>>Yeah, yeah. Welcome to the Cubes Presentation. Women in Global event Celebrating International Women's Day It's amazing showcase of great people and entrepreneurs, executives, really serious women in the industry, in the countries all around the world sharing their stories on International Women's Day. I'm your host of the great story here, an entrepreneur founder and C e 03 riders. Tanya A. I from New Zealand from all the way down under. Thanks for coming on. Appreciate it. >>Thanks for having me. >>I love your story. Let's stop. Let's start by. Just sit at the table about your story. Where your background from How you got into the business. Take us through quickly. That origination story. >>Sure. Um, look, I come from a low socio economic area. I grew up a new Plymouth. Um, and we didn't really have a lot of money. My mother did struggle to put food and milk on the table. And so, uh, what we did do, though. Although we didn't have money, we have the ability to drink. And so we would every day I remember as a child dream about what it would be like to one day have enough milk and bread, have enough money to be able to buy a car or even catch the bus. And so what we did was we dream about how I could achieve that. Um And so what I did was I got educated because we knew that if I got educated, then that would enable me to get a job and become financially independent. Um, but one of the key things she also made me promise Was that not only what I get educated and have enough money, um, to support myself. But then once I did that that I would give back their knowledge and understanding so that I could strength and others. >>I love this. I love the story again. Entrepreneurship is a lot like picking yourself up. Failure is part of the process. You got a grind. You got to do the hard work. And the idea is to make it happen. You've done that? You've got a building. The business is hard. Never mind for doing it as a woman as well. And you're conditions. What a dream. You found your dream. What's it like? Right now? >>It's hard work I'm not gonna do. I know that around the world of runs excited and they said, I'm going to leave my job and you know, I've had enough. And now I'm gonna stand up my own business. We've been working on my eye for almost three years now. Running standing up a business and then running it successfully once you've started up is actually a lot harder than what people think, especially being a woman as well. And a Maori, which is essentially an indigenous person of New Zealand. Um, it is a little bit harder to do that, especially when when you choose the industry to do that and which is technology, you don't have a lot of other woman. Um, there are some women coming through from indigenous background, uh, paved the way for us, but there's not a lot of us around, and so it does make it a lot more tricky. But I had a dream, and I had a vision that I was going to be able to give back what I had learned about business and about money to help others. So uh, was where it was going to be. >>Well, it certainly inspiration for many. I love the success story and entrepreneurship hard enough as it is, like I said. But being a woman and even harder, what are some examples can you give when you were coming through? Because you've got a really kind of push through and break down walls to get things done in any startup and with the corporate world with his biases. And there's also, um, people's preconceived mindset of who's who should be in a position, what founders are what entrepreneurship is. What was it like? Can you give some examples of situations that you broke through? >>Um, look, I think that immediately people underestimate you when you're a woman, especially in indigenous woman. And so, um, what I was So basically what I would do is I didn't think about what they thought. Um, what I focused on was actually where I needed to go. And so all those people didn't believe that I could get it done. They thought I was dreaming. I know people said, um, at one point they said, Are this company looks like they're doing something similar to that. Just waste $2 million. What makes you think that you're going to be even come close to being successful like they are, um, and And my response to them was that that they aren't me. They don't have money in their organization. And I think that's something really critical. Um, that woman has to understand when they're standing up an organization, especially one of the technology. We, as a woman are unique. We bring to the table a different set of values and different principles that potentially others don't also bring to the table. We have a different level of work ethic, and so I actually think that through those experiences, I was able to be more resilient and follow through in terms of what I believe it was possible. So it doesn't matter what people thought. It doesn't matter if someone was richer or had more money than we did. Well, they had more. Exactly. I remember the other thing was with They've got all these, you know, really high high performing executives from love organizations in New Zealand. Who do you have again? My response was, Well, they don't have me right, And so that makes a significant difference. Um, it's not that I'm a unicorn, but it's that I have a very strong belief system, and I have a have a dream that I've been following for almost 40 years and trying to make come through. So those two things are things that you can't underestimate. And sometimes they are actually a lot more productive and valuable than money or positional executives within your organisation. >>Yeah, that's a great, great insight. And then again, congratulations again. Great inspiration. People worry about what everyone else is doing. Like what they got. They don't focus on what they're doing, But I love the confidence, the conviction, um, preparation, education. These are all themes that are coming out of this international Women's Day around how to be successful, how to raise your hand, how to drive through how to drive, control your career, control your own destiny. This is the theme. Education plays a big part of it. And obviously you're building a company. Amazon. You're involved with Amazon. You've got education now at your fingertips on the internet. Education is out there now. You can get it instantly, and you could level up with cloud and and really factor and compete >>at any time. Yeah, absolutely. I think if you look at a W s, they gave us the opportunity to be global instantly. I mean, without that, you know, without their infrastructure and they're back in and for us to turn that on in any country that we wanted, um, we wouldn't have been able to go global. And so, you know, I really do appreciate all of the different platforms and the technologies that we can access as a c e o of attack organization so that it actually enables us to be a global and have a global footprint. >>You know, you're a great example of what I always say about cloud computing and these platforms Is there agnostic when it comes to talent? If you can write good code and you're talented, yeah, the world is yours. There's no real degree you can get from a pedigree college or university. If you have what it takes, just plug it into the cloud and your instantly global. This is this is new. This wasn't like this years ago. >>Look. And to be honest, when I first started, I I chose voice Alexa voice as one of our channels to through which I I would provide financial updates to organizations. Now I didn't know what no one in New Zealand or Australia even knew what it was three years ago. And so, essentially, you know, the the ability to have access to people around the world to build your team, um, and to have infrastructure like Amazon, it just enables us to achieve great things. It enables us to give back more than we ever thought possible. So I think it's being able to know where you need to play the gap and then plugging that with infrastructure, which is strong and enables you to continue to grow and can really help you go forward. >>So talk to me about your current situation as a leader, as a woman in tech. Now, you have a company you're giving back, fulfilling your dream. You have a life, you gotta live your life and your life, and you're doing it all. What's it like being a leader and being a high-performance entrepreneur? >>Yeah, I love being able to give back and give back and industry, um, where it's just growing every day. The the environment is changing. We have to keep up to the play with all the new technologies that are coming through all the new capability. So that we don't get left behind. Technology enables you to become more efficient and effective and what we're working on three years ago, that's now changed significantly in terms of what it looks like now, how fast you can go, how much reach we can achieve when we're going out to our other customers and, uh, from across the globe. Also, I think that, um when you look at a woman in both of professional and a personal standpoint, I'm also a mother of four Children, and I'm also a wife. And so what I have to do is be able to balance running a typical organization as well as running the house. Unfortunately, even though I'm a C e o of a technology company, it's certainly doesn't enabled me to turn off the the mother light at the end of the night or at the beginning of the morning, when the kids at school I might be sitting in a meeting and doing a full negotiation for a for a high-value contract and in the back of my head, I'm thinking I have to take out the months later or I have to make sure that my daughter and members to take. It talks to school tomorrow. So we're quite lucky. Woman. We essentially running two parts of our brains, one of those being able to continue to nurture and and be the supporter of their husbands and our families and our Children at home as well as run these tech companies. So we're we're very lucky. I also think it's interesting that the majority of funding that that's made available by J Visas is not to women. I don't know why that is. But if you imagine having a woman who can literally, what run two worlds at the same time and be successful at both, then I think that that's high productivity that you want to be a part of. >>Yeah, that's that's injectable and more women leaders again having role models like you out there. And the story is really compelling and super inspirational. I love the 22 worlds just having to start at the same time. Yeah, talented, Um, but I love your comment also about the underdog, and I know a lot of entrepreneurs and being one myself and even people who are ultra successful, they still have the chip on the shoulder they still have the underdog mindset. So, um, is that true for you? Do you still feel like you're underdog? You always kind of. Is that something you'll never give up even when you're super successful? >>Yeah. Thanks. So, um and it's not an underdog from a really vicious, uncomfortable standpoint where I'm trying to, um, where I'm trying to get back