>>Mhm Hello and welcome to today's session of the 2021 aws Global Public Sector partner awards. I'm Natalie early, your host for the cube and I'm delighted to present our guests. They are Jose Montero, ceo logitech the central America and Rafael Ramirez Product manager. Costa rica Ministry of Education. Welcome gentlemen to today's session. >>Think in Italy >>religion and belief. Well, let's start with Rafael. Please tell us about some of the key challenges that are affecting the Ministry of Education in Post A Rekha. >>One of the main challenges was to be able to have a product that is always available to schools that is easy to use for schools and at the same time that the product should be user friendly. That is you don't need so much training for schools to use it more. A few things that we thought of was to consider our client because schools have a very limited connectivity so we could not use very highly tech technologies because that required very huge. Both advanced and our clients, the schools would be subject to a service that was not available to them. One of the main things was to consider the client and how to reach them. Thanks to Ed attack, the ministry made an alliance with a company that thought about the innovation and they recommended different services that we can provide with a cloud through the cloud so that we are able to get to take the service to deliver the service to our clients and then they can use the platform that we are building in an easy way and at the same time to take care of the quality they need. Something important about schools was that while they were using the product, they were getting benefit that made schools to be willing to participate. >>Terrific. Well Jose I'd love it if you could give us some insight on some of the services that you are providing to the ministry. >>Sure. Um, so when, when the ministry approaches and um, and we had the opportunity to work with them um, of course, as an AWS partner, we thought, well, this is couldn't be better, right? And um, so we um, we we started to think on all of the different services that AWS offers in the cloud to provide to the ministry to be able to reach this gap. That has been for a long time where you see still, you know, people using Excel, using access Microsoft access as databases, um, instead of using all of the energy and all of the, the power that the cloud has. So when we approach to them and um, and we were able to um um, to show all of these different services that AWS could um, could provide to the Minister of Education. It was it was a perfect marriage. So, um, we we started to work with uh, with them and I think it's been awesome. This is only the first part of of a project of eight stages, We are currently working on stage two and stage Three, which will come in August and in January of 2020, And, um, but we're we're super happy to to see just in this first face, everything that has come and all of the data that has come to help the Ministry of Education in order to take action in the student's lives. >>Yeah, that's really terrific to hear. Um, you know, I'd love to hear from Rafael further about why he thinks it was so important to have cloud data at the Ministry of Education level. >>Okay, I >>will give you an important example for us in our country. We would rather gather the, collect data in paper and take that to the central office and this would enter into an Excel file. This take around two months to process all this later and make decisions. Mm When we started with the first service, which was to record the number of enrollees of the students, we could pay teachers on time, we could get the number of students and know where we had the biggest needs. So this would make a very innovative solution. And when the pandemic started, we had the first active service. This allowed us to react very quickly and we realized that in the first quarter, 19,000 students were not in in our schools because we were from a face to face service to a virtual service. So we could react very quickly. We plant a strategy with the Ministry of Education that was to come back. That is the idea goes to locate where students were. And in the next four months we could reduce the dropout From 90 students to 18,000 students. After that, we initiated a Another stage to retrieve those 18,000 students back to school. This was thanks to having the information online in some countries that may not have this problem. This might be very little. But for us, this was very, very important because we were able to reach the poll a wrist households so as to bring those students back to the school. >>Terrific. Well, that's really fantastic. Um, you know, in a non covid world, how do you think this technology will really help you, uh, to enhance education within Costa rica? See I can't. The important thing. >>This is important in the idea of this innovative product for us has a strategy of having a single file of the student. This allows us to do a follow up of what the student has done during the different school years and we can identify their lacks the weaknesses and we can see which are the programs that are more appropriate. Was to replicate this in the rest of the country without a centralized file. Like we have now, we are looking to have this traceability of students so as to have strengthened our witnesses and replicate our strength in the rest of the educational system. one of the most important things when you is that this technological unit, this implementation not only reached primary school students, but also preschool kindergarten, primary school, secondary school higher education, technical Education. So we reached every single sector where the Ministry of Education was able to detect where there was a need in the country. >>Yeah, Terrific. Well, I'd love to hear more from our other guest Jose monteiro Ceo of ecotech to central America. Uh, you know, if you could give us a, you know, more insight, more depth on the services that you provide. You, you talked about like an eight step plan. If you could just highlight those eight steps. >>Sure. Um, so part of this aid stages that we're going to be developing and um, and we hope that we'll be working with the Ministry of Education and every single one of them. Um, It causes where it brings a lot of technologies. For example, there's one that were planning on using, which is recognition from AWS. Um, the fact of um, there was, there's a lot of students that come to the country that have no documentation. There's no passports, There's no um, document I. D. There's nothing, right? So it's really hard for a um within the same school system to be able to track these students, right? Because they can they can go, they can come and they can, if they want, they can change their name. They can they can do a lot of things that are maybe are not correct. And um and sometimes it's not even because they want to do something incorrect. It's just that the uh the system or the yeah the the way of doing things manually, it allows us to do these types of changes. So for example, with with the service like recognition have been able to recognize their face or or recognize their um their idea with their with their fingerprints um and and being able to a um to interact and give give an actual recognition as the word says to this student. It's amazing. It's amazing technology that allows the Ministry of Education and the students to have a voice to have a presence even though they don't have their actual documentation because of whatever reason. Um There is something behind this that helps them um b be valuable and the b at the same time, a present in the in the system. Right? And so and and with with not only that, but with the grading with um with the attendance, with with the behavior with um with a lot of things that we're creating within these stages. Uh It's gonna be, for example, let me give you a quick example. Um There's, for example, the system that we've created for the dropouts. Um The student doesn't come one day, two days, three days and automatically. Now it'll, it'll become an alert and it will start to shot emails and alerts to the different people involved in order to see, hey listen, this student has not come for the last week, two classes. Um, we need you to go and see what's going on, Right? So this is maybe it is something very small, but it can, it can change people's life and they can change students lives and um, and, and the fact of, of knowing where they are, how they are, how are they doing, how their grades are, where we can help them and activate these different types of alerts that, um, that the system allows them to, um, to do that. It helps incredibly, the life of the student in the future, of this, of this student. And uh, in that exact, that is exactly what we're trying to do here. At the end. It's not only, um, it's okay, all of the technological and all of the different efforts that we're doing, but at the end, that's what it matters. It's, it's the student, right? It's it's the fact that, um, that he can come and he can finish his school, he can graduate, he can go to college, he can, he can become an, uh, an entrepreneur and, and be some, some day here and I at AWS conference and give him give a conference, and, and and that is exactly what the Ministry of Education is looking at, what we are looking at the project per se. >>Yeah, I mean, that's a really excellent point that you're making. I mean, this technology is helping real people on the ground and actually shaping their lives for the better. So, I mean, it's really incredible, you know, I'd love to hear more now from Rafael, just a bit what insight he can provide to other ministries, who, you know, also, you know, ministers of Education, who also would consider implementing this kind of technology and also his own experience um with this project in the AWS. >>Well, the connectivity for us is really important, not only with within the institutions of the Ministry of Education, but we also have connections with the Ministry of Health, we also have connections with the software called Sienna Julia, which allows the identification of people within the country and the benefits provided by the stage. So the country where all by little is incorporating the pieces and these cloud services, we have found that before we developed everything AWS has a set of services that allow us to focus on the problem and instead of on the solution of the technology, because services are already available. So at the country level, other ministries are incorporating these services nowadays, for covid management, the Minister of Health has a set of applications that allowed to set links between people that has positive. So this has allowed us to associate the situation with that particular student in our classrooms. So little by little services are converting education and other services into a need that allows us to focus on the problem instead of on technological solutions because services are already there for us to consume >>terrific. You know, I'd love to now shift to our other guest um Jose could you give us some insight what is the next phase for your business when you look at 2021? You know, it's gonna be, I mean, we hope it's going to be a wonderful year. Uh post Covid. Uh you know, what's your vision? >>It's it's interesting that you're saying that Natalie um education has changed Covid has um has put an acceleration to um has accelerated the the whole shift of the technological change in in education. It will not, well I hope it will not go back to the same before Covid. Um it's all of these technologies that are being created that are being organized, that are being it developed um for education specifically um an area where everything has been done the same for a long time. Um we need it, it's crazy to say this, but we needed a Covid time in order to accelerate this type of of organizations right in and now like ministry, the ministries of Education, like like the Minister of Education of Costa rica, they've had this for a long time and they've they've been thinking of the importance of making changes and everything, but until now it became a priority. Why? Because they realized that without these technologies with another pandemic, oh boy, we're going to see the effects of this and, and, and it's going to affect a lot of countries and a lot of students. Um, but it's gonna help to accelerate and understand that for example, internet, it has to be a worldwide access, just like water or electricity is in some, in our countries right now. You know, the fact of a student not having internet, um, we're taking away lot of development for this student. So I believe that after this post covid time education is going to continue to do a lot of changes and you and you'll see this and you'll see this in all of the areas in elementary, in preschool, in university, in high school. Um, you're going to see the changes that this is, um, is starting to do and we've seen it and we've seen it, but now it's going to be at a 23 or four X. So we're pretty excited. We're pretty excited what what the world it's gonna what the world's gonna bring to this table and to this specific area which is education. >>Yeah. That's really terrific to hear a silver lining in this pandemic. And just real quick uh final thoughts from rafael, are you looking to ramp up further? Uh you know, in light of what Jose has said, you know, to ramp up the digital transformation process? >>Yes, I believe this is an opportunity. The country is facing the opportunity, the resistance that we had in the sector of education, the current emergency situation. And they need to use virtual tools Have flattened these curves and narratives. Since 2000 and 20, Costa Rica started a very strong uh teach that trainer process that every four years ago it was very difficult to set to involve all teachers. But nowadays all teachers want to get trained. So we are getting there with virtual trainings with new tools, with the implementation and the use of technology in the classroom. So these kinds of emergencies somehow we have to uh, we know the pain but we know that also the gain of this whole idea of this whole situation. So this opportunity for change is something that we have to take advantage of. Thanks to these cloud services, I believe this is nowadays available and the country realized that these things are closer than what we thought of. An innovation is here to stay and I believe we have to exploit this a little by little >>terrific. Well gentlemen, thank you so much for your insights, loved hearing about the innovations taking place in the classroom, especially overseas in Costa rica. And that of course was Rafael Ramirez, the Product Manager, Costa rica, Ministry of Education, as well as Jose monteiro, the ceo of Ecotech D central America. And of course, I'm Natalie ehrlich, your host for the cube for today's session for the 2021 AWS Global Public Sector Partner Awards. Thanks very much for watching. >>Mhm.

(upbeat music) >> Hey, everyone. Welcome to theCUBE's Special Program Series: Women of the Cloud, brought to you by AWS. I'm your host, Lisa Martin. Very pleased to welcome Ashley Gaare to the program, Global Extended Executive Board Member and President, North America at SoftwareONE. Ashley, welcome, it's great to have you here. >> Hi Lisa, thank you for having me. I'm excited to be here. >> Talk to us a little bit about you, about SoftwareONE, about your role, give us that context. >> So SoftwareONE is a global services provider for end-to-end software cloud management. We operate in over 90 countries. Our headquarters globally are in Zurich, Switzerland. Our North American headquarters are in Milwaukee, Wisconsin. And I run the North American region with scales from the US, Canada, we have parts in Costa Rica, in Mexico. And our primary purpose and to serve our clients is to help them really understand the restraints in cloud management, everything from licensing used rights to financial operations to workload migrations, to help them drive better outcomes for their business. >> It's all about outcomes for the business. Every conversation we have always goes back to outcomes, but I want to learn a little bit more actually about you. Talk a little bit about your career path and then give us some recommendations that you would have for others who are looking to really kind of step the ladder in their tech careers. >> Yeah, so I've been very fortunate and blessed to be able to be at SoftwareONE for 15 years. So I came up through inside sales. I had no idea how the tech world operated, didn't even know what a server was. And I learned on the job, and this was before even cloud was really relevant. And I think for me, I get asked a lot, "How did you work your way up," so to speak, and it's really about understanding where your strengths sit and investing in those strengths, building a brand of yourself and what your identity is like within the workplace. What do you want people to know of you? Do they want to, "Oh, I got to get Ashley on this project because she accelerates and executes cleanly," right? Or, "I need Ashley to do this because she can collaborate with peers and bring people along." So really understanding where you want to sit, what your skills are, and your strengths, and then asking for mentorship, getting career advice, raising your hand, take on more, and don't ever be afraid to ask questions and admit stuff when you don't know, that humble is part of our core value within SoftwareONE, and it's really, really helped me grow in my own career. >> Ashley, I love that you talked about creating your own personal brand. Another thing that I hear often from women in this situation is creating your own personal board of directors, of mentors, and sponsors who can help guide you along that path. You also talk about investing in you, and I think that is such pertinent advice for those to be able to create success stories within their career. I would love to then know about some of the successes that you've had, where you've helped solve problems relating to cloud computing for organizations, internal, external. >> Yeah, it's a great question. That's why we're here, right? Women of the Cloud. Yeah, SoftwareONE in particular, took the approach early on that we were going to go cloud first in our services portfolio offering, right? We saw the writing on the wall. There was no reason to invest backwards and build (indistinct) and data center consulting practices. So for us, everything we built from the ground up has been cloud native. And so some of the amazing client stories that we've had are really I think, I know it's a silver lining coming out of the pandemic when you had industries hit so hard but hit so differently. And technology was at the core on how they address those problems. So you had the healthcare space that had to get protection and be able to meet with their patients face to face but virtual at the same time. So they had to be able to take the data and still governance with HIPAA laws, keep it secure but then move it to the cloud and shift it fast, right? And then you had manufacturing who had employees who had to stay on site, right? To keep the supply chain running, but at the same time you had office workers that had to move home and completely be 100% remote. And so what we've been able to do really with AWS and our certifications in that practice is AWS differentiates itself with its agility, its framework, it allows for true development in the the PaaS space. It provides a really, really secure robust end to end solution for our clients. And when you have to be able to be nimble that quickly it's created this new expectation in the industry that it could happen again. So are you set up for the next recession? Are you set up for the next pandemic? God willing, there isn't one, but you never know. And so investing in the right infrastructure there in the cloud is critical. And then having the framework, to manage it and go it is second in line and importance. >> Being able to be just aware of the situations that can happen. In hindsight, it's, that's a silver lining coming at a COVID cheer point, being able to prepare for disasters of different types or the need to establish business continuity. I mean, we saw so many organ, well every, almost that survived every surviving organization pivot to cloud during the last couple of years that had no choice to one, survive and two, to be able to be competitive in our organization. And so we've seen so many great stories of successes. And it sounds like SoftwareONE has really been at the forefront of enabling a lot of businesses, I would imagine. Can the industry be successful in that migration and that quick pivot to being competitive advantage competitively, competitive? >> Yeah. Yeah. And I think our differentiator which comes from our core strength of this licensing and asset financial management piece. So with COVID, right? When you had this great acceleration to the cloud whether it was remote workplace or it was IaaS you then had no choice but to pay what you had to pay. It was all about keeping the lights on and running the business and thriving as much as you could. And so cost wasn't a concern. And then you had the impact in certain industries where it became a concern pretty quick. And so now we're seeing this over pendulum kind of this pendulum swing back where it's like, okay we're in the cloud, now we got to go back in time and kind of fix the processes and the financial piece and the components and the compliance that we didn't really address or have time to sit and think because we were in survival mode. And that's where SoftwareONE really comes in with this end to end view on everything from what should you move to the cloud? How does it impact your budget, your bottom line should you capitalize it? Can you capitalize it? And so the CFO and the CEO and that CIO suite have to be working end to end on how to do this effectively, right? So that they can continue to thrive in the business and not just run in survival mode anymore. >> Absolutely, we're past that point of running in survival mode. We've got to be able to thrive to be able to be agile and nimble and flexible to develop new products, new services to get them to market faster than our competition. So much has changed in the last couple of years. I'm wondering what your perspective is on diversity. We've talked about it a lot in technology. We talk about DEI often. >> Yeah. >> A lot's gone on in the last couple of years thought there's so much value in thought diversity alone. But talk to me about some of the things that you're seeing through the diversity lens and what are some of the challenges that are still there that organizations need help to eradicate? >> Yeah, topic I'm very passionate about. So there's a couple of big bullets, right? That are big rocks that we have to move. There's a gender gap, we know this. There's a wage gap, we know this. Statistics state, essentially that women make 82 cents for every $1 a man makes. Men hold 75% of the US tech jobs and working mothers, for example. 