>> 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.

>>Welcome back everyone to the Cube's live coverage of VMware Explorer, 2022. I'm John furrier with Dave Valante host of the cube. We're here on the ground floor, Moscone west two sets Walter Wall coverage. Three days. We heard Laura Heisman, the senior vice president and CMO of VMware, put it all together. Great to see you. Nice, thanks for, to see you for spending time outta your very busy week. >>It is a busy week. It is a great week. >>So a lot of people were anticipating what world was gonna look like. And then the name changed to VMware Explorer. This is our 12th year covering VMware's annual conference, formerly known ASM world. Now VMware Explorer, bold move, but Raghu teased it out on his keynote. Some reason behind it, expand on, on the thought process. The name change, obviously multi-cloud big headline here. vSphere eight partnerships with cloud hyperscale is a completely clear direction for VMware. Take us through why the name changed. Exactly, exactly. And why it's all coming together. Think he kind of hinted that he kinda said exactly, you know, exploring the new things, blah, blah, blah. Yeah. But take us through that. You've architected it. >>Yeah. It is a, a change of, we have a great past at VMware and we're looking to our future at the same time. And so when you come back from a pandemic and things changing, and you're really looking at the expansion of the business now is the time because it wasn't just to come back to what we were doing before. And every company should be thinking about that, but it's what are we gonna do to actually go forward? And VMware itself is on our own journey as expanding in more into the cloud, our multi-cloud leadership and everything that we're doing there. And we wanted to make sure that our audience was able to explore that with us. And so it was the perfect opportunity we're back live. And VMware Explorer is for everyone. That's been coming Tom world for so many years. We love our community and expanding it to our new communities that maybe don't have that legacy and that history and have them here with us at >>VMware. You did a great job. I love the event here. Love how it turned out. And, and a lot of interesting things happened along the way. Prior to this event you had we're coming outta the pandemic. So it's the first face to face yes. Of the VMware community coming together, which this is an annual right of passage for everyone in the customer base. Broadcom buys VMware. No, no, if you name change it to VMware Explorer and then Broadcom buys VMware. So announces, announces the, the buyout. So, and all the certainty, uncertainty kind of hanging around it. You had to navigate those waters, take us through, what was that like? How did you pull it off? It was a huge success. Yeah, because everyone showed up. Yeah. It's, it's, it's the same event, different name, >>It's >>Same vibe. >>The only thing constant is change. Right? And so it's the, we've gotta focus on the business and our VMware customers and our partners and our community at large. And so it's really keeping the eye on what we're trying to communicate to our community. And this is for our VMware community. The VMO community is here in spades. It is wonderful to have the VMO community here. We have tons of different customers, new customers, old customers, and it's just being able to share everything VMware. And I think people are just excited about that. It's great energy on the show floor and all >>Around. And it's not like you had years to plan it. I mean, you basically six months in you, you went, you said you went on a six month listening tour the other day. What was the number one question you got on that listening tour? >>Well, definitely about the name change was one, but I would say also, it's not just the question. It was the ask of, we have we're in what we call our chapter three here. And it's really our move into multicloud and helping all of our customers with their complexities. >>So virtualization, private cloud, and now multi-cloud correct. The third chapter. >>Yeah. And the, the question and the ask is how do we let our customers and partners know what this is, help us Laura. Like that was the number one ask to me of help us explain it. And that was my challenge and opportunity coming into explore, and really to explain everything about our, if you watched the gen session yesterday, these was, was going through our multiple different chapters where we are helping our customers with their multi-cloud strategies. And so it is been that evolution gets us today and it doesn't end today. It starts today. And we keep going, >>Like, like a lot of companies, obviously in you in this new role, you inherited a hybrid world and, and you've got, you got two years of virtual under your belt, and now you're running a completely different event from that standpoint. How does the sort of the COVID online translate into new relationships and how you're cultivating those? What's that dynamic like? >>Well, let's start with how happy everyone is to see each other in person. No doubt. Yeah. It is amazing just to see people, the high fives in the hallways, the hugs, oh, some people just the fist pump, whatever people mats are there masks aren't there, right? It is something of where everyone's comfort level, but it is really just about getting everyone together and thinking about how do, how was it before the pandemic? You don't necessarily just wanna repeat coming back. And so how do you think about this from an in-person event? People have been sitting behind their screens. How do we engage and how are we interactive? Knowing that attention spans are probably a little bit shorter. People are used to getting up and going get their coffee. We have coffee in the conference rooms, right? Things like that, making the experience just a really great one for everyone. So they're comfortable back in person, but I mean, honestly the energy and seeing people's smiles on their faces, it's wonderful to be back in person. >>It's interesting, you know, the cube, we've had some transformations ourselves with the pandemic and, and living through and getting back to events, but hybrid cloud and hybrid events is now the steady state. So, and in a way it's kind of interesting how hybrid cloud and now multi-cloud the digital aspect of integrating into the physical events is now key. First class citizen thinking. Yeah. For CMOs, you guys did a great job of preserving the, the, the, the best part of it, which is face to face people seeing each other and now bringing in the digital and then extending this. So that it's an always on kind of explore. Is that the thinking behind it? Yes. What's your vision on where you go next? Because if it's not, it's not one and done and see you next year. No anymore, because no, the pandemic showed us that hybrid and digital and physical together. If design as first class citizens with each other. Yeah. One sub-optimize me obviously face to face is better than digital, but if you can't make it, it shouldn't be a bad experience. >>No, not at all. Good's your vision. And, and we're in a point where not everyone's gonna come back, that everyone has what's going on with their life. And so you have to think about it as in person and online, it's not necessarily even hybrid. And so it's, what's the experience for people that are here, you know, over 10,000 people here, you wanna be sure that that is a great experience for them. And then our viewers online, we wanna be sure that they're able to, to know what's going on, stay in touch with everything VMware and enjoy that. So the gen session that was live, we have a ton of on demand content. And this is just the start. So now we go on to essentially multiple other VMware explorers around the world. >>It's interesting. The business model of events is so tickets driven or sponsorship on site on the location that you can get almost addicted to the, no, we don't wanna do digital and kind of foreclose that you guys embraced the, the combo. So what's the attendance. I mean, probably wasn't as big as when everyone was physical. Yep. What are some of the numbers? Can you give us some D data on attendance? Some of the stats around the show, cuz obviously people showed up and drove. Yes. It wasn't a no show. That's sure a lot of great stuff here >>We have. So it's over 10,000 people that are registered and we see them here. The gen session was packed. They're walking the show floor and then I don't have the numbers yet for our online viewership, but everything that we're doing to promote it online, if anyone missed it online, the gen session is already up and they'll see more sessions going live as well as all the on demand content so that everyone can stay in the loop of what's happening. And all of our announcements, >>You're obviously not disappointed. Were you surprised? A little nervous. >>So I will say one thing that we learned from others, thank goodness others have gone before us. So as far as coming back in person is the big change is actually registration happens closer to the event, right. Is a very big change from pre so, >>So it's at the end. Yes. >>The last three weeks. And we had been told that from peers at RSA and other conferences, that that's what happens. So we were prepared for that, but people wanna know what's going on in the world. Yeah. Right. You wanna have that faith before you buy that ticket and book your travel. And so that has definitely been one of the biggest changes and one that I think that will maybe continue to see here. So that was probably the biggest thing that changed as far as what to expect as registration. But we planned for this. We knew it was not going to be as big in the past and that that's gonna be, I think the new norm, >>I think you're right. I think a lot of last minute decisions, you know, sometimes people >>Wanna know, I mean, it's, what's gonna happen another gonna be outbreak or, I mean, I think people have gotten trained to be disappointed >>Well and be flexible >>With COVID I and, and, and weirded out by things. So people get anxiety on the COVID you've seen that. Yeah. >>Yeah. Yeah. I wanna ask you about the developer messaging cause that's one of the real huge takeaways. It was so strong. And you said the other day in the analyst session, the developers of the Kings and the Queens now, you know, we, when we hear developers, we think we pictured Steve Bama running around on stage developers develop, but it's different. It's a different vibe here. It it's like you're serving the Kings in the, in the Queens with, through partnerships and embracing open source. Can you talk a little bit about how you approached or, and you are approaching developer messages? Yeah, >>I, so, you know, I came from GitHub and so developers have been on my mind for many years now. And so joining VMware, I got to join this great world of enterprise software background and my developer background. And we have such an opportunity to really help our developer community understand the benefits of VMware to make them heroes just like we made sort of virtualization professionals heroes in the past, we can do the same thing with developers. We wanna be sure that we're speaking with our developer community. That was very much on stage as well as many of the sessions. And so our, we think about that with our products and what we're doing as far as product development and helping developers be able to test and learn with our products. And it's really thinking about the enterprise developer and how can we help them be successful. >>And I think, I think the beautiful thing about that message is, is that the enterprises that you guys have that great base with, they're all pretty much leaned into cl cloud native and they see it and it's starting to see the hybrid private cloud public cloud. And now with edge coming, it's pretty much a mandate that cloud native drive the architecture and that came clear in the messaging. So I have to ask you on the activations, you guys have done how much developer ops customer base mix are you seeing transfer over? Because the trend that we're seeing is is that it operations and that's generic. I'll say that word generically, but you know, your base is it almost every company has VMware. So they're also enabling inside their company developers. So how much is developer percentage to ops or is they blending in, it's almost a hundred percent, which how would you see >>That it's growing? So it's definitely growing. I wouldn't say it's a hundred percent, but it is growing. And it is one where every company is thinking about their developer. There's not enough developers in the world per the number of job openings out there. Everyone wants to innovate fast and they need to be able to invest in their developers. And we wanna be able to give them the tools to be able to do that. Cuz you want your developers to be happy and make it easier to do their jobs. And so that's what we're committed to really being able to help them do. And so we're seeing an uptick there and we're seeing, you'll see that with our product announcements and what we're doing. And so it's growing. >>The other thing I want to ask you, we saw again, we saw a lot of energy on the customer vibe. We're getting catching that here, cuz the sessions are right behind us and upstairs the floor, we've heard comments like the ecosystem's back. I mean not to anywhere, but there was a definitely an ecosystem spring to the step. If you will, amongst the partners, can you share what's happening here? Observations things that you've noticed that have been cool, that that can highlight some trends in the partner side of it. Yeah. What's going on with partners. >>Yeah. I mean our partners are so important to us. We're thrilled that they're here with us here. The expo floor, it is busy and people are visiting and reuniting and learning from each other and everything that you want to happen on the expo floor. And we've done special things throughout the week. For example, we have a whole hyperscaler day essentially happening where we wanna highlight some of the hyperscalers and let them be able to, to share with all of our attendees what they're doing. So we've given them more time within the sessions as well. And so you'll see our partner ecosystem all over the place, not just on the expo >>Floor, a lot of range of partners. Dave, you got the hyperscalers, you have the big, the big whales and cloud whales. And then you have now the second tier we call 'em super cloud type customer and partners. And you got the multi-cloud architecture, developing a lot of moving parts that are changing and growing and evolving. How do you view that? How you just gonna ride the wave? Are you watching it? Are you gonna explore it through more, you know, kind of joint marketing. I mean, what's your, how do you take this momentum that you have? And by the way, a lot of stuff's coming outta the oven. I was talking with Joan last night at the, at the press analyst event. And there's a lot of stuff coming outta the VMware oven product wise that hasn't hit the market yet. Yep. That's that's that's I mean, you can't really put a number on that sales yet, but it's got value. Yep. So you got that happening. You got this momentum behind you, you just ride the wave and what's the strategy. Well, >>It is all about how do we pass to the partner, right? So it is about the partner relationship. And we think about that our partner community is huge to us at VMware. I'm sure you've been hearing that from everyone you've been speaking to. So it's not even it's ride the wave, but it's embrace. Got it. It's embrace our partners. We need their help, our customer base. We do touch everybody and we need them to be able to support us and share what it is that we're doing from our product E evolution, our product announcements. So it's continuous education. It's there in educating us. It's definitely a two way relationship and really what we're even to get done here at explore together. It's progress that you can't always do on a zoom or a teams call or a WebEx call. You can't do that in two weeks, two years sometimes. And we're able to even have really great conversations >>Here and, and your go to market is transforming as well. You, you guys have talked about how you're reaching many different touchpoints. We've talked about developers. I mean, the other thing we've seen at events, we talked about the last minute, you know, registrations. The other thing we've seen is a lot more senior members of audiences. And now part of that is maybe okay, maybe some of the junior folks can't travel, they can't get, but, but, but why is it that the senior people come, they, they maybe they wouldn't have come before maybe because they're going through digital transformations. They wanna lean in and understand it better. But it seemed, I know you had an executive summit, you know, on day zero and Hawk 10 was here and, and so forth. So, okay. I get that. But it seems in talking to the partners, they're like, wow, the quality of the conversations that we're having has really been up leveled compared to previous years in other conferences. >>So yeah. Yeah. I think it's that they're all thinking about their transformation as well. We had the executive summit on day zero for us Monday, right? And it was a hundred plus executives invited in for a day who have stayed because they wanna hear what's going on. When I joined VMware, I said, VMware has a gift that so many companies are jealous of because we have relationships with the executives and that's what every company's startup to large company wants. And they're, they're really trusted customers of ours. And so we haven't been together and they want to be here to be able to know what's going on and join us in the meetings. And we have tons of meetings happening throughout >>The event and they're loyal and they're loyal. They're absolutely, they're active, active in a good way. They'll give you great feedback, candid feedback. Sometimes, you know, you might not wanna hear, but it's truthful. They're rare, engaging feedback gift. And they stay with you and they're loyal and they show up and they learn they're in sessions. So all good stuff. And then we only have about a minute left. Laura. I want to get your thoughts and, and end the segment with your explanation to the world around explore. What's next? What does it mean? What's gonna happen next? What does this brand turn into? Yeah. How do you see this unfolding? How do people, how should people view the VMware Explorer event brand and future activities? >>Yeah. VMware Explorer. This is just the start. So we're after this, we're going to Brazil, Barcelona, Singapore, China, and Japan. And so it is definitely a momentum that we're going on. The brand is unbelievable. It is so beautiful. We're exploring with it. We can have so much fun with this brand and we plan to continue to have fun with this brand. And it is all about the, the momentum with our sales team and our customers and our partners. And just continuing what we're doing, this is, this is just the beginning. It's not the, it's a global >>Brand explore >>Global. Absolutely. Absolutely. >>All right, Dave, that's gonna be great for the cube global activities. There you go, Laura. Great to see you. Thank you for coming on. I know you're super busy. Final question. It's kind of the trick question. What's your favorite aspect of the event? Pick a favorite child. What's going on here? Okay. In your mind, what's the most exciting thing about this event that that's near and dear to >>Your heart? So first it's hearing the feedback from the customers, but I do have to say my team as well. I mean, huge shout out to my team. They are the hub and spoke of all parts of explore. Yeah. VMware Explorer. Wouldn't be here without them. And so it's great to see it all coming >>Together. As they say in the scoring and the Olympics, the degree of difficulty for this event, given all the things going on, you guys did an amazing job. >>We witnessed >>To it. Congratulations. Thank you. Thank you for a great booth here. It looks beautiful. Thanks for coming. Wonderful. >>Thank you for >>Having me. Okay. The cues live coverage here on the floor of Moscone west I'm Trevor Dave. Valante two sets, three days. Stay with us for more live coverage. We'll be right back.

>>Welcome back to NYC the Cube's coverage of Mongo DB 2022, a few thousand people here at least bigger than many people, perhaps expected, and a lot of buzz going on and we're gonna talk devs. I'm really excited to welcome back. Robbie Bellson who's the developer relations lead at Verizon and Ian Massingham. Who's the vice president of developer relations at Mongo DB Jens. Good to see you. Great >>To be here. >>Thanks having you. So Robbie, we just met a few weeks ago at the, the red hat summit in Boston and was blown away by what Verizon is doing in, in developer land. And of course, Ian, you know, Mongo it's rayon Detra is, is developers start there? Why is Mongo so developer friendly from your perspective? >>Well, it's been the ethos of MongoDB since day one. You know, back when we launched the first version of MongoDB back in 2009, we've always been about making developers lives easier. And then in 2016, we announced and released MongoDB Atlas, which is our cloud managed service for MongoDB, you know, starting with a small number of regions built on top of AWS and about 2,500 adoption events per week for MongoDB Atlas. After the first year today, MongoDB Atlas provides a managed service for MongoDB developers around the world. We're present in almost a hundred cloud regions across S DCP and Azure. And that adoption number is now running at about 25,000 developers a week. So, you know, the proof are in proof is really in the metrics. MongoDB is an incredibly popular platform for developers that wanna build data-centric applications. You just can't argue with the metrics really, >>You know, Ravi, sometimes there's an analyst who come up with these theories and one of the theories I've been spouting for a long time is that developers are gonna win the edge. And now to, to see you at Verizon building out this developer community was really exciting to me. So explain how you got this started with this journey. >>Absolutely. As you think about Verizon 5g edge or mobile edge computing portfolio, we knew from the start that developers would play a central role and not only consuming the service, but shaping the roadmap for what it means to build a 5g future. And so we started this journey back in late 20, 19 and fast forward to about a year ago with Mongo, we realized, well, wait a minute, you look at the core service offerings available at the edge. We didn't know really what to do with data. We wanted to figure it out. We wanted the vote of confidence from developers. So there I was in an apartment in Colorado racing, your open source Mongo against that in the region edge versus region, what would you see? And we saw tremendous performance improvements. It was so much faster. It's more than 40% faster for thousands and thousands of rights. And we said, well, wait a minute. There's something here. So what often starts is an organic developer, led intuition or hypothesis can really expand to a much broader go to market motion that really brings in the enterprise. And that's been our strategy from day one. Well, >>It's interesting. You talk about the performance. I, I just got off of a session talking about benchmarks in the financial services industry, you know, amazing numbers. And that's one of the hallmarks of, of Mongo is it can play in a lot of different places. So you guys both have developer relations in your title. Is that how you met some formal developer relations? >>We were a >>Program. >>Yeah, I would say that Verizon is one of the few customers that we also collaborate with on a developer relations effort. You know, it's in our mutual best interest to try to drive MongoDB consumption amongst developers using Verizon's 5g edge network and their platform. So of course we work together to help, to increase awareness of MongoDB amongst mobile developers that want to use that kind of technology. >>But so what's your story on this? >>I mean, as I, as I mentioned, everything starts with an organic developer discovery. It all started. I just cold messaged a developer advocate on Twitter and here we are at MongoDB world. It's amazing how things turn out. But one of the things that's really resonated with me as I was speaking with one of, one of your leads within your organization, they were mentioning that as Mongo DVIA developed over the years, the mantra really became, we wanna make software development easy. Yep. And that really stuck with me because from a network perspective, we wanna make networking easy. Developers are not gonna care about the internals of 5g network. In fact, they want us to abstract away those complexities so that they can focus on building their apps. So what better co-innovation opportunity than taking MongoDB, making software easy, and we make the network easy. >>So how do you think about the edge? How does you know variety? I mean, to me, you know, there's a lot of edge use cases, you know, think about the home Depot or lows. Okay, great. I can put like a little mini data center in there. That's cool. That's that's edge. Like, but when I think of Verizon, I mean, you got cell towers, you've got the far edge. How do you think about edge Robbie? >>Well, the edge is a, I believe a very ambiguous term by design. The edge is the device, the mobile device, an IOT device, right? It could be the radio towers that you mentioned. It could be in the Metro edge. The CDN, no one edge is better than the other. They're all just serving different use cases. So when we talk about the edge, we're focused on the mobile edge, which we believe is most conducive to B2B applications, a fleet of IOT devices that you can control a manufacturing plant, a fleet of ground and aerial robotics. And in doing so you can create a powerful compute mesh where you could have a private network and private mobile edge computing by way of say an AWS outpost and then public mobile edge computing by way of AWS wavelength. And why keep them separate. You could have a single compute mesh even with MongoDB. And this is something that we've been exploring. You can extend Atlas, take a cluster, leave it in the region and then use realm the mobile portfolio and spread it all across the edge. So you're creating that unified compute and data mesh together. >>So you're describing what we've been expecting is a new architecture emerging, and that's gonna probably bring new economics of new use cases, right? Where are we today in that first of all, is that a reasonable premise that this is a sort of a new architecture that's being built out and where are we in that build out? How, how do you think about the, the future of >>That? Absolutely. It's definitely early days. I think we're still trying to figure it out, but the architecture is definitely changing the idea to rip out a mobile device that was initially built and envisioned for the device and only for the device and say, well, wait a minute. Why can't it live at the edge? And ultimately become multi-tenant if that's the data volume that may be produced to each of those edge zones with hypothesis that was validated by developers that we continue to build out, but we recognize that we can't, we can't get that static. We gotta keep evolving. So one of our newest ideas as we think about, well, wait a minute, how can Mongo play in the 5g future? We started to get really clever with our 5g network APIs. And I, I think we talked about this briefly last time, 5g, programmability and network APIs have been talked about for a while, but developers haven't had a chance to really use them and our edge discovery service answering the question in this case of which database is the closest database, doesn't have to be invoked by the device anymore. You can take a thin client model and invoke it from the cloud using Atlas functions. So we're constantly permuting across the entire portfolio edge or otherwise for what it means to build at the edge. We've seen such tremendous results. >>So how does Mongo think about the edge and, and, and playing, you know, we've been wondering, okay, which database is actually gonna be positioned best for the edge? >>Well, I think if you've got an ultra low latency access network using data technology, that adds latency is probably not a great idea. So MongoDB since the very formative years of the company and product has been built with performance and scalability in mind, including things like in memory storage for the storage engine that we run as well. So really trying to match the performance characteristics of the data infrastructure with the evolution in the mobile network, I think is really fundamentally important. And that first principles build of MongoDB with performance and scalability in mind is actually really important here. >>So was that a lighter weight instance of, of Mongo or not >>Necessarily? No, not necessarily. No, no, not necessarily. We do have edge cashing with realm, the mobile databases Robbie's already mentioned, but the core database is designed from day one with those performance and scalability characteristics in mind, >>I've been playing around with this. This is kind of a, I get a lot of heat for this term, but super cloud. So super cloud, you might have data on Preem. You might have data in various clouds. You're gonna have data out at the edge. And, and you've got an abstraction that allows a developer to, to, to tap services without necessarily if, if he or she wants to go deep into the S great, but then there's a higher level of services that they can actually build for their customers. So is that a technical reality from a developer standpoint, in your view, >>We support that with the Mongo DB multi-cloud deployment model. So you can place Mongo DB, Atlas nodes in any one of the three hyperscalers that we mentioned, AWS, GCP or Azure, and you can distribute your data across nodes within a cluster that is spread across different cloud providers. So that kinds of an kind of answers the question about how you do data placement inside the MongoDB clustered environment that you run across the different providers. And then for the abstraction layer. When you say that I hear, you know, drivers ODMs the other intermediary software components that we provide to make developers more productive in manipulating data in MongoDB. This is one of the most interesting things about the technology. We're not forcing developers to learn a different dialect or language in order to interact with MongoDB. We meet them where they are by providing idiomatic interfaces to MongoDB in JavaScript in C sharp, in Python, in rust, in that in fact in 12 different pro programming languages that we support as a first party plus additional community contributed programming languages that the community have created drivers for ODMs for. So there's really that model that you've described in hypothesis exist in reality, using >>Those different Compli. It's not just a series of siloed instances in, >>In different it's the, it's the fabric essentially. Yeah. >>What, what does the Verizon developer look like? Where does that individual come from? We talked about this a little bit a few weeks ago, but I wonder if you could describe it. >>Absolutely. My view is that the Verizon or just mobile edge ecosystem in general for developers are present at this very conference. They're everywhere. They're building apps. And as Ian mentioned, those idiomatic interfaces, we need to take our network APIs, take the infrastructure that's being exposed and make sure that it's leveraging languages, frameworks, automation, tools, the likes of Terraform and beyond. We wanna meet developers where they are and build tools that are easy for them to use. And so you had talked about the super cloud. I often call it the cloud continuum. So we, we took it P abstraction by abstraction. We started with, will it work in one edge? Will it work in multiple edges, public and private? Will it work in all of the edges for a given region, public or private, will it work in multiple regions? Could it work in multi clouds? We've taken it piece by piece by piece and in doing so abstracting way, the complexity of the network, meaning developers, where they are providing those idiomatic interfaces to interact with our API. So think the edge discovery, but not in a silo within Atlas functions. So the way that we're able to converge portfolios, using tools that dev developers already use know and love just makes it that much easier. Do, >>Do you feel like I like the cloud continuum cause that's really what it is. The super cloud does the security model, how does the security model evolve with that? >>At least in the context of the mobile edge, the attack surface is a lot smaller because it's only for mobile traffic not to say that there couldn't be various configuration and human error that could be entertained by a given application experience, but it is a much more secure and also reliable environment from a failure domain perspective, there's more edge zones. So it's less conducive to a regionwide failure because there's so many more availability zones. And that goes hand in hand with security. Mm. >>Thoughts on security from your perspective, I mean, you added, you've made some announcements this week, the, the, the encryption component that you guys announced. >>Yeah. We, we issued a press release this morning about a capability called queryable encryption, which actually as we record this Mark Porter, our CTO is talking about in his keynote, and this is really the next generation of security for data stored within databases. So the trade off within field level encryption within databases has always been very hard, very, very rigid. Either you have keys stored within your database, which means that your memory, so your data is decrypted while it's resident in memory on your database engine. This allow, of course, allows you to perform query operations on that data. Or you have keys that are managed and stored in the client, which means the data is permanently OBS from the engine. And therefore you can't offload query capabilities to your data platform. You've gotta do everything in the client. So if you want 10 records, but you've got a million encrypted records, you have to pull a million encrypted records to the client, decrypt them all and see performance hit in there. Big performance hit what we've got with queryable encryption, which we announced today is the ability to keep data encrypted in memory in the engine, in the database, in the data platform, issue queries from the client, but use a technology called structural encryption to allow the database engine, to make decisions, operate queries, and find data without ever being able to see it without it ever being decrypted in the memory of the engine. So it's groundbreaking technology based on research in the field of structured encryption with a first commercial database provided to bring this to market. >>So how does the mobile edge developer think about that? I mean, you hear a lot about shifting left and not bolting on security. I mean, is this, is this an example of that? >>It certainly could be, but I think the mobile edge developer still stuck with how does this stuff even work? And I think we need to, we need to be mindful of that as we build out learning journeys. So one of my favorite moments with Mongo was an immersion day. We had hosted earlier last year where we, our, from an enterprise perspective, we're focused on BW BS, but there's nothing stopping us. You're building a B2C app based on the theme of the winner Olympics. At the time, you could take a picture of Sean White or of Nathan Chen and see that it was in fact that athlete and then overlaid on that web app was the number of medals they accrued with the little trumpeteer congratulating you for selecting that athlete. So I think it's important to build trust and drive education with developers with a more simple experience and then rapidly evolve overlaying the features that Ian just mentioned over time. >>I think one of the keys with cryptography is back to the familiar messaging for the cloud offloading heavy lifting. You actually need to make it difficult to impossible for developers to get this wrong, and you wanna make it as easy as possible for developers to deal with cryptography. And that of course is what we're trying to do with our driver technology combined with structure encryption, with query encryption. >>But Robbie, your point is lots of opportunity for education. I mean, I have to say the developers that I work with, it's, I'm, I'm in awe of how they solve problems and I, and the way they solve problems, if they don't know the answer, they figure out how to go get it. So how, how are your two communities and other communities, you know, how are they coming together to, to solve such problems and share whether it's best practices or how do I do this? >>Well, I'm not gonna lie in person. Events are a bunch of fun. And one of the easiest domain knowledge exchange opportunities, when you're all in person, you can ideate, you can whiteboard, you can brainstorm. And often those conversations are what leads to that infrastructure module that an immersion day features. And it's just amazing what in person events can do, but community groups of interest, whether it's a Twitch stream, whether it's a particular code sample, we rely heavily on digital means today to upscale the developer community, but also build on by, by means of a simple port request, introduce new features that maybe you weren't even thinking of before. >>Yeah. You know, that's a really important point because when you meet people face to face, you build a connection. And so if you ask a question, you're more likely perhaps to get an answer, or if one doesn't exist in a, in a search, you know, you, oh, Hey, we met at the, at the conference and let's collaborate on this guys. Congratulations on, on this brave new world. You're in a really interesting spot. You know, developers, developers, developers, as Steve bomber says screamed. And I was glad to see Dave was not screaming and jumping up and down on the stage like that, but, but the message still resonates. So thank you, definitely appreciate. All right, keep it right there. This is Dave ante for the cubes coverage of Mago DB world 2022 from New York city. We'll be right back.

