly straightforward. And again, some of the benefits, as you probably heard on stage, were phenomenal. We were able to increase capacity without increasing staff. We were able to reduce some of our automation, sorry bill teams, significantly. Reliability, stability improved drastically. For example, our virtual desktop infrastructure, the number of incidents, client generated incidents, internal client generated incidents, went down by 80, 90%. So again, to answer your question, outcome driven, have key metrics and measures on what you expect the outcomes to be, and then partner with the right firms to make sure you get the outcomes. >> So as we look at the next phase, you know, infrastructure's a service, you guys seem to have that down, mature virtualization practice, you lay it on top of that infrastructures and service. Now we look into the next phase, KaaS, PaaS type solutions. What are some of the major decision points and what's guiding your decisions? >> So clearly on everybody, all head of infrastructures or any organizations' mind today is how do we build a hybrid cloud strategy that is safe, secure, does not lock you into a specific vendor. It's the right application, the right type of workload, and that's where we're focused on now. We've got a few applications. Nothing that's production client centric is in a public cloud from an IaaS perspective. But we think we've invested in the right components to allow us to now orchestrate safely and securely across multi clouds. So that's what we're focused on now. >> Can you talk a little bit more about containerization? What's the experience like been working with Nutanix for those type of solutions? >> Yeah, so we were early adapters of containers with partnering with Docker built on the Nutanix platform. We've been working with them since the last couple years, and more recently since they announced the Kubernetes integration, we are factoring that into the Docker environment. The goal with containerization is, again, back to kind of those guiding principles, right? Lower costs of ownership, improved time to market, reliability, stability, we see an opportunity to consolidate Linux Windows based workloads because of the efficiencies that containers bring, as well as extend devops like functionality to app teams that might not be looking to refactor in a cloud native PaaS like format. They could take advantage of containers to get a devops like experience. We're enhancing security as we move to containers. There are several things we're doing there. So point being, we're looking at it through kind of the same lenses. >> So you threw out a couple things. I heard devops in there. In your keynote one of the things that you talked about a team going from 45 people (mumbles) to something to 12. Maybe explain a little bit about ops in your company, what happened to all those other 33 people. >> Okay quick questions, two parts. On the infrastructure as a service side, a few years ago we had a build team, mostly contractor driven, where we would use them to build servers, deploy applications, extremely manual. With converged technologies and all the automation that we had deployed, that team is down to 14, 15 people. Because a lot of the work has gone away, and our goal is to continue to fine tune that. So that's infrastructure as a service. Devops wise what we did was we carved out a team of four or five of what Gartner calls versatilists, multiskilled, multidisciplinary resources, senior engineers that focused on building out our devops practice on top of our platform as a service, and that has gone extremely well. You know the team has very successfully onboarded hundreds of microservices as we rearchitect some of our applications. So Vijay, talk us about the decision and the capability of being able to take monolithic applications, that are not going to be refactored and going to containers, there's a lot of debate on whether or not that's worth the trouble. But beyond that debate, talk to us about the importance and the reliance on the capability that Nutanix will be bringing in with ACS 2.0, are you guys looking to deploy that or are you looking to manage Kubernetes and that capability of managing these traditional applications inside of Kubernetes? >> Yeah, so we're a few steps ahead of Nutanix. In one of my conversations with Sunil I was saying man I wish this feature was available six months ago. So we are watching that development very closely. We are very interested in it. But because we have an existing Docker footprint, that's what we're leveraging for Kubernetes for now. >> Great, can you speak about Nutanix, the relationship you have with them, and their ecosystem. Things like secondary storage, you know how do you look at Nutanix as a partner and what do you see the maturity of their ecosystem? Any solutions you'd want to highlight there? >> Yeah, I mean, clearly what Nutanix did to the primary storage market, there's an emerging market on the secondary storage side, and we're working with a couple different companies to help us in that space. But just the Nutanix ecosystem itself, just because we are a few steps ahead and we've got some Nutanix components, we've got some third party components as part of Nutanix, I think the fact that Nutanix is becoming a one-stop shop as you can see with some of the announcements today, from a total cost of ownership perspective it becomes very interesting for someone like myself to say if I took out a few vendors or focused on the Nutanix stack, what does that mean? At what point is it usable? When can we start migrating, and those are the types of things we're going to focus on now. >> So have you gotten into a situation, especially considering that you're at least six months or so ahead of Nutanix when it comes to container orchestration, has the infrastructure gotten in your way at all? Have they done anything, because Nutanix can be opinionated in how they manage infrastructure. As that opinionation, has that opinion rather, gotten in your way as you look to go down your KaaS route? >> No, so far I would say no. I think a lot of their tooling is very intuitive, very easy to use. The engineers, with very minimal training, in fact, some of our engineers that retrained themselves on Nutanix happened over such a small duration and had to do with how simple to use Nutanix stack was. >> One of the lines I love from your presentation, you said you run IP as a business. What advice do you give to your peers out there, learnings you've had, staying a little bit ahead of some of the general marketplace. >> Yeah, I think the key is, back to kind of my initial comment, how do you build scale with an infrastructure? Meaning, how do you take on more workloads, new technologies, while managing your operating expenses tightly? We have essentially done that extremely well over the last few years where we have added to capacity, absorbed a lot of growth, introduced a lot of new technologies while keeping a very close eye on operating expenses. So I would say, if anything, when you run IT as a business, you take into account not just all the net adds, you have a program to consider optimizations. For example, we use a technology that helps us reduce physical VMWare based footprint. It helps us optimize and says here's where you have some debt capacity. You, as leaders and somebody in my position, should be willing and able to take out costs as well while taking on new technologies, I would say that's the key. So you're saying you guys are running IT as a business. What have been some of the KPIs and showing success in that transformation? >> Okay, we closely watch our operating expenses and we measure that as a percentage of total company operating expenses, what percentage are we of that? We closely watch time to market. How soon are we providing environments to ab dev teams. We closely watch stability off the underlying platforms, op time of those platforms. So I think those have direct impact on our internal clients as well as end clients. And then as a business, who are your competitors? >> As Northern Trust? >> No as you run IT as a business? >> Yeah, that's a great question. I would say cloud providers are competitors. But to be honest I shouldn't say that. I mean in a new model I want the team to think about cloud as just another endpoint, and we need to be able to safely and securely deploy the right app in the right cloud kind of the end state that we want to be in. So I wouldn't say they're competitors. I think we as a firm, or any firm should get comfortable with being able to orchestrate and move the right workloads in the right data centers to say. >> All right, Vijay, want to give you the final word. You're out there looking at some of the new technologies. What's exciting you, what's on your wishlist from the vendor community, maybe you can share. Personally I'm very excited about AI in ops. I know people talk about AI in financial services and the other industries. But I think the application of machine learning and AI within data center operations is relevant. And there's many things we're doing in that space in terms of a client facing chatbot that integrates with Link. Or certain add-ons onto Splunk that help you with machine learning and analyzing logs. Or bots that help you classify tickets and put them in the right cues at the right time. So we're looking at how to take advantage of those. Again, to build scale, to lower cost ownership, improve experience, etc., etc., so again, I think that's something I'm personally very, very excited about. >> All right, well Vijay Luthra, really appreciate sharing your story. Great success and look forward to catching up with you-- >> All right thank you. >> In the future. For Keith Townsend I'm Stu Miniman. Lots more coverage here from New Orleans Convention Center .NEXT, Nutanix's conference 2018. Thanks for watching theCUBE. (techno music)

>> Announcer: Live from Las Vegas, it's The Cube, covering IBM Think 2018, brought to you by IBM. >> Welcome back to The Cube. We are live in sunny Las Vegas at the inaugural IBM Think 2018 event. I'm Lisa Martin with Dave Vellante. Dave, this weather has got to beat Boston hands down, right? >> It was beautiful yesterday, about 15 degrees in Boston, snowy. >> So you thawed out since you've gotten here? >> I took the snowshoes out, actually. Life makes lemons. >> Exactly, and we have another cold-weather guest who's probably thawing out as well, Ranjana Young, the senior vice president of Enterprise Data Services from Northern Trust, welcome. >> Thank you, thanks for having me. >> We're excited to chat with you. You have a role at Northern Trust, and your mission is all-around data, five-core competencies, including data governance and stewardship, data quality, master data management, enterprise integration with data platforms. Tell us a little bit about your role, how long you've been doing that, and really what this focus on data is enabling for Northern Trust. >> Sure, I want to talk first about our mission as you had mentioned. I think it was critical to establish a broad mission for Northern Trust. We wanted to make sure that we establishing an enterprise data program that enabled our customer needs and overall our customer experience, but also truly helped support our regulatory needs that we had, and it was critical to establish those two as the main goals, not just one or the other. And then the role, I call myself a change agent because establishing capabilities that you talked about, it is difficult to do, with a lot of legacy that we have. The firm has been in existence for 128 years To establish a data-driven culture was very different. I think we were known to do provide good business solutions, but a lot with the gut, given that we were good at it, but how do you make sure that you change that culture and have a relationship managers and others really think differently and use data to provide those solutions to our clients. >> I remember when I met Inderpal Bhandari, I'm sure you know him, and he said that he has a framework for a data leader, and he said there are five things a data leader has to do to get started, and three are in parallel, or sorry, three are linear, two are in parallel. I don't know if you've heard this rap, but I'd like to sort of explore them and see how your three are generally. He said you start with understanding how the organization monetizes data, not directly, maybe selling data, but how it contributes, and then the next one was sort of data access and then data quality. Those are the sort of sequential activities, and then the parallel ones were form relationships with a line of business and then re-skill. So those are his five. How did you approach it, what was different, what was similar, what were some of the challenges that you had in doing that? >> Sure. If I had to think about kind of, to correlate some of the components of the strategy, skills is an important thing. When I started establishing the team three years ago, it was critical that we had to bring some of the core skills within the firm because they had the business capabilities, they understood the systems, they understood kind of the skeletons that were in the closets and knew the culture and also embraced the challenges and still could find solutions. And then you had to bring external folks that really had the capability to drive that change, had the mastery of management skills to really support and set up an account domain and a party domain, a reference data domain, especially an asset domain, et cetera. So we had to look at kind of a conglomerate of individuals to do that. And then if you look at kind of where was the starting point in terms of really establishing the program was, we were going through a transformation to really re-platform a lot of our legacy, whether it was our valuation system or our cash platform, others, and data was a thread throughout all of those programs, so it was critical to establish and think and take bite-sized chunks, it was important to think about, okay, throughout all the programs, what is the important data that we could kind of understand, so we focused quite a bit on initially looking at critical data and looking at critical data from a master data perspective, so asset data, which is very critical to the work that we do on the institutional side. As you know, we had a management asset servicing company. Data is an asset for us, we enrich the data. We provide services around that today, and have been, and so embedding data governance through that process was important, and also our clients were really looking for the enriched data but also were looking for clean information but also were looking for where did that data come from? Where does the definition of this data? So kind of giving them that external catalog of here's the data, but here's the enriched data and here's the metrics for data quality around it, and then here's the definitions for it. So to some extent, that drove change because of customers were looking for it, and a lot of the capabilities that were foundational to the firm, we're starting to externalize, especially the meta-data catalog, et cetera. >> So if I could play that back, so you started the team, all right, you said, okay, I need to build a team. I think I heard that, and then the data quality, and then presumably, okay, who has access to this data? Is that about right? >> So I started with the mission to say, we have to do this for both arms, the left arm being our customer experience and making sure that we change the way we're doing our work there, or enhance the work so that our customer experience was better, and then obviously the regulatory, make sure that we need the regulatory. So for that, we needed five core competencies. We knew that we had to establish a role of the steward, a role of the custodian, so the team started to become very critical then, and then we knew that we had some gaps in our master data management capability, a complete gap in having integrated data platforms. I notice I've talked a little bit about we established a whole strategy and architecture for ING. I totally relate to how we had to do the same. Each silo did their own particular thing. The management did their own thing. >> David: By data. >> The institutional side did their own thing. Asset management was, I would say, a lot more mature. So I would say if you were to think about it, it's establishing the mission and establishing the team. >> And then, just one last follow-up. The services that you're providing, data services, those are delivered through your organization, the IT organization, what's the practice? >> We have a partnership, a very collaborative partnership that we work together. The technology team does all the build for the work, we work collaboratively to kind of build a strategy of what solutions need to be first versus later, given the client priorities and our institutional side, our business unit priorities, so that's a collaborative effort, working together. >> So speaking of collaboration, you mentioned earlier that it was really key to have both the veterans within Northern Trust and their expertise that you said kind of the skeletons, that they know where things are buried, as well as that maybe external, you might say more fresh perspective. You also talked about, we chatted before we went live, about governance. Seems like what you guys have done is kind of flipped governance from being viewed as potentially an inhibitor to really empowering, being an empowering capability. Can you tell us how you've leveraged data governance to empower a data-driven culture within a business that is 128, I think, years old, you said? >> Yes, that's right. So, for us, I think that while we were establishing the program, it was very critical to understand kind of the challenges on the institutional side first because they had the maximum number of challenges with data. Again, because we're an asset servicing company, a data is an asset, we enrich that information and provide that information, but what was happening was it was taking us so much longer to provide these solutions to our clients, so we've embedded, now, the data governance framework as a part of that solution, and our clients are seeing the value, so if you look at one of the customers that we're working with, we actually have externalized our catalog where they understand now what data that they're receiving, and you're speaking the same language, and that was not the case before. But again, as I said, if we didn't do the foundational work of cataloging the information, understanding what the data is, where the data is, what the data assets are, we just couldn't have done that, so it's really paying off because of that. >> How has that affected your ability to be prepared for GDPR, which obviously went into effect last year, the fines go into effect in May of this year? What was the relationship there? >> So we have worked very, very closely with our chief privacy officer, and we've really done a phenomenal job of identifying where our highly sensitive data assets are. We're in the process of cataloging all of them through the unified governance framework that we've established, so we leverage IBM's IGC NIA to do all that work, and the lineage all the way to the authentic source, which is something the regulators definitely are looking for, so are we fully, completely done yet? No, so we're in that journey, and with unstructured data, we're looking at discovery tools to kind of provide that. We have a solution that's a little manual at this point, but we hope to kind of make more progress on that side. >> I got to ask you, so around 17%, the data suggests, 17% of the IT, technology industry is women, but I was at an IBM, it was a Data Divas breakfast that I crashed, I snuck in, one of the few guys there. >> Oh, very cool. And there was a stat that around 30% of data leaders are women, I don't know, it was a sort of a small sample, who knows? Sounded a little high. Somebody said it's because it's a thankless job and women have to take it on, so thoughts on women in tech, women in this role, perspectives. >> So I am excited to meet a few here at the conference. That statistic is pretty high that you're stating. I don't see that. >> David: It's outside that. >> In the industry, I do find myself sometimes as a lone warrior, at least in the industry forums, but I think it's growing. I think especially women in technology, women in leadership on the line of business side is growing, and Northern Trust, I'm very proud to say, is big around diversity and providing opportunities to women, so from that perspective, I think I'm excited that women are taking interest in data, yes, it is a very hard job, so I think, I feel like we are organized, we get a lot done at the same time, so I think it's really helped. >> Other than it's the right thing to do, are there other sort of business dimensions? Is it Mars versus Venus? Are there sort of enrichments that a woman leader brings to the equation, or is it just because it's the right thing to do? >> I've seen tenacity women have. No offense to anyone, I think the higher tenacity to be persistent. >> I don't take offense. >> To be methodical, to be methodical, and also to have the hard discussions in a very factual way sometimes, but also in, yes, this is the right thing to do, but is there ways we could make this change happen in a systematic, bite-size chunk way. Sometimes I think those coercive conversations help a lot more than the others, and I think, to me, I would say tenacity, tenacity. >> I love that word. I have to say, that's a word that's oftentimes associated with males. A lot of times a tenacious woman, it's a different adjective, right? It's a term, I don't know, Lisa, what your experience has been, so that's good, a good choice of words in my view. >> I've heard pushy before, and I think what they really meant >> David: There you go, okay. >> Is persistence. (laughs) >> That's right. >> A man is tenacious, a woman is pushy. You hear that a lot. >> Right, I think it's persistence. So last question for you. Here we are at the inaugural IBM Think 2018. You guys are an IBM Analytics Global Elite Partner. Can you talk to us a little bit about that strategic partnership and what it means for Northern Trust? >> This partnership has really helped us tremendously in the last three years while we were putting the strategy to action while operationalizing data governance, while operationalizing a lot of the capabilities we thought we would have but really kind of bringing that to life. We're also really excited because lot of the feedback that we've provided has gone into kind of redoing some of the products within IBM, so we've definitely partnered and done lot of testing for some of the ones, the beta versions, and it's also helped us, I think, sometimes it's been like a marriage. We've had hard times getting through certain hurdles, but it really has paid off, and I think the other thing is we've really operationalized governance to the core at Northern Trust. I think IBM is also seeing value in sharing that our story with others because others have started the journey but may have taken certain different approaches to making that happen, so all in all, I think that the unified governance framework has really helped us, and I think we really love the partnership. >> As a client, what's on their to-do list? What's on IBM's to-do list for you? >> So I think one of the things that we've been talking quite a bit is we have a new CIO, and he's really interested in the cloud strategy, I know you've been talking about that. Again, we're a bank, so due to regulation there's strategies in terms of private versus public cloud. That's one conversation we'll definitely want to take further. We want more integrated tooling within the unified governance platform. That's something that's been a topic that we've discussed quite a bit with them. AI, machine learning, robotics is huge for us, so how do we leverage Watson much more? We've done a few POCs, how do we really operationalize and make sure that that's something that we do more of, so I think I would say those three. >> So sounds like a very symbiotic relationship. >> Ranjana: It is. >> Slash marriage that you have. Ranjana, we want to thank you for joining us and sharing how really kind of you're exhibiting the term change agent in a tenacious way. >> Okay, thank you. >> I feel like I want to say I'm flanked between two data divas, you don't take offense at that, do you? >> No, not at all. It's a compliment. >> You crashed an event. I'm seeing a new >> I like that. >> Twitter handle come up here. We want to thank you so much again for stopping by and sharing. Congrats on your success, and we hope you have a great time here. Enjoy the sunshine! Maybe bring some back to Chicago. >> Will do, will do, yeah. Thanks again, very much. >> And for Dave Vellante, I'm Lisa Martin. We want to encourage you to check out thecube.net to watch all of the videos that we have done so far and will be doing at IBM Think 2018, and of course on all of the shows that we do. Also, head over to siliconangle.com. That's our media site where you're going to find pretty much in near real time synopsis and stories on not just what we're doing here but everything around the globe. Again, for Dave Vellante, I'm Lisa Martin, live from IBM Think 2018 in Vegas. We'll be right back after a short break with our next guest.

