>>Hey, everyone, welcome back to the cubes on the ground. Coverage of Pedro Duty Summit 22. I'm your host, Lisa Martin. I'm very excited to be joined by Manjula Toleration, the S VP and chief customer officer at page duty. Welcome to the programme. >>Thank you, Lisa. It's great to have chatted with you this morning as well, >>isn't it? I have had the great fortune of watching her fireside chat. That Mandela did, um, with is the logic monitor that was >>she of logic. >>And I thought, She's got great energy. We're gonna have a great conversation. So let's talk about the customer experience these days. One of the things I think that's been very, very short supply in the pandemic is patience. I know it's been in short supply with me and, of course, in our consumer lives in our business lives. The customer experience, though, has been something that every company needs to really pin their businesses on. Because if it's not a good customer experience, that customer goes right to social media. They churn. They leave, but they take others down with them. Talk to me about how the customer experience fits into this year's summit. Especially for this, we have to be ready for everything in a digital world environment. >>I love this question, and I reason I love this question is I even look at my own behaviour. But before we get into that, let's talk about data. I'm just reading an article. Mackenzie did a survey. Did you know that from pre covid to today customer interactions that have moved to digital are from 41% to 65%? That's exponential. That's huge. And guess what? We've all got impatient. You become like our kids, and I think about myself as an individual. If I need tied right now to do my laundry, I need it right now. So if I go to Costco website to order it so that it can get delivered in the next hour, and even if there's a second glitch on it, I'll swap over to Amazon and I'll swap over to target. That's what's happening in real world, whether it be to see or it's b to B, and why is it important to the points we are making in terms of ready for anything in the world of digital everything. It's important because customers are impatient. It's a digital world. I don't walk into the store to do any interactions anymore. And the reality of all of this is it's grounded on trust. Customers have to trust you and the window of choice not only in the B two b, but a lot in the enterprise and the B to B world. It's about trust, right? And what does pager duty do? Pager duty is at the heart of this pager. Duty is at the heart of making every second matter, and every second is equal to money. Absolutely. And it's about customer experience. And it isn't about just the experience where of an employee who may not sleep at night because they got a disruption due to an incident which is also super important during the mass resignation. But it is also about the CEO agenda and the boardroom, because how our CEO s driving customer trust in order to keep customers and drive this new era of digital everything as digital transformation is occurring. Well, >>I know patriarchy was doing that. I had the chance to watch um, CEO Jennifer to, uh, fireside chat, her keynote, and then her fireside chat with the CEO of Doc, You Sign And you. The Storey was very bidirectional, very symbiotic in terms of the trust that he has in Houston and Austin has and Pedro duty. But talk to me as the chief customer officer. What is it that's unique about how patriarchy works with its customers? 21,000 plus now to build and maintain that trust, especially in such volatile times? >>You know what is really cool? I joined page duty a little less than two years ago. In the next few days, it'll be two years now. What do I find exciting as a chief customer officer and the go to market teams differentiation versus other customers? We had a born SAS company and what do we have access to form our customers? We have access to their operations data and that combination of our core values that is championing the customer and the data science that we have about how customers are using our data is a differentiation. That's the magic. So if you think about why pager duty is bringing this level of trust to the customers, it's because we know how many and let's take an example. Employee retention, mass resignation. We know which employee was called. How many times at night during an outage. Can we give that guidance to managers and leaders in order to drive that trust? Absolutely. And on the other hand, we are driving amazing return on investment at the executive levels for the customer experience that they are driving. So Peter Duty is becoming the trusted advisor all the way from practitioners, where we are improving their work life balance to the executive levels, >>improving work. Life balance is so critical. There was a stat that Sean Scott shared this morning that that was looking at the amount of work volume from 2020 compared to 2021 42% of people said, I am working more hours. I don't think I've ever heard anyone say, Can I work more? Please? No. That work life balance is critical, but also the ability to deliver that seamless digital customer experience that we all expect, Um, and and to get it right the first time is critical. But using that customer data as you're saying, empowering the organisations, not just the customer support folks or the SRS or the develops folks but all the way up to the C suite to ensure that their brand reputation is valuable, it's maintained, and that trust is really bidirectional. That's the secret sauce. >>You're absolutely right. You know, there's a different dimension to this as well. We think about how we're using customer data in order to achieve the results. We want three vectors here. Number one is we'll use customer data to really understand what is best in class on up time. What is the best in class to reduce noise during alert, what is best in best in class for customer service operations? And because we have customer data, we can benchmark we can benchmark. What industry? What's happening in the financial services industry? What's happening in the technology industry? What's happening in the retail industry. Our customers love that, so we will share with them. The customer success organisation, especially the customer success managers, will go in and meet with the customers and say This is where you stand in reference to your peers and customers love here about that. This is the differentiated value proposition, right? The second thing that our customer success managers do is share with the customers This is where you are in reference to your peers in your vertical other vertical. But let me tell you how you can improve your deployment, the performance of our technology and you're all operating model. As a result of the data we've got, >>there's the proactive nous. That's another differentiator of of what I was hearing today from pager duty. That you're enabling those CSM is to be proactive when so often many are reactive, and it's the customer that's found the problem first. >>Yes, I'll even talk more about the reactive to proactive. We build a methodology, and I'm sure Shaun Scott covered it as well, which is a maturity curve moving from reactive to proactive because so many of our customers are saying we are reacting when we have a disruption on our digital platform, but 30% of the times we are hearing from customers before we are hearing from ourselves. So how do we become proactive? And how does that data signs actually start showing the signs when a potential disruption could occur? And that is about moving reactive to overall proactive. I'd also like to add one more dimension to this, you know, when customers are doing really well. They're optimised on our platform. They don't want to hear from our post sales organisation all the time. They want a human touch when they need it. They want a digital touch when they need it. By using our data and our data science, we are becoming one of the best world class customer success organisations in the world and you ask why? The reason is because we are using data science in order to build and we have built the early warning system. The early warning system tells us how every single of our customers is doing in terms of both their growth as well as the risk that they may leave us. So if a customer is very healthy on a scale of 1 200 if we have a healthy customer, we will engage with them potentially just digitally and engage with them with our services are customer success team and our entire post sales organisation, when there is an optimisation and when they really need us. So data scientists being used not only in terms of giving customer the right information to grow them, but how we interact with them as well, >>that's brilliant. And there's so many organisations that I talked to across industries that cannot get that right. >>And >>so customers are being contacted too frequently. They may have said. I opted out, I don't want and then suddenly that that the first responders, the incident responders, is marketing. But that happens so frequently, you think. But there's an opportunity there. It's not rocket science, but it's about leveraging that data in an optimal, smart way. But you guys are light years ahead of a lot of other companies that haven't figured that >>out. No, we are leading edge and we are leading edge because we had a born SAS company and we've got effective operations data of the customer, and we have some of the best data scientists and the analysts within my organisation. Looking at this, engaging with the customer and only optimising the magic is data science and humans coming together to engage with customers and drive customer success for the customer and ultimately building their customer experience for their customers. >>Let's talk about some of the numbers Mandela, because they are really impressive. I was looking at some stats. You're paid your duties renewal rates are over 95%. Your growth is incredible, just coming off the biggest quarter ever, but also the gross annual benefit from customers. Talk to me about that alone. That can be up to $10 million. These read these tangible business outcomes that pager duty is delivering to customers are significant, >>and again, it's based on data science. This is not making you know what traditional companies do. Traditional companies will go to the customer and say, Tell me your business imperatives. Tell me your what are the business problems you're solving are because we have the data science. We have our oi arranging from 309 100% very impressive within a couple of months. We think about it if we are able to drive incidents that are very, very significant. And I know you've got the numbers in terms of growing our reducing the workload on very expensive engineering. Uh, individuals within the organisation from, I believe, 3200 and 25,000, and I know you have those numbers think about If 30% of your organisation focuses just on innovation and product development, worse is on an incident, and they work, life balance, the quality of life increases, the retention of the employees, and yet the company's only driving their growth. That is why our customers love us. That is why our renewal rates are greater than 95%. That's why a net retention scores are greater than 100 and 2020% over five quarters. And that is why we have more than 30% growth year over year, quarter over quarter. >>When I saw that stat Manville about you know, the number of incidents reduced, >>that >>translates to employee productivity and and looking at it in terms of FTE. From a quantity perspective, that's the first time I've seen a company and I interview a lot of companies actually put it in that perspective, and I thought, That is huge. That's how organisations should be talking about that rather than reducing feeds are going. We are victims of the great resignation is look at the impact that can be made here by using data science by using the right mix of human and automation together. It's that's the first time. So congratulations to you and Pedro duty for the first time I've seen that and I think everybody needs to be working to be able to explain it that way, especially the fact that we're still in a volatile environment. >>Absolutely. It's about customer experience, but it is just as much employee experience. There is so much that the industry is talking about. That's top of mind for board levels. That's top of mind from CEO S. How do I retain my employees and drive greater operational efficiency? And now, with the macro economic challenges that are occurring in terms of inflation and in and the cost to serve and increasing the profits are customers are making. Operational efficiency is becoming even more important so that the employees are focusing more on innovation rather than downtime or disruptions. And it's actually about growing the business rather than just running the business. And if we can optimise running the business growth is what our customers are looking >>for, right? I always think, and we're almost out of time here. But I always think the employee experience and the customer experience are like this, and they should be. But it's critical to optimise both. How do you when you talk to some of those big and our price customers. We have Doc Watson on the main stage this morning, but I was looking at the website and three that jumped out to me that I use peloton, salesforce and slack. How do you advise them? You have this wealthiest gold of information on customers. This is how you need to leverage it in the right way to grow your business. What are some of the top three things you recommend those customers do, for example, >>that so let me talk about a couple of customers as an example. There are some customers of ours in the retail business, or it is a telecommunication company that is trying to increase their, um, up time from 98.7% to 3 nines as an example, or a tech company that doesn't even know that they were down for six hours in one small part of their business. And we're trying to figure out how do we solve for that as customers are overall complaining. So for us as a organisation, the magic is again bringing data together employee engagement, and what we do is we use the data to engage with their customers to ultimately understand what is their business value proposition. If you don't do it in isolation, you do it in. What is the customer trying to achieve? Are they trying to achieve the best in class website? Are they trying to achieve increased operational efficiency? What are their metrics? What are their numbers? And we take our data, our people, to marry all of that together. And that's the magic. >>I love it. I wish we had more time. Angela. We are out of time but talking about the value of the customer experience, the impact that is possible to be made leveraging technologies like pager duty. It's It's revolutionising operations. It's revolutionising customers 21,000 plus one million plus users at a time. It's awesome. You have to come back so we can talk more because I can. No, we're just scratching the surface here. >>Yes, we are. This is a very, very exciting area right now, and it is a great opportunities for chief customer officers on really rallying the whole company on championing the customers because whether it's a product, our capabilities, it's really a major transformation happening in the in the industry, and we need to stay very close to it? >>Absolutely. Thank you so much for joining me today. It's been such a pleasure talking to you. I look forward to seeing you again. >>Real pleasure, Lisa, To get to know you. And the gun was she was awesome. >>Good. Thank you for Manjula. Televisa. I'm Lisa Martin. You're watching the cubes on the ground. Coverage of pager duty. Summit 22 from San Francisco. Thanks for watching. And bye for now. Mm mm. Mm mm.

