>>Sony. Betty is here with me. He's the CEO and chief data officer for Snowflake. Sunny. Thanks for making the time today. Good to see >>you. Same here, Dave. Thanks for having me or >>yeah, so you're welcome. So before we get into it, I gotta ask you I mean, you recently left in video to join Snowflake. I mean, one of the few cos they're almost is hot. A snowflake. How come? Well, you know, >>Dave, I joined and video 12 years ago. I was there for 12 years when the video was less than 2000 people company and in video, you know, have an unbelievable growth trajectory. We went from 2000 employees to 16,000 when I left in, uh, December of 2019 and slowly kind of provided the same opportunity to come in Onda help scale the company. I thrive in an environment where I can be creative. I thrive in an environment where I can build things I can scale things. I could grow things, and it's been just a perfect opportunity to come and repeat that success over here. >>Awesome. Well, we wish you the best talking about your role. A little bit. I mean, it's not totally unique. I mean, especially in certain smaller organizations that have the same person in the role of chief information officer and chief data officer. But oh, which are you? Are you more CEO CEO? How do you balance that >>out? I would say that I'm both to be an effective CEO. You need immersion with automation. You need immersion with data. You need a motion with security. And you also need emotion with compliance. So if all these things are together, things that integrated, you have a cohesive way of handling all the pieces that come together. We believe if you keep them separated, you create silos and we definitely don't want silos. We want integration. We want seamless integration to drive and scale the company for future. I always felt nighttime is balanced between both areas. I >>mean, I always felt like a lot of the CEO, so I talked to They'd love to get more involved in the data, but they're just too busy trying to keep the lights on, you know, kind of. So maybe what are your thoughts on the priorities of each Hat CEO and CTO? >>Yeah. So look I mean, I think because we're full cloud company, we don't have anything on Prem. I don't have any work clothes in the on Prem. I don't We don't have a data center. I really don't have to worry about all the operational challenges that you have to deal with being a non prime company. So the cycles that I can be involved from a transformational perspective, trans driving transformation for the company, both on the data side as well as on the i d I t side I have I have that cycles to be to invest that time and energy into both areas. Uh, typically in a traditional company which is not yet migrated towards the cloud. A major portion of the abandoned gets wasted CEOs, bandwidth and I t professionals. Bandwidth gets wasted in dealing with the operational challenges that you have in an on prem environment. So having not to worry about that over here gives me all the cycles to be investing my time in both areas. >>Yeah, a lot of wasted I t labor over the decades. Let me ask you, how is running a data company? You know you're inside of a fast moving Silicon Valley Tech company. One of the similarities and the differences from some of the customers. I mean, on the one hand, you're moving faster than your customers, at least most of them. And you don't have the technical day. You just describe See XO Nirvana. On the other hand, you're an example of what's possible. You could sort of set the best practice. Mark, How do you see that dynamic >>eso? You know, for a world class I T organization, it needs to be data driven. It needs to be highly automated. It needs to enable world class user experience on then to secure and make the environment compliant, resilient. The cloud platform that we have inside snowflake allows us to achieve all of that. Now, that is, um, you know, an ideal situation to be in, but you don't have to deal with, you know, all the on time type of work clothes. Um, so finding that balance is what we're going after. And however this is a This is a journey right for other companies who are not on the cloud. It's a journey. They have to prioritize that they have to start moving things to the cloud and that's where we are Different and similar, right? Were different that we don't have to worry about that. Everything is in the cloud for us on then. Uh, that's kind of where we are, How we see it. >>So, you know, used to call the dog Fuding segment. But Oliver Bushman was the sea was the CEO of s a piece. I don't know, Dave. We call it drinking your own champagne, which is how you guys refer to it. But, you know, sometimes still in such situations, you're inside the sausage factory, which is, you know, good in a way, because you see it before it goes into production. But so what's your journey with with snowflake been like, Yeah, >>so that's a really good question. That's a major portion of what I do at work and the let's start with the first principles. We believe that we want to measure everything in the company that's important for companies performance. If we measure the right things, we believe we can drive. The best outcomes were driven through those first principles, and we leverage our business applications, our data, our security, our automation and our compliance to integrate our with our product to power. All these use cases and workloads, uh, in our own environment, we call that Snow house, which is nothing but a snowflake Instance. So, um, for all the new products