>>Bach 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 executives summit here in Las Vegas, part of AWS reinvent. I'm your host, Rebecca Knight. We're joined by two guests for this segment. We have Mamadou BA. He is the senior director of cloud technology at Anthem. Thanks so much for coming on the show. Mamadou and Sean mulch and Donnie, he is AWS security lead at Accenture. Thank you so much Sean. Thank you for having us. Rebecca, glad to be with you. So let's start with you mama. Do tell our viewers a little bit about Anthem, the business. >>Sure. So Anthem is a healthcare company. We're serving around 40 million members and we're committed to simplifying healthcare and make it more accessible and affordable for people. >>So committed to simplifying healthcare, which is, I'm imagining the driving force for your cloud journey, but, but what were some of the other factors that led you to the cloud? It's >>really, we want to make healthcare more accessible for people and more affordable. We want to meet our consumers where they are and meet them using mediums that they want us to use. So it's going through all the data we have. We have 40 million members who serving today looking at the data and find the ways to build customized and personalized experiences to meet them where they are and how they want to be met and also improve to health care for them. >>So what kinds of personalized customized experiences are you talking about and what does the cloud enable? >>So really when you look at, we have a variety of members, young children to adults and people who are Medicare and Medicaid, they have various needs. When you look at people's medical needs, you look at their financial needs, their social needs. What works for me might not work for your, might not work for him. So it's understanding the person as a whole and meeting them where they want to be a mentor really. >>So Sean, how does does, does Accenture, what does Accenture bring to this partnership? How are you helping Anthem realize its goals? >>Sure. So, I mean, I would say this happens under the guise of cloud and at Anthem broadly as well. Right? So Accenture, Anthem is, has Accenture is one of its largest partners. We're proud to be one of, have Anthem is one of our largest clients of course, and all the way from a lot of the outsourcing operations from the business operations side providing cost-effective business operations for addressing all those millions of subscribers that they have to of course helping them innovate both within cloud, within a lot of their other technology needs on premise from a lot of, they're from a lot of like transformations in technology. That's, I would say that covers the gamut specifically within, I'd say where we're helping both strategically and operationally on a strategic front. This includes mapping some of the business needs to um, how to various cloud technologies, uh, where it's a multicloud and a hybrid cloud approach, but also specifically on AWS and, and also about how we can help empower Anthem to realize its cloud journey and potential there with their workforce. >>We, their cloud technology organization and how we empower that movement going forward. Uh, there are a number of other drivers on the operational side and that includes of course, minimizing any future technical debt. Um, and that's, that's a big journey of course, or a big pattern. I would say that that is prevalent across multiple clients, but also realizing comprehensive monitoring, save preventive guardrails for services that then allows developers to have the freedom to experiment, to enable rapid prototyping. And also of course, uh, transparent, uh, operations from a cost perspective. So these would be a couple of ways. >>So mama, do you talk about the ways in which you are innovating in this cloud space? What are, what are some of the most exciting projects that you're working on? Right. So >>we have a, a large number of projects, but NTM as a whole, since we're serving 40 plus million members, we have thousands of applications, petabytes of data. So some of the projects we're working on today, we have a landing zone on AWS and we have some applications in AWS. What we need to meet our application teams. Also internally, we need to help them focus on the business drivers focused on healthcare. So we're working on providing them a nimble platform so they're not worried about day to day it and providing them a self service catalog. And we understand that there's a lot of complexity in healthcare or when you have all this data you need to make sure it's secure. There's a lot of regulatory challenges, so we don't want our application teams to have to deal with all those things. So it's really putting together, identifying the services, AI services, machine learning services, container and serverless, and building a framework for them to have access to all those services that are preapproved and make those self-service for the application teams. >>So that's our service catalog project and allowed them to use all that in an AWS account where they're self sufficient. So we were working closely with Accenture on their end. What we found was while the technology is very valuable, the people and process aspect of it, it's we have to get alignment across all the internal divisions, working closely and bringing our security teams on the table, our data teams, our operation teams, and working together to say how can we empower our developers internally to focus on business deliverables? So building that catalog, provide them a reference, a provider for reference architecture or reference implementation, identifying skills gaps and recognizing them, working with HR to hire new talent and reskill our existing talent, but also leveraging our partners to bring in that talent and give us various ways of looking at the same problem. >>So I saw you Shawn, nodding along with what a lot of mama do was talking about in terms of the alignment. Can you talk about that challenge and how you work with clients to make sure that you are bringing people along? Because the people and the processes are the most important part, but they're often the hardest part too. >>They're are definitely the hardest part. And of course we, I mean behind every grade success story, there's so many challenges, right? And, and one of the things we do of course is not just try to bring our best people that are technically sharp for Anthem, but that understand the client that understand the business needs. For example, it's not just about technology, but it's also about how it's applied to support certain business operations like mergers and acquisitions or as a strategy grows from one cloud to multi-cloud. So it's about bringing those folks that help align or understand those goals organizationally and how they're realized technically. In addition to that, I would say it's also bonding very, very, very closely with leadership, with architects, with operations personnel and the developers and engineers at Anthem to work side by side and realizing many of these goals or many of our shared goals and Anthem's overall vision. And >>the good thing there is really the cloud is aligned with the corporate strategy. So there's a lot of leadership alignment. And what we found is really trying to find that balance between autonomy and alignment. One, the teams to be autonomous. We're providing them with self-service, want them to innovate and get to market quickly, but we also want them to be aligned with the company and enterprise best practices and regulatory standards, so it's a fine balance, but I think we're making great progress with our partners. The processes are being reevaluated. Every process we were saying because we've done it this way for all these years and we were successful at doing it, doesn't mean that that's the way forward. We want to bring everyone together and think of a process holistically, not this is my team, I'm doing this and passing it to the next team. It's bring your best people and let's solve the problem together. >>Right. At the same time, I would say it's not siloed again between say architecture, operations and security either before or after. It's about bringing, I would say these, these three legs of that stool together or are together throughout the process and I think that's something we've done as well. One of the things we've done is establish a tiger team essentially right for to, to power through some of our challenges as we build out a new landing zone. As we move towards implementing some of these self capabilities and plan for migration of I would say a hundreds or potentially thousands of applications to the cloud. It's about getting security to shape policy, getting buy in from there as well. Ensuring that when design decisions are made from an architecture perspective, we take into consideration not just the operational side of Anthem but the operational arm of Accenture that supports and enables some of that work as well and how we can make that their lives easier and how we can make a, minimize any risks of the business, any disruptions, outages, et cetera, by way of good design and by getting their buy in and making sure that every internal stakeholders are, >>yeah. Yeah. Really our um, our emphasis is on quality by design, by bringing the right stakeholders, help architect it properly, and then have some process control and monitoring in place and having some key metrics that we look at. How long is it taking a developer to get an AWS account? How long does it take them to get access to a service that they