>>from our studios in the heart of Silicon Valley. Palo ALTO, California It is a cute conversation. >>Hi, and welcome to the Cube Studios for another cube conversation where we go in depth with thought leaders driving innovation across the tech industry. I'm your host, Peter Boris. Everybody's talking about the cloud and with the cloud might be able to do for their business. The challenge is there are a limited number of people in the world who really understands what it means to build for the cloud utilizing the cloud. It's a lot of approximations out there, but not a lot of folks are deeply involved in actually doing it right. We've got one here with us today. Wound Junk is thesis CEO and co founder of Clue Meo Womb. Welcome to the Cube. >>Happy to be here. >>So let's start with this issue of what it means to build for the cloud. Now Lou Meows made the decision to have everything fit into that as a service model. What does that practically need? >>So from the engineering point of view, building our sauce application is fundamentally different. So the way that I'll go and say is that at Cuneo. We actually don't build software and ship software. What we actually do, it builds service and service is what you're actually shipped our customers. Uh, let me give you an example. In the case of Kun, you they say backups fail like so far sometimes fails. We get that failures too. The difference in between Clooney oh, and traditional solutions is that if something were to fail, we are they one detecting that failure before our customers do Not only that, when something fails, we actually know exactly why it failed. Therefore, we can actually troubleshoot it, and we can actually fix it and operate the service without the customer intervention. So it's not about the books also or about the troubleshooting aspect, but it's also about new features. If you were to introduce a new features, we can actually do this without having customers upgraded call. We will actually do it ourselves. So essentially it frees the customers from actually doing all these actions because we will do them on behalf of them >>at scale. And I think that's the second thing I want to talk about quickly. Is that the ability to use the cloud to do many of the things that you're talking about at scale creates incredible ranges of options that customers have at their disposal. So, for example, a W s customers of historically using like snapshots to provide ah modicum of data protection to their AWS workloads. But there are other new options that could be applied if the systems are built to supply them. Give us a sense of how clue Meal is looking at this question of, you know, snapshots were something else. >>Yes, so, basically, traditionally, even on their own prints, out of the things you have something called the snapshots and you had your backups right, and they're they're fundamentally different. But if you actually shift your gears and you look at what A. W S offers today, they actually offers the ability for you to take snapshots. But actually that's not a backup, right? And they're they're fundamentally different. So let's talk about it a little bit more what it means to be snapshots and a backup. Right? So they say, there's a bad actor and your account gets compromised like your AWS account gets compromised. So then the bad actor has access not only to the EBS volumes, but also to the snap shows. What that means is that that person can actually go in and delete the E. V s volume as well as the TVs. No options. Now, If you had a backup, let's say you are should take a backup of that TVs William to whom? You, that bad actor would have access to the CVS volumes. However, it won't be able to delete the backup that we actually have, including you. So in the whole thing. The idea off Romeo is that you should be able to protect all of your assets, that being either an on Prem or neither of us by setting up a single policies. And these are true backups and not just snapshots. >>And that leads to the last question I have, which is ultimately the ability to introduce thes capabilities. At scale creates a lot of new opportunities that customers can utilize to do a better job of building applications, but also, I presume, managing how they use AWS because snapshots and other types of service can expand dramatically, which can increase your cost. How is doing it better with things like native backup service is improve customers ability to administer the AWS spend and accounts. >>So great question. So, essentially, if you look at the enterprises today, obviously they have multiple on premise data centers and also a different car providers that they use like AWS and azure and also a few sauce applications. Right? So then the idea is for Camilo is to create this single platform. What? All of the stains can actually be backed up in a uniform way where you can actually manage all of them. And then the other thing is all doing it in the cloud. So if you think about it, if you don't solve the problem, fundamental in the car, their stings that you end up paying later on. So let's take an example. Right. Uh, moving bites moving bites in between one server to the other, traditionally basically moving bites from one rack to the other. It was always free. You never had to pay anything for that. >>Certainly in the data center, >>right? But if you actually go to the public cloud, you cannot say the same thing, right? Basically, moving by across AWS recent regions is not free anymore. Moving data from AWS to the on premises. That's not for either. So these are all the things that any, you know, cop provider service provider, because has to consider and actually solved so that the customers can on Lee back it up into Clem you. But then they actually can leverage different cloud providers, you know, in a seamless way, without having to worry all of this costs associated with it so criminal we should be able to back it up. But we should be able to also offer mobility in between either aws back up the M word or the M. C. >>So if I can kind of summarize what you just said that you want to be able to provide to an account to an enterprise the ability to not have to worry about the back and infrastructure from a technical and process standpoint, but not also have to worry so much about the back and infrastructure from a cost of financial standpoint that by providing a service and then administering how that service is optimally handled, the customer doesn't have to think about some of those financial considerations of moving data around in the same way that they used to have. I got that right? >>I absolutely yes. Basically multiple accounts, multiple regions, multiple couple providers. It is extremely hard to manage. What come you does? It will actually provide you a single pane of glass where you can actually manage them all. But then, if you actually think about just and manageability this actually you can actually do that by just building a management layer on top of it. But more importantly, you really need to have a single data repository for you. For us to be able to provide a true mobility in between them. One is about managing. But the other thing is about if you're done, if you're done with the real divide way, it provides you the belly to move them and leverages the cloud power so that you don't have to worry about the cloud expenses but whom you internally is the one that actually optimizing all of this for our customers. >>Wound young cto and co founder of Cleo. Thanks very much for being on the Q. Thank you. And thank you for joining us for another cube conversation. I'm Peter Bursts. See you next time

>>from our studios in the heart of Silicon Valley. Palo ALTO, California It is a cute conversation. >>Hi, and welcome to the Cube studios for another cube conversation where we go in depth with thought leaders driving innovation across the technology industry. I'm your host, Peter Boris. Digital businesses affecting every enterprise of every size, small and large, and the types of solutions that required the types of outcomes that are being pursued are extremely complex and require an enormous amount of work from some of the best and brightest people on the business side as well as the technology side. And that means not just from a large company. It means from an entire ecosystem of potential sources of genius and insight and good hard work. So the consequence for every enterprises, how do they cobble together that collection of experts and capabilities that are gonna help them transform their business more successfully, Maur completely and more certainly than they would otherwise? And that's we're gonna talk about today. Today we're here with Kelly Ireland, who's the founder and C E o. C. B Technologies. Kelly. Welcome to the >>Cube. Thank you, Peter. Happy to be here, >>so let's start by finding a little bit about CV Technologies to also about what you do. >>Um, I have a IittIe background, so I have been in it for 40 years. In 2001 I decided I had a better idea of how to both support clients as well as my employees. So I opened CB Technologies were value added reseller, um, and then say about five years ago, I decided to do some transforming of the company itself. I saw what was going on in the industry, and I thought this was the time for us to get going. Turned out we were a little early, but we wanted to transform from what you would call it the value added reseller two systems integrator. Because that was the only words what they had for. You know what that end result would be? Now I've heard it's the, um, domain expert integrator, which we like a lot better. And what we've done is gone from this value add, which we've all seen over the last couple of decades, into actually engineering solutions, and mostly with consortiums, which will talk about of the O. T. I t. Convergence and what's going to be needed for that to make our customers successful. >>Well, you just described. In many respects, the vision that businesses have had and how it's changed over years were first. The asset was the hardware. Hence the var. Today, the asset really is the date of the application and how you're going to apply that to change the way your business operates the customer experiences, you provide the profitability that you're able to return back to shareholders. So let's dig into this because that notion of data that notion of digital transformation is especially important in a number of different names, perhaps no more important than in the whole industrial and end of things domain. That intersection of I t know Tia's, you said, Tell us a little bit about what you're experiencing with your customers as they try to think about new ways of applying technology technology rich data to their business challenges. >>We'll use the perfect word you said dig, because this is all about layers. It's all about it was technology and software. Now it's about technology, software and integration. In fact, the conversations were having with our clients. Right now we don't even talk about a no Yim's name. Where before you would. But we haven't our head. What? We know what would be best. What we look at now is the first thing you do is go in and sit down with the client. And not only with the client, the you know, the executives or the C I or the C T. O's et cetera, but the employees themselves. Because what we've seen with I I I o t o t i t Convergence, it's You have to take into account what the worker needs and the people that are addressing it that way. Um, this project that we started with Hewlett Packard Enterprise, they started up what we call the refinery of the future. It could be acts of the future. It doesn't really matter. But it was getting at least up to five use cases with a consortium of partner companies that could go address five different things within the refinery. And the reason that I think it's been so successful is that the owner, the CEO Doug Smith and the VP of ops Linda Salinas, immediately wrap their arms around bringing employees. They're a small company there, maybe 50. They brought half of them to HPD Lab to show them what a smart pump laws for their chemical plant text. More chemical in Galina Park in Texas. Starting from that, it was like they put him on a party bus, took them down, put them in the lab, told them, showed them what a smart pump was and all of a sudden the lights turned on for the workers. These are people that have been, you know, manual valves and turning knobs and, you know, looking at computer screens they'd never seen what a smart, censored pump waas all of it sudden on the drive back to the company, ideas started turning. And then HP took it from there, brought in partners, sat everybody in the room, and we started feathering out. Okay, what's needed. But let's start with what the client needs. What do those different business users within the chemical plant need, and then build use cases from that? So we ended up building five use cases. >>Well, so what? Get another five years cases in a second? But you just described something very interesting, and I think it's something that partners have historically been able to do somewhat uniquely on that is that the customer journey is not taken by just an individual within the business. What really happens is someone has an idea. They find someone, often a partner, that can help them develop that idea. And