34% of them do not return to the workforce. It's mind blowing, fun facts and SoftwareONE is we actually have a hundred percent return working mothers come back and stay for at least a year, yeah. And it requires really intentional investment in making sure that they have an environment that they can be successful as they transition back making diligent choices on the benefits that you provide those women so that they don't feel that they have to make some of the tough choices that they feel pressured to do. And then you have this talent shortage, right? So on top of gender, on top of pay, then you have this all up shortage of underrepresented groups, right? And you also have, in the tech space there's just a lack of talent all up. And I think looking back, hindsight's always 2020 but as a community and as a vertical in the tech space, the organizations didn't do enough good job of reaching into high schools, understanding early on in elementary and middle school to provide equal opportunity to make the computer coding classes a requirement and not an elective to give everybody exposure to how tech works in the real world, right? As opposed to offering it as an elective. It should be a requirement. I mean, it's like financial management. It's how the world runs today is on tech. So something that SoftwareONE has done to really address that is we built this academy it's only two years in its infancy, so it's young but we go intentionally to schools and we hand select and we create a program, right? To get them exposed to the industries that they're interested in. Personally though, I think we need to start way earlier on and I think that's something that we all can work better at and is exposing the next generation to setting an expectation that tech is going to be in your life. And so let's learn about it and not be afraid of it and turn it into a career, right? >> Absolutely, every company these days has to be a data company. They have to be a tug company whether it's your grocery store, a retailer, a manufacturer, a car dealer. So that kind of choice isn't really there anymore that's just the direction that these companies have to go in. You mentioned something that I love because I've been hearing it a lot from women in this series. And that is, with respect to diversity organizations need to be intentional. It has to be intentional, really from the get go. And it sounds like SoftwareONE has done a great job with intention about creating the program and looking at how can we go after and solve some of the challenges that we have today but really go after some of these younger groups who might not understand the impact and the influence that tech is having in their lives. >> Yeah, and the only way to be intentional with the right outcome is to ensure that you have diversity of thought in the leadership teams that make those decisions, right? So you can put your best foot forward in being intentional with trying to keep women in the workforce but if you don't have women on your leadership team where are you getting that feedback from? And so it starts by this getting the talent into the company at the very bottom level from an inclusion standpoint, keeping them, but also intentionally selecting the right diversity of thought at the leadership levels where they make decisions. Because that's where the magic happens Where, I have the privilege to be able to choose and work with my HR partner on what benefits we provide. And you have to have a team that's all inclusive in understanding the needs of all the groups, right? Otherwise you end up intentionally in with the best intent of heart creating benefits that don't really help women. I think it takes a lot of work and and time, but it's something that's very important. >> Very, very important. The fact that you mentioned thought diversity, the amount of value that can come from thought diversity alone is huge. I've seen so many different data points that talk about when there are females or people of color in the executive positions at organizations they are x percent say 20% more profitable. So the data is there to demonstrate the power and the business value that can come from thought diversity alone. >> Yep. Exactly. Yep. >> So moving on, we've got a couple minutes left. I want to understand what you are seeing in your crystal ball or maybe it's a magic ball about what's next in cloud. How do you see your role evolving in the industry? >> So, well, what I think what's next in cloud both from an industry and a SoftwareONE standpoint is expanding outside of this infrastructure as a service mindset where cloud was there to run your business. And the beauty of it now is that cloud is there to also drive your business and create new products and capabilities. And so one of the biggest trends we're seeing is all organizations at some form or at some point in time will become a service provider or have an application that they host that they provide to their clients, right? And so they're a tech company. And so it's not just using tech to run it's using tech to build and innovate and be able to create a profit center to be able to drive back those to meet your clients' needs. And in order for you to make the appropriate decisions on financial strategy and budget management you have to know the cost to go into, to building the product, right? And if you don't know the cost to go into the building the product then you don't know the profit margins to set and you don't have a strategy to go sell it, at market value. And so it really becomes this linchpin in all of the areas of the business where you're not only running but you're also developing and building. So you have to have a very good, strong investment in the financial operations component of cloud. And I think that's where FinOps is coming in. You'll hear that phrase a lot, right? And so the end to end ability to financially manage cloud while secure, but also with visibility is that is this next generation, and it's going to include SaaS, right? 'Cause they're going to be plugging in it's going to include governance because it's not just the CIO making decisions anymore. It's business line leaders. And so how do you have this cloud center of excellence to be able to provide the data to the decision makers so that they can drive the business? >> And that's what it's all about, is data being able to be be used, extracting insights from it in a fast real time manner to create those business decisions that help organizations to be successful to pivot when needed and to be able to meet consumer demand. Last question for you, Ashley is, if you think about in the last say five years what are some of the biggest changes in terms of the tech workforce and innovation that you've seen? And what excites you about the direction that we're going in? >> Oh, I think that, well I think the biggest change over the last five years is the criticality of the space. It used to be like, well we're not so mature in cloud. We'll eventually get there, we'll dabble in it, we'll dip our toes in it, eventually, we'll move everything. And it's like, well, we're there.(laughs) So if you're not in it, you're behind. And I think what is really important for people who want to get into this space is it doesn't mean you have to be super techy, right? The number of times people are like can you help me with my computer? And I'm like, "No, I don't even know how." Like, "No, I not can help you with your computer." I consult and I help drive, business decisions with clients. And so there's all these peripheral roles that people can get involved in, whether it's marketing or it's sales or it's product design. It's not just engineering anymore. And I think that's what's really exciting about what's to come in this space. >> The horizon is infinite. Ashley, thank you so much for joining me on the program, talking about your role, what you're doing at SoftwareONE, some of the great successes that you've had in the cloud and some of your recommendations for organizations and people to grow their careers and really increase diversity in tech. We so appreciate your time. >> Thank you, Lisa. Thanks for having me. >> My pleasure. For Ashley Gaare, I'm Lisa Martin. You're watching theCUBE special program series; Women of the Cloud, brought to you by AWS. Thanks so much for watching. (soft upbeat music)

>>Hey everyone. Welcome back to Las Vegas. This is the Cube's live coverage of day. One of snowflake summit 22 fourth annual. We're very happy to be here. A lot of people here, Lisa Martin with Dave Valante, David's always great to be at these events with you, but me. This one is shot out of the cannon from day one, data, data, data, data. That's what you heard of here. First, we have two guests joining us next, please. Welcome Matthew Scalian. Who's an alumni of the cube CEO and founder of Matillion and Jer staying chief data architect and global head of data engineering from Western union. Welcome gentlemen. Thank >>You. Great to be here. >>We're gonna unpack the Western union story in a second. I love that, but Matthew, I wanted to start with you, give the audience who might not be familiar with Matillion an overview, your vision, your differentiators, your joint value statement with snowflake, >>Of course. Well, first of all, thank you for having me on the cube. Again, Matillion S mission is to make the world's data useful, and we do that by providing a technology platform that allows our customers to load transform, synchronize, and orchestrate data on the snowflake data cloud. And on, on the cloud in general, we've been doing that for a number of years. We're co headquartered in the UK and the us, hence my dat accents. And we work with all sorts of companies, commercial scale, large end enterprises, particularly including of course, I'm delighted to say our friends at Western union. So that's why we're here today. >>And we're gonna talk about that in a second, but I wanna understand what's new with the data integration platform from Matillion perspective, lots of stuff coming out, give us an overview. >>Yeah, of course, it's been a really busy year and it's great to be here at snowflake summit to be able to share some of what we've been working on. You know, the Matillion platform is all about making our customers as productive as possible in terms of time to value insight on that analytics, data science, AI projects, like get you to value faster. And so the more technology we can put in the platform and the easier we can make it to use, the better we can achieve that goal. So this year we've, we've shipped a product that we call MDL 2.0, that's enterprise focused, exquisitely, easy to use batch data pipelines. So customers can load data even more simply into the snowflake data cloud, very excitingly we've also launched Matillion CDC. And so this is an industry first cloud native writer, head log based change data capture. >>I haven't come up with a shorter way of saying that, but, and surprise customers need this technology and it's been around for years, but mostly pre-cloud technology. That's been repurposed for the cloud. And so Matillion has rebuilt that concept for the cloud. And we launched that earlier this year. And of course we've continued to build out the core Matillion ETL platform that today over a thousand joint snowflake Matillion customers use, including Western union, of course we've been adding features there such as universal connectivity. And so a challenge that all data integration vendors have is having the right connectors for their source systems. Universal connectivity allows you to connect to any source system without writing code point and click. We shape that as well. So it's been a busy year, >>Was really simple. Sorry. I love that. He said that and it also sounded great with your accent. I didn't wanna >>Thank you. Excellent. Javier, talk about your role at Western union in, in what you've seen in terms of the evolution of the, the data stack. >>So in the last few years, well, a little bit of Western union, a 70 or 170 year old company, pretty much everybody knows what Western union is, right? Driving an interesting synergy from what Matthew says, when data moves money moves, that's what we do when he moves the da, he moves the data. We move the money. That's the synergy between, you know, us and the organization that support us from data move perspective. So what I've seen in the last few years is obviously a shift towards the cloud, but, you know, within the cloud itself, obviously there's a lot of players as well. And we as customers have always been wishing to have a short, smaller footprint of data so that the movement becomes a little lesser. You know, interestingly enough, in this conference, I've heard some very interesting stuff, which kind of helping me to bring that footprint down to a manageable number, to be more governed, to be more, you know, effective in terms of delivering more end results for my customers as well. >>So Matillion has been a great partner for us from our cloud adoption perspective. During the COVID times, we were a re we are a, you know, multi-channel organization. We have retail stores as well, our digital presence, but people just couldn't go to the retail stores. So we had to find ways to accelerate our adoption, make sure our systems are scaling and making sure that we are delivering the same experience to our customers. And that's where, you know, tools like Matillion came in and really, really partnered up with us to kind of bring it up to the level. >>So talk specifically about the stack evolution. Cause I have this sort of theory that everybody talks about injecting data and, and machine intelligence and AI and machine learning into apps. But the application development stack is like totally separate from the, the data analytics and the data pipeline stack. And the database is somewhere over here as well. How is that evolving? Are those worlds coming together? >>Some part of those words are coming together, but where I still see the difference is your heavy lifting will still happen on the data stack. You cannot have that heavy lifting on the app because if once the apps becomes heavy, you'll have trouble communicating with, with, with the organizations. You know, you need to be as lean as possible in the front end and make sure things are curated. Things are available on demand as soon as possible. And that's why you see all these API driven applications are doing really, really well because they're delivering those results back to the, the leaner applications much faster. So I'm a big proponent of, yes, it can be hybrid, but the majority of the heavy lifting still needs to happen down at the data layer, which is where I think snowflake plays a really good role >>In APIs are the connective tissue >>APIs connections. Yes. >>Also I think, you know, in terms of the, the data stack, there's another parallel that you can draw from applications, right? So technology is when they're new, we tend to do things in a granular way. We write a lot of code. We do a lot of sticking of things together with plasters and sticky tape. And it's the purview of high end engineers and people enthusiastic about that to get started. Then the business starts to see the value in this stuff, and we need to move a lot faster. And technology solutions come in and this is what the, the data cloud is all about, right? The technology getting out of the way and allowing people to focus on higher order problems of innovating around analytics, data applications, AI, machine learning, you know, that's also where Matillion sit as well as other companies in this modern enterprise data stack is technology vendors are coming in allowing organizations to move faster and have high levels of productivity. So I think that's a good parallel to application development. >>And's just follow up on that. When you think about data prep and you know, all the focus on data quality, you've got a data team, you know, in the data pipeline, a very specialized, maybe even hyper specialized data engineers, quality engineers, data, quality engineers, data analysts, data scientist, but they, and they serve a lot of different business lines. They don't necessarily have the business, they don't have the business context typically. So it's kind of this back and forth. Do you see that changing in your organization or, or the are the lines of business taking more responsibility for the data and, and addressing that problem? It's, >>It's like you die by thousand paper cuts or you just die. Right? That's the kind >>Of, right, >>Because if I say it's, it's good to be federated, it comes with its own flaws. But if I say, if it's good to be decentralized, then I'm the, the guy to choke, right? And in my role, I'm the guy to choke. So I've selectively tried to be a pseudo federated organization, where do I do have folks reporting into our organization, but they sit close to the line of business because the business understands data better. We are working with them hand in glove. We have dedicated teams that support them. And our problem is we are also regional. We are 200 countries. So the regional needs are very different than our us needs. Majority of the organizations that you probably end up talking to have like very us focused, 50 per more than 50% of our revenue is international. So we do, we are dealing with people who are international, their needs for data, their needs for quality and their needs for the, the delivery of those analytics and the data is completely different. And so we have to be a little bit more closer to the business than traditionally. Some, some organizations feel that they need >>To, is there need for the underlying infrastructure and the operational details that as diverse, or is that something that you bring standardization to the, >>So the best part about this, the cloud that happened to us is exactly that, because at one point of time, I had infrastructure in one country. I had another infrastructure sitting in another country, regional teams, making different different decisions of bringing in different tools. Now I can standardize. I will say, Matillion is our standard for doing ETL work. If this is the use case, but then it gets deployed across the geographies because the cloud helps us or the cloud platform helps us to manage it. Sitting down here. I have three centers around the world, you know, Costa Rica, India, and the us. I can manage 24 7 sitting here. No >>Problem. So the underlying our infrastructure is, is global, but the data needs are dealt with locally. Yep. >>One of the pav question, I was just thinking JVE is super well positioned funds for you, which is around that business domain knowledge versus technical expertise. Cause again, early in technology journeys tend, things tend to be very technical and therefore only high end engineers can do it, but high end engineers are scar. Right? Right. And, and also, I mean, we survey our hundreds of large enterprise customers and they tell us they spend two thirds of their time doing stuff they don't really want to do like reinventing the wheel, basic data movement and the low order staff. And so if you can make those people more productive and allow them to focus on higher value problems, but also bring pseudo technical people into it. Overall, the business can go a lot faster. And the way you do that is by making it easier. That's why Matillion is a low code NOCO platform, but Jer and Western union are doing this right. I >>Mean, I can't compete with AWS and Google to hire people. So I need to find people who are smart to figure the products that we have to make them work. I don't want them to spend time on infrastructure, Adam, I don't want them to spend time on trying to manage platforms. I want them to deliver the data, deliver the results to the business so that they can build and serve their customers better. So it's a little bit of a different approach, different mindset. I used to be in consulting for 17 years. I thought I knew it all, but it changed overnight when I own all of these systems. And I'm like, I need to be a little bit more smarter than this. I need to be more proactive and figure out what my business needs rather than what just from a technology needs. It's more what the business needs and how I can deliver that needs to them. So simple analogy, you know, I can build the best architecture in the world. It's gonna cost me an arm and leg, but I can't drive it because the pipeline is not there. So I can have a Ferrari, but I can't drive it. It's still capped at 80, 80 miles an hour. So rather than spend, rather than building one Ferrari, let me have 10 Toyotas or 10 Fs, which will go further along and do better for my cus my, for my customers. >>So how do you see this whole, we hearing about the data cloud. We hear about the marketplace, data products now, application development inside the data cloud. How do you see that affecting not so much the productivity of the data teams. I don't wanna necessarily say, but the product, the value that, that customers like you can get out >>Data. So data is moving closer to the business. That's the value I see, because you are injecting the business and you're injecting the application much more closer to the data because it, in the past, it was days and days of, you know, churn the data to actually clear results. Now the data has moved much closer. So I have a much faster turnaround time. The business can adapt and actually react much, much faster. It took us like 16 to 30 days to deliver, you know, data for marketing. Now I can turn it down in four hours. If I see something happening, I'll give you an example. The war in Ukraine happened. Let is shut down operations in Russia. Ukraine is cash swamp. There's no cash in Ukraine. We have cash. We roll out campaign, $0 money, transferred to Ukraine within four hours of the world going on. That's the impact that we have >>Massive impact. That's huge, especially with such a macro challenge going on, on the, in, in the world. Thank you so much for sharing the Matillion snowflake partnership story, how it's helping Western union really transform into a data company. We love hearing stories of organizations that are 170 years old that have always really been technology focused, but to see it come to life so quickly is pretty powerful. Guys. Thank you so much for your time. Thanks >>Guys. Thank you, having it. Thank >>You >>For Dave Velante and our guests. I'm Lisa Martin. You're watching the cubes live coverage of snowflake summit 22 live from Las Vegas. Stick around. We'll be back after a short break.

