>>Okay. And welcome back to the cubes live coverage here in San Francisco, California for 80 us summit 2022 Amazon web services summit 2020 New York city is coming up in the summer will be there. Check us out the cube.net. Our next guest here is Jim long. The CEO of dig also known as local. BTV a very interesting AWS customer doing some really progressive things around video and, uh, challenging the status quo in code cutting and all kinds of broadcast models. Jim, welcome to the cube. Great to see you. >>Thank you, John. Great to be here. Okay. >>So first of all, before we get into some of the disrupt option, take a minute to explain what is dig and local BTV. >>Uh, dig is all about, uh, providing, uh, edge video networking for broadcast television, basically modernizing local television and hopefully extending it to hyper local content like high schools and community government and community channels and things like that. So essentially free bringing, using the internet as an antenna to bring broadcast television to your phone, your laptop you're connected TVs. >>So if I understand it correctly, if I UN and I look at the, the materials of your site, you basically go into each market, Metro areas like New York Philly bay area, grab the tee signal out of the air. >>Yep. >>Local TV, and then open that up to everyone. Who's got, um, an >>Correct. And, uh, what, we've, where we're essentially building a hybrid network with AWS. Uh, I like to say we got all the smart and account stuff, you know, in the cloud at AWS. And we have all the dumb, fast stuff in the actual TV market. We have servers and transcoding there we work with, uh, of course, um, uh, AWS on that centrally as well. But basically that hybrid cloud allows us to be the fastest simplest and lowest cost way to get a local video. Any type could be an antenna or an IP stream to a local house. So we're, so are the local pickup and delivery people. We're not building a brand, we're not building content. We're delivering the local content to the local views. You >>Like the pipes. >>We are, we're essentially an infrastructure company. Um, we're right at that wonderful intersection of the, uh, the infrastructure and the content where I always like to play. >>I like, I love the store. I think the cost of that nature, how you're using Amazon, it's really impressive. Um, what are some of the cool things you're doing on AWS that you think's notable? >>Well, of course the, the standard issue stuff where you want to store all your data in the cloud. Right? So we, uh, and we use a quick site to, to get to that. And obviously we're using S3 and we're using media tailor, which we really like, which is cuz we first actual company on the planet. I believe that's inserting digital ads, impression based ads into local broadcast streams. So that's, that's fun because the advertisers, they like the fact that they could still do traditional TV buys and they could spice it up with digital impressions based, but ads on us. Yeah. And, and we're adding to it a real fun thing called clip it, which is user clipping. It's an app that's been running on AWS for years. It's had over half a million plays in social media. Yeah. We're combining those together and, and AWS makes it very simple to do that. >>Well, I've been using your app on my Firestick and uh, download local BTV on the app store. Um, I gotta say the calendar's awesome. And the performance is 10 times better than, than some of the other streaming apps because the other performance they crash all the time. The calendar's weird. So congratulations. Clearly you're running the cloud technology. I gotta ask you what's going on in the market? Netflix missed their earnings. The stock was down big time. Um, obviously competition what's up going on with Netflix? >>Well, what's, it's a big shift. >>What does it mean for the streaming market? >>Well, what it means is, is, is a consumer choice. It's really the golden age of consumer choice. Uh, originally back when I was a kid, it was all antenna TV. We didn't even have DBRS right. And then, uh, the cable companies and the satellite companies, the phone companies came in and took over and all of a sudden everyone started paying for TV for just linear TV. Right? And then the next thing, you know, streaming comes around, uh, Netflix shows up for, for VOD or, or SVOD, they call it cuz it's payt TV and uh, and the whole, uh, that ecosystem starts to melt down. And now you have a consumer choice market where you can pay, pay for VAD or pay for, for linear. And everyone does linear and everyone does VAD or you can use free TV. Now we correctly guessed that free TV was gonna have a huge comeback. You know, know what is it about free even obviously gen Z smarter than us boomers. They love free too. Uh, targeted advertising makes the ads less, uh, painful or less of a distraction. Uh, so we knew that free ad supported TV was gonna happen. Lots of stuff happened. And then, then the, uh, major media companies started doing their own subscription apps. Right? They're all cool. >>We like paramount plus >>Paramount plus Disney pluses, PN peacock, uh, time Warner's doing something. I mean, it's all cool, but you know, people only have so much of a big pocketbook. So what it's doing is pay TV has now become much more complicated, but also you, you know, you gotta trade off. So you saw it with Netflix, right? Yeah. Netflix is suffering from there's too much pay TV. So where are you gonna put your money on Comcast? On YouTube TV paramount plus Netflix. >>Yeah. I mean, I love the free thing. I gotta bring up something. I wanna get your reaction to a company called low cast went under, they got sued out of their deal. They were the free TV. Are you guys have issues like them? What's the cast most people don't know got was, was >>Doing same. So we started before low cast and we're uh, what we would call a permissions based system, legal system. The broadcast Mar industry, uh, is, uh, is the wild wild west. I mean, I like to say antenna TV is a direct to consumer. The antenna is a direct to consumer device and it's controlled by the channel. People it's not controlled by a platform like Comcast, right? It's not controlled by a stick. >>When you say channel, do you mean like CBS or >>Yeah, CBS or the local Korean religious cooking channel or, uh, Spanish channels or local independent to television, which is really a national treasure for us. The United States really should be making sure that local content, local channels, uh, do well local businesses, you know, with targeted advertising, Janes nail salon can, can now advertise just in San Jose and not the entire San Francisco TV market. Um, so you ha you have, have all that going on and we recognize, you know, that, that local content, but you have to have permission from the channel stuff. It's not easy because you got channels on stations. You have syndicators, it's hard to keep track of. And sometimes you, you, uh, you, you know, you have to shift things around, but, uh, low cast, uh, like another kind before it just went hog wild, illegal, trying to use a loophole, uh, didn't quite work out for 'em and, uh, >>You see, they have put out of business by the networks, the names, the big names. Yes. Content people, >>Correct. I mean the big, the big guys, but I mean, because they weren't following the rules, um, >>The rules, meaning license, the content, right. >>Well correct. Or yes, >>Basically they, they were stealing the content in the eyes of the, >>Well, there is, there is, it is a little of, a bit of a gray area between the FCC and the copyright laws that Congress made. So, um, there are people certainly out there that think there is a path there, low cast, didn't find it. We're not trying to find it. Uh, we just want to get all the free TV, uh, the bottom line. And you've seen fast channels explode recently, Pluto, uh, Samsung TV. >>And what does that all mean? >>Well, what it means is people love free TV and the best free TV out there is your local TV. So putting that on the internet and those comp, but the media companies, they have trouble with this new stuff. What's, >>What's your >>They're overthinking it. What's >>Some of this CBS, NBC, all these big guys. >>Well, those guys have a little less trouble than the people that actually, uh, they're affiliates, right? So there's 210 TV markets and the, uh, your major networks, you know, they have their own stations. And in a bit, you know, in about 39% of the population, which is about 15 to 20, is it >>Cultural or is a system system problem? >>No, it's a, it's a problem of all the, the media companies are just having trouble moving towards the new technology and, and they're, I think they're siloing it. >>So why not? You gonna let 'em die. Are you trying to do deals with em? >>Oh no, no, absolutely. For us, if we don't make money, unless stations make money, we want local TV to, to flourish. It is local TV is Neilson, just report yesterday, you know, uh, that, uh, local TV is growing. We're taking advantage of that. And I think the station groups are having a little trouble realizing that they have the original, fast channels before Pluto, before Tubi did it in movies. And, and, and what >>Are people understanding in the, in the industry? I know NA's coming up a show. Yeah, >>That's right. >>National associated of broadcasters. What's going on in that industry right now. And you're, if you get to put it down the top three problems that are opportunities to be solved, what would they be? >>Well, I think, you know, I think the, the, the, the last, the, the best one that's left is what we're doing. I have to say it, uh, I think it's worth billions. >>You free TV over