then they go off and they recruit others within their business and a local partner that has good domain expertise at the time. And energy and customer commitment could be an absolutely essential feature of building the consensus within the organization to really accelerate that customer journey. If I got that right? >>Absolutely, absolutely. And what we saw with Refinery of the Future was getting those partnerships HP East started. It created the project kind of through information out to many of their ecosystem partners trying to gain interest because the thing was is this was kind of our bet was a very educated bet, but it's our bet to say, Yeah, we think this makes sense. So, you know, like I said, I think there's about 14 partners that all joined in both on the I t om side the ot oh am side and then both Deloitte and CB Technologies for the S. I and like expert domain expert integration where you really get into How do you tie OT and I t together? >>All right, so we've got this situation where this is not As you said, It's not just in the refining process, manufacturing businesses. It's in a lot of business. But in this particular one, you guys have actually fashioned what you call the refinery of of the future has got five clear use cases. Just give us an example of what those look like and how you've been RCB technology has been participated in the process of putting those together. >>Um, the 1st 1 was pretty wrapped around Predictive Analytics, and that was led by Deloitte and has a whole host of OT and I t integration on it >>again, not limited to process manufacturing at all >>at all, but and a good group, you know, you have national instruments, Intel flow. Serve. Oh, it's ice off Snyder Electric, PTC riel, where they're such a host >>of the >>consortium and I I think what was most important to start this whole thing was H P E. Came in and said, Here's an MOU. Here's a contract. You all will be contract ID to the overall resorts results. Not just your use case. Not just one or two use cases you're in, but all five because they all can integrate in some sense so >>that all can help. Each of you can help the others think. Problems. Truce. That's the 1st 1 about the 2nd 1 >>The 2nd 1 is video is a sensor that was Intel CB Technologies. I think we have as you're in there as well, doing some of the analytics, some P T. C. And what that was all about was taking video. And, you know, taking a use case from Linda and saying, Where where do you need some sort of video analytics Taking that processing it and what we ended up doing with that one was being able to identify, you know, animals or aggressive animals within the train yard. A downed worker transients that shouldn't be there because we can't decipher between you know, someone that's in text marks p p ease versus somebody that's in street clothes. So taking all that analyzing the information, the pictures, training it to understand when it needs to throw and alert >>lot of data required for that. And that's one of the major major drivers of some of the new storage technologies out there. New fabrics that are out there. How did that play? A role? >>As you can imagine, H p E is the under underlying infrastructure across the entire refinery. The future from compute with the, uh, EJ data center into the Reuben network into nimble storage for storing on site. Um, what we're finding, no matter who we talked to in the industry, it is. Most of them still want to keep it on Prem. In some sense, security. They're still all extremely cautious. So they want to keep it on Prem. So having the nimble storage right in the date, having the edge data center having everything in the middle of this chemical plant was absolutely a necessity. And having all of that set up having my team, which was the C B Tech team that actually did all the integration of setting up the wireless network, because guess what? When you're in a different kind of environment, not inside a building, you're out where there's metal pumps. There's restrictions because ah, flash could cause an explosion so intrinsically safe we had to set up all that and determined how? How could we get the best coverage? Especially? We want that video signal to move quite fast over the WiFi. How do we get all that set up? So it takes the most advantage of, you know, the facility and the capabilities of the Aruban network. >>So that's 12345 quickly were >>three worker safety, which hasn't started yet. We're still waiting for one of the manufacturers to get the certification they need. Um, four we have is connected worker, which is on fire, having a work >>of connected worker on fire and worker >>safety. >>Yeah, they don't sound, but just think of all the data and having the worker have it right at his fingertips. And, oh, by the way, hands free. So they're being ableto to take in all this data and transmit data, whether it's by voice or on screen back >>from a worker central perspective, from one that sustains the context of where the worker is, what stress there under what else? They've got to do it said. >>And and what are they trying to complete and how quickly? And that's where right now we have r A y that's in the 90% which is off the chart. But it's and and what's great about being at Text Mark is we actually can prove this. I can have somebody walk with me, a client that wants to look at it. They can go walk the process with me, and they will immediately see that we reduce the time by 90%. >>So I've given your four. What's the 5th 1? >>Acid intelligence, which is all about three D Point Cloud three D visualization. Actually being able to pull up a smart pump. You know it really? Any pump, you scan the facility you converted into three D and then in the program that we're using, you can actually pull up a pump. You can rotate it 360 degrees. It's got a database behind it that has every single bit of asset information connected videos, cad cams, P and I. D s. For the oil and gas industry. Everything's in their e mails could be attached to it, and then you can also put compliance reports. So there you might need to look a corrosion. One of those tests that they do on a you know, annual or every five year basis. That's point and click. You pull it up and it tells you where it sits, and then it also shows you green, yellow, red. Anything in red is immediate, attest that tension yellow is you need to address it greens. Everything's 100% running. >>So the complexity that we're talking about, the kind of specificity of these solutions, even though they can be generalized. And you know, you talked about analytics all the way out to asset optimization Intel intelligence. There are We can generalize and structure, but there's always going to be, it seems to us there's going to be a degree of specificity that's required, and that means we're not gonna talk about package software that does this kind of stuff. We're talking about sitting down with a customer with a team of experts from a lot of different places and working together and applying that to achieve customer outcome. So I got that right >>absolutely, and what we did with the consortium looking at everything. How they first addressed it was right along that line, and if you look at software development, agile following agile process, it's exactly what we're doing in four I I o T o R O T I t Convergence, because if you don't include all of those people, it's never going to be successful. I heard it a conference the other day that said, POC is goto I ot to die, and it's because a lot of people aren't addressing it the right way. We do something called Innovation Delivery as a service, which is basically a four day, 3 to 4 day boot camp. You get all the right people in, in in the room. You pull in everything from them. You boot out the executive team partway through, and you really get in depth with workers and you have them say what they wouldn't say in front of their bosses that this happened with Doug and Linda and Linda said it was mind blowing. She goes. I didn't realize we had so many problems because she came back in the room and there was a 1,000,000 stickies. And then she said, the more she read it and the more you know, we refined it down, she said it was absolutely delivered, you know, the use case that she would have eventually ended up with, but loved having all the insights from, >>well, work. Too often, tech companies failed to recognize that there's a difference between inventing something and innovation. Inventing is that engineering act of taking what you know about physics or social circumstance Secreting hardware software innovation is a set of social acts that get the customer to adopt it, get a marketplace to adopt it, change their behaviors. And partners historically have been absolutely essential to driving that innovation, to getting customers to actually change the way to do things and embed solutions in their operations. And increasingly, because of that deep knowledge with customers are trying to doing, they're participating. Maurine, the actual invention process, especially on the softer side of you said, >>Yeah, yeah, I think what's really interesting in this, especially with Coyote. When I look back a few years, I look at cloud and you know everything was cloud and everybody ran to it and everybody jumped in with both feet, and then they got burned. And what we're seeing with this whole thing with I o t you would think we're showing these are lies, return on. Investments were showing all this greatness that can come out of it and and they're very slow at sticking their toe in. But what we've found is no one arrives should say the majority of corporations anymore don't want to jump in and say, Let's do it two or five or $10 million project. We see your power point. No, let's let's depart Owen with with what we're doing, it's, you know, a really small amount of money to go in and really direct our attention at exactly what their problem is. It's not off the shelf. It's but it's off the shelf with customization. It's like we've already delivered on connected worker for oil and gas. But now we're are so starting to deliver multiple other industries because they actually walk through text mark. We could do tours, that text mark. That was kind of the trade off. All these partners brought technology and, you know, brought their intelligence and spent. We were now on two years of proving all this out. Well, they said, Fine, open the kimono will let your customers walk through and see it >>makes text mark look like a better suppliers. >>Well, it's enhanced their business greatly. I can tell you they're just starting a new process in another week. And it was all based on people going through, you know, a client that went through and went. Wait >>a minute. I >>really like this. There are also being able to recruit technologists within the use in industry, which you would think text marks 50 employees. It's a small little plant. It's very specialized. It's very small. They pulled one of the top. Uh, sorry. Lost not. I'm trying to think of what the name >>they're. They're a small number of employees, but the process manufacturing typically has huge assets. And any way you look at it, we're talking about major investments, major monies that require deep expertise. And my guess is the text Mark is able to use that to bring an even smarter and better >>people smarter and better. People that are looking at it going they're ahead of the curve, for they're so far ahead of the curve that they want to be on board were that they're bringing in millennials on they're connected. Worker Carlos is there trainload lead. And he dropped an intrinsically safe camera and it broke and he tried to glue it together, tried to super glue it together. And then he ran back to Linda and he said I broke the case and this case is like £10. They call it the Brick. They gotta lug it up. They got to climb up the train car, leg it up, take a picture that they have sealed the valves on all the cars before they leave. Well, he had used the real where had, you know, device. And he went into Linda and he said, I know there's a camera in there. There's camera capabilities. Can I use that until we get another case? And she's like, Yeah, go ahead. Well, he went through, started using that toe like lean over, say, Take photo. We engineered that it could go directly back to the audit file so that everybody knew the minute that picture was taken, it went back into the audio file. This is where we found the process was reduced by 90% of time. But he turned around and trained his entire team. He wasn't asked to, but he thought, this is the greatest thing. He went in trainable. And now, about every two weeks, Carlos walks in to my team that sits a text mark and comes up with another use case for connected worker. It's amazing. It's amazing what you know were developed right out of the customer by using their workers and then, you know, proactively coming to us going. Hey, I got another idea. Let's add this where I think at version 7.0, for connected worker. Because of that feedback because of that live feed back in production. >>Great story, Kelly. So, once again, Callie Ireland is a co founder and CEO of CB Technologies. Thanks for being on the tube. >>Thank you for having me >>on once again. I wanna thank all of you for joining us for another cute conversation. I'm Peter burgers. See you next time.