at anybody. What it does do is as an indigenous person coming from low poverty, um, you know, the expectation of where I would end up was really low. If I if I wasn't pregnant or I wasn't in jail by 16, I was successful, and I had one. And so the bar has always been set really low for me. Even when I went and did a degree, Um, the first one was, Well, you should go and do Maori or a bachelor of arts at at University. And I said, Well, why can I go and do that thing over there? There's no Maoris or there's not a lot of women sitting in the finance, um, elections. Why don't I don't go and do a degree in finance. And so, as I've worked through my education and also my career. The expectation that achieved great things just wasn't there. And so that that drive does have to come from you internally. Um, sometimes you're not always surrounded by people who understand your value and what you can contribute to the world. And so what you do have to do is you have to have a personal belief system that enables you to actually leverage that underdog position. And so rather than letting that get you down like oh, they don't believe in me or they don't think I can do this so I can achieve that. Basically, what you do is you use it is like a little stepping stone. You're like, Thanks for that. I'll just put that over here and all it does is just enables you to prepare yourself forward. >>It's motivational. It's also curiosity. So, Steve Steve Jobs once said, Stay curious, you know, and, uh, stay foolish, actually. Say foolish, Amazon says. Be curious. That's the kind of slogan, >>but they >>will be foolish and stay curious. Whatever it is. That's kind of the mindset. And again what I love about the story, and I think this is a trend that we're seeing is that if you are underrepresented or you are the underdog now more than ever, the ability to level up is better than ever before. Anyone can start a company, you can get a cloud computing, and Amazon gives the education for free. If everyone someone stuck, you can just go online courses. So there's now plate paths to go from here to here quickly. Um, this is amazing. >>Yeah, but it is hard work, so right, so it doesn't come easy. Um And so that is one thing I think that people underestimate about the ability to stand up for business. And then it becomes this, you know, apple or Amazon or Google. And so, yes, my vision is that we're on the road trip back. We're focussed on being able to list in the last five years time with a billion dollar valuation and use that as a vision. But being able to be open-minded about what it's going to take to actually get there is really important, and so you can have conviction, but you need to follow through and have action. Um, you need to be open-minded about changing the way you thought it was going to look. I mean, every day, I probably three or four times since we've gone live last year. Um, and that was because she wasn't where she needed to be. We needed to private her so that we can continue to ensure that we ended up with the product market fit that enabled us to meet our vision, but also to achieved financial and strategic >>goals. That's a great point. You've got to do the work. You've got to grind it out. Sometimes you gotta be sensitive to the customers and the market. This is the secret final question for you. What a great conversation. Um, as an entrepreneur, we all know it's the trials. Tribulated the roller coaster. A lot of emotion. Like raising a family. You don't know what you're gonna get. You know, anything is possible. How do you maintain the balance? Emotionally as you go in and continue to build out your business, you gotta take the highs and the lows. >>Oh, look, in the early days of standing out today, I was very naive. Not because I was a woman just because I was new to the game. Um, I had always worked for global organizations that already established that had big bits of money that had resources that I could call on. And so I'd say that first 6 to 12 months was really hard. There was a time there where I had to rebuild i-i. They changed the back end infrastructure. Um, I've spoken to zero and Amazon. Alexa and I had to achieve a certain I had to go through a number of different gates. And what that means is that I had to rebuild build here. Um, I think I cried initially for the first couple of days, but then it was actually, it took me about a month to get over myself. And what I mean by that is I had this vision and this dream about how it was going to be. I was going to do this and then all these steps we're going to follow, and everything was going to turn out how I expected. Um, and then it hurt me within the first three months of trying to get accreditation That it wasn't It wasn't going to turn out how I wanted. I didn't have the resources or the money to execute it. How I wanted. And therefore what I had to do was understand why. Why? Because what happened was I was able to use my why It is the basis for why I was making decisions going forward. So rather than it being just this vision about where I was going to land, it ended up being It doesn't matter the how the pathway we get there. Obviously, we want to do it with integrity, but I don't necessarily know all the steps of how that's going to happen. But I need to be open to the fact that it won't. Now when I get disappointed and things don't happen, how I expect them now, I basically just perfect. Initially I cried and I sit there and complain to my husband, and I feel like, Oh, my God, let me do this. So it was like, I've turned me down and I'm not gonna do it this way. And, you know, I just complain and wind, Um, but three years on, basically, whenever I had a wall or I had a roadblock, I'm just I just step back and go right. I can't go that way. Let's find another way. And so I think you have to be really resilient around accepting that things won't always go away. But there is always another way. >>Don't worry. Great conversation. Building a business and text from your dreams. Getting educated, going out in the arena, being successful again. Once you're successful, you can write your original story The victory. The victor writes the narrative, as they say, so is it can be disappointing. Sometimes when you're learning to grow like that, businesses like that's a great story. And congratulations. And thank you so much for taking the time to to share on the Cube as part of our celebration of International Women's Day. Thank you so much. >>Okay, thanks so much. >>Okay, that's the presentation of women in Tech Global Event celebrating International Women's Day. I'm John for most of the Cube. Thanks for watching. Yeah, Yeah, yeah. Hm. Yeah, yeah,

>> Live from Boston, Massachusetts, it's the Cube. Covering AWS re:Inforce 2019. Brought to you by Amazon Web services and its ecosystem partners. >> Okay, welcome back everyone. It's the Cube's live coverage in Boston, Massachusetts for Amazon Webster's AWS re:Inforce: their first inaugural conference around security, cloud security. I'm John Furrier with my host Dave Vellante. If you're talking about security, you can not talk about cybersecurity, how it impacts government, society and commercial. We've got two great guests here from Telos, leader in cyber out of D.C. AJ Turcot, business development, and Tom Ryder, VP of commercial sales at Telos. Great to see you guys. Welcome to the Cube. >> Thank you, John- (A.J. talks over) >> Thanks, John, great to be here. >> I've been intrigued by Telos over the years. One, great company you guys, so congratulations. John Wood is phenomenal CEO. He's been hanging around for a long, long time. He's seen many cyber waves in security. You guys have a lot of experience. Now, we're talking about modernization of government. A week and a half ago we were at AWS Public Sector Summit which is this show in DC with Theresa Carlson's team. That's all about modernizing government, public sector, procurement, modernization in technology cloud. Here, the security conference feels the same kind of vibe for security. Not so much modernization but kind of level up, get faster, get better, get stronger. You know, everything's great, now lets go do it. So, similar kind of experience. You guys are in the middle of both those worlds. >> Yes. >> What's your impression? Are these coming together? Are they two separate? What's your impression of the show? >> Uh. It's, security is job zero. People have been saying that for a long time. The rubber's meeting the road now. You can see, this is, this wouldn't have been this big years ago. So, we're happy to be here and be part of this. Our company has been focused on cybersecurity since the word 'go'. And we're definitely seeing you can't do modernization without baking security in. Everybody gets it. It's not a bow tie any more. Wouldn't you say? >> Absolutely and it goes from the software development of the life cycle all the way up the stack. Little anecdote, John has been around for a long time. He's actually in the, and he'll hate me for saying this, but he's the longest standing CEO of a company in Virginia right now at 25 years. (laughter) We've been around for a long time. We understand cyber security and we've seen it morph as the various platforms have evolved. But, definitely a great show. A lot of vendors: some new, some old. We meet some friends that were with one that are now with another. And asking them why they changed and they say, "Well, the old school and the new school, different methodologies, different ways to approach it." But the problem fundamentally stays the same. >> Everyone else uses the old guard, uses the term 'old guard, new guard.' That's Jazzy and Theresa's word. But it really is about the transformation of that all companies are becoming security companies. They say that about media. All companies are becoming media companies. You inherently have in this horizontal impact of security. It used to be that this firms does security. You hire them and they come in, they do the job. But now, to where you got to bake it in, you start to see the brands: Microsoft, all these brands that were once software companies in general purpose areas really getting deeper into security. And then companies themselves like Capital One, Liberty Mutual, they're building out. >> Right. >> And potentially now turning it from a cost center to a revenue center. So, the model's upside down right now in a good way. What's that doing to the industry? And do you believe that it's happening then too? What do you see happening? >> The challenge in front of us right now is security has to keep up the pace and the scale of the cloud and the modern world. I know that we've had to change our tunes in our product suite to be able to, you know, test and demonstrate compliance at pace and at scale. Otherwise, you're just slowing down development. I mean, the real beauty of the cloud is, uh, the speed at which you can fail, recover, get the feedback loop, move forward and security's now at that pace and I think you'll see around here the companies