(soft music begins) >> Welcome to this CUBE conversation. I'm Lisa Martin, I'm joined by Jeremy Swift, the CEO and co-founder of Cordial. Jeremy, welcome to theCUBE, it's great to have you on the program. >> Hey, thanks so much Lisa, it's great to be here with you. >> Making this conversation's work very socially distanced, but I'd love to understand a little bit about Cordial. What do you offer and how do you help customers? >> Yeah, yeah, I appreciate the question. I guess for starters Cordial is a cross-channel messaging and data platform. Our clients, let me tell you a little bit about what that actually means. But I would say our clients can collect all of their unstructured, kind of disparate customer and business data from wherever it lives within their tech stack. And then ultimately use that data to build audience segments, gather insights about that data and about their customers. Kind of discover some trends on that too and then ultimately automate and orchestrate hyper-personalized customer experiences at enterprise scale. And when I say experiences too, to define that a little bit. I really am talking about, frankly, kind of a wealth of interactions that a customer might have with a brand. So, that could be things like transforming your promotional, your triggered and your transactional email, communications to your SMS and your MMS messages, to your push in your in-app messages, targeted direct mail, all the way, actually, frankly, to things like in-store devices like clienteling experiences and things like that when you're physically going into the store, whenever we can get back into that, a little bit more consistently, I would say. And then even things like sending targeted audiences to third-party social platforms like a Google Adwords or a Facebook or whatnot. So, in short, I would say we're the underlying data platform and the activation layer that helps brands better communicate with their customers because they ultimately understand their customers better. Um, yeah, go ahead. >> You mentioned hyper-personalized and we've been talking about personalization for a long time. And especially as the more demanding we consumers get, we expect brands to know who we are, offer us the right things that are in sequence and offer me something I've already purchased. But define hyper-personalized customer experiences. >> Yeah, yeah, it's a really good question. You know, I think this is a significant piece that when we think about kind of the marketing language or lingo that gets used out there, this is probably one that gets used a little bit flippantly. It really is this idea of taking the individualized behaviors of you, Lisa, of me, Jeremy, and looking at those in a full view, not just what I did in this moment but what is my history with your brand tell me? And how do also some of those behaviors now also, maybe predict future behaviors as well. And using that data to ultimately drive and derive the content that is being put into the message. So, hyper-personalized meaning truly, one-to-one, like very, very discreet or descriptive pieces of data that ultimately tie to unique pieces of content that are going to drive a great experience or a particular behavior. So, some examples of maybe how we deploy that with folks, we work with brands like Backcountry or Revolve Clothing, Eddie Bauer, 1-800 contacts, we work with brands like that to help them drive revenue growth through things like, again, hyper-personalized messages drives higher revenue per message. It helps them significantly increase their customer lifetime value, again because the experience that they're creating for them is very tailored, very unique to that individual. So, some things that we measure ourselves on with respect to that and things where we're really proud of are things like our clients are generating a 250 X ROI. And typically they're achieving triple digit revenue growth within their first 30 days using Cordial, our platform, because of the data layer that we have there, we built a transformations product to that just last year alone for our clients transformed and activated over 110 billion customer data records, again for our clients there. And probably the thing that I think excites me the most and frankly kind of gets back to some of my roots in my history of why we started this business too, but, it really is our implementation process as well. So, brands want to hyper-personalize, they want to do all these things that we talk about. But often they think, man, the process to get there is going to take me a really long time. Again, one of the things we really pride ourselves on is that implementation process. It's 90% faster than the legacy marketing clouds out there within the market. To give you an idea of how incredibly fast that is. Our enterprise clients are up in sending typically in less than seven days. That really is unheard of to nearly all enterprise brands but we really pride ourselves on the flexibility of cordless technology coupled with our incredibly talented services team that really helps unlock that for many of our brands and customers. >> So, big numbers that you mentioned, customers achieving impressive metrics-based business outcomes. You talked about the 250 X ROI, triple digit revenue growth very quickly. You also talked about your implementation process being 90% faster than legacy marketing clouds. Talk to me about the actual data platform. And I'd like to kind of unpack that into some of the things that differentiate it. >> Yeah, yeah, absolutely. I guess first and foremost, on the data platform side of things, that really is a significant differentiator. And I guess even before I jump into that though, too. I would be remissed actually if... I think that's natural to probably jump right into product as being the key differentiator at the end of the day. But when I really do honestly think about what differentiates Cordial in the market and what are the things that we really hang our hat on, I can honestly say Lisa, like first and foremost it really is our people. Again, I know it's really natural to go straight to product and talk about the features and the functions or how you thought about building a particular thing. And again, those things are highly important in this kind of digital transformation era that we're in. But I would say in a market that is incredibly saturated with a lot of players across it, within marketing technology and brands, trying to differentiate who does what and who they should work with, at the end of the day we really do believe that creating and enabling a culture of world-class human beings that live out for succinct values. Those for us are things like communicate better than the rest, being tenacious about our clients and the problems we solve for them, acting like owners and then really being kind of on-mission, if you will, to be Cordial, we think that those things are differentiated and frankly really necessary, especially in today's society and culture that we're in. I'm happy to talk about some of the product side of things there though, too. But I'll pause in there for a second-- >> I love that you've said that about one of the key differentiators is the corporate culture. That's one of the things that a lot of companies, legacy companies struggle with. Especially in dynamic times like this, but I would always thought for all the tech shows I've been to, over the many, many years that the customer experience is dependent and inextricably linked to the employee experience. It sounds like you've kind of built the company with that in mind. >> I think you have to. Again, robots have not taken over the world yet, right? And so, this really is still about people combined with technology and how those two things married together. Not just on our side, in terms of what we're bringing to bear for our clients but the experiences our clients are having too, you know. Our clients are working with their IT department or with their engineers and their marketing teams, and they have to figure out how do you make all those things very harmonious together. I just think that at the end of the day, the experience that your people are bringing, the empathy that you're bringing to people, especially in this environment where we've been virtual and you don't get that face-to-face contact, you don't get to maybe delve deep into understanding people, relationally. I just think it's really important. And we, as a business, again, I have this said to me often, and in turn, I said often too, is you can't name your company Cordial and be a jerk at the end of the day. So, there really is a level of empathy that I think needs to be brought through in everything that we do. We're not just out to be, you know, a world-class technology company for our clients. We know our clients expect that from us but we really want to be great human beings at the end of the day, which I think that's really the kind of the link that creates really great partnerships at the end of the day. >> I completely agree and I think especially now more than ever, that infusion of empathy is so critical for businesses in any industry. I do want to unpack the data architecture. You talked about customers being able to get to unstructured customer business data from wherever it lives in the stack. How do you enable that? >> Yeah, yeah, absolutely. Again, that product side is from a differentiators perspective, it's significant. I would say we purposely built Cordial with a data architecture to accommodate just that, to accommodate any number of channels but also an infinite amount of data sources. And then in turn I alluded to this earlier but the ability to manipulate and restructure or transform that data coming in, or going out of Cordial to maybe other systems within a client's tech stack. This differentiation really is significant compared to the legacy clouds, but it is also significant, I would say relative to other kind of next gen options within the market. Investing in Cordial for a brand is... it's a huge step forward in terms of digital kind of future-proofing themselves and how they're setting themselves up to meet the needs of a really rapid evolving consumer and the experience the consumer expects to have with the brands. So, brands collect daily more and more information about users' behaviors and patterns, and we've frankly just see an incredible opportunity for our clients to learn from their customers and the massive amount of data that that client is kind of showing or exhibiting to them. And then putting that to action, putting that to work in terms of the experience that they're creating for their customer, you know, this kind of ties that word of empathy back to it as well. Even though we're talking about digital communications for a brand, it's still a human interaction, it's still a relationship. And so, if we can help brands really understand their data, again through a data architecture that's really purpose-built to really ingest all of that in and then activate that in terms, of their messaging that they're sending out to folks. That can create a level of empathy, that might sound altruistic, I don't believe it is. I think we as human beings, as a professional, if my job is to communicate my brand or my products to my end customer, I would want to do that with a level of empathy, with a level of sincerity, with a level of understanding and knowledge that tells that end customer I know who you are, I'm paying attention. I'm not being creepy and big brother-ish about it, but I'm paying attention. I want to show that I understand you, no differently, frankly than the relationships that we all have as human beings. I mean, if I walked into a conversation with you, Lisa, and I've known you for two years but I started asking you all the same boilerplate questions of like, hey, can you tell me your name again? And who are you? And where did you come from? And what school did you go to? You would kind of think that's so odd. You don't... I thought you knew me but you're not acting like you know me. I think we're all about creating an opportunity for brands to be able to do that with their customers and do it with a level that the customer goes, you know me, you get me, you understand what my desires, wishes, or patterns are with your business. >> Right? No, I think that's so interesting. And I agree with you. The opportunity is just getting bigger and bigger and bigger and bigger. It's not just more data is born and created, more data sources are born and created. The consumer demand is only increasing. So you mentioned, I want to talk about customer tech. You talked about, you mentioned Eddie Bauer being a customer. Eddie Bauer is a legacy organization which has been around for a long time. But I also know you guys work with, with younger, fresher, maybe more cloud native companies. I wonder, though, how an Eddie Bauer goes about fast implementation, you said 90% faster than legacy data platforms. I wonder how an Eddie Bauer goes through that. 'Cause I imagine they replaced a legacy marketing platform with Cordial? >> They did, they did. They actually replaced a handful of kind of legacy platforms and systems that they had in place. And Eddie Bauer is just like, I would say, many other kind of mainstay brands that you and I grew up with to where if they want to compete, if they want to really be on the cutting edge, they need to innovate quickly. They need to evolve from maybe legacy systems to newer systems. Like you said, maybe what more digital native or digital first brands are starting out with, when they launched their business. Eddie Bauer is a really cool story though. Again, it's kind of an iconic brand at the end of the day but they came to us with a really clear set of challenges. And the first and foremost, again, kind of goes back to the point we were talking about, which was Cordial help us consolidate our data from multiple sources that we have. Online, offline order data, loyalty information that they had, a disparate unique customer IDs that they had across all the different databases they had. They had geolocation data, they had product data, customer behavior data, a lot of data all sitting in different places. So first and foremost, like help us get that organized in one central place, being within Cordial's data platform. And then from there they wanted to use those data sources, right? It's not just about bringing it together. It's about now, what do you do with it? How do you activate that? And in the case with Eddie Bauer, they used Cordial to dynamically render... This is a cool example actually, dynamically render a message to each individual customer containing their rewards balance, the expiration date of that reward, a unique bar code specific to that individual to eliminate fraud there... what was it? Nearest store address that they had as well as a map of the store location. All within the message that they were receiving. And by clicking on that message it immediately activated kind of an API sequence behind the scenes, transparent to the user, but something that Eddie Bauer had never been able to do before. And that API sequence that initiated, generated a personalized pass for that particular customer that loaded directly into their wallet, on their device for them to be able to redeem in store. By doing that, it actually then enabled the ability for, if I'm near an Eddie Bauer store, let's say within a mile of it, Eddie Bauer can immediately push a notification to my phone without even having a branded app on the phone, saying, Hey you have a $20 rewards certificate in your wallet, it expires in seven days. You're a mile away from your closest store. Click here and we'll navigate you to that store. Some really cool use cases that really helped them kind of take some big steps forward in that digital transformation for them as a brand. And I would just say kind of going back to even the AWS piece of this too. All of that might sound easy at the end of the day. It's incredibly difficult to do that across millions of customers in minutes, it's very difficult. And I can genuinely say that our experiences and the work that we've done with AWS cloud services is a huge piece of making all of that a reality. And oddly enough, Eddie Bauer actually is an AWS customer as well. And some of those synergies in terms of how we're able to sync up data via Kinesis Streams and S3 buckets and things like that, and be able to make that data very operable was a huge advantage, I think for us, especially in terms of speed to market and the ability to get these kind of programs up and live for a brand like them. >> So, when you were looking at building Cordial and co-founding it back in 2014. Were you drawn to AWS right away? Because you just had this sense that we have to go this direction to enable this complexity to be achieved at scale? >> I mean, yes. I mean, unequivocally 2014 feels like eons ago. It's not really, I guess at the end of the day, but there was... I mean there was no other even remotely viable competitive option at the time to even consider. There are obviously are plenty of cloud services out there now, but I mean that was probably the shortest negotiation we had as co-founders about what we should do with respect to that. It was immediately, I mean that was part of our thesis, was all of the legacy clouds were in co-lo centers and trying to figure out migration plans to even get some of their infrastructure into the cloud. And we said, let's just start straight in the cloud right from day one, it's a huge competitive advantage. It gives us speed, it gives us scale. It gives us all sorts of things that we can immediately start unlocking value with. And so, yeah, when we started Cordial, AWS was, I mean that was day one. We initiated that and they've been an incredibly strategic partner for us ever since then. >> One of the things that are wrapping up here that I always find interesting when you're looking at new technologies like yours, you're right. 2014 does seem like eons ago, but it really wasn't. But you working with legacy, iconic brands like an Eddie Bauer that was probably at one point all paper-based transactions, having to digitize and digitally transform to meet their customers where they are now that need to marry online and offline behaviors to deliver that hyper-personalized experience. I know you guys also work with companies like Revolve as well. So, this is the technology that any type of business, historic, new, can use and implement, sounds like fairly quickly to make big impacts. And I think nowadays being able to deliver information in real-time that's hyper-personalized, it's going to be a make or break for companies that survive this new era that we're living in. >> Yeah, it, it really is. And again, for us, fundamentally goes back to again, why we set out to build Cordial? My co-founders and I actually had history in building one of the first gen, what I characterize as kind of a legacy platform now in this space. And frankly, after seeing or 15 years of seeing marketers struggle to get those platforms to scale to the level of data and sophistication out there, we knew there was a better way for marketers and technologists to work together. And we intimately then knew the way that this should be architected. So, as you said, in 2014, I mean, we set out to build Cordial to really transform the way marketers and technologists, you know, how they collaborated to fundamentally change the experiences their customers were having with their brands. Again, it was very, I guess, heart-centered on some level as the way that I would put that, this was never monetarily driven for us. It was all around, I think our own personal frustrations of not being able to meet those needs of our customers. And it wasn't a fault of the previous kind of legacy platforms. It was just technology had evolved and frankly consumers and digital devices had evolved enough to where there needed to be somebody and some brand or some companies who said, let's rethink this, let's rebuild this from the ground up. You mentioned Revolve, which Revolve Clothing is just a really cool example. They've been a Cordial client now for four years, they're going on their fifth year with Cordial. And they really are an incredible success story. One of the stories that I just, it's kind of like a crown jewel that we take a lot of pride in. I know our teams do with respect to Revolve is, when they came to us, they had, gosh! Two automations in place that it took them roughly about two years working with the legacy cloud, even to get those in place. And in a matter of their first eight months with Cordial they had nearly 30 new automations live using Cordial. And those 30 automations had generated eight times more revenue than they had previously generated with automations. It was an incremental at the time roughly almost $12 million in net new revenue that was unrealized for the business prior to that. And, you know, that's something we take a lot of pride in. We take a lot of pride in again, the speed of how quickly we can help a brand be able to do this, but it's not just a matter of getting something up and running. It's about the results that we can drive for them. We hold ourselves accountable to that and we expect our clients to hold us accountable to that as well. Next gen technology or new technology or modern technology for the sake of just new is uninteresting, unless it is actually... not just incrementally moving things forward for your business but I would say it needs to be an outsized set of results that you're driving for them to frankly make that even just the mental hurdle to get over that, make that worth it at the end of the day. >> Yeah. I was looking at some of the customer stories on your website and was very impressed seeing those metrics-based business outcomes. 'Cause that's what it's about. It's about that and delivering that at speed and with agility. Jeremy, I wish we had more time 'cause I know we could keep talking, but I really enjoyed understanding more about Cordial and what you guys do. And I look forward to seeing what's to come. >> So good, thanks so much, Lisa. It was wonderful. >> My pleasure, for Jeremy Swift, I'm Lisa Martin, you're watching theCUBE. (soft music ends)

>>The Cube presents Ignite 22, brought to you by Palo Alto Networks. >>Welcome back to Vegas, guys and girls, it's great to have you with us. The Cube Live. Si finishing our second day of coverage of Palo Alto Ignite. 22 from MGM Grand in Las Vegas. Lisa Martin here with Dave Valante. Dave Cybersecurity is one of my favorite topics to talk about because it is so interesting. It is so dynamic. My other favorite thing is to hear the voice of our vendors' customers. And we could to >>Do that. I always love to have the customer on you get you get right to the heart of the matter. Yeah. Really understand. You know, what I like to do is sort of when I listen to the keynotes, try to see how well it aligns with what the customers are actually doing. Yeah. So let's >>Do it. We're gonna unpack that now. Michael Fagan joins us, the Chief Transformation Officer at Village Roadshow. Welcome Michael. It's great to have you >>And thank you. It's a pleasure to be here. >>So this is a really interesting entertainment company. I find the name interesting, but talk to us a little bit about Village Roadshow so the audience gets an understanding of all of the things that you guys do cuz theme parks is part of >>This. Yeah, so Village Road show's Australia's largest cinema exhibitor in conjunction with our partners at event. We also own and operate Australia's largest theme parks. We have Warner Brothers movie World, wet and Wild. SeaWorld Top Golf in Australia is, is operated by us plus more. We also do studio, we also own movie studios, so Aquaman, parts of the Caribbean. We're, we're filming our movie studios Elvis last year. And we also distribute and produce movies and TV shows. Quite diverse group. >>Yeah, you guys have won a lot of awards. I mean, I don't know, academy Awards, golden Globe, all that stuff, you know, and so it's good. Congratulations. Yeah. >>Thank you. >>Cool stuff. I wanna also, before we dig into the use case here, talk to us about the role of a chief transformation officer. How long have you been in that role? What does it encompass and what do you get to drive from a transformation perspective? Yeah, >>So the, the, the nature and pace of disruption is accelerating and on, on one side. And then on the other side, the running business as usual is becoming increasingly complex and, and more difficult to do. So running both simultaneously and at pace can put organizations at risk, both financially and and other ways. So in my role as Chief Transformation officer, I support the rest of the executive team by giving them additional capacity and also bring capability to the team that wasn't there before. So I do a lot of strategic and thought leadership. There's some executive coaching in there, a lot of financial modeling and analysis. And I believe that when a transformation role in particularly a chief transformation role is done correctly, it's a very hands-on role. So there's certain things where I, I dive right down and I'm actually hands in, hands-on leading teams or leading pieces of work. So I might be leading particular projects. I tried to drive profit revenue and profitability across the divisions and does any multi or cross-divisional opportunities or initiative, then I will, I will lead those. >>The transformation, you know, a while ago was cloud, right? Okay, hey, cloud and transformation officers, whether or not they had that title, we'll tell you, look, you gotta change the operating model. You can't just, you know, lift and shift in the cloud. That's, you know, that's pennies. We want, you know, big bucks. That's the operating. Now it's, I'm my question is, is did the pandemic just accelerate your transformation or, or was it, you know, deeper than that? >>Yeah, so what in my role have both digital and business transformation, some of it has been organizational. I think the pandemic has had a, a significant and long lasting effect on society, not just on, on business. So I think if you think about how work work used to be a, a place you went to and how it was done beforehand, before the, before COVID versus now where, you know, previously, you know, within the enterprise you had all of the users, you had all of the applications, you had all of the data, you had all of the people. And then since March, 2020, just overnight, that kind of inverted and, you know, you had people working from home and a person working from home as a branch office of one. So, so we ended up with another thousand branches literally overnight. A lot of the applications that we use are now SASS or cloud-based, whether that's timekeeping with Kronos or communica employee communication or work Jam. So they're not sitting within our data center, they're not sitting within, within our enterprise. It's all external. >>So from a security perspective, you obviously had to respond to that and we heard a lot about endpoint and cloud security and refactoring the network and identity. These guys aren't really an identity. They partner for that, but still a lot of change in focus that the CISO had to deal with. How, how did you guys respond to that? And, and you had a rush to do it. Yeah. And so as you sit back now, where do you go from here? >>Well we had, we had two major triggers for our, our network and security transformation. The first being COVID itself, and then the second beam, we had a, a major MPLS telco renewal that came up. So that gave you an opportunity to look at what we were doing and essentially our network was designed for a near, that no longer exists for when, for when p like I said, when people, when people were from home, all the applications were inside. So, and we had aging infrastructure, our firewalls were end of life. So initially we started off with an SD WAN at the SD WAN layer and an SD WAN implementation. But when we investigated and saw the security capabilities that are available now, we that to a full sassy WAN implementation. >>Why Palo Alto Networks? Because you, you had, you said you had an aging infrastructure designed for an era that doesn't exist anymore, but you also had a number of tools. We've been talking about a consolidation a lot the last couple days. Yeah. How did, what did you consolidate and why with Palo Alto? >>So we had a great partner in Australia, incidentally also called Cube. Cube Networks. Yeah. That we worked with great >>Names. Yeah, right. >>So we, so we, we worked for Cube. We ran a, a form of tender process. And Palo Alto with, you know, Prisma access and Global Global Protect was the only, the only solution that gave us everything that we needed in terms of network modernization, the agility that we required. So for example, in our theme part, we want to send out a hotdog cart or an ice cream cart, and that becomes, all of a sudden you got a new branch that I want to spin up this branch in 10 minutes and then I wanna spin it back down again. So from agility perspective, from a flexibility perspective, the security that, that we wanted, you know, from a zero trust perspective, and they were the only, certainly from a zero trust perspective, they're probably the only vendor that, that exists that, that actually provided the, the, all those capabilities. >>And did you consolidate tools or you were in the process of consolidating tools now? >>Yeah, so we actually, we actually consolidated down to, to, to a, to a single vendor. And in my previous role I had, I had implemented SD WAN before and you know, interoperability is a, is a major issue in the IT industry. I think there's, it's probably the only industry in the, the only industry I can think of certainly that where we, we ship products that aren't ready. They're not of all the features, they, they don't have all the features that they should have. They're their plans. They were releasing patches, releasing additional features every, every couple of months. So, you know, if you, if if Ford sold the card, I said, Hey, you're gonna give you backseats in a couple of months, they'd be uproar. But, but we do that all the time in, in it. So I had, when I previously implemented an Sdwan transformation, I had products from two tier one vendors that just didn't talk to one another. And so when I went and spoke to those vendors, they just went, well, it's not me. It's clearly, clearly those guys. So, so there's a lot to be said for having a, you know, a champion team rather than a team of champions. And Palo Alto have got that full stack fully integrated that was, you know, exactly meant what we were looking for. >>They've been talking a lot the last couple days about integration and it, and I've talked with some of their executives and some analysts as well, including Dave about that seems to be a differentiator for them because