(upbeat music) >> Hi, everyone. Welcome to today's session of theCUBE presentation of AWS Startup Showcase, the new breakthrough in DevOps, data analytics, cloud management tools, featuring OpsRamp for the cloud management migration track. I'm John Furrier, your hosts of theCUBE Today, we're joined by Jordan Sheer, vice president of corporate marketing and Michael Fisher, director of product management in OpsRamp. Gentlemen, thank you for joining us today for this topic of challenges of delivering availability for the modern enterprise. >> Thanks, John. >> Yeah, thanks for having us. >> Hey, so first of all, I have to congratulate you guys on the successful launch and growth of your company. You've been in the middle of the action of all this DevOps, microservices, cloud scale, and availability is the hottest topic right now. IT Ops, AI Ops, whoever you want to look at it, IT is automating a way in a lot of value. You guys are in the middle of it. Congratulations on that, and congratulations on being featured. Take a minute to explain what you guys do. What's the strategy? What's the vision? What's the platform. >> Yeah, I'll take that one. So I would just kind of take a step back and we look at the broader landscape of the ecosystem of tools that all sits in. There's a lot of promises and a lot of whats and features and functionality that are being announced. Three pillars of durability and all these tools are really trying to solve a fundamental problem we see in the market and this problem transcends the classic IT ops and it's really front and center, even in this modern DevOps market, this is the problem of availability. And so when we talk about availability, we don't just mean the four nines for an uptime metric, availability to the modern enterprise, is really about an application doing what it needs to do to serve the users in a way that works for the business. And I always like to have a classic example of an e-commerce site, right? So maybe you can get to an e-commerce sites online, but you can't add an item to a cart, right? Well, you can't do something that is a meaningful transaction for the business. And because of that, that experience is not available to you as a user and it's not available to the business because it didn't result in a positive outcome. So the promise of OpsRamp is really around this availability concept and the way we rationalize this as a three pillar formats. And so we think the three pillars of availability are the ability to observe data, this is the first piece of it all. And from a problem perspective, what we're really trying to say is do we have the right data at any given point in time to accurately diagnose, assess, and troubleshoot application behavior? And we see it as a huge problem with a lot of enterprises, because data that can be often siloed, too many tools, many teams, and each one has a slightly different understanding of application health. For example, the DevOps team may have a instance of Prometheus or they may have some other monitoring tool, or the IT team may have their own set, right? But when you have that kind of segmented view of the world, you're not really having the data in a central place to understand availability at the most holistic level, which is really from an end-user to that middleware, to the databases, to underlying microservices, which are really providing the end-user experience. So that observed problem is that first thing OpsRamp tries to solve. Secondly, this is the analyze phase, right? So analyze to us means are we giving the proper intelligence on top of the data to drive meaningful insights to this operator and user? And the promise here is that can we understand that baseline performance and potentially even mitigate future instance from happening? How often do we hear a cloud provider going down or some SaaS provider going down because of some microservice migration issue or some third party application or networking they're relying on? I can think of dozens on my head. So that's kind of the second piece. And then lastly is around this act. This is an area of a lot of investment for ops because we think this is the final pillar for nailing this availability problem. Because again, IT teams are not getting larger, they're getting smaller, right? Everyone's trying to do more with less. And so from a platform perspective, how do we enable teams to focus on the most business critical tasks, which are your cloud migrations, adopting microservices to run your modern applications, innovative projects. These are the things that IT and DevOps teams are tasked with. And maintaining availability is not something people want to do, that should be automated. And so when you think of automation, this is a big piece for us. So again, the key problem is how can we enable these IT or DevOps teams to focus on those business critical things, and automate it with the rest. And so this is the OpsRamp's three pillars of availability. >> John: Talk about the platform, if you don't mind. I know you've got a slide on this. I want to jump into it because this comes up a lot, availability's not just throughout uptime, because you know, uptime, five nine reliability is an old school concept. Now you have different kinds of services that might be up but slow, would cause some problems, as applications and this modern era have all these new sets of services. Can you go through and talked about the platform? >> Yeah, absolutely. So OpsRamp has a very... We address this availability problem pretty holistically, like I mentioned. From a platform perspective, there that two core lines that are comprising a product. One is this hybrid monitoring piece. This is that data layer. And the next one is event management, it's more of the we'll talk about that analysis. And so we treat the monitor as a direct feed into this event management. We're layering that on top, or layering machine learning and AI to augment the insights derived from that first pillar. And so this is where we see a really interesting intersection of data science and monitoring tools. We invest a lot in this area because there's a lot of meaningful problems to solve. In particular alert fatigue, or potentially root cause analysis, things that can take an operator or a developer a long time to do on their own, OpsRamp tries to augment that knowledge of your systems and applications so that you can get