>>Mm. >>Okay. Hello, and welcome to the Cubes Coverage of the International Women in Tech Showcase featuring National Women's Day. I'm John for a host of the Cube. We have a great guest here of any theory a PJ head of aerospace and satellite for A W S A P J s Asia Pacific in Japan. Great to have you on many thanks for joining us. Talk about Space and International Women's Day. Thanks for coming on. >>Thanks, John. It's such a pleasure to be here with you. >>So obviously, aerospace space satellite is an area that's growing. It's changing. AWS has made a lot of strides closure, and I had a conversation last year about this. Remember when Andy Jassy told me about this initiative to 2.5 years or so ago? It was like, Wow, that makes a lot of sense Ground station, etcetera. So it just makes a lot of sense, a lot of heavy lifting, as they say in the satellite aerospace business. So you're leading the charge over there in a p J. And you're leading women in space and beyond. Tell us what's the Storey? How did you get there? What's going on. >>Thanks, John. Uh, yes. So I need the Asia Pacific business for Clint, um, as part of Amazon Web services, you know, that we have in industry business vertical that's dedicated to looking after our space and space customers. Uh, my journey began really? Three or four years ago when I started with a W s. I was based out of Australia. Uh, and Australia had a space agency that was being literally being born. Um, and I had the great privilege of meeting the country's chief scientist. At that point. That was Dr Alan Finkel. Uh, and we're having a conversation. It was really actually an education conference. And it was focused on youth and inspiring the next generation of students. Uh, and we hit upon space. Um, and we had this conversation, and at that stage, we didn't have a dedicated industry business vertical at A W s well supported space customers as much as we did many other customers in the sector, innovative customers. And after the conversation with Dr Finkel, um, he offered to introduce me, uh, to Megan Clark, who was back back then the first CEO of the Australian Space Agency. So that's literally how my journey into space started. We had a conversation. We worked out how we could possibly support the Australian Space Agency's remit and roadmap as they started growing the industry. Uh, and then a whole industry whole vertical was set up, clinic came on board. I have now a global team of experts around me. Um, you know, they've pretty much got experience from everything creating building a satellite, launching a satellite, working out how to down link process all those amazing imagery that we see because, you know, um, contrary to what a lot of people think, Uh, space is not just technology for a galaxy far, far away. It is very much tackling complex issues on earth. Um, and transforming lives with information. Um, you know, arranges for everything from wildfire detection to saving lives. Um, smart, smart agriculture for for farmers. So the time of different things that we're doing, Um, and as part of the Asia Pacific sector, uh, my task here is really just to grow the ecosystem. Women are an important part of that. We've got some stellar women out here in region, both within the AWS team, but also in our customer and partner sectors. So it's a really interesting space to be. There's a lot of challenges. There's a lot of opportunities and there's an incredible amount of growth so specific, exciting space to be >>Well, I gotta say I'm super inspired by that. One of the things that we've been talking about the Cuban I was talking to my co host for many, many years has been the democratisation of digital transformation. Cloud computing and cloud scale has democratised and change and level the playing field for many. And now space, which was it's a very complex area is being I want kind of democratised. It's easier to get access. You can launch a satellite for very low cost compared to what it was before getting access to some of the technology and with open source and with software, you now have more space computing things going on that's not out of reach. So for the people watching, share your thoughts on on that dynamic and also how people can get involved because there are real world problems to solve that can be solved now. That might have been out of reach, but now it's cloud. Can you share your thoughts. >>That's right. So you're right, John. Satellites orbiting There's more and more satellites being launched every day. The sensors are becoming more sophisticated. So we're collecting huge amounts of data. Um, one of our customers to cut lab tell us that we're collecting today three million square kilometres a day. That's gonna increase to about three billion over the next five years. So we're already reaching a point where it's impossible to store, analyse and make sense of such massive amounts of data without cloud computing. So we have services which play a very critical role. You know, technologies like artificial intelligence machine learning. Help us help these customers build up products and solutions, which then allows us to generate intelligence that's serving a lot of other sectors. So it could be agriculture. It could be disaster response and recovery. Um, it could be military intelligence. I'll give you an example of something that's very relevant, and that's happening in the last couple of weeks. So we have some amazing customers. We have Max our technologies. They use a W S to store their 100 petabytes imagery library, and they have daily collection, so they're using our ground station to gather insight about a lot of changing conditions on Earth. Usually Earth observation. That's, you know, tracking water pollution, water levels of air pollution. But they're also just tracking, um, intelligence of things like military build up in certain areas. Capella space is another one of our customers who do that. So over the last couple of weeks, maybe a couple of months, uh, we've been watching, uh, images that have been collected by these commercial satellites, and they've been chronicling the build up, for instance, of Russian forces on Ukraine's borders and the ongoing invasion. They're providing intelligence that was previously only available from government sources. So when you talk about the democratisation of space, high resolution satellite images are becoming more and more ridiculous. Um, I saw the other day there was, uh, Anderson Cooper, CNN and then behind him, a screenshot from Capella, which is satellite imagery, which is very visible, high resolution transparency, which gives, um, respected journalists and media organisations regular contact with intelligence, direct intelligence which can help support media storytelling and help with the general public understanding of the crisis like what's happening in Ukraine. And >>I think on that point is, people can relate to it. And if you think about other things with computer vision, technology is getting so much stronger. Also, there's also metadata involved. So one of the things that's coming out of this Ukraine situation not only is tracking movements with the satellites in real time, but also misinformation and disinformation. Um, that's another big area because you can, uh, it's not just the pictures, it's what they mean. So it's well beyond just satellite >>well, beyond just satellite. Yeah, and you know, not to focus on just a crisis that's happening at the moment. There's 100 other use cases which were helping with customers around the globe. I want to give you a couple of other examples because I really want people to be inspired by what we're doing with space technology. So right here in Singapore, I have a company called Hero Factory. Um, now they use AI based on Earth observation. They have an analytics platform that basically help authorities around the region make key decisions to drive sustainable practises. So change detection for shipping Singapore is, you know, it's lots of traffic. And so if there's oil spills, that can be detected and remedy from space. Um, crop productivity, fruit picking, um, even just crop cover around urban areas. You know, climate change is an increasing and another increasing, uh, challenges global challenge that we need to tackle and space space technology actually makes it possible 15 50% of what they call e CVS. Essential climate variables can only be measured from space. So we have companies like satellite through, uh, one of our UK customers who are measuring, um, uh, carbon emissions. And so the you know, the range of opportunities that are out there, like you said previously untouched. We've just opened up doors for all sorts of innovations to become possible. >>It totally is intoxicating. Some of the fun things you can discuss with not only the future but solving today's problems. So it's definitely next level kind of things happening with space and space talent. So this is where you start to get into the conversation like I know some people in these major technical instance here in the US as sophomore second year is getting job offers. So there's a There's a there's a space race for talent if you will, um and women talent in particular is there on the table to So how How can you share that discussion? Because inspiration is one thing. But then people want to know what to do to get in. So how do you, um how do you handle the recruiting and motivating and or working with organisations to just pipeline interest? Because space is one of the things you get addicted to. >>Yeah. So I'm a huge advocate for science, technology, engineering, math. We you know, we highlights them as a pathway into space into technology. And I truly believe the next generation of talent will contribute to the grand challenges of our time. Whether that climate change or sustainability, Um, it's gonna come from them. I think I think that now we at Amazon Web services. We have several programmes that we're working on to engage kids and especially girls to be equipped with the latest cloud skills. So one of the programmes that we're delivering this year across Singapore Australia uh, we're partnering with an organisation called the Institute for Space Science, Exploration and Technology and we're launching a programme called Mission Discovery. It's basically students get together with an astronaut, NASA researcher, technology experts and they get an opportunity to work with these amazing characters, too. Create and design their own project and then the winning project will be launched will be taken up to the International space station. So it's a combination of technology skills, problem solving, confidence building. It's a it's a whole range and that's you know, we that's for kids from 14 to about 18. But actually it, in fact, because the pipeline build is so important not just for Amazon Web services but for industry sector for the growth of the overall industry sector. Uh, there's several programmes that were involved in and they range from sophomore is like you said all the way to to high school college a number of different programmes. So in Singapore, specifically, we have something called cloud Ready with Amazon Web services. It's a very holistic clouds killing programme that's curated for students from primary school, high school fresh graduates and then even earlier careers. So we're really determined to work together closely and it the lines really well with the Singapore government's economic national agenda, um so that that's one way and and then we have a tonne of other programmes specifically designed for women. So last year we launched a programme called She Does It's a Free online training learning programme, and the idea is really to inspire professional women to consider a career in the technology industry and show them pathways, support them through that learning process, bring them on board, help drive a community spirit. And, you know, we have a lot of affinity groups within Amazon, whether that's women in tech or a lot of affinity groups catering for a very specific niches. And all of those we find, uh, really working well to encourage that pipeline development that you talk about and bring me people that I can work with to develop and build these amazing solutions. >>Well, you've got so much passion. And by the way, if you have, if you're interested in a track on women in space, would be happy to to support that on our site, send us storeys, we'll we'll get We'll get them documented so super important to get the voices out there. Um and we really believe in it. So we love that. I have to ask you as the head of a PJ for a W S uh aerospace and satellite. You've you've seen You've been on a bunch of missions in the space programmes of the technologies. Are you seeing how that's trajectory coming to today and now you mentioned new generation. What problems do you see that need to be solved for this next generation? What opportunities are out there that are new? Because you've got the lens of the past? You're managing a big part of this new growing emerging business for us. But you clearly see the future. And you know, the younger generation is going to solve these problems and take the opportunities. What? What are they? >>Yes, Sometimes I think we're leaving a lot, uh, to solve. And then other times, I think, Well, we started some of those conversations. We started those discussions and it's a combination of policy technology. We do a lot of business coaching, so it's not just it's not just about the technology. We do think about the broader picture. Um, technology is transferring. We know that technology is transforming economies. We know that the future is digital and that diverse backgrounds, perspective, skills and experiences, particularly those of women minority, the youth must be part of the design creation and the management of the future roadmaps. Um, in terms of how do I see this going? Well, it's been sort of we've had under representation of women and perhaps youth. We we just haven't taken that into consideration for for a long time now. Now that gap is slowly becoming. It's getting closer and closer to being closed. Overall, we're still underrepresented. But I take heart from the fact that if we look at an agency like the US Mohammed bin Rashid Space Centre, that's a relatively young space agency in your A. I think they've got about three or 400 people working for them at this point in time, and the average age of that cohort John, is 28. Some 40% of its engineers and scientists are women. Um, this year, NASA is looking to recruit more female astronauts. Um, they're looking to recruit more people with disabilities. So in terms of changing in terms of solving those problems, whatever those problems are, we started the I guess we started the right representation mix, so it doesn't matter. Bring it on, you know, whether it is climate change or this ongoing crisis, productive. Um, global crisis around the world is going to require a lot more than just a single shot answer. And I think having diversity and having that representation, we know that it makes a difference to innovation outputs. We know that it makes a difference to productivity, growth, profit. But it's also just the right thing to do for so long. We haven't got it right, and I think if we can get this right, we will be able to solve the majority of some of the biggest things that we're looking at today. >>And the diversity of problems in the diversity of talent are two different things. But they come together because you're right. It's not about technology. It's about all fields of study sociology. It could be political science. Obviously you mentioned from the situation we have now. It could be cybersecurity. Space is highly contested. We dated long chat about that on the Last Cube interview with AWS. There's all these new new problems and so problem solving skills. You don't need to have a pedigree from Ivy League school to get into space. This is a great opportunity for anyone who can solve problems because their new No one's seen them before. >>That's exactly right. And you know, every time we go out, we have sessions with students or we're at universities. We tell them, Raise your voices. Don't be afraid to use your voice. It doesn't matter what you're studying. If you think you have something of value to say, say it. You know, by pushing your own limits, you push other people's limits, and you may just introduce something that simply hasn't been part of before. So your voice is important, and we do a lot of lot of coaching encouraging, getting people just to >>talk. >>And that in itself is a great start. I think >>you're in a very complex sector, your senior leader at AWS Amazon Web services in a really fun, exciting area, aerospace and satellite. And for the young people watching out there or who may see this video, what advice would you have for the young people who are trying to navigate through the complexities of now? Third year covid. You know, seeing all the global changes, um, seeing that massive technology acceleration with digital transformation, digitisation it's here, digital world we're in. >>It could >>be confusing. It could be weird. And so how would you talk to that person and say, Hey, it's gonna be okay? And what advice would you give? >>It is absolutely going to be okay. Look, from what I know, the next general are far more fluent in digital than I am. I mean, they speak nerd. They were born speaking nerd, so I don't have any. I can't possibly tell them what to do as far as technology is concerned because they're so gung ho about it. But I would advise them to spend time with people, explore new perspectives, understand what the other is trying to do or achieve, and investing times in a time in new relationships, people with different backgrounds and experience, they almost always have something to teach you. I mean, I am constantly learning Space tech is, um it's so complicated. Um, I can't possibly learn everything I have to buy myself just by researching and studying. I am totally reliant on my community of experts to help me learn. So my advice to the next generation kids is always always in this time in relationships. And the second thing is, don't be disheartened, You know, Um this has happened for millennia. Yes, we go up, then we come down. But there's always hope. You know, there there is always that we shape the future that we want. So there's no failure. We just have to learn to be resilient. Um, yeah, it's all a learning experience. So stay positive and chin up, because we can. We can do it. >>That's awesome. You know, when you mentioned the Ukraine in the Russian situation, you know, one of the things they did they cut the Internet off and all telecommunications and Elon Musk launched a star linked and gives them access, sending them terminals again. Just another illustration. That space can help. Um, and these in any situation, whether it's conflict or peace and so Well, I have you here, I have to ask you, what is the most important? Uh uh, storeys that are being talked about or not being talked about are both that people should pay attention to. And they look at the future of what aerospace satellite these emerging technologies can do for the world. What's your How would you kind of what are the most important things to pay attention to that either known or maybe not being talked about. >>They have been talked about John, but I'd love to see more prominent. I'd love to see more conversations about stirring the amazing work that's being done in our research communities. The research communities, you know, they work in a vast area of areas and using satellite imagery, for instance, to look at climate change across the world is efforts that are going into understanding how we tackle such a global issue. But the commercialisation that comes from the research community that's pretty slow. And and the reason it's loads because one is academics, academics churning out research papers. The linkage back into industry and industry is very, um, I guess we're always looking for how fast can it be done? And what sort of marginal profit am I gonna make for it? So there's not a lot of patients there for research that has to mature, generate outputs that you get that have a meaningful value for both sides. So, um, supporting our research communities to output some of these essential pieces of research that can Dr Impact for society as a whole, Um, maybe for industry to partner even more, I mean, and we and we do that all the time. But even more focus even more. Focus on. And I'll give you a small example last last year and it culminated this earlier this month, we signed an agreement with the ministry of With the Space Office in Singapore. Uh, so it's an MOU between AWS and the Singapore government, and we are determined to help them aligned to their national agenda around space around building an ecosystem. How do we support their space builders? What can we do to create more training pathways? What credits can we give? How do we use open datasets to support Singaporeans issues? And that could be claimed? That could be kind of change. It could be, um, productivity. Farming could be a whole range of things, but there's a lot that's happening that is not highlighted because it's not sexy specific, right? It's not the Mars mission, and it's not the next lunar mission, But these things are just as important. They're just focused more on earth rather than out there. >>Yeah, and I just said everyone speaking nerd these days are born with it, the next generations here, A lot of use cases. A lot of exciting areas. You get the big headlines, you know, the space launches, but also a lot of great research. As you mentioned, that's, uh, that people are doing amazing work, and it's now available open source. Cloud computing. All this is bringing to bear great conversation. Great inspiration. Great chatting with you. Love your enthusiasm for for the opportunity. And thanks for sharing your storey. Appreciate it. >>It's a pleasure to be with you, John. Thank you for the opportunity. Okay. >>Thanks, Manny. The women in tech showcase here, the Cube is presenting International Women's Day celebration. I'm John Ferrier, host of the Cube. Thanks for watching. Mm mm.