need to meet? That business function letter is an AI service or a server less the application that they're trying to build. Evaluating those and then trying to improve our process >>and by keeping everyone in the loop, I mean it's this dynamic process that is that I'm sure is very complicated, but by with everyone on the same page, they then feel more engaged in the process and that they matter more, which, which also I'm sure drives productivity. Yes. >>Times w whenever you have a lot of people, sometimes there's no agreement on the decision, but you have to be at a point where when you come to an agreement, you might not have a hundred percent consensus all the time, but if 70 or 80% agree, the other people still feel included, their needs have been heard, their concerns will be addressed one way or the other, and they're willing to move forward with the group. It's not because I didn't get my way. I'm not supporting the business. They understand that and there's some trade offs. >>So I wanted to, I want to switch gears here and talk a little bit about security because health health care data represents some of the biggest security breaches of industry data. So how, how biz cloud infrastructure and your security processes and practices help help counteract that. >>Sure. So before you even get in the account do account is designed to meet all our Hampton security best practices and are based on our AWS agreement. Those best practices listed on there and working with our partners to make sure that by the time you get in an account, it's secure, you only have access to services we gave you. And for each of those services we do a full analysis on it, look at the various attack patterns. For instance, I do encryption and just ensure that the developers have a safe environment to experiment and develop. That's why we're building the self service catalog. It's a self service, but we put the services in there after we evaluated them, we feel comfortable with them. Some services, let's say some HIPAA eligible services. We want to ensure if your application is a HIPAA applicate eligible application, you, you're using those services, so having to control them process in place before you even get to account once you get it. And we have detective and preventive controls in place to alert us in case of any, anyone trying to use a service they're not supposed to use. >>Sean, I want to ask you about some research that Accenture did in 2017 the healthcare industry will be one of the top two industries to face the most digital disruption and the next three years. This was part of the technology vision survey. What, how, how do you even begin to to talk to clients through this, hold their hands through this enormously disruptive period in the healthcare industry. What's your advice and what do you think about the role of big data and analytics going forward? >>Right, absolutely. I think so. There's definitely a tremendous amount of disruption and then it's where a number of large, some of our large clients enterprises really have to go through their own transformational process, their own disruption process for the better, right. As you have a number of different start ups as you have a number of different new entrance into the field and one of the things they cloud technologies do is oftentimes it's not necessarily a first mover advantage, but it's, it's actually the lowest common denominator that if you're not using some of these services, whether it's the predictive capabilities for example, or some of the other analytics capabilities that are offered. So whether it's predict, whether it's Sage maker, et cetera, within AWS and other capabilities, these are really the new foundation and so many companies either no matter of size are actually leveraging these to build for a better experience. And one of the things we are looking at is how we can work with our clients to actually get them there as soon as possible and or use that again as the lowest common denominator and build their own differentiators bill bring to bear some of their experience throughout. Uh, I would say a years potentially decades been valuable experience products of services and actually turbocharge them for lack of a better word, >>mamma do large scale cloud transformation, innovation. This is a monumental challenge. How do you, but it's also a balancing act. How do you make sure that you are balancing the needs in adjacent areas like applications and onboarding and dev ops? How do you, >>so it's, it's really having that alignment and everyone understanding that this is a part of our corporate mission. We're trying to improve health care and reduce the cost, make it more affordable, improve people's lives. So all the teams that are leaders are coming together. Like you mentioned, we have a cloud tiger team and saying for my business unit or my application teams, these are the capabilities I need to support on AWS can do enterprise build up platform for me so I can focus on my business. So it's bringing people together, understanding where they are. Some application teams are more mature than others. Finding really ways to understand our internal customers. Also because we have many application teams and business divisions and having a process while working with, you can have application migration, we can help you migrate to the cloud, but that's not the goal. >>We want to help you understand the services you're using. It's enabling the application teams and providing them with a reference architecture or sometimes reference implementation team. We have a cloud enablement team for instance, where it's an internal consulting group where you go in and say, this is my application, helped me find the best way to move this application to cloud and the best way to improve it over time. So it's bringing everyone together and working closely with HR, the training teams, the vendor management teams, there's, it's almost everyone has to come together to scale this. If it's one team, it's easy to do it, but when you want to make it enterprise wide you have to really scale it and have the leaders aligned. Everyone contributing to it. It is all about alignment. >>It is. It is. It definitely is. Great. Yeah. Just wanted to comment earlier about the piece on security as well. Right, so we talked about, of course he talked about mama was talked about the service catalog, service introduction, so one of the things we do is as part of that alignment, getting everybody's thoughts in terms of how we see this working. Looking at that picture holistically, also looking at what is the, what is the consumer experience? Was the desired experience, is that how do we secure that? How do we make sure that it's frictionless and internally, how does that translate into all of the giving the developers freedom and having those guard but still having some guardrails in place as well as some comprehensive visibility and monitoring. There are about a good dozen services if not more, that provide different points of data metrics, alarms within AWS, but how do we do all of this at scale, at Anthem scale, and then back to the self service perspective. Not just enable security and as part of the organization to monitor, but how every part of the organization is accountable for ensuring security, be it an application team, be it part of the dev sec ops process, be at the networking teams, infrastructure teams, et cetera. So how is everybody informed and how do we bring that level of self service, not just from an application onboarding or migration perspective, but also from a security perspective. >>Yeah. Yeah. It's all about really enabling the application teams also because we can tell you you need to do these five things before you go to production, but if you don't know how to do them, you will not get to production. Instead of doing that, providing you some references, providing you have people you can talk to that can help you go through that. And everyone collaborating as let's help this application team get to production instead of we need to do these things before we approve you. Great. And they're from an alignment perspective. Again, we've gotten folks from cloud strategy, operating model and governance, architecture, um, operations, the actual network team, uh, in different parts of security. Yeah. Database of course, database, data, warehouses, et cetera. And then different parts of security, be it all the way from encryption, key management, the preventive side of things to more of the operational side as well. >>And how all of these folks come together with, if I may add some fantastic executive support on the end in front, um, across, across our board, um, to make things a reality. And I think it's been, we didn't, we didn't start with that model. We did that model out of necessity because when we started our cloud journey, we did have multiple teams taking care of their area. They did their job properly, but then there were some tickets waiting in queues. And it was when you look at the end to end process, it was slowing down the application teams. So we said, how do we help accelerate this stuff? Let's bring everyone together. Not, I did my work and I'm giving it to the next year, but let's collaborate and make sure we're doing the work as one team. >>Well, mama do. Sean, thank you so much. I've really fascinating conversation about re-imagining healthcare and how the cloud helps us do that. Thank you. Thank you so much for having us. Stay tuned for more of the cubes live coverage of the Accenture executive summit coming up in just a little bit.