that we are coming into market with, we work very closely with the engineering team with the product management team to make sure that we actually become customer zero and try Thio. Use as much functionality of that inside the our own enterprise and give as much feedback to our engineering and product management team so that they can make the customer one experience to be world class. Eso. That's kind of in a nutshell. What we how we go to market with all those products. So >>your customer zero So all the products that they suck up to you Are they afraid of you? >>I think I think it's I think it's a very mutual beneficial relationship. So, you know, they know that they that my feed, my team's feedback is important to how they're kind of shaping up the product. And it's just not necessarily I t right. We have folks in finance, folks and, um, sales, marketing. Everybody is you know, drinking the champagne. Right. And icty and the data team actually enable that deployment. But the use cases are pretty much in the entire enterprise off the company in every in every aspect of it. >>Well, you know, including security. Well, you know, there's I was saying we always talk about alignment, but its's almost alignment by design as opposed to being this force thing. I'm interested in this, you know, sort of snowflake on on snowflake, You know, concept that that you guys talk about. You know what? We're objectives you're going in and maybe thinking about the outcomes, you know? What did you expect? Did you work backwards from that? You know, what were you trying >>to achieve? Yeah. I mean, look the again, back to the first principles. We believe we want to measure everything that's important to our business. That would drive the outright outcomes. We then later the application layer. We then overlay the business process layer. We then overlay the, um, compliance and security layer and and the end result really is operational izing snowflake internally to drive a business making the right choices, right? Decisions for the company. Yeah. So we have a ton of use cases that are just ideal. Um, using snowflake on Snowflake. Um, you know, I can give you some examples of that if you like, But Security being one of the biggest use cases way use the the entire monitoring and remediation work that goes in the security compliance world all through snowflake. And we're finding real time events through data sharing with our key suppliers. And we're ensuring that we're protecting our environment as much as possible with that whole infrastructure. >>If you talk about layering, you know, governance, security, it's etcetera. Yeah, I'm imagining a you know, a coat of primer paint, you know, nice and smooth over. It's not a bolt on. I want you. I wanna press you on that because because it can't be an afterthought. And what you're describing is much more of a modern approach. And I want you to sort of differentiate between the layers that you talked about and what you surely seen in your experience over the years is a bolt on. What's the difference? >>Well, I mean, you know, security. Well, there's a lot of data and a lot of the data that is critical to your environment. Um, you wanna make sure it's fully complete? You're getting it in the right hands in the right platform to understand that and doing the correlation work that needs to happen. Really time. Our platform allows all that data to be ingested and, you know, real time and anything that is suspicious. That's being out there. We're finding that stuff in real time. The monitoring has to be real time. And if there is an event, somebody needs to take an action. Real time. Eso the platform allows it to integrate all together. And basically, um, the suppliers that we're using are also doing data sharing with us on this platform. So it makes the whole security remediation to be really, really fantastic experience. >>Well, I think two I share often with my audiences. When I talked to practitioners, they're using stuff like they surprising to me. When I first heard this, they said, Well, what you chose snowflake is the security. I went What? But the simplicity and the workflow is simpler, and it just means, you know, less human labor involved in setting, setting these things up. So I wonder if you could talk about the team that you put together the culture that you're you're building And you know what? What's the makeup look like? >>Sure s o e specifically asking about the characteristics off how we're building up the culture. Yeah, absolutely. Okay, So I think they're looking for, you know, obviously very much high energy folks. People who have hi accountability, their data driven. We want to measure everything that's important to us. We're looking for folks who have situational awareness on then finally, high sense of urgency. I think all of these elements, uh, allows I t organization to be integrated with the business in law of the traditional companies. I T organizations kind of disintegrate with the business. We wanna integrate with the business to drive the best outcomes that are needed for the company. >>I want to ask you about some of your favorite use cases, but you mentioned measurement. How do you measure? What do you What do you measuring? >>Uh, sure. So I would say that Let's let's just take security because we talked about security. Let's just use security as a use case. Eso insecurity. There are many different frameworks. As you may know, right, there is the nest framework. There is a C s framework. Um, there's a I S O framework