>>Locke from Las Vegas. It's the cube covering KWS executive sub brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Accenture executive summit here at AWS reinvent. I'm your host, Rebecca Knight. We have three guests for this segment. We have Dan Sheeran, the director of global accounts at AWS. Thank you so much for coming on the show. We have Ken Schwartz, vice president, enterprise analytics at health first. Welcome Ken and shale Jane lead data business group in North America. Accenture. Thank you so much. I am glad to have you all here. Good to be here. Yes. So we're talking today about driving digital transformation via data and analytics. I'm going to start with, you can tell us our viewers a little bit about health first as a business. >>Sure. Health first is the largest not-for-profit health plan in New York city. It's a 26 year old company. It's owned by 15 sponsor hospitals. So the business model is a little different than most health plans. The sponsor hospitals who own us, we actually share risk with the sponsor hospitals. So if our members obtain their medical services at sponsor hospitals, we have the same goal of keeping them out of the hospital essentially. And we, the revenue stays within the health healthcare delivery system. So it's a little bit different business model. We've been very successful. We're very local plan, so we have a big footprint in the communities, the very diverse communities in New York city. We're kind of part of the fabric of New York city and that's really very much part of our brand. >>So your patient population is mostly, I mean who, who, who are cuckoo prizes? >>1.4 million members, 1.4 million people mostly in New York city. So we like to say if you ride the subway in New York city, it's very likely that one in eight people are health first members, a one in three if you're in the Bronx, mostly underserved populations in a lot of cases. And people that really, like I said, sort of the, the real fabric of communities in the city. >>So what were the reasons that health works? Health first embarked on this data transformation. >>Really just again, a 26 year old company kind of outgrowing its infrastructure and really wanting to make sure that we can keep up with growth. We've been lucky to grow steadily over our entire history and at a certain point in time the legacy systems and legacy data systems don't support the new ways to do things. Prescriptive, predictive analytics, some of the great new capabilities that you can do in the cloud. So it became really important to get off the legacy hardware, get off the legacy approaches and big people change management to make that happen. I mean that's kind of what we've been living for about the last three years. >>So what were some of the goals? >>The goals are just to be able to do things at scale for in the legacy systems. I think we really didn't support analytics across our entire membership and our entire 30 million claims a year. 1.4 million members, 37,000 providers. So just being able initially just being able to query and do sort of business intelligence at scale across that, that much data, the old infrastructure just didn't support it from there. We've gone into launching our data science platform and things like that. So like I said, just, just being able to keep up with the times and provide more information, get to know everything we can possibly know about our members so that we can reach out to them in better and more effective ways. >>So shale, I want to bring you in here a little bit. How was, how did Accenture partner with health first and helping it achieve this goal? >>Yeah, so, um, we work with companies like health verse all the time and you almost have to embark on a journey that starts with a concept, almost the imagination, if you will. And then you take it into a test mode, the pilot mode in the scale up mode. And we were fortunate enough to actually to be involved in, in the journey that health first has had all throughout that, those stages, if you will. Um, and it's been, it's been a very rewarding experience because health first is one of those companies that actually took a very early lead on moving to the cloud, moving to the new data architectures and actually trying new technologies such as we recently finished a, uh, a knowledge graph project with them as well, which is relatively new in this space. So it's been a rewarding experience for us as well. >>So what are kind of, what are some of the challenges that you faced along this journey? Organization of lead technically and how did you overcome them? >>I think early on it's, it's whole new roles and new new technical paths that just didn't exist at the company. So Accenture being partner, good support from AWS really helped us. So we didn't have machine learning engineers and data engineers and cloud practitioners. So you don't grow that overnight. So having professionals come on graph as well. We oftentimes you start off with the use case and you have somebody just download things and get going. Right. And that's great, but that doesn't really land it. So getting professionals who have done things in the new environments on board to help us out was, was really key in the challenges side. I really think the people change management can be really hard. Again, if you're a sort of a brand new company or startup and you're just, you have to do your business on the cloud and it's dependent on that from day one. >>It's a lot different than we have a lot of people. Our company has been successful for 26 years. We have to look to the future to make these changes, but we've been doing pretty well sort of on