>> Announcer: Live from Las Vegas, it's theCUBE. Covering Splunk.conf19, brought to you by Splunk. >> Okay, welcome back everyone. We are here inside for Splunk.conf, their 10th-year conference. We've been here seven years. I'm John Furrier, the host. Our next guest is Sherrie Caltagirone, founder and executive director of the Global Emancipation Network, a cutting-edge company and organization connecting different groups together to fight that battle combating human trafficking with the power of data analytics. We're in a digital world. Sherrie, thanks for coming in. >> Thank you so much for having me. >> So love your mission. This is really close to my heart in terms of what you're doing because with digital technologies, there's a unification theme here at Splunk, unifying data sets, you hear on the keynotes. You guys got a shout-out on the keynote, congratulations. >> Sherrie: We did, thank you. >> So unifying data can help fight cybersecurity, fight the bad guys, but also there's other areas where unification comes in. This is what you're doing. Take a minute to explain the Global Emancipation Network. >> Yeah, thank you. So what we do is we are a data analytics and intelligence nonprofit, dedicated to countering all forms of human trafficking, whether it's labor trafficking, sex trafficking, or any of the sub types, men, women, and children all over the world. So when you think about that, what that really means is that we interact with thousands of stakeholders across law enforcement, governments, nonprofits, academia, and then private sector as well. And all of those essentially act as data silos for human trafficking data. And when you think about that as trafficking as a data problem or you tackle it as a data problem, what that really means is that you have to have a technology and data-led solution in order to solve the problem. So that's really our mission here is to bring together all of those stakeholders, give them easy access to tools that can help improve their counter posture. >> And where are you guys based and how big is the organization? What's the status? Give a quick plug for where you guys are at and what the current focus is. >> Yeah, perfect, so I am based in San Luis Obispo, California. We have just started a brand new trafficking investigations hub out at Cal Poly there. They're a fantastic organization whose motto is learn by doing, and so we are taking the trafficking problem and the tangential other issues, so like we mentioned, cyber crime, wildlife trafficking, drugs trafficking, all of this sort of has a criminal convergence around it and applying technology, and particularly Splunk, to that. >> Yeah, and I just want to make a note 'cause I think it's important to mention. Cal Poly's doing some cutting-edge work. Alison Robinson, Bill Britton, who runs the program over there, they got a great organization. They're doing a lot of data-oriented from media analysis, data, big focus there. Cal Poly quite a big organization. >> They are, and they're doing some wonderful things. AWS just started an innovation hub called the DX Hub there that we are a part of, really trying to tackle these really meaty problems here that are very data-centric and technology-centric. And Cal Poly's the best place to do that. >> Great, let's get into some of the details. One of the things around the news, obviously seeing Mark Zuckerberg doing the tour, Capitol Hill, DC, Georgetown, free speech, data. Facebook has been kind of blamed for breaking democracy. At the same time, it's a platform. They don't consider themselves as an editorial outlet. My personal opinion, they are, but they hide behind that platform. So bad things have happened, good things can happen. So you're seeing technology kind of being pigeonholed as bad. Tech for bad, there's also a tech for good. Pat Gelsinger, the CEO of VMware, publicly said technology's neutral. We humans can shape it. So you guys are looking at it from shaping it for good. How are you doing it? What are some of the things that are going on technically from a business standpoint that is shaping and unifying the data? >> Yeah, I mean, it's absolutely certain that technology has facilitated human trafficking and other ills throughout the world. It's a way that people bring their product, in this case, sadly, human beings, to the market to reach buyers, right? And technology absolutely facilitates that. But, as you mentioned, we can use that against them. So actually here at Conf we are bringing together for a first time the partnership that we did with Splunk for Good, Accenture, and Global Emancipation Network to help automatically classify and score risky businesses, content, ads, and individuals there to help not only with mitigating risk and liability for the private sector, whether it's social media giants or if it's transportation, hospitality, you name it, but also help ease the burden of content moderators. And that's the other side of it. So when you live in this space day in and day out, you really exact a mental toll here. It's really damaging to the individual who sits and reads this material and views photos over and over again. So using technology is a way to automate some of those investigations, and the identification of that content could be helpful in a variety of ways. >> In a way, it's a whole other adversary formula to try to identify. One of the things that Splunk, as we've been here at Splunk Conference, they've been about data from day one. A lot of data and then grew from there, and they have this platform. It's a data problem, and so one of the things that we're seeing here is diverse data, getting at more data makes AI smarter, makes things smarter. But that's hard. Diverse data might be in different data sets or silos, different groups. Sharing data's important, so getting that diverse data, how difficult is it for you guys? Because the bad guys can hide. They're hiding in from Craigslist to social platforms. You name it, they're everywhere. How do you get the data? What's the cutting-edge ingestion? Where are the shadows? Where are the blind spots? How do you guys look at that? Because it's only getting bigger. >> Absolutely, so we do it through a variety of different ways. We absolutely see gathering and aggregating and machining data the most central thing to what we do at Global Emancipation Network. So we have a coalition, really, of organizations that we host their scrapers and crawlers on and we run it through our ingestion pipeline. And we are partnered with Microsoft and AWS to store that data, but everything goes through Splunk as well. So what is that data, really? It's data on the open web, it's on the deep web. We have partners as well who look at the dark web, too, so Recorded Future, who's here at Conf, DeepL as well. So there's lots of different things on that. Now, honestly, the data that's available on the internet is easy for us to get to. It's easy enough to create a scraper and crawler, to even create an authenticated scraper behind a paywall, right? The harder thing is those privately held data sets that are in all of those silos that are in a million different data formats with all kinds of different fields and whatnot. So that is where it's a little bit more of a manual lift. We're always looking at new technologies to machine PDFs and that sort of thing as well. >> One of the things that I love about this business we're on, the wave we're on, we're in a digital media business, is that we're in pursuit of the truth. Trust, truth is a big part of what we do. We talk to people, get the data. You guys are doing something really compelling. You're classifying evil. Okay, this is a topic of your talk track here. Classifying evil, combating human trafficking with the power of data analytics. This is actually super important. Could you share why, for people that aren't following inside the ropes of this problem, why is it such a big problem to classify evil? Why isn't it so easy to do? What's the big story? What should people know about this challenge? >> Yeah, well, human trafficking is actually the second-most profitable crime in the world. It's the fastest-growing crime. So our best estimates are that there's somewhere between 20 million and 45 million people currently enslaved around the world. That's a population the size of Spain. That's nothing that an individual, or even a small army of investigators can handle. And when you think about the content that each of those produce or the traffickers are producing in order to advertise the services of those, it's way beyond the ability of any one organization or even, like I said, an army of them, to manage. And so what we need to do then is to be able to find the signal in the noise here. And there is a lot of noise. Even if you're looking at sex trafficking, particularly, there's consensual sex work or there's other things that are a little bit more in that arena, but we want to find that that is actually engaging in human trafficking. The talk that you mentioned that we're doing is actually a fantastic use case. This is what we did with Splunk for Good and Accenture. We were actually looking at doing a deep dive into the illicit massage industry in the US, and there are likely