>>Hey everyone. Hello from Las Vegas. Lisa Martin here with you, and I'm on the show floor at Reinvent. But we have a very special program series that the Cube has been doing called Women of the Cloud. It's brought to you by aws and I'm so pleased to have an excellent panel of women leaders in technology and in cloud to talk about their tactical recommendations for you, what they see as found, where they've helped organizations be successful with cloud. Please welcome my three guests, Tara Kapor, president and Chief Revenue Officer, consulting and Digital Transformations, NTT Data. We have Rachel Mu, aws, head of North America, partner sales from aws, and Jimmy Barnes joins us as well, managing director, investment banking engineering at Goldman Sachs. It is so great to have you guys on this power panel. I love it. Thank you for joining me. >>Thank >>You. Let's start with you. Give us a little bit of, of your background at NTT Data and I, and I understand NTT has a big focus on women in technology and in stem. Talk to us a little bit about that and then we'll go around the table. >>Perfect, thank you. Thank you. So brand new role for me at Entity Data. I started three months back and it's a fascinating company. We are about 22 billion in size. We work across industries on multiple innovative use cases. So we are doing a ton of work on edge analytics in the cloud, and that's where we are here with aws. We are also doing a ton of work on the private 5G that we are rolling out and essentially building out industry-wide use cases across financial services, manufacturing, tech, et cetera. Lots of women identity. We essentially have women run cloud program today. We have a gal called Nore Hanson who is our practice leader for cloud. We have Matine who's Latifa, who's our AWS cloud leader. We have Molly Ward who leads up a solutions on the cloud. We have an amazing lady in Mona who leads up our marketing programs. So a fantastic plethora of diverse women driving amazing work identity on cloud. >>That's outstanding to hear because it's one of those things that you can't be what you can't see. Right. We all talk about that. Rachel, talk a little bit about your role and some of the focus that AWS has. I know they're big customer obsession, I'm sure obsessed with other things as well. >>Sure. So Rachel Muir, pleased to be here again. I think this will be my third time. So a big fan of the Cube. I'm fortunate enough to lead our North America partner and channel business, and I'll tell you, I've been at AWS for a little under two years, and honestly, it's been probably the best two years of my career. Just in terms of where the cloud is, where it's headed, the business outcomes that we can deliver with our customers and with our partners is absolutely remarkable. We get to, you know, make the impossible possible every day. So I'm, I'm thrilled to be here and I'm thrilled to, to be part of this inaugural Women of the Cloud panel. >>Oh, I'm prepared to have all three of you. One of the things that feedback, kind of pivoting off what, Rachel, one of the things that you said that one of our guests, some of several of our guests have said is that coming out of Adams keynote this morning, it just seems limitless what AWS can do and I love that it gives me kind of chills what they can do with cloud computing and technology, with its ecosystem of partners with its customers like Goldman Sachs. Jimmy, talk to us a little bit about you, your role at Goldman Sachs. You know, we think of Goldman Sachs is a, is a huge financial institution, but it's also a technology company. >>Yeah. I mean, since the age of 15 I've been super passionate about how we can use technology to transform business and simplify modernized business processes. And it's, I'm so thrilled that I have the opportunity to do that at Goldman Sachs as an engineer. I recently moved about two years ago into the investment banking business and it's, you know, it's best in class, one of the top companies in terms of mergers and acquisitions, IPOs, et cetera. But what surprised me is how technology enables all the businesses across the board. Right? And I get to be leading the digital platform for building out the digital platform for in the investment banking business where we're modernizing and transforming existing businesses. These are not new businesses. It's like sometimes I liken it to trying to change the train while it's moving, right? These are existing businesses, but now we get to modernize and transform on the cloud. Right. Not just efficiency for the business by efficiency for technologists as >>Well. Right, right. Sticking with you, Jimmy. I wanna understand, so you've been, you've been interested in tech since you were young. I only got into tech and accidentally as an adult. I'm curious about your career path, but talk to us about that. What are some of the recommendations that you would have for other women who might be looking at, I wanna be in technology, but I wanna work for some of the big companies and they don't think about the Goldman Sachs or some of the other companies like Walmart that are absolutely technology driven. What's your advice for those women who want to grow their career? >>I also, growing up, I was, I was interested in various things. I, I loved doing hair. I used to do my own hair and I used to do hair for other students at school and I was also interested in running an entertainment company. And I used actually go around performing and singing and dancing with a group of friends, especially at church. But what amazed me is when I landed my first job at a real estate agent and everything was being done manually on paper, I was like, wow, technology can bring transformation anywhere and everywhere. And so whilst I have a myriad of interest, there's so many ways that technology can be applied. There's so many different types of disciplines within technology. It's not, there's hands on, like I'm colder, I like to code, but they're product managers, there are business analysts, there are infrastructure specialist. They're a security specialist. And I think it's about pursuing your passion, right? Pursuing your passion and identifying which aspects of technology peak your interest. And then diving in. >>Love that. Diving in. Rachel, you're shaking your head. You definitely are in alignment with a lot of what >>Duties I am. So, you know, interesting enough, I actually started my career as a civil engineer and eventually made it into, into technology. So very similar. I saw in, you know, heavy highway construction how manual some of these processes were. And mind you, this was before the cloud. And I sat down and wrote a little computer program to automate a lot of these manual tasks. And for me it was about simplification of the customer journey and really figuring out how do you deliver value. You know, on fast forward, say 20 plus years, here I am with AWS who has got this amazing cloud platform with over 200 services. And when I think about what we do in tech, from business transformation to modernizing to helping customers think about how do they create new business models, I've really found, I've really found my sweet spot, and I'll say for anyone who wants to get into tech or even switch careers, there's just a couple words of advice that I have. And it's really two words, just start. >>Yes, >>That's it. Just start. Because sometimes later becomes never. And you know, fuel your passion, be curious, think about new things. Yes. And just >>Start, I love that. Just start, you should get t-shirts made with that. Tell me a little bit about some of your recommendations. Obviously just start is great when follow your passion. What would you say to those out there looking to plan the letter? >>So, you know, my, my story's a little bit like jus because I did not want to be in tech. You know, I wanted an easy life. I did well in school and I wanted to actually be an air hostess. And when I broke that to my father, you know, the standard Indian person, now he did, he, you know, he wanted me to go in and be an engineer. Okay? So I was actually push into computer engineering, graduated. But then really two things today, right? When I look back, really two pieces, two areas I believe, which are really important for success. One is, you know, we need to be competent. And the second is we need to be confident, right? Yes, yes. It's so much easier to be competent because a lot of us diverse women, diverse people tend to over rotate on knowing their technical skills, right? Knowing technical skills important, but you need to know how to potentially apply those to business, right? Be able to define a business roi. And I see Julie nodding because she wants people to come in and give her a business ROI for programs that you're executing at Goldman Sachs. I presume the more difficult part though is confidence. >>Absolutely. It's so hard, especially when, when we're younger, we don't know. Raise your hand because I guarantee you either half the people in the, in the room or on the zoom these days weren't listening or have the same question and are too afraid to ask because they don't have the confidence. That's right. Give me, let's pivot on confidence for a minute, Jim, and let's go back to how would you advise your younger self to find your confidence? >>That's, that's a tough one because I feel like even this older self is still finding exercise to, to be real. But I think it's about, I would say it's not praise. I think it's about praising yourself, like recognizing your accomplishments. When I think about my younger self, I think I, I like to focus more on what I didn't do or what I didn't accomplish, instead of majoring and focusing on all the accomplishments and the achievements and reminding myself of those day after day after day. And I think it's about celebrating your wins. >>I love that. Celebrating your wins. Do you agree, Rachel? >>I do. Here's the hard part, and I look around this table of amazing business leaders and I can guarantee that every single one of us sometime this year woke up and said, oh my gosh, I don't know how to do that. Oh >>Yeah. But >>What we haven't followed that by is, I don't know how to do that yet. Right. And here's the other thing I would tell my younger self is there will be days where every single one of us falls apart. There will be days when we feel like we failed at work. There will be days when you feel like you failed as a parent or you failed as a spouse. There'll be days where you have a kid in the middle of target screaming and crying while you're trying to close a big business deal and you just like, oh my gosh, is this really my life? But what I would tell my younger self is, look, the crying, the chaos, the second guessing yourself, the successes, every single one of those are milestones. And it's triumphant, it's tragic, but every single thing that we have been through is fiercely worthwhile. And it's what got us >>Here. Absolutely. Absolutely. Think of all the trials and tribulations and six and Zacks that got you to this table right now. Yep. So Terry, you brought up confidence. How would you advise the women out there won't say you're gonna know stuff. The women out there now that are watching those that are watching right there. Hi. How would you advise them to really find their, their ability to praise themselves, recognize all of the trials and the tribulations as milestones as Rachel said, and really give themselves a seat at the table, raise their hand regardless of who else is in the room? >>You know, it's a, it's a more complex question just because confidence stems from courage, right? Confidence also stems from the belief that you're going to be treated fairly right now in an organization for you to be treated fairly. You need to have, be surrounded by supporters that are going to promote your voice. And very often women don't invest enough in building that support system around them. Yeah. Right. We have mentors, and mentors are great because they come in and they advise us and they'll tell us what we need to go out and do. We really need a team of sponsors Yes. Who come in and support us in the moment in the business. Give us the informal channel because very often we are not plugged into the informal channel, right. So we don't get those special projects or assignments or even opportunities to prove that we can do the tough task. Yeah. So, you know, my, my advice would be to go out and build a network of sponsors. Yes. And if you don't have one, be a sponsor for someone else. That's right. I love that. Great way to win sponsorship is by extending it todos. >>And sometimes too, it's about, honestly, I didn't even know the difference between a mentor and a sponsor until a few years ago. And I started thinking, who are I? And then I started realizing who they were. That's right. And some of the conversations that we've had on the cube about women in technology, women of the cloud with some of the women leaders have said, build, and this is kind of like, sort of what you were saying, build your own personal board of directors. Yeah. And that, oh, it gives me chills. It's just, it's so important for, for not just women, but anybody, for everybody. But it's so important to do that. And if you, you think about LinkedIn as an example, you have a network, it's there, utilize it, figure out who your mentors are, who your sponsors are, who are gonna help you land the next thing, start building that reputation. But having that board of directors that you can kind of answer to or have some accountability towards, I think is hugely very >>Important. Yeah. >>Very important. I think, you know, just for, just for those that are listening, a really important distinction for me was mentors are people that you have that help you with, Hey, here's the situation that you were just in. They advise you on the situation. Sponsors are the people that stick up for you when you're not in the room to them. Right. Sponsors are the ones that say, Hey, I think so and so not only needs to have a seat at the table, but they need to build the table. And that's a really important delineation. Yeah. Between mentors and sponsors. And everybody's gotta have a sponsor both within their company and outside of their company. Someone that's advocating for them on their behalf when they don't even know it. Yeah. Yeah. >>I love that you said that. Build the table. It reminds me of a quote that I heard from Will I am, I know, very random. It was a podcast he did with Oprah Winfrey on ai. He's very into ai and I was doing a panel on ai, so I was doing a lot of research and he said, similar for Rachel to build the table, don't wait for a door to open. You go build a door. And I just thought, God, that is such brilliant advice. It is. It's hard to do. It is. Especially when, you know, the four of us in this room, there's a lot of women around here, but we are in an environment where we are the minority women of color are also the minority. What do you guys think where tech is in terms of de and I and really focusing on De and I as as really a very focused strategic initiative. Turner, what do you think? >>So, you know, I just, I, I spoke earlier about the women that we have at Entity Data, right? We have a fabulous team of women. And joining this team has been a moment of revelation for me coming in. I think to promote dni, we all need to start giving back, right? Yes. So today, I would love to announce that we at Entity would like to welcome all of you out there. You know, folks that have diverse ideas, you know, ISV, partners with diverse solutions, thought leaders out there who want to contribute into the ecosystem, right? Customers out there who want to work with companies that are socially responsible, right? We want to work with all of you, come back, reach out to us and be a part of the ecosystem because we can build this together, right? AWS has an amazing platform that gives us an opportunity to do things differently. Yes. Right. Entity data is building a women powered cloud team. And I want to really extend that out to everyone else to be a part this ecosystem, >>But a fantastic opportunity. You know, when we talk about diversity and inclusion and equity, it needs to be intentional for organization. It sounds very intentional at ntt. I know that that intention is definitely there at AWS as well. What are your thoughts on where tech is with respect to diversity? Even thought diversity? Because a lot of times we tend to go to our comfort zones. We do. And so we tend to start creating these circles of kind of like, you know, think tanks and they think alike people to go outside of that comfort zone. It's part of building the table, of building the, is the table and getting people from outside your comfort zone to come in and bring in diverse thought. Because can you imagine