to the bottom of things faster and get on with your day. And so it's not just for the major outages, it's not just for the things that are on Twitter or CNN that's for daily things that can just distract you from the ability to do your job, which is to be a core innovator for a business. >> I will really say John, that we are already seeing some couple things here. Number one, we're already actually seeing fundamental transformations in the marketplace. Customers who have seen reduction in alert volumes of up to 95% in some cases, which is as you can imagine, that's completely transformational for these businesses. And number two, I think one of the promises of hybrid of observability working in tandem with event and incident management is the idea of finding unknown unknowns within your organization and being able to act upon them. All too many times nowadays, monitoring tools are there to just surface issues that you may know that you're looking for and then help you find it and then take action on them. But I think the idea of OpsRamp is that we really using that big data platform that Michael talks about is to really surface all the issues that you might not be able to see, identify the root cause, and then take action on those root causes. So in our world, application availability is a much more proactive activity where the IT operations team can actually be proactive about these incidents and then take action on them. >> Yes. Jordan, if you don't mind, I'm following up on that real quick. Talk about the difference uptime versus availability, because something could be up and reliable but not available and its services get flaky. Things may look like they're up and running. Can you just unpack that a little? >> So to me, I mean the really key aspect of availability that I think the old definition of uptime doesn't address is performance. That something can be up, but not performing, but still not really be available. And his e-commerce example, I think is a great one. Let's take, for example, you get on Amazon, right? The Amazon e-commerce experience is always available. And what that means is that at any given moment, when I want to click through the e-commerce experience, it performs. It's available. It's always there and I can buy it at any given time. If there's a latency issue, if the application has a lag, if it takes 30 seconds to really perform an activity on that application, in the alternative definition, that's not available anymore. Even though the application may be up, it's not performing, it's not providing a frictionless end customer experience, and it's not driving the business forward, and therefore it's not available. The definition of availability in OpsRamp is creating a meaningful customer experience that actually drives the business forward. So in that definition, if a service is up but it's latent, but it's not providing excellent customer experience that the business wants to promise to its end-user, it's not available. So that's really how we're redefining this whole notion of availability and we're urging our customers and people in the marketplace to do the same. Ask yourself the hard question, is your application available or is it just up? >> Yeah, and I think that the confluence of the business logic around what the outcome is, and I think this is the classic cliche, "Oh, it's all about outcomes." Here, you're saying that the outcome can be factored into the policy of the tech, meaning this is the experience we want for our users, our customers, and this is what we determined as acceptable and excellent. That's the new metric, so that's the new definition. You can almost flip the script. It feels like it's being flipped around. Is that the right way to think about it? >> Well, yeah, I think that's actually absolutely correct that an application needs to be business aware, especially in the modern day because all of the businesses that we work with, their applications are really the stock and trade of the business. And so if you create an application that is not business aware, that is just there for its own sake or is not performing according to the revenue goals or the targets of the business, then it's no longer available. >> I mean, it could be little things. It could be like an interface on the UI, it could be something really small or a microservice that's not getting to the database in time or some backup or some sort of high availability. Really interesting things could happen with microservices and DevOps, can you guys share some examples of what people might fall into from a trap standpoint or just from a bad architecture? What are some of the things that they might see in their environment that would say that they need help? >> Yeah, I can probably take that one. So there's a lot of, I call them symptoms of a bad availability experience. And I wouldn't even say it's a pure microservice specific thing. I would say it's really any application that's end-user phasing. I see similar pitfalls. One is a networking issue. I see the number one thing usually with these kinds of issues that networking or config changes that can cause environments to go down. And so when we talk to organizations get to the bottom of this is usually a config wasn't thought through thoroughly, or it was a QAed, they didn't have the proper controls in place. I would say that's probably the number one reasons I see applications go unavailable. I think that's some majority of DevOps teams that can empathize with that is someone did something and I didn't know, and it caused some applications servers go down and it causes cascading event of issues. That's like modern paradigm of issues. On old school days, it's a layer zero issue, someone unplugged something. Well, modern times it's someone pushed something I don't have an idea of what we're doing opposing a downstream effect it would have been and therefore my application went unavailable. So that's again, probably the number one pitfall. And again, I think the hardest problem in microservices still around networking, right? Enterprise level networking and connecting that with many data center applications. For example, Kubernetes, which is the provider or the opera orchestrator of any microservice is still getting to the level, many organizations are still getting a level of comfort with trusting production applications to run on it because one is a skill