(bright upbeat music) >> Welcome back, everybody, to the Supercloud 2. My name is Dave Vellante. And I'm pleased to welcome Nir Zuk. He's the founder and CTO of Palo Alto Networks. Nir, good to see you again. Welcome. >> Same here. Good to see you. >> So let's start with the right security architecture in the context of today's fragmented market. You've got a lot of different tools, you've got different locations, on-prem, you've got hardware and software. Tell us about the right security architecture from your standpoint. What's that look like? >> You know, the funny thing is using the word security in architecture rarely works together. (Dave chuckles) If you ask a typical information security person to step up to a whiteboard and draw their security architecture, they will look at you as if you fell from the moon. I mean, haven't you been here in the last 25 years? There's no security architecture. The architecture today is just buying a bunch of products and dropping them into the infrastructure at some relatively random way without really any guiding architecture. And that's a huge challenge in cybersecurity. It's always been, we've always tried to find ways to put an architecture into writing blueprints, whatever you want to call it, and it's always been difficult. Luckily, two things. First, there's something called zero trust, which we can talk a little bit about more, if you want, and zero trust among other things is really a way to create a security architecture, and second, because in the cloud, in the supercloud, we're starting from scratch, we can do things differently. We don't have to follow the way we've always done cybersecurity, again, buying random products, okay, maybe not random, maybe there is some thinking going into it by buying products, one of the other, dropping them in, and doing it over 20 years and ending up with a mess in the cloud, we have an opportunity to do it differently and really have an architecture. >> You know, I love talking to founders and particularly technical founders from StartupNation. I think I saw an article, I think it was Erie Levine, one of the founders or co-founders of Waze, and he had a t-shirt on, it said, "Fall in love with the problem, not the solution." Is that how you approached architecture? You talk about zero trust, it's a relatively new term, but was that in your head when you thought about forming the company? >> Yeah, so when I started Palo Alto Networks, exactly, by the way, 17 years ago, we got funded January, 2006, January 18th, 2006. The idea behind Palo Alto Networks was to create a security platform and over time take more and more cybersecurity functions and deliver them on top of that platform, by the way, as a service, SaaS. Everybody thought we were crazy trying to combine many functions into one platform, best of breed and defense in death and putting all your eggs in the same basket and a bunch of other slogans were flying around, and also everybody thought we were crazy asking customers to send information to the cloud in order to secure themselves. Of course, step forward 17 years, everything is now different. We changed the market. Almost all of cybersecurity today is delivered as SaaS and platforms are ruling more and more the world. And so again, the idea behind the platform was to over time take more and more cybersecurity functions and deliver them together, one brain, one decision being made for each and every packet or system call or file or whatever it is that you're making the decision about and it works really, really well. As a side effect, when you combine that with zero trust and you end up with, let's not call it an architecture yet. You end up with with something where any user, any location, both geographically as well as any location in terms of branch office, headquarters, home, coffee shop, hotel, whatever, so any user, any geographical location, any location, any connectivity method, whether it is SD1 or IPsec or Client VPN or Client SVPN or proxy or browser isolation or whatever and any application deployed anywhere, public cloud, private cloud, traditional data center, SaaS, you secure the same way. That's really zero trust, right? You secure everything, no matter who the user is, no matter where they are, no matter where they go, you secure them exactly the same way. You don't make any assumptions about the user or the application or the location or whatever, just because you trust nothing. And as a side effect, when you do that, you end up with a security architecture, the security architecture I just described. The same thing is true for securing applications. If you try to really think and not just act instinctively the way we usually do in cybersecurity and you say, I'm going to secure my traditional data center applications or private cloud applications and public cloud applications and my SaaS applications the same way, I'm not going to trust something just because it's deployed in the private data center. I'm not going to trust two components of an application or two applications talking to each other just because they're deployed in the same place versus if one component is deployed in one public cloud and the other component is deployed in another public cloud or private cloud or whatever. I'm going to secure all of them the same way without making any trust assumptions. You end up with an architecture for securing your applications, which is applicable for the supercloud. >> It was very interesting. There's a debate I want to pick up on what you said because you said don't call it an architecture yet. So Bob Muglia, I dunno if you know Bob, but he sort of started the debate, said, "Supercloud, think of it as a platform, not an architecture." And there are others that are saying, "No, no, if we do that, then we're going to have a bunch of more stove pipes. So there needs to be standard, almost a purist view. There needs to be a supercloud architecture." So how do you think about it? And it's a bit academic, I know, but do you think of this idea of a supercloud, this layer of value on top of the hyperscalers, do you think of that as a platform approach that each of the individual vendors are responsible for the architecture? Or is there some kind of overriding architecture of standards that needs to emerge to enable the supercloud? >> So we can talk academically or we can talk practically. >> Yeah, let's talk practically. That's who you are. (Dave laughs) >> Practically, this world is ruled by financial interests and none of the public cloud providers, especially the bigger they are has any interest of making it easy for anyone to go multi-cloud, okay? Also, on top of that, if we want to be even more practical, each of those large cloud providers, cloud scale providers have engineers and all these engineers think they're the best in the world, which they are and they all like to do things differently. So you can't expect things in AWS and in Azure and GCP and in the other clouds like Oracle and Ali and so on to be the same. They're not going to be the same. And some things can be abstracted. Maybe cloud storage or bucket storage can be abstracted with the layer that makes them look the same no matter where you're running. And some things cannot be abstracted and unfortunately will not be abstracted because the economical interest and the way engineers work won't let it happen. We as a third party provider, cybersecurity provider, and I'm sure other providers in other areas as well are trying or we're doing our best. We're not trying, we are doing our best, and it's pretty close to being the way you describe the top of your supercloud. We're building something that abstracts the underlying cloud such that securing each of these clouds, and by the way, I would add private cloud to it as well, looks exactly the same. So we use, almost always, whenever possible, the same terminology, no matter which cloud we're securing and the same policy and the same alerts and the same information and so on. And that's also very important because when you look at the people that actually end up using the product, security engineers and more importantly, SOC, security operations center analysts, they're not going to study the details of each and every cloud. It's just going to be too much. So we need to abstract it for them. >> Yeah, we agree by the way that the supercloud definition is inclusive of on-prem, you know, what you call private cloud. And I want to pick up on something else you said. I think you're right that abstracting and making consistent across clouds something like object storage, get put, you know, whether it's an S3 bucket or an Azure Blob, relatively speaking trivial. When you now bring that supercloud concept to something more complex like security, first of all, as a technically feasible and inferring the answer there is yes, and if so, what do you see as the main technical challenges of doing so? >> So it is feasible to the extent that the different cloud provide the same functionality. Then you step into a territory where different cloud providers have different paths services and different cloud providers do things a little bit differently and they have different sets of permissions and different logging that sometimes provides all the information and sometimes it doesn't. So you end up with some differences. And then the question is, do you abstract the lowest common dominator and that's all you support? Or do you find a way to be smarter than that? And yeah, whatever can be abstracted is abstracted and whatever cannot be abstracted, you find an easy way to represent that to your users, security engineers, security analysts, and so on, which is what I believe we do. >> And you do that by what? Inventing or developing technology that presents that experience to users? Could you be more specific there? >> Yeah, so different cloud providers call their storage in different names and you use different ways to configure them and the logs come out the same. So we normalize it. I mean, the keyword is probably normalization. Normalize it. And we try to, you know, then you have to pick a winner here and to use someone's terminology or you need to invent new terminology. So we try to use the terminology of the largest cloud provider so that we have a better chance of doing that but we can't always do that because they don't support everything that other cloud providers provide, but the important thing is, with or thanks to that normalization, our customers both on the engineering side and on the user side, operations side end up having to learn one terminology in order to set policies and understand attacks and investigate incidents. >> I wonder if I could pick your brain on what you see as the ideal deployment model to achieve this supercloud experience. For example, do you think instantiating your stack in multiple regions and multiple clouds is the right way to do it? Or is building a single global instance on top of the clouds a more preferable way? Are maybe other models we should consider? What do you see as the trade off of these different deployment models and which one is ideal in your view? >> Yeah, so first, when you deploy cloud security, you have to decide whether you're going to use agents or not. By agents, I mean something working, something running inside the workload. Inside a virtual machine on the container host attached to function, serverless function and so on and I, of course, recommend using agents because that enables prevention, it enables functionality you cannot get without agents but you have to choose that. Now, of course, if you choose agent, you need to deploy AWS agents in AWS and GCP agents in GCP and Azure agents in Azure and so on. Of course, you don't do it manually. You do it through the CICD pipeline. And then the second thing that you need to do is you need to connect with the consoles. Of course, that can be done over the internet no matter where your security instances is running. You can run it on premise, you can run it in one of the other different clouds. Of course, we don't run it on premise. We prefer not to run it on premise because if you're secured in cloud, you might as well run in the cloud. And then the question is, for example, do you run a separate instance for AWS for GCP or for Azure, or you want to run one instance for all of them in one of these clouds? And there are advantages and disadvantages. I think that from a security perspective, it's always better to run in one place because then when you collect the information, you get information from all the clouds and you can start looking for cross-cloud issues, incidents, attacks, and so on. The downside of that is that you need to send all the information to one of the clouds and you probably know that sending data out of the cloud costs a lot of money versus keeping it in the cloud. So theoretically, you can build an architecture where you keep the data for AWS in AWS, Azure in Azure, GCP in GCP, and then you try to run distributed queries. When you do that, you find out you'd end up paying more for the compute to do that than you would've paid for sending all the data to a central location. So we prefer the approach of running in one place, bringing all the data there, and running all the security, the machine learning or whatever, the rules or whatever it is that you're running in one place versus trying to create a distributed deployment in order to try to save some money on the data, the network data transfers. >> Yeah, thank you for that. That makes a lot of sense. And so basically, should we think about the next layer building security data lake, if you will, and then running machine learning on top of that if I can use that term of a data lake or a lake house? Is that sort of where you're headed? >> Yeah, look, the world is headed in that direction, not just the cybersecurity world. The world is headed from being rule-based to being data-based. So cybersecurity is not different and what we used to do with rules in the past, we're now doing with machine learning. So in the past, you would define rules saying, if you see this, this, and this, it's an attack. Now you just throw the data at the machine, I mean, I'm simplifying it, but you throw data at a machine. You'll tell the machine, find the attack in the data. It's not that simple. You need to build the right machine learning models. It needs to be done by people that are both cybersecurity experts and machine learning experts. We do it mostly with ex-military offensive people that take their offensive knowledge and translate it into machine learning models. But look, the world is moving in that direction and cybersecurity is moving in that direction as well. You need to collect a lot of data. Like I said, I prefer to see all the data in one place so that the machine learning can be much more efficient, pay for transferring the data, save money on the compute. >> I think the drop the mic quote it ignite that you had was within five years, your security operation is going to be AI-powered. And so you could probably apply that to virtually any job over the next five years. >> I don't know if any job. Certainly writing essays for school is automated already as we've seen with ChatGPT and potentially other things. By the way, we need to talk at some point about ChatGPT security. I don't want to think what happens when someone spends a lot of money on creating a lot of fake content and teaches ChatGPT the wrong answer to a question. We start seeing ChatGPT as the oracle of everything. We need to figure out what to do with the security of that. But yeah, things have to be automated in cybersecurity. They have to be automated. They're just too much data to deal with and it's just not even close to being good enough to wait for an incident to happen and then going investigate the incident based on the data that we have. It's better to look at all the data all the time, millions of events per second, and find those incidents before they happen. There's no way to do that without machine learning. >> I'd love to have you back and talk about ChatGPT. I know they're trying to put in some guardrails but there are a lot of unintended consequences, aren't there? >> Look, if they're not going to have a person filtering the data, then with enough money, you can create thousands or tens of thousands of pieces of articles or whatever that look real and teach the machine something that is totally wrong. >> We were talking about the hyper skills before and I agree with you. It's very unlikely they're going to get together, band together, and create these standards. But it's not a static market. It's a moving train, if you will. So assuming you're building this cross cloud experience which you are, what do you want from the hyperscalers? What do you want them to bring to the table? What is a technology supplier like Palo Alto Networks bring? In other words, where do you see ongoing as your unique value add and that moat that you're building and how will that evolve over time vis-a-vis the hyperscaler evolution? >> Yeah, look, we need APIs. The more data we have, the more access we have to more data, the less restricted the access is and the cheaper the access is to the data because someone has to pay today for some reason for accessing that data, the more secure their customers are going to be. So we need help and are helping by the way a lot, all of them in finding easy ways for customers to deploy things in the cloud, access data, and again, a lot of data, very diversified data and do it in a cost-effective way. >> And when we talk about the edge, I presume you look at the edge as just another data center or maybe it's the reverse. Maybe the data center is just another edge location, but you're seeing specific edge security solutions come out. I'm guessing that you would say, that's not what we want. Edge should be part of that architecture that we talked about earlier. Do you agree? >> Correct, it should be part of the architecture. I would also say that the edge provides an opportunity specifically for network security, whereas traditional network security would be deployed on premise. I'm talking about internet security but half network security market, and not just network security but also the other network intelligent functions like routing and QS. We're seeing a trend of pushing those to the edge of the cloud. So what you deploy on premise is technology for bringing packets to the edge of the cloud and then you run your security at the edge, whatever that edge is, whether it's a private edge or public edge, you run it in the edge. It's called SASE, Secure Access Services Edge, pronounced SASE. >> Nir, I got to thank you so much. You're such a clear thinker. I really appreciate you participating in Supercloud 2. >> Thank you. >> All right, keep it right there for more content covering the future of cloud and data. This is Dave Vellante for John Furrier. I'll be right back. (bright upbeat music)

>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back everyone. We're so glad that you're still with us. It's the Cube Live at the MGM Grand. This is our second day of coverage of Palo Alto Networks Ignite. This is takeaways from Ignite 22. Lisa Martin here with two really smart guys, Dave Valante. Dave, we're joined by one of our cube alumni, a friend, a friend of the, we say friend of the Cube. >>Yeah, otc. A friend of the Cube >>Karala joined us. Guys, it's great to have you here. It's been an exciting show. A lot of cybersecurity is one of my favorite topics to talk about. But I'd love to get some of the big takeaways from both of you. Dave, we'll start with you. >>A breathing room from two weeks ago. Yeah, that was, that was really pleasant. You know, I mean, I know was, yes, you sat in the analyst program, interested in what your takeaways were from there. But, you know, coming into this, we wrote a piece, Palo Alto's Gold Standard, what they need to do to, to keep that, that status. And we hear it a lot about consolidation. That's their big theme now, which is timely, right? Cause people wanna save money, they wanna do more with less. But I'm really interested in hearing zeus's thoughts on how that's playing in the market. How customers, how easy is it to just say, oh, hey, I'm gonna consolidate. I wanna get into that a little bit with you, how well the strategy's working. We're gonna get into some of the m and a activity and really bring your perspectives to the table. Well, >>It's, it's not easy. I mean, people have been calling for the consolidation of security for decades, and it's, it's, they're the first company that's actually made it happen. Right? And, and I think this is what we're seeing here is the culmination of this long term strategy, this company trying to build more of a platform. And they, you know, they, they came out as a firewall vendor. And I think it's safe to say they're more than firewall today. That's only about two thirds of their revenue now. So down from 80% a few years ago. And when I think of what Palo Alto has become, they're really a data company. Now, if you look at, you know, unit 42 in Cortex, the, the, the Cortex Data Lake, they've done an excellent job of taking telemetry from their products and from the acquisitions they have, right? And bringing that together into one big data lake. >>And then they're able to use that to, to do faster threat notification, forensics, things like that. And so I think the old model of security of create signatures for known threats, it's safe to say it never really worked and it wasn't ever gonna work. You had too many day zero exploits and things. The only way to fight security today is with a AI and ML based analytics. And they have, they're the gold standard. I think the one thing about your post that I would add the gold standard from a data standpoint, and that's given them this competitive advantage to go out and become a platform for a security. Which, like I said, the people have tried to do that for years. And the first one that's actually done it, well, >>We've heard this from some of the startups, like Lacework will say, oh, we treat security as a data problem. Of course there's a startup, Palo Alto's got, you know, whatever, 10, 15 years of, of, of history. But one of the things I wanted to explore with you coming into this was the notion of can you be best of breed and develop a suite? And we, we've been hearing a consistent answer to that question, which is, and, and do you need to, and the answer is, well, best of breed in security requires that full spectrum, that full view. So here's my question to you. So, okay, let's take Esty win relatively new for these guys, right? Yeah. Okay. And >>And one of the few products are not top two, top three in, right? Exactly. >>Yeah. So that's why I want to take that. Yeah. Because in bakeoffs, they're gonna lose on a head-to-head best of breed. And so the customer's gonna say, Hey, you know, I love your, your consolidation play, your esty win's. Just, okay, how about a little discount on that? And you know, these guys are premium priced. Yes. So, you know, are they in essentially through their pricing strategies, sort of creating that stuff, fighting that, is that friction for them where they've got, you know, the customer says, all right, well forget it, we're gonna go stove pipe with the SD WAN will consolidate some of the stuff. Are you seeing that? >>Yeah, I, I, I still think the sales model is that way. And I think that's something they need to work on changing. If they get into a situation where they have to get down into a feature battle of my SD WAN versus your SD wan, my firewall versus your firewall, frankly they've already lost, you know, because their value prop is the suite and, and is the platform. And I was talking to the CISO here that told me, he realizes now that you don't need best of breed everywhere to have best in class threat protection. In fact, best of breed everywhere leads to suboptimal threat protection. Cuz you have all these data data sets that are in silos, right? And so from a data scientist standpoint, right, there's the good data leads to good insights. Well, partial data leads to fragmented insights and that's, that's what the best, best of breed approach gives you. And so I was talking with Palo about this, can they have this vision of being best of breed and platform? I don't really think you can maintain best of breed everywhere across this portfolio this big, but you don't need to. >>That was my second point of my >>Question. That's the point. >>Yeah. And so, cuz cuz because you know, we've talked about this, that that sweets always win in the long run, >>Sweets >>Win. Yeah. But here's the thing, I, I wonder to your your point about, you know, the customer, you know, understanding that that that, that this resonates with them. I, my guess is a lot of customers, you know, at that mid-level and the fat middle are like still sort of wed, you know, hugging that, that tool. So there's, there's work to be done here, but I think they, they, they got it right Because if they devolve, to your point, if they devolve down to that speeds and feeds, eh, what's the point of that? Where's their valuable? >>You do not wanna get into a knife fight. And I, and I, and I think for them the, a big challenge now is convincing customers that the suite, the suite approach does work. And they have to be able to do that in actual customer examples. And so, you know, I I interviewed a bunch of customers here and the ones that have bought into XDR and xor and even are looking at their sim have told me that the, the, so think of soc operations, the old way heavily manually oriented, right? You have multiple panes of glass and you know, and then you've got, so there's a lot of people work before you bring the tools in, right? If done correctly with AI and ml, the machines would do all the heavy lifting and then you'd bring people in at the end to clean up the little bits that were missed, right? >>And so you, you moved to, from something that was very people heavy to something that's machine heavy and machines can work a lot faster than people. And the, and so the ones that I've talked that have, that have done that have said, look, our engineers have moved on to a lot different things. They're doing penetration testing, they're, you know, helping us with, with strategy and they're not fighting that, that daily fight of looking through log files. And the only proof point you need, Dave, is look at every big breach that we've had over the last five years. There's some SIM vendor up there that says, we caught it. Yeah. >>Yeah. We we had the data. >>Yeah. But, but, but the security team missed it. Well they missed it because you're, nobody can look at that much data manually. And so the, I I think their approach of relying heavily on machines to fight the fight is actually the right way. >>Is that a differentiator for them versus, we were talking before we went live that you and I first hit our very first segment back in 2017 at Fort Net. Is that, where do the two stand in your >>Yeah, it's funny cuz if you talk to the two vendors, they don't really see each other in a lot of accounts because Fort Net's more small market mid-market. It's the same strategy to some degree where Fort Net relies heavily on in-house development and Palo Alto relies heavily on acquisition. Yeah. And so I think from a consistently feature set, you know, Fort Net has an advantage there because it, it's all run off their, their their silicon. Where, where Palo's able to innovate very quickly. The, it it requires a lot of work right? To, to bring the front end and back ends together. But they're serving different markets. So >>Do you see that as a differentiator? The integration strategy that Palo Alto has as a differentiator? We talk to so many companies who have an a strong m and a strategy and, and execution arm. But the challenge is always integrating the technology so that the customer to, you know, ultimately it's the customer. >>I actually think they're, they're underrated as a, an acquirer. In fact, Dave wrote a post to a prior on Silicon Angle prior to Accelerate and he, he on, you put it on Twitter and you asked people to rank 'em as an acquirer and they were in the middle of the pack, >>Right? It was, it was. So it was Oracle, VMware, emc, ibm, Cisco, ServiceNow, and Palo Alto. Yeah. Or Oracle got very high marks. It was like 8.5 out of, you know, 10. Yeah. VMware I think was 6.5. Nice. Era was high emc, big range. IBM five to seven. Cisco was three to eight. Yeah. Yeah, right. ServiceNow was a seven. And then, yeah, Palo Alto was like a five. And I, which I think it was unfair. >>Well, and I think it depends on how you look at it. And I, so I think a lot of the acquisitions Palo Altos made, they've done a good job of integrating their backend data and they've almost ignored the front end. And so when you buy some of the products, it's a little clunky today. You know, if you work with Prisma Cloud, it could be a little bit cleaner. And even with, you know, the SD wan that took 'em a long time to bring CloudGenix in and stuff. But I think the approach is right. I don't, I don't necessarily believe you should integrate the front end until you've integrated the back end. >>That's >>The hard part, right? Because UL ultimately what you're gonna get, you're gonna get two panes of glass and one pane of glass and it might look pretty all mush together, but ultimately you're not solving the bigger problem, right. Of, of being able to create that big data like the, the fight security. And so I think, you know, the approach they've taken is the right one. I think from a user standpoint, maybe it doesn't show up as neatly because you don't see the frontend integration, but the way they're doing it is the right way to do it. And I'm glad they're doing it that way versus caving to the pressures of what, you know, the industry might want >>Showed up in the performance of the company. I mean, this company was basically gonna double revenues to 7 billion from 2020 to >>2023. Three. Think about that at that, that >>Make a, that's unbelievable, right? I mean, and then and they wanna double again. Yeah. You know, so, well >>What did, what did Nikesh was quoted as saying they wanna be the first cyber company that's a hundred billion dollars. He didn't give a timeline market cap. >>Right. >>Market cap, right. Do what I wanna get both of your opinions on what you saw and heard and felt this week. What do you think the likelihood is? And and do you have any projections on how, you know, how many years it's gonna take for them to get there? >>Well, >>Well I think so if they're gonna get that big, right? And, and we were talking about this pre-show, any company that's becoming a big company does it through ecosystem >>Bingo. >>Right? And that when you look around the show floor, it's not that impressive. And if that, if there's an area they need to focus on, it's building that ecosystem. And it's not with other security vendors, it's with application vendors and it's with the cloud companies and stuff. And they've got some relationships there, but they need to do more. I actually challenge 'em on that. One of the analyst sessions. They said, look, we've got 800 cortex partners. Well where are they? Right? Why isn't there a cortex stand here with a bunch of the small companies here? So I do think that that is an area they need to focus on. If they are gonna get to that, that market caps number, they will do so do so through ecosystem. Because every company that's achieved that has done it through ecosystem. >>A hundred percent agree. And you know, if you look at CrowdStrike's ecosystem, it's pretty similar. Yeah. You know, it doesn't really, you know, make much, much, not much different from this, but I went back and just looked at some, you know, peak valuations during the pandemic and shortly thereafter CrowdStrike was 70 billion. You know, that's what their roughly their peak Palo Alto was 56, fortune was 59 for the actually diverged. Right. And now Palo Alto has taken the, the top mantle, you know, today it's market cap's 52. So it's held 93% of its peak value. Everybody else is tanking. Even Okta was 45 billion. It's been crushed as you well know. But, so Palo Alto wasn't always, you know, the number one in terms of market cap. But I guess my point is, look, if CrowdStrike could got to 70 billion during Yeah. During the frenzy, I think it's gonna take, to answer your question, I think it's gonna be five years. Okay. Before they get back there. I think this market's gonna be tough for a while from a valuation standpoint. I think generally tech is gonna kind of go up and down and sideways for a good year and a half, maybe even two years could be even longer. And then I think there's gonna be some next wave of productivity innovation that that hits. And then you're gonna, you're almost always gonna exceed the previous highs. It's gonna take a while. Yeah, >>Yeah, yeah. But I think their ability to disrupt the SIM market actually is something I, I believe they're gonna do. I've been calling for the death of the sim for a long time and I know some people at Palo Alto are very cautious about saying that cuz the Splunks and the, you know, they're, they're their partners. But I, I think the, you know, it's what I said before, the, the tools are catching them, but they're, it's not in a way that's useful for the IT pro and, but I, I don't think the SIM vendors have that ecosystem of insight across network cloud endpoint. Right. Which is what you need in order to make a sim useful. >>CISO at an ETR roundtable said, if, if it weren't for my regulators, I would chuck my sim. >>Yes. >>But that's the only reason that, that this person was keeping it. So, >>Yeah. And I think the, the fact that most of those companies have moved to a perpetual MO or a a recurring revenue model actually helps unseat them. Typically when you pour a bunch of money into something, you remember the old computer associate days, nobody ever took it out cuz the sunk dollars you spent to do it. But now that you're paying an annual recurring fee, it's actually makes it easier to take out. So >>Yeah, it's it's an ebb and flow, right? Yeah. Because the maintenance costs were, you know, relatively low. Maybe it was 20% of the total. And then, you know, once every five years you had to do a refresh and you were still locked into the sort of maintenance and, and so yeah, I think you're right. The switching costs with sas, you know, in theory anyway, should be less >>Yeah. As long as you can migrate the data over. And I think they've got a pretty good handle on that. So, >>Yeah. So guys, I wanna get your perspective as a whole bunch of announcements here. We've only been here for a couple days, not a big conference as, as you can see from behind us. What Zs in your opinion was Palo Alto's main message and and what do you think about it main message at this event? And then same question for you. >>Yeah, I, I think their message largely wrapped around disruption, right? And, and they, in The's keynote already talked about that, right? And where they disrupted the firewall market by creating a NextGen firewall. In fact, if you look at all the new services they added to their firewall, you, you could almost say it's a NextGen NextGen firewall. But, but I do think the, the work they've done in the area of cloud and cortex actually I think is, is pretty impressive. And I think that's the, the SOC is ripe for disruption because it's for, for the most part, most socks still, you know, run off legacy playbooks. They run off legacy, you know, forensic models and things and they don't work. It's why we have so many breaches today. The, the dirty little secret that nobody ever wants to talk about is the bad guys are using machine learning, right? And so if you're using a signature based model, all they're do is tweak their model a little bit and it becomes, it bypasses them. So I, I think the only way to fight the the bad guys today is with you gotta fight fire with fire. And I think that's, that's the path they've, they've headed >>Down and the bad guys are hiding in plain sight, you know? >>Yeah, yeah. Well it's, it's not hard to do now with a lot of those legacy tools. So >>I think, I think for me, you know, the stat that we threw out earlier, I think yesterday at our keynote analysis was, you know, the ETR data shows that are, that are that last survey around 35% of the respondents said we are actively consolidating, sorry, 44%, sorry, 35 says we're actively consolidating vendors, redundant vendors today. That number's up to 44%. Yeah. It's by far the number one cost optimization technique. That's what these guys are pitching. And I think it's gonna resonate with people and, and I think to your point, they're integrating at the backend, their beeps are technical, right? I mean, they can deal with that complexity. Yeah. And so they don't need eye candy. Eventually they, they, they want to have that cuz it'll allow 'em to have deeper market penetration and make people more productive. But you know, that consolidation message came through loud and clear. >>Yeah. The big change in this industry too is all the new startups are all cloud native, right? They're all built on Amazon or Google or whatever. Yeah. And when your cloud native and you buy a cloud native integration is fast. It's not like having to integrate this big monolithic software stack anymore. Right. So I I think their pace of integration will only accelerate from here because everything's now cloud native. >>If a customer comes to you or when a customer comes to you and says, Zs help us with this cyber transformation we have, our board isn't necessarily with our executives in terms of execution of a security strategy. How do you advise them where Palo Alto is concerned? >>Yeah. You know, a lot, a lot of this is just fighting legacy mindset. And I've, I was talking with some CISOs here from state and local governments and things and they're, you know, they can't get more budget. They're fighting the tide. But what they did find is through the use of automation technology, they're able to bring their people costs way down. Right. And then be able to use that budget to invest in a lot of new projects. And so with that, you, you have to start with your biggest pain points, apply automation where you can, and then be able to use that budget to reinvest back in your security strategy. And it's good for the IT pros too, the security pros, my advice to, to it pros is if you're doing things today that aren't resume building, stop doing them. Right? Find a way to automate the money your job. And so if you're patching systems and you're looking through log files, there's no reason machines can't do that. And you go do something a lot more interesting. >>So true. It's like storage guys 10 years ago, provisioning loans. Yes. It's like, stop doing that. Yeah. You're gonna be outta a job. And so who, last question I have is, is who do you see as the big competitors, the horses on the track question, right? So obviously Cisco kind of service has led for a while and you know, big portfolio company, CrowdStrike coming at it from end point. You know who, who, who do you see as the real players going for that? You know, right now the market's three to 4%. The leader has three, three 4% of the market. You know who they're all going for? 10, 15, maybe 20% of the market. Who, who are the likely candidates? Yeah, >>I don't know if CrowdStrike really has the breadth of portfolio to compete long term though. I I think they've had a nice run, but I, we might start to see the follow 'em. I think Microsoft is gonna be for middle. They've laid down the gauntlet, right? They are a security vendor, right? We, we were at Reinvent and a AWS is the platform for security vendors. Yes. Middle, somewhere in the middle. But Microsoft make no mistake, they're in security. They've got some good products. I think a lot of 'em are kind of good enough and they, they tie it to the licensing and I'm not sure that works in security, but they've certainly got the ear of a lot of it pros. >>It might work in smb. >>Yeah. Yeah. It, it might. And, and I do like Zscaler. I, I know these guys poo poo the proxy model, but they've, they've done about as much with proxies as you can. And I, I think it's, it's a battle of, I love the, the, the near, you know, proxies are dead and Jay's model, you know, Jay over at c skater throw 'em back at 'em. So I, it's good to see that kind of fight going on between the two. >>Oh, it's great. Well, and, and again, ZScaler's coming at it from their cloud security angle. CrowdStrike's coming at it from endpoint. I, I do think CrowdStrike has an opportunity to build out the portfolio through m and a and maybe ecosystem. And then obviously, you know, Palo Alto's getting it done. How about Cisco? >>Yeah. Cisco's interesting. And I, I think if Cisco can make the network matter in security and it should, right? We're talking about how a lot of you need a lot of forensics to fight security today. Well, they're gonna see things long before anybody else because they have all that network data. If they can tie network security, I, I mean they could really have that business take off. But we've been saying that about Cisco for 20 years. >>But big install based though. Yeah. It's hard for a company, any company to just say, okay, hey Cisco customer sweep the floor and come with us. That's, that's >>A tough thing. They have a lot of good peace parts, right? And like duo's a good product and umbrella's a good product. They've, they've not done a good job. >>They're the opposite of these guys. >>They've not done a good job of the backend integration that, that's where Cisco needs to, to focus. And I do think g G two Patel there fixed the WebEx group and I think he's now, in fact when you talk to him, he's doing very little on WebEx that that group's running itself and he's more focused in security. So I, I think we could see a resurgence there. But you know, they have a, from a revenue perspective, it's a little misleading cuz they have this big legacy base that's in decline while they're moving to cloud and stuff. So, but they, but they, there's a lot of work there're trying to, to tie to network. >>Right. Lots of fuel for conversation. We're gonna have to carry this on, on Silicon angle.com guys. Yes. And Wikibon, lets do see us. Thank you so much for joining Dave and me giving us your insights as to this event. Where are you gonna be next? Are you gonna be on vacation? >>There's nothing more fun than mean on the cube, so, right. What's outside of that though? Yeah, you know, Christmas coming up, I gotta go see family and do the obligatory, although for me that's a lot of travel, so I guess >>More planes. Yeah. >>Hopefully not in Vegas. >>Not in Vegas. >>Awesome. Nothing against Vegas. Yeah, no, >>We love it. We >>Love it. Although I will say my year started off with ces. Yeah. And it's finishing up with Palo Alto here. The bookends. Yeah, exactly. In Vegas bookends. >>Well thanks so much for joining us. Thank you Dave. Always a pleasure to host a show with you and hear your insights. Reading your breaking analysis always kicks off my prep for show and it's always great to see, but predictions come true. So thank you for being my co-host bet. All right. For Dave Valante Enz as Carla, I'm Lisa Martin. You've been watching The Cube, the leader in live, emerging and enterprise tech coverage. Thanks for watching.