>> Announcer: Live from Boston Massachusetts. It's the cube. Covering IBM Chief Data Officer Summit, brought to you by IBM. >> Welcome back to the cube's coverage of the IBM Chief Data Officer Strategy Summit. I'm your host Rebecca Knight, along with my co-host Dave Vallante. We're joined by Sanjay Saxena, He is the senior vice president, enterprise data governance at Northern trust Corporation. Thanks so much for joining us Sanjay. >> Thank you. Thank you for having me. >> So, before the cameras were rolling, we were talking about how data governance is really now seen as a business imperative. Can you talk about what's driving that? >> Initially, when we started our data governance program it was very much a regulatory program, focused on regulations, such as GDPR, anti-money laundering etc. But now, as we have evolved, most of the program in my company is focused on business and business initiatives and a lot of that is actually driven by our customers, who want to clean data. We are custodians of the data. We do asset servicing, asset management, and what the customers have, are expecting, as stable stakes, is really clean data. So, more and more, I'm seeing it as a customer driven initiative. >> Clean data. can you ... >> So, many many businesses rely on data, financial services. It's all about data and technology, but when we talk about clean data, you're talking about providing data at a certain threshold. At a certain level of expectation. You are used to data quality when it comes to cars and gadgets and things like that. But, think about data and having a certain threshold that you and your customer can agree on as the right quality of data is really important. >> Well, and that's a lot of the, sort of, governance role, some of the back-office role, but then it evolved. >> Right. >> And begin to add value, particularly in the days where IBM was talking about data warehouse was king. You know master data management and single version of the truth. Data quality became a way in which folks in your role could really add business value. >> That's right. >> How has that evolved in terms of the challenge of that with all the data explosion? You know, how to do been big data it just increased the volumes of data by massive massive amounts and then lines of business started to initiate projects. What did that do for data quality, the data quality challenge? >> So the data quality challenge has grown on two dimensions. One, is the volume of data. You simply have more data to manage, more data to govern and provide an attestation or a certification, you say "Hey, it's clean data. It's good data." The other dimension is really around discoverability of that data. We have so much of data lying in data lakes and we have so many so much of meta-data about the data, that even governing that is becoming a challenge. So, I think both those dimensions are important and are making the jobs of a CDO more complex. >> And do you feel maybe not specific to you but just as an industry that, Let's take financial services, is the industry keeping pace? Because for years very few organizations, if any have tamed the data. Just a matter of keeping up. >> Has that changed or is it sort of still that treadmill? >> It's still evolving. It's still evolving in my from my perspective. Industries, again are starting to manage their models that they have to deliver to the regulators as essential, right? Now, more and more, they're looking at customer data. their saying "Look, my email IDs have to be correct. My customer addresses have to be correct." It's really important to have an effective customer relationship. Right? So, more and more, we are seeing front-office driving data quality and data quality initiatives. But have we attained a state of perfection? No. We are getting there, in terms of more optimization, more emphasis, more money and financials being put on data quality. But still it is evolving as a >> You talk a little bit about the importance of the customer relationship and this conference is really all about sharing best practices. What you've learned along the way, even from the stakes. Can you share a little bit with our viewers about what you think are sort of the pillars of a strong customer relationship, particularly with a financial services company? >> Right. So, in the industry that we are in, we do a lot of wealth management. We have institutional customers, but let's save the example of wealth management. These are wealthy, wealthy individuals, who have assets all around the world. Right? It's a high touch customer relationship kind of a game. So, we need to not only understand them, we need to understand their other relationships, their accountants, who their doctors are etc. So, in that kind of a business, not only it is about high touch and really understanding what the customer needs are. Right? And going more towards analytics and understanding what customers want, but really having correct data about them. Right? Where they live, who are their kids etc. So, it's really data and CRM, they actually come together in that kind of environment and data plays a pivotal role, when it comes to really effective CRM. >> Sanjay, last time we talked a little bit about GDPR. Can you give us an update on where you're at? I mean, like it or not, it's coming. How does it affect your organization and where are you and being ready for the, I mean GDPR has taken effect. people don't realize that, but the penalties go into effect next May. So, where are you guys at? >> So, we are progressing well on our GDPR program and we are, as we talked before this interview, we are treating GDPR as a foundation to our data governance program and that's how I would like other companies to treat GDP our program as well. Because not only what we are doing in GDPR, which is mapping out sensitive data across hundreds of applications and creating that baseline for the whole company. So that anytime a regulator comes in and wants to know where a particular person's information is, we should be able to tell them with in no uncertain terms. So we are using that to build a foundation for our data governance program. We are progressing well, in terms of all aspects of the program. The other interesting aspect, which is really important to highlight, which I didn't last time is that, there's a huge amount of synergy between GDPR and information security. Which is a much older discipline and data protection, so all companies have to protect the data anyway, right? Think about it. So, now a regulation comes along and we are, in a systematic fashion, trying to figure out where all where all our sensitive data is and whether it is controlled protected etc. It is helping our data protection program as well. So all these things, they come together very nicely from a GDPR perspective. >> I wonder, you, you remember Federal Rules of Civil Procedure. That was a big deal back in 2006, and the courts, you know maybe weren't as advanced and understanding technology as technology wasn't as advanced. What happened back then and I wonder if we could compare it to what you think will happen or is happening with GDPRs. It was impossible to solve the problem. So, people just said "Alright, we're going to fix email archiving and plug a hole." and then it became a case where, if a company could show that it had processes these procedures in place, they were covered, and that gave them defense and litigation. Do you expect the same will happen here or is the bar much much higher with GDPR. >> I believe the bar is much much higher. Because when you look at the different provisions of the regulation, right, customers consent is a big big deal, right? No longer can you use customer data for purposes other than what the customer has given you the consent for. Nor can you collect additional data, right? Historically, companies have gone out and collected not just your basic information, but may have collected other things that are relevant to them but not relevant to you or the relationship that you have with them. So it is, the laws are becoming or the regulations are becoming more restrictive, and really it's not just a matter of checking a box. It is really actually being able to prove that you have your data under control. >> Yeah so, my follow-up there is, can you use technology to prove that? Because you can't manually figure through this stuff. Are things like machine learning and so-called AI coming in to play to help with that problem. Yes, absolutely. So one aspect that we didn't talk about is that GDPR covers not just structured data but it covers unstructured data, which is huge and it's growing by tons. So, there are two tools available in the marketplace including IBM's tools which help you map the data or what we call as the lineage for the data. There are other tools that help you develop a meta-data repository to say "Hey, if it is date of birth, where does it reside in the repository, in all the depositories, in fact?" So, there are tools around meta-data management. There are tools around lineage. There are tools around unstructured data discovery, which is an add-on to the conventional tools and software that we have. So all those are things that you have in your repository that you can use to effectively implement GDPR. >> So my next follow-up on that is, does that lead to a situation where somebody in the governance role can actually, you know going back to the data quality conversation, can actually demonstrate incremental value to the business as a result of becoming expert at using that tooling? >> Absolutely, so as I mentioned earlier on in the conversation, right? You need govern data not just for your customers, for your regulators, but for your analytics. >> Right. >> Right. Now, analytics is yet another dimension effect. So you take all this information that now you're collecting for your GDPR, right? And it's the same information that somebody would need to effectively do a marketing campaign, or effectively do insights on the customer, right? Assuming you have the consent of course, right? We talked about that, right? So, you can mine the same information. Now, you have that information tagged. It's all nicely calibrated in repositories etc. Now, you can use that for your analytics, You can use that for your top line growth or even see what your internal processes are, that can make you more effective from an operations perspective. And how you can get that. >> So you're talking about these new foundations of your data governance strategy and yet we're also talking about this at a time where there's a real shortage of people who are data experts and analytics experts. What are what is Northern Trust doing right now to make sure that you are you have enough talent to fill the pipeline? >> So, we are doing multiple things. Like most companies, we are trying a lot of different things. It's hard to recruit in these areas, especially in the data science area, where analytics. And people not only need to have a certain broad understanding of your business, but they also need to have a deep understanding of all of the statistical techniques etc., right? So, that combination is very hard to find. So, what we do is typically, we get interns, from the universities who have the technology knowledge and we couple them up with business experts. And we work in those collaborated kind of teams, right? Think about agile teams that are working with business experts and technology experts together. So that's one way to solve for that problem. >> Great, well Sanjay, thank you so much for joining us here on the cube. >> Thank you. Thank you. >> Good to see you again. >> We will have more from the IBM CDO Summit just after this.

>> Narrator: Live from Munich, Germany it's theCUBE, covering IBM, fast track your data. brought to you by IBM. >> Welcome back to Munich, Germany everybody. This is theCUBE, the leader in live tech coverage. We go out to the events, we extract the signal from the noise, and we're here at the IBM signature moment, Fast Track Your Data in Munich, where enterprise data governance is a huge theme. We're going to talk about that right now, I'm Dave Vellante with my co-host, Jim Kobielus. Sanjay Saxena is here, he's the senior Vice-President at Northern Trust. Sanjay, welcome to theCUBE, thanks for coming on. >> Thank you, thank you, thanks for having me. >> So, enterprise data governance is a huge theme here, we're going to get into that, but set up Northern Trust, your organization, and your role. >> So, I am the head for enterprise data governance for Northern Trust. It's an essential enterprise role across all the business units. I've been working with Northern Trust for the last three years to set up the program, and prior to this I worked with Bank of Montreal and other institutions doing similar things. >> So how is enterprise governance evolving? I mean, I go back to, sort of, 2006 for the federal rules of civil procedure when electronic, you know, records became admissible in courts, and that set off a whole chain reaction, and plugging the holes with email archiving, and it was just really scratching the surface. We've kind of evolved there, is governance a strategic imperative? Why is it a strategic imperative? And how is it evolving? >> Well, our program has significantly evolved over the past three years. Partly because of how the market conditions are, and what the regulators expect. We fundamentally started our program focused on regulations, risk and compliance, like most banks did. But now we are a very broad based program within the company. So not just a risk department or the finance department, but also the business units are asking for data governance and for quality. And we are in the asset management, asset servicing business. And a lot of our customers, we manage their data. So they are expecting this as stable stakes at this point in time. So we are realizing a lot of value of the data governance in the business units as well, in addition to the risk and compliance usage. >> So how has governance evolved? I mean I went back ten, eleven years which is like ancient history in these days. How has your, sort of, data governance strategy evolved, and where has it come from, and where are you now, and where are you going? >> So, about two to four years back there wasn't anything formal when it comes to governance, it was very specific to certain units of data, certain types of data. For example, most companies are very concerned about the pricing data. And that's where they would have governance. But it was never a broad based program. Nor was there an operating model around governance and organization, structure, teams of people, so over the past three or four years we've seen that evolution. So now I have a number of data stewards as part of my team, and within the business units, whose sole business is to do governance. We have formally establishing data governance principles and practices and policies. Years back, even three years back, you'd go to most organizations you wouldn't find any policies and practices of data governance. So those are two distinct ways that the governance has evolved in terms of the model. And also along with that has been an evolution of tools and technology and where IBM has heard this a lot. >> Generally the line of business people, you know, governance, compliance, even security, and it's changing but, generally if I hear those words as a business person, it's ugh, it's going to slow me down, it's going to cost me time, it's going to cost me money, bureaucracy overhead. How do you as a governance professional address that? Can you make governance a source of value? >> Right, so governance is a very abstract concept. Most people, most businesses, don't want they want to run away from anything close to governance, right? >> Dave: No accountability. >> No accountability, right? They want to be focused on their revenues, etc. So one way to make that, and what we've done is we've made it very tangible by showing them data quality in terms of metrics, in terms of dashboards, in terms of showing them cost of poor data quality, right? In terms of, for example, a simple example is, a customer names an address as being wrong, may not mean very much to a regulator, but it is really important from a business perspective for a relationship manager in our business. So what we've done is shown that to them and shown positive trending towards the mediation and tied it to the business outcomes. So I wouldn't say that we are there yet, it's a journey, but there's been a lot of evolution in the process, they are accepting my organization, they are accepting the roles, and they are accepting the work we're doing. And they want to be part of it. So that's how I see them evolve, I see this as a continuous evolvement even beyond that. And ultimately I see them using governance almost as a product. Right now it's, we provide a lot of data to our end consumers, to our asset management, to management companies, to fund administrators, and others, right? And data governance is an implicit component of that, right? We don't charge money for it, right? But in the world of the future I see that, depending on the tier of the customer, depending on the kind of data that we're supplying them, we can have different tiers of data quality and governance around that, and we could explicitly charge. So they're excited about that project, about that prospect, and they want to work with us on that. >> And you, do you have a chief data officer? >> Sanjay: Yes. >> Okay, so, is it a relatively new role? Or it's been around, I mean typically in your industry it's regulated and so you tend to have more propensity for CDOs, but has there been one for a while, or a couple years? >> Sanjay: It's been around for two years. >> Just two years? Okay. >> Sanjay: Yeah, two plus years, yes. >> Okay, so that chief data officer that emergent role, looks at things like data quality, looks at how to monetize data, tries to form relationships with the line of business, all those things. Companies generally are just starting to understand, all right, how do I, how does data effect my monetization? Not so much how do I sell the data, but how does data help my cut costs or increase revenue? >> Yeah, well, or, yeah, related to that very much is, for example, do you compute a metric such as customer lifetime value that you would sacrifice if you don't, if your business doesn't consolidate multiple inconsistent customer data sets down to one canonical data set that you can use then to, high quality, that you can use to drive targeting marketing, and better engagement. Do you report like a CLV, customer lifetime value, as part of your overall governance strategy or thought about doing that? >> We've thought about doing that, and those metrics are evolving in our organization, but even a little bit more basic metrics around is your customer contactable, right? Do you have the right information about them? Or, for the share of the wallet, is it actually a better example? Like we have different investment products, and we have different products that we sell to our wealthy individuals. What portion of those, what is the average number of products that they have from us? And to be able to monitor, and measure it, across a meter of time, is a really important thing for businesses to do. >> Okay, let's, I see your button here, your badge here, it says IBM analytics, global elite, I think there was a little reception last night by the lake, and you know, all the execs took you guys out and wined and dined you and, you know, that's good. We saw that action going on. But so, what is that mean, a global elite? So that means you're a top-tier customer, what's your relationship with IBM, and how has that evolved? >> Right, so yeah, so North Interest buys a lot of stuff from IBM, lot of technology, tools, consulting, so we are, we are one of the top tier customers, and that's why we are part of the global elite program. And our relationship has really really evolved over time, especially in the governance base I'm talking about, and IBM has been a significant partner for us in terms of the initial strategy around governance, which we implemented and we are still on track to get that fully implemented. Equally important is the tools and technologies that they brought into the space. So most of the vendors provide segregated tools for different portions of data governance. You'll find some people good in lineators, good in meta data, glossary, etc. But IBM has an end to end suite, and we've been able to integrate that, we've been able to make it a single solution, single integrated solution, and that's really benefited us. So that's really been the contribution of IBM. >> And, okay, so can you talk more about the business impact about that single integrated solution? >> So the business impact is that today, unlike ever in the past, we have data quality dashboards. And this is, we are measuring data quality across thousands of data attributes on a monthly basis. We are publishing trends around data quality. We have that, we are also, for people, developers, for business people who are interested in where the data is coming from, we have lineage, we have an enterprise glossary. So it's a one stop solution across all of those. The business people are able to look at that, whether it's risk, finance, or business units, they're able to look at that on a monthly basis. We're able to provide implications of quality, we provide trending, so it is really taking us towards making us a data driven organization. >> Have you been a user, at least a beta-user of the governance catalog that IBM has announced today? What are your thoughts about that? >> Yes, so the information governance catalog we've been using that for the last three years. We have, as I said, about several thousand data elements in the information governance catalog. And what that does is, it creates that single vocabulary within the bank, and you cannot even imagine how difficult that is. Because for two business units to agree on the meaning of a term, it requires a lot of discussions and deliberations. But having a one simple repository that has all of the meta-data is one aspect of it. The second thing is, which has got implications in terms of data security and protection, that we are able to tag the data as sensitive data. For example, for GDPR, so we are using the same tool to be able to tag sensitive data elements and, as I said, the whole lineage, where does it reside, where does the data flow into, all of those things are very very easy and have been implemented in the IGC. >> Sanjay, what would you say is your biggest challenge as an enterprise data governance professional? >> Team management is still the biggest challenge, it is. As I said, it's a journey. And getting to every individual in the enterprise, for example, to start using this glossary that I just talked about. Or getting people to systematically look at data quality across the board. The other piece is the funding around data initiatives, right? So everyone's used to large transformation programs, but when I come up with a list of, here are the top ten data quality issues that need to be fixed, everybody looks over everybody else's shoulder I guess, and says, who's going to pay for it, right? And is this really our problem, or is this the problem of somebody else, right? So we get into a lot of those discussions, but it's a journey, as I said. >> Well, so you need executive support. To get executive support you have to demonstrate how it drives business values. So that's where it's, there's some carrot and stick involved. Well the stick is, well, we got to comply. We've heard a lot about GDRP and how that's going to, you know, cause pain. Okay, so that's the stick. The carrot is the data monetization, and the data value piece, connecting data quality to data value is that, you know, enticement, is it not. >> That's absolutely right, and the more and more we can show monetization of data, or even the fact that, because of that data governance or quality, we were able to acquire a new customer. It doesn't all need to be tangible is what I'm saying. But the more and more we can show monetization, the better off we'll be in terms of selling the program. >> Excellent. Well, Sanjay thanks very much for coming to theCUBE and sharing your experience, we really appreciate it. >> Sanjay: Thank you, thank you very much. >> You're welcome. (techno music)

(upbeat music) >> Welcome back to Supercloud two where we're gathering a number of industry luminaries to discuss the future of cloud services. And we'll be focusing on various real world practitioners today, their challenges, their opportunities with an emphasis on data, self-service infrastructure and how organizations are evolving their data and cloud strategies to prepare for that next era of digital innovation. And we really believe that support for multiple cloud estates is a first step of any Supercloud. And in that regard Oracle surprise some folks with its Azure collaboration the Oracle database and exit database services. And to discuss the challenges of developing a mission critical Supercloud we welcome Juan Loaiza, who's the executive vice president of Mission Critical Database Technologies at Oracle. Juan, you're many time CUBE alums so welcome back to the show. Great to see you. >> Great to see you, and happy to be here with you. >> Yeah, thank you. So a lot of people felt that Oracle was resistant to multicloud strategies and preferred to really have everything run just on the Oracle cloud infrastructure, OCI and maybe that was a misperception maybe you guys were misunderstood or maybe you had to change your heart. Take us through the decision to support multiple cloud platforms >> Now we've supported multiple cloud platforms for many years, so I think that was probably a misperception. Oracle database, we partnered up with Amazon very early on in their cloud when they had kind of the the first cloud out there. And we had Oracle database running on their cloud. We have backup, we have a lot of stuff running. So, yeah, part of the philosophy of Oracle has always been we partner with every platform. We're very open we started with SQL and APIs. As we develop new technologies we push them into the SQL standard. So that's always been part of the ecosystem at Oracle. That's how we think we get an advantage by being more open. I think if we try to create this isolated little world it actually hurts us and hurts customers. So for us it's a win-win to be open across the clouds. >> So Supercloud is this concept that we put forth to describe a platform or some people think it's an architecture if you have an opinion, and I'd love to hear it but it provides a programmatically consistent set of services that hosted on heterogeneous cloud providers. And so we look at the Oracle database service for Azure as fitting within this definition. In your view, is this accurate? >> Yeah, I would broaden it. I'd see a little bit more than that. We just think that services should be available from everywhere, right? So, I mean, it's a little bit like if you go back to the pre-internet world, there was things like AOL and CompuServe and those were kind of islands. And if you were on AOL, you really didn't have access to anything on CompuServe and vice versa. And the cloud world has evolved a little bit like that. And we just think that's the wrong model. They shouldn't these clouds are part of the world and they need to be interconnected like all the rest of the world. It's been a long time with telephones internet, everything, everything's interconnected. Everything should work seamlessly together. So that's how we believe if you're running in one cloud and you're running let's say an application, one cloud you want to use a service from another cloud should be completely simple to do that. It shouldn't be, I can only use what's in AOL or CompuServe or whatever else. It should not be isolated. >> Well, we got a long way to go before that Nirvana exists but one example is the Oracle database service with Azure. So what exactly does that service provide? I'm interested in how consistent the service experience is across clouds. Did you create a purpose-built PaaS layer to achieve this common experience? Or is it off the shelf Terraform? Is there unique value in the PaaS layer? Let's dig into some of those questions. I know I just threw six at you. >> Yeah, I mean, so what this is, is what we're trying to do is very simple. Which is, for example, starting with the Oracle database we want to make that seamless to use from anywhere you're running. Whether it's on-prem, on some other cloud, anywhere else you should be able to seamlessly use the Oracle database and it should look like the internet. There's no friction. There's not a lot of hoops you got to jump just because you're trying to use a database that isn't local to you. So it's pretty straightforward. And in terms of things like Azure, it's not easy to do because all these clouds have a lot of kind of very unique technologies. So what we've done is at Oracle is we've said, "Okay we're going to make Oracle database look exactly like if it was running on Azure." That means we'll use the Azure security systems, the identity management systems, the networking, there's things like monitoring and management. So we'll push all these technologies. For example, when we have monitoring event or we have alerts we'll push those into the Azure console. So as a user, it looks to you exactly as if that Oracle database was running inside Azure. Also, the networking is a big challenge across these clouds. So we've basically made that whole thing seamless. So we create the super high bandwidth network between Azure and Oracle. We make sure that's extremely low latency, under two milliseconds round trip. It's all within the local metro region. So it's very fast, very high bandwidth, very low latency. And we take care establishing the links and making sure that it's secure and all that kind of stuff. So at a high level, it looks to you like the database is--even the look and feel of the screens. It's the Azure colors, it's the Azure buttons it's the Azure layout of the screens so it looks like you're running there and we take care of all the technical details underlying that which there's a lot which has taken a lot of work to make it work seamlessly. >> In the magic of that abstraction. Juan, does it happen at the PaaS layer? Could you take us inside that a little bit? Is there intelligence in there that helps you deal with latency or are there any kind of purpose-built functions for this service? >> You could think of it as... I mean it happens at a lot of different layers. It happens at the identity management layer, it happens at the networking layer, it happens at the database layer, it happens at the monitoring layer, at the management layer. So all those things have been integrated. So it's not one thing that you just go and do. You have to integrate all these different services together. You can access files in Azure from the Oracle database. Again, that's completely seamless. You, it's just like if it was local to our cloud you get your Azure files in your kind of S3 equivalent. So yeah, the, it's not one thing. There's a whole lot of pieces to the ecosystem. And what we've done is we've worked on each piece separately to make sure that it's completely seamless and transparent so you don't have to think about it, it just works. >> So you kind of answered my next question which is one of the technical hurdles. It sounds like the technical hurdles are that integration across the entire stack. That's the sort of architecture that you've built. What was the catalyst for this service? >> Yeah, the catalyst is just fulfilling our vision of an open cloud world. It's really like I said, Oracle, from