(clicking) >> I am Lisa Martin with theCUBE on the ground at Google for the sixth annual Top Women in Cloud Awards event with CloudNOW. Very excited to be joined by next guest, Ajit George, the Managing Director of the Shanti Bhavan Children's Project. Welcome to the cube. >> Hi Lisa, it's great to be here. >> So, I was so excited to have a chat with you. The Shanti Bhavan Children's Project is incredible. Tell us about it, 20 years now, tell us about what that is, how your family is involved, and what it's helping to do for these young children in Bangelore, India? >> Sure, Shanti Bhavan was founded by my father, Dr. Abraham George, 20 years ago, and its goal is to educate children, but also to eliminate poverty and change entire systems of communities and governments. It, the way we achieve this goal is by taking children from the poorest communities in India, giving them a high-quality, boarding school education, from the age of four until they graduate from 12th grade, and we cover everything during that period. So, their healthcare, their clothing, their boarding, food, all of that is taken care of, as well as training in soft skills. So, debate, interpersonal and interview skills, leadership skills, and the whole nine yards. While we educate them in the highest curriculum, the toughest standards in India, and then we pay for their entire college degree afterwards. So, that is 17 years of a high-quality intervention per child from the very first day they start school to the very first day of work. >> That's incredible and you have a very high college graduation rate, isn't that correct? Yeah, that is correct. If they pass out of high school, their high school graduation rate is about 77%, University graduation rate is 98% and so- >> Wow, 98%. >> It's been pretty exciting and they go on from those, from college to multinational companies, like Mercedes-Benz or Amazon, or Goldman Sachs. So, our kids who come from urban slums or rural villages with huts with no running water or electricity are making more in their first five years, than their parents make in a lifetime. So, it's a quantum leap, it is a genuine breaking the cycle of poverty, and the ability to become both, either the primary or the sole breadwinner for their entire family. So, four or five other people are dependent on them at the age of 21. >> And that's incredible, I was watching, there is a Daughters of Destiny, Netflix Original Docuseries. I saw the trailer of it today, incredibly profound. One of the things that, a couple things that really stuck out to me was, this is taking children from poverty to possibility. And also, one of the young girls that was in that trailer had said, "I've got a lot to lose, it's now or never for me." These children seem to really understand the gravity of their situation, and genuinely recognize the opportunity that they've been given. >> Yeah, sure, every single Shanti Bhavan child understands, it's almost like they've won the lottery, they've had an opportunity that no one in their families have ever had, but no one from their communities have had either. They're the first person in their family for generations to get any kind of education, and so that's a powerful opportunity, but it's also an important obligation or duty to give back to the family and to make an impact for the community because they are given this golden ticket, and they want to do something important with it. If they don't succeed, nobody gives them a second chance. Kids from that kind of community, and from that kind of circumstance, don't really have a second chance if they aren't able to make the most of it. So when you hear those stories they're talking about, "hey, I really need to seize this moment." "I need to seize this opportunity," maybe, "my mother's back at home and she needs my help," maybe, "my father's bedridden." A lot of these kids have generational debt, so they owe money to, like a money lender, which is an illegal lender and that's a couple generations back. Maybe their grandparents have taken out this debt, so they have all these debts piled up on them, and they have healthcare bills piled up on them, and they've got housing and all of these other problems. Then they have to educate their younger brothers and sisters and pay for dowries for their family members. It's the enormous responsibilities on one child is huge, but they're able to step up because they're given this powerful education, this great opportunity, so there's a lot of pressure, but there's also this great knowledge that they have a horizon out there that no one in their family has ever had before. >> That's incredible and so in the last couple minutes here, CloudNOW, where we are at the awards event tonight, they've teamed up with Intel, Apcera, and CB Technologies, to launch the Daughters of Destiny