>>Okay, welcome back everyone to the cubes coverage here at AWS reinvent 2021, our annual conference here with the cube goes out the ground. We're in person live in person, also a hybrid event online as well. A lot of great content flowing day one in the books keynotes out there, big news wall-to-wall coverage I'm shot for a year. Hosts got a great segment here with AWS marketplace and revolution, how customers are buying and deploying their technologies, DB orbit, and GM radio's marketplace and control services. And Chris Casey, worldwide ed, a business development of data exchange for AWS gentlemen, welcome to the cube, John, >>Thanks for having us >>Pleasure to be here. So I'm a huge fan of the marketplace. People know that I believe that ultimately it's going to be automated at anyway, and that procurement and enterprises as they buy and as people work together and the big theme this year is kind of this whole purpose built stack, where SAS is going to be a lot of integrations where people are working together. You see multiple partners plugging in and snapping into AWS. That was a big part of Adam's keynote today. So this really kind of lays a perfect foundation for the path that you guys have been on, which is partnering, go to market buying and consuming technology. So what's the update. Give us a, uh, an overview high level, Steven of marketplace. >>Yeah, John. And again, thanks for having us. It's awesome to be here, meeting with customers and partners again for the first time in a couple of years, great to be meeting in person and interacting. So we're super excited about where we're going with the marketplace, as you all probably know, customers in every industry are really thinking about how they transform their business using modern technology. And it's not just about the technology that they're building themselves. It's also the tools that they want to get from their partners, which we're super excited to be able to offer them on marketplace. We're about to have our ten-year anniversary. We launched the first version of marketplace in April of 2012. And back then, you know, it was a very simple e-commerce website that builders could come and buy Amazon machine instances and pay by the hour running popular, open source package or operating system software, but we've come an awful long way since then and changed the surface area of the business quite a bit, um, from a product type perspective, we now offer, uh, our partners the opportunity to list and meter their SAS solutions. >>Um, adding to the army base, we allow partners to vend their container images, and we have some new updates I'll share with you in just a second on that this year in 2019 customers asked us for the same experience that they have buying software to apply to the way they licensed data. So we launched AWS data exchange in 2019, and then in 2020 last year, we, we, we recognize that customers wanted to be able to bundle professional services offerings and with the software that they buy. So we launched a professional services offering type two. And then when you start to combine that with all of the different procurement motions that we now support, it's no longer just the self-service e-commerce capabilities, but when customers want to privately negotiate deals with their vendors, they can do so with our private offer capability, which we were the first to launch in 2000, which we then complemented in 2018 with the ability for customers to negotiate with the channel partner, reseller a managed service provider of their choice. So when you start to combine all of these different product type offerings and ways, our partners can go to market through marketplace in an automated way with all of these procurement options. We now have 2000 sellers listing more than 12,000 offerings on the marketplace, which more than 325,000 customers around the world buy either directly from the seller or from the channel partner of their choice. And when you add all that up, we've seen this year alone, billions of products and services sold through the market. >>Wow. What a rocket ship from a catalog to a full-blown comprehensive consumption environment, which by the way, the market wants that fast speed, speed, time to market. Okay. So give me the update a year at reinvent. What announcement did you guys just announced that the partner summit this week? What's the, what's the news. Yeah. So there's a couple of, >>Um, we'll talk about one and then I'll hand it over to Chris to talk about the data exchange announcements. But the first announcement we made at the partner keynote yesterday was around our container offering. So in 2018, we launched the ability for partners to list container based offerings. So their software and containers, whether it be net app Druva, um, Palo Alto or others who are having their security or other software and containers that could then be deployed by customers into the AWS managed container environments. So that could be deployed into Amazon EKS, ECS, or AWS far gate, which is great for customers who run their container workloads and our managed services. But we have a lot of customers who run their own Kubernetes environments either on, um, on AWS, on premises or using another one of the, um, Kubernetes platforms that are out there like red hat open shift. >>So we're a lot of customers just said, I also want that third-party software to be easily deployable into my own Kubernetes environment. So we were super happy to announce on Monday what we call now, the AWS marketplace for containers anywhere, which allows our partners like Apollo Alto or a CrowdStrike or a Cisco to list containers on the marketplace that can be deployed into any Kubernetes environment that the customer is running, whether that be on, on AWS, on premises, into VM-ware Tansu red hat, OpenShift, rancher, um, or wherever they, wherever they're running their Kubernetes workloads. So that's super exciting. And then we have a couple of announcements on data exchange, ed that Chris talk about also >>The dictionary. I'm going to come back to the containers with some really important things I want to drill into. Go ahead. >>There's two pretty significant, which we believe at game-changing capabilities that we've recently announced with data exchange. The first one is AWS data exchange for API APIs, and really why this is quite significant is customers had told us that not a lot, not all of their data use cases were really geared towards them consuming full flat files, which is what we launched data exchange with in terms of a delivery capability two years ago. And so with AWS data exchange for APIs, customers can come and procure an API from a third party data provider and only procure the data that they need via an API request response. Um, what, why this is so significant is for data providers, they can bring their API APIs to AWS data exchange, make them really easily available for data subscribers to find and subscribe to. And then for data subscriber, they're interacting with that API in the same way that they're interacting with other AWS APIs and they can enjoy the same governance and control characteristics using services like I am in CloudTrail. >>Um, so that flexibility in a new delivery type is, is, is really meaningful for data subscribers. The second, uh, announcement that we we really went into yesterday was the preview of Amazon data exchange for Amazon Redshift. And this capability gives customers, um, data subscribers, the ability to access data in the data warehouse supported by Amazon Redshift. And the unique aspect about this is the data subscriber. Doesn't actually have to copy the data out of Amazon Redshift if they don't want to, they can query the data directly. And what's really meaningful for them. There is they know that they're actually querying the latest data that the data provider has because they're actually querying the same data warehouse table that the data provider is publishing into data. Providers really love this, especially those ones, those data providers that were already using Amazon Redshift to store their data, because now they don't have to manage the entitlements and subscription aspects of really making their data available to as many of their data consumers as possible. >>So basically what you're saying is it makes it easier for them to keep an update. They don't have to worry about merchandising that service. They just have API APIs rolled in and the other one is for developers to actually integrate new API APIs into their role and whatever services they're building. Is that right? >>Yeah. And it's, it's really the ultimate flexibility for a developer coming to AWS data exchange. If their use case warrants, them consuming a full dataset, you know, maybe they want to look at 10 years of stock history, you know, using file-based data delivery and immutable copies of those files through our S3 object, data sharing capabilities is fit for their use case. Um, but if they want to dynamically interact with data, AWS data exchange for API APIs is a brand new delivery capability that is really unlocking. And we hope we're really excited to see the innovation >>It's like you're bringing the API economy even further to the customer base on the third party. The question I have for both of you guys on the containers and the API is security because, you know, we've seen with containers, approved containers, being vetted, making sure that they're not going to have any malware in there or API is making sure everything's clean and tight. What's the, what are they? What's the security concerns. Can you share how you guys are talking about that? For sure. >>So it's probably comes as no surprise to you or folks who might be listening or tuning in that security has always been AWS is number one priority. We build it into everything we do. This offering is no different. We scan all of the container images that are published to our catalog before they're exposed to customers for any kind of known vulnerabilities. We're monitoring our catalog every single day now against new ones that might come out and customers actually tell us, it's one of the things that they like about buying software on marketplace, better than let's say other third party repositories that don't have the same level of vetting because they can kind of build that constant trust, um, into, >>And trust is a key cause you can get containers anywhere. You don't know where it's from. So you guys are actually vetting the containers, making sure they're certified. So to speak with Amazon's security check. >>We, we, we are indeed. And, uh, we have a number of security ISV who are participating in both our containers in our containers anywhere. It's one of the most high-performing categories for us. As I said before, we have vendors like CrowdStrike and Cisco and Palo Alto who are, you know, um, um, vending, various different endpoint and network security, um, uh, offerings >>It's my catalogs are for, I mean, this is what trust is all about. Making sure that you guys can put your name behind it in the marketplace. Okay. Let's take it through the consumption. What's the current state of the art with the marketplace with enterprises, you guys have a lot of programs. We're constantly hearing great things about the go to market with joint selling on the top tier. Uh, I think there's like the top tier category. And then you've got all kinds of other incentives for companies to deploy the marketplace and sell their stuff, >>Right? So we're, we're really starting to hit our stride with, uh, co-selling with our partners and some of our, um, you know, our top, most performing partners, they into every feature and capability and incentive program that we develop. Um, give us a lot of feedback on it. Just like we work backwards from customer needs to help them transform their procurement. We work backwards from our partner needs to help them optimize their go to market channel. And, uh, you know, we take feedback from our partners, uh, very seriously. And then we build things like private offers when they want to custom negotiate deals with their customers or channel partner, private offers when they want to do that with the channel partner of their choice. And we're just continuing to listen to that feedback and, and helping them grow their business. And, and, and frankly, you know, while a lot of partners love that we're able to help get them new customers. One of their favorite things about co-selling with us is that they're able to close larger contracts faster because they're doing that in concert with the AWS field teams and taking advantage of the fact that the customer's already building on AWS. >>So I know we've got a couple minutes left. I want to get this out there because I heard it I'd have to add him prior to re-invent. And he said, quote, we don't want, cus customers don't want to reinvent the wheel. And they see, that's why this whole purpose built kind of thing is getting traction. What do you guys got in the marketplace? That's what you'd call leveraging stuff has been built. So customers don't have to rebuild things. >>Yeah. I mean, if you just look back to the very beginning of marketplace, when we launched the marketplace of Amazon machine instances, it was basically pre-built armies that customers could deploy into their own accounts already running the third-party software that they wanted. And when I think about where we're going with things like procurement governance, uh, we developed a thing called a private marketplace where customers could curate the various different solutions from our catalog that they want, because they want to be able to control who in their enterprise can buy what, and that's just a whole bunch of manual work that they would have had to do and reinvent the wheel from every customer to every customer. And instead we just delivered them the capability to do that same with our managed entitlements capability, where they can share entitlements across AWS accounts, within their own organizational, without having to manually track who's used how much of what, and report that back to the seller to make sure that they're compliant with the terms and conditions. We handle all that. So our customers don't have to continue to reinvent that. >>Why? Well, because it's like open source concept. It's like you're building on things that are already built. You can build on top of it. As you guys see these recipes get, or workflows get rolled out, you put them back in the microwave. >>That's right. Always learning from customers and partners. And while we've grown quite a bit, 2000 sellers, 325,000 customers and billions of dollars of products and services sold, we still have so much more to go >>Between data exchange and what you guys got going on. It's not, it's not, it's complex as it gets more and more complex. I know you guys are abstracting away the complexity and the heavy lifting for customers. What's on the horizon for you guys. What are you tackling next? What's the next mountain you're going to climb on. >>There's still more automation we can drive into the co-selling motion. And, uh, um, uh, so that's one, there's more procurement and governance, uh, capabilities that we think we're going to be able to add to customers. Basically what they're telling us is are the chief procurement officers that we face off with. They want to be able to get the best deal at the lowest price, uh, with the best and most favorable terms and conditions. So we're trying to work backwards from that need to make sure we have the right category selection, wherever they might want it, whether it be an infrastructure provider or a line of business, um, uh, a line of business solution and make sure they're able to get exactly that >>Chris, back to you for your vision. I honestly, analytics is a big part of SAS and platform billing and metering and where the data is. Data exchange. Almost imagine that's going to have a nice headroom to it in terms of what you can do with data exchange. Yeah. >>If you look at the announcements we've recently made and sort of our vision for data exchanges to help any AWS customer find subscribe to and use third party data in the cloud. And these two recent announcements really help on that use portion where someone can actually create, you know, shorten the time to value for them using some of our analytics services like Amazon Redshift. So we'll continue to innovate there and listen to customers in terms of their feedback and how we can help them really integrate their data pipelines with the rest of the AWS ecosystem. But we're also continuing to invest in the find and subscribe to portion. Steven talked about some of the automation and we've built data exchange on top of the lot of the plumbing and building blocks that AWS marketplace already had, which was a pretty significant leg up for us, but certainly the way in which people discover and find new datasets that might help them in an analytics problem is certainly an area that, you know, we're going to continue to lean into. >>And exchange has been around for a long, long time. Now it's in the cloud generation and I think you guys have such a great job in the marketplace and this next gen has more and more platform. Specific products are coming out. Partners are snapping together, a lot more integration. So a lot more action coming on integration I can imagine. Right. That's right. Definitely. Right. Thanks for coming on the cube. Really appreciate it, Steve. A great to see you. >>Appreciate it. Thanks for having us always a pleasure. >>Great to have all the action from Amazon here, marketplace continuing to be the preferred way to consume and deploy technology, and soon to be an integration hub for this next generation cloud. I'm Jeff, where to keep your watching the queue of the leader in worldwide tech coverage. Be right back.