the very beginning has been believed in open standards. Customers should be able to have choice customers should be able to use whatever they want from wherever they want. And we saw that, you know in the new world of cloud that had broken down everybody had their own authentication system management system, monitoring system networking system, configuration system. And it became very difficult. There was a lot of friction to using services across cloud. So we said, "Well, okay we can fix that." It's work, it's significant amount of work but we know how to do it and let's just go do it and make it easy for customers. >> So given Oracle is really your main focus is on mission critical workloads. You talked about this low latency network, I mean but you still have physical distances, so how are you managing that latency? What's the experience been for customers across Azure and OCI? >> Yeah, so it, it's a good point. I mean, latency can be an issue. So the good thing about clouds is we have a lot of cloud data centers. We have dozens and dozens of cloud data centers around the world. And Azure has dozens and dozens of cloud data centers. And in most cases, they're in the same metro region because there's kind of natural metro regions within each country that you want to put your cloud data centers in. So most of our data centers are actually very close to the Azure data centers. There's the kind of northern Virginia, there's London, there's Tokyo I mean, there's natural places where everybody puts their data centers Seoul et cetera. And so that's the real key. So that allows us to put a very high bandwidth and low latency network. The real problems with latency come when you're trying to go along physical distance. If you're trying to connect, you know across the Pacific or you know across the country or something like that, then you can get in trouble with latency within the same metro region. It's extremely fast. It tends to be around one, you know the highest two millisecond that's roundtrip through all the routers and connections and gateways and everything else. With everything taken into consideration, what we guarantee is it's always less than two millisecond which is a very low latency time. So that tends to not be a problem because it's extremely low latency. >> I was going to ask you less than two milliseconds. So, earlier in the program we had Jack Greenfield who runs architecture for Walmart, and he was explaining what we call their Supercloud, and it's runs across Azure, GCP, and they're on-prem. They have this thing called the triplet model. So my question to you is, are you in situations where you guaranteeing that less than two milliseconds do you have situations where you're bringing, you know Exadata Cloud, a customer on-prem to achieve that? Or is this just across clouds? >> Yeah, in this case, we're talking public cloud data center to public cloud data center. >> Oh okay. >> So add your public cloud data center to Oracle Public Cloud data center. They're in the same metro region. We set up the connections, we do all the technology to make it seamless. And from a customer point of view they don't really see the network. Also, remember that SQL is actually designed to have very low bandwidth and latency requirements. So it is a language. So you don't go to the database and say do this one little thing for me. You send it a SQL statement that can actually access lots of data while in the database. So the real latency requirement of a SQL database is within the database. So I need to access all that data fast. So I need very fast access to storage very fast access across node. That's what exit data gives you. But you send one request and that request can do a huge amount of work and then return one answer. And that's kind of the design point of SQL. So SQL is inherently low bandwidth requirements, it was used back in the eighties when we used to have 10 megabit networks and the the biggest companies in the world ran back then. So right now we're talking over hundred hundreds of gigabits. So it's really not much of a challenge. When you're designed to run on 10 megabit to say, okay I'm going to give you 10,000 times what you were designed for it's really, it's a pretty low hurdle jump. >> What about the deployment models? How do you handle this? Is it a single global instance across clouds or do you sort of instantiate in each you got exudate in Azure and exudates in OCI? What's the deployment model look like? >> It's pretty straightforward. So customer decides where they want to run their application and database. So there's natural places where people go. If you're in Tokyo, you're going to choose the local Tokyo data centers for both, you know Microsoft and Oracle. If you're in London, you're going to do that. If you're in California you're going to choose maybe San Jose, something like that. So a customer just chooses. We both have data centers in that metro region. So they create their service on Azure and then they go to our console which looks just like an Azure console and say all right create me a database. And then we choose the closest Oracle data center which is generally a few miles away, and then it it all gets created. So from a customer point of view, it's very straightforward. >> I'm always in awe about how simple you make things sound. All right what about security? You talked a little bit before about identity access how you sort of abstracting the Azure capabilities away so that you've simplified it for your customers but are there any other specific security things that you need to do? How much did you have to abstract the underlying primitives of Azure or OCI to present that common experience to customers? >> Yeah, so there's really two big things. One is the identity management. Like my name is X on Azure and I have this set of privileges. Oracle has its own identity management system, right? So what we didn't want is that you have to kind of like bridge these things yourself. It's a giant pain to do that. So we actually what we call federate across these identity managements. So you put your credentials into Azure and then they automatically get to use the exact same credentials and identity in the Oracle cloud. So again, you don't have to think about it, it just works. And then the second part is that the whole bridging the network. So within a cloud you generally have virtual network that's private to your company. And so at Oracle, we bridge the private network that you created in, for example, Azure to the private network that we create for you in Oracle. So it is still a private network without you having to do a whole bunch of work. So it's just like if you were in your own data center other people can't get into your network. So it's secured at the network level, it's secured at the identity management, and encryption level. And again we did a lot of work to make that seamless for customers and they don't have to worry about it because we did the work. That's really as simple as it gets. >> That's what's Supercloud's supposed to be all about. Alright, we were talking earlier about sort of the misperception around multicloud, your view of Open I think, which is you run the Oracle database, wherever the customer wants to run it. So you got this database service across OCI and Azure customers today, they run Oracle database in AWS. You got heat wave, MySQL, heat wave that you announced on AWS, Google touts a bare metal offering where you can run Oracle on GCP. Do you see a day when you extend an OCI Azure like situation across multiple clouds? Would that bring benefits to customers or will the world of database generally remain largely fenced with maybe a few exceptions like what you're doing with OCI and Azure? I'm particularly interested in your thoughts on egress fees as maybe one of the reasons that there is a barrier to this happening and why maybe these stove pipes, exist today and in the future. What are your thoughts on that? >> Yeah, we're very open to working with everyone else out there. Like I said, we've always been, big believers in customers should have choice and you should be able to run wherever you want. So that's been kind of a founding principle of Oracle. We have the Azure, we did a partnership with them, we're open to doing other partnerships and you're going to see other things coming down the pipe on the topic of egress. Yeah, the large egress fees, it's pretty obvious what goes on with that. Various vendors like to have large egress fees because they want to keep things kind of locked into their cloud. So it's not a very customer friendly thing to do. And I think everybody recognizes that it's really trying to kind of course or put a lot of friction on moving data out of a particular cloud. And that's not what we do. We have very, very low egress fees. So we don't really do that and we don't think anybody else should do that. But I think customers at the end of the day, will win that battle. They're going to have to go back to their vendor and say, well I have choice in clouds and if you're going to impose these limits on me, maybe I'll make a different choice. So that's ultimately how these things get resolved. >> So do you think other cloud providers are going to take a page out of what you're doing with Azure and provide similar solutions? >> Yeah, well I think customers want, I mean, I've talked to a lot of customers, this is what they want, right? I mean, there's really no doubt no customer wants to be locked into a single ecosystem. There's nobody out there that wants that. And as the competition, when they start seeing an open ecosystem evolving they're going to be like, okay, I'd rather go there than the closed ecosystem, and that's going to put pressure on the closed ecosystems. So that's the nature of competition. That's what ultimately will tip the balance on these things. >> So Juan, even though you have this capability of distributing a workload across multiple clouds as in our Supercloud premise it's still something that's relatively new. It's a big decision that maybe many people might consider somewhat of a risk. So I'm curious who's driving the decisions for your initial customers? What do they want to get out of it? What's the decision point there? >> Yeah, I mean, this is generally driven by customers that want a specific technology in a cloud. I think the risk, I haven't seen a lot of people worry too much about the risk. Everybody involved in this is a very well known, very reputable firm. I mean, Oracle's been around for 40 years. We run most of the world's largest companies. I think customers understand we're not going to build a solution that's going to put their technology and their business at risk. And the same thing with Azure and others. So I don't see customers too worried about this is a risky move because it's really not. And you know, everybody understands networking at the end the day networking works. I mean, how does the internet work? It's a known quantity. It's not like it's some brand new invention. What we're really doing is breaking down the barriers to interconnecting things. Automating 'em, making 'em easy. So there's not a whole lot of risk here for customers. And like I said, every single customer in the world loves an open ecosystem. It's just not a question. If you go to a customer would you rather put your technology or your business to run on a closed ecosystem or an open system? It's kind of not even worth asking a question. It's a no-brainer. >> All right, so we got to go. My last question. What do you think of the term "Supercloud"? You think it'll stick? >> We'll see. There's a lot of terms out there and it's always fun to see which terms stick. It's a cool term. I like it, but the decision makers are actually the public, what sticks and what doesn't. It's very hard to predict. >> Yeah well, it's been a lot of fun having you on, Juan. Really appreciate your time and always good to see you. >> All right, Dave, thanks a lot. It's always fun to talk to you. >> You bet. All right, keep it right there. More Supercloud two content from theCUBE Community Dave Vellante for John Furrier. We'll be right back. (upbeat music)

>>Hey everyone, welcome to the Cube's coverage of AWS Reinvent 2022. Lisa Martin here with you with Subaru ier, one of our alumni who's now the CEO of Aerospike. Sabu. Great to have you on the program. Thank you for joining us. >>Great as always, to be on the cube. Luisa, good to meet you. >>So, you know, every company these days has got to be a data company, whether it's a retailer, a manufacturer, a grocer, a automotive company. But for a lot of companies, data is underutilized, yet a huge asset that is value added. Why do you think companies are struggling so much to make data a value added asset? >>Well, you know, we, we see this across the board when I talk to customers and prospects. There's a desire from the business and from it actually to leverage data to really fuel newer applications, newer services, newer business lines, if you will, for companies. I think the struggle is one, I think one the, you know, the plethora of data that is created, you know, surveys say that over the next three years data is gonna be, you know, by 2025, around 175 zetabytes, right? A hundred and zetabytes of data is gonna be created. And that's really a, a, a growth of north of 30% year over year. But the more important, and the interesting thing is the real time component of that data is actually growing at, you know, 35% cagr. And what enterprises desire is decisions that are made in real time or near real time. >>And a lot of the challenges that do exist today is that either the infrastructure that enterprises have in place was never built to actually manipulate data in real time. The second is really the ability to actually put something in place which can handle spikes yet be cost efficient if you'll, so you can build for really peak loads, but then it's very expensive to operate that particular service at normal loads. So how do you build something which actually works for you, for both you, both users, so to speak? And the last point that we see out there is even if you're able to, you know, bring all that data, you don't have the processing capability to run through that data. So as a result, most enterprises struggle with one, capturing the data, you know, making decisions from it in real time and really operating it at the cost point that they need to operate it at. >>You know, you bring up a great point with respect to real time data access. And I think one of the things that we've learned the last couple of years is that access to real time data, it's not a nice to have anymore. It's business critical for organizations in any industry. Talk about that as one of the challenges that organizations are facing. >>Yeah. When, when, when we started Aerospike, right when the company started, it started with the premise that data is gonna grow, number one, exponentially. Two, when applications open up to the internet, there's gonna be a flood of users and demands on those applications. And that was true primarily when we started the company in the ad tech vertical. So ad tech was the first vertical where there was a lot of data both on the supply side and the demand side from an inventory of ads that were available. And on the other hand, they had like microseconds or milliseconds in which they could make a decision on which ad to put in front of you and I so that we would click or engage with that particular ad. But over the last three to five years, what we've seen is as digitization has actually permeated every industry out there, the need to harness data in real time is pretty much present in every industry. >>Whether that's retail, whether that's financial services, telecommunications, e-commerce, gaming and entertainment. Every industry has a desire. One, the innovative companies, the small companies rather, are innovating at a pace and standing up new businesses to compete with the larger companies in each of these verticals. And the larger companies don't wanna be left behind. So they're standing up their own competing services or getting into new lines of business that really harness and are driven by real time data. So this compelling pressures, one, the customer exp you know, customer experience is paramount and we as customers expect answers in, you know, an instant in real time. And on the other hand, the way they make decisions is based on a large data set because you know, larger data sets actually propel better decisions. So there's competing pressures here, which essentially drive the need. One from a business perspective, two from a customer perspective to harness all of this data in real time. So that's what's driving an inces need to actually make decisions in real or near real time. >>You know, I think one of the things that's been in short supply over the last couple of years is patients we do expect as consumers, whether we're in our business lives, our personal lives that we're going to be getting, be given information and data that's relevant, it's personal to help us make those real time decisions. So having access to real time data is really business critical for organizations across any industries. Talk about some of the main capabilities that modern data applications and data platforms need to have. What are some of the key capabilities of a modern data platform that need to be delivered to meet demanding customer expectations? >>So, you know, going back to your initial question Lisa, around why is data really a high value but underutilized or underleveraged asset? One of the reasons we see is a lot of the data platforms that, you know, some of these applications were built on have been then around for a decade plus and they were never built for the needs of today, which is really driving a lot of data and driving insight in real time from a lot of data. So there are four major capabilities that we see that are essential ingredients of any modern data platform. One is really the ability to, you know, operate at unlimited scale. So what we mean by that is really the ability to scale from gigabytes to even petabytes without any degradation in performance or latency or throughput. The second is really, you know, predictable performance. So can you actually deliver predictable performance as your data size grows or your throughput grows or your concurrent user on that application of service grows? >>It's really easy to build an application that operates at low scale or low throughput or low concurrency, but performance usually starts degrading as you start scaling one of these attributes. The third thing is the ability to operate and always on globally resilient application. And that requires a, a really robust data platform that can be up on a five, nine basis globally, can support global distribution because a lot of these applications have global users. And the last point is, goes back to my first answer, which is, can you operate all of this at a cost point? Which is not prohibitive, but it makes sense from a TCO perspective. Cuz a lot of times what we see is people make choices of data platforms and as ironically their service or applications become more successful and more users join their journey, the revenue starts going up, the user base starts going up, but the cost basis starts crossing over the revenue and they're losing money on the service, ironically, as the service becomes more popular. So really unlimited scale, predictable performance always on, on a globally resilient basis and low tco. These are the four essential capabilities of any modern data platform. >>So then talk to me with those as the four main core functionalities of a modern data platform. How does aerospace deliver that? >>So we were built, as I said, from the from day one to operate at unlimited scale and deliver predictable performance. And then over the years as we work with customers, we build this incredible high availability capability which helps us deliver the always on, you know, operations. So we have customers who are, who have been on the platform 10 years with no downtime for example, right? So we are talking about an amazing continuum of high availability that we provide for customers who operate these, you know, globally resilient services. The key to our innovation here is what we call the hybrid memory architecture. So, you know, going a little bit technically deep here, essentially what we built out in our architecture is the ability on each node or each server to treat a bank of SSDs or solid state devices as essentially extended memory. So you're getting memory performance, but you're accessing these SSDs, you're not paying memory prices, but you're getting memory performance as a result of that. >>You can attach a lot more data to each node or each server in your distributed cluster. And when you kind of scale that across basically a distributed cluster you can do with aerospike, the same things at 60 to 80% lower server count and as a result 60 to 80% lower TCO compared to some of the other options that are available in the market. Then basically, as I said, that's the key kind of starting point to the innovation. We layer around capabilities like, you know, replication change, data notification, you know, synchronous and asynchronous replication. The ability to actually stretch a single cluster across multiple regions. So for example, if you're operating a global service, you can have a single aerospace cluster with one node in San Francisco, one northern New York, another one in London. And this would be basically seamlessly operating. So that, you know, this is strongly consistent. >>Very few no SQL data platforms are strongly consistent or if they are strongly consistent, they will actually suffer performance degradation. And what strongly consistent means is, you know, all your data is always available, it's guaranteed to be available, there is no data lost anytime. So in this configuration that I talked about, if the node in London goes down, your application still continues to operate, right? Your users see no kind of downtime and you know, when London comes up, it rejoins the cluster and everything is back to kind of the way it was before, you know, London left the cluster so to speak. So the op, the ability to do this globally resilient, highly available kind of model is really, really powerful. A lot of our customers actually use that kind of a scenario and we offer other deployment scenarios from a higher availability perspective. So everything starts with HMA or hybrid memory architecture and then we start building out a lot of these other capabilities around the platform. >>And then over the years, what our customers have guided us to do is as they're putting together a modern kind of data infrastructure, we don't live in a silo. So aerospace gets deployed with other technologies like streaming technologies or analytics technologies. So we built connectors into Kafka, pulsar, so that as you're ingesting data from a variety of data sources, you can ingest them at very high ingest speeds and store them persistently into Aerospike. Once the data is in Aerospike, you can actually run spark jobs across that data in a, in a multithreaded parallel fashion to get really insight from that data at really high, high throughput and high speed, >>High throughput, high speed, incredibly important, especially as today's landscape is increasingly distributed. Data centers, multiple public clouds, edge IOT devices, the workforce embracing more and more hybrid these days. How are you ex helping customers to extract more value from data while also lowering costs? Go into some customer examples cause I know you have some great ones. >>Yeah, you know, I think we have, we have built an amazing set of customers and customers actually use us for some really mission critical applications. So, you know, before I get into specific customer examples, let me talk to you about some of kind of the use cases which we see out there. We see a lot of aerospace being used in fraud detection. We see us being used in recommendations and since we use get used in customer data profiles or customer profiles, customer 360 stores, you know, multiplayer gaming and entertainment, these are kind of the repeated use case digital payments. We power most of the digital payment systems across the globe. Specific example from a, from a specific example perspective, the first one I would love to talk about is PayPal. So if you use PayPal today, then you know when you actually paying somebody your transaction is, you know, being sent through aero spike to really decide whether this is a fraudulent transaction or not. >>And when you do that, you know, you and I as a customer not gonna wait around for 10 seconds for PayPal to say yay or me, we expect, you know, the decision to be made in an instant. So we are powering that fraud detection engine at PayPal for every transaction that goes through PayPal before us, you know, PayPal was missing out on about 2% of their SLAs, which was essentially millions of dollars, which they were losing because, you know, they were letting transactions go through and taking the risk that it, it's not a fraudulent transaction with the aerospace. They can now actually get a much better sla and the data set on which they compute the fraud score has gone up by, you know, several factors. So by 30 x if you will. So not only has the data size that is powering the fraud engine actually grown up 30 x with Aerospike. Yeah. But they're actually making decisions in an instant for, you know, 99.95% of their transactions. So that's, >>And that's what we expect as consumers, right? We want to know that there's fraud detection on the swipe regardless of who we're interacting with. >>Yes. And so that's a, that's a really powerful use case and you know, it's, it's a great customer, great customer success story. The other one I would talk about is really Wayfair, right? From retail and you know, from e-commerce. So everybody knows Wayfair global leader in really, you know, online home furnishings and they use us to power their recommendations engine and you know, it's basically if you're purchasing this, people who bought this but also bought these five other things, so on and so forth, they have actually seen the card size at checkout go by up to 30% as a result of actually powering their recommendations in G by through Aerospike. And they, they were able to do this by reducing the server count by nine x. So on one ninth of the servers that were there before aerospace, they're now powering their recommendation engine and seeing card size checkout go up by 30%. Really, really powerful in terms of the business outcome and what we are able to, you know, drive at Wayfair >>Hugely powerful as a business outcome. And that's also what the consumer wants. The consumer is expecting these days to have a very personalized, relevant experience that's gonna show me if I bought this, show me something else that's related to that. We have this expectation that needs to be really fueled by technology. >>Exactly. And you know, another great example you asked about, you know, customer stories, Adobe, who doesn't know Adobe, you know, they, they're on a, they're on a mission to deliver the best customer experience that they can and they're talking about, you know, great customer 360 experience at scale and they're modernizing their entire edge compute infrastructure to support this. With Aerospike going to Aerospike, basically what they have seen is their throughput go up by 70%, their cost has been reduced by three x. So essentially doing it at one third of the cost while their annual data growth continues at, you know, about north of 30%. So not only is their data growing, they're able to actually reduce their cost to actually deliver this great customer experience by one third to one third and continue to deliver great customer 360 experience at scale. Really, really powerful example of how you deliver Customer 360 in a world which is dynamic and you know, on a dataset which is constantly growing at north, north of 30% in this case. >>Those are three great examples, PayPal, Wayfair, Adobe talking about, especially with Wayfair when you talk about increasing their cart checkout sizes, but also with Adobe increasing throughput by over 70%. I'm looking at my notes here. While data is growing at 32%, that's something that every organization has to contend with data growth is continuing to scale and scale and scale. >>Yep. I, I'll give you a fun one here. So, you know, you may not have heard about this company, it's called Dream 11 and it's a company based out of India, but it's a very, you know, it's a fun story because it's the world's largest fantasy sports platform and you know, India is a nation which is cricket crazy. So you know, when, when they have their premier league going on, you know, there's millions of users logged onto the dream alone platform building their fantasy lead teams and you know, playing on that particular platform, it has a hundred million users, a hundred million plus users on the platform, 5.5 million concurrent users and they have been growing at 30%. So they are considered a, an amazing success story in, in terms of what they have accomplished and the way they have architected their platform to operate at scale. And all of that is really powered by aerospace where think about that they are able to deliver all of this and support a hundred million users, 5.5 million concurrent users all with you know, 99 plus percent of their transactions completing in less than one millisecond. Just incredible success story. Not a brand that is you know, world renowned but at least you know from a what we see out there, it's an amazing success story of operating at scale. >>Amazing success story, huge business outcomes. Last question for you as we're almost out of time is talk a little bit about Aerospike aws, the partnership GRAVITON two better together. What are you guys doing together there? >>Great partnership. AWS has multiple layers in terms of partnerships. So you know, we engage with AWS at the executive level. They plan out, really roll out of new instances in partnership with us, making sure that, you know, those instance types work well for us. And then we just released support for Aerospike on the graviton platform and we just announced a benchmark of Aerospike running on graviton on aws. And what we see out there is with the benchmark, a 1.6 x improvement in price performance and you know, about 18% increase in throughput while maintaining a 27% reduction in cost, you know, on graviton. So this is an amazing story from a price performance perspective, performance per wat for greater energy efficiencies, which basically a lot of our customers are starting to kind of talk to us about leveraging this to further meet their sustainability target. So great story from Aero Aerospike and aws, not just from a partnership perspective on a technology and an executive level, but also in terms of what joint outcomes we are able to deliver for our customers. >>And it sounds like a great sustainability story. I wish we had more time so we would talk about this, but thank you so much for talking about the main capabilities of a modern data platform, what's needed, why, and how you guys are delivering that. We appreciate your insights and appreciate your time. >>Thank you very much. I mean, if, if folks are at reinvent next week or this week, come on and see us at our booth. We are in the data analytics pavilion. You can find us pretty easily. Would love to talk to you. >>Perfect. We'll send them there. So Ira, thank you so much for joining me on the program today. We appreciate your insights. >>Thank you Lisa. >>I'm Lisa Martin. You're watching The Cubes coverage of AWS Reinvent 2022. Thanks for watching.