they really focus on that. Their m and a strategy is very, it seems to be very clear and there's purpose on that backend integration instead of leaving it to the customer, like Village Road show to do it. They also talked a lot about the consolidation. I'm just curious, Michael, in terms of like what you've heard at the show in the last couple of days. >>Yeah, I mean I've been hearing to same mess, but actually we've, we've lived in a >>You're living it. That's what I wanted to >>Know. So, so, you know, we had a choice of, you know, do you try and purchase so-called best of breed products and then put a lot of effort into integrating them and trying to get them to work, which is not really what we want to spend time doing. I don't, I don't wanna be famous for, you know, integration and, you know, great infrastructure. I want to be, I want Village to be famous for delivering great experiences to our customers. Memories that last a lifetime. And you know, when kids grow up in Australia, they, everybody remembers going to the theme parks. That's what, that's what I want our team to be doing and to be delivering those great experiences, not to be trying to plug together bits of software and it may or may not work and have vendors pointing at one another and then we are left carrying the cannon and holding the >>Baby. So what was the before and after, can you give us a sense as to how life changed, you know, pre that consolidation versus post? >>Yeah, so our, our, our infrastructure, say our infrastructure was designed for, you know, the, you know, old ways of working where we had you knowm routers that were, you know, not designed for cloud, for modern traffic, including cloud Destin traffic, an old MPLS network. We used to back haul all the traffic from, from our branches back to central location run where we've got, you know, firewall walls, we've got a dmz, we could run advanced inspection services on that. So if you had a branch that wanted to access a website that was housed next door, even if it was across the country, then it would, we would pull that all the way back to Melbourne. We would apply advanced inspection services to it, send it up to the cloud out back across the country. Traffic would come back, come down to us, back out to our branch. >>So you talk about crossing the country four times, even at the website is, is situated next door now with, with our sasi sdwan transformation just pops out to the cloud now straight away. And the, the difference in performance for our, for our team and for our customers, it, it's phenomenal. So you'll talk about saving minutes, you know, on a log on and, and seconds then and on, on an average transaction and second zone sound like a lot. But when you, it's every click up, they're saving a second and add up. You're talking about thousands of man hours every month that we've saved. >>If near Zuke were sitting right here and said, what could we do better? You know, what do you need from us that we're not delivering today that you want to, you want us to deliver that would change your life. Yeah, >>There's two things. One, one of which I think they're all, they're already doing, but I actually haven't experienced myself. It's around the autonomous digital experience management. So I've now got a thousand users who are sitting at home and they've got, when they've got a problem, I don't know, is it, is it my problem or is it their problem? So I know that p were working on a, an A solution that digital experience solution, which can actually tell, well actually know you're sitting in your kitchen and your routes in your front room, maybe you should move closer to the route. So there, there they, that's one thing. And the second thing is using AI to tell me things that I wouldn't be able to figure out with a human training. A lot of time sifting through data. So things like where I've potentially overcompensated and, you know, overdelivered on the network and security side or of potentially underdelivered on a security side. So having AI to, you know, assess all of those millions and probably billions of, you know, transactions and packets that are moving around our network and say, Hey, you could optimize it more if you, if you dial this down or dial this up. >>So you said earlier we, this industry has a habit of shipping products before, you know they're ready. So based on your experience, seems like, first of all, it sounds like you got a at least decent technical background as well. When do you expect to have that capability? Realistically? When can we expect that as an industry? >>I think I, I think, like I said, the the rate and nature of change is, is, I think it's accelerating. The halflife of degree is short. I think when I left university, what I, what I learned in first year was, was obsolete within five years, I'd say now it's probably obsolete of you. What'd you learn in first year? It's probably obsolete by the time you finish your degree. >>Six months. Yeah, >>It's true. So I think the, the, the rate of change and the, the partnership that I see Palo building with the likes of AWS and Google and that and how they're coming together to, to solve, to jointly solve these problems is I think we will see this within 12 months. >>Who, who are your clouds? You got multiple clouds >>Or We got multiple clouds. Mostly aws, but there are certain things that we run that run in run in Azure as well. We, we don't really have much in GCP or, or, or some of the other >>Azure for collaboration and teams, stuff like that. >>Ah, we, we run, we run SAP that's we hosted in, in Azure and our cinema ticketing system is, is was run in Azure. It's, it was only available in, in in Azure the time we're mo we are mostly an AWS >>Shop. And what do you do with aws? I mean, pretty much everything else is >>Much every, everything else, anything that's customer facing our websites, they give us great stability. Great, great availability, great performance, you know, we've had and, and, and, and a very variable as well. So, we'll, you know, our, our pattern of selling movie tickets is typically, you know, fairly flat except when, you know, there's a launch of a, of a new movie. So all of a sudden we might say you might sell, you know, at 9:00 AM when, you know, spider-Man went on sale last year, I think we sold 100 times the amount of tickets in the forest, 10 minutes. So our website didn't just scale look beautifully, just took in all of that extra traffic scale up. We're at only any intervention and then scale back down >>Taylor Swift needs that she does need that. So yeah. And so is your vision to have Palo Alto networks security infrastructure have be a common sort of layer across those clouds and maybe even some on-prem? Is it, are you, are you working toward that? Yeah, >>We, yeah, we, yeah, we, we'd love to have, you know, our end, our end customers don't really care about the infrastructure that we run. They won't be >>Able to unless it breaks. >>Unless it breaks. Yeah. They wanna be able to go to see a movie. Do you wanna be able to get on a rollercoaster? They wanna be able to go, you know, play around around a top golf. So having that convergence and that seamless integration of working across cloud network security now for most of our team, they, they don't know and they don't need to know. In fact, I, I frankly don't want them to know and be, be thinking about networks and clouds. I kind of want them thinking about how do we sell more cinema tickets? How do we give a great experience to our guests? How do we give long lasting lifetime memories to, to the people who come visit our parks? >>That's what they want. They want that experience. Right. I'd love to get your final thoughts on, we, we had you give a great overview of the ch the role that you play as Chief transformation officer. You own digital transformation, you want business transformation. What advice would you give to either other treat chief transformation officers, CISOs, CSOs, CEOs about partnering, what's the right partner to really improve your security posture? >>I think there's, there's two things. One is if you haven't looked at this in the last two years and made some changes, you're outta date. Yeah. Because the world has changed. We've seen, I mean, I've heard somebody say it was two decades worth of, I actually think it's probably five 50 years worth of change in, in Australia in terms of working habits. So one, you need to do something. Yeah. Need to, you need to have a look at this. The second thing I think is to try and partner with someone that has similar values to your organization. So Village is a, it's a wonderful, innovative company. Very agile. So the, like the, the concept of gold class cinema, so, you know, big proceeds, recliners, waiter service, elevated foods concept that, that was invented by village in 1997. Thank you. And we had thanks finally came to the states so decade later, I mean we would've had the CEO of every major cinema chain in the world come to come to Melbourne and have a look at what Village is doing and go, yeah, we're gonna export that back around around the world. It's probably one of, one of Australia's unknown exports. Yeah. So it's, yeah, so, so partnering. So we've got a great innovation history and we'd like to think of ourselves as pretty agile. So working with partners who are, have a similar thought process and, and managed to an outcome and not to a contract Yeah. Is, is important for us. >>It's all about outcomes. And you've had some great outcomes, Michael, thank you for joining us on the program, walking us through Village Roadshow, the challenges that you had, how you tackled them, and, and next time I think I'm in a movie theater and I'm in reclining chair, I'm gonna think about you and village. So thank you. We appreciate your insights, your time. Thank you. Thanks Michael. For Michael Fagan and Dave Valante. I'm Lisa Martin. You've been watching The Cube. Our live coverage of Palo Alto Networks. Ignite comes to an end. We thank you so much for watching. We appreciate you. You're watching the Cube, the leader in live enterprise and emerging emerging tech coverage next year. >>Yeah.

(bright upbeat music) >> Announcer: We are entering an age of insight where data moves freely between environments to work together powerfully, from wherever it lives. A new era driven by next generation cloud services. It's freedom that accelerates innovation and digital transformation, but it's only for those who dare to propel their business toward a new future that pushes beyond the usual barriers. To a place that unites all information under a fluid yet consistent operating model, across all your applications and data. To a place called HPE GreenLake. HPE GreenLake pushes beyond the obstacles and limitations found in today's infrastructure because application entanglements, data gravity, security, compliance, and cost issues simply aren't solved by current cloud options. Instead, HPE GreenLake is the cloud that comes to you, bringing with it, increased agility, broad visibility, and open governance across your entire enterprise. This is digital transformation unlocked, incompatibility solved, data decentralized, and insights amplified. For those thinkers, makers and doers who want to create on the fly scale up or down with a single click, stand up new ideas without risk, and view it all as a single agile system of systems. HPE GreenLake is here and all are invited. >> The definition of cloud is evolving and now clearly comprises hybrid and on-prem cloud. These trends are top of mind for every CIO and the space is heating up as every major vendor has been talking about as-a-Service models and making moves to better accommodate customer needs. HPE was the first to market with its GreenLake brand, and continues to make new announcements designed to bring the cloud experience to far more customers. Come here from HPE and its partners about the momentum that they're seeing with this trend and what actions you can take to stay ahead of the competition in this fast moving market. (bright soft music) Okay, we're with Keith White, Senior Vice President and General Manager for GreenLake at HPE, and George Hope, who's the Worldwide Head of Partner Sales at Hewlett Packard Enterprise. Welcome gentlemen, good to see you. >> Awesome to be here. >> Yeah. Thanks so much. >> You're welcome, Keith, last we spoke, we talked about how you guys were enabling high performance computing workloads to get green-late right for enterprise markets. And you got some news today, which we're going to get to but you guys, you put out a pretty bold position with GreenLake, basically staking a claim if you will, the edge, cloud as-a-Service all in. How are you thinking about its impacts for your customers so far? >> You know, the impact's been amazing and, you know, in essence, I think the pandemic has really brought forward this real need to accelerate our customer's digital transformation, their modernization efforts, and you know, frankly help them solve what was amounting to a bunch of new business problems. And so, you know, this manifests itself in a set of workloads, set of solutions, and across all industries, across all customer types. And as you mentioned, you know GreenLake is really bringing that value to them. It brings the cloud to the customer in their data center, in their colo, or at the edge. And so frankly, being able to do that with that full cloud experience. All is a pay per use, you know, fully consumption-based scenario, all managed for them so they get that as I mentioned, true cloud experience. It's really sort of landing really well with customers and we continue to see accelerated growth. We're adding new customers, we're adding new technology. And we're adding a whole new set of partner ecosystem folks as well that we'll talk about. >> Well, you know, it's interesting you mentioned that just cause as a quick aside it's, the definition of cloud is evolving and it's because customers, it's the way customers look at it. It's not just vendor marketing. It's what customers want, that experience across cloud, edge, you know, multiclouds, on-prem. So George, what's your take? Anything you'd add to Keith's response? >> I would, you've heard Antonio Neri say it several times and you probably saying it for yourself. The cloud is an experience, it's not a destination. The digital transformation is pushing new business models and that demands more flexible IT. And the first round of digital transformation focused on a cloud first strategy. For our customers we're looking to get more agility. As Keith mentioned, the next phase of transformation will be characterized by bringing the cloud speed and agility to all apps and data, regardless of where they live, According to IDC, by the end of 2021, 80% of the businesses will have some mechanism in place to shift the cloud centric, infrastructure and apps and twice as fast as before the pandemic. So the pandemic has actually accelerated the impact of the digital divide, specifically, in the small and medium companies which are adapting to technology change even faster and emerging stronger as a result. You know, the analysts agree cloud computing and digitalization will be key differentiators for small and medium business in years to come. And speed and automation will be pivotal as well. And by 2022, at least 30% of the lagging SMBs will accelerate digitalization. But the fair focus will be on internal processes and operations. The digital leaders, however, will differentiate by delivering their customers, a dynamic experience. And with our partner ecosystem, we're helping our customers embrace our as-a-Service vision and stand out wherever they are. on their transformation journey. >> Well, thanks for those stats, I always liked the data. I mean, look, if you're not a digital business today I feel like you're out of business only 'cause.... I'm sure there's some exceptions, but you got to get on the digital bandwagon. I think pre-pandemic, a lot of times people really didn't know what it meant. We know now what it means. Okay, Keith, let's get into the news when we do these things. I love that you guys always have something new to share. What do you have? >> No, you got it. And you know, as we said, the world is hybrid and the world is multicloud. And so, customers are expecting these solutions. And so, we're continuing to really drive up the innovation and we're adding additional cloud services to GreenLake. We just recently went to General AVailability of our MLOps, Machine Learning Operations, and our containers for cloud services along with our virtual desktop which has become very big in a pandemic world where a lot more people are working from home. And then we have shipped our SAP HEC, customer edition, which allows SAP customers to run on their premise whether it's the data center or the colo. And then today we're introducing our new Bare Metal capabilities as well as containers on Bare Metal as a Service, for those folks that are running cloud native applications that don't require any sort of hypervisor. So we're really excited about that. And then second, I'd say similar to that HPC as a Service experience we talked about before, where we were bringing HPC down to a broader set of customers. We're expanding the entry point for our private cloud, which is virtual machines, containers, storage, compute type capabilities in workload optimized systems. So again, this is one of the key benefits that HPE brings is it combines all of the best of our hardware, software, third-party software, and our services, and financial services into a package. And we've workload optimized this for small, medium, large and extra-large. So we have a real sort of broader base for our customers to take advantage of and to really get that cloud experience through HPE GreenLake. And, you know, from a partner standpoint we also want to make sure that we continue to make this super easy. So we're adding self-service capabilities we're integrating into our distributors marketplaces through a core set of APIs to make sure that it plugs in for a very smooth customer experience. And this expands our reach to over 100,000 additional value-added resellers. And, you know, we saw just fantastic growth in the channel in Q1, over 118% year over year growth for GreenLake Cloud Services through the channel. And we're continuing to expand, extend and expand our partner ecosystem with additional key partnerships like our colos. The colocation centers are really key. So Equinix, CyrusOne and others that we're working with and I'll let George talk more about. >> Yeah, I wonder if you could pick up on that George. I mean, look, if I'm a partner and and I mean, I see an opportunity here.. Maybe, you know, I made a lot of money in the old days moving iron. But I got to move, I got to pivot my business. You know, COVID's actually, you know, accelerating a lot of those changes, but there's a lot of complexity out there and partners can be critical in helping customers make that journey. What do you see this meaning to partners, George? >> So I completely agree with Keith and through and with our partners we give our customers choice. Right, they don't have to worry about security or cost as they would with public cloud or the hyperscalers. We're driving special initiatives via Cloud28 which we run, which is the world's largest cloud aggregator. And also, in collaboration with our distributors in their marketplaces as Keith mentioned. In addition, customers can leverage our expertise and support of our service provider ecosystem, our SI's, our ISV's, to find the right mix of hybrid IT and decide where each application or workload should be hosted. 'Cause customers are now demanding robust ecosystems, cloud adjacency, and efficient low latency networks. And the modern workload demands, secure, compliant, highly available, and cost optimized environments. And Keith touched on colocation. We're partnering with colocation facilities to provide our customers with the ability to expand bandwidth, reduce latency, and get access to a robust ecosystem of adjacent providers. We touched on Equinix a bit as one of them, but we're partnering with them to enable customers to connect to multiple clouds with private on-demand interconnections from hundreds of data center locations around the globe. We continue to invest in the partner and customer experience, you know, making ourselves easier to do business with. We've now fully integrated partners in GreenLake Central, and could provide their customers end to end support and managing the entire hybrid IT estate. And lastly, we're providing partners with dedicated and exclusive enablement opportunities so customers can rely on both HPE and partner experts. And we have a competent team of specialists that can help them transform and differentiate themselves. >> Yeah, so, I'm hearing a theme of simplicity. You know, I talked earlier about this being customer-driven. To me what the customer wants is they want to come in, they want simple, like you mentioned, self-serve. I don't care if it's on-prem, in the cloud, across clouds, at the edge, abstract, all that complexity away from me. Make it simple to do, not only the technology to work, you figure out where the workload should run and let the metadata decide and that's a bold vision. And then, make it easy to do business. Let me buy as-a-Service if that's the way I want to consume. And partners are all about, you know, reducing friction and driving that. So, anyway guys, final thoughts, maybe Keith, you can close it out here and maybe George can call it timeout. >> Yeah, you summed it up really nice. You know, we're excited to continue to provide what we view as the largest and most flexible hybrid cloud for our customers' apps, data, workloads, and solutions. And really being that leading on-prem solution to meet our customer's needs. At the same time, we're going to continue to innovate and our ears are wide open, and we're listening to our customers on what their needs are, what their requirements are. So we're going to expand the use cases, expand the solution sets that we provide in these workload optimized offerings to a very very broad set of customers as they drive forward with that digital transformation and modernization efforts. >> Right, George, any final thoughts? >> Yeah, I would say, you know, with our partners we work as one team and continue to hone our skills and embrace our competence. We're looking to help them evolve their businesses and thrive, and we're here to help now more than ever. So, you know, please reach out to our team and our partners and we can show you where we've already been successful together. >> That's great, we're seeing the expanding GreenLake portfolio, partners key part of it. We're seeing new tools for them and then this ecosystem evolution and build out and expansion. Guys, thanks so much. >> Yeah, you bet, thank you. >> Thank you, appreciate it. >> You're welcome. (bright soft music) >> Okay, we're here with Jo Peterson the VP of Cloud & Security at Clarify360. Hello, Jo, welcome to theCUBE. >> Hello. >> Great to see you. >> Thanks for having me. >> You're welcome, all right, let's get right into it. How do you think about cloud where we are today in 2021? The definitions evolve, but where do you see it today and where do you see it going? >> Well, that's such an interesting question and is so relevant because the labels are disappearing. So over the last 10 years, we've sort of found ourselves defining whether an environment was public or whether it was private or whether it was hybrid. Here's the deal, cloud is infrastructure and infrastructure is cloud. So at the end of the day cloud in whatever form it's taking is a platform, and ultimately, this enablement tool for the business. Customers are consuming cloud in the best way that works for their businesses. So let's also point out that cloud is not a destination, it's this journey. And clients are finding themselves at different places on that road. And sometimes they need help getting to the next milestone. >> Right, and they're really looking for that consistent experience. Well, what are the big waves and trends that you're seeing around cloud out there in the marketplace? >> So I think that this hybrid reality is happening in most organizations. Their actual IT portfolios include a mix of on-premise and cloud infrastructure, and we're seeing this blurred line happening between the public cloud and the traditional data center. Customers want a bridge that easily connects one environment to the other environment, and they want end-to-end visibility. Customers are becoming more intentional and strategic about their cloud roadmaps. So some of them are intentionally and strategically selecting hybrid environments because they feel that it affords them more control, cost, balance, comfort level around their security. In a way, cloud itself is becoming borderless. The major tech providers are extending their platforms in an infrastructure agnostic manner and that's to work across hybrid environments, whether they be hosted in the data center, whether it includes multiple cloud providers. As cloud matures, workload environments fit is becoming more of a priority. So forward thinking where the organizations are matching workloads to the best environment. And it's sort of application rationalization on this case by case basis and it really makes sense. >> Yeah, it does makes sense. Okay, well, let's talk about HPE GreenLake. They just announced some new solutions. What do you think it means for customers? >> I think that HPE has stepped up. They've listened to not only their customers but their partners. Customers want consumable infrastructure, they've made that really clear. And HPE has expanded the cloud service portfolio for clients. They're offering more choices to not only enterprise customers but they're expanding that offering to attract this mid-market client base. And they provided additional tools for partners to make selling GreenLake easier. This is all helping to drive channel sales. >> Yeah, so better granularity, just so it increases the candidates, better optionality for customers. And this thing is evolving pretty quickly. We're seeing a number of customers that we talked to interested in this model, trying to understand it better and ultimately, I think they're going to really lean in hard. Jo, I wonder if you could maybe think about or share with us which companies are, I got to say, getting it right? And I'm really interested in the partner piece, because if you think about the partner business, it's really, it's changing a lot, right? It's gone from this notion of moving boxes and there was a lot of money to be made over the decades in doing that, but they have to now become value-add suppliers and really around cloud services. And in the early days of cloud, I think the channel was a little bit freaked out, saying, uh-oh, they're going to cut out the middleman. But what's actually happened is those smart agile partners are adding substantial value, they've got deep relationships with customers and they're serving as really trusted advisors and executors of cloud strategies. What do you see happening in the partner community? >> Well, I think it's been a learning curve and everything that you said was spot on. It's a two way street, right? In order for VARs to sell residual services, monthly recurring services, there has to have been some incentive to do that and HPE really got it right. Because they, again listened to that partner community, and they said, you know what? We've got to incentivize these guys to start selling this way. This is a partnership and we expect it to be a partnership. And the tech companies that are getting right are doing that same sort of thing, they're figuring out ways to make it palatable to that VAR, to help them along that journey. They're giving them tools, they're giving them self-serve tools, they're incentivizing them financially to make that shift. That's what's going to matter. >> Well, that's a key point you're making, I mean, the financial incentives, that's new and different. Paying, you know, incentivizing for as-a-Service models versus again, moving hardware and paying for, you know, installing iron. That's a shift in mindset, isn't it? >> It definitely is. And HPE, I think is getting it right because I didn't notice but I learned this, 70% of their annual sales are actually transacted through their channel. And they've seen this 116% increase in HPE GreenLake orders in Q1, from partners. So what they're doing is working. >> Yeah, I think you're right. And you know, the partner channel it becomes super critical. It's funny, Jo, I mean, again, in the early days of cloud, the channel was feeling like they were going to get disrupted. I don't know about you, but I mean, we've both been analysts for awhile and the more things get simple, the more they get complicated, right? I mean the consumerization of IT, the cloud, swipe your credit card, but actually applying that to your business is not easy. And so, I see that as great opportunities for the channel. Give you the last word. >> Absolutely, and what's going to matter is the tech companies that step up and realize we've got this chance, this opportunity to build that bridge and provide visibility, end-to-end visibility for clients. That's what going to matter. >> Yeah, I like how you're talking about that bridge, because that's what everybody wants. They want that bridge from on-prem to the public cloud, across clouds, going to to be moving out to the edge. And that is to your point, a journey that's going to evolve over the better part of this coming decade. Jo, great to see you. Thanks so much for coming on theCUBE today. >> Thanks for having me. (bright soft music) >> Okay, now we're going to into the GreenLake power panel to talk about the cloud landscape, hybrid cloud, and how the partner ecosystem and customers are thinking about cloud, hybrid cloud as a Service and of course, GreenLake. And with me are C.R. Howdyshell, President of Advizex. Ron Nemecek, who's the Business Alliance Manager at CBTS. Harry Zarek is President of Compugen. And Benjamin Klay is VP of Sales and Alliances at Arrow Electronics. Great to see you guys, thanks so much for coming on theCUBE. >> Thanks for having us. >> Good to be here. >> Okay, here's the deal. So I'm going to ask you guys each to introduce yourselves and your companies, add a little color to my brief intro, and then answer the following question. How do you and your customers think about hybrid cloud? And think about it in the context of where we are today and where we're going, not just the snapshot but where we are today and where we're going. C.R., why don't you start please? >> Sure, thanks a lot, Dave, appreciate it. And again, C.R. Howdyshell, President of Advizex. I've been with the company for 18 years, the last four years as president. So had the great opportunity here