over 10,000 illicit massage businesses in the US. And those businesses, massages and spas, that are actually just a front for being a brothel, essentially. And it generates $2 billion a year. We're talking about a major industry here, and in that is a very large component of human trafficking. There's a very clear pipeline between Korea, China, down to New York and then being placed there. So what we ended up needing to do then, and again, we were going across data silos here, looking at state-owned data, whether it was license applications, arrest filings, legal cases, that sort of thing, down into the textual advertisements, so doing NLP work with weighted lexicons and really assigning a risk score to individual massage businesses to massage therapist business owners and then, again, to that content. So looking, again, how can we create a classifier to identify evil? >> It's interesting, I think about when you're talking about this is a business. This is a business model, this business continuity. There's a supply chain. This is a bona fide, underground, or overt business process. >> Yeah, absolutely, and you're right on that too that it is actually overt because at this point, traffickers actually operate with impunity for the most part. So actually framing it that way, as a market economy, whether it's shadowy and a little bit more in the black market or completely out in the open, it really helps us frame our identification, how we can manage disruptions, who need to be the stakeholders at the table for us in order to have a wider impact rather than just whack-a-mole. >> I was just talking with Sonia, one of our producers, around inclusiveness and this is so obviously a human passion issue. Why don't we just solve it? I mean, why doesn't someone like the elite class or world organization, just Davos, and people just say they're staring at this problem. Why don't they just say, "Hey, this is evil. "Let's just get rid of it." What's the-- >> Well, we're working on it, John, but the good thing is, and you're absolutely right, that there are a number of organizations who are actually working on it. So not just us, there's some other amazing nonprofits. But the tech sector's actually starting to come to the table as well, whether it's Splunk, it's Microsoft, it's AWS, it's Intel, IBM, Accenture. People are really waking up to how damaging this actually is, the impact that it has on GDP, the way that we're particularly needing to protect vulnerable populations, LGBTQ youth, children in foster care, indigenous populations, refugees, conflict zones. So you're absolutely right. I think, given the right tools and technology, and the awareness that needs to happen on the global stage, we will be able to significantly shrink this problem. >> It's classic arbitrage. If I'm a bad guy, you take advantage of the systematic problems of what's in place, so the current situation. Sounds like siloed groups somewhat funded, not mega-funded. This group over here, disconnect between communications. So you guys are, from what I could tell, pulling everyone together to kind of create a control plane of data to share information to kind of get a more holistic view of everything. >> Yeah, that's exactly it. Trying to do it at scale, at that. So I mentioned that at first we were looking at the illicit massage sector. We're moving over to the social media to look again at the recruitment side and content. And the financial sector is really the common thread that runs through all of it. So being able to identify, taking it back to a general use case here from cyber security, just indicators as well, indicators of compromise, but in our case, these are just words and lexicons, dollar values, things like that, down to behavioral analytics and patterns of behavior, whether people are moving, operating as call centers, network-like behavior, things that are really indicative of trafficking. And making sure that all of those silos understand that, are sharing the data they can, that's not overly sensitive, and making sure that we work together. >> Sherrie, you mentioned AWS. Teresa Carlson, I know she's super passionate about this. She's a leader. Cal Poly, we mentioned that. Splunk, you mentioned, how is Splunk involved? Are they the core technology behind this? Are they powering the-- >> They are, yeah, Splunk was actually with us from day one. We sat at a meeting, actually, at Microsoft and we were really just white boarding. What does this look like? How can we bring Splunk to bear on this problem? And so Splunk for Good, we're part of their pledge, the $10 million pledge over 10 years, and it's been amazing. So after we ingest all of our data, no matter what the data source is, whatever it looks like, and we deal with the ugliest and most unstructured data ever, and Splunk is really the only tool that we looked at that was able to deal with that. So everything goes through Splunk. From there, we're doing a series of external API calls that can really help us enrich that data, add correlations, whether it's spatial data, network analysis, cryptocurrency analysis, public records look-ups, a variety of things. But Splunk is at the heart. >> So I got to ask you, honestly, as this new architecture comes into play for attacking this big problem that you guys are doing, as someone who's not involved in that area, I get wow, spooked out by that. I'm like, "Wow, this is really bad." How can people help? What can people do either in their daily lives, whether it's how they handle their data, observations, donations, involvement? How do people get involved? What do you guys see as some areas that could be collaborating with? What do you guys need? How do people get involved? >> Yeah, one that's big for me is I would love to be able to sit in an interview like this, or go about my daily life, and know that what I am wearing or the things that I'm interacting with, my phone, my computer, weren't built from the hands of slave labor. And at this point, I really can't. So one thing that everybody can do is demand of the people that they are purchasing from that they're doing so in a socially viable and responsible way. So looking at supply chain management as well, and auditing specifically for human trafficking. We have sort of the certified, fair-trade certified organic seals. We need something like that for human trafficking. And that's something that we, the people, can demand. >> I think you're on the right track with that. I see a big business model wave where consumer purchasing power can be shifted to people who make the investments in those areas. So I think it's a big opportunity. It's kind of a new e-commerce, data-driven, social-impact-oriented economy. >> Yep, and you can see more and more, investment firms are becoming more interested in making socially responsible investments. And we just heard Splunk announce their $100 million social innovation fund as well. And I'm sure that human trafficking is going to be part of that awareness. >> Well, I'll tell you one of the things that's inspirational to me personally is that you're starting to see power and money come into helping these causes. My friend, Scott Tierney, just started a venture capital firm called Valo Ventures in Palo Alto. And they're for-profit, social impact investors. So they see a business model shift where people are getting behind these new things. I think your work is awesome, thank you. >> Yeah, thank you so much, I appreciate it. >> Thanks for coming on. Congratulations on the shout-out on the keynote. Appreciate it. The Global Emancipation Network, check them out. They're in San Luis Obispo, California. Get involved. This is theCUBE with bringing you the signal from the noise here at .conf. I'm John Furrier, back with more after this short break. (upbeat music)

>> Live (lively music) from Las Vegas it's the Cube covering the AWS Accenture Executive Summit. Brought to you by Accenture. >> Welcome back everyone to The Cube's live coverage of the AWS Executive Summit I'm your host Rebecca Knight. We have two guests for this segment we have Chad Duncan, Managing Director of Financial Services Technology Advisory Cloud Lead North America at Accenture, it's quite a long title. (laughs) And Jim Good, Senior Director Product and Portfolio Delivery at Capital One. Thank you both so much for coming on the show. >> Thanks for having us. >> Thank you. >> So we're talking today about Capital One's migration to the Cloud, but Jim, let's start out with Capital One the bank and why moving to the Cloud was a business imperative for you. >> Essentially, as we look at Capital One, we have national reach and in credit cards, people are very familiar with that, but we also wanted national reach in banking services too. And the approach we're using is not to go the old fashioned way, bricks and mortar, but it's to actually go more into the way people like to interact with their financial services partners and that's through mobile devices. And the only way to really get the kind of innovation you need, and to get the features to customers that they want on a regular basis is to be a very nimble, and use strategies like DevOps, et cetera. And the Cloud really puts us in the position to do that. By the