our legacy platforms and things like that. So it's not always easy to just get people to change streams and say like, Hey, you really should be be doing this differently. So I think the people change management realizing you have to kind of sometimes lead with use cases, lead with pilots, lead people by the hands to get from point a to point B was kind of surprising. But we've, we've learned that that's true. >>So Dan, he you had a nice shout out from Ken here by giving you some prompts buddy in the U S and what you bring to the value you bring to the table. What do you, what do you make of what he said about the people change and how that is in a lot of ways the hardest >>couldn't agree more. In fact, that was the first point that Andy Jesse led off with this morning in his keynote that it's any of these projects, if you don't start with leadership that is both committed to the change and coordinated among themselves, then you've got no chance of success. Now that's, that's a necessary condition. It's not sufficient. You do need to drive that change through the organization and this, the scenario that Ken described is very common in what we see in that you start with enthusiasts typically that will, we often call builders who are going to be at a department who are playing around with tools because one of the advantages of course of AWS is it's all self-serve. You can get started very easily create your own account. But it is tricky to make sure that before that gets too far along that an enterprise wide architecture and strategy is agreed upon or else you can get sort of half pregnant with an approach that really is not going to serve the longterm objectives. And that's the reason why working with Accenture, getting the reference architecture for a data Lake really agreed on early on in this project was essential and that's what allowed once that foundation was in place. All these other benefits to accrue pretty quickly. >>So on a project like this, how closely are you all working together in teams to get the job done? I mean, and what is the collaboration, what is the process and what does it look like? >>Well, you know, I'm sure that each of us is going to have an answer to that, but our perspective on that at AWS is to always be customer led. We have some customers who themselves want to use a journey like this to become a builder organization. And one of their strategic objectives is that their developers are the ones who are really at the controls longterm building out a lot of new features. We have other customers who really want to be principally buyers. They'll have some enthusiasts here and there in their organization, but they really want to principally define the objectives, participate in the architecture, but then really lean on somebody like an Accenture to implement it >>and to also stand behind it afterwards. So in this case, Accenture played a central role, but we really think that the very first meeting needs to be sit down and listen to what the customer wants. Yeah. I'd say we're builders but with guidance that against them we want people who have, who have hit their heads on things and kind of learn from that and that's, that can be a force multiplier instead of having, and we definitely jumped into use cases that we wanted to just build. Like I said in a year later, we're a little bit spinning our wheels. It's not really hurting anything cause it's not necessarily anything anybody else's for anyway is standing up a graph database. It's just something we wanted to do. Right. So having these guys come in as force multiplier has been really useful. So we reach out to AWS, have really good support from AWS when we need it. AWS also has great online training, the loft in lower Manhattan or in Soho we go to things as well so we can help ourselves. And the next venture is just really been embedded with us too. We have seven or eight data engineers that have really walked pretty much every mile with us so far on this journey. So >>yeah, the only thing I would, I would add to it is that, you know, we have a very strong relationship with AWS and as such we become privy to a lot of the things that are coming down the pike, if you will. So that can add value. At the same time, we have very good access to some of the top technologists within AWS as well, so we can bring that to bear so that that all kind of works really well together. Having a partnership with AWS and then with our, we have different parts of the organization. They can also bring not just the technology skills but also domain skills as well. So we can add to some of the thinking behind the use cases as well. So that's another part of the collaboration that happens including in the security model. Right. And if we don't have that right from the beginning, then very true. Nothing else becomes possible. And there's a lot of domain expertise within Accenture. It helps us scale. >>One of the things that we, that I've heard a lot today at the Accenture executive summit is this idea of thinking differently about failure. And this is an idea that's in Silicon Valley, failed, fail better, fail happier, fail up all these things. Fail fast. Exactly. But all of them do. How do you, how but how does a co does a nonprofit in New York city, how does it embrace that? I mean, as we've talked about a lot here just now is the people are, are the hardest part that then that's a really different mindset in a really big change for an organization like health first. >>But the, the, the business model of working with AWS to is pay as you go and everything. It's like failing cheapest, very possible. You know, we're not putting