to lead a 45 year old company with a very strong brand and great culture. As it relates to Advizex and where we're headed to with hybrid cloud is it's a journey. So we're excited to be leading that journey for the company as well as HPE. We're very excited about where HPE is going with GreenLake. We believe it's a very strong solution when it comes to hybrid cloud. Have been an HPE partner since, well since 1980. So for 40 years, it's our longest standing OEM relationship. And we're really excited about where HPE is going with GreenLake. From a hybrid cloud perspective, we feel like we've been doing the hybrid cloud solutions, the past few years with everything that we've focused on from a VMware perspective. But now with where HPE is going, we think, probably changing the game. And it really comes down to giving customers that cloud experience with the on-prem solution with GreenLake. And we've had great response for customers and we think we're going to continue to see that kind of increased activity and reception. >> Great, thank you C.R., and yeah, I totally agree. It is a journey and we've seen it really come a long way in the last decade. Ron, I wonder if you could kickoff your little first intro there please. >> Sure Dave, thanks for having me today and it's a pleasure being here with all of you. My name is Ron Nemecek, I'm a Business Alliance manager at CBTS. In my role, I'm responsible for our HPE GreenLake relationship globally. I've enjoyed a 33 year career in the IT industry. I'm thankful for the opportunity to serve in multiple functional and senior leadership roles that have helped me gather a great deal of education and experience that could be used to aid our customers with their evolving needs, for business outcomes to best position them for sustainable and long-term success. I'm honored to be part of the CBTS and OnX Canada organization. CBTS stands for Consult Build Transform and Support. We have a 35 year relationship with HPE. We're a platinum and inner circle partner. We're headquartered in Cincinnati, Ohio. We service 3000 customers generating over a billion dollars in revenue and we have over 2000 associates across the globe. Our focus is partnering with our customers to deliver innovative solutions and business results through thought leadership. We drive this innovation via our team of the best and brightest technology professionals in the industry that have secured over 2,800 technical certifications, 260 specifically with HPE. And in our hybrid cloud business, we have clearly found that technology, new market demands for instant responses and experiences, evolving economic considerations with detailed financial evaluation, and of course the global pandemic, have challenged each of our customers across all industries to develop an optimal cloud strategy. We now play an enhanced strategic role for our customers as their technology advisor and their guide to the right mix of cloud experiences that will maximize their organizational success with predictable outcomes. Our conversations have really moved from product roadmaps and speeds and feeds to return on investment, return on capital, and financial statements, ratios, and metrics. We collaborate regularly with our customers at all levels and all departments to find an effective comprehensive cloud strategy for their workloads and applications ensuring proper alignment and cost with financial return. >> Great, thank you, Ron. Yeah, today it's all about the business value. Harry, please. >> Hi Dave, thanks for the opportunity and greetings from the Great White North. We're a Canadian-based company headquartered in Toronto with offices across the country. We've been in the tech industry for a very long time. We're what we would call a solution provider. How hard for my mother to understand what that means but what our goal is to help our customers realize the business value of their technology investments. Just to give you an example of what it is we try and do. We just finished a build out of a new networking endpoint and data center technology for a brand new hospital. It's now being mobilized for COVID high-risk patients. So talk about our all being in an essential industry, providing essential services across the whole spectrum of technology. Now, in terms of what's happening in the marketplace, our customers are confused. No question about it. They hear about cloud, I mean, cloud first, and everyone goes to the cloud, but the reality is there's lots of technology, lots of applications that actually still have to run on premises for a whole bunch of reasons. And what customers want is solid senior serious advice as to how they leverage what they already have in terms of their existing infrastructure, but modernize it, update it, so it looks and feels a lot like the cloud. But they have the security, they have the protection that they need to have for reasons that are dependent on their industry and business to allow them to run on-prem. And so, the GreenLake philosophy is perfect. That allows customers to actually have one foot in the cloud, one foot in their traditional data center but modernize it so it actually looks like one enterprise entity. And it's that kind of flexibility that gives us an opportunity collectively, ourselves, our partners, HPE, to really demonstrate that we understand how to optimize the use of technology across all of the business applications they need to run. >> You know Harry, it's interesting about what you said is, the cloud it is kind of chaotic my word, not yours. But there is a lot of confusion out there, I mean, what's cloud, right? Is it public cloud, is it private cloud, the hybrid cloud? Now, it's the edge and of course the answer is all of the above. Ben, what's your perspective on all this? >> From a cloud perspective, you know, I think as an industry, I think we we've all accepted that public cloud is not necessarily going to win the day and we're in fact, in a hybrid world. There's certainly been some commentary and press that was sort of validate that. Not that it necessarily needs any validation but I think is the linkages between on-prem and cloud-based services have increased. It's paved the way for customers more effectively, deploy hybrid solutions in in the model that they want or that they desire. You know, Harry was commenting on that a moment ago. As the trend continues, it becomes much easier for solution providers and service providers to drive their services initiatives, you know, in particular managed services. >> From an Arrow perspective is we think about how we can help scale in particular from a GreenLake perspective. We've got the ability to stand up some cloud capabilities through our ArrowSphere platform that can really help customers adopt GreenLake and to benefit from some alliances opportunities, as well. And I'll talk more about that as we go through. >> And Ben, I didn't mean to squeeze you on Arrow. I mean, Arrow has been around longer than computers. I mean, if you Google the history of Arrow it'll blow your mind, but give us a little quick commercial. >> Yeah, absolutely. So I've been with Arrow for about 20 years. I've got responsibility for Alliance organization in North America, We're a global value added distribution, business consulting and channel enablement company. And we bring scope, scale and and expertise as it relates to the IT industry. I love the fast pace that comes with the market that we're all in. And I love helping customers and suppliers both, be positioned for long-term success. And you know, the subject matter here today is just a great example of that. So I'm happy to be here and look forward to the discussion. >> All right, we got some good brain power in the room. Let's cut right to the chase. Ron, where's the pain? What are the main problems that CBTS I love what it stands for, Consult Build Transform and Support. What's the main pain point that customers are asking you to solve when it comes to their cloud strategies? >> Sure, Dave. Our customers' concerns and associated risks come from the market demands to deliver their products, services, and experiences instantaneously. And then the challenge is how do they meet those demands because they have aging infrastructure, processes, and fiscal constraints. Our customers really need us now more than ever to be excellent listeners so we can collaborate on an effective map with the strategic placement of workloads and applications in that spectrum of cloud experiences while managing their costs, and of course, mitigating risks to their business. This collaboration with our customers, often identify significant costs that have to be evaluated, justified or eliminated. We find significant development, migration, and egress charges in their current public cloud experience, coupled with significant over provisioning, maintenance, operational, and stranded asset costs in their on-premise infrastructure environment. When we look at all these costs holistically, through our customized workshops and assessments, we can identify the optimal cloud experience for the respective workloads and applications. Through our partnership with HPE and the availability of the HPE GreenLake solutions, our customers now have a choice to deliver SLA's, economics, and business outcomes for their workloads and applications that best reside on-premise in a private cloud and have that experience. This is a rock solid solution that eliminates, the development costs that they experience and the egress charges that are associated with the public cloud while utilizing HPE GreenLake to eliminate over provisioning costs and the maintenance costs on aging infrastructure hardware. Lastly, our customers only have to pay for actual infrastructure usage with no upfront capital expense. And now, that achieves true utilization to cost economics, you know, with HPE GreenLake solutions from CBTS. >> I love focus on the business case, 'cause it's measurable and it's sort of follow the money. That's where the opportunity is. Okay, C.R., so question for you. Thinking about Advizex customers, how are they, are they leaning into GreenLake? What are they telling you is the business impact when they experience GreenLake? >> Well, I think it goes back to what Ron was talking about. We had to solve the business challenges first and so far, the reception's been positive. When I say that is customers are open. Everybody wants to, the C-suite wants to hear about cloud and hybrid cloud fits. But what we hear and what we're seeing from our customers is we're seeing more adoption from customers that it may be their first foot in, if you will, but as important, we're able to share other customers with our potentially new clients that say, what's the first thing that happens with regard to GreenLake? Well, number one, it works. It works as advertised and as-a-Service, that's a big step. There are a lot of people out there dabbling today but when you can say we have a proven solution it's working in our environment today, that's key. I think the second thing is,, is flexibility. You know, when customers are looking for this hybrid solution, you got to be flexible for, again, I think Ron said (indistinct). You don't have a big capital outlay but also what customers want to be able to do is we want to build for growth but we don't want to pay for it. So we'll pay as we grow not as we have to use, as we used to do, it was upfront, the capital expenditure. Now we'll just pay as we grow, and that really facilitates in another great example as you'll hear from a customer, this afternoon. But you'll hear where one of the biggest benefits they just acquired a $570 million company and their integration is going to be very seamless because of their investment in GreenLake. They're looking at the flexibility to add to GreenLake as a big opportunity to integrate for acquisitions. And finally is really, we see, it really brings the cloud experience and as-a-Service to our customers. And with HPE GreenLake, it brings the best of breed. So it's not just what HPE has to offer. When you look at Hyperconverged, they have Nutanix, they have Cohesity. So, I really believe it brings best of breeds. So, to net it out and close it out with our customers, thus far, the customer experience has been exceptional. I mean, with GreenLake Central, as interface, customers have had a lot of success. We just had our first customer from about a year and a half ago just reopened, it was a highly competitive situation, but they just said, look, it's proven, it works, and it gives us that cloud experience so. Had a lot of great success thus far and looking forward to more. >> Thank you, so Harry, I want to pick up on something C.R. said and get your perspectives. So when I talk to the C-suite, they do all want to hear about, you know, cloud, they have a cloud agenda. And what they tell me is it's not just about their IT transformation. They want that but they also want to transform their business. So I wonder if you could talk, Harry, about Compugen's perspective on the potential business impact of GreenLake. And also, I'm interested in how you guys are thinking about workloads, how to manage work, you know, how to cost optimize in IT, but also, the business value that comes out of that capability. >> Yeah, so Dave, you know if you were to talk to CFO and I have the good fortune to talk to lots of CFOs, they want to pay the costs when they generate the revenue. They don't want to have all the costs upfront and then wait for the revenue to come through. A good example of where that's happening right now is you know, related to the pandemic, employees that used to work at the office have now moved to working from home. And now, they have to connect remotely to run the same application. So use this thing called VDI, virtual interfacing to allow them to connect to the applications that they need to run in the office. I don't want to get into too much detail but to be able to support that from an an at-home environment, they needed to buy a lot more computing capacity to handle this. Now, there's an expectation that hopefully six months from now, maybe sooner than that, people will start returning to the office. They may not need that capacity so they can turn down on the costs. And so, the idea of having the capacity available when you need it, but then turning it off when you don't need it, is really a benefit of the variable cost model. Another example that I would use is one in new development. If a customer is going to implement a new, let's say, line of business application. SAP is very very popular. You know, it actually, unfortunately, takes six months to two years to actually get that application set up, installed, validated, tested, then moves through production. You know, what used to happen before? They would buy all that capacity upfront, and it would basically sit there for two years, and then when they finally went to full production, then they were really value out of that investment. But they actually lost a couple of years of technology, literally sitting almost sidle. And so, from a CFO perspective, his ability to support the development of those applications as he scales it, perfect. GreenLake is the ideal solution that allows him to do that. >> You know, technology has saved businesses in this pandemic. There's no question about it. When Harry was just talking about with regard to VDI, you think about that, there's the dialing up and dialing down piece which is awesome from an IT perspective. And then the business impact there is the productivity of the end users. And most C-suite executives I've talked to said productivity actually went up during COVID with work from home, which is kind of astounding if you think about it. Ben, we said Arrow's been around for a long, long time. Certainly, before all of us were born and it's gone through many many industry transitions during our lifetimes. How does Arrow and how do your partners think about building cloud experiences and where does GreenLake fit in from your perspective? >> Great question. So from an Arrow perspective, when you think about cloud experience in of course us taking a view as a distribution partner, we want to be able to provide scale and efficiency to our network of partners. So we do that through our ArrowSphere platform. Just a bit of, you know, a bit of a commercial. I mean, you get single quote, single bill, auto provision, multi supplier, if you will, subscription management, utilization reporting from the platform itself. So if we pivot that directly to HPE, you're going to get a bit of a scoop here, Dave. And we're excited today to have GreenLake live in our platform available for our partner community to consume. In particular, the Swift solutions that HPE has announced so we're very excited to share that today. Maybe a little bit more on GreenLake. I think at this point in time, that it's differentiated in a sense that, if you think about some of the other offerings in the market today and further with having the the solutions themselves available in ArrowSphere. So, I would say, that we identify the uniqueness and quickly partner with HPE to work with our ArrowSphere platform. One other sort of unique thing is, when you think about platform itself, you've got to give a consistent experience. The different geographies around the world so, you know, we're available in North of 20 countries, there's thousands of resellers and transacting on the platform on a regular basis. And frankly, hundreds of thousands end customers. that are leveraging today. So that creates an opportunity for both Arrow, HPE and our partner community. So we're excited. >> You know, I just want to open it up. We don't have much time left, but thoughts on differentiation. Some people ask me, okay, what's really different about HPE and GreenLake? These others, you know, are doing things with as-a-Service. To me, I always say cultural, it starts from the top with Antonio, and it's like the company's all in. But I wonder from your perspectives, 'cause you guys are hands on. Are there other differentiable factors that you would point to? Let me just open that up to the group. >> Yeah, if I could make a comment. GreenLake is really just the latest invocation of the as-a-Service model. And what does that mean? What that actually means is you have a continuous ongoing relationship with the customer. It's not a sell and forget. Not that we ever forget about customers but there are highlights. Customer buys, it gets installed, and then for two or three years you may have an occasional engagement with them but it's not continuous. When you move to our GreenLake model, you're actually helping them manage that. You are in the core, in the heart of their business. No better place to be if you want to be sticky and you want to be relevant and you want to be always there for them. >> You know, I wonder if somebody else could add to it in your remarks. From your perspective as a partner, 'cause you know, hey, a lot of people made a lot of money selling boxes, but those days are pretty much gone. I mean, you have to transform into a services mindset, but other thoughts? >> I think to add to that Dave. I think Harry's right on. The way he positioned it it's exactly where he did own the customer. I think even another step back for us is, we're able to have the business conversation without leading with what you just said. You don't have to leave with a storage solution, you don't have to lead with compute. You know, you can really have step back, have a business conversation. And we've done that where you don't even bring up HPE GreenLake until you get to the point where the customer says, so you can give me an on-prem cloud solution that gives me scalability, flexibility, all the things you're talking about. How does that work? Then you bring up, it's all through this HPE GreenLake tool. And it really gives you the ability to have a business conversation. And you're solving the business problems versus trying to have a technology conversation. And to me, that's clear differentiation for HPE GreenLake. >> All right guys, C.R., Ron, Harry, Ben. Great discussion, thank you so much for coming on the program. Really appreciate it. >> Thanks for having us, Dave. >> Appreciate it Dave. >> All right, keep it right there for more great content at GreenLake Day, be right back. (bright soft music) (upbeat music) (upbeat electronic music)

>>live from Stanford University. It's the queue covering Stanford women in data science 2020. Brought to you by Silicon Angle Media. >>Yeah, yeah. Hi. And welcome to the Cube. I'm your host, Sonia Atari. And we're live at Stanford University, covering the fifth annual Woods Women in Data Science Conference. Joining us today is Lillian Kearse. Keo, who's the Insights manager at Spotify. Slowly and welcome to the Cube. Thank you so much for having me. So tell us a little bit about your role at a Spotify. >>Yeah, So I'm actually one of the few insights managers in the personalization team. Um, and within my little group, we think about data and algorithms that help power the larger personalization experiences throughout Spotify. So, from your limits to discover weekly to your year and wrap stories to your experience on home and the search results, that's >>awesome. Can you tell us a little bit more about the personalization? Um, team? >>Yes. We actually have a variety of different product areas that come together to form the personalization mission, which is the mission is like the term that we use for a big department at Spotify, and we collaborate across different product areas to understand what are the foundational data sets and the foundational machine learning tools that are needed to be able to create features that a user can actually experience in the app? >>Great. Um, and so you're going to be on the career panel today? How do you feel about that? I'm >>really excited. Yeah, Yeah, the would seem is in a great job of bringing together Diverse is very, uh, it's overused term. Sometimes they're a very diverse group of people with lots of different types of experiences, which I think is core. So how I think about data science, it's a wide definition. And so I think it's great to show younger and mid career women all of the different career paths that we can all take. >>And what advice would you would you give to? Women were coming out of college right now about data science. >>Yeah, so my my big advice is to follow your interests. So there's so many different types of data science problems. You don't have to just go into a title that says data scientists or a team that says Data scientist, You can follow your interest into your data science. Use your data science skills in ways that might require a lot of collaboration or mixed methods, or work within a team where there are different types of different different types of expertise coming together to work on problems. >>And speaking of mixed methods, insights is a team that's a mixed methods research groups. So tell us more about that. Yes, I >>personally manage a data scientist, Um, user researcher and the three of us collaborate highly together across their disciplines. We also collaborate across research science, the research science team right into the product and engineering teams that are actually delivering the different products that users get to see. So it's highly collaborative, and the idea is to understand the problem. Space deeply together, be able to understand. What is it that we're trying to even just form in our head is like the need that a user work and human and user human has, um, in bringing in research from research scientists and the product side to be able to understand those needs and then actually have insights that another human, you know, a product owner you can really think through and understand the current space and like the product opportunities >>and to understand that user insight do use a B testing. >>We use a lot of >>a B testing, so that's core to how we think about our users at Spotify. So we use a lot of a B testing. We do a lot of offline experiments to understand the potential consequences or impact that certain interventions can have. But I think a B testing, you know, there's so much to learn about best practices there and where you're talking about a team that does foundational data and foundational features. You also have to think about unintended or second order effects of algorithmic a B test. So it's been just like a huge area of learning in a huge area of just very interesting outcomes. And like every test that we run, we learn a lot about not just the individual thing. We're testing with just the process overall. >>And, um, what are some features of Spotify that customers really love anything? Anything >>that's like we know use a daily mix people absolutely love every time that I make a new friend and I saw them what they work on there like I was just listening to my daily makes this morning discover weekly for people who really want >>to stay, >>you know, open to new music is also very popular. But I think the one that really takes it is any of the end of year wrapped campaigns that we have just the nostalgia that people have, even just for the last year. But in 2019 we were actually able to do 10 years, and that amount of nostalgia just went through the roof like people were just like, Oh my goodness, you captured the time that I broke up with that, you >>know, the 1st 5 years ago, or just like when I discovered that I love Taylor Swift, even though I didn't think I like their or something like that, you know? >>Are there any surprises or interesting stories that you have about, um, interesting user experiences? Yeah. >>I mean, I could give I >>can give you an example from my experience. So recently, A few a few months ago, I was scrolling through my home feed, and I noticed that one of the highly rated things for me was women in >>country, and I was like, Oh, that's kind of weird. I don't consider >>myself a country fan, right? And I was like having this moment where I went through this path of Wait, That's weird. Why would Why would this recommend? Why would the home screen recommend women in country, country music to me? And then when I click through it, um, it would show you a little bit of information about it because it had, you know, Dolly Parton. It had Margo Price and it had the high women and those were all artistes. And I've been listening to a lot, but I just had not formed an identity as a country music. And then I click through It was like, Oh, this is a great play list and I listen to it and it got me to the point where I was realizing I really actually do like country music when the stories were centered around women, that it was really fun to discover other artists that I wouldn't have otherwise jumped into as well. Based on the fact that I love the story writing and the song, writing these other country acts that >>so quickly discovered that so you have a degree in industrial mathematics, went to a liberal arts college on purpose because you want to try out different classes. So how is that diversity of education really helped >>you in your Yes, in my undergrad is from Smith College, which is a liberal arts school, very strong liberal arts foundation. And when I went to visit, one of the math professors that I met told me that he, you know, he considers studying math, not just to make you better at math, but that it makes you a better thinker. And you can take in much more information and sort of question assumptions and try to build a foundation for what? The problem that you're trying to think through is. And I just found that extremely interesting. And I also, you know, I haven't undeclared major in Latin American studies, and I studied like neuroscience and quantum physics for non experts and film class and all of these other things that I don't know if I would have had the same opportunity at a more technical school, and I just found it really challenging and satisfying to be able to push myself to think in different ways. I even took a poetry writing class I did not write good poetry, but the experience really stuck with me because it was about pushing myself outside of my own boundaries. >>And would you recommend having this kind of like diverse education to young women now who are looking >>and I absolutely love it? I mean, I think, you know, there's some people believe that instead of thinking about steam, we should be talking instead of thinking about stem. Rather, we should be talking about steam, which adds the arts education in there, and liberal arts is one of them. And I think that now, in these conversations that we have about biases in data and ML and AI and understanding, fairness and accountability, accountability bitterly, it's a hardware. Apparently, I think that a strong, uh, cross disciplinary collaborative and even on an individual level, cross disciplinary education is really the only way that we're gonna be able to make those connections to understand what kind of second order effects for having based on the decisions of parameters for a model. In a local sense, we're optimizing and doing a great job. But what are the global consequences of those decisions? And I think that that kind of interdisciplinary approach to education as an individual and collaboration as a team is really the only way. >>And speaking about bias. Earlier, we heard that diversity is great because it brings out new perspectives, and it also helps to reduce that unfair bias. So how it Spotify have you managed? Or has Spotify managed to create a more diverse team? >>Yeah, so I mean, it starts with recruiting. It starts with what kind of messaging we put out there, and there's a great team that thinks about that exclusively. And they're really pushing all of us as managers. As I seizes leaders to really think about the decisions in the way that we talk about things and all of these micro decisions that we make and how that creates an inclusive environments, it's not just about diversity. It's also about making people feel like this is where they should be. On a personal level, you know, I talk a lot with younger folks and people who are trying to just figure out what their place is in technology, whether it be because they come from a different culture, >>there are, >>you know, they might be gender, non binary. They might be women who feel like there is in a place for them. It's really about, You know, the things that I think about is because you're different. Your voice is needed even more. You know, like your voice matters and we need to figure out. And I always ask, How can I highlight your voice more? You know, how can I help? I have a tiny, tiny bit of power and influence. You know, more than some other folks. How can I help other people acquire that as well? >>Lilian, thank you so much for your insight. Thank you for being on the Cube. Thank you. I'm your host, Sonia today. Ari. Thank you for watching and stay tuned for more. Yeah, yeah.