that are offering that, not just a new coat of paint on a traditional offering are going to excel in this space. >> Well, this is why I like what you guys do because you talk to practitioners. They say their number one challenge is how to keep up with that pace. I mean, you could talk to one person at Amazon and no one person knows all the services or they think 'Oh, Amazon doesn't have that or oh, yes they do have that." So, having a partner like you guys to help navigate that pace of change is critical. So, how have you made that, you know, a tailwind for you guys. And what are customers telling you that they need help with? >> Uh, what we, our end of it, the piece of the elephant we touch, >> Yeah. is, um, the customers are allowed to use the cloud. They're encouraged to use the cloud. They're going to school to get trained and certified. But you can't go at this pace unless you are authorized. Right? You need permission. Nobody's allowed to put in the plug without their permission. And that's where our end of it is. And we've had to really retool to go at this cloud pace. I've been at Telos for over nineteen years and it's exciting now. And when we had the opportunity to go into the commercial side of things, I really lept at that because we're now building, you know, as I said, tooling out to keep at this pace of 'how do I test? Don't be a detractor. Don't be a slower-downer.' and, you know, it's the way we got to be. >> Take a minute to explain your product offerings for the commercial sector. What are you guys offering? What's the value proposition? >> Sure, um, our product suite is called Exacta. It's a mature product in the fed space. It's been around for nineteen years. And it's in very wide use in the fed space to operationalize their assessment and authorization: the NIST risk management framework. We're now seeing NIST cybersecurity standards are getting a lot of traction in spaces outside the fed. If you're a software company like we see around here, you want to business in the fed, you got to get a fed ramp authorization. Exacta's tooled to do that now. We're seeing state and local government embracing NIST cybersecurity standards. The defense industrial base has NIST 800-171. It's built into the defense acquisition regulations. You need to corporately meet these security controls. So, you know, it's not just for an agency on its own anymore. Everyone's getting in the game. >> So those standards are moving to commercial? >> Yes. >> You guys were baked out, bulletproof hardened product you're bringing that into commercial? >> And I would say if you take spreadsheets off the table, Exacta is the number one NIST cybersecurity automation and management platform. >> Yes. >> Spreadsheets will always be number one. It's like- >> Spread sheets are dead sheets >> Other than the pie chart. (mumbling) >> Right, right. >> So, you know, it used to be, and I'm wondering if it still is, the public sector would look to the commercial for sort of best practice, they might be a little slower to adopt things, and there's certainly examples of that today. You see Theresa at public sector announces something that maybe Amazon announced a year ago and now it's available public sector. But the cloud feels a little bit different. You've had cloud first mandates, things like Jedi. Is that trend changing? You just sort of gave us an example where certification's bringing that up to commercial, Is there still a wide gap between commercial adoption and public sector adoption? >> Well, I think one thing that we see is a lot of commercial or government entities built data centers because they had to. Right? Now, you see entities that have, you know, big robust data center infrastructure, they like what they do in there but not necessarily keeping up that data center. So, they're looking, they're all going to the cloud in varying degrees of speed. But nobody wants to be in the data center business like they used to. >> Charles Phillips from Infor says, 'friends don't let friends build data centers." >> Data centers, right. (laughter) >> That's right. AJ, how about some customer use cases and examples where you guys are helping them? What's their challenge? Give us some real-world experiences. >> Sure, sure. So, one of the industries that's highly regulated is financial industry. And, you know, we talk about healthcare with HIPAA, and different regulations. But in financials, they're really hit from regulatory bodies throughout the country. And they can change from state to state and a lot of times it just piles on top. So, one of the main issues that these companies face is audit fatigue. Internal audit teams to make sure they're compliant, external audit requests that come in, and they're really looking for a way to reduce this audit fatigue. One of the ways of doing it is to operationalize as we do with out tool, the systems internally to make sure that you can be compliant and, I'll throw out a phrase here, we believe strongly that you apply good cybersecurity hygiene, a byproduct of that will be compliance. So if foundationally things are good and you're taken care of cybersecurity from the get go, you know, you might have to tweak a few things to demonstrate compliance but you will be able to comply to many different regulatory products. >> So being built in from the beginning. >> Being baked in, right. So, what this particular organization, they've been around for a hundred years, they're in the financial sector, they've got a lot of regulations and state to state, as I mentioned, are different, they were really looking, and they use all the tools, they've got them all. They have data centers. They have one of the largest networks outside of the defense in the country. So they're quite big. And they were really feeling this audit fatigue. Eight hundred auditors working day in and day out to get, to meet these requirements are thrown at them. We're able to help them take the process from months to weeks. So, just there, there's an economy of time as well. So, the resources can really go off and do what their mission is without having to, you know, daily deal with the grind of going through spreadsheets, for example. >> Yeah. >> And the different systems. >> Do you, do you discern any patterns in terms of can you get more specific on what they're doing with that freed up budget or the digital transformation. Are they developing apps? Are they retraining people? How, how are they dealing with that? >> Sure. In this particular case, a lot of training internally. And it's like moving a cruise ship, you know? >> Yeah. >> It doesn't turn on a dime so you have direction on the top. They take primary focus might change and they have study groups. Interesting about them is they don't make, they make group decisions. So, they do, they're very big on data analytics. They're all actuaries I guess and they're used to that. And they want to look at the value. And I think that's something that we see. That's a tendency we see throughout all the different industries we work with. The demonstration of value. So, it might be neat. It might be fun. It might be more secure, less secure. Do we accept the risk? What value does that bring to the organization? And what they've done through training, through trying to change the old guard, you know, it's also reorganizing their systems internally and how they do things. Not just tools. >> So you guys got to love the fact that Amazon decided to have a security focused show. I mean, every show Amazon does is security focused but dedicated. (mumbles) You were mentioning the other day that, you know, a lot of partners here, a lot of vendors, but actually it's very attendee heavy event. >> Yes. >> Yeah. >> This is now like a huge COMDEX show floor. A lot of practitioners, sec ops guys, >> Yes. >> You know, developers. What are your thoughts on why Amazon did this? And your reaction to this. >> Well, Amazon has, you know, like we said, security is job zero for everyone at Amazon. They put their money where their mouth is. This was not an experiment. This was an eventuality. And, you know, there's zero doubt they're going continue to do this year on, year round. It's going to get bigger. >> Houston next year. >> Houston. >> Kind of an interesting choice: Houston. >> Yeah. >> It's going to be hot in June. >> Stay in the air conditioning. (lauging) >> I wish they'd stay in Boston. >> Yeah. >> I like Boston. >> I like Boston, too. >> Better than Houston. >> Yes. >> But the show is to your point, some dev ops and sec ops. So, again, there's bus dev folks here. >> Yep. >> You got geeks here. Not a lot of CEOs of big companies because it's not a glam converse. There's no big fanfare announcements. The announcements are pretty meaty: VPC traffic mirroring huge announcement, security you have general ability, not a surprise, but just smaller announcements. >> A lot of CSOs obviously. >> A lot of CSOs. >> Yeah, I'd say CSO in that vertical down. >> Yeah. >> The CSO, this is CSOs cloud security show. A lot of things getting invested in. Seems to be heavy activity. >> So, going into this when it was announced, you know, AJ and I had our hands up right away saing, "Let's do this." And then we get here and we're like 'okay, is this going to be a direct hit for us?' and I wouldn't say that everyone we talk to's a direct hit, but everyone that comes by the booth has some understanding of what we do. And there's been no wasted time. We're having a lot of good conversations. >> They're right where you guys are. They know what you do, the value to them. >> Right. >> All right, so here's a question for you on the show, given that you guys have this perspective so many years at Telos and cyber, shipping a great product, now commercial's changing cloud scale, cloud security, what do you think the most important stories are that should be told? That the media should be telling? Or maybe they are telling and need to be amplified. Or isn't being told that should be told. What are the top stories coming out of this event and this industry right now that should be told? >> I think that the two trends I'm seeing is that, like we said before, um, building and maintaining data centers is not, it's not cool anymore. And you see the trends of all these entities getting out from under that and they might be making a big commitment to the cloud or phasing out their data centers over time, but that is happening. And I want to read more about it because that helps us, you know, target who's going to be most receptive to our message. And then the other thing, like we said before, the security at scale and at pace. I know we've had to retool for it. The other companies here that are built for that are going to succeed. >> Yeah. >> There's an appetite for that. >> AJ, anything to add on that? >> Good point. No, very good point. At scale and to be able to pivot quickly and someone mentioned before to be able to fail, retool, start again. >> Yep. >> But to have, it's really essential to have security baked in. That