>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back to Vegas, guys and girls, it's great to have you with us. The Cube Live. Si finishing our second day of coverage of Palo Alto Ignite. 22 from MGM Grand in Las Vegas. Lisa Martin here with Dave Valante. Dave Cybersecurity is one of my favorite topics to talk about because it is so interesting. It is so dynamic. My other favorite thing is to hear the voice of our vendors' customers. And we could to >>Do that. I always love to have the customer on you get you get right to the heart of the matter. Yeah. Really understand. You know, what I like to do is sort of when I listen to the keynotes, try to see how well it aligns with what the customers are actually doing. Yeah. So let's >>Do it. We're gonna unpack that now. Michael Fagan joins us, the Chief Transformation Officer at Village Roadshow. Welcome Michael. It's great to have you >>And thank you. It's a pleasure to be here. >>So this is a really interesting entertainment company. I find the name interesting, but talk to us a little bit about Village Roadshow so the audience gets an understanding of all of the things that you guys do cuz theme parks is part of >>This. Yeah, so Village Road show's Australia's largest cinema exhibitor in conjunction with our partners at event. We also own and operate Australia's largest theme parks. We have Warner Brothers movie World, wet and Wild. SeaWorld Top Golf in Australia is, is operated by us plus more. We also do studio, we also own movie studios, so Aquaman, parts of the Caribbean. We're, we're filming our movie studios Elvis last year. And we also distribute and produce movies and TV shows. Quite diverse group. >>Yeah, you guys have won a lot of awards. I mean, I don't know, academy Awards, golden Globe, all that stuff, you know, and so it's good. Congratulations. Yeah. >>Thank you. >>Cool stuff. I wanna also, before we dig into the use case here, talk to us about the role of a chief transformation officer. How long have you been in that role? What does it encompass and what do you get to drive from a transformation perspective? Yeah, >>So the, the, the nature and pace of disruption is accelerating and on, on one side. And then on the other side, the running business as usual is becoming increasingly complex and, and more difficult to do. So running both simultaneously and at pace can put organizations at risk, both financially and and other ways. So in my role as Chief Transformation officer, I support the rest of the executive team by giving them additional capacity and also bring capability to the team that wasn't there before. So I do a lot of strategic and thought leadership. There's some executive coaching in there, a lot of financial modeling and analysis. And I believe that when a transformation role in particularly a chief transformation role is done correctly, it's a very hands-on role. So there's certain things where I, I dive right down and I'm actually hands in, hands-on leading teams or leading pieces of work. So I might be leading particular projects. I tried to drive profit revenue and profitability across the divisions and does any multi or cross-divisional opportunities or initiative, then I will, I will lead those. >>The transformation, you know, a while ago was cloud, right? Okay, hey, cloud and transformation officers, whether or not they had that title, we'll tell you, look, you gotta change the operating model. You can't just, you know, lift and shift in the cloud. That's, you know, that's pennies. We want, you know, big bucks. That's the operating. Now it's, I'm my question is, is did the pandemic just accelerate your transformation or, or was it, you know, deeper than that? >>Yeah, so what in my role have both digital and business transformation, some of it has been organizational. I think the pandemic has had a, a significant and long lasting effect on society, not just on, on business. So I think if you think about how work work used to be a, a place you went to and how it was done beforehand, before the, before COVID versus now where, you know, previously, you know, within the enterprise you had all of the users, you had all of the applications, you had all of the data, you had all of the people. And then since March, 2020, just overnight, that kind of inverted and, you know, you had people working from home and a person working from home as a branch office of one. So, so we ended up with another thousand branches literally overnight. A lot of the applications that we use are now SASS or cloud-based, whether that's timekeeping with Kronos or communica employee communication or work Jam. So they're not sitting within our data center, they're not sitting within, within our enterprise. It's all external. >>So from a security perspective, you obviously had to respond to that and we heard a lot about endpoint and cloud security and refactoring the network and identity. These guys aren't really an identity. They partner for that, but still a lot of change in focus that the CISO had to deal with. How, how did you guys respond to that? And, and you had a rush to do it. Yeah. And so as you sit back now, where do you go from here? >>Well we had, we had two major triggers for our, our network and security transformation. The first being COVID itself, and then the second beam, we had a, a major MPLS telco renewal that came up. So that gave you an opportunity to look at what we were doing and essentially our network was designed for a near, that no longer exists for when, for when p like I said, when people, when people were from home, all the applications were inside. So, and we had aging infrastructure, our firewalls were end of life. So initially we started off with an SD WAN at the SD WAN layer and an SD WAN implementation. But when we investigated and saw the security capabilities that are available now, we that to a full sassy WAN implementation. >>Why Palo Alto Networks? Because you, you had, you said you had an aging infrastructure designed for an era that doesn't exist anymore, but you also had a number of tools. We've been talking about a consolidation a lot the last couple days. Yeah. How did, what did you consolidate and why with Palo Alto? >>So we had a great partner in Australia, incidentally also called Cube. Cube Networks. Yeah. That we worked with great >>Names. Yeah, right. >>So we, so we, we worked for Cube. We ran a, a form of tender process. And Palo Alto with, you know, Prisma access and Global Global Protect was the only, the only solution that gave us everything that we needed in terms of network modernization, the agility that we required. So for example, in our theme part, we want to send out a hotdog cart or an ice cream cart, and that becomes, all of a sudden you got a new branch that I want to spin up this branch in 10 minutes and then I wanna spin it back down again. So from agility perspective, from a flexibility perspective, the security that, that we wanted, you know, from a zero trust perspective, and they were the only, certainly from a zero trust perspective, they're probably the only vendor that, that exists that, that actually provided the, the, all those capabilities. >>And did you consolidate tools or you were in the process of consolidating tools now? >>Yeah, so we actually, we actually consolidated down to, to, to a, to a single vendor. And in my previous role I had, I had implemented SD WAN before and you know, interoperability is a, is a major issue in the IT industry. I think there's, it's probably the only industry in the, the only industry I can think of certainly that where we, we ship products that aren't ready. They're not of all the features, they, they don't have all the features that they should have. They're their plans. They were releasing patches, releasing additional features every, every couple of months. So, you know, if you, if if Ford sold the card, I said, Hey, you're gonna give you backseats in a couple of months, they'd be uproar. But, but we do that all the time in, in it. So I had, when I previously implemented an Sdwan transformation, I had products from two tier one vendors that just didn't talk to one another. And so when I went and spoke to those vendors, they just went, well, it's not me. It's clearly, clearly those guys. So, so there's a lot to be said for having a, you know, a champion team rather than a team of champions. And Palo Alto have got that full stack fully integrated that was, you know, exactly meant what we were looking for. >>They've been talking a lot the last couple days about integration and it, and I've talked with some of their executives and some analysts as well, including Dave about that seems to be a differentiator for them because they really focus on that. Their m and a strategy is very, it seems to be very clear and there's purpose on that backend integration instead of leaving it to the customer, like Village Road show to do it. They also talked a lot about the consolidation. I'm just curious, Michael, in terms of like what you've heard at the show in the last couple of days. >>Yeah, I mean I've been hearing to same mess, but actually we've, we've lived in a >>You're living it. That's what I wanted to >>Know. So, so, you know, we had a choice of, you know, do you try and purchase so-called best of breed products and then put a lot of effort into integrating them and trying to get them to work, which is not really what we want to spend time doing. I don't, I don't wanna be famous for, you know, integration and, you know, great infrastructure. I want to be, I want Village to be famous for delivering great experiences to our customers. Memories that last a lifetime. And you know, when kids grow up in Australia, they, everybody remembers going to the theme parks. That's what, that's what I want our team to be doing and to be delivering those great experiences, not to be trying to plug together bits of software and it may or may not work and have vendors pointing at one another and then we are left carrying the cannon and holding the >>Baby. So what was the before and after, can you give us a sense as to how life changed, you know, pre that consolidation versus post? >>Yeah, so our, our, our infrastructure, say our infrastructure was designed for, you know, the, you know, old ways of working where we had you knowm routers that were, you know, not designed for cloud, for modern traffic, including cloud Destin traffic, an old MPLS network. We used to back haul all the traffic from, from our branches back to central location run where we've got, you know, firewall walls, we've got a dmz, we could run advanced inspection services on that. So if you had a branch that wanted to access a website that was housed next door, even if it was across the country, then it would, we would pull that all the way back to Melbourne. We would apply advanced inspection services to it, send it up to the cloud out back across the country. Traffic would come back, come down to us, back out to our branch. >>So you talk about crossing the country four times, even at the website is, is situated next door now with, with our sasi sdwan transformation just pops out to the cloud now straight away. And the, the difference in performance for our, for our team and for our customers, it, it's phenomenal. So you'll talk about saving minutes, you know, on a log on and, and seconds then and on, on an average transaction and second zone sound like a lot. But when you, it's every click up, they're saving a second and add up. You're talking about thousands of man hours every month that we've saved. >>If near Zuke were sitting right here and said, what could we do better? You know, what do you need from us that we're not delivering today that you want to, you want us to deliver that would change your life. Yeah, >>There's two things. One, one of which I think they're all, they're already doing, but I actually haven't experienced myself. It's around the autonomous digital experience management. So I've now got a thousand users who are sitting at home and they've got, when they've got a problem, I don't know, is it, is it my problem or is it their problem? So I know that p were working on a, an A solution that digital experience solution, which can actually tell, well actually know you're sitting in your kitchen and your routes in your front room, maybe you should move closer to the route. So there, there they, that's one thing. And the second thing is using AI to tell me things that I wouldn't be able to figure out with a human training. A lot of time sifting through data. So things like where I've potentially overcompensated and, you know, overdelivered on the network and security side or of potentially underdelivered on a security side. So having AI to, you know, assess all of those millions and probably billions of, you know, transactions and packets that are moving around our network and say, Hey, you could optimize it more if you, if you dial this down or dial this up. >>So you said earlier we, this industry has a habit of shipping products before, you know they're ready. So based on your experience, seems like, first of all, it sounds like you got a at least decent technical background as well. When do you expect to have that capability? Realistically? When can we expect that as an industry? >>I think I, I think, like I said, the the rate and nature of change is, is, I think it's accelerating. The halflife of degree is short. I think when I left university, what I, what I learned in first year was, was obsolete within five years, I'd say now it's probably obsolete of you. What'd you learn in first year? It's probably obsolete by the time you finish your degree. >>Six months. Yeah, >>It's true. So I think the, the, the rate of change and the, the partnership that I see Palo building with the likes of AWS and Google and that and how they're coming together to, to solve, to jointly solve these problems is I think we will see this within 12 months. >>Who, who are your clouds? You got multiple clouds >>Or We got multiple clouds. Mostly aws, but there are certain things that we run that run in run in Azure as well. We, we don't really have much in GCP or, or, or some of the other >>Azure for collaboration and teams, stuff like that. >>Ah, we, we run, we run SAP that's we hosted in, in Azure and our cinema ticketing system is, is was run in Azure. It's, it was only available in, in in Azure the time we're mo we are mostly an AWS >>Shop. And what do you do with aws? I mean, pretty much everything else is >>Much every, everything else, anything that's customer facing our websites, they give us great stability. Great, great availability, great performance, you know, we've had and, and, and, and a very variable as well. So, we'll, you know, our, our pattern of selling movie tickets is typically, you know, fairly flat except when, you know, there's a launch of a, of a new movie. So all of a sudden we might say you might sell, you know, at 9:00 AM when, you know, spider-Man went on sale last year, I think we sold 100 times the amount of tickets in the forest, 10 minutes. So our website didn't just scale look beautifully, just took in all of that extra traffic scale up. We're at only any intervention and then scale back down >>Taylor Swift needs that she does need that. So yeah. And so is your vision to have Palo Alto networks security infrastructure have be a common sort of layer across those clouds and maybe even some on-prem? Is it, are you, are you working toward that? Yeah, >>We, yeah, we, yeah, we, we'd love to have, you know, our end, our end customers don't really care about the infrastructure that we run. They won't be >>Able to unless it breaks. >>Unless it breaks. Yeah. They wanna be able to go to see a movie. Do you wanna be able to get on a rollercoaster? They wanna be able to go, you know, play around around a top golf. So having that convergence and that seamless integration of working across cloud network security now for most of our team, they, they don't know and they don't need to know. In fact, I, I frankly don't want them to know and be, be thinking about networks and clouds. I kind of want them thinking about how do we sell more cinema tickets? How do we give a great experience to our guests? How do we give long lasting lifetime memories to, to the people who come visit our parks? >>That's what they want. They want that experience. Right. I'd love to get your final thoughts on, we, we had you give a great overview of the ch the role that you play as Chief transformation officer. You own digital transformation, you want business transformation. What advice would you give to either other treat chief transformation officers, CISOs, CSOs, CEOs about partnering, what's the right partner to really improve your security posture? >>I think there's, there's two things. One is if you haven't looked at this in the last two years and made some changes, you're outta date. Yeah. Because the world has changed. We've seen, I mean, I've heard somebody say it was two decades worth of, I actually think it's probably five 50 years worth of change in, in Australia in terms of working habits. So one, you need to do something. Yeah. Need to, you need to have a look at this. The second thing I think is to try and partner with someone that has similar values to your organization. So Village is a, it's a wonderful, innovative company. Very agile. So the, like the, the concept of gold class cinema, so, you know, big proceeds, recliners, waiter service, elevated foods concept that, that was invented by village in 1997. Thank you. And we had thanks finally came to the states so decade later, I mean we would've had the CEO of every major cinema chain in the world come to come to Melbourne and have a look at what Village is doing and go, yeah, we're gonna export that back around around the world. It's probably one of, one of Australia's unknown exports. Yeah. So it's, yeah, so, so partnering. So we've got a great innovation history and we'd like to think of ourselves as pretty agile. So working with partners who are, have a similar thought process and, and managed to an outcome and not to a contract Yeah. Is, is important for us. >>It's all about outcomes. And you've had some great outcomes, Michael, thank you for joining us on the program, walking us through Village Roadshow, the challenges that you had, how you tackled them, and, and next time I think I'm in a movie theater and I'm in reclining chair, I'm gonna think about you and village. So thank you. We appreciate your insights, your time. Thank you. Thanks Michael. For Michael Fagan and Dave Valante. I'm Lisa Martin. You've been watching The Cube. Our live coverage of Palo Alto Networks. Ignite comes to an end. We thank you so much for watching. We appreciate you. You're watching the Cube, the leader in live enterprise and emerging emerging tech coverage next year. >>Yeah.