>> From theCUBE Studios in Palo Alto in Boston, bringing you data driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> Cybersecurity stocks have been sending mixed signals as of late, mostly negative like much of tech, but some such as Palo Alto Networks, despite a tough go of it recently have held up better than most tech names. Others like CrowdStrike, had been out performing Broader Tech in March, but then flipped in May. Okta's performance was pretty much tracking along with CrowdStrike for most of the past several months, a little bit below, but then the Okta hack changed the trajectory of that name. Zscaler has crossed the critical billion dollar ARR revenue milestone, and now sees a path to five billion dollars in revenue, but the company stock fell sharply after its last earnings report and has been on a down trend since last November. Meanwhile, CyberArk's recent beat and raise, was encouraging and the stock acted well after its last report. Security remains the number one initiative priority amongst IT organizations and the spending momentum for many high flying cyber names remain strong. So what gives in cyber security? Hello, and welcome to this week's Wikibon CUBE insights powered by ETR. In this breaking analysis, we focus on security and will update you on the latest data from ETR to try to make sense out of the market and read into what this all means in both the near and long term, for some of our favorite names in cyber. First, the news. There's always something happening in security news cycles. The big recent news is new President Rodrigo Chavez declared a national emergency in Costa Rica due to the preponderance of Russian cyber attacks on the country's critical infrastructure. Such measures are normally reserved for natural disasters like earthquakes, but this move speaks to the nature of today's cyber threats. Of no surprise is modern superpower warfare even for a depleted power like Russia almost certainly involves cyber warfare as we continue to see in Ukraine. Privately held Arctic Wolf Networks hired Dustin Williams as its new CFO. Williams has taken three companies to IPO, including Nutanix in 2016, a very successful IPO for that company. Whether AWN chooses to pull the trigger this year or will wait until markets are less choppy or obviously remains to be seen. But it's a pretty clear sign the company is headed to IPO at some point. Now, big point of discussion this week at Red Hat Summit in Boston and the prior week at Dell technologies world was security. In the case of Red Hat, securing the digital supply chain was the main theme. And from Dell building, many security features into its storage arrays and cyber resilience services into its as a service offering called Apex. And we're seeing a trend where buyers want to reduce the number of bespoke tools they use if they, in fact can. Here's IDC's Jim Mercer, sharing data from a recent survey they conducted on the topic. Play the clip. >> Interestingly, we did a survey, I think around last August or something. And one of the questions was around where do you want your security, right? Where do you want to get your DevSecOps security from? Do you want to get it from individual vendors, right? Or do you want to get it from like your platforms that you're using and deploying changes in Kubernetes? >> Great question. What did they say? >> The majority of them, they're hoping they can get it built into the platform. That's really what they want-- >> Now, whether that's actually achievable is debatable because you have so much innovation and investment going on from the likes of startups and for instance, lace work or sneak and security companies that you see even trying to build platforms, you've got CrowdStrike, Okta, Zscaler and many others, trying to build security platforms and put it all under their umbrella. Now the last point will hit here is there was a lot of buzz in the news about Okta. The reaction to what was a relatively benign hack was pretty severe and probably overblown, but Okta's stock is paying the price of what is generally considered a blown communications plan versus a technical failure. Remember, identity is not an easy thing to rip and replace and Okta remains a best-of-breed player and leader in the space. So we're going to look at some ETR data later in this segment to try and make sense of the recent action in the market and certain names. Speaking of which let's take a look at how some of the names in cybersecurity have fared relative to some of the indices and relative indicators that we like to look at. Here's a Google finance comparison for a number of stocks and names in the bottom there you can see we plot the hack ETF which tracks security stocks. This is a year to date view. And so we don't show it here but the tech heavy NASDAQ is off around 26% year to date whereas the cyber ETF that we're showing is down 18%, okay. So cyber holding up a little bit better than broader tech as we've reported earlier, was actually much better and still seems to be a gap there, but the data are mixed. You can see Okta is way off relative to its peers. That's a combination of the breach that we talked about but also the run up in the stock since COVID. CrowdStrike was actually faring better but broke this month, we'll see how it's upcoming earnings announcements are received when it announces on June 2nd after the close. Palo Alto in the light blue has done better than most and until recently was holding up quite well. And of course, Sailpoint is another identity specialist, it is kind of off the charts here because it's going private with the acquisition by Thoma Bravo at nearly seven billion dollars. So you see some mixed signals in cyber these past several months and weeks. And so we're trying to understand what that all means. So let's take a look at the survey data and see how spending momentum is holding up. As we've reported IT spending forecast, at the macro level, they've come off their 8% highs from the end of the year, the ETRS December survey, but robust tech spending is still there. It's expected at nearly seven percent and this is amongst 1200 ETR respondents. Here's a picture from the ETR survey of the cybersecurity landscape. That y-axis that's net score or a measure of spending momentum and that horizontal access is overlap. We used to talk about it as a market share which is a measure of pervasiveness in the data set. That dotted red line at 40% indicates an elevated spending momentum level on the vertical axis and we filter the names and limited to only those with a hundred or more responses in the ETR survey. Then the pictures still pretty crowded as you can see. You got lots of companies above the red dotted line, including Microsoft which is up into the right, they're so far off the chart, it's just amazing. But also Palo Alto and Okta, Auth0, which of course is now owned by Okta, Zscaler, CyberArk is making moves. Sailpoint and Cloudflare, they're all above that magic 40% line. Now, you look at Cisco, it shows a very large presence in the horizontal axis in the data set. And it's got pretty respectable momentum and you see Splunk doing okay, no before and tenable just below that 40% line and a lot of names in the very respectable 20% zone. And we've included some legacy names just for context that fall below the zero percent line with a negative net score. And that means a larger proportion, that negative net score means a larger proportion of their customers in the survey are spending less than those that are spending more. Now, typically for these legacy names you're going to have a huge proportion of customers who have flat spending that kind of fat middle and that's why they sort of don't have that highly elevated score, but they're still viable as they get the recurring revenue each year. But the bottom line is that spending remains robust for some of the top names that we've talked about earlier despite their rocky stock performance. Now, let's filter this data a bit more to make it a little bit easier to read. So to do that, we take out Microsoft because they're just so dominant and we cherry pick some names to make the data more consumable and scannable. The other data point we've added is Okta's net score breakdown, the multicolored rows there, that row in the bottom right. Net score, it measures the percent of customers that are adding the platform new, that's the lime green, at 18% for Okta. The forest green is at 42%. That's the percent of customers in the survey that are spending six percent or more. The gray is flat spending. That's 32% for Okta, this past survey. The pink is customers that are spending less, that's three percent. They're spending six percent or worse in the survey, so only three percent for Okta. And the bright red at three percent is decommissioning the platform. You subtract the reds from the greens and you get a net score, well, into the 50s for Okta and you can see. We highlight Okta here because it's a name that we've been following for quite some time and customers have given us really solid feedback on the technology and up until the hack, they're affinity to Okta, but that seems to be continuing. We'll talk more about that. This recent breach to Okta has caused us to take a closer look. And you may recall, we reported with our ETR colleague, Eric Bradley. The breach was announced right in the middle of ETR collecting data in the last survey. And while we did see a noticeable downtick right after the announcement, the exposure of the hack and Okta's net score just after the breach was disclosed, you can see the combination of Okta and Auth0 remains very strong. I asked Eric Bradley this morning what he thought about Okta, and he pointed out that you can't evaluate this company on its price to earnings ratio. But it's forward sales multiple is now below 7X. And while attractive, these high flyers at some point, Eric says, they got to start making a profit. So you going to hold that thought, we'll come back to that. Now, another cut of the ETR data to look at our four star security names here. A while back we developed a methodology to try and cut through the noise of the crowded security sector using the ETR data to evaluate two key metrics; net score and shared N. Net score again is, spending momentum, the latter is an indicator of presence in the data set which is a proxy for market presence. Okay, we assigned those companies that cracked the top 10 in both net score and shared N, we give them four stars, okay, if they make the top 10. This chart here shows the April survey data for those companies with an N that's greater than, equal to a hundred responses. So again, we're filtering on those with a hundred or more responses. The table on the left that you see there, that's sorted by net score, okay. So we're sorting by spending momentum. And then the one on the right is sorted by shared N, so their presence in the data set. Seven companies hit the top 10 for both categories; Palo Alto Network, Splunk, CrowdStrike Okta, Proofpoint, Fortinet and Zscaler. Now, remember, take a look, Okta excludes Auth0, in this little methodology that we came up with. Auth0 didn't make the cuts but it hits the top 10 for net score. So if you add in Auth0's 112 N there that you see on the right. You add that into Okta, we put Okta in the number two spot in the survey on the right most table with the shared N of 354. Only Cisco has a higher presence in the data set. And you can see Cisco in the left lands just below that red dotted line. That's the top 10 in security. So if we were to combine Okta and Auth0 as one, Cisco would make the cut and earn four stars. Now, some other notables are CyberArk, which is just below the red line on the right most chart with an impressive 177 shared N. Again, if you combine Auth0 and Okta, CyberArk makes the four star grade because it's in the top 10 for net score on the left. And Sailpoint is another notable with a net score above 50% and it's got a shared N of 122, which is respectable. So despite the market's choppy waters, we're seeing some positive signs in the survey data for some of the more prominent names that we've been following for the last couple of years. So what does this mean for the markets going forward? As always, when we see these confusing signs we like to reach out to the network and one of the sharpest traders out there is Chip Simonton. We've quoted him before and we like to share some of his insights. And so we're going to highlight some of that here. So technically, almost every good tech stock is oversold. And as such, he suggested we might see a bounce here. We certainly are seeing that on this Friday, the 13th. But the right call tactically has been to sell into the rally these past several months, so we'll see what happens on Monday. The key issue with the name like Okta and some other momentum names like CrowdStrike and Zscaler is that when money comes back into tech, it's likely going to go to the FAANG stocks, the Facebook, Apple, Amazon, Netflix, Google, and of course, you put Microsoft in there as well. And we'll see about Amazon, by the way, it's kind of out of favor right now, as everyone's focused on the retail side of the business meanwhile it's cloud business is booming and that's where all the profit is. We think that should be the real focus for Amazon. But the point is, for these momentum names in cybersecurity that don't make money, they face real headwinds, as growth is slowing overall and interest rates rise, that makes the net present value of these investments much less attractive. We've talked about that before. But longer term, we agree with Chip Simonton that these are excellent companies and they will weather the storm and we think they're going to lead their respective markets. And in cyber, we would expect continued M&A activity, which could act as a booster shot in the arms of these names. Now in 2019, we saw the ETR data, it pointed to CrowdStrike, Zscaler, Okta and others in the security space. Some of those names that really looked to us like they were moving forward and the pandemic just created a surge in these names and admittedly they got out over their skis. But the data suggests that these leading companies have continued momentum and the potential for stay in power. Unlike the SolarWinds hack, it seems at this point anyway that Okta will recover in the market. For the reasons that we cited, investors, they might stay away for some time but longer term, there's a shift in CSO security strategies that appear to be permanent. They're really valuing cloud-based modern platforms, these platforms will likely continue to gain share and carry their momentum forward. Okay, that's it for now, thanks to Stephanie Chan, who helps with the background research and with social, Kristen Martin and Cheryl Knight help get the word out and do some great work as well. Alex Morrison is on production and handles all of our podcast. Alex, thank you. And Rob Hof is our Editor in Chief at SiliconANGLE. Remember, all these episodes, they're available as podcast, you can pop in the headphones and listen, just search "Breaking Analysis Podcast." I publish each week on wikibon.com and SiliconANGLE.com. Don't forget to check out etr.ai, best in the business for real customer data. It's an awesome platform. You can reach me at dave.vellante@siliconangle.com or @dvellante. You can comment on our LinkedIn posts. This is Dave Vellante for the CUBEinsights powered by ETR. Thanks for watching. And we'll see you next time. (bright upbeat music)

(upbeat music) >> Hey everyone. Welcome to theCUBE's coverage of Women In Tech, International Women's Day 2022. I'm your host, Lisa Martin. I have two guests from AWS here with me. Carolina Pina joins us, the head of Enterprise Enablement for LATAM and Laura Alvarez Modernel is here as well, Public Sector Programs Manager at AWS. Ladies, it's great to have you on theCUBE. >> Nice to meet you. >> Thank you for having us. >> Carolina, let's start with you. Talk to me a little bit about your role, what it is that you're doing there. >> So my role in AWS is to actually create mechanisms of massive training to try to close the talent gap that we have in the region. And when I mentioned talent gap, I'm talking about obviously digital and cloud-computing skills. So that's, that's, in a nutshell what my role entails. >> Lisa: Got it. How long have you been in that role? Just curious. >> So I've been at AWS a little bit over, over two years. I was actually in the public sector team when I joined, leading the education vertical for Latin American Canada. And I recently joined the commercial sector now leading these massive training efforts for the region for LATAM. >> And Laura, you're in public sector. Talk to me a little bit about your role. >> Yes, I'm in public sector. I'm also based in Buenos Aires, Argentina. So yeah, I'm from Latin America, and I lead educational and community impact programs in the Southern cone of Latin America. I also lead diversity, equity and inclusion efforts and I'm part of the Women at Amazon global board. That's our affinity group to make sure we make efforts towards building a more equal world. And on a personal note I'm really passionate about the topic of gender equality because I truly think it affects us all as women and as Latins. So that's something that I'm always interested in collaborating with. >> Lisa: Excellent. Carolina back to you. If we think about from an enablement perspective how is AWS partnering with its customers and its partners to train and employ women particularly in technology? >> Oh, sure. Lisa, so it's not a surprise. We, like I mentioned, you know we have a big cloud skills, talent gap in the region. In fact, you know, 69% of companies have reported talent shortages and difficulty hiring. So, and this represents a 15 year high. So, many of these companies are actually, you know, our own commercial customers. So they approach us saying, you know, asking for for support training and developing their talent. So like I mentioned, in my role I create massive training efforts and initiatives. So we always take into consideration women, minorities, underrepresented community, and not just for the current talent, meaning like the people that are currently employed, but also to ensure that we are proactively implementing initiatives to develop a talent of younger you know, a younger generation and a talent. So we can, you know, to inspire them and, and ensure that they, that we're seeing them represented in companies like AWS, you know and our customers, and in our partners. And obviously we, when we sit down with customers to craft these massive trainings you know, leveraging their ecosystems and communities, we actually try to use all our AWS training and certification portfolio which includes, you know, in live in class with live in structures, in classroom trainings. We also have our AWS Skill Builder platform which is the platform that allows us to, you know to reach a broader audience because it has, you know over 500 free and on-demand classes. And we also have a lot of different other programs that touches in different audiences. You know, we have AWS re/Start for underrepresented, and underemployed minorities. We also have AWS Academy, which is the program that we have for higher education institutions. And we have AWS, you know, Educate which also touches, you know, cloud beginners. So in every single of these programs, we ensure that we are encompassing and really speaking to women and developing training and developing women. >> Lisa: That's a great focus there. Laura, talk to me about upskilling. I know AWS is very much about promoting from within. What are some of the things that it's doing to help women in Latin America develop those tech skills and upskill from where, maybe where they are now? >> Well, Lisa, I think that is super interesting because there's definitely a skills gap problem, right? We have all heard about. And what's funny is also that we have this huge opportunity in Latin America to train people and to help further develop the countries. And we have the companies that need the talent. So why is there still a gap, right? And I think that's because there's no magic solution to solving this problem. No, like epic Hollywood movie scene that it's going to show how we close the gap. And it takes stepping out of our comfort zone. And as Carolina mentioned, collaborating. So, we at AWS have a commitment to help 29 million people globally to grow their technical skills with free cloud-computing skills training by 2025. I know that sounds a lot through educational programs but we do have as Carolina mentioned, a Skill Builder you can go into the website for free, enter, choose your path, get trained. We have Academy that we implement with universities. Re/Start that is a program that's already available in Argentina, Brazil, Chile, Colombia, Mexico, Peru, and Costa Rica. So there are a lot of opportunities, but you also mentioned something else that I would like to dive a bit deeper that is Latin American women. And yesterday we had the opportunity to record a panel about intersectionality with three amazing Latin women. And what we have to learn from that is that these are two minorities that intersect, right. We're talking about females that are minority. Latinas are minority. And in tech, that is also something that is even bigger minority. So there are more difficulties there and we need to make sure that we are meeting that talent that is there that is in Latin America, that exists. We know for sure we have unicorns in Latin America that are even AWS customers like Mercado Libre, and we have to meet them with the opportunities. And that's why we created a program that came from identifying how this problem evolves in Latin America, that there is a lack of confidence in women also that they don't feel prepared or equipped. There is a cultural component why we don't choose tech careers. And we partner with universities, more than 12 universities in Latin America with the International American Development Bank as well to create tech skills that's a free five weeks program in order to get students and get female in Latin America, into the tech world. And we also have them with mentorship. So I think that is an opportunity to truly collaborate because we as AWS are not going to solve these by ourselves, right? We need everyone pitching in on that. >> Lisa: Right. It's absolutely a team effort. You mentioned something important in terms of helping women, and especially minorities get out of their comfort zone. Carolina, I'm curious when you're talking with women and getting them into the program and sharing with them all of the enablement programs that you have, how do you help them be confident to get out of that comfort zone? That's a hard thing to do. >> Yeah, no, for sure. For sure, Lisa, well, I, you know, a lot of times actually I use myself as an example because, you know, I studied engineering and industrial systems engineering many years ago. And you know, a lot of my career has been in in higher education and innovation and startups. And as I mentioned in the intro I've been at AWS for a little bit over two years. So I, my career has not been in cloud and I recently joined the cloud. So I actually had to go through our own trainings and get our own certifications. So I, that's, you know a lot of times I actually, I use my own example, so people understand that you don't have to come from tech, you don't have to come, you can actually be a non-tech person and, and also see the the benefits of the cloud. And you don't have to only, you know, learn cloud if you're in the IT department or in an IT team. So sometimes, I also emphasize that the cloud and the future is absolutely the cloud. In fact, the world economic foreign, you know teaches us that cloud-computing is that the technology that's going to be mostly adopted by 2025. So that's why we need to ensure that every single person, women and others are really knowledgeable in the cloud. So that's why, you know, technical and untechnical. But I, you know, I use myself as an example for them to say, you know, you can actually do it. And obviously also I collaborate with Laura and a lot of the women at Amazon Latin America Group to also you know, ensure that we're doing webinars and panels. So we show them ourselves as role model like, Laura is an incredible role model for our community. And so it's also to to show examples of what the possibilities are. And that's what we do. >> Lisa: I love that you're sharing >> And can I make a note there also? >> Please, yes. >> To add to that. I think it also requires the companies and the, and the private sector to get out of their comfort zone, right? Because we are not going to find solutions doing what we are already doing. We truly need to go and get near these persons with a new message. Their interest is there in these programs we have reached more than 3,000 women already in Latin America with tech skills. So it's not that women are not interested. It's like, how do we reach them with a message that resounds with them, right? Like how we can explain the power of technology to transform the world and to actually improve their communities. I think there's something there also that we need to think further of. >> It's so important. You know, we say often when we're talking about women in tech, that she needs to see what she can be or if she can't see it, she can't be it. So having those role models and those mentors and sponsors is absolutely critical for women to get, I call it getting comfortably uncomfortable out of that comfort zone and recognizing there's so many opportunities. Carolina, to your point, you know, these days every company is a tech company, a data company whether you're talking about a car dealer, a grocery market. So your point about, you know, and obviously the future being cloud there's so much opportunity that that opens up, for everybody really, but that's an important thing for people to recognize how they can be a part of that get out of their comfort zone and try something that they maybe hadn't considered before. >> Yes. And, actually, Lisa I would love to share an example. So we have a group, O Boticário, which is one of our customers one of the, the lead retails in Brazil. And they've been a customer of AWS since 2013 when they realized that, you know the urgency and the importance of embracing state of the art technology, to your point, like, you know this is a retail company that understands that needs to be, you know embrace digital transformation, especially because, you know they get very busy during mother's days and other holidays during the year. So they realized that they, instead of outsourcing their IT requirements to technology experts they decided to actually start developing and bringing the talent, you know within itself, within, you know, technology in-house. So they decided to start training within. And that's when we, obviously we partnered with them to also create a very comprehensive training and certification plan that started with, you know a lot of the infrastructure and security teams but then it was actually then implemented in the rest of the company. So going back to the point like everybody really needs to know. And what we also love about O Boticário is they they really care about the diversion and inclusion aspect of this equation. And we actually collaborated with them as well through this program called Desenvolve with the Brazilian government. And Desenvolve means developing Portuguese and they this program really ensures that we are also closing that gender and that race gap and ensuring that they're actually, you know, developing talent in cloud for Brazil. So we, you know, obviously have been very successful with them and we will continue to do even more things with them particular for this topic. >> Lisa: I've always known how customer focused AWS is every time we get to go to re:Invent or some of the events but it's so nice to hear these the educational programs that you're doing with customers to help them improve DEI to help them enable their own women in their organizations to learn skills. I didn't realize that. I think that's fantastic very much a symbiotic part of AWS. If we think about the theme for this year's International Women's Day, Breaking The Bias I want to get both of your opinions and Laura we'll start with you, what that means to you, and where do you think we are in Latin America with breaking the bias? >> Well, I think breaking the bias is the first step to truly being who we are every day and being able to bring that to our work as well. I think we are in a learning curve of that. The companies are changing culturally, as Carolina mentioned we have customers that are aware of the importance of having women. And as we say at AWS not only because there is a good business reason because there is, because there are studies that show that we can increase the country's CPD, but also because it's important and it's the right thing to do. So in terms of breaking the bias I think we are learning and we have a long way to go. I talked a bit earlier about intersectionality and that is something that is also important to highlight, right? Because we are talking about females but we are also talking about another minorities. We're talking about underrepresented communities, Indigenous People, Latins. So when these overlap, we face even bigger challenges to get where we want to get, right? And to get to decision making places because technology is transforming the ways we take decisions, we live, and we need someone like us taking those decisions. So I think it's important at first to be aware and to see that you can get there and eventually to start the conversation going and to build the conversation, not to just leave it but to make sure we hear people and their input and what they're going through. >> Lisa: Yes. We definitely need to hear them. Carolina, what's your take on breaking the bias and where do you from your experience, where do you think we are with it? >> Yeah, no, I'm as passionate as Laura on this topic. And that's why we, you know we're collaborating in the Women at Amazon Latin America Chapter, because we're both very, I think breaking the bias starts with us and ourselves. And we are very proactive within AWS and externally. And I feel it's also, I mean, Lisa, what we've been doing is not only, obviously gathering you know, the troops and really making sure that, that we have very aggressive goals internally, but also bringing you know, bringing our male counterparts, and other, you know, other members of the other communities, because the change, we're not going to make it alone. Like the change where it is not women only talking to women is going to make the change. We actually need to make sure the male and other groups are represented. And the dialogue that they're that we're very conscious about that. And I feel like we're seeing more and more that the topic is becoming more of a priority not only within AWS and Amazon but we also see it because now that I meet with when I meet with customers around the region they really want to see how we can collaborate in these diversion and inclusion initiatives. So I think we are breaking the bias because now this topic is more top of mind. And then we are being more proactively addressing it and and training people and educating people. And I feel we're really in a pivoted point where the change that we've really been wanting to we will see in the next you know, few years which is very exciting. >> Lisa: Excellent, and we'll see that with the help of women like you guys. Thank you so much for joining me today, talking about what you're doing, how you're helping organizations across AWS's ecosystem, customers, partners, and helping, of course, folks from within you, right. It's a holistic effort, but we are on our way to breaking that bias and again, I thank you both for your insights. >> Thank you. >> Thank you, Lisa, for the opportunity. >> My pleasure. For Carolina Pina and Laura Alvarez Modernel, I'm Lisa Martin. You're watching theCUBE's coverage of Women in Tech, International Women's Day 2022. (upbeat music)