confidentiality, integrity, availability of data, you know, the basics. >> You guys have partnered well with Amazon in the public sector now you're in commercial. Not a lot has changed. Amazon is still Amazon. Question for you is what are you guys think about what the opportunity is to differentiate is? You guys have your solution: speed and scale. Totally agree? (agreement) Size, speed, scale. You guys take the benefits of that by partnering with Amazon. But as it gets bigger and bigger, you guys still have to differentiate help customers. >> Yeah. >> How, how, what is the formula for success? You don't just do things, do a relationship saying "we're done" now collect the business. They're moving so fast that if you don't iterate on top of it you die seems to be the playbook. What do you guys think the value for ecosystem partners, the formula to be successful, what does that, what does that formula for, with an eighth of this cloud scale? >> Well, you know, everyone would just love to hitch your partner wagon to a, you know, something that's rising and not do a lot of work. But, that's not the way we roll. I think we get in a great partnership with Amazon because we have a lot of similarities, especially the customer obsession. You know, we want the customer to be successful and we ride along on that train. That's how we're successful. >> Great. Well, guys, congratulations, great to see you here. >> Likewise. >> It'll be a good journey. Cube's kicking off their security coverage at this event. Obviously cloud security changing the game. >> Yep. >> And it's got to level up with dev ops, agility. You guys have been doing. Thanks for sharing your insights. Appreciate it. >> Thank you. Thanks for having us. >> It was terrific. >> Cube coverage continues here in Boston for AWS: reInforce. I'm John Furrier with Dave Vellante. Stay tuned for more coverage after this short break. (digital music)

>> Announcer: Live from San Francisco, it's theCUBE covering Informatica World 2017. Brought to you by Informatica. (light techno music) >> Welcome back to Informatica World 2017. I'm Peter Burris, and once again theCUBE is broadcasting morning to night two days in a row to bring you The Signal from the Noise, this very very important conference. There's a lot going on here as we talk about the increasing role that data's playing in the world. Now, to get a user perspective, and not just any user perspective, a leading user perspective, on some of these issues, we've asked Mel Kirk to come on board. Mel, welcome to theCUBE . >> Thank you sir. Glad to be here. >> Mel is the senior vice president chief information officer for Ryder Systems. For those of you who don't know Ryder, it's a trucking company, a trucking and leasing company. >> Mel: Absolutely. >> And my background is I used to actually do a lot of research around transportation-related things, and I always found the ability to use queuing theory, >> Mel: Ah. in both technology and in transportation, >> Yes. to be very fascinating. So again, Mel, welcome here, but tell us a little bit about what you're here at Informatica World for, and what's your interest in all this? >> You know it's interesting, this was one of the conferences that I set out this year that I wanted to come to because I wanted to learn more about where Informatica is going in terms of leveraging data. Transportation company, we generate a lot of data. We have three business units, we have a fleet management company, a 3PL traditional transportation, supply chain company, and a dedicated transportation company. All three of those businesses generate a lot of data, and we're on a journey to try to figure out how, what's the best way of using that data to improve business outcomes. So that's what I'm here for this week, is to learn more about the tools that are here, the applications that are here, that we can use to do just that. >> So one of the things that I'm fascinated, often the new branding of Informatica, which we think is good: enterprise, Cloud, data management, leader. We know what enterprise is, we know what Cloud is, we know what leader is. One of the dynamics is, what is the new data management? We've talked to a couple of people about it. From your perspective, all this data coming in, what is the new data management function at Ryder, or the new requirements and capabilities? >> I think the biggest thing for us, from a data management standpoint, is mastering our data. Like I said, we generate a lot of data. We've got two really important domains in which that data revolves around. It's a customer and it's a vehicle. And so our objective this year is to master both the customer and the vehicle, the information around those, so that our marketing team can create better solutions by understanding all of the ways that a particular customer may interact with our business. It's also our operating team is leveraging that same data to win at the local level on a day-to-day basis. When a driver comes to one of our facilities, and he wants work done on his truck, our account people and our service people at that location will be able to pull up specific information about that customer and perform the work that they need based on the contract they have with us. That's a win for the customer and a win for our local team. >> So key, handle the customers, handle the crucial assets. That seems to be a general trend in the industry, is you look across both the conversations that you're having here at Informatica World, but also beyond. Where do you think the industry is going, from a trend standpoint, with some of these questions around data? >> I think we're all on a journey to try to figure out the best ways to leverage the data, treat data as an enterprise asset, right? A real enterprise asset that may have more value to it than some of the physical assets that sit in our business. And as I've talked to people during the week here, it's really about that journey of trying to figure out how do you get better value out of the investment that you make, and understanding, cleansing, liberating your data. And for us, again that's creating products, new products, from the data that we have, and it's improving productivity and efficiency in our operations with that data. >> So you must be excited about some of the new capabilities Informatica's announcing about being able to discover, you know, inventory, and then use metadata in new and different ways. What do you think about some of the metadata issues that Informatica's talking about here? >> Yeah, I think, you know, both metadata and Cloud for me is very important. The metadata is important because, again, we've got multiple business units, right, that are operating with elements of data that are not associated across the enterprise. And so, you know, getting more deliberate about understanding the data at the metadata level will help us as we try to bridge everything together across our enterprise. The Cloud's important because more and more of our customers are moving from a batch world to a near real time world. And what's happening there is we need the ability to spin up operations in a very quick way, receive data in large swaths. So having burst capacity is what the Cloud is going to give us. The immediacy of capacity is important to us, so the Cloud-based applications that I've seen here, even the enterprise information catalog is important because as we go through and we cleanse and harness our data, having it in a structured, governed pattern is important to us as well. >> So you had been in the business. You're ex-GE before you came to Ryder, a couple iterations before, you know, Master Black Belt, Six Sigma, that kind of stuff. You're an operations guy. >> I'm an operations guy. >> So as you think about going from an operations guy, and great operations guys are very focused on data, into the CIO, how was that transition? >> It was more than what I thought. You know it's interesting, I've said that as an operator, I'm not sure that I would've been effective in this role five, ten years ago, because it was a different type of role. >> Peter: Right. >> Today I don't know how you'd not do this role, how you could do this type of role, the CIO role, without having an operational background because the technology is integral to everything we do now. So, you know, where before, companies differentiated themselves on, you know, operational rigor and process, which is what I live in, >> Yep. >> Now it's about data. Now it's about data and the technology tools that can free up capacity, create productivity, and again, generate products. And so, this has been a great exercise for me, a great learning experience for me getting involved in technology at a time when it's moving so fast, right? Every day is a different day from a technology standpoint, and bridging that with my operating background, I think it's been a great experiment for both me and Ryder. >> Well a lot of CIOs that have great job satisfaction at heart are operations people who have figured out how to be operations people as opposed to people who often, CIOs who often don't have that satisfaction are spending their days putting out fires, and they never get into that groove. But think about as the role of the CIO changes at Ryder, but just in general, how do you see yourself organizing your groups around data assets, because it used to be that the key assets were, you know, the hardware. >> Right. >> Or the network. How is that catalyzing a new way of thinking about getting your talent mobilized to do what Ryder needs your function to do? >> You know, the big shift is away from keeping the lights on and keeping the phones working to delivering outcomes for the business. So that's that operational view, right? It's really whether there's an application development team or a talent on our, employee on our infrastructure team, it's about delivering outcomes for the operating team, for the business team. And so an example of that is in our fleet management business, right, we run 850 shops around the US and Canada, repair centers, and our core application in that business, our technicians in those shops say, "Mel, if you can do one thing for us, "make the application faster." That's both an application problem and an infrastructure problem. >> Peter: Sure. >> Right? In terms of trying to find the right solve. What I've been able to do and what I've been focusing on is translating that ask, of give me more speed, to the infrastructure team and the application team in a way that they understand that that incremental speed means better customer service, better outcomes for the business as well as our customer. That driver that comes to that repair center, he or she is on the clock. >> Peter: Right. And they want to get out as fast as, they are more, of more value to the customer when they're on the road doing their job. >> And a truck is typically not a cheap thing. >> Mel: It's not a cheap thing. >> So a truck's on the clock too. >> Mel: Absolutely. >> So as you think about the new, these new