STEM scholarship. So exciting, what's that going to mean for current students, at Shanti Bhavan or the future students? >> Right, I think I'm really, really thankful, first of all to CB Technologies, Intel, and Apcera, as well as the CloudNOW. This scholarship is the first of its kind within our program and it allows these three young ladies, who are the first recipients of the scholarship, and hopefully there'll be many more recipients, but these young ladies to get a high-quality college education in the STEM fields, which is their passion. So, it opens doors for them for their education, potentially for internships and maybe job opportunities after college. So, I think this is a gateway to something bright and beautiful. >> Oh, I love that and how you described it for these children as a quantum leap, is as profound as what's been shown in the Netflix series. So, Ajit, thank you so much for joining. I wish we had more time, this is such an incredible project that you're working on, but we thank you for stopping by theCUBE and sharing it with us. >> Thank you so much, Lisa, it's great to be here. >> We want to thank you for watching theCUBE. I'm Lisa Martin on the ground at Google for the CloudNOW, Top Women in Technology Awards. Bye for now. (closing music)

>>From and low park California in the heart of Silicon Valley. It's the cube covering cloud now. Awards 2020 brought to you by Silicon angle media. Now here's Sonya to garden. >>Hi and welcome to the cube. I'm your host Sonia to Gary. And we're on the ground at Facebook headquarters in Menlo park, California covering cloud now's top women entrepreneurs in cloud innovation awards. Joining us today is Shamila Bandler who is the director of production engineering at Facebook. to the cube. Thank you Sonya. So can you tell us a little bit about your background? Absolutely. >> Um, I grew up in India and it was in 2001 I moved to United States. I joined a company in financial sector fidelity investment. That was my first job in the U S it was a very important team I was working on, which was responsible for mission critical applications and trading floor. So if you know a little bit about stocks, you can think about the sense of urgency. That's where I learned early on in my career while I was working there. I also did my part time masters at Howard university. >>Um, that time was very crucial in my growth because it taught me resilience doing two things at the same time. 2005 was a life changing event where for personal reasons, I relocated to a Bay area from East coast and I joined a startup going from a big company to a small company. Again, put me in a situation which I was never used to. The startup taught me again being very resilient moving fast, which got acquired by Dell. That's when I switched to management. I sat on the decision for three months when my director asked me, you should be in management. And it wasn't, I wasn't afraid. I was too naive to like step away from individual contribution to the Tech's role to step into management. They were persistent and I took on the management role and there was never turning back because what I was giving back to the company, to the team and also seeing more women join my team. >>That was something I was truly enjoying. Then I did a couple of small companies transforming their business from a on-prem business to cloud. Um, that was again, growing the team from ground up and building a team in like two years was very, very motivating. And it was about a year and a half ago when I joined Facebook where a opportunity came knocking. I really wanted to work at this keel. And six months into the role I was supporting Facebook's monitoring ecosystem. And then last year my role changed. I started supporting Facebook's revenue generating platforms, which is ads, marketplace, commerce, and payments. And I'm absolutely loving it. >> That's very inspiring. Thank you. See you were a past winner of cloud now and now you're on the cloud now, advisory board. Tell us a little bit about that journey and what's the experience been like? >> Absolutely. I still remember, it was about four years ago. >>I'm the founder of cloud. No, Jocelyn had reached out to me that you should absolutely put the nomination. I had self-doubts, but then I thought, okay, I have done three transformations, let me give it a shot. And I attended that event on Google, Google campus. And the most important thing I took away from that evening was the amazing inspiring speakers. And the other pure winners from that, there was never looking back. It's just not being the award recipient. I think it boosted my confidence that what I have done and then also put more responsibility on me that how can I see more women leaders grow and get more women in the tech. Then last year of when I pitched to my management team