the potential of technology if we have true thought diversity in an organization? >>Right? It's, it's incredible. So one of the things that I always share with my team is we've got the opportunity to really change the outcome, right? As you know, you talked about Will I am I'm gonna talk about Bono from you too, right? One of, one of his favorite quotes is, we are the people we've been waiting for. Oh, I love that. And when you think about that, that is us. There is no one else that's gonna change the outcome and continue to deliver some of the business outcomes and the innovation that we are if we don't continue to raise our hand and we don't continue to, to inspire the next generation of leaders to do the same thing. And what I've found is when you start openly sharing what your innovation ideas are or how you're leveraging your engineering background, your stories and your successes, and, and frankly, some of your failures become the inspiration for someone you might not even know. Absolutely. And that's the, you know, that's the key. You're right. Inclusion, diversity, equity and accessibility, yes. Have to be at the forefront of every business decision. And I think too often companies think that, you know, inclusion, diversity, equity and accessibility is one thing, and business outcomes are another. And they're not. No, they are one in the same. You can't build business outcomes without also focusing on inclusion, diversity, equity, accessibility. That's the deliberate piece. >>And, and it has to be deliberate. Jimmy, I wanna ask you, we only have a couple of minutes left, but you're a woman in tech, you're a woman of color. What was that like for you? You, you were very intentional knowing when you were quite young. Yeah. What you wanted to do, but how have you navigated that? Because I can't imagine that was easy. >>It wasn't. I remember, I always tell the story and the, the two things that I really wanted to emphasize today when I thought about this panel is rep representation matters and showing up matters, right? And there's a statement, there's a flow, I don't know who it's attributed to, but be the change you want to see. And I remember walking through the doors of Goldman Sachs 15 years ago and not seeing a black female engineer leader, right? And at that point in time, I had a choice. I could be like, oh, there's no one look like, there's no one that looks like me. I don't belong here. Or I could do what I actually did and say, well, I'm gonna be that person. >>Good, >>Right? I'm going to be the chain. I'm going to show up and I am going to have a seat at the table so that other people behind me can also have a seat at the table. And I think that I've had the privilege to work for a company who has been inclusive, who has had the right support system, the right structures in place, so that I can be that person who is the first black woman tech fellow at Goldman Sachs, who is one of the first black females to be promoted up the rank as a, from analysts to managing director at the company. You know, that was not just because I determined that I belong here, but because the company ensure that I felt that I belong. >>Right. >>That's a great point. They ensure that you felt that. Yeah. You need to be able to feel that. Last question, we've only got about a minute left. 2023 is just around the corner. What comes to your mind, Jimmy will stick with you as you head into the new year. >>Sorry, can you repeat >>What comes to mind priorities for 2023 that you're excited about? >>I'm excited about the democratization of data. Yeah. I'm excited about a lot of the announcements today and I, I think there is a, a huge shift going on with this whole concept of marketplaces and data exchanges and data sharing. And I think both internally and externally, people are coming together more. Companies are coming together more to really de democratize and make data available. And data is power. But a lot of our businesses are running, running on insights, right? And we need to bring that data together and I'm really excited about the trends that's going on in cloud, in technology to actually bring the data sets together. >>Touro, what are you most excited about as we head to 2023? >>I think I'm really excited about the possibilities that entity data has right here, right now, city of Las Vegas, we've actually rolled out a smart city project. So saving citizens life, using data edge analytics, machine learning, being able to predict adverse incidents before they happen, and then being able to take remediation action, right? So that's technology actually working in real time to give us tangible results. We also sponsor the Incar races. Lots of work happening there in delivering amazing customer experience across the platform to millions of users real time. So I think I'm just excited about technology coming together, but while that's happening, I think we really need to be mindful at this time that we don't push our planet into per right. We need to be sustainable, we need to be responsible. >>Absolutely. Rachel, take us out. What are you most excited about going into 2023? >>So, you know, there are so many trends that are, that we could talk about, but I'll tell you at aws, you know, we're big. We, we impact the world. So we've gotta be really thoughtful and humble about what it is that we do. So for me, what I'm most excited about is, you know, one of our leadership principles is about, you know, with what broad responsibility brings, you know, you've got to impact sustainability and many of those other things. And for me, I think it's about waking up every day for our customers, for our partners, and for the younger generations. And being better, doing better, and making better for this planet and for, you know, the future generations to come. So >>I think your tag line just start applies to all of that. It does. It has been an absolute pleasure. And then really an honor to talk to you on the program. Thank you all for joining me, sharing your experiences, sharing what you've accomplished, your recommendations for those others who might be our same generation or older or younger. All really beautiful advice. Thank you so much for your time and your insights. We appreciate it. >>Thank you. Thank you. >>For my guests, I'm Lisa Martin. You're watching The Cube, the leader in live enterprise and emerging tech coverage. Thanks for watching.

>>Hi, everyone. Welcome to the Cube's presentation of the AWS startup showcase. This is season two, episode four of our ongoing series, where we're talking with exciting partners in the AWS ecosystem. This topic on this episode is cybersecurity detect and protect against threats. I have two guests here with me today from hunters, please. Welcome. Laal Asher Doan, the CMO and Oprah. Geier the VP of product management. Thank you both so much for joining us today. >>Thank you for having us, Lisa, >>Our pleasure. Laal let's go ahead and start with you. Give the audience an overview of hunters. What does it do? When was it founded? What's the vision, all that good stuff. >>So hunters was founded in 20 18 2. Co-founders coming out of unit 8,200 in the Israeli defense force, the founders and people in engineering and R and D are mostly coming from both offensive cybersecurity, as well as defensive threat hunting, advanced operations, or, or being able to see in response to advanced attack and with the knowledge that they came with. They wanted to enable security teams in organizations, not just those that are coming from, you know, military background, but those that actually need to defend day in and day out against the growing cyber attacks that are growing in sophistication in the numbers of attacks. And we all know that every organization nowaday is being targeted, is it run somewhere more sophisticated attacks. So this thing has become a real challenge and we all know those challenges that the industry is facing with talent scarcity, with lack of the knowledge and expertise needing to address this. >>So came in with this mindset of, we wanna bring our expertise into the field, build it into a platform into a tool that will actually serve security teams in organizations around the world to defend against cyber attacks. So born and raised in Tel Aviv became a global company. Recently raised a serious CEO of funding funded by the world's rated VCs from stripes, wild benches, supported by snowflake data breaks and Microsoft M 12 also as strategic partners. And we now have broad variety of customers from all industries around the world, from tech to retail, to eCommerce, to banks that we work closely with. So very exciting times, and we are very excited to share today how we work with AWS customers to support the environments. >>Yeah, we're gonna unpack that. So really solid foundation, the company was built on only a few years ago. Laal was there, why a new approach was there a compelling event? Obviously we've seen dramatic changes in the threat landscape in recent years, ransomware becoming a, when it happens to us, not if, but any sort of compelling event that really led the founders to go, ah, this new approach. We gotta go this direction. >>Absolutely. We've seen a tremendous shift of organizations from cloud adoption to adoption of more security tools, both create a scenario, which the tool sets that are currently being used by security organizations. The security teams are not sufficient anymore. They cannot deal with the plethora of the variety of data. They cannot deal with the scale that is needed. And the security teams are really under a tremendous burden of tweaking tools that they have in their environment without too much of automation with a lot of manual work processes. So we've seen a lot of points where the current technology is not supporting the people and the processes that need to support security operations. And with that offer and his product team kind of set a vision of what a new platform should come to replace and enhance what teams are using these days. >>Excellent. Oprah, that's a perfect segue to bring you into the conversation. Talk about that vision and some of those really key challenges and problems that hunters are solving for organizations across any industry. >>Yeah. So as Lial mentioned, and it was very rightful, the problem with the, with the SIM space, that's the, the space that we're disrupting is the well known secret around is it's a broken space. There's a lot of competitors. There's a lot of vendors out there. It's one of the most mature, presumably mature markets in cybersecurity. But it seems like that every single customer and organization we talk to, they don't really like their existing solution. It doesn't really fit what they need. It's a very painful process and it's painful all across their workflow from the time they ingest the data. Everybody knows if you ever had a SIM solution or a soft platform, just getting the data into your environment can take the most amount of your time. The, the, the lion share of whatever your engineers are working on will go to getting the data into the system. >>And then, then keeping it there. It's this black hole that you have to keep feeding with more and more resources as you go along. It's an endless task with a lot of moving pieces, and it's very, very painful before you even get a single moment of value of security use case from your product. That's a big, painful piece. What you then see is once they set it up, their detection engineering is so far behind the curve because of all the different times of things they need to take care of. It used to be limited attack surface. We all know the attack surface here today is enormous. Especially when you talk about something like AWS, there's new services, new things, all the time, more accounts, more things. It keeps moving a lot and keeping track of that. And having someone that can actually look into a new threat when it's released, look into a new attack service, analyze it, deploying the detections in time, test and tweaked and all those things. >>Most organizations don't, don't even how to start approaching this problem. And, and, and that's a big pain for them. When they finally get to investigating something, they lack the context and the knowledge of how to investigate. They have very limited information coming to them and they go on this hunting chase of not hunting the attackers, but hunting the data, looking for the bits and pieces they're missing to complete the picture. It's like this bad boss that gives you very little instructions or, or guidelines. And then you need to kind of try to figure out what is it that they asked, right? That's the same thing with trying to do triaging with very minimal context. You look at the IP and then you try to figure out, you look at the hash, you look at all these different artifacts and you try to figure out yourself, you have very limited insights. And the worst is when you're under the gun, when there's a new emerging threat, that happens like a log for shell. And now you're under the gun and the entire company's looking at you and saying, are we impacted? What's going on? What should we doing? So from, from start to finish, it's a very painful process that impacts everybody in the security organization. A lot of, a lot of cumbersome work with a lot of frustration >>And it's comp companies in any industry over don't have time. You talked about some of the, the time involved here in the lag, and there isn't time in the very dynamic threat landscape that customers are living in. Let's all question for you is your primary target audience, existing SIM customers, cause over mentioned the disruption of the SIM market. I'm just wanting to understand in terms of who you're targeting, what does that look like? >>Definitely looking for customers that have a SIM and don't like, it don't find that it helps them improve the security posture. We also have organizations that are young emerging, have a lot of data, a lot of tech companies that have grown in the last 10, 15 years, or even five years, we have snowflake as a customer. They're booming. They have so much data that going the direction of traditional tools to aggregate the logs, cross correlate them doesn't make any sense with the scale that they need. They need the cloud based approach, SaaS approach that is capable of taking care of the environment. So we both cater to those organizations that we're shifting from on-prem to cloud and need visibility into those two environments and into those cloud natives wanted the cloud don't want to even think of a traditional SIM. >>You mentioned snowflake. We were just at snowflake summit a couple of months ago. I think that was and tremendous company that massive growth, massive growth in data across the board though. So I'm curious, Oprah, if we go back to you, we can dig into some of these data challenges. Obviously data volume and variety is only gonna continue to grow and proliferate and expand data in silos is still a problem. What are some of those main data challenges that hunters helps customers to just eliminate? >>Definitely. So the data challenge starts with getting the right data in the fact that you have so many different products across so many different environments, and you need to try to get them in a, in some location to try to use them for running your queries, your rules, your, your correlation. It's a big prompt. There's no unified standard for anyone. Even if there was, you have a lot of legacy things on premises, as well as your AWS environment, you need to combine all these. You can keep things only OnPrem you can own. Mostly a lot of most organizations are still in hybrid mode. They have they're shifting most of the things to AWS. You still have a lot of things OnPrem that they're gonna shift in the next 3, 4, 5 years. So that hybrid approach is definitely a problem for gathering the data. And when they gather the data, a lot of the times their existing solutions are very cross prohibitive and scale prohibitive from pushing all the data and essential location. >>So they have these data silos. They'll put some of it there. Some of it here, some of them different location, hot storage called storage, long term storage. They don't really, they end up not knowing really where the data is, especially when they need it. The most becomes a huge problem for them. Now with analytics, it's very hard to know upfront what data I'll need, not tomorrow, but maybe in three months to look back and query making these decisions very hard. Changing them later is even harder. Keeping track of all these moving pieces. You know, you have a device, you have some vendor sending you some logs. They changed their APIs. Who's in charge of, of fixing it. Who's in charge of changing your schema. You move from one EDR vendor to the other. How are you making sure that you