the air free and stream >>O TV. Oh yeah. Over the air TV that also works with the internet, right. Public internet connected to public television stations so that everybody, including homeless people, et cetera, that, you know, they don't have a TV, they don't have an antenna, they can't afford comp. They got an >>IPhone though. >>They an iPhone. For sure. And, and so it's, it's, uh, it's a wonderful thing. It's, you know, our national broadcasting and I don't think the station groups or the major networks are taking advantage of it they're as much as they should. Yeah. And, and I don't think, you know, obviously NBC and CBS with their new apps, they're sort of done with that. They did mergers, they got, they got the virtual pay guys. I mean, YouTube TV off the ground, the only thing left is suck another shitload of good, uh, eyeballs and, and advertising. >>Well, I mean, yeah, I think that, that, and what you said earlier around subscription fatigue, I mean, nobody wants to have 20 subscriptions. >>Well, that brings up a whole new other war. That's going on that, thank goodness. We're not part of it's the platforms versus the cable companies. Right. Versus whatever. Right. Everyone's trying to be your open garden or your closed garden. They're trying to get your subscriptions in bundle self bundling it's. But I mean, it's wonderful for consumers, if you can navigate through it. Uh, we wanna, we think we'll have one of the gems in any of that everyone's want local TV. And so we'll supply that we're already doing that. We're supplying it to a couple companies, uh, free cast as a company, uh, app, a universal streaming, you know, manager, your all, all your, uh, streaming, a streaming aggregation, put your paid stuff in, put your free stuff in. They do that. And, and as, as does Roku try trying to do that fire TV, Xfinity's trying to do it. So it's all, it's a new war for the platform and hopefully we'll be on everyone. >>Well, you've been in this industry for a long time, you know, the streaming market, you know, the TV market. Um, so it's, it's good. I think it's a new battle, the shift's happening. Um, what should people know about dig local? BTV what are some of your goals for the next year or two? What are you trying to do? >>Well, what we're really trying to do is make sure that local, uh, local television thrives so that it can support wider communities. It could support hyper local content. So if you're, if you're, and we love the old paradigm and channel change, right? Forget, you know, every other app has all these boxes going by on different rows and stuff. And, and yeah, you can search and find stuff, but there's nothing like just changing channels, whether a commercial's on or, or you, you wanna see what else is on. You know, you're gonna go from local television and maybe all of a sudden, you'll see the local high school play over on another part of the, of the spectrum. And, and what we're trying to do is get those communities together. And the local high school people come over and find the local, you know, uh, Spanish, uh, Nova channel or something like that. >>So local is the new hot. >>It is. Absolutely. And by the way, it's where this high CPMs are gonna go. And the more targeted you get >>Ad revenue, >>I mean, that's for us is, is, is our number one, re we have a number of revenue streams, but targeted ads are really great for local, right? And, and so we're, we're gonna make an announce. We've >>Lost that we've lost that local, I've seen local things that local Palo Alto paper, for instance, just shut down this local sports high school coverage, our youth sports, because they don't budget, right? There's no TV community channels, like some Comcast throwaway channel. Um, we lost, we, we lo we're losing >>Local. No, I think that's a real national shame. And so I think if we can strengthen local television, I think it'll strengthen all local media. So we expect to help local radio and local newspapers. That's a bigger part of the vision. Uh, but I it's gonna happen. There's >>An education angle here too. >>There is an education angle because the bottom line is you can use linear television as a way to augment. Uh, we have a really exciting project going on in New York, uh, uh, with, uh, some of the housing, uh, projects, uh, in Harlem and, and, and the Bronx, uh, their I idea is to have the, the homework channel and they can, and literally when you have a, and both swiping and everything you can have, I mean, literally you can have a hundred schools that, that have things well, >>We know zoom schooling sucks. I mean, that didn't work. So I think you're gonna see a lot of augmentation, right. >>Amazon. >>I was just talking to some people here, AI training, machine learning, training, all here could be online in linear format. >>Yeah. And exactly. And then I think about the linear format is it's discovery television, and you can also, um, you know, you can also record it. Yeah. Right. If you see a program and you want to record it, you sit >>Record. So final minute we have left. I want to just get your thoughts on this one thing and, and ask your question. Are you looking for content? Are you, I outreach at the content providers who, >>Well, we're, we're PRI our primary mission is to get more channel local channels on which really means station groups and independence. We have a number, I mean, basically 50% of the channels in any market. When we move into it are like, this is a no-brainer. I want more eyeballs. We're Nielsen, uh, RA, uh, rated mean we support. And so we, >>How many markets are you in right now? >>We're in 21 now. And we hope to be in, uh, over 50 by the end of the year, covering more than half the United States. >>So, all right, Jim, thanks for coming on the queue. Really appreciate it. >>My pleasure. Good luck >>Recognition. Very disruptive disrupting media, um, combination of over the air TV, local with I internet. Obviously we love that with a cube. We want a cube channel anywhere possible. I'm John furry host of the queue here at AWS summit. Highing all the big trends and technologies in cloud and media back with more coverage after this short break,

>>from around the globe. It's the Cube with digital coverage of Red Hat. Summit 2020 Brought to you by Red Hat. >>Hi. And welcome back to the Cube's coverage of Red Hat Summit 2020. I'm stew Minuteman. And while this year's event is being held virtually, which means we're talking to all of the guests where they're coming from, one of the things that we always love about the user conference is talking to the practitioners themselves And Red Hat Summit. Of course, we love talking to customers and really happy to welcome to the program. Uh, Alejandro Lopez Asano, who's the director of e health with the Argentine Ministry of Health, Coming to us from Buenos Iris, Argentina. Alessandro, thank you so much for joining us. Thank you for having me. All right, So Ah, you know, look, healthcare obviously is, You know, normally, you know, challenging in the midst of what is happening globally. There are strange and pressures on. What? What is happening? So really appreciate. You think with us? Um, tell us a little bit about you know, the organization, and you know your role in Nike's role in supporting the company's mission. >>I'm part of the minister of girls in Argentina, Argentina Federal country. That's a national military girls, according it's Felker Healthcare System. All around the country with different provinces work, we work with the with the Ministry of Culture, which problems with the governor of problems trying to maintain and coordination the healthcare system. And we create the national policies that tried everybody. Show them to apply on the assistance that we create national incentive. This is much more. It's similar to the US, with the national government. Create incentives the province since the states adopt new new new practices and the best quality >>Excellent. So, yeah, the anytime we talk about healthcare, you know, uh, you know, medical records, of course, critically important. It's usually a key piece of, I d you know, governance, compliance in general. So what are some of the challenges that the ministry basis when it comes to you know, this piece >>of overall health care? My role in the midst of cops is exactly that. Coordinate health information systems around the country and having and access to the single sorts of medical records around the country. It's a great thing that we're trying to achieve We don't want to have a central repository, but they're going to have some kind of have that allows you to access information for all around the country. So the fragmentation of the seat between different provinces and also having public providers and private providers. It's a challenge because the information for one patient is this. Turn a lot of different places. I need to have some kind off have or enterprise services. But you're allows you to gather this information at the point of care and to provide the best quality of care for the patient having the full road regardless of work. It was taking her before. >>Yeah, pretty Universal Challenger talking about their distributed architecture, obviously security of Paramount performance, but still has to have the scale and performance that customers need to bring us in a little bit. This this project, you know, how long has this national health information system? How long has it been to put that together, Bring us through a little bit as to you know, how you choose how to architect these pieces, >>except that we've been working on for the last three years and then be able to create an architecture that was not invasive, that anyone