>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back everyone. We're so glad that you're still with us. It's the Cube Live at the MGM Grand. This is our second day of coverage of Palo Alto Networks Ignite. This is takeaways from Ignite 22. Lisa Martin here with two really smart guys, Dave Valante. Dave, we're joined by one of our cube alumni, a friend, a friend of the, we say friend of the Cube. >>Yeah, F otc. A friend of the Cube >>Karala joins us. Guys, it's great to have you here. It's been an exciting show. A lot of cybersecurity is one of my favorite topics to talk about. But I'd love to get some of the big takeaways from both of you. Dave, we'll start with >>You. A breathing room from two weeks ago. Yeah, that was, that was really pleasant. You know, I mean, I know was, yes, you sat in the analyst program, interested in what your takeaways were from there. But, you know, coming into this, we wrote a piece, Palo Alto's Gold Standard, what they need to do to, to keep that, that status. And we hear it a lot about consolidation. That's their big theme now, which is timely, right? Cause people wanna save money, they wanna do more with less. But I'm really interested in hearing zeus's thoughts on how that's playing in the market. How customers, how easy is it to just say, oh, hey, I'm gonna consolidate. I wanna get into that a little bit with you, how well the strategy's working. We're gonna get into some of the m and a activity and really bring your perspectives to the table. Well, >>It's, it's not easy. I mean, people have been calling for the consolidation of security for decades, and it's, it's, they're the first company that's actually made it happen. Right? And, and I think this is what we're seeing here is the culmination of this long-term strategy, this company trying to build more of a platform. And they, you know, they, they came out as a firewall vendor. And I think it's safe to say they're more than firewall today. That's only about two thirds of their revenue now. So down from 80% a few years ago. And when I think of what Palo Alto has become, they're really a data company. Now, if you look at, you know, unit 42 in Cortex, the, the, the Cortex Data Lake, they've done an excellent job of taking telemetry from their products and from the acquisitions they have, right? And bringing that together into one big data lake. >>And then they're able to use that to, to do faster threat notification, forensics, things like that. And so I think the old model of security of create signatures for known threats, it's safe to say it never really worked and it wasn't ever gonna work. You had too many days, zero exploits and things. The only way to fight security today is with a AI and ML based analytics. And they have, they're the gold standard. I think the one thing about your post that I would add, they're the gold standard from a data standpoint. And that's given them this competitive advantage to go out and become a platform for security. Which, like I said, the people have tried to do that for years. And the first one that's actually done it, well, >>We've heard this from some of the startups, like Lacework will say, oh, we treat security as a data problem. Of course there's a startup, Palo Alto's got, you know, whatever, 10, 15 years of, of, of history. But one of the things I wanted to explore with you coming into this was the notion of can you be best of breed and develop a suite? And we, we've been hearing a consistent answer to that question, which is, and, and do you need to, and the answer is, well, best of breed in security requires that full spectrum, that full view. So here's my question to you. So, okay, let's take Estee win relatively new for these guys, right? Yeah. Okay. And >>And one of the few products are not top two, top three in, right? >>Exactly. Yeah. So that's why I want to take that. Yeah. Because in bakeoffs, they're gonna lose on a head-to-head best of breed. And so the customer's gonna say, Hey, you know, I love your, your consolidation play, your esty win's. Just, okay, how about a little discount on that? And you know, these guys are premium priced. Yes. So, you know, are they in essentially through their pricing strategies, sort of creating that stuff, fighting that, is that friction for them where they've got, you know, the customer says, all right, well forget it, we're gonna go stove pipe with the SD WAN will consolidate some of the stuff. Are you seeing that? >>Yeah, I, I, I still think the sales model is that way. And I think that's something they need to work on changing. If they get into a situation where they have to get down into a feature battle of my SD WAN versus your SD wan, my firewall versus your firewall, frankly they've already lost, you know, because their value prop is the suite and, and is the platform. And I was talking with the CISO here that told me, he realizes now that you don't need best of breed everywhere to have best in class threat protection. In fact, best of breed everywhere leads to suboptimal threat protection. Cuz you have all these data data sets that are in silos, right? And so from a data scientist standpoint, right, there's the good data leads to good insights. Well, partial data leads to fragmented insights and that's, that's what the best, best of breed approach gives you. And so I was talking with Palo about this, can they have this vision of being best of breed and platform? I don't really think you can maintain best of breed everywhere across this portfolio this big, but you don't need to. >>That was my second point of my question. That's the point I'm saying. Yeah. And so, cuz cuz because you know, we've talked about this, that that sweets always win in the long run, >>Sweets win. >>Yeah. But here's the thing, I, I wonder to your your point about, you know, the customer, you know, understanding that that that, that this resonates with them. I, my guess is a lot of customers, you know, at that mid-level and the fat middle are like still sort of wed, you know, hugging that, that tool. So there's, there's work to be done here, but I think they, they, they got it right Because if they devolve, to your point, if they devolve down to that speeds and feeds, eh, what's the point of that? Where's their >>Valuable? You do not wanna get into a knife fight. And I, and I, and I think for them the, a big challenge now is convincing customers that the suite, the suite approach does work. And they have to be able to do that in actual customer examples. And so, you know, I I interviewed a bunch of customers here and the ones that have bought into XDR and xor and even are looking at their sim have told me that the, the, so think of soc operations, the old way heavily manually oriented, right? You have multiple panes of glass and you know, and then you've got, so there's a lot of people work before you bring the tools in, right? If done correctly with AI and ml, the machines would do all the heavy lifting and then you'd bring people in at the end to clean up the little bits that were missed, right? >>And so you, you moved to, from something that was very people heavy to something that's machine heavy and machines can work a lot faster than people. And the, and so the ones that I've talked that have, that have done that have said, look, our engineers have moved on to a lot different things. They're doing penetration testing, they're, you know, helping us with, with strategy and they're not fighting that, that daily fight of looking through log files. And the only proof point you need, Dave, is look at every big breach that we've had over the last five years. There's some SIM vendor up there that says, we caught it. Yeah. >>Yeah. We we had the data. >>Yeah. But, but, but the security team missed it. Well they missed it because you're, nobody can look at that much data manually. And so the, I I think their approach of relying heavily on machines to fight the fight is actually the right way. >>Is that a differentiator for them versus, we were talking before we went live that you and I first hit our very first segment back in 2017 at Fort Net. Is that, where do the two stand in your >>Yeah, it's funny cuz if you talk to the two vendors, they don't really see each other in a lot of accounts because Fort Net's more small market mid-market. It's the same strategy to some degree where Fort Net relies heavily on in-house development in Palo Alto relies heavily on acquisition. Yeah. And so I think from a consistently feature set, you know, Fort Net has an advantage there because it, it's all run off their, their their silicon. Where, where Palo's able to innovate very quickly. The, it it requires a lot of work right? To, to bring the front end and back ends together. But they're serving different markets. So >>Do you see that as a differentiator? The integration strategy that Palo Alto has as a differentiator? We talk to so many companies who have an a strong m and a strategy and, and execution arm. But the challenge is always integrating the technology so that the customer to, you know, ultimately it's the customer. >>I actually think they're, they're underrated as a, an acquirer. In fact, Dave wrote a post to a prior on Silicon Angle prior to Accelerate and he, he on, you put it on Twitter and you asked people to rank 'em as an acquirer and they were in the middle of the pack, >>Right? It was, it was. So it was Oracle, VMware, emc, ibm, Cisco, ServiceNow, and Palo Alto. Yeah. Or Oracle got very high marks. It was like 8.5 out of, you know, 10. Yeah. VMware I think was 6.5. Naira was high emc, big range. IBM five to seven. Cisco was three to eight. Yeah. Yeah, right. ServiceNow was a seven. And then, yeah, Palo Alto was like a five. And I, which I think it was unfair. Well, >>And I think it depends on how you look at it. And I, so I think a lot of the acquisitions Palo Alto's made, they've done a good job of integrating the backend data and they've almost ignored the front end. And so when you buy some of the products, it's a little clunky today. You know, if you work with Prisma Cloud, it could be a little bit cleaner. And even with, you know, the SD wan that took 'em a long time to bring CloudGenix in and stuff. But I think the approach is right. I don't, I don't necessarily believe you should integrate the front end until you've integrated the back end. >>That's >>The hard part, right? Because UL ultimately what you're gonna get, you're gonna get two panes of glass and one pane of glass and it might look pretty and all mush together, but ultimately you're not solving the bigger problem, right. Of, of being able to create that big data lake to, to fight security. And so I think, you know, the approach they've taken is the right one. I think from a user standpoint, maybe it doesn't show up as neatly because you don't see the frontend integration, but the way they're doing it is the right way to do it. And I'm glad they're doing it that way versus caving to the pressures of what, you know, the industry might want or >>Showed up in the performance of the company. I mean, this company was basically gonna double revenues to 7 billion from 2020 to >>2023. Think about that at that. That makes, >>I mean that's unbelievable, right? I mean, and then and they wanna double again. Yeah. You know, so, well >>What did, what did Nikesh was quoted as saying they wanna be the first cyber company that's a hundred billion dollars. He didn't give a timeline market >>Cap. Right. >>Market cap, right. Do what I wanna get both of your opinions on what you saw and heard and felt this week. What do you think the likelihood is? And and do you have any projections on how, you know, how many years it's gonna take for them to get there? >>Well, >>Well I think so if they're gonna get that big, right? And, and we were talking about this pre-show, any company that's becoming a big company does it through ecosystem >>Bingo >>Go, right? And that when you look around the show floor, it's not that impressive. No. And if that, if there's an area they need to focus on, it's building that ecosystem. And it's not with other security vendors, it's with application vendors and it's with the cloud companies and stuff. And they've got some relationships there, but they need to do more. I actually challenge 'em on that. One of the analyst sessions. They said, look, we've got 800 cortex partners. Well where are they? Right? Why isn't there a cortex stand here with a bunch of the small companies here? So I do think that that is an area they need to focus on. If they are gonna get to that, that market caps number, they will do so do so through ecosystem. Because every company that's achieved that has done it through ecosystem. >>A hundred percent agree. And you know, if you look at CrowdStrike's ecosystem, it's, I mean, pretty similar. Yeah. You know, it doesn't really, you know, make much, much, not much different from this, but I went back and just looked at some, you know, peak valuations during the pandemic and shortly thereafter CrowdStrike was 70 billion. You know, that's what their roughly their peak Palo Alto was 56, fortune was 59 for the actually diverged. Right. And now Palo Alto has taken the, the top mantle, you know, today it's market cap's 52. So it's held 93% of its peak value. Everybody else is tanking. Even Okta was 45 billion. It's been crushed as you well know. But, so Palo Alto wasn't always, you know, the number one in terms of market cap. But I guess my point is, look, if CrowdStrike could got to 70 billion during Yeah. During the frenzy, I think it's gonna take, to answer your question, I think it's gonna be five years. Okay. Before they get back there. I think this market's gonna be tough for a while from a valuation standpoint. I think generally tech is gonna kind of go up and down and sideways for a good year and a half, maybe even two years could be even longer. And then I think there's gonna be some next wave of productivity innovation that that hits. And then you're gonna, you're almost always gonna exceed the previous highs. It's gonna take a while. Yeah. >>Yeah, yeah. But I think their ability to disrupt the SIM market actually is something that I, I believe they're gonna do. I've been calling for the death of the sim for a long time and I know some people of Palo Alto are very cautious about saying that cuz the Splunks and the, you know, they're, they're their partners. But I, I think the, you know, it's what I said before, the, the tools are catching them, but they're, it's not in a way that's useful for the IT pro and, but I, I don't think the SIM vendors have that ecosystem of insight across network cloud endpoint. Right. Which is what you need in order to make a sim useful. >>CISO at an ETR round table said, if, if it weren't for my regulators, I would chuck my sim. >>Yes. >>But that's the only reason that, that this person was keeping it. No. >>Yeah. And I think the, the fact that most of those companies have moved to a perpetual MO or a a recurring revenue model actually helps unseat them. Typically when you pour a bunch of money into something, you remember the old computer associate says nobody ever took it out cuz the sunk dollars you spent to do it. But now that you're paying an annual recurring fee, it's actually makes it easier to take out. So >>Yeah, it's just an ebb and flow, right? Yeah. Because the maintenance costs were, you know, relatively low. Maybe it was 20% of the total. And then, you know, once every five years you had to do a refresh and you were still locked into the sort of maintenance and, and so yeah, I think you're right. The switching costs with sas, you know, in theory anyway, should be less >>Yeah. As long as you can migrate the data over. And I think they've got a pretty good handle on that. So, >>Yeah. So guys, I wanna get your perspective as a whole bunch of announcements here. We've only been here for a couple days, not a big conference as, as you can see from behind us. What Zs in your opinion was Palo Alto's main message and and what do you think about it main message at this event? And then same question for you. >>Yeah, I, I think their message largely wrapped around disruption, right? And, and they, and The's keynote already talked about that, right? And where they disrupted the firewall market by creating a NextGen firewall. In fact, if you look at all the new services they added to their firewall, you, you could almost say it's a NextGen NextGen firewall. But, but I do think the, the work they've done in the area of cloud and cortex actually I think is, is pretty impressive. And I think that's the, the SOC is ripe for disruption because it's for, for the most part, most socks still, you know, run off legacy playbooks. They run off legacy, you know, forensic models and things and they don't work. It's why we have so many breaches today. The, the dirty little secret that nobody ever wants to talk about is the bad guys are using machine learning, right? And so if you're using a signature based model, all they gotta do is tweak their model a little bit and it becomes, it bypasses them. So I, I think the only way to fight the the bad guys today is with you're gonna fight fire with fire. And I think that's, that's the path they've, they've headed >>Down. Yeah. The bad guys are hiding in plain sight, you know? Yeah, >>Yeah. Well it's, it's not hard to do now with a lot of those legacy tools. So >>I think, I think for me, you know, the stat that we threw out earlier, I think yesterday at our keynote analysis was, you know, the ETR data shows that are, that are that last survey around 35% of the respondents said we are actively consolidating, sorry, 44%, sorry, 35 says who are actively consolidating vendors, redundant vendors today that number's up to 44%. Yeah. It's by far the number one cost optimization technique. That's what these guys are pitching. And I think it's gonna resonate with people and, and I think to your point, they're integrating at the backend, their beeps are technical, right? I mean, they can deal with that complexity. Yeah. And so they don't need eye candy. Eventually they, they, they want to have that cuz it'll allow 'em to have deeper market penetration and make people more productive. But you know, that consolidation message came through loud and clear. >>Yeah. The big change in this industry too is all the new startups are all cloud native, right? They're all built on Amazon or Google or whatever. Yeah. And when your cloud native and you buy a cloud native integration is fast. It's not like having to integrate this big monolithic software stack anymore. Right. So I, I think their pace of integration will only accelerate from here because everything's now cloud native. >>If a customer comes to you or when a customer comes to you and says, Zs help us with this cyber transformation we have, our board isn't necessarily aligned with our executives in terms of execution of a security strategy. How do you advise them where Palo Alto is concerned? >>Yeah. You know, a lot, a lot of this is just fighting legacy mindset. And I've, I was talking with some CISOs here from state and local governments and things and they're, you know, they can't get more budget. They're fighting the tide. But what they did find is through the use of automation technology, they're able to bring their people costs way down. Right. And then be able to use that budget to invest in a lot of new projects. And so with that, you, you have to start with your biggest pain points, apply automation where you can, and then be able to use that budget to reinvest back in your security strategy. And it's good for the IT pros too, the security pros, my advice to the IT pros is, is if you're doing things today that aren't resume building, stop doing them. Right. Find a way to automate the money your job. And so if you're patching systems and you're looking through log files, there's no reason machines can't do that. And you go do something a lot more interesting. >>So true. It's like storage guys 10 years ago, provisioning loans. Yes. It's like, stop doing that. Yeah. You're gonna be outta a job. So who, last question I have is, is who do you see as the big competitors, the horses on the track question, right? So obviously Cisco kind of service has led for a while and you know, big portfolio company, CrowdStrike coming at it from end point. You know who, who, who do you see as the real players going for that? You know, right now the market's three to 4%. The leader has three, three 4% of the market. You know who they're all going for? 10, 15, maybe 20% of the market. Who, who are the likely candidates? Yeah, >>I don't know if CrowdStrike really has the breadth of portfolio to compete long term though. I I think they've had a nice run, but I, we might start to see the follow 'em. I think Microsoft is gonna be for middle. They've laid down the gauntlet, right? They are a security vendor, right? We, we were at Reinvent and a AWS is the platform for security vendors. Yes. Middle, somewhere in the middle. But Microsoft make no mistake, they're in security. They've got some good products. I think a lot of 'em are kind of good enough and they, they tie it to the licensing and I'm not sure that works in security, but they've certainly got the ear of a lot of it pros. >>It might work in smb. >>Yeah, yeah. It, it might. And, and I do like Zscaler. I, I know these guys poo poo the proxy model, but they've, they've done about as much with prox as you can. And I, I think it's, it's a battle of, I love the, the, the near, you know, proxies are dead and Jay's model, you know, Jay over at csca, throw 'em back at 'em. So I, it's good to see that kind of fight going on between the >>Two. Oh, it's great. Well, and, and again, ZScaler's coming at it from their cloud security angle. CrowdStrike's coming at it from endpoint. I, I do think CrowdStrike has an opportunity to build out the portfolio through m and a and maybe ecosystem. And then obviously, you know, Palo Alto's getting it done. How about Cisco? >>Yeah, Cisco's interesting. And I I think if Cisco can make the network matter in security and it should, right? We're talking about how a lot of you need a lot of forensics to fight security today. Well, they're gonna see things long before anybody else because they have all that network data. If they can tie network security, I, I mean they could really have that business take off. But we've been saying that about Cisco for 20 years. >>But big install based though. Yeah. It's hard for a company, any company to say, okay, hey Cisco customer sweep the floor and come with us. That's, that's >>A tough thing. They have a lot of good peace parts, right? And like duo's a good product and umbrella's a good product. They've, they've not done a good job. >>They're the opposite of these guys. >>They've not done a good job of the backend integration and that, that's where Cisco needs to, to focus. And I do think g G two Patel there fixed the WebEx group and I think he's now, in fact when you talk to him, he's doing very little on WebEx that that group's running itself and he's more focused in security. So I, I think we could see a resurgence there. But you know, they have a, from a revenue perspective, it's a little misleading cuz they have this big legacy base that's in decline while they're moving to cloud and stuff. So, but they, but they, there's a lot of Rick there trying to, to tie to network. >>Lots of fuel for conversation. We're gonna have to carry this on, on Silicon angle.com guys. Yes. And Wi KeePon. Lets do see us. Thank you so much for joining Dave and me giving us your insights as to this event. Where are gonna be next? Are you gonna be on >>Vacation? There's nothing more fun than mean on the cube. So what's outside of that though? Yeah, you know, Christmas coming up, I gotta go see family and be the obligatory, although for me that's a lot of travel, so I guess >>More planes. Yeah. >>Hopefully not in Vegas. >>Not in Vegas. >>Awesome. Nothing against Vegas. Yeah, no, >>We love it. We love >>It. Although I will say my year started off with ces. Yeah. And it's finishing up with Palo Alto here. The bookends. Yeah, exactly. In Vegas bookends. >>Well thanks so much for joining us. Thank you Dave. Always a pleasure to host a show with you and hear your insights. Reading your breaking analysis always kicks off my prep for show. And it, it's always great to see, but predictions come true. So thank you for being my co-host bet. All right. For Dave Valante Enz as Carla, I'm Lisa Martin. You've been watching The Cube, the leader in live, emerging and enterprise tech coverage. Thanks for watching.

>> Narrator: TheCUBE presents Ignite 22, brought to you by Palo Alto Networks. >> Good afternoon guys and gals. We're so glad you're here with us. Welcome back to the MGM Grand, Las Vegas. This is day two of theCUBE's coverage of Palo Alto Networks Ignite22. Lisa Martin here with Dave Valante. Dave, as I mentioned, our second day of coverage. We've learned a lot about cybersecurity, the complexity, the challenges, but also the opportunities. We've had some great conversations, really dissecting some recent survey data. We know that every industry, no industry is immune from this but healthcare is one of the ones that's quite vulnerable. We're going to be talking about that next, in part. >> Yeah. Cause we always talk about the super cloud and connecting hybrid across clouds and you know, on-prem, but also now out to the edge. >> Yes. >> You know, and nobody wants a separate stove pipe, but we saw this during the pandemic. We saw the pivot, work from home, to end point and cloud security rearchitecting the network, identity and you know, more stove pipes. Right? So, but that's not what the industry wants or needs, so. >> Right. >> Yeah. >> Well I never would think about, you know you go to the doctor's office, you go to a hospital, X-ray machines, CT scanners, all these proliferation of medical IoT devices. Great for the patient, great for the providers, but a lot of opportunities for the attackers, as well. We're going to be talking about that, in part, in our next conversation with an alumni that's coming back to the program. Anand Oswal is here. The SVP and GM of network security at Palo Alto Networks. Great to have you back. >> Great to have me. Thank you. >> It's been a few years. >> Oswal: Yeah. It's been a time. >> So, I was looking at some of the unit 42 research: medical devices are the weakest link on the hospital network. >> Oswal: Yeah. >> But, so great for patient care, for doctors, providers, et cetera. But, a challenge and an opportunity for the adversaries. >> Oswal: Yeah. >> What are some of the things that you guys are seeing? I know you have some news on the medical IoT front. >> Yeah. Thanks for having me by the way. So, if you look at every industry has benefited from connected devices. Changes the outcome and the experiences, both for the end users, as well as the businesses. And healthcare is no different. If you look at the experience that we had as patients over the last decade has changed dramatically. And in the pandemic, even more changes happened, right? This is really ushering in a new era of patient care. It's connected devices. You know, I have a family member of mine who has diabetes. And, as you know, you got to check the blood glucose level periodically. It's usually pricking, it's cumbersome, it can hurt you. But now, with this new IoT based glucose margin systems, you can monitor these levels in real time, constantly. If it drops, can inject the right amount of insulins. So, changing the experience and the outcome for patients. Taking data from this devices to ensure that you have different outcomes. So, really, changing how you experience as patient. But, like you said, along with all of this is adding increased cybersecurity. Right? And we've seen over the last, I don't know, year or so, a 200% increase in cyber attacks on healthcare organizations. And, in the next couple of years, you're going to see 1.3 billion, yes, the "B," billion, new connected devices come to healthcare. So, that's including the attack surface. So, we've got to stay vigilant. There's a lot of great things you get from connected devices. It has cyber risk, just plan it properly. >> But, it's hard just to secure a medical IoT devices. Why is it so challenging? And how do you help? >> Yeah. Look, you can only secure what you see, first of all, right? So, it's very important to understand what devices you have on your network. And these can't be done statically, right? Because you're, they're made by different manufacturers and you're adding so many every day. So, you need to use machine learning to identify what these devices are. But just not what are devices, who's the manufacturer? What's the make, what's the model? What's the unpatched vulnerabilities? That's one part. I tell people that having visibility is good, but just that's not enough. It's like me telling you, you have a leak in your house. I don't give you any information on where the leak is. How do I call the plumber? What's the home warranty? Home insurance coverage? So you got visibility. Then you need to do segmentation. Segmentation all about who can talk to whom. Should your CT scan machine or MRI machine be talking to a server in the corporate environment? Should be talking to your point of sale terminal in the hospital? Maybe not. Right? So you need to define those policies. Again, those can be manual. They have to be automated because you're adding new devices every day. After you do that, it's around the data that is transporting on those devices. Do they have threats? Are they command controlled connections? Because threats can move laterally and need to inspect this in real time every day, constantly. Not just one time. Right? That's the whole notion of zero trust, which is no notion of implied trust. You want to have least privilege access. And the most important is that, look, we talked about this before. Majority of healthcare organizations have legacy security architectures. You can't have it solved better, the point product a new sensor, a partial solution. You need to get fully integrated because you need to reduce their operational cost. You need to ensure that they have better security. Right? I tell people what do organization want? Make more money, save money, and steer out trouble. Right? In simple ways. >> Valante: Yeah. >> I need to ensure that they're able to get this done securely. That's very important. >> So, a lot of the devices, so you think about oT, a lot of the devices been naturally air gaped. That was sort of the safety. What's it like in healthcare? Is the MRI machine, was it historically net-, you know, fenced off from the network and how is that changing? >> Yeah. I'll give an example. I talked to a customer, this is a few months ago. And this happened before the pandemic, luckily. They were doing, a doctor was doing a surgery on a patient at roughly two in the morning, on a, and using a ventilator. And guess what happened? The ventilator rebooted and said: firmware upgrading. >> Yeah. >> Right? >> Wow. >> And luckily when I doctor, their customer, they said they had another ventilator that they could quickly do. This ventilator was connected to an ethernet cable, in this case. And somebody decided that two AM is the right time to upgrade things. Like, you know, you have windows of when you upgrade things. But, you need to be able to manage a lifecycle of these devices more intelligently. When is it being used? When it's upgraded? There's a life of a device, and then there's a cyber life. Now we have too many devices with end of life operating systems. We all remember the 2017 WannaCry attack. That was an end of life operating system. So, you have a shelf life and you have a cyber life. Need to be able to manage the life cycle of these devices and easily onboard new devices, but also have, be able to sunset devices as needed. >> Okay. So the business generally stays ahead, you know, of cyber, but are those worlds coming together? I mean, I feel like with digital transformation we're beginning to see that everybody talks about, you know, cyber can't just be a bolt on. >> Oswal: Yes. >> But it oftentimes is. So what's the state of play in healthcare? >> I think it's changing. If you think about the healthcare organizations or generally even oT environments, the decision maker is not just the CIO and CISO, it's also your plant manager, the hospital owner, or manager of the operations of the hospital. They have to be taken into account. The other, the other stakeholders: the clinical and biomed engineer who operates these devices, right? I was talking to a healthcare customer that said that asset utilization or devices important. Many times you find nurses or doctors will keep an infusion pump with them in their room because they want easy to use. And then they say, I want five more or 10 more, right? We all living in an environment where budget will be more and more important. So how do you get a full inventory of what's using what, how often are they used? For example, MRI machines are many times preset for scanning certain parts of the body. Now you can change it, but it takes time. It's effort. So if you know the actual utilization of what you're doing, you can be more efficient and have a much more efficient organization. >> And so how do they do that? Is that some kind of predictive analytics that they're using? Is it... >> Yes. It's the whole lifecycle of a zero trust architecture. It is the whole lifecycle of managing these devices effectively and then simplifying your operations. The three things that we have to do. >> How can zero trust be really tailored to healthcare specifically? >> Yeah. Let me tell you, first of all, when I talk of zero trust, I have a simple way of talking about it. Which is no notion of implied trust, right? Just because I'm in an environment doesn't mean have access to a device and application, et cetera. And when we think of medical device, it's like, who's the user who's accessing it? How do you authenticate that user? And that can be the things the organization has: password, an MFA, et cetera. That's, that's good. That's not enough. If you're accessing some, if I authentic authenticated you from this device, but what if this device itself is infected with malware? So, I need to know that it's the state of your device. Then what are you trying to access? Medical records, healthcare records, you'd like permission sets to access it. Are they read only, write only? Do you have confidential information about it? And when you're exchanging this information, is there malware in that data? You need to do this on a continuous basis. So, user, endpoint, access, and transaction. These four constructs have to be done continuously. That's the whole notion of zero trust. >> So, okay. Cause you had, we were talking off camera, you said, you know, get, say ask somebody what zero trust is, you get 10 different answers. 