>> from our studios in the heart of Silicon Valley. HOLLOWAY ALTO, California It is a cube conversation. >> Hi, and welcome to the Cube studios for another cube conversation where we go in depth with thought leaders driving innovation across the tech industry. I'm your host today, Peter Boris. One of the biggest challenges that every enterprise faces is how best to focus attention on the most important assets that are driving or facilitating that drive the digital business and digital business transformation. There's been a lot of emphasis over the last 50 years in tech on the hardware assets, but increasingly we need to look at the elements of it that are actually creating net new value within a business now, maybe the people, the services and the data that make digital business possible. And that requires that we rethink our approach is to how we actually manage, conceive of and monitor those key assets and is likely to lead to some very interesting unification Tze over the next few years, especially in SEC ups and neck cops now and have that conversation got a great guest today. Sanjay Moon. She is the vice president, product management, that net scout Technologies. Sanjay, welcome to the >> Cube. Thank you, Peter. Thank you. >> So, Sanjay, I said a lot upfront. But before we get into that, tell us a little bit about Net Scout. >> Thank you, Peter, for the introduction. Net Scout is a smart data company. Net Scout has three decades of leadership and innovation in troubleshooting monitoring and securing it based networks. We are deployed in 90% off the Fortune 500 companies and 90% off the top communication service providers. World White. We have 50% market teacher In each of the three segments that we playing. Where is the next biggest competitor? We have has less than 5%. Those three areas are number one network and application performance monitoring for hybrid cloud infrastructure for enterprises, D does and on security for enterprise and service providers and service assurance for service providers, which includes mobile operators, cable providers as well as I speak. Today we operate in 50 plus countries worldwide. We have 25 100 plus employees and 500 plus pattern store credit. >> Impressive story. Let's get right to the issue, though, and how Net scout is actually participating in some of these crucial transformations. I mentioned upfront that one of the biggest challenges that every enterprise has is to focus Maura their attention on those digital assets that are actually driving change and new sources of value named of the data, the services and the devices and the people, the applications or people that use those. So one >> of >> the challenges that we've had is that, ah, focus on devices leads to a focus on certain classes of data that are mainly improved or focus on improving the productivity of devices. Give us a background and how that's what that means. >> Let me in to do the concept of smart data that's that's born out ofthe nets, calibrated with smart data. Next called Pioneer. The leverage off Wired ate our package data three decades back that drives over ingenious portfolio that drives net ops and cloud tops. S i r. Adapt to service intelligence. This is a smart data that comes out ofthe packets with S I smart data. We uniquely converge application and network performance monitoring you are customers Toro visibility across application tears and two and networks and diverse data center locations. >> So just toe pick up on that moving away from a log focus, which is again mainly, Let's improve the productivity of the device. We're moving in a sigh, which is focus on Let's improve the productivity of the connection in the application. >> Absolutely absolute. And we'll talk a little bit more about long. Let's talk about Log and Net flew other sources of data that folks have gravitated towards, which is not there, not there, not authority to by any means. Let's say log data, for example, this log data, you know, as soon as a threat actor, for example, gets access to your systems. The first thing the protector will do is to turn off flogging are doing verse changed the log days, change the cyst, log messaging itself. Let's take a look at net flow data. For example, Net flow data number one Problem is, it's not Doesn't have layers. Seven. Intelligence, innit? Number two. It's not generated by all the devices in the network. For example, the Coyote devices do not generate any kind of flow data, so only data that authoritative and that comes with high fidelity is packet or wire data. That's one element off of smart data that we have the other element of smart data comes from our arbor portfolio. Arbor products are deployed in 400 plus tier one operators, mobile operators and service providers worldwide. And as such, we see 1/3 of the Internet traffic to our strategically located. Sensors in the service provider corps were able to generate another type of smart data that we call Atlas Intelligence feed R A F in sharp air for it. Plus intelligence Feed essentially tracks cyber reputation across domains across joe locations and across user identities. The combination of the A S I smart data that is generated from the core of the hybrid cloud infrastructure. Let's call it intranet and F Smart data that is generated from the Internet Corps gives Net Scout a unique data set combination that's unparalleled in the marketplace and makes us perhaps Lee, one of the food vendors who can drive a consolidated visibility architectures across net ops, cloud ups and second >> Okay, So let's turn that into against very practical things for folks, because what it has historically done is by focusing on individual devices or classes of devices and the data that those devices generate, they end up with a panoply Ah, wide arrangement of security tools that are each good at optimizing those devices with those, he said, they may not necessarily be a forte tive, but it's difficult to weave that into a consolidated, unified SEC ops Net ops overall, not just architecture but platform for performing the work crucial work of sustaining your digital business infrastructure. How does smart data translate into unified operation >> is appoint Peter? Thank you. That's a very good point. So let me give an example and talk about the customers that we have deployed our smart data, our hybrid cloud infrastructure. This is a typical Fortune 500 where we are deployed. Next card is deployed as the hybrid cloud monitoring infrastructure, and the networks in the club cloud upside. Typically, you will see this type of organization has one tool to cover the entire hybrid cloud monitoring infrastructure across their entire portfolio, whether it is on Prem, whether it's in the cloud, whether it's in the core location facility. But when you look at the SEC locks and the security side, the story is completely different. The same organization, the same Enterprise customer, has 25 to 30 different disparate display tools As a matter of fact, analysts are saying today that a typical Fortune 500 the US has 70 disparate security tools. Why is that the case? Why is it that on the net tops and cloud upside, they need 11 tool net scout, for example? But in the second up there, 70 different products. The reason is not only smart data but also smart architecture. So what? We have seen what we have done over the past three decades, We have designed this two tier architecture that generates Margarita. The dear one is our distributed instrumentation of sense of framework, which we call in Finnish Stream or the Stream. This is the distributor sensor framework that is deployed in the hybrid cloud infrastructure that generates the smart data. And then we had the centralized Analytics layer, which is our ingenious platform that essentially correlates data across the hybrid cloud infrastructure and provide customers complete visibility across the portfolio off the data centers. On the second upside, security side security is roughly 1 10 to 15 years old. Security tried to emulate the studio model as well, but the security industry failed. In doing that, nobody could design this distributed sensor instrumentation cost effectively tto make violate our feasible for analytics with the result they migrated to. As you said, this subpar sources of data like CeCe log like net flow. And today they put all the emphasis on the analytics layer with the result. They need one tool for use case or one vendor per use case on the second offside. And that's why you see the two proliferation because they don't have this distributed sensor framework that will make violate our package data feasible for the analytics lately. >> And I want I want to build on something you're saying because, uh, the it's a It's a misperception that all resources and all work of digital business and technology is going to end up in a central crowd location. The cloud really is an architecture form or broad distribution of data and work, which means, ultimately, that if we don't deal with this proliferation security tools now we're going tow. Probably have an even greater explosion in the number of security tools, which will mohr radically diminish or ability to establish new classes of options and digital business. >> Very good point. As a matter of fact, just a couple of years back, the average number of tools was 40 in in a SEC cops portfolio on enterprise has in the U. S. To date 70 it could go 200. But if you look at the risk profile, well, this profile has stayed the same, are in and make mint. Many cases deteriorated, right? What we found is the tool that a number of tools is going up. The cost of breaches going up the third. The number of breaches are going up, and at the same time, the number of analysts is always and Earth. So in short, high investments on the security side failed to reduce risk. So the risk and investment factor both are going in the north bound go, both are going up. So how do you control that? How do you make them come down? The only way? Smart data on a smart platform on a smart analytics later. >> Yeah. Again, let me emphasize this crucial point because it's one of things that we've seen in our conversation with clients is, ah, proliferation of tools. Proliferation of data leads to a proliferation of tasks and response responsibilities within a business, and you end up with more human failures of consequence. So by bringing all these things together, you end up with smarter data, smarter platform, simpler operations, more unified operations and get greater leverage. So so, let's talk then about ultimately, how should a business What's the road map? What's the next two or three things that an enterprise needs to do to start bringing these to start unifying these resources and generating the simplicity so that you open up greater strategic options for how you configure your digital business? >> That's a very good point. So >> two things we talked about already one is smart data relying on smart data, which comes from wide ate our package data. And the second is smart, smart architecture, which comprises of this two tier architecture with distributed instrumentation and centralized analytics. What happens when you do that is the first thing is early warning detection. What we have realized, Peter, is that if you look at the traditional kill chain in Lockheed Martin's kill chain, our miter mortal that people are using now traditional