(bright upbeat music) >> Welcome back to theCube's coverage of AWS re:Invent 2021. This is "theCube". We go out to the events. We extract the signal from the noise. We're here at a live event, hybrid event, two sets. We had two remote studios prior to the event, over 100 interviews. Really excited to have George Elissaios here. He's the director of product management for EC2 Edge, really interesting topic at AWS. George, great to see you. Thanks for coming on. >> Yeah, great to be here. Thanks for having me. >> So, everybody's talking about Edge, IoT, EC2. What's the scope of your portfolio, your responsibility? >> Yeah, well, our vision here at AWS is to really bring the power of the AWS platform wherever customers need it. AWS wherever our customers want it is our long-term vision. And we have a bunch of products in this space that help us do that and help us enable our customers whatever their use case is. So we have things like Wavelength. I know we talked about Wavelength before here in "theCube", where we bring full AWS service at the edge of the 5G network, so with 5G edge computing in partnership with telcos worldwide, our partnership with Verizon in the US has been flourishing. We're up to, I think, 15 or more Wavelength zones right now in many of the major cities in the US, but also in Japan and Korea, and in Europe with Vodafone. So that's one of the portfolio kind of offerings. And that helps you as a customer of AWS if you want to have the best latency to mobile devices, whether they are sensors, or mobile phones, or what have you. But we're also feeling out that Edge portfolio with local zones. Earlier today in Werner's keynote, we announced that we're going to launch another 30 local zones in 20 new countries, everywhere from South America, Africa, Asia, Australia, and Europe, obviously. So a lot of expansion there. Very excited about that. And that is kind of a similar offering, but it basically brings you closer to customers in metropolitan areas over the internet. >> So, Wavelength's a big feature. George, I want to get just to touch on it because I think latency comes up a lot in Edge conversations, low latency issues, whether it's cars, factories. You guys gave a demo yesterday to the press corps in the press room, I was there, where you had someone in San Francisco from the Opera and someone in person here in Vegas, and you had 13 milliseconds going back and forth demoing, real time- >> Collaboration. >> The benefit of low latency in remote. It wasn't next door. It was San Francisco. This is kind of the purpose of what Edge is about. Can you explain what that means, that demo, why it was important, and what you were trying to show, and how does it mean for the Edge? >> So there is multiple use cases. One of them is human collaboration, right? Like, we spent the last two years of our lives over conferences and kind of like the teleconferences, and trying to talk over each other and unmute ourselves desperately. But existing solutions kind of work, generally, for most of the things that we do, but when it comes to music collaboration where milliseconds matter, it's a lot harder with existing solutions to get artists to collaborate when they're hundreds of miles away. Last night, we saw a really inspiring demo, I think, of how two top tier musicians, one located in San Francisco and one located in Vegas, can collaborate in opera, which is one of the most precise art forms in the music world. There are no beats in opera to kind of synchronize, so you really need to play off each other, right? So we provided a latency between them of less than 30 milliseconds, which translates, if you're thinking about audio or if you're thinking about the speed of sound, that's like being in the same stage. And that was very inspiring. But there's also a lot of use cases that are machine to machine communications, where even lower latencies matter, and we can think of latencies down to one millisecond, like single digit milliseconds when it comes to, for example, vehicles or robots, and things like that. So we're, with our products, we're enabling customers to drive down that latency, but also the jitter, which is the variation of latency. Especially in human communications, that is almost more important than latency itself. Your mind can adapt to latency, and you can start predicting what's going to happen, but if I'm keep changing that for you, that becomes even harder. >> Well, this is what I want to get to because you got outcomes and applications like this opera example. That's an application, I guess. So working backwards from the application, that's one thing, but now people are really starting to trying to figure out, "What is the Edge?" So I have to ask you, what is AWS's Edge? Is it Outpost, Wavelength? What do people buy to make the Edge work? >> Well, for us, is providing a breadth of services that our customers can either use holistically or combine multiple of those. So a really good example, for example, is DISH Wireless. I'm sure you know we're building with DISH the first in the world mobile network, 5G mobile network fully on cloud, right? So these combines Outposts and combines local zones in order to distribute the 5G network across nationwide. And different parts of their applications live in different edges, right? The local zone, the Outputs, and the region itself. So we have our customers... You know, I talked about how local zones is going to be, you know, in total, 45 cities in the world, right? We're already in 15 in the U.S. We're going to do another 30. But customers might still come, and say, "Oh, why are you not," you know, "in "in Costa Rica?" Well, we'll have Outposts in Costa Rica. So you could build your own offering there, or you could build on top of Outputs while you distribute the rest of your workload in existing AWS offering. So to answer your question, John, there is no single answer. I think that it is per use case and per workload that customers are going to combine or choose which one of- >> Okay, so let's go through local zones. Explain what a local zone is real quick. I know we covered it a bit last year with the virtual event, but local zones are now part of the nomenclature of the AWS language. >> Yes. >> And we know what a region is, right? So regions are regions. What's a local zone? >> When your region's saying new availability zones, and then we're just (chuckles)- >> You got availability zones. Now you got local zones. Take us through the topology, if you will, of how to think about this. >> Right, so a local zone is a fully-managed AWS infrastructure deployment. So it's owned and managed and operated by AWS. And because of that, it offers you the same elasticity, and security, and all of the goodies of the cloud, but it's positioned closer to your end customers or to your own deployment. So it's positioned in the local urban, metropolitan or industrial center closer to you. So if you think about the U.S., for example, we have a few regions, like, in the East Coast and in the West Coast, but now, we're basically extending these regions, and we're bringing more and more services to 15 cities. So if you are in Miami, there is a local zone there. If you are in LA, there is two locals zones actually in LA. That enables customers to run two different types of workloads. One is these distributed clouds or distributed Edge kind of workload that we've been hearing more and more about. Think of gaming, for example, right? Like, we have customers that are, like Supercell, that need to be closer to the gamers, wherever they are. So they're going to be using a bunch of local zones to deploy. And also, we have these hyper-local use cases, where we're talking, for example, about Netflix that are enabling in LA their creative artists to connect locally and get like as low as single millisecond latencies. So local zone is like an availability zone, but it's closer to you. It offers the same scalability, the same elasticity, the same security and the same services as the AWS cloud. And it connects back to the regions to offer you the full breadth of the platform. >> So just to clarify, so the Edge strategy essentially is to bring the cloud, AWS, the primitives, the APIs, to where the customers are in instances where they either can't move or won't move their resources into the cloud, or there's no connectivity? >> Right, we have a bunch of use cases where customers either need to be there because of regulation or because of some data gravity, so data is being generated in a specific place and you need to locally process it, or we'll have customers in this distributed use case. But I think that you're pointing out a very important thing, which is a common factor across all of these offerings. It's it is the cloud. It's not like a copycat of the cloud. It's the same API. It's the same services that you already know and use, et cetera. So extending the cloud rather than copying it around is our vision, and getting those customers who, well, connectivity obviously needs to be there. We were offering AWS Private 5G. We talked about it yesterday. >> Now, a premise that we've had is that a lot of Edge use cases will be driven by AI inferencing. And so... First of all, is that a reasonable premise, that's growing, we think, very quickly, and it has huge potential. What does the compute, if that's the correct premise, what does the compute look like for that type of workload? >> That is a great premise, and that's why we think that the model that we're offering is so powerful, because you have the Edge and the cloud fully cooperating and being connected together. You know, the Edge is a resource that's more limited than the full cloud in the AWS region. So when you're doing inferencing, what you really want to do is you want to train your models back up in the region where you get more scalability and the best prices. You know, you have the full scale of AWS. But for the latency-sensitive parts of your applications, you want to push those to the Edge. So when you're doing the actual inferencing, not the training of the models- >> Real time. Yeah. >> Real time, you push that to the Edge, whether that's if your connectivity is 5G, you can push that into a Wavelength zone. If your connectivity is wired, you can push it into a local zone. If you really need it to be in your data center, you can push it in your Outposts. So you see how our kind of like building out for all of those use cases. >> But in those instances, I'm interested in what the compute looks like, 'cause I presume it's got to be low power, low cost, super high performance. I mean, all of those things that are good for data-driven workloads. >> Right, the power, if we think here, is the same compute that you know and love in the cloud. So the same EC2 instance types, the EBS volumes, the S3 for storage, or RDS for your databases and EMR clusters. You can use the same service. And the compute is the same powerful all the way down from the hardware up to the service. >> And is the promise to customers that eventually those... It's not all of those services, right? I mean, you go to Outposts today, it continues to grow. >> Continuing to grow, yeah. Right, so but conceptually, as many services you could possibly push to the Edge, you intend to do so? >> We are pushing services according to customer requests, but also there is a nuance here. The nuance is that you push down the services that are truly latency-sensitive. You don't need to push everything down to the Edge when you're talking about latency- >> Like, what's an example of what you wouldn't push down? >> So management tools, right? So when you're doing monitoring and management, yeah, you don't need these to be at the Edge. You can do that, and you can scale that. Or, you know, batch processing, it doesn't have to be at the Edge because it's, by definition, not online, not like a latency service. So we're keeping those, like AWS Batch, for example, that's in the region because, you know, that's where customers really use it. But things like EC2, EBS, EMR, we're pushing those to the Edge because those are more- >> We got two minutes left. I want to get the Outposts kind of update. I remember when Outposts launched. It was really a seminal moment for re:Invent. Hybrid. "Oh, Andy Jassy said hybrid." Yeah. "I'll never say hybrid." But now hybrid's kind of translated into all cloud operations. Now you got local zones. A lot's changed from Amazon Web Services standpoint since Outposts launched. Local zones, things are happening. 5G, DISH. Now what's the status of Outposts? Are you guys happy with it? What has it morphed into? Is it still the same game? What is Outposts today, vis-a-vis what people may think it is or isn't? >> Yeah, we've been focusing in what we're talking about, building out a number of services that customers request, but also being in more and more places. So I think we're in more than 60, now, countries with Outposts. We've seen very good adoption. We've seen very good feedback. You know, half of my EBCs have been on Outposts, but this year, I think that one of the most exciting announcements were the Outposts servers. So the smaller form factors that enable an additional use cases, like for example, retail or even building your 5G networks. You know, one of our partners, Mavenir, is moving their 5G core, so the smarts of the network that does all the routing, on Outposts servers, and we can distribute those all over the place. So, we're keeping on the innovation. We're keeping on the expansion. And we've been getting very good customer feedback- >> So all steam ahead, full steam ahead? >> Full steam ahead plus 10%. (John laughs) >> All right, guys. Thank you so much, George. Really appreciate it. We're seeing the cloud expand. The definition is growing, kind of like the universe, John. Dave Vellante for John John Furrier. You're watching "theCube" at AWS re:Invent, the leader in high tech coverage globally. We'll be right back.

>>Hello. And welcome back to the cubes coverage here. Live in Las Vegas for 80 bucks. Re-invent 2021. We're in person been two years since the cube has been on the ground here at a live event, it's a hybrid event. Check them out online. AWS has got to reinvent site as well as cube online. I'm Jennifer, your host got a great guest here from Latin America. Honeywell is VP of Latin America for AWS, a lot of global change, but the regions, a lot of great stuff, cultural integration. If you will, a skills people all around the world using cloud compute. Jaime's great, but coming on the cube. Thanks for coming on. >>Thank you, John. Thank you. It's a pleasure to be >>Here with you. Um, I wish I could speak in the native tongue, but I can't. I ended it, but I know online there's some special rooms that people have on the cube sites. So a lot of tech, a lot of cloud native in the world, I'm seeing Latin America and all the events we've done had great participation in the cloud ecosystem in Latin America, a lot of young talent, a lot of things happening. What's what's going on. >>Well, as you can see around us today, a lot of things are happening in the cloud. We are in this inflection point in the industry of technology that is accelerating innovation, accelerating transformation all over the world. And obviously Latin America is not an exception. We're seeing this momentum. We're seeing large enterprise companies leveraging the cloud to transform their customer experiences, to drive innovation. We're seeing startups to drive competitiveness and try to compete with the world. And that's also enabling a lot of younger generations to move faster, to innovate, to dream big and drive new ideas. So you're seeing that same momentum in Latin America, all across the region. But this is the one John and we, and we are seeing this happening for many years ahead. >>You know, I love inflection points and I've been saying this and just wrote a blog post about it on siliconangle.com that we are now at another inflection point where cloud is going next gen, where in any kind of revolution, every inflection point, this cultural revolution starts with the young people. And I've never seen an impact with Kubernetes and microservices and the modern approach of the younger generation. It's like if I was 20, that'd be a kid in the candy store. What I don't have to build land is there for me. I got to don't have to provision any servers. So the I'm seeing an impact for the younger generation around cloud and it's global phenomenon. What's what's going on in the younger talent in Latin America. Well, >>Let's just say, I mean, generations see inflection as opportunity, opportunity to make new things happen to, as I said to dream big and actually enabled their ideas to become a reality. And that's where you're seeing all across the region. You see this in Brazil, you see these in Argentina, you see this Columbia, Mexico, largest startup communities that are competing with the world. And you have, you know, we have an example like Newman that was here this morning, like started seven years ago, 2014 with a view transforming the financial services experience. That's where we're seeing all across Latin America, because >>The young kids slinging APIs around with containers. Now you've got the container movement. We had a great showing from Brazil and our DockerCon event. Um, net, very notable, um, intelligence coming out of that area. Amazing young talent. I'm just blown away by the, by the work, but in the region itself is still transformation. So I know you're, you're well known for doing really big deals at AWS. Uh, I can say that big banks, multimillion dollar deals. So there's growth there there's existing business transforming while new entrepreneurs are coming in. It's kind of a best of both worlds. What's the, what's the growth look like. >>Uh, as you mentioned, very large enterprises understand that the cloud and a transformation of culture is going to allow them to innovate them, to have loyal customers, every large enterprise customer. We're thinking about different ways to contact their customers, transforming the experience you're seeing customers like like Bancolombia that are migrating their legacy systems into the cloud in order to make faster decisions, to increase agility, to increase innovation and lead their people. Because at the end journey is all about the people that their people build on behalf of their customers and transform their experiences. >>You know, one of the things I noticed during the pandemic, and I'd love to get your reaction to this because I know you're living that as well every day, even before the pandemic, but since everything went virtual now hybrid, you're seeing a very low friction point to get in and collaborate. There's almost a new social construct, connective tissue between no boundaries. So you can have an event like here at reinvent, we're in person, but yet there's an online community digitally engaging. So we're starting to see cell formation where people around the world are getting together. How has it impacted how you manage and how you engage with your customers in your region? >>Well, as I said, it's a combination of many things. Our customers are still like people in person. That's why we have our business in Brazil. We have obviously in Argentina, Colombia, Mexico, Costa Rica, Peru, we still have presses. There we are where we work very close with our customers. We understand they need and what they want to do. But now, for example, during the last two years, I've had the opportunity to leverage in technology, be present in what we call virtual trips in most of our countries full day experiences. And I have to tell you at the beginning, I was concerned. I didn't have the opportunity to meet some of these people before today. When I see them in person here in re-invent this like, as if we had met from four. So as you say is the hybrid experience that allows us to be in-person with our customers, with our partners across the region, but also in a remote base, having the opportunity to build the same relations. And that's what technology is enabling better experience, faster innovation and moral agility and growth all across Latin America. >>So it's one of the things I talked to Adams Leschi about before reinvent a week ago, um, on a bank exclusive interview with him was he was very adamant about the clouds expanding everywhere. Honestly, you've got the edge in manufacturing, ADP percent everywhere, but he mentioned the regions, the continued growth of regions. It's been 10 years since Latin America. How's that impacted what you got going on there. And what's next from a region perspective. And how has that changed the landscape >>While you're touching? John is probably the most important thing we're seeing. You're absolutely right. We started 10 years ago, December 14 in Brazil with an office and a region there Caesar will launch offices in most of our countries. Now the important thing here is how our technology is enabling our companies, Latin American companies. We have 17 million companies in Latin America be more competitive. You know, some examples, I just mentioned Nubank, but we have that is competing with very large companies. You have Bancolombia you have GBM in Mexico. So what we're seeing is our companies be able by leveraging the latest and best technology to compete with the world and to drive that competitiveness that we need. The other thing about talent. If we enable and empower our Latin American talent or builders to build these new experiences, that's, what's going to allow the region to accelerate their growth, their competitiveness, and their social benefits. >>It was interesting too, is that you can see from the trends to do that. You can do it really fast now instantly. So it's, it's an amazing opportunity. Um, I gotta ask you while you're here, cause I'm really curious. I'm sure the viewers will be as well. What's what's going on in Latin America from a trend stamp. What's the vibe like? What's the, what's the environment like what's the, what's the mindset like there in those regions, from an entrepreneurship perspective, from a cloud enablement perspective, a cultural perspective, what's your report? How would you report on that? >>First of all, we're seeing the cloud accelerate all across Latin America. And I, and as I said, it's really day one for all of us. The other thing is that our customers are understanding that digital transformation is not a technology transformation. It's a cultural transformation leverage by leveraging technology for that to happen. It's about people. It's about mechanisms in the company. It's about the way companies make decisions. And that's why, why the power of the cloud is so important in impact to empower these people, to make things happen. In fact, what we're seeing in Latin America is CEOs of some of these companies like Bancolombia CEO is very engaged in this transformation where he's reviewing technology, he's understanding the cloud because that's how they realize or how they understand the importance of, you know, changing their companies, focused on their customers. The other thing is Latin American companies understand that they need to understand their customer needs work backwards from that and leverage that their technology, the cloud in order to improve the experiences of the >>Costumes. So I had to put you on the spot on a question. I gotta ask you, you know, if this is 10 years of re-invent, we've been here for nine. And I remember the first one we went with the second one. Wasn't many people here were like getting guests from the hallway. Hey, come on up on the cube. And now we can't, there's no open spots. Um, 15 years is how old Amazon is Amazon web services. So, so as Adam takes over and you have Amazon going in the next 15 years, what's your vision on how that evolves? Because you know, you're looking at the pandemic ending and pandemic has proven to a lot of people that digital works here, but as exposed what doesn't work, you can't hide the ball anymore if your business, but you're exposed. If you're in the cloud or you've got modern software, if no one's using it, it's not working change it. You can do it fast. So the whole hiding behind, you know, I bought this project, what this software, old guard, new guard, I mean, you can't hide the volume where, so that changes things, but also the creativity of refactoring business is also there. So you got, you got fear. I don't can't hide the ball and you're exposed to opportunity. >>What's your reaction to that? In fact, what I was going to say is where we see some opportunity. I mean, if you see 15 years side where you see, first of all, is all customers in Latin America or everywhere else leveraging the cloud. That's the most important thing. Number two, people leveraging technology to make things happen. It's about building. It's about me. And we talk about this before is when you realize that people are looking for better ways to improve their experience, launching the startups. And this is in finance, in the financial services. This is in manufacturing. This is in all the different industries across Latin America. We see opportunity. The other one, John is a region like Latin America understands that with people you need to enable them. It's about talent. And in order to enable talent, you need to educate them. So in AWS, we're actually investing a lot of time and effort to what to give them the best training content in their local language to launch programs that allow them to innovate like activate that enables to start off to launch. So what we're doing is giving Vilders younger generation tools to be more successful and again, dream big and make things happen now. So the next 15 years, Saba opportunity transforming faster decision-making agility in the way companies move and also driving competitiveness in Latin America to be able to compete in a globalized environment because everything is interconnected and it's about global reach today. And that's why we need our talent to invest, educate, to drive the transformation of the region. >>The global connectedness is a real point there. Great insight. I think the cultural revolutions here, the younger generations engaged existing businesses transforming, which means if they don't do it right, they're going to lose it to the other guy, other people. So I have, okay. Final question for you. Thanks for coming on. Appreciate your time. I know you're busy looking at the pandemic ending. What's the major patterns that you're seeing in Latin America, around companies strategies to transform out of the pandemic, a growth strategy, because everyone I talked to was like, we're going to come out with a tailwind and we're going to be on the upward slope. Obviously they're using cloud of course, but is there a pattern of that coming out of the pandemic with an upward growth? So >>We're seeing all across Latin America companies looking for better ways to reach our customers. That is the fact traditional touch points are not enough. Now they are building on top of that. So we are seeing Latin American companies invested, transform their legacy systems in order to look for different ways to approach the customers. Number two, we're seeing Latin American companies to leverage data in order to make better, more informed and faster decisions and to scale their business and accelerate and empower their teams. We're seeing companies in Latin America, investing in tools to let their people make things happen. As I said before, cultural transformation, digital transformation is about people. It's about fast decision making and it's about leveraging the technology to make it happen. We're seeing a lot of startup communities across our countries, new ideas, taking place. And as you know, AWS has always been focused on let known supporting startups and those new ideas. So we're seeing a lot of things happen in the region. A lot of momentum, a lot of growth. And what we're seeing is the cloud enabling that growth, that opportunity that you were talking about with our view that 15 years out, a lot of new business models are going to be late making hat. They can have >>Great point. I think just to highlight that one key thing, talent, you just add talent to the cloud capabilities. You can get there faster, you do it with a team, even better. Um, collaborations changing. Just the ability to capture opportunities are now faster than when we were growing up. They have a better don't think literally that you wish you were 20. Again, I do with all this code out there. >>And that's where we say it's about the people. And I can tell you from one of our biggest investments, my biggest investments is given the talent that opportunity, given our best training content in local language so they can learn new and better ways of making things happen. So again, as I said, leveraging supporting startups to grow. So all the problems around talent for Latin American cities, for our customers and our partners, because at the end, we understand that our partners expand our solutions to the market. And these are partners that allow us to be present in the many countries that are part of Latin America. >>Well, we'd love your vision, love your, love, your, your insight. And we will have a cube region in your area, and we're going to contact you. The cube will open their doors for the Latin America community. So look for that this year. Thanks for coming on. Now, >>joining you and hosting you in our countries. You're going to see a lot of enthusiasm, passion, and growth and opportunity Latina, >>A lot of great action. The younger generations engaged the older generations transforming the business models. The cloud is going next, gen. This is the cube bringing all the live action. You're watching the queue, the leader in global tech coverage. I'm John Farrow, your host. Thanks for watching.