keep the same level of protection? All these data challenges are very problematic for most customers. The most important thing is to be able to gather as much data as possible, putting in a centralized location and having good monitoring in a continuous flow of, I know what data I'm getting in. I know how much I'm using, and I'm making sure that it's working and flowing. It's going to a central life central place where I can use it at any time that I want. >>We've seen. So sorry. Yes, please. We wanted to add on that. We've seen too much compromise on data that because of prohibitive costs, structure of tools, or because of, in inability to manage the scale teams are compromising or making choices and that paying a price of the latency of being able to then go search. If an incident happened, if you are impacted by something, it all means money and time at the end of the day, when you actually need to answer yourself, am I breached or not? We wanna break out from this compromise. We think that data is something that should not be compromised. It's a commodity today. Everything should be retained, kept and used as appropriately without the team needing to ration what they're gonna use versus what they're not gonna use. >>Correct. That's >>A great point. Go ahead. >>Yeah. And we've seen customers either having entire teams dedicated to just doing this and, or leveraging products and companies that actually build a business around helping you filter the data that you need to put in different data silos, which to me is, is shows how much problem pain and how much this space is broken with what it provides with customers that you have these makeshift solutions to go around the problem instead of facing it head on and saying, okay, let's, let's build something that you're put all your data as much as you want, not have to compromise insecurity. >>You guys both bring up such a great point where data and security is concerned. No business can afford to compromise. Usually compromise is a good thing, but in that case, it's really not companies can't afford that. We know with the, with the threat landscape, the risk, all of the incentives for bad actors that companies need to ensure that they're doing the right things in Aly manner. LA I'm curious, you mentioned the target markets that you're going after. Where are the customer conversations? Is this C conversation from a datasecurity perspective? I would, this is more than the, the CSO. >>It's a CSO conversation, as well as we, we talk on a daily basis with those that lead security operations, head of socks. Those that actually see how the analyst are being overworked are tired, have so many false positives that they need to deal with noise day in, day out, becoming enslaved with the tools that they need to work on and, and tweak. So we have seen that the ones that are most enlightened by a solution like hunters are actually the ones that have to stop reporting to them. They know the daily pain and how much the process is broken. And this is probably one of we, we all talk about, you know, job satisfaction or dissatisfaction, the greatest, the great resignation people are living. This is the real problem in security. And the, so is one of these places that we see this alert, fatigue, people are struggling. It's a stressful work. And if there is anything that we can do to offload the work that is less appealing and have them work on what they sign up for, which is dealing with real threat, solving them, instead of dealing with false positives, this is where we can actually help. >>Can you add a little bit on that? Laal and you mentioned the cybersecurity skills gap, which is massive. We talk about that a lot because it's a huge problem. How is hunters a facilitator of companies that might be experiencing that? >>Absolutely. So we come with approach of, we call it the 80 20 of detection and response. Basically there are about 80% probably. Whoa, it's actually something like 95% of the threats are shared across all organizations in the world. Also 80 to 90% of the environments are similar. People are using similar tools. They're on similar cloud services. We think that everything that goes around detection of threats around those common attacks, scenarios in common attack landscape should come out of the box from a vendor like hunters. So we automate, we write the rules, we cross correlate. We provide those services out of the box. Once you sign to use our solution, your data flows in, and we basically do the processing and the analysis of all the data so that your team can actually focus on the 20% or the, you know, the 5% that are very unique to your organization. >>If you are developing a specific app and you have the knowledge of about the dev SecOps that needs to take place to defend it. Great. Have your team focus on that? If you are a specific actor in a specific space and specific threats that are unique to you, you build your own detections into our tool. But the whole idea that we have, the knowledge, we see attacks across industries and across industries, we have the researchers and the capabilities to be on top of those things. So your team doesn't need to do it on a daily basis because new attacks come almost on a daily basis. Now we read them in the news, we see them. So we do it. So your team doesn't have to, >>And nobody wants to be that next headline where a breach is concerned. I'll close this out here with outcomes. I noticed some big stats on your website. I always gravitate towards that. What are some of the key outcomes that hunters customers are achieving and then specifically AWS customers? >>Absolutely. Well, we already talked a lot about data and being able to ingest it. So we give our customers the predictability, the ability to ingest the data, knowing what the cost is going to be in a very simple cost model. So basically you can ingest everything that you have across all it tools that you have in your environment. And that helped companies reduce up to 75% of the data cost. We we've seen with large customer how much it change when they moved from traditional Sims to using hunters specifically, AWS customers can actually use the AWS credits to buy hunters. If they're interested, just go to AWS marketplace, search for hunters and come to a website. You can use your credits for that. I think we talked also about the security burden. The time spent on writing rules plus correlating incidents. We have seen sometimes a change in, instead of investigating an incident for two days, it is being cut for 20 minutes because we give them the exact story of the entire attack. What are the involved assets? What are the users that are involved, that they can just go see what's happening and then immediately go and remediate it. So big shift in meantime, to detect meantime, to respond. And I'm sure often has a more kind of insights that he's seen with some of our customers around that. >>Yeah. So, so some, some great examples recently there. So there's two things that I've, I've been chatting to customers about. One thing they really get a benefit of is we talked, you talked about the, the, the prong with talent and where that really matters the most is that under the gun mode, we have a service that is, we see it as, as the, the natural progression of the service that we provide called team axon. What team axon does for you is when you are under the gun, when something like log for shell happens, and everybody's looking at you, and time is ticking. Instead of trying to figure out on yourself, team axon will come in, figure out the, the threat will devise a report for all the customers, run queries on your behalf, on your data and give it to you. Within 24 hours, you'll have something to show your CEO or your executive team, your board, even this is where we got impacted or not impacted. >>This is what we did. Here's the mitigation thing. Step that we need to take from world class experts that you might not get access to for every single attack out there that really helps customers kind of feel like they they're, they're safe. There's someone there to help them. There's a big broader there. I call it sometimes the bad signal when we need the most. The other thing is on the day to day, a lot of a lot of solution will, will, will kind of talk about out of the box security. Now, the problem with out of the box security is keeping an up to date. That's what a lot of people miss. You have to think that you installed a year ago, but security doesn't stay put, you need to keep updating it. And you need to keep that updated pretty, pretty frequently to, to stay ahead of the curve. >>If you, if you're behind couple of months on your security updates, you know, what happens, same thing with your, your stock platform or your SIM rule base. What the reason that customers don't update is because if they usually do, then it might blow up the amount of alerts they're getting, cuz they need to tweak them with the approach that we take, that we tested on our customer's data transparently for them and make sure to release them without false positives. We're just allowing them to push the updates transparently directly to their account. They don't need to do anything. And one customer, one of our biggest accounts, they have dozens of subsidiaries and multiple songs. And, and one of the largest eCommerce companies in the world and the person running security. He said, if I had to do what hunters gives me out of the box myself, I have to hire 20 people and put them to work eight for 18 months for what you give me out of the box. So for me, it's a first, that's huge, kinda what we give customers and the kind of challenges that we're able to solve for them. >>Big challenges laal and over, thank you so much for joining us on the cube today. As part of this AWS startup showcase, talking about what hunters does, why the vision and the value in it for customers, we appreciate your time and your insights. Thank you so much for having us, my pleasure for my guests. I'm Lisa Martin. Thank you for watching this episode of the AWS startup showcase. We'll see us in.

>> Narrator: From the Cosmopolitan Hotel in Las Vegas, Nevada, it's theCUBE, covering Coupa Inspire 2019. Brought to you by Coupa. >> Welcome to theCUBE! Lisa Martin at Coupa Inspire on the ground in Las Vegas, and I'm super super super excited to welcome Suze Orman to theCUBE! Suze, host of the Women and Money podcast. >> Suze: How much money have you lost? >> Lisa: Oprah's friends. Oh, I don't gamble. >> Oh yeah, girlfriend! >> Lisa: No way! >> Suze: I know. >> I do spend too much money on Starbucks every day and I felt I needed to confess that to you. >> Oh God! >> But I know-- >> Really? >> A million dollars in forty years, I'm going to curb my habits, Suze. >> All right, there we go, all right! >> Confessing it to you on camera. >> You have been forgiven (laughs). >> Oh thank you! So love listening to your podcast, watched your show on CNBC for a long time, Women and Money, is something that, obviously as a woman in technology, is really imperative to me and something that really captures my attention, because the pay gap is so obvious, has been for so long, but one of the things that always think when I hear you give advice, whether you're at a tech conference like we are now, or anywhere else, is so much of it is common sense that as humans, we just don't want to hear because it's easy to ignore it. >> It's, here's the thing, is that women in particular have so much on their plate, most of them have their parents they're taking care of, their husband or their spouse, their children, and they're bringing in an income. So they don't have a second to breathe. They can't, like (imitating garbled chaotic noise) all the way around. And the truth is, their husbands don't know anything more about money than they do. Men are financial fakers, I've always said that. So women are really, they want to know more, but they're really overloaded right now. So you got to give it to them in a way that they can digest it when they can. >> One of the things, being in software and tech now for 14 years, you know, when you're in a room, whatever meeting you're in, you think, "I didn't understand that." But you think, "I don't want to be the one to ask a stupid question," so you don't ask, and it's sort of the same thing in the financial situation. Somebody might be explaining something to you, and it's happened to me recently, and I'm like, "I don't understand it." But then I default, "Well, they're the expert." >> Suze: No. >> Lisa: And you're saying, >> "No, trust your guts." >> No, you have got to trust yourself more than you trust others. You know when I was seeing clients, you know what I used to do? First of all, it was mandatory that if you were married, you came in with your spouse. Now it was normally, back then, a male and a female, okay? Now, I'm like, greatest thing is it's a woman and a woman or a man and a man, but that's another thing. And the woman would go to the bathroom, because our meetings were long, and while she was at the bathroom, I would say the most complicated strategy to her husband that made no sense on any level. And I would say, "Do you understand this?" "I do." I go, "So you know, if you do this and then this, this will be the result?" "Got it." "Okay." His wife would come back and sit down, and I would then say to him, "All right, explain to your wife what I just explained to you." And he couldn't do it. So then the conversation was, "Why did you pretend to understand something that there was nothing to understand about?" What is that? So you really have to say, "I don't get it." And here's the thing: money is so easy. Money is not complicated. It really is not. Wall Street wants you to think it's complicated, so that you go ahead and hire a financial advisor, a bank-- You can do this. You can do this. But everybody is so afraid of it, they're they just, you know, and they don't want to deal with it because they're so afraid. >> Or even if we do take that step and start working with a financial planner, there's that, I call it 'conscious incompetence'. "They know what they're doing." >> Suze: They don't. >> "I'm going to let them handle it." >> Suze: They don't, they don't, they don't. I would not work with a financial advisor that wasn't at least 15 years into it. >> Lisa: Fifteen? Okay! >> Fifteen, because the past ten years the market's gone straight up. You could have been a monkey and made money in the stock market the past ten years. You want somebody who went through the recession, who's been through it all. And they've seen the ups, they've the downs, and now they can keep their calm. Don't give me a ten year track record. Give me a twenty year track record. Give me a 15 year. Start with the year that the markets crashed, and how did you do? So if you don't have an advisor that has been through all of that, danger! Number two, if they talk to you about an insurance product, universal life, whole life, variable life insurance, I'm here to tell you, that is-- don't ever ever mix insurance and investments. You want to buy life insurance policy, fine. Buy a term life insurance policy. Do not buy an insurance policy that's also an investment. Crazy out there! Crazy! >> I just heard your podcast on Women and Money, just the other day about mistakes to avoid, so of course I listened to it. I was shocked. You were saying nurses and teachers are too-- >> Suze: Are targeted. >> Lisa: Yes. >> Suze: Nurses. >> And there was this one woman who invested, I think it was like, seventy-five bucks a month, for-- >> Twenty years. >> And only made $4000! >> Yeah, and it's, I had one yesterday that wrote in, that has been doing $200 a month for twenty years, and they have no money. They have like, it's-- Anyway, just, here's the thing. If you don't know what to do, let me tell you what not to do. Do not buy a whole life, universal, or variable life insurance policy. Do not buy a variable annuity within a retirement account. Do not buy loaded mutual funds that have a letter A or B on it. Just those few things alone, great. >> So, getting back to women and money, women and technology, you know, like I mentioned a minute ago, the pay gap. We all know it. How do we, how do women, how do you advise us to to find that inner voice, to find that power to ask for the better job, the promotion, the better opportunities. How do we find that? >> You have to make those that you are dependent on a paycheck for dependent upon you. When I started the Suze Orman Show at CNBC, all right, so 2001, they offered me, it was like, "I'm not doing this show and signing for five years for whatever this little amount of money is." And since I didn't need money, it was like, "I'll do it for free." I did that show the very first year, and I did not make one penny. >> Lisa: Really? >> In one year, it