gap. There's not many large organizations have a huge Kubernetes application team, usually they're fairly small agile units. And so with that, there's a skill gaps, right? How do you network in Kubernetes? How do you persist in storage? How to make sure that your application has the proper security built into it, right? Because that these are all legacy problems kind of catching up with the modern environments, because just because you're modernizing, it doesn't mean these old problems go away. It just take a different form. >> Yeah. That's a great point. Modernization. You guys, can you guys talk about this modern application movement in context to how DevOps has risen really into providing value there? Certainly with cloud scale and how companies are dealing with the old legacy model of centralized IT or security teams who slow things down? Because one of the things that we're seeing in this market is speed, faster developer time to market, time to value. Especially if you're an e-commerce site, you're seeing potentially real-time impact. So you have the speed game on the application side that's actually good, being slowed down by lack of automation or just slow response to a policy or a change or an incident. I mean, this seems to be a big discussion. Can you guys share your thoughts on this and your reaction to that? >> I can tell you that one of the places that we are displacing, one of the markets that we are displacing is the legacy ITOM market, because it can't provide the speed that you're talking about, John. I think about a couple of specific examples. I won't necessarily name the providers, but there are several legacy item providers that for example, require an appliance. They require an appliance for you to administer IT operations management services. And that in and of itself is a much slower way of deploying item. Number two, they require this customized proof of value, proof of concept operation, where companies, enterprise organizations need to orchestrate the customization of the item platform for their use. You buy separate management packs that would integrate with different existing applications on your stack. To us, that's too slow. It means you have to make a bunch of decisions upfront about your item practice and then live with those decisions for years to come, especially with software licenses. So by even moving that entire operation to SaaS, which is what the OpsRamp platform has done, has accelerated the ability to drive availability for applications. Number two, and I'd like to pitch this over to Michael, because I think this is really fundamental to how OpsRamp is driving availability, is the use of artificial intelligence. So when we think about being proactive and we think about moving more quickly, it takes machine learning to do a lot of that work to be able to monitor alert streams and alert floods, especially with the smaller scale down IT teams that Michael has mentioned before. You need to harness the power of artificial intelligence to do some of that work. So those are two key ways that I see the platform driving additional speed, especially in a DevOps environment. And I'd love to hear as well from Michael, additional enhancements. >> Michael, if you don't mind, I'll add one thing. First of all, great call out there, Jordan. Yeah. So the legacy slow down, it's like say appliance or whatever that also impacts potentially the headroom on automation. So if you could also talk about the AI machine learning, AI piece, as well as how that impacts automation, because the end of the day automation is going to have to be lock step in with the AI. >> Yeah. And this kind of goes back to that OpsRamp three pillars of availability, right? So that's the what we do, but again, it's all goes back to the availability problem. But we see that observe, analyze, and act as a seamless flow, right? To have it under the same group or the same tent provides tremendous opportunity and value for our DevOps or IT Ops teams that trust the OpsRamp platform because I'm a big believer that garbage in, garbage out. Having the monitoring data in native or having this data native to your tool provides a lot of meaningful value for customers because they have their monitoring data, which is coming from the OpsRamp tool. They have the intelligence, which is being provided by their ops cube machine learning. And they have our process automation and workflow to feed off that directly. And so when I think of this modernization problem, I really think about modern DevOps teams and the problems they face, which is around doing more with less, that's kind of the paradigm of many teams, each one is trying to learn, how do I do security for Kubernetes? How do I observe my security in the Kubernetes' cluster? How do I make sure my CI/CD pipeline is set up in such a way that I don't need to monitor it, or I don't need to give it attention? And so having a really seamless flow from that observe, analyze, act enables those problems to be solved in a much more seamless way that I don't see many legacy providers be able to keep up with. >> Awesome. Jordan, if you don't mind, I'd love to get your definition of what modern availability means. >> Yeah. So, you know, as I've gone through a little bit previously, so modern availability to me is availability uptime. It's also performance, right? Is the app location marks set down by both the application team, but also by the business. And number three is it business aware. So a truly modern available application is being able, is driving an excellent customer experience according to the product roadmap, but it's also doing it in a way that moves the business forward. Right? And if your applications today are not meeting those benchmarks, if they're performing but they're not driving the business forward, if they're not performing, if they're not up, if they don't meet any one of those three core tenants, they're not truly available. And I think that what's most impactful to me about what the platform, what OpsRamp in particular does in today's environment is operating under that modern definition of available is more difficult than ever. It is more difficult because we are living in a hybrid, distributed, multi-cloud world with tons of software vendors that are being sold into these organizations today that are promising similar results. So when you're an IT operator, how do you drive