>>Mhm. >>Hello, Welcome to the Cubes presentation of women in Tech Global events Celebrating International Women's Day. I'm John for a host of the Cube. Got a great guest here. Isabella, who is the vice president of worldwide Public Sector EMEA Sales for AWS Amazon Web service Europe, Middle East and Africa Isabella Thanks for spending the time and coming on this, uh, this programme for International Women's Day. Appreciate it. >>Thank you very much for having me on that one. It's an exciting topic, John. >>A lot of things going on. A lot of themes. Um, we'll get into that. But first tell us about your career and how you got to be working at a W s. >>Yeah, that that's that's really interesting. Storey, I would say I give you first of all the headline. I am a dental technician by training. I am business administration economics by study, and I spent my really whole life intact. So my first message here is that you can have a great career press intact, having a diverse background. Um, what you need really is to be curious and to be eager to learn. And you see that I've slightly tweaked our leadership principles saying learn and be curious on that one. But when you agree on that one saying, I am curious, I want to learn this is really a great place in technology and in a W s to be in and to progress a career. It's really, really cool. And when I look ahead, I see that because the industry lines are blurring more and more, they are more and more diverse skill sets that were reverse roles coming in, and that is really opening an exciting opportunity also for women, but also in a broader sense of diversity to go and and have a career in technology. It is quite exciting. Back to my career. I started in a in a company. I think when I look back at that and reflect, it was a startup these days very, very early in parallel computing moved on than into management consulting into into international consulting project and managing those ones. And when I look at that piece, I have built out at that point exactly my industry skills and that was beginning in the oil and gas industry when I then transitioned in a bigger cooperation into the e R P space that also continues on a global scale. And then eventually I switched over and, um, and started to go deeper into another industry segment, which was the public sector. And when you come from oil and gas, that is a transition that comes to national oil companies. So that just a sort of naturally came but gave me absolutely different scope. So 16 years in oil and gas and then processed into public sector. Now, in my last global role, I really get across the whole discussion about Cloud. And this is why I got also in touch with aws, um, talking about Wow, this is the future. This is really the way of how computing is gonna be consumed in future and how agile those types of a of a model is. And that was really super intrigued, also having a sort of a really startup mentality. And this is and here I am, as this is responsible for for a mayor in public sector. >>But I love the throwback to parallel computing. I remember those days exciting Storey and I love the point about a lot of opportunities with tech. There's so the aperture of technology has really widened the surface area for things you can do and bring a diverse background to is really amazing. Great point. Great insight. I have to ask you, um what first Got you interested in working in the tech sector? How did you get attracted to the parallel computing? Um, what was the gravitational pole? Was there a moment of of luck? Serendipity. What happened? Tell us, uh, how you got interested in the tech sector, >>John, I wish I would tell you now, a storey that this was the wow moment, right where I came across something and that sparked the idea. Can I tell you a secret? So when I started my study, the the thing that I said or the statement I made was it just I want to work in everything, but not in, >>uh >>this is And and maybe maybe that is how the brain process. So the brain process I want to work in i t. And this is how I got into it. No, but seriously, I think the first part was I got my business degree, but I got it from a technical in your university. This is why I come First time came across that in a broader sense. What I say is it later or is it early? I don't think so. That was for me at the right time. That was mechanical engineering engineering and I t. I've also built a couple of seasons around that part. That was the first one. And certainly when I get into this company that was on parallel computing at that time and under talk, being responsible for optimisation models for refineries as sort of transition into that one. So coming really from a technical university background being on a daily basis was that and being in in this in those topics all the time and also thinking about how could I progress that way and also having my first engagement with the company, Um, in that space that got me intrigued and stuck into the startup space. Um, not calling as a startup those days, but also in the technology side. And I think the farms have been so cool if I look back on that one, >>you know, what's the thing about that Storey is that you were in an environment that was technical and nerdy, and we're seeing that now people are. We had a leader on a W s that I interviewed. She said we're nerd native. The younger generation is natively nerdy. And there they got tech. They're touching it everywhere there in things owns there in think tanks and build a building things. So this is this is the new situation. So, you know, this is kind of where we're going. So the next question I have for you is, um how do we encourage young women and girls to get a career in tech? Are there initiatives that you guys have? I know get I t initiative that 80 bucks runs is one. How do we get this? This word out that it's all in front of us that the environment is rich to >>bring careers >>in together. >>Yeah, and I think to your point, you can't start early enough on that one, right? So I can say it has been a different touch points, but I think I also had an inspiration earlier where I really thought about here. I can do everything right. So from that perspective that paves the way into a looking at, I can equally proceed different career passes, but you touched on the get I t side And I really, really love that initiative that that we as a W s have put together. And I've been a judge on that one. And it's amazing results that have been driving that. So the initiative has and and and and defined frame it is encouraging girls in the age of 12 13 and also that but but potentially also then later going and considering and career in tack. Um, with that one, it brings these challenges that that teams are solving for specifically. For example, schools are taking problems on that they're gonna frame and set up into a in a sort of a mini startup mode, thinking about what is the business case, How do I go from a detailed plan but also still keep a big picture in mind and then bring it forward into a pitch? This is a very, very round of and defined programme that we have set up, and it really very it sparks very, very great. Not very, but but great ideas in the sense of it sparks the ideas for for really how those problems can be can be solved in those communities and potentially be beyond what I really love about it. It forces diversity. You think about it. It's not only just for for girls or it's not for younger women, but it is diverse team. So they are from a diversity perspective. It brings different perspectives into it, and it's in and is solving those problems for communities or challenges for communities. So since we started that one we have, we have had a very, very strong participation in the UK, for example, from 136 schools and I think over 30,000 students. We are now rolling this initiative also out to other countries in Europe, and I had the pleasure to participate in the one in Germany. So I think that that was really an outstanding experience and it really brings that top of mind again and again. Think thinking about no matter what your background is, just go and solve problems for your school, for your community, get people together, get diverse perspective and get things going. >>I love that example, is a great storey because it also allows people to get their hands on some technology experiment breaks to fix it get building at the young age. But also the theme this year is breaking the bias. Right. So when you get to the younger ages, the bias can be worked on there. This is a great example of that. Is that have an impact there as well? >>Yeah, I think so. Very much it is. You have You have those teams that are naturally then working around the problem, and they are really absolutely focused on the topic. They are absolutely focused on solving a challenge. And I think that really brings this the diversity of perspective together. And in that context, the teams are also looking at what we what we have in in in our organisation, what makes really that strong culture, which are the leadership principles. Right? So we are this this is a invent and simplify. This is a built trust very much. Just just deal respectfully with other people, but also be able to discuss, had you a strong opinion but then also agree on the direction. So I think it really brings that to the topic. And by that broadens the base of the collaboration great >>organic diversity from day one as they say Amazon phrase. But let's speaking of Amazon phrases and leadership principles. One of the things that we hear Amy Jackie talked about this all the time. But now Adam Sadowsky talks about as well as the new CEO of AWS. Um is to be the world's best employer, right? So you know, one of the things is the diversity, inclusion and equity part of the equation. And and, of course, they're they're putting storeys out like this is a great, great service, and we're happy to be working with them on this. So why is diversity, inclusion and equity such an important part of this leadership principle? Uh, for Amazon and the world? Can you share your thoughts and and share the the urgency and imperative of why this is a big deal? >>Look, I think now, first of all, we need to acknowledge that we are all diverse, right, and we can, by default, say that So we are bringing all these diverse views. We are bringing a lot of diverse perspective when we are joining a company. When we are talking to other people in each and every interaction, we are expressing our diversity and and we we we as a W s believe that when technology is delivered, it should be in a way that it should be built in a way that is first of all, diverse. It is equitable, and it is inclusive. Um, and we have the responsibility to make that happen. And we also have, as an organisation, the responsibility to take the way, way on to understand what does it take to get there and to get the commitment out to make sure that we bring more diverse perspective, we bring more diverse perspective. We force those ones, and we build on that we never stop on looking at bringing more and more diversity. And that's one, I think, Um, we are as a W s committed to a diverse workforce for one reason, and that is our customers are diverse. The challenges are diverse, so delivering the best solution needs a diverse perspective. This is where the best of innovation comes together when you have people that can discuss. But those people also feel safe to express themselves and to have their voice heard. So that's the second part where it is. It's the customer focus, and we are extremely customer obsessed. But on the other hand, it is also the question about we do it for our people because we want and that comes then back to your point on also on the on the leadership principle. We want our people to feel the belonging into the organisation. This is what they are in their safe point. This is what they deliver at the best, also for our customers and what they feel that they are part of the organisation. When you take diversity equity and inclusion together, the outcome of of all of three is is belonging. So we want to to really drive that to make sure that we we dr more aspects of that diversity into the organisation. So we bring a broad basis of our colleagues, um, into into the organisation and make the work voice heard. Now that that's one hang on and then we we we we want actively recruit women into to drive this gender diversity specifically as well. When we look, for example, at a media and we are going to colleges, we're going to two events were going to conferences when we want to really offer the benefits for for our industry leading, for example, parent leave, mentorships and sponsorship programmes which are women to develop their careers to to really focus on that one. So I think it is striving for being the Earth were best employer by bringing those top industry programmes to live, to make sure that each and every diverse personality can find a space at AWS and run at the best for the best of our customers, >>that's a great point. The world's divers, the customers are diverse and if you put the three words together, they're all equally important. It got to include everyone got to be diverse. Everyone has to have equity. That is a community that's about what community is about. And and we are now doing seeing more community focus than ever before. In today's world, this is super important. Quick follow up on that the role of community. What's your vision on community? Because >>people want to belong >>to something, they want to be part of a tribe. This community, >>Yeah, and that's why I'm saying I think when you to, to your point again to reinforce that when you bring the three words together, you get this community feeling you get the belonging. I think it's also the question of a strong culture. You, you, you the ability to offer a cultural framework that people can identify with where they see that the breaths and depths of their skills and all the people around the globe can be folded in. I think this is massive, and this is extremely powerful to bring that to life and to be able to offer this to to our colleagues that are working at a W S. But also beyond that is a universal, universal message that we can spread. >>Yeah, I gotta say, uh, props to Amazon AWS and we're investing in the queue. We're doing more of these interviews. This is a force multiplier. I think, uh, diversity, inclusion and equity is a force multiplier. Competitive advantage. The product gets better, the people are happier. It's just a wonderful thing. So I really appreciate the the insight and points on that. That's a great, great segment. Lastly, though we're speaking of the number of inspiring women, you're one of them. Thanks for joining us as part of Celebration International Women's Day. I'd like to ask you, um, who inspires you? Yeah, >>Look, there are there are so many just I I think we are. We are living in a world where you get the inspiration from very, very many sources. But if I drive that back to what has shaped my career, what has shaped my past? I would say that there