>>Welcome to this cube conversation with 40 net. I'm your host. Lisa Martin, Derek Minky is back. He's the chief security insights and global threat alliances at 40 minutes, 40 guard labs, Derek. Welcome back to the program. >>Likewise, we've talked a lot this year. And of course, when I saw that there are, uh, you guys have predictions from 40 guard labs, global threat intelligence and research team about the cyber threat landscape for 2022. I thought it was going to be a lot to talk about with Derek here. So let's go ahead and dig. Right in. First of all, one of the things that caught my attention was the title of the press release about the predictions that was just revealed. The press release says 40 guard labs, predict cyber attacks aimed at everything from crypto wallets to satellite internet, nothing. There is no surface that is safe anymore. Talk to me about some of the key challenges that organizations in every industry are facing. >>Yeah, absolutely. So this is a, as you said, you, you had the keyword there surface, right? That, and that attack surface is, is open for attack. That's the attack surface that we talk about it is literally be pushed out from the edge to space, like a lot of these places that had no connection before, particularly in OT environments off grid, we're talking about, uh, you know, um, uh, critical infrastructure, oil and gas, as an example, there's a lot of these remote units that were living out there that relied on field engineers to go in and, uh, you know, plug into them. They were air gapped, those such low. Those are the things that are going to be accessible by Elio's low earth orbit satellites. And there are 4,000 of those out there right now. There's going to be over 30,000. We're talking Starlink, we're talking at least four or five other competitors entering this space, no pun intended. And, um, and that's a big deal because that it's a gateway. It opens the door for cyber criminals to be able to have accessibility to these networks. And so security has to come, you know, from, uh, friends of mine there, right. >>It absolutely does. We've got this fragmented perimeter tools that are siloed, the expand and very expanded attack surface, as you just mentioned, but some of the other targets, the 5g enabled edge, the core network, of course, the home environment where many of us still are. >>Yeah, yeah, definitely. So that home environment like the edge, it is a, uh, it's, it's the smart edge, right? So we have things called edge access Trojans. These are Trojans that will actually impact and infect edge devices. And if you think about these edge devices, we're talking things that have machine learning and, and auto automation built into them a lot of privilege because they're actually processing commands and acting on those commands in a lot of cases, right? Everything from smart office, smart home option, even until the OT environment that we're talking about. And that is a juicy target for attackers, right? Because these devices naturally have more privileged. They have APIs and connectivity to a lot of these things where they could definitely do some serious damage and be used as these pivot within the network from the edge. Right. And that's, that's a key point there. >>Let's talk about the digital wallet that we all walk around with. You know, we think out so easy, we can do quick, simple transactions with apple wallet, Google smart tab, Venmo, what have you, but that's another growing source of that, where we need to be concerned, right? >>Yeah. So I, I I've, I've worn my cyber security hat for over 20 years and 10 years ago, even we were talking all about online banking Trojans. That was a big threat, right? Because a lot of financial institutions, they hadn't late ruled out things like multifactor authentication. It was fairly easy to get someone's bank credentials go in siphoned fans out of an account. That's a lot harder nowadays. And so cyber criminals are shifting tactics to go after the low hanging fruit, which are these digital wallets and often cryptocurrency, right? We've actually seen this already in 40 guard labs. Some of this is already starting to happen right now. I expect this to happen a lot more in 20, 22 and beyond. And it's because, you know, these wallets are, um, hold a lot of whole lot of value right now, right. With the crypto. And they can be transferred easily without having to do a, like a, you know, EFT is a Meijer transfers and all those sorts of things that includes actually a lot of paperwork from the financial institutions. And, you know, we saw something where they were actually hijacking these wallets, right. Just intercepting a copy and paste command because it takes, you know, it's a 54 character address people aren't typing that in all the time. So when they're sending or receiving funds, they're asking what we've actually seen in malware today is they're taking that, intercepting it and replacing it with the attackers. Well, it's simple as that bypassing all the, you know, authentication measures and so forth. >>And is that happening for the rest of us that don't have a crypto wallet. So is that happening for folks with apple wallets? And is that a growing threat concern that people need to be? It is >>Absolutely. Yeah. So crypto wallets is, is the majority of overseeing, but yeah, no, no digital wallet is it's unpatched here. Absolutely. These are all valid targets and we are starting to see activity in. I am, >>I'm sure going after those stored credentials, that's probably low-hanging fruit for the attackers. Another thing that was interesting that the 2022 predictions threat landscape, uh, highlighted was the e-sports industry and the vulnerabilities there. Talk to me about that. That was something that I found surprising. I didn't realize it was a billion dollar revenue, a year industry, a lot of money, >>A lot of money, a lot of money. And these are our full-blown platforms that have been developed. This is a business, this isn't, you know, again, going back to what we've seen and we still do see the online gaming itself. We've seen Trojans written for that. And oftentimes it's just trying to get into, and user's gaming account so that they can steal virtual equipment and current, you know, there there's virtual currencies as well. So there was some monetization happening, but not on a grand scale. This is about a shift attackers going after a business, just like any organization, big business, right. To be able to hold that hostage effectively in terms of DDoSs threats, in terms of vulnerabilities, in terms of also, you know, crippling these systems with ransomware, like we've already seen starting to hit OT, this is just another big target. Right. Um, and if you think about it, these are live platforms that rely on low latency. So very quick connections, anything that interrupts that think about the Olympics, right on sports environment, it's a big deal to them. And there's a lot of revenue that could be lost in cybercriminals fully realizes. And this is why, you know, we're predicting that e-sports is going to be a, um, a big target for them moving forward. >>Got it. And tell, let's talk about what's going on with brands. So when you and I spoke a few months ago, I think it was ransomware was up nearly 11 X in the first half of a calendar year, 2021. What are you seeing from an evolution perspective, uh, in the actual ransomware, um, actions themselves as well as what the, what the cyber criminals are evolving to. >>Yeah. So to where it's aggressive, destructive, not good words, right. But, but this is what we're seeing with ransomware. Now, again, they're not just going after data as the currency, we're seeing, um, destructive capabilities put into ransomware, including wiper malware. So this used to be just in the realm of, uh, APTT nation state attacks. We saw that with should moon. We saw that with dark soil back in 2013, so destructive threats, but in the world of apt and nation state, now we're seeing this in cyber crime. We're seeing it with ransomware and this, I expect to be a full-blown tactic for cyber criminals simply because they have the, the threat, right. They've already leveraged a lot of extortion and double extortion schemes. We've talked about that. Now they're going to be onboarding this as a new threat, basically planting these time bombs. He's ticking time bombs, holding systems for, for, for ransom saying, and probably crippling a couple of, to show that they mean business and saying, unless you pay us within a day or two, we're going to take all of these systems offline. We're not just going to take them offline. We're going to destroy them, right. That's a big incentive for people to, to, to pay up. So they're really playing on that fear element. That's what I mean about aggressive, right? They're going to be really shifting tactics, >>Aggressive and destructive, or two things you don't want in a cybersecurity environment or to be called by your employer. Just wanted to point that out. Talk to me about wiper malware. Is this new emerging, or is this something that's seeing a resurgence because this came up at the Olympics in the summer, right? >>Absolutely. So a resurgence in, in a sort of different way. Right. So, as I said, we have seen it before, but it's been not too prevalent. It's been very, uh, it's, it's been a niche area for them, right. It's specifically for these very highly targeted attack. So yes, the Olympics, in fact, two times at the Olympics in Tokyo, but also in the last summer Olympics as well. We also saw it with, as I mentioned in South Korea at dark school in 2013, we saw it an OT environment with the moon as an example, but we're talking handfuls here. Uh, unfortunately we have blogged about three of these in the last month to month and a half. Right. And that, and you know, this is starting to be married with ransomware, which is particularly a very dangerous cause it's not just my wiper malware, but couple that with the ransom tactics. >>And that's what we're starting to see is this new, this resurgent. Yes. But a completely new form that's taking place. Uh, even to the point I think in the future that it could, it could severely a great, now what we're seeing is it's not too critical in a sense that it's not completely destroying the system. You can recover the system still we're talking to master boot records, those sorts of things, but in the future, I think they're going to be going after the formal firmware themselves, essentially turning some of these devices into paperweights and that's going to be a very big problem. >>Wow. That's a very scary thought that getting to the firmware and turning those devices into paperweights. One of the things also that the report talked about that that was really interesting. Was that more attacks against the supply chain and Linux, particularly talk to us about that. What did you find there? What does it mean? What's the threat for organizations? >>Yeah. So we're seeing a diversification in terms of the platforms that cyber criminals are going after. Again, it's that attack surface, um, lower hanging fruit in a sense, uh, because they've, you know, for a fully patched versions of windows, 10 windows 11, it's harder, right. For cyber criminals than it was five or 10 years ago to get into those systems. If we look at the, uh, just the prevalence, the amount of devices that are out there in IOT and OT environments, these are running on Linux, a lot of different flavors and forms of Linux, therefore this different security holes that come up with that. And that's, that's a big patch management issue as an example too. And so this is what we, you know, we've already seen it with them or I bought net and this was in our threat landscape report, or I was the number one threat that we saw. And that's a Linux-based bot net. Now, uh, Microsoft has rolled out something called WSL, which is a windows subsystem for Linux and windows 10 and windows 11, meaning that windows supports Linux now. So that all the code that's being written for botnets, for malware, all that stuff is able to run on, on new windows platforms effectively. So this is how they're trying to expand their, uh, attack surface. And, um, that ultimately gets into the supply chain because again, a lot of these devices in manufacturing and operational technology environments rely quite heavily actually on Linux. >>Well, and with all the supply chain issues that we've been facing during the pandemic, how can organizations protect themselves against this? >>Yeah. So this, this is a big thing, right? And we talked about also the weaponization of artificial intelligence, automation and all of these, there's a lot going on as you know, right from the threats a lot to get visibility on a lot, to be able to act quickly on that's a big key metric. There is how quick you can detect these and respond to them for that. You need good threat intelligence, of course, but you also truly need to enable, uh, uh, automation, things like SD wan, a mesh architecture as well, or having a security fabric that can actually integrate devices that talk to each other and can detect these threats and respond to them quickly. That's a very important piece because if you don't stop these attacks well, they're in that movement through the attack chain. So the kill chain concept we talk about, um, the risk is very high nowadays where, you know, everything we just talked about from a ransomware and destructive capabilities. So having those approaches is very important. Also having, um, you know, education and a workforce trained up is, is equally as important to, to be, you know, um, uh, to, to be aware of these threats. >>I'm glad you brought up that education piece and the training, and that's something that 49 is very dedicated to doing, but also brings up the cybersecurity skills gap. I know when I talked with Kenzie, uh, just a couple months ago at the, um, PGA tournament, it was talking about, you know, big investments in what 40 guard, 40, 40 net is doing to help reduce that gap. But the gap is still there. How do I teach teams not get overloaded with the expanding service? It seems like the surface, the surface has just, there is no limit anymore. So how does, how does it teams that are lean and small help themselves in the fact that the threat is landscape is, is expanding. The criminals are getting smarter or using AI intelligent automation, what our it teams do >>Like fire with fire. You got to use two of the same tools that they're using on their side, and you need to be able to use in your toolkit. We're talking about a security operation center perspective to have tools like, again, this comes to the threat intelligence to get visibility on these things. We're talking Simmons, sor uh, we have, you know, 40 AI out now, uh, deception products, all these sorts of things. These are all tools that need that, that, uh, can help, um, those people. So you don't have to have a, you know, uh, hire 40 or 50 people in your sock, right? It's more about how you can work together with the tools and technology to get, have escalation paths to do more people, process procedure, as we talk about to be able to educate and train on those, to be able to have incident response planning. >>So what do you do like, because inevitably you're going to be targeted, probably interacts where attack, what do you do? Um, playing out those scenarios, doing breach and attack simulation, all of those things that comes down to the skills gaps. So it's a lot about that education and awareness, not having to do that. The stuff that can be handled by automation and AI and, and training is you're absolutely right. We've dedicated a lot with our NSC program at 49. We also have our 40 net security academy. Uh, you know, we're integrating with those secondary so we can have the skillsets ready, uh, for, for new graduates. As an example, there's a lot of progress being made towards that. We've even created a new powered by 40 guard labs. There is a 40 guard labs play in our NSC seven as an example, it's, uh, you know, for, um, uh, threat hunting and offensive security as an example, understanding really how attackers are launching their, their campaigns and, um, all those things come together. But that's the good news actually, is that we've come a long way. We actually did our first machine learning and AI models over 10 years ago, Lisa, this isn't something new to us. So the technology has gone a long way. It's just a matter of how we can collaborate and obviously integrate with that for the, on the skills gap. >>And one more question on the actual threat landscape, were there any industries that came up in particular, as we talked about e-sports we talked about OT and any industries that came up in particular as, as really big hotspots that companies and organizations really need to be aware of. >>Yeah. So also, uh, this is part of OT about ICS critical infrastructure. That's a big one. Uh, absolutely there we're seeing, uh, also cyber-criminals offering more crime services now on dark web. So CAS, which is crime as a service, because it used to be a, again, a very specialized area that maybe only a handful of organized criminal organizations could actually, um, you know, launch attacks and, and impact to those targets where they're going after those targets. Now they're offering services right on to other coming cyber criminals, to be able to try to monetize that as well. Again, we're seeing this, we actually call it advanced persistent cybercrime APC instead of an apt, because they're trying to take cyber crime to these targets like ICS, critical infrastructure, um, healthcare as well is another one, again, usually in the realm of APMT, but now being targeted more by cybercriminals in ransomware, >>I've heard of ransomware as a service, is that a subcategory of crime as a service? >>Absolutely. Yeah. It is phishing as a service ransomware as, and service DDoSs as a service, but not as, as many of these subcategories, but a ransomware as a service. That's a, another big problem as well, because this is an affiliate model, right. Where they hire partners and pay them commission, uh, if they actually get payments of ransom, right? So they have literally a middle layer in this network that they're pushing out to scale their attacks, >>You know, and I think that's the last time we talked about ransomware, we talked about it's a matter of, and I talk to customers all the time who say, yes, it's a matter of when, not, if, is, is this the same sentiment? And you think for crime as a service in general, the attacks on e-sports on home networks, on, uh, internet satellites in space, is this just a matter of when, not if across the board? >>Well, yeah, absolutely. Um, you know, but the good news is it doesn't have to be a, you know, when it happens, it doesn't have to be a catastrophic situation. Again, that's the whole point about preparedness and planning and all the things I talked about, the filling the skills gap in education and having the proper, proper tools in place that will mitigate that risk. Right. And that's, and that's perfectly acceptable. And that's the way we should handle this from the industry, because we process we've talked about this, people are over a hundred billion threats a day in 40 guard labs. The volume is just going to continue to grow. It's very noisy out there. And there's a lot of automated threats, a lot of attempts knocking on organizations, doors, and networks, and, you know, um, phishing emails being sent out and all that. So it's something that we just need to be prepared for just like you do for a natural disaster planning and all these sorts of other things in the physical world. >>That's a good point. It doesn't have to be aggressive and destructive, but last question for you, how can, how is 4d guard helping companies in every industry get aggressive and disruptive against the threats? >>Yeah. Great, great, great question. So this is something I'm very passionate about, uh, as you know, uh, where, you know, we, we don't stop just with customer protection. Of course, that is as a security vendor, that's our, our primary and foremost objective is to protect and mitigate risk to the customers. That's how we're doing. You know, this is why we have 24 7, 365 operations at 40 guy labs. Then we're helping to find the latest and greatest on threat intelligence and hunting, but we don't stop there. We're actually working in the industry. Um, so I mentioned this before the cyber threat Alliance to, to collaborate and share intelligence on threats all the way down to disrupt cybercrime. This is what big target of ours is, how we can work together to disrupt cyber crime. Because unfortunately they've made a lot of money, a lot of profits, and we need to reduce that. We need to send a message back and fight that aggressiveness and we're we're on it, right? So we're working with Interpol or project gateway with the world economic forum, the partnership against cyber crime. It's a lot of initiatives with other, uh, you know, uh, the, uh, the who's who of cyber security in the industry to work together and tackle this collaboratively. Um, the good news is there's been some steps of success to that. There's a lot more, we're doing the scale of the efforts. >>Excellent. Well, Derek as always great and very informative conversation with you. I always look forward to these seeing what's going on with the threat landscape, the challenges, the increasing challenges, but also the good news, the opportunities in it, and what 40 guard is doing 40 left 40 net, excuse me, I can't speak today to help customers address that. And we always appreciate your insights and your time we look forward to talking to you and unveiling the next predictions in 2022. >>All right. Sounds good. Thanks, Lisa. >>My pleasure for Derek manky. I'm Lisa Martin. You're watching this cube conversation with 40 net. Thanks for watching.