we have adopted towards a CS framework inside Snowflake. Ah, that framework has 20 controls. And that 20 controls has, you know, another 20 sub controls. So we're talking about 400 controls? Potentially. Um, not every control is applicable to us, but majority of them are. And so, for every control, that is a source of data that's being ingested in snowflake or give you an example of that is asset management. So asset management for endpoints asset management for our servers or asset management for our network gear, all of that data gets ingested inside. Snowflake. We measure that we can tell you exactly how many endpoints I have. I can tell you exactly when an employee gets on boarded. What the what laptop we have given them. What is Ah, um you know, when the employee leaves the company are recollecting that laptop back on time. Are we revoking all that access? That's part of CS Control. One as an example. And we're measuring all of that and I can tell you exactly at my real time, inside Snowflake, How effective I am for that specific control. That's just an example of that day. Now imagine 400 of these items that make up the whole security CS framework that you know, you want to measure everything on that 400 controls or 400 sub controls. And you want to make sure that if any of that control is not being managed properly, you're alerted about it and you're remediating it to prevent a security issue that might that may pop up >>awesome visibility and the automation component are you Are you the sea? So to sunny? I >>don't really have that title. We don't really have a CSO title, but I do better security. Hadas. Well, it's actually a joint responsibility between I managed the corporate security. The product security is inside the product team, but we use the same common framework. We use the same common telemetry. We use the same common, um um methodology. Uh, incident management response teams are very similar. Andi, it's all power to snowflake. >>Okay? And thank you for watching. Keep it right there. We've got mortgage rate content coming your way

okay we're back this is Dave Volante I'm back I was just meeting with Joe Tucci and Mike cappellas and in an analyst breakout and got some good information I'll share with you a moment this is Silicon angle TVs continuous coverage of EMC world and we're live here in Las Vegas and we have a good friend Dave Cahill from SolidFire on we met SolidFire a year ago at EMC world the CEO Dave Wright popped out of Rackspace conceived and founded SolidFire to be exclusively focused on the cloud service provider market flash all flash array focused on the cloud service provider market like no other company most companies sell flash arrays all flash array sort of broad set of use cases SolidFire is uniquely focusing on the cloud service provider space and we're going to get into that with with David Cahill David welcome to the cube it would be back so you moved to Colorado a lot of interesting personal stuff going on and it's it's it's great to see you you know doing so well personally and it seems like SolidFire is really making some progress you guys are as I said before are uniquely positioned in the cloud service provider space but so why don't we get into it maybe give us the bumper sticker because you could maybe maybe add some color to what I just said yeah and then give us an update on where we're at yeah sure so so guys that are building large-scale multi tenant clouds it's a unique customer set in the last year has done nothing but validate that for us we've been in early access with a handful of partners and our cloud service providers in that regard and continue to expand out that program now and it's it's as evident now as it was then that this customer set has unique challenges around scale around automation around performance and around efficiency that you don't traditionally see in the prize and so we continue to be laser focused on that customer set large-scale multi-tenant clouds and there's plenty of them being built yeah so um so where are you at you guys go through your beta program and yeah so we're heading the crap out of the kick in the beating the crap out of the system we are heads down charging towards full GA later in the year but the purpose of the early access program really is was to get some select cloud service providers to beat the crap out of the system and let them continue to you know evolve the services that they're gonna offer based on the SolidFire system and and make it a better offering GA both from a infrastructure standpoint but also from a services standpoint because you know these guys are advancing the way that we think about the cloud cloud 100 was let's move your data to the cloud cloud 2.0 is let's move your apps to the cloud and so that's a mindset shift which requires evangelism on the part of the cloud service provider to the end customer in addition to the infrastructure right if you if you if you crack the code on the economics of high performance in the cloud you open it up to a much broader application set that's so um so actually Dave I want to see if it call inaudible here so you are you hanging out here you got it something to do after this so we are I'm around okay so Sanjay merchandani was the CIO of EMC we're gonna lose them if we don't bring him on I realized now look at the schedule yeah I take off for 20 minutes everything gets behind so if you wouldn't mind I want to bring take a quick break when I bring Sanjay in interview him and then bring you back and then pick