are There are two main data points. The first one is I'm really going back to my dad. When I went back to him and says that what eventually can I do? He just looked at me and said, Do whatever you want And this is how I really went into life rolling up the sleeves, saying Okay, yeah, well, let's go there, Right So it inspired me to to to look at the positive side and to always take it from an opportunity perspective to go and do whatever I wanted to do. What I thought is interesting for me and where I have been really curious and wanted to learn more about that is one and the other one. Besides the all the framework that we, for example, have had a W s, the leadership principles, our culture of diversity, but also our culture of of, um of of discussion, high debate, and those types are super, super inspirational when it also comes for me to drive in the next level of getting getting everybody on the same page. Um, I had a discussion, was one of my former escape managers as capable managers, and the the sentence that he has formed that is still sticks with me is I was looking at the next career point, and we have been discussing that back and forth, and he he was always asking the same questions. What do you want to do next? And I gave him an answer. He never answered. He just walked away and I did that two times, and I eventually figured out that it's probably not what he really wanted to hear. And when we started to go into a discussion, he he pointed me to a to A to A to to affect or to a direction that he said, Do you want to wait for dead man's slippers? And this is a sentence just you don't really under need to understand that in price and deaths. But if you think about the picture just like this, there is the old chair and then you have the slippers. Is that something? This is something we always think myself back and forth. I'm thinking. What? What? Which point I am I at. And is that eventually also a point where I would say this is a dead man slippers transition point. And this is what inspired me of thinking about the next three points staying agile and also staying, staying always curious and learning. >>So go on to the next level is about pushing yourself and really rethinking and going after things that maybe aspirational but attainable at the same time. Understanding that role sounds like that was growth opportunity. >>Yes, it was a growth opportunity. Then it never comes to the to the point where you're gonna say, I'm gonna now that's it, right? I've learned everything. It is a I'm gonna step out. It's gonna be outside my comfort zone. Am I ready to do that? And it's at the right point for me and I think it's the answer to that. One is always Yes, this is how you stay, Stay, keep up with technology. But you keep up also with all the fantastic opportunities that that that the life and also the environment. Like, for example, a W s offer. >>Isabella, thank you for coming on and sharing this storey. One last question I'll ask you, is what's next for you. What do you want to do next? Your worldwide public sector executive leader for Europe, Middle East and Africa for AWS Hot company? The regions are everywhere. There's more regions as locals owns. Everything is happening. It's expanding. You're in the middle of it. What's next for you? >>I want to see cloud being the driver of innovation and and business dynamics. Business model change. And I want to be part of this business model change that is based on cloud in future, for the benefit of public sector and all the other entities, and also very much for the for the benefit of all citizens around the globe. That's my next >>Well, it sounds like it's been a very diverse, inclusive and highly equitable, and I want to be part of that. Want to belong to that? Thank you for sharing and looking forward to more conversations and thank you for spending the time to come on the cubes presentation here. Thank you so much. >>Thank you. so much I >>appreciate. Okay. The representation of women in tech global events celebrating International Women's Day. This is the first episode will be more. We're going to get more and more storeys out. But March 8th is a big day. We're celebrating today. International. I'm John Ferry, the host of the Cube. Thanks for watching.

>>Yeah. Hello. Welcome to the Cubes International Women's Showcase, featuring International Women's Day. I'm John for your host of the queue here in Palo Alto, California. And we have three great guests videoing in from Kuala Lumpur as well as Bangkok. Johann Kwa, group CEO of K s K Group. It's just a Christina Equal, co founder and head of K s, K C Labs and Cindy, co founder of Sunday Insurance in Bangkok. Ladies. Thanks for coming on the cue. Appreciate you coming on. Thanks for Thanks for joining me on this special day. >>Thank you. Thank you so much. You >>guys are three sisters, trailblazing and the insurance and real estate through digital transformation in the cloud taking a three decade old family business to the next level raising the bar, as they say in the cloud business. Congratulations. Tell us how it all started. What's going on now? What does it look like? Where did it come from? Tell the Storey. >>Okay, so maybe I'll start, Uh, you know, since I'm at the group CEO level. So, um, as a quick introduction, you know? Okay. SK group, uh, were about 30 years old now, as a group three decades. Um, we started off as an insurance, uh, nonlife insurance company. Um, and then over the years, um, you know, we we operate in in South East Asia, So we are based in the US and markets. That message is also sitting in, um, and very quickly over the years, you know, we decided to actually venture into property development as well. Um, and really across the journey. Um, you know, we we've always been very, um, obsessed over the customers. You know, uh, and, you know, during this time and age, you know, all the customers are really digital natives now, and and, you know, the tech is very, very interesting. And so So starting in the year of 2017, we decided, um, to actually venture. Cindy and I at least we decided to start up our own, uh, tech, uh, called Sunday. Uh, Cindy is now the full time CEO and co founders. Um, and, you know, uh, it's an exciting journey from then on, uh, where now The first full stack ensure attack in in the whole of of the Asian market, uh, starting off in Thailand. Um, And then when Christine came back, to join the business. You know, since we were already in real estate, we decided, taking on from the inspiration of what we did with Sunday, how about we do the same in in in property? Because we obviously saw, you know, there was super loads of opportunities that we could we could we could do. And and a year ago, we gave birth to cast a city lapse. Um, now a prop tech company based in Malaysia. >>Christine and Cindy tell the storey here because this is actually fascinating. Storey, your sisters, your entrepreneurial. So you know each other? You're related and you've got ups and downs with the startups and growing companies changing landscape. A lot of challenges. You all gotta get along all the time. How's it going? What's it like? Mm. >>Maybe I'll start. I think I think for me I'm probably the newest addition to the trio in the, you know, working together kind of space. So for me, I think it's all about really learning how to, you know, separate your professional and personal life. And like you mentioned, you know, we live together. But we also work together. So for me, I think I took a >>lot of advice >>and direction. Um, both from Johann and, >>uh, help >>me a lot. Um, so So I think that's been my experience. Been great So far, Um, they've been really, really supportive. And I think going through this journey of, you know, like, founding a company together, it's obviously very challenging. And so I feel very fortunate to have two sisters who have already gone through it once, you know? >>So for the other guests is trying to get on the cube here. Over there. Um, sounds like fun. Uh, Christine. So on the city labs, you gotta cheque side of it there in the in the property tech. That's exciting. How's it going over there? >>Uh, super, Super cool. Super fun. Uh, has been one heck of a journey building a company from scratch, let alone in tech. I think you know, we created K s K C d lives because we really wanted to modernise the real estate industry, uh, and create, like, super transformative solutions, uh, many for two reasons. You know, one is to improve the quality of life, um, of the community around us. Uh, and secondly, really to harness all the technology and this unused data right in the real estate industry. And try and say, how can we use that to make more intelligent business decisions? Yeah, so So really, Um, I guess for us, it's been really exciting because we've launched two products. Uh, you know, one of which is Ai driven, dynamic pricing engine. And we realised that actually, the way that homes are priced today, uh, in real estate is super RK right? You only use a few basic variables. Like, how big is your house? What views do you have? But then we realised that, actually hey, with a I where you suddenly can use, like, hundreds of variables, um, and even, you know, consisting of wellness variables, for example. Um, and you can really customise pricing all the way down to a single unit level. Uh, and we realise that by doing this, we could actually unlock, um, ferret prices for our customers while also constantly kind of tracking the financial health of the company. >>Awesome. Cindy, I wanna get you in here. A co founder, Sunday Insurance. That was the origination. But a lot of change data drives everything machine learning. You gotta have the state of the art. What's going on with you? >>Yeah, I think for us, essentially, uh, we're operating in a very old industry. Um, it's one of the oldest industries globally. And if you look at the entire insurance value chain, um, every part of the process can actually, it's all about data. You can. It can be disrupted. Um, but yet every inch of the value chain is also regulated. So I think essentially what we're trying to do is, um, we're trying to really innovate the customer journey. So imagine if, um, even in the States now and even coming back to Asia, a lot of how people buy insurance is still very face to face agency. But I think in the future is going to be remote online on your app, through any partners as well. So I think, uh, we're trying to adopt any machine learning to really scale and automate, uh, the journey of anyone who's trying to buy insurance. But at the same time for insurance companies were also trying to help them automate that function itself. So imagine if banks are trying to dish out loans and you're trying to predict. What's the credit risk of every, um, single customer? That's exactly what insurance company needs to do as well. Um, And I guess insurance is all about buying a service as well. >>It's unlike you >>know, I'm gonna buy an apple. It comes to the hardware, >>right? So we're >>selling a service. So essentially you're service has to also dramatically changed. And I think these days, especially when we're operating in, uh, Thailand, Indonesia is one of the highest adoption rates for mobile these days. Everyone does. Everything lives on on the apps. So, um, insurance companies also needs to really on board their journey on that as well as increased engagement. So I don't just want to be an insurance company where, um, I speak to you and I have an issue with my claim. I want to really build a relationship with you and engage you differently. So I think it's actually that's the mission for a Sunday. So I think Imagine if imagine an insurance company 50 years in the future. How would it be? Uh, that's our mission. >>This is a great example. You guys, First of all, you're very dynamic. Thanks for sharing your storey. But when you get into the tech here, if industries that are transforming because of the digital transformation, the consumers expect the apps. You guys, as co founders and entrepreneurs now running this big business have to meet the demands and leverage the technology. How have you done that? How are you guys manage that? What kinds of decisions have you made? And you share some either experiences or observations of how to navigate and how you're riding that wave. >>Yeah. So I think if you hear from what Cindy and Christine has just mentioned, I mean, uh, we were playing in, you know, two of the oldest and largest industries in the world. Real estate and insurance. And, uh, you know, in both industries, as I said earlier, you know, it's really all about the customers, right? Um you know, in in the past, we used to think of of businesses as you know, what's your vertical and the horizontal today? Um, at least four k s k and and and all the all these, um, you know, tech ventures that we are now venture building. We're really thinking about it from the customer land. So really thinking about it from a customer ecosystem perspective. So instead of, you know, creating products and and having that push out to the customers, you know, we use tech and data and and especially data today and the right amount of data and what type of data that we want understanding that and really, um, building that product and really the services, uh, for the customers. So once you know the customer enters our ecosystem, whether you know, in your real estate, um, ecosystem or whether it's in your insurance ecosystem, we want you to to continue to stay with us, um, and to trust us. Um, and so it's not just about selling you a product, but really, you know, like, what Cindy says building a relationship with you because we think that, you know, obviously you know when insurance is something you really need when when when things go wrong in your life, we don't only want to be there. When things go wrong in your life and for real estate, you know everybody needs a shelter. So so so that's why we think that building relationships are very important and from really true, that lands is when you really think about the ecosystem and you think about data. I think Cindy Increasing gave some examples of how we're approaching it. Um, a lot of people start from from from a, you know, from a traditional business and from within. But for us, um, we decided to actually take it outside. Um, and, you know, take the approach of venture building from a startup, um, but really have, on the back end, really have that Connexion to the core businesses. Because what the core businesses understand is, you know, lifetime and experience of how customers feel and and, you know, um, in insurance, it's really about how to run a financial institution in real estate is really how to build buildings, and that is something that we can't take away. But, you know, you use technology to enable and to power. But what venture and start ups do extremely well is really the way we are extremely nimble and the way you use tech and data to navigate the quick changes of customer demands. And and you know, one thing an app and it's all about quick iterations. Right? When you