(soft music) >> Welcome back to Sin City, guys and girls we're glad you're with us. You've been watching theCUBE all week, we know that. This is theCUBE's live coverage of AWS re:Invent 22, from the Venetian Expo Center where there are tens of thousands of people, and this event if you know it, covers the entire strip. There are over 55,000 people here, hundreds of thousands online. Dave, this has been a fantastic show. It is clear everyone's back. We're hearing phenomenal stories from AWS and it's ecosystem. We got a great customer story coming up next, featured on the main stage. >> Yeah, I mean, you know, post pandemic, you start to think about, okay, how are things changing? And one of the things that we heard from Adam Selipsky, was, we're going beyond digital transformation into business transformation. Okay. That can mean a lot of things to a lot of people. I have a sense of what it means. And I think this next interview really talks to business transformation beyond digital transformation, beyond the IT. >> Excellent. We've got two guests. One of them is an alumni, Scott Mullins joins us, GM, AWS Worldwide Financial Services, and Brad Peterson is here, the EVP, CIO and CTO of NASDAQ. Welcome guys. Great to have you. >> Hey guys. >> Hey guys. Thanks for having us. >> Yeah >> Brad, talk a little bit, there was an announcement with NASDAQ and AWS last year, a year ago, about how they're partnering to transform capital markets. It was a highlight of last year. Remind us what you talked about and what's gone on since then. >> Yeah, so, we are very excited. I work with Adena Friedman, she's my boss, CEO of NASDAQ, and she was on stage with Adam for his first Keynote as CEO of AWS. And we made the commitment that we were going to move our markets to the Cloud. And we've been a long time customer of AWS and everyone said, you know the last piece, the last frontier to be moved was the actual matching where all the messages, the quotes get matched together to become confirmed orders. So that was what we committed to less than a year ago. And we said we were going to move one of our options markets. In the US, we have six of them. And options markets are the most challenging, they're the most high volume and high performance. So we said, let's start with something really challenging and prove we can do it together with AWS. So we committed to that. >> And? Results so far? >> So, I can sit here and say that November 7th so we are live, we're in production and the MRX Exchange is called Mercury, so we shorten it for MRX, we like acronyms in technology. And so, we started with a phased launch of symbols, so you kind of allow yourself to make sure you have all the functionality working then you add some volume on it, and we are going to complete the conversion on Monday. So we are all good so far. And I have some results I can share, but maybe Scott, if you want to talk about why we did that together. >> Yeah. >> And what we've done together over many years. >> Right. You know, Brian, I think it's a natural extension of our relationship, right? You know, you look at the 12 year relationship that AWS and NASDAQ have had together, it's just the next step, in the way that we're going to help the industry transform itself. And so not just NASDAQ's business transformation for itself, but really a blueprint and a template for the entire capital markets industry. And so many times people will ask me, who's using Cloud well? Who's doing well in the Cloud? And NASDAQ is an easy example to point to, of somebody who's truly taking advantage of these capabilities because the Cloud isn't a place, it's a set of capabilities. And so, this is a shining example of how to use these capabilities to actually deliver real business benefit, not just to to your organization, but I think the really exciting part is the market technology piece of how you're serving other exchanges. >> So last year before re:Invent, we said, and it's obvious within the tech ecosystem, that technology companies are building on top of the Cloud. We said, the big trend that we see in the 2020s is that, you know, consumers of IT, historically, your customers are going to start taking their stacks, their software, their data, their services and sassifying, putting it on the Cloud and delivering new services to customers. So when we saw Adena on stage last year, we called it by the way, we called it Super Cloud. >> Yeah. >> Okay. Some people liked the term but I love it. And so yeah, Super Cloud. So when we saw Adena on stage, we said that's a great example. We've seen Capital One doing some similar things, we've had some conversations with US West, it's happening, right? So talk about how you actually do that. I mean, because you've got a lot, you've got a big on-premises stay, are you connecting to that? Is it all in the Cloud? Paint a picture of what the architecture looks like? >> Yeah. And there's, so you started with the business transformation, so I like that. >> Yeah. >> And the Super Cloud designation, what we are is, we own and operate exchanges in the United States and in Europe and in Canada. So we have our own markets that we're looking at modernizing. So we look at this, as a modernization of the capital market infrastructure, but we happen to be the leading technology provider for other markets around the world. So you either build your own or you source from us. And we're by far the leading provider. So a lot of our customers said, how about if you go first? It's kind of like Mikey, you know, give it to Mikey, let him try it. >> See if Mikey likes it. >> Yeah. >> Penguin off the iceberg thing. >> Yeah. And so what we did is we said, to make this easy for our customers, so you want to ask your customers, you want to figure out how you can do it so that you don't disrupt their business. So we took the Edge Compute that was announced a few years ago, Amazon Outposts, and we were one of their early customers. So we started immediately to innovate with, jointly innovate with Amazon. And we said, this looks interesting for us. So we extended the region into our Carteret data center in Northern New Jersey, which gave us all the services that we know and love from Amazon. So our technical operations team has the same tools and services but then, we're able to connect because in the markets what we're doing is we need to connect fairly. So we need to ensure that you still have that fairness element. So by bringing it into our building and extending the Edge Compute platform, the AWS Outpost into Carteret, that allowed us to also talk very succinctly with our regulators. It's a familiar territory, it's all buttoned up. And that simplified the conversion conversation with the regulators. It simplified it with our customers. And then it was up to us to then deliver time and performance >> Because you had alternatives. You could have taken a more mature kind of on-prem legacy stack, figured out how to bolt that in, you know, less cloudy. So why did you choose Outposts? I am curious. >> Well, Outposts looked like when it was announced, that it was really about extending territory, so we had our customers in mind, our global customers, and they don't always have an AWS region in country. So a lot of you think about a regulator, they're going to say, well where is this region located? So finally we saw this ability to grow the Cloud geographically. And of course we're in Sweden, so we we work with the AWS region in Stockholm, but not every country has a region yet. >> And we're working as fast as we can. - Yes, you are. >> Building in every single location around the planet. >> You're doing a good job. >> So, we saw it as an investment that Amazon had to grow the geographic footprint and we have customers in many smaller countries that don't have a region today. So maybe talk a little bit about what you guys had in mind and it's a multi-industry trend that the Edge Compute has four or five industries that you can say, this really makes a lot of sense to extend the Cloud. >> And David, you said it earlier, there's a trend of ecosystems that are coming onto the Cloud. This is our opportunity to bring the Cloud to an ecosystem, to an existing ecosystem. And if you think about NASDAQ's data center in Carteret, there's an ecosystem of NASDAQ's clients there that are there to be with NASDAQ. And so, it was actually much easier for us as we worked together over a really a four year period, thinking about this and how to make this technological transition, to actually bring the capabilities to that ecosystem, rather than trying to bring the ecosystem to AWS in one of our public regions. And so, that's been our philosophy with Outpost all along. It's actually extending our capabilities that our customers know and love into any environment that they need to be able to use that in. And so to Brad's point about servicing other markets in different countries around the world, it actually gives us that ability to do that very quickly, very nimbly and very succinctly and successfully. >> Did you guys write a working backwards document for this initiative? >> We did. >> Yeah, we actually did. So to be, this is one of the fully exercised. We have a couple of... So by the way, Scott used to work at NASDAQ and we have a number of people who have gone from NASDAQ data to AWS, and from AWS to NASDAQ. So we have adopted, that's one of the things that we think is an effective way to really clarify what you're trying to accomplish with a project. So I know you're a little bit kidding on that, but we did. >> No, I was close. Because I want to go to the like, where are we in the milestone? And take us through kind of what we can expect going forward now that we've worked backwards. >> Yep, we did. >> We did. And look, I think from a milestone perspective, as you heard Brad say, we're very excited that we've stood up MRX in production. Having worked at NASDAQ myself, when you make a change and when you stand up a market that's always a moment where you're working with your community, with your clients and you've got a market-wide call that you're working and you're wanting to make sure that everything goes smoothly. And so, when that call went smoothly and that transition went smoothly I know you were very happy, and in AWS, we were also very happy as well that we hit that milestone within the timeframe that Adena set. And that was very important I know to you. >> Yeah. >> And for us as well. >> Yeah. And our commitment, so the time base of this one was by the end of 2022. So November 7th, checked. We got that one done. >> That's awesome. >> The other one is we said, we wanted the performance to be as good or better than our current platform that we have. And we were putting a new version of our derivative or options software onto this platform. We had confidence because we already rolled it to one market in the US then we rolled it earlier this year and that was last year. And we rolled it to our nordic derivatives market. And we saw really good customer feedback. So we had confidence in our software was going to run. Now we had to marry that up with the Outpost platform and we said we really want to achieve as good or better performance and we achieved better performance, so that's noticeable by our customers. And that one was the biggest question. I think our customers understand when we set a date, we test them with them. We have our national test facility that they can test in. But really the big question was how is it going to perform? And that was, I think one of the biggest proof points that we're really proud about, jointly together. And it took both, it took both of us to really innovate and get the platform right, and we did a number of iterations. We're never done. >> Right. >> But we have a final result that says it is better. >> Well, congratulations. - Thank you. >> It sounds like you guys have done a tremendous job. What can we expect in 2023? From NASDAQ and AWS? Any little nuggets you can share? >> Well, we just came from the partner, the partner Keynote with Adam and Ruba and we had another colleague on stage, so Nick Ciubotariu, so he is actually someone who brought digital assets and cryptocurrencies onto the Venmo, PayPal platform. He joined NASDAQ about a year ago and we announced that in our marketplace, the Amazon marketplace, we are going to offer digital custody, digital assets custody solution. So that is certainly going to be something we're excited about in 2023. >> I know we got to go, but I love this story because it fits so great at the Super cloud but we've learned so much from Amazon over the years. Two pieces of teams, we talked about working backwards, customer obsession, but this is a story of NASDAQ pointing its internal capabilities externally. We're already on that journey and then, bringing that to the Cloud. Very powerful story. I wonder what's next in this, because we learn a lot and we, it's like the NFL, we copy it. I think about product market fit. You think about scientific, you know, go to market and seeing that applied to the financial services industry and obviously other industries, it's really exciting to see. So congratulations. >> No, thank you. And look, I think it's an example of Invent and Simplify, that's another Amazon principle. And this is, I think a great example of inventing on behalf of an industry and then continually working to simplify the way that the industry works with all of us. >> Last question and we've got only 30 seconds left. Brad, I'm going to direct it to you. If you had the opportunity to take over the NASDAQ sign in Times Square and say a phrase that summarizes what NASDAQ and AWS are doing together, what would it say? >> Oh, and I think I'm going to put that up on Monday. So we're going to close the market together and it's going to say, "Modernizing the capital market's infrastructure together." >> Very cool. >> Excellent. Drop the mic. Guys, this was fantastic. Thank you so much for joining us. We appreciate you joining us on the show, sharing your insights and what NASDAQ and AWS are doing. We're going to have to keep watching this. You're going to have to come back next year. >> All right. >> For our guests and for Dave Vellante, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage. (soft music)

>> Announcer: theCube presents HPE Discover 2022 brought to you by HPE. >> Hello and welcome back to theCube's continuous coverage HPE Discover 2022 and from Las Vegas the formerly Sands Convention Center now Venetian, John Furrier and Dave Vellante here were excited to welcome in Jen Huffstetler. Who's the Chief product Sustainability Officer at Intel Jen, welcome to theCube thanks for coming on. >> Thank you very much for having me. >> You're really welcome. So you dial back I don't know, the last decade and nobody really cared about it but some people gave it lip service but corporations generally weren't as in tune, what's changed? Why has it become so top of mind? >> I think in the last year we've noticed as we all were working from home that we had a greater appreciation for the balance in our lives and the impact that climate change was having on the world. So I think across the globe there's regulations industry and even personally, everyone is really starting to think about this a little more and corporations specifically are trying to figure out how are they going to continue to do business in these new regulated environments. >> And IT leaders generally weren't in tune cause they weren't paying the power bill for years it was the facilities people, but then they started to come together. How should leaders in technology, business tech leaders, IT leaders, CIOs, how should they be thinking about their sustainability goals? >> Yeah, I think for IT leaders specifically they really want to be looking at the footprint of their overall infrastructure. So whether that is their on-prem data center, their cloud instances, what can they do to maximize the resources and lower the footprint that they contribute to their company's overall footprint. So IT really has a critical role to play I think because as you'll find in IT, the carbon footprint of the data center of those products in use is actually it's fairly significant. So having a focus there will be key. >> You know compute has always been one of those things where, you know Intel's been makes chips so that, you know heat is important in compute. What is Intel's current goals? Give us an update on where you guys are at. What's the ideal goal in the long term? Where are you now? You guys always had a focus on this for a long, long time. Where are we now? Cause I won't say the goalpost of changed, they're changing the definitions of what this means. What's the current state of Intel's carbon footprint and overall goals? >> Yeah, no thanks for asking. As you mentioned, we've been invested in lowering our environmental footprint for decades in fact, without action otherwise, you know we've already lowered our carbon footprint by 75%. So we're really in that last mile. And that is why when we recently announced a very ambitious goal Net-Zero 2040 for our scope one and two for manufacturing operations, this is really an industry leading goal. And partly because the technology doesn't even exist, right? For the chemistries and for making the silicon into the sand into, you know, computer chips yet. And so by taking this bold goal, we're going to be able to lead the industry, partner with academia, partner with consortia, and that drive is going to have ripple effects across the industry and all of the components in semiconductors. >> Is there a changing definition of Net-Zero? What that means, cause some people say they're Net-Zero and maybe in one area they might be but maybe holistically across the company as it becomes more of a broader mandate society, employees, partners, Wall Street are all putting pressure on companies. Is the Net-Zero conversation changed a little bit or what's your view on that? >> I think we definitely see it changing with changing regulations like those coming forth from the SEC here in the US and in Europe. Net-Zero can't just be lip service anymore right? It really has to be real reductions on your footprint. And we say then otherwise and even including in our supply chain goals what we've taken new goals to reduce, but our operations are growing. So I think everybody is going through this realization that you know, with the growth, how do we keep it lower than it would've been otherwise, keep focusing on those reductions and have not just renewable credits that could have been bought in one location and applied to a different geographical location but real credible offsets for where the the products manufactured or the computes deployed. >> Jen, when you talk about you've reduced already by 75% you're on that last mile. We listened to Pat Gelsinger very closely up until recently he was the number one most frequently had on theCube guest. He's been busy I guess. But as you apply that discipline to where you've been, your existing business and now Pat's laid out this plan to increase the Foundry business how does that affect your... Are you able to carry through that reduction to, you know, the new foundries? Do you have to rethink that? How does that play in? >> Certainly, well, the Foundry expansion of our business with IBM 2.0 is going to include the existing factories that already have the benefit of those decades of investment and focus. And then, you know we have clear goals for our new factories in Ohio, in Europe to achieve goals as well. That's part of the overall plan for Net-Zero 2040. It's inclusive of our expansion into Foundry which means that many, many many more customers are going to be able to benefit from the leadership that Intel has here. And then as we onboard acquisitions as any company does we need to look at the footprint of the acquisition and see what we can do to align it with our overall goals. >> Yeah so sustainable IT I don't know for some reason was always an area of interest to me. And when we first started, even before I met you, John we worked with PG&E to help companies get rebates for installing technologies that would reduce their carbon footprint. >> Jen: Very forward thinking. >> And it was a hard thing to get, you know, but compute was the big deal. And there were technologies and I remember virtualization at the time was one and we would go in and explain to the PG&E engineers how that all worked. Cause they had metrics and that they wanted to see, but anyway, so virtualization was clearly one factor. What are the technologies today that people should be paying, flash storage was another one. >> John: AI's going to have a big impact. >> Reduce the spinning disk, but what are the ones today that are going to have an impact? >> Yeah, no, that's a great question. We like to think of the built in acceleration that we have including some of the early acceleration for virtualization technologies as foundational. So built in accelerated compute is green compute and it allows you to maximize the utilization of the transistors that you already have deployed in your data center. This compute is sitting there and it is ready to be used. What matters most is what you were talking about, John that real world workload performance. And it's not just you know, a lot of specsmanship around synthetic benchmarks, but AI performance with the built in acceleration that we have in Xeon processors with the Intel DL Boost, we're able to achieve four X, the AI performance per Watts without you know, doing that otherwise. You think about the consolidation you were talking about that happened with virtualization. You're basically effectively doing the same thing with these built in accelerators that we have continued to add over time and have even more coming in our Sapphire Generation. >> And you call that green compute? Or what does that mean, green compute? >> Well, you are greening your compute. >> John: Okay got it. >> By increasing utilization of your resources. If you're able to deploy AI, utilize the telemetry within the CPU that already exists. We have customers KDDI in Japan has a great Proofpoint that they already announced on their 5G data center, lowered their data center power by 20%. That is real bottom line impact as well as carbon footprint impact by utilizing all of those built in capabilities. So, yeah. >> We've heard some stories earlier in the event here at Discover where there was some cooling innovations that was powering moving the heat to power towns and cities. So you start to see, and you guys have been following this data center and been part of the whole, okay and hot climates, you have cold climates, but there's new ways to recycle energy where's that cause that sounds very Sci-Fi to me that oh yeah, the whole town runs on the data center exhaust. So there's now systems thinking around compute. What's your reaction to that? What's the current view on re-engineering a system to take advantage of that energy or recycling? >> I think when we look at our vision of sustainable compute over this horizon it's going to be required, right? We know that compute helps to solve society's challenges and the demand for it is not going away. So how do we take new innovations looking at a systems level as compute gets further deployed at the edge, how do we make it efficient? How do we ensure that that compute can be deployed where there is air pollution, right? So some of these technologies that you have they not only enable reuse but they also enable some you know, closing in of the solution to make it more robust for edge deployments. It'll allow you to place your data center wherever you need it. It no longer needs to reside in one place. And then that's going to allow you to have those energy reuse benefits either into district heating if you're in, you know Northern Europe or there's examples with folks putting greenhouses right next to a data center to start growing food in what we're previously food deserts. So I don't think it's science fiction. It is how we need to rethink as a society. To utilize everything we have, the tools at our hand. >> There's a commercial on the radio, on the East Coast anyway, I don't know if you guys have heard of it, it's like, "What's your one thing?" And the gentleman comes on, he talks about things that you can do to help the environment. And he says, "What's your one thing?" So what's the one thing or maybe it's not just one that IT managers should be doing to affect carbon footprint? >> The one thing to affect their carbon footprint, there are so many things. >> Dave: Two, three, tell me. >> I think if I was going to pick the one most impactful thing that they could do in their infrastructure is it's back to John's comment. It's imagine if the world deployed AI, all the benefits not only in business outcomes, you know the revenue, lowering the TCO, but also lowering the footprint. So I think that's the one thing they could do. If I could throw in a baby second, it would be really consider how you get renewable energy into your computing ecosystem. And then you know, at Intel, when we're 80% renewable power, our processors are inherently low carbon because of all the work that we've done others have less than 10% renewable energy. So you want to look for products that have low carbon by design, any Intel based system and where you can get renewables from your grid to ask for it, run your workload there. And even the next step to get to sustainable computing it's going to take everyone, including every enterprise to think differently and really you know, consider what would it look like to bring renewables onto my site? If I don't have access through my local utility and many customers are really starting to evaluate that. >> Well Jen its great to have you on theCube. Great insight into the current state of the art of sustainability and carbon footprint. My final question for you is more about the talent out there. The younger generation coming in I'll say the pressure, people want to work for a company that's mission driven we know that, the Wall Street impact is going to be financial business model and then save the planet kind of pressure. So there's a lot of talent coming in. Is there awareness at the university level? Is there a course where can, do people get degrees in sustainability? There's a lot of people who want to come into this field what are some of the talent backgrounds of people learning or who might want to be in this field? What would you recommend? How would you describe how to onboard into the career if they want to contribute? What are some of those factors? Cause it's not new, new, but it's going to be globally aware. >> Yeah well there certainly are degrees with focuses on sustainability maybe to look at holistically at the enterprise, but where I think the globe is really going to benefit, we didn't really talk about the software inefficiency. And as we delivered more and more compute over the last few decades, basically the programming languages got more inefficient. So there's at least 35% inefficiency in the software. So being a software engineer, even if you're not an AI engineer. So AI would probably be the highest impact being a software engineer to focus on building new applications that are going to be efficient applications that they're well utilizing the transistor that they're not leaving zombie you know, services running that aren't being utilized. So I actually think-- >> So we got a program in assembly? (all laughing) >> (indistinct), would get really offended. >> Get machine language. I have to throw that in sorry. >> Maybe not that bad. (all laughing) >> That's funny, just a joke. But the question is what's my career path. What's a hot career in this area? Sustainability, AI totally see that. Anything else, any other career opportunities you see or hot jobs or hot areas to work on? >> Yeah, I mean, just really, I think it takes every architect, every engineer to think differently about their design, whether it's the design of a building or the design of a processor or a motherboard we have a whole low carbon architecture, you know, set of actions that are we're underway that will take to the ecosystem. So it could really span from any engineering discipline I think. But it's a mindset with which you approach that customer problem. >> John: That system thinking, yeah. >> Yeah sustainability designed in. Jen thanks so much for coming back in theCube, coming on theCube. It's great to have you. >> Thank you. >> All right. Dave Vellante for John Furrier, we're sustaining theCube. We're winding down day three, HPE Discover 2022. We'll be right back. (upbeat music)