>> live from San Francisco celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by IBM wear and its ecosystem partners. >> Well, good afternoon. And welcome back to San Francisco. Where Mosconi north along with David Dante, John Wall's You're watching our coverage here. Live on the Cuba Veum world. 2019 days. I've been over on the other set. I know you've been busy on this side as well. Show going. All right for you >> so far. Yeah, A lot of action going on over here. We had a pact Hellsing on this morning, Michael Dell, with this VM wear hat, we get Sanjay Putin downtown later. >> Yeah, yeah. Good light up. And that lineup continues. Great. Use the CEO Veritas. >> Great to be here. Very John, >> actually, just outside the Veritas Meadow here. Sponsored the this area. This is the meadow set. That >> nice to be here? Yeah, I didn't know >> that. All right, just first off, just give me your your idea of the vibe here. What you are. You're feeling >> what? I think there's a tremendous amount of energy. It's been a lot of fun to be here Obviously VM was talking about this hybrid multi cloud world, and Veritas is 100% supportive of that vision. We work with all the major cloud service providers, you know, eight of us. Google. Microsoft is or we share thousands of customers with the M, where some of the biggest customers, the most complicated customers in the world, where we provide availability and protection and insights for those customers has always >> been the ethos of veritas. When you go back to the early days of Veritas, essentially, it was the storage management, you know, the no hardware agenda, the sort of independent storage company, but pure software. >> That sounds. You >> know, years ago there was no cloud, but there were different platforms, and so that that that that culture has really migrated now into this multi cloud work world. Your thoughts on that >> absolutely look, you know, I'll give an example of a customer that we worked with closely with VM wear on, and that is Renault. America's Renault is Ah, big joint venture. They've got a huge ASAP installation 8000 users 40 terabytes, Big Net backup customer. They also use their products in for a scale and V. R P for availability and D r. And they work with us because we are hardware agnostic. They looked at us against the other competitors, and we're hardware agnostic. And because of that where we came in its 60% lower TCO than those other providers. So we that hardware agnostic approach works really well. You were >> Just touch it on this great little bit when you said, You know whether Tiger, whether it's multi, whether it's private, whatever it is, you know we're here to provide solutions. The fact that this stuff is hard to figure out and really kind of boggle the mind a bit, it's very complex. Um, how much of an inhibitor is that? In terms of what you're hearing from clients and in terms of their progress and and their decision making >> well, let me explain where we sit. And we are the leader in enterprise data protection, availability and insights. We work with the largest, most complex, most high route, highly regulated and most demanding customers on the planet. 99 of the Fortune 100 are customers of Veritas. 10 of the top 10 tell coast 10 of the top 10 healthcare companies and 10 of the top 10 financial institutions. I spend about 50% of my time talking to these customers, so we learn a lot. And here the four big challenges they're facing first is the explosion of data. Data is just growing so fast, Gardner estimates will be 175 Zita bytes of data in 2025. If you cram that in, iPhones will take 2.6 trillion iPhones and go to the sun and back, right? It's an enormous amount of data. Second, they're worried about Ransomware. It's not a question off if you'll be attacked. It's when you'll be attacked. Look at what's happening in Texas right now with the 22 municipalities dealing with that. What you want in that case is a resilient infrastructure. You wanna be terrible to restore from a really good backup copy of data. Third, they want the hybrid multi cloud world, just like Pak Gil Singer has been talking about. That's what customers want, but they want to be able to protect their data wherever it is, make it highly available and get insights in the data wherever it's located. And then finally, they're dealing with this massive growth in government regulations around the world because of this concern about privacy. I was in Australia a few weeks ago and one of our customers she was telling me that she deals with 27 different regulatory environments. Another customer was saying the California Privacy Act will be the death of him. And he's based in St Louis, right? So our strategy is focused on taking away the complexity and helping the largest companies in the world deal with these challenges. And that's why we introduce the enterprise. Data Service is platform, and that's why we're here. VM world Talking >> about Greg. Let's unpack some of those, Asai said. Veritas kind of created a market way back when and now you see come full circle, you got multi cloud. You have a lot of new entrance talking about data management. That's it's always been your play, but you came to the king of the Hell's. Everybody wants a piece of your hide, so that's kind of interesting, But but data growth. So let's let's start there. So it used to be data was, ah, liability. Now it's becoming an asset. So what? What your customers saying about sort of data is something that needs to be managed, needs to be done cost effectively and efficiently versus getting more value on data. And what's Veritas is sort of perspective. >> They're really trying to get insights in their data. Okay. And, uh, that's why we acquired a company called Apt Are. So when I This is my second time of Veritas. I was here from 2003 to 2010 rejoined the company of 2018. I talked to a lot of customers. I've found that their infrastructure was so complex that storage infrastructure so complex the companies were having a hard time figuring out anything about their data. So they're having the hardest time just answering some fundamental questions that boards were asking. Boards are saying because of the ransomware threat. Is all our data protected? Is it backed up? Are all our applications backed up and protected and customers could not answer that question. On the other hand, they also were backing up some data 678 times wasting storage. What apt are does, and it's really amazing. I recommend seeing a demo of that. If you get a chance, it pulls information from Santa raise network file systems, virtual machines, uh, san networking and all data protection applications to get a complete picture of what's happening with your data. And that is one example off what customers really want. >> Okay, so then that kind of leads to the second point, which is ransomware now. Part of part of that is analytics and understanding what's going on in the system as well. So but it's a relatively new concept, right? And ransom. Where is the last couple of years? We've really started to see it escalate. How does Veritas help address that problem? And does apt our play a role there? >> Well, Veritas, it just helps it. Cos address that problem because veritas helps create a resilient infrastructure. Okay, the bad guys are going to get in spear. Phishing works. You know, you you are going to find some employees were gonna click on a link, and the malware is going to get in so all you can do to protect you ultimately have tohave a good backup copies so you can restore at scale and quickly. And so there's been a lot of focus from these large enterprises on restoring at scale very quickly after ransom or attack, it's you're not beholden. You can't be extorted by the ransom or >> the third piece was hybrid. And of course, that leads to a kind of hybrid multi cloud. Let's let's put that category out there now. I've been kind of skeptical on hybrid multi cloud from an application perspective in other words, the vision that you can run any app anywhere in the world without having a retest Rica pile. I've been skeptical that, but the one area that I'm not skeptical and the courage with is data protection because I think actually, you can have a consistent data protection model across your on Prem different on prams, different clouds, because you know you're partnering with all the different cloud cos you obviously have expertise in on premise. So so talk about your approach, their philosophy and maybe any offering. >> Well, this is really what sets us apart. We have been around for 25 years, 2000 patents. We protect everything. 500 different sources of data 150 different targets, 60 different cloud service providers, you know, we compete with two categories of players. We compete with the newcomers, and they only they will only protect your most current technology. They don't go back. We've been around for 25 years. We protect everything, right? We also can't compete with the conglomerates, Okay? In their case, they're not focused. They're trying to do everything. All we do is availability, protection and insights. And that's why we've been in Gardner M Q 13 times and where the market share leader also absolutely >> touch me. Someone Dave was saying about the application side of this. I mean, just your thoughts about, you know, the kinds of concerns the day raises. I mean, it is not alone in that respect. I mean, there are general concerns here, right about whether that that'll fly. What do you think? In terms, >> I think the vision is spot on and like, oh, visions, it takes a while to get to. But I think what VM wears done recently in the acquisition, there've been basically trying to make the control plane for compute okay, and their acquisition of carbon, black and pivotal add to that control plane we're gonna be We are the control plane for data protection. I mean, that's that's the way our customers rely on, >> but that makes sense to me. So I think I feel like the multi cloud vision is very aspirational today, and I think it's gonna be really hard to get there without homogeneous infrastructure. And that's why you see things like Outpost to see the Oracle has clouded customer. You've got Azure Stack. So and I think it's gonna be a multi vendor world. However I do think is it relates the data protection you can set a standard and safe. We were going to standardize on Veritas. So one of us So I think that it's it's achievable. So that was my point there. The last one was was regulations. Do you think GDP are will be a sort of a framework globally body of customers seeing there? >> Well, they're dealing with more than GDP are like I talked about that one customer, 27 different regulatory environments and the challenge there is. How do you deal with that when you don't know what you have in terms of data, the 50% of data is what we call dark data. You don't know anything about right, so you need help classifying it, understanding and getting insight into that data, and that's what we can help >> our customers. But howdy, howdy, dildo. In that environment, I mean, I mean, a day raises the point. This is obvious. A swell that mean you cite California right, which is somewhat infamous for its own regulatory mindset. I mean, how do you exist? What? The United States has privacy concerns and Congress can address it, and various federal agencies could do the same Europe. Obviously we talked about now Australia. Now here. Now there you get this Balkan I system that has no consistency, no framework. And so how do you operate on a global scale? >> A. Mentally. It relies on classifying that data right. Understanding what's where and what do you have is a P I. I personally identifiable information. Is it information that's intellectual property? What kind of data you have once you have that insight, which is what we provide, you can layer on top of the regulatory Is that compliance? >> Star I P. Is that Veritas i p. A blender? >> It's a blend of avatar and veritas I p. We have a product called Info Studio that helps toe provide that now Remember one of the things that are net backup product has is a catalogue of data. So we know where the data is primary to secondary storage, and we have all the versions of that data. And then we can run analytics against the secondary storage and not hit the primary systems. Right? So we're out of band to the primary systems, and that turns out to be very valuable in the state's a >> question. The catalog. I can't do this without a catalogue in the enough to geek out here a little bit, but but you've got a little bit when you bring in multi clouds. Other clouds. How do you incorporate you know that knowledge into your catalog? >> Yeah. Art, art, technology work Idol of works across multiple clouds. So we work with 60 different Cloud service providers. There's three big ones represented here today. Microsoft, AWS and Google. We work very closely with all three, and >> that's because you do the engineering at the A P. I level. Our engineering teams work very, very closely together. Okay, um, so let's talk about competition a little bit. The markets heated up. It's great. It's good to see all this VC money floating in. Everybody I said wants a piece of your hide. Why Veritas? >> Well, I explained that, you know, we are the leader in enterprise, data protection, availability and insights. There are some newcomers. They just will support you on your current technology. They don't support the infrastructure you've had for many years. If your large complicated enterprise you have layers of technology, we support all that with VIN amount for 25 years against, the big conglomerates were completely focused. And that's why we're the leader, according to Gartner, in the Leader's Quadrant 13 years >> now. And just as we close up you talked about, you brought up the case in Texas, about 22 municipalities. You do a lot of public sector work states, federal government ever. It's just what is the difference of different animal between public and private and and what you need to do in terms of providing that >> we're struggling with the same challenge. In fact, we work with some of the largest government agencies in the world, and they're struggling with exactly the same challenge. They also want leverage the public cloud. They're worried about ransom where you know they're dealing with data growth. All of these are challenges to them. And that's the, uh So these are common challenges we're addressing. Our strategy is to help our customers with these challenges so they can focus on the value of data >> 18 months in. You seem pumped up. Does having a great time team fired up >> way. Get that right. Great. But you're okay with big geeking out to write a very good thanks for the time You've run out of time. 40 Niners next time. All right. Greg Hughes joining us from Veritas. Back with more Veum, World 2019 right here on the Cube. >> Thank you.