disciplines, and then acculturating the application team to, at least in this case, speed, the infrastructure team to speed, are there any new skills or any new disciplines that you are finding need to be filled within your shop? >> You know, the thing that's been interesting, and I'm going to go back to my Six Sigma background, the thing that's really been interesting, and when I take into consideration the pace of change of technology, it's been change management, right? I mean, the application team can come up with the best, the absolute best solution. I'm going to add two, it's change management and the UI, the user interface is important to that journey, right? >> Peter: Absolutely. >> And so they can come up with the greatest application, it could be the best solution ever, but you've got to get people, like in our organization it's nothing to see employees that have been with the company for 20 years. And getting them to fundamentally change how they do work, that's a challenge. And so we, what we've been focusing on is educating both the IT organization as well as the business team on how to drive change, especially in an organization with such a long, rich heritage. >> So as these changes start to manifest themselves, your relationship with the executive staff, how's that evolving? >> Yes, so when I went over to, when I came over into this role, you know, I'd left the operating role as a peer, and I came over to the IT role, and I think they felt sorry for me because of all of the challenges. But what's evolved is that as I've learned more about the technology and how to deploy, I've been able to actually balance between communicating with the technology team on the needs of the operating side of the business, and then translating the technical challenges to the operating team so that they've got a better sense of if we're going to launch a new product, or if we're going to onboard a new account, right, there's some lead time, there's some pre-thinking that needs to happen to get the technology right for you to be successful when you deploy for that customer. So I think bridging the gap between the two sides of the company has been very important for us, especially now given that, again, the pace of change with technology. >> Peter: So does Ryder have a COO? >> Ryder actually doesn't have a COO at the corporate level. We have a COO in our fleet management business, but I'm playing kind of a hybrid role I'd say. >> Peter: Yes. >> You know, kind of a CIO/COO because I can blend the two. >> Excellent! And how's that, how's that going? >> It's actually good. When I first moved into the CIO role, I was very deliberate about not encroaching on the role of the operating teams, right, even though my heritage and all of the things I had done in the company was around operations, I didn't want to make operating decisions from the CIO role. What I'm realizing now is the best value, the best benefit for Ryder and the customers is for me to bring all of the skills that I have, right, plus the talents of the team, to bear on a problem for the company. So I've thought less about boundaries and more about delivering outcomes. And if that means I have to put a, you know, a little bit of an operating perspective on a technical challenge, so be it. >> Which is really quite frankly what any real great Chief anything does. >> Yes. >> How do I take shareholder capital and translate it into an outcome through my purview. >> Mel: Right. >> So, Mel, let's pretend we got five CIOs sitting here, >> Mel: Okay. >> All about ready to start the journey that you're quite a ways along. What is the one thing you want to say to them? Say, here's how you're going to get started, and here's the pothole that you have to look out for. >> You know, I think one of the most important things that I would advise is to divide, especially if you're like me coming from a different purview and even folks that have been in technology for a while, establish a board of directors, right, your own personal board of directors. For me that was, I had to identify, you know, a couple of folks that had been in this role before that I could call and reach out to and get unfiltered advice, right? It was also identifying, the second one was identifying a short list of vendor partners that I could go to for technical questions in their domain, plus beyond their domain where I felt comfortable with the autonomy of the answer. >> Good ideas. >> Right, just good ideas. No sale, just good ideas. Then I had to reach inside of my team and figure out who are the one or two people in the organization that I'd go bounce ideas across for the sake of the change management that I talked about, right? Some for technology but also from a change management standpoint. And then build a couple of key partners at the leadership level within the organization, again to help with some of the concepts and the ideas. A lot of what a CIO is going to bring to bear now is going to be disruptive to the way a business, a company does business today, and so they're going to need constituents or partners from the executive leadership team. >> Yeah, none of it happens if the CIO doesn't recognize the change management that they have to drive. >> Absolutely. >> About their role within the business. >> Absolutely. So I used my board of directors, this board of directors, as a way of getting smarter about the job, you know, secondly, to help facilitate the change that we need, and three, just to bounce ideas. For sanity. >> Awesome. Fantastic. Mel Kirk is senior vice president, chief information officer of Ryder Systems Inc. Mel, great conversation. Thank you very much for being here in theCUBE . >> Okay, thank you for your time. >> Once again, Peter Burris, Informatica World 2017, we'll be back with more in a moment. (light techno music)

>> Massachusetts, it's theCUBE! Covering WTG Transform 2019. Brought to you by Winslow Technology Group. >> Welcome back, I'm Stu Miniman, and we're here at WTG Transform 2019, across the Mass Pike from Fenway Park where we're hoping the rain's going to stop in time for the game tonight where we have 189 users here with Winslow Technology, digging in a lot of technology, networking with their peers, and I'm thrilled to have on another one of the ED users on the program. Plamen Dimitrov is director of Information Technology at Kiawah Island Golf Resorts coming to us from South Carolina. Thank you so much for joining us. >> Thank you for having me. >> All right, as I was actually telling you, I'm familiar with Kiawah, my father is retired down to John's Island right off of Charlestown, South Carolina. You have a beautiful golf course there, there've been professional events there, we actually have one of our Cubeos, does some PGA coverage, John Walls, so he and I have talked about Kiawah a few times, but for those of our audience that aren't as familiar, haven't been able to enjoy it, tell us a little bit about Kiawah. >> Kiawah is a beautiful island, over about 10 miles of oceanfront, side, where the Kiawah Golf Resort is spread out. We have different accommodations with a lot of different activities for all ages, starting with the Sanctuary Hotel, which is a Five Star by Forbes and a Five Diamond by AAA. Or you can choose any of our villas from one to eight bedroom villas. We have five beautiful golf courses, which one of them is ocean course, previously hosted Ryder Cup in 1991, and PGA in 2012, and we are also proud to be a host of the PGA 2021, very exciting. Apart of that, we are announced to be Tennis Resort #1 in the world by tennisresortonline.com. We have over 22 tennis course, different variations from car course to clay. On top of that, we have a lot of pools, swimming pools, water parks, a lot of recreation, kayaking. It can be a beautiful journey for any visitors. >> Yeah, so, Plamen I know some of the IT people listening to this are going to be like, "Boy, he's got a tough job there!" Sounds gorgeous, right on the ocean, so many things there, bring us a little bit inside the IT, your world, what that entails, and, boy, there's got to be some different challenges and opportunities that you face, versus the kind of traditional business IT. >> As every island, we have all of our friends, like salty water and all things like that. And besides that, I've mentioned that the company's spread out over 10 miles, we have a total of 23 locations, and all they share the same systems and applications. Our current challenges, from an IT standpoint, are things that not all of the vendors that can keep up with the current technology and the all new and moderns, so we have some, what we call, old school applications, they can't keep up, and then you have the new applications that can be hosted on the Cloud, for instance. In the same time, those applications need to somewhat work with each other and have some interfaces, so this is where we face the, these days a challenge, a little bit, and where our partnership with Winslow, were able to help us determine which is the best route for us. And we determined that having a data center on island, and they have another one off the island, is the best for us to go. They helped us go through the planning of what's the right set up to be used, and I think we're in the right direction. >> Okay, great, so you have two data centers and you're also using Cloud services, if I heard right? >> Correct. >> Okay. There's been a big discussion here, is like, all right, what is the Cloud's strategy and it is an ever changing world and there is no one right answer, so, when you look at yourselves, what is your Cloud strategy today and what makes you help determine where you'll be moving in the future? >> In one of the sessions, they mentioned it's all about checks and balance, and it's to be able to measure how to apply your cash in a way that it makes sense, and one day, maybe, for some applications makes sense to be on premise, another day makes sense to bring it on the Cloud. And I can give you an example, recently what we did was, we were looking into switching to Office 365, pretty much everybody knows about it, and there's a good study that, after you go over a certain threshold, it's much easier to, and much more cost effective, to have something on premise versus going to a Cloud version. Now, again, it depends on the size of the company, it depends on the... Your future projects and goals, for some people it may be different than us. But I think that the future more and more, things will be what's called colocating the Cloud, which is mainly by other providers, and we're going to have two called a key that you can get to those applications from anywhere. >> Plam, bring us inside a little bit that the data centers, you said you have two of them, what's your infrastructure stack look like today? >> We've been looking at the various solutions, hyper-converged, and hybrids, and with the help of Winslow, we determined that sticking to the 3-2-1 traditional solution is the way we go. We use their Compellent products, all flash