this up with me okay all right so listen keep it right there we're going to come right back with Sanjay merchandani CIO of EMC we're right back you the cube is this conceptual box if you will we bring people inside of the cube and then we share ideas the cube is a comfortable place it's a place where people feel happy and are happy to share their knowledge with the world and we're happy to be ambassadors of that knowledge transfer yeah can I get okay we're back and this is the segment with Sanjay Mirchandani CIO of EMC now Santi has been on the cube a couple of times and really has been leading emcs transformation efforts internally so the company's not just talking about transformation actually transforming I was at the CIO event in October EMC CIO event Sanjay really he noted that event and was the sort of highlight at that show working with a number of EMC CIOs to help them understand how EMC was transforming Sanjay was a really first of all welcome to the cube thank you good to be here and so that was a great event it was the MCS first real effort to bring together CIOs and and they used you EMC usually was a showcase which is smart you guys are doing some internal transformations but there was a lot of interest around what you were doing obviously a lot of talk about infrastructure transformation but also new metrics and things like that what did you take away from that event well you know the whole thing is that people want proof points the whole thing today is about proof points and we've been on this journey first in virtualization then we move that to cloud and we've now incorporated obviously big data into that but nobody builds infrastructure for the sake of infrastructure you want to drive value out of it and we translated value for the business for EMC is a customer internally around agility speed time to market and there's been a shift in the way our internal customers think about things because it's all about hey give it was faster doesn't have to be perfect out of the gate but give it us quicker so we could work together and get it right so we've been we've been we've built out our cloud and now we're working through the layers of in layers on top of that of that cloud of you words are things like platform-as-a-service true business intelligence as a service connectivity between our infrastructure and our legacy applications or if I have the liberty of building our new applications how do you do that and then on top of all of that these devices we're having thousands of these devices a month into the network how do you bring a true user experience and give our users productivity outside of email mm-hmm on this device so that's what we took away that customers were interested in these layers so so when I hear something like VI as a service I think I get excited as a business person I said can I get access to a self-service bi portal right and actually begin to interact with data you know without having to call up you know an army of IT people is that the vision is that you're actually doing that right right and right so talk about the hello yes we should go it's actually very exciting because it's the first layer of value that we're adding directly on top of our cloud infrastructure right so the number one area where you have rogue IT or shadow IT whatever you like to call it is some form of business reporting so users will say IT can't provide me my reports fast enough or IT can't provide me the reports the way I want them or in the format that I want them or as frequently as I want so it's usually shadow IT usually the big percentage of it is there on some kind of reporting system so what we decided to do was we built a cloud infrastructure we've got the capabilities we've got green plumbing plays so what we're doing is we're creating as much of this data that the custom that our internal customers want access to give them one version of the truth so you take away the noise about where is the data and instead spend time on two things helping our internal customers build the skills to do the analytics the way they wanted and give them data scientists as a service as a human service to really enable them because we see the data left to right nobody else does all elements of data within the company mm-hmm so so we give them data scientists as a service and we'll give them the ability will give them skills around tool sets that they want to use a Microsoft reporting tool or SAS or something else on top of the green flap we're enabling the platform we're enabling some competency around the tools when we're enabling data scientists with subject matter expertise in the data and then the and then our internal customers can go off and have a nice day with that information any way they want it so how do you deal with the issue of credentials like who gets to see you which data well obviously we put business rules behind all that so our security officers involved you know and we we are now tearing the data based on access based on you know profiles etc so all of that has to come together so it's not an all-or-nothing formula you know we're bringing best practices into play and and making sure those those are things that you understand how to do in a traditional world right and and if it's rogue IT or shadow IT as you you know that now comes into picture so you have better control over that stuff yeah so um we actually just did you mentioned shadow IT we just did a survey on IT transformation we had one of the questions we asked is you know what percent of your