(upbeat music) >> Hello, welcome back to this cube conversation, on cube on cloud startups. I'm John Furrier host of theCUBE. We're wrapping up the closing keynote fireside chat of the AWS showcase, the hottest startups in data and cloud. We've got some great guests here to eluminate what's happened and why it's important. And Michael Skok who's the founding partner, Michael Skok founding partner of Underscore VC, Mike Feinstein, principal business development manager, and the best Ben Haynes CIO advisor Lincoln Center for the Performing Arts. Gentlemen, thank you for joining me for this closing keynote for the AWS showcase. >> Pleasure to be here. >> So, first of all-- >> Happy to be here >> Guys, do you guys have a unique background from startup funding, growing companies, managing these partners at AWS and being a practitioner with Ben here. The first question I have is, what is the real market opportunity? We've heard from McKinsey that there's a trillion dollars of unlocked value in cloud and that really is going to come from all enterprises big and small. So the question is that that's what every wants to know. What's the secret answer key to the to the test if you are a business. 'Cause you don't want to be on the wrong side of cloud history here. There is a playbook, there's some formation of patterns and there's some playbook things happening out there. How do you guys see this? >> Well, I can try to take a crack at that. First of all I think, there's not only one playbook, you know, only one recipe. If it's a trillion dollar opportunity, that's in the aggregate. There's many different types of opportunities. I think you could have existing companies that are maybe older line companies that need to change the way they're doing things. You can have the younger companies that are trying to take advantage of all the data they've already collected and try to get more value out of it. There could be some radically different types of opportunities with newer technology. I think, you know, for each company just like each of the companies here at the showcase today, they are targeting some, you know, segment of this. Each of those segments is already large. And I think you're going to see a wide range of solutions taking hold here. >> Yeah, cloud drives a lot of value. Michael, I want to get your thoughts. You know, you've seen the software revolution you know, over the years. This time it seems to be accelerated, the time to value, if you're a startup. I mean, you couldn't ask for the perfect storm for our innovation if you're coming out of MIT, Stanford, any college. If you're not even going to school you can get in cloud, do anything. Starting software now is not as hard as it was or its different. What's your perspective because you know, these companies are adding treated value and they're going into an enterprise market that wants scale, they want the reliability. How do you see this evolving? >> You know, the very first time I saw Bezos get on stage and pitch AWS he said one thing which is, "We take away all the hard stuff about starting a software business and let you focus on the innovation." And I think that's still applies. So you're dead right John. And honestly, most founders don't want to spend any time on anything other than unique piece of innovation that they're going to deliver for their customers. So, I think that is fabulous news. I'm going to joke for a second, so I think we're all under shooting on this number. I mean, the reality is that every part of compute infrastructure that we talk about today was built from an infrastructure that's you know, decades old. By which I mean 30 to 50 decades in some 30 to 50 years in some cases. And we look forward in 30 to 50 years, we won't be talking about cloud or everything else. We'll be just talking about computing or whatever it is that we want to talk about at the edge. Or the application of data that you know, in a car and an ARVR heads up display that's helping surgeons work across the world. The fact is the only way this is really going to work is on the cloud. So I think it's a multi-trillion dollar opportunity, we're just taking a snapshot of it right now. And we're in an interesting point because of course digital transformation has been rapidly accelerated. I mean, there's all these jokes about you know, we've had five years of transformation in five months. I don't really care what the number is but what is obvious is that we couldn't have gone off to work and to play and to teach and all these other things without the cloud. And we just took it for granted but a year ago, that's what we all did and look, they're thriving. This whole thing is that, you know, a live broadcast that we're doing on the cloud. So yeah, I think it's a very big opportunity and whatever sector I think to Mike's point, that you look at and all the companies that you've seen this morning prove that, if you want to innovate today, you start on the cloud. Your cloud native as I would say. And as you grow, you will be a cloud assumed. It will be the basis on which everybody wants to access your products and services. So I'm excited about the future if you can't tell. >> I totally subscribe to that. Ben, I want to get your take as the CIO, now advisor to companies. If you're going to look at what Michael's laying out, which is born in the cloud native, they have an advantage, an inherent advantage right out of the gate. They have speed agility and scale. If you're an existing business you say, "Wait a minute I'm going to be competed against these hot startups." There's some serious fear of missing out and fear of getting screwed, right? I mean, you might go out of business. So this is the real threat. This is not just talked about, there's real examples now playing out. So as a practitioner, thinking about re-architecting or rejuvenating or pivoting or just being competitive. It's really the pressure's there. How do you see this? >> Yeah I know it really is. And every enterprise company and through every decade is it's a buyer versus build conversation. And with the cloud opportunities, you can actually build a lot quicker or you can leverage companies that can even go quicker than you that have a focus on innovation. 'Cause sometimes enterprise companies, it's hard to focus on the really cool stuff and that's going to bring value but maybe it won't. So if you can partner with someone and some of these companies that you just showcase, start doing some amazing things. That can actually help accelerate your own internal innovation a lot quicker than trying to spool up your own team. >> We heard some companies talking about day two operations lift and shift, not a layup either. I mean, lift and shift if not done properly as it's well discussed. And McKinsey actually puts that in their report as there's other point outs. It's not a no brainer. I mean, it's a no brainer to go to the cloud but if you lift and shift without really thinking it through or remediating anything, it could be, it could cost more. And you got the CAPEX and OPEX dynamics. So, certainly cloud is happening and this kind of gives a great segue into our next topic that I'd love to get you guys to weigh in on. And that is the business model, the business structure, business organization. Michael you brought up some interesting topics around, some of the new ideas that could be, you know, decentralized or just different consumption capabilities on both sides of the equation. So, the market's there, trillions and trillions of dollars are shifting and the spoils will go to the ones who are smart and agile and fast. But the business model, you could have it, you could be in the right market, but the wrong business model. Who wants to take the first cut at that? >> Mike do you want to go? >> Sure, I'd be happy to. I think that, you know, I mean again, there's not there only going to be one answer but I think one of the things that really make sense is that the business models can be much more consumption-based. You're certainly not going to see annual software licenses that you saw in the old world. Things are going to be much more consumption-based obviously software is a service type of models. And you're going to see, I think lots of different innovations. I've also seen a lot of companies that are starting up kind of based on open source as like a first foray. So there's an open source project that really catches hold. And then a company comes up behind it to both enhance it and to also provide support and to make it a real enterprise offering. But they get there early quick adoption of the frontline engineers by starting off with an open source project. And that's a model that I've seen work quite well. And I think it's a very interesting one. So, you know, the most important thing is that the business model has to be one that's as flexible as what the solutions are that you're trying to get the customers to adopt. The old way of everything being kind of locked in and rigid isn't going to work in this world 'cause you have to just really be agile. >> I want to come back to you Mike in a second on this 'cause I know Amazon's got some innovative go to market stuff. Michael you've written about this, I've read many blog posts on your side about SaaS piece. What's your take on business structure. I mean, obviously with remote, it's clear people are recognizing virtual companies are available. You mentioned you know, edge and compute, and these new app, these emerging technologies. Does the business structure and models shift? Do you have to be on certain side of this business model innovation? How do you view? 'Cause you're seeing the startups who are usually crazy at first, but then they become correct at the end of the day. What's your take? >> Well first of all, I love this debate because it's over. We used to have things that were not successful that would become shelfware. And that just doesn't work in the cloud. There is no shelfware. You're either live and being used or you're dead. So the great news about this is, it's very visible. You know, you can measure every person's connection to you for how long and what they're doing. And so the people that are smart, don't start with this question, the business model. They start with what am I actually doing for my user that's in value them? So I'll give you some examples like build on Mike's team. So, you know, I backed a company called Acquia. But it was based on an open source project called Drupal. Which was initially used for content management. Great, but people started building on it and over time, it became used for everything from the Olympics and hosting, you know, theirs to the Grammy's, to you know, pick your favorite consumer brand that was using it to host all of their different brands and being very particular about giving people the experiences. So, it's now a digital experience platform. But the reason that it grew successfully as a company is because on top of the open source project, we could see what people were doing. And so we built what in effect was the basis for them to get comfortable. By the way, Amazon is very fundamental partner in this was, became an investor extremely helpful. And again, took away all the heavy lifting so we could focus on the innovation. And so that's an example of what's going on. And the model there is very simple. People are paying for what they use to put that digital experience of that, to create a great customer journey. And for people to have the experience that obviously you know, makes the brand look good or makes the audience feel great if it's the Grammy's or whatever it is. So I think that's one example, but I'll give you two others because they are totally different. And one of the most recent investments we made is in a company called Coder. Which is a doc spelled backwards. and it's a new kind of doc that enables people to collaborate and to bring data and graphics and workflow and everything else, all into the simplicity of what's like opening up a doc. And they don't actually charge anybody who uses their docs. They just charge for people who make their docs. So its a make a best pricing, which is very interesting. They've got phenomenal metrics. I mean they're like over 140% net dollar retention, which is astoundingly good. And they grew over three and a half times last year. So that's another model, but it's consumer and it's, you know, as I said, make a price. And then, you know, another company we've been involved with if I look at it way back was Demand Web. It was the first e-commerce on demand company. We didn't charge for the software at all. We didn't charge for anything in fact. what we did was to take a percentage of the sales that went through the platform. And of course everybody loved that because, you know, if we were selling more or getting better uplift then everybody started to do very well. So, you know, the world's biggest brands moved online and started using our platform because they didn't want to create all that infrastructure. Another totally different model. And I could go on but the point is, if you start from the customer viewpoint like what are you doing for the customer? Are you helping them sell more? Or are you helping them build more effective business processes or better experiences? I think you've got a fantastic opportunity to build a great model in the cloud. >> Yeah, it's a great point. I think that's a great highlight also call out for expectations become the experience, as the old saying goes. If a customer sees value in something, you don't have to be tied to old ways of selling or pricing. And this brings up, Ben, I want to tie in you in here and maybe bring Mike back in. As an enterprise, it used to be the old adage of, well startups are unreliable, blah, blah, blah, you know, they got to get certified and enterprise usually do things more complicated than say consumer businesses. But now Amazon has all kinds of go to market. They have the marketplace, they have all kinds of the partner networks. This certification integration is a huge part of this. So back to, you know, Michael's point of, if you're dead you're dead or knows it, but if you're alive you usually have some momentum it's usually well understood, but then you have to integrate. So it has to be consumable for the enterprise. So Ben, how do you see that? Because at the end of the day, there's this desire for the better product and the better use case. That can, how do I procure it? Integration? These used to be really hard problems. Seems to be getting easier or are they? What's your take? >> Not 100%. I mean, even five years ago you would have to ask a lot of startups for a single sign on and as table stakes now. So the smart ones are understanding the enterprise principles that we need and a lot of it is around security. And then, they're building that from the start, from the start of their products. And so if you get out of that security hurdle, the stability so far is a lot more improved because they are, you know, a lot more focused and moving in a really, really quick way which can help companies, you know, move quickly. So definitely seen an improvement and there's still, the major entry point is credit card, small user base, small pricing, so you're not dealing with procurement. And building your way up into the big purchase model, right? And that model hasn't changed except the start is a lot lot quicker and a lot easier to get going. >> You know, I remember the story of the Amazon web stores, how they won the CIA contract is someone put a test on a credit card and IBM had the deal in their back pocket. They had the Ivory Tower sales call, Michael, you know the playbook on enterprise sales, you know, you got the oracles and you guys call it the top golf tournament smoothing and then you got the middle and then you got the bottoms up you got the, you know, the data dogs of the world who can just come in with freemium. So there's different approaches. How do you guys see that? Michael and Mike, I'd love for you to weigh in on this because this is really where there's no one answer, but depending upon the use case, there's certain motions that work better. Can you elaborate on which companies should pay attention to what and how customers should understand how they're buying? >> Yeah, I can go first on that. I think that first of all, with every customer it's going to be a little different situation, depends on the scale of the solution. But I find that, these very large kind of, you know, make a huge decision and buy some really big thing all at once. That's not happening very much anymore. As you said John, people are kind of building up it's either a grassroots adoption that then becomes an enterprise sale, or there is some trials or smaller deployments that then build up at enterprise sales. Companies can't make those huge mistake. So if they're going to make a big commitment it's based on confidence, that's come from earlier success. And one of the things that we do at AWS in addition to kind of helping enterprises choose the right technology partners, such as many of the companies here today. We also have solutions partners that can help them analyze the market and make the choice and help them implement it. So depending on the level of help that they need, there's lots of different resources that are going to be available to help them make the right choice the first time. >> Michael, your thoughts on this, because ecosystems are a part of the entire thing and partnering with Amazon or any cloud player, you need to be secure. You need to have all the certifications. But the end of the day, if it works, it works. And you can consume it whatever way you can. I mean, you can buy download through the marketplace. You can go direct, it's free. What do you see as the best mix of go to market from a cloud standpoint? Given that there's a variety of different use cases. >> Well, I'm going to play off Ben and Mike on this one and say, you know, there's a perfect example of what Ben brought up, which is single sign on. For some companies, if you don't have that you just can't get in the door. And at the other extreme to what Mike is saying, you know, there are reasons why people want to try stuff before they buy it. And so, you've got to find some way in between these two things to either partner with the right people that have the whole product solution to work with you. So, you know, if you don't have single sign on, you know, go work with Okta. And if you don't have all the certification that's needed well, work with AWS and you know, take it on that side of cash and have better security than anybody. So there's all sorts of ways to do this. But the bottom line is I think you got to be able to share value before you charge. And I'll give you two examples that are extreme in our portfolio, because I think it will show the sort of the edge with these two things. You know, the first one is a company called Popcart. It's been featured a lot in the press because when COVID hit, nobody could find whatever it was, that TP or you know, the latest supplies that they wanted. And so Popcart basically made it possible for people to say, "Okay, go track all the favorite suppliers." Whether it's your Walmarts or your Targets or your Amazons, et cetera. And they would come back and show you the best price and (indistinct) it cost you nothing. Once you started buying of course they were getting (indistinct) fees and they're transferring obviously values so everybody's doing well. It's a win-win, doesn't cost the consumer anything. So we love those strategies because, you know, whenever you can make value for people without costing them anything, that is great. The second one is the complete opposite. And again, it's an interesting example, you know, to Ben's point about how you have to work with existing solutions in some cases, or in some cases across more things to the cloud. So it's a company called Cloud Serum. It's also one we've partnered with AWS on. They basically help you save money as you use AWS. And it turns out that's important on the way in because you need to know how much it's going to cost to run what you're already doing off premises, sorry off the cloud, into the cloud. And secondly, when you move it there to optimize that spend so you don't suddenly find yourself in a situation where you can't afford to run the product or service. So simply put, you know, this is the future. We have to find ways to specifically make it easy again from the customer standpoint. The get value as quickly as possible and not to push them into anything that feels like, Oh my God, that's a big elephant of a risk that I don't obviously want to take on. >> Well, I'd like to ask the next question to Michael and Ben. This is about risk management from an enterprise perspective. And the reason Michael we just want to get you in here 'cause you do risk for living. You take risks, you venture out and put bets on horses if you will. You bet on the startups and the growing companies. So if I'm a customer and this is a thing that I'm seeing both in the public and private sector where partnerships are super critical. Especially in public right now. Public private partnerships, cybersecurity and data, huge initiatives. I saw General Keith Alexander talking about this, about his company and a variety of reliance on the private problem. No one winning formula anymore. Now as an enterprise, how do they up level their skill? How do you speak to enterprises who are watching and learning as they're taking the steps to be cloud native. They're training their people, they're trying to get their IT staff to be superpowers. They got to do all these. They got to rejuvenate, they got to innovate. So one of the things that they got to take in is new partnerships. How can an enterprise look at these 10 companies and others as partners? And how should the startups that are growing, become partners for the enterprise? Because if they can crack that code, some say that's the magical formula. Can you guys weigh in on that? (overlapping chatter) >> Look, the unfortunate starting point is that they need to have a serious commitment to wanting to change. And you're seeing a lot of that 'cause it is popping up now and they're all nodding their heads. But this needs people, it needs investment, and it needs to be super important, not just to prior, right? And some urgency. And with that behind you, you can find the right companies and start partnering to move things forward. A lot of companies don't understand their risk profile and we're still stuck in this you know, the old days of global network yet infiltrated, right? And that's sort of that its like, "Oh my God, we're done." And it's a lot more complicated now. And there needs to be a lot of education about the value of privacy and trust to our consumers. And once the executive team understands that then the investments follow. The challenge there is everyone's waiting, hoping that nothing goes wrong. When something goes wrong, oh, we better address that, right? And so how do we get ahead of that? And you need a very proactive CSO and CIO and CTO and all three if you have them really pushing this agenda and explaining what these risks are. >> Michael, your thoughts. Startups can be a great enabler for companies to change. They have their, you know, they're faster. They bring in new tech to the scenario scene. What's your analysis? >> Again, I'll use an example to speak to some of the things that Ben's talking about. Which is, let's say you decide you want to have all of your data analysis in the cloud. It turns out Amazon's got a phenomenal set of services that you can use. Do everything from ingest and then wrangle your data and get it cleaned up, and then build one of the apps to gain insight on it and use AI and ML to make that whole thing work. But even Amazon will be the first to tell you that if you have all their services, you need a team understand the development, the operations and the security, DevSecOps, it's typically what it's referred to. And most people don't have that. If you're sure and then say you're fortune 1000, you'll build that team. You'll have, you know, a hundred people doing that. But once you get below that, even in the mid tier, even in a few billion dollar companies, it's actually very hard to have those skills and keep them up to date. So companies are actually getting built that do all of that for you, that effectively, you know, make your services into a product that can be run end to end. And we've invested in one and again we partnered with Amazon on gold Kazina. They effectively make the data lake as a service. And they're effectively building on top of all the Amazon services in orchestrating and managing all that DevSecOps for you. So you don't need that team. And they do it in, you know, days or weeks, not months or years. And so I think that the point that Ben made is a really good one. Which is, you know, you've got to make it a priority and invest in it. And it doesn't just happen. It's a new set of skills, they're different. They require obviously everything from the very earliest stage of development in the cloud, all the way through to the sort of managing and running a bit. And of course maintaining it all securely and unscalable, et cetera. (overlapping chatter) >> It's interesting you bring up that Amazon's got great security. You mentioned that earlier. Mike, I wanted to bring you in because you guys it's graduating a lot of startups, graduating, it's not like they're in school or anything, but they're really, you're building on top of AWS which is already, you know, all the SOC report, all the infrastructure's there. You guys have a high bar on security. So coming out of the AWS ecosystem is not for the faint of heart. I mean, you got to kind of go through and I've heard from many startups that you know, that's a grueling process. And this is, should be good news for the enterprise. How are you guys seeing that partnership? What's the pattern recognition that we can share with enterprises adopting startups coming on the cloud? What can they expect? What are some best practices? What are the things to look for in adopting startup technologies? >> Yeah, so as you know we have a shared security model where we do the security for the physical infrastructure that we're operating, and then we try to share best practices to our partners who really own the security for their applications. Well, one of the benefits we have particularly with the AWS partner network is that, we will help vet these companies, we will review their security architecture, we'll make recommendations. We have a lot of great building blocks of services they can use to build their applications, so that they have a much better chance of really delivering a more secure total application to the enterprise customer. Now of course the enterprise customers still should be checking this and making sure that all of these products meet their needs because that is their ultimate responsibility. But by leveraging the ecosystem we have, the infrastructure we have and the strength of our partners, they can start off with a much more secure application or use case than they would if they were trying to build it from scratch. >> All right. Also, I want to get these guys out of the way in on this last question, before we jump into the wrap up. products and technologies, what is the most important thing enterprises should be focused on? It could be a list of three or four or five that they should be focused on from emerging technologies or a technology secret sauce perspective. Meaning, I'm going to leverage some new things we're going to build and do or buy from cloud scale. What are the most important product technology issues they need to be paying attention to? >> I think I'll run with that first. There's a major, major opportunity with data. We've gone through this whole cycle of creating data lakes that tended to data's forms and big data was going to solve everything. Enterprises are sitting on an amazing amount of information. And anything that can be done to, I actually get insights out of that, and I don't mean dashboards, PI tools, they're like a dime a dozen. How can we leverage AI and ML to really start getting some insights a lot quicker and a lot more value to the company from the data they owns. Anything around that, to me is a major opportunity. >> Now I'm going to go just a little bit deeper on that 'cause I would agree with all those points that Ben made. I think one of the real key points is to make sure that they're really leveraging the data that they have in kind of in place. Pulling in data from all their disparate apps, not trying to generate some new set of data, but really trying to leverage what they have so they can get live information from the disparate apps. Whether it's Salesforce or other systems they might have. I also think it's important to give users the tools to do a lot of their own analytics. So I think definitely, you know, kind of dashboards are a dime a dozen as Ben said, but the more you can do to make it really easy for users to do their own thing, so they're not relying on some central department to create some kind of report for them, but they can innovate on their own and do their own analytics of the data. I think its really critical to help companies move faster. >> Michael? >> I'll just build on that with an example because I think Ben and Mike gave two very good things, you know, data and making it self service to the users et cetera So, an example is one of our companies called Salsify, which is B2B commerce. So they're enabling brands to get their products out into the various different channels the day that people buy them on. Which by the way, an incredible number of channels have been created, whether it's, you know, Instagram at one extreme or of course you know, traditional commerce sites is another. And it's actually impossible to get all of the different capabilities of your product fully explained in the right format in each of those channels humanly. You actually have to use a computer. So that highlights the first thing I was thinking is very important is, what could you not do before that you can now do in the cloud? And you know, do in a distributed fashion. So that's a good example. The second thing is, and Mike said it very well, you know, if you can give people the data that Ben was referring to in a way that they line a business user, in this case, a brand manager, or for example the merchandiser can actually use, they'll quickly tell you, "Oh, these three channels are really not worth us spending a lot of money on. We need waste promotion on them. But look at this one, this one's really taking up. This TikTok thing is actually worth paying attention to. Why don't we enable people to buy, you know, products there?" And then focus in on it. And Salsify, by the way, is you know, I can give you stats with every different customer they've got, but they've got huge brands. The sort of Nestlés, the L'Oreals et cetera. Where they're measuring in terms of hundreds of percent of sales increase, because of using the data of Ben's point and making itself service to Mike's point. >> Awesome. Thought exercise for this little toss up question, for anyone who wants to grab it. If you had unlimited budget for R&D, and you wanted to play the long game and you wanted to take some territory down in the future. What technology and what area would you start carving out and protecting and owning or thinking about or digging into. There's a variety of great stuff out there and you know, being prepared for potentially any wildcards, what would it be? >> Well, I don't mind jumping in. That's a tough question. Whatever I did, I would start with machine learning. I think we're still just starting to see the benefits of what this can do across all of different applications. You know, if you look at what AWS has been doing, we, you know, we recently, many of our new service offerings are integrating machine learning in order to optimize automatically, to find the right solution automatically, to find errors in code automatically. And I think you're going to see more and more machine learning built into all types of line of business applications. Sales, marketing, finance, customer service. You know, you already see some of it but I think it's going to happen more and more. So if I was going to bet on one core thing, it would be that. >> I'll jump on that just because I-- >> You're VC, do you think about this as an easy one for you. >> Well, yes or no (indistinct) that I've been a VC now for too long. I was you know (indistinct) for 21 years. I could have answered that question pretty well but in the last 19 of becoming a VC, I've become ruined by just capital being put behind things. But in all seriousness, I think Mike is right. I think every single application is going to get not just reinvented completely reimagined by ML. Because there's so much of what we do that there is indeed managing the data to try to understand how to improve the business process. And when you can do that in an automated fashion and with a continuous close loop that improves it, it takes away all the drudgery and things like humans or the other extreme, you know, manufacturing. And in-between anything that goes from border to cash faster is going to be good for business. And that's going to require ML. So it's an exciting time ahead. That's where we're putting our money. >> Ben, are you going to go off the board here or you're going to stay with machine learning and dating, go wild card here. Blockchain? AR? VR? (overlapping chatter) >> Well I'd have to say ML and AI applying to privacy and trust. Privacy and trust is going to be a currency that a lot of companies need to deal with