that we should host cloud now event on Facebook campus. I got immense support from them. We did it. And this is when I felt that giving back to the community. >>This is what it means. At the same time after the event, Jocelyn said, I think you should be on the advisory board because we can get more of them and join this mission and we can accelerate the missions. A goal which is getting more and more women in tech. We have a lot of work still to do. >> Um, and so today you hosted the welcome and the scholarship, um, presentation. So how has that experience and tell us a little bit more about cloud now is um, STEM scholarship fund opportunity. It was a great experience. I think whole Borton school and Shanti Bhavan. I mean, when I look at the backgrounds of some of the scholars, it's just amazing. I mean, we all are privileged. I feel I'm privileged. Um, whether it's education or from the families. I think our parents took really good care of ourselves. >>But when I look at some of the fascinating stories of the scholars, some of them like absolute poverty, homelessness, there was one story which was like a person was homeless and the social economic statuses they come from, you wouldn't even think like, how can they even like done into like great software engineers at some amazing top companies. When I look back, the whole philanthrophy mission of, um, you know, cloud now is on this international STEM scholarship. It is making sure these underprivileged scholars have a fair chance because they didn't start at the same place where I feel I have started, you know, being a kid, you know, going to a school and it's amazing that we are able to contribute to this mission. Well that's great. And you're giving them an opportunity to share their skills with the world. Absolutely. Um, so what impact do you hope cloud now will have in the future? >>I think we still have a long way to go. I mean if I just look at, um, around me, uh, it's amazing that Facebook is very much into seeing more and more diversity and inclusion. And I know the numbers are changing even in other companies, but they're not changing at the rate where we want. Cloud now has gotten into a place in eight years very well connected with the winners. All of them, all the winners I look at past eight years are in very prominent positions. We have a privilege. At the same time, we also have a huge responsibility if in whatever field, whatever domain, whatever rules V. V, R. N if we can influence and change the equation very, we are making it a fair ground. I think we can see more and more women in tech. And what advice would you give to women who want to be in tech but maybe feel a little intimidated by the male dominated industry? >>I think sometimes we are owed our own enemies. Um, it's easier said than done. Um, I think believing in yourself. So when I was put in drawers, absolutely there were moments I was not comfortable at all and I started doing things not worrying about the outcome. Whatever I felt was right at that time I never thought, uh, this problem is some other team's problem and I'll wait for it. I just went ahead and whatever I could do in my capacity. And that was seen and I think women are really, really good in collaboration and soft skills. I would say use your strengths and use it well because that's what the companies need today. And are you personally seeing a rise in women in tech? Like um, in your team or at Facebook? Are you seeing that there are more women? Absolutely. When I joined the production engineering monetization team last year we had 13 women. >>We have 26 women in the team now. So that's my team is about hundred plus. So about 26% is great. I had no women managers in the team. I can proudly say I have two women managers in the T team. As I say, we still have a long way to go. My hope is in the organization, Ironman. If we can see more women in production engineering, then I would say like, yes, it's, it's getting there. And last question. Um, uh, there are a lot of shifts in the tech industry and new companies, new emerging tech. What's the opportunity now for women? I think AI is, um, you know, machine learning and AI is on the top because it's not just associated with one domain. AI can be applied anywhere. I feel women lik whether it's healthcare, whether it's in technology, it's, it's going to be applied, you know, everywhere. The other is cloud computing. Again, with the public and private clouds on the rise, more and more companies moving into hybrid cloud model. A, I feel for women, you know, going into these fields will like, just open up more opportunities for them. Shana, thank you so much. This is really inspiring and thank you for being part of cloud now. Thank you so much for having me here. I'm Sonya. Thanks for watching the cube. Um, stay tuned for more.