availability in light of that kind of environment? You have reduced budget. You have greater complexity, you have more tools than ever, and yet your software is more impactful to the bottom line than ever before. It's in this environment that we took a hard look at what's going on in the world, and we say these operators need help driving availability. That's the germination of the OpsRamp platform. >> That's a great point. We're going to come into the culture. And the second Emily Freeman's keynote about the revolution in DevOps talks about this, multiple personas and multiple tools that drive specialism, specialties that actually don't help in the modern era. So I'm going to hold that for a second. We'll come to the cultural question in a minute. Michael, if you don't mind to pivot off that definition, what are the metrics? With all those tools out there, all these new things, what are the new metrics for modern availability? It's more than MTTR. >> Yeah. This whole metrics that I think people spend a lot of time on, I think it's actually people thinking in the wrong direction if you ask me. So I've seen a lot of work. People say that the red metrics, that rate error duration or its views, utilization, saturation errors, or it's these other more contrived application metrics. I think they're looking at a piece of the stack, they're not looking at the right things. Even things like mean time to resolve and critical and server response time, mean time to tech, those are all downstream indicators. I like to look at much more proactive signals. So things like app deck score, your application index, or application performance index, these are things that are much more end-user facing or even things like NPS score, right? This has never really been a classic metric for these operations teams, but what a NPS score shows you is are your users happy using your applications? Is your experience giving what they expect it to be? And usually when you ask these two questions, even if you ask the DevOps team do you know what your Atlas score is? And you use NPS score, but what are those, right? Because it's just never been in that conversation. Those have been more maybe on the business side or maybe on the product management side. But I think that as organizations modernize, we see a much more homogenous group forming among these DevOps and product units to answer these kinds of questions. That's something we focus a lot on OpsRamp it's not seeing the silo of DevOps product or Ops. We're each thinking of how do you have a better NPS and how do we drive a better app decks? Because those are our leading indicators of whether or not our applications available. >> So I want to ask you guys both before, again, back to the own cultural question I really want to get into, but from a customer standpoint, they're being bombarded with sales folks, "Hey, buy my tool. I got some monitoring over a year. I got AI ops. I got observability." I mean, there's a zillion venture back companies that just do observability, just monitoring, just AI Ops. As the modern error is here, what's going on in the psychology of the customer because they want to like clear the noise. We saw it in cybersecurity years ago. Right? They buy everything, and next thing you know, they're going to fog of tools. What's the current state of the customer? What do they need right now as to be positioned for the automation, for the edge, all these cool cloud-scale next gen opportunities? >> Yeah. So in my mind, it's basically three things, right? Customers, number one, they want a vision. They want a vision that understands their position in the enterprise organization and what the vision for application development is going to be moving forward. Number two, they don't want to be sold anymore. You're absolutely right. It's harder and harder to make a traditional enterprise sale nowadays. It's because there's a million vendors. They're just like us. They're trying to get people on the phone and it can be tough out there. And number three, they want to be able to validate on their own with their own time. So in light of that, we've introduced a free trial of our cloud monitoring. It's a lightweight version of the OpsRamp platform, but it is a hundred percent free right now. It is available for two weeks with an unlimited number of users and resource count. And you come in and you can get started on your own using preloaded infrastructure from us if you want, or you could bring your own infrastructure. And we can tell you that customers who onboard through the free trial can see insights on their infrastructure within 20 minutes of onboarding. And that experience in and of itself is a differentiator and it allows our customers to buy on their own terms and timelines. >> Sure. And that's a great point. We brought this up last quarter in the showcase, one of the VCs brought up and says he was an old school VC, kind of still in the game, but he was saying in the old days in shelf where you didn't know if it was going to be successful until like downstream, now it's SaaS. If a customer doesn't see the value immediately. It's there. I mean, there's no hiding. You cannot hide from the truth of value here in the modern era. That's a huge impact on how customers now are evaluating and making decisions. >> Absolutely. And you know, I don't think any customer out there wants to read it on the white paper on the state of enterprise IT anymore. We recognize that and so we are hyper-focused on driving value for our customers and prospects as fast as possible, and still providing them the control that they need to make decisions on their own terms. >> Michael, I've got to ask you, since you have the keys to the kingdom on the product management side, what's the priorities on your side for customers, obviously the pressure's there, you guys are doing great, customers try it out for free. They can get, see the value and then double down on it. That's the cloud way. That's what's DevOps all about. You have to prioritize the key things, what's going on with your world. >> Yeah. And I would say of course prod has their own perspective on this. Our number one goal right now is to accelerate that time to value. And so when we look at one who we're targeting, right? So there's DevOps user, this modern application of operator, what are their core concerns in the world? One is, again, that data problem. Are