>>Mhm. Mhm. >>We're here with the Cube covering Calm Vault Connections 21. We're gonna look at the data protection space and how cloud computing has advanced the way we think about backup recovery and protecting our most critical data. Ranga Rajagopalan, who is the vice president of products at Con vault and Stephen Orban, who's the General manager of AWS marketplace and control services gents. Welcome to the cube. Good to see you. >>Thank you. Always A pleasure to see you here >>steve. Thanks for having us. Very >>welcome, Stephen, let's start with you. Look the cloud has become a staple of digital infrastructure. I don't know where we'd be right now without being able to access enterprise services I. T. Services remotely. Um But specifically how our customers looking at backup and recovery in the cloud, is it a kind of a replacement for existing strategies? Is it another layer of protection? How are they thinking about that? >>Yeah. Great question. David again, thank thanks for having me. And I think you know, look if you look back to 15 years ago when the founders of AWS had the hypothesis that many enterprises governments and developers we're gonna want access to on demand pay as you go I. T. Resources in the cloud. Uh None of us would have been able to predict that it would have Matured and um you know become the staple that it has today over the last 15 years. But the reality is that a lot of these enterprise customers, many of whom have been doing their own IT infrastructure for the last 10, 20 or multiple decades do have to kind of figure out how they deal with the change management of moving to the cloud. And while a lot of our customers um will initially come to us because they're looking to save money or costs, almost all of them decided to stay and go big because of the speed at which they are able to innovate on behalf of their customers and when it comes to storage and backup, that just plays right into where they're headed. And there's a variety of different techniques that customers use, whether it be, you know, a lift and shift for a particular set of applications or a data center where they do very much. Look at how can they replace the backup and recovery that they have on premises in the cloud using solutions like, but we're partnering with console to do or completely reimagining their architecture for net new developments that they can really move quickly for their customers. Um and and completely developing something brand new, where it is really a, you know, a brand new replacement and innovation for for for what they've done in the past. >>Great, thank you, Stephen Rachael, I want to ask you about the d were digital. Look, if you're not a digital business today, you're basically out of business. So, my question to you is how have you seen customers change the way they think about data protection during what I call the forced March to digital over the last 18, 19 months or customers, you know, thinking about data protection differently today >>definitely Dave and and thank you for having me and steven. Pleasure to join you on this cube interview first going back to stevens comments can't agree more. Almost every business that we talked with today has a cloud first strategy, a cloud transformation mandate and you know, the reality is back to your digital comment. There are many different paths to the hybrid multi cloud and different customers. You know, there are different parts of the journey. So I still was saying most often customers at least in the data protection perspective start the conversation by thinking here have all these tips. Can I start using cloud as my air gap long term retention target and before they realized they start moving their workloads into the cloud and none of the backup and record yesterday's are going to change. So you need to continue protecting the clothes, which is where the cloud native data protection comes in and then they start innovating around er, can I use cloud as media sites so that you know, I don't need to meet in the other side. So this year is all around us. Cloud transformation is all around us and and the real essence of this partnership between AWS and calm vault is essentially to dr and simplify all the paths to the club regardless of whether you're going to use it as a storage started or you know, your production data center, all your dear disaster recovery site. >>Yeah, it really is about providing that optionality for customers. I talked to a lot of customers and said, hey, our business resilience strategy was really too focused on D. R. I've talked to all the customers at the other end of the spectrum said we don't even have a D. R. Strategy now, we're using the cloud for that. So it's really all over the map and you want that optionality. So steven and then go ahead. >>Please, ransomware plays a big role in many of these considerations that greatly. It's unfortunately not a question of whether you're going to be hit by ransomware, it's almost we can like, what do you do when you're hit by ransomware and the ability to use the clothes scaled immediately, bring up the resources, use the cloud backups has become a very popular choice simply because of the speed with which you can bring the business back to normal our patients. The agility and the power that cloud brings to the table. >>Yeah, ransomware is scary. You don't, you don't even need a high school diploma to be a ransomware ist you can just go on the dark web and by ransomware as a service and do bad things and hopefully you'll end up in jail. Uh Stephen we know about the success of the AWS marketplace, uh you guys are partnering here. I'm interested in how that partnership, you know, kind of where it started and how it's evolving. >>Yeah, happy to highlight on that. So, look when >>we when we started >>Aws or when the founders of aws started aws, as I said 15 years ago we we realized very early on that while we were going to be able to provide a number of tools for customers to have on demand access to compute storage, networking databases that many, particularly enterprise and government government customers still use a wide range of tools and solutions from hundreds, if not in some cases thousands of different partners. I mean I talked to enterprises who literally use thousands of of different vendors to help them deliver their solutions for their customers. So almost 10 years ago, we're almost at our 10 year anniversary for AWS marketplace, we launched the first substantiation of AWS marketplace which allowed builders and customers to find try buy and then deploy third party software solutions running on amazon machine instances also noticed as armies natively right in their AWS and cloud accounts to complement what they were doing in the cloud. And over the last nearly 10 years we've evolved quite a bit to the point where we support software and multiple different packaging types, whether it be amazon machine instances, containers, machine learning models and of course SAS and the rise of software as a service. So customers don't have to manage the software themselves. But we also support data products through the AWS Data exchange and professional services for customers who want to get services to help them integrate the software into their environments. And we now do that across a wide range of procurement options. So what used to be pay as you go amazon machine instances now includes multiple different ways to contract directly, customer can do that directly with the vendor with their channel partner or using kind of our public e commerce capabilities. And we're super excited, um, over the last couple of months we've been partnering with calm vault to get their industry leading backup and recovery solutions listed on AWS marketplace, which is available for our collective customers now. So not only do they have access to convulse awesome solutions to help them protect against ransomware as we talked about and to manage their backup and recovery environments, but they can find and deploy that directly in one click right into their AWS accounts and consolidate their building relationship right on the AWS and voice. And it's been awesome to work with with Rhonda and the product teams and convo to really, um, expose those capabilities where converts using a lot of different AWS services to provide a really great native experience for our collective customers as they migrate to the cloud. >>Yeah, the marketplace has been amazing. We've watched it evolve over the past decade and, and, and it's a, it's a key characteristic of everybody has a cloud today. We're a cloud to butt marketplaces unique uh, in that it's the power of the ecosystem versus the resources of one and Ringo. I wonder from, from your perspective, if you could talk about the partnership with AWS from your view and then specifically you've got some hard news, I wonder if you could talk about that as well. >>Absolute. So the partnership has been extended for more than 12 years. Right. So aws and Commonwealth have been bringing together solutions that help customers solve the data management challenges and everything that we've been doing has been driven by the customer demand that we seek. Right customers are moving their workloads in the cloud. They're finding new ways of deploying their workloads and protecting them. Um, you know, earlier we introduced cloud native integration with the EBS API which has driven almost 70% performance improvements in backup and restores. And when you look at huge customers like coca cola who have standardized on AWS um, combo. That is the scale that they want to operate in. You manage around 1 50,000 snapshots 1200 ec, two instances across six regions. But with just one resource dedicated for the data management strategy. Right? So that's where the real built in integration comes into play and we've been extending it to make use of the cloud efficiencies like our management and auto scale and so on. Another aspect is our commitment to a radically simple customer experience and that's, you know, I'm sure Stephen would agree it's a big month for at AWS as well. That's really together with the customer demand which brought us together to introduce com ball into the AWS marketplace exactly the way Stephen described it. Now the heart announcement is coming back up and recovery is available in native this marketplace. So the exact four steps that Stephen mentioned, find, try buy and deploy everything simplified through the marketplace So that our aws customers can start using far more back of software in less than 20 minutes. A 60 year trial version is included in the product through marketplace and you know, it's a single click buy, we use the cloud formation templates to deploy. So it becomes a super simple approach to protect the AWS workloads and we protect a lot of them. Starting from easy to rds dynamodb document DB um, you know, the containers, the list just keeps going on. So it becomes a very natural extension for our customers to make it super simple to start using convert data protection for the w >>well the con vault stack is very robust. You have extremely mature stack. I want, I'm curious as to how this sort of came about and it had to be customer driven. I'm sure where your customers saying, hey, we're moving to the cloud, we had a lot of workloads in the cloud, we're calm vault customer. That intersection between calm vault and AWS customers. So again, I presume this was customer driven. but maybe you can give us a little insight and add some color to that. >>Everything in this collaboration has been customer driven. We were earlier talking about the multiple paths to chlorine vapor example and still might probably add more color from his own experience at our jones. But I'll bring it to reference Parsons who's a civil engineering leader. They started with the cloud first mandate saying we need to start moving all our backups to the cloud but we have wanted that bad actors might find it easy to go and access the backups edible is um, Conwell came together with the security features and com well brought in its own authorization controls and now we have moved more than 14 petabytes of backup data into the club and it's so robust that not even the backup administrator and go and touch the backups without multiple levels of authorization. Right. So the customer needs, whether it is from a security perspective performance perspective or in this case from a simplicity perspective is really what is driving this. And and the need came exactly like that. There are many customers who have no standardized on it because they want to find everything through the AWS marketplace. They want to use their existing, you know, the AWS contracts and also bring data strategy as part of that so that that's the real um, driver behind this. Um, Stephen and I hope actually announced some of the customers that I actively started using it. You know, many notable customers have been behind this uh, innovation, don't even, I don't know, I wanted to add more to that. >>I would just, I would, I would just add Dave, you know, look if I look back before I joined a W S seven years ago, I was the C I O at dow jones and I was leading a a fairly big cloud migration there over a number of years. And one of the impetus is for us moving to the cloud in the first place was when Hurricane Sandy hit, we had a real disaster recovery scenario in one of our New Jersey data centers um, and we had to act pretty quickly convert was, was part of that solution. And I remember very clearly Even back then, back in 2013, they're being options available to help us accelerate are moved to the cloud and just to reiterate some of the stuff that Rhonda was talking about consoles, done a great job over the last more than a decade, taking features from things like EBS and S three and EC two and some of our networking capabilities and embedding them directly into their services so that customers are able to more quickly move their backup and recovery workloads to the cloud. So each and every one of those features was as a result of, I'm sure combo working backwards from their customer needs just as we do at >>AWS >>and we're super excited to take that to the next level to give customers the option to then also by that right on their AWS invoice on AWS marketplace. >>Yeah, I mean, we're gonna have to leave it there steven, you've mentioned several times the sort of the early days of back then we were talking about gigabytes and terabytes and now we're talking about petabytes and beyond. Guys. Thanks so much. I really appreciate your time and sharing the news with us. >>Dave. Thanks for having us. >>All right. Keep it right there more from combat connections. 21. You're watching the >>cube. Mm hmm.