dynamic provisioning of infrastructure, all the different things that our Agile practices can take advantage of so that we can regularly deliver new features to customers that they want. >> So, Agile delivery, you mentioned Agile. What is it about Capital One's culture in terms of it's approach to innovation that sort of enables that? >> Well we've adopted Agile a number of years ago and this is something where we'd like to really empower teams to work with the business to deliver these features on a recurring basis, regular releases. That's ingrained in our culture. I don't think we'd be able to actually do this Cloud migration without that structure because the teams themselves are doing the work. The teams themselves now have control over the infrastructure. No more centralized group doing all the work for them. It's really distributed to the teams. And so that's really become what's expected of our teams that they can actually deploy when they need to and actually build as needed. Again, without the Cloud, without the AWS services that we're using, we simply would not be able to realize that and the teams could not innovate the way that they are. >> Chad, in terms of you, you've been working with Capital One for a few years now on this migration. What would you say about this company and about how it's migration has gone? >> Their innovation strategy right? They want to be innovative, you heard Jim talk a little bit about that just now, and how they go to market for their customers. How they create new service offerings for their customers. Be their new cafes. Right? They don't have typical branches. You walk into a cafe, you can get a cup of coffee, yes there's financial advisors in there, but that's not the main focus it's not walking into a traditional branch bank. So taking that, if you think about that theme across all of their different product sets, and being able to very quickly and iteratively roll out new products to the market, and services that customers are desiring and really kind of being a disruptor in the industry. Frankly, is the approach that they're taking. >> And is Accenture says, we are living in this age of epic disruption so >> Epic disruption. >> (laughing) Exactly. So Jim, one of the challenges in the migrating legacy platforms is this lack of megadata metadata, I'm sorry. (laughs) Megadata. >> There's megadata. >> There is megadata. >> (laughing) I think we need the aid of the U.S. house bans to talk about that. >> The mega needs meta. (all laughing) >> But this lack of metadata, so how do you overcome that obstacle? >> Well it's been one of the more challenging things that we face. We have a lot of legacy systems that we're kind of unwinding and migrating to the cloud. We're building new platforms for those new services of those. There's been a lot of rolling up the sleeves work just to understand what all this is the old fashioned way. But, what we're really able to do now because as we move things to the Cloud as we move new applications to the Cloud, we're able to use information that's now available to us that was not available to us before. VPC Flow Logs for example, from Amazon, allow us to know what are the connections between all these different services, and we've been able to use some of their tools and other tools that we've developed internally to start to visualize this in a much better way. Would not have been able to do that in our legacy setup. And so this is something that now we're actually using to aid the migrations, to understand how things connect in a much better way. And really, looking forward, we're in a much better place and we now know what we have, and we're able to track it very well. >> So Chad, Capital One is making it sound like it is pretty easy, (laughing) but we know that moving to the Cloud is actually really hard for so many financial institutions. Why has Capital One been able to succeed at a time when so many other banks are really struggling to do this? >> Yeah, I think about it in a couple of ways. They're not afraid to lead and innovate and fail fast, right? So you get out there, you talked about an MVP, and how you would stand up a new surface offering, or one of the applications in the cloud, right? Go ahead and do that, get some momentum, get people excited about the progress that's being made. That's one thing. And really understanding that security shouldn't be an issue, right? There's ways to secure your data in the Cloud. You can run core banking in the Cloud, Capital One's doing that, right? So, there's things like that that some other institutions sort of have analysis paralysis and they're like, "Well I don't know if I can secure my data, "I don't know if I can get the throughput that I need." The data latency may be an issue for banking and really bring the right architects to the table and do that. Capital one did a great job from the beginning of getting their people trained and certified in the Cloud technologies. A lot, mostly with AWS, right? Frankly. And really making that a culture of their organization. They don't consider themselves a financial services institution really. They consider themselves a technology company. >> Yep. >> And that's the culture. When you walk into a Capital One building, not a bank ... >> A Pete's cafe. (laughs) Right? Yeah. >> People center. >> The center, yes right, and headquarters building. You feel like you're walking through a technology company. You don't feel like you're in a bank. And setting that culture and that expectation with all of the Capital One associates I think is a huge key to your success and how you guys were able to get everybody on board. >> Yes. >> You had your CEO your CIO all talking about we're moving to Cloud. We're going to close our data centers. We're going to be all-in in public Cloud and that's the marching orders. And that's the drum beat, right? And you kind of feel that when you're there. >> And also from our inception, we've been a test and learn company and culture. That is what we have built Capital One on is finding out what customers really want, responding to that and iterating, and iterating, and iterating in different offerings. And it's no different with how we've approached our migration to the Cloud. We're going to set the minimum viable product as far as outcomes are concerned. We're going to test and learn, test and learn, test and learn. We learn from those, it's the fail fast kind of mentality, and we learn from some of those failures and adjust. And it's been, again, it really does fit our culture very well historically. >> And that's how, because there are so many trade-offs involved when you're thinking about these things. And is that how you sort of stick with the minimum viable product? This test and learn ethos? >> Well the test and learn is a way to get there. The minimum viable product is like this is our goal let's kind of be focused there so we can get to that. It takes some discipline to be able to say no there's shiny objects over here and over here, but if we go that way it's going to take us a little bit off track. So we spend a lot of time discussing what is MVP for the migration, for an application, whatever it might be, and sticking to that and making sure we stay true to that. So we have regular reviews at a team level, at a program level, to make sure we're staying the course and driving toward that. >> And that's critical. So many of our customers think they have to have it all thought out, all planned out, the entire strategy, all of the different dependencies mapped out, how we're going to develop this in the Cloud and they never get anywhere. Because you can't absorb all of that at once. So you start small, you gain, you iterate, and you go from there. >> When you're talking about getting inside the brains of customers and figuring out what they want and then delivering that, when we think about the bank of the future Capital One has this digital first strategy, what do you envision? For how people will interact with their financial services institution? >> Well I have four kids and they're all in their 20s and so I observe them a lot and I learn from them a lot and I can see what people want to do. They want to use their mobile devices. That's what they want to be able to do. They want to have access to their information at their fingertips, when they want it. The cafes Chad mentioned are kind of our big step toward, it's an educational offering more than anything else. Like here's how you can do that, here's the things you can do with this. It's not a sales oriented thing, it's an educational oriented thing so people can understand what tools they have available, understand what products we have available to help them, and then go about their lives the way they want. >> Great. What are some of the most exciting applications coming down the pipeline in terms of this new way of banking that Capital One is showing us? >> Do you want to take this one? >> We've actually built our primary customer servicing application that our customers use every day native in the Cloud. And we're continuing to iterate on that so I think you don't have to look much further than our mobile app to see what we're super excited about and what we already offer to folks. And again, that's been enabled by our migration to the Cloud so it's going to continue to iterate, we continue to learn from our customers what they want, what new features they want, we continue to build those out. >> Great. >> And even from a call center perspective you guys are using Amazon connect, right? >> Yes we are. >> To man your call centers and that has enabled a different way to interact with the customer. You have more data at your fingertips. You're learning some of the patterns from your customer calls in a way that you've not been able to do that in the past. So enabling some of that data is also been effective and kind of servicing those accounts and having that very good interaction with your customer. >> Great. Chad, Jim, thank you so much for coming on the show it was really fun. >> Thank you. >> Thank you. Thanks. >> I'm Rebecca Knight, we will have more of the Cube's live coverage of the AWS Executive Summit coming up in just a little bit. (lively music)