(upbeat techno music) >> Narrator: From New York, it's theCUBE, Covering Escape/19. >> Okay, welcome back to theCUBE coverage here in New York City for the first inaugural Multi-Cloud Conference called Escape/2019 as in gathering of industry thought leaders, experts, entrepreneurs, engineers, really having substantive conversations around what multi-cloud is, what it's going to look like, what are some of the thing, technical and business opportunities around that, really small intimate conference. Again first inaugural conference. I'm here with my next guest to talk about that Chris Smith, Vice President of Engineering, on Data Science at Ticketmaster. Chris, thanks for coming on. >> Thank you very much Don. >> Appreciate taking the time. >> Glad to talk to you. >> Practitioner out there, you know, we all go scar tissue. >> Yes we do. >> If you don't have scar tissue, if you're not breaking things and then the learning from it then you're not advancing. But sometimes you don't want to step too far forward right? >> Yep, yep. >> Can you get back it's like you know. So you guys have a great experience. Legacy business, I remember buying tickets when I was going to conference back in the day when I was in, you know, in college. >> Yep. >> Buy it at Ticketmaster. >> That's right, that was Ticketmaster then, Ticketmaster now. >> Now it's lot of online provisioning of all direct to consumer. So you guys are a journey, tell the story. >> Well certainly, the company Ticketmaster, has had an incredibly long journey, starting back our first concert was Electric Light Orchestra which kind of like puts that in in context. >> (laughs) I was in eighth grade, '79. >> Yeah, yeah that was back at ASU. And even then we were a very innovative technology company we were making ticketing platforms that performed better, got more capacity out of the hardware than anybody else could do, anything close to that. We were really pioneered that idea of the what was at the time called the electronic ticket. Which was the idea that, you know, you could go to any store that was selling tickets for an event and the same inventory would be available at each store instead of the old model of a bunch of tickets getting sent out to each place >> That was bad-ass back in the day. >> That was really cutting edge and we've been evolving ever since then for 40 years. We were also very early onto the web scene. We were selling tickets online before anybody else was and before most people were selling anything online really to a degree. So we've been pioneers in a lot of areas, we see ourselves as the technology partner for the live events business. That's really what we are. And as a consequence, we're always sitting on that edge right? Trying to innovate and move to new opportunities but at the same time trying to provide that quality of experience at scale. >> Yeah. >> That is so critical to the business. >> And there's a big business so it's not like it's your nimble start up but you got to be agile. What are the learnings? Take us through the cloud learnings as you guys pioneered and started to go into that pioneering mode which was okay, you don't have to be a rocket scientist to figure out what a cloud's going to do. So you guys probably said hey, we got to go look at this, let's go pioneer our impact, take us through that what happened? >> Yeah absolutely, and I think there's two interesting contexts that started that conversation right? One was we're one of the few online businesses that launches a denial of services attack against itself on a regular basis, basically every day, right? And so we have traffic patterns that are unusual even for a typical e-commerce site where we might see loads that are a hundred x, you know beginning of a Taylor Swift on sale. There's going to be traffic like no one's business. And then when all her tickets are sold, there's not going to be nearly as much traffic right? And so that is the nature of our business and cloud is very attractive for its elastic capacity. When we were running on prim, we have to provide all that capacity all the time, just to have it for that one peak moment that might literally be the highest traffic level we see all year, right? So that drew a lot of the interest in looking at the cloud in the first place. And then the other aspect was we'd been working on, you know we'd been running on prim for nearly 40 years at the time and there is a lot of technical debt that had accumulated in the system at that point. And so, there was an interest in maybe potentially being able to leverage cloud vendors' infrastructure, and migrate systems onto that and then sort of declare bankruptcy on some of that technical debt rather than trying to pay it off. And so that, those were the two thoughts that were driving that conversation. I think we got really excited by the possibility and we committed really heavily to the idea of a strategy of just moving aggressively into the cloud as fast as we possibly could. And we knew that in the process, that we would be breaking some things, we'd be you know discovering some challenges et cetera, and that's definitely what happened, right? >> (laughs) What was the big learning? >> I think the biggest learning was that, you know, we had been developing systems for decades literally, with our on prim environment and so the systems were actually very well tuned for that on prim environment and that on prim environment was very well tuned for them. >> Yeah, yeah exactly. >> And it clouds use-- >> On all levels, hardware, software. >> Yeah, all the way through 'cause it's a fully integrated, vertically integrated solution. We build a lot of this stuff custom ourselves. >> John: Yeah, and we would decompose all that. >> And so it was very difficult to migrate some parts of that to the cloud and more importantly we're pretty smart guys, we can figure out how to move stuff into the cloud. But then to do it in a cost effective manner. Required in a lot of cases, really dramatically changing the design and architecture even of the software at a pretty fundamental level that you just can't do overnight. And so ironically, you know, the technical debt that we had in our infrastructure didn't seem quite so huge once you start thinking about the technical debt of the entire stack, right? And so then we realized that we could be much more strategic about how we went after our cloud strategy and that's kind of where we are now. Where we are being smart about, there's a lot of new products that are being developed, that, you know, we can build from the get go with the idea of them being designed for the cloud. >> Cloud native. >> Exactly, so we have a lot of stuff like that, that's just being built, in fact, the bulk of our website now when you go to visit it as a consumer, the bulk of that is running in the cloud right now. But, there are some really critical systems that are core to that experience, that are still running on prim. >> So you guys had to essentially re-architect the operating environment to take into account hybrid operating. >> Yes. >> Decoupling the critical systems that can't be tampered with, maybe put some containers of Kubernetes move some services around. But for the most part treat Cloud Native as Cloud Native, Greenfield apps and nurture-- >> Yeah but there's also refactoring opportunities. So there's a lot of opportunities where you need to go in and change the product anyway and that can be an opportunity to make things a lot more cloud friendly and better take advantage of the capabilities that the cloud has, so it's actually a mix of both. >> Give an example of a good opportunity to refactory, 'cause this comes up a lot in my CUBE interviews. Like okay, 'cause it's all opportunity, opportunistic, but what are the characteristics for a great refactoring opportunity the tune up? >> So a lot of times when you want to refactor really what you want to do is take a set of capabilities that you may have in a much larger system and pull 'em out and manipulate them and play around with them and do things differently. So, our ticket purchasing process we're constantly looking at tweaking the process. Now the core pieces of it remain the same right? But we might want to change the experience and provide something more innovative that's different from what people used to do. And so one of the areas we're working on for this as an example is reserve-less checkout. Where you just buy the ticket without ever actually reserving the seat. That's a very small minor change in the flow, but to make that really work you have to pull out the pieces of the system anyway right? And grab, say I want these four pieces to rearrange differently, so that's a great refactoring opportunity. You can make all those pieces, what we actually did is we've made those pieces into lambdas that are sitting in AWS, they're basically not running most of the time which is great. >> Yeah. (laughs) >> Really cheap when it's not running right? >> Yeah, exactly. >> Very efficient. But then when we need them they run very efficiently and more importantly we can now manipulate the order of operations for this stuff. So breaking things out into those composable parts whenever you know you need to do that anyway, it's a great opportunity to change it. >> So great for work flow refactoring there. >> Absolutely. >> Final question for you, I know we got to break for lunch, but, then really appreciate you coming and sharing your insight. >> Absolutely. >> As a pioneer in data science and data you got machine learning certainly is the engine of AI. AI gets math and cognition are kind of coming into it. Learning machines, deep learning, bla bla bla, what's your, in your opinion, what are some pioneering areas that are ripe pioneering grounds to dig into in data science and data? When you think about CloudScale, Hybrid and just, in general what are the ripe opportunities for people to pioneer in daily. What's the next frontier in your mind? >> So I think the trend right now that's maybe not the frontier, but it's now where the main shift is, is to moving into what I would call real time learning, right? Where you're doing refactor, reinforcement learning, or online learning of some form. Where you're literally, the data's arriving in real time, transforming your model in real time, learning in real time, that's key to our strategy and it's very very common. But I think in terms of where the frontiers are it's actually kind of everywhere, in the sense that the name of the game is the cost of doing that work is getting lower and lower. You know, data's getting cheaper, computes' getting cheaper, and also the products for doing it are getting more productized, so you need less expertise and you can deploy them more quickly. So what you want to look at is businesses that are traditionally been too low margin right? To apply machine learning to but have large scale, right? Which is like the commodity, everything in that's commoditized, right? Now there's an opportunity to, there's the cost have gone so low-- >> To squeeze insight out of those areas. >> That you can now optimize that small margin and get value from it with you know, otherwise like 10 years ago it would have been so costly to build a machine learning infrastructure for it. You would've lost more money than you would've gained. >> So you could, what your saying is, these areas that were not attractive because of cost in the past, that have large scale, there's penetration opportunities to create value and insight that could-- >> Absolutely. >> Bring in new franchises and new capabilities. >> And that's why I think you know the Andreessen's software's eating the world thing, that's what that's really about is as those costs get lower, as the ability to deploy gets easier, suddenly businesses that before didn't make any sense to invest in this way, they totally make sense and in fact there's huge opportunities to completely transform the landscape by getting in. >> Chris you're a man of our world, we love you, thank you for coming on theCUBE. >> Thank you so much. >> That's great insight. >> Look at this we're getting insider on the future of data, which I believe everything that he just said is totally relevant. You're an entrepreneur out there, you can attack big markets and get in there with a position with great IP, great intellectual property, again this is the modern world of computer science. >> It is. >> Don't ya think? >> It absolutely is. >> This is the benefit of scale and cloud. >> Absolutely. >> I wish I was 20 something years old again. (laughs) We've been through the ringer. >> Yes. >> Chris, thanks for coming on. Keep coverage here in New York for the first inaugural conference, Escape/2019, I'm John Furrier here, thanks for watching. (upbeat techno music)

>>Live from Copenhagen, Denmark. It's the covering Nutanix dot. Next 2019 you by Nutanix. Hello everybody and welcome back to the cubes live coverage of Nutanix dot. Next here in Copenhagen, Denmark. I'm your host, Rebecca Knight, co-hosting alongside Stu Miniman. We're joined by Ken ring doll. He is the vice president global Alliance architecture at V. thank you so much for coming on the cube. It is your sixth time on the cube. So you are an illustrious I know. And then a ring and then a ring for is 10. We've got some sticks. Yeah, here you go. So you're here to talk about the partnership with Nutanix and, and uh, and, and mine. So why don't you tell us a little bit about this partnership and the mine ecosystem and, and how would what you see for the future? >>Yeah, absolutely. So a, you know, Nutanix is a really strategic partner for us. Uh, you know, I'd say we've been partners for quite awhile, probably five, six years. But I would say the, the real sort of tipping point for our partnership was when we committed to go integrate with HV. You know, we had supported vSphere from the beginning. That's, that's what VM was founded on. That's where the foundation of our success, we went and did hyper V and 2011 and we didn't do another hypervisor. We still haven't even done KVM yet, but we saw the value in the Nutanix partnership and we committed to doing HV and delivered that, you know, middle of last year. And we've seen, you know, good pickup on that. But that was really the tipping point when we sort of came in and sort of wrapped our arms around the Nutanix ecosystem. And really, you know, if you want to embrace Nutanix, you're in praise HV cause that's the core, right? That's, that's where they're going. That's their differentiation. Um, and so that was, that was sort of the tipping point. And of course, you know, we can certainly get into mine and everything else we're doing. >>That was, well Ken, first of all, it definitely was, you know, very much noticed in the industry. Uh, you know, Veeam, I remember back when hyper V support was announced and kind of a ripple went through the virtualization, uh, industry on that and Veem stepping forward and supporting HV was a, a real, uh, you know, speaking to not only the partnership but to the maturity of where Nutanix sits out there. Um, we know that the data protection space is quite hot and a question people have had from day one was, well, we'll Nutanix address that directly themselves. Uh, they had Veem rubrics here, you know, other partners are here. So it's how they are addressing that space and mine, uh, that, that is pretty interesting in different from, uh, you know, much of what we see out there. So, uh, bring us inside mine and you know, uh, Nutanix, it wants optionality to be there. So Veem is one of the partners, but also the, you know, uh, likely the most important first one. Uh, there. >>Yeah. So you know, this, there's a lot of similarities between Nutanix and Veem, especially when it comes to the general approach to partners. You know, where we're a software defined, uh, data protection platform. Nutanix, you're right hat an option, Hey, maybe we go build this ourself or we acquire and try to get that revenue, maybe the data protection revenue. And they've decided to partner just like we've decided to partner, you know, for secondary storage and everything else. And that, that really does lead us to mind because you know, a lot of our competitors do ship their software on white box hardware. Uh, some of the emerging startups are doing that and even some of the legacy players are all, you know, whether it's a Supermicro box and Intel box, we've taken a different approach and said, Hey look, you know, we, we, we know what we're good at and we know we want customer choice. >>And even, you know, Dheeraj and others at the keynote today talked about no vendor lock in. We're where we are. We have very similar approaches. And so, you know, we got together over a year ago, year and a half ago and said, Hey, look, you know, as Veem in a, we, we see some customers that are now asking for their data protection. You know, VM was founded on being simple and easy and there's even ways to take that to another level like mine, which is, Hey look, we want to now even simplify the day zero one the zero experience that even into the day one day two ops in terms of an integrated UI and other ways to to bring, you know, the infrastructure together with your data protection. And so it made perfect sense. We got together and it was like boom, a light bulb went off. We got on a whiteboard and we're like, yeah, we can do this. >>Like, you know, it's going to require joint development. And we've sort of made those commitments on both sides and it's been well received now. It's not in the market yet. It will be soon. Um, but the customer feedback has been incredible. We've done this very successful beta, we've got lots and lots of pent up customer demand. So it's like the sales teams are now saying, Hey, when can we, have you been talking about it for a while? When can we have this? Because we have customers ready to buy. So where we're there now that we're ready to bring this to market and excited about the opportunity together. >>So talk a little bit about the, the ins of that partnership. And you were just describing your ethos, which is making everything simple and easy, which is what we're hearing a lot here today. A. Dot. Next. So does that just mean that you attract the same kinds of employees, so then therefore they work well together in the sandbox? I mean, how would you describe the, the cultures coming together in this joint development process? >>Yeah, I think we're, we're similar companies, right? We're a similar size. We're a similar age. We're similar, you know, just, just all around, you know, our, our culture of innovation. So, you know, when we got together it was, it was pretty simple. Now, now doing development as two companies together is always hard. It's never easy. It's even hard to do it when it's one company on your own, right. And get a, get a product to market. Um, so I'd be lying if I said that weren't bumps along the way. There always are. Uh, but you know, we've, we've, we've worked through and we've, you know, we're, we're now, like I said at that point, and I think our, our, just our similarities and our cultures and really we have alignment at the executive level. And that's important, right. To, to get things done because, you know, well, well, you know, all of us that are sort of working on this thing, maybe a level or two, but when executive leadership is aligned, that's when things get done. And we have that between Nutanix and beam. >>Yeah. And Ken did the messaging that I'm hearing from Nutanix now reminds me of what I was hearing a couple of years ago from Veem specifically when you talk to cloud, uh, so a couple of years ago very much, I saw Microsoft up on stage, you know, living with AWS. What are you hearing from your customers and you know, do you see those parallel journeys or will the AHV integration mean that as Nutanix goes along that journey that Newtanics offerings will be able to live in these multiple cloud environments sometime too? >>Yeah. So I think a little bit of both, right? I think, I think the definitely be able to live out there. I mean, you know, you see VM-ware now wrapping their arms around all the hyperscale public cloud vendors. I mean, we heard about XY clusters and that was announced in Anaheim and we saw a demo of it today. And, and, and, you know, our goal is to support those workloads wherever they are. You know, we've, as I said before, we, we sorta made, made our hay and we were founded on attaching the vSphere then hyper V than HV and now AWS and Azure and all these other environments. And really, you know, the roots of it, we, we follow our customers along their journey, right? So, you know, this customers today that, that, you know, maybe smaller, newer companies that go straight to AWS, straight to Azure, they're born in the cloud and they're cloud only. >>You know, they may not be the best fit for Vien maybe a couple of years from now. Uh, they, they may just buy point solutions for the customers, the larger customers that have hybrid environments. That's what we're looking to attack. And you know, whether that's with Nutanix and VMware and those workloads that go, we, we want to make sure we attach here and give our customers the best experience and the ability to burst to the cloud and move around and workload portability, you know, we built features into the product. We've changed our, revolutionized our licensing to make that easier. So, so that's what we're after is is those hybrid customers solving those problems and those challenges they haven't building on our strength, which starts on prem but has moved into the cloud and, and, and spread quite a bit. Yeah. >>What do you see as some of the trends on the horizon? I mean, as you said, you just described your dream customer, which there, there's, there's a few of them out there so you'll be okay. So talk about some of the, the problems that you, that are keeping them up at night and how your solution solves them. >>You know, when it comes to data protection it, you know, everyone can say, Hey, my backups, they were 100% successful. It comes down to restore and reliability. And security, right? And we, you know, we've, we've built a lot into our product to give customers the peace of mind that, Hey, you know, when that call comes at at 11 o'clock at night and I need to recover assistant cause it's down, you know, we need to have hundred percent confidence that that will be there. And oftentimes when, you know, when we're converting customers over from maybe a competitor's product, that's what we hear the most is, is Hey, you know, it's the reliability and the confidence in the infrastructure and that's what we focus on most. And so, you know, we hear that a lot from customers and, and that's really where our focus is. We've got feet, as I said, features built into the product. >>You know, that, that that goes straight after that can, we've watched Newtanics really increased the breadth of what they're offering through through their software. Uh, they've been talking a lot. Files is one of the, you know, strong growth areas. There. Objects is another one that I, I expect would have some interaction with your environment. What are you hearing from customers? Where is Veeam moving with the HP support for some of these other solutions that Nutanix has? Yeah, so, so we've got a very big release coming, you know, in the next call it few months, quarter or so. Um, that is called V 10. You know, and if you guys read Vema on a couple of years ago, we've talked about V 10 and that was a number of features in there. NAS is a big one for us. Um, and it's one that that is probably the most asked for feature that we currently don't have. >>And so having support for files and we've already tested with the beta, you know, we know when we come out with that in a GA form that we're going to be successful with, with files. Uh, object storage is another one that was also part of the V tenet umbrella when we announced it, you know, while ago. Um, and it's been hugely successful for us. It's revolutionized, kind of the way that our customers look at longterm storage is, is, Hey, I can, I can move that to AWSs three or Azure blob or, you know, cloudy in or Swift stack or something else on pram or Nutanix objects. Um, you know, because again, customer choice, but, but we've, you know, we've embraced that because that's where customers are going. She asks, you know, what a customer that, that's, that's where, that's where they're going. They, they, they say, Hey, I want, you know, a lot of them want to get rid of tape, you know, and, and what's the best way to get in this is features of tape in object storage, right? There's object lock and ways to do, you know, uh, write once, read, read many times. So we're, you know, we look at object storage a little bit as, as the next generation of tape. Now it's, you know, it's not exactly that. There's lots of different use cases, but, but for us and for our customers, they're looking, they're looking to, to do the next generation data center. And that includes having object storage is a longterm tier. Uh, you know, for cost reasons, for manageability reasons, you know, of the light. >>Can you talk a little bit about the partner ecosystem and the evolution of it and particularly because the technology industry is, is changing so fast and you, you, you started this conversation by talking about how much your culture is aligned with Nutanix culture. How do you see, with, with these fast changing companies, fast changing technologies, how do you see five, 10 years from now, what will the technology landscape look like? >>Yeah, certainly. I mean obviously the, the push to cloud, that's big, right? Where we're making a lot of, a lot of changes on our site, where, where we're bringing out new products or bringing out new features that specifically take you to cloud. Um, you know, we, we were on with you guys at, at world and, and you know, there was, you know, project Tansu and all this other stuff about Cuba and it was, it was, that was the Coobernetti's conference. Right. And, and, uh, you know, I said earlier, you know, we want to move along at the pace that our customers want to go. So, you know, those, those sort of born in the cloud companies are going straight to Kubernetes, but we're moving along with our customers when it comes to Kubernetes and containers. So, so yeah, we're, we're paying attention to it. Do we have a product that can support every bit of, you know, Kubernetes and containers yet? >>No, but, but we're, you know, there's these things that we're working on and you know, in, in the way that Veem usually develops software, we're not usually first, but we usually come out with something that is rock solid, ready to go, customer ready. We have 355,000 customers we can't afford to and, and, and we're the stewards of their data. Uh, so when we come out with something yet, we may take slightly longer to do it, but you can be sure that it's rock solid, stable, robust, and that's, you know, that's our general approach. And so when you ask, you know, where our customers going, you know, they're definitely going to the cloud, they're going to Kubernetes, they're, you know, all these, all these new technologies, and, and, and, and we sort of like step back and we ask our customers, Hey, are you doing this? You know, what's your plan for this? Is it two years? Is it one year? Is it five years? Um, and we adjust accordingly. >>Yeah. Uh, can anything particular for your European customers that, that, that you can share? >>Yeah, I think, you know, when you think European customers and uniqueness from the rest of the world, I mean, you start with GDPR, right? That that was, you know, a huge thing that went into effect a year ago. Um, and we've, you know, we've, we've done things there, but they're, they're, they're very sensitive to, you know, that and, and being able to, you know, provide that capability for their customers. So, so I'd, I'd put that at the top of the list. I mean, cloud is a big one. You know, I think as we look at the hyperscalers in particular, AWS and Azure, you know, the U S is a big country. You don't need a lot of data centers to cover the country. But now you look at GDPR and some things need to stay in the, in the envelope of a, of a country. And Hey, this, you know, lots of countries in Europe and, and, and so more and more data centers. So the support of those public cloud vendors and the, the sprawl of, of the date and the sprawl of the data centers is, is really important. So having that coverage and being able to provide customer choice is incredibly important to European customers. >>Well, Ken, thank you so much for coming back on the cube. We always have a fun time talking to you. Right. Thank you. Next time I'll be here. Seventh, I'm Rebecca night for Stu Miniman. Stay tuned for more of the cubes live coverage of Nutanix. Dot. Next.