became the number one show on CNBC of all CNBC-produced shows. Now, CNBC needed me. Now, CNBC paid me what I wanted. Not what I needed, what I wanted. And I got what I wanted because I came from a place of power. So women, we have to put ourselves in a position where you're powerful with your own money. And when you're powerful, and you don't need that pay raise, you don't need that job promotion, you want it, but you don't need it, you'll get it because they need you. So when you make somebody dependent upon you, you become valuable to them. And if they don't value you, then get out of there. >> That's great advice, because oftentimes people will think, "Well they can just replace me." Or we think, >> Suze: So then let them. >> "I'm not replaceable." So then, okay >> Suze: Then let them. >> What if that happens? What do I do? >> You have to be always prepared that that can happen. Because that can happen if there's a downsizing, if there's a downturn in the economy. That's why I always say, an eight month emergency fund, don't have any debt, put yourself in a situation that if anything were to happen, you get sick, you're in a car accident, and you can't work, that it's okay. It's okay! When you come from that place, then magic starts to happen. When you come from a place of, "Oh please, when was my paycheck? Is it in another two days? I need it. It's another two days!" So that-- Keep a car forever. You know, I have a car that's now going on eight years old. I keep my cars 10 to 13 years. I don't get a new car just because I can! I don't, what is that about? It's so, live below your means but within your needs. Only purchase needs, not wants, and get as much save pleasure out of saving as you do spending. Those three things alone will absolutely change your life. >> So, we're at a tech conference. Let's talk about tech and how do we, we're bombarded with ads all the time, we're on Instagram, and there's, "Oh, there's that cute dress I wanted." Click! And I don't have any accountability for it because all I did was tap something. I didn't see that transaction going to my bank account. How do you see technology, how do we utilize it for actually getting better control over our own financial freedom and not letting it-- >> I never ever, because I'm on the internet all the time. If an ad comes in, I immediately turn it off. I never click on an ad that has come to me. I only purchase things, and I can purchase anything I want, but I only purchase things that I go after and I look at it. Then I put it in the cart. And I don't buy it. >> Lisa: You think about it. >> And I think about, did I really want it, was it an impulse? Whatever. But you know what I found out, when I put it in the cart, a day later, I get something from them with a discount code. So if I just waited, I'm going to get it for cheaper. And so, I always thought because it's so easy, put it in your cart, and just wait a day or two before you push, yet you won't even remember it's there. >> Right, well it's a little bit of self-control. I think that's just that opening up to, and Oprah's other friend, I know you're friends with Oprah, Brene Brown taught me vulnerability is awesome! It's not weakness! It's the courage to say to your financial planner, "I don't get this." Or, to your point, if this person doesn't have fifteen years experience, and they haven't been through the tumults of the economy, "I'm sorry, I'm sure you're a great person. I need to go somewhere else because this is my money for the rest of my life!" >> You know there's a law that I live by, which is, "It's better to do nothing than something you do not understand." Now I apply it to other things in life, like I'm really into being a boat captain and fishing, but I don't go places in my boat that I don't understand how the waters work, where the ledges are. I don't venture out because I don't want to get in trouble. So it's better to do nothing than something you do not understand, and just do something else that you understand. >> And again, one of the things I love about your advice, Suze, is it's so simple. But I think as a society, we're so governed by technology. It's our alarm clock in the morning, the first thing we do is check email or Instagram, or something on .com, we're listening to podcasts. It's so easy to have a shoppable moment anywhere. Yes, it's probably just as easy-- >> And it's going to be a whole lot easier as time and artificial intelligence and everything takes over, it's going to be really easy. So the question is, "Do you want to have things, or do you want to have money? What do you want?" >> Yeah, because you say, what is it? >> People first-- >> Both: People first, then money, then things. >> Lisa: Tell me about that. >> The reason that I did that, it's a long story as to how that came about, but when I said, "People first," I always meant women. Meant you. Do not put everybody else in front of you. Don't go buying gifts for all your friends and everybody when you have absolutely no money. Put yourself first for once. Next is money. You want more money in your bank account than things that you have in your closet. So make your priorities. Those are your priorities. Put yourself first, then your money, and then if you have those things together, then if you want to buy things, okay. >> I love it. "People first, then money, then things." So you've been doing this for so long, and before we went live I was asking you, "How do you not clunk people's heads together because sometimes it's like, 'What!'" But you're saying these are the same problems that persist over and over because people don't know. >> Well, two things. It shows you that money's not that complicated. That people still ask the same questions over and over again. There aren't all these little gadgets and these little widgets and these things. It's usually Roth 401(k), traditional 401(k)? Roth IRA, 401(k)? Credit card debt first or student loans? Saving, they're the same over and over again. And but each question, to that person, is the most important question in the world to that person. And that one person is important to me. Because if I can save or help one person change their life, that one person can go on and change this whole world. Never know who that one person's going to turn out and be. And so, I mean, if I think back on it, Fred Hasbrook, who is the man who gave me money when I worked at the >> Both: Buttercup Bakery! >> Lisa: Which isn't there anymore. >> And that one man who gave me $2000 with all these other people that took-- He, those actions, to me, created me. And I've changed millions of lives with people, with the information that I've given people. They actually changed their own life. But, so one action can change a whole world >> I love that. >> You never know who that person will be. >> Lisa: You don't. You never know. Well Suze, when are we going to do our next show together? This has been so much fun! >> I don't know, we have to come back here! It seems I'm, have you, where are you out of? >> Palo Alto, California. >> Palo Alto, well we come back there. >> Lisa: All right! All right! >> Suze: We come back there. >> Well good, I'll say I'll look forward to our next show together, Suze. >> You got it, Lise. Thank you, sweetheart, bye bye. >> Been a pleasure, thank you. For Suze Orman, I am Lisa Martin. Thank you for watching theCUBE at Coupa Inspire 19! (upbeat techno music)

>> Live from Las Vegas, it's theCUBE covering Magento Imagine 2019, brought to you by Adobe. >> Welcome back to theCUBE Lisa Martin with Jeff Frick and we are here live at Magento Imagine 2019, our second time being back here with theCUBE and we're very excited to welcome Brittany Hodak to theCUBE, entrepreneur, customer engagement speaker, writer, co-founder of the Superfan Company. Brittany it's so exciting to have you on theCUBE. >> Thank you so much for having me. I'm so excited to be here. >> So, you have an incredibly impressive background and I'm like where do we start? >> Thank you. >> So, here we are talking about customer experiences and how Magento and Adobe empower a lot of customer experiences. But you've written a ton of articles, over 350, you've been published in the Huff Post, Wall Street Journal, talk to us about your experiences with customer engagement, some of the things that you as a co-founder of the Superfan have discovered working with a variety of brands from Walmart to Katy Perry? >> Well, thank you so much for saying that. I always say that the biggest problem brands and entertainers have is often one that's not even on their radar at all. I talked to a lot of small and medium sized business owners and they say, You know, my big problem is people don't know who I am. I've got an awareness problem. I'm struggling to let people know who I am. And I really think my business would change if more people knew. And I said, You know, that's not the problem. You can always fix awareness. You can always spend money to get your message out there. Your big problem is apathy. Your problem is there are people who know and don't care. And you've got to figure out how to make people care. You've got to figure out how to connect your story with their story in a way that's meaningful, and in a way that's going to mean something in their lives because that's how you really start the fan engagement process. That's how you lay the groundwork for creating a culture of super fandom amongst your customers, that's really going to help you grow not just the business but a brand. >> Is it about having a more relevant messages or is it just finding those people that have a propensity to be a fan to the services that you provide? >> Well, it's understanding your uniqueness in a way that really makes your value proposition different from anybody else is. Once you understand your uniqueness and you're able to turn it into service of others, that's when you really you position yourself to be able to make the kind of difference that makes somebody want to be a super fan. And I always say, we've had the fortune of working with tons of celebrities, some of the biggest recording artists and superstars on the planet, and a lot of times people say to me, Oh, you know, it's easy when you're talking about being a super fan of Taylor Swift or being a super fan of Katy Perry, but, you know, I'm a plumber or I'm an electrician, how can I have super fans? And I say, By providing people the kindness service that changes their lives. I have an exterminator who I am a super fan of. His name is Scott and the reason I am a super fan of him is because he makes sure there are no brown recluse spiders in my house and I am absolutely terrified about recluse spiders. They are super evil creatures if you're not familiar with them, I encourage you not to google it. They're like nastiest little bug in the world. But you know to me that's super important because he's not just killing bugs, he's helping me feel safe in my home. So that's absolutely a vital service and finding the right guy to do that and the right guy to put my mind at ease and let me know there aren't going to be brown recluse spiders in my house is invaluable and because of that, like there's no way I would ever switch exterminators because Scott's my guy. And I know you know, I can text him 50 different pictures of critters and say, Is this okay, Is this okay? And he's going to get back to me and let me know. So, it's all about points of connection and finding ways to make your audience feel really valued, and connecting your story with their story. >> So, if you look at an exterminator versus a Taylor Swift or Katy Perry or Walmart, are there similarities and what they need to do to deliver this service that's impacting lives? Or are there fundamental differences? >> There are some fundamental differences, but there's more overlap than you would think. And I always say, if you think about it like a Venn diagram, you've got your brand or your business, your service, your product, whatever it is that you're providing, and you've got your customers over here. Where the magic happens is that point of intersection, where your story overlaps with their story, that intersection, that's where super fandom happens. And I like to talk about something I call the four A's of super fandom. So, you can, I see a lot of people make the mistake of trying to talk to everybody the same way. So, whether somebody is encountering your brand for the very first time or has been your customer for a long time, using the same messaging for those people and that doesn't work. So, I talk a lot about the four A's. So, the first day is awareness. That's when somebody is first uncovering your brand, first interacting with your brand. The second a is action, that's when somebody is actually interacting with your brand for the first time. The third a is affinity. Those are the people who are fans of your brand. They've sort of bought into your why, these are the satisfied customers, I would say. And a lot of businesses stop there. They say, These are the people who are satisfied. These are the people who liked what I'm doing, they're buying from me. And that's a mistake that a lot of especially small and medium sized businesses make they sort of feel like, I've got these customers, I don't have to do anything else. They're not over delivering or over serving them which is a huge missed opportunity because if you do, you're able to convert people from that third A to the fourth a which is advocacy. And advocacy is where you want to get the majority of the people because those are your superfans so to speak, those are the ones who are out there sharing your story and your why with other people, helping refer new customers and new clients to you. So, I always say if you can get past the affinity, the people who are happy with you but not really talking about it and really make them feel valued. That's how you create advocates and advocacy is really the super secret sauce when you're talking about super fandom. >> So where should people get started to try to build super fandom within their client base? Is that really with the good customers that they already have, they try to get them to be advocates or I think most people spend so much time focusing on the fat end of the funnel as opposed to on the narrow end of the funnel and converting that transaction into a fan which is what it sounds like you're suggesting? >> Yeah, well, it's important to to focus on all parts of the funnel man, like I said that that awareness, that that fat of the top, you certainly need to be dealing with those people to get them further down. But the skinny part of the funnel is really where you want to make sure that people are continuing to drip out to the other side to make those referrals for you. So, absolutely focusing on everybody. One thing that I am always shocked I when I do consulting and work with small businesses and medium sized businesses, when I asked how much referral business they get, a lot of people don't know that number off the top of your head. So, if you're not tracking the amount of referrals, you absolutely need to know that as a metric, and the number one thing that you can do to increase the amount of referral business that you're getting is by asking your customers for referrals. It's so funny the amount of people who say, I hardly get any referral business at all. And I say, Well, when's the last time you asked? When's the last time that you went to one of your clients or your customers and said, I so appreciate your business. And I wonder if you know anybody in your network who could benefit from our product or service. And they say, oh I've never done that. But yeah, they wonder why they don't have any referrals so-- >> It seems like such an easy step but to your point, you're saying they're focusing on awareness, getting my brand, my service, my name out there, getting people to take action? >> Yes. >> And building that affinity and then I'm good, but that simply asking to make it a referral whether it's a yelp or something as simple as that seems like a pretty easy step. Strategically, how do you advise customers to get from that, take that if you look at it like a funnel like Jeff saying, take that group of affinity customers and convert some percentage to advocates, what's your strategy for helping a consumer brand or even a service provider, like an exterminator for actually making those conversions and then and then having that be a really kind of engine to drive referrals, to drive more leads to the top of that funnel? >> That's a great question. So, I like to talk about something I call the high five which is knowing the five most important people that have the potential to drive your business forward for the next quarter, the next year and the next five years. So, this is an actual list of five people. And any business owner