can collaborate and contribute to this information network, but still having the on the rights and other responsibility for Monday in their own data. And we didn't want to have a central that the rates that it's acceptable security issues or privacy issues. We wanted information to remain distributed. But to be able to collect that a 10 point so they're able to create a set off AP Eyes Bay seven Healthcare interoperability standards that allow developers off critical systems all around the country to adopt this new way of changing information to your and privately provided to the practitioners so they can access information. Another side, >>Excellent. And so three years. You know, that's a rather big project. You've got quite a lot of constituents, and obviously, you know, healthcare is, you know, completely essential and critical service. There, underneath the pieces obviously were part of Red Hat Summit covering this so help us understand a little bit, you know, Red Hat and any other partners. You know what technologies they're using to deliver this? >>That's the big challenge was to have this kind of distributed organization with a central how that needs to provide services around the country at any time today. And we really think people need to be confident that they can use this network, that we're treating patients. We don't want them to try to do it and fail from the lost confidence in that you're not going to have the greater adoption from system developers. We need to have a very strong and company in the world, and this can grow really exponentially cause data. I mean, any chess is constructing, like one billion right work on math or something like that. But we know we can grow exponentially, but we need to have some kind of infrastructure that was reliable, but it was easy to deploy the first time. But the house and growth road map that will allow us to incorporate all the extra capacity around Argentina, Mr Safeway Way, need to be confident that we can grow a dog's level. So basically we were working already. We're Kalina and all the basic things. We wanted to go to open shift. It was really important to be able to have the container station system that allows us to found according to the needs and the adoption, right? That was really unpredictable because we need to create incentives for election. But you never know how fast the adoption would be. We need to have some flexibility of attracted by open ship, but also, we need to use a P. I like the scale in order to provide this way to communicate ap eyes to give people secure form to access the FBI's to learn about them and to try. So we're using different parts off the off the stack we have in order to do that. >>Okay, great. Tell us the adoption of this solution. How was the how is the learning curve? But, you know, moving to containerized architectures. You talking about all the AP eyes in there? How much was there a retraining of your group? Were there any new people that came in? You know what was what was Red Hat's role in really the organizational pieces of getting everybody on this on this new skill set? >>Well, the role of record was central because we didn't have the capability to go on research all these open source tools and find the proper combination between the container administrated orchestrator, the continuous integration part it was really difficult for us to start from scratch. I mean, this is something that this violent wanting to have a huge team, a lot of time, special skills and when you, because there are teams were used to work in monolithic applications with a very long development cycles that every time you need to change, we need, like, three months another. See, the change lives in the application for the end user, but we need to make a radical change there. So we saw in Red Hat Opportunity. We have a robot on the container adoption program sandcastle the steps that we need to work true. So what's really good to have our 16 team to retrain and to go through the container adoption program to use the combination of tools that breath already provides, like a stock that's the really compatible with each other. Then you need to know that that is easy to update when there are changes in their security things that they need to take to get the notification. So this and you have the daily support also because we have to create a new brand developers and the Dev Ops team was negative and you have developers and very technical person that didn't know anything about the application. We helped to create the tools that this, these new roles that combined these activities on the day to day work record expert was really key to that because they give us the roadmap. But what we need to do with timeframe with thing, that sort of statement we need to do in order on give us the daily support, the retraining, and they were really excited to work. Yeah, attempting that also was really good news for them because they were using old versions of job on old versions, off deployment systems, that they were everything by heart and the common life. And now, when they learn to do that with sensible and with the continuous integration system, a lot of menial tasks that they were doing everything you know there are automated. But that's a really great impact on the quality of life for them. >>Well, it's interesting that you talk about that, you know. Automation, of course, has been something we've been talking about for decades, but critically important today, you know, 100. I'm curious with kind of the situation happening with the pandemic. You know, people are having to work from home. There needs to be social, distancing the automation. And you know some of this new tooling. You know, what impact has that had on being able to deal with today's work >>environment? That kind of very good impact also, because not only for the automation, because that was that. It's really people have a secure way to work from home to the place ever. You don't need to access directly. Each one of the servers with logging or things like that is much more secure, much safer, much easier to work from home and maintaining the city. But also the dynamic has put a strain on the system because we are maintaining in open shift the whole family objects and violence system for Argentina, and that has much more information going through all the decision making. Politicians are getting information from the violence system and make predictions the style policies and they did. That information is to be available all the time, and previously, when a new strain came like the officially system went down, what was old workings globally So but now, with open shift, we were able to dial up more resources. The system, I maintain the quality, the world, the perimeter Signet work until the decision making person that needs information just in there. >>All right, so So all 100. We've talked about kind of a transformation that you've had. There's the government impact. There's the practice, the other providers of services. If you talk about you know, the ultimate end patient, you know what is the impact on them or you know what? What you have implemented here, >>what they did, that the patients now would be able to move between different parts of this complex system we have before. It was very common that the patient arrived hospital with about full of studies in paper, like somebody from a previous hospital finishes reported lab reports. And they have to bring about Dr and don't have to go to all the way from the foundation or a basic both from a province to the capital to get terrible, especially when they go back. And the Dr in the province don't have any information about what happened on one side that said no. They will care if you but no information. I get it through the patient. But now I think the system will integrate the older caregiver around Argentina in a much more simpler where you will be able to collaborate with doctors, another throwing, sitting, other CPIs on the patient will be able to vote from private to public. We have different kind of procedures, and every information will follow him on. Everyone will be able to take care of him with the best information. >>I'll under that. That's really powerful pieces there. So I guess the last piece is a little bit about kind of where you are with the overall project. What future goals do you have for this initiative? >>You've been really happy with the way we're starting to have adoption. We have more than 37 knows not already working in this network. And so this is really good. We have a good adoption right on. The implementation of open shift is going really well. The developers are really happy. We see the impact. That there are no downtime is really good. We need to continue transforming old legacy applications, monolithic applications to transform that into micro services. This work to do in deconstructing these big applications into more scalable micro services, and we need to take more advantage off. Sorry. Scale, Because really excellent feature for Developer portal. So, like that, everything will be about the adoption of the FBI. That information much simpler when we give all those tools developed. >>That's that. Once again, Andre, thank you so much. This has been, ah, really important work that your team is doing. Congratulations on the progress that you've made and, you know, definitely hope in the future. We will get to see you at one of the Red hat summits in person. So thank you so much for joining us. Thank you very much. All right, Lots more coverage from the cube at Red Hat Summit 2020. I'm stew minimum. And thank you. As always for watching the Cube. >>Yeah, yeah, yeah, yeah.