10 people, 10 different answers. So, I always would used to think unless a device or a person has been explicitly authorized and authenticated, they don't get access. But, you just added something more. It also has to be clean essentially. >> Yes. >> Right? And you've got the technology to do that? >> Absolutely. And we can, if you think about it, we can do this across all facets, all use cases. If you think of traditional network security, right? It doesn't secure the network. Like I said, it secures everything on the network. The users, the IoT devices, and the applications they access. Now I can be in the office, I can be on the road, or I can be home. I may use different notions of stacks. I may use a hardware-centric firewall for accessing data center based applications in my private data center. I may use a software firewall application for accessing things in the public cloud. I may use a cloud deliver SASE architecture from home or for remote branches. I wanted consistent security. The way I do threat, the way I do phishing protection, ransomware protection, IoT security. It should be consistent no matter where the user is, no matter where the data is, no matter where the applications is. And that's really what we can do with a consistent platform approach. >> So on-prem. In... >> The cloud, yes. >> In all the clouds, at the edge. >> Yes. >> Not only healthcare, but operational technologies? The factory? >> You want to make sure that it's not only the best in class security, it's also consistent security and consistent manageability. Right? Which means that the experience I have as an admin, from day minus one to day n. And it can be for any use case I have, it could be for securing my applications in my private data center, my application is the public cloud, or remote access from home or remote branch. I want that consistent security. I want that consistent policy. So, what is the treatment for you, the user, when you are in the office, on the go, or somewhere else? You don't want different experience. >> Valante: Yeah. >> You want same experience. >> Right? That goes... >> It should be optimal. It can be slow, it can be like, it takes you a long time to access your application either. Cause all of us are, we spoiled, we want it right away. >> Yeah. It can't be a blocker to productivity. >> Exactly. >> I was looking at some of the unit 42 data about, just the, all the vulnerabilities in different machines. We talk about cyber resilience a lot. How and, as I mentioned, and I think even the survey that Palo Alto Networks released yesterday, "What's Next in Cyber", was even demonstrating healthcare being one of the most vulnerable. >> Yes. >> And we talk about, you know, it being one of the weakest links. How can Palo Alto Networks work with healthcare organizations, large and small, across the globe to help them really dial up cyber resilience. >> Oswal: Yeah. >> And start reducing the vulnerabilities that are there as device proliferation is just going to happen. >> Yeah, absolutely. I think you hit a very good point. We have data which says that 83% of imaging systems run end of life operating system stacks, right? And you remember in 2017, the WannaCry attack started with an end of life operating system device. Right? It affected 150 countries in the UK alone. 70,000 devices, 30,000 patient cancellations. We know that, if you think about infusion pumps, three out of four have unpatched vulnerabilities. Which means that you can patch it. But it's very hard for the biomed or clinical engineer to understand what to do and what not to do. Healthcare organization have lot of compliance requirements. Right? They have HIPAA compliance, they have other regulations. So, you need to make them audit ready: inventory of the devices, status of each device, make it audit ready, compliance ready. So, they're able to do what they do best in serving patients versus worrying about other things that they, that we can automate for themselves. Lastly, I'll say is that, you also want to simplify the operations of the health environment, right? Having more point products, more point solutions, that's solving only a certain aspect of what you do. Like only visibility, telling you have a leak, but not putting the end solution. Adds more and more complexity to organizations. >> So it's a different dynamic in this world, healthcare world, because you got to all these devices and they're not, you know, I think about Patch Tuesday, Right? I mean Microsoft's always putting out patches. And so, that tells the hackers, Hey, you know, go in on Wednesday. >> Yeah. >> And hack away. It's probably different in healthcare. They're probably not as frequent patches published or maybe there are, I don't know. I'll be curious as to whether they are. But I mean the, the device manufacturers, they're not, you know, the biggest software company in the world. >> Yeah. >> You know, so they're probably not as on top of it. >> Yeah. >> So I'm not saying it's better or worse, it's just a different environment. >> The patches to the end devices may not be as frequent, but patches that you can apply on from a security perspective on a security stack are like happening continuously in real time. The second things that you also want to ensure that the capabilities of your security product itself are able to stop attacks inline, in real time. For example, 95% of all malware in the world is MORF malware, which means it's variations of existing malware. You can stop this inline real time, right? Attackers are using more and more sophisticated techniques today, to evade traditional sand boxing techniques. So, you have to out-innovate them. And that's what we've done by all our cloud services. We move them very early on to the cloud to get the agility and scale that we get. But we invested a lot in machine learning and deep learning to stop these day-zero threats in line, real time. Attackers are using that window of opportunity, like you mentioned, between the time when a breach is announced or detected, and patched. And that breach could, that time window could be a minute. They're going to exploit that time. You want to reduce that to almost zero, which means that you need to stop it in line, in real time, continuously. >> So, take the sandbox example. >> Yeah. >> So, what do you say? So, if I'm doing a sandbox on-prem, one of the vulnerabilities is if my capacity is out of 10,000 files, they're just going to overwhelm me with a hundred thousand and then I'm going to be trying to figure out what's going on. And while I'm doing that, they're going to be sneaking in. And is that an example of... >> No. >> Valante: That you address because you're in the cloud, or...? >> Yeah, that's one. But, think about examples where attackers are devising malware, are creating malware that will basically evade traditional sand boxing techniques. So, if I do a memory lookup on the register, that malware will diffuse. It only detonates on an end user on a device or a database. So, now you need to do intelligent techniques. So, we built this, lot of infrastructure for intelligent realtime memory analysis to ensure that we are able to stay ahead of the competition. And we did that for phishing, we did that for command control connections, we did for software exploits, we did data for malware, for DNS. We're able to stop about 11 to 12 million additional phishing sites than anybody else. We're able to have our sand boxing more effective than anybody else. We're able to stop 26% more malicious sessions than others in the industry. >> Valante: Why? Architecture? >> Architecture. Couple of things. First, architecture. Second is that, through a lot of innovation that we've done in both machine learning and deep learning, to be able to look at unstructured data and be able to stop the attacks inline, real time. Think about it, the traditional way of doing URL filtering has always been to build a database of URLs in the world. And you categorize as URLs into groups of categories: news, adult. And then you say, what's my risk profile for each of these? And you put a score and you say, I want to have this tolerance. That doesn't work anymore. The reason is because attackers are sophisticated. Websites come in, up and down, in seconds. Before I build a database, it's gone. I can't do this old way of doing things, signature and databases. I've got to use the power of machine learning. I've got to use the power of deep learning and data. >> And it's, are healthcare leaders, do they have an appetite for that? >> I think healthcare data looking for outcomes. They're looking, when I talk to healthcare professionals, they want to basically do what they do best. Serve patients, right? Give them optimal care. They want someone to take care of all these things holistically, end to end. Simplify all the things that they have to do from a compliance perspective, architectural perspective, reduce their cost, give them a better outcome. That's what they want. >> It's all about outcomes. >> Oswal: It's all about outcomes. >> And we know you cover much more than healthcare, but we obviously used most of our time on that. It's such an interesting, fascinating industry. Obviously, a lot of opportunities there for organizations to work with companies like Palo Alto to really dial up their cyber resilience. >> Absolutely. >> And ultimately, to your point, deliver the outcomes that they are there to do. >> Absolutely, yes. >> We'll have to have you back cause we just, I feel like we just scratched the surface. Right? >> Oswal: Happy to come back. >> Valante: Thank you. >> Oswal: Thank you. >> Awesome. >> Oswal: Thank you so much. >> Our pleasure to have you on the program. For Anand Oswald and Dave Valante, I'm Lisa Martin. You're watching theCUBE, the leader in live and emerging tech coverage. [Pedantic Music Fades]

the cube presents ignite 22. brought to you by Palo Alto Networks hey guys and girls welcome back to Las Vegas it's thecube we are live at Palo Alto networks ignite 22. this is day one of two days of cube coverage Lisa Martin here with Dave vellante Dave we've had great conversations today talking with Executives the partner ecosystem is evolving it's growing at Palo Alto networks going to be digging into that next well we heard a lot of talk about you know Palo Alto you know the goal 100 billion dollar you know market cap company and to me a way and I think a critical way in which you get there is partner with the ecosystem because you can't do it alone the power of many versus the resources of one agree completely agree we've got Carl Sutherland with us SVP of North America ecosystem sales at Palo Alto networks welcome to the cube thanks so much for having me it's great being here so here we are the first full day of the conference actually started yesterday with the partner Summit give the audience a flavor of the partner Summit who was there what was talked about what's the current voice of the partner these days yeah great questions so we had a 150 Partners from around the globe representing all of our different routes to Market and for us our partner Community is expanding we work with system integrators we work with gsis we work with service providers Distributors traditional value-added resellers so it was a whole host of partners that were there it was a c-level audience and we really talked about the direction of where we're going as a company how they can continue to invest with us and have greater success long term and so from a voice of the partner standpoint what they're here to do is share with us where they want to engage more how we can enable them to be successful you talked about the Power of One Versus a community we're really looking at a segment of the marketplace right now for us to scale and hit our aspirational goals we can't do it with Palo Alto Network employees we have an employee base of 12 000 people if you take our ecosystem it's over a hundred thousand employees so if we can get them aligned and selling and motivated it's going to be a good day for all of us what so what are they telling you where do they want to spend their time where do they want to add value where are they winning yeah that's a great question so there's a transformation that's going on right now in the partner Community what's happening is a lot of Partners going that are transitioning from what would be traditional transactional Partners or resale Partners to being services-led and the Market's driving them there and what I mean by that is that customers are in a desperate dire State needing assistance figuring out and solving these very complex security problems so if there is a subset of Partners out there that have the skill set and capabilities that can come in from a consultative standpoint help them to develop the structure through deployment a full-blown management and do life cycle management that's a tremendous value I mean the numbers you hear thrown around in the industry right now is up to seven million uh security I.T jobs right now that are out there the open head count is tremendous people can't hire people fast enough all of us in the industry are going through and trying to find early in career or college graduates so we can train quickly or cross-train from other segments to get them into cyber security so if our part of the community can continue to get skilled and expand it's only going to help and the cloud is obviously where does the cloud fit in Carl because you know a lot of the partners when the clouds really start on the Steep part of the s-curve are like we have an opportunity here and by the way if we don't transition our business we could get commoditized yes so that you know that but you were talking about the transactional we can help people move to the cloud and a big part of that has got to be we can secure them in the cloud because it's a more in a lot of ways you know Cloud security is great but in a lot of ways it adds complexity what are you hearing from the party yeah so we are fortunate at Palo Alto networks when you look across the three loud largest cloud service provider from a Google AWS and Microsoft Azure we're either their number one isv or absolutely their number one security ISP so we've got a great uh relationships with them now our partners are coming along and saying how do we transact how do we add value a lot of times that value to your question is wrapping services around it to make sure it's a successful deployment because exactly what you stated the complexity is an all-time high so how do we make sure that we can solve a complex problem in a short term while increasing their security posture and that's really the goal and so where there there's sometimes complexity and mystery there's opportunity and partners can be profitable in doing that I wrote a piece once chaos is cash I have a security you know the criminals and vendors as well yes yes where there is is challenge and complexity there is great opportunity yeah talk about some of the partner program Evolution and some of the things that were announced with respect to the next wave program just yesterday yeah so at next wave um the program's been around for 12 years we constantly are looking to make enhancements and how we make those enhancements are by going out and speaking with these partners and listening to what they need so I have the honor to get to represent what their needs are and how we bring it to market for them so a couple interesting announcements that we made yesterday first of all we announced a new structural format for the program which is really going to allow our different route to markets to have a program that's fit for them because in the past when we were just traditionally a firewall company when the ecosystem just meant resale it was an easy model to have it's complex right now sometimes it's resale sometimes it's influence sometimes its services only we really need to be flexible and credible so we announced a Services only path so if you are a consulting company if you are a insurance company and you want to bring opportunities and leads to Palo Alto Network and you want to provide the services if you're not interested in the transaction you don't want to get involved in that we now have a pathway for you to support you to enable you and Kennedy to give you recognition within Palo Alto networks from an alignment standpoint so we're super excited about that uh as I know you guys speak quite a bit about the managed Services industry so it's a red hot area within Palo Alto networks one of the needs out there was that all not all managed Service Partners are created equally and so some have fantastic capabilities some have gaps we were calling it a P2P part of the partner program within managed services so our two managed Services Partners can actually work together to solve the problem that the end user has and give them a better outcome and fill each other's gaps so candidly it's been going on for a while the partnering but we've never really recognized it so we really built a program around it and now are sponsoring and supporting it versus people doing it on a sidebar so those guys were here in force yesterday yes sir right and and so obviously a lot of energy I'm sure do you see a day where they're here in force on the show floor yeah and and how do you see that evolving so they are here enforcement just right here you see a few of them I'm looking at AWS who's our you know we are their largest isv I'm looking at CDW we had them on the floor is our if not largest second largest partner globally right now and continuing to grow at a rate well they will probably be our first billion dollar partner to think about the size and scale of that relationship and where we've come from um their name CDW don't they never really thought of CDW right as a as a security firm wow what a transformation but please carry on and think about that let's talk about CDW saying think about reach that CDW has it's a 23 billion dollar organization and in a way an inside out sales model meaning there's a tremendous reach they have from their inside sales team and the relationships that they have traditionally historically they were procurement relationships in a way and I said this to the CDW team they were the easy button in the past now what they're doing is they made Seven Acquisitions over the last two years all of them Services oriented so now they're coming in as a consultative Viewpoint and solving a lot of complex problems and I see Google Cloud right here another great partner for us that we continue to invest in we have a great amount of integration and Technology integration with them and so and those are the three that I'm seeing just looking over my left shoulder right if I turn around I'll probably name five more so the majority of this room are the partners that fall within our ecosystem today fantastic so okay so what's your vision for where you want to take this ecosystem because as I said at the top I mean ecosystems are sort of the Hallmark of a I guess you're not a cloud company see I think you of you as a cloud company and so okay good so and I know you don't own your own public cloud and you know your history is you had your own data centers but yeah but you're the security Cloud yeah and so a security Cloud any Cloud needs a great ecosystem so what's your vision for the ecosystem let's go you know five plus years out sure you we start with the end in mind and what I mean by that is we always start with the end user what's the end user's needs the end user today needs flexibility with how they consume the technology they need help in how they support and deploy the technology they need guidance in how they plan out for their future and what their growth is so what we're doing is building a very diverse set of Partners in our ecosystem that all have special skills that they bring to the table so when nikesh sits up here and talks about being a 10 billion or a 20 billion or a 50 billion dollar company we absolutely cannot do it without our ecosystem and without having a very diverse ecosystem that all has different skills that can help us scale because again Palo Alto does not want to be a services company right let's work with the people who are the best at that when we think about the deloittees and accentures and the value they have within the end user base and our joint customer base what a fantastic time to to partner together and solve those boardroom challenges and that's where I really see the vision is that at the boardroom we're building out a plan that's three to five years that's going to continue to increase their security posture because we're not thinking if we're not forward thinking like that will be left behind because the Bad actors are thinking about how they find the different areas to penetrate they're getting so sophisticated the badocracy adversaries they are well funded they're motivated Grant the ransomware attack numbers in terms of the Velocity the complexity yes no longer are we going to get if it's when yeah uh big challenge for organizations Acro across I mean really across an organization regardless of Industry are you guys having any conversations with boards in the partner organization to help align the board with the executive level and really not just have security as a board level initiative but actually being able to execute a strategy yeah and you you nailed it it's not an initiative the initiative to me means there's a beginning and an end right a strategy means there's going to be a comprehensive approach how you continue to improve and we are very fortunate that a lot of our largest Partners around the globe have that position within the boards where they are the trusted advisor so what we're doing now is enabling them and giving them the skills so they can have a more comprehensive conversation around our platform approach around the challenges you know BJ I knew who was with you earlier today likes to say that the average customer he goes and sees has 50 to 70 disparate Technologies within their environment how do you manage that how do you maintain it how do you do renewals oh and by the way most likely the people who actually initially procured that aren't with you anymore they're in a different company so the need for a platform approach is there more so than ever but the decision for the platform quite often has to come from the most senior levels within the organization because again I'm going to go back to your what was your chaos line that you said chaos is Cash chaos is Cash well also chaos is job security so if you're at at the lower level within an organization that chaos and that magic gives you a little job security but that's a short term long term you really need to think about how you're protecting the environment holistically so it is a boardroom decision down that we need to have and you know that chaos the the motivation for that piece that I wrote was from the criminals standpoint right and then I was like okay but there's great opportunities for the technology industry but but I think that you know where we're headed I wonder if I get your thoughts on thoughts on this Carlos we always talk about the Board Room I think we're going now Beyond it here I am you know I'm hypersensitive about my security I got password managers two-factor authentication I don't want SMS based two-factor authentication I want my own authenticator and that's still not enough yeah I got air gaps yeah you know for my crypto you know and I'm super paranoid my point is I think the the individuals are getting much more Savvy about security why because we've all been hacked you know it's like when you lost your data in the because you weren't backed up you know that never happens anymore it's in the cloud or you know some people have multiple backups so it's it's becoming a cultural Trend beyond the board and it's because of the board lord said hey this is really important and so I think it's not only top down I think you're going to see bottom up and middle out and the exciting part for Palo Alto networks is and maybe for you as well is there any more exciting environment to talk about that's rapidly changing and constantly changing you could come back next week and our conversation is going to change as far as what we're doing we constantly need to be thinking three steps ahead of where we're going to move and be flexible and dynamic enough to change and that's what's going to keep us ahead of the economy yeah there's no segment as Dynamic I mean data is dynamic but not as fast changing as cyber I mean because of the adversary as you mentioned I mean so smart so now now they have open adversary ecosystems I mean the adversaries are building ecosystems right absolutely insane I've got peers that are bad guys yeah right right chaos is Cash what's your favorite partner story that you think really demonstrates the value of the ecosystem that Palo Alto networks has built yeah so without sharing names I'll talk about a large U.S national partner that was very uh that was founded on a networking business and partnered with a very large networking company and built that business and was successful doing that they wanted to Pivot into the security space and very early on they made a commitment to Paulo and Ulta networks to say we're going to learn we're going to invest we're going to align with your sales force and we're going to work together and right now they are our largest partner globally and they grew 70 year over year wow so think about that this is not on a small base we're talking about a half a billion dollars in Revenue growing at 70 year over year because to your point earlier it wasn't an initiative it was a strategy and they're executing on the strategy so I tell a lot of we call War Stories like that to other partners that are looking to invest from different markets it could be a large service provider that's you know trying to transform themselves into a security player and talk about the potential of what it could be in for their Marketplace and by the way I say publicly quite often Palo Alto networks will be your most profitable relationship that you have because of the total addressable Market that we're going after because of the solutions that we bring to Market and because of the opportunity within the end users right now and we're excited I want to come back to the mssp in that in its context so we've seen the rise of the mssp and particularly you know we were talking earlier I think it was with Wendy that uh no it was with CDW like 50 of the organizations in North America don't even have a sock yeah right so they need a service provider to come out so you said we you don't want to be in the services business right you're a product company right and that's from a financial standpoint that's phenomenal you're roughly 50 billion dollar market cap company let's let's call it six billion in Revenue so that's a nice Revenue multiple 8X you know and and and the Market's down so you're a 10x Revenue multiple company typically services companies are a 1x or a 2X are you seeing a change there where technology is giving these service providers operating leverage where they're able to scale whether it's because of the cloud because of the Partnerships the Eco would you call it before the the peer-to-peer ecosystem yes like the Gap fillers yes are you do you see the economics of services changing yeah from a baseline economic standpoint not looking at the valuations but let's look at it from a an opportunity to be profitable with Palo Alto networks we know if you are just doing the transaction you have a certain range of margin that you're going to make in the opportunity we know if you wrap services around it you're going to get 3x to 4X that margin we know that if it's managed services and there's life cycle management you're talking 5x to 8X that initial transaction and by the way it's recurring revenue for them so when you think about it if you just do a transaction you're only recurring revenue is a renewal that's predictable but it's not extremely profitable now we're saying the operating leverage you get is if you wrap that services and you're going to have an increased opportunity for a greater margin and it's sticky it's hard to replace a partner who's adding value to your team and A lot of times you walk in the end user you can't tell who the partner is and who the end user is because they are one team that's value yes and that's going to drive ebit yep for your partners and that's going to drive valuation you know you know I want to come back to valuation not that I'm not you can do that okay but because I was I predicted I do my prediction post every year and I predicted last year that we're going to see you know a Spate of MSS mssps I predicted you're going to see someone go public nobody's going public these days but I still think it's a great business yeah that's an untapped opportunity it's not an 8X or it's not a software marginal economics or but it's really sticky super high value yeah and I think it has you know long-term potential yeah to your point if you want to talk valuations for a second let's look at what's happened to the marketplace over the last 12 to 18 months the large majority of the non-public partners that we work with have taken on Capital from private Equity the private Equity that has come in has challenged them to go through a transformation that transformation is you we need you to be Services LED and that service is value because they believe there's going to is going to be a great greater evaluation from that end and they'll be able to scale and grow and stay ahead of the market doing that so when we have conversations when I have conversations yes I'm talking about the technology and the direction of the company but I'm also in there as a consultant saying where's the direction of your company and how do we have this great platform and how do we build it into your business and you wrap services around it and those are the conversations that CEOs want to have when I'm sitting down with our partner CEOs I bet they don't want to talk about our product being better than someone else's product they want to talk about the direction and health of their business yeah it's their business that's a business discussion business decision and they're thinking about okay what's my five-year strategic plan because they got to make bets yeah they're going to bet on a platform that they can add value to that creates that flywheel effect and they get a bet on your ecosystem as well correct oh correct absolutely good to be the leader it's good to be a leader and you know I'm sure as you've heard a few times we believe that economic headwinds are going to favor the market leaders and economic headwinds are going to favor the platform approach so we're going in more aggressive with our partner Community than ever before and there's just so much energy and excitement I feel like I keep on using that term over and over again but that's really what we walk away with last question for you is we have about 30 seconds left a lot of momentum in the partner ecosystem as you've described eloquently what's next what's next what's next yeah so when I I rolled out the strategy for what's next and what it is is a foundational platform that is going to allow flexibility for the partners and for them to decide where they want to invest and it can be in new areas it can be I went online closer with the cloud service providers it could be I want to build a managed Services business can you help us do this it could be I want to go through and I want to drive greater penetration into geographical areas we haven't been before so again we're almost acting as a consultant looking at what they're going from the direction and building a program and a platform where we can grow and work with them it's exciting it's fun it's great highly collaborative highly collaborative highly collaborative thank you for joining us on the program on the partner program the ecosystem Better Together what you guys are doing and ultimately how it benefits the end user customer we really appreciate your insights excellent thank you thank you so much appreciate it all right our pleasure for our guests and Dave vellante I'm Lisa Martin you're watching the cube the leader in live Enterprise and emerging Tech coverage [Music]