build a super app, how do you incorporate all the features that are coming in, you have to keep on, you know, iterating changing, innovating, um, and innovating small with quick wins and then taking on a larger scale. And so the way we position ourselves is when you have to start up and you combine that with the core. Um, and putting the two together is how, how, how we look at things and that four minutes, the whole ecosystem >>that's awesome and being agile as fast and speed is key if you want to be there. Startup. But at the core business, that's going kind of slow. You got to kind of make everything go faster. That's a great, great insight. Let's talk about the disruption of the property industry again. That's real estate now with the Internet of things, technologies and also people expect technology. They wanna have access. I don't wanna have all these passwords and, you know they want to have easy in and out. They want good efficiency, save money. What's the disruption angle on? Um, the property neck. Christine, what's your How do you see that? The big disruption going? >>Yeah. So I think as Johann already mentioned before, you know um I think our customers we know are becoming, um, digital natives. Right? And they expect very convenient lifestyles. And we're all about our customers. So, actually, that's why we launched also another product, right where we're taking all of these things that you just mentioned, you know, about Iot into account. So what we found is, um, that actually, today, um, you know, the village about real estate is that we all live through that life as well, so we can experience that. Uh, we found that residents today, um, they find it quite challenging to request, you know, basic services like housekeeping managing, um, their defects, their tenants. Um, you know, even the financial planning and even getting into the building, right, they want more convenience. Um, but we realised that actually, all these services in the real estate industry right now and even in the prop tech space, they are very, very segmented. They're all discussed across multiple different apps. So what we really try to do is hey, let's try and consolidate all of this into one single app, which we have done, which is really cool, And it helps our residents really stay engaged and connected with our property. Um, what we did also was on the Iot front. We we were actually the first developer in Malaysia to also integrate, You know, future proof solutions like remote lift calling as well, um, into the mobile app. And that's to really go like, push on the Iot front. For us as well. >>Must be great for retention. It's all the gadgets are built into the of course. You have good WiFi fibre in their everyone's got good band with >>for sure >>It's like water and plumbing. Uh, I'd like to get everyone everyone loves that. I gotta ask Now, on the on the on the on The disruption is great. Now you've got the clouds, the clouds here for actually Amazon. You guys are big customer because you guys can move fast and they do all the heavy lifting. How are you guys seeing that helped modernise in the industry of insurance? Because that's a big vertical for a W s and you guys are doing is Cindy. What is the What is the modernisation? Um, half that you guys have taken with a W s. >>Yeah, sure. So I think essentially, for insurance, it's a product development. And when we talk about product development means, um how do you price, um, every certain individual or company very differently, right, Because everyone has very different risks surrounding them. Uh, currently, what we face is that it's a flat pricing fixed pricing. Um, and it's not really personalised to you. If you are a very good behaviour and safe kind of customer, it doesn't translate to any premium savings for you. Um, so I think, uh, part of insurance is to give, for example, affordable access to health care. But if your premiums isn't sustainable for health insurance, then it doesn't really need the point. So, uh, for Sunday, like, how we're trying to trying to do it differently is, for example, we use some AWS cloud solutions and AWS Lambda too, really power our machine learning Savalas and Cloud infrastructure. So, for example, uh, Sunday we are a serious bee companies sober and the growth stage. So at any point in time, we need to ensure that our infrastructure is able to support a huge spike in transaction volume, and we're working with large scale partners like telcos, e commerce companies, or even within our organic channels. So our AI machine learning risk prediction model, which is basically, um, powering our premium pricing engines whenever there's any requests coming in front of the Web for foreign quotation. For example, if someone wants to buy health insurance, um, it can go up and spike. But also, the data model is actually pricing, uh, processing billions of calculations, ingesting a lot of data points. Uh, it needs to do that within seconds, so yeah, I think a w s. We've been using it from day one since we launched. It's been, uh, helping us on >>that and make it go faster. That's the big thing. I gotta ask you when you guys have this family business now, three decades, you got a lot going on extending that legacy and sustaining the family legacy. I love the Storey. So who decides whether to do the startup and you guys draw straws? Is that you guys flip a coin? You gotta who runs the big business? How do you guys decide that? Mm. >>Um, maybe I'll >>I >>would say maybe it came very naturally to us. Really? I guess Here we don't have to disclose. Our age is a little bit, so I mean, I mean, we all actually the background and really all three of us. Before we came into the family business, we were all working professionals in very different fields. I was a I was in banking. Cindy was a lawyer, and Christine was a a doctor, actually, Um um, but, you know, I came back first. I'm the eldest, so after, you know, walking outside and looking into the family business. So I came back first, and and And from there, I took over the insurance business and looking at it, it was a very lonely place to be. So, um, you know, after a couple of years of Cindy being a professional life, you know, we said, Hey, would you like to come back? And let's, uh, take a different journey with insurance and see how we can build something different? Uh, since we know a lot about insurance, but let's make make make a difference and and and, you know, be sustainable, but also evolve over time and show the world that insurance is actually pretty sexy, actually. Um, and then, you know, Christine saw the fund that the two of us were having, uh, already started building a real estate on on my end. Uh, and then, uh, she came back. And, you know, we have a conversation, and we said, Look, looking at you know what we're doing in Sunday? You know, building pricing engines and being able to price to a single customer level. Um, we saw that opportunity in real estate, and, uh so I asked her. I said, Look, would you like to do this? You know, because I think there is something cool. Um, the three of us can band together and still inspire each other share ideas across each other. That's an opportunity that a lot of people don't get right. I mean, to all these industries in the world being able to cross share ideas. Uh, and sometimes inspirations and ideas don't come from the same industry. Uh, and so I think. And that's how we started. Really, John, it's not. Maybe we're lucky, and we should be grateful for >>that. You're all power women. I love the storey, and it is good that you come together, and I think the entrepreneurial kind of twist makes it more fun. But not everyone is cut out with the entrepreneurship, but it also gives you more risk management. You can. You can go after opportunities I love. I love the strategy there. You guys are great leaders. Any advice for other aspiring women leaders and entrepreneurs out there who want to make a difference? Make an impact? The world is. Change is getting better for everyone. And and again, entrepreneurial could be in big companies and also big companies doing startups. There's a whole new world. What advice would you guys give other aspiring women leaders? Okay, >>I'll keep it short from my end. I think for me it's about really following your passion following your ambition. And lastly, I think not to try and not feel like you need to conform to any gender stereotypes because I think in male dominated industries such as real estate, our are attack. I think people might have some ideas about you know what a what a tech leader or what a real estate leader might have to look like. But you don't have to conform to that. So that's probably my advice. Uh, >>yeah, I I fully agree with Chris right there. I think, um, gender isn't an issue here. If you have a passion and you identify, there is a market opportunity that you can, you know, you can really do something about it. Just just pursue it. I think most importantly, if you ever want to be an entrepreneur and start your own business or your own, start up. Uh, so long as you have the confidence, I think you're you're good to go. Um, there's a lot of talk out that that or, you know, um, women led start ups are not >>attracting >>funds, but we haven't faced that anyway. In this part of Asia, I think there's a lot of, um, I think it attracts even more attention. If you're a woman in a male dominated that industry like, hey, then you know it's it's quite unique. So I think you have a strength there, and I think there's a lot of diverse talent out there. Um, post pandemic. A lot of people are looking for changes as well, so I think it is a lot of a lot of opportunity out there. >>Yeah, Joanne, you know, you know, the thing is with cloud computing, it's a level centre. It really because if you can come together, whether it's sisters like you guys, powerful sisters and professional experience coming together leverage technology to re factor old industries. It's all about the numbers and the performance. At the end of the day, you know, you move faster and you take territory and beat the competition. >>Ultimate >>the ultimate uh, leveller. Well, congratulations. You guys are great. Thanks for coming on The Cube Sisters. You guys are amazing. Great Storey Love it. Thanks for coming out and celebrating International Women's Day feature today as part of our international women's showcase here in the Cube. Thank you so much. >>Thank you. Thank you for having us. >>Okay. The Cubes International Women's showcase Going on all year, this time featuring International Women's Day The big celebration. I'm John Ferrier, host of the Cube here in Palo Alto, California. Thanks for watching. Mm mm

(upbeat music) >> Hey, welcome back everyone to theCube's coverage of AWS re:Invent 2021. I'm John Furrier, host of theCube, wall-to-wall coverage in-person and hybrid. The two great guests here, Manu Parbhakar, worldwide Leader, Linux and IBM Software Partnership at AWS, and Mike Evans, Vice President of Technical Business Development at Red Hat. Gentlemen, thanks for coming on theCube. Love this conversation, bringing Red Hat and AWS together. Two great companies, great technologies. It really is about software in the cloud, Cloud-Scale. Thanks for coming on. >> Thanks John. >> So get us into the partnership. Okay. This is super important. Red Hat, well known open source as cloud needs to become clear, doing an amazing work. Amazon, Cloud-Scale, Data is a big part of it. Modern software. Tell us about the partnership. >> Thanks John. Super excited to share about our partnership. As we have been partnering for almost 14 years together. We started in the very early days of AWS. And now we have tens of thousands of customers that are running RHEL on EC2. If you look at over the last three years, the pace of innovation for our joint partnership has only increased. It has manifested in three key formats. The first one is the pace at which RHEL supports new EC2 instances like Arm, Graviton. You know, think a lot of features like Nitro. The second is just the portfolio of new RHEL offerings that we have launched over the last three years. We started with RHEL for sequel, RHEL high availability, RHEL for SAP, and then only last month, we've launched the support for knowledge base for RHEL customers. Mike, you want to talk about what you're doing with OpenShift and Ansible as well? >> Yeah, it's good to be here. It's fascinating to me cause I've been at Red Hat for 21 years now. And vividly remember the start of working with AWS back in 2008, when the cloud was kind of a wild idea with a whole bunch of doubters. And it's been an interesting time, but I feel the next 14 years are going to be exciting in a different way. We now have a very large customer base from almost every industry in the world built on RHEL, and running on AWS. And our goal now is to continue to add additional elements to our offerings, to build upon that and extend it. The largest addition which we're going to be talking a lot about here at the re:Invent show was the partnership in April this year when we launched the Red Hat OpenShift service on AWS as a managed version of OpenShift for containers based workloads. And we're seeing a lot of the customers that have standardized on RHEL on EC2, or ones that are using OpenShift on-premise deployments, as the early adopters of ROSA, but we're also seeing a huge number of new customers who never purchased anything from Red Hat. So, in addition to the customers, we're getting great feedback from systems integrators and ISV partners who are looking to have a software application run both on-premise and in AWS, and with OpenShift being one of the pioneers in enabling both container and harnessing Kubernetes where ROSA is just a really exciting area for us to track and continue to advance together with AWS. >> It's very interesting. Before I get to ROSA, I want to just get the update on Red Hat and IBM, obviously the acquisition part of IBM, how is that impacting the partnership? You can just quickly touch on that. >> Sure. I'll start off and, I mean, Red Hat went from a company that was about 15,000 employees competing with a lot of really large technology companies and we added more than 100,000 field oriented people when IBM acquired Red Hat to help magnify the Red Hat solutions, and the global scale and coverage of IBM is incredible. I like to give two simple examples of people. One is, I remember our salesforce in EMEA telling me they got a $4 million order from a country in Africa theydidn't even know existed. And IBM had 100 people in it, or AT&T is one of Red Hat's largest accounts, and I think at one point we had seven full-time people on it and AT&T is one of IBM's largest accounts and they had two seven storey buildings full of people working with AT&T. So RHELative to AWS, we now also see IBM embracing AWS more with both software, and services, in the magnification of Red Hat based solutions, combined with that embrace should be, create some great growth. And I think IBM is pretty excited about being able to sell Red Hat software as