>>The cube presents HPE discover 2022 brought to you by HPE. >>Hey everyone. Welcome back to the Cube's day one coverage of HPE discover 22 live from the Venetian in Las Vegas. I got a power panel here, Lisa Martin, with Dave Valante, John furrier, Holger Mueller also joins us. We are gonna wrap this, like you've never seen a rap before guys. Lot of momentum today, lot, lot of excitement, about 8,000 or so customers, partners, HPE leaders here. Holger. Let's go ahead and start with you. What are some of the things that you heard felt saw observed today on day one? >>Yeah, it's great to be back in person. Right? 8,000 people events are rare. Uh, I'm not sure. Have you been to more than 8,000? <laugh> yeah, yeah. Okay. This year, this year. I mean, historically, yes, but, um, >>Snowflake was 10. Yeah. >>So, oh, wow. Okay. So 8,000 was my, >>Cisco was, they said 15, >>But is my, my 8,000, my record, I let us down with 7,000 kind of like, but it's in the Florida swarm. It's not nicely. Like, and there's >>Usually what SFI, there's usually >>20, 20, 30, 40, 50. I remember 50 in the nineties. Right. That was a different time. But yeah. Interesting. Yeah. Interesting what people do and it depends how much time there is to come. Right. And know that it happens. Right. But yeah, no, I think it's interesting. We, we had a good two analyst track today. Um, interesting. Like HPE is kind of like back not being your grandfather's HPE to a certain point. One of the key stats. I know Dave always for the stats, right. Is what I found really interesting that over two third of GreenLake revenue is software and services. Now a love to know how much of that services, how much of that software. But I mean, I, I, I, provocate some, one to ones, the HP executives saying, Hey, you're a hardware company. Right. And they didn't even come back. Right. But Antonio said, no, two thirds is, uh, software and services. Right. That's interesting. They passed the one exabyte, uh, being managed, uh, as a, as a hallmark. Right. I was surprised only 120,000 users if I had to remember the number. Right, right. So that doesn't seem a terrible high amount of number of users. Right. So, but that's, that's, that's promising. >>So what software is in there, cuz it's gotta be mostly services. >>Right? Well it's the 70 plus cloud services, right. That everybody's talking about where the added eight of them shockingly back up and recovery, I thought that was done at launch. Right. >>Still who >>Keep recycling storage and you back. But now it's real. Yeah. >>But the company who knows the enterprise, right. HPE, what I've been doing before with no backup and recovery GreenLake. So that was kind of like, okay, we really want to do this now and nearly, and then say like, oh, by the way, we've been doing this all the time. Yeah. >>Oh, what's your take on the installed base of HP. We had that conversation, the, uh, kickoff or on who's their target, what's the target audience environment look like. It certainly is changing. Right? If it's software and services, GreenLake is resonating. Yeah. Um, ecosystems responding. What's their customers cuz managed services are up too Kubernetes, all the managed services what's what's it like what's their it transformation base look like >>Much of it is of course install base, right? The trusted 20, 30 plus year old HP customer. Who's keeping doing stuff of HP. Right. And call it GreenLake. They've been for so many name changes. It doesn't really matter. And it's kind of like nice that you get the consume pain only what you consume. Right. I get the cloud broad to me then the general markets, of course, people who still need to run stuff on premises. Right. And there's three reasons of doing this performance, right. Because we know the speed of light is relative. If you're in the Southern hemisphere and even your email servers in Northern hemisphere, it takes a moment for your email to arrive. It's a very different user experience. Um, local legislation for data, residency privacy. And then, I mean Charles Phillips who we all know, right. Former president of uh, info nicely always said, Hey, if the CIOs over 50, I don't have to sell qu. Right. So there is not invented. I'm not gonna do cloud here. And now I've kind of like clouded with something like HP GreenLake. That's the customers. And then of course procurement is a big friend, right? Yeah. Because when you do hardware refresh, right. You have to have two or three competitors who are the two or three competitors left. Right. There's Dell. Yeah. And then maybe Lenovo. Right? So, so like a >>Little bit channels, the strength, the procurement physicians of strength, of course install base question. Do you think they have a Microsoft opportunity where, what 365 was Microsoft had office before 365, but they brought in the cloud and then everything changed. Does HP have that same opportunity with kind of the GreenLake, you know, model with their existing stuff. >>It has a GreenLake opportunity, but there's not much software left. It's a very different situation like Microsoft. Right? So, uh, which green, which HP could bring along to say, now run it with us better in the cloud because they've been selling much of it. Most of it, of their software portfolio, which they bought as an HP in the past. Right. So I don't see that happening so much, but GreenLake as a platform itself course interesting because enterprise need a modern container based platform. >>I want, I want to double click on this a little bit because the way I see it is HP is going to its installed base. I think you guys are right on say, this is how we're doing business now. Yeah. You know, come on along. But my sense is, some customers don't want to do the consumption model. There are actually some customers that say, Hey, of course I got, I don't have a cash port problem. I wanna pay for it up front and leave me alone. >>I've been doing this since 50 years. Nice. As I changed it, now <laugh> two know >>Money's wants to do it. And I don't wanna rent because rental's more expensive and blah, blah, blah. So do you see that in the customer base that, that some are pushing back? >>Of course, look, I have a German accent, right? So I go there regularly and uh, the Germans are like worried about doing anything in the cloud. And if you go to a board in Germany and say, Hey, we can pay our usual hardware, refresh, CapEx as usual, or should we bug consumption? And they might know what we are running. <laugh> so not whole, no offense against the Germans out. The German parts are there, but many of them will say, Hey, so this is change with COVID. Right. Which is super interesting. Right? So the, the traditional boards non-technical have been hearing about this cloud variable cost OPEX to CapEx and all of a sudden there's so much CapEx, right. Office buildings, which are not being used truck fleets. So there's a whole new sensitivity by traditional non-technical boards towards CapEx, which now the light bulb went on and say, oh, that's the cloud thing about also. So we have to find a way to get our cost structure, to ramp up and ramp down as our business might be ramping up through COVID through now inflation fears, recession, fears, and so on. >>So, okay. HP's, HP's made the statement that anything you can do in the cloud you can do in GreenLake. Yes. And I've said you can't run on snowflake. You can't run Mongo Atlas, you can't run data bricks, but that's okay. That's fine. Let's be, I think they're talking about, there's >>A short list of things. I think they're talking about the, their >>Stuff, their, >>The operating experience. So we've got single sign on through a URL, right. Uh, you've got, you know, some level of consistency in terms of policy. It's unclear exactly what that is. You've got storage backup. Dr. What, some other services, seven other services. If you had to sort of take your best guess as to where HP is now and peg it toward where Amazon was in which year? >>20 14, 20 14. >>Yeah. Where they had their first conference or the second we invent here with 3000 people and they were thinking, Hey, we're big. Yeah. >>Yeah. And I think GreenLake is the building blocks. So they quite that's the >>Building. Right? I mean similar. >>Okay. Well, I mean they had E C, Q and S3 and SQS, right. That was the core. And then the rest of those services were, I mean, base stock was one of that first came in behind and >>In fairness, the industry has advanced since then, Kubernetes is further along. And so HPE can take advantage of that. But in terms of just the basic platform, I, I would agree. I think it's >>Well, I mean, I think, I mean the software, question's a big one. I wanna bring up because the question is, is that software is getting the world. Hardware is really software scales, everything, data, the edge story. I love their story. I think HP story is wonderful Aruba, you know, hybrid cloud, good story, edge edge. But if you look under the covers, it's weak, right? It's like, it's not software. They don't have enough software juice, but the ecosystem opportunity to me is where you plug and play. So HP knows that game. But if you look historically over the past 25 years, HP now HPE, they understand plug and play interoperability. So the question is, can they thread the needle >>Right. >>Between filling the gaps on the software? Yeah. With partners, >>Can they get the partners? Right. And which have been long, long time. Right. For a long time, HP has been the number one platform under ICP, right? Same thing. You get certified for running this. Right. I know from my own history, uh, I joined Oracle last century and the big thing was, let's get your eBusiness suite certified on HP. Right? Like as if somebody would buy H Oracle work for them, right. This 20 years ago, server >>The original exit data was HP. Oracle. >>Exactly. Exactly. So there's this thinking that's there. But I think the key thing is we know that all modern forget about the hardware form in the platforms, right? All modern software has to move to containers and snowflake runs in containers. You mentioned that, right? Yeah. If customers force snowflake and HPE to the table, right, there will be a way to make it work. Right. And which will help HPE to be the partner open part will bring the software. >>I, I think it's, I think that's an opportunity because that changes the game and agility and speed. If HP plays their differentiation, right. Which we asked on their opening segment, what's their differentiation. They got size scale channel, >>What to the enterprise. And then the big benefit is this workload portability thing. Right? You understand what is run in the public cloud? I need to run it local. For whatever reason, performance, local residency of data. I can move that. There that's the big benefit to the ISVs, the sales vendors as well. >>But they have to have a stronger data platform story in my that's right. Opinion. I mean, you can run Oracle and HPE, but there's no reason they shouldn't be able to do a deal with, with snowflake. I mean, we saw it with Dell. Yep. We saw it with, with, with pure and I, if our HPE I'd be saying, Hey, because the way the snowflake deal worked, you probably know this is your reading data into the cloud. The compute actually occurs in the cloud viral HB going snowflake saying we can separate compute and storage. Right. And we have GreenLake. We have on demand. Why don't we run the compute on-prem and make it a full class, first class citizen, right. For all of our customers data. And that would be really innovative. And I think Mongo would be another, they've got OnPrem. >>And the question is, how many, how many snowflake customers are telling snowflake? Can I run you on premise? And how much defo open years will they hear from that? Right? This is >>Why would they deal Dell? That >>Deal though, with that, they did a deal. >>I think they did that deal because the customer came to them and said, you don't exactly that deal. We're gonna spend the >>Snowflake >>Customers think crazy things happen, right? Even, even put an Oracle database in a Microsoft Azure data center, right. Would off who, what as >>Possible snowflake, >>Oracle. So on, Aw, the >>Snow, the snowflakes in the world have to make a decision. Dave on, is it all snowflake all the time? Because what the reality is, and I think, again, this comes back down to the, the track that HP could go up or down is gonna be about software. Open source is now the software industry. There's no such thing as proprietary software, in my opinion, relatively speaking, cloud scale and integrated, integrated integration software is proprietary. The workflows are proprietary. So if they can get that right with the partners, I would focus on that. I think they can tap open source, look at Amazon with open source. They sucked it up and they integrated it in. No, no. So integration is the deal, not >>Software first, but Snowflake's made the call. You were there, Lisa. They basically saying it's we have, you have to be in snowflake in order to get the governance and the scalability, all that other wonderful stuff. Oh, but we we'll do Apache iceberg. We'll we'll open it up. We'll do Python. Yeah. >>But you can't do it data clean room unless you are in snowflake. Exactly. Snowflake on snowflake. >>Exactly. >>But got it. Isn't that? What you heard from AWS all the time till they came out outposts, right? I mean, snowflake is a market leader for what they're doing. Right. So that they want to change their platform. I mean, kudos to them. They don't need to change the platform. They will be the last to change their platform to a ne to anything on premises. Right. But I think the trend already shows that it's going that way. >>Well, if you look at outpost is an signal, Dave, the success of outpost launched what four years ago, they announced it. >>What >>EKS is beating, what outpost is doing. Outpost is there. There's not a lot of buzz and talk to the insiders and the open source community, uh, EKS and containers. To your point mm-hmm <affirmative> is moving faster on, I won't say commodity hardware, but like could be white box or HP, Dell, whatever it's gonna be that scale differentiation and the edge story is, is a good one. And I think with what we're seeing in the market now it's the industrial edge. The back office was gen one cloud back office data center. Now it's hybrid. The focus will be industrial edge machine learning and AI, and they have it here. And there's some, some early conversations with, uh, I heard it from, uh, this morning, you guys interviewed, uh, uh, John Schultz, right? With the world economic 4k birth Butterfield. She was amazing. And then you had Justin bring up a Hoar, bring up quantum. Yes. That is a differentiator. >>HP. >>Yes. Yeah. You, they have the computing shops. They had the R and D can they bring it to the table >>As, as HPC, right. To what they Schultz for of uh, the frontier system. Right. So very impressed. >>So the ecosystem is the key for them is because that's how they're gonna fill the gaps. They can't, they can't only, >>They could, they could high HPC edge piece. I wouldn't count 'em out of that game yet. If you co-locate a box, I'll use the word box, particularly at a telco tower. That's a data center. Yep. Right. If done properly. Yep. So, you know, what outpost was supposed to do actually is a hybrid opportunity. Aruba >>Gives them a unique, >>But the key thing is right. It's a yin and yang, right? It's the ecosystem it's partners to bring those software workload. Absolutely. Right. But HPE has to keep the platform attractive enough. Right. And the key thing there is that you have this workload capability thing that you can bring things, which you've built yourself. I mean, look at the telcos right. Network function, visualization, thousands of man, years into these projects. Right. So if I can't bring it to your edge box, no, I'm not trying to get to your Xbox. Right. >>Hold I gotta ask you since in the Dave too, since you guys both here and Lisa, you know, I said on the opening, they have serious customers and those customers have serious problems, cyber security, ransomware. So yeah. I teach transformation now. Industrial transformation machine learning, check, check, check. Oh, sounds good. But at the end of the day, their customers have some serious problems. Right? Cyber, this is, this is high stakes poker. Yeah. What do you think HP's position for in the security? You mentioned containers, you got all this stuff, you got open source, supply chain, you have to left supply chain issues. What is their position with security? Cuz that's the big one. >>I, I think they have to have a mature attitude that customers expect from HPE. Right? I don't have to educate HP on security. So they have to have the partner offerings again. We're back at the ecosystem to have what probably you have. So bring your own security apart from what they have to have out of the box to do business with them. This is why the shocker this morning was back up in recovery coming. <laugh> it's kind like important for that. Right? Well >>That's, that's, that's more ransomware and the >>More skeleton skeletons in the closet there, which customers should check of course. But I think the expectations HP understands that and brings it along either from partner or natively. >>I, I think it's, I think it's services. I think point next is the point of integration for their security. That's why two thirds is software and services. A lot of that is services, right? You know, you need security, we'll help you get there. We people trust HP >>Here, but we have nothing against point next or any professional service. They're all hardworking. But if I will have to rely on humans for my cyber security strategy on a daily level, I'm getting gray hair and I little gray hair >>Red. Okay. I that's, >>But >>I think, but I do think that's the camera strategy. I mean, I'm sure there's a lot of that stuff that's beginning to be designed in, but I, my guess is a lot of it is services. >>Well, you got the Aruba. Part of the booth was packed. Aruba's there. You mentioned that earlier. Is that good enough? Because the word zero trust is kicked around a lot. On one hand, on the other hand, other conversations, it's all about trust. So supply chain and software is trusting trust, trust and verified. So you got this whole mentality of perimeter gone mentality. It's zero trust. And if you've got software trust, interesting thoughts there, how do you reconcile zero trust? And then I need trust. What's what's you? What are you seeing older on that? Because I ask people all the time, they're like, uh, I'm zero trust or is it trust? >>Yeah. The middle ground. Right? Trusted. The meantime people are man manipulating what's happening in your runtime containers. Right? So, uh, drift control is a new password there that you check what's in your runtime containers, which supposedly impenetrable, but people finding ways to hack them. So we'll see this cat and mouse game going on all the time. Yeah. Yeah. There's always gonna be the need for being in a secure, good environment from that perspective. Absolutely. But the key is edge has to be more than Aruba, right? If yeah. HV goes away and says, oh yeah, we can manage your edge with our Aruba devices. That's not enough. It's the virtual probability. And you said the important thing before it's about the data, right? Because the dirty secret of containers is yeah, I move the code, but what enterprise code works without data, right? You can't say as enterprise, okay, we're done for the day check tomorrow. We didn't persist your data, auditor customer. We don't have your data anymore. So filling a way to transport the data. And there just one last thought, right? They have a super interesting asset. They want break lands for the venerable map R right. Which wrote their own storage drivers and gives you the chance to potentially do something in that area, which I'm personally excited about. But we'll see what happens. >>I mean, I think the holy grail is can I, can I put my data into a cloud who's ever, you know, call it a super cloud and can I, is it secure? Is it governed? Can I share it and be confident that it's discoverable and that the, the person I give it to has the right to use it. Yeah. And, and it's the correct data. There's not like a zillion copies running. That's the holy grail. And I, I think the answer today is no, you can, you can do that maybe inside of AWS or maybe inside of Azure, look maybe certainly inside of snowflake, can you do that inside a GreenLake? Well, you probably can inside a GreenLake, but then when you put it into the cloud, is it cross cloud? Is it really out to the edge? And that's where it starts to break down, but that's where the work is to be done. That's >>The one Exide is in there already. Right. So men being men. Yeah. >>But okay. But it it's in there. Yeah. Okay. What do you do with it? Can you share that data? What can you actually automate governance? Right? Uh, is that data discoverable? Are there multiple copies of that data? What's the, you know, master copy. Here's >>A question. You guys, here's a question for you guys analyst, what do you think the psychology is of the CIO or CSO when HP comes into town with GreenLake, uh, and they say, what's your relationship with the hyperscalers? Cause I'm a CIO. I got my environment. I might be CapEx centric or Hey, I'm open model. Open-minded to an operating model. Every one of these enterprises has a cloud relationship. Yeah. Yeah. What's the dynamic. What do you think the psychology is of the CIO when they're rationalizing their, their trajectory, their architecture, cloud, native scale integration with HPE GreenLake or >>HP service. I think she or he hears defensiveness from HPE. I think she hears HPE or he hears HPE coming in and saying, you don't need to go to the cloud. You know, you could keep it right here. I, I don't think that's the right posture. I think it should be. We are your cloud. And we can manage whether it's OnPrem hybrid in AWS, Azure, Google, across those clouds. And we have an edge story that should be the vision that they put forth. That's the super cloud vision, but I don't hear it >>From these guys. What do you think psycho, do you agree with that? >>I'm totally to make, sorry to be boring, but I totally agree with, uh, Dave on that. Right? So the, the, the multi-cloud capability from a trusted large company has worked for anybody up and down the stack. Right? You can look historically for, uh, past layers with cloud Foundry, right? It's history vulnerable. You can look for DevOps of Hashi coop. You can look for database with MongoDB right now. So if HPE provides that data access, right, with all the problems of data gravity and egres cost and the workability, they will be doing really, really well, but we need to hear it more, right. We didn't hear much software today in the keynote. Right. >>Do they have a competitive offering vis-a-vis or Azure? >>The question is, will it be an HPE offering or will, or the software platform, one of the offerings and you as customer can plug and play, right. Will software be a differentiator for HP, right. And will be close, proprietary to the point to again, be open enough for it, or will they get that R and D format that, or will they just say, okay, ES MES here on the side, your choice, and you can use OpenShift or whatever, we don't matter. That's >>The, that's the key question. That's the key question. Is it because it is a competitive strategy? Is it highly differentiated? Oracle is a highly differentiated strategy, right? Is Dell highly differentiated? Eh, Dell differentiates based on its breadth. What? >>Right. Well, let's try for the control plane too. Dell wants to be an, >>Their, their vision is differentiated. Okay. But their execution today is not >>High. All right. Let me throw, let me throw this out at you then. I'm I'm, I'm sorry. I'm I'm HPE. I wanna be the glue layer. Is that, does that fly? >>What >>Do you mean? The group glue layer? I'll I wanna be, you can do Amazon, but I wanna be the glue layer between the clouds and our GreenLake will. >>What's the, what's the incremental value that, that glue provides, >>Provides comfort and reliability and control for the single pane of glass for AWS >>And comes back to the data. In my opinion. Yeah. >>There, there there's glue levels on the data level. Yeah. And there's glue levels on API level. Right. And there's different vendors in the different spaces. Right. Um, I think HPE will want to play on the data side. We heard lots of data stuff. We >>Hear that, >>But we have to see it. Exactly. >>Yeah. But it's, it's lacking today. And so, Hey, you know, you guys know better than I APIs can be fragile and they can be, there's a lot of diversity in terms of the quality of APIs and the documentation, how they work, how mature they are, what, how, what kind of performance they can provide and recoverability. And so just saying, oh wow. We are living the API economy. You know, the it's gonna take time to brew, chime in here. Hi. >><laugh> oh, so guys, you've all been covering HPE for a long time. You know, when Antonio stood up on stage three years ago and said by 2022, and here we are, we're gonna be delivering everything as a service. He's saying we've, we've done it, but, and we're a new company. Do you guys agree with that? >>Definitely. >>I, yes. Yes. With the caveat, I think, yes. The COVID pandemic slowed them down a lot because, um, that gave a tailwind to the hyperscalers, um, because of the, the force of massive O under forecasting working at home. I mean, everyone I talked to was like, no one forecasted a hundred percent work at home, the, um, the CapEx investments. So I think that was an opportunity that they'd be much farther along if there's no COVID people >>Thought it wasn't impossible. Yeah. But so we had the old work from home thing right. Where people trying to get people fired at IBM and Yahoo. Right. So I would've this question covering the HR side and my other hat on. Right. And I would ask CHS let's assume, because I didn't know about COVID shame on me. Right. I said, big California, earthquake breaks. Right. Nobody gets hurt, but all the buildings have to be retrofitted and checked for seism logic down. So everybody's working from home, ask CHS, what kind of productivity gap hit would you get by forcing everybody working from home with the office unsafe? So one, one gentleman, I won't know him, his name, he said 20% and the other one's going ha you're smoking. It's 40 50%. We need to be in the office. We need to meet it first night. And now we went for this exercise. Luckily not with the California. Right. Well, through the price of COVID and we've seen what it can do to, to productivity well, >>The productivity, but also the impact. So like with all the, um, stories we've done over two years, the people that want came out ahead were the ones that had good cloud action. They were already in the cloud. So I, I think they're definitely in different company in the sense of they, I give 'em a pass. I think they're definitely a new company and I'm not gonna judge 'em on. I think they're doing great. But I think pandemic definitely slowed 'em down that about >>It. So I have a