for a long time coming. And anything you can do to speed that up and honestly remove the human element, and like Michael said, there's a lot of, before there's a lot of services on AWS that are very creative. There's a lot of security built-in But it's that one S3 bucket that someone left open on the internet, that causes the breach. So how are we automating that? Like how do we take the humans out of this process? So we don't make human errors to really get some security happening. >> I think trust is an interesting one. Trust is kind of data as well. I mean, communities are, misinformation, we saw that with elections, huge. Again, that's back to data. We're back to data again. >> You know, John if I may, I'd like to add to that though. It's a good example of something that none of us can predict. Which is, what will be a fundamentally new way of doing this that we haven't really thought of? And, you know, the blockchain is effectively created a means for people to do distributed computing and also, you know, sharing of data, et cetera. Without the human being in the middle and getting rid of many of the intermediaries that we thought were necessary. So, I don't know whether it's the next blockchain or there's blockchain itself, but I have a feeling that this whole issue of trust will become very different when we have new infrastructure. >> I think I agree with everyone here. The data's key. I come back down to data whether you're telling the sovereignty misinformation, the data is there. Okay. Final, final question before we wrap up. This has been amazing on a more serious note for the enterprise folks out there and people in general and around the world. If you guys could give a color commentary answer to, what the post COVID world will look like. With respect to technology adoption, societal impact and technology for potentially good and aura for business. Now that we're coming closer to vaccines and real life again, what is the post COVID world going to look like? What do we learn from it? And how does that translate into everyday in real life benefits? >> Well, I think one of the things that we've seen is that people have realized you can do a lot of work without being in the office. You could be anywhere as long as you can access the data and make the insights from it that you need to. And so I think there's going to be an expectation on the part of users, that there'll be able to do that all the time. They'll be able to do analytics on their phone. They'll be able to do it from wherever they are. They'll be able to do it quickly and they'll be able to get access to the information that they need. And that's going to force companies to continue to be responsive to the expectations and the needs of their users, so that they can keep people productive and have happy employees. Otherwise they're going to go work somewhere else. >> Michael, any thoughts? Post COVID, what do we learn? What happens next? >> You said one key thing Mike, expectations. And I think we're going to live in a very difficult world because expectations are completely unclear. And you might think it's based on age, or you might think it's based on industry or geography, etc. The reality is people have such wildly different expectations and you know, we've tried to do surveys and to try and understand, you know, whether there are some patterns here. I think it's going to be one word, hybrid. And how we deal with hybrid is going to be a major leadership challenge. Because it's impossible to predict what people will do and how they will behave and how they want to for example, go to school or to you know, go to work or play, et cetera. And so I think the third word that I would use is flexibility. You know, we just have to be agile and flexible until we figure out, you know, how this is going to settle out, to get the best of both worlds, because there's so much that we've learned that has been to your point, really beneficial. The more productivity taking out the community. But there's also a lot of things that people really want to get back to such as social interaction, you know, connecting with their friends and living their lives. >> Ben, final word. >> So I'll just drill in on that a little bit deeper. The war on talent, if we talk about tech, if we talk a lot about data, AI, ML. That it's going to be a big differentiator for the companies that are willing to maintain a work from home and your top level resources are going to be dictating where they're working from. And they've seen our work now. And you know, if you're not flexible with how you're running your organization, you will start to lose talent. And companies are going to have to get their head around that as we move forward. >> Gentlemen, thank you very much for your time. That's a great wrap up to this cube on cloud, the AWS startup showcase. Thank you very much on behalf of Dave Vellante, myself, the entire cube team and Amazon web services. Thank you very much for closing out the keynote. Thanks for your time. >> Thank you John and thanks Amazon for a great day. >> Yeah, thank you John. >> Okay, that's a wrap for today. Amazing event. Great keynote, great commentary, 10 amazing companies out there growing, great traction. Cloud startup, cloud scale, cloud value for the enterprise. I'm John Furrier on behalf of theCUBE and Dave Vellante, thanks for watching. (bright music)

(radio calls) >> Announcer: From around the globe, its theCUBE covering Space & Cybersecurity Symposium 2020, hosted by Cal poly. Hello, welcome back to theCUBE virtual coverage with Cal Poly for the Space and Cybersecurity Symposium, a day four and the wrap up session, keynote session with the Lieutenant Governor of California, Eleni Kounalakis. She's here to deliver her keynote speech on the topic of California's role in supporting America's Cybersecurity future. Eleni, take it away. >> Thank you, John, for the introduction. I am Lieutenant Governor Eleni Kounalakis. It is an honor to be part of Cal Poly Space and Cybersecurity Symposium. As I speak kind of Pierre with the governor's office of business and economic development is available on the chat, too ready to answer any questions you might have. California and indeed the world are facing significant challenges right now. Every day we are faced with the ongoing COVID-19 pandemic and the economic downturn that is ensued. We have flattened the curve in California and are moving in the right direction but it is clear that we're not out of the woods yet. It is also impossible right now to escape the reality of climate change from the fire sparked by exceptionally rare, dry lightening events to extreme heat waves threatening public health and putting a strain on our electricity grid. We see that climate change is here now. And of course we've been recently confronted with a series of brutal examples of institutionalized racism that have created an awakening among people of all walks of life and compelled us into the streets to march and protest. In the context of all this, we cannot forget that we continue to be faced with other less visible but still very serious challenges. Cybersecurity threats are one of these. We have seen cities, companies and individuals paralyzed by attacks costing time and money and creating an atmosphere of uncertainty and insecurity. Our state agencies, local governments, police departments, utilities, news outlets and private companies from all industries are target. The threats around cybersecurity are serious but not unlike all the challenges we face in California. We have the tools and fortitude to address them. That is why this symposium is so important. Thank you, Cal Poly and all the participants for being here and for the important contributions you bring to this conference. I'd like to also say a few words about California's role in America's future in space. California has been at the forefront of the aerospace industry for more than a century through all the major innovations in aerospace from wooden aircraft, to World War II Bombers, to rockets and Mars rovers. California has played a pivotal role. Today, California is the number one state in total defense spending, defense contract spending and total number of personnel. It is estimated the Aerospace and Defense Industry, provides $168 billion in economic impact to our state. And America's best trained and most experienced aerospace and technology workforce lives here in California. The fact that the aerospace and defense sector, has had a strong history in California is no accident. California has always had strong innovation ecosystem and robust infrastructure that puts many sectors in a position to thrive. Of course, a big part of that infrastructure is a skilled workforce. And at the foundation of a skilled workforce is education. California has the strongest system of public higher education in the world. We're home to 10 university of California campuses, 23 California State university campuses and 116 California Community Colleges. All told nearly 3 million students are enrolled in public higher education. We also have world renowned private universities including the California Institute of Technology and Stanford University numbers one and three in the country for aerospace engineering. California also has four national laboratories and several NASA facilities. California possesses a strong spirit of innovation, risk taking and entrepreneurship. Half of all venture capital funding in the United States, goes to companies here in California. Lastly, but certainly no less critical to our success, California is a diverse state. 27% of all Californians are foreign born, 27% more than one in four of our population of 40 million people are immigrants from another country, Europe central and South America, India, Asia, everywhere. Our rich cultural diversity is our strength and helps drive our economy. As I look to the future of industries like cybersecurity and the growing commercial space industry, I know our state will need to work with those industries to make sure we continue to train our workforce for the demands of an evolving industry. The office of the lieutenant governor has a unique perspective on higher education and workforce development. I'm on the UC Board of Regents, the CSU Board of Trustees. And as of about two weeks ago, the Community Colleges Board of Governors. The office of the lieutenant governor is now the only office that is a member of every governing board, overseeing our public higher education system. Earlier in the symposium, we heard a rich discussion with Undersecretary Stewart Knox from the California Labor and Workforce Development Agency about what the state is doing to meet the needs of space and cybersecurity industries. As he mentioned, there are over 37,000 job vacancies in cybersecurity in our state. We need to address that gap. To do so, I see an important role for public private partnerships. We need input from industry and curriculum development. Some companies like Lockheed Martin, have very productive partnerships with universities and community colleges that train students with skills they need to enter aerospace and cyber industries. That type of collaboration will be key. We also need help from the industry to make sure students know that fields like cybersecurity even exist. People's early career interests are so often shaped by the jobs that members of their family have or what they see in popular culture. With such a young and evolving field like cybersecurity, many students are unaware of the job opportunities. I know for my visits to university campuses that students are hungry for STEM career paths where they see opportunities for good paying jobs. When I spoke with students at UC Merced, many of them were first generation college students who went through community college system before enrolling in a UC and they gravitated to STEM majors. With so many job opportunities available to STEM students, cybersecurity ought to be one that they are aware of and consider. Since this symposium is being hosted by Cal Poly, I wanted to highlight the tremendous work they're doing as leaders in the space and cybersecurity industry. Cal Poly California Cybersecurity Institute, does incredible work bringing together academia, industry and government training the next generation of cyber experts and researching emerging cybersecurity issues. As we heard from the President of Cal Poly, Jeff Armstrong the university is in the perfect location to contribute to a thriving space industry. It's close to Vandenberg Air Force Base and UC Santa Barbara and could be home to the future permanent headquarters of US Space Command. The state is also committed to supporting this space industry in the Central Coast. In July, the State of California, Cal poly US-based force and the others signed a memorandum of understanding to develop a commercial space port at Vandenberg Air Force Base and to develop a master plan to grow the commercial space industry in the region. Governor Newsom has made a commitment to lift up all regions of the state. And this strategy will position the Central Coast to be a global leader in the future of the space industry. I'd like to leave you with a few final thoughts, with everything we're facing. Fires, climate change, pandemic. It is easy to feel overwhelmed but I remain optimistic because I know that the people of the State of California are resilient, persistent, and determined to address our challenges and show a path toward a better future for ourselves and our families. The growth of the space industry and the economic development potential of projects like the Spaceport at Vandenberg Air Force Base, our great example of what we can look forward to. The potential for the commercial space industry to become a $3 trillion industry by mid century, as many experts predict is another. There are so many opportunities, new companies are going to emerge doing things we never could have dreamed of today. As Lieutenant General John Thompson said in the first session, the next few years of space and cyber innovation are not going to be a pony ride at the state fair, they're going to be a rodeo. We should all saddle up. Thank you. >> Okay, thank you very much, Eleni. I really appreciate it. Thank you for your participation and all your support to you and your staff. You guys doing a lot of work, a lot going on in California but cybersecurity and space as it comes together, California's playing a pivotal role in leading the world and the community. Thank you very much for your time. >> Okay, this session is going to continue with Bill Britton. Who's the vice president of technology and CIO at Cal Poly but more importantly, he's the director of the cyber institute located at Cal Poly. It's a global organization looking at the intersection of space and cybersecurity. Bill, let's wrap this up. Eleni had a great talk, talking about the future of cybersecurity in America and its future. The role California is playing, Cal Poly is right in the Central Coast. You're in the epicenter of it. We've had a great lineup here. Thanks for coming on. Let's put a capstone on this event. >> Thank you, John. But most importantly, thanks for being a great partner helping us get this to move forward and really changing the dynamic of this conversation. What an amazing time we're at, we had quite an unusual group but it's really kind of the focus and we've moved a lot of space around ourselves. And we've gone from Lieutenant General Thompson and the discussion of the opposition and space force and what things are going on in the future, the importance of cyber in space. And then we went on and moved on to the operations. And we had a private company who builds, we had the DOD, Department Of Defense and their context and NASA and theirs. And then we talked about public private partnerships from President Armstrong, Mr. Bhangu Mahad from the DOD and Mr. Steve Jacques from the National Security Space Association. It's been an amazing conference for one thing, I've heard repeatedly over and over and over, the reference to digital, the reference to cloud, the reference to the need for cybersecurity to be involved and really how important that is to start earlier than just at the employment level. To really go down into the system, the K through 12 and start there. And what an amazing time to be able to start there because we're returning to space in a larger capacity and it's now all around us. And the lieutenant governor really highlighted for us that California is intimately involved and we have to find a way to get our students involved at that same level. >> I want to ask you about this inflection point that was a big theme of this conference and symposium. It was throughout the interviews and throughout the conversations, both on the chat and also kind of on Twitter as well in the social web. Is that this new generation, it wasn't just space and government DOD, all the normal stuff you see, you saw JPL, the Hewlett Foundation, the Defense Innovation Unit, Amazon Web Services, NASA. Then you saw entrepreneurs come in, who were doing some stuff. And so you had this confluence of community. Of course, Cal Poly had participated in space. You guys does some great job, but it's not just the physical face-to-face show up, gets to hear some academic papers. This was a virtual event. We had over 300 organizations attend, different organizations around the world. Being a virtual event you had more range to get more people. This isn't digital. This symposium isn't about Central California anymore. It's global. >> No, it really has gone. >> What really happened to that? >> It's really kind of interesting because at first all of this was word of mouth for this symposium to take place. And it just started growing and growing and the more that we talk to organizations for support, the more we found how interconnected they were on an international scale. So much so that we've decided to take our cyber competition next year and take it globally as well. So if in fact as Major General Shaw said, this is about a multinational support force. Maybe it's time our students started interacting on that level to start with and not have to grow into it as they get older, but do it now and around space and around cybersecurity and around that digital environment and really kind of reduce the digital dividing space. >> Yeah, General Thompson mentioned this, 80 countries with programs. This is like the Olympics for space and we want to have these competitions. So I got great vision and I love that vision, but I know you have the number... Not number, the scores and from the competition this year that happened earlier in the week. Could you share the results of that challenge? >> Yeah, absolutely. We had 83 teams participate this year in the California Cyber Innovation Challenge. And again, it was based around a spacecraft scenario where a spacecraft, a commercial spacecraft was hacked and returned to earth. And the students had to do the forensics on the payload. And then they had to do downstream network analysis, using things like Wireshark and autopsy and other systems. It was a really tough competition. The students had to work hard and we had middle school and high school students participate. We had an intermediate league, new schools who had never done it before or even some who didn't even have STEM programs but were just signing up to really get involved in the experience. And we had our ultimate division which was those who had competed in several times before. And the winner of that competition was North Hollywood. They've been the winning team for four years in a row. Now it's a phenomenal program, they have their hats off to them for competing and winning again. Now what's really cool is not only did they have to show their technical prowess in the game but they also have to then brief and out-brief what they've learned to a panel of judges. And these are not pushovers. These are experts in the field of cybersecurity in space. We even had a couple of goons participating from DefCon and the teams present their findings. So not only are we talking technical, we're talking about presentation skills. The ability to speak and understand. And let me tell you, after reading all of their texts to each other over the weekend adds a whole new language they're using to interact with each other. It's amazing. And they are so more advanced and ready to understand space problems and virtual problems than we are. We have to challenge them even more. >> Well, it sounds like North Hollywood got the franchise. It's likethe Patriots, the Lakers, they've got a dynasty developing down there in North Hollywood. >> Well, what happens when there's a dynasty you have to look for other talent. So next year we're going global and we're going to have multiple states involved in the challenge and we're going to go international. So if North Hollywood pulls it off again next year, it's going to be because they've met the best in the world than defeated >> Okay, the gauntlet has been thrown down, got to take down North Hollywood from winning again next year. We'll be following that. Bill, great to get those results on the cyber challenge we'll keep track and we'll put a plug for it on our site. So we got to get some press on that. My question to you is now as we're going digital, other theme was that they want to hire digital natives into the space force. Okay, the DOD is looking at new skills. This was a big theme throughout the conference not just the commercial partnerships with government which I believe they had kind of put more research and personally, that's my personal opinion. They should be putting in way more research into academic and these environments to get more creative. But the skill sets was a big theme. What's your thoughts on how you saw some of the highlight moments there around skill sets? >> John, it's really interesting 'cause what we've noticed is in the past, everybody thinks skill sets for the engineering students. And it's way beyond that. It's all the students, it's all of them understanding what we call cyber cognizance. Understanding how cybersecurity works whatever career field they choose to be in. Space, there is no facet of supporting space that doesn't need that cyber cognizance. If you're in the back room doing the operations, you're doing the billing, you're doing the contracting. Those are still avenues by which cybersecurity attacks can be successful and disrupt your space mission. The fact that it's international, the connectivities, all of those things means that everyone in that system digitally has to be aware of what's going on around them. That's a whole new thought process. It's a whole new way of addressing a problem and dealing with space. And again it's virtual to everyone. >> That's awesome. Bill, great to have you on. Thank you for including theCUBE virtual, our CUBE event software platform that we're rolling out. We've been using it for the event and thank you for your partnership in this co-creation opening up your community, your symposium to the world, and we're so glad to be part of it. I want to thank you and Dustin and the team and the President of Cal Poly for including us. Thank you very much. >> Thank you, John. It's been an amazing partnership. We look forward to it in the future. >> Okay, that's it. That concludes the Space and Cybersecurity Symposium 2020. I'm John Furrier with theCUBE, your host with Cal Poly, who put on an amazing virtual presentation, brought all the guests together. And again, shout out to Bill Britton and Dustin DeBrum who did a great job as well as the President of Cal poly who endorsed and let them do it all. Great event. See you soon. (flash light sound)

>> Announcer: From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a Cube Conversation. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in our Palo Alto Studios today, having a Cube Conversation, you know, with the COVID situation going on we've had to change our business and go pretty much 100% digital. And as part of that process, we wanted to reach out to our community, and talk to some of the leaders out there, because I think leadership in troubling times is even more amplified in it's importance. So we're excited to be joined today by two leaders in our community. First one being John Chambers, a very familiar face from many, many years at Cisco, who's now the founder and CEO of JC2 Ventures. John, great to see you. >> Jeff, it's a pleasure to be with you again. >> Absolutely. And joining him is Umesh Sachdev, he's the co-founder and CEO of Uniphore. First time on theCUBE, Umesh, great to meet you. >> Jeff, thank you for having me, it's great to be with you. >> You as well, and I had one of your great people on the other day, talking about CX, and I think CX is the whole solution. Why did Uber beat cabs, do you want to stand on a corner and raise your hand in the rain? Or do you want to know when the guy's going to come pick you up, in just a couple minutes? So anyway, welcome. So let's jump into it. John, one of your things, that you talked about last time we talked, I think it was in October, wow how the world has changed. >> Yes. >> Is about having a playbook, and really, you know, kind of thinking about what you want to do before it's time to actually do it, and having some type of a script, and some type of direction, and some type of structure, as to how you respond to situations. Well there's nothing like a disaster to really fire off, you know, the need to shift gears, and go to kind of into a playbook mode. So I wonder if you could share with the viewers, kind of what is your playbook, you've been through a couple of these bumps. Not necessarily like COVID-19, but you've seen a couple bumps over your career. >> So it's my pleasure Jeff. What I'll do is kind of outline how I believe you use an innovation playbook on everything from acquisitions, to digitizing a company, to dealing with crisis. Let's focus on the playbook for crisis. You are right, and I'm not talking about my age, (John laughing) but this is my sixth financial crisis, and been through the late 1990s with the Asian financial crisis, came out of it even stronger at Cisco. Like everybody else we got knocked down in the 2001 tech bubble, came back from it even stronger. Then in 2008, 2009, Great Recession. We came through that one very, very strong, and we saw that one coming. It's my fourth major health crisis. Some of them turned out to be pretty small. I was in Mexico when the bird pandemic hit, with the President of Mexico, when we thought it was going to be terrible. We literally had to cancel the meetings that evening. That's why Cisco built the PLAR Presence. I was in Brazil for the issue with the Zika virus, that never really developed much, and the Olympics went on there, and I only saw one mosquito during the event. It bit me. But what I'm sharing with you is I've seen this movie again and again. And then, with supply chain, which not many people were talking about yet, supply chain crisis, like we saw in Japan with the Tsunami. What's happening this time is you're seeing all three at one time, and they're occurring even faster. So the playbook is pretty simple in crisis management, and then it would be fun to put Umesh on the spot and say how closely did you follow it? Did you agree with issues, or did you disagree, et cetera, on it. Now I won't mention, Umesh, that you've got a review coming up shortly from your board, so that should not affect your answer at all. But the first playbook is being realistic, how much was self-inflicted, how much was market. This one's largely market, but if you had problems before, you got to address them at the same time. The second thing is what are the five to seven things that are material, what you're going to do to lead through this crisis. That's everything from expense management, to cash preservation. It's about how do you interface to your employees, and how do you build on culture. It's about how do you interface to your customers as they change from their top priority being growth and innovation, to a top priority being cost savings, and the ability to really keep their current revenue streams from churning and moving. And it's about literally, how do make your big bets for what you want to look like as you move out of this market. Then it's how do you communicate that to your employees, to your shareholders, to your customers, to your partners. Painting the picture of what you look like as you come out. As basic as that sounds, that's what crisis management is all about. Don't hide, be visible, CEOs should take the role on implementing that playbook. Umesh to you, do you agree? And have fun with it a little bit, I like the give and take. >> I want to see the playbook, do you have it there, just below the camera? (Jeff laughing) >> I have it right here by my side. I will tell you, Jeff, in crisis times and difficult times like these, you count all the things that go right for you, you count your blessings. And one of the blessings that I have, as a CEO, is to have John Chambers as my mentor, by my side, sharing not just the learning that he had through the crisis, but talking through this, with me on a regular basis. I've read John's book more than a few times, I bet more than anybody in the world, I've read it over and over. And that, to me, is preparation going into this mode. One of the things that John has always taught me is when times get difficult, you get calmer than usual. It's one thing that when you're cruising on the freeway and you're asked to put the brakes, but it's quite another when you're in rocket ship, and accelerating, which is what my company situation was in the month of January. We were coming out of a year of 300% growth, we were driving towards another 300% growth, hiring tremendously, at a high pace. Winning customers at a high pace, and then this hit us. And so what I had to do, from a playbook perspective, is, you know, take a deep breath, and just for a couple of days, just slow down, and calmly look at the situation. My first few steps were, I reached out to 15 of our top customers, the CEOs, and give them calls, and said let's just talk about what you're seeing, and what we are observing in our business. We get a sense of where they are in their businesses. We had the benefit, my co-founder works out of Singapore, and runs our Asia business. We had the benefit of picking up the sign probably a month before everyone else did it in the U.S. I was with John in Australia, and I was telling John that "John, something unusual is happening, "a couple of our customers in these countries in Asia "are starting to tell us they would do the deal "a quarter later." And it's one thing when one of them says it, it's another when six of them say it together. And John obviously has seen this movie, he could connect the dots early. He told me to prepare, he told the rest of the portfolio companies that are in his investment group to start preparing. We then went to the playbook that John spoke of, being visible. For me, culture and communication take front seat. We have employees in ten different countries, we have offices, and very quickly, even before the governments mandated, we had all of them work, you know, go work from home, and be remote, because employee safety and health was the number one priority. We did our first virtual all-hands meeting on Zoom. We had about 240 people join in from around the world. And my job as CEO, usually our all-hands meeting were different functional leaders, different people in the group talk to the team about their initiatives. This all-hands was almost entirely run by me, addressing the whole company about what's going to be the situation from my lens, what have we learned. Be very factual. At the same time, communicating to the team that because of the fact that we raised our funding the last year, it was a good amount of money, we still have a lot of that in the bank, so we going to be very secure. At the same time, our customers are probably going to need us more than ever. Call centers are in more demand than ever, people can't walk up to a bank branch, they can't go up to a hospital without taking an appointment. So the first thing everyone is doing is trying to reach call centers. There aren't enough people, and anyways the work force that call centers have around the world, are 50% working from home, so the capacity has dropped. So our responsibility almost, is to step up, and have our AI and automation products available to as many call centers as we can. So as we are planning our own business continuity, and making sure every single employee is safe, the message to my team was we also have to be aggressive and making sure we are more out there, and more available, to our customers, that would also mean business growth for us. But first, and foremost is for us to be responsible citizens, and just make it available where it's needed. As we did that, I quickly went back to my leadership team, and again, the learning from John is usually it's more of a consensus driven approach, we go around the table, talk about a topic for a couple of hours, get the consensus, and move out of the room. My leadership meetings, they have become more frequent, we get together once a week, on video call with my executive leaders, and it's largely these days run by me. I broke down the team into five different war rooms, with different objectives. One of them we called it the preservation, we said one leader, supported by others will take the responsibility of making sure every single employee, their families, and our current customers, are addressed, taken care of. So we made somebody lead that group. Another group was made responsible for growth. Business needs to, you know, in a company