reconnaissance weaponization shin as well as ex filtration, we have seen that if you rely, if you generate analytics based on packet date are smart data, which we do as a net scow. You can detect these phases much earlier than if you rely on device data. Net floor, sis log. So what I call day minus not day zero, but day minus so leveraging the smart data and smart architecture. Er, we're able tto detect these threats or compromises much earlier than a traditional kill chain more than lot of miter models, >> but But again, the reason why is because we're looking at patterns in the traffic. >> We're looking at behavioral patterns in the traffic. That's correct. Let me go little bit more technical, if you will, were looking at transactions at the DNA's level, transactions at the CP level or at the active directly level that happened much earlier than when electoral movement or a reconnaissance is detected. This happens much earlier because we have the smart data, the wide ADA that enables us to do this early warning detection, >> get more visibility to source as opposed to the target. >> That's correct. The second thing that happens with US smart architecture, the two tier architecture is the consolidation of fuse case. We talked about it a little bit, so today if you want in our in our hybrid cloud scenario that we the next card is deployed in Fortune five hundreds. Over the past 23 decades, our customers have moved from private cloud infrastructure. First they had the core righty. Then they moved Private cloud. You know, I am Francisco. Then they moved echolocation clinics and others. And then they moved also to public cloud. All the workloads are migrating and everywhere we did not make any change to our instrumentation there. Can you believe it? No changes You only changes we made was in the analytics layer to take care of the news cases. So with the result, we could consolidate multiple whose case is in the cloud monitoring in tow. One platform, the smart platform that smart data. Now we're building that value into security with the smart platform and smart data that we talked about. So the consolidation of use cases on the security side is the second advantage other than the early warning detection that we talked about. >> So this has got to improve. Detection has got intrude. Management's gonna improve. Forensics. If I got that right, >> made a good point. And forensics we should talk about a little bit more. Perhaps the second set of things that we're doing is we have done is consolidate in the SEC upside forensics and detection. So let me explain that a little bit more. If you look at a typical enterprise today, they use Seymour security information and even management platforms to correlate data from multiple sources. So in the event off a seam alert, off alert generated best SIM platform forensics teams need to determine what happened and what systems were impacted. Essentially the what when, how, where off, the off the alert or the compromise that has been detected today. As we said, security teams are not using packet data at all but foreign. 16. In orderto validate that alert, they need toe access sessions. They need to access packets belonging to that Ellen, but they cannot today because none of the devices none of the security platforms is using violator in the first place. So what the security teams are doing? Forensic analysts. They're leveraging devices like via shark and tracking investigations with spreadsheets. This is delaying the investigation time. As you know today, it's well known that this cause is alert, fatigue and 50% of the alerts that are going to the seam today are disregarded by the security analysts. With the result, the real threats are getting unabated, and enterprises come to know about a security breach from the media rather than from their own IT department. >> Sanjay. So we've had a great conversation talking about how smart data smart platform is going to lead to greater unification of tasks, people, responsibilities and set ups and net tops and some of the it impacts on eh enterprises Overall response stance both from a detection, management and forensic standpoint. So what's going on? Thank you very much for being on the cue. Sanjay Moon. She Thank you. Thank you. And thanks again for joining us for the Cube conversation. We've been Sanjay Moon, she of Net scout technology. I'm Peter Burke's. See you next time

>> Narrator: At the DataWorks Summit, Europe 2017. Brought to you by Hortonworks. >> Hey, welcome back everyone. We're here live from Munich, Germany at DataWorks 2017, Hadoop Summit formerly, the conference name before it changed to DataWorks. I'm John Furrier with my cohost Dave Vellante. Our next guest, we're excited to have Alan Nance who flew in, just for the CUBE interview today. Executive Vice President with Virtual Clarity. Former star, I call practitioner of the Cloud, knows the Cloud business. Knows the operational aspects of how to use technology. Alan, it's great to see you. Thanks for coming on the CUBE. >> Thank you for having me again. >> Great to see you, you were in the US recently, we had a chance to catch up. And one of the motivations that we talked with you today was, a little bit about some of the things you're looking at, that are transformative. Before we do that, let's talk a little about your history. And what your role is at Virtual Clarity. >> So, as you guys have, basically, followed that career, I started out in the transformation time with ING Bank. And started out, basically, technology upwards. Looking at converged infrastructure, converged infrastructure into VDI. When you've got that, you start to look at Clouds. Then you start to experiment with Clouds. And I moved from ING, from earlier experimentation, into Phillips. So, while Phillips, at that time had both the health care and lighting group. And then you start to look at consumption based Cloud propositions. And you remember the big thing that we were doing at that time, when we identified that 80% of the IT spend was non differentiating. So the thing was, how do we get away from almost a 900 million a year spend on legacy? How do we turn that into something that's productive for the Enterprise? So we spent a lot of time creating the consumption based infrastructure operating platform. A lot of things we had to learn. Because let's be honest, Amazon was still trying to become the behemoth it is now. IBM still didn't get the transition, HP didn't get it. So there was a lot of experimentation on which of the operating model-- >> You're the first mover on the operating model, The Cloud, that has scaled to it. And really differentiated services for your business, for also, cost reductions. >> Cost reductions have been phenomenal. And we're talking about halving the budget over a three year period. We're talking about 500 million a year savings. So these are big, big savings. The thing I feel we still need to tackle, is that when we re-platform your business, it should leave to agile acceleration of your growth path. And I think that's something that we still haven't conquered. So I think we're getting better and better at using platforms to save money, to suppress the expenditure. What we now need to do is to convert that into growth platform business. >> So, how about the data component? Because you were CIO of infrastructure at Phillips. But lately, you've been really spending a lot of time thinking about the data, how data adds value. So talk about your data journey. >> Well if I look at the data journey, the journey started for me, with, basically, a meeting with Tom Ritz in 2013. And he came with a very, very simple proposition. "You guys need to learn how to create "and store, and reason over data, "for the benefit of the Enterprise." And I think, "Well that's cool." Because up until that point, nobody had really been talking about data. Everyone was talking about the underlying technologies of the Cloud, but not really of the data element. And then we had a session with JP Rangaswami, who was at Salesforce, who basically, also said, "Well don't just think "about data lakes, but think also "about data streams and data rivers. "Because the other thing that's "going to happen here is that data's "not going to be stagnant in a company like yours." So we took that, and what happened, I think, in Phillips, which I think you see in a lot of companies, is an explosion across the Enterprise. So you've got people in social doing stuff. You got CDO's appearing. You've got the IOT. You've got the old, legacy systems, the systems of record. And so you end up with this enormous fragmentation of data. And with that you get a Wild West of what I call data stewardship. So you have a CDO who says, "Well I'm in charge of data." And you got a CMO who says, "Well I'm in charge of marketing data." Or you've got a CSO, says, "Yeah, "but I'm the security data guy." And there's no coherence, in terms of moving the Enterprise forward. Because everybody's focused on their own functionality around that data and not connecting it. So where are we now? I think right now we have a huge proliferation of data that's not connected, in many organizations. And I think we're going to hybrid but I don't think that's a future proof thing for most organizations. >> John: What do you mean by that? >> Well, if I look at what a lot of those suppliers are saying, they're really saying, "The solution "that you need, is to have a hybrid solution "between the public Cloud and your own Cloud." I thought, "But that's not the problem "that we need to solve." The problem that we need to solve is first of all, data gravity. So if I look at all the transformations that are running into trouble, what do they forget? When we go out and do IOT, when we go out and do social media analysis, it all has to flow back into those legacy systems. And those legacy systems are all going to be in the old world. And so you get latency issues, you get formatting issues. And so, we have to solve the data gravity issue. And we have to also solve this proliferation of stewardship. Somebody has to be in charge of making this work. And it's not going to be, just putting in a hybrid solution. Because that won't change the operating model. >> So let me ask the question, because on one of the things you're kind of dancing around, Dave brought up the data question. Something that I see as a problem in the industry, that hasn't yet been solved, and I'm just going to throw it out there. The CIO has always been the guy managing IT. And then he would report to the CFO, get the budget, blah, blah, blah. We know that's kind of played out its course. But there's no operational playbook to take the Cloud, mobile data at scale, that's going to drive the transformative impact. And I think there's some people doing stuff here and there, pockets. And maybe there's some organizations that have a cadence of managers, that are doing compliance, security, blah, blah, blah. But you have a vision on this. And some information that you're tracking around. An architecture that would bring it to scale. Could you share your thoughts on this operational model of Cloud, at a management level? >> Well, part of this is also based on your own analyst, Peter Boris. When he says, "The problem with data "is that its value is inverse to its half life." So, what the Enterprise has to do is it has to get to analyzing and making this