we bringing the right type of data to solve meaningful problems? And two, are we making insights out of that? So from my priority's perspective, we're really driving more focus on this time to value problem and reduced time to there's some key value metrics we have and I'll go to that, but it's all an effort to make sure that when they hit our platform and they use our platform, we're showing them their return on investment as fast as possible. And so, what a return on investment means (indistinct) can slightly vary, but we try to narrow focus on our key target persona and market and focused on them. So right now it definitely is on that modern DevOps team enterprise, looking to provide modern application availability. >> Awesome. Hey guys, for the last two minutes, I'd love to shift now to the culture. So Jordan, you mentioned that appliance, the item example, which is I think indicative of many scenarios in the legacy old world, old guard school, where there's a cultural shift where some people are pissed off, they're going to go and they slowing things down, right? So you see people that are unhappy, the sites having performance of an e-commerce sites, having five second delays or some impact to the business, and the developers are moving fast with DevOps. The DevOps has risen up now where it's driving the agenda. Kind of impacting the old school departments, whether it's security or IT, central groups that are responding in days and weeks to requests, not minutes. This is a huge cultural thing. What's your thoughts on this? >> I absolutely think it's true. I think the reason were options differ slightly on that is we do see the rise of DevOps culture and how it starts to take control and rest the customer experience back from the legacy providers within the organization, but we still see that there's value in having a foot in the old and a foot in the new, and it's why that term hybrid, we talked about hybrid observability is really important to us. It's true, DevOps culture has a lot of great reasons why it's taken over, right? Increases in speed, increases in quality, increases in innovation, all of that. And yet the enterprise is still heavily invested in the old way. And so what they are looking for is a platform to get them from the old way to the new way fast. And that's where we really shine. We say we can enable, we can work with the existing tool set that you have, and we can move you even more in the future of this new definition of availability. And we can get you that DevOps state of play even quicker. And so you don't have to make a heavy lift and you don't have to take a big gamble right now. You can still provide this kind of slow moving migration plan that you need to feel comfortable, and it doesn't force you to throw away a bunch of stuff. >> And if you guys can comment on whole day two operations, that's where the whole ops reliability thing comes in, right? This is kind of where we're at right now, Dev and Ops. Ops really driving the quality and reliability, availability and your definition. This is key, right? This is where we're starting to see the materialization of DevOps. >> It's why we have guys like Michael Fisher who are really driving our agenda forward, right? Because I think he represents the vision of the future that we all want to get to. And the platform that the product team in OpsRamp is building is there, right? But we also want to provide a path for day two, right? There are still some companies are living in day one and they want to get to day two. And so that's where we drive out here. >> And Michael, the platform with the things like containers really helps people get there. They don't have to kill the old to bring in the new, they can coexist. Can you quickly comment your reaction to that? >> Yeah, absolutely. And I talked to a lot of, I won't name any but large scale web companies, and they're actually balancing this today. They have some infrastructure or applications running on bare metal that somebody's got Kubernetes, and there's actually, it's not so much, everything has to go one direction. It actually is what makes the business, right? Even for migrating to the cloud, there has to be a compelling business reason to do so. And I think a lot of companies are realizing that for the application side as well. What runs where and how do we run it? Do we migrate a legacy monolith to a microservice? How fast do we do it? What's the business impact of doing it? These are all critical things that DevOps teams are engaged with on a daily basis as part of the core workflows, so that's my take on that. >> Guys. Great segment. Thanks for coming on and sharing that insight. Congratulates the OpsRamp, doing really extremely well, right in the right position on ramp for operations to be DevOps, whatever you want to call it, you guys are in the center of it with a platform. I think that's what people want, delivering on these availability, automation, AI. Congratulations and thanks for coming on theCUBE for the Showcase Summit. >> Thanks so much. >> Thank you so much, John. >> Okay, theCUBE's coverage of AWS showcase hottest startups in cloud. I'm John Furrier, your host. Thanks for watching. (relaxing music)

>>Welcome to the AWS Startup. Showcase new breakthroughs in devops, did analytics and cloud management tools. I'm lisa martin, I've got Jordan share here with the next vice president of corporate marketing Ops ramp, Jordan welcome to the program >>lisa It's great to be here. Great to talk about some of the stuff. Thanks for having me. >>Yeah let's break this down. Tell me, first of all about Ops ramp, how is it facilitating the transformation of I. T. Ops helping companies as your website says control the chaos. >>Sure. So option is an availability platform for the modern enterprise. We consolidate digital I. T. Operations management into one place. So availability as you can imagine um is a consistent challenge for I. T. Operations teams in large enterprises maintaining service assurance, making sure that services are up available, performing uh Ops tramp is the platform that powers all of that and we bring a lot of different features and functions to bear in driving availability. I think about ai ops I think about hybrid infrastructure monitoring, multi cloud monitoring, that's all part of the options offering. Modern enterprise. >>Talk to me about back in 2014 what the