that's growing at 300%, and we still have the opportunity, because call centers need us more than ever, we wanted to make sure we are responding to growth, and not just hunkering down, and, you know, ignoring the opportunity. So we had a second war room take care of the growth. And a third war room, lead by the head of finance, to look at all the financial scenarios, do the stress tests, and see if we are going to be ready for any eventuality that's going to come. Because, you know, we have a huge amount of people, who work at Uniphore around the world, and we wanted to make sure their well being is taken care of. So from being over communicative, to the team and customers, and being out there personally, to making sure we break down the teams. We have tremendous talent, and we let different people, set of people, run different set of priorities, and report back to me more frequently. And now, as we have settled into this rhythm, Jeff, you know, as we've been in, at least in the Bay area here, we've been shelter in place for about a month now. As we are in the rhythm, we are beginning to do virtual happy hours, every Thursday evening. Right after this call, I get together with my team with a glass of wine, and we get together, we talk every but work, and every employee, it's not divided by functions, or leadership, and we are getting the rhythm back into the organization. So we've gone and adjusted in the crisis, I would say very well. And the business is just humming along, as we had anticipated, going into this crisis. But I would say, if I didn't have John by my side, if I hadn't read his book, the number of times that I have, every plane ride we've done together, every place we've gone together, John has spoken about war stories. About the 2001, about 2008, and until you face the first one of your own, just like I did right now, you don't appreciate when John says leadership is lonely. But having him by our side makes it easier. >> Well I'm sure he's told you the Jack Welch story, right? That you've quoted before, John, where Jack told you that you're not really a good leader, yet, until you've been tested, right. So you go through some tough stuff, it's not that hard to lead on an upward to the right curve, it's when things get a little challenging that the real leadership shines through. >> Completely agree, and Jack said it the best, we were on our way to becoming the most valuable company in the world, he looked me in the eye and said "John, you have a very good company." And I knew he was about to give me a teaching moment, and I said "What does it take to have a great one?" He said a near death experience. And I thought I did that in '97, and some of the other management, and he said, "No, it's when you went through something "like we went through in 2001, "which many of our peers did die in." And we were knocked down really hard. When we came back from it, you get better. But what you see in Umesh is a very humble, young CEO. I have to remember he's only 34 years old, because his maturity is like he's 50, and he's seen it before. As you tell, he's like a sponge on learning, and he doesn't mind challenging. And what what he didn't say, in his humbleness, is they had the best month in March ever. And again, well over 300% versus the same quarter a year ago. So it shows you, if you're in the right spot, i.e. artificial intelligence, i.e. cost savings, i.e. customer relationship with their customers, how you can grow even during the tough times, and perhaps set a bold vision, based upon facts and a execution plan that very few companies will be able to deliver on today. So off to a great start, and you can see why I'm so honored and proud to be his strategic partner, and his coach. >> Well it's interesting, right, the human toll of this crisis is horrible, and there's a lot of people getting sick, and a lot of people are dying, and all the estimations are a lot more are going to die this month, as hopefully we get over the hump of some of these curves. So that aside, you know, we're here talking kind of more about the, kind of, the business of this thing. And it's really interesting kind of what a catalyst COVID has become, in terms of digital transformation. You know, we've been talking about new ways to work for years, and years, and years, and digital transformation, and all these kind of things. You mentioned the Cisco telepresence was out years, and decades ago. I mean I worked in Mitsubishi, we had a phone camera in 1986, I looked it up today, it was ridiculous, didn't work. But now, it's here, right. Now working from home is here. Umesh mentioned, you know, these huge call centers, now everybody's got to go home. Do they have infrastructure to go home? Do they have a place to work at home? Do they have support to go home? Teachers are now being forced, from K-12, and I know it's a hot topic for you, John, to teach from home. Teach on Zoom, with no time to prep, no time to really think it through. It's just like the kids aren't coming back, we got to learn it. You know I think this is such a transformational moment, and to your point, if this goes on for weeks, and weeks, and months, and months, which I think we all are in agreement that it will. I think you said, John, you know, many, many quarters. As people get new habits, and get into this new flow, I don't think they're going to go back back to the old ways. So I think it's a real, you know, kind of forcing function for digital transformation. And it's, you can't, you can't sit on the sidelines, cause your people can't come to the office anymore. >> So you've raised a number of questions, and I'll let Umesh handle the tough part of it. I will answer the easy part, which is I think this is the new normal. And I think it's here now, and the question is are you ready for it. And as you think about what we're really saying is the video sessions will become such an integral part of our daily lives, that we will not go back to having to do 90% of our work physically. Today alone I've done seven major group meetings, on Zoom, and Google Hangouts, and Cisco Webex. I've done six meetings with individuals, or the key CEOs of my portfolio. So that part is here to stay. Now what's going to be fascinating is does that also lead into digitization of our company, or do the companies make the mistake of saying I'm going to use this piece, because it's so obvious, and I get it, in terms of effectiveness, but I'm not going to change the other things in my normal work, in my normal business. This is why, unfortunately, I think you will see, we originally said, Jeff, you remember, 40% maybe as high as 45% of the Fortune 500 wouldn't exist in a decade. And perhaps 70% of the start-ups wouldn't exist in a decade, that are venture capital backed. I now think, unfortunately, you're going to see 20-35% of the start-ups not exist in 2 years, and I think it's going to shock you with the number of Fortune 500 companies that do not make this transition. So where you're leading this, that I completely agree with, is the ability to take this terrible event, with all of the issues, and again thank our healthcare workers for what they've been able to do to help so many people, and deal with the world the way it is. As my parents who are doctors taught me to do, not the way we wish it was. And then get your facts, prepare for the changes, and get ready for the future. The key would be how many companies do this. On the area Umesh has responsibility for, customer experience, I think you're going to see almost all companies focus on that. So it can be an example of perhaps how large companies learn to use the new technology, not just video capability, but AI, assistance for the agents, and then once they get the feel for it, just like we got the feel for these meetings, change their rhythm entirely. It was a dinner in New York, virtually, when we stopped, six weeks ago, traveling, that was supposed to be a bunch of board meetings, customer meetings, that was easy. But we were supposed to have a dinner with Shake Shack's CEO, and we were supposed to have him come out and show how he does cool innovation. We had a bunch of enterprise companies, and a bunch of media, and subject matter expertise, we ended up canceling it, and then we said why not do it virtually? And to your point, we did it in 24 different locations. Half the people, remember six weeks ago, had never even used Zoom. We had milk shakes, and hamburgers, and french fries delivered to their home. And it was one of the best two hour meetings I've seen. The future is this now. It's going to change dramatically, and Umesh, I think, is going to be at the front edge of how enterprise companies understand how their relationship with their customers is going to completely transform, using AI, conversational AI capability, speech recognition, et cetera. >> Yeah, I mean, Umesh, we haven't even really got into Uniphore, or what you guys are all about. But, you know, you're supporting call centers, you're using natural language technology, both on the inbound and all that, give us the overview, but you're playing on so many kind of innovation spaces, you know, the main interaction now with customers, and a brand, is either through the mobile phone, or through a call center, right. And that's becoming more, and increasingly, digitized. The ability to have a voice interaction, with a machine. Fascinating, and really, I think, revolutionary, and kind of taking, you know, getting us away from these stupid qwerty keyboards, which are supposed to slow us down on purpose. It's still the funniest thing ever, that we're still using these qwerty keyboards. So I wonder if you can share with us a little bit about, you know, kind of your vision of natural language, and how that changes the interaction with people, and machines. I think your TED Talk was really powerful, and I couldn't help but think of, you know, kind of mobile versus land lines, in terms of transformation. Transforming telecommunications in rural, and hard to serve areas, and then actually then adding the AI piece, to not only make it better for the front end person, but actually make it for the person servicing the account. >> Absolutely Jeff, so Uniphore, the company that I founded in 2008. We were talking about it's such a coincidence that I founded the company in 2008, the year of the Great Recession, and here we are again, talking in midst of the impact that we all have because of COVID. Uniphore does artificial intelligence and automation products, for the customer service industry. Call centers, as we know it, have fundamentally, for the last 20, 30 years, not have had a major technology disruption. We've seen a couple of ways of business model disruption, where call centers, you know, started to become offshore, in locations in Asia, India, and Mexico. Where our calls started to get routed around the world internationally, but fundamentally, the core technology in call centers, up until very recently, hadn't seen a major shift. With artificial intelligence, with natural language processings, speech recognition, available in over 100 languages. And, you know, in the last year or so, automation, and RPA, sort of adding to that mix, there's a whole new opportunity to re-think what customer service will mean to us, more in the future. As I think about the next five to seven years, with 5G happening, with 15 billion connected devices, you know, my five year old daughter, she the first thing she does when she enters the house from a playground, she goes to talk to her friend called Alexa. She speaks to Alexa. So, you know, these next generation of users, and technology users will grow up with AI, and voice, and NLP, all around us. And so their expectation of customer service and customer experience is going to be quantum times higher than some of us have, from our brands. I mean, today when a microwave or a TV doesn't work in our homes, our instinct could be to either go to the website of the brand, and try to do a chat with the agent, or do an 800 number phone call, and get them to visit the house to fix the TV. With, like I said with 5G, with TV, and microwave, and refrigerator becoming intelligent devices, you know, I could totally see my daughter telling the microwave "Why aren't you working?" And, you know, that question might still get routed to a remote contact center. Now the whole concept of contact center, the word has center in it, which means, in the past, we used to have these physical, massive locations, where people used to come in and put on their headsets to receive calls. Like John said, more than ever, we will see these centers become dispersed, and virtual. The channels with which these queries will come in would no more be just a phone, it would be the microwave, the car, the fridge. And the receivers of these calls would be anywhere in the world, sitting in their home, or sitting on a holiday in the Himalayas, and answering these situations to us. You know, I was reading, just for everyone to realize how drastic this shift has been, for the customer service industry. There are over 14 million workers, who work in contact centers around the world. Like I said, the word center means something here. All of them, right now, are working remote. This industry was never designed to work remote. Enterprises who fundamentally didn't plan for this. To your point Jeff, who thought digitization or automation, was a project they could have picked next year, or they were sitting on the fence, will now know more have a choice to make this adjustment. There's a report by a top analyst firm that said by 2023, up to 30% of customer service representatives would be remote. Well guess what, we just way blew past that number right away. And most of the CEOs that I talked to recently tell me that now that this shift has happened, about 40% of their workers will probably never return back to the office. They will always remain a permanent virtual workforce. Now when the workforce is remote, you need all the tools and technology, and AI, that A, if on any given day, 7-10% of your workforce calls in sick, you need bots, like the Amazon's Alexa, taking over a full conversation. Uniphore has a product called Akira, which does that in call centers. Most often, when these call center workers are talking, we have the experience of being put on hold, because call center workers have to type in something on their keyboard, and take notes. Well guess what, today AI and automation can assist them in doing that, making the call shorter, allowing the call center workers to take a lot more calls in the same time frame. And I don't know your experience, but, you know, a couple of weekends ago, the modem in my house wasn't working. I had a seven hour wait time to my service provider. Seven hour. I started calling at 8:30, it was somewhere around 3-4:00, finally, after call backs, wait, call back, wait, that it finally got resolved. It was just a small thing, I just couldn't get to the representative. So the enterprises are truly struggling, technology can help. They weren't designed to go remote, think about it, some of the unique challenges that I've heard now, from my customers, is that how do I know that my call center representative, who I've trained over years to be so nice, and empathetic, when they take a pee break, or a bio break, they don't get their 10 year old son to attend a call. How do I know that? Because now I can no more physically check in on them. How do I know that if I'm a bank, there's compliance? There's nothing being said that isn't being, is, you know, supposed to be said, because in a center, in an office, a supervisor can listen in. When everyone's remote, you can't do that. So AI, automation, monitoring, supporting, aiding human beings to take calls much better, and drive automation, as well as AI take over parts of a complete call, by the way of being a bot like Alexa, are sort of the things that Uniphore does, and I just feel that this is a permanent shift that we are seeing. While it's happening because of a terrible reason, the virus, that's affecting human beings, but the shift in business and behavior, is going to be permanent in this industry. >> Yeah, I think so, you know it's funny, I had Marten Mickos on, or excuse me, yeah, Marten Mickos, as part of this series. And I asked him, he's been doing distributed companies since he was doing MySQL, before Sun bought them. And he's, he was funny, it's like actually easier to fake it in an office, than when you're at home, because at home all you have to show is your deliverables. You can't look busy, you can't be going to meetings, you can't be doing things at your computer. All you have to show is your output. He said it's actually much more efficient, and it drives people, you know, to manage to the output, manage to what you want. But I want to shift gears a little bit, before we let you go, and really talk a little bit about the role of government. And John, I know you've been very involved with the Indian government, and the French government, trying to help them, in their kind of entrepreneurial pursuits, and Uniphore, I think, was founded in India, right, before you moved over here. You know we've got this huge stimulus package coming from the U.S. government, to try to help, as people, you know, can't pay their mortgage, a lot of people aren't so fortunate to be in digital businesses. It's two trillion dollars, so as kind of a thought experiment, I'm like well how much is two trillion dollars? And I did the cash balance of the FAANG companies. Facebook, Apple, Amazon, Netflix, and Alphabet, just looking at Yahoo Finance, the latest one that was there. It's 333 billion, compared to two trillion. Even when you add Microsoft's 133 billion on top, it's still shy, it's still shy of 500 billion. You know, and really, the federal government is really the only people in a position to make kind of sweeping, these types of investments. But should we be scared? Should we be worried about, you know, kind of this big shift in control? And should, do you think these companies with these big balance sheets, as you said John, priorities change a little bit. Should it be, keep that money to pay the people, so that they can stay employed and pay their mortgage, and go buy groceries, and maybe get take out from their favorite restaurant, versus, you know, kind of what we've seen in the past, where there's a lot more, you know, stock buy backs, and kind of other uses of these cash. As you said, if it's a crisis, and you got to cut to survive, you got to do that. But clearly some of these other companies are not in that position. >> So you, let me break it into two pieces, Jeff, if I may. The first is for the first time in my lifetime I have seen the federal government and federal agencies move very rapidly. And if you would have told me government could move with the speed we've seen over the last three months, I would have said probably not. The fed was ahead of both the initial interest rate cuts, and the fed was ahead in terms of the slowing down, i.e. your 2 trillion discussion, by central banks here, and around the world. But right behind it was the Treasury, which put on 4 trillion on top of that. And only governments can move in this way, but the coordination with government and businesses, and the citizens, has been remarkable. And the citizens being willing to shelter in place. To your question about India, Prime Minister Modi spent the last five years digitizing his country. And he put in place the most bandwidth of any country in the world, and literally did transformation of the currency to a virtual currency, so that people could get paid online, et cetera, within it. He then looked at start-ups and job creation, and he positioned this when an opportunity or problem came along, to be able to perhaps navigate through it in a way that other countries might struggle. I would argue President Macron in France is doing a remarkable job with his innovation economy, but also saying how do you preserve jobs. So you suddenly see government doing something that no business can do, with the scale, and the speed, and a equal approach. But at the same time, may of these companies, and being very candid, that some people might have associated with tech for good, or with tech for challenges, have been unbelievably generous in giving both from the CEOs pockets perspective, and number two and three founders perspective, as well as a company giving to the CDC, and giving to people to help create jobs. So I actually like this opportunity for tech to regain its image of being good for everybody in the world, and leadership within the world. And I think it's a unique opportunity. For my start-ups, I've been so proud, Jeff. I didn't have to tell them to go do the right thing with their employees, I didn't have to tell them that you got to treat people, human lives first, the economy second, but we can do both in parallel. And you saw companies like Sprinklr suddenly say how can I help the World Health Organization anticipate through social media, where the next spread of the virus is going to be? A company, like Bloom Energy, with what KR did there, rebuilding all of the ventilators that were broken here in California, of which about 40% were, out of the stock that they got, because it had been in storage for so long, and doing it for all of California in their manufacturing plant, at cost. A company like Aspire Foods, a cricket company down in Texas, who does 3D capabilities, taking part of their production in 3D, and saying how many thousand masks can I generate, per week, using 3D printers. You watch what Umesh has done, and how he literally is changing peoples lives, and making that experience, instead of being a negative from working at home, perhaps to a positive, and increasing the customer loyalty in the process, as opposed to when you got a seven hour wait time on a line. Not only are you probably not going to order anything else from that company, you're probably going to change it. So what is fascinating to me is I believe companies owe an obligation to be successful, to their employees, and to their shareholders, but also to give back to society. And it's one of the things I'm most proud about the portfolio companies that I'm a part of, and why I'm so proud of what Umesh is doing, in both a economically successful environment, but really giving back and making a difference. >> Yeah, I mean, there's again, there's all the doctor stuff, and the medical stuff, which I'm not qualified to really talk about. Thankfully we have good professionals that have the data, and the knowledge, and know what to do, and got out ahead of the social distancing, et cetera, but on the backside, it really looks like a big data problem in so many ways, right. And now we have massive amounts of compute at places like Amazon, and Google, and we have all types of machine learning and AI to figure out, you know, there's kind of resource allocation, whether that be hospital beds, or ventilators, or doctors, or nurses, and trying to figure out how to sort that all out. But then all of the, you know, genome work, and you know, kind of all that big heavy lifting data crunching, you know, CPU consuming work, that hopefully is accelerating the vaccine. Because I don't know how we get all the way out of this until, it just seems like kind of race to the vaccine, or massive testing, so we know that it's not going to spike up. So it seems like there is a real opportunity, it's not necessarily Kaiser building ships, or Ford building planes, but there is a role for tech to play in trying to combat this thing, and bring it under control. Umesh, I wonder if you could just kind of contrast being from India, and now being in the States for a couple years. Anything kind of jump out to you, in terms of the differences in what you're hearing back home, in the way this has been handled? >> You know, it's been very interesting, Jeff, I'm sure everyone is concerned that India, for many reasons, so far hasn't become a big hot spot yet. And, you know, we can hope and pray that that remains to be the case. There are many things that the government back home has done, I think India took lessons from what they saw in Europe, and the U.S, and China. They went into a countrywide lockdown pretty early, you know, pretty much when they were lower than a two hundred positive tested cases, the country went into lockdown. And remember this is a 1.5 billion people all together going into lockdown. What I've seen in the U.S. is that, you know, California thankfully reacted fast. We've all been sheltered in place, there's cabin fever for all of us, but you know, I'm sure at the end of the day, we're going to be thankful for the steps that are taken. Both by the administration at the state level, at the federal level, and the medical doctors, who are doing everything they can. But India, on the other hand, has taken the more aggressive stance, in terms of doing a country lockdown. We just last evening went live at a University in the city of Chennai, where Uniphore was born. The government came out with the request, much like the U.S., where they're government departments were getting a surge of traffic about information about COVID, the hospitals that are serving, what beds are available, where is the testing? We stood up a voice bot with AI, in less than a week, in three languages. Which even before the government started to advertise, we started to get thousands of calls. And this is AI answering these questions for the citizens, in doing so. So it goes back to your point of there's a real opportunity of using all the technology that the world has today, to be put to good use. And at the same time, it's really partnering meaningfully with government, in India, in Singapore, in Vietnam, and here in the U.S., to make sure that happens on, you know, John's coaching and nudging, I became a part of the U.S.-India Strategic Partnership Forum, which is truly a premier trade and commerce body between U.S. and India. And I, today, co-chaired the start-up program with, you know, the top start-ups between U.S. and India, being part of that program. And I think we got, again, tremendously fortunate, and lucky with the timeline. We started working on this start-up program between U.S. and India, and getting the start-ups together, two quarters ago, and as this new regulation with the government support, and the news about the two trillion dollar packages coming out, and the support for small businesses, we could quickly get some of the questions answered for the start-ups. Had we not created this body, which had the ability to poll the Treasury Department, and say here are questions, can start-ups do A, B, and C? What do you have by way of regulation? And I think as a response to one of our letters, on Monday the Treasury put out an FAQ on their website, which makes it super clear for start-ups and small businesses, to figure out whether they qualify or they don't qualify. So I think there's ton that both from a individual company, and the technology that each one of us have, but also as a community, how do we, all of us, meaningfully get together, as a community, and just drive benefit, both for our people, for the economy, and for our countries. Wherever we have the businesses, like I said in the U.S., or in India, or parts of Asia. >> Yeah, it's interesting. So, this is a great conversation, I could talk to you guys all night long, but I probably would hear about it later, so we'll wrap it, but I just want to kind of close on the following thought, which is really, as you've talked about before John, and as Umesh as you're now living, you know, when we go through these disruptions, things do get changed, and as you said a lot of people, and companies don't get through it. On the other hand many companies are birthed from it, right, people that are kind of on the new trend, and are in a good position to take advantage, and it's not that you're laughing over the people that didn't make it, but it does stir up the pot, and it sounds like, Umesh, you're in a really good position to take advantage of this new kind of virtual world, this new digital transformation, that's just now waiting anymore. I love your stat, they were going to move X% out of the call center over some period of time, and then it's basically snap your fingers, everybody out, without much planning. So just give you the final word, you know, kind of advice for people, as they're looking forward, and Umesh, we'll get you on another time, because I want to go deep diving in natural language, I think that's just a fascinating topic in the way that people are going to interact with machines and get rid of the stupid qwerty keyboard. But let me get kind of your last thoughts as we wrap this segment. Umesh we'll let you go first. >> Umesh, you want to go first? >> I'll go first. My last thoughts are first for the entrepreneurs, everyone who's sort of going through this together. I think in difficult times is when real heroes are born. I read a quote that when it's a sunny day, you can't overtake too many cars, but when it's raining you have a real opportunity. And the other one that I read was when fishermen can't go out fishing, because of the high tide, they come back, and mend their nets, and be ready for the time that they can go out. So I think there's no easy way to say, this is a difficult time for the economy, health wise, I hope that, you know, we can contain the damage that's being done through the virus, but some of us have the opportunity to really take our products and technology out there, more than usual. Uniphore, particularly, has a unique opportunity, the contact center industry just cannot keep up with the traffic that it's seeing. Around the world, across US, across Asia, across India, and the need for AI and automation would never be pronounced more than it is today. As much as it's a great business opportunity, it's more of a responsibility, as I see it. There can be scale up as fast as the demand is coming, and really come out of this with a much stronger business model. John has always told me in final words you always paint the picture of what you want to be, a year or two out. And I see Uniphore being a much stronger AI plus automation company, in the customer service space, really transforming the face of call centers, and customer service. Which have been forced to rethink their core business value in the last few weeks. And, you know, every fence sitter who would think that digitalization and automation was an option that they could think of in the future years, would be forced to make those decisions now. And I'm just making sure that my team, and my company, and I, am ready to gear to that great responsibility and opportunity that's ahead of us. >> John, give you the final word. >> Say Jeff, I don't know if you can still hear me, we went blank there, maybe for me to follow up. >> We gotcha. >> Shimon Peres taught me a lot about life, and dealing with life the way it is, not the way you wish it was. So did my parents, but he also taught me it always looks darkest just before the tide switches, and you move on to victory. I think the challenges in front of us are huge, I think our nation knows how to deal with that, I do believe the government has moved largely pretty effectively, to give us the impetus to move, and then if we continue to flatten the curve on the issues with the pandemic, if we get some therapeutic drugs that dramatically reduce the risk of death, for people that get the challenges the worst, and over time a vaccine, I think you look to the future, America will rebound, it will be rebounding around start-ups, new job creation, using technology in every business. So not only is there a light at the tunnel, at the end of the tunnel, I think we will emerge from this a stronger nation, a stronger start-up community. But it depends on how well we work together as a group, and I just want to say to Umesh, it's an honor to be your coach, and I learn from you as much as I give back. Jeff, as always, you do a great job. Thank you for your time today. >> Thank you both, and I look forward to our next catch up. Stay safe, wash your hands, and thanks for spending some time with us. >> And I just want to say I hope and pray that all of us can get together in Palo Alto real quick, and in person, and doing fist bumps, not shake hands or probably a namaste. Thank you, it's an honor. >> Thank you very much. All right, that was John and Umesh, you're watching theCUBE from our Palo Alto Studios, thanks for tuning in, stay safe, wash your hands, keep away from people that you're not that familiar with, and we'll see you next time. Thanks for watching. (calm music)