(Techno music plays in intro) >> We're here with theCUBE covering Commvault Connections 21. And we're going to look at the data protection space and how cloud computing has advanced the way we think about backup, recovery and protecting our most critical data. Ranga Rajagopalan who is the Vice President of products at Commvault, and Stephen Orban who's the General Manager of AWS Marketplace & Control Services. Gents! Welcome to theCUBE. Good to see you. >> Thank you, always a pleasure to see you Dave. >> Dave, thanks for having us. Great to be here. >> You're very welcome. Stephen, let's start with you. Look, the cloud has become a staple of digital infrastructure. I don't know where we'd be right now without being able to access enterprise services, IT services remotely, Um, but specifically, how are customers looking at backup and recovery in the cloud? Is it a kind of a replacement for existing strategies? Is it another layer of protection? How are they thinking about that? >> Yeah. Great question, Dave. And again, thanks. Thanks for having me. And I think, you know, look. If you look back to 15 years ago, when the founders of AWS had the hypothesis that many enterprises, governments, and developers were going to want access to on demand, pay as you go, IT resources in the cloud. None of us would have been able to predict that it would have matured and, um, you know become the staple that it has today over the last 15 years. But the reality is that a lot of these are enterprise customers. Many of whom have been doing their own IT infrastructure for the last 10, 20 or or multiple decades do have to kind of figure out how they deal with it. The change management of moving to the cloud, and while a lot of our customers will initially come to us because they're looking to save money or costs. Almost all of them decide to stay and go big because of the speed at which they're able to innovate on behalf of their customers. And when it comes to storage and backup, that just plays right into where they're headed and there's a variety of different techniques that customers use. Whether it be, you know, a lift and shift for a particular set of applications. Or a data center or where it, where they do very much look at how can they replace the backup and recovery that they have on premises in the cloud using solutions like what we're partnering with Commvault to do. Or completely re-imagining their architecture for net new developments that they can really move quickly for, for their customers and, and completely developing something brand new, where it is really a, um, you know a brand new replacement and innovation for, for, for what they've done in the past. >> Great. Thank you, Stephen. Ranga, I want to ask you about the D word, digital. Look, if you're not a digital business today, you're basically out of business. So my question to you Ranga is, is how have you seen customers change the way they think about data protection during what I call the forced March to digital over the last 18, 19 months? Are customers thinking about data protection differently today? >> Definitely Dave, and and thank you for having me and Stephen pleasure to join you on this CUBE interview. First, going back to Stephen's comments, can't agree more. Almost every business that we talk with today has a cloud first strategy, a cloud transmission mandate. And, you know, the reality is back to your digital comment. There are many different paths to the hybrid micro cloud. And different customers. You know, there are different parts of the journey. So as Stephen was saying, most often customers, at least from a data protection perspective. Start the conversation their thinking, hey, I have all these tapes, can I start using cloud as my air gap, long-term retention target. And before they realize they start moving their workloads into the cloud, and none of the backup and recovery facilities are going to change. So you need to continue protecting the cloud, which is where the cloud meta data protection comes in. And then they start innovating around DR Can I use cloud as my DR sites so that, you know, I don't need to meet in another site. So this is all around us, cloud transmissions, all around us. And, and the real essence of this partnership between AWS and Commvault is essentially to drive, and simplify all the paths to the cloud Regardless of whether you're going to use it as a storage target or, you know, your production data center or your DR. Disaster Recovery site. >> Yeah. So really, it's about providing that optionality for customers. I talked to a lot of customers and said, hey, our business resilience strategy was really too focused on DR. I've talked to all the customers at the other end of the spectrum said, we didn't even have a DR strategy. Now we're using the cloud for that. So it's a, it's really all over the map and you want that optionality. So Stephen, >> (Ranga cuts in) >> Go ahead, please. >> And sorry. Ransomware plays a big role in many of these considerations as well, right? Like, it's unfortunately not a question of whether you're going to be hit by ransomware. It's almost become like, what do you do when you're hit by ransomware? And the ability to use the cloud scale to immediately bring up the resources. Use the cloud backers has become a very popular choice simply because of the speed with which you can bring the business back to normal operations. The agility and the power that cloud brings to the table. >> Yeah. Ransomware is scary. You don't, you don't even need a high school degree diploma to be a ransomware-ist. You could just go on the dark web and buy ransomware as a service and do bad things. And hopefully you'll end up in jail. Stephen, we know about the success of the AWS Marketplace. You guys are partnering here. I'm interested in how that partnership, you know, kind of where it started and how it's evolving. >> Yeah. And happy to highlight on that. So look, when we, when we started AWS or when the founders of AWS started AWS, as I said, 15 years ago. We realized very early on that while we were going to be able to provide a number of tools for customers to have on demand access to compute storage, networking databases, that many particularly, enterprise and government government customers still use a wide range of tools and solutions from hundreds, if not in some cases, thousands of different partners. I mean, I talked to enterprises who who literally used thousands of of different vendors to help them deliver those solutions for their customers. So almost 10 years ago, we're almost at our 10 year anniversary for AWS Marketplace. We launched the first instantiation of AWS Marketplace, which allowed builders and customers to find, try, buy, and then deploy third-party software solutions running on Amazon Machine Instances, also known as AMI's. Natively, right in their AWS and cloud accounts to compliment what they were doing in the cloud. And over the last, nearly 10 years, we've evolved quite a bit. To the point where we support software in multiple different packaging types. Whether it be Amazon Machine Instances, containers, machine learning models, and of course, SAS and the rise of software as a service, so customers don't have to manage the software themselves. But we also support a data products through the AWS data exchange and professional services for customers who want to get services to help them integrate the software into their environments. And we now do that across a wide range of procurement options. So what used to be pay as you go Amazon Machine Instances now includes multiple different ways to contract directly. The customer can do that directly with the vendor, with their channel partner or using kind of our, our public e-commerce capabilities. And we're super excited, um, over the last couple of months, we've been partnering with Commvault to get their industry leading backup and recovery solutions listed on AWS Marketplace. Which is available for our collective customers now. So not only do they have access to Commvault's awesome solutions to help them protect against ransomware, as we talked about and, and to manage their backup and recovery environments. But they can find and deploy that directly in one click right into their AWS accounts and consolidate their, their billing relationship right on the AWS invoice. And it's been awesome to work with with Ranga and the, and the product teams at Commvault to really expose those capabilities where Commvault's using a lot of different AWS services to, to provide a really great native experience for our collective customers as they migrate to the cloud. >> Yeah. The Marketplace has been amazing. We've watched it evolve over the past decade and it's just, it's a key characteristic of cloud. Everybody has a cloud today, right? Ah, we're a cloud too, but Marketplace is unique in, in, in that it's the power of the ecosystem versus the resources of one. And Ranga, I wonder if from your perspective, if you could talk about the partnership with AWS from your view, and and specifically you've got some hard news. Would, if you could, talk about that as well. >> Absolutely. So the partnership has been extending for more than 12 years, right? So AWS and Commvault have been bringing together solutions that help customers solve the data management challenges and everything that we've been doing has been driven by the customer demand that we see, right. Customers are moving their workloads to the cloud. They are finding new ways of deploying the workloads and protecting them. You know, earlier we introduced cloud native integration with the EBS AVI's which has driven almost 70% performance improvements in backup and restore. When you look at huge customers like Coca-Cola, who have standardized on AWS and Commvault, that is the scale that they want to operate on. They manage around one through 3,000 snapshots, 1200 easy, two instances across six regions, but with just one resource dedicated for the data management strategy, right? So that's where the real built-in integration comes into play. And we've been extending it to make use of the cloud efficiencies like power management and auto-scale, and so on. Another aspect is our commitment to a radically simple customer experience. And that's, you know, I'm sure Stephen would agree. It's a big mantra at AWS as well. That's really, together, the customer demand that's brought us together to introduce combo into the AWS Marketplace, exactly the way Stephen described it. Now the hot announcement is calmer, backup and recovery is available in AWS Marketplace. So the exact four steps that Stephen mentioned: find, try, buy, and deploy everything simplified to the Marketplace so that our AWS customers can start using our more backup software in less than 20 minutes. A 60 day trial version is included in the product through Marketplace. And, you know, it's a single click buy. We use the cloud formation templates to deploy. So it becomes a super simple approach to protect the AWS workloads. And we protect a lot of them starting from EC2, RDS DynamoDB, DocumentDB, you know, the, the containers, the list just keeps going on. So it becomes a very natural extension for our customers to make it super simple, to start using Commvault data protection for the AWS workloads. >> Well, the Commvault stack is very robust. You have an extremely mature stack. I want to, I'm curious as to how this sort of came about? I mean, it had to be customer driven, I'm sure. When your customers say, hey, we're moving to the cloud, we had a lot of workloads in the cloud. We're a Commvault customer, that intersection between Commvault and AWS customer. So, so again, I presume this was customer driven, but maybe you can give us a little insight and add some color to that, Ranga. >> Every everything, you know, in this collaboration has been customer driven. We were earlier talking about the multiple paths to cloud and a very good example, and Stephen might probably add more color from his own experience at Dow Jones, but I I'll, I'll bring it to reference Parsons. Who's, you know, civil engineering leader. They started with the cloud first mandate saying, we need to start moving all our backups to the cloud, but we averted that bad actors might find it easy to go and access the backups. AWS and Commvault came together with AWS security features and Commvault brought in its own authorization controls. And now we are moved more than 14 petabytes of backup data into the cloud, and it's sort of as that, not even the backup administrators can go and patch the backups without multiple levels of authorization, right? So the customer needs, whether it is from a security perspective, performance perspective, or in this case from a simplicity perspective is really what is driving us and, and the need came exactly like that. There are many customers who have now standardized on AWS, they want to find everything related to this Marketplace. They want to use their existing, you know, the AWS contracts and also bring data strategy as part of that. So that, that's the real driver behind this. Stephen and I were hoping that we could actually announce some of the customers that have actively started using it. You know, many notable customers have been behind this innovation. And Stephen I don't know if you wanted to add more to that. >> I would just, I would just add Dave, you know, like if I look back before I joined AWS seven years ago, I was the CIO at Dow Jones. And I was leading a, a fairly big cloud migration there over a number of years. And one of the impetuses for us moving to the cloud in the first place was when Hurricane Sandy hit, we had a real disaster recovery scenario in one of our New Jersey data centers. And we had to act pretty quickly. Commvault was, was part of that solution. And I remember very clearly, even back then, back in 2013, there being options available to help us accelerate our move to the cloud. And, and just to reiterate some of the stuff that Ranga was talking about, you know, Commvault's done a great job over the last, more than a decade. Taking features from things like EBS, and S3, and TC2 and some of our networking capabilities and embedding them directly into their services so that customers are able to, you know, more quickly move their backup and recovery workloads to the cloud. So each and every one of those features was, is a result of, I'm sure, Commvault working backwards from their customer needs just as we do at AWS. And we're super excited to take that to the next level, to give customers the option to then also buy that right on their AWS invoice on AWS Marketplace. >> Yeah. I mean, we're going to have to leave it there. Stephen you've mentioned this several times, there's sort of the early days of AWS. We went back then we were talking about gigabytes and terabytes, and now we're talking about petabytes and beyond. Guys thanks so much. We really appreciate your time and sharing the news with us. >> Dave, thanks for having us. >> All right, keep it right there more from Commvault Connections 21, you're watching theCUBE.