out huge upfront costs to turn something on. We can turn it on for pennies sometimes and do a use case. So it really does support experimentation. We've been, one of our successes I think is we really just try a lot of things. So we've, we've had to learn how to do that and learn how to sort of either pull in more experienced people to help us or just just cut it off kind of in some cases. So yeah, the cloud patterns and AWS is business model just makes it really easy. >>And it's also key of course, to have some quick wins that are highly visible. So to my understanding that in the case of health first there was, you know, whether it's reimbursement claims or there's potential fraud that can be detected, that is a lot easier to start doing once you got your data into a common data Lake and you've got world-class analytics tools that are available directly to the business analysts. Instead of requiring lots of hand holding and passing datasets around, when you get those initial quick wins that builds the kind of enthusiasm that allows you to then take this from being a project that people are skeptical about to people really seeing the value >>and people get excited about it too. So talk about some of the benefits that your members have seen from this. >>Sure. So again, we have 1.4 million members. So just something pretty simple. Every health plan wants to prevent readmissions. So someone's been in the hospital and then they have to go right back with the same condition. That's bad for the member or bad for the plan. Bad for everybody, right? So just just being able to take a data science model on our own data, train it up for predicting readmissions. Again, we have large care management community. Many nurses go out in the field every day and meet members, but now that we can give them a list of the 500 most important members and it's also self-service, it's, it's in a dashboard that's running in red shift and people can go and just get their lists. I mean that's really profoundly satisfying and important to change our members health outcomes. You know, that's only one example. That was kind of the first model we've built, but we have models for people being adherent to their medication. Just a lot of things that we can do. Targeted interventions instead of kind of having a bunch of business rules. Kind of in your head of who you think you should reach out to. This is the data's telling us who's most at risk and sometimes empowering the call center personnel >>when you can give them access to data that allows them to really personalize that, that phone call experience with somebody. It's a, it's a relatively low cost way to surprise and delight the patient or the health plan member. And that then drives customer satisfaction scores, which are very important in the healthcare industry for all sorts of reasons related to accreditation are related to reimbursement. And also frankly just related to enrollment and retention. >>I speak from experience when I say the best, the companies are the ones with the good call centers that you just are happy and you get off the phone, you don't want to slam it down, you're, you're happy to talk to them. So final pieces of advice for companies that are, that are trying to drive change through data analytics. What, what is a best practice? Best piece of advice? Well, because you looked at me, I'll let you go first. >>Um, we always, it sounds obvious, but it's surprisingly often not the case. Once you get past the initial five minutes of a conversation, really stress are we actually focused on a real problem as opposed to something that sounds cool or fun to go experiment with. Because these tools, as Ken said, these are, it's fun to play with these self-service AI tools. You can predict all sorts of things. Isn't an actual pain point for either an internal customer or an external customer. >>Yeah, I think you hit it on the head as well. That's advice to starting this as get, get some wins, get some early wins and then don't be afraid to experiment and don't be afraid to think outside the box. I think I would say there are two pieces of advice. One is focused on strategy like Dan was talking about before, because with tools like AWS where you can literally use your credit card to get started, you can lose sight of the big picture. So have a data strategy that is directly tied to your business strategy is very important. And the second is instead of thinking about building a data pipeline for a specific use case, think about building a platform, a data platform that can serve the need of today and tomorrow as well in a, in an architecture that is, that is fit for purpose architecture like Andy Jesse talked about today. So don't go for a Swiss army knife approach. Go for fit for purpose platforms, products, models, if you will, that can allow you to build that platform that can serve the need of the future as well. >>Excellent. Thank you so much shale. Ken and Dan, thanks for coming on the cube. Thank you. Thanks. Thank you. I'm Rebecca Knight. Stay tuned for more of the cubes live coverage of the Accenture executive summit.