erase, very flexible and very reliable, very nice speed it provides, performance-wise they're a great product. Then, after that story solution, you have two data switches and then a number of servers. We use, on top of that, the VMware as our hypervisor, along with their VDI environment called Horizon for some remote clients that they don't need much, but that's basically our setup. >> Great, and how long have you been using the Compellent solutions? >> The Compellent solutions, we've been using them for a year and a half, since I joined the company, but my relationship with Winslow goes far back, since 2013 where I used to work for another company here in Nantucket. And the very first person I worked with was John Cliffords from Winslow. Very great guy, and he introduced us to the Dell world. This is when we bought the first EqualLogic and afterwards, I went to Belmont, where we also bought (mumbles), and we just keep going along. >> All right, great, Plamen, last question I have for you, what brings you to an event like this, what were you hoping to get out of it, and how's it been going for you so far? >> Well, what brings me to an event like this, most of the time is on one side to see what Dell has to offer, and some people attend, they'll conference, but I think a place like this, where you have smaller scale conference, it's much more beneficial for me. A, from a learning experience and B, from creating connections, making connections with other users, which this is the best because sales rep can say, "Yeah, this is what you need." But then, from a user perspective, it's priceless to absorb experience. >> All right, well, Plamen Dimitrov, I really appreciate you sharing your journey, and everything that Kiawah Golf Resorts is doing, thank you so much. >> Thank you very much. >> All right, we'll be back with more coverage here from WTG Transform 2019, I'm Stu Miniman, thanks for watching theCUBE. (funky electro music)

Probably Toronto, Canada. It's the cube covering blockchain futurist conference 2018, brought to you by the queue. Hello and welcome back to you keep live covers here in Toronto for the untraceable blockchain uterus conference two days a wall to wall coverage. We were just seeing it here on the coupon shopper host Dave Vellante, Tony Lane, Cuba last night with culture and we have James Mcdonald, head of strategy of Sentinel. He's also a PGA professional golf professional and a boxer. Extraordinary. Welcome to the cube. Thanks. You ever had in my notes. Funny before camera came on. Super exciting. Even though the market's kind of in a downward trough and by the, you know, do its normal cycle and Crypto, tons of energy. The culture is changing. There's a real energy around focusing on high quality builders, high quality individuals. This is a real dynamic projects for good projects for profit is great engineering going on. What could be better for sure, and we've been through the trod so many times. We've gotten to the point that now I just kind of like. I'm like, well, I mean we're here again. You know what I mean? And now it's time for, we figure out right now who's really in it to win it and who's just playing the game. Tell you know what I love about. You've got great energy, great. Already got great culture. You've been around, you've seen it early, you've been involved in a lot of the iterations of the industry that's just now growing to be a baby and his growing up into it's elementary school years. What are you, what's your take? I mean you look at this, I know you do a lot of retreats and self reflection. What's the industry? Where's it come from? Where is it now? How do you feel about what's happening? So I did in blockchain since 2011 and from a price perspective, there's actually a science fiction story that came out on Reddit in 2014 or 13 by someone named, got underscore Nada and it's called I am from the future. And I am here to stop you from what you were doing in this science fiction story. He outlines this pricing curve that basically shows the first five years of bitcoins existence. If no other market factors happen, no outside influence, no qualitative influenced the first five years, 10 x every year, second five years, every other year, 10 x every other year. And what's crazy is that if we wouldn't have had Mt. Gox and some of these other events like bitcoin was only supposed to go to 10 k last year, which is double. So if we wouldn't have had those external events, that pattern would have actually been it. So what's really easy and simple to remember about bitcoin is that it has a scarce supply. That's, I think that's the easiest way to put any of this. And so this is just a period of time. The market over extended itself and it shouldn't have gone realistically past 10 K it doubled. So yeah, I mean that's a if that's to be expected, right? No, no. In my opinion, I looked at either an exercise about six months with my friend. We look at the Nasdaq during the pre bubble days and we'll exchange of the Nasdaq and that's just a small scale relative to global care crypto. It's actually in line with some of the expansion we've seen in other financial market, so I kinda think it's good to have to do curation going on and calling out some of the dead wood, bring it into the better projects. This is kind of the reality now. Rip Good Times. Well, you know Bradley or yesterday at the cloud and blockchain conference posited that wasn't talking about Bitcoin, he was talking about ether. He said there's just too many damn coins and every ICO is most ics anyway. Tied to the theory. Yes, buy it. Well, I mean you can take this one too, but what I see is a decoupling at some point that has to be some sort of decoupling at the moment. Everything is very correlated and I think as time goes on you will see it's like survival of the fittest. Right? So you've got, you've got a lot of blockchains and you've got a lot of tokens on ethereum that want to come off to theory and it's survival of the fittest. I feel like. Yeah, the best ones will prevail and the ones that aren't trusted or secure. Yeah. So talk about who's in it to win it. What do you look for in the contenders versus the pretenders? What are the attributes that you as deep experts in this field look toward the winters? Well, I see as right now we're kind of like a candy that you love coming out with a new flavor. It's like everyone's like, oh yeah, like remember this candy gotta buy it now, but at the end of the day it's pretty much the same candy and she was like a little different sweetener and so we will experience obviously a sharp correction. Yeah, for sure. But I think what's really beautiful about this is it's actually enabling creative potential jobs of the future are not going to be, oh, I know how to do c plus plus now I have a job forever. It's going to be about reinvention at that is the real economy of the future and chains and huge enabler for that new markets are opening up to. So it's not just the reinvention, which I agree, reimagined the reinvention and new markets. Our change was on earlier saying eight and 80 day tour of 10 countries. New markets are exploding. That's just a new markets is rechanging system, not your grandfather's venture capital model, silicon valley or New York or London. It's with the globe. There are many, many reasons to tokenize the world. The thing that, the thing that stands out to me is, you know, when you look at tokenizing securities, the fact that this opens up the free market to everyone, you know, these things can be traded 24 slash seven, three, six, five from anywhere in the world. Traditionally if you want to buy stocks, will streets open for less time than it's been. It's closed and so it. It just opens up the free market to everyone all over the world and to me that's that journalists, you're a professional golfer. Someone use a golf analogy too, because I'd love Golf Golfer, so excellent Golfer. Not a pro, but he could be. I don't keep score with them many times and he never played. She played like, well, why don't you twice a year consistently shoots. There's a little bit hockey and a happy Gilmore going on golf metaphor, so the world that we know that's the centralized governed world banks, big corporations that are being essential. I consider them like a wooden shaft and the old clubs. Now all of a sudden graphite shafts, youth club heads, new technology. The game doesn't really change fundamental APP, but it changes the performance you by that is that a good analogy? Needed to. Perfect analogy. When you go to the golf clubs, then you've got the older members and they don't buy it. They say that the performance doesn't increase with the new technology, but really we know that old stodgy members, it comes down to that people are naturally averse to change. People don't change something that they don't quite understand. They'd naturally dismissed if they don't want to delve in, felt dismiss that and everyone here today is going down this rabbit hole, but there's a hell of a lot of people out there that I didn't really get it. I don't want to get it. So. And they'll dismiss that and they'll even. They'll even talk it down if it threatens them. At the game changes. No, I mean come on. If you look at the current distribution, over time we've moved from tribalized kings and Queens to nation states. Let's hope that we actually enable a redistribution of wealth. I want to see blockchain create the garden of Eden. We're experiencing now is basically same incentives, slightly less bad people, and I feel that if we really use new technology is an opportunity for change. Change is gonna happen and if we make the integration of new technology about experiencing compassion in action as humanity, we changed human perception, human behavior, your understanding of your own limitations. When we enabled real freedom, not just the illusion of freedom as money on Amazon yesterday, which he's with, he's done an amazing work what he's doing to transform the Caribbean islands with exchange changing a society there digitally connected almost 100 percent penetration of mobile. It's incredible. They can't access some basic services society. A new game changer. You're taking an integrative approach to how you interact with people and it's part of your persona. Maybe I'm pushing the golf analogy to bring it, bring it, watching the end of the PGA this week and they were interviewed. Tiger Woods is back and he's comes in and they were interviewing him and he wants to be on the Ryder Cup team. Now, if you've observed him in the Ryder Cup, not great. This is a team sport. The euro's always killed the Americans when the superstar is right and it's sort of the same thing that you're saying. It's the get the haves and have nots. It's a team sport and it's community driven. Increases viewings like you wouldn't need tigers pain. Everyone tunes in, which is great for the sport, for the Americans because they always lose when he plays. I think it would be, you know, why not put him in the team because