well. >> Yeah, go ahead. >> And Manu I think you have, yeah. >> Yeah. I think there's also, it is definitely very positive John. >> Yeah. >> You know, just the joint work that Red Hat and AWS have done for the last 14 years, working in the trenches supporting our end customers is now also providing lot of Tailwinds for the IBM software partnership. We have done some incredible work over the last 12 months around three broad categories. The first one is around product, what we're doing around customer success, and then what we're doing around sales and marketing. So on the product side, we have listed about 15 products on Marketplace over the course of the last 12 to 15 months. And our goal is to launch all of the IBM Cloud Paks. These are containerized versions of IBM software on Marketplace by the first half of next year. The other feedback that we are getting from our customers is that, hey, we love IBM software running at Amazon, but we like to have a cloud native SaaS version of the software. So there's a lot of work that's going on right now, to make sure that many of these offerings are available in a cloud-native manner. And you're not talking with Db2 Cognos, Maximo, (indistinct), on EC2. The second thing that we're doing is making sure that many of these large enterprise customers are running IBM software, are successful. So our technical teams are attached to the hip, working on the ground floor in making customers like Delta successful in running IBM software on them. I think the third piece around sales and marketing just filing up a vibrant ecosystem, rather how do we modernize and migrate this IBM software on Cloud Paks on AWS? So there's a huge push going on here. So (indistinct), you know, the Red Hat partnership is providing a lot of Tailwinds to accelerate our partnership with IBM software. >> You know, I always, I've been saying all this year in Red Hat summit, as well as Ansible Fest that, distributed computing is coming to large scale. And that's really the, what's happening. I mean, you looking at what you guys are doing cause it's amazing. ROSA Red Hat OpenShift on AWS, very notable to use the term on AWS, which actually means something in the partnership as we learned over the years. How is that going Mike because you launched on theCube in April, ROSA, it had great traction going in. It's in the Marketplace. You've got some integration. It's really a hand in glove situation with Cloud-Scale. Take us through what's the update? >> Yeah, let me, let me let Manu speak first to his AWS view and then I'll add the Red Hat picture. >> Thanks Mike. John for ROSA is part of an entire container portfolio. So if you look at it, so we have ECS, EKS, the managed Kubernetes service. We have the serverless containers with Fargate. We launched ECS case anywhere. And then ROSA is part of an entire portfolio of container services. As you know, two thirds of all container workloads run on AWS. And a big function of that is because we (indistinct) from our customer and then sold them what the requirements are. There are two sets of key customers that are driving the demand and the early adoption of ROSA. The first set of customers that have standardized on OpenShift on-premises. They love the fact that everything that comes out of the box and they would love to use it on Arm. So that's the first (indistinct). The second set of customers are, you know, the large RHEL users on EC2. The tens of thousands of customers that we've talked about that want to move from VM to containers, and want to do DevOps. So it's this set of two customers that are informing our roadmap, as well as our investments around ROSA. We are seeing solid adoption, both in terms of adoption by a customer, as well as the partners and helping, and how our partners are helping our customers in modernizing from VMs to containers. So it's a, it's a huge, it's a huge priority for our container service. And over the next few years, we continue to see, to increase our investment on the product road map here. >> Yeah, from my perspective, first off at the high level in mind, my one of the most interesting parts of ROSA is being integrated in the AWS console and not just for the, you know, where it shows up on the screen, but also all the work behind what that took to get there and why we did it. And we did it because customers were asking both of us, we're saying, look, OpenShift is a platform. We're going to be building and deploying serious applications at incredible scale on it. And it's really got to have joint high-quality support, joint high-quality engineering. It's got to be rock solid. And so we came to agreement with AWS. That was the best way to do that, was to build it in the console, you know, integrated in, into the core of an AWS engineering team with Red Hat engineers, Arm and Arms. So that's, that's a very unique service and it's not like a high level SaaS application that runs above everything, it's down in the bowels and, and really is, needs to be rock solid. So we're seeing, we're seeing great interest, both from end users, as I mentioned, existing customers, new customers, the partner base, you know, how the systems integrators are coming on board. There's lots of business and money to be made in modernizing applications as well as building new cloud native applications. People can, you know, between Red Hat and AWS, we've got some, some models around supporting POCs and customer migrations. We've got some joint investments. it's a really ripe area. >> Yeah. That's good stuff. Real quick. what do you think of ROSA versus EKS and ECS? What's, how should people think about that Mike? (indistinct) >> You got to go for it Manu. Your job is to position all these (indistinct). (indistinct) >> John, ROSA is part of our container portfolio services along with EKS, ECS, Fargate, and any (indistinct) services that we just launched earlier this year. There are, you know, set of customers both that are running OpenShift on-premises that are standardized on ROSA. And then there are large set of RHEL customers that are running RHEL on EC2, that want to use the ROSA service. So, you know, both AWS and Red Hat are now continuing to invest in accelerating the roadmap of the service on our platform. You know, we are working on improving the console experience. Also one of the things we just launched recently is the Amazon controller to Kubernetes, or what , you know, service operators for S3. So over the next few years you will see, you know, significant investment from both Red Hat and AWS in this joint service. And this is an integral part of our overall container portfolio. >> And great stuff to get in the console. That's great, great integration. That's the future. I got to ask about the graviton instances. It's been one of the most biggest success stories, I think we believe in Amazon history in the acquisition of Annapurna, has really created great differentiation. And anyone who's in the software knows if you have good chips powering apps, they go faster. And if the chips are good, they're less expensive. And that's the innovation. We saw that RHEL now supports graviton instances. Tell us more about the Red Hat strategy with graviton and Arms specifically, has that impact your (indistinct) development, and what does it mean for customers? >> Sure. Yeah, it's pretty, it's a pretty fascinating area for me. As I said, I've been a Red Hat for 21 years and my job is actually looking at new markets and new technologies now for Red Hat and work with our largest partners. So, I've been tracking the Arm dynamics for awhile, and we've been working with AWS for over two years, supporting graviton. And it's, I'm seeing more enthusiasm now in terms of developers and, especially for very horizontal, large scale applications. And we're excited to be working with AWS directly on it. And I think it's going to be a fascinating next two years on Arm, personally. >> Many of the specialized processors for training and instances, all that stuff, can be applied to web services and automation like cloud native services, right? Is that, it sounds like a good direction. Take us through that. >> John, on our partnership with Red Hat, we are continuing to iterate, as Mike mentioned, the stuff that we've done around graviton, both the last two years is pretty incredible. And the pace at which we are innovating is improving. Around the (indistinct) and the inferential instances, we are continuing to work with Red Hat and, you know, the support for RHEL should come shortly, very soon. >> Well, my prediction is that the graviton success was going to be applied to every single category. You can get that kind of innovation with this on the software side, just really kind of just, that's the magical, that's the, that's the proven form of software, right? We've been there. Good software powering with some great performance. Manu, Mike, thank you for coming on and sharing the, the news and the partnership update. Congratulations on the partnership. Really good. Thank you. >> Excellent John. Incredible (indistinct). >> Yeah, this is the future software as we see, it's all coming together. Here on theCube, we're bringing all the action, software being powered by chips, is theCube coverage of AWS re:invent 2021. I'm John Furrier, your host. Thanks for watching. (upbeat music)

>> from San Francisco. It's the Cube covering the em. Where Radio twenty nineteen brought to you by the PM where >> hi. Welcome to the Cube. Lisa Martin with John Furrier way are in the middle of the excitement and the action at the, um where Radio twenty nineteen in San Francisco. Please welcome back to the Cube. David Tennant House, the chief research officer at the end. Where. David Welcome back. >> Thank you. It's always great to have the Cube here radio, >> and it's we had in a really exciting day. And then suddenly this whole space opens up and you can imagine all the innovation and the collaboration that's going on in here. This is the fifteenth radio. This is just one of several big programs that the M where does that really inspires and fosters this really collaborative, innovative culture? You've been here for five years. You came from Microsoft tells a little bit about what makes not just radio, but the emir's culture of innovation unique and really gives it some competitive advantage in the market. >> Yeah, well, so that you know, I think there's a number of different things there. People are super passionate about technology I think there's also this shared thing at P m. Where which is, you know, we're a little understated, right? We're not a big consumer brand. And, you know, we almost pride ourselves in creating technology that goes under the covers, right? So whether it's inside the data center, you know, can we make, you know, with virtual ization, right, Khun? Oui. Make it so that you can run ten times as many virtual machines as you had physical machines and the applications never have to know, right? So that's kind of, you know, for us, it's perfect, technically hard problem and, you know, a little understated. So that kind of, you know, fits with our culture. I think another thing that we found, you know, having a research group often a challenge. His researchers will go to people in the product teams, and they sort of want to start the discussion. I've got this new idea, and maybe it could really help you with your product. And, you know, meanwhile, of course, the product people are, you know, they're working against deadlines. They want to get stuff out. They don't want people derailing their, you know, their agenda and their work. So something we find at PM where which is really I find unique, is let's say we goto a product team in many other companies environments, and I'm really not naming anyone. What happens is you gotta have a discussion with somebody who sort of, you know, is the expert on whatever name your technology and you say the reason starting point isn't Hey, I've got this whole new way of doing your stuff, right? Starting point is can you tell me how your stuff works? And usually the response that other companies is. Why do you want to know? Right. It's a really pointed defense of we find it. The m where is really people are incredibly open. I don't, you know, know exactly how this got embedded in the culture. Maybe because it was a spin off from the university, but deeply embedded in this culture is Oh, yeah, let me tell you how this stuff works. And, uh, you know, maybe you'LL have a better idea. We don't even have to start with, You know, we have a better idea. It's like, you know, and then from there way can have ongoing discussions about >> Oh, that prints and improve it. That Cruz, why you have a community? Yeah, transparent creates openness that creates solidarity around open >> concept. Exactly. And and that's kind of what you see here. Radio. I don't know if people can see in the background is This is, you know, already day for in the Expo Hall and people don't want to leave and they're walking around. They're looking at each other's posters, they're talking to each other, making connections, and then they're going to build on those connections in the coming, you know, week. It's months and over the next year. And, you know, this is they said, you know, this has been going on for four days. You think that by now people have seen all the posters, they talked about everything there is still finding things that they want to talk to the kid. >> The candy store is a lot to taste here and learn ivory engaged graphic contents good and congratulations and thank you. And I just want to add, >> like something I love is, uh, getting here. Actually, before people arrive on the first day each year because when they come in, it's like greeting old friends right. It's sort of like a reunion except nobody's worried about, you know, like school reunion. You know, people are just playing happy to see each other, so that fits with that community thing, you know, because sometimes they're there in their teams and they don't necessarily get what you're being humble. We've talked last year about some of the content you put together in the team, so it's not. It's a hive mind, but you're the chief researcher, >> So you've gotta figure out on at least some canvas to start shaping framing sets of agendas to go after that. So if you can. So Lisa and I were just talking about this here today about how if you have a tech canvas, you don't want to create barriers of thinking. You want to open it up but not make it two restricted. That's your job. What can you tell us about the research agenda that's here and way out there and how how do you see that aperture range >> of yeah topics? Well, I think you know, I want to re first before even getting into that agenda, reaffirm a key point you made right, which is don't constrain people too much. So radio, by the way, is really very, you know, bottoms up. This is not about saying, you know, here's the four topics people really submit. It's a very competitive process people want to be. Not every engineering BM where gets to come to radio, right? It's it's