>>live from Washington, D. C. >>It's the Cube >>covering Bumi World 19. Do you buy movie? >>Hey, welcome back to the Cube. We've got candy. That's right. I am Lisa Martin in Washington, D. C. At booming World 19 with John Ferrier and John and I are excited to be talking next with a chief technology officer of candy dot com. Gary, welcome to the Cube. >>Thank you for having me great to be here. >>So tell our audience about candy dot com Guinea all that you want dot com cool stuff. >>It is cool stuff. It is the endless. I'll just like going to the supermarket and never runs. Oh, it's absolutely perfect. That's actually how we started knowing that there was so much candy out there that people wanted in the lines just weren't long enough to put him in, no matter where you checked out, and we started off being the online candy store, which was a foot in the door, but it was a very small opening at that time. >>One of the things you said when I met you today whilst eating candy that you guys brought thank you very much for that was very appropriate. Um, was that candy? Is recession proof? >>It is. It's it's ah, you know, good times, bad times. You know, people are gonna have birthday parties. People get married holidays. They're going to come. You know, you've had a really great day. It's a candy bar. You know, you've had a really bad day. It's the candy bar. That's just it's an impulse buy, but it's an impulse buy with your favorite. I mean, it's something to comfort more than anything else, actually. And the technology side talk about how you guys were organized. What? Some of the challenges and how does Bumi fit in? Take us through the journey. Sure, when we started out, we thought, How hard could it be doing? Data entry will get the orders. They'll come across, we'll have some people. Instrument to the system will start filling up, you know, and then everything else will take care of itself. And within about a few minutes, we realized that that was probably not going to work. It was not scalable because first of all, data entry is air pro. You know, if you have someone actually trying to do with their, it's not gonna work for us. So we realized that there was a mechanism out there with Edie I and we went to 1/3 party provider to help us with the FBI. And that's how we started with the first couple of integrations and it was good. It got us off the ground and got us further into that door. >>So you started with, um, how many different partners trading partners take us back to kind of the last 10 years of candy dot com and how that Trading Partner Network has grown. >>Oh, it's like the journey. It's still we starts with the first step. We had one that was interested, one that wanted to work with Austin, and we started to do the work with them and figure out how to handle it. But they had multiple divisions, so, you know, there was only one that was 32 actual integrations that had to be done on being a traditional brick and mortar. It's very competitive. So once the word got out that they were work with us, there was a couple other. So we had six pretty big ones lined up early on that we needed to have integrated in up and running very quickly. >>And from a digital perspective, what were some of the initial system's applications that you implemented just start being able to manage and track those trading partner interactions to ensure that you're able to deliver? You know what? The candy, the candy demand that you need to fill? >>It was, sadly, a lot of C S V. A lot of email, a lot of phone calls back and forth. There was a lot of hours, and it was one those ones where we would really just bring in temps and try to keep up with it did not really have a repeatable process or a good technical footprint of what we needed to d'oh way didn't know what we didn't know when we started, and we very rapidly came to become aware of what we needed to do. >>So starting with air P Net sweet brought net Sweden two years ago. Tell us about that and what you thought was gonna solve all of our problems. Well, that's why it's >>a great package because it brought us both order management and it brought us here. Pee in. There were so many models and so much technology behind it and they have a warehouse module. There's, like all we could grow forever With this, it will never be bounded. This is gonna be fantastic. But what we forgot is that it was only as good as the data in there. And if we're using as a manual data entry, it's not going to meet our needs. We needed to come up with a better way in a more efficient way to get the data in. And this was still back in the day when we're trying to fulfill something within a week, much less where we're at today. >>Okay, so where does Bumi fit into play? >>We realized, unfortunately that even when you have an integration up and running and as good as the integration is, some of your trading partners will have changes. They're going to give you a different reference number. They're gonna give you a different requirement. They're gonna make something that was optional now mandatory. So we had problems because it wasn't just also that was impacting everyone that was doing an integration with that trading partner had it. So if I had outsourced it and there was 100 people that had that map. We were one of 100. Sometimes we were one, and sometimes we were as far away from one is possible and you understand that, and you appreciate it because there's only a finite number of hours to get things done. So we understood that to be really profitable and get to the level of service we needed to control the data. And that's when we decided that we needed to bring the E. D I and house. >>So when you were looking for the right integration partner, what was it about Bhumi from a technology perspective and a business perspective that really differentiated it. >>First and foremost, the number one requirement had to talk to nets. We had a have a native nets. We'd integration if it did not talk to net sweet. It wasn't gonna make it onto our plate because we weren't gonna spend the time to reinvent the wheel when obviously the wheel was out there. We had actually done that once before, and it was successful but painful. And there's people out there who build a connection and work to silver partners like blooming in the platinum partners that can go out and they can actually keep up with the release before it comes out. And you're being proactive by the reactive from a business need. It was We can't drop data. We need to be efficient. We need to be timely. We need visibility. And looking at Bumi, it met all those needs. We had a connection into nets. We had a reporting tool. We had error messages coming back. We had everything that we needed to manage our own world and take control of it. Or so we thought >>that look. Okay, so get this implemented. What sort of opportunities is the start opening up? You talked about control there, or so we thought. What have you been able to unlock where control is concerned? In the last few years, >>what we didn't realize with what we were doing is that way. We're just basically turning on everything and trying to run this efficiently and fast as possible. And that was really the wrong approach to take what we needed to do it as some governance to it as some logic to it, too, you know, not compete with jobs. There's there's a finite number of avenues into the back end system, you need to utilize it. But there was also tools that we found out inside this system that handled things like error trapping and retrial, logic and time outs and stuff like that. And as we worked with the subject matter experts at Boom, as we worked with the people at Nets, we in our account managers who would show us things and help us long. We learned a lot more about him. When we went live back in February of 2016 we were very excited. We did 1000 orders into our system and one day and we thought, How phenomenal is this? I mean, 1000 orders. How many more orders could you actually look for? And we very soon realized that there was a lot more orders willing to come into our system if we could handle it. >>So what? So when you first started with Bhumi went from some number 2 1000 orders today. What was that original number that you guys were able to handle when it was more of a manual process? >>It depend on how many attempts we could hire that sometimes it was 100 orders we got in. Sometimes it was 100% dependent on people. Also depend on someone, Remember, understands the spreadsheet. >>The Sun's painful, >>painful and not really easy to plan for. >>But you discovered pretty quickly you went from I won't say 0 to 1000. But somewhere in between that realized tha the capabilities, though of this system was gonna allow you to get 20,000 orders per day. Where was the demand coming from? Was it coming from trading partners was coming from their customers? Was it coming from your internal team seeing Hey, guys, I think there's a lot more power here than we originally thought. >>Well, success begets success because we were able to get an order in now in a timely fashion and ship it out there. All of a sudden, I realized we were shipping orders within 48 to 72 hours. It wasn't taking 10 days anymore, so we had repeat customers, which obviously makes your numbers go up. And then, as you know, your experience is good and you share it because social media is the weight of the world All the sudden, you know if if you tell two friends and they tell two friends we start getting more volume. Damn white starts happening is someone realizes they're losing market share of their brick and mortar website. And who was fulfilling the orders for them if they're doing so well and we're losing business and they start knocking on the door saying