>> from our studios in the heart of Silicon Valley, Palo Alto, California It is a cute conversation. >> Welcome to this cube competition here at the Palo Alto Cube Studios. I'm John for a host of the Cube. Were here a special guests to keep alumni investor An entrepreneur who do Sudhakar, would you Good to see you again, John. Always a pleasure. You've been on as an entrepreneur, founder. As an investor, you're always out. Scour in the Valley was a great conversation. I want to get your thoughts as kind of a guest analyst on this segment around the state of the Union for Enterprise Tech. As you know, we covering the price tag. We got all the top enterprise B to B events. The world has changed and get reinvent coming up. We got VM World before that. The two big shows, too to cap out this year got sprung a variety of other events as well. So a lot of action cloud now is pretty much a done deal. Everyone's validating it. Micro cells gaining share a lot of growth areas around cloud that's been enable I want to get your thoughts first. Question is what are the top growth sectors in the enterprise that you're seeing >> papers. Thank you for having me. It's always a pleasure talking to you over the years. You and me have done this so many times. I'm learning a lot from you. So thank you. You are so yeah, I think Let's dig into the cloud side and in general market. So I think that there are 34 areas that I see a lot that's happening a lot. Cloud is still growing, a lot 100% are more growth and cloud and dog breeders. And what is the second? I see, a lot of I T services are close services. This includes service management. The areas that service now isn't They're >> still my ops was Maybe >> they opt in that category. E I said With management, the gutter is coming with the new canticle a service management. So they're replacing idea some with a different. So that's growing 800% as a category tourist. RP according to again, the industry analysts have seen that it's going at 65 to 70% so these three areas are going a lot in the last one that I see a lot of user experience. Can you build? It's like it's a 20,000,000,000 market cap, something. So if you let it out, it's a cloud service Management services RP user experience cos these are the four areas I see a lot dating all the oxygen rest. Everybody is like the bread crumbs. >> Okay, and why do you think the growth in our P A. So how's the hype? Is it really what? What is going on in our pee, In your opinion, >> on the rumors I'm hearing or there is some companies are already 1,000,000,000 revenue run great wise. That's a lot in our piece. So it's not really a hype that really so that if you look and below that, what's happening is I'd be a Companies are automating automation. The key for here is if I can improve the user experience and also automate things. RPS started doing screen scraping right in their leaders, looking at any reservations supply chain any workflow automation. So every company is so complex. Now somebody has to automate the workflow. How can you do this with less number of people, less number, resources, and improve the productivity >> coming? R P A. Is you know, robotic process automation is what it stands for, but ultimately it's software automation. I mean, it's software meets cloud meets automation. It seems to be the big thing. That's also where a I can play a part. Your take on the A I market right now. Obviously, Cloud and A I are probably the two biggest I think category people tend to talk about cloud and a eyes kind of a big kind of territories. RPG could fall under a little bit of bulls, but what you take on a guy, >> Yeah, so I think if you look at our pier, I actually call the traditional appears to be historical legacy. Wonders and R P companies are doing a good job to transform themselves to the next level, right? But our pianist Rocky I score. It's no longer the screen skipping tradition, making the workflow understanding. So there are new technology called conversational Rp. There's actually a separate market. Guys been critical conversation within a Can I talk to in a dialogue manner like what you experienced Instagram are what using what's up our dialogue flow? How can I make it? A conversational RPS is a new secretary is evolving it, but our becomes have done a good job. They leave all their going out. A >> lot has been has great success. We've been covering them like a blanket on a single cube. Um, I got it. I got to get your take on how this all comes into the next generation modern era because, um, you know, we're both been around the block. We've seen the waves of innovation. The modern error of clouds certainly cloud one Dato Amazon. Now Microsoft has your phone. Google anywhere else really goes. Dev Ops, The devil's movement cloud native amazing, create a lot of value continues to do well, but now there's a big culture on cloud 2.0, what is your definition of cloud two point? Oh, how do you see Cloud 2.0, evolving. But >> I like the name close to party. I think it's your third. It is going to continue as a trained. So look, throw two point with eyes. I don't know what it will be, but I can tell you what it should be and what it can have. Some other things that should do in the cloud is cloud is still very much gun to human beings. Lot of develops people. Lot of human being The next addition to a daughter should have things done programmatically I don't need tens of thousands off Assad ease and develops people. So back to your air, upside and everything. Some of those things should become close to become proactive. I don't want to wait until Amazon. Easter too is done. If I'm paying him is on this money. Amazon should be notifying me when my service is going to be done. The subsidy eaters They operated Chlo Trail Cloudwatch Exeter. But they need to take it to a notch level. But Amazon Azure. >> So making the experience of deploying, running and building APS scalable. Actually, that's scales with Clavet. Programmable kind of brings in the RPI a mean making a boat through automation edge of the network is also interesting. Comes up a lot like Okay, how do you deal with networking? Amazons Done computing storage and meet amazing. Well, cloud and networking has been built in, I guess to me, the trend of networking kicks in big because now it's like, OK, if you have no perimeter, you have a service area with I o t. >> There's nothing that >> cloud to point. It has to address riel time programming ability. Things like kubernetes continues to rise. You're gonna need to have service has taken up and down automatically know humans. So this >> is about people keep on fur cloak. What should be done before the human in the to rate still done. It develops. People are still using terror from lot of scripting. Lot of manual. Can you automata? That's one angle The second angle I see in cloud 2.0 is if you step back and say What, exactly? The intrinsic properties of Claude Majors. It's the work floor. It's automation, but it's also able to do it. Pro, actually. So what I don't have to raise if I'm playing club renders this much money. Tell me what outrageous are happening. Don't wait until outage happens. Can you predict voted? Yes, they have the capability to women. It should be Probably steal it. No, not 100%. So I want to know what age prediction. I wonder what service are going down. Are notified the user's that will become a a common denominator and solutions will be start providing, even though you see small startups doing this. Eventually they become features all these companies, and they'll get absorbed by the I called his aircraft carriers. You have Masson agile DCP. They're going to absorb all this, a ups to the point that provide that as the functionality. >> Yeah, let's get the consolidation in second. I want to get your thoughts on the cloud to point because we really getting at is that there's a lot of white space opportunity coming in. So I gotta ask you to start up. Question as you look at your investor, prolific investor in start ups. Also, you're an entrepreneur yourself. What >> is? >> They have opportunities out there because we'll get into the big the big whales Amazon, who were building and winning at scale. So embarrassed entry or higher every day, even though it's open sources, They're Amazons, betting on open source. Big time. We had John Thompson talk about that. That was excessive. Something Nutella. And so what? What if I was a printer out there? Would what do I do? I mean, is there Is there any real territory that I could create a base camp on and make money? >> That's plenty. So there's plenty of white faces to create. Look, first of all your look at what's catering, look at what's happening. IBM is auto business in service management, CSL itself to Broadcom. BMC is sold twice to private companies. Even the CEO got has left our war It is. Then you have to be soldiers of the Micro Focus. The only company that's left is so it's not so in that area, you can create plenty of good opportunities. That's a big weight. >> Sensors now just had a bad quarter. So actually, clarity will >> eventually they're gonna enough companies to go in that space. That play that's based can support 23 opportunities so I can see a publicly traded company in service. No space in next five years. My production is they'll be under company will go a p o in the service management space. Same things would happen. Rp, Rp vendors won't get acquired A little cleared enough work for automation. They become the next day because of the good. I can see a next publicly traded company. What happened in the 80 operations? Patriotism Probably. Computer company Pedro is doing really well. Watch it later. Don't. They're going to go public next. So that area also, you see plenty of open record companies in a UPS. >> So this is again back to the growth areas. Cloud hard to compete on Public Cloud. Yes, the big guys are out there. There's a cloud enablers, the people who don't have the clouds. So h p tried to do a cloud hp They had to come out, they'll try to cloud couldn't do It s a P technically is out there with a cloud. They're trying to be multi cloud. So you have a series of people who made it an oracle still on the fence. They still technically got a cloud, but it's really more Oracle and Oracle. So they're kind of stuck in the middle between the cloud and able nervous. The Cloud player. If you're not a cloud player large enterprise, what is the strategy? Because you got HP, IBM, Cisco and Dell. >> So I don't know. You didn't include its sales force in that If I'm Salesforce, I want sales force to get in. They have a sales cloud marketing cloud commerce code. Mark is not doing anything in the area of fighting clothes. They cannot go from 100,000,000,000 toe, half a trillion trillion market cap. Told I D. They have to embrace that and that's 100% growth area. You know, people get into this game at some point. It'll be is already hard and 50,000,000,000 market cap. Then that leaves. What is this going to do? Cisco has been buying more security software assets, but they don't wanna be a public company, their hybrid club. But they have to figure out How can they become an arms dealer in escape and by ruining different properties off close services? And that's gonna happen. And I've been really good job by acquiring Red Heart. So I think some place really figuring out this what is happening. But they have to get in the gaming club they have to do. Other service management have begun and are here. They have to get experience. None of these guys have experienced in this day and age that you killed and who are joining the workforce. They care for Airbnb naked for we work. They care for uber. They care for Netflix. It is not betting unders. So if I'm on the border, Francisco, I'm not talking about experience That's a problem to me. Hey, tree boredom is not talking about that. That's what if I'm I know Mark is on the board. Paramount reason. But Mark is investing in all the slack. Cos then why is it we are doing it either hit special? Get a separate board member. They should get somebody else. >> Why? He wouldn't tell. You have to move. Maybe. I don't know. We don't talk about injuries about that. But I want to get back to this experience thing because experience has become the new expectation. Yes, that's been kind of a design principle kind of ethos. Okay, so let's take that. The next little younger generation, they're consuming Airbnb. They're using the serious like their news and little chunks be built a video service for that. So things are changing. What is? I tease virgin as the consumption is a product issue. So how does I t cater to these new experience? What are some of those experiences? I >> think all of them. But I think I d for Social Kedrick, every property, every product should figure out how to offer to the young dreamers how they were contributed offer to the businesses on the B two baby to see. So the eye has to think every product or not. Should I start thinking about how my user should consume this and how should out for new experiences and how they want to see this in a new way, right? It's not in the same the same computer networking. How can a deluded proactively How can a dealer to a point where people can consume it and make other medications so darn edition making? That's where the air comes in. Don't wait for me toe. Ask the question. Suggest it's like Gmail auto complete. Every future should be thinking through problem. Still, what can I do to improve the experience that changes the product? Management's on? And that's what I'm looking at, companies who are thinking like that connection and see Adam Connection security. But that has to happen in the product. >> I was mentioning the people who didn't have clouds HP, IBM, Cisco and Dell you through sales force in there, I kind of would think sales were six, which is technically a cloud. They were cloud before cloud was even cloud. They built basically oracle for the cloud that became sales force. But you mentioned service now. Sales force. You got adobe, You got work day. These are application clouds. So they're not public clouds per se they get Amazon Web service is, you know, at Adobe runs on AWS, right? A lot of other people do. Microsoft has their own cloud, but they also have applications as well. Office 3 65 So what if some of these niche cloud these application clouds have to do differently? Because if you think about sales force, you mentioned a good point. Why isn't sales were doing more? People generally don't like Salesforce. You think that it's more of a lock inspect lesson with a wow. They've done really innovative things. I mean, I don't People don't really tend to talk about sales force in the same breath as innovation. They talk about Well, we run sales for us. We hate it or we use it and they never really break into these other markets. What's your take on them? >> I think Mark has done a good job to order. Yes, acquiring very cos it has to start from the top and at the market. His management team should say, I want to get in a new space. He got in tow. Commerce. Claudia got into marketing. He has to know, decide to get into idea or not. Once he comes out, he's really taken because today, science. What is below the market cap? Com Part of it'll be all right. If I am sales force, I need to go back down. Should I go after service? No. Industry should go after entire 80 services industry. Yes or no, But they have to make a suggestion. Something with Toby Toby is not gonna be any slower. They will get into. I decide. They're already doing the eyesight and experience. They're king of experience. Their king off what they're doing. Marketing site. They will expand. Writing. >> What does something We'll just launched a platform. Yes, that's right. The former executive from IBM. That's an interesting direction. They all have these platforms. Okay, so I got together to the Microsoft Amazon, Um, Google, the big clouds and then everybody else. A lot of discussion around consolidation. A lot of people say that the recession's coming next year. I doubt that. No, nos. The consolidation continues to happen. You can almost predict that. But where do you see the consolidation of you got some growth areas as you laid out cloud I t service is our p a experience based off where looks like where's the consolidation happening? If growth is happening, they're words to tell. >> It was happening. Really Like I see a lot in cyber security. I'm in Costa Rica, live in public. You have the scaler, the whole bunch of companies. So the next level of cos you always saw Sisko Bart, do your security followed has been buying aggressively companies. So secret is already going to a lot of consolidation. You're not seeing other people taking it, but in the I T services industry, you'll start seeing that you're already seeing that in the community space. That game is pretty much over right. Even the ember barred companies, even Net are barred companies and the currency. So I think console is always going to happen. People are picking up the right time. It's happening across the board. It's a great time to be an entrepreneur creator value. They come this public. So it's like I think it's cannot anymore very time. Look to your point where the decision happens or not. Nobody can predict. But if a chance now, it's best time to raise money. Build a company. >> Well, we do. I think the analysis, at least from my perspective, is looking at all the events we go to is the same theme comes up over and over. And Andy Jassy this heat of a tigress always talks about Old Garden new Guard. I think there's two sides of the streets developing old way in a new way, and I think the modern architect of the modern era of computer industry is coming, and it looks a lot different than it. Waas. So I think the consolidate is happening on those companies that didn't make the right bets, either technically or business model wise, for they took on too much technical debt and could not convert over to the cloud world or these really robust software environment. So I think consolidations from just just the passing of holder >> seems pretty set up for a member of the first men. First Main Computing was called mainframe Era, then, with clients Herrera and Kim, the club sodas 6 2009 13 years old, the new Errol called. Whatever the name, it will be something with a n mission in India that things would be so automated. That's what we have new area of computing, So that's I would like to see. So that's a new trick, this vendetta near turn. So even though we go through this >> chance all software software sales data 11. Yeah, it's interesting. And I think the opportunity, for starters is to build a new brands. His new branch would come out. Let's take an example of a company that but after our old incumbent space dying market share not not very attractive from a VC standpoint. From market space standpoint, Zoom Zoom went after Web conferencing, and they took on WebEx and portability. And they did it with a very simple formula. Be fast, be cloud native and go after that big market and just beat them on speed and simple >> experience. They give your greatest experience just on the Web, conferencing it and better than sky better than their backs better than anybody else in that market. Paid them with reward. Thanks, Vic. He had a good >> guy and he's very focused. He used clouds. Scale took the value proposition of WebEx. Get rid of all the other stuff brought its simple to video conference. And Dr Mantra is one >> happening. The A applying to air for 87 management. A ops A customer surveys. >> So this is what our Spurs could do. They can target big markets debt and go directly at either a specific differentiation. Whether it's experience or just a better mouse trap in this case could win, >> right? And one more thing we didn't talk about is where their underpants go after is the area number. Many of these abs are still enterprise abs. Nobody really focused on moving this enterprise after the club. Hollis Clubbers are still struggling with the thing. How can I move my workload number 10%. We're closing the club 90% still on track. So somebody needs to figure out how to migrate these clouds to the cloud really seamlessly. The Alps are gonna be born in the cloud club near the apse. So how do you address truckload in here? So there's enough opportunity to go after enterprise applications clouded your application. Yeah, >> I mean, I do buy the argument that they will still be on premises activity, but to your point will be stealing massive migration to the cloud either sunsetting absent being born the cloud or moving them over on Prem All in >> all the desert I keep telling the entree and follow the money. When there is a thing you look for it Is there a big market? Are people catering there? If people are dying and the old guard is there to your point and is that the new are you? God will happen. And if you can bet on the new guard in your experience, market will reward you. >> Where is the money? Follow the money. Worse. What do we follow? Show me where it is. Tell me where it is >> That all of the clothes, What is the big I mean, if you're not >> making money in the club for the cloud, you are a fool right now. If there any company on making out making in the club as a CEO, a board member, you need to think through it. Second automation whether you go r p a IittIe automation here to make money on, said his management. Whether it's from customer service to support the operation, you got to take the car. Start off it if you are Jesse ever today and you're not making birds that cementing. I see it mostly is that still don't want to take it back. They want to build empires. The message to see what's right, Nice. Either you do it or get out. Get the job to somebody that >> I hold a lot of sea cells and prayer. Preparing for reinforce Amazon's new security cloud security conference and overwhelmingly response from the sea. So's chief security officer is we are building stacks internally. When I asked him about multi cloud, you know what they said? Multi cloud is B s. I said, Why? Because Well, we have a secondary cloud, but I don't want to fork my development team. I want to keep my people focused on one cloud. It's Amazon. Go Amazon. It's azure. We stay with Azure. I don't wanna have three development teams. So this a trend to keep the stack building internally. That means they're investing in building their own text. Axe your thoughts on that >> look, I mean, that's again. There's no one size fits all. There will be some CEOs who want to have three different silos. Some people have a hard, gentle stack like I've seen companies. Right now. They write, the court wants it, compiles, and it's got an altar cloth. That's a new irritability you're not. We locate a stack for each of them. You're right. The court order to users and NATO service is but using the same court base. That's the whole The new startups are building it. If somebody's writing it like this, that's all we have. Thing is the CEO. So there's that. The news he always have to think through. How can you do? One court works on our clothes? >> Great. You do. Thank you for coming on again. Always great to get your commentary. I learned a lot from you as well. Appreciate it. I gotta ask the final question as you go around the VC circles. You don't need to mention any names you can if you want, but I want to get a taste of the market size of rounds, Seed Round A and B. What are hot rounds? What sizes of Siri's am seeing? Maur? No. 10,000,000? 15,000,000? Siri's >> A. >> Um >> Siri's bees are always harder to get than Siri's. A seeds. I always kind of easier. What's your take on the hot rounds that are hot right now. And what's the sizes of the >> very good question? So I'm in the series the most easy one, right? Your concept. But the seed sizes went up from 200 K to know mostly drones are 1,000,000 2 1,000,000 Most city says no oneto $10,000,000. So if you're a citizen calmly, you're not getting 10 to 15. Something's wrong because that become the norm because there's more easy money. It also helps entrepreneurs. You don't have to look for money. See, this beast are becoming $2025 $5,000,000 pounds, Siri sees. If you don't raise a $50,000,000 then that means you're in good company. So the minimum amount of dries 50,000,000 and CDC Then after that, you're really looking for expansions. $100,000,000 except >> you have private equity or secondary mortgage >> keys, market valuations, all the rent. So I tell entrepreneurs when there is an opportunity, if you have something, you can command the price. So if you're doing a serious be a $20,000,000 you should be commanding $100,000,000.150,000,000 dollars, 2,000,000 evaluations right if you're not other guys are getting that you're giving too much of your company, so you need to think through all of that. >> So serious bees at 100,000,000 >> good companies are much higher than that. That'll be 1 52 100 And again, this is a buyer's market. The underpinnings market. So he says, more money in the cash. Good players they're putting. Whether you have 1,000,000 revenue of 5,000,000 revenue, 10,000,000 series is the most hardest, but its commanding good premium >> good time to be in our prayers were with bubble. Always burst when it's a bite, mark it on the >> big money. Always start a company >> when the market busts. That's always my philosophy. Voodoo. Thanks for coming. I appreciate your insight. Always as usual. Great stuff way Do Sudhakar here on the Q investor friend of the Cube Entrepreneur, I'm John for your Thanks >> for watching. Thank you.