>> Narrator: TheCUBE presents Ignite '22, brought to you by Palo Alto Networks. >> Greetings from the MGM Grand Hotel in beautiful Las Vegas. It's theCUBE Live Day two of our coverage of Palo Alto Networks, ignite 22. Lisa Martin, Dave Vellante. Dave, what can I say? This has been a great couple of days. The amount of content we have created and shared with our viewers on theCUBE is second to none. >> Well, the cloud has completely changed the way that people think about security. >> Yeah. You know at first it was like, oh, the cloud, how can that be secure? And they realized, wow actually cloud is pretty secure if we do it right. And so shared responsibility model and partnerships are critical. >> Partnerships are critical, especially as more and more organizations are multicloud by default. Right? These days we're going to be bring Google into the conversation. Josh Haslet joins us. Strategic Partnership Manager at Google. Welcome. Great to have you Josh. >> Hi Lisa, thanks for having me here. >> So you are a secret squirrel from Palo Alto Networks. Talk to me a little bit about your background and about your role at Google in terms of partnership management. >> Sure, I feel like we need to add that to my title. [Lisa] You should, secret squirrel. >> Great. Yeah, so as a matter of fact, I've been at Google for two and a half years. Prior to that, I was at Palo Alto Networks. I was managing the business development relationship with Google, and I was kind of at the inception of when the cash came in and, and decided that we needed to think about how to do security in a new way from a platform standpoint, right? And so it was exciting because when I started with the partnership, we were focusing on still securing you know, workloads in the cloud with next generation firewall. And then as we went through acquisitions the Palo Alto added it expanded the capabilities of what we could do from cloud security. And so it was very exciting, you know, to, to make sure that we could onboard with Google Cloud, take a look at how not only Palo Alto was enhancing their solutions as they built those and delivered those from Google Cloud. But then how did we help customers adopt cloud in a more easy fashion by making things, you know more tightly integrated? And so that's really been a lot of what I've been involved in, which has been exciting to see the growth of both organizations as we see customers shifting to cloud transformation. And then how do they deploy these new methodologies and tools from a security perspective to embrace this new way of working and this new way of, you know creating applications and doing digital transformation. >> Important, since work is no longer a place, it's an activity. Organizations have have to be able to cater to the distributed workforce. Of course, the, the, the workforce has to be able to access everything that they need to, but it has to be done in a secure way regardless of what kind of company you are. >> Yeah, you're right, Lisa. It's interesting. I mean, the pandemic has really changed and accelerated that transformation. I think, you know really remote working has started previous to that. And I think Nikesh called that out in the keynote too right? He, he really said that this has been ongoing for a while, but I think, you know organizations had to figure out how to scale and that was something that they weren't as prepared for. And a lot of the technology that was deployed for VPN connectivity or supporting remote work that was fixed hardware. And so cloud deployment and cloud architecture specifically with Prisma access really enabled this transformation to happen in a much faster, you know, manner. And where we've come together is how do we make sure that customers, no matter what device, what user what application you're accessing. As we take a look at ZTNA, Zero Trust Network Access 2.0, how can we come together to partner to make sure the customers have that wide range of coverage and capability? >> How, how do you how would you describe Josh Google's partner strategy generally and specifically, you know, in the world of cyber and what makes it unique and different? >> Yeah, so that's a great question. I think, you know, from Google Cloud perspective we heard TK mention this in the keynote with Nikesh. You know, we focus on on building a secure platform first and foremost, right? We want to be a trusted cloud for customers to deploy on. And so, you know, we find that as customers do one of two things, they're looking at, you know, reducing cost as they move to cloud and consolidate workloads or as they embrace innovation and look at, you know leveraging things like BigQuery for analytics and you know machine learning for the way that they want to innovate and stay ahead of the competition. They have to think about how do they secure in a new way. And so, not only do we work on how do we secure our own platform, we work with trusted partners to make sure that customers have you mentioned it earlier, Dave the shared security model, right? How do they take a look at their applications and their workloads and this new way of working as they go to CI/CD pipelines, they start thinking about DevSecOps. How do they integrate tooling that is frictionless and seamless for their, for their teams to deploy but allows them to quickly embrace that cloud transformation journey. And so, yes, partners are critical to that. The other thing is, you know we find that, you mentioned earlier, Lisa that customers are multicloud, right? That's kind of the the new normal as we look at enterprises today. And so Google Cloud's going to do a great job at securing our platform, but we need partners that can help customers deploy policy that embraces not only the things that they put in Google Cloud but as they're in their transformation journey. How that embraces the estates that are in data centers the things that are still on-prem. And really this is about making sure that the applications no matter where they are, the databases no matter where they are, and the users no matter where they are are all secure in that new framework of deploying and embracing innovation on public cloud. >> One of the things that almost everybody from Palo Alto Networks talks about is their partnering strategy their acquisition strategy integrations. And I was doing some research. There's over 50 joint integrations that Google Cloud and Palo Alto Networks. Have you talked about Zero Trust Network Access 2.0 that was announced yesterday. >> Correct. >> Give us a flavor of what that is and what does it deliver that 1.0 did not? >> Well, great. And what I'd like to do is touch a little bit on those 50 integrations because it's been, you know, a a building rolling thunder, shall we say as far as how have we taken a look at customers embracing the cloud. The first thing was we took a look at at how do we make sure that Palo Alto solutions are easier for customers to deploy and to orchestrate in Google Cloud making their journey to embracing cloud seamless and easy. The second thing was how could we make that deployment and the infrastructure even more easy to adopt by doing first party integrations? So earlier this year we announced cloud IDS intrusion detection system where we actually have first party directly in our console of customers being able to simply select, they want to turn on inspection of the traffic that's running on Google Cloud and it leverages the threat detection capability from Palo Alto Networks. So we've gone from third party integration alone to first party integration. And that really takes us to, you know, the direction of what we're seeing customers need to embrace now which is, this is your Zero Trusts strategy and Zero Trust 2.0 helps customers do a number of things. The first is, you know, we don't want to just verify a user and their access into the environment once. It needs to be continuous inspection, right? Cause their state could change. I think, you know, the, the teams we're talking about some really good ways of addressing, you know for instance, TSA checkpoints, right? And how does that experience look? We need to make sure that we're constantly evaluating that user's access into the environment and then we need to make sure that the content that's being accessed or, you know, loaded into the environment is inspected. So we need continuous content inspection. And that's where our partnership really comes together very well, is not only can we take care of any app any device, any user, and especially as we take a look at you know, embracing contractor like use cases for instance where we have managed devices and unmanaged devices we bring together beyond Corp and Prisma access to take a look at how can we make sure any device, any user any application is secure throughout. And then we've got content inspection of how that ZTNA 2.0 experience looks like. >> Josh, that threat data that you just talked about. >> Yeah. >> Who has access to that? Is it available to any partner, any customer, how... it seems like there's gold in them, NAR hills, so. >> There is. But, this could be gold going both ways. So how, how do you adjudicate and, how do you make sure that first of all that that data's accessible for, for good and not in how do you protect it against, you know, wrong use? >> Well, this is one of the great things about partnering with Palo Alto because technically the the threat intelligence is coming from their ingestion of malware, known threats, and unknown threats right into their technology. Wildfire, for instance, is a tremendous example of this where unit 42 does, you know, analysis on unknown threats based upon what Nikesh said on stage. They've taken their I think he said 27 days to identification and remediation down to less than a minute, right? So they've been able to take the intelligence of what they ingest from all of their existing customers the unknown vulnerabilities that are identified quickly assessing what those look like, and then pushing out information to the rest of their customers so that they can remediate and protect against those threats. So we get this shared intelligence from the way that Palo Alto leverages that capability and we've brought that natively into Google Cloud with cloud intrusion detection. >> So, okay, so I'm, I'm I dunno why I have high frequency trading in my mind cause it used to be, you know, like the norm was, oh it's going to take a year to identify an intrusion. And, and, and now it's down to, you know take was down to 27 days. Now it's down to a minute. Now it's not. That's best practice. And I'm, again, I'm thinking high frequency trading how do I beat the speed of light? And that's kind of where we're headed, right? >> Right. >> And so that's why he said one minute's not enough. We have to keep going. >> That's right. >> So guys got your best people working on that? >> Well, as a matter of fact, so Palo Alto Networks, you know when we take a look at what Nikesh said from stage, he talked about using machine learning and AI to get ahead of what we what they look at as far as predictability not only about behaviors in the environment so things that are not necessarily known threats but things that aren't behaving properly in the environment. And you can start to detect based on that. The second piece of it then is a lot of that technology is built on Google Cloud. So we're leveraging, their leveraging the capabilities that come together with you know, aggregation of, of logs the file stitching across the entire environment from the endpoint through to cloud operations the things that they detect for network content inspection putting all those files together to understand, you know where has the threat vector entered how has it gone lateral inside the environment? And then how do you make sure that you remediate all of those points of intrusion. And so yeah it's been exciting to see how our product teams have worked together to continue to advance the capabilities for speed for customers. >> And secure speed is critical. We had the opportunity this morning to speak with Lee Claridge, the chief product officer, and you know one of the things that I had heard about Lee is that despite all of the challenges in cybersecurity and the amorphous expansion of the threat network and the sophistication of the adversaries he's really optimistic about what it's going to enable organizations to do. I see you smiling. Do you share that optimism? >> I, I do. I think, you know, when you bring, when you bring leaders together to tackle big problems, I think, you know we've got the right teams working on the right things and we understand the problems that the customers are facing. And so, you know, from a a Google cloud perspective we understand that partnering with Palo Alto Networks helps to make sure that that optimism continues. You know, we work on continuous innovation when it comes to Google Cloud security framework, but then partnering with Palo Alto brings additional capabilities to the table. >> Vision for the, for the partnership. Where do you want to see it go? What's... we're two to five years down the road, what's it look like? Maybe two to three years. Let's go. >> Well, it was interesting. I, I think neer was the one that mentioned on stage about, you know how AI is going to start replacing us in our main jobs, right? I I think there's a lot of truth to that. I think as we look forward, we see that our teams are going to continue to help with automation remediation and we're going to have the humans working on things that are more interesting and important. And so that's an exciting place to go because today the reality is that we are understaffed in cybersecurity across the industry and we just can't hire enough people to make sure that we can detect, remediate and secure, you know every user endpoint and environment out there. So it's exciting to see that we've got a capability to move in a direction to where we can make sure that we get ahead of the threat actors. >> Yeah. So he said within five years your SOC will be AI based and and basically he elaborated saying there's a lot of stuff that you're doing today that you're not going to be doing tomorrow. >> That's true. >> And that's going to continue to be a moving target I would think Google is probably ahead in that game and ahead of most, right? I mean, you guys were there early. I mean, I remember when Hadoop was all the rage like just at the beginning you guys like, yeah, you know Google's like, no, no, no, we're not doing Hadoop anymore. That's like old news. So you tended to be, I don't know, at least five maybe seven years ahead of the industry. So I imagine you using a lot of those AI techniques in your own business today. >> Absolutely. I mean, I think you see it in our consumer products, and you certainly see it in the the capabilities we make available to enterprise as far as how they can innovate on our cloud. And we want to make sure that we continue to provide those capabilities, you know not only for the tools that we build but the tools that customers use. >> What's the, as we kind of get towards the end of our conversation here, we we talk about zero trust as, as a journey, as an approach. It's not a product, it's not a tool. What is the, who's involved in the zero trust journey from the customers perspective? Is this solely with the CSO, CSO, CIOs or is this at the CEO level going, we have to be a data company but we have to be a secure data company 24/7. >> It's interesting as you've seen malware, phishing, ransomware attacks. >> Yeah. >> This is not only just a CSO CIO conversation it's a board level conversation. And so, you know the way to address this new way of working where we have very distributed environments where you can't create a perimeter anymore. You need to strategize with zero trust. And so continuously, when we're talking to customers we're hearing that as a main initiative, you know from the CIO's office and from the board level. >> Got it, last question. The upgrade path for existing customers from 1., ZTNA 1.0 to 2.0. How simple is that? >> It's easy. You know, when we take- >> Is there an easy button? >> So here's the great thing [Dave] If you're feeling lucky. [Lisa] Yeah. (group laughs) >> Well, Palo Alto, right? Billing prisma access has really taken what was traditional security that was an on-prem or a data center deployed strategy to cloud-based. And so we've worked with customers like Princeton University who had to quickly transition from in-person learning to distance learning find a way to ramp their staff their faculty and their students. And we were able to, you know Palo Alto deploy it on Google Cloud's, you know network that solution in very quick order and had those, you know, everybody back up and running. So deployment and upgrade path is, is simple when you look at cloud deployed architectures to address zero trusts network. >> That's awesome. Some of those, some of those use cases that came out of the pandemic were mind blowing but also really set the table for other organizations to go, yes, this can be done. And it doesn't have to take forever because frankly where security is concerned, we don't have time. >> That's right. And it's so much faster than traditional architectures where you had to procure hardware. >> Yeah. >> Deploy it, configure it, and then, you know push agents out to all the endpoints and and get your users provisioned. In this case, we're talking about cloud delivered, right? So I've seen, you know, with Palo Alto deploying for customers that run on Google Cloud they've deployed tens of thousands of users in a very short order. You know, we're talking It was, it's not months anymore. It's not weeks anymore. It's days >> Has to be days. Josh, it's been such a pleasure having you on the program. Thank you for stopping by and talking with Dave and me about Google Cloud, Palo Alto Networks in in addition to secret squirrel. I feel like when you were describing your background that you're like the love child of Palo Alto Networks and Google Cloud, you might put that on your cartoon. >> That is a huge compliment. I really appreciate that, Lisa, thank you so much. >> Thanks so much, Josh. [Josh] It's been a pleasure being here with you. [Dave] Thank you >> Oh, likewise. For Josh Haslett and Dave, I'm Lisa Martin. You're watching theCUBE, the leader in live coverage for emerging and enterprise tech. (upbeat outro music)

>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back everyone. Happy afternoon. It's Lisa Martin and Dave Valante of the Cube. We are live at MGM Grand. This is Palo Alto Ignite 22, our second day of coverage. Dave, we've had some amazing conversations, as we always do on the queue, but cybersecurity one of my favorite topics. So interesting to hear what Palo Alto Networks is doing, how it's differentiating itself and how it's ecosystem is >>Growing. Yeah, well one of the things I always, I often use ServiceNow as a reference example. I go back to 2013, had a kind of a tiny ecosystem and then sort of watched it grow. And one of those key signs was when the global system integrators actually began to lean in Accenture, obviously world class, one of the, you know, definitely in the top, you know, they talk about top five QBs, Accenture, you know, top five GSI easily. >>Yep. So, and in fact, Accenture, we've got Rex Stex in here, senior managing director at Accenture Security. You guys have been the GSI partner of the year for Palo Alto Networks for four years in a row, six years plus strong partnership. Give us a little flavor and history of the pan of the Palo Alto partnership with et cetera. >>I think, you know, we started early, right? And I think as they've evolved, we've evolved our partnership with them and as they've gone, you know, to more of a software footprint with, you know, around cloud security and network security and sassy, we've, we've seen a lot of growth and we're super excited about the opportunity that's ahead of us and the meaningful outcomes that we've been providing our clients as it relates to, you know, vendor consolidation, toll consolidation, tech debt reduction. You know, there's a lot of opportunity here to simplify our clients' lives with them. And that's something we're super excited about. >>Simplification, consolidation, been a theme of the last couple of days. Talk about some of the joint accomplishments that you guys have achieved. I know that you developed a lot of offers across all of Palo Alto Network's, GTMs, what are some of the highlights that come to mind? I >>Think one of the things that we're most excited about, you know, that being client specific is what we've been able to do on, on, on the network side with sasi and, and zero trust, network access. You know, as when Covid hit, there was a lot of change that happened with remote workforce and, you know, clients couldn't log in because their VPNs were crashing left and right. And so we were able to, you know, go in and help stand up, you know, this, you know, zero trust network infrastructure and help our clients get back online and get their employees back to work in a productive manner. And then it's evolved with the hybrid work model over time. And so it's, it's been a, that's probably the most gratifying cause there was a real crisis at, at a certain point in time, you know, a couple years ago were >>There Rex, were there unintended consequences of that, you know, rapid, we were forced, you know, the forced march to digital in terms of just multiple tools, plugging holes, and then sort of stepping back, you know, post isolation economy saying, okay, hey, we got through this, but now we need to take a new direction, new >>Strategy. I think that there, there isn't an intended consequence if you look at, most clients have, I saw a number 76, we counted as around 80 different security vendors and tools that they managed because a lot of people went and went after best of breed type capabilities. And, and so what we've seen now is, is the need to, you know, rationalize that, you know, their, their infrastructure and their, and their capability and, and consolidate and reduce that and, and move to, you know, more of what I would call platform providers. Cause if you may have, when you have 80 products, you have 80 integrations, 80 points of failure, and it gets very complex and, you know, there's a lot of finger pointing. And so as we're starting to see clients take a step back and say, Hey, look, if I, you know, spend the time to, you know, I call it modernization, but you know, modernize my security infrastructure and footprint focused around, you know, automation, orchestration, leveraging, you know, true ml and I know there's are buzzwords, but, you know, but you know, using 'em in, in, in the proper fashion, right? >>They, they can, you know, reduce that footprint, save a bunch of money, right? And, and, and drive that cost savings and then help scale their business. Cuz you have all these different vendors and what security is typically in the digital footprint is the slowdown, right? We, we've typically been the bottleneck in the past. And what we're seeing with, with, with what, you know, we've been very focused on is helping our clients scale their security footprints and their infrastructure and, you know, through automation orchestration, I i, I always say some folks do it your mess for less with labor arbitrage and bodies, but they're not enough security people in the world to do this. And so we're very focused on automation and orchestration and driving that into, into the market. >>Yeah. So you don't want to be in the business of, of filling those holes with labor. >>Exactly. You >>Want to actually get paid for outcomes. >>A hundred percent. And everything we've done is we've tried to simplify things not only for, you know, big Accenture, but even for our clients so that, you know, we can be focused on business outcomes, not necessarily technology outcomes. Cuz doing technology for the sake of technology. Is that unintended consequence that you described earlier, >>Speaking of transformation and outcomes I should say, what are you hearing most from CIOs and CISOs in terms of what they need now to be able to transform, to deliver the business outcomes so that they can become secure data companies regardless of industry? Yep. >>I think the, the biggest thing we're seeing right now is the need to, you know, leverage true automation and orchestration. We have to break the headcount model. There's not enough security professionals in the world to do, you know, to solve the world's problems. In order to scale that, you know, it's one of the reasons we're, you know, partnering with Palo Alto is because of, you know, the capabilities and the investments they've made in innovation to help drive that automation and orchestration through, you know, numerous capabilities from stock transformation to to to sassy cloud security, et cetera. But our clients need scale. They need to be able to go fast and net pace and they need to, they need to do it with confidence securely. And that, that's one of the big focuses. But the other focus is, is we're starting to see a need to, you know, vendor consolidation in the market. You've seen the acquisitions, I'm sure you've talked to people in over the last couple days. You know, there's, there's a, a tremendous amount of consolidation going around. And what our clients, you know, are asking for is, Hey, I need to reduce the number of vendors I interact with. I need to simplify my infrastructure, I need to focus on automation and, and orchestration from that perspective, >>What's happening with multi-cloud? What are you hearing from from customers? You know, we hear a lot of the, the, the conversations about, oh it's, you know, it's, and I agree by the way, multi-cloud is kind of a symptom of multi-vendor, you know, Chuck Whittens thing about multi-cloud by default versus design, you know, it's good, good line and I think rings true, but, but what a customer's telling you in terms of the real challenges generally and then specifically around security. >>I think it's, you know, each cloud service product has their own security capabilities and security models and, and, and being able to train the people to be able to manage those different models. I think that's where, you know, tools like, you know, Prisma Cloud for instance come in and help clients be able to manage the security and compliance of those infrastructures in, in a way to do that. And then to be able to manage applications security consistently, right? It's not just the cloud itself, but it's actually the applications that may, you know, cross, you know, be for, for resiliency but you know, be in, you know, multi-cloud, you know, multiple clouds and being able to make sure you have consistent security across those. And I think, you know, one of the things that it's permeated is, is just the, with data and identity and, and you know, cloud infrastructure and tolerance management, it's been a big problem cuz it's like the wild, wild west. I always look, when I look at identity and the cloud and how it's done, it, it looks like 1995 identity. It's, it's, it's ridiculously backwards. And so, you know, we've seen things like, you know, keem that have come into play to help manage those relationships and, and simplify it across multiple clouds consistently, if that makes sense. >>Yep. >>You, you mentioned Prisma Cloud most recently Accenture and Palo Alto developed the Secure Cloud Express. Correct. Can you talk to us a little bit about what that is and what outcomes is it gonna enable? Yeah, >>So great question and we're pretty excited about this cuz what we did with that was we manage cloud, you know, our cloud environments for numerous customers. So we've developed hundreds of policies that, you know, we implemented in Prisma Cloud to manage, you know, multiple clients, our internal infrastructure. And what we did was we said, well, most of our clients have to build those from scratch. So what we said is we will come in, in the best of week of time and come in and, and do a data-driven exercise to show our clients, you know, where where they sit from a, from a security perspective as it relates leveraging Prisma cloud and, and those policies that we've created. And what, what that has led to is another step, which is where we're focused on auto remediation. So, you know, when you, when you get, when you get the findings, then what do you do with them, right? If you have hundreds or thousands in some cases we've had clients with 1100 findings and they just sit there and they go, whoa, you know, so to speak. And so what we've done is we try to take those highest, most frequent findings and build securities code to auto remediate those for clients so they can choose to implement that and work down those, you know, findings very quickly, which helps, you know, drive more value out of, out of their prisma cloud >>Purchases. Accenture obviously has deep industry expertise around the globe. What are you seeing in terms of industries actually? So as they digitize not just their IT transformation but a business transformation, there are starting to see companies, financial services in particular bring their business to their cloud, sify their business. And specifically I'm interested in what's happening at the edge with operations technology. We just talked about healthcare and and medical devices. What's happening there? How connected or disconnected is that to the rest of the estate, the multi-cloud on-prem, et cetera? I >>Mean, I think OT is, is fairly disconnected, right? Sure. From, from that perspective, obviously, but I, I, I think what we're starting to see is an uptick, you know, on, I think secure edge and Sassy will come to OT cause it's a better way. Because what happens is if someone, you know, gets into the network, they can traverse it, right? And if they can apply those zero trust principles to ot, which is you're talking to people that have been, you know, wearing hard hats Yeah. And engineers, that's a big shift for them. And so, but I think that you'll start to see that play more prevalence, you know, with the industries like, you know, financial services, we're seeing a huge uptick in cloud adoption, right? They were, they were slow to do it, but now they're, they're going at pace and faster than most, right? Yeah, sure. And I think, you know, healthcare is a, is another big one where we've seen a lot of migration and a lot of need for multi-cloud. Cuz you know, some, they may be running their analytics on, you know, Google and, and their workloads on Azure, right? Or aws. And so you're starting to see a lot of people leveraging the best of what each cloud provider does well >>From that. And, and just an aside on that Palo Alto survey, we saw construction was one of the hardest hit industries. Yeah. Which I, I was like, what? And then of course it's because they're not really focused on security. They're focused on building stuff. No, >>It's really interesting. We're working with a large builder, I can't say the name, but one of the things that they're looking to do is, you know, they're moving to the cloud and they're building the capability to manage some of the, you know, largest skyscrapers in the world, but also manage the OT sensors and also do selling that creating another business, not only just managing those buildings, but managing other people's buildings for them and ha and selling security as a service for that because they built that capability around their devices and, and, and switches, hvac, et cetera. Do, >>Do you think that because I mean, you know, the operations technology, they're engineers and they're hardcore, like, don't touch my stuff. Exactly. And so do you feel like as, I mean I know that business has kind of done a reach around everything, you know, be becoming connected, but do you feel like they're gonna be more on top of it then, then, then sort of the, the broad commercial market has been? Or is it gonna be wild West all over again? >>My hope is that, you know, us as gsi, you know, my fellow GSIs, that we will help our clients make the better decisions this time around and, and not go to the wild, wild west. And you know, we see a lot of it in manufacturing, you know, if you saw, you know, with the, you know, the invasion Ukraine, you know, one of the big groups that was hit was manufacturing, right? There was factory shut down all over the world, you know, and, and so, you know, and that is an OT environment, but I, you know, what we've seen is them are, you know, those clients take more serious steps to protect those environments cuz they're on, you know, windows 10 servers running, you know, large machines. So we're starting to see a lot more care and feeding in into those environments as well. >>Can I ask you a question about the conversations that you're having? That survey that Dave mentioned, it's was released yesterday. There's a board behind us, what's next in cyber? That was the survey and amazing data that came from it. Like 96% of organizations have been hit by at least one attack in the last year. They were surprised that the number was that high, but we know that no industry, no company is safe. But one of the things that the survey found that, that surprised me was that we always say, oh, security is a board level conversation. We know that to some degree. But what they found was lack of alignment between the board and the executive level. In your Accenture's relationships, I know you guys have deep relationships across organizations and their boards. Can you help bring the board together with the executives and, and really not just talk about cybersecurity, but really develop a cybersecurity transformation strategy that actually delivers resilience? >>Yeah, no ab absolutely. And we've, we, we actually took a step back and, and reorganized our business this last year. And one of those areas that we focused on was within strategy and the C-suite agenda, right? And we actually published looking at gia, it was either the CEO handbook, I think it's what we called it, but they helped them and board be able to, you know, drive more meaningful conversations that relates to risk and and whatnot. And so we're very focused on that right now. And it's, we need to up-level our conversations within the organization. Cause even the buyers in these large, you know, two years ago was mainly the cso, now we're dealing with the cio, CTOs, cfo because these are, you know, meaningful business conversations, right? That are driving business outcomes and security needs to be a business enabler, not, not a a, a bottleneck >>Is the chief data officer starting to emerge as, as we see, you know, Nikesh said yesterday in his keynote and we talked about it with him when he was here, security is a data problem. >>Yep. It is. It's a huge data problem. And we're starting to, you know, I think we've talked a lot about zero trust, but zero trust data is, is a, is a significant problem, right? Because that you talk about the wild, wild west is we see clients that have people that have in, you know, they, they have access to, you know, what we call dev development environment data, right? But then you find out that they can hop four levels over into production data and this been exposed to, you know, the wrong people, you know, not focused on that least privileged aspect. I think data's a real problem, you know, per na kesha's statement in the cloud. It's something that really needs to be addressed. And I think we're starting to see a lot of innovation around that area. Cuz what typical data security has always been, I have all these problems, it creates, I call it noise, right? I got thousands of findings and then just, you know, need just sit there and they go, what do I do? Right? It's too much. And so I think there, there's gonna be more intelligence around that and more, you know, what I call auto remediation, right? Being able to remediate those findings quickly from from that >>Perspective. I've been watching this board behind us. Yeah. It's this what's next in cyber. And people come in and they write, it's just been growing, you know, all week and somebody just wrote sock transformation. Yeah. We were just sort of talking about earlier what, what, in your estimation, what percent of organizations that you target. I understand that you're not going after the, you know, mom and pop organizations, but what percent of that, you know, fat middle and the tip of the pyramid, that a euro, that's your sweet spot. What percent of those organizations don't have a sock? >>I mean, most every organization has a sock. You know, I talked to, you know, CISOs of large financial service organization, they said, do we even need a sock anymore? It could be a virtual sock so to speak, but I think, you know, am was SOC transformation. I think we could potentially head to something like that. But you know, but what's really been strange is there's been, you know, what we call soar, right? Security, you know, orchestration, automation, whatever. And what another, >>Another acronym, their >>Acronym that I security that I might brain is >>Hold apologize. >>But you know, they've, people have never really driven the value out of it because they build these automation playbooks and, and for one company to do it and build 20 of 'em or 30 of 'em to ha it doesn't pay off in the long run. And what we're starting to see is people, you know, bring to the table more crowdsource these capabilities so that they can scale those sock transformations. Cause it's really about, you know, orchestration and automation. That's where, you know, nirvana comes in because it's not about people with headsets on looking at, you know, 20 screens. It's not helpful, right? The humans, we make mistakes. And so if we can automate as much of that as possible, get rid of the false positives, leverage AI and and ML to do that. And I think we're starting to see, you know, what I would call more advanced AI and ml. I think in the early days in security, AI and ML was very nascent and, and, and now you're starting to see, you know, more powerful concepts come in better learning, better outcomes out of that. >>Well, it was a lot of modeling in the cloud still is, but it's increasingly going toward real time inference and that's, you know, game changing. >>Agreed. >>Last question for you. What's are some of the things that are next on the plate for Accenture and Palo Networks? What's next up? >>I think, you know, we're very focused on, on Sassy right now in, in the market. And I think we think that is, you know, I think both of us think that's the next big wave, right? Because I think what we learned out of, you know, these last two and a half, three years is that these concepts work, but they can actually scale out to drive significant cost savings. I mean, if you look at Accenture, you know, we don't have a a network backbone anymore. We're pure cloud wan, right? We're leveraging the internet for that. And I think that and what we're trying to do with Palo Alto and driving, you know, cloud WAN and Sassy as a service, I think will be super, super meaningful. And, and, and, and >>Well that's interesting. That has implications for a number of companies out >>There. Yeah. Well I think, you know, it's obviously the, you know, it, it's a, it is a big implication for a lot of, a lot of, you know, our customers even, right? Yeah. And so we have to be very careful and thoughtful about how we work to make that happen over time. >>Right. A lot of opportunity. Rex, thank you so much for joining us on the program and really dissecting what Accenture and Palo Alto are doing, all the value in it for organizations across industries. We appreciate your insights. Yep. >>Thank you >>For Rex Dexon and Dave Valante. I'm Lisa Martin, you're watching the Cubes stick around. Dave and I will be right back with our next guest. This is the Cube, the leader in live, emerging and enterprise tech coverage.