founders saw of Ops ramps, what were some of the gaps in the market that they saw that this needs to be addressed and no one's >>doing? It's a great question. So abstract was originally founded as part of an MSP offering. So we were a platform serving managed service providers who wanted to consolidate the infrastructure of their clients onto one multi tenant platform. What they noticed was that these enterprise customers of the MSP s whom we served. Really appreciated that promise of being able to consolidate infrastructure, being able to visualize different alerts, different critical incidents that might arise all on one platform. And so that's when we decided to raise around and take it directly to the enterprise so they could have the same kind of visibility and control that MSP s were delivering back to them, >>Visibility and control is essential, especially if your objective is to help control the chaos. Talk to me about some of the trends that you've seen, especially in the last 18 months, as we've been in such a dynamic market, we've seen the rapid acceleration of digital business transformation. What are some of those key trends especially with respect to a I ops that you think are really poignant. >>Yeah. You know, we like to think over here that the pandemic didn't really change a whole lot, accelerated a whole lot. And so we started to see at least within the past 12 to 18 months this acceleration of moving to the cloud, you know, Gardner forecasted that I thi enterprises, large enterprises are going to be spending upwards of 300 billion um in the move to the public cloud. So that has really facilitated some of the decisions that we have made and the promises that we offer to our customers, number one, Number two, with the move to remote work and the adoption of a lot of different digital tools and uh the creation and implementation of a lot of different digital customer services. Um It has forced these enterprises whom we serve to really rethink how they provide flexibility and control to their larger enterprise. I. T. Teams that might be distributed might be working remote might be in different locations. How can they consolidate infrastructure as it gets more and more complex. So that's where ops tramp has really created the most value. So we think about two things. Number one I want to consolidate my multi cloud environments so services via AWS for example or other cloud providers. How do I bring that within? How do I bring that control within my enterprise within the context of maybe additional private cloud offerings or public cloud infrastructure. Number one. Number two how do I get control over the constant flood of alerts but I'm getting from these different digital services and tools all in one place. Um you know so we are responding to that need by for example uh implementing a really rich robust ai ops functionality within the train platform to both be able to consolidate those alerts that are coming through and really escalate the critical ones um for to allow I. T. Operations seems to be a little bit more proactive and understand how incidents are happening and giving them the ability to remediate those incidents become before they become business critical and can really shut down the internet. >>Speaking of the enterprise. I'm curious if your customer conversations have changed in level in the last 18 months as everything has become chaotic for quite a while. We're still in we've been in a hybrid cloud world for a while. We are in a hybrid workforce situation. Have you noticed an escalation up the stack in terms of the c suite of going we need to make sure that we're leveraging cloud properly financially responsibly and ensuring that we have this ability and all the services that we're delivering. >>You mean are they sweating more And are they coming to us when they're sweating more? Yeah. Yeah for sure. The short answer is yes. So let me give you a great example. Um One of our recent customers they manufacture chips microchips and what they've noticed is that number one demand has grown um due to the increase in digital transformation. Um Number two supply chains have become more constricted for them specifically so they're asking themselves. All right how can we equip our I. T. Operations teams to maintain the availability of different logistics services within our organization So that they can both maintain service availability of these different logistic logistic services um and be able to stay on deadline as much as they possibly can um during a supply chain crisis that we're facing right now. And number two how can we as we move to the cloud and we see a distribution of our workforce still be able to maintain I. T. Operation services regardless. Um That is a need in particular in particular the supply chain um constraint issue. Uh That is a need that has arisen only in the last 18 months and it is a perfect use case for ops ramp or a platform that allows you to consolidate I. T. Operations to one place and give flexibility control across a distributed environment with a number of different new digital services that have been implemented. To solve some of these challenges. >>Talk to me about Ai ops as a facilitator of that availability visibility in this hybrid world that is still somewhat chaotic. >>Yeah great question. So originally it was al gore algorithmic operations is coined by Gardner today it's artificial intelligence in its operations. So the notion there is simple right there's a lot of data coming in on throughout the I. T. Operations organization. How can we look for patterns within that data to help us understand and act more proactively. Um From an operational perspective well there are a lot of promises uh that go along with A. I. Ops that it's going to completely transform these I. T. Organizations that it's going to reduce headcount. Um We don't necessarily find that to be true. What we do find true though is that the original promise behind a IOP still exists right we need to look for patterns in the data and we need to be able to drive insights from those patterns so that is what the Ai ops feature functionality within abstract really does. It looks for patterns within alerts and helps you understand what these patterns ultimately mean. Let me give you a great example so we have different algorithms within the train platform for co occurring events or for downstream