(bright samba music) >> Narrator: Live from San Juan, Puerto Rico. It's The Cube. Covering Blockchain Unbound. Brought to you by Blockchain Industries. (bright samba music) >> Hello everyone and welcome back to The Cube's exclusive coverage here in Puerto Rico for Blockchain Unbound global conference where leaders from around the world, Silicon Valley, Miami, New York, all over the United States and Puerto Rico and Moscow and South Africa, all over the world come together to talk about the impact of blockchain, cryptocurrency, and a decentralized internet and the impact on society. Our next guest is David Orban. He's the managing director of Networking Society Ventures. Also does some investing. On the keynote speech of the closing session here on Day 1 of Blockchain Unbound. Thanks for joining me. >> Thank you very much for having me. >> So one of the big things that we're seeing in this revolution with blockchain and cryptocurrency is an awareness of how to reimagine democracy, society, and among other things, money transfer, and how that's impacting the world, from entrepreneurship to NGO's and society for good, AI for good, technology for good. So I got to ask ya, I heard some of your presentation, is there's some good tailwinds and some good headwinds in this industry, what's your assessment right now of the state of the globe with respect to how a network society will evolve and what are some of your observations and conclusions? >> One of our fundamental assumptions is that social change is only possible if sustainable technologies emerge to catalyze it. You know, if a slave rebellion won under the Roman Empire, the night of the victory, the slaves would be around the fire to decide who would be the slave the next morning, because they needed slaves to do everything. Today, not only we have achieved a level in our human civilization to outlaw slavery, we have incredible new inventions, like blockchain, to imagine a new social contract that is going to unstoppably come. >> This social contract is interesting, because now you have, I mean, democratization in digital transformation has been kicked around for a long time. Where are some real good examples that you can point to where you see really bright lights of innovation around democratization and digital transformation where it's working, and also where it's not working and what we need to do better? >> Certainly it is fashionable to pretend that technology hasn't helped. And one of the reasons why many people take that stance, is because they are confused. Too many simultaneous changes make the future even harder to predict today that it used to be the case 10, 20 or a hundred years ago. This is especially hard for those who are in charge of making those predictions, politicians, regulators, policy makers. We appointed or elected them in order to make decisions for everybody else. It is an impossible job, but they cannot afford to say that is the case. >> Yeah, and certainly we're in the media business and our model is open media, and even in the media you still have these gate keepers. So we see interesting trends, right so we're seeing disruption horizontally across all industries. If you look at blockchain and some of the things that are coming out, it's spurring real creativity from entrepreneurs as well as leaders, progressives if you will, that are being focused on efficiencies, which is spawning these little spots of innovation. I saw your use case around the solar panel. It was working. They killed it. So, you know, this is examples of where you see people get the value of really fast. So where are the efficiencies? Where's the value of creation coming from? What is blockchain? What is crypto? What is decentralized apps enabling? Is it, are we running too fast? Is it an enabling technology? What's your reaction, the thoughts? >> Some of us have been around in the first internet boom, 20 years ago, and the big three trillion dollars of value have been achieved by the dot-coms as measured by their market capitalization. And you would say, well, that bubble burst, and it all disappeared, but it didn't. We are still using the transatlantic fiber optic cables that were laid down then, and that created the premise for the next 20 years of technology based economic growth. So with blockchain, we are seeing the same, except that contrary to that, which was a quite provincial Silicon Valley phenomenon, blockchain innovation is today, global. So it is going to incredible places incredibly fast, and it is extremely competitive. There are projects that are doing the same thing, addressing the same challenge, all over the world. And it is fantastic. We even have a name for it. It's called forking or ray forking. >> Yeah, forking creates competition, but also faster time the value. Let's talk about the bubble. The dot-com bubble, which I lived through, and you have as well, was again, a Silicon Valley phenomenon, some New York, mostly America, basically, but everything happened. So everything that was talked about actually happened. But at that time, we didn't have a very wired community. Today we have organic communities in place, whether it's from open source communities online to actually a connected global network, AKA mobile internet. The role of communities now, seems to be that counter balancing self-governing opportunity. So I want to get your thoughts. Is the bubble going to be predicated, or letting some air out of that bubble, can it come from the communities? Because you could argue that efficiency in the communities with sourcing the truth if exposing the data can create very fast efficiencies around the transparency, so the thesis is, with the bubble behavior, also comes a connected community. So what's your view on the role of the community as a mechanism to continue to clean up or sanitize or whatever word we want to use to manage and help the self-governing? Because if it's organic ground swell, the communities should theoretically be monitoring and self-governing the growth. You thoughts. >> Those that are afraid of what is happening are incredibly capable of accusing the blockchain world of a thing and its opposite. Because they are saying, oh my god, the value, the metric value, which some mistakenly call the market capitalization, of tokens is increasing too fast, this is a bubble. And then maybe a month later, they will say, oh look it, everything is going to zero, I told you so. Well, either one is the problem or the other is the problem, but not both. The answer to your question is that yes, the community is expressing what is going on at the fine granularity that was not possible before because you would measure that by the subsequent venture funding stages of a startup, and maybe there would be a year or two years or more between one or the other of the stages. Today with tokens, every minute we are measuring the heartbeat of the project and the sentiment of the community around it. And everybody can vote with their tokens. Do I want to be part of this? Or I don't feel aligned anymore. And it is beautiful. But an even more important fact is that yes, today the community is global. When in 1976, Richard Dawkins wrote The Selfish Gene and the last chapter defined memes, which were the unit of the evolution of culture, he didn't mean silly images on the internet with captions. What he meant is, we should really be able to build a new science here. Memetic Engineering is what is fake news, and it is up to people like you and me who believe in the positive role of technology to show that we can actually have memetic engineering that benefits society and the markets. >> I mean, who'd have fake news is two things, the payload of fake news and actually the infrastructure gamification of what it did. I postulate that for, on one end of the spectrum is fake news, you could almost move to the other side of the spectrum and say, this good news. So clickbait equals fake news equals bad behavior, real bait, content, equals real news, real community. So there's a spectrum that you can almost say, we could actually weaponize content for good. >> Evolving our tool set in order to make sure that the wisdom of the crowds creates incredible investment and wealth creation opportunities for billions, not only for the gate keepers is what should be the regulators' best job, and they should be excited to have it rather than panicking. >> I want to ask you a question, philosophically. You mentioned tokens and governance, what we can vote for what people can vote with their coins and or some sort of consensus, gesture, or actually, real token transfer, as a way of voting. This actually, could solve the truth problem, because if you think about it, this is a new mechanism to understand sentiment within, whether it's a project or society, this new mechanism could be a source of truth, hence, but no centralized control, so you got the decentralization thing happening, but that's all predicated on going around a central authority, but the token dynamic, actually if you think about it, could be a token of truth, because statistically, it should work that way. Is that how you see it happening? And is that a directional correct statement? >> For too many years, we believed that Churchill's quip, democracy's the worst kind of government, except every other kind of government, was just a joke. He was giving us a challenge. And we were too weak to step up to that challenge and to design better governance mechanisms, better political instruments, and that is what is happening today. More and more people realize that they are freed up by technology where their relationship with the nation state that pretends to own them through citizenship and taxation can and will be renegotiated. >> I got to ask you a question. I love your logo, you've got a network graph up there that show the network society, implying that we're all connected, almost, you can argue, border-less nations, if you will. But I got to ask you, as that vision of a network society implies we're all connected, so we're all in one big tribe, although maybe, with different characteristics, but how do you see the future as we look at the current internet as almost a 30 year old stack, I mean, we're talkin' ancient relic by today's standards. So how do you see the stack evolving to match this criteria of a network society where the expectations of users and communities in society, whether it's government or groups are expecting new kinds of experiences, new kinds of outcomes? What in the stack is evolving? I mean, blockchain is one piece of it, but we're dealing with an old stack. I mean, it's old guard stuff, keep company's legacy. But the stack needs to be modernized. How does a stack modernize to intersect with your vision of a network society? >> Biological evolution has never been able to go meta. Our eyes are still so badly designed that the nerves bringing signals to our brain puncture the screen on which the images are projected. It's so stupid. We are able to understand when our designs are bad, and we are able to go deep, and actually rip out what has been the best way of going about certain things. This has happened in energy, where we are still in the process of electrifying a lot of things, many stoves are still gas stoves rather than electric as they should be. Or in transportation where we went from horses to cars and now we going to rapidly go to electric transportation. The internet is very young. It's just 30 years old, and the consumer space, just 50, 60 years old as a technology, but it must be fundamentally rebuilt and rethought. >> Yeah, it needs an engine change. It needs a tune up. >> What is dangerous is that there are very powerfully faulty memes being planted into the brains of too many people bringing desirable vulnerabilities in our infrastructure. And too few understand that those vulnerabilities caught everyone, whether they are friends, or real or pretend enemies. We have to build sustainable human civilization on a solid foundation. Nobody is served by maintaining those vulnerabilities that are still poking holes in vital infrastructure around us. >> Yeah, I mean, vital infrastructure and also the soft infrastructure, AKA the human psyche, AK memes in one tactic, to control the belief system and the narrative. But that's an attention driven mindset, so we're seeing that that fake news weaponizing content really prayed on the attention aspect of people where the reputation piece wasn't there. A lot of people now realizing that. How important is reputation in this new era of society, because there's something that's been challenging. We've seen every project, I mean, every project that I've seen, that I like, has an element of reputation in it. So there's a, because you have identity. Identity is super important. Attention, we know what does there. Get my attention. But the new discovery, the new navigation, the new progression to proficiency or value needs to be trusted. Reputation is an important part. Your reaction. >> Blockchain is making a lot of things measurable that were not before, and measuring them, it is able to assign value to them, and wherever there is value, new markets are being born. That is how incredible resources are now being poured in problems that were ignored for many, many years. And what is beautiful, is that blockchain is doing it open source. That is why new sustainable business models are evolving so fast. Back in the days, we would say an internet year is 3 months. I am now saying a blockchain year is 3 weeks. >> So that's fundamental, this value piece. That seems to be the equation that seems to be consistent. That's what you're saying, this value measurement seems to be a key metric and store, that's what the value is going to circulate around? Is that? >> So um, for the moment, our lives are bounded, limited. We have a given number of years to live, and more and more people realize that what they need to maximize is their benefit together with everybody else's benefit, because that is what makes human society valuable to its components and as a whole. So that kind of new outlook is being driven in the blockchain industry by people who don't necessarily need the second billion or the second million, but there are too many people who need to make ends meet, and it is just plain unacceptable that we let them live a life that does not fulfill their potential. >> This is a new opportunity to reimagine that equation. So I got to ask you, I love your work on social economic impact with blockchain, one of the things that we're observing in our reporting and analysis is, societal entrepreneurship is now emerging, what used to be a waterfall philanthropy exercise of NGO's and whatnot, fund something, stand up some servers, build a data center, uh, funding's over, project's over, start all over again. You're kind of chasing this tail. We're seeing real action with people who understand the businesses of nonprofits. We're turning that domain expertise into real, viable ventures. This is now an emerging trend, we're seeing certainly in Washington DC, where they have networks of people that they know, and now building on a tech stack is easier than it every was, so you're starting to see these real business opportunities getting funded and growing, that never would have gotten funding before, whether it's a, you know, an app for missing and exploited children, human trafficking, battered women, to water saving, water purification, all these things are now happening. What's your view on this, because this is kind of an unreported area around this entrepreneurship trend that things are getting to value faster? Do you see the same thing? >> If you ask the founder of the Ford Motor Company if he believed that damaging a community was a good business practice, he would have probably punched you, or at least laughed. Because today, those who feel that maximizing profit is a sacred duty of any capitalistic enterprise, even if it does include extracting and harming communities, employees, stakeholders, is extremely misguided. Positive impact is not counter to profit. They go hand in hand. >> Mission driven enterprises can exist. It's not just for the philanthropy. >> There is nothing else, but a sustainable business. In a long term an unsustainable business cannot be sustained. So if you want to build a business that lasts, you must build it sustainably, ecologically, socially, but of course, also in terms of it being profitable. And what is beautiful about the blockchain is that it completely decoupled the long term sustainability of a project from this silly decision. Should it be a for profit? Should it be a nonprofit? Who cares? What it should be is an inspiration for millions of people to align their creativity and passion with that project. And profits and sustainability will follow. >> And the funding's there and the opportunity time to value is shorter than ever before. Thank you so much for spending the time coming on The Cube and sharing your ideas and your mission and vision. And thanks for coming on. The Cube appreciate it. Okay, we are here with Dave Orban, managing director, Network Society Ventures, changing the world, societal economic impact. I'm John Furrier, your Washington Cube. More live coverage, day 2 tomorrow. We're here both days, Thursday and Friday. Here in Puerto Rico, for Blockchain Unbound, I'm John Furrier. Thanks for watching. (light techno music) (light techno music)