>> Announcer: TheCUBE presents Ignite22, brought to you by Palo Alto Networks. >> Hey, welcome back to Vegas. Great to have you. We're pleased that you're watching theCUBE. Lisa Martin and Dave Vellante. Day two of theCUBE's coverage of Palo Alto Ignite22 from the MGM Grand. Dave, we're going to be talking about data. >> You know I love data. >> I do know you love data. >> Survey data- >> There is a great new survey that Palo Alto Networks just published yesterday, "What's next in cyber?" We're going to be digging through it with their CMO. Who better to talk about data with than a CMO that has a PhD in machine learning? We're very pleased to welcome to the program, Zeynep Ozdemir, CMO of Palo Alto Networks. Great to have you. Thank you for joining us. >> It's a pleasure to be here. >> First, I got to ask you about your PhD. Your background as a CMO is so interesting and unique. Give me a little bit of a history on that. >> Oh, absolutely, yes. Yes, I admit that I'm a little bit of an untraditional marketing leader. I spent probably the first half of my career as a software engineer and a research scientist in the area of machine learning and speech signal processing, which is very uncommon, I admit that. Honestly, it has actually helped me immensely in my current role. I mean, you know, you've spoken to Lee Klarich, I think a little while ago. We have a very tight and close partnership with product and engineering teams at Palo Alto Networks. And, you know, cybersecurity is a very complex topic. And we're at a critical juncture right now where all of these new technologies, AI, machine learning, cloud computing, are going to really transform the industry. And I think that I'm very lucky, as somebody who's very technically competent in all of those areas, to partner with the best people and the leading company right now. So, I'm very happy that my technical background is actually helping in this journey. >> Dave: Oh, wait, aren't you like a molecular biologist, or something? >> A reformed molecular...yes. >> Yes. >> Okay. Whoa, okay. (group laughs) >> But >> Math guy over here. >> Yeah. You guys just, the story that I tease is... the amount of data in there is unbelievable. This has just started in August, so a few months ago. >> Zeynep: Yeah. >> Fresh data. You surveyed 1300 CXOs globally. >> Zeynep: That's right. >> Across industries and organizations are saying, you know, hybrid work and remote work became status quo like that. >> Yes. >> Couple years ago everyone shifted to multicloud and of course the cyber criminals are sophisticated, and they're motivated, and they're well funded. >> Zeynep: That's right. >> What are some of the things that you think that the survey really demonstrated that validate the direction that Palo Alto Networks is going in? >> That's right. That's right. So we do these surveys because first and foremost, we have to make sure we're aligned with our customers in terms of our product strategy and the direction. And we have to confirm and validate our very strong opinions about the future of the cybersecurity industry. So, but this time when we did this survey, we just saw some great insights, and we decided we want to share it with the broader industry because we obviously want to drive thought leadership and make sure everybody is in the same level field. Some interesting and significant results with this one. So, as you said, this was 1300 C level cybersecurity decision makers and executives across the world. So we had participants from Europe, from Japan, from Asia Pacific, Latin America, in addition to North America. So one of the most significant stats or data points that we've seen was the fact that out of everybody interviewed, 96% of participants had experienced one or more cybersecurity breaches in the past 12 months. That was more than what we expected, to be honest with you. And then 57% of them actually experienced three or more. So those stats are really worth sharing in terms of where the state of cybersecurity is. What also was personally interesting to me was 33% of them actually experienced an operational disruption as a result of a breach, which is a big number. It's one third of participants. So all of these were very interesting. We asked them more detailed questions around you know, how many...like obviously all of them are trying to respond to this situation. They're trying different technologies, different tools and it seems like they're in a point where they're almost have too many tools and technologies because, you know, when you have too many tools and technologies, there's the operational overhead of integrating them. It creates blind spots between them because those tools aren't really communicating with each other. So what we heard from the responders was that on average they were on like 32 tools, 22% was on 50 or more tools, which is crazy. But what the question we asked them was, you know, are you, are you looking to consolidate? Are you looking to go more tools or less tools? Like what are your thoughts on that? And a significant majority of them, like about 77% said they are actively trying to reduce the number of technologies that they're trying to use because they want to actually achieve better security outcomes. >> I wonder if you could comment on this. So early on in the pandemic, we have a partner, survey partner ETR, Enterprise Technology Research. And we saw a real shift of course, 'cause of hybrid work toward endpoint security, cloud security, they were rearchitecting their networks, a new focus on, you know, different thinking about network security and identity. >> Yeah. >> You play in all of those in partner for identity. >> Zeynep: Yeah. >> I almost, my question is, is was there kind of a knee jerk reaction to get point tools to plug some of those holes? >> Zeynep: Yes. >> And now they're...'cause we said at the time, this is a permanent shift in thinking. What we didn't think through it's coming to focus here at this conference is, okay, we did that, but now we created another problem. >> Zeynep: Yeah. Yeah. >> Now we're- >> Yes, yes. You're very right. I think, and it's very natural to do this, right? >> Sure. >> Every time a problem pops up, you want to fix it as quickly as possible. And you look... you survey who can help you with that. And then you kind of get going because cybersecurity is one of those areas where you can't really wait and do, you know, take time to fix those problems. So that happened a lot and it is happening. But what happened as a result of that. For example, I'll give you a data point from the actual survey that answers this very question. When we asked these executives what keeps them like up at night, like what's their biggest concern? A significant majority of them said, oh we're having difficulty with data management. And what that means is that all these tools that they've deployed, they're generating a lot of insights and data, but they're disconnected, right? So there is no one place where you can say, look at it holistically and come to conclusions very fast about how threat actors are moving in an organization. So that's a direct result of this proliferation of tools, if you will. And you're right. And it will...it's a natural thing to deploy products very quickly. But then you have to take a step back and say, how do I make this more effective? How do I bring things together, bring all my data together to be able to get to threats detect threats much faster? >> An unintended consequence of that quick fix. >> And become cyber resilient. We've been hearing a lot about cyber resiliency. >> Yes, yes. >> Recently and something that I was noting in the survey is only 25% of execs said, yeah, our cyber resilience and readiness is high. And you found that there was a lack of alignment between the boards and the executive levels. And we actually spoke with I think BJ yesterday on how are you guys and even some of your partners >> Yeah. >> How are you helping facilitate that alignment? We know security's always a board level- >> Zeynep: Yes. >> Conversation, but the lack of alignment was kind of surprising to me. >> Yeah. Well I think the good news is that I think we... cybersecurity is taking its place in board discussions more and more. Whether there's alignment or not, at least it's a topic, right? >> Yeah. That was also out of the survey that we saw. I think yes, we have a lot of, a big role to play in helping security executives communicate better with boards and c-level executives in their organizations. Because as we said, it's a very complex topic, and it has to be taken from two angles. When there's...it's a board level discussion. One, how are you reducing risk and making sure that you're resilient. Two, how do you think about return on investment and you know, what's the right level of investment and is that investment going to get us the return that we need? >> What do you think of this? So there's another interesting stat here. What keeps executives up at night? >> Mmhm. >> You mentioned difficulty of data management. Normally, the CISO response to what's your number one problem is lack of talent. >> Zeynep: Number three there, yes. Yeah. >> And it is maybe somewhat related to difficulty of data management, but maybe people have realized, you know what? I'm never going to solve this problem by throwing bodies at it. >> Yeah. >> I got to think of a better way to consolidate my data. Maybe partner with a company that can help me do that. And then the second one was scared of being left behind changes in the tech stack. So we're moving so fast to digitize. >> Zeynep: Yes. >> And security's still an afterthought. And so it's almost as though they're kind of rethinking the problems 'cause they know that they can't just solve the issue by throwing, you know, more hires at it 'cause they can't find the people. >> That is...you're absolutely spot on. The thing about cybersecurity skills gap, it's a reality. It's very real. It's a hard place to be. It's hard to ramp up sometimes. Also, there's a lot of turnover. But you're right in the sense that a lot of the manual work that is needed for cybersecurity, it's actually more sort of much easier to tackle with machines- >> Yeah. >> Than humans. It's a funny double click on the stat you just gave. In North America, the responders when we asked them like how they're coping with the skills shortage, they said we're automating more. So we're using more AI, we're using more process automation to make sure we do the heavy lifting with machines and then only present to the people what they're very good at, is making judgements, right? Very sort of like last minute judgment calls. In the other parts of the world, the top answer to that question is how you're tackling cybersecurity skill shortage was, we're actually trying to provide higher wages and better benefits to the existing p... so there's a little bit of a gap between the two. But I think, I think the world is moving towards the former, which is let's do as much as we can with AI and machines and automation in general and then let's make sure we're more in an automation assisted world versus a human first world. >> We also saw on the survey that ransomware was, you know, the big concern in the United States. Not as much, not that it's not a concern >> Lisa: Yeah. >> In other parts of the world. >> Zeynep: Yeah. >> But it wasn't number one. Why do you think that is? Is it 'cause maybe the US has more to lose? Is it, you know, more high profile or- >> Yeah. Look, I mean, yes you're right? So most responders said number one is ransomware. That's my biggest concern going into 2023. And it was for JAPAC and I think EMEA, Europe, it was supply chain attacks. >> Dave: Right. >> So I think US has been hit hard by ransomware in the past year. I think it's like fresh memory and that's why it rose to the top in various verticals. So I'm not surprised with that outcome. I think supply chain is more of a... we've, you know, we've been hit hard globally by that, and it's very new. >> Lisa: Yeah. >> So I think a lot of the European and JAPAC responders are responding to it from a perspective of, this is a problem I still don't know how to solve. You know, like, and it's like I need the right infrastructure to...and I need the right visibility into my software supply chain. It's very top of mind. So those were some of the differences, but you're right. That was a very interesting regional distinction as well. >> How do you take this data and then bring it back to your customers to kind of close the loop? Do you do that? Do you say, okay, hey, we're going to share this data with you, get realtime feedback- >> Zeynep: Yes. >> Dave: We often like to do that with data- >> Zeynep: Absolutely. >> Say okay...'cause you know, when you do a survey like this, you're like, oh, I wish we asked A, B and C. But it gives you, informs you as to where to double click. Is there a system to do that? Or process to do that? >> Yes. Our hope and goal is to do this every year and see how things are changing and then do some historical analysis as to how things are changing as well. But as I said in the very beginning, I think we take this and we say, okay, there's a lot of alignment in these areas, especially for us for our products to see if where our products are deployed to see if some of those numbers vary, you know, per product. Because we address as a company, we address a lot of these concerns. So then it's very encouraging to say, okay, with certain customers, we're going to go, we're going to have develop certain metrics and we're going to measure how much of a difference we're making with these stats. >> Well, I mean, if you can show that you're consolidating- >> Yeah. >> You know, the number of tools and show the business impact- >> Right. >> Exactly. >> Home run. >> Exactly. Yes- >> Speaking of business outcomes, you know, we have so many conversations around everything needs to be outcome-based. Can security become an enabler of business outcomes for organizations? >> Absolutely. Security has to be an enabler. So it's, you know, back to the security lagging behind the evolution of the digital transformation, I don't think it's possible to move fast without having security move fast with digital transformation. I don't think anybody would raise their hands and say, I'm just going to have the most creative, most interesting digital transformation journey. But, you know, security is say, so I think we're past that point where I think generally people do agree that security has to run as fast as digital transformation and really enable those business outcomes that everybody's proud of. So Yes. Yes it is. >> So...sorry. So chicken and egg, digital transformation, cyber transformation. >> Zeynep: Yes. >> Lisa: How are they related? Is one digital leading? >> They are two halves of the perfect solution. They have to coexist because otherwise if you're taking a lot of risk with your digital transformation, is it really worth going through a digital transformation? >> Yeah. >> Yeah. >> So there's a board over here. I'm looking at it and it started out blank. >> Yes. >> And it's what's next in cyber and basically- >> That's this. Yes. >> People can come through and they can write down, and there's some great stuff in there: 5G, cloud native, some technical stuff, automated meantime to repair or to remediation. >> Yeah. >> Somebody wrote AWS. The AWS guys left their mark, which is kind of cool. >> Zeynep: That's great. >> And so I'm wondering, so we always talk about... we just talked about earlier that cyber is a board...has become a board level you know, issue. I think even go back mid last decade, it was really starting to gain strength. What I'm looking for, and I dunno if there's anything in here that suggests this is going beyond the board. So it becomes this top down thing, not just the the SOC, not just the, you know, IT, not just the board. Now it's top down maybe it's bottom up, middle out. The awareness across the organization. >> Zeynep: Absolutely. >> And that's something that I think is that is a next big thing in cyber. I believe it's coming. >> Cybersecurity awareness is a topic. And you know, there are companies who do that, who actually educate just all of us who work for corporations on the best way to tackle, especially when the human is the source and the reason knowingly or unknowing, mostly unknowingly of cyber attacks. Their education and awareness is critical in preventing a lot of this...before our, you know tools even get in. So I agree with you that there is a cybersecurity awareness as a topic is going to be very, very popular in the future. >> Lena Smart is the CISO of MongoDB does... I forget what she calls it, but she basically takes the top security people in the company like the super geeks and puts 'em with those that know nothing about security, and they start having conversations. >> Zeynep: Yeah. >> And then so they can sort of be empathic to each other's point of view. >> Zeynep: Absolutely. >> And that's how she gets the organization to become cyber aware. >> Yes. >> It's brilliant. >> It is. >> So simple. >> Exactly. Well that's the beauty in it is the simplicity. >> Yeah. And there are programs just to put a plug. There are programs where you can simulate, for example, phishing attacks with your, you know employee base and your workforce. And then teach them at that moment when they fall for it, you know, what they should have done. >> I think I can make a family game night. >> Yeah. Yeah. (group laughs) >> I'm serious. That's a good little exercise For everybody. >> Yes. Yeah, exactly. >> It really is. Especially as the sophistication and smishing gets more and more common these days. Where can folks go to get their hands on this juicy survey that we just unpacked? >> We have it online, so if you go to the Palo Alto Networks website, there's a big link to the survey from there. So for sure there's a summary version that you can come in and you can have access to all the stats. >> Excellent. Zeynep, it's been such a pleasure having you on the program dissecting what's keeping CXOs up at night, what Palo Alto Networks is doing to really help organizations digitally transform cyber transformation and achieve that nirvana of cyber resilience. We appreciate so much your insights. >> Thanks very much. It's been the pleasure. >> Dave: Good to have you. >> Thank you >> Zeynep Ozdemir and Dave Vellante. I'm Lisa Martin. You're watching theCUBE, the leader in live and emerging tech coverage. (upbeat music)

>> Narrator: theCUBE presents Ignite 22. Brought to you by Palo Alto Networks. >> Hey, welcome back to Las Vegas. Lisa Martin here with Dave Vellante. This is day two of theCUBE's coverage of Palo Alto Ignite 2022. Dave we're just talking about how many times we're in Vegas. And we were here two weeks ago with our guest who's back in Alumni. And it's a blur, right? >> It's true, I lost count. Luckily I'm not flying red eye tonight. So that's good. >> I'm impressed. >> Excited about that. >> Yeah >> I'm actually going to enjoy the, nightlife here for a period of time. And, you know, we were at re-Invent. >> Yeah. >> And what a difference. This is nice and relaxed. You have time. You're not getting bumped in the hallway. >> Right. >> A lot of time for learning. So it's been great show. >> It's been great. And one of the things that we've been talking about is the supply chain. Securing the modern software supply chain is really complicated. We've got an Alumni back with us, to talk about what Palo Alto is doing in that respect. Ankur Shah joins us. The SVP and GM of Cloud Security at Palo Alto Networks. Welcome back. >> Yeah, happy to be back. Good to see you again. Dave and Lisa. >> It's been two long weeks. >> Ankur: I know. It's been two weeks, yeah >> Dave: It's kind of crazy. I mean, ReInvent really was a blur. And it's like you had everything coming at you. And there was obviously a big chunk of security, but you. It was just so much to absorb. >> Yeah. >> Right? >> Yeah, and I couldn't get into any of the sessions versus at Ignite. I mean, you could, you could learn a lot. To your point Dave. And 70,000 people versus 3000 in change. Big difference. >> Dave: Yeah. >> Lisa: Huge difference. >> Yeah. >> Lisa: Huge difference. So we touched on the Cider acquisition. >> Ankur: Yeah. >> Which was announced the intent to acquire last month. Let's dig into a little bit more of that, and then some of the great things that had been announced. >> Ankur: Yeah. >> In the last couple of days. >> Oh, absolutely. So, this is something that we have been marinating for last nine months. Thinking about how best to secure supply chain. And this is software supply chain. The modern application software is fairly complex. You know, back in the days when I was a developer, it was a simple three tier application. Ship the code once a year, et cetera. But now with microservices, new architectures, Kubernetes Public Cloud, we talked about this. It's getting super complicated, and the customers are really worried about securing their entire supply chain. Which is nothing but the software pipeline. And so we started looking at a whole bunch of companies and Cider really stood out. I mean, they had, they were the innovators in this space. Very early days, we've seen supply chain attack. But there hasn't been a really good and strong solution in that space. And Cider just delivered that incredible team. Great technology, super excited about what that integration will look like. in the coming quarters. >> What do we need to know about them? I mean, I'll be honest with you, I wasn't familiar with Cider until I saw you guys made the announcement of the intent to acquire them. What, what should we know about them? Why Cider? What was it that attracted you to them? >> Ankur: Yeah, so, you know, we have a history of technology acquisitions as you know, over the last four years, just in the public cloud. We acquire over half a a dozen companies, small and large. And typically we are always looking for companies who have the next gen technology available. Technology that is more in tune with how application software is going to look like in future. So we're not always going after companies that are making you know, tens of hundreds of millions of dollars in a year and all. We're looking for the right tech. The future. And that's what we found in Cider. Like they have a really strong application security background. And AppSec just broadly speaking, supply chain is part of it. But application security, just broadly speaking, is right for disruption. You've got a lot of vendors, who have been around for like last two decades. Old school stuff, lots and lots of false positives. So we've been bolstering, beefing up our portfolio in the application security space. And Cider really fits right nicely into it. Because it can like I said, secure a lot of technology and tooling, that software developers use as part of their software supply chain. So, great founding team, great technology. It was a perfect fit. >> Talk about integration. We spoke with Nikesh yesterday, with Nir, with a whole bunch of folks. Lee this morning. BJ yesterday as well. And one of the things that seems to stick out at me. With all the shows that we do, is the focus that Palo Alto has on ensuring that it's making the right acquisitions. But that it's the integration, is really seems to be like leading part of the strategy. That seems to be a little bit of a differentiator to me. >> Yeah, it absolutely is. There are two ways to integrate a technology into an existing platform. And Prisma Cloud is a platform as you know. Code-to-cloud, CNAPP platform as we call it. One is just kind of slotted in, put the whole thing in a box. And that's basically making one plus one equal to two. We're looking for high leverage in integrations, whereby once that integration comes along. It makes the rest of the platform even better and superior. It makes that technology look even better. So that's why there's a lot of focus on ensuring that we're delivering the right type of integration, that delivers instant customer value. And that makes the overall platform even superior. So customers don't feel like hey, like there's just one more add-on, on top of the other thing. >> Lisa: Right, not a bolt on. >> So that's why there's a lot of focus on that. Getting the strategy nailed. Because the founding teams generally have a preconceived notion about how the world looks like. Then they understand how Prisma cloud and Palo Alto Networks think about it. And then, we sort of merge the two ideas, and build something that's incredible. So I am, we're spending a lot of time in integration. That honeymoon phase of like, let's high five acquisitions done, that's over. Now it's the grinding work of actually getting this right. And you know, getting hundreds and thousands of customers. >> Well I like how you don't have the private equity mentality. It's not about EBITDA and cashflow. We'll take care of that. >> Ankur: Yeah. >> You know, it's about getting that integration. Getting that flywheel effect, inside the platform. You know, we said one plus one equals, maybe even more than two. Can you explain Prisma Cloud Secrets Security? What is that all about? What do we need to know about that? >> Ankur: Absolutely. So, the developers, you know generally store some stuff in the code repo for their automation work to build application. And that thing, the API keys or as Secrets are stored in code repo. It shouldn't be. Or even if they are, they should be encrypted, or locked down and things of that nature. But, you know, the need for speed trumps everything else. Developers want to go fast. And sometimes they're like, okay well. I guess my application needs this particular, you know API access token or secret. I'm just going to stick it in the code. Now the challenge with that is that, if somebody gets hold of your code repo. Now not only is your code repo, which has all your sensitive data. Your code is the life and blood of a technology company. That's in trouble. But also those secrets and API access keys can be used to log into your cloud accounts. And there you may have sensitive customer data. Everything that you have as a technology company stored in that public cloud accounts. So that's the worry. It's usually the initial access for the kill chain. Because that's where the attacks start. Let me get the secret, let me get the API access key. And let me see what I can do in public cloud. So we are now giving customers the visibility into where the secrets are stored. More importantly, it just right there on developer's face. In the code repo as they're checking in the code. They say why, hey, there's a secret here. Are you sure you want to, you want to keep it like this, no? Okay, well then you can either encrypt it, or just get rid of it. So we're making, we're bringing security where the developers are in their code repo, et cetera. >> So I can see a lot of developers saying, yeah, go ahead, encrypt it. So I don't have to do anything else, you know, extra. It's almost, the analogy is a very small you know, version of this. Its like, use a password manager. You store all your passwords in your contacts on your phone, right? I mean, somebody gets a hold of your contacts, you're screwed. >> Ankur: That's exactly right. >> And so, but I could still see a lot of developers say, check in the box. Say, yeah just encrypt it, leave it there. But you're saying best practice is to not to do that, right? >> Yeah, usually you're not supposed to, you know, store all your secrets, et cetera in code repo to begin with. But if you do, you know, you use a key wall like technology to really encrypt it and store it in a secret manner, yeah. >> Dave: There's an old saying, bad user behavior trump's great security every time. >> Ankur: Every time. >> But this is an example where, we know you're going to have bad behavior. So we're going to protect the bad behavior. >> Yeah, and actually, sorry Lisa, just to that point. The bad user behavior trumps good security. The classic example, this happened three weeks ago. Three, four weeks ago, where Dropbox, one of the file sharing companies there. 120 plus code repos were exposed. And the way their attack started, was a simple social engineering attack. Bad user behavior. There was an email, hey, like your passwords are updated for your, you know, this code plugin. Can you enter the password? And boom, now you have access to the code repo. And now if you have secrets inside of it, now, you know all bets are off. >> Are there hard-coded secrets versus like, I mean, like I think like, like you were saying, Dave. Like usernames and passwords and tokens, versus like soft coded secrets. >> Ankur: It's, I think it, this is more so two forms of it, you know. The most primary one is what we call the API access keys. And this keys are used to access cloud accounts, workloads and things of that nature. But there are actually secret secrets. Could be database login passwords, et cetera. The application is using it to spin up databases. Now, you know, you have access to the data stores. Any other application, there's a login password, all of that stuff. So it's less about the user password, but more the application and databases and things of that nature. >> Dave: So again, and, again, everybody should be using password managers. But when you use a password manager, it's going to give you a long list of passwords, that are either been compromised or are weak. And you just go uh, okay. So can you help? How do you help customers identify what the high risk? You know, API, you know, access are versus those ones that they may not have to worry about. >> Ankur: Yeah, look. You know, secrets aside. Risk prioritization is one of the biggest topics that our customers have across the board, in cloud security. All the security vendors are really, really good at one thing, generating alerts. Everybody does it. They generate an alert. You know, your ring camera, if you've got one. I mean this pop up every day, like every minute rather. Well like can you prioritize it for me? What should I really look at it? So that's a number one thing. What Prisma Cloud does is, you know, contextualize it. What the real risk is? They can tell you like, hey, here's the kill chain. If this thing, you know, goes to public internet. These are the potential exposures that you have. So we provide a prioritized risk of critical alerts that customers have to take care of before they can start taking care of more hygiene type of stuff, right? So that's how we do it. Like we leverage a lot of technology. We apply a lot of context. We tell you like, hey, this code repo is not protected by multifactor authentication. And then there's a secret inside. Are you sure, you know, you don't want to fix it? So that's what we do. But it's a great question. Top of mind for all our customers. And that's how we think about it across the board. Versus generating just alerts all the time. >> Dave: Is the strategy, Because we all know phishing is the sort of most, you know obvious way to. It's the top way in which people get hacked. >> Ankur: Yeah. >> Is your strategy essentially to say. Okay we know that's going to happen, so we're going to try to protect it at the back end. How much of the, maybe it's an industry question. more so than just a Palo Alto specifically, How much emphasis is do you think the industry is taking or should be taking on stopping that, you know that those phishing attacks? Because if that's the number one problem you know, maybe that's where we should be starting. >> Yeah, it's a great question. It's typically the initial vector, for a lot of attacks to your point. But there is one thing that technology and AI cannot solve. Which is the user behavior, to your point. Like we can't get into the heads of the user. I mean, you can train them, you can do everything. You can't prevent somebody from clicking a button. Of course there's technology out there for email security that does that. But your point is, right, it's going to happen. Now what do you do? How do you protect your applications, your crown jewel? You know, whether it's in the cloud or it's in the code repo. So a lot of what we are trying to do in code security, or cloud security, or in general at Palo Alto Networks. is to protect those crown jewel. Because we can't prevent somebody from doing something. User behavior is hard to change. >> Dave: So it's almost like, okay, you left your front door open. Somebody's going to walk in, but oh, they walk into a vault. And they don't know where to go. And there's nowhere they can- >> Ankur: Yeah. >> You know, nothing they can take. They can't get to the silverware or the jewelry. >> I think that's it, yeah. >> What are some of the things, like as we look at, we're wrapping up calendar year '22 heading into '23. That customers can look to Palo Alto Networks to help them achieve? One of the things that we talked about with Nikesh and Niri yesterday, is consolidation. Like, and you guys just did a recent, survey. >> Ankur: Yeah. >> About the state of Cyber, and organizations on average have 366 apps in their environment. 31 security tools, 30 to 50 security tools. >> Ankur: Yeah. >> Consolidation is really key there. What are some of the things that you are excited about to deliver to customers where consolidation is concerned? >> Ankur: Yeah. >> Where software supply chain security is concerned in the next year? >> Yeah, absolutely. Look, there are over 3000 security vendors. And this can be, I mean you talked about average customer having 300. I was talking to a CSO, this was last year for one of the largest financial institution I go, "How many security tools do you have?" He got 120. I said, why? He goes, we have a no vendor left behind policy. >> Wow. >> It's crazy. >> Dave: What? >> Obviously he was joking, but it's crazy, right? Like that's how the CSO's are. >> Dave: I mean, he was kidding. >> Yeah. >> Dave: But recognized that. Wow. >> Yeah, and, this is the state the security industry is in. And our mission has been, and Lee and Nikesh and Niri talked about it. Is just platforms, will platforms take moonshots, things long term. And especially the, macro headwinds that we're seeing. We're hearing more and more from the customers that, look we're not going to buy point product. Then we got to buy another product that stitches it all together. We need platforms, whether it's for zero trust, Prisma SaaS, whether it's cloud. Prisma cloud or for your sock transformation. You know XIM and Cortex line of products. So I think you're going to see more and more of that in 2023. I'm confident in that. >> We heard from Lee today, the world record's 400. >> Yes. >> Yeah. >> That's crazy. >> He's going for it. He's got a ways to go. 120 He's got to... >> Maybe he wasn't, that guy wasn't kidding about his no vendor left behind policy. (laughing) Do you have Ankur, a favorite customer story that really articulates the value of what Palo Alto delivers and continues to. You know, 'cause one of the things that Nikesh said in his keynote was that you know, security's a data problem. Well every company these days, in every industry has to be a data company. But really what they need to be able to be is a secured data company. >> Ankur: Yeah. >> How are you guys enabling that? >> Oh, absolutely. Look, many customer examples come to mind, but speaking of data. You know, one of, some of our largest customers who are protecting their PCI workers where they have sensitive data. They're using for example, Prisma Cloud, to ensure that malicious attacks don't happen. And those workloads are used for credit card processing. They're processing tens of thousands of credit card transactions a second. And make sure that nobody gets hold of that. And that's why they have to make sure that nobody is. No attacker is trying to get hold of the sensitive data, to your point, So we have customers across financial services, media and entertainment technology company. Where we are helping them go as fast as possible in public cloud. Go through digital transformation, by securing their applications. >> Dave: What's the T-shirt say? I see code. >> Oh yeah. >> Dave: Secure from Code to Cloud. >> Lisa: Shift Happens. >> Shift Happens, Secrets from Code to Cloud. >> I love that. I was looking at that, going back to that, what's next in cyber survey? >> Ankur: Yeah. >> It said 74% of respondents, and I believe there was 1300 CIO's, CXO's that were surveyed globally. Where they said security is slowing down DevOps. Can customers look to Palo Alto Networks to help them? >> Ankur: Be enablers? >> Yes. >> Yeah, hundred percent. Look, the conversation over the last few years have changed now. Security used to say like, oh, I don't know about these people who are building applications. The DevOps is like security slowing down. I think there's an opportunity for companies like Palo Alto Networks, to build the bridge between the two. And the way we do it is make the securities easy, simple and not super intrusive. Where developers have to do a natural thing. And one part of it, and I talked about it earlier, is bring security where the developers are. In their code repo, in their IDE. Make it super simple. Don't make them do unnatural things. And it just, this is no different from changing the behavior of our kids. Right? Like you make them do unnatural things, they're not going to do it. But if it is part of their regular, you know, day-to-day operating procedures. I think they're going to be more open to change. Yeah. So I think it's possible. And Palo Alto has a huge responsibility to bridge the divide between the apps team, or the DevOps and the security organization. >> Lisa: Lots of great stuff to come. We thank you so much for coming back, two weeks. Only being on two weeks ago. We appreciate your insights, learning more information. It's great to see you at Palo Alto Ignite. And we'll have to have you back on. 'Cause we know that there's so much more to follow with respect to what you're doing. And shifting left, shift happens. >> Awesome. Lisa, Dave, thank you so much. It's been a pleasure. >> Lisa: Thank you so much. For Ankur Shah and Dave Vellante. I'm Lisa Martin. You're watching theCUBE. The leader in live and emerging tech coverage.