I'd say for me it's called it's really the power of the of the better together you know to me it's nobody's great apart it takes really an ecosystem of players to kind of work together for the customer benefit and the one that we've demonstrated the VMware with NetApp plus VMware has been a powerful one for well well over 17 years and the person they're putting in terms of the joint customers that have a ton of loyalty to both of us and they want us just to work it out so you know whether you're whether your allegiance on one side of the kubernetes community's battle or another or you're on one side of anyone's you know storage choice or another and I think customers want NetApp and VMware to work this out and in como solutions and we've done that and now what we for the second activist to come out will start that tomorrow I mean to me it starts from what the customer would like to do right and what what we're seeing from customers is it's increasingly a multi cloud world right that expands spans private cloud public cloud and Ed you're smiling when I yeah now there's an opportunity yeah but it's a chance for customers right and so if you look at how VMware is trying to help their meso sort of square the circle I think the first piece is this idea of consistent operations right then we have these management tools that you can use to consistently operate those environments whether they're based on a VMware based infrastructure or whether they're based on a native cloud infrastructure right so if you look at our cloud health platform for example it's a great example where that service can help you under get visibility to your cloud spend across different cloud platforms also be store based platforms and can help you reduce that spend over time so that's sort of what we refer to as consistent operations right which can span any any cloud you know my team is responsible for is more in that consistent infrastructure space and that's really all about how do we deliver consistent compute network and storage service that spans on from multiple public clouds an edge so that's really where we're bringing that same VMware cloud foundation stacked all those different environments you know the networking folks and networking was always relegated to being the underlay or the plumbing now what's becoming important is that the application are making their intent aware to the network and the intent is becoming aware as the intern becomes aware we networking people know what to do in the Estevan layer which then shields all the intricacies of what needs to get done in the underlay so to put it in very simple terms the container is what really drives the need and what we're doing is we're building the outcome to satisfy that need now containers are critical because as Pat was saying you know all of the new digital applications are going to be built with containers in mind so the reason we call it client to cloud to containers because the containers can literally be anywhere you know we're talking about them in the private cloud and in the public cloud they could be right next to where the client is because of the edge cloud they could be in the telco network which is the telco cloud so between these four clouds you literally have a network of these containers and the underlying infrastructure that we are doing is to provide that Estevan layer that will get the containers to talk to one another as well as to talk to the clients that are getting access to those application yeah I mean more than McAfee I think you know you you it's sort of you think of the and the the analog analog to cloud Security's data center security where you think of this sort of Amazon Cloud living in an Amazon datacenter and you know how can we protect that you know the data and the egress access into those cloud and you know same technology sort of apply but to your point that you sort of just touched upon its that cloud is not living in isolation right first of all that Amazon Cloud is connected to a whole bunch of you know applications that are still sitting in a data center right so they may not they're potentially not moving the Oracle database today since they're moving some workloads to the cloud right that's what most most companies are hey guess what there's all these endpoints that are connecting they're connecting both the data center and the cloud you're not gonna proxy to the cloud to get to the data center so there is a gateways so to me cloud security can't be an isolated you know sort of technology that companies have to sort of think about now is there is there opportunity to leverage the cloud to manage security better and get visibility in their security environments to do security analytics absolutely so I think to me that's where it's going because security I think has been proven is no longer you know sort of one thing single thing it's just you have to do multiple things every time I go talk to CIA source they tell me they got this technology that I said he made a minute you you have 20 did you cut down any yeah we've cut down a few but you know they just nervous about cutting down too much because if that one piece of software gets Paul so look I mean I think we again we're kind of really evolving our strategic aims you know historically we've looked at how do we really virtual eyes an entire data center right this concept of the software-defined data center really automating all that and driving great speed efficiency increases and now as we've been talking about we're in this world where you kind of STD sees everywhere right on pram and the cloud different public clouds and so how do you really manage across all those and these are the things we've been talking about so the cloud marketplace fits into that whole concept in the sense that now we can get people one place to go to get easy access to both software and solutions from our partners as well as open source solutions and these are things that come from the bitNami acquisition that we recently did so the idea here is that we cannot make it super simple for customers to become aware of the different solutions to draw those consistent operations that exists on top of our platform with our partners and then make it really easy for them to consume those as well I think we've really broaden and expanded our reach over the last ten years it used to be we're known primarily for our sports programming so now we have inclusive education and health programs we're being able to bring together people with and without intellectual disabilities through those mediums so we've divided resources to schools and education and they run Special Olympics programming during the school day so educators wanna have us because we're improving school clamp campuses reducing bullying enhancing social-emotional learning and so the work that we're doing is so so critical with that community then the air if health we have inclusive health so now we've got health and medical professionals that are now providing health screenings for our athletes so some of the the younger volunteers that we get that are there wanting to make a career in 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 Vettel's education were 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 and so now that the the road map that was shared in terms of what VMware looks to do to integrate containers into the ESXi platform itself right it's you know managing VMs and containers Nextiva that's perfect in terms of not having customers have to pick or choose between which platform and where you're gonna deploy something allow them to say you can deploy on whichever format you want it runs in the same ecosystem and management and then that trickles down to the again your storage layer so we do a lot of object storage within the container ecosystems today a lot of high-performance objects because you know the the the file sizes of instances or applications is much larger than you know a document file that URI might create online so there's a big need around performance in that space along with again management at scale the whole multi cloud hybrid cloud movement what's going on out at the enterprise your perspective on kind of where we are in that shift if you will or that transformation and and what's what's driving it you know what's what's creating all the bang you get that question a lot right people ask me what inning are we in question you know it's a regular you know I would say a couple years ago you know as people said I don't think that I think the national anthem is still being played kind of thing you know and I think the game has probably started you know but but I still were think for very early innings and you know I think I'd actually bring it up to even a higher level and talk about what's happening in terms of how companies are thinking about digital transformation and it would I what I think is happening is it's becoming a board level priority for companies they can't afford to ignore it you know digital is changing the Commun obey suspended of advantage in most industries around the globe and so they're investing in digital transformation and I think they're going to do that frankly independent of whatever macroeconomic climate we operate in and so and I think you know the big driving force probably you know in digital transformation today the cloud and so and what we're seeing is there's a you know it's a particular architecture of choice that's emerging for customers yep and I think you know you hit the nail on the head networking has changed it's no longer about speeds and feeds it's about availability and simplicity and so you know Dell and VMware I think are uniquely positioned to deliver a level of automation where this stuff just works right I don't need to go and configure these magic boxes individually I want to just write you know a line of code where my infrastructure is built into the CI CD pipeline and then when I deploy a workload it just works I don't need an army of people to go figure that out right and and I think that's the power of what we're working together to unleash so that was pretty dramatic moment of truth when we deployed atrium and we started the imaging process and it was finished and to be honest I thought that is broken but it actually was that fast so gave us a tremendous amount of I mean ability to deploy and manage and do the work during the workday instead of working after hours and what we doing for data protection before date really we use variety of different solutions backups just to tape and variety of services that actually backed up are they still do or know we've given that a lot up the floor of all the legacy stuff it got rid of that did you have to change your processes or what was that like Wow info we have to we have to get rid of a lot of process they were focused on backup focus on a time that it took to manage backup with atrium date reom didn't have the backup from the day one this is something that they designed I think a second year and that was very different to see the company that deals with storage creating such an innovative vision for developing old I mean developing a roadmap that was actually coming true with every iteration of the software deployment so the second tier that we provisioned was the snapshot and the snapshots that were incredibly fast that didn't take a lot of space that was you know give us ability to restore almost instantly gave us a huge amount of you know focus on not focusing and on storage anymore well since we're here at vmworld right you know be immoral has about 70 million work I think it's actually bigger than the public cloud I you correct me if I'm wrong right uh yeah I mean the I look I'm premise way bigger than the public cloud I have no question exactly and and and what's happening of course is faster sorry but the line is blurring between you know what's a public cloud what's a you know hybrid cloud multi-cloud edge and so look our opportunity is to really make all that go away for customers and allow them to choose and express our unique value add in whatever form the customer wants to use it so you've seen us align with all the public clouds you know you're seeing us take steps in the edge we're continuing to improve the on-premise systems you know with project dimension now it's the VMware cloud on Dell EMC that we're managing for you and it's on demand its consumption and it's consumed just like a public cloud I spend about 50 percent of my time talking to these customers so we learn a lot and here are the four big challenges they're facing first is the explosion of data data is just growing so fast Gartner estimates they'll be a hundred and seventy-five zettabytes of data in 2025 if you cram that into iphone so you take two point six trillion iPhones and go to the Sun and back right it's an enormous amount of data second they're worried about ransomware it's not a question of if you'll be attacked it's when you'll be attacked look at what's happening in Texas right now with the 22 municipalities dealing with that what you want in that case is a resilient infrastructure you want to be the ripples to restore from a really good backup copy of data third they want the hybrid multi cloud world just like Pat Gelson juror has been talking about that's what customers want but they want to be able to protect their data wherever it is make it highly available and get insights in their data wherever it's located and then finally they're dealing with this massive growth in government regulations around the world because of this concern about privacy I was in Australia a few weeks ago and one of our customers she was telling me that she deals with 27 different regulatory environments another customer was saying that California Privacy Act will be the death of him and he's based in st. Louis right so our strategy is focused on taking away the complexity and helping the largest companies in the world deal with these challenges and that's why we introduced the enterprise data services platform and that's why we're here at VMworld talking kubernetes the technology enabler I mean tcp/ip was that in the old networking days it enabled a lot of shifts in the industry you were far that way yeah kubernetes that disruptive enabler yeah I really see it as one of those key transition points in the industry and as I sort of joked if my name was Scott and we were 20 years ago I'd be banging the table calling it Java and Java defined enterprise software development for two decades by the way Scott's my neighbor he's down the hill so I looked down on mr. McNeely I always liked but you know the you know it changed how people did enterprise software development for the last two decades and kubernetes has that same kind of transformative effect but maybe even more important it's not just development but also operations and I think that's what we're uniquely bring together with project Pacific really being able to bridge those two worlds together so you know and if we deliver on this you know I think it is you know that X decade or two will be the center of innovation for us how we bridge those two roles together and really give developers what they need and make it operator friendly out-of-the-box across the history to the future this is pretty powerful yes so this conference is is I think a refreshing return to form so VMware is as you say this is an operators conference and VMware is for operators it's not for devs there was a period there where cloud was scary and and it was all this cloud native stuff and VMware tried to appeal to this new market and I guess tried to dress up and as something that it really wasn't and it didn't pull it off and we didn't it didn't feel right and now VMware has decided that well no actually this is what VMware is about and no one can be more VMware than VMware so it's returning to being its best self and I think against software they know software they know software so the the addition of putting project hands are in and having kubernetes in there and and it's it's to operate the software so it's it's going to be in there and apps will run on it and they want to have kubernetes baked into vSphere so that now yeah we'll have new app new apps and yeah there might be sass ups for the people who are consuming them but they've got to run somewhere and now we could run them on vmware whether it's on site at the edge could be in the cloud your vmware on AWS steve emotions [Music] you

>> From the SiliconANGLE Media office in Boston, Massachusetts, it's the cube. Now, here's your host, Dave Vellante. >> Hello everyone and welcome to this week's Wikibon cube insights powered by ETR. In this breaking analysis ahead of the RSA conference, we want to update you on the cyber security sector. This year's event is underlined by coronavirus fears, IBM has pulled out of the event and cited the epidemic as the reason and it's also brings to the front the sale of RSA by Dell to STG partners and private equity firm. Now in our last security drill down, we cited several mega trends in the security sector. These included the ever escalating sophistication of the attacker, the increased risk from the data economy, the expanded attack surface with the huge number of IP addresses that are that are exploding out there, and the lack of skills and the number of cyber tools that are coming to the market. Now, as you know, in these segments, we'd like to share insights from the cube. And I want you to listen to two American statesman and what they said, on The Cube. Here's general Keith Alexander, who's the former director of the NSA, along with Dr. Robert Gates, who's the former director of the CIA and former Secretary of Defense, play the clip. >> When you think about threats, you think about nation states, so you can go to Iran, Russia, China, North Korea, and then you think about criminal threats, and all the things like ransomware. Some of the nation state actors are also criminals at night, so they can use nation state tools and my concern about all the evolution of cyber threats is that the attacks are getting more destructive. >> I think cyber and the risks associated with cyber, and IT need to be a regular part of every board's agenda. >> So you hear General Alexander really underscore the danger, as well, Dr. Gates is articulating what we've said many times on the cube that cyber security is a board level agenda item. Now, the comments from both of these individuals represent what I would consider tailwinds for cyber technology companies. Now we're going to drill into some of those today. But it's not all frictionless. There are headwinds to in this market space, cloud migration, the shift from north south south to East West network traffic, its pressure traditional appliance based perimeter security solutions, increase complexity and lack of skills and other macro factors, including questions on ROI. CFO saying, hey, we spend all this cash, why aren't we more secure? Now, I want you to hear from two chief information security officers officers on both the challenges that they face and how they're dealing with them. Roll the clip. >> Lack of talent, I mean, we're starving for talent. Cybersecurity is the only field in the world with negative unemployment. We just don't have the actual bodies to actually fill the gaps that we have and in that lack of talent Cecil's are starving. >> I think that the public cloud offers us a really interesting opportunity to reinvent security right. So if you think about all of the technologies and processes and many of which are manual over the years, I think we have an opportunity to leverage automation to make our work easier in some ways. >> Now I featured Brian Lozada and Katie Jenkins before and breaking analysis segments, and you can hear it from the cyber leaders, we lack the talent, and cloud computing and automation are areas we're pursuing. So this challenges security companies to respond. But at the end of the day, companies have no no choice. In other words, organizations buying security solutions, the sophistication of the attacker is very high and the answer to my CFO and ROI is fear based. If you don't do this, you might lose billions in market cap. Now, I want you to take a listen to these cubilam talking about the attacker of sophistication and the importance of communication skills in order to fund cyber initiatives, really to keep up with the bad guys, please play the clip. >> The adversary is talented and they're patient, they're well funded okay, that's that's where it starts. And so, you know why why bring an interpreter to a host when there's already one there right? Why write all this complicated software distribution when I can just use yours. And so that's that's where the play the game starts. And and the most advanced threats aren't leaving footprints because the footprints already there, you know, they'll get on a machine and behaviorally they'll check the cash to see what's hot. And what's hot in the cash means that behaviorally, it's a fast they can go they're not cutting a new trail most of the time, right? So living off the land is not only the tools that they're using the automation, your automation they're using against you, but it's also behavioral. >> That's why the most the most important talent or skill that a security professional needs is communication skills. If you can't articulate technical risk into a business risk to fund your program, it's, you know, it's very hard for you to actually be successful in security. >> Now, the really insidious thing about what TK Keanini just said is the attackers are living off the land, meaning they're using your tools and your behaviors to sneak around your data unnoticed. And so as Brian Lozada said, as a security Pro, you need to be a great communicator in order to get the funding that you need to compete with the bad guys. Which brings me to the RSA conference. This is why you as a security practitioner attend, you want to learn more, you want to obtain new skills, you want to bring back ideas to the organization. Now one of the things I did to prepare for this segment is to read the RSA conference content agenda, which was co authored by Britta Glade and I read numerous blogs and articles about what to expect at the event and from all that I put together this word cloud, which conveys some of the key themes that I would expect you're going to hear at the shows. Look at skills jump right out, just like Brian was saying, the human element is going to be a big deal this year. IoT and the IT OT schism, everyone's talking about the Olympics, and seeing that as a watershed event for cyber, how to apply machine learning and AI is a big theme, as is cloud with containers and server less. phishing, zero trust and frameworks, framework for privacy, frameworks for governance and compliance, the 2020 election and weaponizing social media with deep fakes, and expect to hear a lot about the challenges of securing 5G networks, open source risks, supply chain risks, and of course, the need for automation. And it's no surprise there's going to be a lot of talk about cyber technology, the products and of course, the companies that sell them. So let's get into the market and unpack some of the ETR spending data and drill into some of these companies. The first chart I want to show you is spending on cyber relative to other initiatives. What this chart shows is the spending on cyber security highlighted in the green in relation to other sectors in the ETR taxonomy. Notice the blue dot. It shows the change in spending expected in 2020 versus 2019. Now, two points here. First, is that despite the top of my narrative that we always hear, the reality is that other initiatives compete for budget and you just can't keep throwing cash at the security problem. As I've said before, we spend like .014% percent of our global GDP on cyber, so we barely scratched the surface. The second point is there's there's there's a solid year on year growth quite high at 12% for a sector that's estimated at 100 to 150 billion dollars worldwide, according to many sources. Now let's take a look at some of the players in this space, who are going to be presenting at the RSA conference. You might remember to my 2020 predictions in that breaking analysis I focused on two ETR metrics, Net Score, which is a measure of spending velocity and Market Share, which measures pervasiveness in the data set. And I anointed nine security players as four star players. These were Microsoft, Cisco, Palo Alto Networks, Splunk, Proofpoint, Fortinet, Oka, Cyber Ark and CrowdStrike. What we're showing here is an update of that data with the January survey data. My four star companies were defined as those in the cyber security sector that demonstrate in both net scores or spending momentum, that's the left hand chart and market share or pervasiveness on the right hand chart. Within the top 22 companies, why did I pick 22? Well, seemed like a solid number and it fit nicely in the screen and allowed more folks. So a few takeaways here. One is that there are a lot of cyber security companies in the green from the standpoint of net score. Number two is that Fortinet and Cisco fell off the four star list because of their net scores. While still holding reasonably well, they dropped somewhat. Also, some other companies like Verona's and Vera code and Carbon Black jumped up on the net score rankings, but Cisco and Fortinet are still showing some strength in the market overall, I'ma talk about that. Cisco security businesses up 9% in the quarter, and Fortinet is breaking away from Palo Alto Networks from a valuation perspective, which I'm going to drill into a bit. So we're going to give Cisco and Fortinet two stars this survey period. But look at Zscaler. They made the cut this time their net score or spending momentum jumped from 38% last quarter to nearly 45% in the January survey, with a sizable shared in at 123. So we've added Zscaler to the four star list, they have momentum, and we're going to continue to watch that quarterly horse race. Now, I'd be remiss if I didn't point out that Microsoft continues to get stronger and stronger in many sectors including cyber. So that's something to really pay attention to. Okay, I want to talk about the valuations a bit. Valuations of cyber security space are really interesting and for reasons we've discussed before the market's hot right now, some people think it's overvalued, but I think the space is going to continue to perform quite well, relative to other areas and tech. Why do I say that? Because cyber continues to be a big priority for organizations, the software and annual recurring revenue contribution ARR continues to grow, M&A is going to continue to be robust in my view, which is going to fuel valuations. So Let's look at some of the public companies within cyber. What I've compiled in this chart is eight public companies that were cited as four star or two star firms, as I defined earlier, now ranked this by market value. In the columns, we show the market cap and trailing 12 month revenue in billions, the revenue multiple and the annual revenue growth. And I've highlighted Palo Alto Networks and Fortinet because I want to drill into those two firms, as there's a valuation divergence going on between those two names, and I'll come back to that in just a minute. But first, I want to make a few points about this data. Number one is there's definitely a proportional relationship between the growth rate and the revenue multiple or premium being paid for these companies. Generally growth ranges between one and a half to three times the revenue multiple being paid. CrowdStrike for example has a 39 x revenue multiple and is growing at 110%, so they're at the high end of that range with a growth at 2.8 times their revenue multiple today. Second, and related, as you can see a wide range of revenue multiples based on these growth rates with CrowdStrike, Okta and now Zscaler as the standouts in this regard. And I have to call at Splunk as well. They're both large, and they have high growth, although they are moving beyond, you know, security, they're going into adjacencies and big data analytics, but you you have to love the performance of Splunk. The third point is this is a lucrative market. You have several companies with valuations in the double digit billions, and many with multi billion dollar market values. Cyber chaos means cash for many of these companies, and, of course for their investors. Now, Palo Alto throw some of these ratios out of whack, ie, why the lower revenue multiple with that type of growth, and it's because they've had some execution issues lately. And this annual growth rate is really not the best reflection of the stock price today. That's really being driven by quarterly growth rates and less robust management guidance. So why don't we look into that a bit. What this chart shows is the one year relative stock prices of Palo Alto Networks in the blue and compared to Fortinet in the red. Look at the divergence in the two stocks, look at they traded in a range and then you saw the split when Palo Alto missed its quarter last year. So let me share what I think is happening. First, Palo Alto has been a very solid performance since an IPO in 2012. It's delivered more than four Rex returns to shareholders over that period. Now, what they're trying to do is cloud proof their business. They're trying to transition more to an AR model, and rely less on appliance centric firewalls, and firewalls are core part of the business and that has underperformed expectations lately. And you just take Legacy Tech and Cloud Wash and Cloud native competitors like Zscaler are taking advantage of this and setting the narrative there. Now Palo Alto Network has also had some very tough compares in 2019 relative to 2018, that should somewhat abate this year. Also, Palo Alto has said some execution issues during this transition, especially related to sales and sales incentives and aligning that with this new world of cloud. And finally, Palo Alto was in the process of digesting some acquisitions like Twistlock, PureSec and some others over the past year, and that could be a distraction. Fortinet on the other hand, is benefiting from a large portfolio refresh is capitalizing on the momentum that that's bringing, in fact, all the companies I listed you know, they may be undervalued despite, of all the company sorry that I listed Fortinet may be undervalued despite the drop off from the four star list that I mentioned earlier. Fortinet is one of those companies with a large solution set that can cover a lot of market space. And where Fortinet faces similar headwinds as Palo Alto, it seems to be executing better on the cloud transition. Now the last thing I want to share on this topic is some data from the ETR regression testing. What ETR does is their data scientists run regression models and fit a linear equation to determine whether Wall Street earnings consensus estimates are consistent with the ETR spending data, they started trying to line those up and see what the divergence is. What this chart shows is the results of that regression analysis for both Fortinet and Palo Alto. And you can see the ETR spending data suggests that both companies could outperform somewhat expectations. Now, I wouldn't run and buy the stock based on this data as there's a lot more to the story, but let's watch the earnings and see how this plays out. All right, I want to make a few comments about the sale of the RSA asset. EMC bought RSA for around the same number, roughly $2 billion that SDG is paying Dell. So I'm obviously not impressed with the return that RSA has delivered since 2006. The interesting takeaway is that Dell is choosing liquidity over the RSA cyber security asset. So it says to me that their ability to pay down debt is much more important to Dell and their go forward plan. Remember, for every $5 billion that Dell pays down in gross debt, it dropped 25 cents to EPS. This is important for Dell to get back to investment grade debt, which will further lower its cost. It's a lever that Dell can turn. Now and also in thinking about this, it's interesting that VMware, which the member is acquiring security assets like crazy and most recently purchased carbon black, and they're building out a Security Division, they obviously didn't paw on the table fighting to roll RSA into that division. You know maybe they did in the financial value of the cash to Dell was greater than the value of the RSA customers, the RSA product portfolio and of course, the RSA conference. But my guess is Gelsinger and VMware didn't want the legacy tech. Gelsinger said many times that security is broken, it's his mission to fix it or die trying. So I would bet that he and VMware didn't see RSA as a path to fixing security, it's more likely that they saw it as a non strategic shrinking asset that they didn't want any part of. Now for the record, and I'm even won't bother showing you the the data but RSA and the ETR data set is an unimpressive player in cyber security, their market share or pervasiveness is middle of the pack, so it's okay but their net score spending velocities in the red, and it's in the bottom 20th percentile of the data set. But it is a known brand, certainly within cyber. It's got a great conference and it's been it's probably better that a PE company owns them than being a misfit toy inside of Dell. All right, it's time to summarize, as we've been stressing in our breaking analysis segments and on the cube, the adversaries are very capable. And we should expect continued escalation. Venture capital is going to keep pouring into startups and that's going to lead to more fragmentation. But the market is going to remain right for M&A With valuations on the rise. The battle continues for best of breed tools from upstarts like CrowdStrike and Okta and Zscaler versus sweets from big players like Cisco, Palo Alto Networks and Fortinet. Growth is going to continue to drive valuations. And so let's keep our eyes on the cloud, remains disruptive and for some provides momentum for others provides friction. Security practitioners will continue to be well paid because there's a skill shortage and that's not going away despite the push toward automation. Got in talk about machine intelligence but AI and ML those tools, there are two edged sword as bad actors are leveraging installed infrastructure, both tools and behaviors to so called live off the land, upping the stakes in the arms race. Okay, this is Dave Vellante for Wikibon's CUBE Insights powered by ETR. Thanks for watching this breaking analysis. Remember, these episodes are all available as podcasted Spotfire or wherever you listen. Connect with me at david.vellante at siliconangle.com, or comment on my LinkedIn. I'm @dvellante on Twitter. Thanks for watching everybody. We'll see you next time. (upbeat music).