different take on this. I think. So we've go back a little history. I mean, you' said this, I steal your line. Meg Whitman took one for the Silicon valley team. Right. She came in. I don't think she ever was excited that I, that you said, you said that, and I think you wrote >>Up, get tape on that one. She >>Had to figure out how do I deal with this mess? I have EDS. I got PC. >>She never should have spun off the PC, but >>Okay. But >>Me, >>Yeah, you can, you certainly could listen. Maybe, maybe Gerstner never should have gone all in on services and IBM would dominate something other than mainframes. They had think pads even for a while, but, but, but so she had that mess to deal with. She dealt with it and however, they dealt with it, Antonio came in, he, he, and he said, all right, we're gonna focus the company. And we're gonna focus the mission on not the machine. Remember those yeah. Presentations, but you just make your eyes glaze over. We're going all in on Azure service >>And edge. He was all on. >>We're gonna build our own cloud. We acquired Aruba. He made some acquisitions in HPC to help differentiate. Yep. And they are definitely a much more focused company now. And unfortunately I wish Antonio would CEO in 2015, cuz that's really when this should have started. >>Yeah. And then, and if you remember back then, Dave, we were interviewing Docker with DevOps teams. They had composability, they were on hybrid really early. I think they might have even coined the term hybrid before VMware tri-state credit for it. But they were first on hybrid. They had DevOps, they had infrastructure risk code. >>HPE had an HP had an awesome cloud team. Yeah. But, and then, and then they tried to go public cloud. Yeah. You know, and then, you know, just made them, I mean, it was just a mess. The focus >>Is there. I give them huge props. And I think, I think the GreenLake to me is exciting here because it's much better than it was two years ago. When, when we talked to, when we started, it's >>Starting to get real. >>It's, it's a real thing. And I think the, the tell will be partners. If they make that right, can pull their different >>Ecosystem, >>Their scale and their customers and fill the software gas with partners mm-hmm <affirmative> and then create that integration opportunity. It's gonna be a home run if they don't do that, they're gonna miss the operating, >>But they have to have their own to your point. They have to have their own software innovation. >>They have to good infrastructure ways to build applications. I don't wanna build with somebody else. I don't wanna take a Microsoft stack on open source stack. I'm not sure if it's gonna work with HP. So they have to have an app dev answer. I absolutely agree with that. And the, the big thing for the partners is, which is a good thing, right? Yep. HPE will not move into applications. Right? You don't have to have the fear of where Microsoft is with their vocal large. Right. If AWS kind of like comes up with APIs and manufacturing, right. Google the same thing with their vertical push. Right. So HPE will not have the CapEx, but >>Application, >>As I SV making them, the partner, the bonus of being able to on premise is an attractive >>Part. That's a great point. >>Hold. So that's an inflection point for next 12 months to watch what we see absolutely running on GreenLake. >>Yeah. And I think one of the things that came out of the, the last couple events this past year, and I'll bring this up, we'll table it and we'll watch it. And it's early in this, I think this is like even, not even the first inning, the machine learning AI impact to the industrial piece. I think we're gonna see a, a brand new era of accelerated digital transformation on the industrial physical world, back office, cloud data center, accounting, all the stuff. That's applications, the app, the real world from space to like robotics. I think that HP edge opportunity is gonna be visible and different. >>So guys, Antonio Neri is on tomorrow. This is only day one. If you can imagine this power panel on day one, can you imagine tomorrow? What is your last question for each of you? What is your, what, what question would you want to ask him tomorrow? Hold start with you. >>How is HPE winning in the long run? Because we know their on premise market will shrink, right? And they can out execute Dell. They can out execute Lenovo. They can out Cisco and get a bigger share of the shrinking market. But that's the long term strategy, right? So why should I buy HPE stock now and have a good return put in the, in the safe and forget about it and have a great return 20 years from now? What's the really long term strategy might be unfair because they, they ran in survival mode to a certain point out of the mass post equipment situation. But what is really the long term strategy? Is it more on the hardware side? Is it gonna go on the HPE, the frontier side? It's gonna be a DNA question, which I would ask Antonio. >>John, >>I would ask him what relative to the macro conditions relative to their customer base, I'd say, cuz the customers are the scoreboard. Can they create a value proposition with their, I use the Microsoft 365 example how they kind of went to the cloud. So my question would be Antonio, what is your core value proposition to CIOs out there who want to transform and take a step function, increase for value with HPE? Tell me that story. I wanna hear. And I don't want to hear, oh, we got a portfolio and no, what value are you enabling your customers to do? >>What and what should that value be? >>I think it's gonna be what we were kind of riffing on, which is you have to provide either what their product market fit needs are, which is, are you solving a problem? Is it a pain point is a growth driver. Uh, and what's the, what's that tailwind. And it's obviously we know at cloud we know edge. The story is great, but what's the value proposition. But by going with HPE, you get X, Y, and Z. If they can explain that clearly with real, so qualitative and quantitative data it's home >>Run. He had a great line of the analyst summit today where somebody asking questions, I'm just listening to the customer. So be ready for this Steve jobs photo, listening to the customer. You can't build something great listening to the customer. You'll be good for the next quarter. The next exponential >>Say, what are the customers saying? <laugh> >>So I would make an observation. And my question would, so my observation would be cloud is growing collectively at 35%. It's, you know, it's approaching 200 billion with a big, big four. If you include Alibaba, IBM has actually said, Hey, we're gonna gr they've promised 6% growth. Uh, Cisco I think is at eight or 9% growth. Dow's growing in double digits. Antonio and HPE have promised three to 4% growth. So what do you have to do to actually accelerate growth? Because three to 4%, my view, not enough to answer Holger's question is why should I buy HPE stock? Well, >>If they have product, if they have customer and there's demand and traction to me, that's going to drive the growth numbers. And I think the weak side of the forecast means that they don't have that fit yet. >>Yeah. So what has to happen for them to get above five, 6% growth? >>That's what we're gonna analyze. I mean, I, I mean, I don't have an answer for that. I wish I had a better answer. I'd tell them <laugh> but I feel, it feels, it feels like, you know, HP has an opportunity to say here's the new HPE. Yeah. Okay. And this is what we stand for. And here's the one thing that we're going to do that consistently drives value for you, the customer. And that's gonna have to come into some, either architectural cloud shift or a data thing, or we are your store for blank. >>All of the above. >>I guess the other question is, would, would you know, he won't answer a rude question, would suspending things like dividends and stock buybacks and putting it into R and D. I would definitely, if you have confidence in the market and you know what to do, why wouldn't you just accelerate R and D and put the money there? IBM, since 2007, IBM spent is the last stat. And I'm looking go in 2007, IBM way, outspent, Google, and Amazon and R and D and, and CapEx two, by the way. Yep. Subsequent to that, they've spent, I believe it's the numbers close to 200 billion on stock buyback and dividends. They could have owned cloud. And so look at this business, the technology business by and large is driven by innovation. Yeah. And so how do you innovate if >>You have I'm buying, I'm buying HP because they're reliable high quality and they have the outcomes that I want. Oh, >>Buy their products and services. I'm not sure I'd buy the stock. Yeah. >>Yeah. But she has to answer ultimately, because a public company. Right. So >>Right. It's this job. Yeah. >>Never a dull moment with the three of you around <laugh> guys. Thank you so much for sharing your insights, your, an analysis from day one. I can't imagine what day two is gonna bring tomorrow. Debut and I are gonna be anchoring here. We've got a jam packed day, lots going on, hearing from the ecosystem from leadership. As we mentioned, Antonio is gonna be Tony >>Alma Russo. I'm dying. Dr. >>EDMA as well as on the CTO gonna be another action pack day. I'm excited for it, guys. Thanks so much for sharing your insights and for letting me join this power panel. >>Great. Great to be here. >>Power panel plus me. All right. For Holger, John and Dave, I'm Lisa, you're watching the cube our day one coverage of HPE discover wraps right now. Don't go anywhere, cuz we'll see you tomorrow for day two, live from Vegas, have a good night.

>>Okay, welcome back everyone to the Cube's live coverage here in Las Vegas for Amazon re Mars two days of coverage, we're getting down to wrapping up day one. I'm John furrier host of the cube space is a big topic here. You got machine learning, you got automation, robotics, all spells Mars. The two great guests here to really get into the whole geo scene. What's going on with the data. We've got Marcus Norren business development and geo data. Sogeti part of cap Gemini group, and Yoki well kissed portfolio lead data and AI with Sogeti part of cap, Gemini gentlemen, thanks for coming on the queue. Appreciate it. Thanks >>For having us. >>Let me so coming all the way from Sweden to check out the scene here and get into the weeds and the show. A lot of great technology being space is the top line here, but software drives it. Um, you got robotics. Lot of satellite, you got the aerospace industry colliding with hardcore industrial. I say IOT, robotics, one, whatever you want, but space kind of highlights the IOT opportunity. There is no edge in space, right? So the edge, the intelligent edge, a lot going on in space. And satellite's one of 'em you guys are in the middle of that. What are you guys working on? What's the, the focus here for cap gem and I Sogeti part of cap >>Gemini. I would say we focus a lot of creating business value, real business value for our clients, with the satellites available, actually a free available satellite images, working five years now with this, uh, solutioning and, uh, mostly invitation management and forestry. That's our main focus. >>So what's the product value you guys are offering. >>We basically, for now the, the most value we created is working with a forest client to find park Beal infests, uh, in spruce forest. It's a big problem in European union and, uh, Northern region Sweden, where we live now with the climate change, it's getting warmer, the bark beetle bases warm more times during the summer, which makes it spread exponentially. Uh, so we help with the satellite images to get with data science and AI to find these infestations in time when they are small, before it's spread. >>So satellite imagery combined with data, this is the intersection of the data piece, the geo data, right? >>Yeah. You can say that you have, uh, a lot of open satellite data, uh, and uh, you want to analyze that, that you also need to know what you're looking for and you need data to understand in our case, a certain type of damage. So we have large data sets that we have to sort of clean and train ML models from to try to run that on that open data, to detect these models. And, and when we're saying satellite data and open data, it's basically one pixel is 10 by 10 meters. So it's not that you will see the trees, but we're looking at the spectral information in the image and finding patterns. So we can actually detect attacks that are like four or five trees, big, uh, using that type. And we can do that throughout the season so we can see how you start seeing one, two attacks and it's just growing. And then you have this big area of just damage. So >>How, how long does that take? Give me some scope to scale because it sounds easy. Oh, the satellites are looking down on us. It's not, it's a lot of data there. What's the complexity. What are the challenges that you guys are overcoming scope to scale? >>It's so much complexity in this first, you have clouds, so it's, uh, open data set, you download it and you figure out here, we have a satellite scene, which is cloudy. We need to have some analytics doing that, taking that image away basically, or the section of the image with it cloudy. Then we have a cloud free image. We can't see anything because it's blurry. It's too low resolution. So we need to stack them on top of each other. And then we have the next problem to correlate them. So they are pixel perfect overlapping. Yeah. So we can compare them in time. And then they have the histogram adjustment to make them like, uh, the sensitivity is the same on all the images, because you have solar storms, you have shady clouds, which, uh, could be used still that image. So we need to compare that. Then we have the ground proof data coming from, uh, a harvester. For instance, we got 200,000 data points from the harvester real data points where they had found bark Beal trees, and they pulled them down. The GPS is drifting 50 meters. So you have an uncertainty where the actually harvest it was. And then we had the crane on 20 meters. So, you know, the GPS is on the home actually of the home actual machine and the crane were somewhere. So you don't really know you have this uncertainty, >>It's a data integration problem. Yeah. Massive, >>A lot of, of, uh, interesting, uh, things to adjust for. And then you could combine this into one deep learning model and build. >>But on top of that, I don't know if you said that, but you also get the data in the winter and you have the problem during the summer. So we actually have to move back in time to find the problem, label the data, and then we can start identifying. >>So once you get all that heavy lifting done or, or write the code, or I don't know if something's going on there, you get the layering, the pixel X see all the, how complex that is when the deep learning takes over. What happens next? Is it scale? Is it is all the heavy lifting up front? Is the work done front or yeah. Is its scale on the back end? >>So first the coding is heavy work, right? To gets hands on and try different things. Figure out in math, how to work with this uncertainty and get everything sold. Then you put it into a deep learning model to train that it actually run for 10 days before it was accurate, or first, first ation, it wasn't accurate enough. So we scrap that, did some changes. Then we run it again for 10 days. Then we have a model which we could use and interfere new images. Like every day, pretty quickly, every day it comes a new image. We run it. We have a new outcome and we could deliver that to clients. >>Yeah. I can almost imagine. I mean, the, the cloud computing comes in handy here. Oh yeah. So take me through the benefits because it sounds like the old, the old expression, the juice is not worth the squeeze here. It is. It's worth the squeeze. If you can get it right. Because the alternative is what more expensive gear, different windows, just more expensive monolithic solutions. Right? >>Think about the data here. So it's satellite scene. Every satellite scene is hundred by a hundred kilometers. That pretty much right. And then you need a lot of these satellite scene over multiple years to combine it. So if you should do this over the whole Northern Europe, over the whole globe, it's a lot of data just to store that it's a problem. You, you cannot do it on prem and then you should compute it with deep learning models. It's a hard problem >>If you don't have, so you guys got a lot going on. So, so talk about spaghetti, part of cap, Gemini, explain that relationship, cuz you're here at a show that, you know, you got, I can see the CAPI angle. This is like a little division. Is it a group? Are you guys like lone wolves? Like, what's it like, is this dedicated purpose built focus around aerospace? >>No, it's actually SOI was the, the name of the CAPI company from the beginning. And they relaunched the brand, uh, 2001, I think roughly 10, 20 years ago. So we actually celebrate some anniversary now. Uh, and it's a brand which is more local close to clients out in different cities. And we also tech companies, we are very close to the new technology, trying things out. And this is a perfect example of this. It was a crazy ID five years ago, 2017. And we started to bring in some clients explore, really? Open-minded see, can we do something on these satellite data? And then we took it step by step together of our clients. Yeah. And it's a small team where like 12 >>People. Yeah. And you guys are doing business development. So you have to go out there and identify the kinds of problems that match the scope of the scale. >>So what we're doing is we interact with our clients, do some simple workshops or something and try to identify like the really valuable problems like this Bruce Park people that that's one of those. Yep. And then we have to sort of look at, do we think we can do something? Is it realistic? And we will not be able to answer that to 100% because then there's no innovation in this at all. But we say, well, we think we can do it. This will be a hard problem, but we do think we can do it. And then we basically just go for it. And this one we did in 11 to 12 weeks, a tightly focused team, uh, and just went at it, uh, super slim process and got the job done and uh, the >>Results. Well, it's interesting. You have a lot of use cases. We gotta go down, do that face to face belly to belly, you know, body to body sales, BI dev scoping out, have workshops. Now this market here, Remar, they're all basically saying a call to arms more money's coming in. The problems are putting on the table. The workshop could be a lunch meeting, right. I mean, because Artis and there's a big set of problems to tackle. Yes. So I mean, I'm just oversimplifying, but that being said, there's a lot going on opportunity wise here. Yeah. That's not as slow maybe as the, the biz dev at, you know, coming in, this is a huge demand. It will be >>Explode. >>What's your take on the demand here, the problems that need to be solved and what you guys are gonna bring to bear for the problem. >>So now we have been focus mainly in vegetation management and forestry, but vegetation management can be applicable in utility as well. And we actually went there first had some struggle because it's quite detailed information that's needed. So we backed out a bit into vegetation in forestry again, but still it's a lot of application in, in, uh, utility and vegetation management in utility. Then we have a whole sustainability angle think about auditing of, uh, rogue harvesting or carbon offsetting in the future, even biodiversity, offsetting that could be used. >>And, and just to point out and give it a little extra context, all the keynotes, talk about space as a global climate solution, potentially the discoveries and or also the imagery they're gonna get. So you kind of got, you know, top down, bottoms up. If you wanna look at the world's bottom and space, kind of coming together, this is gonna open up new kinds of opportunities for you guys. What's the conversation like when you, when this is going on, you're like, oh yeah, let's go in. Like, what are you guys gonna do? What's the plan, uh, gonna hang around and ride that wave. >>I think it's all boils down to finding that use case that need to be sold because now we understand the satellite scene, they are there. We could, there is so many new satellites coming up already available. They can come up the cloud platform, AWS, it's great. We have all the capabilities needed. We have AI and ML models needed data science skills. Now it's finding the use cases together with clients and actually deliver on them one by >>One. It's interesting. I'd like to get your reaction to this Marcus two as well. What you guys are kind of, you have a lot bigger and, and, and bigger than some of the startups out there, but a startup world, they find their niches and they, the workflows become the intellectual property. So this, your techniques of layering almost see is an advantage out there. What's your guys view of that on intellectual property of the future, uh, open source is gonna run all the software. We know that. So software's no going open source scale and integration. And then new kinds of ways are new methods. I won't say for just patents, but like just for intellectual property, defen differentiation. How do you guys see this? As you look at this new frontier of intellectual property? >>That's, it's a difficult question. I think it's, uh, there's a lot of potential. If you look at open innovation and how you can build some IP, which you can out license, and some you utilize yourself, then you can build like a layer business model on top. So you can find different channels. Some markets we will not go for. Maybe some of our models actually could be used by others where we won't go. Uh, so we want to build some IP, but I think we also want to be able to release some of the things we do >>Open >>Works. Yeah. Because it's also builds presence. It it's >>Community. >>Yeah, exactly. Because this, this problem is really hard because it's a global thing. And, and it's imagine if, if you have a couple of million acres of forest and you just don't go out walking and trying to check what's going on because it's, you know, >>That's manuals hard. Yeah. It's impossible. >>So you need this to scale. Uh, and, and it's a hard problem. So I think you need to build a community. Yeah. Because this is, it's a living organism that we're trying to monitor. If you talk about visitation of forest, it's, it's changing throughout the year. So if you look at spring and then you look at summer and you look at winter, it's completely different. What you see. Yeah. Yeah. So >>It's, it's interesting. And so, you know, I wonder if, you know, you see some of these crowdsourcing models around participation, you know, small little help, but that doesn't solve the big puzzle. Um, but you have open source concepts. Uh, we had Anna on earlier, she's from the Amazon sustainability data project. Yeah, exactly. And then just like open up the data. So the data party for her. So in a way there's more innovation coming, potentially. If you can get that thing going, right. Get the projects going. Exactly. >>And all this, actually our work is started because of that. Yes, exactly. So European space agency, they decided to hand out this compar program and the, the Sentinel satellites central one and two, which we have been working with, they are freely available. It started back in 2016, I think. Yeah. Uh, and because of that, that's why we have this work done during several years, without that data freely available, it wouldn't have happened. Yeah. I'm, I'm >>Pretty sure. Well, what's next for you guys? Tell, tell me what's happening. Here's the update put a plug in for the, for the group. What are you working on now? What's uh, what are you guys looking to accomplish? Take a minute to put a plug in for the opportunity. >>I would say scaling this scaling, moving outside. Sweden. Of course we see our model that they work in in us. We have tried them in Canada. We see that we work, we need to scale and do field validation in different regions. And then I would say go to the sustainability area. This goes there, there is a lot of great >>Potential international too is huge. >>Yeah. One area. I think that is really interesting is the combination of understanding the, like the carbon sink and the sequestration and trying to measure that. Uh, but also on top of that, trying to classify certain Keystone species habitats to understand if they have any space to live and how can we help that to sort of grow back again, uh, understanding the history of the, sort of the force. You have some date online, but trying to map out how much of, of this has been turned into agricultural fields, for example, how much, how much of the real old forest we have left that is really biodiverse? How much is just eight years young to understand that picture? How can we sort of move back towards that blueprint? We probably need to, yeah. And how can we digitize and change forestry and the more business models around that because you, you can do it in a different way, or you can do both some harvesting, but also, yeah, not sort of ruining the >>Whole process. They can be more efficient. You make it more productive, save some capital, reinvest it in better ways >>And you have robotics and that's not maybe something that we are not so active in, but I mean, starting to look at how can autonomy help forestry, uh, inventory damages flying over using drones and satellites. Uh, you have people looking into autonomous harvesting of trees, which is kind of insane as well, because they're pretty big <laugh> but this is also happening. Yeah. So I mean, what we're seeing here is basically, >>I mean, we, I made a story multiple times called on sale drone. One of my favorite stories, the drones that are just like getting Bob around in the ocean and they're getting great telemetry data, cuz they're indestructible, you know, they can just bounce around and then they just transmit data. Exactly. You guys are creating a opportunity. Some will say problem, but by opening up data, you're actually exposing opportunities that never have been seen before because you're like, it's that scene where that movie, Jody frost, a contact where open up one little piece of information. And now you're seeing a bunch of new information. You know, you look at this large scale data, that's gonna open up new opportunities to solve problems that were never seen before. Exactly. You don't, you can't automate what you can't see. No. Right. That's the thing. So no, we >>Haven't even thought that these problems can be solved. It's basically, this is how the world works now. Because before, when you did remote sensing, you need to be out there. You need to fly with a helicopter or you put your boots on out and go out. Now you don't need that anymore. Yeah. Which opened up that you could be, >>You can move your creativity in another problem. Now you open up another problem space. So again, I like the problem solving vibe of the, it's not like, oh, catastrophic. Well, well, well the earth is on a catastrophic trajectory. It's like, oh, we'll agree to that. But it's not done deal yet. <laugh> I got plenty of time. Right. So like the let's get these problems on the table. Yeah. Yeah. And I think this is, this is the new method. Well, thanks so much for coming on the queue. Really appreciate the conversation. Thanks a lot. Love it. Opening up new world opportunities, challenges. There's always opportunities. When you have challenges, you guys are in the middle of it. Thanks for coming on. I appreciate it. Thank you. Thanks guys. Okay. Cap Gemini in the cube part of cap Gemini. Um, so Getty part of cap Gemini here in the cube. I'm John furrier, the host we're right back with more after this short break.