(upbeat music) >> Welcome back to theCUBE's coverage of AWS re:Invent 2021. I'm John Furrier, host of theCUBE. You're watching CUBE's worldwide leader in tech coverage. We're in person on the show floor. It's also a hybrid event, online as well. CUBE coverage online with Amazon re:Invent site. Great content all around, amazing announcements, transformation in all areas are exploding and in innovation, of course, we have innovation here with Sandy Carter, the worldwide public sector vice-president of partners and programs for Amazon Web Services. Sandy, welcome back, CUBE alumni. Great to see you. Thanks for coming on theCUBE. >> Great to see you and great to see you in person again. It's so exciting. The energy level, oh my God. >> Oh my God. It's so much. Thanks, great keynote. Good to see you again in person. A lot of action, give us the top announcements. What's going on? What are the top 10 AWS announcements? >> Yeah, so we, this year for 2022, as we frame it out, we decided on a 3D strategy, a three-dimensional strategy. So we started with destination then data and then delivery. So if I could do them in that order, does that sound good? >> Yeah. Destination. >> So let's start with destination. So I got this from one of the customers and he said to me, "look, Sandy, I thought it was all going to be about getting to the cloud. But when I got to the cloud, I realized it wasn't about just in the cloud, it was about what you do in the cloud." And so we made some announcements this morning, especially around migration, modernization, and optimization. So for migration, we have the mainframe announcement that Adam made, and then we also echoed it. Cause most of the mainframes today sit in public sector. So this is a managed service, it's working with Micro Focus, one of our partners. And Lockheed Martin one of our partners is one of the first into the mainframe migration, which is a service and services to help customers transform their business with the mainframe. And then as we compliment them, we look at that we also have modernization occurring. So for example, IoT. IDC tells us that IoT and that data has increased four times since COVID because now devices and sensors are tracking a lot of data. So we made an announcement around smart cities and we now have badging for our partners. We have 18 partners solutions now in smart cities. So working backwards from the partners they were talking about given now COVID is kind of in the midst of where it is smart cities and making those cities work better in public transportation and utility, it's just all where it's at. And then the final announcement in that category is containers. So 60% of our customers said that they're going to be using containers. So we announced a Rapid Adoption Assistance program for our partners to be able to help our customers move to containers overall. >> So mainframe migration, I saw that on stage, but Micro Focus, that was a good job. Get that legacy out of the way, move to the cloud. You've got smart cities, which is basically IoT, which brings cloud to the edge. And then containerization for the cloud native, either development or compatibility, interoperability kind of sets that table. That's the destination. >> That's right. That's right. Because all of those things, you know, you've got to get the mainframe to the cloud, but then it's about modernizing, right? Getting rid of all that COBOL code and then, you know, IoT and then making sure that you are ready to go with containers. It's the newest- >> So you've got the 3D, destination, data and delivery. >> That's right. >> Okay. Destination, check. Cloud. Cloud destination. >> Yeah. >> I'm putting dots together in real time. >> Destination cloud. There you go. You've got it. >> I'm still with it after all these interviews. >> Yeah, there you go. >> Data, I'll say killer Swami's onstage today, whole new data, multiple databases. What's the data focus in this area? >> So for our partners, first it's about getting the data to the cloud, which means that we need a way to really migrate it. So we announced an initiative to help get that data to the cloud. We had a set of partners that came on with us early on in this initiative to move that data to the cloud, it's called a Rapid Adoption Assistance, which helps you envision where you want to go with your data. Do you want to put it in a data lake? Do you want data stored as it is? What do you want to visualize? What do you want to do with analytics? So envision that and then get enablement. So all the new announcements, all the new services get enablement and then to pilot it. And then the second announcement in this area is a set of private offers in the marketplace. Our customers told us that they love to go after data, but that there's too many pieces and moving parts. So they need the assessment bundled with the managed service and everything bundled together so it's a solution for them. So those were our two announcements in the data area. >> So take me through the private marketplace thing, because this came up when I was talking with Stephen Orban who's now running the marketplace. What does that mean? So you're saying that this private offer is being enabling the suppliers and in government? >> Yeah. So available in the marketplace, a lot of our government agencies can buy from the marketplace. So if they have a contract, they can come and buy. But instead of having to go and say, okay, here's an assessment to tell me what I should do, now here's the offering, and now here's the managed service, they want it bundled together. So we have a set of offerings that have that bundled together today with the set of our great public sector partners. >> So tons of data action, where's the delivery fit in? >> So delivery. This one is very interesting because our customers are telling us that they no longer want just technology skills, they also need industry skills too. So they're looking for that total package. For example, you know, the state of New Jersey when hurricane Ida hit, category four storm, they wanted someone who obviously could leverage all the data, but they wanted someone who understood disaster response. And so Maxar fits that bill. They have that industry specialty along with the technology specialty. And so for our announcements here, we announced a new competency, which is an industry competency for energy. So think about renewables and sustainability and low carbon. These are the partners that do that. We have 32 different partners who met the needs of that energy competency. So we were able to GA that here today. The other really exciting announcement that we made was for small businesses to get extra training, it's called Think Big for Small Business communities. So we announced last year virtually, Think Big for Small Business. We now have about 200 companies who are part of that program, really getting extra help as diverse companies. Women owned, black owned, brown owned, veteran owned businesses, right? But now what they told us was in addition to the AWS help, what they loved is how we connected them together and we almost just stumbled upon it. I was hosting some meetings and I had Tia from Bellflower, I had Lisa from DLZP together and they got a lot of value just being connected. And we kept hearing that over and over and over again. So now we've programmatized that so it's more scalable than me introducing people to each other. We now have a program to introduce those small business leaders to each other. And then the last one that we announced is our AWS government competency is now the largest competency at AWS. So the government competency, which is pretty powerful. So now we're going to do a focus enhancement for federal. So all of our federal partners with all that opportunity can now take advantage of some private advisory council, some additional training that will go on there, additional go-to market support that they can use to help them. >> Okay. I feel like my brain is going to explode. Those are just the announcements here. There's a lot going. >> Yeah. There's a lot going on. >> I mean it's so much you've got to put them into buckets. Okay. What's the rationale around 3D? Delivery, data... I mean, destination, delivery, data. Destination, meaning cloud. Data, meeting data. And delivery meaning just new ways to get up and running- >> Skills. >> To get this delivery for the services. >> Yep. >> Okay. So is there a pattern emerging? What can you say? Cause remember we talked about this before a year ago, as well as in person at your public sector summit with your partners. Is there a pattern emerging that you're seeing here? Cause lots of the announcements are coming, done with the mainframes. Connect on your watch has been a big explosion. Adam Slansky told me personally, it's on fire. And public sector, we saw a lot of that. >> Well, in fact, you know, if you look at public sector, three factoids that we shared this morning in the keynote. Our public sector partners grew 54% this year, this is after last year we grew 45%. They grew the number of certifications that they had by 40% and the number of new customers by 32%. I mean, those are unreal numbers. Last year we did 28% new customers and we thought that was the cat's meow, now we're at 32%. So our partners are just exploding in this public sector space right now. >> It's almost as if they have an advantage because they dragged their feet for so long. >> It's true. It's true. COVID accelerated their movement to the cloud. >> A lot of slow moving verticals because of the legacy and whether it's regulation or government funding or skills- >> Or mainframes. >> All had to basically move fast, they had no excuses. And then the cloud kind of changes everyone's mindset. How about the culture? I want to ask you about the culture in the public sector, because this is coming up a lot. Again, a lot of your customers that I'm interviewing all talk... and I try to get them to talk about horizontally scalable and machine learning, and they're always, no, it's culture. >> Yeah. It's true. >> Culture is the number one thing. >> It is true. You know, culture eats strategy for lunch. So even if you have a great strategy around the cloud, if you don't have that right culture, you won't win in the marketplace. So we are seeing this a lot. In fact, one of our most popular programs is PTP, Partner Transformation Program. And it lays out a hundred day program on cloud best practices. And guess what's the number one topic? Culture. Culture, governance, technology, all of those things are so important right now. And I think because, you know, a lot of the agencies and governments and countries, they had moved to the cloud now that they're in the cloud, they went through that pain during COVID, now they're seeing all the impact of artificial intelligence and containers and blockchain and all of that, right? It's just crazy. >> That's a great insight. And I'll add to that because I think one of the things I've observed, especially with your partners is the fear of getting eliminated by technology or the fear of having a job change or fear of change in general went away once they started using it because they saw the criticality of the cloud and how it impacted their job, but then what it offered them as new opportunities. In fact, it actually increases more areas to innovate on and do more, whether it's job advancement or cross training or lateral moves, promotion, that's a huge retention piece. >> It really is. And I will tell you that the movement to the cloud enabled people to see it wasn't as scary as they thought it was going to be, and that they could still leverage a lot of the skills that they had and learn new ones. So I think it is. And this is one of the reasons why, I was just talking with Maureen launching that 29 million training program for the cloud, that really touches public sector because there is so many agencies, countries, governments that need to have that training. >> You're talking about Maureen Lonergan, she does the training. She's been working on that for years. >> Yeah. >> That's the only getting better and better. >> Yeah. >> Well Sandy, I've got to ask you, since you have a few minutes left, I want to ask you about your journey. >> Yeah. >> We've interviewed you going back a long time look where we are now. >> I know. It's incredible. >> Look at these two sets going on at CUBE. >> You've been an incredible voice on theCUBE. We really appreciate having you on because you're innovative. You're always moving like a shark. You can't sit still. You're always innovating. Still going on, you had the great women's luncheon from 20 to 200. >> Yeah, we grew. So we started out with 20 people back five years ago and now we had about 200 women and it was incredible because we do different topics. Our topic was around empathy and empathetic leadership. And you know how you can really leverage that today, back with the skills and your people. You know, given that Amazon just announced our new leadership principle about wanting to be the Earth's most employee centric company. It fits right in, empathetic leadership. And we had amazing women at that luncheon that told some great stories about empathy that I think will live in our hearts forever. >> And the other thing I want to point out, we had some of the guests on sitting on theCUBE. We had Linda Jojo from United airlines. >> Oh yeah. >> And a little factoid, yesterday in the keynote, 50% of the speakers were women. >> I know. The first time I did a blog post on it, like we had two amazing women in STEM and we had, you know, the black pilot that was highlighted. So it's showing more diversity. So I was just so excited. Thank you Adam, for doing that because I think that was an amazing, amazing focus here at the conference. >> I wanted to bring up a point. I had a note here to bring up to you. Public sector, you guys doubled the number of partners, large migrations this year. That's a big statoid. You've had 575,000 individuals hold active certifications. Okay. That grew 40% from August 2021, clearly a pandemic impact. A lot of people jumping back in getting their certs, migrating so if they're not... They're in between transitions where they have a tailwind or a headwind, whether you're United Airlines or whether you're Zoom, you got some companies were benefiting from the pandemic and some were retooling. That's something that we talked about actually at the beginning. >> That's right. Absolutely. And I do think that those certifications also demonstrate that customers have raised the bar on what they expect from a partner. It's no longer just like that technology input, it's also that industry side. And so you see the number of certifications going up because customers are demanding higher skill level. And by the way, for the partners we conducted a study with ESG and ESG said that more skilled partners, you drive more margin, profit margin, 42% more profit margin for a higher skilled partner. And we're seeing that really come to fruition with some of these really intense focus on getting more certifications and more training. >> I want to get your thoughts on the healthcare and life science. I just got a note here that tells me that the vertical is one of the fastest growing verticals with 105% year on year growth. Healthcare and life sciences, another important... Again, a lot of legacy, a lot of old silos, forced to expand and innovate with the pandemic growing. >> Yes. You know, government is our largest segment today, our largest competency. Healthcare is our fastest growing segment. So we have a big focus there. And like you said, it's not just around, you know, seeing things stay the same. It's about digital transformation. It's one of the reasons we're also seeing such an increase in our authority to operate program both on the government side and the healthcare side. So we do, you know, FedRAMP and IL5. We had six companies that got IL5, five of them in 2021, which is an amazing achievement. And then, you know, if you think about the healthcare side, our fastest growing compliance is HIPAA and HITRUST. And that ATO program really brings best practices and templates and stronger go to market for those partners too. >> Yeah. I mean, I think it's opportunity recognition and then capture during the pandemic with the cloud. More agility, more speed. >> That's right. >> Sandy, always great to have you on. In the last couple of seconds we have left, summarize the top 10 announcements in a bumper sticker. If you had to kind of put that bumper sticker on the car as it drives away from re:Invent this year, what's on that bumper sticker? What's it say? >> Partners that focus on destination, data and delivery will grow faster and add more value to their customers. >> There it is. The three dimension, DDD. Delivery... Destination, data and delivery. >> There you go. >> Here on theCUBE, bringing you all the data live on the ground here, CUBE studios, two sets wall-to-wall coverage. You're watching theCUBE, the leader in global tech coverage. I'm John Furrier your host. Thanks for watching. (soft techno music)