it's good for the game. It gets people more engaged. He goes and he's been humbled. You know that your thing is there a lock if you the back, you want them involved but you don't want to dominate it. Alright, so guys, let's take it back to reality. You guys are working together on a project we talking, talking you guys, what are you guys working on know about the projects you guys are involved in right now. What James and I do together is we take these skills, we've learned through my life, you a performing artist in his previous life as a professional athlete and we've really taken what we've learned through our knowledge and our network to help entrepreneurs who are driven with integrity and appear to be a success. So it's really, well we do together is we just really, um, and that's, that's what we do both for fun and for enjoyment. And what I'm working on personally, James is the head of strategy at a company and I'll let him get into that when I'm working on personally is global citizenship and my company culture is actually focused on something really integral to the block chain which is capitalizing the market share on the tradition, the transition out of nation states and into oriented and governance models. So we have one layer that's open source for free for the world, for ever to own your agreements and to own your identity as a self sovereign individual stewarded by your community to give everyone more context on each other. And then our for profit businesses basically facebook connects people to their friends, culture connects people to communities and connects communities to dapps that are services and economists basically. And we build that whole ecosystem. So that's really what I'm up to at culture. And then James and I have our own adventure together and James is also had a strategy at center. Yup. Okay. So sentinel is an interoperable network layer for distributed resources. So let me break that down. What block chain technology allows is for you to monetize access resources like access bandwidth, access, GPU or CPU power. And so our first working product is a decentralized vpn. So you know what a vpn is. Sure. So the sentinel, the VPN is distributed. So what that allows you to do for example, is you could access, you can monetize your excess bandwidth by hosting a note that people can connect to it. And the beauty of the decentralized vpn is that it's probable, so all the code is open source and there's proof that the data is actually being kept private, it's encrypted, um, and there's no, there's no centralized or a body or a company that can be shut down or, or forced to give up data or paid for paid for data. It's distributed. So it's fast and it's secure. So yeah, there's a lot of big companies in the crypto space that are very concerned with data privacy and they didn't, may not trump central vpn, traditional centralized vpn paid. So you host your own node, you get paid. It's a marketplace. So anyone in the world can set up their own node, run their own node, help other people obscure their traffic if they don't want. Like for example, Gdpr, if you don't want every website that you visit to monitor literally everything you do, you might want to consider using a vpn for the sake of preserving your own personal privacy and the integrity of your data which you own and rightfully should actually own the monetization value of. So in the world you can have a few node and you guys can pay, people can pay $5 your whole network and use it. So I can sell my xx compute capacity, network bandwidth, the storage sewer. No touching that. A storage, I mean down the line. So it's for, for, for distributed resources. That sentinel. The first product is the dvps yes. Down the line. Yeah. We're going to come up with much more so others could actually plug into that platform like a live stream in China. I can pop on a vpn. There it is. Run Google apps in China because you can run google. Yes. You know, she'd even China. Let's you. Cool. All right guys. Well thanks so much for coming on. Appreciate it. Thanks. Very inspirational. I think there's a lot of mission driven cultural change coming very fast. This next generation coming up is going to be the stewards of making the change happen. It's our job to set the table and get these services out there. Congratulations. Okay. Cube coverage here live in Toronto at the untraceable blockchain futures conference. Two days is the cube wall to wall coverage. I'm John Furrier, stay with us Dave ones continuing the best gas, the most important people. Bring in the great blockchain crypto world together here in Toronto. We'll be right back.

>> Narrator: Live from San Francisco It's the Cube. Covering DevNet Create 2017. Brought to you by Cisco. >> Welcome back everyone. Live in San Francisco, this is the Cube's exclusive coverage of the inaugural event for Cisco systems DevNet Create. It's an extension or augmentation, a foot in the water of the new open source world for them. Cloud native DevOps infrastructure is code. It's Cisco's new mission, where applications meets infrastructure AKA infrastructure's code which is music to the ears of DevOps and all application developers. I'm John Furrier. My cohost Peter Burris, Head of Research at wikibon.com. Our next guest is Bradley Wong, Director of Product Management at Docker. Bradley welcome to the Cube. Good to see you again. >> Yeah, great, Thanks John. >> Docker, no other company to reference in terms of being a shining star in a paradigm shift or transformation where containers, Docker containers, and now containers and Kubernetes microservices has taken cloud and brought it into a whole nother dimension. We've been covering you guys at all your Dockercon events. It's been gray multiple years. Congratulations for your success. >> Bradley: Thank you. >> You got to be happy that you got Cisco coming out saying hey we're going to make the network programmable. Finally! You know, let's do it. Thoughts? >> Yeah, we're very excited about that. It's kind of interesting because we also found that networking is also one of those things that's quite difficult. And we saw this challenge probably about more than two years ago, after people started to get more comfortable with containers and they wanted to start doing some more interesting things with them and start getting the containers to talk to each other and the rest of the world. That's kind of really where we saw that networking could be improved upon. And I think maybe you remember, probably about two years ago now, maybe more actually, we made an acquisition company called SocketPlane? >> John: Yep. That really helped us define what it means to really do networking properly. And that was actually the genesis of where even the Cisco partnership also started devolving as well, because at Docker we really needed to build out a framework for how to do networking properly internally first. And we always followed a mantra, the mandate of batteries included but swappable. So, we built a reference implementation of what it meant to do networking properly for containers. But, in doing so we also then worked quite closely with Cisco to also bring their many, many years of expertise to the table as well. So, and you can probably see that now with the culmination of projects like Contiv, which is actually now a certified plug-in on Docker store. Cisco's really stepped it up and has really made lots of really great inroads and done a lot of good additions to Docker networking. >> It always seems that way. The conversation, we've been also following a lot of other communities, like OpenStack for instance, there's always debates but it always gets down to ay the network, network. I've had so many customers (mumbles) It's really hard. And also you see Cisco get pulled into conversations just but gravity pulling them in because they're the network guys. So now, it's nice to see that the executives at Cisco, led by Susie Wee and the team and Rick, not just puttin' their toe in the water, they're jumpin' in the deep end here with the cloud native approach by going to developers and outreaching to them in a different way and saying look it, we want to make your life easier. >> Bradley: Absolutely. >> That's what you guys have done. So certainly a success to you guys who are in Cisco, doing the work around the fringes but now that they're coming in, how do you, how would you tell someone, describe that move for Cisco? I mean, obviously Cisco has not been absent. They've been there with you guys. >> Bradley: Yeah. >> What does this really mean for them as they go fully committing here now? Right, that's a good question. Cisco is beyond just a, obviously, a networking company that's kind of' where it's roots came from. But we saw that there was some good opportunities to work with Cisco, not just on networking but a few other things. I think what a lot of people probably get familiar with Docker because it's a great development tool to start. And that's really where people's first interactions with Docker really is. It's really easy to get started, really easy to start building your applications in Docker, and start moving those applications into other environments, like going from Dev into Tes into Prod very, very seamlessly. So, Docker really becomes that sort of what we call a software supply chain that really enable Dev and Ops to use the same tooling, the same tool chain, end to end. And we feel that if we're able to use the same tool chain end to end, from Dev all the way through to Ops, we alleviate a lot of the challenges to deploying applications to production. Now, Cisco so far has been very, very strong in the Ops space, very strong in the infrastructure space, and we also come very, very strongly from the developer space as well. So, I think as we basically build out this software supply chain, there also is a need to make sure that there is this kind of underlying infrastructure that's also ready to run that software supply chain as well and to really harden it. And that's what, one of the first things that we really did with Cisco is to make sure that we have a very clear vision of how to make that operationalizable for the enterprise. >> Second time I've heard the word software supply chain. Peter's also used the word data supply chain. Data is asset (mumbles) software. Software is an asset. It's data as well. What is software supply chain mean? Describe that for a second. Take a minute to explain. >> So yeah, that's a good question. So in any supply chain I think there's sort of a progression of where there's inputs, where things come in and for us, we're on a mission to build tools of mass innovation. So, we really want to start with the developer and that's really where a lot of really good stuff comes from. Everyone's got great ideas and we piece those ideas together, give them the tools that they know how to use really well to develop them. But, it's not just good to have great applications, they need to be usable and they need to be able to be deployed. And what we