hopefully can sit down and say, Here are the people that I need to really super serve in order to move my business forward. So knowing who those five people are, it could be an advisor, it could be an investor, it could be somebody you've never even met, maybe a thought leader whose thought that you really enjoy, that you think this person could really help me and open me up to a lot of people in their network if they knew who I was. Make a list of those five people, and then figure out how often you need to be doing something staying top of mind for those people. So for me, I like to make sure it's at least once every two weeks. So, sometimes it's as simple as sending an article and saying, Hey, I came across this article, I thought you would really love it, wanted to send it your way. Now and reality, did I just come across that article? No, I spent maybe an hour looking for the right article to forward that person. It's taking the time out to show them that they matter to you, so whether that's sending them a nice gift in the mail for no reason or a handwritten thank you note after they made an introduction for you. It's checking in on things, I always say, you should know what is important to the people who are important to you. You should know the teams that they follow, you should know their spouse, their children, the things that are happening in their lives so you can check in with them. And we live in an age where it's so easy to get information about anyone because all of us are putting content out there on the internet all the time about ourselves. So take the time to figure out what matters to those people who matter to you, and then stay top of mind, letting them know that they matter to you. So, like I said, for me, it's once every two weeks and I look at my list of five about every six months in terms of adding a couple of new people on maybe cycling some people off. But I've been doing this for four years. So, I have a list of 20 people. And I those are like my alums, some of the alumni of my high five, and I'm still extremely close with all of them. I still make sure that I'm trying to add value to them because having one person who's going to advocate for you could open the door for millions of dollars of revenue for you. So, it's just identifying who those people are, because to your point, it's impossible to sort of make everyone the most important person, it's impossible to take everyone at that third step and take them to the fourth step. So, rather than holistically thinking about it. I like to really drill in and say let's start with five. And if you've got 50 employees and you assign five people to each of those 50 employees to say make sure this vendor or make sure this customer, or make sure this partner feels very appreciated by you on a regular basis. You're going to, you really start to see the ROI very, very quickly in your business. >> So some of the trends, if we look at this we're all consumers of any kind of product service, we have this expectation, this growing expectation that we're going to be able to get whatever we want whenever we want it, have it delivered in an hour or a day, or so, we want to be able to have this experience on mobile, maybe started there, maybe finish it in the store, what are some of the trends that you're seeing that you recommend that the company with any product or service needs to get on board with, for example, this morning they were talking about progressive web apps and being able to deliver an experience where the person doesn't have to leave the app, or they can transact something like through Instagram. What are some of those top tools that you recommend to your broad client base. You got to get on board with like mobile, for example, right away. >> Yes, I was going to say the PWAs are absolutely critical, because I think we've all as consumers been in the situation of trying to load something on our phone, and it's five seconds goes by six seconds, I'm like forget about it. >> We're done. >> Yeah, I'm done, I'm over it. So PWAs is super important because it's all about putting your customer first and making things simple for them. The other thing is making sure that whatever system process you're using, everything needs to be connected. You can't be managing stuff across eight different platforms and expect for things not to fall through the cracks which is I'm learning so much here at Imagine and listening to all the best practices of people who are using Magento to manage every part of their business because something is seemingly minor as sending a confirmation email twice instead of once or having eight hours go by before the customer gets that, those types of things, say to a customer on a subliminal level, I'm not important, I don't matter, they're not putting me first. >> So just fan comes from fanatic. And there's great things about fans, and some times there's less great things about fans and we've seen a little bit of that here in terms of this really passionate community around Magento. And it was independent. And then it went to eBay and then it went back out of eBay. And now it's back in Adobe. And it's funny seeing the people that have been here for the whole journey. Part of that responsibility, if you're going to invite someone to be a fan is you have to let them participate, you have to let them contribute. And often which we're seeing, I guess, in Game of Thrones, I'm not a big fan, but if you get outside of kind of the realm of where the fans want things to go, it can also cause some conflict. So, how to people manage encouraging fans, really supporting fans, but at the same time not letting them completely knock their business off or hold the business back probably from places where the entrepreneur needs to still go? >> That's a great question. There was a really fascinating study that Viacom did a couple of years ago about fans. And especially in the under 35 sets, so millennials, gen Z. And the vast majority of people felt like fans have some ownership of the thing that they're a fan of. And that's a really interesting study in psychology to think about these people who feel the ownership. But you know, it's true. You mentioned Game of Thrones, that's a great example of seeing these fan bases who come up with names for themselves, and who are tweeting in real time about things that are happening. Magento a great example because open source has been such an important part of the culture and the history of the platform. These people feel in a very real sense this ownership. And you're right, I think sometimes that scares small business owners, medium sized business owners. They say, Well, we don't want to relinquish control. We don't want to put ourselves in a situation where we're upsetting people. And I would say, You're right, fan comes from the word fanatic. And that fanaticism, that passion is something you absolutely want. Because I would argue that a greater threat than that is what I was talking about earlier, which is apathy. You don't want people to be like, I don't care. And passion is of course, the opposite of apathy. And that's what you're looking for. So I would say, are you going to put yourself in a position where sometimes there could be a disagreement, you could upset somebody? Absolutely, but you those are the people, it's like if you're in a relationship with somebody and you have a fight that passion that's there is because there's care on both sides. You're both super engaged, you're both very passionate about your position. So, having a system in place to defuse that by saying, I hear you I understand where you're coming from, let's figure this out together, is part of the customer service staff that you've just got to prepare for. >> Can you using, sorry Brittany, using all this data that's available that Magento, Adobe et cetera can deliver and enable organizations to understand that and maybe even kind of marry those behaviors with apathy on one hand passion on the other and how do we get to that happy medium? >> Exactly, how do we get to the happy medium, what are the data points that matter? How are we, the idea of super fan means something different to every organization. So, part of it is uncovering what it is that really matters to you. I always say a super fan is somebody who over indexes and their affinity for a product, service, brand, entertainer, therefore increasing the chance that they're going to advocate on its behalf. So, thinking about, there could be people who are spending a lot of money with your brand who just aren't really that passionate about it. They're not going to tell people and that's fine. But those aren't the people who would be a quote unquote superfan, even though they may be spending a lot of money with you. So, it's figuring out what the markers are that are important to your brand or service. I work with a lot of brands on this because it really is different for everyone. But figuring out who those people are and then talking to them because this is something that, there's so much psychology around the why. Like why people behave the way we do that the consumer behavior, the internal and philosophical drives that are making us make the decisions that we make and the best way to uncover that is to talk to your customers because a lot of times you'll learn so much about your brand, you'll find so many things. I always love talking to recording artists about this, they put out a new song or a new album and in the fans find all these hidden messages >> Taylor is known for that. >> Always some-- >> Taylor is one of the best in the world. And a lot of times artists will say, Oh, yeah, like, I didn't do that on purpose but I'm totally going to take credit for it because these fans found it. And oh, yeah, of course, I meant to do that. So, you'll find that some of these customers understand your brand oftentimes better than you do which is a really fun thing. >> It's also just the ecosystem. You my favorite one always reference is Harley Davidson, guess how many brands get tattooed on people's arms, and just the whole ecosystem of other products that were built up around the motorcycle, and to support kind of that community they weren't getting any nickels necessarily if somebody sold a saddle bag or a leather jacket, or whatever but it was such and it still is, I think such a vibrant community again, and as evidence by you put a tattoo on your arm that it's something to strive for, not easy to get. >> Why we always say build a brand not a business because the brand are those things that people are connecting to. We were talking about NASA before we started filming. I'm a huge space geek and Lisa loves space having worked for NASA in the past and that's one of those things, I don't know this to be true but I got to believe NASA way outpaces like every other combined government agency in licensing. I mean, people walk around wearing NASA logos on everything >> I saw at least three of them this morning. >> Yeah, I mean, I bought in the last month, probably three different NASA licensed products. So I mean that's the passion that if you can connect to somebody on an emotional level and make your story part of their story. They want to represent it, they want to get that Harley tattooed on their arm. >> That emotional connection but also that personalization that's key? >> Yes. >> What's difference in from your perspective on a superfan versus an influencer? Are they one in the same? >> It's a great question. So, they a lot of times are one in the same and that same Viacom study that I mentioned earlier. Something like two thirds of people said that they consider themselves to be pop culture influencers which sounds like a lot. But if you think about it, pretty much everyone is an influencer and that's because for Nielsen, the most trusted recommendation is or the most trusted form advertising is a recommendation from a friend or a family member, 92% of people trust a recommendation from a friend or family member, which far outpaces every other form of advertising. So in a lot of ways, these micro influencers are the next wave of advertising. These advocates or these super fans are, I think in many ways an untapped well of resources for the fans who drill in and you mentioned Taylor Swift before. How many people listen to Taylor Swift for the first time because a friend suggested they listen to Taylor Swift. I would argue that lots and lots of people and Taylor said something to me years ago that like a former manager, or someone said to her, and that was, if you want to sell half a million albums, you're going to have to meet half a million people. That was said to her when she was like, 15, 16 years old and she thought, okay, yeah, I'm going to go meet half a million people. I'm going to be befriend them, I'm going to listen to their stories, I'm going to let them know what they say matters to me. And here we are, she sold, I don't know, 50, 60 million albums, however many she sold worldwide. And but that's really where it starts, that one to one connection. >> Seems to just kind of all go back to referral. And isn't that sort of the basic human connection? It's like, are we trying to over-complicate this with all these different tools that simply, even with hiring and tech or whatever industry, referrals are so much more important because you've got some sort of connection to a brand or a person or a product or service. >> You've got that connection, you've got somebody who's already very well qualified. And I like to talk about something that I call the wave method which the wave is a ritual hello, goodbye. How many times a day do you wave at people, countless. And virtually you say hello to tons of people everyday. People who are coming to one of your social pages, people who are engaging with your website. So I say, I encourage people to think about that hello and goodbye, that interaction. Think of a wave as an acronym and ask yourself, are you making everybody who's going to come into contact with you today feel welcomed? Is there something on your virtual site or in your real storefront. If you're a brick and mortar business that's going to make people feel welcomed? How are you making them feel like they belong? The A is appreciated, how are you letting those people know that they are appreciated by your business? I think I know I have often felt like I'm a number or I don't matter. Utility companies are notorious for this for making you feel like they don't really care if they have your business or not. Or they know perhaps that they're going to because there's not like a different water company you can you can use it your home. And that sucks, like we've all been made to feel like we weren't appreciated by somebody that we were doing a financial transaction with. So ask yourself, how can you make your potential and current customers feel appreciated? The V stands for validated, and one of the best quotes that I've ever come across is from Oprah. On her last episode, she was imparting some of the lessons that she had learned over the years of hosting her shows and she said she'd interviewed something like 30,000 people over the years, and they all wanted the same thing. And that was validation. They all want it to feel like they were important and their feelings mattered. I see you, I hear you what you're saying is important to me. So, validate your customers. One big mistake that I see people make all the time in customer service is when somebody has a complaint, having your rebuttal be like, Oh, I've never heard that before. Or it's 10,000 people haven't have had great experiences. That's absolutely the worst thing that you can ever say to somebody because you're bringing in other experiences that don't matter to them. It's a one to one conversation. It's a one to one relationship. So bringing in, that's like having a fight with your significant other and saying like, Well none of the women I dated before you ever had a problem with this, like how well is that going to go over? Like you don't want to bring in other experiences. So that V and wave validated >> And the E? >> and then the E is excited, making people feel excited because that passion, having people feel like you know you're excited that they're a customer of yours and you can bring something that's going to make their lives better is the most important key. >> Brittany, thank you so much. I could keep talking to ya. I wish we didn't end but we do, for sharing your experiences, your expertise, your recommendations on becoming any kind of brand with any product or service, generating the super fans. We appreciate your time. >> Thank you so much. It was so great speaking with you guys today. >> Ditto. >> Thanks. >> For Jeff Frick, I'm Lisa Martin. You're watching this on theCUBE live from Magento Imagine 2019 from Vegas, thanks for watching.