>> from Palo Alto, California It's the Cube covering the EM Where women transforming technology twenty nineteen. Brought to you by V. M. Where. >> Lisa Martin on the ground at the end. Where in Palo Alto, California for the fourth annual Women Transforming Technology event. W. Squared one of my favorite events, and I'm pleased to welcome back to the Cube, one of the leader female leaders at being where Lily Chang, the VP of of the strategic transformation office. Lily, it's so great to have you on the program again. >> Thank you. It's my pleasure and honor to be here. >> So this event, one of my favorites, as I mentioned, even just walking up to registration this morning. The energy, the excitement, the supports >> is in the air. >> Yes, And then you walk into the keynote, and it was kicked off this morning with such an incredible presentation, and number was actually mentioned earlier. That was about fifteen hundred people just in person today, not even mentioning the live stream. So the momentum in just four years that you guys are creating is huge. >> Yes, Well, where is a great place for diversity and inclusion that is one of our companies. Strategic Motif Way believed that in order to basically create the best technology in the world, today was the evolution and the advancement >> off. All these technology working together, we're servicing all genders origin globally. So that means the creation of this. We >> need to bring all these culture aspect to bring into our design thinking. So when we saw the problem, we are not solving in in a mo no fashion way actually can look at multiple facets. So having this event is part of our passion is really part of our DNA. Now >> I think that's fantastic. That's inspirational for other companies to really look it. It's not just an event that Veum were put on. This is really changing the anywhere from within as well. >> Yes, this a change process has started quite a while ago. I would say inherently Arjun Attic nature off of'em were is that we actually >> do believe in all genders are original founder and CEO was a woman, right? And so we pioneered a virtual ization and we believe in woman leadership. We believe in all levels off woman innovation, together with man and all the origin globally in the >> world That's fantastic. So I wanted last year we talked with you, which was fantastic. We're happy to have you back. I want to talk about something that you guys recently launching aboutthe last year helping women return to work. Tell us about Tara and just >> helping women how they are able to get back into technology. >> Yes, so this is one of my favorite topic. Basically, we talked about glasses, ceilings for decades, about woman in terms of how you break two classes ceiling, how you identified, how you work around it and all the things. There is a huge transparent glasses ceiling being view worldwide for a long time, and that is basically woman care about the society. Women care about the family, so, so, so so all the genders as well. However, there's a lot of the woman were forced. They may be technically very achieving in terms with their career or academic side. They have to basically take care ofthe parenthood, take care of family for various personal reasons. After a couple of years, their passion for the technology still exist. They want to join the war force to propel the world, and basically especially now, was the technology is put to a lot of technology for good, to help sustainability, to help medical field, to help disabled people. All these >> things right, but they're having a little bit of >> difficulty to read. Enter the work face and that's a glass is silly because their technology knowledge may be a little bit dated because just away how in the past ten years how you were in all >> the other Giants has propelled technology so quickly changes so quickly like three months >> is almost like a decade nowadays, right is moving in that quantum speed. So what >> we have done is basically we decided to create a Tara project. Is a woman returned to work initiative and we're basically >> launching specifically, focus on India region, right? And basically we are funding fifteen thousand woman, and we are training them and brought him up to speed about technology. Especially, was our software different data center in virtual ization? Networking storage? Right. So we are giving them a certification program, and that is something in some part of the world. That certificate moves a lot. It's like a pedigree indicate that you not only believe you actually know all this you've got evidence that you really know it and they're people. I certify you so with that, that enable them to be able to jump back into the workforce was full qualification and was a virtual ization being dominant in the world, right? Basically, it's like something that it's really hot and really relevant and were also helping them to basically connect with our customers in India so that they actually could be interview for future positions as well. How so, basically, is a into end strategy transformation to break the huge glasses ceiling >> here. Thick glass ceilings. So you fifteen thousand women this >> has just >> launched last year. How long is the certification program that they >> go through? We want to be able to achieve that. Go in the next couple years, starting this year >> starting this year, fifteen thousand women in the next couple of years. >> In the next couple years >> way, I should have >> got a few thousands already. So in the beginning for the first quarter, two were making very decent progress and Wei have a community partner. Happens to be a woman who co because they have a worldwide organization and they're sending the community message out to promote this. We also working really closely with the Indian government to push for this, to get their recognition for this as well, because we believe that will be beneficial for these woman we brought back to the war force. There's multiple aspect is not just touching the hearts in the soul ofthe many, many family, but is also basically injecting quality, highly qualified, incompetent technical talent back into the India community and industry, so that actually can proliferate and elevate the entire India technology level. >> Two shaves >> Transformative. I feel like that word isn't even strong enough, Lulu. That's remarkable. The potential that has on you mentioned the involvement of women who could have been on the board there for quite a while >> for more than three years now. >> And I was looking at >> some numbers with growth of that community alone is incredible. Over one hundred eighty thousand members in twenty countries So far you've done over eight thousand training's workshops. Hackathons conferences over two point five million dollars has been awarded in developer school in conference scholarships. >> Wow, the momentum moment is very high. It is very hard, you >> said you're even launching another country this year. >> We So we're not sitting on saying OK, we're satisfied. We're never satisfied because the world goes on right? So does the word expand. Thus the technology excel itself. We want to basically leap ahead with all this. So we're not stopping. So this year will Mexico and being where we're launching Costa Rica za So we believe we actually opened a lot of the region of the world and unlock the energy and the innovation and the community's oh gender to work together in India, China, Sofia. And we worked really closely with a lot of the industry technical giants and woman Wilco propelling this tech woman community in us and also in Europe. Now we will leave Costa Rica. It's a very strategic side for bm where >> tell us a >> little bit more about why is it sister team is a >> strategic for a couple reasons we are doing also world we are working together was a global community and the global clock. So Costa Rica is tine zone wise very nicely either bridge in between the other time zone with us and also it's overlapping very well with us times. Oh, so they actually could do a lot of the key business execution, including operation and IT and customer support. Technical support. So we do have technical people over there, but not enough technical woman Momenta way also believe the country can really use some help from us. So we're working with a woman who co and this is a decision will be assessing for awhile. But we believe that ranch in Costa Rico Ashley make it a blossom in that region off the world, not just Costarica. We're kind of looking that we hope it becomes a hub >> That's incredible, just but also not just what you're doing with Tara and with expanding women who code to Costa Rica. It's also the opportunity for actual economic benefits to these countries. But what I also I'm hearing is that, for example, with Tara, you're No, it's not just it's a the end where myopic. We want more women to come back to the workforce the way we want them too injured to be introduced to our customer base so that they can network, >> and it tends to establish report >> other opportunities for employment. >> That's right, even though they do not get a particular position when they are connected to a customer that is a relationship, and that is something that will stay with that woman in that talent for walk. And that is something that we feel is very important to connect all these critical stakeholders together. So Tara has that faucet ahs well, >> and you mentioned that there's already been about a thousand or a couple of thousand >> of thousands already gone morning. >> Twenty five hundred, I believe, >> any favorite success stories that come to mind. >> Yes, my favorites is says Story is >> the very first Tara Certify Woman is a woman who co member, so we're very, very proud of that because that shows the partnership actually works. That means a lot of the technical curriculum and a monthly meet up and all these technical conference. That woman who was trying to do the scholarship they try to handle all those are kind of a cumulatively paying off. Was Tara being the major critical push to push them over that glass ceiling limit? Right? >> I just think that's fantastic. I was looking at the woman who could website just the other day, and I saw that your event it was sold out >> you connect >> twenty nineteen? >> That's right. >> But just the moment on the excitement, the support in this community that is growing, as we mentioned earlier, one hundred eighty thousand plus tell us about the connect event >> Connected is a technical conference. We do talk a little bit about. The leadership in this office is skilled, but it has motive. All technology track. In fact, this year what we want to do is we want to start basically elevating into technology domain track because we now have a very successful who created leadership role like a city director. City Italy. They incubated from Weston ten thousand member in the past three and a half years. Two hundred eighty thousand member. A lot of the kudos and credit go to them, but as a result, we have wealth, body off woman talent that are highly technical and highly versatile in many, many fields. Right, because we believe today, for a poor talent to be successful in technology field, you cannot just specialize in one. If you look at Coyote, you look at a blockchain, all these emerging stuff. It's not just about a Iot machine. Learning is also about virtual ization about how well you can do the logic and the analytics and the data mining and the algorithms. Right? So basically we want to have multiple technology track, and that would include things like cloud like Blough Chan. And then that gives also a possibility for one who quote to create a individual contributor volunteer track, like we want to basically launched a notion off a cloud architect, right? So give basically people away to aspire to growth and so they can actually measure the growth, which is very good in the sense off that you know where you stand, you know, you can't plan for the next step. And so this isn't something that we want to be able to do, and we're basically launching that as well. Um connect also via were hosted open the Global Connect in India. This year we had a breakthrough. We actually have more than a thousand attendees. Wow, so that's like more than twice to jump from last year. Last year was about maybe three hundred. Niche, right? So this is a tremendous growth, and basically it's wonderful to see that there's a lot of technology track and the woman coming in sharing very openly about what they know and the sharing and the learning. And the coaching is part of the whole overall energy as well. >> So if we look at impact so far, the various impact that you talked about with both Tara, which is quite really in its history women who code w. T squared and we look at, say, even in the US alone, fifty percent of the population is female. It's a tremendous amount of women who are just women in general who are technologically savvy but are passed over for these positions. Then he kind of factor in into that fifty percent. How many of them are women who have had to leave the workforce for various reasons that we talked about earlier? There's a tremendous amount of of women out there with skills who aren't being looked at. Where is women who code? And Tara, where are you on changing those numbers from fifty percent too, you know, forty seven percent of forty five percent. Do you have any sort of strategic goals in your office? Numbers wise? Well, for me personally >> and the forewoman who co we wanted basically be able to change the world way. Want to offer all the technical woman in the world a choice for their career letter? So Tara is a >> way to do it to break one particular glasses. Silly, right? And there's also a lot of these scholarships. And olders is to help women to be able to do career, transform native patient change change, for example, Woman Ochoa's part of comeback. We actually handle five awards to recognize five outstanding woman leaders, in our opinion, one of them, she started with a woman who co was a individual member. She was just a junior engineer. But in less than two years periods, she is actually now a VP. Let's fast track. It's very fast track. So we believe in human power and potential way, especially believe in a woman that basically is under representative in a lot of the technology sectors. Our job is to unlock these potential and their barriers and roadblocks in various forms, right big and small. So the job is really to unlock all this way. Want to be able to move the needle up to towards the right direction with all these things that we're doing >> last thing here, let's finish with how you yourself have broken through many, many levels of glass ceilings to get where you are tonight. Share with us a little bit about your career journey. >> Micro Journey is recently about two and a half years ago, I moved from our indie world to strategy transformation office. It's a it's a one of these moments, I would say, is a glass a cliff, Right? You're standing at the edge of this glasses ceiling house and you're just about to plunge it in. That was the feeling I got two and a half years ago. But you know what? I am so loving it. It is basically the best occur decision I've ever made because there was a dimension that I could never have the experience and seeing before because I spent that case in R and D. A beautiful. A lot of these no hot and competency, and I just work with the business world. But in the transformation office, we do nto way actually bridged to world together. So basically, for me it was a fantastic learning journey, and it's just empowerment and the trust I got from the awards executives and all Michael workers, I feel like that is probably >> the most a transformative decision I ever made. It's not just your shifting technology field with the technical world. I literally shift >> into a buy one hundred eighty degree to a difference by truck. But my job is to connect Tonto and stretch together, which is something that I feel has profound impact for the company. And I just love every minute of it. Oh, >> and I love that. That's that's a great story. And it sounds like what you're doing. You're just at the beginning of all of what? Your transformation. So I can't wait. You know you next year. Thank you. Every great thing that happened to the rest of twenty nineteen. Really? Thank you so much. >> Thank you so much for having me. My pleasure. Thanks. >> I'm Lisa Martin here, watching the Cube coming to you from women Transforming technology. Fourth annual BMO. Thanks for watching

>> Announcer: Live from Miami Beach, Florida, it's theCUBE covering UiPath Forward Americas, brought to you by UiPath. (upbeat music) >> Welcome back to Miami Beach, everybody. I'm Dave Vellante with Stu Miniman. This is UiPathForward Americas. We're talking about robotic process automation. We're seeing the ascendancy of a new marketplace. You're watching theCUBE, the leader in live tech coverage. Let's see, let's get into it. So Param Kahlon is here. He's the UiPath's Chief Product Officer. Welcome, so we're going to get into some of the product stuff. We haven't really dug down deep today, so that's great. >> Thank you. >> Jairo Quiros is here. He's the Vice President of Global Shared Services, an RPA COE, center of excellence, leader at Equifax. Welcome, thanks for coming on theCUBE. >> Thank you, thank you. >> Jairo, let's start with you. Tell us about your role. I love the title. (Jairo laughs) You got automation in your title. Do people embrace you when they see you coming or run? >> No, no, no. Actually, that's very interesting. I've been with the company for 20 years now, so I'm responsible to lead Global Shared Services all across from business operations, financing, accounting, you name it, IT security, right? So, coming along with automation has been quite a journey for us. First of all, we love the product so thank you, Param for everything you guys do at the service, as well. But truly, automation, what it means to us is pushing our workforce to do stuff that is of more valued added to our customers, removing the but out of the human which is critical to us, so no fear of buts anymore. And it's been two years. >> The product's at the tip of the iceberg, I'm hearing. There's a whole lot of other stuff beneath it, culture, obviously process, mindset. >> Jairo: Yeah, correct. >> We will get into some of that. But Param, tell us about your role as Chief Product Officer. You make it all happen. (Param laughs) >> I'm responsible for making sure we can listen to what our customers want, what the market wants, translate that into requirements, and deliver that in the form of products. That's all I do, it's very simple. >> You're a translator. >> We translate it, transform it into requirements that can be given to the product team, their development team that can go write software for it. >> Kind of like that AI layer in UiPath that translates all this data into something that's actionable, right? >> Param: Absolutely. >> Jairo, you were saying you liked the product before. I mean, our personal experience is we could actually download it and play with it, and we're not ultra technical, some of our guys are. What do you like about the product? >> Well, I think many things. I mean, first of all, I think it's very easy to use, right? So, it's built for execution, right? For instance, in our case, we're having a lot of junior engineers coming on board. So we go out to colleges and recruit people that are passionate about process. So what UiPath offer us is a way for them to entry our operation and actually perform tasks and do, and realize results pretty easily. So then, they can see the work being done and appreciate it. >> So who are the users in your organization? Is it a spectrum? You got the sort of RPA developers and then you got business users, as well? Describe that. >> Well, it's a combination, right? So we built the COE over the past couple years. It's inclusive of not only configurators, but also analysts and people that can understand the business. So when you look at through the process, start thinking about how do you design for automation? So this tool allows a very comprehensive very easy to use and we see they make progress release after release, so it's very exciting. >> Alright, Param, why don't you walk us through the announcements that you made? What's new to the platform? Some enhancement to the community. >> Yeah, so we've done some really key announcements in this event today. The first one that we're very excited about is UiPath Go, which is our marketplace that enables broad innovation across our entire ecosystem of customers and partners. We can create on a platform or we can put it in a marketplace and then everybody else can easily access the innovation that's available there. We also released 2018.3 which is the third release we've done this year, but probably the most comprehensive release that we've done 'til date in the history of Enterprise Automation. So we're very excited about launching that release today, as well. And third, we've announced a $20 million fund that will fund our partners that will co-innovate together with us in bringing out new RPA capabilities, new machine learning and AI capabilities into the marketplace. Those are three key announcements. >> What are the-- >> I'm just-- Sorry, but from my understanding, you run on a quarterly cadence for the release of the primary product, correct? >> We're in a quarterly cadence, yes. >> What are the critical aspects of the new release? >> So, there's a few things we've done in the main release. One of the first things we've done is we've allowed for re-usability of the software. So if you're using a lot of components, if you've built a way to automate a certain process, it could be as simple as, here's how I log into a application, a financial application. The rest of the people in my organization don't have to go reinvent that thing themselves. They can reuse the component, the way I've built it, so they can be reused to process every single aspect of the customer, as well. We've made it very easy for our customers to upgrade to new versions of the software, as we're releasing very rapidly, we want to make sure that the upgrades are easy, but the upgrades are also seamless as in they don't affect any of the existing processes that are running in production. So we support version management and package management so we make it easier for people to manage that. There's some other capabilities that we've done. We've supported internationalization of the platform, so now customers in Japan can use our product in Japanese, customers can use it in Spanish, they can use it in Deutsche, German, so we've allowed that in this release, as well. Another cool thing we've done is allowing humans to provide input to what the robots need to do by putting a form that they can use to provide input to them, so it can provide a better symbiosis of humans working together with robots to achieve more processes and more automation in the ecosystems. There's a lot of stuff, this is some of the highlights. >> So what do you think? I mean, what of those, what of that compendium is of interest to you? >> I think, you know, I've been a member for a year now, from, of their customer advisory board, so they truly listen to what we need to say, right? Because the robotic aspect of it is critical, but there's so many other aspects, such as the analytics. So, understanding the business outcome, right? What's the bot producing? Not necessarily the bot that's up and running, but really, what's the impact to the business? I think that's part of the feedback that we've been given in UiPath, they're really working hard on that. The other aspect which is important also is how do you move forward from simple RPA to more complex automations? So, the human in the loop approach to things is important. We call that those small black boxes, you know people with 20 years of experience, they understand how to make decisions but those aren't documented, right? So, now we're giving the opportunity for that human to become part of the process, right? So that is very powerful to us. >> So one of the aspects we've been looking at, the marketplace seems interesting. I'm wondering if you've had a chance to look at that, are there things that you would consider using, and anything that you might even consider contributing in the future? >> I think so. I think this is a whole movement, it's a community today, so no matter where you are, developers, they love it. My guys are telling me, "When is this out?" Because, you know, they have I mean, they're so much hungry to get stuff done and to share what they can do, it makes a difference not only for our company, but for the world, right? So it means something. >> That's interesting. Your company's been around for a long time. You're not worried about, I mean, this open mindset is really intriguing to us, you're not worried about putting your IP in there? Or do you feel like, this open community, we're going to get back as much as we give? >> No, of course. Of course, there are controls in place, and of course, there'll be a protocol in place, but you know, at the end, you're making a difference in the world. So if someone wants to, for instance, have a mortgage because they're wanting to buy a house, you want to make it easy, right? At the end, that's the end goal. You know, for EquiFax and for all the institutions that are in the same sector. >> So from a product standpoint, we just have Craig LeClair on, he couldn't directly call out UiPath. It's not cool, right? I mean, he has to be independent. But, look, he wrote the report, UiPath went from third on the list to first on the list, out of I don't know, 10, 15 vendors. It's like the Gardiner magic quadrants, all these rating systems, right? We don't do 'em, but we read them because they're good, and they're informative. He said in there that last year's features have become this year's table stakes. And some of the things that are differentiating companies, and obviously UiPath won so I presume you have the differentiation ears. Analytics and governance. Those are two big areas, I see the heads nodding. Maybe you guys could each talk about that, Jairo let's start with you, why are those things important? You address the analytics, you kind of address governance, as well, but maybe you can summarize. >> I mean, we address governance as the get-go, and it's an evolution. So for instance, you know, really, truly when we're looking into RPA, it's not only so much about a tactical approach to a specific problem, but it's really turned into a strategy, right? So if you want to scale, you need to have the proper controls in place. So, these guys have done an amazing job integrating with tools such as Cyberart, for instance which is reall important for many companies. They're trying to secure their systems and make sure that the bots are operating on their very secure environment. >> So you guys not only you were in the place position, now you're in the lead. Now the pressure's really on. It's like the Red Sox, Stu. (laughs) So, how'd you get there? What is that enables that? Architecture? Mindset? Culture? You know, give us the insights there. >> Yeah, first of all, let's say we're super excited about being in the first place. I think it's really good, it's a really good testament to the hard work the team is putting in there, so we're super excited about that. We believe that our success and the product roadmap depends upon hearing a lot from customers and making sure that we're responding to their customers. So I think that's what we have done for the most part is ensuring that if there are things that our customers need, if there are things that our customers think our platform and technology is moving toward, we're actually doing the kinds of things that'll actually take us there. So a lot of the innovation that we've done on the platform has come from a direct result of engagement and working with customers and bringing their success into there. Specifically, the governance and analytics, those are very important aspects of what we're doing on a product. Most of our customers are very large corporations like Equifax, other corporations. They will not use our technology if we couldn't support the level of governance and compliance that they need from the ability to run those processes, especially when they're running autonomously without having a human look over what's happening. So that was a core part of what we've invested in. Analytics is also something that we've invested but we'll continue to make more investments there. We're now hearing from Equifax and other customers that people don't want to just get analytics that is responding to what the robots are doing but they want to understand what sort of business impact the robots are having on the corporation. So we want to build an analytics platform that is ingesting not just the robot workloads but bringing in information about line of business systems, as well, to be able to give the reports and perspectives that somebody can look at that and say the robots have done so much for me. Not just in terms of number of hours, but in terms of the business outcomes that I've achieved through the work the robots are executing. >> Jairo, I want to ask you about innovation at Equifax. We've observed many times in theCUBE that innovation in the tech industry used to march at the cadence of Moore's Law. Oh, new chip's out! We've got to do, we can now put better, faster data warehouse. You know, more storage, whatever it was. The innovation model is changing dramatically. And we've observed that it's a combination now, it seems, of data plus AI plus cloud, for scale. So, what do you think about that sort of innovation sandwich? Do you buy into it? How are you guys applying innovation in your business? >> I mean, I'll tell you I got a similar question the other day, you know. It's about, you know, I live in Costa Rica, right? So we surf all the time, right? So it's about riding, you know, the wave, right? So it's not about riding it, right? If you don't ride it, then you're going to drop, right? And then you're going to fall behind. >> Dave: You're going to be driftwood. >> So, yeah, innovation is there, you know. It's that demand for all companies. For us, innovating not only about how do we approach customers and consumers and we put them first in everything we do, but in how we operate internally. Creating a culture that drives automation, right? So giving time for people to think about stuff, you know, that makes a difference, right? I think that's how I can summarize innovation as of this moment. >> So, Stu had a question. >> So, if I understand this right now, we can blame the robots if our credit score isn't good enough now, right? (laughs) >> What do you think? Blame the robots, right? >> Blame the robots, always. >> Blame the innocent, as we say. Well, guys, thanks very much for coming to theCUBE. >> Param: Thank you. >> Param and Jairo, it was great to have you, appreciate it. >> Thank you again. >> Alright, keep it right there. Stu and I will be back with our next guest from UiPath Forward Americas. You're watching theCUBE. (upbeat music)