data valuable, much, much faster then it is right now. And Chris Sellender of Unifi recently said, "You know, the problem's not big data. "The problem's fast data." So, now, who is best positioned in the organization to do this? And I believe it's the COO. >> John: Chief Operating Officer? >> Chief Operating Officer. I don't think it's going to be the CIO. Because I'm trying to figure out who's got the problem. Who's got the problem of connecting the dots to improving the operation of the company? Who is in charge of actually creating an operating platform that the business can feed off of? It's the C Tower. >> John: Why not the CFO? >> No, I think the CFO is going to be a diminishing value, over time. Because a couple of reasons. First of all, we see it in Phillips. There's always going to be a fiduciary role for the CFO. But we're out of the world of capex. We're out of the world of balancing assets. Everything is now virtual. So really, the value of a CFO, as sitting on the tee, if I use the racquetball, the CFO standing on the tee is not going to bring value to the Enterprise. >> And the CIO doesn't have the business juice, is your argument? Is that right? >> It depends on the CIO. There are some CIO's out there-- >> Dave: But in general, we're generalizing. >> Generally not. Because they've come through the ranks of building applications, which now has to be thrown away. They've come through the ranks of technology, which is now less relevant. And they've come through the ranks of having huge budgets and huge people to deploy certain projects. All of that's going away. And so what are you left with? Now you're left with somebody who absolutely has to understand how to communicate with the business. And that's what they haven't done for 30 years. >> John: And stream line business process. >> Well, at least get involved in the conversation. At least get involved in the conversation. Now if I talk to business people today, and you probably do too, most of them will still say there's this huge communication gulf. Between what we're trying to achieve and what the technology people are doing with our goals. I mean, I was talking to somebody the other day. And this lady heads up the sales for a global financial institution. She's sitting on the business side of this. And she's like, "The conversation should be "about, if our company wants to improve "our cost income ratio, and they ask me, "as sales to do it, I have to sell 10 times "more to make a difference. "Then if IT would save money. "So for every Euro they save. "And give me an agile platform, "is straight to the bottom line. "Every time I sell, because of our "cost income ratio, I just can't sell against that. "But I can't find on the IT side, "anybody who, sort of, gets my problem. "And is trying to help me with it." And then you look at her and what? You think a hybrid solution's going to help her? (laughs) I have no idea what you're talking about. >> Right, so the business person here then says, "I don't really care where it runs." But to your point, you care about the operational model? >> Alan: Absolutely. >> And that's really what Cloud should be, right? >> I think everybody who's going to achieve anything from an investment in Cloud, will achieve it in the operating world. They won't just achieve it on the cost savings side. Or on making costs more transparent, or more commoditized. Where it has to happen is in the operating model. In fact, we actually have data of a very large, transportation, logistics company, who moved everything that they had, in an attempt to be in a zero Cloud. And on the benchmark, saved zero. And they saved zero because they weren't changing the operating model. So they were still-- >> They lifted and shifted, but didn't change the operational mindset. >> Not at all. >> But there could have been business value there. Maybe things went faster? >> There could have been. >> Maybe simpler? >> But I'm not seeing it. >> Not game changing. >> Not game changing, certainly yes. >> Not as meaningful, it was a stretch. >> Give an example of a game changing scenario. >> Well for me, and I think this is the next most exciting thing. Is this idea of platforms. There's been an early adoption of this in Telco. Where we've seen people coming in and saying, "If you stock all of this IT, as we've known it, "and you leverage the ideas of Cloud computing, "to have scalable, invisible, infrastructure. "And you put a single platform on top of it "to run your business, you can save money." Now, I've seen business cases where people who are about to embark on this program are taking a billion a year out of their cost base. And in this company, it's 1/7th of their total profit. That's a game changer, for me. But now, who's going to help them do that? Who's going to help them-- >> What's the platform look like? >> And a million's a lot of money. >> Let's go, grab a sheet of paper how we-- >> So not everybody will even have a billion-- >> But that gets the attention of certainly, the CEO, the COO, CFO says, "Tell me more." >> You're alluding to it, Dave. You need to build a layer to punch, to doing that. So you need to fix the data stewardship problem. You have to create the invisible infrastructure that enables that platform. And you have to have a platform player who is prepared to disrupt the industry. And for me-- >> Dave: A Cloud player. >> A Cloud player, I think it's a born in the Cloud player. I think, you know, we've talked about it privately. >> So who are the forces to attract? You got Microsoft, you got AWS, Google, maybe IBM, maybe Oracle. >> See, I think it's Google. >> Dave: Why, why do you think it's Google? >> I think it's because, the platforms that I'm thinking of, and if I look in retail, if I look in financial services, it's all about data. Because that's the battle, right. We all agree, the battle's on data. So it's got to be somebody who understands data at scale, understands search at scale, understands deep learning at scale. And understands technology enough to build that platform and make it available in a consumption model. And for me, Google would be the ideal player, if they would make that step. Amazon's going to have a different problem because their strategy's not going down that route. And I think, for people like IBM or Oracle, it would require cannibalizing too much of their existing business. But they may dally with it. And they may do it in a territory where they have no install base. But they're not going to be disrupting the industry. I just don't think it's going to be possible for them. >> And you think Google has the Enterprise chops to pull it off? >> I think Google has the platform. I would agree with Alan on this. Something, I've been very critical on Google. Dave brings this up because he wants me to say it now, and I will. Google is well positioned to be the platform. I am very bullish on Google Cloud with respect to their ability to moon shot or slingshot to the future faster, than, potentially others. Or as they say in football, move the goal posts and change the game. That being said, where I've been critical of Google, and this is where, I'll be critical, is their dogma is very academic, very, "We're the technology leader, "therefore you should use Google G Suite." I think that they have to change their mindset, to be more Enterprise focused, in the sense of understand not the best product will always win, but the B chip they have to develop, have to think about the Enterprise. And that's a lot of white glove service. That's a lot of listening. That's not being too arrogant. I mean, there's a borderline between confidence and arrogance. And I think Google crosses it a little bit too much, Dave. And I think that's where Google recognizes, some people in Google recognize that they don't have the Enterprise track record, for sure on the sales side. You could add 1,000 sales reps tomorrow but do they have experience? So there's a huge translation issue going on between Google's capability and potential energy. And then the reality of them translating that into an operational footprint. So for them to meet the mark of folks like you, you can't be speaking Russian and English. You got to speak the same language. So, the language barrier, so to speak, the linguistics is different. That's my only point. >> I sense in your statements, there's a frustration here. Because we know that the key to some really innovative, disruption is with Google. And I think what we'd all like to do, even while I was addressing the camera. I'd love to see Diane, who does understand Enterprise, who's built a whole career servicing Enterprises extremely well, I'd like to see a little bit of a glimpse of, "We are up for this." And I understand when you're part of the bigger Google, the numbers are a little bit skewered against you to make a big impact and carry the firm with you. But I do believe there's an enormous opportunity in the Enterprise space. And people are just waiting for this. >> Well Diane Greene knows the Enterprise. So she came in, she's got to change the culture. And I know she's doing it. Because I have folks at Google, that I know that work there, that tell me privately, that it's happening, maybe not fast enough. But here's the thing. If you walked in the front door at Google, Alan Nance, this is my point, and he said, "I have experience and I have a plan "to build a platform, to knock a billion "dollars off seven companies, that I know, personally. "That I can walk in and win. "And move a billion dollars to their "bottom line with your platform." They might not understand what that means. >> I don't know, you know I was at Google Next a few weeks ago, last month. And I thought they were more, to your point, open to listening. Maybe not as arrogant as you might be presenting. And somewhat more humble. Still pretty ballsy. But I think Google recognizes that it needs help in the Enterprise. And here's why. Something that we've talked about in the past, is, you've got top down initiatives. You've got bottom up initiatives. And you've got middle out. What frequently happens, and I'd love for you to describe your experiences. The leaders say, the top CXO's say, "Okay we're going." And they take off and the organization doesn't follow them. If it's bottoms up, you don't have the top down in premature. So how do you address that? What are you seeing and how do you address that problem? >> So I think that's a really, really good observation. I mean, what I see in a lot of the big transformations that I've been involved in, is that speed is of the essence. And I think when CEO's, because usually it's the CEO. CEO comes in and they think they've got more time than they actually have to make the impact in the Enterprise. And it doesn't matter if they're coming in from the outside or they've grown up. They always underestimate their ability to do change, in time. And now what's changed over the past few years, is the average tenure of a CEO is six years. You know, I mean, Jack Welch was 20 years at GE. You can do a lot of damage in 20 years. And he did a lot of great things at GE over a 20 year period. You've only got six years now. And what I see in these big transformation programs is they start with a really good vision. I mean Mackenzie, Bain, Boston. They know the essence of what needs to happen. >> Dave: They can sell the dream. >> They can sell the dream. And the CEO