>> Announcer: Live from Las Vegas, it's the Cube. Covering Informatica World, 2018. Brought to you by Informatica. >> Okay welcome back everyone, this is the Cube live here in Las Vegas for Informatica World 2018 exclusive coverage of the Cube. I'm John Furrier co-host of the Cube with Jim Kobielus, my co-host this segment and with that we'll keep on continue with the Cube. Our next guest is Vira Shanti who is the chief data officer at Lippo Digital Group, welcome to the Cube. >> Thank you so much, very excited to be here. >> Thank you for coming on, but people don't know before we came on camera, you and Jim were talking in the native tongue. Thanks for coming on. I know your chief data officer, we've got a lot of questions we love these conversations because we love data, but take a minute to explain what you guys are doing, what the company is, what the size is and the data challenges. >> Okay, maybe let me introduce myself first, so my name is Vira, my role is the chief data officer. Responsibility, that actually is cover for the big data transformation for the Lippo group data. Lippo group is actually part of the one of the largest in Indonesia, we serve a middle class for the consumer services, so we are connecting I think more than 120 million of the customers. What's Lippo as a group doing is actually we do many things. We are the largest of the hospital in Indonesia or just super market, we do department stores, coffee shop, cinema, data centers. We on bang as well, news, cable TV, what else? >> You have a lot of digital assets. >> What you do is you drive to any state in Indonesia and you see Lippo everywhere. >> Yeah, education as well, from the kindergarten to the university, that's why it's a lot of diversity of the business, that owned by Lippo. But recently we're endorsing a lot in the digital transformation, so we're releasing a new mobile app, it is called OVO, O, V, O. Actually it's like centralized loyalty E money to providing the priority bills to all the Lippo group customers, so they're not going to maintain their own membership loyalty program, it's going to just like the OVO, so it's not only being accepted by Lippo ecosystem, but also to the external ecosystem as well. We start to engage with the machine partner, we just today sorted like reaching out 30000 machine outlets. >> Let's get Jim's perspective, I want you to connect the dots for me, because the size and scope of data, you talk about deep learning a lot. And let's connect the dots, cuz we've heard a lot of customers here talking about being having data all over the place. How does deep learning, why do you catalog everything? If you've always diverse assets, I'm sure there are different silos. Is there a connection, how are you handling? >> Okay, differently it's not easy job to do, implementing big data for this kind of a lot of diversity of the business, because how to bring all of this data coming from the different source, coming from the different ecosystem to the single analytical platform is quite challenging. The thing is, we also need to learn first about the business, what kind of the business, how they operate, how they run the hospital, how they run the supermarket, how they run the cinema, how they run the coffee shop. By understanding this thing, my team is responsible to transform, not start from the calling the data, cleansing the data, transform the data, then generate the insight. It has to be an action inside. Then we also not only doing the BI things, but also how from their data we can developing the analytical product on top of the technology big data, that we own today. What we deliver is actually beyond the BI. Of course we do a lot of thing, for example, we really focusing in doing the customers 360 degree profile, because that's the only reason how we really can understand out customers. Today, we have more than 100s of customer attribute teaching for individual customers. I can understand what's your profile for the purchasing behaviors, what kind of the product, that you like. Let's say for the data coming from the supermarket, I know what's your brands, your favorite, whether you're spending is declining. How you spend your point, part of the loyalty program. Then many things, so by understanding very deep these, that we can engage with customers in the better way in providing the new customer experience, because we not only let's say providing them with the right deals, but also when would be the right time, we should connect to them providing something, that they might need. This is the way how from the data we try to connect with our customers. >> Yeah, provided more organic experience across the entire portfolio of Lippo brands throughout the ecosystem. It doesn't feel to the customer and so it isn't simply a federation of brands, it's one unified brand in some degree from the customer's point of view delivering value, that each of the individual components of the Lippo portfolio may not be able to provide. >> Yes, yes, so many things actually we can do on top of that 360 degree of the customers. Our big data outcome in the form of the API. Why it has to be in the API, because when we interact with the customer, there could be unlimited customer touch point to call this API. It could be like the mobile apps after smart customer touch point or could be the dashboard, that we develop for our Lippo internal business. Could be anything or even we can also connect to the other industry from the different business, then how we can connect each other using that big data API, so that's why-- >> Is it an ecosystem, isn't that one API, or it's one API, when unified API for accessing all the back end data and services? >> For something like this, there are to type of the API, that we develop, number one is the API, that belong to the customer 