>> Announcer: From Copenhagen, Denmark, it's the Cube. Covering KubeCon and CloudNativeCon Europe 2018, brought to you by the Cloud Native Computing Foundation, and it's ecosystem partners. >> Hello everyone, welcome back to the Cube's exclusive coverage here in Copenhagen, Denmark for KubeCon 2018, part of the CNCF, the Cloud Native Compute Foundation, part of the Linux Foundation, I'm John Furrier cohost of the Cube, here with my cohost this week Lauren Cooney, the founder of Spark Labs. Got two great guests in the industry here, Lew Tucker, the CTO of Cloud Computing for Cisco Systems and Aparna Sinha who's the group project manager for Google Cloud, thanks for coming on, great to see you guys. >> Great to be here >> Thanks for having us. >> So obviously the two big players, you've got networking, you've got moving up the stack and Google Cloud with all the goodness you have hundreds of people here at this show. Cloud native big, you're cloud native, >> Aparna: Yeah. >> You guys are running the networks a lot of stuff's happening, but the big story's the Kubernetes de facto standard position that's been echoed by many people here, Kubernetes tightly controlled core with a lot of innovation going on around Kubernetes. >> Aparna: Yes. >> When I hear words like de facto standards, it reminds me of the old networking days when the OSI model and the TCPIP was forming. Massive shifts at that point. >> Lew: Yeah, yeah. >> Almost a seminal moment now. >> Yeah but in fact I think in open source it's a different notion than in the old days of standards. Here we've got multiple communities, multiple companies that are working together to create a common platform and that's what I think the success of open source is about. So actually, Kubernetes coming into CNCF has really makes that possible and we just graduated it so we should have a celebration around Kubernetes now has graduated in terms of a CNCF project. >> Yeah and you know one think I would say about de facto standard, I don't take that for granted. Kubernetes is built as a platform that runs anywhere across on premises, data centers, public clouds, runs anywhere but, you know that it will be or is a de facto standard is something that we don't take for granted. We make sure in the community that we're working on increase support for, for example different types of storage with a storage interface standard, different types of networking, with a CNI different types of run times, so establishing those interfaces and establishing those standards is key to making it the platform. But that's certainly the potential of Kubernetes is to be-- >> Yeah I mean it's not the end game, it's the beginning. >> Aparna: It is. >> And the nurturing and making sure that ecosystem with thrive is important. And that's why I want to get your thoughts, 'cause you've got Google and Cisco here so lets talk about first the relationship, you guys are working together. >> Lew: Absolutely, yeah. >> Talk about the relationship between Google and Cisco. >> Sure, I think it came about because we're both recognizing that enterprises for example are incorporating cloud computing as a part of their overall IT strategy. And so they needed to find a way, how can they actually make that happen without companies that are working in both of those areas getting together. So it's very natural I think for the two of us to sort of come together because this way we can take our enterprise customers and using Kubernetes as sort of the foundational platform make it so that they can run applications wherever they want, they can run it in their private data center they can run it in Google Cloud, and we can make this now, to provide a lot of the networking so that you can extend private networks into Google Cloud and vice versa, so I think it's a marriage made in heaven in that way. >> Aparna you're reaction to the partnership. >> Yeah, you know, Google is a very developer friendly, developer focused company, always has been, you know the majority of Google is actually developers so it's a company for developers by developers and you know with Google Cloud actually the irony is we're also a networking company and so there's a nice affinity working with Cisco. Our DNA is very much open source, there's multiple projects that have come out of Google that have been very successful open source projects. I mean Tenser Flow, Kubernetes I think is unique in that we've really created and participated and built a community around it and so with this partnership, we're really excited to have Cisco also be part of the community, certainly with Kubernetes but also the Istio Project. And a lot of the projects in cloud native have come from Google's experience running services at global scale. Kubernetes certainly came that way from the Borg heritage and then Istio also from, from what we call one platform, internally to manage service. >> That's a great point, you brought up scale and it's interesting, it's almost like you have two large scale companies here, you have Cisco with massive scale footprint of enterprises from day one, routers you need to move packets around the internet. You guys have built scale for Google with millions of services out there, millions of users, I mean it's unprecedented. So now as you come into the enterprise, the Cisco relationship is an opportunity to blend the best of Google with the footprint at Cisco, how is that going to work, how's that working and what's the vision? I mean obviously it's a nice match, you've got a great footprint in the enterprise, you've got massive scale with the cloud, bringing that in, moving it out, hybrid cloud obviously, is that the? >> Yeah well we often notice for example as I sort of said, the foundational piece is actually running Kubernetes everywhere and so we just recently announced a Cisco container platform which is based on Kubernetes, that means that enterprises now can develop applications in Google Cloud and then run them in their enterprises or vice verse and then on top of that and we're adding in the networking capabilities, through things such as CSR and things like that to allow us to connect both the enterprise and their