events that help us indicate, okay if a number of these events are happening across one geography or one um business service for example we can actually look for those co occurring patterns and we can see that there may be one resource or set of resources that is actually causing a bunch of these incidents for a bunch of these alerts upstream of all the actual alerts themselves. So instead of the ICTy Operations organization having to go in and remediate a bunch of different distributed alerts, they can actually look at that upstream alert and say okay that's the one that really matters, that's where I need to pay most of my attention to. Um and that's where I'm going to deploy a team or open up a ticket or escalate to I. T. S. M. Or a variety of different things because I know that these co occurring alerts are creating a pattern that's driving some insight. Um so that's just part of the overall Ops tramp Ai Ops um promise or uh you know there's there's tons more that goes along with the biopsy but we really want to take some of the load and reduce some of the alerts that these icy operations teams are having to deal with on a daily basis. >>So let's talk about how you do that from a practical perspective, is looking at some of the notes that your team provided and according to I. D. C. This was a report from asia pacific excluding Japan that 75% of global two K enterprises are going to adopt a I Ai Ops by 2023 but a lot of Ai ops projects have been built on and haven't been successful. How does abstract help change flip the script on that? >>So it really comes down to the quality of the data right? If you have a bolt on tool, you have to optimize that tool for the different data lakes or data warehouses or sources of data that exists within your operational organization. I think about multi cloud apps across the multiplied environment. So I have to optimize the data that is coming in from each of those different cloud providers onto a bolt on tool to make sure that the data that's being fed to the tool is accurate and it is a true reflection of what's going on in the operational organization. That's number one. If you look at ops tramp and the differentiation there. Um op tramp is a big data platform at its core. So you bring ops tramp in, you optimize it for your overall infrastructure mix and then the data that gets fed into the ai ops feature functionality is the same across the board. There is no further optimization. So what that means is that the insights that are being driven by the outside perhaps platform are more sophisticated, they're more nuanced, there are more accurate representation and they're probably driving ultimately better insights than sticking a tool on top of five different existing data warehouses or data lakes. >>So if you've got a customer and I'm sure that you do enterprises, as we said, going to be adopting this substantially by 2023 which is just around the corner, how do you help them sort through the infrastructure and the ecosystem that they have so that they're not bolting things on but rather they can actually really build this very intuitively to deliver that availability and the visibility that they need fast. >>Yeah, so a couple of different comments on that ways that we try to help. Number one, I think it's critical for us to understand the challenges of the modern I. T. Infrastructure environment, across different verticals, different industries. So when we walk into any of our clients, we already have a good mix of their challenges. Is it Iot? Are they dealing with a bunch of different devices at the edge, are they, you know, a telecom with uh critical incidents is incidents in the network that they need to remediate. Um Number two, we try to smooth the glide path into understanding the obscene ramp platform and promise early. So what does that mean? It means we offer a free trial of the platform itself at tried out abstract dot com, you can set up up to 1000 resources for free with an unlimited number of users for 14 days and kick the tires particularly in multi cloud monitoring and see what sorts of insights you can determine um, just within those two weeks and in fact we're, we put our cards on the table and we say you can probably see your first insights into your infrastructure within 20 minutes of setting up the abstract free trial um, and if you don't want to bring your resources, your own resources to it will even provide a collection of resources preloaded onto the platform so you can try it out yourself without having to get, you know, a bunch of approvals to load infrastructure in there. So two pieces, number one, it's this proof of concept proof of value where we try to understand the clients pain and number two, if you want to kick the tires on it yourself, we can offer that with this free trial offering. >>So what I'm hearing and that is fast time to value which in these days is absolutely essential. How does that differentiate ops ramp as a technology company and >>from your customer's perspective? Yeah, so I appreciate that. And the meantime to incite is one of the critical aspects of our product roadmap, we really want to drive down that time to value coefficient because it's what these operations teams need as complexity grows really if you take a step back right, everything is getting more complex. So it's not only the pandemic and the rise of multi cloud but it's more digital customer experience is to compete. It's the availability, it's the need of a modern enterprise to be agile. All of those things translate basically into speed and flexibility and agility. So if there's one guiding light of ops tram it's really to equip the operations team with the tools that they need to move flexibly with the business. There is a department in any modern enterprise today if they need access to the public cloud and they have a credit card they're getting on AWS right now and they are spinning up a host of services. We want to be the platform that still gives the central IT operations team some aspect of control over that with the ability with without taking away the ability of that you know siloed operations team somewhere in some geo geographic region. We want to empower them to be able to spend up that AWS service but at the same time we want to just know that exists and be able to control it. >>How can A I A facilitator of better alignment between I. T. Tops and the