>> From Boston Massachusetts, it's The Cube! Covering LiveWorx 18. Brought to you by PTC. >> Welcome to Boston everybody. You're watching The Cube, the leader in live tech coverage. And we're here with a special presentation in coverage of the LiveWorx show sponsored by PTC of Needham, soon to be of Boston. My name is Dave Vellante. I'm here with my co-host Stu Miniman. And Stu, this is quite a show. There's 6,000 people here. Jim Heppelmann this morning was up giving the keynote. PTC is a company that kind of hit the doldrums in the early 2000s. A company that as manufacturing moved offshore, its core business was CAD software for manufacturers, and it went through a pretty dramatic transformation that we're going to be talking about today. Well, fast forward 10 years, 12 years, 15 years on, this company is smokin, the stock's up 50 percent this year. They got a billion dollars plus in revenue. They're growing at 10 to 15 percent a year. They've shifted their software business from a perpetual software license to a recurring revenue model. And they're booming. And we're here at the original site of The Cube, as you remember well in 2010, the Boston Convention Center down at the seaport. And Stu, what are your initial impressions of LiveWorx? >> Yeah, it's great to be here, Dave. Good to be here with you and they dub this the largest digital transformation conference in the world. (laughing) So, I mean, Dave, you and I have been to much bigger conferences and we've been to a lot of conferences that are talking about digital transformation. But, IOT, AI, Augmented Reality, Block Chain, Robotics, all of these things really are about software, it's about digital transformation, and a really interesting space as you mentioned kind of the legacy of PTC. I have been around long enough. I remember when we used to call them Parametric Technologies. They kind of rebranded themselves as PTC. Windchill brings back some memories for me. When I worked for a high tech manufacturing company, it was that's the life cycle management tool that we used back in the early 2000s. So, I had a little bit of background in them. And, as you said, they're based in Needham, and they're moving to the Seaport. Hot area, especially, as we've said Dave, Boston has the opportunity to be the hub of IOT. And it's companies like PTC that are going to help bring those partnerships and lots of companies to an event like this. >> Well PTC has always been an inquisitive company, as you were pointing out to me off camera. They brought Prime Computer, Computer Vision. A number of acquisitions that they made back in the late 90s, which essentially didn't pan out the way they had hoped. But now again, fast forward to the modern era, Jim Heppelmann came in I think around 2010, exceeded ThingWorx, a company called Cold Light, Kept Ware is another company that they purchased. And took these really sort of independent software components and put them together and created a platform. Everybody talks about platform. We'll be talking about that a lot today, where the number of customers and partners of PTC. And we even have some folks from PTC on. But, basically, talking about digital transformation earlier, Stu, IOT is a huge tailwind for a company like PTC. But they had to really deliberately pivot to take advantage of this market. And if you think about it, yes, it's about connecting and instrumenting devices and machines, it's about reaching them, creating whatever wireless connections. But it's also about the data. We talk about that all the time. And constructing data that goes from edge to core, and even into the cloud, whether that cloud's on prem or in the data center. So you're seeing the transformation of this company. Obviously, I talked about some of the financials. We'll go into some of that. But an evolving ecosystem we heard Accenture's here, Infosys is here, Deloitte is here. As I like to say, the SI's like to eat at the trough. If the SI's are here, that means there's money here, right? >> Yeah Dave and actually a number that jumped out at me when Microsoft was up on stage, and it wasn't that Microsoft is investing five billion dollars in diode, the number that caught my ear was the 20 to 25 partners that it takes to deploy a single IOT solution. So, anybody that's been in tech for a long time, when you see these complicated stack solutions, the SIs need to be here. It takes a long time to work through them, and integration is a big challenge. How do I get all of these pieces together? It's not something that I just tit buy off the shelf. It's not shrink wrap software. This is complicated solution. It is very fragmented in how we make them up. Very specific to the industry that we're building, so really fascinating stuff that's going on. But we are still very early in the life-cycle of IOT. Huge, huge, huge opportunities but big players like Microsoft, like Google, like Amazon are going to be here making sure that they're going to simplify that environment over time. Huge, you know Dave, what's the original forecast I think we did at Wiki Bon, was a 1.2 trillion dollar opportunity, which most of that, that was actually for the industrial Internet, which is not the commercial things that we think about all the time, when we talk about the home sensors and some of the things, some of the consumer stuff, but also the industrial here. >> Well, I think a couple of key points that you're making here. First of all, the market is absolutely enormous. It's almost impossible to size. I mean you're talking about a trillion dollars in sort of spending on hardware, software, services, virtually everything. But to your point, Stu. It's highly highly fragmented, virtually every industry. And a lot of different segmented technologies. But it's also important to point out this is the mashing together of operations technology, OT with Information Technology, IT, and those four leading companies IT is actually leaning in and embracing this notion of edge, computing, and IOT. Now, I wouldn't even say that IT and OT are Hatfield and McCoy's. They're not. They're parts of the organization that don't talk to each other. So they are cultural differences. They use different languages. They think differently. One is largely engineers who make machines work. The other IT guys, which we obviously know what they do, they keep information technology systems running. They deploy a lot of new IT projects. So, really different worlds that have to start coming together. Jim Heppelmann today I thought did a really good job in his keynote. He talked about innovation. Usually you start with okay we're here at point A, we want to go here. We want to get to point B. And we're going to take a straight line and have a bunch of linear steps and milestones to get there. He pointed out that innovation today is really sort of a non-linear process. And he talked about the combinatorial effects of really three things. Machines, or the physical, computers and humans. Machines are strong, they can do heavy lifting. Computers are fast, and they can do repetitive tasks very accurately. And humans are creative. And he talked about innovation in this new world coming together by combining those three aspects, finding new ways to attack problems, to solve nature's challenges. And bringing nature into that problem solving. He gave a lot of examples of how mother nature mimicking mother nature is now possible with AI and other technologies. Pretty cool. >> Yeah, absolutely Dave. I'm sure we'll be talking a lot today about the fourth Industrial Revolution. A lot of discussion as to what jobs are Robots going to take. I look around the show floor here and there's a lot of cool robotics going on. But as Eric Manou said and Aaron McAfee, the folks from MIT that we've interviewed a couple of times talked about the second machine age. Really the marring of people and machines that are going to be powerful. And absolutely Jim Heppelmann talked about that a lot. It's humans, it's physical, and it's digital. Putting those together and then, the other thing that he talked about is we're talking a lot about voice lightly with all of these assistants, but, you're really limited as to how much input and how fast you can take information in