360 degree. Every entry would then attach to your profile and say we can convert it to the API. Let's say smart apps, as part of customer touch point, for example like OVO, we would like to engage with our customers, meaning, that the apps can just designing their online business orchestration, then calling a specific API by understanding let's say from the point of view of loyalty or product preference, that you like, so that then what kind of offers, that we need to push to the customer touch point general using the OVO apps. Or even let's say other supermarket have their on apps, so the apps can also following our API based on their data to understand what kind of the brand or the preference probably they like. Let's run in their apps, when the customer connects, it's going to be something, that really personalized. That's why it's in order to manage the future, actually it's very important for us to deliver this big data outcome in the form of the API. >> It scales too, not a lot of custom work, you don't have to worry about connecting people and making sure it works, expose an API and say, there it is and then. >> Different countries, in terms of privacy in the use of personally identifiable information, different countries and regions have their own different policies and regulations, clearly the European union is fairly strict, the European union with GDPR coming along, the US has its own privacy mandates, in Indonesia, are there equivalent privacy regulations or laws, that we require for example. You ask the customers to consent to particular uses of their data, that you're managing with your big data system, that sits behind OVO. Is that something in your overall program, that you reflect? >> Yes, there are some regulation in Indonesia governed by the government, they'll call having their own regulation, but we let's say part of the thing, that, yes, there is a specific regulation. But regulation for the retail is not really that clear yet for now, but we put ourself in the higher restricted regulation, that we put in place as part of our data protection, part of our data governance compliance as well. If until we do this demonetization or consolidating this data, there is no data, that's being shared outside the entity of the organization. Because let's say, when we do that demonetization everything's done by system to system, when it's called the API, so there is no hands off for other customer in individual data. Let's say if our partner FMCG digital agency or even advertiser, future wise they would like to call our API, what they can see, but that target lead of the customers, that they would like to connect is actually not individual of the data. It's going to be in the aggregated format. Even though many segmentation, that we can deliver is not going to expose every individual customer. >> You have a lot of use cases, that you can handle, because of the control governance piece. How about, by the way, that's fantastic and I know how hard it must be the challenge, but you have it setup nicely. Now that the setup with Informatica and the work you're doing, how are you interfacing with developers, cuz now you have the API. Is it just API based, are you looking at containers, kubernetes, clout technologies? Are you guys looking at that down the road or is that part of the, or is it just expose the API to the developers? >> For today, that actually who's going to consume our API actually? Definitely it's going to be the ecosystem of the Lippo internals, how the customer touch point can leverage the API. Then for the external, for example, like FMCG, the digital agency, when they call our API, usually it's like they can subscribe, there could be some kind of the business model divine there, but once again, like I mentioned to you, let's say it's not going to reveal any individual customer information, but the thing is, how we deliver this API things? We develop our own API system, we develop our API gateway, in simple thing, that actually how to put the permission or grant the access of any kind of digital channel, when they consumer our API and what kind of subscription meta? What we did for the big data actually is not really into, we investing a lot of technology in place for us to use. The thing, that makes my team so exciting about this transformation, because we like to create something, that's we create our own API gateway. We create some analytic product on top of the technology, that we have today. >> When they subscribe to the API, you're setting policy for the data, that they can get and you're done. >> Something like that. >> You automated that. Cool, well we see a lot of AI, any machine learning in your future, you, guys, doing any automation, how are you guys thinking about some of the tools we've been seeing here at the show around automation and AI, Clair, you tapping into any of the goodness? >> Yes, if everybody like to talk what AI right? >> John: You got API, you're good, you don't need anything. >> Many organization, when they're really implementing big data, sometimes they start jumping, I need to start doing the AI things. But from our point of view, yes, AI is very important, definitely we will go there, but for now, what's important for us is how we really can bring the data to single analytical platform, developing that 360 degree customer profile, because we really need to understand our customer better. Then thinking about how we can connect with them, how we can bring the new experience and especially at the right time. >> Actually let me break down AI, cuz I cover AI for Wiki bond, it's such an enormous topic, I break it down in specific things, like for example, speech recognition for voice activated access to digital assistance, that might be embedded in a mobile phones. Indonesia is a huge diverse country, it's