(upbeat music) >> Hello everyone. This is Dave Vellante with theCUBE. On October 28th, we'll be attending Commvault Connections '21. This is a premier industry event and it's focused on hybrid data services. The broadcast will be live from Commvault's Tinton Falls HQ. Now the agenda is packed with educational inspirational keynote speakers. For example, Dave Martin will be speaking. He is in the global chief security office at ADP, Stephen Orban of AWS and Dave Taunton of Microsoft will be sharing insights. And of course Commvault CEO Sanjay Mirchandani, he's a long-time guest of theCUBE and a rare example of a CIO transitioning to a CEO role and having excellent success with Commvault transformation. These sessions that are referencing will engage you on topics like ransomware, SaaS, and hybrid cloud, and more there's something for every data professional. And by attending, you have the chance to have an exclusive consultation with the dev team at Commvault, which is always a hot ticket item. Now you can catch all the action live on SiliconANGLE and thecube.net so go right now, register for connections '21, it takes less than a minute. I just did it. We'll see you there. (upbeat music)

>>from around the globe. It's the cue with digital coverage of out systems. Next step 2020. Brought to you by Out systems. Welcome back. I'm stupid, man. This is the Cube at Out systems. Next step course. When we gather at the events, one of the big things to talk about is the community and out system show is no exception. Lots of developers, lots of community engagement. A Z they're building and sharing what they have. So to dig into that topic, happen it. Welcome to the program. 10 Lopez. She is the senior director of Community and Advocacy without systems. Again. Thank you so much for joining us. >>Hi. Thanks so much for having me. >>Well, Jen, you know they're there. So much discussion in the industry right now is like OK, what does that the current moment in time with the global pandemic mean for events? What does it mean for communities? The term I've heard used so much is, you know, how do we bring ourselves together even while we're apart? But if you could, you know, give us You know what does the community on help systems look like? You know, you've had this event before. If this was 2019 you know, what did the community activity in the community engagement looked like? >>Yeah, we're definitely in a different world right now, right? So in 2019 gathering the community together, you know, whether it was at at Max step or another in person events that we often had. Um you know that that is such a huge part of building community is getting people together and being able to have those conversations. And, um, sometimes it's just ah, whether it's meeting at, you know, you're getting some coffee and you meet someone. All of those in person things, um, are hard to do online. But we're really working hard this year at, you know, finding those ways to connect in a bunch of different ways with the community. Um, we have our regular technical talks and that sort of thing that we're doing. But we also have a chat where you can come in tow and chat with other community members. We're gonna have ah, 24. You know, we have this 24 hour zoom going on. So you could you know, we're fine trying to find his many ways as possible. Teoh sort of at least get those conversations and have the ability for the community to connect with each other. >>I'm wondering if you can, you know, people look at communities and especially in the developer community There's so many different pieces of that. Uh, when I talkto Gonzalo he was talking about how do we enable the next? You know, 10 million developers? When I talk to help communities, it looks like the app Dev is obviously a big piece of ah of what you're addressing. But you characterize if you could And if you have any staff but loved, understand, you know, the community, the growth of community. You know where the engagement activity is. >>Yeah, thanks. So the community growth of the out systems community has been phenomenal. Um, last year we saw are just for this year with on 90% growth since last year. Uh, we have 22,000 developers on a monthly basis who are actively doing things in the community. Um, that's anywhere from between building APS and asking questions in the forum and, um, using downloading forge components which are reusable APS attending user groups. There's all these things right. We have this activity level that we've seen that has just been through the roof. And, um, Cove in for the community has actually been, You know, we've seen a huge birth specifically march in April, we saw a great increase in new members coming on. And then what happened is our other members jumped in answering way more questions than we've ever had in the forums offering to help in different ways so that between the increase in gross, the growth and increasing activity, uh, the community itself has jumped in to really help out other people. >>Well, if you look at the development community and the tools they use and how they engage there, really, the work from home, you know, movement probably hit them a little bit less that than the average knowledge worker because they're used to being online there. Used to engaging in these environments. Often it is a distributed community, so it sounds like it makes sense. What what else? From a covert standpoint, You know, I've talked to some of the out systems customers and the ability it baked into the five former, something that they're take advantage of. Do you have any interesting stories around. You know how the community is rallying, you know, specifically with Kobe going on? >>Yeah. So, actually, that that Brown was a huge thing for us. We had at both internal and external. We were getting a lot of folks coming to us and saying, you know, everybody wanted to help, right? Especially in the beginning off when it kind of hit globally, everybody wanted to help. So what we did is we launched a program that we called the community the coveted 19 community response. Orban, um and we weren't quite sure exactly how people might react. But what ended up happening is we had thousands of people give ideas. And with those ideas, we had teams of people who were working on building these acts and actually launching the abs to help different communities all around the world with various issues. Whether it waas, you know, um, on an uber like up that was created to help people in a certain community, you know, find somebody who could go to the store for them. Um, there were, you know, these different acts were being created by the community. The ideas were coming from the community and people just really rallied around it because everybody wanted to help and they wanted to participate and be a part of something. And they were able to get these APS out in, you know, record time. Um, I would see other folks. Everyone was was trying to rely on technology at the time. And I would see other folks saying, Oh, you know, we had a team of five people spent 22 weeks building out. You know, our first M v p of this happened at out systems we were seeing people in, you know, two people in one week having, like, awfully blown, flushed out, being created. Um, So we were able to you not just help with the technology simply but help really quickly when it was needed right away. >>You know what? One of the themes I've been hearing a lot at the show is How do we close that? That Helen skill gap? Um, I have to imagine with your community engagements, the advocacy. You've got some visibility in tow. You know what things is out system engaged with when it comes toe educating the next generation, helping people take advantage of some of the new technologies adoption of the new AI features. It gives a little viewpoint as those changing dynamics in the community and specifically for developer. >>Yeah, I think it's it's really interesting. So, um, we have a number of programs with our between our education program and, um, low code schools and various programs where we're getting not just new developers coming in and burning out systems right away. But but actually getting developers who were coming from other programming languages who were ready to learn something new, who are like, Hey, I'm hearing a lot about, you know, uh, these these different ways to be innovative and I, you know, build an act quickly and it's still secure and stable and robust. And all of this. And so we have a lot of people on, you know, coming in in different ways. We're also really excited about a new partnership that we've just launched with women who code. We're you know, we're working really hard at going beyond just sort of those regular ways of people coming in. We want to help bring people from, you know normally, who may be underrepresented intact at the moment because we want to help bring that new generation in and that generations coming from all walks of life. And, um, you know, coming up with working on lots of different ways, Teoh, educate and and bring them in and keep them intact. >>Yeah. You know, Jen, such an important topic. I'm so glad that you brought it up, you know, diversity. Um, you know what? One of the things when when I think about we're lowering the bar. Ah, and you know what necessary skills? You have to get started to be a coder so often it's I have to have this degree. I need to understand these languages. So, you know, do do you feel this general movement is making it more accessible? Are we in a You know, what are we doing? What we doom or to be able to reach out, find some new pools of talent that can help us close this gap. And you know, then, as you said, keep them in tech. >>Yeah, and I think that will be key, is keeping them in tech. But, um, there are right now it's a It's a strange thing to say this is an opportunity, right? But with lots of people. Um, and specifically here in the US, where I am, Obviously we have a lot of folks who have lost jobs, right? People are looking for ways to get into something new. What's great about being able to learn? Ah, out systems is that that you're going to have a a different kind of job, right? You're going to have one of those jobs with an enterprise organization, um, or or or, you know, one of our partnerships. And it's going to level up your career and it totally differently. And there are, um, uh, lots of organizations right now who are also looking to find those those ways online there, like we have all these members in our community. But we're trying to get trained and Intertek and in different ways, and they're reaching out to us as well and saying, Hey, we're hearing a lot about you know, all of these innovative things out systems is doing. How do we work together? And so it's been really exciting to see that it's not just us going out and reaching out its people saying, Oh, I see these really cool things that you're doing and you know, we want to help get our members, um, learning and into this as well. >>All right, let's look a little forward. If we could, Jen, you know, tell us. You know what? What do you What do you see in the future? You know what feedback you're getting from community? What things should we be looking at? Going forward, >>Going forward. I think that, um, development is really going to be focused on on being able to be creative and innovative and finding new ways to do things. We don't have to do things the same old way anymore, right? We can, uh, build a robust application, uh, quickly and likely saw with co bid. Um, you know, we had big issues, and people were able Teoh, uh, figure out a way Thio Thio use technology to actually help fix these issues or solve a problem really quickly. And I see that very much that people it lights something in people's minds of Oh, being a developer doesn't have to just mean sitting and coding all day. It means, you know, doing really but robust things that I can do to help people and use technology in a totally different, innovative way >>Wonderful. Don't want to give you the final word when we talk about out systems bringing the community together. What do you want? People toe understand and connect with on this community? >>Thedc, um, unity itself is very generous and giving and one thing, but I have really, really loved about being a part of out systems is the community itself because they are working really hard to help bring new developers in help train them, give them mentor ship. So there's a There's a big feeling of, you know, it's not just every person out for themselves. They really want to help lift each other up. I think it's really important for, you know, feeding that technology, that new generation and that innovation that that is coming from it. All right, >>well, 10 Lopez thank you. So so much for helping us dig inside the community. Definitely looking at the engagement opportunities this week. And ah, thank you for all of the information that you share. >>Thanks, Dio appreciate it. >>Stay tuned for more cover jumps to minimum. And thank you for watching the Cube