what? We'd like to work with you as well. And the other thing, too, is just timing. In the United States, it's pretty warm between April and October, and the bulk of perishable and heat sensitive product will ship through one of our warehouses because we have the thermal controls in the programs in place to give a good experience to make sure the product arrives the way it's supposed to be treated. >>Yeah, you were mentioning that when you were on stage this morning with Mandy Dolly Well, Mami CMO and Jason Maynard from Net Sweet that there are obviously, if you order some chocolate. I wanted to get there in the exact state in which I saw it online, right? But there's you've gotta have a lot of access, invisibility and systems to be able to help you facilitate that temperature control, depending on the type of product. >>Absolutely. So we're very proud of the fact that, you know, we're temperature controlled where humidity controlled were suf certified. We've done everything the right way to make sure that what we do is gonna be the best experience that your food is safe. Because, Paramount, the last thing we ever want to do is to keep a product of someone's gonna make your child sex because, you know, you don't want anyone to get sick. But the worst feeling is apparent is when your kid doesn't feel well. So we understand that Andi have a phenomenal staff. Are Q A team will go through and we have ways to test the product to get to the melting point. And we know different products melted different temperatures, and we determine what those temperatures are. We build those thresholds we do calls out to get the weather. No, I'm shipping it from my location to you. What's the temperature of my It doesn't matter if it's cold at your place. It is 90 where I'm shipping it from. So we look at what is it now? Where is it going? What's it gonna be the next few days? How big is it? You know how much product is in there with that? That isn't heat sensitive. And we have a pretty complex algorithm that we put in place That has really enabled us to handle the summer months and give a good product because, I mean a lot of people like s'mores, but they don't want the pre melted chocolate showing up at their house. >>Would agree. That takes the fun out of the bonfire part, right? Exactly. So let's talk about the people transformation because you were saying your 100% dependent on manual Somebody even sending the spreadsheet little into star inputting data to process X number of orders per day went from almost 0 to 1000 overnight with Bhumi, then saw this capacity for 20,000. How have has your team has other business units within candy like finance? How are they benefiting from all of this? What a presume is massive workforce productivity gains that you're giving everybody? >>Absolutely. It was a great problem tohave because as we got bigger and we started getting more and more orders than we got more and more invoices and you know, we got more and more checks in which we always think it's a good thing, but those checks need to be reconciled. They have to be reconciled against the transaction Inside the Nets week. It's no exaggeration that we would have pages printed out with a ruler going down and highlighting one by one on the invoice to make sure nothing was omitted. And we were spending an individual spent an eight hour day, three days a week, just going through direct missile. One invoice that was coming in and we would get two or three a week from them. So it was painful and again also error prone. And these people are very creative, very smart, and they offer so much more to the business that it was a waste of their time in a waste of their intellect. S o del. Booming, we found out, is not just any eyes phenomenal, Aditi, I but it has all these other tools and won. The tools we had was to be able to take the remittance file from the financial institution, reconcile it against the invoice is in the system and create a C S V import that would run that we have a script for that created a cash payment in our system that would actually close out the invoices and be paid so that we don't take care of it. It was done, and finance would basically get the file and e mail to us. We would file it back and they'd run an import. So instead of 250 hours a week, it was five minutes of file. >>That's a dramatics saving hundreds of hours a month, but also faster time to revenue recognition. >>That's a big one, you know, because when you try to get people discounts or give them brakes or if your terms are out there, it's nice to get it in there and keep your system's clean, because you also have to answer to the end of the month. You know you want to close the books and everything in manual processes. Air one the few things that you can't just throw more horsepower at. >>I'm glad you brought up, though from a resource kind of reallocation. Perspective is, these folks, in particular areas of the business, have value that they're not able before weren't able to really unlock and deliver. Now, with the technology in place, they're able to probably focus on more strategic areas of the business or more strategic projects. I also imagine your sales. We said faster time to revenue in revenue recognition, but big boost to candy dot comes sales. Since you've implemented the technology >>direct, I mean the sales numbers have just grown. I mean, as much as we do. No do are forecasting and think where it's going to go. Wee wee drastically underestimated this year. The summer was very, very good to us. Our first year under booming, we ran for 11 months. We did a little over 600,000 orders for that first year. In comparison, in June, July and August this year, we did over a 1,000,000 orders. That's a lot of chocolate. So a >>lot of candy, >>most certainly >>busier time, period. I mean Halloweens in a few weeks, Christmas is coming. How does that compare in terms of like the Flux >>way? Have a peek? Obviously, Halloween Halloween is obviously the time, of course. November 1st, our orders are zero because everyone walks in with a pillowcase of candy from their kids to the office, so it literally goes from a 1,000,000 miles an hour or two nothing, and it's it's kind of eerie. But throughout the summer we stay very, very busy because a lot of the market places don't have the facility and listen, they're great, you know, it's one stop shopping. They have everything, but everything is in a warehouse in that entire warehouse is not properly controlled to handle food products. So they decided it was an advantageous for them to ship, you know, during the summer, and it's poorly monitored as a summer Shipp program. But it's really more of a heat sensitive program because we'll add the thermal product to protect the thermal packaging to protect the product, even in February. I mean, there's some spots in Florida in Texas at a pretty one that you want to protect the item. So it's a heat sensitive program that we're very proud of, and we keep advancing and we keep growing. And, you know, I have. I'm very fortunate. I have a great team. I mean, we're not gonna call out, you know, like Jim and Scott, because that would be wrong to deal with. These guys have been with me from the start, and they put the E. T. I in place. They put the scripting in place that the guys were just, you know, rock stars on. Do I look good because of their effort? And I'm very, very proud of the team we've assembled that does this to make sure that you're and satisfaction is always met. >>Awesome story. So I imagine you know, when we hear like, four out of five dentists recommend this kind of bet. Is the fifth dentist recommending candy dot com? Is that where that guy's been? >>Yeah, he's got four kids >>going through college and >>everything, so he figures candy dot com to go. Way to make the money to make sure those tuition skip. >>All right. Well, Gary, it's been a pleasure to have you on the keys. Thank you for sharing what you're doing with bhumi at candy dot com. We appreciate and thanks for all the candy. >>Oh, our pleasure. Thank you very much for having been a great couple of days. I'm glad to be part of it. >>All right. Our pleasure for John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 19. Thanks for watching

>> Live from Las Vegas it's theCUBE covering the AWS Accenture Executive Summit. Brought to you by Accenture. >> Welcome back everyone to theCUBE's live coverage of the AWS Executive Summit. I'm your host Rebecca Knight. We have two guests for this segment. We have Tauni Crefeld. She is the Managing Director, communications, media and high-tech at Accenture. And Adam Burden, Chief Software Engineer at Accenture. Thanks so much for coming on theCUBE. >> Happy to be here. >> So we are talking today about the future of platforms and Adam, I'm going to start with you to just sort of give our viewers a lay of the land here. It's been a few years since platform development really hit the scene. >> Sure. So it's been an interesting space for us as well. When I talk about what's happening in this area, I like to break it up into the how, the now and the wow. And the how is really what is created or enabled by these platforms. It really is extracting away the complexity. This plumbing and difficult parts of building software bespoke and systems. And it's making that complexity sort of disappear so that the real effort is expended upon building systems and enabling business value. And when we talk about how that has changed the way that we look at systems integration and development, it's actually enabling this thing that we call the renaissance of custom to a degree. And that is really kind of the how. And in the now side of this, it's interesting. When we first started tracking this space, these platform