>> Welcome back to the Seaport in Boston and this is theCUBE's coverage of Red Hat Summit 2022. I'm Dave Vellante with my co-host Paul Gillin. Rob Belson is here as the Developer Relations Lead at Verizon. Robbie great to see you. Thanks for coming on theCUBE. >> Thanks for having me. >> So Verizon and developer relations. Talk about your role there. Really interesting. >> Absolutely. If you think about our mobile edge computing portfolio in Verizon 5G Edge, suddenly the developer is a more important persona than ever for actually adopting the cloud itself and adopting the mobile edge. So the question then quickly became how do we go after developers and how do we tell stories that ultimately resonate with them? And so my role has been spearheading our developer relations and experience efforts, which is all about meeting developers in the channels where they actually are, building content that resonates with them. Building out architectures that showcase how do you actually use the technology in the wild? And then ultimately creating automation assets that make their lives easier in deploying to the mobile edge. >> So, you know, telcos get a bad rap, when you're thinking it's amazing what you guys do. You put out all this capital infrastructure, big outlays. You know, we use our phones to drop a call. People like, "Ah, freaking Verizon." But it's amazing what we can actually do too. You think about the pandemic, the shift that the telcos had to go through to landlines to support home, never missed a beat. And yet at the same time you're providing all this infrastructure for people to come over the top, the cost forbid is going down, right? Your cost are going up and yet now we're doing this big 5G buildup. So I feel like there's a renaissance about to occur in edge computing that the telcos are going to lead new forms of monetization new value that you're going to be able to add, new services, new applications. The future's got to be exciting for you guys and it's going to be developer-led, isn't it? >> Absolutely. I mean it's been such an exciting time to be a part of our mobile edge computing portfolio. If you think back to late 2019 we were really asking the question with the advent of high speed 5G mobile networks, how can you drive more immersive experiences from the cloud in a cloud native way without compromising on the tools you know and love? And that's ultimately what caused us to really work with the likes of AWS and others to think about what does a mobile edge computing portfolio look like? So we started with 5G Edge with AWS Wavelength. So taking the compute and storage services you know and love in AWS and bringing it to the edge of our 4G and 5G networks. But then we start to think, well, wait a minute. Why stop at public networks? Let's think about private networks. How can we bring the cloud and private networks together? So you turn back to late 2021 we announced Verizon 5G Edge with AWS Outposts but we didn't even stop there. We said, "Well, interest's cool, but what about network APIs? We've been talking about the ability and the programmability of the 5G network but what does that actually look like to the developers? And one great example is our Edge Discovery Service. So you think about the proliferation of the edge 17 Wavelength Zones today in the US. Well, what edge is the right edge? You think about maybe the airline industry if the closest exit might be behind you absolutely applies to service discovery. So we've built an API that helps answer that seemingly basic question but is the fundamental building block for everything to workload orchestration, workload distribution. A basic network building block has become so important to some of these new sources of revenue streams, as we mentioned, but also the ability to disintermediate that purpose built hardware. You think about the future of autonomous mobile robots either ground and aerial robotics. Well, you want to make those devices as cheap as possible but you don't want to compromise on performance. And that mobile edge layer is going to become so critical for that connectivity, but also the compute itself. >> So I just kind of gave my little narrative up front about telco, but that purpose built hardware that you're talking about is exceedingly reliable. I mean, it's hardened, it's fossilized and so now as you just disaggregate that and go to a more programmable infrastructure, how are you able to and what gives you confidence that you're going to be able to maintain that reliability that I joke about? Oh, but it's so reliable. The network has amazing reliability. How are you able to maintain that? Is that just the pace of technology is now caught up, I wonder if you can explain that? >> I think it's really cool as I see reliability and sort of geo distribution as inextricably linked. So in a world where to get that best in class latency you needed to go to one place and one place only. Well, now you're creating some form of single source of failure whether it's the power, whether it's the compute itself, whether it's the networking, but with a more geo distributed footprint, particularly in the mobile edge more choices for where to deliver that immersive experience you're naturally driving an increase in reliability. But again, infra alone it's not going to do the job. You need the network APIs. So it's the convergence of the cloud and network and infra and the automation behind it that's been incredibly powerful. And as a great example, the work we've been doing in hybrid MEC the ability to converge within one single architecture, the private network, the public network, the AWS Outposts, the AWS Wavelength all in one has been such a fantastic journey and Red Hat has been a really important part in that journey. >> From the perspective of the developer when they're building a full cloud to edge application, where does Verizon pick up? Where do they start working primarily with you versus with their cloud provider? >> Absolutely. And I think you touched on a really important point. I think when you often think about the edge it's thought of as an either, or. Is it the edge? Is it the cloud? Is it both? It's an and I can't emphasize that enough. What we've seen from the customers greenfield or otherwise it's about extending an application or services that were never intended to live at the edge, to the edge itself, to deliver a more performant experience. And for certain control plane operations, metadata, backend operations analytics that can absolutely stay in the cloud itself. And so our role is to be a trusted partner in some of our enterprise customers' journeys. Of course, they can lean on the cloud provider in select cases, but we're an absolutely critical mode of support as you think about what are those architectures? How do you integrate the network APIs? And through our developer relations efforts, we've put a major role in helping to shape what those patterns really look like in the wild. >> When they're developing for 5G I mean, the availability of 5G of particularly you know, the high bandwidth 5G is pretty spotty right now. Mostly urban areas. How should they be thinking in the future developing an application roll out two years from now about where 5G will be at that point? >> Absolutely. I think one of the most important things in this case is the interoperability of our edge computing portfolio with both 4G and 5G. Whenever somebody asks me about the performance of 5G they ask how fast? Or for edge computing. It's always about benchmark. It's not an absolute value. It's always about benchmarking the performance to that next best alternative. What were you going to get if you didn't have edge computing in your back pocket? And so along that line of thought having the option to go either through 4G or 5G, having a mobile edge computing portfolio that works for both modes of connectivity even CAN-AM IoT is incredibly powerful. >> So it sounds like 4G is going to be with us for quite a while still? >> And I think it's an important part of the architecture. >> Yeah. >> Robert, tell us about the developer that's building these applications. Where does that individual come from? What's their persona? >> Oh, boy I think there's a number of different personas and flavors. I've seen everything from the startup in the back of a garage working hard to try to figure out what could I do for a next generation media and entertainment experience but also large enterprises. And I think a great area where we saw this was our 5G Edge Computing Challenge that we hosted last year. Believe it or not 100 submissions from over 22 countries, all building on Verizon 5G Edge. It was so exciting to see because so many different use cases across public safety, healthcare, media and entertainment. And what we found was that education is so important. A lot of developers have great ideas but if you don't understand the fundamentals of the infrastructure you get bogged down in networking and setting up your environment. And that's why we think that developer education is so important. We want to make it easy and in fact, the 5G Edge portfolio was designed in such a way that we'll abstract the complexities of the network away so you can focus on building your application and that's such a central theme and focus for how we approach the development. >> So what kind of services are you exposing via APIs? >> Absolutely, so first and foremost, as you think about 5G Edge with say AWS Wavelength, the infra there are APIs that are exposed by AWS to launch your infra, to patch your infrastructure, to automate your infrastructure. Specifically that Verizon has developed that's our network APIs. And a great example is our Edge Discovery Service. So think of this as like a service registry you've launched an application in all 17 edge zones. You would take that information, you would send it via API to the Edge Discovery Service so that for any mobile client say, you wake up one morning in Boston, you can ask the API or query, "Hey, what's the closest edge zone?" DNS isn't going to be able to figure it out. You need knowledge of the actual topology of the mobile network itself. So the API will answer. Let's say you take a little road trip 1,000 miles south to say Miami, Florida you ask that question again. It could change. So that's the workflow and how you would use the network API today. >> How'd you get into this? You're an engineer it's obvious how'd you stumble into this role? >> Well, yeah, I have a background in networks and distributed systems so I always knew I wanted to stay in the cloud somewhere. And there was a really unique opportunity at Verizon as the portfolio was being developed to really think about what this developer community looked like. And we built this all from scratch. If you look at say our Verizon 5G Edge Blog we launched it just along the timing of the actual GA of Wavelength. You look at our developer newsletter also around the time of the launch of Wavelength. So we've done a lot in such a short period and it's all been sort of organic, interacting with developers, working backwards from the customer. And so it's been a fairly new, but incredibly exciting journey. >> How will your data, architecture, data flow what will that look like in the future? How will that be different than it is sort of historically? >> When I think about customer workloads real time data architecture is an incredibly difficult thing to do. When you overlay the edge, admittedly, it gets more complicated. More places that produce the data, more places that consume data. How do you reconcile all of these environments? Maintain consistency? This is absolutely something we've been working on with the ecosystem at large. We're not going to solve this alone. We've looked at architecture patterns that we think are successful. And some of the things that we found that we believe are pretty cool this idea of taking that embedded mobile database, virtualizing it to the edge, even making it multi-tenant. And then you're producing data to one single source and simplifying how you organize and share data because all of the data being produced to that one location will be relevant to that topology. So Boston, as an example, Boston data being produced to that edge zone will only service Boston clients. So having a geo distributed footprint really does help data architectures, but at the core of all of this database, architectures, you need a compute environment that actually makes sense. That's performant, that's reliable. That's easy to use that you understand how to manage and that the edge doesn't make it any more difficult to manage. >> So are you building that? >> That's exactly what we're doing. So here at Red Hat Summit we've had the unique opportunity to continue to collaborate with our partners at Red Hat to think about how you actually use OpenShift in the context of hybrid MEC. So what have done is we've used OpenShift as is to extend what already exists to some of these new edge zones without adding in an additional layer of complexity that was unmanageable. >> So you use OpenShift so you don't have to cobble this together on your own as a full development environment and that's the role really that OpenShift plays here? >> That's exactly right. And we presented pieces of this at our re:Invent this past year and what we basically did is we said the edge needs to be inextricably linked with the cloud. And you want to be able to manage it from some seamless central pane of glass and using that OpenShift console is a great way. So what we did is we wanted to show a really geo-distributed footprint in action. We started with a Wavelength zone in Boston, the region in Northern Virginia, an outpost in the Texas area. We cobbled it all together in one cluster. So you had a whole compute mesh separated by thousands of miles all within a single cluster, single pane of glass. We take that and are starting to expand on the complexity of these architectures to overlay the network APIs we mentioned, to overlay multi-region support. So when we say you can use all 17 zones at once you actually can. >> So you've been talking about Wavelength and Outposts which are AWS products, but Microsoft and Google both have their distributed architectures as well. Where do you stand with those? Will you support those? Are you working with them? >> That's a great question. We have made announcements with Microsoft and Google but today I focus a lot on the work we do with AWS Wavelength and Outposts and continuing to work backwards from the customer and ultimately meet their needs. >> Yeah I mean, you got to start with an environment that the developers know that obviously a great developer community, you know, you see it at re:Invent. What was the reaction at re:Invent when you showed this from a developer community? >> Absolutely. Developers are excited and I think the best part is we're not the only ones talking about Wavelength not even AWS are the only ones talking about Wavelength. And to me from a developer ecosystem perspective that's when you know it's working. When you're not the one telling the best stories when others are evangelizing the power of your technology on your behalf that's when the ecosystem's starting to pick up. >> Speaking of making a bet on Outposts you know, it's somewhat limited today. I'll say it it's limited today in terms of we think it supports RDS and there's a few storage players. Is it your expectation that Outposts is going to be this essentially the cloud environment on your premises is that? >> That's a great question. I see it more as we want to expand customer choice more than ever and ultimately let the developers and architects decide. That's why I'm so bullish on this idea of hybrid MEC. Let's provide all of the options the most complicated geo distributed hybrid deployment you can imagine and automate it, make it easy. That way if you want to take away components of this architecture all you're doing is simplifying something that's already automated and fairly simple to begin with. So start with the largest problem to solve and then provide customers choice for what exactly meets their requirements their SLAs, their footprint, their network and work backwards from the customer. >> Exciting times ahead. Rob, thanks so much for coming on theCUBE. It's great to have you. >> Appreciate it, thanks for your time. >> Good luck. All right, thank you for watching. Keep it right there. This is Dave Vellante for Paul Gillin. We're live at Red Hat Summit 2022 from the Seaport in Boston. We'll be right back.