eighteen hundred developers, which is an incredible commitment by the company. He's still a small fraction of our community, so they're actually submitting, you know, bottoms up, uh, to you know, see you and then we have a program committee that reviews it. So that's Ah, bottoms up part of the process from where I sit, You know what I think happens is whether it's our research team or filtering. You know, we'LL look at what comes. Bottoms up and say, Well, what's the signal to noise? For example, there's you know, we've had this year a tremendous amount of machine learning activity, and you see this in the posters here and in the presentations. However, you know that it wasn't too hard to detect a rising signal a couple years ago. So in that case a couple years ago, we said, OK, this is important. We see it in the external community way see it in the developer community. We see it within our own teams and developers. Clearly important. So starting a few years ago, we pulled together some of the senior most technologists, the principal engineers, a subset of them, and said, Hey, we want you guys to dio what we call a of a test study for tests are going faster, but also Veum, Where? Technology Study. We want you to actually do a strategy, but not a business strategy. Technology strategy. Look at the landscape of this. Look at where we are. Look at where we need to be and start charting a course. So in that sense, what we you know, coming out of that was, for example, information of an internal machine Learning program office? Who? One of them gold. It's billed the ML community. You talked about that before. Inside the company. It's not just a technical goal, it's an organizational on community goal. And that's just sort of, you know, kind of one example that wasn't the only output of that. But it's it's one example and what you see a big surprise, you know, kind of ten x, the engagement in the space so that that would be, you know, one case. I think one of the key things is, well, pick up on different topics. And then the thing that we do that I think it's different from some other companies to stop and say what our enterprise is going to need to do because at the end of the war in enterprise company and our customers, our enterprises and their needs her actually, although they're in different verticals, for example, let me just use machine learning. But it could be blockchain. It could be I ot. Actually, what they need is different from, say, the machine learning that that the hyper scale er's needs. So we realised that actually, there's a very interesting needs for us to explore the underserved parts of machine learning because all of these companies, if you look at them, they have a larger number of machine learning problems to work on the hyper scaler. You know, Facebook, Google, love them. They're actually working on a very focused set of problems, right? It's you know it's at serving. It's the social network graph. It's, you know, cat photo recognition, and I don't mean to knock those and they've got a great business is built around them. But notice it's a small number of problems. They do it it immense scale. Okay, given Enterprise probably wants to apply machine learning to a large number of problems, they're not going to run each of those problems on a million servers there, actually, probably running those problems on tens or hundreds of the EMS, right? And so what's the technology they need to address those problems and you can go through way looked at, you know, machine learning That way. We looked at I ot that when he said, You know, look, we think the analytics and the M L. That's a really cool things. We want to play in that space, too. But you know what everybody's trying to do. That, and not a lot of attention being paid to our enterprise is going to secure right and and managed all these I O T devices and the gateways to the devices. So we chartered a strategy for both research and business in that space, watching same thing, really exciting technology Now for enterprises, it's not about big point. It's not about currency, right? It's a money decentralized trust. It's an infrastructure for decentralized trust and effectively think of this is, you know, a database like thing. Except now it's going to be shared across many different organizations. And it's going to change how organizations work with each other and how they work with their auditors on how they work with their regulators. So this is great. >> But, you know, let's focus on what am I the way I just retweeted while you were talking? I just got a clip from last year. I asked you that question about Blockchain. You nailed it Way talked about how all the hype and fraud and i CEOs and confusing it. Yeah, but the world kept moving along. A lot of progress on the supply chain side, lots of interest, rafters trust. He sat realized that it's not about >> the eye. Indio. Yeah, so wave you, that is, You know that there's the high poker and, you know, they'LL be a deflation after the hiker passes. But there's real signal under there and so, you know, and we just turn our strategy and we keep marching down that path, and we're, you know, building up more partners, more people to work with. So it's it's that sort of thing. Quantum computing, right? We're not, you know, developing our own quantum computers. I can tell you that right now, and we're not even doing quantum algorithms. I have some albums researchers, but they're not doing quantum algorithm. You know, I kind of wish we were doing some of that stuff, but what we did do, and we looked at this and we said, Okay, hold on a key challenges. Uh, when the quantum computers do show up, we're going to need to transition to new cryptography to quantum resistant. You know, our post quantum there. Two terms, they're used. Cryptography enterprise customers are going to need to do that. Well, one second, they can't wait till this shows up. It takes ten years. Change your crypto. And by the way, you know if you've encrypted data and other people got a copy of your encrypted data, if it's long living data like, you know, health care records, you don't want them decrypting that in five or ten years. So you got a sort of start now and again, this goes back to what oh enterprise customers need to do Well, okay. The new crypto standards for miffed and others aren't quite ready, Okay, but But by the time they're ready, it's going to be too late to get started. Okay, But we could start working with our customers to work on crypto agility to change how they handle their cryptography. First off, get a good inventory of it, and then get set up so that they're using essentially plug mobile libraries so that it's easier for them to change their cryptography as soon as the standard shows up. And by the way, even if quantum computing takes a lot longer than we all think, this is good hygiene anyway. In other words, it's just a no regrets move for our customers and Khun. We sort of help them go down that path. And this is an example where we can actually also partner with our colleagues that are, say, other parts of Del technologies to help make that work for We're working with others in the industry, you know, intel, and we've kind of convened a form of players within the industry. You know, start working in that direction again. What do enterprise you know, what's the cool new technology. What oh enterprises need. >> So you talked about this event being open in terms of like the agenda and the topics being driven from the bottom of it, That gets really cool. So in the spirit of talking about customers and, like you were saying designing for what enterprises need and all of the variations that encompasses where is customer influence not just a radio, but within the em wears research and innovation programs and strategy. What's that? I mean, I just Advisors don't like that. It's >> a great question. So, like many companies, you know, we do have various advisory body's right, so we bring them in and, well, we'Ll sort of half like, you know, the sea tabs are customer technical advisory body. So the more technical people in some of our kind of more leading customers and we'LL show them things that we're working on, you know, under any kind of India arrangement, and get their feedback, you know, sort of OK, Does this make sense? You know? If not, why not? If it does, you know often it's not that finery, right? It's how would you use it? And we really sort of them give that feedback backto our teams. Now many people do this kind of thing, so we have lots of other customer engagements. We bring customers into forms like radio to be on panels, breakouts, things like that to give presentation so that basically, let's face it in one or two events, that's not going to convey much signal to our engineers. It's a madam, a six storey engineers way want you to be out talking to customers, right? So getting our engineers to be at PM world but way have programmes to actually allow engineers and encourage them to get out, make customer visits above and beyond. And by the way, if you look at it again, our principal engineers in our fellows I think what you find is the vast bulk of them are distinguished because they love engaging with customers. They don't just do it because it's part of the job. They love getting that feedback, so it actually helps them in their career, and we try to sort of essentially teach that to folks. One of the programs we have that in the CTO office, but I love it's not him. It's not in my part, So you know this is a case of I love all the things that we have that just my own, You know, uh, is it's like it's like loving your nieces and nephews, right? Not just your own children way. You were going to ask you your favorite child so way have, like, the CTO ambassadors program, Uh, which basically is coming from the field. So we have, you know, field engineers. They're not on the development side, but these air super technical people that are out in the field touching our customers all the time in any company, there's always a subset of those folks that just have a really good intuitions for where the customers are going and are good at raising their hands about that. So way actually have a program with CTO Ambassador Program CTO way where, you know, literally we give them a pin right way, give them a bad on DH. So we've tried to identify that subset of the field engineers and way regularly bring them in, you know, to pollo alter or bring them together. Whether it's a V m world or radio or whatever again, same thing. We're going to let them know what we've got cooking. We're going to get their feedback. We're gonna hear from them on. And this is not just on research right away. This is on the product pipe lines. You know what's going on in the road map and everything else now to me again. That's just actually a starting point. Because when I put my people in front of Seo is its telling my people, this is the group of folks. When you have a new idea, don't just talk to the product people go find CTO is because, you know, one of the best ways and I'm gonna be a little selfish. One of the best ways for us to influence the customers it influence the company is to get customers excited about something you were doing right. So you know Helen Lawson talk about technology push. And if you really want to be a success, we'LL get innovating it. In a large company, you need to create whole absolutely, and so the CDOs are great. They help us find people to do posies with, because you have to find just the right. You have to find a customer that has a need for this new stuff, but they also have to be somebody that understands this isn't yet a product. This is a journey, right? We're going to jointly try something out. You're gonna learn about whether this new tech can help you and how it could help you. We're going to learn what the product ultimately means, but, you know, you're not gonna be able to actually take out your checkbook at the end and get it right away. So you have toe, you know, be comfortable investing the time and energy, and then they have >> a spy in three that is really one of the core elements that's essential to drive innovation. >> Absolutely. And you need that. As I said, you need that customer partnership to help fine tune things. It's, you know, one of the things more broadly I try to do with research team is, you know, on the one, and give them the freedom to say, Hey, I have a new idea and I want to explore that new idea. That's great. Now, if you think about it right, then they're running open. Luke, they're running based on, you know, kind of their guesses. What educated guess. Right? And their intuition what people might want in the future. So that's good. What a then do it say. Okay, that's great. Uh, you know, you did a little bit. You wrote a paper build a prototype. Okay, so now they get a prototype bill. Okay, That starts getting this idea little more concrete. They're okay with that. The next step, it sort of is. Okay. Now, >> you got to >> get somebody to use that prototype, because I need you to get. And you need you to get feedback and create a feedback loop. Because otherwise, what's gonna happen is they made that first intuitive guests. So let's say they had their really phenomenal and they have a seventy five percent chance of getting it right. Okay, that that. But if they now continue to make a series of educated guesses and they have, ah, you know, seventy eighty percent chance on each educated guests and they make a siri's of four or five of those they have almost, you know, very quickly, close to zero chance of being in the right spot if you just multiply out the probabilities. But if they make that first big league and they start getting customer feedback That actually helps them right get more and more focused on where the bull's eye is. You have a really great chance of changing, >> so they don't build this great technology with no customers. Crichton second >> don't want somebody for a problem, right? But if you want to, you know, kind of have >> some really big ball change. You've >> got to be. >> Well, you've got to be willing to make that first big step without the feedback because the customers don't wear right. And if you just went to the customers said if you had this, what would you do? And they probably say, No, no, no. Instead of that, I want another feature over here. So you got to go and build that first prototype and take the leap of faith. The issue is, if you compound the leap of faith, your odds of being successful slope. If you quickly get into the hands of the customers, get feedback and start focusing in on where the value is, your chance goes up dramatically. >> Awesome. I wish we had more time with you, David. We're gonna let you get back to all of the amazing innovation that I have no doubt it's going on right behind us. Thank you. Something, Johnny on the Cube today. >> Look forward to seeing you again soon. >> Absolutely. For John Ferrier, I'm least Martin. You're watching the cubes. Exclusive coverage of the young Where? Radio twenty nineteen. Thanks for watching.