from an auditory standpoint. I mean, I know that I listen to podcasts at 1.5 to 2 X to try to get more information in faster, but it is sight that we're going to get 80 percent of the information in, and therefore, it's the VR and AR that are huge opportunities. I know when I've been talking to some of the large manufacturers, what they used to have in written documentations and then they went digital with, they're now getting you inside to be able to configure the systems with the hollow lens, or some of the AR headsets, the VR headsets, to be able to play with that. So, we're really early but excited to see where this technology has come so far. >> Yeah, we're seeing a lot of practical applications of VR and AR. We go to a lot of these shows and they'll have the demos, and you go, okay, what will I do with this? Well, you're really seeing here at LiveWorx some of the things you actually can do. One good example I thought they did was BEA Systems up in Nashua, actually showing the folks that are doing the manufacturing, little tutorial in how to do that. We're going to see some surgical examples today. Remote surgery. There are thousands, literally thousands of examples. In the time we have remaining, I want to just do the rundown on PTC. Cause it really is quite an amazing transformation story. You're talking about a company with 1.1 billion dollars in revenue. Their aspiration is by 2021 to be a two billion dollar company. They're growing at ten percent a year, their software business has grown at 12 to 15 percent a year. 15 percent is that annual recurring revenue. So this is an example of a company that has successfully shifted from that perpetual model to that recurring model. They got 200 million dollars this year in free cash flow. Their stock, as I said, is up 50 percent this year. They got 350 million dollars in cash, but they just got a billion dollar investment from Rockwell Automation that took about 8.4 percent of the company given them an implied evaluation of almost 11 billion dollars, which has got a little uplift from the stock market there. They're selling a lot of seven figure deals. Really, the core is manufacturing product life-cycle management, CAD. That's the stuff that we know PTC well from. And I talked about some of those acquisitions that they made. They sell products like Creo, which is their 3D CAD software. I think they're on Rev five or six by now. So they've taken their sort of legacy software and sort of updated that for the digital world. >> Yep ,it is version five that they were just announced today. Talking about really the 3D effort they're doing there. Some partnerships around it, and like every other software Dave that we've been hearing about AI is getting infused in here because with so many devices and so much data, we really need the machines to help us process that and do things that humans can't keep up with. >> And the ecosystem's grown. This is a complicated marketplace. If you look at the Gartner Magic Quadrant, there is no leader, even though PTC is the leader. But there is no leader. They're all sort of in the lower right, PTC is up highest. GE is interestingly is not in there, because it doesn't have an on prem solution. I don't know why GE doesn't have an on prem solution. And I don't know why they're not in there. >> Is there another version of the magic quadrant that includes the Amazons and GEs of the world? >> I don't know. So that's kind of interesting. We'll try to unpack that as we go on here. PTC announced today a relationship with a company called Ansys, which does simulation software. Normally, simulation comes sort of after the design. They're bringing those two worlds together. The CAD design piece and the simulation piece, sort of closer to real time. So, there's a lot of stuff going on. As you said, it's data, analytics, edge computing. It's cloud, it's on prim, it's block chain for security. We haven't talked about security. A lot bigger threat metrix, so block chain comes into play. >> Yeah, Dave. I saw a great joke. Do you realize that the S in IOT stands for security? Did you know that? (laughing) Oh wait, there's no S in IOT. Well, that's the point. >> All right, good. So Stu and I will be here all day today. This is actually a three day conference. The Cube will only be there for day one. Keep right there everybody. And we'll be right back. You're watching The Cube, Live from Liveworx in Boston. (upbeat music)

>> Hey, welcome back everybody Jeff Frick here with theCUBE, we're downtown San Francisco, the Hotel Nikko, it's International Women's Day, March 8th, there's stuff going on all around the world, but we're excited to be here at the Accenture event, about 400 people, a lot of great panels, some familiar faces, some new faces, and one of those familiar faces joins us in the next segment. He's Marc Carrel, from Accenture, great to see you. >> Great to see you too. >> And a new face, Mary Hamilton, managing director also from Accenture Labs. Mary, great to see you. >> Great to see you too. >> So, first things, just kind of impressions of this event. I don't know if you did it last year, we weren't here, you know, there's a lot of energy, kind of, initial takeaways from some of the early panels. >> I mean, the energy is there, I mean, definitely last year we were here, I mean we do that every year for sure, and last year it was amazing as well, but I think this year is even bigger than we had last year. We have a kind of a hub and spokesmen of our organization where we have also our top leadership to go from different cities and then we celebrate all over the world. So this year the hub is here, and that's the reason why there's so much buzz and so much excitement. So that's pretty cool. >> Yeah, all of our leadership is here, and just phenomenal guests, um, from, yeah, we really aim for diversity, even not just gender diversity but diversity across all of our different panelists, you know, kind of thing they're thinking about, the way they're thinking about diversity, um, and you know, for me just some of those takeaways, you know, Vivian Ming, her point was when she showed up um, and, is there a difference between how men and women are treated? When she showed up as herself, as she is today, as a woman, she said she's never been asked a math question since. And that just blew me away that it's so black and white and they're really you know, from someone who's lived on both sides, there really is a difference. >> Right, right. So what are the topics? You guys are involved in Labs, is innovation, right? So there's digital transformation, yeah yeah yeah yeah yeah, but really innovation is kind of a more concrete thing that people are trying to achieve. And you guys are a big part of that at Labs, diversity is a big part of being more innovative. >> It's critical. >> So how do you guys see it in your customer base, and how do you see it within the work that you guys do within your own department at the Labs group? >> Well, I'll start, just, you know, you think about innovation that taps diversity is stronger innovation. Right? Our clients are delivering products and services to a diverse audience. And as we serve our clients and try to help them transform and be more digital, we have to reflect, the consumers or the buyers, for their products. And if we don't have that diversity, we're not going to deliver the right kinds of innovation. >> Right. >> I think Mary is absolutely right. And then what's very important to us is that we absolutely demonstrate that through numbers. So, you know, we have like seven labs, two of our leaders are women from those labs, we have five research domains, out of the five research domains, three out of the five are lead by women. >> Right. >> And I think that's pretty amazing. Now you see that from an organization's perspective. But I think if you look at who are the researchers, the most prolific that we have in the labs, from the few hundred people that we have, they're women. Hands down. And I'm going to give you some numbers which is again amazing, we are again publishing about 2,000 patents. I mean from the labs, since we exist. More than thirty eight percent have been driven by women. And then our most prolific labber is a woman. She has many of her, 124 applications and patents. How about that? I mean, she's amazing. >> Well drive is such an important piece, which is one of my favorite quotes. "In God we trust, but everybody else better bring data." Right? So if you don't apply data, if you don't measure the data, and you don't actually put in processes to specifically address the problem, it's just conversation, right? It's just interesting words. >> Absolutely, Jeff. And I think Mary will share with you, I mean also we're putting a process and an approach, a culture that is really changing the mind. >> Yeah. We focus on programs, not just at the junior level of recruiting, we do spend a lot of time and effort on getting out where women are, so we do things like Grace Hopper. We invest a lot to go to Grace Hopper and meet those technical women, we do things with women who code, with girls who code, what's the pipeline going to look like? But then once we have them in, how do we retain them? And so we've created a