>> live from Boston, Massachusetts. It's the you covering your red hat. Some twenty nineteen brought to you by bread hat. >> Well, good morning. And welcome to Day three of our coverage here, Right? Had some twenty nineteen. We're live here on the Cube, were in Boston, Massachusetts, and was soon Merriman. I'm John Wall's. Glad to have you with us for our last day of coverage. We're now joined by the SPP. Adele Technologies. Pete. Myka, Pete. Good to see you this morning. And Pete, by the way, is coming with I'm sure song in this heart of smile on his face two and a half hours to get in today. >> It was a long drive in, but I'm here now. I'm excited to be here. This is a great show. And here with great partners. >> Yeah, the tough part's over, right? >> We're in Boston, not in Vegas, so that you gotta be a little >> bit there some consolation. Let's just first off, let's paint the umbrella here a little bit about the overall partnership between Delhi, um state right and red hat and how that's evolved. And currently, word stands with all the new releases I've heard about this week. >> Yeah, it's been a great partnership for almost two decades now, right? Della and red hat of working together on a lot of different products from ready stack are ready architectures and ready nodes to software sales. Support customer engagements has been a tremendous partnership for twenty years, and I expect to be going for another twenty years. >> All right, that's digging a little bit walking through the stacks, if you Well, so we understand. You know, Red Hat is an operating system, you know, long history working on, you know, all the del platforms. You've got the converge environment. Where where does red hat fit in? What pieces of there ever broadening portfolio fit in? >> Right. So really, on the ready solution side of the world, which is another part of the products I managed for Del. So within the ready solutions environment, we worked with red hat on open stack way. Deliver hardened, supported open stack products to both. Tell Cohen Enterprise Markets on that. We also deliver open shift and already noted ready solution environment so we can deliver that container men's container environment for those same enterprise and serves customers. >> Yeah, so if you know, the Cubans at, you know Del Technologies World last week and at that show in here, I >> saw a sizable >> break out for telecommunications. You know, we could talk a lot about Enterprise, but, you know, telcos got some certain special requirements needed to make sure it's certified for certain things and, you know, gotta be tested out. Maybe we talk a little bit about what those customers are looking for and why that match you red hat makes sense. >> Sure mean Telco really wants to have control over their environment they wantto have. Open source is a great technology for Tell Cole, right, and they love taking the technology customizing for their environment, reselling components to their end users in open stack from Red Hat is a perfect fit for that market. And so again, we deliver that and the hardened solution on top Adele Technologies on Del Partridge servers deliver that to the telco market and provide them the tools and the capabilities they need to deliver the solutions to their customers. >> What what is it? Let's go dive in just a little bit. Then about those specific traits or attributes, you think in terms of the telecom market goes, you know what is specifically about you think there needs that they find so attractive about open source and what makes them stand apart from other industry sectors. Yet to me, it's controlling >> customization. So rather than taking a packaged app that shrink wrapped in running it like everybody else, they want to get a customized control for their markets. They have certain as to mention they have certain standards and compliance you don't have to deal with. They also want to differentiate within that telecom market. So it's hard to do without having control around the underlying stack. I think those are the big attractiveness around. And then, um, you know that the solution from Red Hat combined with Dellis is such a enterprise quality product for the telecom market, which I think has certain advantages. >> Okay, so you mentioned you know, the ready solutions and open stack piece, and then on top of that, there could be open ships. So that's right, a news, you know, talk to you know, many of the customers, the executive team on the team here, open shift for showing good momentum over thousand customers. So how does that fit in with the solutions you're >> offering well, so we offer a ready solution for open shift this wall, right? And we see that as the container solution for the the market that really wants those open source type products and has a line themselves with red hat in Lenox. And so it's a perfect solution for that. And, you know, we really see Oprah shift as the ability to create a managed environment for containers as we saw from Polish Kino with Over shit for now provides a tremendous hybrid cloud experience for customers at one of my great workloads, both on premises to cloud and back. And so we think that's tremendous technology that we'll add value. And with our hardware technology underneath that we could provide a stack that we think services the market quite well. >> Yeah, it's funny, Pete, you know, you've got a lot of history and I've worked with you for many years on this the ultimate A lot of these technologies, you go back to server virtual ization. You look a container ization in Cuba. Netease. They're like, Well, we want to extract upto, allow the applications to be able to be modernized and do these wonderful things. And I shouldn't have to think about the infrastructure. Right. But we know what the end of the day It lives on something, and it needs to be good talk a little bit of things, like Corinne, eh? Tease. And you know where Del thinks they fit from an infrastructure standpoint compared to communities. >> Yeah. What we want to do is provide the infrastructure that makes it easy to four workloads and applications to preside on, including open shifting cabernets environments. Right? And so, really, what you want to do? And for years, as you say, we've got a lot of history in this. We've been trying to push that complexity and management up the stack. So the hardware and even the virtual ization layer and the container layer becoming afterthought, right? And you know, what I saw from open ship for is that really puts the power back into the application developers and makes it easier to manage and control your underlying harder environment. So, with tight integrations into the open ship community with our del technology Zach, we can provide that sort seamless infrastructure layer that allows the application developers to go do what they need to do not be worried about infrastructure management. >> Do you have any customer examples that might help highlight the partnership? >> Um, no, I >> don't have any good. I >> didn't I'm sorry. I didn't >> know the customer. Well, let's hope out for a little bit. And you talk about hybrid and what that's going to enable there, is that the, uh Oh, here we go for you on this in terms of what's new, What's the latest? I mean, what about the capabilities? You're going to get nowt for what's going to be offered and what is that? That's kind of jumping off the page to you. This is Yeah, this was worth the wait. Well, >> to me, it was all about the management in the automation, the underlying infrastructure just again taking that complexity away from the developers and putting it, um, allowing the application developers tools they need to do to very quickly developed applications, but also migrate them to the proper landing spot and maybe cloud one day and maybe on premises the next. You know, one of the beauties of cloud is is there are classes of applications that may not necessarily fit on a public cloud. You may not know that. Do you? Get there and you want to have the flexibility to push them out, see how they work and bring them back in and open Shift gives you all this capability open shit for yeah, >> eso Absolutely what we hear from customers. It it's not. The future is hybrid and multi cloud. It's today, and the future are voting hybrid and multi class today. To that point, I wonder if you could help us. Just It's not Dell specific, but VM wear made an announcement today that they're supporting open shift for on top of'Em. Where can you maybe t explain where that fits into the overall discussion? >> Yeah, So look, Dell's always writing choices, the customers and we want it we want to be. And we are the essential infrastructure company to the enterprise and commercial environments. And so open shift on VM were just another example of choice and customers. They're gonna have different location environments out there. They're going to run some containers. They're going to run. Some of'em are going to run some native way. Want to be the infrastructure provided for that. We want to work with partners like you had a choice to our customers. >> You know, we've heard a lot this week about flexibility, right on a scale and options and all. And I understand providing choice is a great thing, you know, the customers. But what does that do for you in terms of having to answer to all of that desire? The flexibility? Well, it's it's >> opportunity in this challenge, right? Supporting all these different environments, of course, is a challenge for engineering teams. But it's also opportunity if we want to be. And we are the essential, you know, hardware technology, player in the industry. We have to support all these leading platforms and open shifts. Just example of that. The >> challenge on that side of it. I get opportunity, but you have to develop that expertise We do know throughout your force, and that probably has its own challenges. >> It doesn't mean we have to have expertise only and our own technologies like VM wear, but also open shift and other technologies or red hat technologies. We have to higher and cultivate, um, open source engineers, you know, which is not always easy to find on DH. We have to develop those expertise that know how to integrate those components together. Rights, not just a matter of taking the software and laying on top of the next eighty six architecture and saying it's done way, want Toby to integrate that. So we provide the best experience to the customers. So having that capability to understand what's happening at the hardware infrastructure layer also, what's happening at the virtual ization and container layer is a critical piece of knowledge that we have to. We have to grow and continue to work with >> you. But what about, I mean, as far as the competitive nature of the work force, then I kind of thinking about It's almost like ways. The more people who use that, the tougher it is to get around right, Because so the more people who are moving toward open source, the more which is great. But it also the more competitive the hiring becomes, the training becomes that it does bring with it. Certainly I would say barriers by any means, but a different factor. >> It's a challenge across the entire industry right now, hiring good technical people, and it's not just on open source space. It's an all space is open source is a particular challenge because it takes a certain set of skills to work in that environment. Dell has a philosophy where we are continually looking at university hires and growing from within. We try to hire a CZ. Many new hires, new grads as we can, But the reality is we have to look everywhere in order to try to find those. Resource is very hard to come by, and it's very competitive to get these employees are these candidates. Once you find them, it's hard to get him in the head of environment. >> So it it's interesting. Just step back for a second here last week at your show, it was I opening to see such a nadella, you know, up on stage with Pak else, right? While Microsoft Environments have lived on V EMS for a long time, you know, far as I know the first time the two CEOs have been public scene together fast word to here. And once again we saw touching Adela up on stage with, you know, red hat. It's, you know, for years we think about the industry as to the competitive nature and what's going on and Who's fighting who. Multi cloud. It's not like it's everybody's holding hands and singing, you know, Cooper Netease, Kumbaya. But it is a slightly different dynamic today than it might have been >> is very different in the past. When there are maur infrastructure players, Mohr software players, you could pick your swim lanes. You can compete now, the lines are blurred, and cloud definitely has a lot to do with that. Right and hybrid Multi cloud has everything to do with that, because if your applications going run on eight of us one day on premises the next day in azure the next day you better have tools, processes and procedures that allow those applications the migrate across that multi cloud experience. And so what if forces vendors to do is get together and participate in a cooperative in whatever your favorite word is for competitors working together. But that's really what it is, is we've realized you look a Del Technologies UVM. Where is part of our family? But we're working with Red Hat. What, working with Microsoft and Red Hat, as you see, is doing the same thing. It's necessary in today's market in today's environment that you just have to do that. >> Well, Paul, you mentioned swim lanes. I hope the Express lane is open for you on the ride home. So good luck with that. Thanks for the time this morning, too. Good to see you. It's a home game for you. So it's not all bad. It's not all >> bad. No, this is a great place to be and a great event. I'm glad I could be part of the >> burger. Thanks for being with us. Thank you. Back with more live coverage here. You're watching the Cube. Our coverage, right. Had summat twenty nineteen.

>> From Palo Alto, California, it's theCUBE. Covering VMware, Women Transforming Technology 2019. Brought to you by VMware. >> Hi, Lisa Martin, on the ground with theCUBE, at Vmware in Palo Alto, California at the fourth annual Women Transforming Technology event, WT-squared. Love this event. So excited to welcome back to theCUBE Betsy Sutter, VMware's Chief People Officer. Betsy, this event is incredible, year after year. >> Yeah. >> How do you do it? >> I don't do it. A team of people do it. But I love it and I love it that you're here. You're as passionate about this as I am. Our fourth! And this one is bigger and better than ever. I love it. And, you know, it's really all about just connecting women so we can continue to innovate and shape the future. So, super fun! >> It is super fun. One of the things that I love is that as soon as you walk onto the campus in the morning, ahead of the event, even walking up to registration, you can feel positivity, sharing, collaboration, experiences being shared. This community movement-- you literally can feel it. And then we walked in, your opening keynote this morning. >> Yeah, wasn't she amazing? Joy Buolamwini >> Wow. Amazing. What she was sharing. Breakthrough data of all the biases that are being built into just facial recognition software alone. >> Yeah. >> Her passion for highlighting the bias and then identifying it and then mitigating it, that passion was not only coming from her, but the entire audience. In person, I can imagine the livestream, just got it. >> Yeah. You know, she is amazing. I mean, she's an innovator. I mean, she's a brainiac. She's funny, she's artsy. But she's an innovator. But what's interesting about her is she's an inclusive innovator. Right? It's all about inclusion and I love her approach to this. I just spent an hour with her in a Fireside Chat where a number of us got to have a conversation with her and she's about as interesting as anybody I've ever met in terms of where she's taking this research so that she can create, just a better world. >> And she's doing that. One of the things that was, the word inclusivity kind of popped up, and intersectionality, a number of times, where she was showing data, AI data, from Microsoft, IBM, Face++, and just showing the massive differences in those data sets alone, so the whole inclusivity theme was very paralleled, in my opinion, but she's actually getting these companies to start evaluating their data sets to change that so that Oprah Winfrey, for example, face recognition doesn't come up as a male. >> That's right. Yeah, she has done some interesting, interesting work, and she's not approaching it as if it's a race issue in particular, right. She's taking a completely different, very positive approach, to highlighting a real problem. I mean, we knew that inclusion is a challenge in technology, but inclusion in artificial intelligence is by far worse, and I love it that she's unpacking that. >> I also love that, as a marketer, I loved how she formed the Algorithmic Justice League. >> Right. >> I couldn't think of a better name, myself. But that she's seeing three tenets of that. One is highlight the bias. >> That's right. >> And I thought, that's awareness. There needs to be more awareness of that because my mind was blown seeing these models today, and then she brings in Amazon and shows them, look at your data sets. >> Right. >> And so there needs to be more awareness, consistent awareness, it's kind of classic marketing of, there are a lot of challenges, but AI is so pervasive, I can imagine a lot of baby boomers probably have iPhones with facial recognition and don't understand, wow, even that, unlocking my phone, is a problem. How deep does this go across emerging technologies that are being developed today? >> That's right. And then she just talks about, in such broad terms, I mean she has a global mind around the social impact that this is having, whether it's in artwork, whether it's in self-driving car technologies, whatever it is. I mean, it's huge. And she's able to kind of look out and think about it in that light. And given the work that we're doing at VMware around inclusion and