areas, I want to say it was close to eight years ago, we actually called it the Helen of Troy effect. Right? So we had the face that launched 1,000 ships. There literally were 1,000 platforms out there floating around in the ocean and some of them had a lot of sailors on it. And a few of them were just dinghies but. Now what we're seeing happen is this consolidation of platforms and it's taken a couple of different forms. Sometimes you got something like one of these really popular open source platforms like Cloud Foundry. And it's actually becoming sort of an OEM product inside of a lot of other platforms. So you see Cloud Foundry now inside of things like SAP Cloud Platform, for example. So it's popping up in surprising places. Plus you can also use the community version. But that consolidation is now sort of channeling down the number of platform options, environments that are available to build things on top of. So that's a very interesting development that's happening right now. And the wow is what's happening, you know, tomorrow. And I tell you, I see some remarkable things on the horizon. Working with our ecosystem partners, that really will change the way that clients, business, the enterprises, especially the ones that have ambitions to be the high performers of tomorrow, how they're going to enable business applications and systems for their customers. And when you talk about things like low-code and no-code platforms, imagine a scenario where you can talk to an intelligent agent and describe the system that you want to build and the scaffolding for that is created for you. So really remarkable advances and leaps forward coming ahead in the platform space and when I think about the how and how we've gotten here. The now and the wow. It's just an exciting time to be working in this area. >> So what are some of the primary benefits? As you said, you're talking to clients who want to become the high performers of tomorrow. What kind of successes are you seeing? >> So I would really group that into probably two things, Rebecca. I think the first one is around agility. One of the things I like to say is that the pace of technology change will never be as slow again as it is today. And it's sort of a daunting thing. >> Which is mind boggling in itself. >> It is. It's kind of daunting. And being here at AWS re:Invent, we're about to be bombarded with an unprecedented number of new product and capability announcements over the next couple of days. It's hard to absorb all of these things. And hard to be able to take advantage of them and for our businesses and our clients who we work with, they are looking for agility. And that's one of the key benefits that you get out of being on one of these or a part of one of these platforms. It allows them to be more responsive to the market and they can do it in a way which is really enabling them to deliver solutions faster and better than ever before. And think about the competitive threats that they're facing, right? With cloud technologies, like AWS, we really, we've democratized a lot of compute like never before. So because of that, it's a lot easier for a start up or even a company in an adjacent industry to come in and say, I'm going to start doing things in this space. I'm going to sell roofing products and I'm a car manufacturer, for example. And when you have things like that happening and it's so easy for competitors to get in and be disruptive, it's really important to business that you can move quickly. And these platforms enable just that. So agility is clearly one of them. And then the other one is around innovation. If you think about how hard it would be for my colleague here, Tauni and I if we were going to build a new customer service system that had natural language processing and a virtual agent technology in it and we were going to try and build this in our own data center, right? Stand up the infrastructure. Set up all the services. Be able to do this. Train the models ourselves. We're talking about something that could takes months or years even, just to get to the point where we're ready to start building. Yet, today, with a lot of these platforms you don't have to do any of that. You can start tomorrow and it's all as a service. It's on tap, it's on demand. And if you're going to be one of these high performers of tomorrow, using it as an innovation platform is absolutely a key component of the success of the future for that business, no doubt. >> Tauni, I want to bring you in here a little bit to the conversation. So talk to me about a specific example of a platform that Accenture has been working on. >> So I'd like to highlight OpenAP. It's just a great example of what Adam was talking about where it was a consortium of media giants that came together to build a new platform really to disrupt the broadcast TV industry and find a way of doing targeted advertising more effectively. So broadcast TV is usually done based on gender and age demographics, that's it. They wanted to find a way of really being more specific. Targeting veterans or people who want to buy trucks or whatever. And they did this by wanting to create a cloud platform that would become the marketplace between agencies and the broadcasters. You know, but because it's a consortium, there's no infrastructure, there's no starting point. It was from thin air, from scratch and they, because of the broadcast industry timelines, they wanted to do the entire, from idea to launch, in five months. And we couldn't have done that if, to Adam's point, we had to create, you know, put in servers and all that stuff. We were able to do all of that because we were able to leverage AWS as a baseline and get started with the development almost immediately. >> So talk a little bit more about this OpenAP. So it's a consortium of media companies and sort of looking at their digital competitors, with a little bit of envy here of wow, you can slice and dice your target customers so finely and you know exactly who they are, what they want to buy, what their consumer proclivities are. And they wanted to be able to do the same. >> Right. Yeah, so there's a lot of analytics that they wanted to leverage and do it in a way that there was a standard across the different media companies cause they realized that the biggest threat was coming from digital not from each other. So they kind of got together and said, hey let's find a way of doing this more frictionless. Make it more seamless. We can have a lot of the data and analytics behind it so that you could target, like I said, you know veterans or whatever. And by doing so, they're able to create that marketplace. But to do that, we had to really make it easy to use. We had to build custom UI's. Back to exactly, the Renaissance of custom. There's nothing out there in the marketplace that would do this. They were the first ones in there to really disrupt the marketplace. So it was custom UI's. API's. The whole set of capabilities that needed to be done for the consortium. >> So Adam, in terms of these platform services, talk a little bit about what you have learned so far and sort of the best practices that have emerged. The nuggets of wisdom. >> Well, thanks Rebecca. I love it when people ask me that question because then-- (Rebecca laughs) I have two things that I think are really important to keep in mind with that. One of them is that if you're building green field applications, right? It's actually time to throw the baby out with the bathwater. And it's a bit hard sometimes cause there's a lot of inertia in enterprises about how you do things and how things have been done. And a lot of times they can be quite conservative too, about their approaches. So for example, if you're going to use a platform but what you're going to do on that platform is you're going to stay using waterfall development techniques you're going to have releases every three or six months or something. That's just not going to meet your businesses expectations anymore. It goes back to what I was saying a few minutes ago about the speed of change in technology. It's just not going to keep up with what potentially competitors are going to do. So, you have to throw of a lot of that baggage that you've carried with you for a long time. A great example I like to talk about in this space is actually site reliability engineering. This is a pattern for solving architecture problems that it really has become quite popular in the last couple of years and what it allows you to do is to release software a lot faster, but you have more circuit breakers inside of your applications that allow it to gracefully degrade if there's some sort of defect or problem that happens so that your customer's, your business partners, your employees, they don't see an outage. What they see is a slightly degraded service. They don't get something where it say's "404: site not available" they get a slightly degraded service. And if you follow those patterns well, you can deliver software a lot faster with higher degrees of quality but you have the comfort and assurance that it's going to do that. That actually helps you get over some of the cultural barriers as well. >> Well those cultural barriers, and I'm interested in your experience at OpenAP, too. What you just described is exactly right. Is that there is this inertia. There is this, enterprises, we've been doing things our way for a long time and they're not broke. So, can you talk about the challenges of having to overcome that? >> Yeah You know, with the consortium, we had a little bit of an advantage in that it was pure green field and the consortium was very specific about the first pain points they wanted to focus on and really wanted to build it as an MVP, you know