sort of buys into it. And then immediately you get into the first layer, "Okay, okay, so we've got to change the organization." And so you bring in a lot of these companies that will run 13 work streams over three years, with hundreds of people. And at the end of that time, you're almost halfway through your tenure. And all you've got is a new design. Or a new set of job descriptions or strategies. You haven't actually achieved anything. And then the layer down is going to run into real problems. One of the problems that we had at the company I worked at before, was in order to support these platforms you needed really good master data management. And we suddenly realized that. And so we had to really put in an accelerated program to achieve that, with Impatica. We did it, but it cost us a year and 1/2. At a bank I know, they can't move forward because they're looking at 700 million of technology debt, they can't get past. So they end up going down a route of, "Maybe one of these big suppliers "can buy our old stuff. "And we can tag on some transformational "deal at the back end of that." None of those are working. And then what happens is, in my mind, if the CEO, from what I see, has not achieved escape velocity at the end of year three. So he's showing the growth, or she's showing the digital transformation, it's kind of game over. The Enterprise has already figured out they've stalled it long enough, not intentionally. And then we go back into an austerity program. Because you got to justify the millions you've spent in the last three years. And you've got nothing to show for it. >> And you're preparing three envelopes. >> So you got to accelerate those layers. You got to take layers out and you've got to have a really, I would say almost like, 90 day iteration plans that show business outcomes. >> But the technology layer, you can put in an abstraction layer, use APIs and infrastructure as code, all that cool stuff. But you're saying it's the organizational challenges. >> I think that's the real problem. It is the real problem, is the organization. And also, because what you're really doing in terms of the Enterprise, is you're moving from a more traditional supply chain that you own. And you've matriculated with SAP or with Oracle. Now you're talking about creating a digital value chain. A digital value chain that's much more based on a more mobile ecosystem, where you would have thin text in one area or insurance text, that have to now fit into an agile supply chain. It's all about the operating model. If you don't have people who know how to drive that, the technology's not going to help you. So you've got to have people on the business side and the technology side coming together to make this work. >> Alan, I have a question for you. What's you're prediction, okay, knowing what you know. And kind of, obviously, you have some frustrations in platforms with trying to get the big players to listen. And I think they should listen to you. But this is going to happen. So I would believe that what you're saying with the COO, operational things radically changing differently. Obviously, the signs are all there. Data centers are moving into the Cloud. I mean this is radical stuff, in a good way. And so, what's your prediction for how this plays out vis a vis Amazon Web Services, Google Cloud Platform Azure, IBM Cloud SoftLayer. >> Well here's my concern a little bit. I think if Google enters the fray I think everybody will reconfigure. Because if we'd assume that Google plays to its strengths and goes out there and finds the right partners. It's going to reconfigure the industry. If they don't do that, then what the industry's going to do is what it's done. Which means that the platforms are going to be hybrid platforms that are dominated by the traditional players. By the SOPs, by the Oracles, by the IBMs. And what I fear is that there may actually be a disillusionment. Because they will not bring the digital transformation and all the wonderful things that we all know, are out there to be gained. So you may get, "We've invested all this money." You see it a little bit with big data. "I've got this huge layer. "I've got petabytes. "Why am I not smarter? "Why is my business not going so much better? "I've put everything in there." I think we've got to address the operating problem. And we have to find a dialogue at the C Suite. >> Well to your point, and we talked about this. You know, you look at the core of Enterprise apps, the Oracle stuff is not moving in droves, to the Cloud. Oracle's freezing the market right now. Betting that it can get there before the industry gets there. And if it does-- >> Alan: It's not. >> And it might, but if it does, it's not going to be that radical transformation you're prescribing. >> They have too much to lose. Let's be honest, right. So Oracle is a victim of it's own success, pretty much like SAP. It has to go to the Cloud as a defensive play. Because the last thing either of those want is to be disintermediated by Amazon. Which may or may not happen anyway. Because a lot of companies will disintermediate if they can. Because the licensing is such a painful element for most enterprises, when they deal with these companies. So they have to believe that the platform is not going to look like that. >> And they're still trying to figure out the pricing models, and the margin models, and Amazon's clearly-- >> You know what's driving the pricing models is not the growth on the consumer side. >> Right, absolutely. >> That's not what's driving it. So I think we need another player. I really think we need another player. If it's not Google, somebody else. I can't think who would have the scale, the money to-- >> The only guys who have the scale, you got 10 cents, maybe a couple China Clouds, maybe one Japan Cloud and that's it. >> To be honest, you raise a good point. I haven't really looked at the Ali Baba's and the other people like that who may pick up that mantle. I haven't looked at them. Ali Baba's interesting, because just like Amazon, they have their own business that runs on platforms. And a very diverse business, which is growing faster than Amazon and is more profitable than Amazon. So they could be interesting. But I'm still hopeful. We should figure this out. >> Google should figure it out. You're absolutely right. They're investing, and I thought they put forth a pretty good messaging at the Google Next. You covered it remotely but I think they understand the opportunity. And I think they have the stomach for it. >> We had reporters there as well, at the event. We just did, they came to our studio. Google is self aware that they need to work on the Enterprise. I think the bigger thing that you're highlighting is the operational model is shifting to a scale point where it's going to change stewardship and COO meaning to be, I like that. The other thing I want to get your reaction to is something I heard this morning, on the CUBE from Sean Connelly. Which that goes with some of the things that we're seeing where you're seeing Cloud becoming a more centralized view. Where IOT is an Edge case. So you have now, issues around architectural things. Your thoughts and reaction to this balance between Edge and Cloud. >> Well I think this is where you're also going to have your data gravity challenge. So, Dave McCrory has written a lot about the concept of data gravity. And in my mind, too many people in the Enterprise don't understand it. Which is basically, that data attracts more data. And more data you have, it'll attract more. And then you create all these latency issues when you start going out to the Edge. Because when we first went out to the Edge I think, even at Phillips, we didn't realize how much interaction needed to come back. And that's going to vary from company to company. So some company's are going to want to have that data really quickly because they need to react to it immediately. Others may not have that. But what you do have is you have this balancing act. About, "What do I keep central? "And what do I put at the Edge?" I think Edge Technology is amazing. And when we first looked at it, four years ago, I mean, it's come such a long way. And what I am encouraged by is that, that data layer, so the layer that Sean talks about, there's a lot of exciting things happening. But again, my problem is what's the Enterprise going to do with that? Because it requires a different operating model. If I take an example of a manufacturing company, I know a manufacturing company right now that does work in China. And it takes all the data back to its central mainframes for processing. Well if you've got the Edge, you want to be changing the way you process. Which means that the decision makers on the business need to be insitu. They need to be in China. And we need to be bringing, systems of record data and combining it with local social data and age data, so we get better decisions. So we can drive growth in those areas. If I just enable it with technology but don't change the business model the business is not going to grow. >> So Alan, we always loved having you on. Great practitioner, but now you've kind of gone over to the dark side. We've heard of a company called Virtual Clarity. Tell us about what you're doing there. >> So what we're vested in, what I am very much vested in, with my team at Virtual Clarity, is creating this concept of precision guided transformation. Where you work on the business, on what are the outcomes we really need to get from this? And then we've combined, I would say it's like a data nerve center. So we can quickly analyze, within a matter of weeks, where we are with the company, and what routes to value we can create. And then we'll go and do it. So we do it in 90 day increments. So the business now starts to believe that something's really going to happen. None of these big, insert miracle here after three year programs. But actually going out and doing it. The second thing that I think that we're doing that I'm excited about is bringing in enlightened people who represent the Enterprise. So, one of my colleagues, former COO of Unilever, we just brought on a very smart lady, Dessa Grassa, who was the CDO at JP Morgan Chase. And the idea is to combine the insights that we have on the demand side, the buy side, with the insights that we have on the technology side to create better operating models. So that combination of creating a new view that is acceptable to the C Suite. Because these people understand how you talk to them. But at the same time, runs on this concept of doing everything quickly. That's what we're about right now. >> That's awesome, we should get you hooked up with our new analyst we just hired, James Corbelius, from IBM. Was focusing on exactly that. The intersections of developers, Cloud, AI machine learning and data, all coming together. And IOT is going to be a key application that we're going to see coming out of that. So, congratulations. Alan thank you for spending the time to come in. >> Thanks for allowing me. >> To see us in the CUBE. It's the CUBE, bringing you more action. Here from DataWorks 2017. I'm John Furrier with my cohost Dave Vallante, here on the CUBE, SiliconANGLE Media's flagship program. Where we've got the events, straight from SiliconANGLE. Stay with us for more great coverage. Day one of two days of coverage at DataWorks 2017. We'll be right back.