public cloud running Kubernetes and then Istio as we're mentioning is this thing on top and I'm, as you know, a big fan of where that really is going to take us because I think one of the things that enterprises want to be able to do is that they want to be able to consume services out of Google Cloud, whether it be in kind of terms of the data services or increasingly AI, intelligence service, Tenser Flow, be able to use as a part of their enterprise applications and so I have within my team for example contributed both in terms of what we're doing in terms of Istio, Kubernetes, I've got people on my team who are bringing for example IPB6 into Kubernetes, that's important because, guess what, service providers also want to move into a container world. And then also Cube Flow and so all of these things are starting to come together so that you can start building applications as an assembly of these services and many other services that I will see coming from the public cloud and Google in particular. >> Aparna, I want to ask you, because this is important to distinguish this Istio trend because we asked a lot of people at the Cube here and in our reporting, okay what's next after Kubernetes? If you have a de facto standard, you have stuff coming around it, an eco system, everyone talks about service mesh and Istio project. >> Aparna: Yeah. >> Now the best thing about infrastructure as code which is dev ops in the cloud is you can make things programmable and automate, so if you look at what Istio's doing, it feels like an application benefit but also an automated networking concept with services. >> Aparna: Sure. >> So you got kind of a new dynamic going on where a lot of dynamic things are happening a lot of services are being provisioned, maybe for the first time. >> Aparna: Yeah, yeah. >> So how do you instrument it? This is going to be a future area of innovation. >> So again going back to that standard, right? That platform that runs everywhere, why is it a standard, why is it becoming a standard and I hear this from our customers, our users, it's because they don't have to train multiple times for multiple different environments, they can really scale their workforce, they can hire people that they trained up in Kubernetes and they can scale that workforce so it applies regardless of where they go and it gives them that mobility and if you think about the eco system around Kubernetes right so Kubernetes is one project, a major big project but then the eco system around Kubernetes has really exploded in the last year it has gone from 4000 projects to 15000 projects and I was looking through those projects and seeing you know, which are the ones that have the most stars and there's actually three projects that stood out as having more than 3000 stars but being new, like in the last year and Istio was at the top of that list and obviously it's very popular in terms of the number of stars but it's only one year old and I don't know how much people know that. >> And I think it's interesting, 'cause I'm going to throw kind of a curve ball here at you and say, you know I'm hearing that the service mesh is actually, people are using it. >> Aparna: Yes. >> But it's actually hasn't been deployed into production, is that the case? >> Aparna: It's starting to be. >> Okay. >> So on GKE, Google Kubernetes Engine we've got customers that are deploying Istio, it's starting. >> Lauren: Okay. >> Again it's a one year old project and then also on premise, using the open source and we've got a program called the EEPE program it's like an early program, they're deploying and using Istio and it tends to be a very nice attach to Kubernetes. >> So what is the use case for that? >> One of the things to understand, it is very new and less than a year old, we're not even at a one dot out yet but the components that go into it, Envoy for example has been battle tested because Istio's made up of, just to get technical, in terms of having proxies that make up the data plane and that's battle testing or whatever. So now we're adding a control plane on top of that, where policy, telemetry, observability, all of that comes to the fore. That's what's new. So bringing that together and so people have and Istio's not the only service mesh, service meshes have actually been made up of these proxies and have you manage them, Istio's just seems to be a better way to the community is agreeing-- >> A proxy can be very inefficient, so I want to just ask a question on that because one of the things that I'm trying to understand is for the average person in tech, not the inside baseball, they're trying to understand why is Istio so powerful. >> Aparna: Yes. >> So is there, what paid points are they solving? >> The easiest way to think about that is we've moved to a microservices architecture and that's so that every development team can focus on their particular area of expertise, they don't want to have to learn networking and everything else, so what we've done is we've offloaded all of the issues around how do you do load balancing, circuit breakers and telemetry off to a service mesh, that allows the developer to dramatically increase their productivity because they're only focused on their one application area and now the operations team brings that together through the networking concept. >> Aparna: Yes. >> So they built a distributed application without having to know very much about the specificity. >> Yes, it's very much that separation of concern and you know Kubernetes has the same principle, it separates you know the infrastructure from the applications and what Istio does, it allows you to manage those