>> Live from Las Vegas, it's theCUBE covering Magento Imagine 2019, brought to you by Adobe. >> Welcome back to theCUBE Lisa Martin with Jeff Frick and we are here live at Magento Imagine 2019, our second time being back here with theCUBE and we're very excited to welcome Brittany Hodak to theCUBE, entrepreneur, customer engagement speaker, writer, co-founder of the Superfan Company. Brittany it's so exciting to have you on theCUBE. >> Thank you so much for having me. I'm so excited to be here. >> So, you have an incredibly impressive background and I'm like where do we start? >> Thank you. >> So, here we are talking about customer experiences and how Magento and Adobe empower a lot of customer experiences. But you've written a ton of articles, over 350, you've been published in the Huff Post, Wall Street Journal, talk to us about your experiences with customer engagement, some of the things that you as a co-founder of the Superfan have discovered working with a variety of brands from Walmart to Katy Perry? >> Well, thank you so much for saying that. I always say that the biggest problem brands and entertainers have is often one that's not even on their radar at all. I talked to a lot of small and medium sized business owners and they say, You know, my big problem is people don't know who I am. I've got an awareness problem. I'm struggling to let people know who I am. And I really think my business would change if more people knew. And I said, You know, that's not the problem. You can always fix awareness. You can always spend money to get your message out there. Your big problem is apathy. Your problem is there are people who know and don't care. And you've got to figure out how to make people care. You've got to figure out how to connect your story with their story in a way that's meaningful, and in a way that's going to mean something in their lives because that's how you really start the fan engagement process. That's how you lay the groundwork for creating a culture of super fandom amongst your customers, that's really going to help you grow not just the business but a brand. >> Is it about having a more relevant messages or is it just finding those people that have a propensity to be a fan to the services that you provide? >> Well, it's understanding your uniqueness in a way that really makes your value proposition different from anybody else is. Once you understand your uniqueness and you're able to turn it into service of others, that's when you really you position yourself to be able to make the kind of difference that makes somebody want to be a super fan. And I always say, we've had the fortune of working with tons of celebrities, some of the biggest recording artists and superstars on the planet, and a lot of times people say to me, Oh, you know, it's easy when you're talking about being a super fan of Taylor Swift or being a super fan of Katy Perry, but, you know, I'm a plumber or I'm an electrician, how can I have super fans? And I say, By providing people the kindness service that changes their lives. I have an exterminator who I am a super fan of. His name is Scott and the reason I am a super fan of him is because he makes sure there are no brown recluse spiders in my house and I am absolutely terrified about recluse spiders. They are super evil creatures if you're not familiar with them, I encourage you not to google it. They're like nastiest little bug in the world. But you know to me that's super important because he's not just killing bugs, he's helping me feel safe in my home. So that's absolutely a vital service and finding the right guy to do that and the right guy to put my mind at ease and let me know there aren't going to be brown recluse spiders in my house is invaluable and because of that, like there's no way I would ever switch exterminators because Scott's my guy. And I know you know, I can text him 50 different pictures of critters and say, Is this okay, Is this okay? And he's going to get back to me and let me know. So, it's all about points of connection and finding ways to make your audience feel really valued, and connecting your story with their story. >> So, if you look at an exterminator versus a Taylor Swift or Katy Perry or Walmart, are there similarities and what they need to do to deliver this service that's impacting lives? Or are there fundamental differences? >> There are some fundamental differences, but there's more overlap than you would think. And I always say, if you think about it like a Venn diagram, you've got your brand or your business, your service, your product, whatever it is that you're providing, and you've got your customers over here. Where the magic happens is that point of intersection, where your story overlaps with their story, that intersection, that's where super fandom happens. And I like to talk about something I call the four A's of super fandom. So, you can, I see a lot of people make the mistake of trying to talk to everybody the same way. So, whether somebody is encountering your brand for the very first time or has been your customer for a long time, using the same messaging for those people and that doesn't work. So, I talk a lot about the four A's. So, the first day is awareness. That's when somebody is first uncovering your brand, first interacting with your brand. The second a is action, that's when somebody is actually interacting with your brand for the first time. The third a is affinity. Those are the people who are fans of your brand. They've sort of bought into your why, these are the satisfied customers, I would say. And a lot of businesses stop there. They say, These are the people who are satisfied. These are the people who liked what I'm doing, they're buying from me. And that's a mistake that a lot of especially small and medium sized businesses make they sort of feel like, I've got these customers, I don't have to do anything else. They're not over delivering or over serving them which is a huge missed opportunity because if you do, you're able to convert people from that third A to the fourth a which is advocacy. And advocacy is where you want to get the majority of the people because those are your superfans so to speak, those are the ones who are out there sharing your story and your why with other people, helping refer new customers and new clients to you. So, I always say if you can get past the affinity, the people who are happy with you but not really talking about it and really make them feel valued. That's how you create advocates and advocacy is really the super secret sauce when you're talking about super fandom. >> So where should people get started to try to build super fandom within their client base? Is that really with the good customers that they already have, they try to get them to be advocates or I think most people spend so much time focusing on the fat end of the funnel as opposed to on the narrow end of the funnel and converting that transaction into a fan which is what it sounds like you're suggesting? >> Yeah, well, it's important to to focus on all parts of the funnel man, like I said that that awareness, that that fat of the top, you certainly need to be dealing with those people to get them further down. But the skinny part of the funnel is really where you want to make sure that people are continuing to drip out to the other side to make those referrals for you. So, absolutely focusing on everybody. One thing that I am always shocked I when I do consulting and work with small businesses and medium sized businesses, when I asked how much referral business they get, a lot of people don't know that number off the top of your head. So, if you're not tracking the amount of referrals, you absolutely need to know that as a metric, and the number one thing that you can do to increase the amount of referral business that you're getting is by asking your customers for referrals. It's so funny the amount of people who say, I hardly get any referral business at all. And I say, Well, when's the last time you asked? When's the last time that you went to one of your clients or your customers and said, I so appreciate your business. And I wonder if you know anybody in your network who could benefit from our product or service. And they say, oh I've never done that. But yeah, they wonder why they don't have any referrals so-- >> It seems like such an easy step but to your point, you're saying they're focusing on awareness, getting my brand, my service, my name out there, getting people to take action? >> Yes. >> And building that affinity and then I'm good, but that simply asking to make it a referral whether it's a yelp or something as simple as that seems like a pretty easy step. Strategically, how do you advise customers to get from that, take that if you look at it like a funnel like Jeff saying, take that group of affinity customers and convert some percentage to advocates, what's your strategy for helping a consumer brand or even a service provider, like an exterminator for actually making those conversions and then and then having that be a really kind of engine to drive referrals, to drive more leads to the top of that funnel? >> That's a great question. So, I like to talk about something I call the high five which is knowing the five most important people that have the potential to drive your business forward for the next quarter, the next year and the next five years. So, this is an actual list of five people. And any business owner hopefully can sit down and say, Here are the people that I need to really super serve in order to move my business forward. So knowing who those five people are, it could be an advisor, it could be an investor, it could be somebody you've never even met, maybe a thought leader whose thought that you really enjoy, that you think this person could really help me and open me up to a lot of people in their network if they knew who I was. Make a list of those five people, and then figure out how often you need to be doing something staying top of mind for those people. So for me, I like to make sure it's at least once every two weeks. So, sometimes it's as simple as sending an article and saying, Hey, I came across this article, I thought you would really love it, wanted to send it your way. Now and reality, did I just come across that article? No, I spent maybe an hour looking for the right article to forward that person. It's taking the time out to show them that they matter to you, so whether that's sending them a nice gift in the mail for no reason or a handwritten thank you note after they made an introduction for you. It's checking in on things, I always say, you should know what is important to the people who are important to you. You should know the teams that they follow, you should know their spouse, their children, the things that are happening in their lives so you can check in with them. And we live in an age where it's so easy to get information about anyone because all of us are putting content out there on the internet all the time about ourselves. So take the time to figure out what matters to those people who matter to you, and then stay top of mind, letting them know that they matter to you. So, like I said, for me, it's once every two weeks and I look at my list of five about every six months in terms of adding a couple of new people on maybe cycling some people off. But I've been doing this for four years. So, I have a list of 20 people. And I those are like my alums, some of the alumni of my high five, and I'm still extremely close with all of them. I still make sure that I'm trying to add value to them because having one person who's going to advocate for you could open the door for millions of dollars of revenue for you. So, it's just identifying who those people are, because to your point, it's impossible to sort of make everyone the most important person, it's impossible to take everyone at that third step and take them to the fourth step. So, rather than holistically thinking about it. I like to really drill in and say let's start with five. And if you've got 50 employees and you assign five people to each of those 50 employees to say make sure this vendor or make sure this customer, or make sure this partner feels very appreciated by you on a regular basis. You're going to, you really start to see the ROI very, very quickly in your business. >> So some of the trends, if we look at this we're all consumers of any kind of product service, we have this expectation, this growing expectation that we're going to be able to get whatever we want whenever we want it, have it delivered in an hour or a day, or so, we want to be able to have this experience on mobile, maybe started there, maybe finish it in the store, what are some of the trends that you're seeing that you recommend that the company with any product or service needs to get on board with, for example, this morning they were talking about progressive web apps and being able to deliver an experience where the person doesn't have to leave the app, or they can transact something like through Instagram. What are some of those top tools that you recommend to your broad client base. You got to get on board with like mobile, for example, right away. >> Yes, I was going to say the PWAs are absolutely critical, because I think we've all as consumers been in the situation of trying to load something on our phone, and it's five seconds goes by six seconds, I'm like forget about it. >> We're done. >> Yeah, I'm done, I'm over it. So PWAs is super important because it's all about putting your customer first and making things simple for them. The other thing is making sure that whatever system process you're using, everything needs to be connected. You can't be managing stuff across eight different platforms and expect for things not to fall through the cracks which is I'm learning so much here at Imagine and listening to all the best practices of people who are using Magento to manage every part of their business because something is seemingly minor as sending a confirmation email twice instead of once or having eight hours go by before the customer gets that, those types of things, say to a customer on a subliminal level, I'm not important, I don't matter, they're not putting me first. >> So just fan comes from fanatic. And there's great things about fans, and some times there's less great things about fans and we've seen a little bit of that here in terms of this really passionate community around Magento. And it was independent. And then it went to eBay and then it went back out of eBay. And now it's back in Adobe. And it's funny seeing the people that have been here for the whole journey. Part of that responsibility, if you're going to invite someone to be a fan is you have to let them participate, you have to let them contribute. And often which we're seeing, I guess, in Game of Thrones, I'm not a big fan, but if you get outside of kind of the realm of where the fans want things to go, it can also cause some conflict. So, how to people manage encouraging fans, really supporting fans, but at the same time not letting them completely knock their business off or hold the business back probably from places where the entrepreneur needs to still go? >> That's a great question. There was a really fascinating study that Viacom did a couple of years ago about fans. And especially in the under 35 sets, so millennials, gen Z. And the vast majority of people felt like fans have some ownership of the thing that they're a fan of. And that's a really interesting study in psychology to think about these people who feel the ownership. But you know, it's true. You mentioned Game of Thrones, that's a great example of seeing these fan bases who come up with names for themselves, and who are tweeting in real time about things that are happening. Magento a great example because open source has been such an important part of the culture and the history of the platform. These people feel in a very real sense this ownership. And you're right, I think sometimes that scares small business owners, medium sized business owners. They say, Well, we don't want to relinquish control. We don't want to put ourselves in a situation where we're upsetting people. And I would say, You're right, fan comes from the word fanatic. And that fanaticism, that passion is something you absolutely want. Because I would argue that a greater threat than that is what I was talking about earlier, which is apathy. You don't want people to be like, I don't care. And passion is of course, the opposite of apathy. And that's what you're looking for. So I would say, are you going to put yourself in a position where sometimes there could be a disagreement, you could upset somebody? Absolutely, but you those are the people, it's like if you're in a relationship with somebody and you have a fight that passion that's there is because there's care on both sides. You're both super engaged, you're both very passionate about your position. So, having a system in place to defuse that by saying, I hear you I understand where you're coming from, let's figure this out together, is part of the customer service staff that you've just got to prepare for. >> Can you using, sorry Brittany, using all this data that's available that Magento, Adobe et cetera can deliver and enable organizations to understand that and maybe even kind of marry those behaviors with apathy on one hand passion on the other and how do we get to that happy medium? >> Exactly, how do we get to the happy medium, what are the data points that matter? How are we, the idea of super fan means something different to every organization. So, part of it is uncovering what it is that really matters to you. I always say a super fan is somebody who over indexes and their affinity for a product, service, brand, entertainer, therefore increasing the chance that they're going to advocate on its behalf. So, thinking about, there could be people who are spending a lot of money with your brand who just aren't really that passionate about it. They're not going to tell people and that's fine. But those aren't the people who would be a quote unquote superfan, even though they may be spending a lot of money with you. So, it's figuring out what the markers are that are important to your brand or service. I work with a lot of brands on this because it really is different for everyone. But figuring out who those people are and then talking to them because this is something that, there's so much psychology around the why. Like why people behave the way we do that the consumer behavior, the internal and philosophical drives that are making us make the decisions that we make and the best way to uncover that is to talk to your customers because a lot of times you'll learn so much about your brand, you'll find so many things. I always love talking to recording artists about this, they put out a new song or a new album and in the fans find all these hidden messages >> Taylor is known for that. >> Always some-- >> Taylor is one of the best in the world. And a lot of times artists will say, Oh, yeah, like, I didn't do that on purpose but I'm totally going to take credit for it because these fans found it. And oh, yeah, of course, I meant to do that. So, you'll find that some of these customers understand your brand oftentimes better than you do which is a really fun thing. >> It's also just the ecosystem. You my favorite one always reference is Harley Davidson, guess how many brands get tattooed on people's arms, and just the whole ecosystem of other products that were built up around the motorcycle, and to support kind of that community they weren't getting any nickels necessarily if somebody sold a saddle bag or a leather jacket, or whatever but it was such and it still is, I think such a vibrant community again, and as evidence by you put a tattoo on your arm that it's something to strive for, not easy to get. >> Why we always say build a brand not a business because the brand are those things that people are connecting to. We were talking about NASA before we started filming. I'm a huge space geek and Lisa loves space having worked for NASA in the past and that's one of those things, I don't know this to be true but I got to believe NASA way outpaces like every other combined government agency in licensing. I mean, people walk around wearing NASA logos on everything >> I saw at least three of them this morning. >> Yeah, I mean, I bought in the last month, probably three different NASA licensed products. So I mean that's the passion that if you can connect to somebody on an emotional level and make your story part of their story. They want to represent it, they want to get that Harley tattooed on their arm. >> That emotional connection but also that personalization that's key? >> Yes. >> What's difference in from your perspective on a superfan versus an influencer? Are they one in the same? >> It's a great question. So, they a lot of times are one in the same and that same Viacom study that I mentioned earlier. Something like two thirds of people said that they consider themselves to be pop culture influencers which sounds like a lot. But if you think about it, pretty much everyone is an influencer and that's because for Nielsen, the most trusted recommendation is or the most trusted form advertising is a recommendation from a friend or a family member, 92% of people trust a recommendation from a friend or family member, which far outpaces every other form of advertising. So in a lot of ways, these micro influencers are the next wave of advertising. These advocates or these super fans are, I think in many ways an untapped well of resources for the fans who drill in and you mentioned Taylor Swift before. How many people listen to Taylor Swift for the first time because a friend suggested they listen to Taylor Swift. I would argue that lots and lots of people and Taylor said something to me years ago that like a former manager, or someone said to her, and that was, if you want to sell half a million albums, you're going to have to meet half a million people. That was said to her when she was like, 15, 16 years old and she thought, okay, yeah, I'm going to go meet half a million people. I'm going to be befriend them, I'm going to listen to their stories, I'm going to let them know what they say matters to me. And here we are, she sold, I don't know, 50, 60 million albums, however many she sold worldwide. And but that's really where it starts, that one to one connection. >> Seems to just kind of all go back to referral. And isn't that sort of the basic human connection? It's like, are we trying to over-complicate this with all these different tools that simply, even with hiring and tech or whatever industry, referrals are so much more important because you've got some sort of connection to a brand or a person or a product or service. >> You've got that connection, you've got somebody who's already very well qualified. And I like to talk about something that I call the wave method which the wave is a ritual hello, goodbye. How many times a day do you wave at people, countless. And virtually you say hello to tons of people everyday. People who are coming to one of your social pages, people who are engaging with your website. So I say, I encourage people to think about that hello and goodbye, that interaction. Think of a wave as an acronym and ask yourself, are you making everybody who's going to come into contact with you today feel welcomed? Is there something on your virtual site or in your real storefront. If you're a brick and mortar business that's going to make people feel welcomed? How are you making them feel like they belong? The A is appreciated, how are you letting those people know that they are appreciated by your business? I think I know I have often felt like I'm a number or I don't matter. Utility companies are notorious for this for making you feel like they don't really care if they have your business or not. Or they know perhaps that they're going to because there's not like a different water company you can you can use it your home. And that sucks, like we've all been made to feel like we weren't appreciated by somebody that we were doing a financial transaction with. So ask yourself, how can you make your potential and current customers feel appreciated? The V stands for validated, and one of the best quotes that I've ever come across is from Oprah. On her last episode, she was imparting some of the lessons that she had learned over the years of hosting her shows and she said she'd interviewed something like 30,000 people over the years, and they all wanted the same thing. And that was validation. They all want it to feel like they were important and their feelings mattered. I see you, I hear you what you're saying is important to me. So, validate your customers. One big mistake that I see people make all the time in customer service is when somebody has a complaint, having your rebuttal be like, Oh, I've never heard that before. Or it's 10,000 people haven't have had great experiences. That's absolutely the worst thing that you can ever say to somebody because you're bringing in other experiences that don't matter to them. It's a one to one conversation. It's a one to one relationship. So bringing in, that's like having a fight with your significant other and saying like, Well none of the women I dated before you ever had a problem with this, like how well is that going to go over? Like you don't want to bring in other experiences. So that V and wave validated >> And the E? >> and then the E is excited, making people feel excited because that passion, having people feel like you know you're excited that they're a customer of yours and you can bring something that's going to make their lives better is the most important key. >> Brittany, thank you so much. I could keep talking to ya. I wish we didn't end but we do, for sharing your experiences, your expertise, your recommendations on becoming any kind of brand with any product or service, generating the super fans. We appreciate your time. >> Thank you so much. It was so great speaking with you guys today. >> Ditto. >> Thanks. >> For Jeff Frick, I'm Lisa Martin. You're watching this on theCUBE live from Magento Imagine 2019 from Vegas, thanks for watching.

[Music] and y'all know that these [Music] ladies and gentlemen please take your seats and silence your cellphone's our program will begin shortly ladies and gentlemen please welcome Red Hat executive vice president and chief people officer dallisa Alexander an executive vice president and chief marketing officer Tim Layton [Music] hi everyone we're so excited to kick off this afternoon day 2 at the Red Hat summit we've got a stage full of stories about people making amazing contributions with open source well you know dallisa you and I both been coming to this event for a long long time so what keeps you coming back well you know the summit started as a tech conference an amazing tech conference but now it's expanded to be so much more this year I'm really thrilled that we're able to showcase the power of open source going way beyond the data center and beyond the cloud and I'm here also on a secret mission oh yes I'm here to make sure you don't make too many bad dad jokes so there's no such thing as a bad dad they're just dad jokes are supposed to be bad but I promise to keep it to my limit but I do have one okay I may appeal to the geeks in the audience okay so what do you call a serving tray full of empty beer cans yeah we container platform well that is your one just the one that's what I only got a budget of one all right well you know I have to say though in all seriousness I'm with you yeah I've been coming to the summit since its first one and I always love to hear what new directions people are scoring what ideas they're pursuing and the perspectives they bring and this afternoon for example you're gonna hear a host of different perspectives from a lot of voices you wouldn't often see on a technology mainstage in our industry and it's all part of our open source series live and I have to say there's been a lot of good buzz about this session all week and I'm truly honored and inspired to be able to introduce them all later this afternoon I can tell you over the course the last few weeks I've spent time with all of them and every single one of them is brilliant they're an innovator they're fearless and they will restore your faith in the next generation you know I can't wait to see all these stories all of that and we've got some special guests that are surprised in store for us you know one of the things that I love about the people that are coming on the stage today with us is that so many of them teach others how to code and they're also bringing more people that are very different in to our open-source communities helping our community is more innovative and impactful and speaking of innovative and impactful that's the purpose of our open brand project right that's right we're actually in the process of exploring a refresh of our mark and we'd really like your help as well because we're doing this all in the open we've we've been doing it already in the open and so please join us in our feedback zone booth at the summit to tell us what you think now it's probably obvious but I'm big into Red Hat swag I've got the shirt I've got my pen I've got the socks so this is really important to me personally especially that when my 15 year old daughter sees me in my full regalia she calls me adorable okay that joke was fed horrible as you're done it wasn't it wasn't like I got way more well Tim thanks for helping us at this stage for today it's time to get started with our first guest all right I'll be back soon thank you the people I'm about to bring on the stage are making outstanding contributions to open source in new and brave ways they are the winners of the 2018 women and open source Awards the women in open source awards was created to highlight the contributions that women are making to open source and to inspire new generations to join the movement our judges narrowed down the panel a very long list just ten finalists and then the community selected our two winners that were honoring today let's learn a little bit more about them [Music] a lot of people assume because of my work that I must be a programmer engineer when in fact I specifically chose and communications paths for my career but what's fascinating to me is I was able to combine my love of Communications and helping people with technology and interesting ways I'm able to not be bound by the assumptions that everybody has about what the technology can and should be doing and can really ask the question of what if it could be different I always knew I wanted to be in healthcare just because I feel like has the most impact in helping people a lot of what I've been working on is geared towards developing technology and the health space towards developing world one of the coolest things about open-source is bringing people together working with other people to accomplish amazing things there's so many different projects that you could get involved in you don't even have to be the smartest person to be able to make impact when you're actually developing for someone I think it's really important to understand the need when you're pushing innovation forward sometimes the cooler thing is not [Music] for both of us to have kind of a health care focus I think it's cool because so many people don't think about health care as being something that open-source can contribute to it took a while for it to even get to the stage where it is now where people can open-source develop on concepts and health and it's an untapped potential to moving the world for this award is really about highlighting the work of dozens of women and men in this open source community that have made this project possible so I'm excited for more people to kind of turn their open-source interest in healthcare exciting here is just so much [Music] I am so honored to be able to welcome to the stage some brilliant women and opensource first one of our esteemed judges Denise Dumas VP of software engineering at Red Hat she's going to come up and share her insights on the judging process Denise so you've been judging since the very beginning 2015 what does this judge this being a judge represents you what does the award mean to you you know every year it becomes more and more challenging to select the women an opensource winner because every year we get more nominees and the quality of the submissions well there are women involved in so many fabulous projects so the things that I look for are the things that I value an open source initiative using technology to solve real world problems a work ethic that includes sin patches and altruism and I think that you'll see that this year's nominees this year's winners really epitomize those qualities totally agree shall we bring them on let's bring them on let's welcome to the stage Zoe de gay and Dana Lewis [Music] [Applause] [Applause] [Music] alright let's take a seat [Applause] well you both have had an interesting path to open-source zuy you're a biomedical engineering student any of it you have a degree in public relations tell us what led to your involvement and open source yeah so coming to college I was new I was interested in science but I didn't want to be a medical doctor and I didn't want to get involved in wet lab research so through classes I was taking oh that's why I did biomedical engineering and through classes I was taking I found the classroom to be very dry and I didn't know how how can I apply what I'm learning and so I got involved in a lot of entrepreneurship on campus and through one of the projects I was asked to build a front end and I had no idea how to go about doing that and I had some basic rudimentary coding knowledge and what happened was I got and was digging deep and then found an open source library that was basically building a similar thing that I needed and that was where I learned about open source and I went from there now I'm really excited to be able to contribute to many communities and work