(electronic music) >> Live from Toronto, Canada it's The Cube covering Blockchain Futurist Conference 2018. Brought to you by The Cube. >> Hello everyone, welcome back to The Cube live coverage here in Toronto, Canada Ontario for Untraceable presents Blockchain Futurist Conference. Two days we've been here. We're on day two, amazing event here, great community, I'm John Furrier your host. Dave Vellante went back east so he was here yesterday. Our next guest Pablo Gonzales is the Founder and CEO of Genesis Blockchain Technologies, welcome to The Cube thanks for joining me. >> Thank you for having me. >> So I'm glad to have you on. First of all when Bradley Rodder says oh watch out for that guy, you must be smart because we trust Bradley so but you're doing something really cool. The future of trading and exchanges has been a topic that everyone's been talking about but not a lot of people have been actually moving the needle on. You've got some movement here, people doing here but no one's actually had the full package and they're running as fast as they can to do it. You guys have done it. >> We have. >> How? Take a minute, what have you guys done? What is the product? How did you guys do it and what can people use today? >> Thank you. So it's no longer hot air, as you said. A lot of people are saying what they're going to do. We're here to say what we have done which is very different. Yesterday up at the main stage we launched the world's first decentralized exchange on a mobile platform. We're fully licensed by the Costa Rican Commodities Exchange, we have brokerage license, a currency exchange license and a money remittance license. We already possess the licenses, we're not in pursuit of the licenses we have them. What we did obviously we pursued an MNA strategy, we acquired companies that were over a decade in the business and we just transformed them and cryptomized them, as I use the term and launched the exchange with those licenses and platforms. We listed the exchange with over 40 coins. Over four billion dollars of shared market cap and over half a million dollars of daily trading and liquidity. >> So this is right now going on in Costa Rica, mainly if stable. Is it stable? How's the stability there? >> So Costa Rica is extremely stable, they haven't had an army for over 50 years, it's considered a world-class country for banking, for international businesses so much so. Amazon, HP, Intel, all these humongous companies have large operations in the country. >> And their posture to crypto is they've come out formally. >> Yes. >> To state well what's the posture from Costa Rica? >> So they consider cryptocurrencies a commodity and not a security and that's why went on to pursue a commodities exchange license. >> So that opens up doors for you to do this. >> Of course it opens up the doors, think about it. So you can now trade Bitcoin with gold. In our exchange, not as of today we're going to launch that in January, so now you can trade cryptocurrencies with commodities and cryptocurrencies with fiat currencies. >> So I'm just kind of speculating here in terms of my mind where I'm going with this. Almost imagine the shakeup that's coming. It's like a blender, we trading gold and Bitcoin it's just like who would have thought that was possible a year ago? >> That's correct. >> They've been compared, people compare Bitcoin to new digital gold but actually comparing them this is going to shakeup like a blender. >> That's correct. >> Blend up the commodities market. >> Disrupt it. >> What's your vision? What do you see happening? >> I just think that a lot of people are focusing on they say on one of the interviews earlier today, one of the interviewers was asking me is that Bitcoin to the moon? I'm like guys we need to stop. If we want this industry to really grow and develop stop using those analogies. We need to create a community that's larger, we need mass adoption and I think by including the commodities into the equation you're catering to the traditional investors that are a little bit uncomfortable with cryptocurrencies because they don't know about them but they know about gold and then all of a sudden now you compare gold with Bitcoin. >> It brings retail into it. >> Yes. >> It brings a real retail market. >> That's correct. >> You know I just want to say something. I agree with you 100%. These news outlets out there, these other people they tend to focus on the price of Bitcoin and it's almost like okay can we get over that? Yes it's going to go up and down, if you're in the long game it should be 20,000. Okay we can buy that but let's talk about what people are doing. Who's building something? >> Yes. >> That's the focus. So if I ask you now that question, hey Pablo what have you built and what you you going to continue to build if this is a foundational product, what are you guys going to do on top of it? What's the build plan? >> Thank you. So yesterday we launched the decentralized exchange with 40 coins. We're going to add probably between now and December another 110 different tokens. We're doing 20 for now and in January we're launching a centralized exchange so that's where we're going to add the fiat currencies and the commodities. >> What date again? >> End of January. >> Okay got it. >> Then we're going to make an announcement in November at one of the conferences in Malta and so we're reserving the date and everything else for that but in May of next year we're launching over the counter trading desk with full KYC AML you know counter terrorism financing, all of the world class policies and by this time next year we're going to be launching our institutional platform. So we want to be a one stop shop via the currency exchange that we own. We already have the ability from the Central Bank of Costa Rica which is amazing to issue Visa cards. So now our users, besides trading, they can take their crypto with them from their mobile phone, convert it to fiat and pay, you know, for gasoline, buy groceries. >> So I'm an entrepreneur, I got my own cube coin coming out, cube token, security token or utility, what's in it for me? If I asked you Pablo what's in it for me? What do I get out of it as a business? Are people going to start trading my coins? Am I instantly going to have an over the counter so as a business what do I have to worry about? What's the benefit? What matters to me? What's the impact? >> So if you were to be a coin to list on our exchange you mean? Well first of all we all know exchanges now to list on them you know they're changing, some of them I'm not going to say the name. >> They're charging a lot of money. >> Yeah 400 BTC and crazy amounts like this. We are going to charge. It's a business at the end of the day but what we're looking for with the coins that we're going to list is partnerships and seeing what ways we can do more entrepreneurial projects to change the landscape of the industry together as an exchange and a coin because potentially what a coin is is a company. You know what's behind the coin is what's important to us and not the coin itself. As the company develops and progresses so will the coin's price appreciated value or depreciated value and so yes, besides facilitating trading fees and lowering that, up listing and so forth what we're bringing to the table wants to be much more dynamic. >> You got to balance you know business that you got to do with infrastructure build out. It's like the old telecom days you got to build some cell towers before you roll out mobile. You got to build this entire retail global fabric. >> Yes. How does community play in for it? Obviously community is very important. I agree with you that's big time. How are you guys building your community? Tapping into anything else? Obviously Untraceable has got a great community. How are you going to grow your community. >> So as an exchange there could be a conflict of interest we have to be really careful how we get involved in the community but what we want to do is by selected partnerships with projects and coins. The coins are already doing their work. They are appealing to a community. They are raising the money from that community what we want to do is we want to partner up with those coins, the coins that are worth partnering up with and that way our reach automatically will multiply. On top of that of course we want to work with government and banks and institutions. We believe, it may not be popular what I'm about to say, you know the good old honor kids that came to the hardcore crypto, forget about central banks and centralization, I don't think that that's ever going to happen. I think the more we cooperate with government, that the more we work with them, we together can shape the industry and the landscape for good. I do believe in that. It's a collaboration and cooperation with governments and banks to us is pivotal. >> I mean you can be a coach to the regulatory. >> Absolutely. >> You can be an advocate and partner. >> We are being. >> And not an enemy. >> In Costa Rica, so before they considered and they took a position on whether is was a commodity or not you know they approached us and we were teaching them so much so that a congressman that was going to be at the conference and couldn't make it, he's the founder of the Libertarian movement in Costa Rica he created a think tank of crypto because of us that now has Latin America reach. Think about it, there are 1.3 billion people in Latin America. >> They have mobile phones. >> Exactly. That can now learn about crypto and so we're going to capitalize on this. >> It's a real democratization, what you do is change a society. If you continue to get this right this is really key. Congratulations. Now I want to ask you personal questions so I love the hat, you look great. >> Thank you. >> How did you get here? Were you scratching an itch that was around this? Was it, how did you get to the point where you said hey I'm going to go out and build the first exchange. I'm going to roll up the companies, wire them together, cryptotize them and go nuts and build an exchange. I mean how did you get here? What's the story? >> Thank you well, it's a story. I began entrepreneurial projects over 10 years ago, been in the private sector, because Costa Rica is a services company we put together a call center. Took it from like four people to 4000 people in four years. I went on to like building my own sports brand in over 10 countries but then about two years ago a few companies from Canada they called me from here, they called me to help them go public in the Canadian Securities Exchange. I took two companies public last year and after that I was saying to myself and the crew guys what do we do next? How can we really disrupt the industry? And one of the things we were talking about was man, we're in a decentralized community that brags about decentralization, trading and centralized exchanges. How ironic is that? >> Yeah it's got to change. >> So we said you know what let's be the pioneers, let's head out on a quest to build the world's first mobile decentralized exchange and we achieved that. It's unbelievable. Now you hear all the big guys, the whales talking about we're going to come up with a decentralized exchange because that's what people want at the end of the day and we were able to be the first ones ever to give that. >> And stability is critical. I mean I was just at a bank starting up a new account for a new startup that we're doing and they're like is this a blockchain company? I'm like no, no God no, no, no we're a media business. >> Those are bad guys. >> So you can't even open a bank account some places. So this has really got to get fixed and I got liquid, I got fiat currency, I got to make movements around. The retail market, whether it's trading, investing, it's got to be converted over to the new world. >> Yes, yes. >> I mean it's almost like a full changeover. >> That's correct. Obviously I think that it'll be a transition process. It'll take some time. There are some banks that already getting more involved into the process. What's interesting in our case is we even got the Costa Rican Central Bank to be our bank. Think about it, we're not banking with any private bank or public bank but the Costa Rican Central Bank and I think that more and more banks will follow suit as they see good use cases. The ICO craze of last year, I don't think that it did any good to the greater good of the community. If anything it brought a lot of prejudice. >> It's a black eye. They'll be a hangover on that but that's like the dotcom bubble. All those things on the dotcom bubble actually happened so I think you're going to just see get that jested out of the system. >> Inevitable. >> And focus on quality. That's what happening now. >> Inevitable. >> Pablo thanks for coming on. Pablo Gonzales who is the Founder and CEO of Genesis Blockchain Technologies. First ever exchange bringing all new magic to the marketplace. This is The Cube bringing you the content magic here in Toronto, Canada. I'll be right back with more. Stay with us. Live coverage after this short break. (electronic music)

>> From Times Square, in the heart of New York City, it's theCUBE. Covering Imagine 2018. Brought to you by Automation Anywhere. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in Manhattan at the Automation Everywhere Imagine 2018. About 1,100 people talking about RPA, Robotics Process Automation, bots, really bringing automation to the crappy processes that none of us like to do in our day to day job. And, we're excited to have a practitioner. He's out in the field. He's talking to customers all the time. It's Weston Jones, and he's the global intelligent automation leader for EY. Weston, great to see you. >> Yeah, thank you, good to be here. >> Absolutely, so it's funny, you said you've been with these guys for a number of years, so when did you get started, how did you see the vision when nobody else saw it, and here we are five years later, I think, since you first met 'em. >> Oh, I know, it's just funny. I mean, years ago I saw Automation Anywhere at conferences. They were one of the small booths, just like everybody else was, talking about automation. I watched them for several years, and then I decided one year when we were looking at some of our offerings to bring in RPA and talk to our leadership about it, and kinda the light bulbs went off. So, from five, six years ago 'til today we've been working with them, and it's really amazing to see kind of how things have changed, and how the adoption has taken place. >> You know, it's such a big moment in a startup, especially software company, when you get a big global integrator like you guys to jump in, you know, advisory service. It's really hard to do. I've been in that position myself, and you guys don't make the move unless you really see a big opportunity. So, what did you see in terms of the big opportunity that made you, you know, basically bet your career on this vertical? >> Well, so when I went to our leadership, in the meeting I had our global shared services leader. So, we have 7,000 plus people on our shared services, and he was very skeptical. We had to do 20 plus proof of concepts with him, and HR, IT, finance, et cetera, to get him excited about it. Now, he's our biggest fan, and actually we promoted him to run our global internal automation team where now we think we're one of the largest users of automation. We're one of the biggest users within tax. We use Automation Anywhere within tax. We have over 750 bots working, and we have a goal to have 10,000 plus by 2022. So, we're really pushing the bar in scaling. >> From 750 to 10,000, what are we, 2018, in four years. >> In four years. That's our goal. >> So, where did you find the early successes, what kind of bots specifically, what type of processes are kind of right for people that are interested, see the potential, but aren't really sure kinda how to get started, or to get that early success? >> Yeah, I mean, it's just almost like anything else, the quick wins, you know. Start with things that are very rules-based, that have a lot of people, FTs associated with them. You know, our thing wasn't that we were actually eliminating FTs, we were just developing capacity, 'cause we're a company that's growing, so instead of hiring more and more people, we took all that mundane work out of people's jobs and allowed them to focus on things that were more value-added. So, the block and tackle stuff-- >> Like what? Like, give me a couple of, you know, just simple stuff-- >> well, we have like HR onboarding, you know, we onboard 60,000 people a year. HR onboarding is something that's very repetitive activity, logging in and out of multiple systems. And, it was something where we were hiring HR professionals that knew how to do talent management, that knew how to do all these things we really wanted them to do, but we had 'em focused on doing a lot of very transactional type activities. So, we said why don't we use the technology for that. Let's free these people up so they can then focus on developing talent, career ladders, other things that we really wanted them to focus on. Other things like, you know, payments, matching, and payment application, things like that, password resets, you know, a lot of stuff that you, I mean, you can just think of in your head. A lot of stuff in finance, a lot of stuff in HR and IT. Even our supply chain, too. We're doing like T and Es, we're doing a lot of automation in our T and E area. But, that to say, I mean, I've mentioned all back office things. We're also doing a lot of front office. So, for example, in our tax department we use almost exclusively Automation Anywhere to do tax returns for clients. And, we have, I think, over a million plus hours that we've eliminated using Automation Anywhere. >> Now, how do you Automation Anywhere a tax return? >> Well, tax return is a very complex set of rules, and you basically, once you kind of load the rules in for certain activities, it's stuff like pulling data from one system into another, you know, doing multiple taxed jurisdictions. >> Is it just like particular steps within that, you just kinda pick off one little process at a time, one little process at a time? >> True, and then you can also put in, you can do a nice interface in the front, and you can have people giving you the data, and then you let the automation then get the data to the right parts within the tax return. >> So, I'm curious in terms of the people that create the bots. Who are they, kinda what skill sets do they have, and do you see that changing over time as you try to go from 750, whatever it is, a 20x multiple, over four years? Do you see kinda the population of people that are able to create and implement the bots growing? How do you, kinda, managing the supply side on on that? >> We have a philosophy that 70% of it's process, 30% of it's technology. We're fortunate that in our advisory area across all the major functional areas, supply chain, HR, finance, et cetera, we have process experts. So, we use those process experts to get the process down, and then what we do is we have core development teams around the world. We have a big team in India, a big team in Costa Rica. We have a team in China, and elsewhere. And, those are the developers. And, so our process people map out the process and then hand that off to the developer. So, developers, you know, we basically, I mean, with Automation Anywhere's help, we've trained them to do the work and they've made it more and more, as time goes on, they made it easier and easier for them to develop bots. And, so We've been able to take people almost right out of college. We've hired some high school students. We take people that, you know, two thirds of the American population doesn't have a college degree, so we hire non-college degrees and teach them how to do this. Not that it's easy, and to be really good you have to have time and experience, but we can teach them to do these types of activities for us. >> That's amazing. So, I wonder if you can share what are some of the biggest surprises, you know, kind of implementation surprises, or ROI types of surprises that you found in implementing these 750. >> Yeah, so one thing I tell people about is if you talk about the Gartner Hype Curve, you go up and you fall into the valley of disillusionment, and, you know, there's gonna be four or five of those valleys that are gonna happen, and you just need to power through them because the technology is so compelling, and the benefits are so compelling. I mean, there's over a dozen benefits whether it's cost savings, improved security, better accuracy, whatever. So, some of the surprises were scaling. Like, when I talk about the DIPSS, the D-I-P-S-S, DIPPS, the first one is gonna be data. People are gonna realize that their data isn't quite there in order to do the more intelligent activities. The integration, so integrating the RPA with the more intelligent pieces of the IQ bot, and other things, how do you do those integrations, how do you take other tools outside of that and integrate them. The third is penetration. I mean, penetration is very small right now. What happens is people tend to look at a whole process that needs to be automated when what you need to do is you need to think about breaking those processes apart. Like FPNA, for example, may have a couple dozen steps to it, but there are pockets of steps that are very automatable. For example, pulling data, structuring it, normalizing it, getting it into some kind of report, that can all be done by automation, then hand it off to someone to do more cognitive activities. So, the penetration is very small right now, but will continue to grow. The savings, you know, have realistic expectations on savings. When this first came out of the door a lot of people were talking very, very high numbers. I mean, you can get it every once in a while, but, the saving numbers, just be realistic about that. And, the last part is scaling. We found scaling to be something that, you know, at the time when we were doing it, very few people had done it. So, to figure out how do you scale, and how do you develop a bot control room, how do you manage the bots, how do you manage the bots interfacing with people, how do you manage the bots interfacing with other technologies. It's a lot more to it than just putting the bot up and letting it work, because they need care and feeding ongoing, because it's not related to the Automation Anywhere technology, it's more of the other things it touches, like website changes, like upgrades to different systems that the bot has to execute with. Those are gonna constantly change and you just need to make sure you're adjusting the bot to actually work in those environments. So, those are kinda the four or five things that we've seen. And, when we go from 750, to 1,000, to 10,000, I mean, we think we're gonna see much more orchestration type things. You know, how do you orchestrate in a more automated way across the bots, the people, and then the other technology. >> Right, it's funny on the scale issue 'cause they were talking about, you know, how do you go from 10 bots, you got 750 to 10,000, and there's been a concept under it that they are a digital workforce, implying that you have to manage 'em like a workforce. You gotta hire 'em, you gotta train 'em, you gotta put 'em in place, you gotta kinda keep an eye on 'em, you gotta review 'em every now and then, and really it's an active management process, it's not just set and forget. >> Yeah, we're hoping that we'll have, I mean, we have some of this already, but we'll have bots managing bots. Well, bots auditing bots. We'll have bots orchestrating bots. That's all gonna eventually happen. I think we can do some of it today, but it's gonna be more and more common. The orchestration piece is really the thing that is gonna be new, that is gonna drive a lot of people this hard to scale. >> The other two consistent themes that you just touched on that we talked a little bit before we turned the cameras on, is Amara's Law, my favorite. You know, we overestimate the short term, which Gartner might call the Hype cycle, but we underestimate in the long term. Really, the other one is kinda just DevOps, and there's DevOps as a way to write code, but I think, more importantly, is DevOps as a culture, which is just look for little wins, little wins, little wins, little wins, little wins, and, before you know it, you've automated a lot and you're gonna start seeing massive returns on that effort versus the, oh, let's throw it in, we're gonna get this tremendous cost savings on day zero, day one, or day 10, or whatever it is. That's really not the strategy. >> Well, I think a lot of people maybe don't like to hear this, but it's a journey. I mean, you start out using the technology where you can. So, it's not a technology play, it's solving your biggest, most complicated problems, that's the key. And, whatever technology you need to do that, use that. So, you do the RPA, then you get more benefit when you add the IQ bots, and the intelligent stuff, and you get more benefit when you start adding, you know, technologies that are even ancillary, like Blockchain, IoT, and things like that. You'll get more and more kind of benefits from this technology. >> All right, Weston, well, thank you for sharing your stories. It's good to get it from the front lines. And, good luck on making 20,000 bots in four years. >> Thank you, thank you. >> He's Weston, I'm Jeff, you're watching theCUBE from Automation Anywhere Imagine 2018. Thanks for watching. (upbeat music)