>>from our studios in the heart of Silicon Valley, Palo Alto, California It is a cute conversation. >>Hey, welcome back already, Jeffrey. Here with the cue, we're in our pal Amato Studios for acute conversation or excited, have ah, many Time Cube alone. I has been at all types of companies. He's moving around. We like to keep him close because he's got a great feel for what's going on. And now he's starting a new adventure. Eso really happy to welcome Alan Cohen back to the studio. Only great to see you. >>Hey, Draft, how are you >>in your new adventure? Let's get it right. It's the D C v c your partner. So this is ah, on the venture side. I'm gonna dark. You've gone to the dark side of the money side That is not a new firm, dark side. You know what's special about this town of money adventure right now, but you guys kind of have a special thesis. So tell us about yeah, and I think you've spoken >>to Matt and Zack. You know my partners in the past, So D. C. V. C is been in the venture business for about a decade and, um, you know, the 1st 5 years, the fund was very much focused on building, ah, lot of the infrastructure that we kind of take for granted. No things have gone into V m wear and into Citrix, and it's AWS, and hence the data collect of the D. C out of D. C. V. C. Really, the focus of the firm in the last five years and going forward is an area we call deep tech, which think about more about the intersection of science and engineering so less about. How do you improve the IittIe infrastructure? But how do you take all this computational power and put it to work in in specific industries, whether it's addressing supply chains, new forms of manufacturing, new forms of agriculture. So we're starting to see all that all the stuff that we've built our last 20 years and really apply it against kind of industrial transformation. So and we're excited. We just raise the $725 million fund. So we I got a little bit of ammunition to work with, >>Congratulate says, It's fun. Five. That's your eighth fund. Yeah, and really, it's consistent with where we're seeing all the time about applied a I and applied machine. Exactly. Right in New York, a company that's gonna build a I itt s'more the where you applying a i within an application, Where you applying machine, learning within what you do. And then you can just see the applications grow exactly right. Or are you targeting specific companies that are attacking a particular industrial focus and just using a eyes, their secret sauce or using deep taxes or secret uh, all of the above? Right. So, like I >>did when I think about D c v c like it's like so don't think about, um, I ops or throughput Orban with think about, um uh, rockets, robots, microbes, building blocks of effectively of human life and and of materials and then playing computational power and a I against those areas. So a little bit, you know, different focus. So, you know, it's the intersection of compute really smart computer science, but I'll give you a great example of something. It would be a little bit different. So we are investors and very active in a company called Pivot Bio, which is not exactly a household name. Pivot bio is a company that is replacing chemical fertilizer with microbes. And what I mean by that is they create microbes they used. So they've used all this big data and a I and computational power to construct microbes that when you plant corn, you insert the microbe into the planting cycle and it continuously produces nitrogen, which means you don't have to apply fertilizer. Right? Which fertilizer? Today in the U. S. A. $212 billion industry and two things happen. One you don't have. All of the runoff doesn't leech into the ground. The nitrous does. Nitrogen doesn't go into the air, and the crop yield has been a being been between about 12 and 15% higher. Right? >>Is it getting put? You know, the food industry is such a great place, and there's so many opportunities, both in food production. This is like beyond a chemical fertilizer instead of me. But it's great, but it's funny because you think of GMO, right? So all food is genetically modified. It's just It took a long time in the past because you had to get trees together, and yet you replant the pretty apples and throw the old apple trees away. Because if you look at an apple today versus an apple 50 years, 100 years, right, very, very different. And yet when we apply a man made kind of acceleration of that process than people, you know, kind of pushed back Well, this is this is not this is not nature, So I'm just curious in, in, in in, Well, this is like a microbe, you know? You know, they actually it is nature, right? So nature. But there'll be some crazy persons that wait, This is not, you know, you're introducing some foreign element into Well, you could take >>potash and pour it on corn. Or you could create a use, a microbe that creates nitrogen. So which one is the chemical on which one is nature, >>right, That that's why they get out. It's a funny part of that conversation, but but it's a different area. So >>you guys look, you guys spent a lot of time on the road. You talked a lot of startups. You talked a lot of companies. You actually talked to venture capitalists and most of the time where you know, we're working on the $4 trillion I t sector, not an insignificant sector, right? So that's globally. It's that's about the size of the economy. You know, manufacturing, agriculture and health care is more like 20 to $40 billion of the economy. So what we've also done is open the aperture to areas that have not gone through the technical disruption that we've seen an I t. Right now in these industries. And that's what's that mean? That's why I joined the firm. That's why I'm really excited, because on one hand you're right. There is a lot of cab you mentioned we were talking before. There is a lot of capital in venture, but there's not a CZ much targeted at the's area. So you have a larger part of global economy and then a much more of specific focus on it. >>Yeah, I think it's It's such a you know, it's kind of the future's here kind of the concept because no one knows, you know, the rate of which tech is advancing across all industries currently. And so that's where you wake up one day and you're like, Oh, my goodness, you know, look at the impacts on transportation. Look at the impacts on construction of the impacts on health care. Look at the impacts on on agriculture. So the opportunity is fantastic and still following the basic ideas of democratizing data. Not using a sample of old data but using, you know, real time analytics on hold data sets. You know, all these kind of concepts that come over really, really well to a more commercial application in a nightie application. Yeah. So, Jeff, I'm kind of like >>looking over your shoulder. And I'm looking at Tom Friedman's book The world is flat. And you know, if we think about all of us have been kind of working on the Internet for the last 20 years, we've done some amazing things like we've democratized information, right? Google's fairly powerful part of our lives. We've been able to allow people to buy things from all over the world and ship it. So we've done a lot of amazing things in the economy, but it hasn't been free. So if I need a 2032 c r. 20 to 32 battery for my key fob for my phone, and I buy it from Amazon and it comes in a big box. Well, there's a little bit of a carbon footprint issue that goes with that. So one of our key focus is in D. C V. C, which I think is very unique, is we think two things can happen is that weaken deal with some of the excess is over the economy that we built and as well as you know, unlock really large profit pulls. At the end of the day, you know, it has the word Venture Patrol says the word capital, right? And so we have limited partners. They expect returns. We're doing this obviously, to build large franchises. So this is not like this kind of political social thing is that we have large parts of the economy. They were not sustainable. And I'll give you some examples. Actually, you know, Jeff Bezos put out a pledge last week to try to figure out how to turn Amazon carbon neutral. >>Pretty amazing thing >>right with you from the was the richest person Now that half this richest person in the world, right? But somebody who has completely transformed the consumer economy as well as computing a comedy >>and soon transportation, right? So people like us are saying, Hey, >>how can we help Jeff meet his pledge? Right? And like, you know, there are things that we work on, like, you know, next generation of nuclear plants. Like, you know, we need renewables. We need solar, but there's no way to replace electricity. The men electricity, we're gonna need to run our economy and move off of coal and natural gas, Right? So, you know, being able to deal with the climate impacts, the social impacts are going to be actually some of the largest economic opportunities. But you can look at it and say, Hey, this is a terrible problem. It's ripping people across. I got caught in a traffic jam in San Francisco yesterday upon the top of the hill because there was climate protest, right? And you know, so I'm not kind of judging the politics of that. We could have a long conversation about that. The question is, how do you deal with these real issues, right and obviously and heady deal with them profitably and ethically, and I think that something is very unique about you know, D. C. V. C's focus and the ability to raise probably the largest deep tech fund ever to go after. It means that you know, a lot of people who back us also see the economic opportunity. And at the end of day there, you know, a lot of our our limited partners, our pension funds, you know, in universities, like, you know, there was a professor who has a pension fund who's gotta retire, right? So a little bit of that money goes into D C V C. So we have a responsibility to provide a return to them as well as go after these very interesting opportunities. >>So is there any very specific kind of investment thesis or industry focus Or, you know, kind of a subset within, you know, heavy lifting technology and science and math. That's a real loaded question in front of that little. So we like problems >>that can be solved through massive computational capability. And so and that reflects our heritage and where we all came from, right, you and I, and folks in the industry. So, you know, we're not working at the intersection of lab science at at a university, but we would take something like that and invest in it. So we like you know we have a lot of lessons in agriculture and health care were, surprisingly, one of the largest investors in space. We have investments and rocket labs, which is the preferred launch vehicle for any small satellite under two and 1/2 kilograms. We are large investors and planet labs, which is a constellation of 200 small satellites over investors and compel a space. So, uh, well, you know, we like space, and, you know, it's not space for the sake of space. It's like it's about geospatial intelligence, right? So Planet Labs is effectively the search engine for the planet Earth, right? They've been effectively Google for the planet, right? Right. And all that information could be fed to deal with housing with transportation with climate change. Um, it could be used with economic activity with shipping. So, you know, we like those kinds of areas where that technology can really impact and in the street so and so we're not limited. But, you know, we also have a bio fund, so we have, you know, we're like, you know, we like agriculture and said It's a synthetic biology types of investments and, you know, we've still invest in things like cyber we invest in physical security were investors and evolve, which is the lead system for dealing with active shooters and venues. Israel's Fordham, which is a drone security company. So, um, but they're all built on a Iot and massive >>mess. Educational power. I'm just curious. Have you private investment it if I'm tree of a point of view because you got a point of view. Most everything on the way. Just hear all this little buzz about Quantum. Um, you know, a censure opened up their new innovation hub in the Salesforce tower of San Francisco, and they've got this little dedicated kind of quantum computer quanta computer space. And regardless of how close it is, you know there's some really interesting computational opportunities last challenges that we think will come with some period of time so we don't want them in encryption and leather. We have lost their quantum >>investments were in literally investors and Righetti computing. Okay, on control, cue down in Australia, so no, we like quantum. Now, Quantum is a emerging area like it's we're not quite at the X 86 level of quantum. We have a little bit of work to get there, but it offers some amazing, you know, capabilities. >>One thing >>that also I think differentiates us. And I was listening to What you're saying is we're not afraid. The gold long, I mean a lot of our investments. They're gonna be between seven and 15 years, and I think that's also it's very different if you follow the basic economics adventure. Most funds are expected to be about 10 years old, right? And in the 1st 3 or four years, you do the bulk of the preliminary investing, and then you have reserves traditional, you know, you know, the big winners emerged that you can continue to support the companies, some of ours, they're going to go longer because of what we do. And I think that's something very special. I'm not. Look, we'd like to return in life of the fun. Of course, I mean, that's our do share a responsibility. But I think things like Quantum some of these things in the environment. They're going to take a while, and our limited partners want to be in that long ride. Now we have a thesis that they will actually be bigger economic opportunities. They'll take longer. So by having a dedicated team dedicated focus in those areas, um, that gives us, I think, a unique advantage, one of one of things when we were launching the fund that we realized is way have more people that have published scientific papers and started companies than NBA's, um, in the firm. So we are a little bit, you know, we're a little G here. That >>that's good. I said a party one time when I was talking to this guy. You were not the best people at parties we don't, but it is funny. The guy was He was a VC in medical medical tech, and I didn't ask him like So. Are you like a doctor? Did you work in a hospital where you worked at A at a university that doesn't even know I was investment banker on Wall Street and Michael, that's that's how to make money move. But do you have? Do you have the real world experience of being in the trenches? Were Some of these applications are being used, but I'm also curious. Where do you guys like to come in? ABC? What's your well, sweets? Traditionally >>we are have been a seed in Siri's. A investor would like to be early. >>Okay, Leader, follow on. Uh, everybody likes the lead, right? Right, right, right. You know what? Your term feet, you >>know? Yeah, right. And you have to learn howto something lead. Sometimes you follow. So we you know, we do both. Okay, Uh, there are increasing as because of the size of the fund. We will have the opportunity to be a little bit more multi stage than we traditionally are known for doings. Like, for example, we were seed investors in little companies, like conflict an elastic that worked out. Okay, But we were not. Later stage right. Investors and company likes companies like that with the new fund will more likely to also be in the later stages as well for some of the big banks. But we love seed we love. Precede. We'd like three guys in in a dog, right? If they have a brilliant >>tough the 7 50 to work when you're investing in the three guys in a dog and listen well and that runs and runs and you know you >>we do things we call experiments. Just you know, uh, we >>also have >>a very unique asset. We don't talk about publicly. We have a lot of really brilliant people around the firm that we call equity partners. So there's about 60 leaning scientists and executives around the world who were also attached to the firm. They actually are, have a financial stake in the firm who work with us. That gives us the ability to be early Now. Clearly, if you put in a $250,000 seed investment you don't put is the same amount of time necessarily as if you just wrote a $12 million check. What? That's the traditional wisdom I found. We actually work. Address this hard on. >>Do you have any? Do you have any formal relationships within the academic institutions? How's that >>work? Well, well, I mean, we work like everybody else with Stanford in M I t. I mean, we have many universities who are limited partners in the fund. You know, I'll give you an example of So we helped put together a company in Canada called Element A I, which actually just raised $150 million they, the founder of that company is Ah, cofounder is a fellow named Joshua Benji. Oh, he was Jeff Hinton's phD student. Him in the Vatican. These guys invented neural networks ing an a I and this company was built at a Yasha his position at the University of Montreal. There, 125 PhDs and a I that work at this firm. And so we're obviously deeply involved. Now, the Montreal A icing, my child is one of the best day I scenes in the world and cool food didn't and oh, yeah, And well, because of you, Joshua, because everybody came out of his leg, right? So I think, Yes, I think so. You know, we've worked with Carnegie Mellon, so we do work with a lot of universities. I would, I would say his university's worked with multiple venture firm Ah, >>such an important pipeline for really smart, heavy duty, totally math and tech tech guys. All right, May, that's for sure. Yeah, you always one that you never want to be the smartest guy in the room, right, or you're in the wrong room is what they say you said is probably >>an equivalent adventure. They always say you should buy the smallest house in the best neighborhood. Exactly. I was able to squeeze its PCB sees. I'm like, the least smart technical guy in the smartest technical. There >>you go. That's the way to go. All right, Alan. Well, thanks for stopping by and we look forward. Thio, you bring in some of these exciting new investment companies inside the key, right? Thanks for the time. Alright. He's Alan. I'm Jeff. You're watching the Cube. We're Interpol about the studios. Thanks for watching. We'll see you next time.