an acapela, you have many groups living under the unitary national structure, but they speak different languages, they have different dialects, do you use or are you considering speech recognition? How you would tailor speech recognition in a country, that is so diverse as Indonesia. Is that something an application of AI you're considering using in terms of your user interface? >> Okay, for now we not really into there yet, because you are definitely correct. Developing that kind of library for Indonesia, because different dialect, different accent, it's tough, so the AI things, that we're looking for is actually going to be product recommendation engine. Because you know, let's say, that a lot of things on top of this customer 360 degree, that we can do, right? Because meaning it's going to open unlimited opportunity how I can engage to the customers, what kind of the right offer. Because there's a lot of brand owners, like FMCG, that they would like to connect, also getting in touch, reach out our customers. By developing this kind of product recommendation engine, let's say using the typical machine learning, so we can understand when we introduce this thing, customer like it, introduce that thing, they don't like it. >> Let me ask the next logical question there, it's such a big diverse country, do you, in modeling the customer profile, are you able to encode cultural sensitivities, once again, a very diverse country, there's probably things you could recommend in terms of products to some peoples, that other people might find offensive or insensitive, is that something, that in terms of modeling the customer, you take into consideration? It doesn't just apply to Indonesia, it applies here too or anywhere else, where you have many people. >> Of course can to do that the modeling, but we're doing right now, let's say once again, speaking about the personalized offer, from that point of view, what we see is to create the definition based on customer spending power first, buying power, we need to understand, that this customer's actually in which level of the buying power. By understanding this kind of buying power level, then we really can understand, that should we introduce this kind of the offers or not. Because this is too expensive or not. Because customer spending level can be also different. Let's say when our customers spend in our supermarket, maybe it's going to medium spending level, but let's say when they spend their money to purchase the coffee, maybe it's regular basis, so it's more spending. Could be different spending, so we also need to learn this kind of thing, because sometimes the low spending or medium spending or high spending, sometimes it's not something, that we put in the effort level for everything, sometimes it could be different. This is the thing, that also very exciting for us to understand this kind of spending, buying power. >> Great to have you on the Cube, thanks for coming, so I got to ask you one final question. I heard you were in an honorary Informatica innovation award honoree, congratulations. >> Thank you. >> What advice would you have for your peers, that might want to aspire to get the award next year? >> The thing is, our big data journey just start last year. Really start from the zero, so when yesterday we get an award for the analytics, so actually what we really focus on to do something, that actually is very simple. Some organization, when they're implementing big data sometimes they would like to do everything in the phase one. What we're planning to do is number one, how to bring the data very fast, then understand what kind of value of the data, that we can bring to the organization. Our favorite one is developing the customer 360 degree profile, because once you really understand your customer from any point of view, it's going to open unlimited opportunities how you can engage with your customers, it also open another opportunity how you can bring another ecosystem to our business to engage with our customers, that one point of view is already opening a lot of thing, huge. Either that thinking what would be the next step. Of course, that API is going to simplify your business in the future scale so on. That's becoming our main focus to allow us to deliver a lot of quick low hanging effort at the same time. I think that's a thing, that makes us really can, within a short period of time, can deliver a lot of things. >> The chief data officer at Lippo digital group, thanks for sharing your story, it's the Cube, we're here live in Las Vegas. They're going to be bonding here talking about all the greatness going on there. This is the Cube here in Las Vegas, stay with us for continuing day two coverage of Informatica world 2018, we'll be right back.

(digital clicking noise) >> Hi. Lisa Martin with the CUBE. On the ground at Google for the 6th annual CloudNOW Top Women in Cloud Awards event. We're very excited to be here. And now to be joined by the founder of CloudNOW, Jocelyn Degance Graham. Welcome back to the CUBE. >> Lisa, we are so happy to have you and the CUBE back for the second year. So our 6th annual event and the second year that you've been broadcasting. We're just really delighted to have your team be able to shine a spotlight on the incredible accomplishments of these women in tech. >> It's always so inspiring, Jocelyn, I was telling you before we went live, that I love reading about the people that you're honoring. But you yourself have been awarded a number of times. So you're quite the women in technology as well. >> (laughs) >> I wanted to talk a little bit about CloudNOW and what you've guys have done. Two really big announcements this year. Tell us about that. >> So the big things we've really been working on for 2017 are the scholarships, Lisa. I have to say of all the professional