applications at scale, visualize them, make them secure and to control them in a scalable way, so you're not writing the service management pieces into the application and the developer is therefor freed from that burden and the application operations team can then manage things like distributing certificates or rotating certificates, right? Those are things you need to do across all of your services. >> So you're bringing us on that system and I know you guys run at scale, hundreds of thousand of services, if not more, I don't know what the number is, millions whatever it is. >> Aparna: Four million containers. >> Tons. >> Aparna: A week! >> So when you talk about that, what I'm hearing and I've talked to the SRE, site reliable engineers before, the roll of the admin is gone to more of an operator and then the operator role is less of an operating, 'cause it's operating only on exception, 'cause if you got policy in the control plane, that seems to be where the action is, is that, am I getting that right? How do you explain that notion of less admin, more operational kind of-- >> There is a change in roles, the administration of the application is not so application specific if you will, right? And I think the best analogy to it is the way we do development at Google, everybody is a developer right? And they write their services but there's a lot of common infrastructure that you do not replicate so for example storage, monitoring, logging, you know publishing your API, you know quotas, rate limiting, chargebacks, billing, all of that is common infrastructure, you write your service, it is immediately using all of that infrastructure, you don't build those things into your application and that has so many benefits, you know you can write your service and it can be global. >> So on time savings, no brainer, automation-- >> And when you change any one of those services that has a monitoring or anything, now you don't have to tell the application development team that that change is happening. >> So this is infrastructure as code, passes the test right? You can program the infrastructure. >> This is services, this is a services world, rather than infrastructure world or an application siloed world, this is the world of services, that's really what we're here for. >> What's the growth in microservices? I'm seeing different stats, can you just give an order of magnitude, just from your own personal experience in looking at the market, how fast is the notion of microservices growing? 'Cause this is really the proxy for the cloud native shift. And you guys are certainly micro services oriented, we talk about this all the time, any data or any anecdotes around growth of microservices? >> Well I mean there's a lot of surveys and most of the surveys point towards, I think containers are a good proxy, you know 88 percent of enterprises are using containers, it's becoming, whether you move to the cloud or not actually containers are basically a way of doing things more repeatedly, giving you efficiency from an infrastructure perspective giving you reliability so that you know you can basically exchange out the hardware and your container environment is still resilient and then giving you that developer productivity, that's becoming something that enterprises are embracing, it seems from these surveys and I think that's the building block for microservices. >> And I think many people are already moved, remember Soho, we've got history here, so we've been trying to move towards this world in which it is a services world and before it was much too heavyweight Ectimel RPC and everything that made it, Soap and everything else, difficult to do these things. Now things have gotten much much easier. So a lot of people are actually doing a services architecture already. And the microservices I think is just a more formal way of doing that at a finer grain and when you get to this finer grain, that's when you need something like a service mesh now to pull things back together again. >> Alright, lets do a plug for the service mesh, people that are watching have got to be intrigued by this conversation, what's the state of the service mesh piece, lot of stars so good good community vibe going on, how do they get involved, what's needed, where's the white space, where's the work being done? >> And I think also John, what skills are needed to actually as a developer, you know we've got a lot of new folks here at that show that are just learning about this and what do they need to know to actually do this and bring this back to their companies. >> If they're, so first of all it's at Istio.io so that's the place to start, there's a lot of very good documentation there, there's very simple examples that can be downloaded so that you can try it out, you can try it out we're using containers so on top of cumulating, you can do it on your laptop, you can do it in the cloud so we're in this wonderful age of the internet in fact that most of the learning is done online and that you can get everything you need online you don't have to walk away from the show with a CD pack or anything else like that. So I would encourage developers to just simply try it out by themselves. Remember then there's Istio developers, people that are actually contributing code into Istio, that's sort of a specialized group of people who are very interested in it. More people, it'll be 10 to one users of Istio than there will be actually of the Istio developer community and the Istio developer community I urge people to get involved 'cause that's where we need to expand the number of use cases and make sure that we're covering the things