diversity, it's kind of a fresh new angle to really unpacking the layers of complexity that face these issues. >> Yeah, you're right. That was a thing that also caught my attention was there were so many layers of bias. >> Yeah, yeah. >> We can think of, you know, the numbers of women, or lack thereof, in technology. One of the things that Joy said, kind of along the parallels of layers was, the under-represented majority, as she says, it's women and people of color. >> That's right. >> It's layer upon layer upon layer. >> It is. >> Wow. Just cracking the surface. >> She's just scratching things, but the way she's doing her approach, I think, just brings a whole new light to this. I'm very grateful that she was able to speak to all of us, right. It's really about bringing women together to have these kinds of conversations so we can start to think about how we want to innovate and shape the future. She also touches on just this aspect of communities, which I love. And, you know, I've long said that people join communities, not companies, per se, and one of the things that we've done at VMware is tried to think about how do you create an inclusive culture, if you will, that embraces all sorts of communities. And Joy just started talking about a whole new dimension to how we think about that, which was fun. >> So you have been at the helm of people at VMware for a long time. >> I have. >> Lots of transformation. >> Yeah. >> I'm curious to get your, if you look back at the last four years now of WT-squared, how have you learned from even just speakers like Joy and helped to transform not just WT-squared but VMware, its diversity and inclusion efforts in and of themself? >> Yeah, you know, one of the things that I love about VMware and I love about WT-squared is that it's really a consortium or a collective of companies coming together, so this is not a VMware branded event, or a VMware event just by itself. It's just a collective. And then we try and broaden that circle so we can have more and more conversation. And I think that's what I'm most pleased with, I mean, we work hard at making sure that this collective is involved from the get-go in terms of, what do we want to talk about, so we can have the real and relevant conversations about inclusion and diversity, especially as women in tech, which, in some regards, is getting better, but in many, it's just not, and so how do you double down on that in an authentic way and really get business results. >> Exactly. It's all about getting business results. >> It is. >> One of the things that surprises me, in some cases, is when you see, whether it's from McKenzie or whatnot, different studies that show how much more profitable businesses are with women at the executive levels, and it just, that seems like a no-brainer, yet there's so many, the lack of women in technology, but also the attrition rates. >> Yeah. >> Really staggering, if you look at it, compared to any other industries. >> That's right. And, you know, we have a longstanding relationship with Stanford. >> Yes. >> The Clayman Institute. VMware helped found the VMware Stanford Women's Leadership Innovation Lab, which I'm exceedingly proud of. But, yeah, research shows this over and over. But one of the things that I love about my work is bridging that into how corporations operate and how people just work at work, and so that keeps me intellectually engaged, I'll say that, for sure. But, yeah, that is the big challenge. >> I'm also, what I love, just observing the attendees at the event, is you see all age levels. >> Yeah, I love that, too. >> And you have the tracks, the Emerging Leaders track for those who are younger, earlier in their career, The Executive track, the Technical track, and you've got a track about of sharing best practices, which I also love, or just hearing stories of, "How did you face this obstacle, maybe it wasn't, that didn't cause you to turn, or to leave the industry?" I think those are so important to help share. "Oh my God, I'm going through the same thing," for example. But might just help the next, or not just the next generation, but even those of us who might be middle-career from not leaving and going, "Okay, maybe it's the situation, I need to get into a different department, a different company, but I love technology and I'm going to stay no matter what." >> Yeah. Keeping those conversations elevated is one aspect of this, but then to your point, the cross-pollination of all these different kinds of women and what they've experienced in tech, the panel today was amazing, right. We had Ray, we had Lisa, and we had Susan. All different perspectives, different generations, but talking about sort of their challenges as they've navigated this, and where they all want to see it go. So I do think there's a bit of a common vision for where we want this to go, which is wonderful, but bringing all these different perspectives is the differential. And that's what we do here. We try and replicate that. And what will happen all through the day as I go to those different tracks, I'll hear from these different women and the questions are always just a blast to hear, right, because I learn so much from what's top-of-mind, what's keeping people up at night as they venture into tech and continue into tech. >> Anything in particular that surprises you? >> You know, one young woman asked me about my concern around communication and interaction because of how technology's affected how people do that-- rarely face-to-face like you and I are right now. And there're so many other visual and sensory cues that go into having a conversation with another human being, so we had a great conversation about what's good about it from a technology standpoint, and what's bad about it, and I think that's actually what Joy was talking about in her talk today, as well. But I was pleased that a very young person asked me that question. I know people of my generation, we talk about it, but it was fun to hear, kind of inspiring to hear a younger person say, "Is this all good?" >> Well and you're right, it probably was a nice, pleasant, refreshing surprise because we think of younger generations as, kind of, you say, cloud-native or born of the cloud, born on the phone, who are so used to communicating through different social media platforms. To hear that generation saying, you know, or even bringing it to our attention, like, "Shouldn't we be actually talking in person or by using technology like video conferencing and zoom things for engaging?" Think of how many people wouldn't fall asleep in meetings if video conferencing was required? >> That's right. That's exactly right. And another woman, a little further along in her career, what was weighing on her was how she stayed being a responsible and ethical person when she doesn't really know all the ingredients of what she's helping to create. And that's just a mindset that I haven't heard before. I thought that was wonderful. >> That is. Because we often talk about responsibility and accountability with respect to data science or AI, for example. It's interesting to hear an individual contributor talking about, "Where do I fall in that accountability/responsibility spectrum?" Is not a common question. >> No, and you know, we think we're creating a world of more transparency but, really, when you're coding you're not really sure what might happen with that code. And I thought Susan Fowler did a lovely job talking about that today on the panel, as well. That there's a huge responsibility in terms of what you're doing. So connecting those dots, understanding all the ingredients, I think corporations like VMware, and VMware does this in large part today, it gets harder, it's more complex, but we're going to have to answer those questions about what kind of pie or cake are we really baking with this, right? >> Exactly. Exactly. Could you have, if you looked back to when you first joined VMware, envisioned all of the transformation and the strength in community and numbers that you're helping to achieve with women transforming technology? >> I really couldn't. I mean, the industry is amazing, you know, I was at the right place at the right time and got to ride this tech wave. It's been great. No, I couldn't have imagined it, and now things are moving at an unprecedented place, things are much more complex. I have to call my adult children to get input onto this, that, and the other. >> (laughs) >> But no, it is a dream come true. It's been an absolute honor and privilege for me to be a part of this. I love it. >> When you talk with VMware partners or customers, are they looking to-- Betsy, how have you been able to build this groundswell and maintain it? >> Yeah, you know, my focus is primarily on the culture and the environment of the company, and I'm a really good listener. So that's the key. >> It is key. You just listen and pay attention to what people are saying, what matters to them, what's bothering them, and you continue to hold on to, sort of, those, you know, those North Stars of what you're trying to build and I always knew that I wanted to build the sustainable cultures, something that would last the test of time. So we're at 21 years. I've done 19 of them, so it's been great. You know, but you want to make sure you keep that rebar in the ground as you continue to build up. This community is solid. They're doin' it. Yeah, it's great. >> And it must be receptive. We talked about companies or leaders or businesses being receptive to change. I think I talked about that with Caroline and Shannon, who were part of that panel, and said, you know, oftentimes, we're talking with leaders, again, business units, companies, who aren't receptive to that change. Cultural change is really difficult, but it's essential. I was talking with Michael Dell a few months ago at Boomi World and said, "How have you managed as Dell has grown so massively to change the culture in a way that, you know, enables that growth?" It's a really hard thing to do. But for companies to do digital transformation and IT transformation, the culture, the people have to be receptive. I think, to one of your strengths, they have to be willing to listen. >> Yeah. And you never really arrive, right. So you constantly are in beta mode in the world, and so if you never assume that you've arrived, then you can pause, or that you just constantly want to beta things, then you have an edge, and I think Michael Dell's clearly got vision around that, right. I know Pat Gelsinger does, too. And so I like just partnering with those great minds, those great business and strategic minds, and then just building on the people component or the cultural component. But I, too, I'm constantly trying to produce new products and pay attention to what the customer wants. >> When you see things in the news like some of the harassment issues, say, for example, that Uber has experienced, I imagine you're watching the news or reading it and you're thinking, if I could just say three things to those people. When you see things like that, what are the top three things you would recommend that, not in reaction, though, but how can that culture change to deliver the customer experience, ultimately, that they need to, but what are some of the things that you think, these are easy fixes? >> Yeah, I think in watching a lot of my companies in the industry and how they've responded, for me, my advice would be, you should elevate that conversation. That conversation's not going to go away. And so you need to elevate it, give it a lot of sunlight and oxygen, really understand it, don't try and move away from it, don't push it down. And that's something we do at VMware, we're constantly elevating the conversation. One of the things I love about this culture, it's made me a lot better at what I do, is I can always answer the question, "Why are we doing that?" And so that's, why are we doing that? And if I can't answer why, we have a problem. And a why just sort of symbolizes intellectual curiosity, right, so that's what we're trying to keep alive and that's what I tell my other colleagues in the industry is just keep that conversation going: there's no quick fix to this, people are complex, don't pretend you really know. So elevate it and let's get to really know each other a lot better. >> And there's so much good that can come from any sort of blight or negativity, there really is, but you're right. Especially in this day and age, with everything being on camera, you can't hide. >> And, you know, it's okay to admit that you made a mistake. >> I agree. >> It's really okay. And so there's something about that that we've got to get back. >> I think it's one of the most admirable things of any human trait or corporation is just admitting, ah, this was the wrong turn, >> Right. >> I said the wrong thing. >> You know what, we made a mistake. We've course-corrected. >> I'm human. >> Yes. >> Exactly. >> Exactly. >> So we talked about Joy opening things off today and Ashley Judd-- >> I know, I can't wait. >> I bet you can't wait. She is the closing keynote. What are the things that inspire you about Ashley's work? >> I just think that she's wicked-smart. And I think she's using her platform in a really powerful way. And for her to want to come here and speak to us just reflects her passion, and the juxtaposition of Joy with Ashley is fabulous, right. Really gives you a lot to think about, so I can't wait to see Ashley. >> And just even juxtaposing those two, like you said, you can just see massive diversity there, in thought, in background, and experience, in life experiences, but both coming from different perspectives and different angles that can be so inspirational >> Yeah. To all of us in the audience. >> Yeah, and positive. You know, they're taking this positive approach to this movement and, yeah, very different women, but both really, really smart, very passionate. Resilient, clearly. And persistent. They're going to keep movin' it forward. >> Persistence is the key. So, great event so far. It's not even over, but what are your dreams for next year's event? >> Oh, we just have to keep going. I'd love to see more companies join the consortium. We've learned a couple things about, we just are going to start the conversation earlier about what we want the event to be. We love hosting people on the campus, obviously, and luckily we have terrific weather today, but I would just like to see companies come together and have the conversation, and that was really the impetus for this, is that we wanted to make sure we got a lot of diverse perspectives that were dealing with these real issues, and let's talk about what women in technology at all levels, as you pointed out, what's top-of-mind for them? And what do they need to have the conversation about? Let's bring 'em together, let's let 'em connect and start to innovate and create the future. >> Well I'm already looking forward to next year, Betsy. >> Yeah, me too. >> It's been such a pleasure to talk to you again. >> Thank you, Lisa. >> Thank you so much for spending time with me on theCUBE today. >> Thank you. >> Appreciate your time. >> Super fun. >> Good. You're watching theCUBE. I'm Lisa Martin on the ground at Women Transforming Technology, the fourth annual. Thanks for watching. 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>> Live from San Francisco. It's the cue covering IBM thing twenty nineteen brought to you by IBM. >> Clever and welcome to the live coverage here. The Cube in San Francisco for IBM. Think twenty nineteen day Volonte where he with Urban Krishna, senior vice president of cloud and cognitive software at IBM. Man in charge of all the cloud products cloud everywhere. Aye, aye. Anywhere are great to see you. Thanks for spending time. Know you're super busy. Thanks for spending time. >> I'm ready to be here right >> now. So we talked at the Red Hat Summit last year. You essentially laid out the vision for micro Services. Coup Burnett is how this always kind of coming together than the redhead acquisition. And now you're seeing big news here at IBM. Think setting the stage here in San Francisco for a I anywhere, which is cognitive kind of all over the clouds, and then really clarity around cloud multi cloud strategy end to end workloads all kind of tied together on premise in the clouds. Super important for IBM. Explain and unpacked that force. What does it mean, >> Right? So I'm going to begin unpacking it from where actually I left off last year. So if I just for ten seconds, last year, we talked a lot about containerized platforms are going to become the future that'll be the fabric on which every enterprise is going to build their IT and their future. OK, we talked about that last year, and I think with the announced acquisition of Red Hat that gets cemented and that'll go further once that closes. Now you take that and now you take it to the next level of value. So take Watson. Watson runs as a containerized set of services. If it's a containerized set of services, it could run on what we call Cloud Private. Cloud Private in turn runs on top of OpenShift. So then you say, wherever OpenShift runs, I can run this entire stack. Where does OpenShift run today? It runs on Amazon. It runs on the IBM cloud and runs on Azure. It runs on your premise. So on the simple simple. I always like things that are simple. So Watson runs on Cloud Private runs and OpenShift runs on all these infrastructures I just mentioned that gives you Watson anywhere. You want it close to your data run it on-prem. You want to run it on Azure, run it there. You want to run it on the IBM cloud you run it there. And hence that's the complete story. >> says it was more important for you to give customers choice >> than it was to keep Watson to yourself. To try to sell >> more cloud. >> I think that every company that survives a long term learns that choice to a customer is really important and forcing customers to do things only one way is jelly in the long term. A bad strategy. So >> from a customer statement, just get the facts right on the hard news. Watson. Anywhere. Now I can run Watson via containers. Asian Open ship Things you