community and a network where we do a number of things. We mentor them, we create external networks, we create internal networks, we create kind of a social space, a safe social space, where you can bring up questions like "what should I wear to International Women's Day?", without having to feel awkward about asking those kind of things. We create a community that empowers and makes people feel comfortable. >> And do the clients get now that for whatever good, bad or otherwise they just need more good people. I mean we can't just not pull from the greatest population of good people that you can pull from. >> Absolutely, you're absolutely right. And I think another aspect from what I see what's happening in the lab, and I think Mary is a great example of that, we're looking at raw morals. Like, amazing woman like Mary, that is going to be driving, basically striving, and showing our people that you can really have a fantastic capacity as a technology person in the lab and in the Accenture organization overall. And that is very, very important for us. >> Yeah, and for me I'm not just a technologist but I'm also a mother of three small kids and I try to bring that to work, right? I try to show people, you know, I'm not just taking the hardcore path, I'm balancing a family I'm doing all these things that probably the rest of you are trying to do too and I let it show. Right? This is hard, how can I help you, here's what I'm going through, here are the challenges I'm facing, and try to bring others along too. >> So funny I did an interview years ago at an IBM event and there was a great women who was from an HR kind of consultative background, and she said, "You know, we spent all this time trying to find these great people, that have all these great attributes, and then we bring them in and then we just like give them the compliance manual, now you need to not be you, the mom, you've just got to be this little machine." And that's really not the way anymore, not at all. >> And credit to our leadership, to Marc, to Paul, Ellen, all the way up, right? There's true support for being truly human, bringing yourself to the workplace, and they do support it, they encourage it, right? And I think that that culturally seeps in to how we bring diversity to innovation too, right? It's bring your whole self to how you think about innovation. When we're hiring, I mean, I have a great example, I had a client come visit us, and he's been a strong supporter of us within his client space, and he came in and we were talking about you know, his work, and then I took him out to meet the team that was building the proof of concept for him, some tangential areas, and he met people from not just men and women, you know, diverse, but also different backgrounds, engineers, researchers, businessfolks, he met people from all kinds of backgrounds around the world. And he was able to have conversations about sports science, cricket, extended reality, and bring all those conversations back and at the end of his meeting he said "I was just floored at how many engaged conversations I was able to have with different people and the diversity of your workforce." And it's not just male female, right? You need that broad spectrum diversity to fuel innovation. >> Right. >> So -- >> Go ahead. >> Go ahead, Mark. Oh, I was just going to say, so, you know obviously it's a feel-good day today, it's feel-good place right here, but what are some of the significant, is it just execution or are there still some big hurdles that we have to overcome? Let's see, Mary, from your perspective. Marc's got it all figured out so we don't have to worry about him. >> Well, yeah, I mean there absolutely are, right? There is a pipeline problem, there is pipeline problem both from girls in STEM, coming up, right, what culturally we're telling girls and then there's a pipeline problem for, you know, we need to hire today. And I'm actually on the board of Women Who Code because I'm so passionate about their mission is, let's get women to understand that technology is approachable. That it is for all of us. >> Right. >> There's so many, the spectrum of what you can do with technology is so broad and so really if you think about it it's so appealing to so many women if you hit the right focus for them, then I think we can bring more women into tech even now, right? We don't have to wait for the pipe, we have to work on the pipeline, but we don't have to wait for it. We can start now. >> It's great, we do stuff with girls in tech and girls who code and obviously your Grace Hopper too. So you saw, just basing on her name, the gal that got the keynote, from uh, from the UK, who was basically, you know, at her last nickel with her kids, the poorest, homeless, and she learned how to code. And I dunno how old she was but she wasn't -- >> And we have so many stories of women who code. It turns their life around. And maybe the Tech For Good. >> Yeah, I think that's interesting, I mean also the nature of some of the projects we're doing also are driving women to be involved in this project. Do you know what is Tech For Good? I think I discussed that with you for some of these interviews. >> Yes. >> Where we're using technology and innovation to bring change to the world and the society and everything. We really believe, and we're not the only ones who believe that, you know, I mean, there are CEOs from other organizations that believe that, like, women are really on track today to build solutions or projects, with meaningful projects that really have purpose. That are meaningful to the society. And so Tech For Good, that we have launched, first of all got an incredible success, not only within the firm but outside of the firm, and the second thing is that it attracted tons of women talents. They love these kind of things. And then because they loved that, they want to stick with Accenture, and they, you couldn't describe it. >> Yeah, I mean, you get both sides of the coin. You're doing things that are empowering women in many cases, a lot of the projects we're doing. >> Right, right. And then that's also attracting women because we're excited about betterment of society and humanity and -- >> It's interesting, you know I got to give a lot of credit to kind of the younger generation coming up in terms of the prioritization of purpose within their hierarchy in deciding what to do, what companies to work for, how to spend their time, you know, it's very different than when we were, we didn't think about purpose, was trying to get a good job. Pay off the mortgage and then get a car. They don't want a car, they don't want a mortgage, they just want to do good. >> Absolutely, and I'll tell you something Jeff, I mean it's just like the Tech For Good I was just discussing with Mike Sutcliff before that, our chief officer of Accenture, and I was telling him that Tech For Good, the reason why we decided to do the Tech For Good and lab, talking to my leaders and everything is just like because my kids come to me and say "Hey Dad, you have the best job in the firm now, I mean, you need to do something with it." And so obviously we had to do some Tech For Good things. That's it. >> I love it. Alright, we're running out of time so I'll give you the last word, if when we come back a year from now, I'll probably see you in a month since I see you all the time. But a year from now at International Women's Day what are you working on, what are your priorities, how does this integrate into what you guys are doing at Labs, in your brand new space, by the way. >> Yeah, yeah. I mean part of the mission in that brand new space is to create these accidental collisions, right? >> Accidental collisions? >> Collaborative collisions I should say. (laughter) >> I was like, I love that term. >> No, we're not just colliding with each other. We're collaborating in these collisions. >> When atoms collide big things happen, right? >> Exactly. >> I'm sorry, knocked your train of thought. >> No, no, no, that's perfect. Um, and I think that whole mission is about how to create that diversity of thought. How do we bring people together that wouldn't have collaborated in the past? So my mission as we're moving into that new space, is to get my labbers, who are, you know, we're on our own little floor doing our own little thing, to expand our horizons, right? To think about diversity across the spectrum, how are we going to work with other groups, how are we going to bring different pieces to the innovation? So I hope we can reflect than even as we come back next year to this program. >> Great, alright. >> And my job is really to, I mean, as a, to pile on what Mary says, like, I'm going to continue stretching the limit of others' research. Because I think that there's nothing better than to do that hard research to solve that hard problem to elevate our people. And to be honest whether it's woman or man, they're all labbers, they're all part of our family, and there's no better, basically, reward for you to see these people, basically shining and explaining their passion to our clients, changes society and everything. That's what we got to do. >> Love the passion Marc, Mary, it's always great to catch up. >> It's great to see you. (soft music)