on a variety of projects amazing contributions Dana tell us about your journey well I come from a non-traditional background but I was diagnosed with type 1 diabetes at the age of 14 and over the next couple years got really frustrated with the limitations of my own diabetes devices but felt like I couldn't change them because that wasn't my job as a patient but it was actually through social media I discovered someone who had solved one of the problems that I had been found having which was getting date off my diabetes device and that's how I learned about open source was when he was willing to share his code with me so when we turned around and made this hybrid closed-loop artificial pancreas system it was a no brainer to make our work open source as well that's right absolutely and we see using the hash tag we are not waiting can you tell us about that yeah so this hash tag was created actually before I even discovered the open source diabetes world but I loved it because it really illustrates exactly the fact that we have this amazing technology in our hands in our pockets and we can solve some of our most common problems so yes you could wait but waiting is now a choice with open source we have the ability to solve some of our hardest problems even problems dealing with life and death that's great so zuy with the vaccine carrier system that you helped to build how were you able to identify the need and where did you build it yes so I think before you even build anything first need to understand what is the problem that you're trying to solve and that really was the case when starting this project I got to collaborate with engineers in Kampala Uganda and travel there and actually interview stakeholders in the medical field medical doctors as well as pharmaceutical companies and from there I really got to understand the health system there as well as what is how do vaccines enter the country and how can we solve this problem and that's how we came up with the solution for an IOT based vaccine carrier tracking system I think it's really important especially today when products might be flashy to also understand what is the need behind it and how do we solve problems with these products yeah yeah it's so interesting how both of you have this interest in health care Dana how do you see open-source playing a role in healthcare but first before you answer that tell us about your shirt so this shirt has the code of my artificial pancreas on it and I love it as an illustration of no thank you I love it as an illustration of how open-source is more than we think it is I've just been blown away by the contributions of people in my open-source communities and I think that that is what we should apply to all of healthcare there's a lot of tools and technologies that are solving real world problems and I think if we take what we know in technology and apply it to healthcare we'll solve a lot of problems more quickly but it really needs to be recognizing everything an open source it's the documentation it's the collaboration it's the problem-solving it's working together to take technologies that we didn't previously think we're applicable and finding new ways to apply it it's a great answer Sooey yeah I think especially where healthcare is related to people and open-source is the right way to collaborate with people all over the world especially in the project I've been working on we're looking at vaccines in Uganda but the same system can be applied in any other country and then you can look at cross countries health systems there and from there it becomes bigger and bigger and I think it's really important for people who have an idea and want to take it further to know that open-source is a way that you could actually take your idea further whether you have a technical background or not so yeah stories are amazing you're just an inspiration for everyone in open-source I want to thank you so much for joining us here today let's give another round of applause to our winners [Applause] [Music] you know the tagline for the award is honor celebrate inspire and I feel like we've been doing that today very very well and I know that so many people have been inspired today especially the next generation who go on to do things we can't even dream of yet [Music] I think collabs important because we need to make sure we get younger children interested in technology so that they understand the value of it but also that there are a lot of powerful women in technology and they can be one of them I hope after this experience maybe we'll get some engineers and some girls working our hot so cool right well we have some special guests convite for the club stage now I'd like to invite Tim back and also introduce Red Hat's own Jamie Chappell along with our collab students please welcome Gabby tenzen Sofia lyric Camila and a Volyn [Applause] you've been waiting for this moment for a while we're so excited hear all about your experiences but Jamie first tell us about collab sure so collab is red hats way of teaching students about the power of open source and collaboration we kicked off a little over a year ago in Boston and that was so successful that we decided to embark on an East Coast tour so in October we made stops at middle schools in New York DC and Raleigh and these amazing people over here are from that tour and this week they have gone from student to teacher so they've hosted two workshops where they have taught Red Hat summit attendees how to turn raspberry pies into digital cameras they assigned a poem song of the open road by Walt Whitman and they've been working at the open source stories booth helping to curate photos for an installation we're excited to finish up tomorrow so amazing and welcome future women in open source we want to know all about your experiences getting involved can you tell us tenzen tell us about something you've learned so during my experience with collab I learned many things but though however the ones that I valued the most were open source and women empowerment I just I was just so fascinated about how woman were creating and inventing things for the development of Technology which was really cool and I also learned about how open source OH was free and how anyone could access it and so I also learned that many people could you know add information to it so that other people could you learn from it and use it as well and during Monday's dinner I got this card saying that the world needed more people like you and I realized through my experience with collab that the world does not only need people like me but also everyone else to create great technology so ladies you know as you were working on your cameras and the coding was there a moment in time that you had an AHA experience and I'm really getting this and I can do this yes there was an aha moment because midway through I kind of figured out well this piece of the camera went this way and this piece of the camera did it go that way and I also figured out different features that were on the camera during the camera build I had to aha moments while I was making my camera the first one was during the process of making my camera where I realized I was doing something wrong and I had to collaborate with my peers in order to troubleshoot and we realize I was doing something wrong multiple times and I had to redo it and redo it but finally I felt accomplished because I finished something I worked hard on and my second aha moment was after I finished building my camera I just stared at it and I was in shock because I built something great and it was so such a nice feeling so we talked a lot about collaboration when we were at the lab tell us about how learning about collaboration in the lab is different than in school so in school collaboration is usually few and far between so when we went to collab it allowed us to develop new skills of creativity and joining our ideas with others to make something bigger and better and also allowed us to practice lots of cooperation an example of this is in my group everybody had a different problem with their pie camera and we had to use our different strengths to like help each other out and everybody ended up assembling and working PI camera great great awesome collaboration in collab and the school is very different because in collab we were more interactive more hands-on and we had to work closer together to achieve our own goals and collaboration isn't just about working together but also combining different ideas from different people to get a product that is so much better than some of its parts so girls one other interesting observation this actually may be for the benefit of the folks in our audience but out here we have represented literally hundreds and hundreds of companies all of whom are going to be actually looking for you to come to work for them after today we get first dibs that's right but um you know if you were to have a chance to speak to these companies and say what is it that they could do to help inspire you know your your friends and peers and get them excited about open source what would you say to them well I'm pretty sure we all have app store and I'm pretty sure we've all downloaded an app on that App Store well instead of us downloading app State well the computer companies or the phone companies they could give us the opportunity to program our own app and we could put it on the App Store great idea absolutely I've got to tell you I have a 15 year old daughter and I think you're all going to be an inspiration to her for the same absolutely so much so I see you brought some cameras why don't we go down and take a picture let's do it [Applause] all right I will play my very proud collab moderator role all right so one two three collab okay one two three [Applause] yeah so we're gonna let leave you and let you tell us more open source stories all right well thank you great job thank you all and enjoy the rest of your time at Summit so appreciate it thanks thank you everyone pretty awesome pretty awesome and I would just like to say they truly are fedorable that's just um so if you would like to learn more as you heard the girls say they're actually Manning our open-source stories booth at the summit you know please come down and say hello the stories you've seen thus far from our women and open-source winners as well as our co-op students are really bringing to life the theme of this year's summit the theme of ideas worth exploring and in that spirit what we'd like to do is explore another one today and that is how open-source concepts thrive and expand in the neverending organic way that they do much like the universe metaphor that you see us using here it's expanding in new perspectives and new ideas with voices beyond their traditional all starting to make open-source much bigger than what it was originally started as fact open-source goes back a long way long before actually the term existed in those early days you know in the early 80s and the like most open-source projects were sort of loosely organized collections of self-interested developers who are really trying to build low-cost more accessible replicas of commercial software yet here we are 2018 the world is completely different the open-source collaborative development model is the font of almost all original new innovation in software and they're driven from communities communities of innovation RedHat of course has been very fortunate to have been able to build an extraordinary company you know whose development model is harnessing these open-source innovations and in turning them into technologies consumable by companies even for their most mission-critical applications the theme for today though is we see open-source this open source style collaboration and innovation moving beyond just software this collaborative community innovation is starting to impact many facets of society and you're starting to see that even with the talks we've had already too and this explosion of community driven innovation you know is again akin to this universe metaphor it expands in all directions in a very organic way so for red hat you know being both beneficiaries of this approach and stewards of the open collaboration model we see it important for us to give voice to this broader view of open source stories now when we say open source in this context of course will meaning much more than just technology it's the style of collaboration the style of interaction it's the application of open source style methods to the innovation process it's all about accelerating innovation and expanding knowledge and this can be applied to a whole range of human endeavors of course in education as we just saw today on stage in agriculture in AI as the open source stories we shared at last year's summit in emerging industries like healthcare as we just saw in manufacturing even the arts all these are areas that are now starting to benefit from collaboration in driving innovation but do we see this potentially applying to almost any area of human endeavor and it expands again organically expanding existing communities with the addition of new voices and new participants catalyzing new communities and new innovations in new areas as we were talking about and even being applied inside organizations so that individual companies and teams can get the same collaborative innovation effects and most profound certainly in my perspective is so the limitless bounds that exist for how this open collaboration can start to impact some of humankind's most fundamental challenges we saw a couple of examples in fact with our women and open-source winners you know that's amazing but it also potentially is just the tip of the iceberg so we think it's important that these ideas you know as they continue to expand our best told through storytelling because it's a way that you can embrace them and find your own inspirations and that's fundamentally the vision behind our open-source stories and it's all about you know building on what's come before you know the term we use often is stay the shoulders are giants for a lot of the young people that you've seen on this stage and you're about to see on this stage you all are those giants you're the reason and an hour appears around the world are the reasons that open-source continues to expand for them you are those giants the other thing is we all particularly in this room those of us have been around open-source we have an open-source story of our own you know how were you introduced the power of open-source how did you engage a community who inspired you to participate those are all interesting elements of our personal open-source stories and in most cases each of them are punctuated by you here my question to the girls on stage an aha moment or aha moments you know that that moment of realization that enlightens you and causes you to think differently and to illustrate I'm going to spend just a few minutes sharing my open-source story for for one fundamental reason I've been in this industry for 38 years I am a living witness to the entire life of open-source going back to the early 80s I've been doing this in the open-source corner of the industry since the beginning if you've listened to Sirhan's command-line heroes podcasts my personal open story will actually be quite familiar with you because my arc is the same as the first several podcast as she talked about I'm sort of a walking history lesson in fact of open source I wound up at most of the defining moments that should have changed how we did this not that I was particularly part of the catalyst I was just there you know sort of like the Forrest Gump of open-source I was at all these historical things but I was never really sure how it went up there but it sure was interesting so with that as a little bit of context I'm just gonna share my aha moment how did I come to be you know a 59 year old in this industry for 38 years totally passionate about not just open source driving software innovation but what open source collaboration can do for Humanity so in my experience I had three aha moments I just like to share with you the first was in the early 80s and it was when I was introduced to the UNIX operating system and by the way if you have a ha moment in the 80s this is what it looks like so 1982 mustache 19 where were you 2018 beard that took a long time to do all right so as I said my first aha moment was about the technology itself in those early days of the 80s I became a product manager and what at the time was digital equipment corporation's workstation group and I was immediately drawn to UNIX I mean certainly these this is the early UNIX workstation so the user interface was cool but what I really loved was the ability to do interactive programming via the shell but by a--basically the command line and because it was my day job to help figure out where we took these technologies I was able to both work and learn and play all from the same platform so that alone was was really cool it was a very accessible platform the other thing that was interesting about UNIX is it was built with networking and and engagement in mind had its own networking stack built in tcp/ip of course and actually built in a set of services for those who've been around for a while think back to things like news groups and email lists those were the first enablers for cross internet collaboration and that was really the the elements that really spoke to me he said AHA to me that you know this technology is accessible and it lets people engage so that was my first aha moment my second aha moment came a little bit later at this point I was an executive actually running Digital Equipment Corporation UNIX systems division and it was at a time where the UNIX wars were raging right all these companies we all compartmentalized Trump those of the community and in the end it became an existential threat to the platform itself and we came to the point where we realized we needed to actually do something we needed to get ahead of this or UNIX would be doomed the particular way we came together was something called cozy but most importantly the the technique we learned was right under our noses and it was in the area of distributed computing distributed client-server computing inherently heterogenous and all these same companies that were fierce competitors at the operating system level were collaborating incredibly well around defining the generation of client-server and distributed computing technologies and it was all being done in open source under actually a BSD license initially and Microsoft was a participant Microsoft joined the open group which was the converged standards body that was driving this and they participated to ensure there was interoperability with Windows and and.net at the time now it's no spoiler alert that UNIX lost right we did but two really important things came out of that that sort of formed the basis of my second aha moment the first is as an industry we were learning how to collaborate right we were leveraging open source licenses we realized that you know these complex technologies are best done together and that was a huge epiphany for the industry at that time and the second of course is that event is what opened the door for Linux to actually solve that problem so my second aha was all about the open collaboration model works now at this point to be perfectly candidates late 1998 well we've been acquired by compacts when I'm doing the basically same role at Compaq and I really had embraced what the potential impact of this was going to be to the industry Linux was gaining traction there were a lot of open source projects emerging in distributed computing in other areas so it was pretty clear to me that the in business impact was going to be significant and and that register for me but there was seem to be a lot more to it that I hadn't really dropped yet and that's when I had my third aha moment and that was about the passion of open-source advocates the people so you know at this time I'm running a big UNIX group but we had a lot of those employees who were incredibly passionate about about Linux and open source they're actively participating so outside of working a lot of things and they were lobbying more and more for the leadership to embrace open source more directly and I have to say their passion was contagious and it eventually spread to me you know they were they were the catalyst for my personal passion and it also led me to rethink what it is we needed to go do and that's a passion that I carry forward to this day the one driven by the people and I'll tell you some interesting things many of those folks that were with us at Compaq at the time have gone on to be icons and leaders in open-source today and many of them actually are involved with with Red Hat so I'll give you a couple of names that some of whom you will know so John and Mad Dog Hall work for me at the time he was the person who wrote the first edition of Linux for dummies he did that on his own time when he was working for us he he coined he was part of the small team that coined the term open source' some other on that team that inspired me Brian Stevens and Tim Burke who wrote the first version to rent out Enterprise Linux actually they did that in Tim Burke's garage and cost Tim's still with Red Hat today two other people you've already seen him on stage today Denise Dumas and Marko bill Peter so it was those people that I was fortunate enough to work with early on who had passion for open-source and much like me they carry it forward to this day so the punchline there is they ultimately convinced us to you know embrace open-source aggressively in our strategy and one of the interesting things that we did as a company we made an equity investment in Red Hat pre-ipo and a little funny sidebar here I had to present this proposal to the compact board on investing in Red Hat which was at that time losing money hand over fist and they said well Tim how you think they're gonna make money selling free software and I said well you know I don't really know but their customers seem to love them and we need to do this and they approve the investment on the spot so you know how high do your faith and now here we are at a three billion dollar run rate of this company pretty extraordinary so from me the third and final ha was the passion of the people in the way it was contagious so so my journey my curiosity led me first to open source and then to Red Hat and it's been you know the devotion of my career for over the last thirty years and you know I think of myself as pretty literate when it comes to open source and software but I'd be the first one to admit I would have never envisioned the extent to which open source style collaboration is now being brought to bear on some of the most interesting challenges in society so the broader realization is that open source and open can really unlock the world's potential when applied in the collaborative innovative way so what about you you know you many of you particular those have been around for a while you probably have an open source story of your own for those that maybe don't or they're new to open source are new to Red Hat your open source story may be a single inspiration away it may happen here at the summit we certainly hope so it's how we build the summit to engage you you may actually find it on this stage when I bring up some of the people who are about to follow me but this is why we tell open-source stories and open source stories live so each of you hopefully has a chance to think about you know your story and how it relates over source so please take advantage of all the things that are here at the summit and and find your inspiration if you if you haven't already so next thing is you know in a spirit of our telling open source stories today we're introducing our new documentary film the science of collective discovery it's really about citizen scientists using open systems to do serious science in their backyards and environmental areas and the like we're going to preview that I'm gonna prove it preview it today and then please come see it tonight later on when we preview the whole video so let's take a look I may not have a technical scientific background but I have one thing that the scientists don't have which is I know my backyard so conventional science happens outside of public view so it's kind of in this black box so most are up in the ivory tower and what's exciting about citizen science is that it brings it out into the open we as an environmental community are engaging with the physical world every day and you need tools to do that we needed to democratize that technology we need to make it lightweight we need to make it low-cost we needed to make it open source so that we could put that technology in the hands of everyday people so they go out and make those measurements where they live and where they breathe when you first hear about an environmental organization you mostly hear about planting trees gardens things like that you don't really think about things that are really going to affect you hey we're the air be more they'd hold it in their hand making sure not to cover the intake or the exhaust I just stand here we look at the world with forensic eyes and then we build what you can't see so the approach that we're really centered on puts humans and real issues at the center of the work and I think that's the really at the core of what open source is social value that underlies all of it it really refers to sort of the rights and responsibilities that anyone on the planet has to participate in making new discoveries so really awesome and a great story and you know please come enjoy the full video so now let's get on with our open stories live speakers you're going to really love the rest of the afternoon we have three keynotes and a demo built in and I can tell you without exaggeration that when you see and hear from the young people we're about to bring forward you know it's truly inspirational and it's gonna restore totally your enthusiasm for the future because you're gonna see some of the future leaders so please enjoy our open source stories live presentation is coming and I'll be back to join you in a little bit thanks very much please welcome code newbie founder Saran yep Eric good afternoon how y'all doing today oh that was pretty weak I think you could do better than that how y'all doing today wonderful much better I'm Saran I am the founder of code newbie we have the most supportive community of programmers and people learning to code this is my very first Red Hat summits I'm super pumped super excited to be here today I'm gonna give you a talk and I'm going to share with you the key to coding progress yes and in order to do that I'm gonna have to tell you a story so two years ago I was sitting in my hotel room and I was preparing for a big talk the next morning and usually the night before I give a big talk I'm super nervous I'm anxious I'm nauseous I'm wondering why I keep doing this to myself all the speakers backstage know exactly what I'm what I'm talking about and the night before my mom knows this so she almost always calls just to check in to see how I'm doing to see how I'm feeling and she called about midnight the night before and she said how are you how are you doing are you ready and I said you know what this time I feel really good I feel confident I think I'm gonna do a great job and the reason was because two months ago I'd already given that talk in fact just a few days prior they had published the video of that talk on YouTube and I got some really really good positive feedback I got feedback from emails and DMS and Twitter and I said man I know people really like this it's gonna be great in fact that video was the most viewed video of that conference and I said to my office said you know what let's see how many people loved my talk and still the good news is that 14 people liked it and a lot more people didn't and I saw this 8 hours before I'm supposed to give that exact same talk and I said mom I gotta call you back do you like how I did that to hang up the phone as if that's how cellphones work yeah and so I looked at this and I said oh my goodness clearly there's a huge disconnect I thought they were really liked they were I thought they were into it and this showed me that something was wrong what do you do what do you do when you're about to give that same talk in 8 hours how do you begin finding out what the problem is so you can fix it I have an idea let's read the comments you got to believe you gotta have some optimism come on I said let's read the comments because I'm sure we'll find some helpful feedback some constructive criticism some insights to help me figure out how to make this talk great so that didn't happen but I did find some really colorful language and some very creative ideas of what I could do with myself now there are some kids in the audience so I will not grace you with these comments but there was this one comment that did a really great job of capturing the sentiment of what everyone else was saying I can only show you the first part because the rest is not very family-friendly but it reads like this how do you talk about coding and not fake societal issues see the thing about that talk is it wasn't just a code talk it was a code and talk is about code and something else that talked touched on code and social justice I talked a lot about how the things that we build the way we build them affect real people and their problems and their struggles and that was absolutely not okay not okay we talk about code and code only not the social justice stuff it also talked about code and diversity yeah I think we all know the diversity is really about lowering the bar it forces us to talk about people and their issues and their problems in their history and we just don't do that okay absolutely inappropriate when it comes to a Tech Talk That Talk touched on code and feelings and feelings are squishy they're messy they're icky and a lot of us feel uncomfortable with feelings feelings have no place in technology no place in code we want to talk about code and code I want you to show me that API and when you show me that new framework that new tool that's gonna solve my problems that's all I care about I want to talk about code and give me some more code with it now I host a podcast called command line heroes it's an original podcast from Red Hat super excited about it if you haven't checked it out and totally should and what I love about this show as we talk about these really important moments and open swords these inflection points moments where we see progress we move forward and what I realized looking back at those episodes is all of those episodes have a code and something let's look at a few of those the first two episodes focused on the history of operating systems as a two-part episode part 1 and part 2 and there's lots of different ways we can talk about operating systems for these two episodes we started by talking about Windows and Mac OS and how these were two very powerful very popular operating systems but a lot of a lot of developers were frustrated with them they were closed you couldn't see inside you can see what it was doing and I the developer want to know what it's doing on my machine so we kind of had a little bit of a war one such developer who was very frustrated said I'm gonna go off and do my own thing my name is Linus this thing is Linux and I'm gonna rally all these other developers all these other people from all over the old to come together and build this new thing with me that is a code and moment in that case it was code and frustration it was a team of developers a world of developers literally old world of developers who said I'm frustrated I'm fed up I want something different and I'm gonna do something about it and what's really beautiful about frustration is it the sign of passion we're frustrated because we care because we care so much we love so deeply then we want to do something better next episode is the agile revolution this one was episode three now the agile revolution is a very very important moment in open-source and technology in general and this was in response to the way that we used to create products we used to give this huge stack of specs all these docs from the higher-ups and we'd take it and we go to our little corner and we lightly code and build and then a year with Pastor here's a pass a few years have passed and we'd finally burst forth with this new product and hope that users liked it and loved it and used it and I know something else will do that today it's okay no judgment now sometimes that worked and a lot of times it didn't but whether or not it actually worked it hurt it was painful these developers not enjoy this process so what happened a dozen developers got together and literally went off into their own and created something called the agile manifesto now this was another code and moment here it's code and anger these developers were so angry that they literally left civilization went off into a mountain to write the agile manifesto and what I love about this example is these developers did not work at the same company we're not on the same team they knew each other from different conferences and such but they really came from different survive and they agreed that they were so angry they were going to literally rewrite the way we created products next as an example DevOps tear down the wall this one is Episode four now this is a bit different because we're not talking about a piece of technology or even the way we code here we're talking about the way we work together the way that we collaborate and here we have our operations folks and our developers and we've created this new kind of weird place thing called DevOps and DevOps is interesting because we've gotten to a point where we have new tools new toys so that our developers can do a lot of the stuff that only the operations folks used to be able to do that thing that took days weeks months to set up I can do it with a slider it's kind of