minimum viable product, not trying to do everything at once and that was really key to us. So once we really knew what they wanted to do we put in all of the DevSecOps, agile practices so that we could move fast. We did automated testing and test harnesses and built in the security, the scalability, the performance from the beginning so that we weren't halfway down the road and then had to try to bolt that stuff in later. And we really all had a vision of what we needed to get to and we were able to leverage all of the modern technology practices to get there. I'm not going to say it wasn't hard. Five months was kind of crazy especially because it had to be ready to launch and go live. And in fact we had a beta day which was industry experts coming to test it hands on demo at Paramount Studies in California. Like no pressure, 4 months after we started. And it was awesome. But it was because we had the vision and then we had all the new tooling and the technologies and the ability to build in some of that stuff from the beginning. Which I think in a green field scenario really helped us. >> Adam, final word in terms of next years AWS Executive Summit, what are we going to talk about? We're already talking about the future platforms, what is going to be next years buzz? >> So the thing, next years buzz. I really think that there's going to be this momentum towards something called go native. And this is going to be, so there's a lot of enterprises that are taking advantage of clouds today but they're using it as compute storage and power and the real value for them is going to be unlocked by taking advantage of the native services that are there. And when we think about things that AWS re:Invent has announced in the last couple of years and I'm sure it's going to come up this year. Think about things like Lambda and Aurora and others. These are native cloud services that taking advantage of those and not just sort of bringing the other components of your older architecture with you. That will really unleash a new era of innovation for your company. You'll be able to do things faster and better. And you'll have even better outcomes for your clients, your customers and business partners than you would otherwise. So, go native. >> Go native, okay! You heard it here first folks. Adam, Tauni, thank you so much for coming on theCUBE. It was great talking to you. I'm Rebecca Knight, we will have more of theCUBE's live coverage of the AWS Executive Summit coming up in just a little bit. (upbeat music)

>> Narrator: Live from Las Vegas, it's theCube, covering NAB 2017, brought to you by HGST (lively music) >> Hey welcome back everybody, Jeff Frick here at theCube. We're here at NAB 2017 again with 100,000 of our friends. It's a crazy, busy conference. I think it's got three halls, two levels on each hall, more stuff than you could ever take in in four days, but we're going to do our best to give you a little bit of the inside, and we're going to go down a completely different path here with our next guest. We're really excited to have Linda Tadic on, she's the founder and CEO of Digital Bedrock. Linda, welcome. >> Thank you Jeff, happy to be here. >> Jeff: Absolutely. So for those that aren't familiar with your company, give us a little bit of an overview. >> Well what we do at Digital Bedrock is we provide the managed digital preservation services that are required to keep digital content alive. [Jeff] Okay, so managed digital preservation. [Linda] Yes. >> Okay, so what does that mean? >> Managed, meaning we do the work for you. You just have to give us the files and we take care of it, so you don't have to license software, you don't have to train people, you don't have purchase all the infrastructure, no big CAPEX, we just do the work for you with our staff and infrastructure. >> Jeff: Okay. >> Digital, meaning its all digital content. Any format, any kind of content, we don't care. And then preservation. And so what that means is keeping the content alive so it can be used in a hundred years. And that's not just storing it, because that means you have to know everything about how that file was created so that you can monitor obsolescence, because digital files will become obsolete over time. >> So it's a really different kind of spin because we're here in the HGST booth, and a lot of talk about storage or storage people all around us. But when you talk about archiving and preservation, how do you delineate that from just, it's a backup copy, I know I have a backup copy on a server someplace? >> Yeah, so the preservation part of it is it has to live somewhere. I mean the bits have to live on something, and so it can be spinning disk, it can be solid state, it can be tape, and so storing it is the easy part actually, but then the hard part is the managing it. So you want to make sure those bits are okay, that the bits are healthy, so you will be doing fixity checks over time, according to a schedule, and then you want to also make sure that the file formats themselves, so everybody's concerned about migrating the data onto other storage media in the future 'cause you just have to do that, end of life, you have to move things along, but it's those formats that can become obsolete over time, which means let's say you have a format, a specific format, which requires a software to render it, which requires an operating system for it to run, which requires a chip or a piece of hardware or a file system to run. So what you have to do is you have to monitor all those vulnerabilities in order to keep that format alive. So you have to either migrate it or you can emulate it, or use another software, or you can do nothing and just keep the bits alive until you can do something with it. >> So you'll do those things, so you'll, if there's a new file format that comes out next year to NAB that's the new preferred, the format, you'll take some of those assets you have in your protection, and go ahead and recreate them in whatever feels like a viable format going forward? >> Actually we don't do that. We don't do the transcoding work. What we do is we monitor it. We have a separate database that's tapped into our support database. It's called the Digital Object Obsolescence Database, or the DUDE is what we call it >> That's a good thing. >> So in the DUDE it's monitoring all those, what version of a software can be used to be able to render a file. So if something in our database suddenly is flagged as being, uh -oh, this is not, it's endangered now, because one of those vulnerability factors has now been deprecated, we'll notify the client and we'll say you have all these files you've given us to preserve that are now endangered. But we can't just do the media transcoding because you know that those digital objects also then have perhaps these underlying files that feed up into that object. If you change one of those subsidiary files, you can't then render that final object. And so you have to be very careful not to just suddenly flip something and change it. So we tell the client here's the files and here's all the relations between all the files, and here's what you can do to migrate it or to keep it alive. But we won't do that work for them because they probably can either do it themselves, they have to choose first of all what they want to do, or they might have a preferred vendor themselves who will do that work for them. >> Jeff: And the other piece you talk about a lot, in doing some research before we sat down, is the metadata, and how important the metadata is. There's a lot of conversation about metadata, especially in media entertainment because there's the asset itself that you need all this other information, so I wonder if you can give us kind of the 101 on metadata and why it's so important and maybe not necessarily just the 101, but something a little bit more advanced that people don't think about when they think about metada. >> Right. I would say that most of the folks here at the event, at NAB, they're thinking about metadata in two ways. One is the description, which is describing the content, so what is the nature of this content, what is it about, what's in it, do you want to search for a particular scene or a particular clip, and that's based on the content. They also may be thinking about technical metadata but technical metadata in the sense of interoperability with machines. And so you want to know that the software can work with this or with this system or whatever, and that's why this camera can then work with a certain system, and that's all because of the technical metadata behind the scenes. What they're not thinking about is the metadata that is required to keep that content alive. And that's all those obsolescence factors, and in order to monitor all that obsolescence as we do in the DUDE, is where you need to be able to validate a particular format. And you know immediately, yeah, this was shot with this camera, and it's a certain kind of raw format, it's this version of it, which can only be used in this particular system. >> A lot of complex variables that are moving very very quickly. >> A lot of metadata, yeah. >> I mean in the typical bit of technical metadata we extract off a file, we'll get over 400 bits of metadata and that's not even the descriptive metadata. >> 400 bits, 400 different classifications >> 400 different elements of metadata. And we just pull it off the file. >> Jeff: Wow. >> And if that's not complicated enough, we were talking a little bit before we turned the cameras on about virtual reality and a whole different way of really describing that experience. Probably experience is a better word than asset because there is no asset until you engage with what the software is feeding into your