>> Narrator: Live from San Juan, Puerto Rico. It's theCUBE. Covering Blockchain Unbound. Brought to you by Blockchain Industries. >> Hello and welcome back to theCUBE's exclusive coverage in Puerto Rico for Blockchain Unbound. This is where global event from Silicon Valley, New York, all around the world, investors, entrepreneurs, all coming together to build this industry. A lot of great conversations, a lot of conversations around Puerto Rico as a place to domicile all these great investments and companies. Obviously post-hurricane, lot of action here, lot of interest. Blockchain for good, crypto for good, also for money making. Our next guest is Scott Mize, who's with Network Society Labs. Welcome to theCUBE. >> Scott: Thank you. >> John: Good to see you again. >> You, too. >> You have a knack for being in real inflection-point markets. When we first met, almost 15 years ago in Silicon Valley, nanotech was a field that was a great track, it's doing great work, has great impact. We see each other around. Hey birds of a feather flock together. You're doing crypto, doing some work. Take a minute to talk about what you're doing Scott. What's the work? Network Society Lab, what's that about? >> Right. I guess we're both living on the bleeding edge. I'm the C.E.O. of Network Society Lab, and we're a venture development firm, so we provide the same services as an incubator or accelerator, but primarily for the portfolio companies of Network Society Ventures, which is another company that's in the Network Society keiretsu, which is headed by David Orban, who's speaking here today. >> Is that a investment group? Or is that more of an advisory service? >> The fund is a seed stage venture capital fund. >> John: The deploy capital. >> Yeah, that focuses on exponential technologies in decentralized networks, companies that are driven by that. We work with those companies to help them be successful. >> Great, so two different groups. >> Scott: Two different-- >> The lab team is get down and dirty help advisory, accelerate the mission? >> Right. And in that same keiretsu there's also Network Society Research, which is a think tank, and Network Society Media, which is a media company. >> All right so what are the things you're working on? Give us a taste of the kind of ventures and projects you're working on right now. Most of the work we're doing right now is what we call token sale management, and that's basically taking responsibility for executing a token sale from beginning to end, all of the activities, and bringing together service providers that are world-class in each one of the responsibilities that you need to be executed, in order to have a successful token event. We manage them the same way a general contractor in a construction environment manages subcontractors. >> Is that because there's too many moving parts? There's a lot of lawyerly going on, you got tax advice. Is that the reason? Or-- >> Why we structure it that way? >> Well we want to keep a lean internal staff, so we don't want to have a huge head count, and also this allows us to work with world-class people, like for instance, on two of the projects we're doing now, Michael Turpin's the P.R. guy, so that automatically means that among the team, there's over 50 ICO's under the belt, and it's the same for every service provider. They've done some significant number of these, and the combined experience, the combined capability, is really the best team you could get together in the world. >> So talk about the global impact of this, cause we were talking last night, we were saying, "Hey, you know, killer app is money." And that's what Blockchain, cryptocurrency, essentially decentralized apps are all going to have flowing through them. >> Scott: Right. >> Value creation, value capture with money is the killer app. What kind of projects you working on that go outside the U.S? And is it a global phenomenon? And what's your take on that? >> I'll give you a specific example, one example, which is called Wealth Migrate, and they have a coin called the WealthE coin, wealth with a capital E on the end, and what they are is a fractional real estate ownership company. So if you're someone who's in the emerging developing world, and you want to begin to build wealth, and you'd like to own a piece of first-world real estate in the U.S. or Australia or UK, you can go to this website, and today the minimum is about $1,000, but by implementing the Blockchain further, they want to eventually get down to $1, you can buy a piece of real estate and enjoy the returns on that. So this is closing the wealth gap, it's giving people who are just getting into the middle class the ability to own real estate and build wealth. >> What's going on in Puerto Rico here? If folks couldn't make it here, what's the dynamic here? Obviously the hurricane pretty much crushed the island. It's well documented, but the entrepreneurial culture here is coming together with outside ecosystem communities. What are you seeing here in Puerto Rico? What's your observation? >> Well it's actually a pretty fascinating experiment. Michael Turpin of the Transform Group has been living in Puerto Rico for quite some time, and he was kind of the Pied Piper, evangelizing this place, and saying, "Hey, this is a great place to come live, it's got a favorable tax structure, etcetera." And I think it's fantastic that the crypto community is essentially adopting Puerto Rico, and also moving here. All this activity is really going to give a shot in the arm to the Puerto Rican economy, and people are doing that very intentionally, as a way to give back and help to rebuild the island. >> So what do you say to the folks out there that say, "Well it's not just Puerto Rico, there's other domicile digital nations out there." I mean today the U.K. announced, or yesterday announced, that they are going to convert to Fiat currency, with a faster payment system, with Coinbase. It's a significant, radical move. So can Puerto Rico maintain a position, and countries like Bahrain which Amazon works with, you got Armenia, you got China, you got all these, Estonia. You have people who are jockeying for similar positions. Is it going to be a new digital nation sovereignty structure? >> I think Puerto Rico has a particular advantage in this part of the United States, so if you're a U.S. citizen, then this is the only place where you can go and stay in the U.S. and get this special treatment. So I think it's always going to have a little bit of a niche there, but this is truly a competitive environment. It's global, it's very competitive. There are certain nations that are very anti-crypto, like the United States for instance, and there are certain nations that embrace it. The one that we like best, and we're doing a couple of token sale events or ICO's, is Malta. And Malta has a history of creating a regulatory environment that's very favorable to things like financial services and iGaming, so doing digital currency is something that's a natural for them, and the government and the regulatory agencies are all in. So they're a competitor, and there are many others as you said, but I think that's all good because competition will bring down prices, spur innovation, etcetera, and that's fantastic. >> John: But regulatory posture and policy will be the gating factor for competitiveness for nations. >> Yeah, that's one of the major factors, It wouldn't be the only one, but absolutely. When you've got a situation where the regulators are saying, "Our mission in life is to have a light touch. We want it to be regulated, we don't want a lot of fraud going on, but we want to make it easy for you guys to be doing these things." It makes a huge difference. >> So what do you say to the folks out there that would say, "Okay you know, Michael Turpin, he's got so many ICO's, he's just pumping and dumping these things, he's got so many ICO's." He's a promoter, basically. He's not really-- >> Yeah I mean he started out as a P.R. firm. >> Yes. >> John: He's a P.R. firm. You got a P.R. firm as a leader in the industry. Some people will say, "Hey, I want to see Goldman Sachs come in. I want to see real players come in, I want to see more validation." The P.R. messaging is not going well, look at Brock Pierce, he got taken down by John Oliver. New York Times wrapped it up-- >> Scott: Bad timing. >> So you have a lot of kind of thud out there. >> Yeah, yes. >> So what do you say to that? What do people say to that? I have my own opinion, but I'll share it after you share yours. >> I mean just one observation is, you can tell a lot about a person's personality type by what their initial reaction is to cryptocurrency. It's almost like a Meyers-Briggs, right? >> Explain that. >> Well just in my experience, I've introduced the idea of crypto, or now that I'm in the field, a lot of people have approached me, friends. >> John: Who want to learn. >> Who want to learn but they come into it with certain biases, and for some reason, crypto really pokes at people's biases, and some people can't get over the fact that well, "Why does it have any value?" And I go, "Well, why does the United States dollar have any value?" I mean you've got full faith in credit of the government that's in debt by 20 trillion dollars, is that a good idea? But they don't understand-- >> What are some of the reactions you get? across the board what's the spectrum of reactions? You've got the one end which is fraud, it's bad-- >> Scott: It's got to be a scam. >> John: The next revolution is here. >> It's the entire spectrum. Again like I said, it has a lot to do with what people's personalities, If people are very conservative and skeptical, they're going to be conservative and skeptical about it, and look for the negative. If they're very innovative and cutting-edge and open to new ideas, they're going to think it's cool and interesting, and is an agent for change. >> Well a lot of people I talk to, and here's my opinion, I personally believe that you can't P.R. your way to industry momentum. That's the old way, so I'm down on the whole press release model, just pump and dump, and you're seeing a lot of that, and it's not just the Transform Group, it's just P.R. in general. There's also people misrepresentation. So to me that's a communication vehicle, not primary. The key is value creation. Which companies are creating value? Which one's communities are endorsing? Who has real communities? Who doesn't? So I think as investors come in, the thing that I'm hearing is, smart money saying, "I want quality deals, and I got to peel away the promotional layer, and look at the core data." >> Scott: Right. >> That seems to be a flight-to-quality right now in this market. >> There's a major flight-to-quality. We're probably in the third or fourth era of ICO's, and there is a flight-to-quality because people realize, what I call these deals are vaporware or field of dreams. These are the ones where there's really nothing there and it's, "give me $30 million, and I'll build this, I'll boil the ocean for you." That's why we like to work with companies like Wealth Migrate, because what they've done is, on relatively small capital, proven a business model and started a business, and now what they need is money to scale that model, and those are the ones that we prefer, and that's when people can look and say, "I can see that this business model's working, and that's where a lot of the risk is factored out, and now it's just about making that a bigger business." >> The thing I tell people is when you look at selecting service providers or partners, whether it's P.R., strategy, advisory, it's not so much the function. I'm against a P.R. angle, but let's take Transform Group, They have a great social network, so the signaling is, if they are involved, so it's about the network you're choosing, right? So to me it's not so much the functional P.R., or the functional advisory, it's really who's bringing the network effect, investors to the table, partners to the table? >> And that's good and bad actually, because you're talking about hype. There's no more fertile hype environment than social media. One of the things I find to be really scary, is that a proxy for the quality of the ICO is how many telegram followers does the chat group have, which I think is just insane. >> John: You can game that. >> Yeah. >> Well Scott, what are you working on now? What's next for you? What's some of the things that you see happening in the next year? >> Well we're just staying heads down, executing several of these token sales or ICO's, and that's what we're going to do. We're also going to get back to the original knitting, which was our mission, which is expand our venture-development services, so have a full palette of things that the startups from Network Society Ventures can choose from, so that we can help them make successful. >> Token economics is a critical decision every company has to make, >> Scott: Yes. >> And having advisory help is great. Thanks for sharing your opinion here on theCUBE. I'm John Furrier. Puerto Rico, for theCUBE's exclusive coverage of BlockChain Unbound. Back with more coverage after the short break. Thanks for watching. (upbeat music)