>>law from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back to Las Vegas. Lisa Martin with John Ferrier, The Cube at AWS Reinvent 19 Lots of buzz. You can probably hear a little bit of it behind us here. There's about 65,000 people projected to be at a W s reinvent this week. Wow, we're very excited to welcome a distinguished guest and a distinguished architect from Splunk. Back to the Q r didn't murder, do you? Welcome back. >>Thank you very much. Thanks for having me back. >>Great to have you here. So let's kind of talk about here. We are re invent lots of news, lots of stuff. Lots of buzz going on. What kind of the latest with Splunk and a del us. >>All right, so the latest Splunk is obviously acquired us significance. The deal closed in trouble, So we're very excited about that. Um on we really feel that it's a it's a manager off complementary technologies, which is what I want some of the things we probably we can discuss later We're also very excited because we got acquired. Then we were able to go to dot com where we, you know, introduce the combined companies together. But then, at a cubicle on recently, we made a couple of very interesting product announcement that we're excited about, which is way discussing lots of reinvent conference. The 1st 1 is we have a brand new kubernetes experience called the community's Navigator, which we feel is a far, far better way Thio understand and make sense of the community environment. As you know, it's taking getting a lot of traction as a technology. So we're very excited about that because it not only gives you the infrastructure of you, but it also gives it the operators view, which I think operas. We really appreciate it. Three other thing that we're also focusing on. Obviously, if Splunk acquired US logs is an important part of this equation way are doubling down on the ability to ingest logs and make metrics out of them. You know, one of the things we've always discussed is how metrics every lightweight and actionable think that you can put on dashboard. You could put a lot son on the ability. Doing just logs and make them into metrics gives you that capability on the log data. We had a very interesting announcement around AWS. Fire lands on so on where you would be able to take love data from Splunk or other sources, and they bring them in as metrics to the system. The 13 has to do with the growing traction off open source standards. So we were actually very excited to make some contributions in the open telemetry project that we can discuss also later. But the idea is we want to promote open standards on open source, especially in instrumentation in the monitoring. Really? So that's kind of what's new >>question that's here at Amazon this week in this points to your success is observe ability, jazz he's laying out. This is distributed cloud Senator Gravity public Cloud Edge Outpost, Native AWS, Outpost five G with Verizon Wavelength All points to a lot of things. Move around, move compute to the edge where the data is so it speaks of large scale people having a hard time of doing it themselves on observe abilities. Harder and harder to roll your own are managed multiple tools. What are you guys doing to solve that problem? And how do you shape that going forward? >>That's a great question. Like the thing that blows my mind every time I come to reinvent is just the sheer variety of new things that comes across on. People are adopting them. All of these, he mentioned a bunch of different service is that I've got a lot of traction, got a lot of users, so that's happening across the user base. And then the question on D A. Y is because it's no longer about just building a database or, you know, things that you can sort some data and make some credit. It's about building the solution. A good solution. Need to support all the system. The service is that the customer the engineers are using right, so just keeping up with the sheer pace of innovation. Keeping that system up today is extremely, extremely hard. And so I feel that in generous making, less and less sense for most companies to try to roll their own observe ability, they would rather choose good tools that can sort of empower them that can able to move faster and invest in the people and process is part of it, which is also very, very key because >>the downside of rolling your own doing it yourself sure, what are some of the consequences that might happen? >>So in general, the people, the reason people want to build a couple of reasons, right? So one is they might undervalue, like the capabilities that good of the ruling might provide you, they might be afraid of the cost, like observe ability was cheap or free. Most people probably wouldn't build it. Some of them still vote because they might be afraid of vendor locking. Vendor lock in is a problem, and you don't want to be locked into vendors. Right? And what I feel in the terms of the risks is like if you consider observe ability as a cost center and not as an enabler, then you probably gonna try to do D i Y. But I think the view to the right view to have is think of it is something that accelerates your innovation and some of the risks of the advice. If you don't build something that's really capable that can that can do all the border or something that a system. Should you're gonna get slowed down, your innovation is gonna get slowed down. Another very thing, common pattern that we see a lot is maintaining, maintaining that it is a lot of resource is and people to build and maintain such a system. It's easy to prototype something and get it going, But are you going to be able to maintain the head count higher and grow the team on a long term basis? Because it's not something you can suddenly decide? Oops. I made a mistake. Time for a change. >>But change is difficult in any aspect of life. Changed management is something that we talk about office. It's way easier said than done. One of the things Andy Jassy talked about this morning and alluded to this and John's exclusive interview with him the other day was that the transformation needs to start at the top. It needs to be an executive level, a senior level and an aggressive tops down push in your experience in the last couple of years, what are some of the things that you're seeing companies in terms of the senior leadership embracing a understanding where D I y is useful where it's not, but also pushing that I want Oh my God, guys pushing it down from the top. So folks understand why this type of change is fundamental to a business to be competitive, >>right? So in general lighting, the focus is all on, like innovating, faster moving faster, keeping customers happy. Fundamentally, that's what we're doing. You know, our CMO Tom Bueller likes to say that you know the business. The Internet moves at the speed of life, a speed of life, Israel time, right? And so outages, Any kind of issues. They really affect your brand. And that's something that we need to avoid, like the plague, right? And that's gonna wear again. Observe. Ability comes in because this is the thing that's gonna allow you to find out renting There are. But more importantly, even when you don't have outages, the confidence that teams get in making changes, whether it be configuration changes or coat, which is a setup because they have a good system backing them up, is very, very critical. Right now. You can go D i y. You can go with a vendor solution, potentially terrifying, especially you can build one, but I think from top down. The important thing is like you have to be very clear about what you want out of it. And what are those things that you want to accelerate or make better in your organization? If your goal is, I want faster innovation, more code pushes, more changes, less deception like I feel that message needs to be done so that engineers understand that from management perspective, there's full support for this on their empowering you again. Where the two comes from is less important. But I think having those goals very clear and having that culture set from the top is very critical. >>A lot of open source discussions were hearing it here, laying out multiple databases you got pie towards you got tensorflow in machine, learning side on more and more kubernetes again, that's all speaks to where the service measures air going in. Micro Service's There's a lot of talk around open instrumentation open telemetry. What's your take on this? What is what's going on there? Can you share your commentary on those two things? >>Yes, so injured, as you know, like from the beginning, where since in Olympics started, we always believed that instrumentation should be open standards based. There should not be propriety instrumentation. They should be vendor lock in. It was a little bit perhaps ahead of the time, and we started off, but you can see that trend really accelerating now. But at this point, because of the sheer variety of service is and so on, it's very, very hard to build proprietary everything that supports all the all the things out there. What we're seeing is more bottoms up, open source, open standards efforts. Right, And that is great because A for the guys who are doing d i y. Because they don't want vendor lock in open standards is great because you're not really locked into a vendor in your environment. What you're doing is using a different back end, whether it be you know, your own or would it be a vendor's? Some of the things that we're doing is we're actually very happy to see this acceleration, and we're actually helping make that more so. Way just contributed pretty significant open telemetry project, which, as you know, is a way to instrument your environment for traces and metrics and logs eventually and so we actually donated the signal if Ickes smart Asian, which is pretty wonderful because it's a survey that's an agent that's running on your instances on your host, discovers as nuisances pop up. So, you know, speaking of community is the perfect fit for that, and it will start monitoring them and sending you did up on by making it by donating it to open telemetry. Were hoping to sort of accelerate out of the goodness and so that you know, all customers all use it. Whether they're significant customers or not should be able to benefit from that. >>Is an open source the source code? Or is it open as >>it's open source? There's two aspects to it is open standards as well as open. Both of them are happening because through the Amish in acquisition, we're now actually a pretty cool part of the open telemetry effort. So we're not really helping find finalize the standards, but also donating actual source code and components. >>Take a minute to explain. Signal FX is evolution now that you're in Splunk, right? What's changed? What's still the same? What's how is it? Evolve, how a signal effects evolved because you guys were really early ahead of it. A lot of people, but a lot of market power, great customer base and tech. What's the impact of Splunk and signal FX? >>Yes. So you know there's this cliche which is one plus one equals three. It kinda almost feels true here because, like I really, every time I think about this acquisition, it just feels how complimentary these two companies were because we have metrics and traces. Blanc has the best loss platform. But one of the things that we lot of times don't understand is he also a bunch of other technology which is highly relevant to the observe ability, space. For example, the acquired A company called Phantom, which is into automation, which is right up our alley because I feel like after all this mess has died down a little bit on communities, automation is gonna be the next frontier. They're fantastic. Automation platform built the security automation tool called Mission Control based on that, and now we're looking at how we can bring that into observe ability. Another example is incident management, Broncos Victor Ups, which is again exactly right up our alley. So we feel that we can really build a portfolio of solutions that work really, really well, that's one aspect. The other aspect, as you mentioned, is just the market power. And the resource is that's behind us, which is wonderful. For example. They're quite our mission, which is a fantastic complimentary technology to us, and we're working very quickly to sort of integrate the two together. Similarly, is getting the introductions. Having the financial benefit of a Splunk behind us is wonderful to have. So I think it'll only accelerate our >>congratulations on a great venture. I know you guys stayed the course and rightfully so great payday. But great outcome with Splunk Win is a win win. Yes, I gotta ask you the entrepreneurial question because a lot of people are saying, Oh my God, Amazon sucking up all the auction out of the room, Large scale. Got red shifts taking over this. That's taking over that someone's eating someone. Okay, I don't believe that. I believe that there's still a lot of opportunity for entrepreneurs because of this Born in the cloud and reborn in the cloud a new next gen architectures are developing with EJ. What's your opinion on this? As a cloud of alls What's the dynamics? And entrepreneurs and people thinking about innovating and either pivoting or reimagine their business? How should they be thinking about how to win in the new model? What are some of the architectural things that could bet on? What's your expert opinion on that? >>That's a good question. So I have some thoughts on it. Everybody might area once, right? So I feel like move to cloud is just happening. It's happened. Everything is going to move to the cloud. So I think the fundamental technologies like the databases, etcetera, that cloud provided they're always gonna have an advantage because they're going to be able to run it in a more performance way. But the thing that they're doing us a great favour are entrepreneurs is they're making a lot of different service is available to us now. They're not always necessarily all working well together to solve a specific use case. So I feel that they're giving us a tool set, among other things, to combined together to provide solutions for the problems that users organizations are facing. Not necessarily the platform but but the solution, the vertical on top of it. I think there's a lot of opportunity there, as well as sort of just new types of technology you can. As an entrepreneur, you can still build technology that the cloud provider might find as valuable, and they might want to buy you there right when I use you. So there's always opportunity there. But I think they're so busy building that the substrate, this enormous amount of opportunities for further up north. That's kind of my opinion. >>That's great opinion. >>Last question for you on the parlay of opportunity and the career that you've had as cloud is evolving the next gen of the cloud to Toto that John's calling it, and data becomes the critical element that can fine business differentiation and competitive advantages. What are some of the next industries you really think our prime to completely transform? If they get it right, >>I think we're still stop. It is a whole lot of talk of machine learning. I think we're just scratching the surface. I think what's happened is at this point it has become accessible enough on viable enough to be applied to different places. So every day we see a new headline where basically similar techniques were applied to this use case or that this case, and it's amazing being health care, transportation, you name it like digital business. It's happening all the way on our side, on our side of the fence. I feel a Splunk or a signal effects. We want to see a lot of that happening on our side of the fence, because again, because of the complexity, wonder thing that we have discussed with John earlier is how we feel machine learning and artificial intelligence gonna help us operate more efficiently because humans are going to be able to not really rock the entire complexity of what's out there. So I feel there's a lot of assistance that it can provide. That's one area which I think is interesting, And I feel also that one of the things we discussed within Signal FX is his move towards automation automated everything because complex systems, they just need to run themselves At some point. Humans cannot really go and make all the decisions like my my mainframe, itjust kind offer it to tell you we're not really in the middle of it, right to some extent. Similarly, I feel there's not a lot of action gonna happen on Automated Cloud and automated opposite really automated everything. So I think that's another sort of big area that I see happening on one thing that I also like to say that I don't want to make predictions because, like the world is so different from 10 years ago to now, it just blows my mind. I don't know whether I would have been able to sort of think what's gonna happen. So I only wonder what the next five years they're gonna >>bring. Love that opponent. You're >>right. Even a few years ago today, mine are just thank you for joining John A B on today. We appreciate your time. >>Thank you very much >>for John Ferrier. I'm Lisa Martin. You're watching the Cube from Reinvent 19 and Vegas will be right back.

>>Live from Seattle, Washington. It's the cube covering Smartsheet engage 2019 brought to you by Smartsheet. >>Welcome back everyone. You are watching the cube and we are here in Seattle, Washington at Smartsheet engage 2019 I'm your host, Rebecca Knight along with my cohost Jeff Frick. We're joined by Mark Klein. He is the principal at populace. Thank you so much for coming on the show. My pleasure. Thank you. So you have a very cool job. Tell our viewers a little bit about populace and about what you do. Sure. So populace is actually an architect firm. Our main focuses architecture. We one of the largest sports architecture firms in the world. So we build stadiums and arenas and convention centers and airports and places that people gather is our bread and butter is over 500 worldwide employees that work on that. But we have an event office out of Denver, Colorado where we take our architectural principles and apply them to major gatherings of people in the sporting world and other areas. >>And these are sporting include the includes include the final four >> in the Olympics and all of your NFL major events that are not a regular season game. All of your inner NHL events that happen in stadiums outdoors, all star games, things like that. Any major event, it's a nonstandard event. They really call on us to help make sure that that goes off without a hitch. Yup. >> All right, so talk a little bit about what it was like before you believe what it was like before you use Smartsheet and entered the, the headaches and the problems and that and now what life is like now. Sure, >> so a little more than 10 years ago when I joined the firm, we had a good stable of events and events. We're still kind of just operating off spreadsheets and back in napkins and drawings and things like that as security and to nine 11 was actually a major factor in kind of the growth of our industry where events now had to be planned a little more with more scrutiny. >>We needed a way to better pull our information together and get everybody to to, to, to collaborate on one set of drawings, one schedule who's doing what and when. And Smartsheet has become that prime resource for all of our event planning >> and for in for an event, there's so many outside contractors that you guys have to orchestrate with, whether it be the teams and the associations and the security and the venue and the concessions. The list goes on transportation, on and on and on. So to be able to bring outsiders into your project, >> and that's a new set every year with every event. So you think of the final four, we're going to a new city every year. So EV, I have literally eight months to work with a team to plan a major event that's going to be seen by hundreds of millions of people. And then I've got to pick up and do it again in another city and then another. >>And we're doing that across dozens of events across our team every year. So we may have a vendor that touches the system once. We may have someone who sees us once every third year. So within our environment we have extremely high turnover of people. We have very short period to get them up to speed and working with us. So Smartsheet has been really, really a big part of Hey I need you to better get in here, get your information and work with the tool, get us the information and guess what, you're going to get some feedback on this one too. So it benefits them. >>Right. It's just interesting to me that the level of granularity and detail, you know, we get, we go to a lot of events, obviously there's so much minutia that you have to keep track of from printing on the napkins, you know, to signage, etc. But at the same time, especially in the sporting world, you know, there can be huge changes, you know, especially at the same plow who wins a game, changes the venue. Right? So how do you, how do you use a tool to manage the boat? The tremendous detail when you have the opportunity to plan versus the change of plan a we got to got to shift, >>he hears well so, so we use a lot of the tools that Smartsheet is has built into it for automation. So for example, at the final four, we don't know our teams until Sunday night and that that that Monday we have decor going up, team specific decor. So locker room assignments. As soon as the game is final we send out notifications in Smartsheet to the decor printers that you're printing this graphic, this size, these a locker room assignments, these are the bus assignments. So all of that is, is queued up and ready to go. Um, so a lot of those last minute things that you may think of, we've thought through them and are ready to trigger as many as we can. You're never 100%, but if we can get that 80% 90% triggered and out the door as soon as the decision is made or the team has decided that lets us deal with those others that are a little less planned. >>So, but those are ones where, you know, those are sort of the known unknowns. What about when you have the unknown unknowns, when things like bad weather can affect an event or, I mean, how do you, how do you use Smartsheet into change on a dime when that happened? >>So, um, we, we plan and we plan and we plan. So for example, bad weather is something we have multiple plans for. But where Smartsheet comes into play as I have real time scheduling information sitting on my screen in a control room at an event. So if we have a weather event, we have two or three options that we can pick from. But I'm now looking at the realtime Smartsheet schedule going, all right, if we select option one, be aware we're going to affect these items. If we go with option two, these are the items. So it's the information that has been gathered through that planning phase and everybody's put their information in. So I know what our action is going to cause and the ripple effects of those. >>And Lindsay, the smart, the choose your own adventures when you were a kid reading those, choose your own adventure, want to open >>a door and guess what's there. I want to open a door of a decision and know that this is the follow on effect and I can look at the schedule and the vendors involved of who I'm about to impact with my decision. Right. And do you have the car, you have the comms and all that stuff dialed in there as well? Correct. Yeah. So we're on radio and we're, you know, these, these events, we run control centers. So there's eight or nine of us sitting in a control room. I, I send Mark meter a picture every year of my Smartsheet screen with some field of play behind it, beautiful ball or basketball field and go smart. We're ready to go, keep it up, keep it running for the next few hours. So, um, yeah, it's a, it's a, it's a fairly intense time. Um, when, when we opened doors or we turn on the cameras if those events, because let's face it, there's 70,000 people sitting there and there's usually three triple digit, a hundred millions of people watching on television. >>So it has to go right. That's a lot of pressure. Yes. How do you deal with it? How does your team deal with it? I mean you're used to it of course, but is there, uh, it's the confidence in the plan. I think that has really shaped how we get to that point and don't and don't overreact or get too caught up in the moment. So, um, what we do within the planning of, of our events and with our staff and is we put everybody's tasks in in Smartsheet of course. So my tunnel captain only has to focus on the 40 things that he or she is responsible for. So he may be standing at a team tunnel and we've extracted from the schedule are Austin, here are your 40 items. Don't worry about every, all the chaos going around you. Cause I've got 40 other people out working those items. >>So we filter schedules by either location or staff member so that they can put their blinders on and stay focused on their tasks. And that's really how people can focus and stay. Stay in the moment. What's coming next? What do I need to worry about? Cause there's 4,000 line items in that schedule. I can't have him trying to figure out what are his right at that moment. Mark, I would shift gears a little bit cause you guys came from an architectural bet, the company's architectural background and buildings, venues and stadiums. We just had the new chase. Then you just got finished in San Francisco. Beautiful new facility as the way you guys think about, it's kind of people centric. It's Vinnie's for people in its events for people. What are some of the kind of the guiding principles that make for a good event? A good venue from the people experience point of views. >>There's really multiple sets of customers that I look at at every venue. Obviously we always started the field of play. You gotta get that right? It's gotta be a hundred yards long. It's gotta be. And I thought they broke that rule the other day. We won't go there. Um, so feel to play out. So you've got your competitors, your spectators, and then your operators. All three of those. We focus on all of them equally because if one piece of that triad doesn't work, then the overall experience doesn't work. So obviously the field of play honestly is the easiest part to deal with. But it's an important part. So you look at how a team is going to arrive at a venue bus, whatever the case may be, so that they get to their locker room, get to their services that out to their field and back and forth to media obligations. >>So you don't want to put a media work room halfway across the stadium because then they're making a long Trek. It's a little things like that in the, in the team component, spectators, obviously theirs could be 50 to, if it's a baseball park, 50,000 up to 70,000 in a stadium. We want to ensure that they're going to fully enjoy their two to four hours in that building. Um, so we work on scheduling with our vendor. The one of the biggest things we found in the, in that area is we have really engaged with our contractors, the concessions folks, because they were kind of operating on their own. So engaging concessions to say, don't be moving product when there are people in the building, no one, the timeouts are, we'll call you from control based on the schedule so that we're synchronizing building operations so that they're, the customers are running out of water. >>Well we didn't run out of water, we couldn't get it to you. So things like that are really important to our planning. And then the group that really gets overlooked at, I spend a lot of time on is the people that helped build and get the building ready. Because if my vendors are having a rough time getting their things in the building or building the platform I've asked for or setting up the stage, they're just not going to be in a good frame of mind when the lights turn on. And I want everybody to be, yeah, let's go. We've had a great experience in the five days leading up to this event, whatever it may be. I'm ready now to put on a show. So we use Smartsheet IX so much with our vendors to help guide them through the build process, scheduling, deliveries, getting their credentials where they're going to park and where do I take my breaks? >>Everything is there at their fingertips. So even the mom and pop vendors that I deal with, and there are quite a few of them from city to city, feel like they're as important as my Avi company. So they're excited. They do their load in there like, Hey, this is a great experience and now they're here to help support the event. And then when I call and go, guess what? We have a problem. I need your help. They're going to share, Mark, what can we do? Right? Cause they're there, they're enthusiastic and they didn't feel like I beat 'em up right during that load in great, great insight. People centric. But you're talking about it's treating people like people, not just that they are some cog in the wheel that they are to to execute this task. Right, right. Yeah. No happy staff deliver happy events. >>So what's next in terms of, in terms of a broader adoption in terms of more improvements that you're seeing on the pipeline? Um, so I'm really excited about the collaboration component that was announced today at the keynote. Um, we are an architect firm, so the base of all of our plant, all of our events is a set of drawings, drawings that show what we need, where it is, when it's gonna happen. So all of our non drawing material has lived in Smartsheet for 10 years. I'm now gonna be able to bring those drawings in and get the collaborative information to feedback. So we take a drawing, we'll send it to CBS and say, please Mark up how you think we've drawn your broadcast compound. That has all been email. Now with this collaboration tool, it's going to live in Smartsheets. So I cannot tell you how excited I am about the collaboration component. >>It's gonna. It's gonna really streamline how we do our business. I, I'm kinda lost for words to get in there and try it. My staff is gonna probably go Mark. You can't go to any more conferences, but, uh, I think it's really going to be a great addition to our work process. Um, the other one that has been a personal part of mine, a personal goal that I've seen is the adoption by our staff are the to day work process. Um, I listened in the office, we have a big open work plan space and I listened for my staff going, I've got to put this plan together, attract this and I go, I literally will stand up and walk over. Have you thought about using Smartsheet? And half of the time they haven't. And um, I will say, let me help you through it. Let me get you started and see if it works for you. >>Um, so that organic growth with Smartsheet, um, is, is the big step that we're doing on a day to day basis, um, to get staff introduced to a new way to work and be more collaborative of how they, they manage your information. So, um, just that that kind of growth is, is, is ongoing. Um, but after I've been to the conference, I can say I've got a little more knowledge about it. Let me, uh, let me, uh, help you out a little bit and get you to use it. Right, right, right, right. And you're even finding ways to use it in your personal life, you said? Sure. I use it for home tasks. We plan, we plan our kid's birthday celebrations in it. So my wife and I will share a sheet about who's visiting for graduation. My daughter's high school graduation is coming up. We actually post a forum on Smartsheet coming where they staying at the tag that I put up on the wall over there as people think I work for Smartsheet with how much we use it. So yes, it bleeds into the personal life, but why not exactly a word. I don't fix it. Thank you so much for coming on. The show is a lot of fun talking pleasure. Thank you. Thank you both. Thank you. I'm Rebecca Knight for Jeff Frick. Stay tuned. Have more of engaged 2019 here in Seattle. You're watching the cube.