mentioned on a ws as sheer Microsoft azure and IBM cloud cloud private. All that >> on on premise >> and on premise, all cohesively enter end. >> Correct in an identical way. Which means even if you do things one place you build up more than one place, you could go deploy a moral in another place gives you that flexibility also. >> So I'm Akash Mercy over This sounds too crazy Is too hard to do that. I've tried all this multi cloud stuff. Got all this stuff. Why is it easier? How do how do you guys make this happen? What's the key secret sauce for pulling that end to end a I anywhere on multiple clouds, on premises and through the workloads. >> Two levels. One. We go to a container infrastructure as that common layer that isolates out what is the bottom infrastructure from everything that runs on top. So going to the common services on a Cuban Eddie's in a container layer that is common across all these environments, does the isolation off the bottom infrastructure? That's hard engineering, but we do that engineering. The second piece is you've taken the Watson set of capabilities and also put them into just three pieces. What's in studio? What's an ML from water machine learning and what's an open scale? And there you have the complete set that you go need to run everywhere. So we have done that engineering as well. >> Congratulations. Get the cloud anywhere. I mean, it's cloud. It's essentially everything's every anywhere. Now you got data everywhere you got cloud everywhere. Cloud operations. Where's the multi cloud and hybrid fit in? Because now, if I could do a I anywhere via container ization, shouldn't I built? Run any workload on premise and in multiple clouds. >> So we fundamentally believe that when I was here last time, we talked about the container fabrics. And I do believe that we need to get to the point where these can run anywhere. So you take the container fabric and you can go run that anywhere, right? So so that's one piece of it, the next part of is but I now need to integrate. So I now need to bring in all my pieces. How I integrate this application with another? It's the old problem of integration back again. So whether you want to use MQ or you want to use Kafka or you want to use one of these technologies? How do we get them to couple one work flow to another work flow? How do I get them to be secure? How do I get them to be resilient in the presence of crashes in the presence of latency and all that? So that's another big piece of announcements that we're making. You can take that complete set off integration technologies, and those can run anywhere on any cloud. Again, using the same partner describes. I'm not going to go into that again. And on premise. So you can knit all of those together. >> How can you talk about the rationale for the Red Hat acquisition? Specifically in the context of developers, IBM over the years has made you know many efforts took to court developers. Now, with the redhead acquisition, it's eight million developers and talk about specifically the importance of developers and how that's changed >> your strategy or enhance your >> strategy. I'm an enhancement. It's not really a change. I think we all acknowledge developers have always been important and will remain important. I mean, IBM has done a great job, I think, over the last twenty years and both helping create the whole developer ecosystem, for example, around Job. We were a very big piece of that, not the only participant in there. There were others, but we were a big piece of that. So you not take red hat on Lenox and Open shit and Open source and J. Boss and all of these technologies. There's a big ecosystem of developers. You mentioned eight million number. But why did that set of people come along? They come along because they get a lot of value from developing on top of something that in turn has so many other people on top. I think there's half a million pieces of software which use redhead as the primary infrastructure on which they develop. So it's the network effect really. Is that value andan Africa can only come from you, keep it open, You keep it running on the widest possible base, and then they get the value that if they develop on that digger access to that and US base on which Red Hat Franz >> are, we have >> evidence that >> totally makes sense. But I want to get one dig deeper that we cover a lot of developer, the business side of developers. Not so much, no ins and outs, so developer tools and stuff. There's a lot of stack overflow. Variety of sources do that, So developers want to things they want to be in the right wave. You laying out a great platform for that, then this monetization Amazon has seen massive growth on their partner network. You guys haven't ecosystem. You mentioned that. How does this anywhere philosophy impact ecosystem because they want to party with IBM? Where's the white spaces? What's the opportunity for partners? How should they evolve with IBM? What's your What's your direction on that? >> Okay, so two kinds of partners one there's a set of partners will bring a huge set of value to their clients because they actually provide the domain knowledge. The application specify acknowledged the management expertise, the operational expertise, printable technologies, perhaps that we provide. That's what a partner's is always gonna have. Value talked yesterday at a portable conference about what, cognizant? Who's a bigger part. They do. They built a self service application for patients off a medical provider to be able to get remote access to doctors when they couldn't get enough. And that was not life threatening immediately. Well, that's a huge sort of valley that they provide built on top of our technologies and products. A second kind of partner you went on developers is people who do open those packages. I think we've been quite good. We don't tend to cannibalize our partners, unlike some others we can talk about. So for those partners who have that value, we can put our investment in other places. But we could help maybe give access to the enterprise market for those developers, which I think opens up. A lot of you >> guys make the martyr for developers. That's right. I want to ask you a question. You guys are all sleep in all in on Cooper Netease. Red hat made a great bed on Cooper Netease on. Now that you're harvesting that with the requisition, huge growth there containers. Everyone saw containers. That was kind of a no brainer. Technical world developers are. What's the importance of uber Netease? As you see Kou Bernetti starting to shrink the abstraction software overlay. In the end, this new complexity where Cooper needs a running great value. What does that mean? This trend mean for CEOs CTO CSOs as enterprise start to think, you know, cohesive set of services across on Prem multiple clouds. Cooper Nettie seems to be a key point. What is the impact of it? What does it mean? >> I think I'll go to the business. Benefit Secure binaries. In the end is an orchestration. Later takes over management complexity. It takes away the cost of doing operations in a large cluster ofthe physical resource is, I think the value for the CIA level is the following today, on average, seventy percent of the total cost and people are tied up in maintaining what you have. Thirty percent is on new. That's rough rule of Tom Technologies like communities have taken to where we wanted to go and flipped out to thirty seventy. We need to spend only thirty percent maintaining what you have. And he could then go spend seventy percent on doing innovation, which is going to make inclined, happier and your business happier. Your team's had a couple of announcements today. One was hyper protect, and the other is a lot of services to facilitate. Hybrid. Can you talk about those brats up to date on a quick one, so hyper protect means. So where do you put your data in the cloud everybody gets worried about? Well, if it's in the clear, it could get stolen. C Togo to encryption. Typically, encryption is then down with the key. Well, who manages that cake? The hyper protect services are all about that key. Management is comin across. Both are getting hybrid world across both your premise and in the cloud. And nobody in the cloud, not even our deepest system administrator in the cloud, can get access to the key. That's pretty remarkable when you think about it, and so that provide the level of safety and encryption that should give you a lot of reassurance that nobody can get hold of that data that's hyper protect. And then if I go to all of the other services were doing, sometimes I see a lot of help. Someone advice. Look, in the three client meeting I just had every one of them was asking what should keep regarded watching I slightly more nice. What should I write knew? That means a whole lot of advice that you need and how to assess what you have in what should be a correct strategy. Then once you do that, somebody will say will help me move it. Others will say, Help me manage it So all the services to go do that is a big piece of what we're announcing it end and to end in addition to but into end. But also you can cover it up. Not only give me advice, I know I got buying strategy laid out, helping move it on Oprah's do boards for me or help you manage it after I move it except >> armor. When you sit in customer meetings. Big clients write me, and when they say we want to modernize, what does that mean to you? And how do you respond to that? >> Well, some organizes. Normally today it means that you've got to bring cloud technologies. You gotta bring air technologies. You got to bring what is called digital transformation all to bear. It's got to be in the service of either client intimacy, or it's got to be in terms ofthe doing straight through processing, as opposed to the old way of doing all the business processes that you have and then you get into always got to begin with some easy wind. So I always say, Begin with the easy stuff, not begin with the harder stuff. What started the architecture that let you do the hardest off later? It's not throw away, and those are all the discussions that we have, which are always a mixture of this people process technology. That world has not changed. We need to worry about. All >> three are thanks for spending your valuable time coming on the Q. Bree. We appreciate the insight. I know you're super busy. Final question. Take take a minute. To explain this year. Think What's the core theme? What's the most important story people should pay attention to this year and IBM think in San Francisco? >> I think this two things and the borders. That is the evolution that is giving greater business value for using the word that is Chapter two off the cloud journey. And it's Chapter two off a cognitive enterprise. Chapter two means that you're not getting into solving really mission critical workloads, and that's what is happening there. And that's enabled through the mixture of what we're calling hybrid on multi cloud strategies and then the cognitive enterprises all around. How can you bring air to power every workflow? It's not a little shiny Tonda. Besides, it's in the very heart off every confirmation. >> The word of the day. Here's anywhere cloud anywhere, data anywhere. Aye, aye, anywhere that's a cube were everywhere and anywhere we could go to get the signal from the noise. Arvin Krista, senior vice president, cloud and cognitive software's new title man Architect in the Red Hat Acquisition in the cloud Multi cloud DNA. Congratulations on your success. Looking forward to following your journey. Thanks for coming on, thanks Thanks. Safe. Okay. More live coverage after this short break state with the cube dot net is where you find the videos were in San Francisco. Live here in Mosconi, North and south, bringing the IBM think twenty nineteen. Stay with us.

(calm pop music) >> From Phoenix, Arizona, theCUBE. At Catalyst conference. Here's your host, Jeff Frick. >> Hey, welcome back everybody, Jeff Frick here in Phoenix Arizona, at the Girls in Tech Catalyst Conference. Fourth year of the conference. Going to be back in the Bay Area next year, but again as we've said before, something in the water here in Phoenix because we were here two years ago for the Grace Hopper Conference as well. So a lot of good women in tech action happening in Phoenix. So, we're really excited to have the brainchild behind this whole thing. The force who's really making it happen, Adriana Gascoigne. Welcome. >> Thank you. Good to be here. >> Thanks for having us down. So Adriana, tell us the story of Girls in Tech and Catalyst specifically. >> So Catalyst was an inspiration based on when I worked in intel. We invested, or sponsored a conference, for Oprah. It was called Oprah's O Conference, and what was super compelling about that conference, was that there were 10,000 women in the Moscone Center in San Francisco, and they were engaging and raising their hand, and sharing their own personal stories, trials and tribulations, and speaking about really interesting hot button topics. Such as building a business, or finances, or interior design, things that really were compelling to them. And so what really struck me about this environment is that women actually had a voice. They were encouraged to raise their hand and speak up. And I wanted to do this in the tech world because in a very, gender-scare world, it's important for us to have both voices, right? So, I think this environment enables women to speak up and share their feelings and their passions openly. >> And I think I heard your story early on, where you were at a startup, and you were like the only woman. And then they hired more people, and you were still the only woman, and they hired more people and (chuckles), you were still the only woman. So you kind of lived it firsthand. >> Yeah. So that was sort of the impetus behind Girls in Tech, and I felt that the company, the startup I was working at, wasn't doing enough for recruiting. And recruiting, not just women, but just diverse groups of people, which does affect product development. You need many different perspectives, many different experiences and backgrounds, in order to have a comprehensive product. So I decided to take matters into my own hands, and I started Girls in Tech in 2007, and nine plus years later, we're in 60 cities around the world, and six continents, and 36 countries, with over 40,000 members. So it's awesome to see the growth. I'm now doing it full-time, and the sky's the limit. >> So how do people get involved. What's your kind of, corporate mission statement? And then, if people are watching from some city that you either are in, or maybe you're not, how do they get involved? What does it mean to be involved in Girls in Tech in city X. >> Yeah, so our tagline is, empowerment, engagement, and education of women in tech. So this is an inclusive organization, for both high-tech women who want to learn more about entrepreneurship and leadership, and for women that are in startups that want to be employees, or leaders, or start their own companies. So we've developed curriculum that we prototype and pilot in Silicone Valley, perfect it, and then deploy it to our 60 chapters around the world in electronic press kit format. This is great because we get to customize it with the teams on the ground, and do everything from coding and design boot camps, entrepreneurship boot camps, to the Catalyst Conference, to our lady pitch night competition. Pitch night, not anything else (laughs). >> Yeah, yeah, I got that. Pitch, it's pitch. >> It's pitch. >> You know, we're a PG show, no problem. (laughs) >> And we do an exchange program that brings 20 to 30 female entrepreneurs to Silicone Valley to really experience the nuances of this tech ecosystem, what makes it thrive, learning skills on how to become entrepreneurs, meet and greet with VCs and influential people in Silicone Valley. And we have a few other programs that you can check out on the website. But it's exciting, because it's not one size fits all approach. It's, I'm a woman and there are many different changes I have in my career lifetime. So we want to be there for you within your junior, middle career, as well as a leader. >> Right, and we certainly heard that over and over with the guests that we've had on today, about people changing tracks, changing careers, changing industries, and really this theme of continual learning, continual growing. It's a long journey. We have a saying at our company, you're never there, you're only here, there is still there, and you keep moving down the road and it just keeps moving further out. So a couple three-day conference. What are some of your takeaways, some surprises, over the last three days that you'd like to share? >> Wow, where do I begin? I mean the soundbites are all so stellar, inspirational, skills, best practices, but the thing that really stood out, I think in this year specifically, was people's stories. Their emotional stories, their passions. The things that wake them up in the morning. And they say, yes, I want to change the world and make an impact and love my life while doing it. It was very candid, you know, some of these women really shared difficult situations. And these situations help fuel energy and their fire to make change in their life, to help and pay it forward with up and coming women, and leaders in the tech industry. So it was powerful from the candor, and the friends that were made, and the passions that were shared. >> Awesome. Well I know you got to get back to the conference, you're the master of ceremonies, keeping everything on track. (laughs) So I appreciate you taking a few minutes out of your time to stop by >> It's my pleasure. >> Again, thanks for inviting us to this conference. We're really excited to come down, and we'll look forward to next year's. >> Yeah, next year's going to going to be in the Bay Area. So, in your neck of the woods. >> Awesome. >> Yeah. >> Adriana, again thanks for inviting us. Running a great show, the Girls in Tech Conference. I'm Jeff Frick, you're watching theCUBE. Thanks for watching. We'll catch ya next time. (upbeat pop music)