your IT budget or organization's IT budget is managed by a centralized organization and only about when I say only about 38% said 100% yeah so if more than half had some kind of shadow IT and about 20% had a 25% of the spend or more going to shadow I mean and let's be honest it was cloud computing stuff that was in the arsenal of IT for years is out in the open you can get access to the credit card for the same amount of infrastructure and in a drop of a hat that my IT guys need so it's just shadow IT has gone out of the dark corners of the organization right into the open into the plow yeah it's okay you know and so it's a whack-a-mole syndrome yeah so we're saying you got to either embrace it or get out of the way yeah and so you know the pitch that my my leadership team and I are making to our organization is we have to be the brokers of value it's not about authorship it's not about where it was built or where it was written it's about how soon can we add value to the business and we have to be the brokers of value all right and not it's not all about hey if it wasn't written here it isn't good enough for this for this company so yeah you've always been very forward-thinking about that I mean you know shadow IT freaks out some people oh we got to pull it in but you're like okay fine so now I want to tie it into the messaging that you were hearing at EMC world so it's it's IT transformation transform IT or sorry its transformation transform IT business and in yourself yeah we've said okay IT transformation that's about the cloud the new new cloud infrastructure Bob as well the business transformation is about data unlocking data value data value and then self obviously will you make cloud architect maybe that's a piece of what I'm gonna talk about to are so-so is that a reasonable way to look at what the messaging is and how that maps from a practitioners perspective and I'm trying to squint through okay how much of that is marketing and how much is actually implementable so you've talked about the the cloud transformation internally at EMC IT as a service um how about the data piece you talked about bi self-service bi but how about even going beyond that you're actually getting into that point where you're leveraging that yeah are you able to monetize yes great question by the way and there's lots of new answers to that to that question because when you chunk something down to saying you know IT is about you know transforming I tease about infrastructure well transforming IT is about infrastructure self service automation cataloging and creating the capability to present IT as a service did that make sense yeah my goal is to break down the big black box of IT into little box black boxes of IT so customers internally can pick and choose what they want at the price points they want and at the service level they want and I present that up and as much of an automated Service Catalog as I can now that is transforming IT there's a lot of process transformation alongside technology transformation and the you as human transformation which I'll get to in a minute once I built that what do our internal customers want they want big data we talk about big data they want Anytime Anywhere computing capabilities so if you've got that sleek little MacBook Air in front of you or the latest Android device that has showed up at your door or an iOS device they want to be able to compute any way they like on any form factor any screen anywhere we have to render that so for us today Mobile is an opt-out strategy so you ever tell me explicitly that you don't want mobile when I give you a solution it's automatically opt-in yeah two years ago it was the other way round hello I mean okay now how do you do that you do that based on the fact that I've got a cloud infrastructure and I'm building mobile capabilities on top of that bad infrastructure to expose elements of that data manage those devices create that user experience on top of that infrastructure security apps the hole in your login monitoring authentication you know so on and so forth and so how do you do that so that's that's to be transforming you know the business how they use it how they consume it what they want to do with it etc said differently in the first so transformed IT transformed the business is transformed IT was building the factory floor building the production line it was all about IT transform the business is all about the business it's where you're building the widgets you want off that factory floor transform you is what gets the lease attention but it's probably the most pivotal thing in all of this is the bits are gonna be just really cool bits on the on the data center floor unless somebody knows what to do with them and really drive value with it and so for me the focus of my leadership team and myself is not so much just about the architectural roadmap but it's bringing the thousands of people that are involved with IT whether it be our own people or partners that helped us along with us in this journey in a way that they're showing us the way I mean I could come up with s best roadmaps somebody's got to make them happen yeah and I think you're hitting on a really important point you know the people piece we always sort of ignore that we talk about the technology but you know well when you look at the spending that goes on in this industry the vast majority of his own people which you know on the one hand says okay that's important we're investing in our people but we're in a labor-intensive IT economy