scary I can do it with a few buttons and here we have another code and moment and here that blink is fear for two reasons the operations focus is looking over the developer folks and thinking that was my job I used to be able to do that am I still valuable do I have a place in this future do I need to retrain there's also another fear which is those developers know what they're doing do they understand the security implications they appreciate how hard it is or something to scale and how to do that properly and I'm really interested in excited to see where we go with that where we take that emotion if we look at all of season one of the podcast we see that there's always a code and whether it's a code and frustration a code and anger or a code and fear it always boils down to code and feelings feelings are powerful in almost every single episode we see that that movement forward that progress is tied back to some type of Oshin and for a lot of us this is uncomfortable feelings make us feel weird and a lot of those YouTube commenters definitely do not like this whole feeling stuff don't be like those YouTube commenters there's one thing you take away from this whole talk let it be that don't be like these YouTube commenters feelings are incredibly powerful so the next time that you're working on a project you're having a conversation about a piece of software or a new piece of technology and you start to get it worked up you get angry you get frustrated maybe you get worried you get anxious you get scared I hope you recognize that feeling as a source of energy I hope you take that energy and you help us move forward I would take that to create the next inflection point that next step in the right direction feelings are your superpowers and I hope you use your powers for good thank you so much [Applause] please welcome jewel-box chief technology officer Sara Chipps [Music] Wow there's a lot of you out here how's it going I know there's a lot of you East Coasters here as well and I'm still catching up on that sleep so I hope you guys are having a great experience also my name is Sarah I'm here from New York I have been a software developer for 17 years it's longer than some of the people on stage today I've been alive big thanks to the folks at Red Hat for letting us come and tell you a little bit about jewel box so without further ado I'm gonna do exactly that okay so today we're gonna do a few things first I'm gonna tell you why we built jewel BOTS and why we think it's a really important technology I'm gonna show you some amazing magic and then we're gonna have one of the jewel bus experts come as a special guest and talk to you more about the deep technology behind what we're building so show hands in the audience who here was under 18 years old when they started coding it's hard for me to see you guys yep look around I'd have to say at least 50% of you have your hands up all right keep your hand up if you were under 15 when you started coding I think more hands up just what is it I don't know how that mouth works but awesome okay great yeah a little of I think about half of you half of you have your hands up that's really neat I've done a bunch of informal polls on the internet about this I found that probably about two-thirds of professional coders were under 18 when they started coding I myself was 11 I was a homeschooled kid so a little weird I'm part of the generation and some of you maybe as well is the reason we became coders is because we were lonely not because we made a lot of money so I was 11 this is before the internet was a thing and we had these things called BBS's and you would call up someone else's computer in your town and you would hang out with people and chat with them and play role-playing games with them it didn't have to be your town but if it wasn't your mom would yell at you for a long distance fees and I got really excited about computers and coding because of the community that I found online okay so this is sometimes the most controversial part of this presentation I promised you that they dominate our lives in many ways even if you don't even if you don't even know a 9 to 14 year old girl even if you just see them on the street sometimes they are deciding what you and I do on a regular basis hear me out for a second here so who here knows who this guy is okay you don't have to raise your hands but I think most people know who this guy is right so this guy used to be this guy and then teenage girls were like I think this guy has some talent to him I think that he's got a future and now he's a huge celebrity today what about this guy just got his first Oscar you know just kind of starting out well this guy used to be this guy and I'm proud to tell you that I am one of the many girls that discovered him and decided this guy has a future all right raise your hand if you listen to Taylor Swift just kidding I won't make you do it but awesome that's great so Taylor Swift we listen to Taylor Swift because these girls discovered Taylor Swift it wasn't a 35 year old that was like this Taylor Swift is pretty neat no one cares what we think but even bigger than that these huge unicorns that all of us some of us work for some of us wish we invented these were discovered by young teenage girls no one is checking to see what apps were using they're finding new communities in these thin in these platforms and saying this is how I want to commune with my friends things like Instagram snapchat and musically all start with this demographic and then we get our cues from them if you don't know what musically is I promise you ask your nearest 9 to 14 year old friend if you don't do that you'll hear about it in a few years but this demographic their futures are all at risk everyone here knows how much the field of software development is growing and how important technical literacy is to the future of our youth however just 18% of computer science graduates are girls just 19% of AP computer science test takers and just 15% of Google's tech force identify as female so we decided to do something about that we were inspired by platforms like MySpace and Geocities things like Neopets and minecraft all places where kids find something they love and they're like okay to make this better all I have to do is learn how to code I can totally do that and so we wanted to do that so we talked to 200 girls we went to schools we sat down with them and we were like what makes you tick what are you excited about and what we heard from them over and over again is their friends their friends and their community are pivotal to them and this time in their lives so when we started talking to them about a smart friendship bracelet that's when they started really freaking out so we built Jewel BOTS and Jewel BOTS has an active online community where girls can work together share code that they've built and learn from each other help each other troubleshoot sometimes the way they work is when you are near your friends your bracelets light up the same color and you can use them to send secret messages to each other and you can also code them so you can say things like when all my swimming friends are together in the same room all of our bracelets should go rainbow colors which is really fun you can even build games jewel BOTS started shipping about a year and a half ago about after a lot of work and we are about to ship our 12,000 jewel bot we're in 38 city sorry 38 countries and we're just getting started okay so now it's time for the magic and I have an important question does anyone here want to be my friend pick me all right someone today Gary oh I don't have many friends that's awesome I'm so glad that we'll be friends okay it's awesome so we just need to pair our jewel BA okay okay and in order to do that we're gonna hold the magic button in the middle down for two seconds so one locomotive two locomotive great and then we got a white flashing I'm gonna do yours again I did it wrong locomotive two locomotive it's we're adults we can't do it okay it's a good that are smart alright so now we get to pick our friendship color I'm gonna pick red hat red does that work for you sure okay great so now I just picked a red hat red and my jewel bot is saying alright Tim's jewel bot do you want to be my friend and imageable about it's like I'm thinking about it I think so okay now we're ready okay great so now we're red friends when we're together our bracelets are going to be red and I will send you a secret message when it's time for you to come out and trip and introduce the next guest awesome well thank you so much thank you tailor gun so glad we could be friends and if only people would start following me on Twitter it'd be a great day awesome alright so now you can see the not so technical part of jewel box they use bluetooth to sense when your friends are nearby so they would work in about a 30 meter hundred foot range but to tell you about the actual technology part I'm going to introduce is someone much more qualified than I am so Ellie is one of our jewel box ambassadors she's an amazing YouTube channel that I would please ask you to check out and subscribe she's le G Joel BOTS on YouTube she's an amazing coder and I'm really excited to introduce you today to Ellie Galloway come on out Ellie [Applause] hello my name is le gallais I'm gonna show you how I got coding and then show you some coding in action I first started coding at a6 when my dad helped me code a game soon after I program form a code for Minecraft then my dad had shown me jo bot I keep coding because it helps people for instance for instance you could code auto crack to make it a lot smarter so it can help make people stay run faster but what about something more serious what if you could help answer 911 calls and give alerts before we start I have three main steps to share with you I often use these steps to encoding my jaw bot and continue to use some of these now step one read the instructions and in other words this means for Jabba to memorize the colors and positions a way to memorize these because it's tricky is to remember all the colors and positions you O type will be capital and remember that the positions are either short for north west south west north east and south east step to learn the basic codes when it comes to coding you need to work your way up step 3 discover feel free to discover once you mastered everything now let's get to coding let's use or let's first use combining lights so under void loop I'm going to put LED turn on single s/w and blue and before we make sure that this works we got to put LED LED okay now let's type this again LED dot turn on single now let's do SW green now we have our first sketch so let's explain what this means led LED is a function that to control the LED lights LED turn on single SW blue tells that SW light to turn blue and green flashes so quickly with the blue it creates aqua now let's do another code lets you i'm going to use a more advanced command to make a custom color using RGB let's use a soft pink using 255 105 and 180 now let's type this in the button press function so let's do LED led LED dot set light and now we can do let's do position 3 255 105 and 180 now let's explain what this means the first one stands for the position the three others stand for red green and blue our GPS can only go up to 255 but there are 256 levels but if you count the first one as zero then get 255 so let's first before we move on let's show how this works so this is it before and now let's turn it on to see how our aqua turned out now let's see how our RGB light turned out so we are looking for a soft pink so let's see how it looks think about how much the code you write can help people all around the world these are ideas are just the beginning of opening a new world in technology a fresh start is right around the corner I hope this helped you learn a little bit about coding and even made you want to try it out for yourself thank you [Applause] alright alright alright I need your help for a second guys alright one second really really fascinating we're short on time today is Ellie's 11th birthday and I think we should give her the biggest present that she's gonna get today and it's something none of us have experienced and that is thousands of people saying happy birthday Elliott wants so when I say three can I get a happy birthday Elly one two three happy birthday Elly great job that's the best part of my job okay so those are that's two of us we're just getting started this numbers out Dana would almost shipped 12,000 jewel BOTS and what I'm really excited to tell you about is that 44% of our users don't just play with their jewel bots they code them and they're coding C do you even code C I don't know that you do but we have 8 to 14 year olds coding C for their jewel box we also have hundreds of events where kids come and they learn how to code for the first time here's how you can help we're open source so check out our github get involved our communities online you can see the different features that people's are asking for we're also doing events all over the world a lot of people are hosting them at their companies if you're interested in doing so reach out to us thank you so much for coming and learning about jewel box today enjoy the rest of your summit [Music] ladies and gentlemen please welcome hacker femme au founder Femi who Bois de Kunz [Music] good afternoon red hat summit 2018 i'm femi holiday combs founder of hacker femme Oh I started coding when I was 8 when I was 9 I set up South London raspberry jam through crowdfunding to share my passion for coding with other young people who might not otherwise be exposed to tech since then I've run hundreds of coding and robot workshops across the UK and globally in 2017 I was awarded an inaugural legacy Diana award by their Royal Highnesses Prince William and Prince Harry my service and community we welcome young people who have autism or like me tract syndrome because coding linked me up to a wider community of like-minded people and I'm trying to do the same for those who might also benefit from this I also deliver workshops to corporate companies and public organizations whilst feeding back ideas and resources into my community work we like to cascade our knowledge and experience to other young coders so that they can benefit too we're learning new tech every day we're starting to use github to document and manage our coding projects we've no dread we're using the terminal and beginning to really appreciate Linux as we explore cybersecurity and blockchain it's been quite a journey from South London to the world-famous Tate Modern museum to Bangladesh to this my first trip to the States and soon to China where I hope to translate my microwave workshops into Mandarin on this journey I'm noticed it is increasingly important for young coders to have collaborative and community led initiatives and enterprise and career ready skills so my vision now is to run monthly meetups and in collaboration with business partners help a hundred young disadvantaged people to get jobs in the digital services in fact out of all the lessons I've learned from teaching young coders they all have one thing in common the power of open source and the importance of developing community and today I want to talk about three of those lessons the value of reaching out and collaborating the importance of partnering event price and the ability to self organize and persist which translated into English means having a can-do attitude getting stuff done when you reach out when you show curiosity you realize you're not alone in this diverse community no matter who you are and where you're from from coding with minecraft to meeting other young people with jams I found there are people like me doing things I like doing I get to connect with them that's where open-source comes to the fourth second the open source community is so vast then it crosses continents it's so immersed perspectives that it can take you to amazing places out of space even that's my code running on the International Space Station's Columbus module let's take a lesson and playing was an audio representation for the frequencies recorded in space my team developed Python code to measure and store frequency readings from the space station and that was down linked back to earth to my email box Thomas who's 10 developed an audio file using audacity and importing it back into Python how cool is that Trulli collaboration can take you places you never thought possible because that's how the community works when you throw a dilemma a problem a tip the open source community comes back with answers when you give the community gives back tenfold that's how open source expands but in that vast starscape how do you know what to focus on there are so many problems to solve where do I start your world enterprice enterprise software is very good at solving problems what's the big problem how about helping the next generation be ready for the future I want to do more for the young coding community so I'm developing entrepreneurial business links to get that done this is a way to promote pathways to deal with future business problems whether in FinTech healthcare or supply chains a meeting the skill shortage it is a case for emerging in it's a case for investing in emerging communities and young change enablers throwing a wider net equates to being fully inclusive with a good representation of diversity you know under the shadow of the iconic show back in London there are pockets of deprivation where young people can't even get a job in a supermarket many of them are interested in tech in some way so my goal for the next three years is to encourage young people to become an active part of the coding community with open source we have the keys to unlock the potential for future innovation and technological development with young coders we have the people who have to face these problems working on them now troubleshooting being creative connecting with each other finding a community discovering their strengths along the way for me after running workshops in the community for a number of years when I returned from introducing coding to young street kids in Bangladesh I realized I had skills and experience so I set up my business hacker Famicom my first monetized fehmi's coding boot camp at Rice London Barclays Bank it was a sellout and a few weeks later shows my second I haven't looked back since but it works the opposite way - all the money raised enable me to buy robots for my community events and I was able to cascade my end price knowledge across to other young coders - when you focus on business problems you get active enthusiastic support from enterprise and then you can take on anything the support is great and we have tons of ideas but what does it really take to execute on those ideas to get things done can-do attitudes what open source needs you've seen it all this week we're all explorers ideator z' thinkers and doers open source needs people who can make the ideas happen get out there and see them through like I did setting up Safford and raspberry jam as an inclusive space to collaborate and learn together and that that led to organizing the young coders conference this was about organizing our own two-day event for our partners in industry to show they value young people and wanted to invest in our growth it doesn't stop there oh nice now I'm setting up monthly coding meetups and looking at ways to help other young people to access job opportunities in end price and digital services the underlying ethos remains the same in all I do promoting young people with the desire to explore collaborative problem-solving when coding digital making and building enterprise you fled having the confidence to define our journey and pathways always being inclusive always encouraging innovation and creativity being doers does more than get projects done makes us a pioneering force in the community dreaming and doing is how we will make exponential leaps my generation is standing on the shoulders of giants you the open-source pioneers and the technology you will built so I'd love to hear about your experiences who brought you into the open-source community who taught you as we go to upscale our efforts we encounter difficulties have you and how did you overcome them please do come to talk to me I'll be in the open-source stories booth both today and tomorrow giving workshops or visit the Red Hat page of my website hack Famicom I really value your insights in conclusion I'd like I'd like to ask you to challenge yourself you can do this by supporting young coders find the crowdfunding campaign kick-start their ideas into reality I'm proof that it works it's so awesome to be an active part of the next exponential leap together thank you [Applause] so unbelievable huh you know he reminds me of be at that age not even close and I can tell you I've spent a lot of time with Femi and his mom grace I mean what you see is what you get I mean he's incredibly passionate committed and all that stuff he's doing that long list of things he's doing he's going to do so hopefully today you get a sense of what's coming in the next generation the amazing things that people are doing with collaboration I'd also like to thank in addition to femi I'd like to thank Sauron Sarah and Ellie for equally compelling talks around the open source stories and again as I mentioned before any one of you can have an open source story that can be up here inspiring others and that's really our goal in telling these stories and giving voice to the things that you've seen today absolutely extraordinary things are happening out there and I encourage you to take every advantage you can hear this week and as is our theme for the summit please keep exploring thank you very much [Applause] [Music]

>> Announcer: Live from San Juan, Puerto Rico, it's theCUBE, covering Blockchain Unbound. Brought to you by Blockchain Industries. (Caribbean music) >> Welcome back, everyone. We're here for exclusive CUBE coverage in Puerto Rico for Blockchain Unbound, a great conference where entrepreneurs and leaders are all here, coming together at a global level. You've got investors, you've got entrepreneurs, you've got the ecosystem developing. We've got it covered for you, I'm John Furrier, your host of theCUBE. Next guest, Joe Mohen, CEO of Chimes, industry executive, a lot of experience doing an ICO, doing some great work, Joe welcome to theCUBE. >> Thank you, it's a pleasure to be here. >> So, tell us first what Chimes is doing. You've got an interesting approach with music. What are you guys doing? Is there an ICO in the future? Have you done an ICO? Give the quick update. >> Okay, sure. Chimes is a digital media company, and we are consolidating music-related search results on Google in a similar way to what Amazon did with IMDB, consolidating film and television results many years ago. Amazon built an audience of about quarter of a billion to half a billion monthly users, and we expect we can create an audience on that order of magnitude over time. Just like IMDB is the third largest entertainment website in the world, it is our objective to create the fourth largest one. >> What's the value proposition there? Acquire audience, use that audience to tokenize? How does the token economics fit into all this? >> Well, first, like any media company, the first thing you have to get is an audience, right? I remember I interviewed for a job at CBS when I was out of college, and in the interview they said, "Do you know what we make here?" And I said, "You make TV shows." They go, "No, we make audiences." So we have to make an audience with a good product. The audience will be driven primarily by search, okay? But we also do have a double ICO in our future. First, we monetize the big audience. You can monetize with advertising, but that's not enough to make big money anymore, right, we all know that. So we have a layer of crypto products over and above that that we're going to be launching, including, for example, inter-country commerce, hiring producers in another country, hiring songwriters, et cetera, but automating that so we can do it on scale with smart contract. So we are creating a micro-currency that we can use on the website. We're doing an ICO for that but that's not for the purpose of raising capital. >> That's more part of the business model. >> That's part of the business model. >> That's not the financial aspect of it. >> Correct, and that's done so we can scale international commerce with automation. We're doing an actual ICO for the equity, for securities tokens as well. I've done a full IPO myself. My first company, I had Microsoft and Novell as my shareholders and it was a full S1, full registration. >> Interviewer: You went through the whole process. >> Yeah, but I also did a Form 10 once, ten years ago, for another reason. So what we're doing is possibly the first, certainly one of the first, but I think the first registration with the SEC of a company actually doing an ICO. And we're doing that using, I don't want to call it a loophole in securities laws, but there is a provision in the 1934 Securities Act called Section 12G. And what this does is it allows us basically to go public by telling the SEC we're doing it without having to delay it to wait for their permission. A Form 10 looks just like an S1, but when you file it, it's automatically effective 60 days after you file it, period. And so what we're doing is-- >> Period, full stop, no issues, no questions. >> Joe: No issue, right. >> So do you have to fill out all the same paperwork, the S1, >> Correct. >> the normal format, do the business plan, the normal paperwork? >> Joe: No, right, in 1930-- >> But there's no comments coming back? You just chip it to them? >> Comments come back and you have to clear them, just like with a prospectus, just like with an S1, however that doesn't delay it becoming effective. It's effective 60 days later. >> So they can be commenting during the 60 day time clock going on, but after 60 days, you're in. >> It's effective. So we'll continue to clear comments, but the thing is, with tokens, who knows how long that'll take? Is the SEC going to shepherd something through with crypto, or are they going to make it take five years? I don't know! Who knows? So, the thing is, we are complying with all of the laws for registration, but 60 days after we file it, it's effective. What we're doing is, in the pre-sale for the tokens, we're not issuing the tokens themselves to the buyers of the pre-sale for six months. The reason for that is they will have met the statutory holding period. So once the Form 10 is effective, those buyers can sell freely on token exchanges-- >> And what's the statutory holding period, six months? >> Generally six months. There's a few exceptions for affiliates, like an insider like me. >> I'm confused, a holding period kicks in before or after six months? >> After six months, the statutory holding period is satisfied. >> So you're going to wait to delay them anyway six months. >> Joe: Yes. >> So that covers the holding period. >> Correct, and then we file the Form 10, and 60 days later, they can trade and anybody can buy them. >> So do you file a Form 10 before the six month holding period? >> It'll be at about the same time. The reason being is because we have to get all the ducks in a row to be a public company. >> Cutting edge advice here, this is fantastic. So you're basically going to be the first ICO that actually files with the SEC. >> Correct. >> I mean, who does that, nobody. You! >> Watch us! >> John: That's awesome. >> Basically, we're using a provision, it's like we went back in time to 1934, got them to put something in the 1934 Securities Act for the purposes of ICO's, and then we came back to 2018 with the time machine-- >> Are you from the future? Back to the future! You went back and jerry rigged it. Hey, we should put this Form 10 in there! >> Joe: There you go! That's right. >> It could come in handy some day during the crypto bubble. >> Joe: That's right. >> So let's back to the cryptocurrency thing. I think you're onto something that I think is a tell sign that I haven't seen yet. I've been seeing some formation of it. You are using two types of tokens. Your business model is do security token for funding, trade that puppy through the Form 10. Utility token, a separate ICO for the product, and that's going to have one token, two tokens? >> There's one utility token, so to speak, one currency token, and that has its own regulations that you have to manage to also. But that's designed to appreciate, but not to go up 17 times. >> Okay, I want to dig into that for a second, because you mentioned scale. You're going to scale your business model with the utility token. That's the purpose of the utility token. So let's get into how you're going to do these smart contracts. Let's just say that a producer in Europe somewhere, in Italy, says, "Hey, I'm going to do something "with Joe in the UK." And they form a collaboration. >> Joe: That's right. >> Do they use that utility token or a new token gets created? >> No, that utility token. It's called a Chime, the Chime token. And what happens with that token is you can build in the contract administration through the token. Right now, you can do international deals. People do them every day. The difficulty is if you've got an audience of a half a billion people a month, for example, to do that on scale and automate it... Right now, if you do a deal with somebody in Japan, you, the American, has to have an American lawyer and a Japanese lawyer. And if there's a dispute, good luck suing. I, one time, a customer in Hong Kong, owed me a million and a half bucks and he's like, "Sue me." I'm in New York, he's in Hong Kong, and good luck. >> Did you do the New York thing? I'm flying over there and going to break your legs! >> We bitched and complained, threatened them, and ultimately we settled on 30 cents on the dollar, so we did, that's exactly what happened. With a situation like this, with smart contracts, neither side has to hire two sets of lawyers in the other country-- >> So Chime takes care of that. You want Chime to take care of that administrative inefficiency? >> Correct. The company might still get involved in administering exceptions but not everyone single one. What the smart contract does is it allows you to scale international business. The key is international business, and that's a new efficiency into the market, and that's a great-- >> And in the business model, what does that scale mean to you for operationalizing it? More people, do you have to hire them? >> More cash. No, less people and more cash because there's more automation, right? It means more software development-- >> Where's the cash coming from? >> We have a lot of revenue products. Like the obvious, like every other website, we have subscription revenue and advertising revenue. Subscription revenue comes from like... You know how IMDB is the LinkedIn of the TV and film business? So we'll have that too. >> It's not really large, though. It can be. >> Amazon could make it larger if they wanted to. They have their reasons for doing it the way they do it. But, in our case, I'll give you an example of some revenue products. Let's say you want to crowdfund a project. So let's say you want a bunch of Taylor Swift fans to crowdfund a project for her to do a duet with Kanye West. Sounds preposterous, but it's goofy enough. You'd be amazed, Stormy Daniels is crowdfunding a project for her legal bills with Donald Trump, and I betcha it's going to get funded, right? >> John: I would agree. >> So there's a lot of nutty stuff that gets crowdfunded. >> The wisdom of the crowd is actually efficient. >> Yes, that's right, and the whims of the crowd. But also, I'll give you another example. Let's say people want, if they go to a webpage about an artist, the band All American Rejects, for example, and Wheeler, one of the band members... Ten years ago, you could have given your niece a gift of a CD of All American Rejects. Well, good luck now. They wouldn't even know what a CD is in many cases, right? But what you could do is say, "Hey, you know what? "I'll give you a gift of a Google Hangouts chat with him, "And I'll pay $200 for that, or $500 for it." >> It's probably a bot, but anyway, how do you make this happen? This is really important. You're creating value by allowing people to collaborate in a way that's different, so that scales. Is that going to be done in the Chime contract or it's all going to be part of one currency? >> One currency, that's right. We're very careful. We brought in as an advisor, Rod Garrett, who gave one of the keynotes here yesterday. Rod Garrett is the money supply economist from UCSB, but he was also former VP of the New York Fed, he was the leader at the New York Fed for cryptocurrency. Rod is one of the smartest people I've ever met. >> You know him? >> Very well now, and you know what, Rod can explain the most complex things in simple words, which means he actually understands them. So we've actually used Fisher's equation to help model the utility token value over time. And, again, it's designed to appreciate, but we don't want nutty appreciation because then it'll be useless as a currency, right? We have fixed supply, the Bitcoin principle, the fixed supply and stable market so we can keep it reasonably stable. >> You're using the utility token to create value on your network so the creators can capture that value. >> Correct. >> That's what you're doing with the utility. The security is the money making side. How are you backing the security token, with equity or cash flow? >> Equity, and very important, really important, if you did a percentage of revenue or royalties, it wouldn't work, and I'll tell you why. It wouldn't scale, because we're looking five years out, 10 years out, for this to be a good investment. We want investors to buy it. And if you, let's say you need to do a secondary, because an acquisition becomes available, because you're low on money or whatever. Then how do you do a secondary if you've already