>>The cube presents Ignite 22, brought to you by Palo Alto Networks. >>Good morning. Live from the MGM Grand. It's the cube at Palo Alto Networks Ignite 2022. Lisa Martin here with Dave Valante, day two, Dave of our coverage, or last live day of the year, which I can't believe, lots of good news coming out from Palo Alto Networks. We're gonna sit down with its Chief product officer next and dissect all of that. >>Yeah. You know, oftentimes in, in events like this, day two is product day. And look, it's all about products and sales. Yeah, I mean those, that's the, the, the golden rule. Get the product right, get the sales right, and everything else will take care of itself. So let's talk product. >>Yeah, let's talk product. Lee Claridge joins us, the Chief Product Officer at Palo Alto Networks. Welcome Lee. Great to have >>You. Thank you so much. >>So we didn't get to see your keynote yesterday, but we heard one of the things, you know, we've been talking about the threat landscape, the challenges. We had Unit 42, Wendy on yesterday. We had Nash on and near talking about the massive challenges in the threat landscape. But we understand, despite that you are optimistic. I am. Talk about your optimism given the massive challenges that every organization is facing today. >>Look, cybersecurity's hard and often in cybersecurity in the industry, a lot of people get sort of really focused on what the threat actors are doing, why they're successful. We investigate breaches and we think of it, it just starts to feel somewhat overwhelming for a lot of folks. And I just happen to think a little bit differently. I, I look at it and I think it's actually a solvable problem. >>Talk about cyber resilience. How does Palo Alto Networks define that and how does it help customers achieve that? Cuz that's the, that's the holy grail these days. >>Yes. Look, the, the way I think about cyber resilience is basically in two pieces. One, it's all about how do we prevent the threat actors from actually being successful in the first place. Second, we also have to be prepared for what happens if they happen to find a way to get through, and how do we make sure that that happens? The blast radius is, is as narrowly contained as possible. And so the, the way that we approach this is, you know, I, I kind of think in terms of like threes three core principles. Number one, we have to have amazing technology and we have to constantly be, keep keeping up with and ideally ahead of what attackers are doing. It's a big part of my job as the chief product officer, right? Second is we, you know, one of the, the big transformations that's happened is the advent of, of AI and the opportunity, as long as we can do it, a great job of collecting great data, we can drive AI and machine learning models that can start to be used for our advantage as defenders, and then further use that to drive automation. >>So we take the human out of the response as much as possible. What that allows us to do is actually to start using AI and automation to disrupt attackers as it's happening. The third piece then becomes natively integrating these capabilities into a platform. And when we do that, what allows us to do is to make sure that we are consistently delivering cybersecurity everywhere that it needs to happen. That we don't have gaps. Yeah. So great tech AI and automation deliver natively integrated through platforms. This is how we achieve cyber resilience. >>So I like the positivity. In fact, Steven Schmidt, who's now the CSO of, of Amazon, you know, Steven, and it was the CSO at AWS at the time, the first reinforced, he stood up on stage and said, listen, this narrative that's all gloom and doom is not the right approach. We actually are doing a good job and we have the capability. So I was like, yeah, you know, okay. I'm, I'm down with that. Now when I, my question is around the, the portfolio. I, I was looking at, you know, some of your alternatives and options and the website. I mean, you got network security, cloud security, you got sassy, you got capp, you got endpoint, pretty much everything. You got cider security, which you just recently acquired for, you know, this whole shift left stuff, you know, nothing in there on identity yet. That's good. You partner for that, but, so could you describe sort of how you think about the portfolio from a product standpoint? How you continue to evolve it and what's the direction? Yes. >>So the, the, the cybersecurity industry has long had this, I'm gonna call it a major flaw. And the major flaw of the cybersecurity industry has been that every time there is a problem to be solved, there's another 10 or 20 startups that get funded to solve that problem. And so pretty soon what you have is you're, if you're a customer of this is you have 50, a hundred, the, the record is over 400 different cybersecurity products that as a customer you're trying to operationalize. >>It's not a good record to have. >>No, it's not a good record. No. This is, this is the opposite of Yes. Not a good personal best. So the, so the reason I start there in answering your question is the, the way that, so that's one end of the extreme, the other end of the extreme view to say, is there such a thing as a single platform that does everything? No, there's not. That would be nice. That was, that sounds nice. But the reality is that cybersecurity has to be much broader than any one single thing can do. And so the, the way that we approach this is, is three fundamental areas that, that we, Palo Alto Networks are going to be the best at. One is network security within network security. This includes hardware, NextGen, firewalls, software NextGen, firewalls, sassy, all the different security services that tie into that. All of that makes up our network security platforms. >>So everything to do with network security is integrated in that one place. Second is around cloud security. The shift to the cloud is happening is very real. That's where Prisma Cloud takes center stage. C a P is the industry acronym. If if five letters thrown together can be called an acronym. The, so cloud native application protection platform, right? So this is where we bring all of the different cloud security capabilities integrated together, delivered through one platform. And then security, security operations is the third for us. This is Cortex. And this is where we bring together endpoint security, edr, ndr, attack, surface management automation, all of this. And what we had, what we announced earlier this year is x Im, which is a Cortex product for actually integrating all of that together into one SOC transformation platform. So those are the three platforms, and that's how we deliver much, much, much greater levels of native integration of capabilities, but in a logical way where we're not trying to overdo it. >>And cider will fit into two or three >>Into Prisma cloud into the second cloud to two. Yeah. As part of the shift left strategy of how we secure makes sense applications in the cloud >>When you're in customer conversations. You mentioned the record of 400 different product. That's crazy. Nash was saying yesterday between 30 and 50 and we talked with him and near about what's realistic in terms of getting organizations to, to be able to consolidate. I'd love to understand what does cybersecurity transformation look like for the average organization that's running 30 to 50 point >>Solutions? Yeah, look, 30 to 50 is probably, maybe normal. A hundred is not unusual. Obviously 400 is the extreme example. But all of those are, those numbers are too big right now. I think, I think realistic is high. Single digits, low double digits is probably somewhat realistic for most organizations, the most complex organizations that might go a bit above that if we're really doing a good job. That's, that's what I think. Now second, I do really want to point out on, on the product guy. So, so maybe this is just my way of thinking, consolidation is an outcome of having more tightly and natively integrated capabilities. Got you. And the reason I flip that around is if I just went to you and say, Hey, would you like to consolidate? That just means maybe fewer vendors that that helps the procurement person. Yes. You know, have to negotiate with fewer companies. Yeah. Integration is actually a technology statement. It's delivering better outcomes because we've designed multiple capabilities to work together natively ourselves as the developers so that the customer doesn't have to figure out how to do it. It just happens that by, by doing that, the customer gets all this wonderful technical benefit. And then there's this outcome sitting there called, you've just consolidated your complexity. How >>Specialized is the customer? I think a data pipelines, and I think I have a data engineer, have a data scientists, a data analyst, but hyper specialized roles. If, if, let's say I have, you know, 30 or 40, and one of 'em is an SD wan, you know, security product. Yeah. I'm best of breed an SD wan. Okay, great. Palo Alto comes in as you, you pointed out, I'm gonna help you with your procurement side. Are there hyper specialized individuals that are aligned to that? And how that's kind of part A and B, how, assuming that's the case, how does that integration, you know, carry through to the business case? So >>Obviously there are specializations, this is the, and, and cybersecurity is really important. And so there, this is why there had, there's this tendency in the past to head toward, well I have this problem, so who's the best at solving this one problem? And if you only had one problem to solve, you would go find the specialist. The, the, the, the challenge becomes, well, what do you have a hundred problems to solve? I is the right answer, a hundred specialized solutions for your a hundred problems. And what what I think is missing in this approach is, is understanding that almost every problem that needs to be solved is interconnected with other problems to be solved. It's that interconnectedness of the problems where all of a sudden, so, so you mentioned SD wan. Okay, great. I have Estee wan, I need it. Well what are you connecting SD WAN to? >>Well, ideally our view is you would connect SD WAN and branch to the cloud. Well, would you run in the cloud? Well, in our case, we can take our SD wan, connect it to Prisma access, which is our cloud security solution, and we can natively integrate those two things together such that when you use 'em together, way easier. Right? All of a sudden we took what seemed like two separate problems. We said, no, actually these problems are related and we can deliver a solution where those, those things are actually brought together. And that's just one simple example, but you could, you could extend that across a lot of these other areas. And so that's the difference. And that's how the, the, the mindset shift that is happening. And, and I I was gonna say needs to happen, but it's starting to happen. I'm talking to customers where they're telling me this as opposed to me telling them. >>So when you walk around the floor here, there's a visual, it's called a day in the life of a fuel member. And basically what it has, it's got like, I dunno, six or seven different roles or personas, you know, one is management, one is a network engineer, one's a coder, and it gives you an X and an O. And it says, okay, put the X on things that you spend your time doing, put the o on things that you wanna spend your time doing a across all different sort of activities that a SecOps pro would do. There's Xs and O's in every one of 'em. You know, to your point, there's so much overlap going on. This was really difficult to discern, you know, any kind of consistent pattern because it, it, it, unlike the hyper specialization and data pipelines that I just described, it, it's, it's not, it, it, there's way more overlap between those, those specialization roles. >>And there's a, there's a second challenge that, that I've observed and that we are, we've, we've been trying to solve this and now I'd say we've become, started to become a lot more purposeful in, in, in trying to solve this, which is, I believe cybersecurity, in order for cyber security vendors to become partners, we actually have to start to become more opinionated. We actually have to start, guys >>Are pretty opinionated. >>Well, yes, but, but the industry large. So yes, we're opinionated. We build these products, but that have, that have our, I'll call our opinions built into it, and then we, we sell the, the product and then, and then what happens? Customer says, great, thank you for the product. I'm going to deploy it however I want to, which is fine. Obviously it's their choice at the end of the day, but we actually should start to exert an opinion to say, well, here's what we would recommend, here's why we would recommend that. Here's how we envisioned it providing the most value to you. And actually starting to build that into the products themselves so that they start to guide the customer toward these outcomes as opposed to just saying, here's a product, good luck. >>What's, what's the customer lifecycle, not lifecycle, but really kind of that, that collaboration, like it's one thing to, to have products that you're saying that have opinions to be able to inform customers how to deploy, how to use, but where is their feedback in this cycle of product development? >>Oh, look, my, this, this is, this is my life. I'm, this is, this is why I'm here. This is like, you know, all day long I'm meeting with customers and, and I share what we're doing. But, but it's, it's a, it's a 50 50, I'm half the time I'm listening as well to understand what they're trying to do, what they're trying to accomplish, and how, what they need us to do better in order to help them solve the problem. So the, the, and, and so my entire organization is oriented around not just telling customers, here's what we did, but listening and understanding and bringing that feedback in and constantly making the products better. That's, that's the, the main way in which we do this. Now there's a second way, which is we also allow our products to be customized. You know, I can say, here's our best practices, we see it, but then allowing our customer to, to customize that and tailor it to their environment, because there are going to be uniquenesses for different customers in parti, we need more complex environments. Explain >>Why fire firewalls won't go away >>From your perspective. Oh, Nikesh actually did a great job of explaining this yesterday, and although he gave me credit for it, so this is like a, a circular kind of reference here. But if you think about the firewalls slightly more abstract, and you basically say a NextGen firewalls job is to inspect every connection in order to make sure the connection should be allowed. And then if it is allowed to make sure that it's secure, >>Which that is the definition of an NextGen firewall, by the way, exactly what I just said. Now what you noticed is, I didn't describe it as a hardware device, right? It can be delivered in hardware because there are environments where you need super high throughput, low latency, guess what? Hardware is the best way of delivering that functionality. There's other use cases cloud where you can't, you, you can't ship hardware to a cloud provider and say, can you install this hardware in front of my cloud? No, no, no. You deployed in a software. So you take that same functionality, you instantly in a software, then you have other use cases, branch offices, remote workforce, et cetera, where you say, actually, I just want it delivered from the cloud. This is what sassy is. So when I, when I look at and say, the firewall's not going away, what, what, what I see is the functionality needed is not only not going away, it's actually expanding. But how we deliver it is going to be across these three form factors. And then the customer's going to decide how they need to intermix these form factors for their environment. >>We put forth this notion of super cloud a while about a year ago. And the idea being you're gonna leverage the hyperscale infrastructure and you're gonna build a, a, you're gonna solve a common problem across clouds and even on-prem, super cloud above the cloud. Not Superman, but super as in Latin. But it turned into this sort of, you know, superlative, which is fun. But the, my, my question to you is, is, is, is Palo Alto essentially building a common cross-cloud on-prem, presumably out to the edge consistent experience that we would call a super cloud? >>Yeah, I don't know that we've ever used the term surfer cloud to describe it. Oh, you don't have to, but yeah. But yes, based on how you describe it, absolutely. And it has three main benefits that I describe to customers all the time. The first is the end user experience. So imagine your employee, and you might work from the office, you might work from home, you might work while from, from traveling and hotels and conferences. And, and by the way, in one day you might actually work from all of those places. So, so the first part is the end user experience becomes way better when it doesn't matter where they're working from. They always get the same experience, huge benefit from productivity perspective, no second benefit security operations. You think about the, the people who are actually administering these policies and analyzing the security events. >>Imagine how much better it is for them when it's all common and consistent across everywhere that has to happen. Cloud, on-prem branch, remote workforce, et cetera. So there's a operational benefit that is super valuable. Third, security benefit. Imagine if in this, this platform-based approach, if we come out with some new amazing innovation that is able to detect and block, you know, new types of attacks, guess what, we can deliver that across hardware, software, and sassi uniformly and keep it all up to date. So from a security perspective, way better than trying to figure out, okay, there's some new technology, you know, does my hardware provider have that technology or not? Does my soft provider? So it's bringing that in to one place. >>From a developer perspective, is there a, a, a PAs layer, forgive me super PAs, that a allows the developers to have a common experience across irrespective of physical location with the explicit purpose of serving the objective of your platform. >>So normally when I think of the context of developers, I'm thinking of the context of, of the people who are building the applications that are being deployed. And those applications may be deployed in a data center, increasing the data centers, depending private clouds might be deployed into, into public cloud. It might even be hybrid in nature. And so if you think about what the developer wants, the developer actually wants to not have to think about security, quite frankly. Yeah. They want to think about how do I develop the functionality I need as quickly as possible with the highest quality >>Possible, but they are being forced to think about it more and more. Well, but anyway, I didn't mean to >>Interrupt you. No, it's a, it is a good, it's a, it's, it's a great point. The >>Well we're trying to do is we're trying to enable our security capabilities to work in a way that actually enables what the developer wants that actually allows them to develop faster that actually allows them to focus on the things they want to focus. And, and the way we do that is by actually surfacing the security information that they need to know in the tools that they use as opposed to trying to bring them to our tools. So you think about this, so our customer is a security customer. Yet in the application development lifecycle, the developer is often the user. So we, we we're selling, we're so providing a solution to security and then we're enabling them to surface it in the developer tools. And by, by doing this, we actually make life easier for the developers such that they're not actually thinking about security so much as they're just saying, oh, I pulled down the wrong open source package, it's outdated, it has vulnerabilities. I was notified the second I did it, and I was told which one I should pull down. So I pulled down the right one. Now, if you're a developer, do you think that's security getting your way? Not at all. No. If you're a developer, you're thinking, thank god, thank you, thank, thank you. Yeah. You told me at a point where it was easy as opposed to waiting a week or two and then telling me where it's gonna be really hard to fix it. Yeah. Nothing >>More than, so maybe be talking to Terraform or some other hash corp, you know, environment. I got it. Okay. >>Absolutely. >>We're 30 seconds. We're almost out of time. Sure. But I'd love to get your snapshot. Here we are at the end of calendar 2022. What are you, we know you're optimistic in this threat landscape, which we're gonna see obviously more dynamics next year. What kind of nuggets can you drop about what we might hear and see in 23? >>You're gonna see across everything. We do a lot more focus on the use of AI and machine learning to drive automated outcomes for our customers. And you're gonna see us across everything we do. And that's going to be the big transformation. It'll be a multi-year transformation, but you're gonna see significant progress in the next 12 months. All >>Right, well >>What will be the sign of that progress? If I had to make a prediction, which >>I'm better security with less effort. >>Okay, great. I feel like that's, we can measure that. I >>Feel, I feel like that's a mic drop moment. Lee, it's been great having you on the program. Thank you for walking us through such great detail. What's going on in the organization, what you're doing for customers, where you're meeting, how you're meeting the developers, where they are. We'll have to have you back. There's just, just too much to unpack. Thank you both so much. Actually, our pleasure for Lee Cler and Dave Valante. I'm Lisa Martin. You're watching The Cube Live from Palo Alto Networks Ignite 22, the Cube, the leader in live, emerging and enterprise tech coverage.

>> Announcer: TheCUBE presents Ignite '22, brought to you by Palo Alto Networks. >> Welcome back to Las Vegas. It's theCUBE covering Palo Alto Networks '22, from the MGM Grand, Lisa Martin with Dave Vellante. Dave, we are going to unpack in the next few minutes what we heard and saw at day one of Palo Alto Networks, Ignite. A lot of great conversations, some great guests on the program today. >> Yeah last event, CUBE event of the year. Probably last major tech event of the year. It's kind of an interesting choice of timing, two weeks after reInvent. But you know, this crowd is it's a lot of like network engineers, SecOps pros. There's not a lot of suits here. I think they were here yesterday, all the partners. >> Yeah. >> We talked to Carl Sunderland about, Hey, these, these guys want to know how do I grow my business? You know, so it was a lot of C level executives talking about their business, and how they partner with Palo Alto to grow. The crowd today is really, you know hardcore security professionals. >> Yeah. >> So we're hearing a story of consolidation. >> Yes. >> No surprise. We've talked about that and reported on it, you know, quite extensively. The one big takeaway, and I want, I came in, as you know, wanting to understand, okay, can you through m and a maintain, you know, build a suite of great, big portfolio and at the same time maintain best of breed? And the answer was consistent. We heard it from Nikesh, we heard it from Nir Zuk. The answer was you can't be best of breed without having that large portfolio, single data lake, you know? Single version of the truth, of there is such a thing. That was interesting, that in security, you have to have that visibility. I would imagine, that's true for a lot of things. Data, see what Snowflake and Databricks are both trying to do, now AWS. So to join, we heard that last week, so that was one of the big takeaways. What were your, some of your thoughts? >> Just impressed with the level of threat intelligence that Unit 42 has done. I mean, we had Wendy Whitmer on, and she was one of the alumni, great guest. The landscape has changed so dramatically. Every business, in any industry, nobody's safe. They have such great intelligence on what's going on with malware, with ransomware, with Smishing, that they're able to get, help organizations on their way to becoming cyber resilient. You know, we've been talking a lot about cyber resiliency lately. I always want to understand, well what does it mean? How do different organizations and customers define it? Can they actually really get there? And Wendy talked about yes, it is a journey, but organizations can achieve cyber resiliency. But they need to partner with Palo Alto Networks to be able to understand the landscape and ensure that they've got security established across their organization, as it's now growingly Multicloud. >> Yeah, she's a blonde-haired Wonder Woman, superhero. I always ask security pros that question. But you know, when you talk to people like Wendy Whitmore, Kevin Mandy is somebody else. And the people at AWS, or the big cloud companies, who are on the inside, looking at the threat intelligence. They have so much data, and they have so much knowledge. They can, they analyze, they could identify the fingerprints of nation states, different, you know, criminal organizations. And the the one thing, I think it was Wendy who said, maybe it was somebody else, I think it was Wendy, that they're they're tearing down and reforming, right? >> Yes. >> After they're discovered. Okay, they pack up and leave. They're like, you know, Oceans 11. >> Yep. >> Okay. And then they recruit them and bring them back in. So that was really fascinating. Nir Zuk, we'd never had him on theCUBE before. He was tremendous founder and and CTO of Palo Alto Networks, very opinionated. You know, very clear thinker, basically saying, look you're SOC is going to be run by AI >> Yeah. >> within the next five years. And machines are going to do things that humans can't do at scale, is really what he was saying. And then they're going to get better at that, and they're going to do other things that you have done well that they haven't done well, and then they're going to do well. And so, this is an interesting discussion about you know, I remember, you know we had an event with MIT. Eric Brynjolfsson and Andy McAfee, they wrote the book "Second Machine Age." And they made the point, machines have always replaced humans. This is the first time ever that machines are replacing humans in cognitive functions. So what does that mean? That means that humans have to rely on, you know, creativity. There's got to be new training, new thinking. So it's not like you're going to be out of a job, you're just going to be doing a different job. >> Right. I thought Nir Zuk did a great job of explaining that. We often hear people that are concerned with machines taking jobs. He did a great job of, and you did a great recap, of articulating the value that both bring, and the opportunities to the humans that the machines actually deliver as well. >> Yeah so, you know, we didn't, we didn't get deep into the products today. Tomorrow we're going to have a little bit more deep dive on products. We did, we had some partners on, AWS came on, talked about their ecosystem. BJ Jenkins so, you know, BJ Jenkins again I mean super senior executive. And if I were Nikesh, he's doing exactly what I would do. Putting him on a plane and saying, go meet with customers, go make rain, right? And that's what he's doing is, he's an individual who really knows how to interact with the C-suite, has driven value, you know, over the years. So they've got that angle goin', they're driving go to market. They've got the technology piece and they've, they got to build out the ecosystem. That I think is the big opportunity for them. You know, if they're going to double as a company, this ecosystem has to quadruple. >> Yeah, yeah. >> In my opinion. And I, we saw the same thing at CrowdStrike. We said the same thing about Service Now in 2013. And so, what's happened is the GSIs, the global system integrators start to get involved. They start to partner with them and then they get to get that flywheel effect. And then there's a supercloud, I think that, you know I think Nir Zuk said, Hey, we are basically building out that, he didn't use the term supercloud. But, we're building out that cross cloud capability. You don't need another stove pipe for the edge. You know, so they got on-prem, they got AWS, Azure, you said you have to, absolutely have to run on Microsoft. 'Cause I don't believe today, right? Today they run on, I heard somebody say they run on AWS and Google. >> Yeah. >> I haven't heard much about Microsoft. >> Right. >> Both AWS and Google are here. Microsoft, the bigger competitor in security, but Nir Zuk was unequivocal. Yes, of course you have to run, you got to run it on an Alibaba cloud. He didn't say that, but if you want to secure the China cloud, you got to run on Alibaba. >> Absolutely. >> And Oracle he said. Didn't mention IBM, but no reason they can't run on IBM's cloud. But unless IBM doesn't want 'em to. >> Well they're very customer focused and customer first. So it'll be interesting to see if customers take them in that direction. >> Well it's a good point, right? If customers say, Hey we want you running in this cloud, they will. And, but he did call out Oracle, which I thought was interesting. And so, Oracle's all about mission critical data, mission critical apps. So, you know, that's a good sign. You know, I mean there's so much opportunity in cyber, but so much confusion. You know, sneak had a raise today. It was a down round, no surprise there. But you know, these companies are going to start getting tight on cash, and you've seen layoffs, right? And so, I dunno who said it, I think it was Carl at the end said in a downturn, the strongest companies come out stronger. And that's generally, generally been the case. That kind of rich get richer. We see that in the last downturn? Yes and no, to a certain extent. It's still all about execution. I mean I think about EMC coming out of the last downturn. They did come out stronger and then they started to rocket, but then look what happened. They couldn't remain independent. They were just using m and a as a technique to hide the warts. You know so, what Nir Zuk said that was most interesting to me is when we acquire, we acquire with the intent of integrating. ServiceNow has a similar philosophy. I think that's why they've been somewhat successful. And Oracle, for sure, has had a similar philosophy. So, and that idea of shifting labor into vendor R and D has always been a winning formula. >> I think we heard that today. Excited for day two tomorrow. We've got some great conversations. We're going to be able to talk with some customers, the chief product officer is on. So we have more great content coming from our last live show over the year. Dave, it's been great co-hosting day one with you. Look forward to doing it tomorrow. >> Yeah, thanks for doing this. >> All right. >> All right. For Dave Vellante, I'm Lisa Martin. You've been watching theCUBE, the leader in live enterprise and emerging tech coverage. See you tomorrow. (gentle music fades)