believe the software supply chain is taking that development process and being able to have developers put their artifacts inside containers and then move those, because that's really what it is, it's actually moving those artifacts into places where they can be shared with greater teams to start testings those and to start iterating on those. And ultimately to move those into production whether it's on premise or whether it's in the cloud. And that's what we believe that we enable, is that movement of, and that >> John: Coding motion. >> Exactly. Exactly. And that doesn't stop there because, as you know, code is not stable. There's always iterative process and we enable that as well. So then , as we find issues or enhancements that we want to fix in production, we move that back to developer and that whole process starts again. Be able to do that really, really, quickly is what we want to do. >> So let's stay in that metaphor for a second. If we think about this as a software supply chain, Does that make Cisco a logistics supplier? >> I would say, with any supply chain, Cisco, once again, has lot's of different areas that they're focusing in and by no means am I speaking on behalf of Cisco where >> Peter: I understand. Just conceptually, are they the Ryder trucking, are they the ones responsible for moving things around? >> Yes, that's one of the places that Cisco does play very, very strongly in. For example, we identified that the computer platform that Cisco has, the UCS platform, is a great place to actually run Docker in production, especially on premise. And that's definitely one of the things that we needed to start validating, all these different infrastructures, that can actually have the right availability, the right performance characteristics, and things that then we can do together to make sure that these are essentially solid infrastructures to actually run these production environments on. Now, Cisco's been running solid enterprise infrastructure for many, many years. Docker's been running Dockerize applications also for many years as well. The marriage of the two, we hope and we believe that will culminate in a lot of the enterprises, which were very accountable at running enterprise applications on top of enterprise infrastructure, to now run Docker applications on enterprise infrastructure as well. So, just making sure that there is very, very good infrastructure that's in place to actually host that supply chain, I think that's definitely one of the key areas that we are hoping to get out of this partnership with Cisco. >> So now that we've talked about here in the last couple days (mumbles) is Conway's Law. And I'm sure you're familiar with Conway's Law. >> Bradley: Right. >> Which is basically the observation that the software that's generated is a reflection of the organization that generated it. You can use Docker or any other container technology to create really crappy software if you want to. >> Bradley: Yep. But one of the things that Docker does introduce is the idea of segmentation, compartmentalization, while at the same time simplified mechanics for how things work together. So talk a little bit about the expectations of people who get into the Docker and container world should have of the network. How should they think about, should they think about their software as essentially distributed elements that then require a network? What's your thoughts on that architecturally? How is it going to play out? >> It really depends on where their journey sits. Once again, I think we are the suppliers of these tools of innovation. But we want to also hold their hand as well through this journey. And that journey is not done day one. It's a step by step process as well. So, a good example is you can start off and build the greatest distributed microservice application and that might work well for certain parts of your company, but there's certainly many, many other applications that are already deployed out there, which it may not fit, at least not today, and there's a journey to take those existing, traditional applications along that journey as well. So, anything that basically requires interaction, with other components, any services that need to talk to each other, to the external world, obviously requires a network. Networking has been a very, very tough thing in the past. They're not always the simplest. Sometimes it could be over complicated. >> Peter: Sometimes? >> (laughs) Many, Many times. >> In all honesty, I do think that the network professionals have gone out of their way to make the network as obscure and abstract as possible. >> Bradley: You know, I think >> John: They're command line guys. Come on. (laughs) >> I've been in the networking world for a long time as well, before joining Docker. So, I see some of that. I think networking guys tend to, and girls, tend to really look at what are all the different things that we can do, all the different little knobs that we can actually tweak to squeeze every little bit of performance, convergence time, things like that, that might work well in some environments but may not others. That's why you needed so much variability, hence all these nerd knobs, so to speak. Docker comes from a very different place. If you look at the mentality of how we drive things, Usability is a very, very key thing for us. We talk about usable security, we talk about simple orchestrator, (mumbles) for example, We forgo the complex to focus on things that are usable. So, networking for us, we wanted to initially look at it and say, networking should be something that's simple and usable and essentially get out of the way of the developer. Developers shouldn't have to think about all these overcomplicated concepts. The network should be able to form its way around what the application needs and that's really what we're thinking about there. >> Peter: Make it simpler and no simpler than it needs to be. >> John: And make it programmable. >> Bradley: And make it programmable as well. Simple and programmable. And when I say programmable, we're not expecting Ops folks to have to learn how to code necessarily. I think if there's the right tools that are available, that should be a natural flow on. >> You have to enable it so that the app developer doesn't have to do all the hard stuff, like configuration management, all the hardware and the operational stuff that the networking guys have done for them. >> Bradley: Right. >> 'Cause they're not Ops guys right? They're Devs. >> That's a really good point because today, there is not really one single tool chain, and coming back to my earlier point, of what we're trying to solve for. There's not really one single tool chain that Ops folks use, and application developers use. They traditionally use different tooling. What we're trying to do is, first to have that common foundation of common tooling that people can converge on. And the second then is, if we provide all the right hooks, so, just enough hooks for the application developer to say, this is what my application looks like and then enough hooks for the operations folks then plug in and say hey, these are my security policies. These should talk to these and these shouldn't talk to these. And once we have the right ingestion points there, we should be able to take that end to end without having to manually ingest all these different after the fact concepts into that development process. It should be a natural flow on. We're not saying the work is done there. There's still a lot of things to do. But I think the first glimpse of what we have there is stunning. Docker, as you may know, has some great tools to define what an application is. Docker Compose, for example, you can see how a multi-service application is laid out. Cisco can actually then, provide plug-ins into that composed (mumbles) and say well, this web tier needs to talk to this application tier, and these are the basic premises of what networking security tools can then plug into to enforce policy. So, we feel that that can be a lot more automated. And we'll work towards that. >> Bradley, thanks so much for coming on the Cube. Really appreciate it. Great to see ya again. And Docker obviously continuing to do great and we'll continue to cover all your events. But my final question for you is, Take a minute to just explain quickly and succinctly for the audience, the Docker Cisco relationship. What is that? I mean, joint partnership? Is it, you guys just hi fivin' each other? You actually writin' code together? Is there a technology partnership? Give some details on the relationship. >> Yeah, sure. It's a strategic partnership, which basically means that it goes beyond just hi fiving each other. There's some of that as well but we believe that any relationship of this size needs to be built on solid attainable things. So, we worked on the Contiv project together, for example. We also worked together on what we call Cisco validated designs for Docker. >> John: Just joint engineering. >> Joint engineering work. We also work on joint marketing and joint go to market motions as well and joint support. So, you can actually call up Cisco for a Docker, Cisco solution that's deployed out there, you can call up Cisco support and they will hold that trouble ticket and if any troubles do arise, they take the call and then work on that on behalf of us. >> It's a nice relationship. It's a win-win. They get some cloud native mojo with Docker and this new app world. You guys get enterprise access to the huge amount of clients that they have. >> Bradley: Exactly. Alright, final, final question, Since one just popped in my head. It always happens that way when you're going to roll. But, what's on the roadmap for you guys with respect to the Cisco and this DevNet Create, obviously is going to their foray into this new world and bring in a new eco system with DevNet their core application, I mean, their core developer community, What's on the Docker roadmap? What can we expect to see that's going to be fruits of the labor? >> I think one of the things that we're definitely going to be focusing quite a lot on is to look at that first step of that journey, which is even taking, not just the microservices, that everyone loves to talk about, but even the traditional applications, those monolithic applications that are already deployed out there running mission critical enterprise workloads on there, We want to take those, together with partnerships, like Cisco, and Dockerize those. And eventually, modernize them and eventually evolve them into microservices. >> Yeah, might get those mission critical apps microservicized if that's a word. (laughs) Bradley Wong, Director of Product Management, Great to see you. Thanks for coming on the Cube. Live coverage at the Cube here at the Cisco's inaugural event. Again, great show. (mumbles) I'm John Furrier with Peter Burris. More analysis and commentary and interviews after this short break. (robotic music) >> Hi, I'm April Mitchell and I'm the Senior Director of Strategy