things this year, I really am the most heartened by the work in the scholarships. It is what is most important to me. As so we start by identifying two exceptional academic partners. We had looked at a number of ... We had read the research, we've been looking at how do you most make impact. And have more women join tech, join technical ranks, right? And so there's been a lot of debate and a lot of research about that. And what we have found is that it's very important for women to have a role model in an organization. It does not necessarily even have to be a mentor. It needs to be a role model. The other piece of the equation is the ambition gap. So it's not just about getting tons of women in the pipeline It's also about getting women that really want to take it the whole way. So this kind of combination factor of that next generation of leader that's really going to be able to get to that upper echelon of office. So the academic partners that we selected, we feel like they've really have done a great job of identifying those future leaders. For us to be able to place our investments with them. To gather corporate partnerships that are willing to be able to fund that next generation of leaders. So we have exceptional partners. We have exceptional academic institutions. If I can, I'd love to tell you just a little bit about the academic partners that we've selected. >> Yes, absolutely, please do. >> Yeah, so the first one is Holberton School. And Holberton is in San Francisco. They have a really unique model. They don't charge students any kind of tuition up front. What they do is once the student has gotten their first full-time job, then they start paying back what they would have paid in tuition. And so, it's a remarkably equitable kind of format for education. >> Lisa: It is. >> It's very different than what most people are seeing for colleges and universities. The problem is in how expensive it is to live in San Francisco. >> Lisa: Right. >> So the scholarships are actually a living wage stipend. Because the school is too intensive for the students to actually be able to work. It's a very compact program. Instead of four year, the students are done in two. So that's our first academic partner. The students are getting jobs at fantastic companies like LinkedIn, and NASA. And they are actually out-competing MIT and Stanford grads for those jobs. >> That's phenomenal. >> It is phenomenal. So we are more than happy to suggest to our corporate funders that they put their money on those bets. >> Lisa: Excellent. >> So we've got Google and we've got Accenture that are funding those Holberton scholarships. And then the second academic partner is in Bangalore, India. And it's Shanti Bhavan. You might have seen this with the Netflix documentary, "Daughters of Destiny." >> Lisa: It was incredible. >> Absolutely incredible and absolutely moving. The Shanti Bhavan school, for your viewers that are unfamiliar with it, they take children from the poorest of the poor background, in rural India. They commit to educating these children from the age of four all the way through the university level. The scholarships we put together with the help of Intel and Apcera and CB Technologies are to fund girls studying STEM at the university level in Bangalore. And this is just the beginning, Lisa. We really hope that in 2018 we can increase the number of scholarships and we really hope that we'll be able to increase the number of corporate partnerships as well. Because these students are doing phenomenal things and we really believe that they're going to be taking their place along side any of what the Ivy League graduates would be doing. >> I love that. And in our last minute, talk to us about Google and Google's involvement with you. Because that's pretty remarkable what you've been able to achieve for CloudNOW with Google. >> Thank you. The Google involvement has definitely been an involving partnership. And the funding for Google actually happened ... It was a happy circumstance that I ran into Vint Serf at a party and got introduced to him. I gave him a quick 30 second overview of what CloudNOW had been doing and he handed me his business card and said, "It sounds really interesting, send me an email." >> Wow, from one of the fathers of the internet. That's pretty amazing. >> I couldn't believe how accessible or easy-going he was. But I went ahead and I emailed him. I said, "What I'm looking for is some money for a scholarship fund. I'm not asking you for it, I just know if you were to endorse this, the money would very easily be found." So I went to sleep. Woke up, the very next morning there was a response from Vint and he had sent me the money. >> Oh my goodness. >> And we were done. The fund was closed, we were on our way. >> Wow. >> And what he said in response, it was so beautiful, Lisa. He said, "One does what one can to be of service." That message, I've been really holding it with me for the last several months. "One does what one can to be of service" Because I think it's just a very inspiring message, especially as we all go into 2018 and think about what we're grateful for. I hope there are people in your audience that feel like they can do what they can and will join us in this very heart-felt mission. >> Wow. You are so inspiring Jocelyn. With what you and your partners have created with CloudNOW. We thank you so much for asking us to be here. Our second year with the CUBE. It's a great event to cover. But be proud of what you've accomplished. >> Thank you, Lisa. >> Because it's incredible. >> Thank you for all of your support, it really means a lot to me. >> Excellent. We want to thank you for watching the CUBE, I'm Lisa Martin on the ground at Google for the 6th annual CloudNOW Top Women in Cloud event. Thanks for watching. (digital beat music)