>> Welcome back to the Cuban Peterborough's chief research officer of Silicon Angle and general manager of Wicked Bond. We're as part of our continuing coverage of the arse a show. We have a great guest Z scaler amid sin. Ha! Welcome to the Cube. >> Thank you for having me here. It's a pleasure to be here. >> So, um, it what exactly does Z scaler? D'oh >> Z's killer is in the business of providing the entire security stack as a service for large enterprises. We sit in between enterprise users and the Internet and various destinations they want to goto, and we want to make sure that they have a fast, nimble Internet experience without compromising any security. >> So if I can interpret what that means, that means that as Maur companies are trying to serve their employees that Air Mobile or customers who aren't part of their corporate network they're moving more. That communication in the Cloud Z scale is making it possible for them to get the same quality of security on that communication in the cloud is he would get on premise. >> Absolutely. If you look at some of the big business transformations that are happening, work lords for enterprises are moving to the cloud. For example, enterprises are adopting Office 3 65 instead, off traditional exchange based email and on your desktop applications. They might be adopting sales force for CR M Net suite for finance box for storage. So as these workloads are moving to the cloud and employees are becoming more and more mobile, you know they might be at a coffee shop. They might be on an iPad. Um, and they might be anywhere in the world. That begs the basic security question. Where should that enterprise DMC the security stack be sitting back in the day? Enterprises had a hub and spokes model, right? They might have 50 branch offices across the world. A few mobile workers, all of them, came back over private networks to a central hub, and that hub was where racks and racks of security appliances were deployed. Maybe they started off with a firewall. Later on, they added a proxy. You are l filtering some d e l P er down the road. People realized that you need to inspect us to sell. So they added some SSL offload devices. Someone said, Hey, we need to do some sand boxing for behavioral analysis. People started adding sandboxes. And so, over time the D. M. Z got cluttered and complicated and fast forward to Today. Users have become mobile. Workloads have moved to the cloud. So if I'm sitting in a San Francisco office on my laptop trying to do my regular work, my email is in the cloud. My my court applications are sitting in the cloud. Why should I have to vpn back to my headquarters in Cincinnati over a private network, you know, incurring all the Leighton see and the delays just so that I can get inspected by some legacy appliances that are sitting in that DMC, right? So we looked at that network transformation on We started this journey at Ze scale or eight years ago, and we said, Look, if users are going to be mobile and workloads are going to be in the cloud, the entire security stack should be as close as possible to where the users are. In that example, I described, I'm sitting here. I'm going to Salesforce. We're probably going to the same data center in San Francisco. Shouldn't my entire security stag be available right where I am, um, and my administrators should have full visibility, full control from a single pane of glass. I get a fast, nimble user experience. The enterprise doesn't have to compromise in any security, and that's sort of the vision that we have executing towards. >> But it's not just for some of the newer applications or some of the newer were close. We're also seeing businesses acknowledge that the least secure member of their community has an impact on overall security. So the whole concept of even the legacy has to become increasingly a part of this broad story. So if anybody accesses anything from anywhere through the cloud that those other workloads increasing, they're gonna have to come under the scrutiny of a cloud based security option. >> Absolutely. I mean, that's a brilliant point, Peter. >> I >> think of >> it this way. Despite all those security appliances that have been deployed over time, they're still security breach is happening. And why is that? That is because users are the weakest link, right? If I'm a mobile work user, I'm sitting in a branch office. It's just painful for me to go back to those headquarter facilities just for additional scanning so two things happen either I have a painful user experience. What? I bypassed security, right? Um, and more and more of the attacks that we see leverage the user as the weakest link. I send you a phishing email. It looks like it came from HR. It has a excel sheet attached to it to update some information. But, you know, inside is lurking a macro, right? You open it. It is from a squatter domain that looks very similar to the company you work for. You click on it and your machine is infected. And then that leads to further malware being downloaded, data being expatriated out. So the Z scaler solution is very, very simple. Conceptually, we want to sit between users and the destinations they goto all across the world. And we built this network of 100 data centers. Why? Because you cannot travel faster than the speed of light. So if you're in San Francisco, you better go through our San Francisco facility. All your policies will show up here. All the latest and greatest security protections will be available. We serve 5000 large enterprises. So if we discover a new security threat because of an employee from, let's say, a General Electric. Then someone from United Airlines automatically gets protection simply because the cloud is live all the time. You're not waiting for your security boxes to get, you know, the weekly patch updates for new malware indicators and so on. Right, So, um, you get your stack right where you are. It's always up to date. User experience is not compromised. Your security administrators get a global view off things. And one >> of the >> things that that I that we haven't talked about here it is the dramatic cost savings that this sort of network transformation brings for enterprises. To put that in perspective, let's say you're a Fortune 100 organization with 100,000 employees worldwide in that, huh? Been spoke model. You are forcing all those workloads to come toe a few choke points, right? That is coming over. Very expensive. NPLs circuits private circuits from service providers. You're double trombone in traffic, back and forth. You know, you and I are in a branch. We might be on. Ah, Skype session. Ah, Google Hangout session. All our traffic goes to H Q. Goes to the cloud comeback comes back to h. Q comes back to you, there's this is too much back and forth, and you're paying for those expensive circuits and getting a poor user experience. Wouldn't it be great if you and I could go straight to the Internet? And that can only be enabled if we can provide that pervasive security stack wherever you are? And for that, we built this network of 100 data centers worldwide. Always live, always up to date you. You get routed to the closest the scaler facility. All your policy show up. They're automatically and you get the latest and greatest protection. >> So it seems as though you end up with three basic benefits. One is you get the cost benefit of being able to, uh, have being able to leverage a broader network of talent, skills and resources You reduce. Your risk is not the least of which is that the cost and the challenges configuring a whole bunch of appliances has not gotten any easier over the last. No, it hasn't cheaters. And so not only do you have user error, but you also Administrator Erin, absolutely benign, but nonetheless it's there, and then finally and this is what I want to talk about. Increasingly, the clot is acknowledged as the way that companies are going to improve their portfolio through digital assets. Absolutely. Which means new opportunities, new competition, new ways of improving customer experience. But security has become the function of no within a lot of organizations. Absolutely. So How does how does AE scaler facilitate the introduction of new business capabilities that can attack these opportunities in a much more timely way by reducing doesn't reduce some of those some of those traditional security constraints. >> Absolutely right, and we call it the Department of No right. We've talked to most people in the industry. They view their I t folks there, security forces, the department of Know Why? Because there's this big push from users to adopt newer, nimble, faster cloud based ah solutions that that improved productivity. But often I t comes in the way. No, If you look at what Izzy's killer is doing, it's trying to transform the adoption of these Cloud service. Is that do improve business productivity? In fact, there is no debate now because there are many, many industries that ever doubt adopted a cloud first strategy. Well, that means is, as they think of the network and their security, they want to make sure that cloud is front and center. Words E scaler does is it enables that cloud for a strategy without any security compromise. I'll give you some specific examples. Eight out of 10 c I ose that we talk to our thinking about office 3 65 or they have already deployed it right. One of the first challenge is that happens when you try to adopt office. 