that are important across the board for variety. >> Yeah, I mean Istio's not that difficult to learn, it's an L7 Proxy. It has a great affinity to Kubernetes project so if you are using Kubernetes or are involved in Kubernetes project then it basically is something that you can deploy into your Kubernetes cluster and you can get started with it. There are a number of trainings and workshops actually at this conference, there were a couple of Istio trainings and there are many tracks and then there's training online, there's a tutorial on the Google site with the GKE and I think on many other companies as well to get started with Istio but it's basically a proxy and in, it's not actually only limited to Kubernetes, you can run it in a VM environment, you can, it basically any service, it is a proxy that intercepts and you know basically can provide load balancing, traffic managing, quotas, all of those things that you expect of a rich proxy and so if you have a networking background it's actually very easy to pick it up. >> That's great, now when you're talking about these kind of, you know, these proxy and things along those lines, I'm sure that there are use cases that are the first ones to pop up, can you talk a little bit about that. >> Yes, I think the first use case of Istio is actually Canary, Canary deployment, so being able to route traffic from one version of your application to another version of your application. Make sure that that, lets say it's an upgrade, you know, make sure that that's running well and then gradually route more of you're traffic. So that's a very developer centric use case that appeals and then of course security. And that's a less developer centric, more control and ops perspective and then observability and again, control, also an ops perspective, those are the three main use cases. >> Okay. >> That's great, that's awesome and you have Cube Flow going on here, you guys had a couple of Google folks on. >> Yes, so I mentioned three projects that are the top projects, Istio number one, number two is Cube Flow, again within the last year, more than 3000 stars and then the last one is Scaffold. >> Great stuff, I love the programmability, automation. >> And one of the things that we mentioned before, because when people hear proxy, they think of the old time, actually when you've used a proxy and a DNS which now it's very high performance and one of the things that you're seeing also, it connects up with other open source projects such as FDIO which is VPP, which is now being used, integrated into envoy which is a proxy, so the data plane itself, I think is going to be more efficient than people trying to do their own network. >> That's a good point Lew, I mean people think proxies are inefficient, it's a hack, a bridge between point A and point B. >> Yes, that was a lot of the initial skepticism around this, so you know, this was about two years ago we were sitting around saying okay, Kubernetes, what's next? And we came up with a open service broker, so you can consume services and then the early start of Istio, starting with Envoy and then building the service mesh around that and that was indeed one of the early concerns as well, will it be too heavy, will it add latency, will there be performance bottle neck, I think a lot of that concern has been addressed and it will continue to be addressed. >> Well we got to wrap up be I want to get some comments from you guys, reaction to the show here in Europe, obviously Google is in big force, Istio is prime time, you predicted that in Austin, it looks like it's tracking beautifully, reactions, what did you walk away with here from this event? What observations, revelations, surprises, share some color for the folks that couldn't make it. >> We were talking earlier about the number of use cases now that we've seen that our customers are coming in and describing how they're using Kubernetes and other of the technologies making up the cloud native world. And that allows people to learn and so that's what I'm always excited, because I can sit there in the audience and you can see everybody else going oh, I'm going to apply that to what I'm trying to do and just the breath now of-- >> John: So you're surprised at the uptake, or you're happy with the uptake, that's your reaction? >> Yeah and I think you would agree too. >> Yeah, I think the reason I come to KubeCon is to meet users, it's a user conference, and with each passing KubeCon, it becomes more and more user-centric so some of the talks here, the takeaways that I had, you know the folks from Spotify talked about how users need to get more involved and the benefits of getting more involved in the community, that was a very inspiring talk. Another talk yesterday talked about how Kubernetes needs to be a platform for everything, not just cloud native, but actually also Legacy and so these are points. And then the third piece, a lot of users talking about multicloud, right and making that a reality, these are things that I'm taking away as you know, users are doing this today. >> John: Multicloud certainly is a path, people have that outcome in mind. >> Yes. >> Doing the work now to get there. Thanks for coming on, Aparna and Lew. >> Thank you. >> Great to have you guys, you're awesome, senior folks in the industry, experienced executives, driving the change here, cloud native, microservices architecture, whole new modern paradigm shift in software architecture, here at KubeCon, Kubernetes, Istio, hot projects, Cube Flow and more here on the Cube, live coverage here in Copenhagen, stay with us for more coverage, after this short break. (upbeat music)