>> Announcer: From Orlando, Florida, it's theCUBE, covering ServiceNow, Knowledge17, brought to you by ServiceNow. (upbeat music) >> In 2004, Fred Luddy had a vision. He was the founder of ServiceNow, and his vision was to create software that was really simple to use, to automate workflows within organizations. Two years later in 2006, was the first ServiceNow Knowledge. He rented out a room at a hotel that could support 50 people. 30 minutes before that event, nobody was in that room. By the time, the time came to start the first ServiceNow Knowledge, 85 people were in the room, talking to each other about this transformation that was occurring in their business. And as they started talking to each other Fred Luddy stepped back and said, you know what, to have a successful conference I just need to let people talk to each other. And here we are today, in 2017. 15,000 people at the ServiceNow Knowledge. Welcome to Orlando, everybody. My name is Dave Vellante, and I'm here with my co-host Jeff Frick. This is, I believe, our fifth Knowledge, Jeff. >> Just look at that. 14, 15, 16, 17. Fourth or fifth. (laughing) >> Fourth or, no. We started at the Aria Hotel in Las Vegas, with about 4,000 people and now we're up to 15,000. This is a story of a company that did an IPO right around 100 million, brought in an excellent CEO, Frank Slootman. In six years his company has exploded to 1.4 billion dollars. They're on a path to do 4 billion dollars of revenue by 2020. They've got a 17 billion dollar market cap. If you look at software companies over a billion dollars, there is no software company that's growing as fast as ServiceNow, 30 plus percent a year, and throwing off as much free cash flow as ServiceNow, growing at about 45%. So they are incomparable in terms of comparing to other software companies. They're on a tear, the stock prices are up. Lo and behold Frank Slootman, the CEO, is getting out at the top. Bringing in a new CEO, John Donahoe. I feel like it's you know, an NFL quarterback, It's Bill Walsh handing the reins over to George Seifert. Maybe, and as I say, getting out at the top. John Donahoe, totally different style. We're going to be talking to him on theCUBE, just finishing up his keynote now. But, Jeff, here we are. Our fourth year, I guess, at Knowledge. And, pretty amazing transformation in this company. >> It is a pretty amazing transformation. We talk a lot about big data, and we talk a lot about cloud in many of the shows we go to but what we probably don't talk about enough, and we are going to for the next three days, is the success of SASS apps. And, as I always like to joke, there's a 60 storey building going up in San Francisco that Salesforce is completing to show you the power of SASS apps. And I think, with the ServiceNow story, is, more of that same story, you know. They started out with a relatively simple idea, Fred wanted to make work easier. And he started with the ITSM because that was an easy place to get going. But really, it's about simplifying workflow in a SASS application, letting people get work done easier. And it's pretty interesting, Because now, as you look around, day of the conference, they've got five bubbles, or five balls, or five posters, to really symbolize how they've moved beyond just ITSM into HR, customer service, biz apps and security. And applying the same foundation, the same method, the same software, to get after more and more of the workloads that are happening inside the enterprise. >> From a company perspective, this story here is about execution. The company, as I said, I gave you, shared with you the financials, they've penetrated the Global 2000, over 50% of their average contract value comes from the Global 2000. And there's significant upside there, as well. In addition, their average contract value is growing very dramatically. I was speaking to some customers and asking them, what was your deal size when you first started with ServiceNow? They were like, it was small, it was like 60,000 contracts. Now they have many, many customers, well over a million dollars, several customers over five million dollars, so this is a company that is largely focused on large organizations, but also governments and mid-sized companies. Not small businesses, yet, Jeff. You and I have been dying to get a hold of ServiceNow for small business. They announced Express a couple years ago, but what Express really was, was a way for larger companies to try, you know, get their feet wet before they really jump all in. So, we are still waiting for that day, but in the meantime, ServiceNow has a lot to do. As they say, their goal now is to be four billion by 2020. It feels like, when we first covered ServiceNow Knowledge, we said wow, this company reminds us of the early days of Salesforce, they've got this platform you can develop on this platform, you know, call it paths, or whatever you want to call it. But, we at the time said they were on a collision course with Salesforce. Now, there's plenty of room for both of those companies in the marketplace. Salesforce obviously focused predominantly on Salesforce automation, ServiceNow really on workflow automation. But you can see, though, two markets coming together. >> Right, right. >> People really, you know SalesForce, we try to use it for a lot of different things. And so giant markets built on the cloud built with flexibility to add volumes we started at problem change management help desk type of things within IT service management, and we're seeing that expand dramatically. And one of the things that you've always emphasized, Jeff, is the ecosystem. Take us back to the early days, of when we walked the floor of the original Knowledge that we did, that was four or five years ago. The companies that you saw there are much different than what you see today. >> But the passion is still the same, and that's why we've loved coming to this thing for so many years. It's because it's one of the companies that has a real passion. There was a shout-out to Fred, which is where it all started you know, I think Frank did a great job continuing that, and now clearly John is a really polished guy. Did his time at Bane, eBay, which he talked about as a community based environment, and that was built on the strength of it. But the other part in terms of their expansion, their TAM expansion, which is always a popular topic is, John talked about IT living at the intersection of interconnectedness across departments. And they've really done a good job of leveraging that. And he talked about a simple HR on-boarding process, to highlight all the departments that are taught. Securities, facilities, you need to get your badge, you need to get your laptop, you need to get checked in. So, they're leveraging this and coming up from the bottom, and we talk about IT being an agent of transformation and not a cost center, well what better way to do that than to continue to simplify all these basically mundane processes. But, again, just start eating them up, and pulling more and more processes into the ServiceNow platform. >> The key to success from a customer standpoint is to adopt a single CMDB, and to adopt a service catalog. Jeff, when we first started following ServiceNow, and we talked to the customers, not everybody was adopting a single CMDB. That was a very political, sort of football. When I talk to customers today, many more, just anecdotally, have adopted the CMDB. What that gives the customer and ServiceNow, is tons of leverage. Because you essentially have that single source of truth, and then you can use that as a ripple effect across all the other innovations that you drive with ServiceNow. So, for example, you start with help desk and change management and problem management, and then you move onto, maybe, IT operations management. And you're automating those tasks. Then might you move onto HR. You might move onto logistics, or marketing. You're now dealing with security. The perfect example they often give is on-boarding. When you on-board a new employee, there's six or seven or eight departments that you have to talk to. There's at least eight, nine, 10 processes. You got to order your laptop, you got to get a phone, you've got to get your office, you've got to get on-boarded to HR. All of these things that have to occur, that are generally separate phone calls, or you're walking down the hall. ServiceNow when you on-board, they give you the example, they're eating their own dog food. You go into the portal and you do all these things. And it has a ripple effect because of that single CMDB, throughout the organization. And so that's given ServiceNow a lot of leverage within these companies. What you hear from customers is: one, it's complicated to install this stuff. And in the early days especially when there weren't as many experts in ServiceNow. So it used to take a couple years to implement this. Second is your price is too high. You know, you hear that a lot. If that's your biggest hurdle, you're in good shape. What ServiceNow has to do in my view, Jeff, is two things. One, is got to tap the ecosystem. And you've seen companies like CSX now, DX Technology, and Accenture, KPMG, EY, join the fray. I always joke that SIs love to eat at the trough. Well, ServiceNow is becoming a big, robust ecosystem, with a giant TAM. So, ServiceNow has to lean on those partners very heavily to go in and accelerate implementation, convey best practices. ServiceNow has a program called Inspire. Which is a lost leader. It's one of the best freebies in the industry. Where they will go in and share best practice with their largest customers. And in doing that in conjunction with the SIs, to accelerate adoption on the price side, this company and I think John Donahoe is perfect for this, really has to increasingly emphasize the value. I think to date Jeff, it's been a comparison. Well, I can get this from BMC for this much, or HPE for this much, or IBM's got versions of that. Or, other competitors in this space. ServiceNow has essentially, their pricing has been compared to them. What they have to do is shift the conversation from cost, and price, to the value of the delivery. >> Biggest surprise. You got to spend a little day, kind of, behind the curtain in the analyst day. Biggest surprise that came out of that, for you? >> I don't know if it's a shocker, but it was certainly underscored, is the actual amount of upside that this company has, because they have, you know, penetrated the Global 2000 pretty substantially. But what struck me was their ability to add new capabilities, and add, expand their TAM. You know, I think I wrote a piece in 2013 basically sizing the TAM. When ServiceNow first IPOed, Gartner came out and said this is a dead market, help desk is an 8 billion dollar market, where are they going? I followed that up with a piece that said you know, this TAM is quite large, it's probably about 30 million. And I shared with the Wikibon audience how it could get there. I think I underestimated that. I think the TAM is 60 to 100 billion dollars. And the reason is that ServiceNow is able, Fred Luddy said when we first interviewed him, it's a platform. I took it out there and said here it is. >> Right. >> And the VC said what can you do with it? And he said anything! >> Revolutionized platforms. >> And they said, well, we're not going to fund it. Right, and so what they've been doing now is adding modules, and one of the ones I'm most excited about is security. And it's not competing with the FireEyes, and the Palo Alto Networks and the McAfees. It's actually automating a lot of the response to security. Automating the run book, automating the incident response. And doing so in a way that actually builds that ecosystem up, and is the glue that hangs it together. So, I guess the biggest eye-opener for me, Jeff, I talked earlier about the revenue growth, and the free cash flow growth, for a billion dollar plus company. What was surprising, the biggest eye opener or surprise to me, was the sustainability, in my opinion, of that upside. >> Right. But if it works, right, no one's going to give it up. And if the efficiencies are so much better, no one's going to give it up. I just, like, it does other huge categories of software, right? There's CRM which they're playing a little bit into not coming at it from kind of a sales perspective, but kind of coming at it from a customer management perspective. There's HR, which they're clearly going after. There's ERP, which they're probably not in a position to do in the immediate term. But there's still a lot of work getting done in large enterprises that can use a significant amount of customization, automation, with a little big data twist in the back. And, a real eye to the customer experiences, as the millennials more and more in the workforce, and the expected behavior of enterprise apps needs to mirror more, what we get on our phones. So I think they're in a pretty good position. >> TSM is the core. Everything stems from that. That's sort of the main-spring. And really, IT are their peeps, as Frank Slootman used to say. (laughing) ITOM, IT operations management, is another large and substantive business. Not as big as ITSM, but bigger than the others. Customer service management is a new and growing area. Security is a huge upside in my opinion. HR they've been at it for a while, we've talked to Jen Straud many times. And that's a big growth area. So these line-of-business entries are what's going to power the growth of ServiceNow going forward. There's also MNA, we haven't talked about MNA. When we first walked around the ecosystem on the exhibit floor at the Aria, four or five years ago, what we saw were a number of companies that could fit right into the ServiceNow platform, so one of the more prominent companies that ServiceNow acquired was DX Continuum. It's sort of an intelligent AI, machine-learning system. They're deploying that to help predict outages, part of their IT operations management service. And they'll use that elsewhere. So it's a very specific AI, we cover AI, we cover autonomous vehicles, and so forth. That's actually a great use case. So much of AI is fuzzy. So much of deep learning and machine learning is like how is that applied? Well, predictive analytics, to say OK this component is going to fail, replace it. Or, move the work off of that server. That's a real tangible use of AI. So we've seen ServiceNow use MNA. So what it does when it acquires a company, it has to go through cycles of re-platforming. ServiceNow doesn't just bolt on third-party products. We basically rebuild them from scratch on the platform. >> Right, right, ease into the platform. Which is what you have to do. Which is, kind of partner what SASS is all about, and in the early days of SASS there was a lot of push-back, because everybody thought they needed customization. Well, you didn't really need customization because you can't have 47 versions of the platform out there. What you need is the ability to configure. And have great configurability, and that's what good platforms do. And that's what Fred tried to build. And oh by the way I got to get started, so I went with the ITSM. So I think they're in a great position, Dave, and, as we know, cloud economics of which this is a big, giant application, get good, as the thing gets bigger and bigger and absorbs more and more functionality. Again, interesting change of management. We're going to talk to John, really look forward to it, fresh new energy. I think they're off to, off to the races, they've been racing for a while. (laughing) >> Some of the other things, let's talk about customers for a minute. So, some of the other things I get from customers when I talk to them is, and again, CMDB, and service catalog, those are two critical. If you want to get the value out of ServiceNow, you got to implement those two things, and others. But as well, this idea of multi-instance, allows you to upgrade at your own pace. What a lot of SASS companies will do, and we know this, as a customer of a lot of SASS companies, they say new upgrade coming, beware. And boom, the function hits, or often times hits, with a price increase. What ServiceNow claims is that because you're in a multi-instance, as opposed to a multi-tenet environment, you can plan your upgrades. Now, having said that, what a lot of customers will do, is they will try to avoid custom-mods, custom modifications, and they will try to take ServiceNow function out of the box. The desirability of that is when a new upgrade comes, you don't have to worry about the modifications you've made. However, it's not always that simple. I talked to a customer this morning on the way over here, they're a big SAP user, and they're doing a lot of custom-mods with their implementation. And I said aren't you worried about that? Yes, we're very worried about that, because that's going to be problematic for us when we upgrade. But they're wed to SAP. So, my advice to customers is always try where possible to avoid custom modifications. You hear that a lot from, for instance, IN4 customers. You frankly hear it a lot from Oracle customers, trying to avoid the modifications. Mods can drive value for your business, but in the cloud world, the cloud era, they can really create problems for you. >> And everyone thinks that they're special, but the reality is that a lot of processes are repeatable across businesses. And actually if you're sitting as a SASS offer provider, you see it across a lot of customers, try to go with what's the standard out of the box, with basic configuration changes, and try to keep away from the customization, or like you said, you can get yourself in serious trouble. And not really take full advantage. 'Cause you want to take advantage of the upgrades, you want the security upgrades, you want the functionality upgrades, you want the latest plug-ins from the ecosystem, so stick with the core and try to really avoid. And you've got stuff that needs to be kept up, and it's old and it's legacy, try to shield it as much as you can from this new-age application. >> So we're here for three days, theCUBE, Knowledge17, #know17, and so we will be covering all the innovations it's an interesting conference because the roles here are IT practitioners, CIOs, line-of-business professionals like those within HR, and other lines of business. So really a diverse crowd. There's a developer conference, a lot of events within the event. There's a women in tech luncheon hosted by John Donahoe, so a lot of stuff going on that we're going to be covering, Jeff Frick and myself. We are going to be right back with John Donahoe, the new CEO of ServiceNow coming fresh off the keynotes. Keep right there everybody. This is theCUBE, we're at Knowledge17, be right back.