3 65 is that your legacy network and security infrastructure starts to come crumble. Very simple things happen. You have your laptop. Suddenly, that laptop has many, many persistent SSL connections to the clothes. Because exchange is moved to the cloudy directory, service is are moving to the cloud. If you have a small branch office with 2000 users, each of them having 30 40 persistent connections to the cloud will your edge firewall chokes. Why? Because it cannot maintain so many active ports at the same time, we talked about the double trombone ing of traffic back and forth. If you try to not go direct to the Internet but force everyone to go through a couple of hubs. So you pay for all the excessive band with your traditional network infrastructure, and your security infrastructure might need a forklift upgrades. So a cloud transformation project quickly becomes a network in a security transformation project. And this is where you nosy scaler helps tremendously because we were born and bred in the cloud. Many of these traditional limitations that you have with appliance based security or networking, you know, in the traditional sense don't exist for the scaler, right? We can enable your branch officers to go directly to the cloud. In fact, we've started doing some very clever things. For example, we peer with Microsoft in about 20 sites worldwide. So what that means is, when you come to the scaler for security, there's a very high likelihood that Microsoft has a presence in the same data center. We might be one or two or three millisecond hops away because we're in the same equinox facility in New York or San Jose. And so not only are you getting your full security stack where you are, you're getting the superfast peered connections to the end Cloud service is that you want to goto. You don't have to work. Worry about you know your edge Firewalls not keeping up. You don't have to worry about a massive 30 40% increase in back hole costs because you were now shipping all this extra traffic to those couple of hubs. And more importantly, you know, you've adopted these transformative technologies on your users don't have to complain about how slow they are because you know, most of the millennials hitting the workforce. I used to a very fast, nimble experience on their mobile phones with consumer APS. And then they come into the enterprise and they quickly realize that, well, this is all cumbersome and old and legacy stuff >> in me s. So let's talk a little bit about Let's talk a bit about this notion of security being everywhere and increasingly is removed to a digital business or digital orientation. With digital assets being the basis for the value proposition, which is certainly happening on a broad scale right now, it means it's security going back to the idea of security being department. No security has to move from an orientation of limiting access to appropriately sharing. Security becomes the basis for defining the digital brand. So talk to us a little bit about how the how you look out, how you see the world, that you think security's gonna be playing in ultimately defining this notion of digital brand digital perimeters from a not a iittie standpoint. But from a business value standpoint, >> absolutely. I would love to talk about that. So Izzy's killer Our cloud today sees about 30,000,000,000 transactions a day from about 5000 enterprises. So we have a very, very good pulse on what is happening in large enterprises, from from a cloud at perspective or just what users are doing on the Internet. So here are some of the things that we see. Number one. We see that about 50 60% of the threats are coming inside SSL, so it's very important to inspect SSL. The second thing that we observe is without visibility. It is very different, very difficult for your security guys to come up with a Chris policy, right? If you cannot see what is happening inside an SSL connection, how are you going to have a date? A leakage policy, right? Maybe your policy is no P I information should leak out. No source code should leak out. How can you make sure that an engineer is not dropping something in this folder, which is sinking to Google Drive or drop box in an in an SSL tano, Right. How do you prioritize mission Critical business applications like office 3 65 over streaming media, Right. So for step two, crafting good policy is 100% real time visibility. And that's what happens when you adopt the Siskel a network. You can see what any user is doing anywhere in the world within seconds. And once you have that kind of visibility, you can start formulating policies, both security and otherwise that strike a good balance between business productivity that you want to achieve without compromising security. >> That's the policy's been 10 more net. You can also end that decisions. >> Yes, right. So, for example, you can you can have a more relaxed social media policy, right? You can say Well, you know, everyone is allowed access, but they can. Maybe streaming media is restricted to one hour a day. You know, after hours, or you can say, I want to adopt um, storage applications in the clothes here are some sanctioned APS These other raps were not going to allow right. You can do policies by users, by locations by departments, right? And once you have the visibility, you can. You can be very, very precise and say, Well, boxes, my sanction story, Jap other APS are not allowed right and hear other things that a particular group of users can do on box. Or they cannot do because we were seeing every transaction between the user on going to the destination and as a result, begin, you know, we can enable the enterprise administrator to come up with very, very specific policies that are tailored for that. >> You said something really interesting. I'm gonna ask you one more question, but I'm gonna make a common here. And that common is that the power of digital technology is that it can be configured and copied and changed, and it's very mutable. It's very plastic, but at the end of the day it has to be precise, and I've never heard anybody talk about the idea of precise and security, and I think it's a very, very powerful concept. But what are what's What's the scale are talking about in our say this year. >> Well, we're going to talk about a bunch of very interesting things. First, we'll talk about the scale of private access. This is a new offering on the scale of platform. We believe that VP ends have become irrelevant because of all the discussions we just had, um, Enterprises are treating their Internet as though it was the Internet, right? You know, sort of a zero trust model. They're moving the crown jewel applications to either private cloud offerings are, you know, sort of restricting that in a very micro segmented way. And the question is, how do you access those applications? Right? And the sea skill immortal is very straightforward. You have a pervasive cloud users authenticate to the cloud and based on policies, we can allow them to go to the Internet to sites that have been sanctioned and allowed. We make sure nothing good is leaking out. Nothing bad is coming in, and that same cloud model can be leveraged for private access to crown jewel applications that traditionally would have required a full blown vpn right. And the difference between a VPN and the skill of private access is VP ends basically give you full network access keys to the kingdom, right? Whether it's a contractor with, it's an employee just so that you could access, you know, Internet application. You allow full network access, and we're just gonna getting rid of that whole notion. That's one thing we're gonna stroke ISS lots of cloud white analytics, As I mentioned, you know, we process 30,000,000,000 transactions a day. To put that in perspective, Salesforce reports about four and 1 30,000,000,000 4 1/2 to 5,000,000,000 transactions. They're about three and 1/2 1,000,000,000 Google searches done daily, right? So it is truly a tin Internet scale. We're blocking over 100,000,000 threats every day for, ah, for all our enterprise user. So we have a very good pulse on you know what's what's an average enterprise user doing? And you're going to see some interesting cloud? Wait, Analytics. Just where we talk about a one of the top prevalent Claude APs, what are the top threats? You know, by vertical buy by geography, ese? And then, you know, we as a platform has emerged. We started off as a as a sort of a proxy in the cloud, and we've added sand boxing capabilities. Firewall capabilities, you know, in our overall vision, as I said, is to be that entire security stack that sits in your inbound and outbound gateway in that DMC as a pure service. So everything from firewall at layer three to a proxy at Layer seven, everything from inline navy scanning right to full sand. Boxing everything from DLP to cloud application control. Right? And all of that is possible because, you know, we have this very scalable architecture that allows you to to do sort of single scan multiple action right in that appliance model that I describe. What ends up happening is that you have many bumps in the wire. One of the examples we use is if you wanted to build a utility company, you don't start off with small portable generators and stack them in a warehouse, right? That's inefficient. It requires individual maintenance. It doesn't scale properly. Imagine if you build a turbine and ah, and then started your utility company. You can scale better. You can do things that traditional appliance vendors cannot think about. So we build this scalable, elastic security platform, and on that platform it's very easy for us to add. You know, here's a firewall. Here's a sandbox. And what does it mean for end users? You know, you don't need to deploy new boxes. You just go and say, I want to add sand boxing capabilities or I want to add private access or I want to add DLP. And it is as simple as enabling askew, which is what a cloud service offering should be. >> Right. So we're >> hardly know software. >> So we're talking about we're talking about lower cost, less likelihood of human error, which improves the quality, security, greater plasticity and ultimately, better experience, especially for your non employees. Absolutely. All right, so we are closing up this particular moment I want Thank you very much for coming down to our Pallotta studio is part of our coverage on Peter Boris. And we've been talking to the scanner amidst, huh? Thank you very much. And back to Dio Cube.