experience. >> It's kind of virtual metadata when you kind of think about it because it's like, so there's a code that creates the software for the virtual reality to all work, it's all required, but the actual experience that is what the human, the person who's using the software and how they're interacting with it, and so that metadata about your experience in the content is in your head. Unless you're recording it as you're going, your experience, and so then there's an output of it, but otherwise it's all in your head, in your experience. >> It's fascinating. The other piece we've heard a number of times here is, especially now with all the different content distribution methods, there's many many flavors of the same file. So are you keeping track of all the different variants as well? >> Yeah. And so in fact in the research for the DUDE, 'cause it's humans who are doing the research to add the data to the DUDE, they'll say okay, great, this one software works with all these different operating systems except for this one package that went out, so it's somewhere in the middle, so we can't even say this range from here to here, and we'll work with it, oh no, but there's always an exception in between. So it's very complicated. >> So it's complicated and expensive in a lot of versions, and storage is getting cheaper every day, but it's not free >> right >> and managing is not free, and so it begs a value question, and I'm sure you can bring up all kinds of sad tales of phenomenal assets that were lost in the past. But how are people thinking about the value of these assets so that they feel comfortable making the investment in this preservation and archiving. >> Yeah. Two different mindsets I think that people have to just start adjusting to. One is they're just creating so much data they need to start doing appraisal and retention policies on them. You can't save everything, you shouldn't have to save everything. So that means you should really in reality set those policies at the point of when you're shooting, when you're creating it, so that it's automated, so that it's not at the end of a huge project when you have a petabyte of data there. That's not the time to choose what you want to keep. You need to set that policy in advance and try to automate it. >> So are there best practices? What are some of the best practices? Or are there some reference points that people should kind of start from I guess? >> I think the bottom line that they should be thinking about is let's say that in a hundred years, so thinking about Paramount. Paramount just had it's 100-year anniversary. And they were able to go back to their original nitrates and digitization and they're showing films that were made a hundred years ago. So what about the content being created now? What if in a hundred years you want to be able to have your own one-hundred-year retrospective? What would you need in order to be able to render the file that you're creating now in order to show it then? So what elements do you need to keep in case you need to restore it or recreate it? So that's one thing you have to think about. >> That feels like it could be a complete rabbit hole though. >> It could be. >> So that's why you have to think about the bottom line, the hundred years. Now of course in a hundred years who knows, 'cause of all of this artificial intelligence and all of this automated capture, then there could be systems that will just recreate it for you. So you might, you know, I'll be out of business, as I call it, the virtual Linda. I'll be out of a gig in a hundred years. >> So this is a fascinating area. How did you get involved in this area? I started out as a creator, so I was a composer and a filmmaker way back when, but then I got into the archival community, the archival field. So I've been working in audiovisual, film video, auto and then digital. Really starting in 2000 all my work's been in digital format and doing that preservation because all of this content is important to me and whether it's your own personal home videos or images, of your kids when they were born, it's all digital or whatever, to a studio product a station, government documents, it doesn't really matter. If that content is important to you, it should be preserved, because it documents your personal history, it documents our cultural history, it documents governments who are going forward for evidence, for law enforcement, all of that if it has to be preserved you have to really focus on that and how to keep it alive. And it's all important, and that's why I got into it. >> And as you spoke, you're involved in some really interesting cultural heritage preservation, which is a completely different kind of value chain than a movie or my home video of the kids. I wonder if you can kind of talk us through that use case that you described earlier, 'cause this is a very different way to think about virtual reality, preservation, and digital assets. >> Yeah. So I also do some consulting work, and I'm working with this organization in Dunhuong, China, which is on the Western part of China, so that's out in the Gobi Desert, far out. So what this organization is in charge of are these caves that were created by Buddhist monks starting in three sixty four A.D. going up to around eleven hundred A.D. Hundreds of caves out in the desert, carved out of sandstone and the monks would then paint murals, and beautiful, incredible murals showing Buddhist culture, history, and the culture of the time. You can see how people lived, how they farmed, 'cause they have that representation on the murals. So the Dunhuong Academy, they came to me and they said they're doing digital capture of the caves, high-res capture of the murals, and they said Linda, these caves are fifteen-hundred years old. We know they will not be around in fifteen-hundred years, so these digital assets must be around in fifteen-hundred years, 'cause those will be the only representations of these caves that are there. So I'm helping them build a digital repository to keep those digital images alive. Because if they are, they consider them to be the embodiment of the caves. So I've seen some great examples of virtual reality implementations in the cultural heritage environment, again thinking about some of these critical places around us, in the world and the environment. They won't be around in fifteen-hundred years, either because humans have destroyed them, through the environment, or just natural deterioration and destruction. So what virtual reality can do is go out and capture those environments, capture those sites, so that we can experience them, or people can experience them when those sites are no longer around. If the humans are still around in fifteen-hundred years. >> Fascinating. And what a great application of virtual reality. >> Yes, absolutely. It's my favorite. And entertainment is fun, to pretend you're somewhere, but it's not just to go to a different site, go to a different place. >> I want to shift gears just a little bit. As you've done all this archiving and you look at these old movies, 'cause we're here at NAB and it's all about media entertainment, I'm curious if you have any kind of historical perspective of how the storytelling has changed over time. Is there a consistent thread that you see or just reflection as you've spent so much time with this historical archive footage, that you could share with the audience, that maybe will get them to go look at the ... that aren't opening this weekend at your local cineplex. >> Okay, so think about film. So film in the early days was basically just a representation of theater. Because that was the moving art form of the time. And so it was really static, just one camera standing there and people would act in front of the camera. And then of course that changed what with D.W. Griffith and others to mold the intercutting into the show and then things happening at the same time in different locations, that was really radical in 1912, 1913, just over a hundred years ago. And then you go into the golden age of cinema in the '30s and the spectacle, and so it's more, and so now we're in the age of virtual reality where instead of we're being told a story, it's more like we are part of the story and going through that. And we'll see how if people still want to go back and return to "tell me a story," just like when we were little kids we all wanted "tell me a story daddy and mommy," kind of thing so when we're in the theater maybe we want to be told that and just be engrossed in somebody else's story and relax our brains instead of feeling like gosh I just want to rest and relax, do I have to interact with this thing? >> Right. Do I have to work? I'd rather have somebody who's really good at it, like Quentin Tarantino, tell me his interpretation of this story. >> So I'm really curious to see, it's still new with virtual reality and augmented reality to see how it's going to really expand. And people ... it might just be a fad, I know people who don't want to hear that, but it has all these other great uses as a cultural heritage or in gaming and that kind of thing it's totally fun, but for narrative, sometimes you just want a story. >> Well Linda, you're doing great work, so we have to let you get back to the booth so that more people can take advantage and keep track, and I think the word that you used a number of times, keep these things alive for future consumption, not just in cold storage in a vault someplace. >> Yes, absolutely. >> Alright, well thanks again Linda for stopping by. >> Thank you. Thanks so much Jeff. >> Alright. Linda Tadic. I'm Jeff Frick. We're at NAB 2017, you're watching theCube, and we'll be back after this short break. Thanks for watching. (lively music)