(upbeat music) >> Announcer: TheCUBE presents Ignite '22 brought to you by Palo Alto Networks. >> Welcome back to Las Vegas guys and girls. Lisa Martin here with Dave Vellante. This is day one of the cube's two day coverage of Palo Alto Networks Ignite at the MGM Grand. Dave, we've been having some great conversations today, we have a great two day lineup execs from Palo Alto, it's partner network, customers, et cetera. Going to be talking about infrastructure as code. We talk about that a lot, how Palo is partnering with its partner ecosystem to really help customers deliver security across the organization. >> We do a predictions post every year. Hopefully you can hear me. So we do this predictions post every year. I've done it for a number of years, and I want to say it was either 2018 or 2019, we predicted that HashiCorp was one of these companies to watch. And then last August, on August 9th, we had supercloud event in Palo Alto. We had David McJannet in, who is the CEO of HashiCorp. And we really see Hashi as a key player in terms of affecting multicloud consistency. Sometimes we call it supercloud, you building on top of the hyperscale cloud. So super excited to have HashiCorp on. >> Really an important conversation. We've got an alumni back with us. Asvin Ramesh is here the senior director of Alliances at HashiCorp. Welcome back. >> Yeah, thank you. Good to be back. >> Great to have you. Talk to us a little bit about what's going on at HashiCorp, your relationship with Palo Alto Networks, and what's in it for customers. >> Yeah, no, no, great question. So, Palo Alto has been a fantastic partner of ours for many years now. We started way back in 2018, 2019 focusing on the basics, putting integrations in place that customers can be using together. And so it's been a great journey. Both are very synergistic. Palo Alto is focused on multicloud, so are we, we focus on cloud infrastructure automation, and ensuring that customers are able to bring in agility, reliability, security, and be able to deliver to their business. And then Palo Alto brings in great security components to that multicloud story. So it's a great story altogether. >> Some of the challenges that organizations have been facing. Palo Alto just released a survey, I think this morning if I can find it here what's next in cyber organizations facing massive headwinds ransomware becoming a household word, business email compromise being a challenge. But also in the last couple of years the massive shift to multi-club or organizations are living an operating need to do so securely. It's no longer nice to have anymore. It's absolutely table stakes for survival, and being able to thrive and grow for any business. >> Yeah, no, I think it's almost a sort of rethinking of how you would build your infrastructure up. So the more times you do it right the better you are built to scale. That's been one of the bedrocks of how we've been working with Palo Alto, which is rethinking how should IT be building their infrastructure in a multicloud world. And I think the market timing is right for both of us in terms of the progress that we've been able to make. >> So, I mean Terraform has really become sort of a key ingredient to the cloud operating model, especially across clouds. Kind of describe how partners, and customers are are implementing that cross-cloud capability. What's that journey look like? What's the level of maturity today? >> Yeah, great question, Dave. So we sort of see customers in three buckets. The first bucket is when customers are in the initial phases of their cloud journey. So they have disparate teams in their business units try out clouds themselves. Typically there is some event that occurs either some sort of a security scare or a a cloud cost event that triggers a rethinking of how they should be thinking about this in a scalable way. So that leads to where the cloud operating model which is a framework that HashiCorp has. And we use that successfully with customers to talk them through how they should be thinking about their process, about how they should be standardizing how people operate, and then the products they should be including, but then you come to that stage, and you start to think about a centralized platform team that is putting in golden workflows, that is putting in as a service mindset for their business units thinking through policies at a corporate level. And then that is a second stage. And then, but this is also in some customers more around public clouds. But then the third stage that we see is when they start embracing their private cloud or the on-prem data center, and have the same principles address across both public clouds, and the on-prem data center, and then Terraform scale for any infrastructure. So, once you start to put these practices in place not just from a technology standpoint, but from a process, and product standpoint, you're easily able to scale with that central platform organization. >> So, it's all about that consistency across your estate irrespective of whether it's on-prem in AWS, Azure, Google, the Edge, maybe. I mean, that's starting, right? >> Asvin: Yes. >> And so when you talk about the... Break it down a little bit process and product, where do you and Palo Alto sort of partner and add value? What's that experience like? >> Yeah, so, I think as I mentioned earlier the bedrock is having ways in which customers are able to use our products together, right? And then being able to evangelize the usage of that product. So one example I'll give you is with Prisma Cloud, and Terraform Cloud to your point about Terraform earlier. So customers can be using Prisma Cloud with Terraform Cloud in a way that you can get security context telemetry during an infrastructure run, and then use policies that you have in Prisma Cloud to be able to get or run or to implement or run or make sure essentially it is adhering to your security policy or any other audits that you want to create or any other cost that you want to be able to control. >> Where are your customer conversations these days? We know that security is a board level conversation. Interestingly, in that same survey that Palo Alto released this morning that I mentioned they found that there's a big lack of alignment between the board and the C-suite staff, the executive suite in terms of security. Where are your conversations, and how are you maybe facilitating that alignment that needs to be there? Because security it's not a nice to have. >> Yeah, I think in our experience, the alignment is there. I think especially with the macro environment it's more about where where do you allocate those resources. I think those are conversations that we're just starting to see happen, but I think it's the natural progression of how the environment is moving, and maybe another quarter or two, I think we'll see greater alignment there. >> So, and I saw some data that said I guess it was a study you guys did 90% of customer say multicloud is working for them. That surprised me 'cause you hear all this negativity around multicloud, I've been kind of negative about multicloud to be honest. Like that's a symptom of MNA, and a or multi-vendor. But how do you interpret that? When they say multicloud is working? How so? >> Yeah, I think the maturity of customers are varied as I mentioned through the stages, right? So, there are customers who even in the initial phases of their journey where they have different business units using different clouds, and from a C standpoint that might still look like multicloud, right? Though the way we think about it is you should be really in stage two, and stage three to real leverage the real power of multicloud. But I think it's that initial hump that you need to go through, and being able to get oriented towards it, have the right set of skillsets, the thought process, the product, the process in place. And once you have that then you'll start reaping the benefits over a period of time, especially when some other environments events happen, and you're able to easily adjust to that because you're leveraging this multicloud environment, and you have a clear policy of where you'll use which cloud. >> So I interpreted that data as, okay, multicloud is working from the standpoint of we are multicloud, okay? So, and our business is working, but when I talk to customers, they want more to your point, they want that consistent experience. And so it's been by, to use somebody else's term, by default. Chuck Whitten I think came up with that term versus by design. And now I think they have an objective of, okay, let's make multicloud work even better. Maybe I can say that. And so what does that experience look like? That means a common experience all the way through my stack, my infrastructure stack, which is that's going to be interesting to see how that goes down 'cause you got three separate clouds, and are doing their own APIs. But certainly from a security standpoint, the PaaS layer, even as I go up the stack, how do you see that outcome, and say the next two to five years? >> Yeah, so, we go back to our customers, and they're very successful ones who've used the cloud operating model. And for us the cloud operating model for us includes four layers. So on the infrastructure layer, we have Terraform and Packer, on the security layer we have Vault and Boundary, on the networking layer we have Consul, and then on applications we have Nomad and Waypoint. But then you really look at, from a people process, and product standpoint, for people it's how do you standardize the workflows that they're able to use, right? So if you have a central platform team in place that is looking at common use cases that multiple business units are using. and then creates a golden workflow, for example, right? For these various business units to be able to use or creates what we call a system of record for cloud adoption it helps multiple business units then latch onto this work that this central platform team is doing. And they need to have a product mindset, right? So not like a project that you just start and end with. You have this continuous improvement mindset within that platform team. And they build these processes, they build these golden workflows, they build these policies in place, and then they offer that as a service to the business units to be able to use. So that increases the adoption of multicloud. And also more importantly, you can then allow that multicloud usage to be governed in the way that aligns with your overall corporate objectives. And obviously in self-interest, you'd use Terraform or Vault because you can then use it across multiple clouds. >> Well, let's say I buy into that. Okay, great. So I want that common experience 'cause so when you talk about infrastructure, take us through an example. So when I hear infrastructure, I say, okay if I'm using an S3 bucket over here an Azure blob over there, they got different APIs, they got different primitives. I want you to abstract that away. Is that what you do? >> Yeah, so I think we've seen different use cases being used across different clouds too. So I don't think it's sort of as simple as, hey, should I use this or that? It is ensuring that the common tool that you use to be able to leverage safer provisioning, right? Is Terraform. So the central team is then trained in not only just usage of Terraform open source, but their Terraform cloud, which is our managed service, and Terraform enterprise which is the self-managed, but on-prem product, it's them being qualified to be able to build these consistent workflows using whatever tool that they have or whatever skew that they have from Terraform. And then applying business logic on top of that to your point about, hey, we'd like to use AWS for these kind of workloads. We'd like to use GCP, for example, on data or use Microsoft Azure for some other type of- >> Collaboration >> Right? But the common tooling, right? Remains around the usage of Terraform, and they've trained their teams there's a standard workflow, there's standard process around it. >> Asvin, I was looking at that survey the HashiCorp state of cloud strategy survey, and it talked about skill shortages as being the number one barrier to multicloud. We talk about the cyber skills gap all the time. It's huge. It's obviously a huge issue. I saw some numbers just the other day that there's 26 million developers but there's less than 3 million cybersecurity professionals. How does HashiCorp and Palo Alto Networks, how do you help customers address that skills gap so that they that they can leverage multicloud as a driver of the business? >> Yeah, another great question. So I think I'd say in two or three different ways. One is be able to provide greater documentation for our customers to be able to self use the product so that with the existing people, for example, you build out a known example, right? You're trying to achieve this goal here is how you use our products together. And so they'll be able to self-service, right? So that's one. Second is obviously both of us have great services partners, so we are always working with these services partners to get their teams trained and scaled up around these skill gaps. And I think I'd say the third which is where we see a lot of adoption is around usage of the managed services that we have. If you take Palo Alto's example in this Palo Alto will speak better to it, but they have SOC services, right? That you can consume. So, they're performing that service for you. Similarly, on our side we have a HashiCorp Cloud Platform, HCP, where you can consume Vault as a service, you can consume Consul as a service. Terraform cloud is a managed service, so you don't need as many people to be able to run that service. And we abstract all the complexity associated with that by ourselves, right? So I'd say these are the three ways that we address it. >> So Zero Trust across big buzzword. We heard this in this morning keynotes, AWS is always saying, well, we'll talk about it too, but, okay, customers are starting to talk about Zero Trust. You talk to CISOs, they're like, yes, we're adopting this mentality of unless you're trusted, we don't trust you. So, okay, cool. So you think about the cloud you've got the shared responsibility model, and then you've got the application developers are being asked to do more, secure the code. You got the CISO now has to deal with not only the shared responsibility model, but shared responsibility models across clouds, and got to bring his or her security ethos to the app dev team, and then you got to audit kind of making sure they're like the last line of defense. So my question is when you think about code security and Zero Trust in that new environment the problem with a lot of the clouds is they don't make the CISOs life any easier. So I got to believe that your objective with Palo Alto is to actually make the organization's lives easier. So, how do you deal with all that complexity in specifically in a Zero Trust multicloud environment? >> Yeah, so I'll give you a specific example. So, on code to cloud security which is one of Palo Alto's sort of key focus area is that Prisma Cloud and Terraform Cloud example that I gave, right? Where you'd be able to use what we call run tasks essentially, web hook integrations to be able to get a run or provide some telemetry back to Prisma Cloud for customers to be able to make a decision. On the Zero Trust side, we partner both on the Prisma Cloud side, and the Cortex XSOAR side around our products of Vault and and Consul. So what Vault does is it allows you to control secrets, it allows you to store secrets. So a Prisma Cloud or a Cortex customer can be using secrets from Vault familiarly for that particular transaction or workflow itself, right? Rather than, and so it's based on identity, and not on the basis of just the secret sort of lying around. Same thing with console helps you with discovery, and management of services. So, Cortex and you can automate, a lot of this work can get automated using the product that I talked about from Zero Trust. I think the key thing for Zero Trust in our view is it is a end destination, right? So it'll take certain time, depends on the enterprise, depends on where things are. It's a question of specifically focusing on value that Palo Alto and HashiCorp's products bring to solve specific use cases within that Zero Trust bucket, and solve one problem at a time rather than try to say that, hey, only Palo Alto, and only HashiCorp or whatever will solve everything in Zero Trust, right? Because that is not going to be- >> And to your point, it's never going to end, right? I mean you're talk about Cortex bringing a lot of automation. You guys bring a lot of automation now Palo Alto just bought Cider Security. Now we're getting into supply chain. I mean it going to hit it at the edge and IoT, the people don't want another IoT stove pipe. >> Lisa: No. >> Right? They want that to be part of the whole picture. So, you're never done. >> Yeah, no, but it is this continuous journey, right? And again, different companies are different parts of that journey, and then you go and rinse and repeat, you maybe acquire another company, and then they have a different maturity, so you get them on board on this. And so we see this as a multi-generational shift as Dave like to call it. And we're happy to be in the middle of it with Palo Alto Networks. >> It's definitely a multi-generational shift. Asvin, it's been great having you back on theCUBE. Thank you for giving us the update on what Hashi and Palo Alto are doing, the value in it for customers, the cloud operating model. And we should mention that HashiCorp yesterday just won a Technology Partner of the Year award. Congratulations. Yes. >> We're very, very thrilled with the recognition from Palo Alto Networks for the Technology Partner of the Year. >> Congrats. >> Thank you Keep up the great partnership. Thank you so much. We appreciate your insights. >> Thank you so much. >> For our guest, and for Dave Vellante, I'm Lisa Martin, live in Las Vegas. You watching theCUBE, the leader in live enterprise and emerging tech coverage. (upbeat music)

>> TheCUBE presents Ignite 22 brought to you by Palo Alto Networks. >> Welcome back to Las Vegas, everyone. We're glad you're with us. This is theCUBE live at Palo Alto Ignite 22 at the MGM Grant in Las Vegas. Lisa Martin here with Dave Vellante, day one of our coverage. We've had great conversations. The cybersecurity landscape is so interesting Dave, it's such a challenging problem to solve but it's so diverse and dynamic at the same time. >> You know, Lisa theCUBE started in May of 2010 in Boston. We called it the chowder event, chowder and Lobster. It was a EMC world, 2010. BJ Jenkins, who's here, of course, was a longtime friend of theCUBE and made the, made the transition into from, well, it's still data, data to, to cyber. So >> True. And BJ is back with us. BJ Jenkins, president Palo Alto Networks great to have you back on theCUBE. >> It is great to be here in person on theCube >> Isn't it great? >> In Vegas. It's awesome. >> And we can tell by your voice will be, will be gentle. You, you've been in Vegas typical Vegas occupational hazard of losing the voice. >> Yeah. It was one of the benefits of Covid. I didn't lose my voice at home sitting talking to a TV. You lose it when you come to Vegas. >> Exactly. >> But it's a small price to pay. >> So things kick off yesterday with the partner summit. You had a keynote then, you had a customer, a CISO on stage. You had a keynote today, which we didn't get to see. But talk to us a little bit about the lay of the land. What are you hearing from CISOs, from CIOs as we know security is a board level conversation. >> Yeah, I, you know it's been an interesting three or four months here. Let me start with that. I think, cybersecurity in general is still front and center on CIOs and CISO's minds. It has to be, if you saw Wendy's presentation today and the threats out there companies have to have it front and center. I do think it's been interesting though with the macro uncertainty. We've taken to calling this year the revenge of the CFO and you know these deals in cybersecurity are still a top priority but they're getting finance and procurements, scrutiny which I think in this environment is a necessity but it's still a, you know, number one number two imperative no matter who you talked to, in my mind >> It was interesting what Nikesh was saying in the last conference call that, hey we just have to get more approvals. We know this. We're, we're bringing more go-to-market people on board. We, we have, we're filling the pipeline 'cause we know they're going to split up deals big deals go into smaller chunks. So the question I have for you is is how are you able to successfully integrate those people so that you can get ahead of that sort of macro transition? >> Yeah I, you know, I think there's two things I'd say about uncertain macro situations and Dave, you know how old I am. I'm pretty old. I've been through a lot of cycles. And in those cycles I've always found stronger companies with stronger value proposition separate themselves actually in uncertain, economic times. And so I think there's actually an opportunity here. The message tilts a little bit though where it's been about innovation and new threat vectors to one of you have 20, 30, 40 vendors you can consolidate become more effective in your security posture and save money on your TCOs. So one of the things as we bring people on board it's training them on that business value proposition. How do you take a customer who's got 20 or 30 tools take 'em down to 5 or 10 where Palo is more central and strategic and be able to demonstrate that value. So we do that through, we're making a huge investment in our people but macroeconomic times also puts some stronger people back on the market and we're able to incorporate them into the business. >> What are the conditions that are necessary for that consolidation? Like I would imagine if you're, if you're a big customer of a big, you know, competitor of yours that that migration is going to be harder than if you're dealing with lots of little point tools. Do those, do those point tools, are they sort of is it the end of the subscription? Is it just stuff that's off the books now? What's, the condition that is ripe for that kind of consolidation? >> Look, I think the challenge coming into this year was skills. And so customers had all of these point products. It required a lot more human intervention as Nikesh was talking about to integrate them or make them work. And as all of us know finding people with cybersecurity skills over the last 12 months has been incredibly hard. That drove, if you know, if you think about that a CIO and a CISO sitting there going, I have all all this investment in tools. I don't have the people to operate 'em. What do I need to do? What we tried to do is elevate that conversation because in a customer, everybody who's bought one of those, they they bought it to solve a problem. And there's people with affinity for that tool. They're not just going to say I want to get consolidated and give up my tool. They're going to wrap their arms around it. And so what we needed to do and this changed our ecosystem strategy too how we leverage partners. We needed to get into the CIO and CISO and say look at this chaos you have here and the challenges around people that it's, it's presenting you. We can help solve that by, by standardizing, consolidating taking that integration away from you as Nikesh talked about, and making it easier for your your high skill people to work on high skill, you know high challenges in there. >> Let chaos reign, and then reign in the chaos. >> Yes. >> Andy Grove. >> I was looking at some stats that there's 26 million developers but less than 3 million cybersecurity professionals. >> Talked about that skills gap and what CISOs and CIOs are facing is do you consider from a value prop perspective Palo Alto Networks to be a, a facilitator of helping organizations deal with that skills gap? >> I think there's a short term and a long term. I think Nikesh today talked about the long term that we'll never win this battle with human beings. We're going to have to win it with automation. That, that's the long term the short term right here and now is that people need people with cybersecurity skills. Now what we're trying to do, you know, is multifaceted. We work with universities to standardize programs to develop skills that people can come into the marketplace with. We run our own programs inside the company. We have a cloud academy program now where we take people high aptitude for sales and technical aptitude and we will put them through a six month boot camp on cloud and they'll come out of that ready to really work with the leading experts in cloud security. The third angle is partners, right, there are partners in the marketplace who want to drive their business into high services areas. They have people, they know how to train. We give them, we partner with them to give them training. Hopefully that helps solve some of the short-term gaps that are out there today. >> So you made the jump from data storage to security and >> Yeah. >> You know, network security, all kinds of security. What was that like? What you must have learned a lot in the last better part of a decade? >> Yeah. >> Take us through that. >> You know, so the first jump was from EMC. I was 15 years there to be CEO of Barracuda. And you know, it was interesting because EMC was, you know large enterprise for the most part. At Barracuda we had, you know 250,000 small and mid-size enterprises. And it was, it's interesting to get into security in small and mid-size businesses because, you know Wendy today was talking about nation states. For small and mid-size business, it's common thievery right? It's ransomware, it's, and, those customers don't have, you know, the human and financial resources to keep up with the threat factor. So, you know, Nikesh talked about how it's taken 'em four and a half years to get into cybersecurity. I remember my first week at Barracuda, I was talking with a customer who had, you know, breached data shut down. There wasn't much bitcoin back then so it was just a pure ransom. And I'm like, wow, this is, you know, incredible industry. So it's been a good, you know, transition for me. I still think data is at the heart of all of this. Right? And I have always believed there's a strong connection between the things I learned growing up at EMC and what I put into practice today at Palo Alto Networks. >> And how about a culture because I, you know I know have observed the EMC culture >> Yeah. >> And you were there in really the heyday. >> Yeah. >> Right? Which was an awesome place. And it seems like Palo Alto obviously, different times but you know, similar like laser focus on solving problems, you know, obviously great, you know value sellers, you know, you guys aren't the commodity >> Yeah. For Product. But there seemed to be some similarities from afar. I don't know Palo Alto as well as I know EMC. >> I think there's a lot. When I joined EMC, it was about, it was 2 billion in in revenue and I think when I left it was over 20, 20, 21. And, you know, we're at, you know hopefully 5, 5 5 in revenue. I feel like it's this very similar, there's a sense of urgency, there's an incredible focus on the customer. you know, Near and Moche are definitely different individuals but the both same kind of disruptive, Israeli force out there driving the business. There are a lot of similarities. I, you know, the passion, I feel privileged as a, you know go to market person that I have this incredible portfolio to go, you know, work with customers on. It's a lucky position to be in, but very I feel like it is a movie I've seen before. >> Yeah. And but, and the course, the challenges from the, the target that you're disrupting is different. It was, you know, EMC had a lot of big, you know IBM obviously was, you know, bigger target whereas you got thousands of, you know, smaller companies. >> Yes. >> And, and so that's a different dynamic but that's why the consolidation play is so important. >> Look at, that's why I joined Palo Alto Networks when I was at Barracuda for nine years. It just fascinated me, that there was 3000 plus players in security and why didn't security evolve like the storage market did or the server market or network where working >> Yeah, right. >> You know, two or three big gorillas came to, to dominate those markets. And it's, I think it's what Nikesh talked about today. There was a new problem in best of breed. It was always best of breed. You can never in security go in and, you know, say, Hey it's good I saved us some money but I got the third best product in the marketplace. And there was that kind of gap between products. I, believe in why I joined here I think this is my last gig is we have a chance to change that. And this is the first company as I look from the outside in that had best of breed as, you know Nikesh said 13 categories. >> Yeah. >> And you know, we're in the leaders quadrant and it's a conversation I have with customers. You don't have to sacrifice best of breed but get the benefits of a platform. And I, think that resonates today. I think we have a chance to change the industry from that viewpoint. >> Give us a little view of the voice of the customer. You had, was it Sabre? >> Yeah. >> That was on >> Scott Moser, The CISO from Sabre. >> Give us a view, what are you hearing from the voice of the customer? Obviously they're quite a successful customer but challenges, concerns, the partnership. >> Yeah. Look, I think security is similar to industries where we come up with magic marketing phrases and, you know, things to you know, make you want to procure our solutions. You know, zero trust is one. And you know, you'll talk to customers and they're like, okay, yes. And you know, the government, right? Joe, Joe Biden's putting out zero trust executive orders. And the, the problem is if you talk to customers, it's a journey. They have legacy infrastructure they have business drivers that you know they just don't deal with us. They've got to deal with the business side who's trying to make the money that keeps the, the company going. it's really helped them draw a map from where they're at today to zero trust or to a better security architecture. Or, you know, they're moving their apps into the cloud. How am I going to migrate? Right? Again, that discussion three years ago was around lift and shift, right? Today it's about, well, no I need cloud native developed apps to service the business the way I want to, I want to service it. How do I, so I, I think there's this element of a trusted partner and relationship. And again, I think this is why you can't have 40 or 50 of those. You got to start narrowing it down if you want to be able to meet and beat the threats that are out there for you. So I, you know, the customers, I see a lot of 'em. It's, here's where I'm at help me get here to a better position. And they know it's, you know Scott said in our keynote today, you don't just, you know have layer three firewall policies and decide, okay tomorrow I'm going to go to layer seven. That, that's not how it works. Right? There's, and, and by the way these things are a mission critical type areas. So there's got to be a game plan that you help customers go through to get there. >> Definitely. Last question, my last question for you is, is security being a board level conversation I was reading some stats from a survey I think it was the what's new in Cypress survey that that Palo Alto released today that showed that while significant numbers of organizations think they've got a cyber resiliency playbook, there's a lot of disconnect or lack of alignment at the boardroom. Are you in those conversations? How can you help facilitate that alignment between the executive team and the board when it comes to security being so foundational to any business? >> Yeah, it's, I've been on three, four public company boards. I'm on, I'm on two today. I would say four years ago, this was a almost a taboo topic. It was a, put your head in the sand and pray to God nothing happened. And you know, the world has changed significantly. And because of the number of breaches the impact it's had on brand, boards have to think about this in duty of care and their fiduciary duty. Okay. So then you start with a board that may not have the technical skills. The first problem the security industry had is how do I explain your risk profile in a way you can understand it. I'm, I'm on the board of Generac that makes home generators. It's a manufacturing, you know, company but they put Wifi modules in their boxes so that the dealers could help do the maintenance on 'em. And all of a sudden these things were getting attacked. Right? And they're being used for bot attacks. >> Yeah. >> Everybody on their board had a manufacturing background. >> Ah. >> So how do you help that board understand the risk they have that's what's changed over the last four years. It's a constant discussion. It's one I have with CISOs where they're like help us put it in layman's terms so they understand they know what we're doing and they feel confident but at the same time understand the marketplace better. And that's a journey for us. >> That Generac example is a great one because, you know, think about IOT Technologies. They've historically been air gaped >> Yes. >> By design. And all of a sudden the business comes in and says, "Hey we can put wifi in there", you know >> Connect it to a home Wifi system that >> Make our lives so much easier. Next thing you know, it's being used to attack. >> Yeah. >> So that's why, as you go around the world are you discerning, I know you were just in Japan are you discerning significant differences in sort of attitudes toward, towards cyber? Whether it's public policy, you know things like regulation where you, they don't want you sharing data, but as as a cyber company, you want to share that data with you know, public and private? >> Look it, I, I think around the world we see incredible government activity first of all. And I think given the position we're in we get to have some unique conversations there. I would say worldwide security is an imperative. I, no matter where I go, you know it's in front of everybody's mind. The, on the, the governance side, it's really what do we need to adapt to make sure we meet local regulations. And I, and I would just tell you Dave there's ways when you do that, and we talk with governments that because of how they want to do it reduce our ability to give them full insight into all the threats and how we can help them. And I do think over time governments understand that we can anonymize the data. There's, but that, that's a work in process. Definitely there is a balance. We need to have privacy, we need to have, you know personal security for people. But there's ways to collect that data in an anonymous way and give better security insight back into the architectures that are out there. >> All right. A little shift the gears here. A little sports question. We've had some great Boston's sports guests on theCUBE right? I mean, Randy Seidel, we were talking about him. Peter McKay, Snyk, I guess he's a competitor now but you know, there's no question got >> He got a little funding today. I saw that. >> Down round. But they still got a lot of money. Not of a down round, but they were, but yeah, but actually, you know, he was on several years ago and it was around the time they were talking about trading Brady. He said Never trade Brady. And he got that right. We, I think we can agree Brady's the goat. >> Yes. >> The big question I have for you is, Belichick. Do you ever question Has your belief in him as the greatest coach of all time wavered, you know, now that- No. Okay. >> Never. >> Weigh in on that. >> Never, he says >> Still the Goat. >> I'll give you my best. You know, never In Bill we trust. >> Okay. Still. >> All right >> I, you know, the NFL is a unique property that's designed for parody and is designed, I mean actively designed to not let Mr. Craft and Bill Belichick do what they do every year. I feel privileged as a Boston sports fan that in our worst years we're in the seventh playoff spot. And I have a lot of family in Chicago who would kill for that position, by the way. And you know, they're in perpetual rebuilding. And so look, and I think he, you know the way he's been able to manage the cap and the skill levels, I think we have a top five defense. There's different ways to win titles. And if I, you know, remember in Brady's last title with Boston, the defense won us that Super Bowl. >> Well thanks for weighing in on that because there's a lot of crazy talk going on. Like, 'Hey, if he doesn't beat Arizona, he's got to go.' I'm like, what? So, okay, I'm sometimes it takes a good good loyal fan who's maybe, you know, has >> The good news in Boston is we're emotional fans too so I understand you got to keep the long term long term in mind. And we're, we're in a privileged position in Boston. We've got Celtics, we've got Bruins we've got the Patriots right on the edge of the playoffs and we need the Red Sox to get to work. >> Yeah, no, you know they were last, last year so maybe they're going to win it all like they usually do. So >> Fingers crossed. >> Crazy worst to first. >> Exactly. Well you said, in Bill we trust it sounds like from our conversation in BJ we trust from the customers, the partners. >> I hope so. >> Thank you so much BJ, for coming back on theCUBE giving us the lay of the land, what's new, the voice of the customer and how Palo Alto was really differentiated in the market. We always appreciate your, coming on the show you >> Honor and privilege seeing you here. Thanks. >> You may be thinking that you were watching ESPN just now but you know, we call ourselves the ESPN at Tech News. This is Lisa Martin for Dave Vellante and our guest. You're watching theCUBE, the Leader and live emerging in enterprise tech coverage. (upbeat music)