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by IBM Wear and its ecosystem partners. >> Welcome back to the cubes Live coverage Of'em World 2019 in San Francisco, California We're here at Mosconi North Lobby. Two sets. Jumper of my Coast. David wanted Dave 10 years. Our 10th season of the cue coming up on our 10 year anniversary May of 2020. But this corner are 10 years of the Cube. Our next guest is Sanjay Putting Chief Operating Officer Of'em where who took the time out of his busy schedule to help us do a commemorative look back. Thanks for coming to our studio. Hello, John. That was great. Fans of yours was really regulations on the 10 year mark with the, um well, we really appreciate your partnership. We really appreciate one. Things we love doing is covering as we call that thing. David, I coined the term tech athletes, you know, kind of the whole joke of ESPN effect that we've been called and they're really tech athlete is just someone who's a strong in tech always fighting for that extra inch. Always putting in the hard work discipline, smart, competitive. You get all that above. Plus, you interviewed athletes today on state real athletes. Real athletes, Tech show. So I guess they would qualify as Tech athlete Steve Young. That's pretty funny. It was a >> great time. We've been trying to, you know, Veum World is now the first time was 2004. So it's 1/16 season here, and traditionally many of these tech conference is a really boring because it's just PowerPoint dead by power point lots of Tec Tec Tec Tec breakout sessions. And we're like, You know, last year we thought, Why don't we mix it up and have something that's inspirational education We had Malala was a huge hit. People are crying at the end of the session. Well, let's try something different this year, and we thought the combination of Steve Young and Lyndsey one would be great. Uh, you know, Listen, just like you guys prepped for these interviews, I did a lot of prep. I mean, I'm not I'm a skier, but I'm nowhere close to an avid skier that watch in the Olympics huge fan of Steve Young so that part was easy, but preparing for Lindsay was tough. There were many dynamics of that interview that I had to really think through. You want to get both of them to converse, you know, he's She's 34 he's 55. You want to get them to really feel like it's a good and I think it kind of played out well. >> You were watching videos. A great prep. Congratulations >> trying t o show. It's the culture of bringing the humanization aspect of your team about tech for good. Also, you believe in culture, too, and I don't get your thoughts on that. You recently promoted one of your person that she has a chief communications Johnstone Johnstone about stars you promote from within. This >> is the >> culture you believe it. Talk about the ethos. Jones is a rock star. We love her. She's just >> hardworking, credible, well respected. Inside VM where and when we had a opening in that area a few months ago, I remember going to the her team meeting and announcing, and the team erupted in cheers. I mean that to me tells me that somebody was well liked from within, respected within and pure level and you know the organization's support for a promotion of that kind of battlefield promotion. It's great big fan of hers, and this is obviously her first show at Vienna. Well, along with Robin, Matt, look. So we kind of both of them as the chief marketing officer, Robin and Jones >> and Robinson story. Low Crawl made her interim first, but they then she became Steve Made it Permanent way. >> Want them to both do well. They have different disciplines. Susan, uh, national does our alliances, you know, if you include my chief of staff for the six of my direct reports are women, and I'm a big believer in more women. And take why? Because I want my Sophia, who's 13 year old do not feel like the tech industry is something that is not welcome to women in tech. So, you know, we really want to see more of them. And I hope that the folks who are reporting to me in senior positions senior vice president is an example can be a role model to other women who are aspiring, say, one day I wanna be like a Jones Stone or Robin. Madam Local Susan Nash, >> John and I both have daughters, so we're passionate about this. Tech is everywhere, so virtually whatever industry they go into. But I've asked this question Sanjay of women before on the Cube. I've never asked him in. And because you have a track record of hiring women, how do you succeed in hiring women? Sometimes way have challenges because way go into our little network. Convenient. What? What's your approach? Gotta >> blow off that network and basically say First off, if that network is only male or sometimes unfortunately white male or just Indian male, which is sometimes the nature of tech I mean, if you're looking for a new position, tell the recruiters to find you something that's different. Find me, Ah woman. Find me on underrepresented minority like an African American Latino and those people exist. You just have a goal. Either build a network yourself. So you've got those people on your radar. We'll go look, and that's more work on us, says leaders. But we should be doing that work. We should be cultivating those people because the more you promote capable. First off, you have to be capable. This is not, you know, some kind of affirmative action away. We want capable people. Someone shouldn't get the job just because they're a woman just because the minority, that's not the way we work. We want capable people to do it. But if we have to go a little further to find them, we'll go do it. That's okay. They exist. So part of my desires to cultivate relationships with women and underrepresented minorities in the world that can actually in the world of tech and maintain those relationships because you never know you're not gonna hire them immediately. But at some point in time, you might need to have them on your radar. >> Sanjay, I wanna ask you a big picture question. I didn't get a chance to ask path this morning. I was at the bar last night just having a little dinner, and I was checking out Twitter. And he said that the time has never been. It's never been a greater time arm or important time to be a technologist. Now I saw that I went interesting. What does that mean? Economic impact, social impact? And I know we often say that, and I don't say this to disparage the comment. It's just to provide historical context and get a get it open discussion about what is actually achievable with tech in this era and what we actually believe. So I started to do some research and I started right down. First of all, I presume you believe that right on your >> trusty napkin at the >> bar. So there has never been a more important time to be a technologist. You know, it's your company at your league. You know, Pat, I presume you agree with it. Yeah, absolutely. I slipped it back to the 1900. Electricity, autos, airplanes, telephones. So you we, as an industry are up against some pretty major innovations. With that historical context, Do you feel as though we can have a similar greater economic and social impact? >> Let's start with economic first and social. Next time. Maybe we should do the opposite, but economic? Absolutely. All those inventions that you >> have are all being reinvented. The technology the airplanes all been joined by software telephones are all driving through, you know, five g, which is all software in the future. So tech is really reinventing every industry, including the mundane non tech industries like agriculture. If you look at what's happening. Agriculture, I ot devices are monitoring the amount of water that should go to particular plant in Brazil, or the way in which you're able to use big data to kind of figure out what's the right way to think about health care, which is becoming very much tech oriented financial service. Every industry is becoming a tech industry. People are putting tech executives on their boards because they need an advice on what is the digital transformations impact on them cybersecurity. Everyone started by this. Part of the reason we made these big moves and security, including the acquisition of carbon black, is because that's a fundamental topic. Now social, we have to really use this as a platform for good. So just the same way that you know a matchstick could help. You know, Warm house and could also tear down the house. Is fire good or bad? That's been the perennial debate since people first discovered fire technology. Is this the same way it can be used? Reboot. It could be bad in our job is leaders is to channel the good and use examples aware tech is making a bit force for good. And then listen. Some parts of it may not be tech, but just our influence in society. One thing that pains me about San Francisco's homelessness and all of the executives that a partner to help rid this wonderful city of homeless men. They have nothing to attack. It might be a lot of our philanthropy that helps solve that and those of us who have much. I mean, I grew up in a poor, uh, bringing from Bangla, India, but now I have much more than I have. Then I grew up my obligations to give back, and that may have nothing to do with Tech would have to do all with my philanthropy. Those are just principles by which I think when you live with your a happier man, happier woman, you build a happier >> society and I want to get your thoughts on common. And I asked a random set of college students, thanks to my son that the network is you said your daughter to look at the key to Pat's King Pat's commentary in The Cube here this morning that was talking about tech for good. And here's some of the comments, but I liked the part about tech for good and humanity. Tech with no purpose is meaningless tech back by purposes. More impactful is what path said then the final comments and Pat's point quality engineering backing quality purpose was great. So again, this is like this is Gen Z, not Millennials. But again, this is the purpose where it's not just window dressing on on industry. It's, you know, neutral fire. I like that argument. Fire. That's a good way Facebook weaponizing Facebook could be good or bad, right? Same thing. But the younger generation. You're new demographics that are coming into cloud. Native. Yeah, what do you think? >> No. And I think that's absolutely right. We have to build a purpose driven company that's purposes much more than just being the world's best softer infrastructure company or being the most profit. We have to obviously deliver results to our shareholders. But I think if you look at the Milton Friedman quote, you know, paper that was written that said, the sole purpose of a company is just making profits, and every business school student is made to read that I >> think even he >> would probably agree that listen today While that's important, the modern company has to also have a appropriate good that they are focused on, you know, with social good or not. And I don't think it's a trade off being able to have a purpose driven culture that makes an impact on society and being profitable. >> And a pointed out yesterday on our intro analysis, the old term was You guys go Oh, yeah, Michael Dell and PAD shareholder value. They point out that stakeholder value, because now the stakeholder Employees and society. So congratulations could keep keep keep it going on the millennial generation. >> Just like your son and our kids want a purpose driven company. They want to know that the company that working for is having an impact. Um, not just making an impression. You do that. It shows like, but having an impact. >> And fire is the most popular icon on instagram. Is that right? Yeah, I know that fire is good. Like your fire. Your hot I don't know. I guess. Whatever. Um fire. Come comment. There was good Sanjay now on business front. Okay, again, A lot of inflection points happen over 10 years. We look back at some of this era, the Abel's relationship would you know about. But they've also brought up a nuance which we talked about on the intro air Watch. You were part of that acquisition again. Pig part of it. So what Nasiriyah did for the networking STD see movement that shaped VM. Whereas it is today your acquisition that you were involved and also shaping the end user computing was also kind of come together with the cloud Natives. >> How is >> this coming to market? I mean, you could get with >> my comparison with carbon black there watch was out of the building. Carbon black is not considered. >> Let's talk about it openly. And we talked about it some of the earnings because we got that question. Listen, I was very fortunate. Bless to work on the revitalization of end user computing that was Turbo charged to the acquisition of a watch. At that time was the biggest acquisition we did on both Nice era and air watch put us into court new markets, networking and enterprise mobility of what we call not additional work space. And they've been so successful thanks to know not just me. It was a team of village that made those successful. There's a lot of parallels what we're doing. Carbon, black and security. As we looked at the security industry, we feel it's broken. I alluded to this, but if I could replay just 30 seconds of what I said on some very important for your viewers to know this if I went to my doctor, my mom's a doctor and I asked her how Doe I get well, and she proposed 5000 tablets to me. Okay, it would take me at 30 seconds of pop to eat a tablet a couple of weeks to eat 5000 tablets. That's not how you stay healthy. And the analogy is 5000 metres and security all saying that they're important fact. They use similar words to the health care industry viruses. I mean, you know, you and what do you do instead, to stay healthy, you have a good diet. You eat your vegetables or fruit. Your proteins drink water. So part of a diet is making security intrinsic to the platform. So the more that we could make security intrinsic to the platform, we avoid the bloatware of agents, the number of different consuls, all of this pleasure of tools that led to this morass. And what happens at the end of that is you about these point vendors, Okay, Who get gobbled up by hardware companies that's happening spattered my hardware companies and sold to private equity companies. What happens? The talent they all leave, we look at the landscape is that's ripe for disruption, much the same way we saw things with their watch. And, you know, we had only companies focusing VD I and we revitalize and innovative that space. So what we're gonna do in securities make it intrinsic and take a modern cloud security company carbon black, and make that part of our endpoint Security and Security Analytics strategy? Yes, they're one of two companies that focus in the space. And when we did air watch, they were number three. Good was number one. Mobile line was number two and that which was number three and the embers hands. We got number one. The perception in this space is common. Lacks number two and crowdstrike number one. That's okay, you know, that might be placed with multiple vendors, but that's the state of it today, and we're not going point against Crowdstrike. Our competition's not just an endpoint security point to a were reshaping the entire security industry, and we believe with the integration that we have planned, like that product is really good. I would say just a cz good upper hand in some areas ahead of common black, not even counting the things we're gonna integrate with it. It's just that they didn't have the gold market muscle. I mean, the sales and marketing of that company was not as further ahead that >> we >> change Of'em where we've got an incredible distribution will bundle that also with the Dell distribution, and that can change. And it doesn't take long for that to take a lot of customers here. One copy black. So that's the way in which we were old. >> A lot of growth there. >> Yeah, plenty of >> opportunity to follow up on that because you've obviously looked at a lot of companies and crowdstrike. I mean, huge valuation compared to what you guys paid for carbon black. I mean, >> I'm a buyer. I mean, if I'm a buyer, I liked what we paid. >> Well, I had some color to it. Just when you line up the Was it really go to market. I mean some functions. Maybe not that there >> was a >> few product gaps, but it's not very nominal. But when you add what we announced in a road map app, defensive alderman management, the integration of works based one this category is gonna be reshaped very quickly. Nobody, I mean, the place. We're probably gonna compete more semantic and McAfee because most of those companies that kind of decaying assets, you know, they've gotten acquired by the companies and they're not innovating. So I'd say the bulk of the market will be eating up the leftover fossils of those sort of companies as as companies decided they want to invest in legacy. Technology is a more modern, but I think the differentiation from Crowdstrike very clear is we integrate these, these technology and the V's fear. Let me give an example. With that defense, we can make that that workload security agent list. Nobody can do that. Nobody, And that's apt defense with carbon black huge innovation. I described on stage workspace one plus carbon black is like peanut butter and jelly management. Security should go together. Nobody could do that as good as us. Okay, what we do inside NSX. So those four areas that I outlined in our plans with carbon black pending the close of the transaction into V sphere Agent Lis with workspace one unified with NSX integrated and into secure state, You know, in the cloud security area we take that and then send it through the V m. Where the devil and other ecosystem channels like you No idea. Security operative CDW You know, I think Dimension data, all the security savvy partners here. I think the distribution and the innovation of any of'em were takes over long term across strike may have a very legitimate place, but our strategy is very different. We're not going point tool against 0.0.2 wish reshaping the security industry. Yeah, What platform? >> You're not done building that platform. My obvious question is the other other assets inside of Arcee and secureworks that you'd like to get your hands on. >> I mean, listen, at this point in time, we are good. I mean, it's the same thing like asking me when we acquired air watching. Nice Here. Are you gonna do more networking and mobility? Yeah, but we're right now. We got enough to Digest in due course you. For five years later, we did acquire Arkin for network Analytics. We acquired fellow Cloud for SD when we're cloud recently, Avi. So the approach we take a hammer to innovations first. You know, if you're gonna have an anchor acquisition, make sure it's got critical mass. I mean, buying a small start up with only 35 people 10 people doesn't really work for us. So we got 1100 people would come back, we're gonna build on it. But let's build, build, build, build, partner and then acquire. So we will partner a lot with a lot of players. That compliment competition will build a lot around this. >> And years from now, we need >> add another tuck in acquisition. But we feel we get a lot in this acquisition from both endpoint security and Security Analytics. Okay, it's too early to say how much more we will need and when we will need that. But, you know, our goal would be Let's go plot away. I have a billion dollar business and then take it from there. >> One more security question, if I may say so. I'm not trying to pit you against your friends and AWS. But there are some cleared areas where your counter poise >> Stevens just runs on eight of us comin back. >> That part about a cloud that helps your class ass business. I like the acquisition. But Steven Schmidt, it reinforced the cloud security conference, said, You know, this narrative in the industry that security is broken is not the right one. Now, by the way, agree with this. Security's a do over pat kill singer. And we talked about that for five years ago. Um, but then in eight of you says the shared security model, when you talk to the practitioners like, yeah, they they cover, that's three and compute. But we have the the real work to d'oh! So help me square that circle. >> Yeah, I think if aws bills Security Service is that our intrinsic to their platform and they open up a prize, we should leverage it. But I don't think aws is gonna build workload security for azure compute or for Gogol compute. That's against the embers or into the sphere. Like after finishing third accordion. And they're like, That's not a goal. You go do it via more So from my perspective. Come back to hydrogen. 80. If there's a workload security problem that's going to require security at the kernel of the hyper visor E C to azure compute containers. Google Compute. >> Who's gonna do >> that? Jammer? Hopefully, hopefully better than because we understand the so workloads. Okay, now go to the client site. There's Windows endpoints. There's Mac. There's Lennox. Who should do it? We've been doing that for a while on the client side and added with workspace one. So I think if you believe there is a Switzerland case for security, just like there was a Switzerland case for management endpoint management I described in Point management in Point Security going together like peanut butter and jelly, Whatever your favorite analogy is, if we do that well, we will prove to the market just like we did with their watch An endpoint management. There is a new way of doing endpoint security. Dan has been done ever before. Okay, none >> of these >> guys let me give an example. I've worked at Semantic 15 years ago. I know a lot about the space. None of these guys built a really strategic partnership with the laptop vendors. Okay, Del was not partnering strategically on their laptops with semantic micro. Why? Because if this wasn't a priority, then they were, you know, and a key part of what we're doing here is gonna be able to do end point management. And in point security and partner Adult, they announced unified workspace integrated into the silicon of Dell laptops. Okay, we can add endpoint security that capability next. Why not? I mean, if you could do management security. So, you know, we think that workspace one, we'll get standing toe work space security with the combination of workspace one and security moving and carbon black. >> Sanjay, we talked about this on our little preview and delivery. Done us. We don't need to go into it. The Amazon relationship cleared the way for the strategy in stock price since October 2016 up. But >> one of the >> things I remember from that announcement that I heard from the field sales folks that that were salespeople for VM wear as well as customers, was finally clarity around. What the hell? We're doing the cloud. So I bring up the go to market In the business side, the business results are still strong. Doing great. You guys doing a great job? >> How do you >> keep your field troops motivated? I know Michael Dell says these are all in a strategy line. So when we do these acquisitions, you >> had a lot >> of new stuff coming in. I mean, what's how do you keep him trained? Motivated constantly simplifying whenever >> you get complex because you add into your portfolio, you go back and simplify, simplify, simplify, make it Sesame Street simple. So we go back to that any cloud, any app, any device diagram, if you would, which had security on the side. And we say Now, let's tell you looking this diagram how the new moves that we've made, whether it's pivotal and what we're announcing with tanz ou in the container layer that's in that any Apple air carbon black on the security there. But the core strategy of the emer stays the same. So the any cloud strategy now with the relevance now what, what eight of us, Who's our first and preferred partner? But if you watched on stage, Freddie Mac was incredible. Story. Off moving 600 absent of the N word cloud made of us Fred and Tim Snyder talked about that very eloquently. The deputy CTO. They're ratty Murthy. CTO off Gap basically goes out and says, Listen, I got 800 APS. I'm gonna invest a lot on premise, and when I go to the cloud, I'm actually going to Azure. >> Thanks for joining you. Keep winning. Keep motivated through winning >> and you articulate a strategy that constantly tells people Listen. It's their choice of how they run in the data center in the cloud. It's their choice, and we basically on top of all of those in the any cloud AP world. That's how we play on the same with the device and the >> security. A lot of great things having Sanjay. Thanks >> for you know what a cricket fan I am. Congratulations. India won by 318 goals. Is that >> what they call girls run against the West Indies? I think you >> should stay on and be a 40 niner fan for when you get Tom baseball get Tom Brady's a keynote will know will be in good Wasn't Steve Young and today love so inspirational and we just love them? Thank you for coming on the Cube. 10 years. Congratulations. Any cute moments you can point out >> all of them. I mean, I think when I first came to, I was Who's the d? I said ASAP, like these guys, John and Dave, and I was like, Man, they're authentic people. What I like about you is your authentic real good questions. When I came first year, you groomed me a lot of their watch like, Hey, this could be a big hat. No cattle. What you gonna do? And you made me accountable. You grilled me on eight of us. You're grilling me right now on cloud native and modern, absent security, which is good. You keep us accountable. Hopefully, every you're that we come to you, we want to show as a team that we're making progress and then were credible back with you. That's the way we roll. >> Sanjay. Thanks for coming. Appreciate. Okay, we're live here. Stay with us for more of this short break from San Francisco v emerald 2019

(upbeat electronic music) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We are at Oracle Park in San Francisco for a really special event. It's called Sports Tech Tokyo World Demo Day, really bringing together a bunch of innovative companies in the sports tech space, really with a focus on not only sports but beyond sports. And we're happy to have really one of the key players here that made this all happen from Dentsu. He's Fumihiko Nakajima, the Senior Director of Business Development from Dentsu. Welcome. >> Hi, nice to meet you. >> Yeah absolutely. So for people that aren't familiar with Dentsu, give us a little overview of Dentsu as a company and then we'll get into the specific event. >> Yeah, Dentsu has a long history focusing on broadcasting rights and sponsorship for event globally. But combining such kind of global asset and new technology to create a new business in sports tech industry and beyond sports industry. >> Right. So pretty interesting way to do that, so you didn't just go find some interesting companies, you guys have created this event to bring a lot of companies together, demonstrate their technology. What was kind of the thinking and how did you guys get involved? >> Yeah. Combining the new asset and technologies and global asset, there are lot of the Japanese company global brand, SoftBank, ITOCHU, Sony Music, Microsoft, and CBC. Such kind of companies very interested in, create new business with innovative staff all over the world. So that's a basis of this event. >> Right, right. So, you got the Tokyo Olympics coming up in a year, so that's kind of a catalyst to make all this happen. Is there anything special that you see between, you know, kind of sports technology and managing teams, sports technology applied to the athletes, and then sports technology applied to the fan experience that you're most excited about? >> Yeah, that's correct. This is a beginning. Next month world Rugby World Cup, the next year, Tokyo Olympic and Paralympic we have. That's a beginning, so, you know the, the sports and live entertainment beyond live entertainment, health cares, biometrics, bio mechanics, from the point of sports. But we enter into the new field and explore the new business field. >> Jeff: Right. >> With the great start-ups and industry leaders on the basis, that who joining these communities. >> Right, right. No, it's pretty interesting because you know the, companies spend so much money now on the players and really look at them as investments. A lot of players get hundred million dollar contracts now. So it's pretty interesting on kind of the health care and the like we talked earlier, sleep and nutrition-- >> Yeah. >> And all these things to keep that athlete performing, are really applicable to everyday people like you and me. >> Yeah. You know that Dentsu has more than one century history in marketing and branding all over the world. And our assets, such kind, properties and, global network, will really help the new technologies and new start up, the new business field. >> Jeff: Right. >> Grow rapidly. >> Jeff: Right. >> All over the world. >> Right. It's interesting, too, that so much of the stuff around the sports, you talked about sponsorship and rights beyond just the score, you know, is so important these days. To feed the 24/7 news cycle, to do fantasy sports, the changes in the gambling law, so there's so much stuff around sports that's beyond the sport that's watched in this industry grow and grow and grow. >> Yeah it's a very interesting point. We know new, legal we will need, a new legal and a new set-up structure for the new business. >> Jeff: Right. >> In specific Tokyo, a lot of specialist joined to help such kind of structures for the futures. >> Right. So before I let you go, it's a busy day, have you been to this park before, home of the Giants, and what do you think? >> Yeah very, very, very special day. It will be very memorable day that one of the best historic venue in America, the San Francisco Giants stadium, Oracle Park. We really excited to share our progress, concrete progress, and want to expand our trial to all over the world. >> Great, well thanks for inviting us and we're, we're excited to watch the story unfold. >> Yeah, thank you. >> Alright. He's Fumihiko, I'm Jeff, you're watchin' theCUBE. We're at Oracle Park in San Francisco, thanks for watching. (upbeat music)

>> Hey, welcome back, everybody. Jefe Rick here with the Cube were at Oracle Park, and they're moving a bunch of dirt downstairs, but we're happy to be her. Anyway. We're here to really cool thing called Sports Tech Tokyo World Demo Day. And we're excited to have our next guest. He's heavier. Altamirano, the director of innovation for sport Radar of your Nice to see you. >> Hi. Nice to see you, Jeff. Thank you for having me. >> So for people aren't familiar with sport radar. What you guys all about? >> Yes, the world all about sports date on day and fan engagement. So whenever you want to place a a safe ah, bad Latina market, that's biddings. Regulated are mostly in Europe, for example. Ah, you would use ultimately our data also, whenever you're looking for first time Ah, stat line coming out or you're one to power your fantasy game. That data ultimately comes from us. So >> we talked about before we turn the cameras on. There's lots of sources of data, but your guy's unique value proposition, speed and accuracy is all right. >> Absolutely, Absolutely. You want to think >> of sports data like the same us? Your ticker from the stock market, right? You want to have it fast and reliable as possible. We've been doing that for almost two decades. We have experience, keys and experience in many different ways of collecting. Collecting data from around the world were 2000 people strong 30 offices around the world, dedicated just to collect and into into work with data and evolve and change the narrative of how people talk about sports. >> Okay. Were you guys base? Where's headquarters, >> eh? So we're ahead course in St Gallen, Switzerland, and in the US we have offices in San Francisco in a Minneapolis, uh, New York and endless magazines. All >> right, cool. So we're here in sports Tech? Tokyo will Demo day. What do you doing here? What does this event all about for you? >> Absolutely. This is >> Ah, great events. The grain. And they were shot out to Michael Pearlman and scram Ventures, and they're putting together this ecosystem, right? They want to bring all the best technology, the best sports technology that's out there in the world. Uh, you know, with Japan having all these events leading up to the Olympics next year, bowl so all the way through 2026 what they do, Jeff. They come up and they bring all of those large, great companies that they have conglomerates. And they make you make all of this, um, big opportunity for everyone who's due in something with sports technology in some way, shape or form. And then there's a lot of collaboration. There's investment. There's a lot of things happening there. We we definitely would certainly fit in, especially with our accelerator program. >> Okay. And then, are you guys already in the market in Japan, or is this just kind of a new boost? Into what? What you've already got? >> Things definitely knew boost >> for us. Uh, Asia? Absolutely. Ah, A future focus of also pressing and future focus of us. There's great things happening there, for sure. >> Okay, Now you're director of innovation. So you're actually looking for Toby to be opportunities to take your technology in some different directions, tell us a little bit more about what you're working on? >> Absolutely. Um, I leave the accelerate our program where we provide our data to Some early stage companies were doing something innovative with sports data, so that allows us to a keep tabs on, keep a pulse on innovation that's happening outside of our walls s Oh, that's our external innovation initiatives. But that allows early stage companies to get data and to use their funds into product or marketing or what have you so that they can really develop it and really, you know, uh, deliver something that which we think they can >> write. And you said, you have a couple of partner companies that are here today, correct? >> Absolutely. Absolutely. Yeah, we have two companies who made it to the finalists were absolutely, very, very proud of those that Edison and also a really So So the guy's a shock. It ah, Edison and Colin and steam, Really, they're great people, and I'm really in a really happy and on really proud to to see them here. >> Good. So what are they doing with your data that's unique in it? Different? >> Absolutely. So what? Edison? What is Zoom with our data's? Our data allows him to better tag and better identify each player that's showing on on the screen. Edison's technology allows for a personalization that its unique you and I could be watching the same game. Let's say we're watching European soccer and your run all the fun, and I'm a messy fun. So you would see targeted messaging and targeted information on Mass. And I will see targeted information on Ronaldo even though we're both watching the same game. That's what, uh, their technology allows an hour. Data propels >> them coming through the lower thirds and the graphics. And how is that house that >> excited zone over late? So it's overlays. >> Html overlays that they can. They provide. So especially for O. T t providers. >> Okay, because obviously I need to have the apse. They know it's me watching and not you for for >> what, exactly that allows for personalization. It's all about personalization, and that's that's definitely something We're very interested in a sport. Reiter. We believe that's the future personalization of the experience watching and engaging with sports. >> It's interesting, though, gives so much of the sports is the communal effect, right? I mean, so much of so much of the greatness of sports is that, you know, two people from different sides of the city can come together and stand shoulder to shoulder and root for their team. So I don't know. Is there some some downside to >> the civilization >> because they kind of or does. It doesn't support the community, because now I hang out with a bunch of other messy A fans and you hang out with their own, although family curious, kind of where personalization fits with community in kind of engaging >> with think baseball park, you know, putting the move to send that and a nice curveball, But definitely you, maybe you you have a >> lot of massive fans who, you know, But they may not be watching the game with you, right? So when you're watching at home, then you're gonna have that experience, and that can allow them for more communication with other people who like the same things that you like, right. But really, personalization is out there in and it's everywhere, right? Like you're everything that you're getting it more and more targeted and we want to avoid you was one of always spam, right? So if anything, a message, that is, if somebody wants to sell your allow those shirt while you're ah, big messy fund, you're probably not gonna like seeing that ad right. So and neither the advertiser will want to advertise you something that you? Definitely not like so that's exactly >> yeah. No, it's interesting. One of my favorite lines about Big Data, right is when it's done well, it's magic. And when it's done poorly, it's creepy. Definitely. Make sure you're gonna tell me the right jersey and other wrong. Absolutely. Alright. Well, Javier. Well, thanks for taking a few minutes. And good luck to your to your two. Ah, entrance into the finals. >> Absolutely. I Thank you so >> much for the opportunity, Jeff. And you're looking forward to seeing the finals >> here. All right. He saw me have Jeff, You're watching. The Cube were in Oracle Park on the shores of McCovey Cove. Thanks for watching. We'll see you next time.