and and that's stifling innovation you've talked frequently as have your colleagues about the 70/30 mix 70% goes to running the business 30% goes to the innovation but decades of infrastructure investment in silos have really stifled yes innovation and so yes you got attack the processing and the people problem right or else that's not gonna change which slaves to that yeah trust me that's that's what it is yeah and so so that in order for us to move the industry forward Palmer talks about getting deeper into the business integration you can't get there you know if you're you know stuck in all this infrastructure right you sort of bring the first five minutes of my presentation you know and and but that's exactly true you know we've we've you know we say 70% is lights on 30 percent 25 30 percent is innovation it's not even innovation it's just new stuff compared to old stuff yeah it's not me I mean yeah yeah that's that's the binary call you need to get beyond that into true innovation and and you know that that takes a lot of effort and people are so stuck in I gotta get this done I gotta get this out you know I gotta work do this work around I got a triage this problem that the technology and the processes are so institutionally complex the business has gone this way I teeka's continue to run this way because we haven't had time to move this way I think today and I say today I mean the period of the technology that were in is the technology lends itself to agility the business is open to how it needs it and open and and welcoming to how it wants it consumed the technology good enough iterate agile and it's up to IT to adapt at this point to say I'm willing to bring those two things together and really change how I do things for the business that makes sense yeah and well it does especially when the context of the IT services discussion we had earlier and we talked about you said binary you know it's either you're you're maintaining or you're doing something else right I think when organizations if you can present IT as a service can start to really align with their their their objectives of their entry to like a portfolio right run the business grow the business transform the business right and maybe align it to business unit and really start to make IT a much more fundamental part of the strategic plan and the operating plan and that's what excites me listen I had one more question for you I've been hearing a lot about propel I heard first heard a couple months ago we heard more about it last week at sa P sapphire you did yeah okay yep that Jo was just talking about Jo Tucci so you know I know talk about propel yeah I didn't use that word but he talked about OSAP and he said hey it's going live soon I heard it's going live this summer but my fifth great so what's that all about okay so you know as as here's how I like I like to think about it for a few years we were building on infrastructure and it was a drive for efficiency in the business so you it's what I call you know when you start trimming the fat but you got to build back some muscle and the muscle we were trying to build back was a cloud infrastructure and applications that took us into the future right the business wasn't slowing down their plans because I couldn't keep up with them they were going just as fast as they had to go driving shareholder value creating new markets new products getting and doing the things they had to do we were working with 10 12 year-old legacy systems like every other company in our class it grow fast grow globally acquire companies you're just trying to tread water sometimes and just stay afloat we made a conscious call up two and a half years ago to revamp our core systems align a business systems no different than a retail bank pulling out their core retail banking systems and back-end systems and putting in new ones once they've used on a main route for many years very trivial but we just we didn't just stop at the a player we're completely building out this this new line of business solutions on and on what is essentially an EMC VMware RSA and partner friendly technology so it's s ap on the top and the a player Vblock architecture we've used in the spring frameworks gem fire all of the other products you know the middleware products that that allow us to move into the cloud from VMware all built on a V you know running on everything V yeah right so the only thing that we're bringing over over 12 years is data that we're spending a lot of time transforming so they're ready for big data and the database physically everything else is brand-spanking-new so at every layer of that stack we are transforming IT the business and ourselves I mean if you know what I encapsulate the the the the theme for this event we're living it July 5th my team's been working for the last couple of years the last couple of months have been torture as you would imagine anything of the scale you know we closed the quarter we turn on the lights the next morning and we're in a new system and we got to take our users through it so you know the teams in the next you know stellar job but we still have a little bit ahead of us so I said you'll be in the beach but Sanjay's team as the IT I always pulls the shorts we don't get we don't get a long weekend we don't get a very long month actually Dante merchandani one of the best CIOs in the business we had Oliver Bushman on last week and other real innovators I really appreciate names good to be here as always I keep it right there and we'll be right back