business as you just gave a great example of the business getting the credit card spending up services that they need for their line of business or their function and then from a cultural perspective I'm just curious how can A. I. R. S. B. A facilitator of those two groups working better together in a constantly complex environment. >>That's a great question. So imagine if I. T. Operations did more than just keep the lights on. Imagine if you knew that your I. T. Operations team could be more proactive and more productive about alerts incidents and insights from infrastructure monitoring. What that means is that you are free to create any kind of digital customer experience that you would want to drive value back to your end user. It means that no longer do you think about it? Operations is this big hodgepodge of technology that you have to spend you know hundreds of millions of dollars a year in network operations teams and centers and technologies just to keep control of right by consolidating everything down to one place one sas based platform like this it frees up the business to be able to innovate. Um You know take advantage of new technologies that come around and really to work flexibly with the needs of the business as it grows. That's the promise of a tramp. We're here to replace you know these old appliances or different management packs of tools that exists that you consistently have to add an optimized and tune to feel to to empower the operations team to act like that. Um The truth is that is that everything is SAT space now, everything is status based and when you get to the core of infrastructure, it needs to be managed to be a SAs and thats ops ramp in a nutshell, >>I like that nutshell, that's excellent. I want to know a little bit about your go to market with a W. S. Talk to me a little bit about the partnership there and where can what's your go to market like? Essentially, >>yeah, so were included in the AWS marketplace, we have an integration with a W. S um as the de facto biggest cloud provider in the world. We have to play nice with them. Um and obviously the insights that we drive on the option platform have to be insights that you need from your AWS experience. You know, it has to be similar to cloudwatch or in a lot of, in a lot of cases um it has to be as rich as the cloudwatch experience in order for you to want to use op tramp within the context of the different other multi cloud providers, so that's how abstract works. Um you know, we understand that there's a lot of AWS certified professionals who work with who work at Ops tramp, who understand what AWS is doing and who consistently introduce new features that play well with the service is the service library that AWS currently offers today. >>Got it as we look ahead to 2022 hopefully a better year than 2020 and 2021. What are some of the things that you're excited about? What are some of the things on the ops ramp road map that you can share with us? >>Yeah, so you know, the other, the other big aspect of uh the new landscape of IT operations is observe ability. We're really excited about observe ability, we think that it is the new landscape of monitoring um you know, the idea of being able to find unknown unknowns that exists within your operational stack is important to us to be able to consolidate that with the power of ai ops so that you now have machine learning on top of your ability to find unknown unknown issues. That's that's going to be super exciting for us. I know the product team is taking a hard look at how to drive hybrid, observe ability within the abstract platform. So how do we give a better operational perspective to on prem public cloud and private cloud infrastructure moving forward and how do we ingest alerts before they're even alerts? I mean that's observe ability in a nutshell, if I'm getting in and I'm checking the option platform every day, then that's a workflow that we can remove by creating a better observe ability posture within the train platform. So now the platform is going to run unsupervised right in the background um and ai apps is going to be able to take action on predictive incidents before they ever occur, that's what we're looking at in the future. You know, everything is getting more complex. We've heard this story a million times before, we want to be the platform that can handle that complexity on a massive scale, >>finding the unknown, unknowns, converting them into knowns I imagine is going to be more and more critical across every industry. Last question for you, given the culture and the dynamics of the market that we're in, are there any industries and all of trump's is seeing is really key targets for this type of technology. >>The nice thing about ops tramp is we are we are really vertical neutral, right? Any industry that has complexity and that's every industry can really take advantage of a platform like this. We have seen recent success particularly in finance manufacturing, health care because they deal with new emerging types of complexity that they are not necessarily cared for. So I think about some of our clients, some of our friends in the finance industry, you know, um as transactions accelerate as new customer experiences arise uh these are things that their operations teams need to be equipped for and that's where up tramp really drives value. What's more is that these uh these industries are also somewhat legacy, so they have a foot in the old way of doing things, they have a foot in the data center, you know, there are many financial institutions that have large data center footprint for security considerations. And so if they are living in the data center and they want to make the move to cloud, then they need something like cops ramp to be able to keep a foot in both sides of the equation, >>right, Keep that availability and that visibility. Jordan, thank you for joining me today and talking to us about ops around the capabilities that Ai ops can deliver to enterprises in any industry. The facilitation of of the I. T. Folks in the business folks and what you guys are doing with AWS, we appreciate your time. >>Absolutely lisa, thank you very much. Thanks for the great questions. If you ever need a job in corporate marketing, you seem like you're a natural fit. I'll >>call you awesome. >>Thank you >>for Jordan share. I'm lisa martin, You're watching the AWS startup showcase.