(active upbeat music) >> Hello and welcome to theCUBE's presentation of Women in Tech global event, celebrating International Women's Day. I'm John furrier, host of theCUBE. Got a great guest, Cornelia Robinson, Who's the Senior Manager of the Global Inclusion and Outreach Programs at AWS, Amazon web services. Cornelia, welcome to this cube presentation. >> Thank you, so happy to be here, John. >> So you got a very interesting background, about involving in communities, you're in outreach and inclusion, which is awesome. International Women's Day is about global celebration. What's your role at AWS? Tell us more about what you do there and we'll get into some of the background and your experiences. >> All right. Thanks John. So, I lead a program that's called Inclusion and Outreach within AWS, specifically for our global data center community. So, AWS infrastructure is all over the world and we strive to make sure that in the places where we build and operate our cloud, that we're being good neighbors and also striving to be Earth's best employer. And so my role, it ultimately aligns both of those things into both inclusion and outreach. >> One of the things that we see with the cloud is it... There's always the talk, "Oh, democratization and..." If you see what cloud has done inside the global communities, it's been interesting. As regions expand, cloud computing has actually enabled kind of new things. You're seeing a lot more diversity inclusion, women events for instance, in Bahrain was one we saw a lot. Asia Pacific and all around the world you're seeing a lot more community because of the opportunities around the new applications and the new use cases is creating economic, but also empowering opportunities. And you've had a lot of experience in there and seeing some of these trends up close, what have you seen around this? Cause this is a new thing that cloud's enabling. This new revitalization inside these communities and areas. >> Yeah, cloud is definitely an enabler and it also enables people to scale, right? In ways that you wouldn't have been able to scale in the past. With AWS, it's like flip on a switch and all of a sudden you have access to so much compute power. It's actually incredible and it's exciting to be a part of this movement. >> How did you get started with AWS? >> I guess the way that I would describe it is tech kind of found me. I have an unusual background to be in tech. So, I graduated from law school and I was looking for a job and ended up in procurement. And then some years later, I got a call from AWS and I thought that it sounded like an interesting opportunity. I'd have an opportunity to build some new things and try some new things. And so, I said, "Hey, why not?" And that's how I ended up at AWS, starting out in our Northern Virginia office. And then I moved to Seattle for about five years. And now I'm back in the Northern Virginia area. >> So you're an Amazonian, true and true then. You've seen all the growth. But I think the thing about at Amazon is just that there's so much opportunities internally. A lot of people don't know that and I'd love to get your take on what it was like moving from procurement, which probably was very structured and good fit there, to Amazon Web Services, which was at that time just growing really fast and you built a global community program. So, kind of two worlds. Take us through that. >> Yeah, you're right. Procurement and community engagement are very different in many ways, but also very similar in many ways as well. With community engagement, we were completely starting from scratch with the idea of a structured community engagement program. Even though there was an element of community engagement that was happening in our infrastructure locations. So ultimately, the way that I ended up making that shift is that I was in an offsite, which is a team meeting, where people who have different functions come together and we were discussing opportunities that we had to just do a better job overall, because as you know, that's one thing that we're always looking at as Amazonians. It's how can we be better and show up better for our customers. We're always trying to start with our customers and work backwards to meet their needs. And so, one of the things that was identified in that discussion is community engagement. We had an opportunity to be even more engaged than we already were and to do it in a structured way. And so, I shot my hand up and said, "I like trying things, let me try this." And the rest is history. It's been about four years. >> And obviously you had to go through... (voice distortion noise drowns out other sounds) And all that procedure. Amazon is pretty open about ideas. Is that true? Is that a true thing? Is that what it's like there? People say that they'd like to try things and then if it works, they double down on it. Is that kind of how this went down? >> That's exactly how it went down, John. So, when I think about the process of working backwards, it's really something that never stops. And again, community engagement was all about working backwards from the needs of our customers. And in this instance, when I think about my customer, my customer is our community members. It's community members who live and work in our data center regions. And also our employees who are living and working and raising their families in those regions. >> What was the double down moment? When did you say, "Wow, this is working." When you developed this program. When were some of those moments, where you said, "Wow, this is actually working." And take us through some of those progressions. >> Some of the moments that really stand out to me are moments where I've been in the community and I say, "AWS." And someone says, "Oh, what's AWS?" And then you'll hear someone else chime in and explain, "Oh, AWS does all of these great things in the community." So, that actually happened. It was our very first AWS Girls' Tech Day, we'd scaled it from a small program into a global program. We went from having one in one year to having eight the next year around the world. And at this particular AWS Girls' Tech Day, someone did ask that question. It was a little girl. She was standing next to her sister. And when she asked me what AWS is, her sister looked at her and said, "You don't know what AWS is? "AWS does so much in our community "and AWS has this big space in my school." And she went on and on about how much she works with our employees and how excited she is about technology. And also those are those moments where you say, "You know what? This is working." And it's really working. >> That's awesome. What advice would you give people who are developing a community program? Because you're a pioneer, this has been a top priority for people now, in all companies and all groups, all tribes, as community is becoming a really important part of our fabric of society and business. People are sourcing information, they're sourcing relationships and jobs and in products. We are seeing a lot of organic community. What advice would you give folks who are developing a community program? >> There are few things. So, for me the biggest and most important thing is working backwards. So, start with your customer, who is your customer? It's really important to listen to them and to identify their needs. In this community engagement space, you have a lot of things being thrown at you all the time. You also have your own ideas and it's like, "Oh, it'd be really cool "if we did this thing." But is that really what the community needs? Is that really what the community wants? So, when I first started in this role, that was the most important thing and it continues to be the most important thing. I started picking up the phone, talking to people, going to a region, talking to folks who actually live and work in the community, understanding their perspectives, understanding their needs. There was a lot of discovery during that time. They were able to tell me things that I never would've even thought of. Never would've known, wouldn't have been able to consider because I wasn't a part of that community at the time. And so, that's the thing about becoming a community member, you got to be able to sit down and listen. And so, the principle of working backwards, it just applies so well in that instance. And so, that's the first thing. It's listening, understanding your customers, knowing who they are, and then trying to get as many perspectives as you can. And the next thing I would say is think big with your customers, right? And think big on behalf of your customers, but then from there, start somewhere. Because if you try to execute on the really big thing all at once, now, it may not go as well as you'd hoped it would. And you could actually diminish trust. So, we started working on just a couple of things based on customers needs. And as we were able to prove that they were successful and constantly get that feedback from customers saying, "Yeah, this works or that doesn't work." That's how we then eventually started to scale the program. >> Yeah. That trust angle, (voice distortion noise drowns out other sounds) because you look at trust. If you overplay your idea and it blows up, then no one's going to be motivated. Take little baby steps. I Love that insight. Great call out there. What about this Think Big Space you mentioned, and that other example about in the school, because I like this idea of having this Think Big Space that you pointed out. Is that just the place that you guys could provide? Or was that something that they did? The customer did or the community did? Can you share more about the Think Big Space? >> Yes. Our Think Big Spaces. So, the Think Big Space also started as a result of sitting down in a conference room with some teachers and administrators in a local school district, actually, here in the Northern Virginia area. And the teachers were talking about the fact that as teachers, there's a lot of emerging technology and it can be difficult to keep up with, what's next? What's current? What's next? What do we need? How do we help our students prepare for jobs that may not even exist right now? And so, it just seemed to align so well with our leadership principles within Amazon, learn and be curious, think big. And initially, they threw out the idea of a Tech Lab and we started working back and forth and thinking, "Well, how do we make this "a space where students would actually "come and learn and explore "and make things and get their hands dirty "and really be creative "and tie it back to technology "and just being really disruptive." And together, we came up with the idea of, "Hey, we got to teach students to think big." So, we started working on the first Think Big Space together. The school district actually hired an instructional lead and we worked with them to design curriculum and now there's a classroom, it's got eight Amazon's leadership principles on the walls and the students come in they are engineers for the day. And we've been able to scale that program globally to other locations. We've got Think Big Spaces in Ireland and Australia and India and of course in the US. And it's been really exciting to see how students get so excited when they're able to tinker and try new things. And they know that if they break something it's okay because we can come up with a way to fix it. And in the process of fixing it, they come up with something else. And we teach them about working backwards and it's just really fun. It's an exciting program to be a part of. And I've been excited just to see the growth and the way that our community members have benefited from it. >> It's really such an amazing program if you think about it because you're training builders and you're giving them a place to be disruptive, which is a natural part for young people to do and do it in a safe environment where they can build something and have fun doing it. It's amazing. >> That's right. So congratulations, that's a great program. Let me get into the theme here, on this International Women's Day around breaking the bias it's one of the core principles of this year's event globally and for International Women's Day, break the bias is the theme. Where do you see bias? and what would you like to see change? And what does change look like? >> Yeah. So, I would say, with the experience of setting up in communities, activities, and also collaborating with schools, what we see is that bias starts early. This is not something that people show up for work and all of a sudden there's all of this bias. There's bias in the way that young people and students are socialized. And so, you start to see things at an early age where girls may be encouraged to do things that are different. So, maybe girls are not encouraged to take on leadership roles or they're getting pushed into the arts. Of course, there's nothing wrong with arts, but we should be encouraging people to pursue certain areas based on interest and not on gender. And if we want to really break bias, we've got to think about the seeds that we plant. So, we've got to be really careful about what we say, how we nurture. It's about, "You can do this. "Yes. Try it, see." Not, "Oh, no, you shouldn't do this "because you're a girl." No, you're a girl and you belong here. You should be here. We need more people like you, you're going to do really big things. Like you've got to start telling students this at an early age, because all it takes, sometimes is one person to tell a student that they can't do something. And then if they believe them, then it can change their whole trajectory. And so, for me, when it comes to breaking the bias, it starts really early. It starts really, really early. >> Yeah. And I think... (voice distortion noise drowns out other sounds) Even like the Think Big program you mentioned, which sounds so exciting, it's just providing access. And I think having an open collaboration is key, but role models matter too. You want to see people in there too. I think this comes up a lot. what's your view on that? Because when you see people in positions, they're inspiring. And I think that also comes up a lot in these conversations. >> Yeah, definitely. When you see people in positions and you see people who look like you, you see yourself in that person and you say, "Hey, maybe if they can do it, "I can do it too." And so, it is important for us to have great strong role models who can show up and who can be there for students. That's one of the things that we try to do with our programming. So, as we develop programs like the Think Big Space, it's not just, "Okay, well we have a Think Big Space "and that's the end." It's we have a Think Big Space and our employees are coming into the Think Big Space. They're engaging with the student, they're volunteering, they're taking on causes in their community. And it provides that natural mentorship and ability for students to just see themselves. Because again, if you don't see yourself reflected, then you also may be receiving a message that says, "Okay. Well, that's not for me." >> Yeah. I was talking with a leader at AWS and she's in space area and we were talking about how the younger generation are nerd native, she called it. And they're born with inherent tech now. So, unlike when we were born, we had to kind of just found us, or we stumbled into it, or we got addicted somehow to tech. Now they got the tech around them. And I think this is an interesting new dynamic that could play well for the bias issue. And would love to get your reaction to that, as the generations come in, they're seeing all the world problems, they're seeing the digital transformation it's native to them. So, I wonder what your thoughts are. How we could be better at, I don't know, shaping the paths, pathways, multiple pathways. Seems to be many opportunities. So, if people are nerd native, how do we do that? So, we had a great riff on that. I'd love to get your reaction on that. >> Yeah. I think that we have to make sure that we are fostering this idea of playing outside of the box instead of in the box. It used to be with really traditional careers. If I want to be a doctor, I go to medical school, right. If I want to be a lawyer, I go to law school. If I want to work in tech, what do I do? Well, here's the thing, with tech, you're engaging in tech so much. I remember that when my nephew and nieces were little, before they could even read, they could do things on my phone. Like, I would get my phone and all of a sudden I had all of these game apps. How did they know how to do that? It's like you can't even read a word, but you can put all of these apps on my phone. They're engaging with technology. And so, how do we take that and nurture it and say, "Hey, just embrace it." Just put more technology in front of students, let them break things, let them fix things. I remember being a part of a panel with a woman who is an engineer and she said she became an engineer because she liked to break things though. So, she'd break her computer and she would get in trouble for it. She would be told, "Hey, figure out "how to put it back together." And so, if we can create more environments and encourage students that it's not about perfection, let's be inventive here. Let's try new things. Let's think outside the box. Think big, go find a solution. Go find an issue and work backwards from the issue that someone is having to come up with a solution that works and then get feedback. That process, that can start early. It doesn't have to be, once you're in a full fledged career, you can start that at any age. >> Cornelia, great insights. (voice distortion noise drowns out other sounds) My final question, what's new for you? What are you going to be up to? What's next? What are you going to break next? What are you going to do? >> So, what's new for me. I now lead Inclusion and Outreach within AWS for our data center community. And so, I'm back really to square one when it comes to doing a lot of listening, trying to understand. Understanding what the things are that are pain points within and outside of the organization. And I'll be working with employees and community members to continue iterating, and to continue solving problems and working together on those solutions. And so, I'm really excited about it. Hopefully, at some point we'll be able to come back together and I'll be able to give you some insight and how that's going. >> Well, we certainly will. We appreciate your time and thanks for joining our cube community. We really appreciate it. You're now cube alumni. Our door is always open here at theCUBE, and we want to hear more of those stories. We're going to do a lot more coverage, a lot more sharing of stories, certainly in this area, that's important and we're committed to it. Thank you for your time today and sharing the insights and your experience on the Women in Tech celebration of International Women's Day. Thank you so much. >> Thank you. Happy International Women's Day. >> Okay. This is theCUBE. I'm John Furrie, your host. Thanks for watching the presentation of Women in Tech global event, celebrating International Women's Day. This is the season one episode one, of our ongoing program that we're going to have here on theCUBE. Thanks for watching. (soft instrumental music)

>>Hello from Las Vegas. It's the cube live at AWS reinvent 2021, Lisa Martin and Dave Nicholson here. We're in our fourth day, Dave, we have two live sets of the kid. There's a dueling set right across from us, kind of like dueling pianos, only a little bit louder. We have had about a hundred guests on the program at AWS reinvent this year. And we're pleased to welcome back. One of our alumni, Richard Potter joins us the CEO of peak. Richard. Welcome back to the cube. >>Great to be here. Talk to >>Us. So we haven't seen you in a couple of years. Talk to us about what's going on at pink. I know there's some news. >>Yeah, yeah. Loads of things going on at peak. I mean, we've been growing really quick. So since the last time you saw us, which was yeah, in London a few years ago, uh, we've grown to be the, sort of essentially the global leader in decision intelligence systems. Um, us as an AI company, we specialize in putting artificial intelligence right into the heart of how companies run their businesses and make their day-to-day decisions, which is why we call it decision intelligence. We think it's the biggest thing in software and, uh, probably the biggest new category of software. Um, we will see this decade. So it's super exciting to be in that position and great to be back chatting to you guys on the cube. When were you based founded? We were founded in 2016. Uh, and, uh, yeah. And you can probably tell by my accent English company headquartered in Manchester, but we're global. Now we have operations in India. We have a couple of development centers in India. We have a growing customer base in Asia and a growing customer base in the U S as well. Uh, so yeah, we're kind of international, but born out of, uh, Northern English roots. >>I like it. Talk to me about back in 2016, what were some of the gaps in the market that you saw from a, because you know, as, as here we are in almost 20, 22, every company is a data company. They have to be being able to extract intelligence timely hard. What gaps did you see back in 2016 >>Back then a read on the market was really simple, which was the companies that are going to harness data to run themselves well, we'll win, but the most companies were struggling to make that change to be data-driven. So our rich was, you know, as founders, there's three of us who started the business was trying to explore that problem. Like what, what, what stops companies running on data? And there's loads of reasons, right? Tech ones, uh, skills, ones, even just like business people using data in their day-to-day decision-making rather than say their gut-feel, which I think is also a data-driven decision. They just don't understand that necessarily. Uh, so we really honed in on that problem and we grew quite quickly to be the leading business in that sort of applied data space in the UK, you know, a market leader in, uh, helping companies perform better with data. And over time that has taken us on this journey to be the sort of global leader in decision intelligence, which is really cool. But the itch we were scratching was that, Hey, you know, there's something in this, we think companies that do this and do it well are gonna win, but no one's doing it. So why is that? And then, and then we've built software that effectively responds to that opportunity. >>You mentioned harnessing data. Yeah. How do you balance the harnessing of data successfully with being harnessed by data? Because, because if you're talking about the concept of Dai yeah. Who's making the decision. If the machine is making the decision, I better trust it. Why should I trust it? So how do you, how do you strike that balance to get people to trust what you're doing? The work you're doing for them behind the scenes? Yeah, >>I think it's, it's really important that humans trust the machines that they're working alongside. And I think that's the big change we're seeing, right? So this is a new industrial revolution, the intelligence era that we're in, but all previous industrial revolutions have all amplified human potential. They've amplified like a physical potential, whether it was, you know, machinery, steam, power and so on, or computers have amplified our cognitive capability, but humans have always controlled those machines. If you think about it now in the intelligence era, our machines can think with us, they can think alongside us. So we have to learn how to, as people, how to co-exist with those machines and then let those machines amplify us and essentially make us superhuman and what we do. And that's a part of the challenge we face at peak as to how do we make, how do we humanize that? >>How do we make it such that everyone trusts the machine? Uh, and we always have that human in the loop is the way we think about it. Uh, decision intelligence empowers us to be awesome at our jobs, make the great decisions all the time. If we trust the machine so much that we just want it to make the decision for us, we can let it, but we're always in control and we're in control of how it thinks and what it does. And it's our job as a software company to build software that lets you understand why that recommendation or that decision is being suggested to you. So I think, I think the coexistence of our machines alongside people in a new way that a human to machine interface is going to completely change with artificial intelligence and decision intelligence and, and us as people we're going to have to relearn how we, how we work with our technology. >>You just mentioned a couple of really good words in terms of, of the people, part of people, process and technologies, amplify and empower. Those are two things that stuck out at me is that's what you're giving people in any, whether they're an operations or finance or marketing, it's the amplification to do their jobs, empowering them to do their jobs with data that will help make them more skilled and better able to make decisions that benefit themselves, the company. >>That's exactly right. Yeah, because if you, if you redact doing business to its basics, it's, it's actually just making decisions, right. Companies are make great decisions. They win and those decisions could be anything, you know, they could be product decisions, they could be pricing decisions, operational supply chain decisions, but it's a sequence of decisions that creates value for my company. And so that's why I believe this technology is so empowering because as people we're, we're actually great at making those decisions. What we're not great at is making those decisions 24 by seven really, really quickly, very consistently. So, you know, humans are awesome at forecasting. They're awesome at choosing pricing that would appeal to other people, but alongside this technology, we can have machines that do a lot of that thinking for us, speed us up and help us make more, um, quick, great consistently awesome decisions. And then that just makes us great at our jobs. If you're a marketeer or in finance or in supply chain, you, you become awesome. And I think that that, that empowerment is key to the sort of humanization of AI in business. And actually that's what it means in practice. It isn't AI coming for peoples' jobs or replacing jobs. It's it's AI helping us all be gray. And our companies grow faster with wider profit margins when we do that, which creates more jobs for people, which is really cool. >>So, um, we talk about people trusting machines to do things for them. Uh, it's, it's not necessarily a new concept. We just sort of take some of those things for granted. Um, I trust my refrigerator at home to measure the internal temperature and make adjustments as necessary. Turn the compressor on, turn the compressor off. And I'm sorry, I you're from England refrigerators, this thing, it's a box. We use it to refrigerate our beer, which I took to make it >>Cold, which I know. >>So it's kind of a, you know, got to love those cliches, but so can you give us an example of a situation where a customer is trusting something that it's gotten from DEI from peak, where if you, as the CEO heard that anecdotal story, you would be absolutely delighted. >>Well, I think the earth is loads of great examples of that. So, um, the reason we call it decision intelligence decision intelligence is because it's the, it's applying AI into the active decision making, right? Uh, artificial intelligence or machine learning is making a prediction or a categorization over a huge data set. Right? But that on its own is kind of useless. You need to take that prediction that forward looking view and then effectively infuse it with business logic constraints and like knowledge of how your company works to give you a recommendation. Right? So let's just say I'm a marketeer and I'm trying to work out who I should send a particular offer to on black Friday over email, or even not even over email over any channel. When, if I, if I was CEO and I heard one of my teams say, Hey, what I've done is I've used the decision intelligence platform to tell me who buy, who are my customers that are in market for X type of products at why kind of price and what channels do they like to be communicated to over? >>Uh, I would think that's awesome. And then that market here, we're typically infuse that message with the sort of language and content that would appeal to that customer. But they're using the artificial intelligence to be super targeted and really like deliver the message to that person in the way they want to consume it, which creates a really enjoyable experience as a customer. You don't feel spammed or you don't feel like it's effectively used. You feel like you're having a direct one-to-one personal communication with the brand or retailer. That's talking to you, which in itself creates loyalty and like increases the lifetime value of that relationship, which is great for the retailer. But I think using AI for those kinds of decisions is essentially like a great example of like amplifying the human potential of a marketing team for this. >>Absolutely. Because what we expect as consumers, regardless of what the product or service is, is that we want brands to know who we are, what we want. Don't if I just bought a tent on Amazon, don't show me more tests, show me other things that go with it. I want you to know that. And so we have this expectation that brands when whatever industry they're in, no, oh, Richard bought this. >>Exactly, exactly. So, and I think that it starts to really jar. Now you've got some retailers and brands doing this really well, and you get really enjoyable, uh, communications at the frequency you want with the offers and the promotions that were irrelevant to you. When you just start to get trapped, you know, effectively stalked around the internet for something you've already bought, it becomes really jarring and frustrating. And then that actually creates a negative brand effect for that particular brand. So it's super important that these retailers, CPG com everyone really moves to this way of thinking and tries to have a direct. And that's the beauty of AI and decision intelligence. I think for retail, if we get into retail specifically, it allows us to treat every individual customer individually because we can use the machine to make decisions on a per customer basis. And then our marketing can be amplified by that. Whereas in the past, we bucketed customers into groups and just treated them all the same, which does create a rather impersonal experience. >>Yeah. Which can be a negative for a brand, as you mentioned, but give them the ability to treat people individually, but at scale, and in real time, one of the things we learned in the pandemic is that real-time data access isn't no is not a nice to have. It's an essential one of the themes too, that Dave and I have been talking about the last few days is that we're hearing at re-invent is every company has to be a data company. Yep. Talk to me about with that in mind, are you talking to more chief data officers, chief digital officers, where are your customer conversations as we've we're in this explosion of data? >>It's a great question though. So if every company has to be a data company and a company that's powered by AI, that means you have to be talking to everyone really. So your chief data, chief chief information officers, chief data officers, CEO, CFOs, and every sort of head of business, head of line of business, it's really important. So what we do at peak is as a decision intelligence platform, peak itself, unifies everything you need in one cloud platform, into a single software product that gives you all the infrastructure for your technical teams to process data for your data scientists to create the intelligence, but then it gives you a place to work for your business teams. So unifies your whole business around a platform. And then that means our conversations. As you know, as the provider of that technology are with technical teams, they're with business teams, they're with business leaders because it has to permeate everything. So I think it's, I think that's the future companies will have to effectively run alongside they'll create their own intelligence, basically on a dedicated platform like peek. And that intelligence will then be distributed across the whole business, um, with w w you know, in the way we do it. So I think it's really cool and exciting. Yeah. >>Let let's say hypothetically, now this is something that would never happen, but just hypothetically say I'm an American goes to England to take over coaching, a British soccer, soccer, or football. Okay. I sounds crazy, but how would I, how would I use peak and Dai and BI to help improve my winning percentage if I cared about winning? Because it's possible that I would, I I'm really only interested in the personal development of my, of my team as individuals, but, but, but what would in athletics? Is that something that is a, >>I think possible? Yeah, for sure. I mean, you're seeing an explosion of data science and analytics and AI techniques being used in sport. Right. I mean, peak we're very much focused on the commercial application of AI with our platform. So we, we work with, uh, commercial businesses and so on, but in that space, yeah, absolutely. I mean, there's, if you think about it, what do you need to create that intelligence? You need data and you can see it on the back of every players share. They've got the little devices that are gathering data in training in matches, constantly monitored. Those data points, feed algorithms. Those algorithms can show us if a player is fatigued, you know, where they are, or they can even show us, uh, deep learning techniques can help us see patterns of play and understand like how should we better set our teams up? How should we get players to interact in for, you know, on a soccer field? Um, and yeah, and you're seeing premier league clubs use those sort of techniques all the time. We don't do that at peak, but yeah, I mean, I think, uh, I think those sort of things are readily available now for, uh, those kinds of clubs to do that kind of stuff. >>I think Dave is angling to be a consultant on Ted last. So I think what I'm hearing last question for you, you guys are from an AWS relationship perspective. Richard, you guys were announced just yesterday, you're named by AWS as an ISB partner, APN partner of the year for 2021 for UK. And I, congratulations. Talk to us a little bit about that. >>Yeah, it was really, I kind of, yeah, it's super exciting for us. It's a great recognition. Obviously they give one of those awards out every year, uh, as a global company, it's nice to have that sort of stamp of approval that AWS sees us as their independent software vendor partner of the year. It's a, it's a great recognition for us because we come from a heritage of, uh, starting peak as a consulting company, actually just to do whatever it took to help our customers be successful. And in doing that, we had an idea for a software platform. Uh, we got some venture funding to do that, and we've turned into a, you know, we became a software company a couple of years after we founded, uh, and to get to this point now a few years later where AWS are recognizing us as their software vendor partner of the year is, um, a huge team. Fantastic. It's a huge Testament to, uh, to our engineering teams and the, and the, and the technical teams at peak that we've built something so impactful. Yeah, >>Absolutely. That validation is really, really critical. And last question in our last 30 seconds or so what are some of the things on the roadmap that you're excited for for, for peak for 20 22, 22 >>Is going to be a huge year for us. Cause I think it's the year that, uh, our platform goes out there into the wild, into the mainstream. So we made a couple of big announcements in the last few weeks. Uh, we've launched some new products on the pig platform. So there's three big platform, product sets. Now, one very much geared around creating your AI ready data set. That's called doc, uh, one that's very much geared around creating your intelligence, which is factory. And then an area where our business like the business teams of our customers go to work, which is called work actually. So those three big feature sets are going to be available from January. And the platform is being totally opened up as a self-serve platform for anyone anywhere to build upon. So I think it's a huge moment for decision intelligence. Garner is saying decision intelligence is the big tech trend of next year. And we feel as the market leader, we've got the platform that can help everyone get on, get on that trend really. So I think we're really looking forward to 2022 and what it brings. And, um, we think that our platform and our company is in a great shape to help more and more businesses take that leap into being powered by decision Intel. >>It sounds exciting, Richard, so we'll have to follow up with you next year and see what's going on. We appreciate you joining us on the cube, talking about peep, what you're doing, your relationship with AWS and how impactful decision intelligence can be for everybody. We appreciate it. Thanks for Dave Nicholson. I'm Lisa Martin. You're watching the cube, the global leader in live tech coverage.