given away 20% of your revenue to token holders. What if you have to do a secondary or tertiary capital round? How many rounds were necessary for Spotify, I happen to know Spotify, it was six, right? Facebook, Google, how many founds of financing did they do? A lot, and by the way, they still might do more. >> So basically the revenue share is hair on the deal. It really puts a lot of hair on the deal. >> Destroys it, in my opinion, destroys it. It's a dressing thing, but look, if you're really going to grow to a major company and have, be it five or 10 year success, it kills it. This is my opinion. >> What percentage of equity, say they're going to do a 50 million dollar raise, hard cap, soft cap, say 25, that's what seems to be the norm right now, what would be a percentage of equity converting to tokens that you'd see? >> In Chimes' case, we have a Common A class of stock. We're creating a preferred class of stock called a Series T which, if fully sold, would be about 43% of the equity of the company. They had to do it preferred stock, because there's too many, in Delaware Corporate Law, which all the tech companies are all Delaware, common stock would be very difficult to make a token. You can do whatever you want with preferred. So the preferred is more flexible, so it's actual equity, actual shares, it's not a derivative, it's not a rev share, it's not a royalty, it's actual equity. >> It's paper that converts nicely and it scales on the business side. >> So you say, "What's the evaluation?" >> We're selling 100 million dollars worth of the equity, or we're offering 100 million dollars of the equity, the pre-sale evaluation is a little over 200 million. In Chimes' cases, that's because we're not a startup, we're an early stage company. >> How old is the company? >> Pardon me? >> How old is the company? >> Three and a half years. >> So you weren't born yesterday. >> We acquired music databases that were built at a cost of tens of millions of dollars in Europe, funded by the richest guy in Europe, who built it out and then got tired of it, tired of funding it, and then we were able to pick it up basically for equity deals. We picked it up and we're buying a second music database also that's a very big one. So it's not like we're a startup with an idea and a business plan. >> No, you've got assets, and you've got momentum, good management, you obviously know what you're doing. It's awesome. You've got a great scalability mindset. You've got a nicely packaged, clear target. >> That's right, so we're probably a little bit different than a lot of crypto startups, in that, a lot of brilliant entrepreneurs that you see here, but we've been around the block with having to do IPO's, having to do exits, having to do... And you know, I'm a contrarian, right? I was getting a lot of advice yesterday from a lot of really smart people saying, "Hey, raise the money overseas through a foundation." >> "Everyone's doing it!" >> Look, I'm going to take a contrarian approach. >> I'm just going to comply with the law, by doing the registration. And they say, "What if your utility token has to comply "with money transfer laws?" Then we'll comply with them! It's like look, the contrarian approach is, whatever the law is, follow it! It gives us the flex-- >> The thing is you're actually doing what they want you to do, notifying them of what you're doing, and you have a utility! >> By separating out the token into two, one that has the attributes of currency, one that has the attributes of an equity, neither one is screwing up the other. >> I agree, that's really smart, and very novel. A lot of smart people are going down that road because it's actually known things people can understand. Security token is paperwork that you can do. >> Yes, but I'll tell you the other thing that feels very important, a pretty important point to make. By doing registration, the resale can go to anybody. My personal opinion, is you know these second market type of approaches that you can only resale them to accredited investors or to foreign investors or whatever, I think that's mistake. I think what happens is people who take that approach are going to find that the resale value of the token, or the token that has securities is going to be about 10% of what it would have been otherwise. >> If they only do accredited? >> Well yeah, because here's the thing. First, it's not only that they got to be accredited-- >> How do you get around the security token? >> Because it's registered. The waitress working the bar here can buy a publicly traded equity if it's registered, right? She can buy a publicly traded token-- >> That's the Form 10 that you were talking about. >> Right, Form 10 registers the company. The initial batch of trading will be done under 144 because the token holds will evolve over six months, so they can sell them at their leisure, right? There are exceptions, by the way, like an affiliate might have to do some form filing. I would have to file a Form 3, you know, the usual stuff. But, a regular token investor, he can do whatever he wants. And I can call them investors. I can do business in the United States. I don't have to pretend I'm domiciled in a country you've never heard of, right? So it's like look, I'm an American, my staff is mostly American, we do business in America, let's follow American law instead of-- >> Joe, this is a great conversation. We're getting down and dirty under the hood, capital structure, business models, Chimes' really interesting approach. Joe, thanks for sharing that great data here on theCUBE. Section 12G of the 1934 Securities Act. Form 10 is the secret weapon that was built by aliens before us to allow us to get this special clause in there for crypto. I'd love to continue this conversation another time. I think there's four or five things we just identified, great great topics, thanks for sharing. It's theCUBE's coverage here in Puerto Rico, I'm John Furrier, we'll be back with more after this short break. (digital jingle)

>> Narrator: Live from Nice, France. It's The Cube covering .Net's Conference 2017 Europe. Brought to you by Nutanix. >> Welcome back to The Cube. I'm Stu Miniman, happy to be joined on the program by two gentleman from Intel. We have Michael Kawalik, Michal Kowalik, sorry, and Justin Wheeler. Thank you both for joining us today. >> Michal: Pleasure. >> Michal let's start with you. Tell us a little bit about, you know, your role, how long you've been at Intel, a little bit about your background. >> I might skip how long I've been at Intel because it would reveal how old I am. But I run Sale Swift ISV's so as you can imagine Nutanix is one of our top partners and hyper converged. And it's a pleasure to be here in Nice and see all those crowds interested in software defined, so happy to be here. >> Alright so you say you've been through a couple of cranks and more cycle... >> It's been a long seventeen years now. >> Yeah we say bring the Intel people, tick tock. We keep you moving. >> Yes. >> Alright Justin same question for you. Tell us a little bit about your background and how long you've been at Intel. >> Yeah, I'm a storage solutions Architect with the non volitile memory solution's group, thankfully called NSTRY for short, one of the good uses for acronyms. So basically I talk about anything flash, anything solutions oriented around storage. Quite a broad range subject but very insaning one, and one that I enjoy immensely as well. >> Alright, so Michal, what brings Intel to the event of course, you know, most of the Nutanix deployments run on some flavor of your processors but maybe take us a little beyond that as to you know, what the partnership looks like. >> Sure, I understand. So the reason we're working with Nutanix is because we believe that they're our key partners to change the market of the software defined and the general data center and to the hyper converged. So we're working with the key partners and the fastest running rabbits like Nutanix to talk to our end customers for them to see the benefit. What is a hyper converge, what is software defined center. And with Nutanix we're able to turn those customers into the newest technology that is the fastest. It's more about the new technologies. It's more about new work loads, new use cases. That's why we're here. We really appreciate the business of Nutanix but we're here to make it faster, better, bigger. >> Justin, you actually give a presentation here at the show. Sounds like it ties in a lot of this. Why don't you give us a little bit of thumbnail of what you we're talking about. >> So basically building on what Michal was saying, technologies evolve massively, you know, the way people are thinking about infrastructures especially from a storage perspective, the agility, the new solutions provider and hyper convergents. You know, really the technology that enables that is main part of what that talk was this morning. So Envyame becoming more mainstream as devices where the prevalence of you got two in connectivity of choice in most service now a days. So really kind of like dropping the shackles of the old ways of doing things and how we fit in with that from CPU, storage and networking perspective. >> Yeah I heard in the key note this morning, you know Skylike and Envyame were the two things that you know, made me think of what your organization is doing. >> Very much so, and I think we're still actually involved in the run, as I mentioned in the conversation this morning. There's so much more development that can be done. It's an exciting time to be involved. You know, be in point with these guys at Nutanix is one of the key things. You know this is storage sanctual for us. You know, the story that we have is very much hand in glove with what these guys, you know, want to achieve as well. >> Yeah, I'm curious, you know, when we think about customers one of the challenges they always have is upgrade cycles. And upgrade cycles have actually been useful for Intel but when we go to hyper converge, in some ways I think it would make it easier for, you know, how we manage those upgrades. Is there any commentary on that? >> Sure, so we're working with Nutanix ongoing basis and we had a very interesting meetings in Dubai two weeks ago when we sat with Nutanix, okay. How can we turn the customers using current infrastructure which very often is really softer defined but this is like a few years ago. And they just said we need to go there with the demo kits. You know you're talking about the small computers, three tiers and we're just showing them, look. You just plug it in, you put a few work loads bubbles your ankle. So that's how we can accelerate together the, refresh the replacements and basically make their lives better and easier. >> The moral of this story is quite something that most people's blood would run cold in especially if you're on the south side of things. But given, like Michal was saying there, we got minish and nucks that we can actually go out and we can run what was previously considered an enterprise class storage solution on a couple of desktop PC's in effect now. You know, the agility is really the key thing here. You know, when you're talking about hyper converge software defined, converged solutions, whatever alteration you're looking at there, the agility this brings to you now a days is just fantastic and it's a compelling story. And it's getting out there and telling the people about it. You know, shout it from the rooftops you know. But it's not just the technical, it's also the business case around it. It's hand in glove again. >> How does Ageve fit in to that? Is Intel pretty much agnostic on that or is there anything special from the hypervisor stand point? >> No, that's one of the best things about Intel. I mean previous jobs I've had, I've been one trick pony or you know only talk about storage. I mean, as I said early on, we've got all three major components of any solution now days. So that's a network computing storage, we work across them. Same with the application perspective. Workloads for us, we don't have to be specific about it. We talk about what's good for the customer. What they want from their storage infrastructure. And it's not just from technical perspective. It's how they view their business evolving. Again we come back to the agility work. >> And it's exactly how we do it. So Intel is well known and sometimes a little bit you know, too well know of putting a lot of bench marks, those features. So what we're doing right now with all the hypervisors and basically the software defined centers is we're showing the use case bench mark. So our customer, you have an SQL on your bare metal. Here's the bench mark. Here's how faster it's going. Here's more availableness or here's the adjuster recovery stuff we have together. So we're no longer talking about the pure performance. We're talking about what is the value for our customer for implementing obtains or implementing skylights or any other technology. >> You've got commonality that needs to be maintained. People have invested a large amount of money and skills sets of individuals in their department. You know, you've got to take into consideration also the cloud strategy, whatever that may be. Whether it be hybrid or whether that be for cloud. You know, moving migrating work loads data in and out. You know, it's a big part of it, so it's not a one solution fits all. Everyone's built differently. People look at ESXI, you have the one Acropolis, the one at Cavium, the one Hyperv. We play across all of those. That's the fun part of the job. >> What feedback are you getting from customers, you know, at the event or just in general or Nutanix space? >> Is it a deploy for starters. It's a highly skilled sales force. Very good technical support. And we're trying to follow Nutanix. We have an engineering support on our side as well. So wherever we can help, whatever we can... improve or increase velocity of those replacements, we're going together. But customers are generally happy with Nutanix, which we're very happy with, because for us, again one of the key partners to drive the hyper converge infrastructure. >> I mean as we mentioned earlier on the story resounce you know, it's a good story to tell. You just got to look at the attendance here today to see how well Nutanix hours company. And as I mentioned earlier, you know we just sort of bought and run here. You know, when you actually talking about replacement of traditional storage systems towards a hyper convergent you want to make sure that that is something that's easy to deploy, easy to manage, cost effective. There's not a lot not to like about Nutanix Solutions. So you can see that attendance here, everyone speaks very highly of it. You know, and I think it's just a snapshot of the people that's here. Technically it makes sense, commercially it makes sense. >> Justin any tips from your presentation for customers as to help them get things done even simpler than what they've been doing before? >> I thought when you we're talking about tips, about the thing that I was going to say, don't drink Red Bull before you give a good presentation. But no, consultative approach really the way to go about it. Don't believe everything that you hear. I'm self confessed, you know, not a great fan of bench mark figures because they're unrealistic in many workloads that's out there now a days. The key thing for us is come to talk to us. Let us consult with you with our partners. Understand your business, your workloads. Deployment side of things comes very easy after that. You've got to do the groundwork but you can't just dismiss good design practice or good best practice. >> Yeah I mean for the entry point to start playing and doing things with Nutanix is pretty well. They make it easy to test things out and almost every customer I talk to is like, they have to prove themselves and it's a testament to Nutanix that, you know, they've got so many customers and they keep growing because if they couldn't deliver on what they said they wouldn't be where they are. >> That is correct and the funny thing is in a conversation with Nutanix, how can we help them to accelerate the deployments or accelerate the demos so this very beginning, they said we actually don't want to use the full fledge boxes because the customers don't want to give them back. So we have to have something smaller so they need to buy it at some stage. It was a very good comment that it means it works and that Nutanix knows how to do it. >> Yeah I think if I read, Derodge was like he loves his thing and that they can fit in a processor in the palm of his hand 'til we stick it in a drone. I think he wants to be able to deliver it to the customer, have them demo it and then he'll remote control it back after a certain... >> That's already possible with Intel technology and a pleasure to deploy it. >> I mean as with everything you know, it's use the architectural set, it's everything that's sturdy, that's lasted years it's been built on solid foundations. You get foundations right on any infrastructure, and it's the same with that, it will be there. You can build on it. You can, you know, continue on and evolve as business grows. So rather build something that you can roll with. >> Well Justin, Michal, really appreciate you sharing the update on Intel's partnership with Nutanix. We'll be back here with lots more coverage from Nutanix .Next in Nice, France. I'm Stu Minnamin and you're watching The Cube. (electronic music) >> Narrator: Live from Nice, France, it's the Cu...

>> Hi welcome to Wikibon's weekly Friday research meeting. Here on the queue. (tech music) >> I'm Peter Burris. We've assembled a gus team of analysts to discuss a very very important topic. Block chain. Now block chain means a lot of things to a lot of different people. Partly because there hasn't been a lot of practical utilization of it. We've talked a lot about bitcoin and ethereum and some other applications of block chain related technologies. But it's very clear that what block chain will become is more than what it is. And to try to unpack that and really understand block chain from the perspective of business decision makers, CIOs and IT. And the IT industry, we want to talk a little bit about what block chain is. What some of the key applications are. And what's it's going to mean from a technology design and investment standpoint over the next few years. Now to kick us off, we've asked David Floyer to start with a little observation on. Let's talk a bit about what is block chain David? >> Okay well block chain is a very exciting set of new technologies. But at heart it's the shared immutable ledger. So lets us go down one level from that. It allows consensus, it allows all of the participants to agree on its validity. It allows provenance to know exactly what has happened. The history of what's happened. It allows immutability so that no participant can tamper with a transaction or an asset value. And is now allows finality. A single shared ledger provided in one place. So that they can track the ownership of an asset or the completion of transaction. So the second concept's really important. Where are we applying this? And where need to apply this in any sort of business network. Assets can be real or they can be virtual. They can be widgets that you count or they can be IP for example. So the core of it is a business network. So what's the problem that it solves? The key problem that it solves is that in order to have those characteristics. Of consensus, provenance, immutability, finality. You, society had to put together very complex systems indeed. So give a few example of those, stock exchanges need to be created. Around the value of stocks then they were sold and the transactions. Credit card companies, the Swift banking system. Diamond dealers for example have to had a system by which they could know the provenance and value of these assets. These systems were essentially centralized. They were centralized and controlled centrally. Or there was a very very sophisticated complex trust and honor system. Some of the systems that have been put in place particularly in the Middle East. And they're expensive. The transaction cost is high for doing that. And companies that have allowed themselves to be in control of these, can take a high percentage. A large amount of money out of this. But they make a lot of money by owning this right to manage. This provenance, this immutable ledger. So the value of block chain is that we can cut down that cost and we can create many more smaller business networks. Which can us focus on a small area and get the same result as this big complex thing we had before. >> But a crucial feature is that David, is going to be the question of design. We're going to have to set these things up and design them right. And that's going to have a lot of implications for how businesses work. So John if I take a look at some of the applications of this. David talked about immutability, finality, provenance etc. And how it's going to take transaction costs out of the system. Where do we envision block chain's going to end up within the application framework? >> I think the key thing that on the application. There's a many series of use. Cause there's low hanging fruit today and then ones that people are connecting the dots in the future. The fundamental application impact really comes down to. Where the confusion and clarity come from. The difference between decentralized and distributed. That's often confused and I think applications purpose. The outcome of applications is really how people work and engage and create value. And the measure of that is how authority and control are provisioned. Distributed and decentralized has a unique difference there. That's a fundamental architectural thing that David pointed out. When it comes to block chain people get confused. They think bitcoin, they think ethereum. That's kind of on the currency side and the crypto side. But the momentum around decentralization goes much farther than that. So you're seeing things like energy systems. Grid Plus had a presale that was over $40 million. They're changing the game on how energy may be used and managed. The government, political sovereignty is changing. A breakthrough in science for instance. Crypser and other labs make opportunities for decentralized labs. Crowdfunding is an obvious one. You see that really get a lot of traction. Space exploration is one. Open source software, you're going to see a lot of activity there. Personal health monitoring, online educational systems, security. These are tell signs that the game will shift in terms of the new architecture. And then the impact will be the creative destruction around that. And how things are done so we were talking before we went on. About the role of horse and buggy verses a car. A mechanic on a car is not the same person managing the horse and buggy. That's the role of the service provider market. A lawyer is going to be very instrumental or legal but in new context. So the applications are going to morph around that, you're going to see people who deal with. Used cases like tokens, example that's hence the token sale. But applications that are already solving some of these problems with their business. Block chain opens up the door for a lot more head room for competitive advantage and value creation. I think that's where the action is. >> So Dave Valente, I want to bring you into this conversation very quickly. And try to build upon what John just talked about, this notion of the difference between distributed and decentralized. Distributed is kind of where things are. Decentralized is more of a state about authority. What kind of observations do we initially make about how block chain is going to impact the whole concept of authority within communities and markets? >> I think that's right I do think there are some subtle but important differences between distributed and decentralized. If you look at the internet initially and today. It's distributed but power increasingly has become centralized and that's problematic. Because it exposes us to a number of things. High value breaches if that power is centralized. Manipulation, surveillance risks, etc. I think there are you know some characteristics to look at that are relevant here. The distributive nature of that block chain, the immutability, and the lack of need or no need for single trusted third parties. So the distributed nature of the block chain verses that decentralized internet if you will. To use that as an analogy dramatically decreases those exposures. And it's much more inclusive. >> So when you think about that notion of inclusivity. We do have to come back to the idea that, we have certain ways. David you mentioned about how we're doing things today. Relatively high transaction cost but a few parties making an enormous amount of money but administering those transaction costs. And now we're talking about going to something that does inherently look more like a peer to peer but requires an enormous amount of upfront design. James Kobielus, talk a little bit about how we envision the transition. From where we are today to where certain attributes of these applications are going to be in the future. Are we going to need things like PKI? What is going to be the near term implications at a business level? >> Yeah. You know I agree with everything that Dave and John said about the business environment. Word going is that, what's fundamentally innovative about block chain. The evolution of distributive collaboration is a really clever commerce. It builds upon immutable distributive public identity. PKI, that's what PKI is all about. PKI has been around for a while. And adds to it an immutable distributed public ledger. And in the public ledger itself then the block chain becomes the foundation for distributed decentralized market places. With that said. Where it's going is that, increasingly there will be. Layered onto block chain, more standard interchange formats to enable various types of collaboration or interaction amongst various types of entity. And various types of business networks. I guess it's just the foundation for really a truly distributed peer to peer environment. At it's very heart there is still. As it were more centralized infrastructure called PKI with certification authorities and root CAs. That's not going away. That's becoming ever more fundamental the whole PKI infrastructure that's been build up. >> So David Foyer if I were to listen to this conversation as a CIO. I might think that this is going to be somebody else's problem. Lets take this down inside the business. What is it that a CIO needs to think about? This notion of distributed networks of data that both represent data and it can represent other assets? And what're some of the things that I need to start thinking about, inside my business? Is block chain really just at an economy level? Or is it going to have an impact on how I think about architecting, building, conceiving, deploying, and managing systems? >> So there's no shortcut to good systems design. People design very complex centralized systems. And they're going to need to design systems that work together. Especially when you go real time. So it's relatively simple to have batch systems which can catch up and things like that. But if you want to get the real value of block chain, it's going to be doing things in real time. So it's for example, if you're in a car and you want to get data from other cars. And you want to be able to feed data into that, to optimize on where you should have lunch or the best route to take. All of that data has to be done in real time. So what needs to be done is to make sure. As in any design of system that you have sufficient power, you have the network which is fast enough. And these types of systems because of their encryption because there's a lot of work that needs to be done to make them immutable and all the other characteristics. These systems take a lot more power to drive. >> David let me, let me jump in for a second. So one of the key differences just so we're clear. Is that we build these centralized systems and historically we've created a data store. That in a centralized system is under centralized control. And we serialize all access to that data through that centralized control. Fundamentally what we're talking, and that creates latency. Both on what's on the wire but also latency in terms of the path link. Of handling that serialization software through the system. What we're fundamentally talking about here is decentralizing that control. Putting the data everywhere but decentralizing that control. So we're not serializing anything through a central authority. That's fundamentally what we're doing right? >> Yes but a little caution there. You still got to have processed it in all of the nodes and for you to be able to get it. And you still got to make sure that all of that work's been done. >> That's all decentralized. >> It is decentralized but you still if people aren't keeping up to date up to time. You will still have a serialization impact. Eventually yes. >> So George think about from a peer to peer standpoint. What does this mean from thinking not just about designing systems at a grand scale but on a smaller scale. Can envision how block chain might be used to better marry identity, authority, and incentives as we think about building systems within a business? >> Well you had talked about the upfront design requirements. You talked about the upfront design requirements in organizational design enabled by this. At the risk of sounding big picture, this technology makes it easier to have an ecosystem of peer to peer companies that cooperate. Typically in the past we've had like supply chain masters. And they've sort of disseminated demand signals and collective supply signals. That was the central coordination, central trust sort of clearing house. And having the data distributed. The data distributed but this one system of record which essentially is logically centralized. Makes it easier to have a new sort of a new ecosystem design. >> So fundamentally we're talking about the idea of design very very large. In the sene of the degree to which we have to diminish the expectation that we'll fix design problems later on. We're going to have to do a lot of design work upfront. So David I want to close this conversation by bringing it down to the middle so to speak. Because when we think about unigrid and the idea of highly elastic, highly plastic systems. Where data's flying around and five milliseconds away from any other data kind of thing. There's going to be a need to envision how we can manage all of those applications or user problems within a system. In a way that sustains integrity of the data. Does block chain have a role to play inside the system and how we allocate resources? How we allocate data? What do you think? >> I think that's a very astute observation because one of the issues at heart here is ensuring that the system itself is not tampered with. The chips or the any part of it. So there is a role here potentially for block chain to be the arbiter of truth within the system itself. Or within the systems themselves. Now that is not here yet and that's got to be something which works super suer fast. It has to work in a way which allows the rest of the system to do its work. So it's going to be extremely interesting technology change to put it in there. But the value of it would be enormous. If you can trust then that the system itself. The chips, all of the. Everything within that system. For example you can take a snapshot these days which are very quick indeed. And if you can track that track all of the activities. You will have much greater confidence in the system itself. But that's not here yet and I suspect that's going to be quite a few years before those are put into the microcode etc. >> So John Furrier. That has an implication where we start thinking about control, authority. What's this going to mean? >> I mean David talks about the network aspect in the system's level. >> The systems of control you guys are getting at. But the edge of the network is where the action is, if you look at all the accessible block chain. You're seeing the edge of the network really be the economies of scale. And that's where, people call this the future of work. All this nonsense out there is true but the action for the people getting value are the ones that have economies of scale that go beyond their current economies of scale centralized systems. So you're seeing edge of the network type things. Crowdsourcing, edge of the network, of autonomous vehicles. You mentioned that used case. So the edge of the network paradigm that we've been researching at Wikibon. In covering on SiliconANGLE and on the cube of the events. Fundamental in this new exploration area. So for CIOs and for businesses trying to grab block chain. Which is different than the crypto currency piece, working together with tokens and block chain, is an edge of the network value proposition. As you go beyond centralization. Hence decentralization and distributed working together that's where the action is. The people that are realizing the benefits there and so companies that are evaluating their position. These of the block chain and crypto should be evaluating. Our we exploring these kinds of things? And that's where the filter is. >> Yeah so I'd say here's what I'd say just before I summarize gentlemen. I think you're right, I think that block chain that we as we've written on our Wikibon research. Folks have to design around the edge whether block chain's there or not. But block chain is going to ultimately make it easier to enact those designs over a period of time. Okay let me summarize guys. Great conversation today about block chain and our objective here is to bring it down from the level of magic, the level of potential. The level of someday into the level of practical. And I think what we've done is we've talked about block chain in a couple of different ways. First off, block chain is an immutable ledger that is decentralized in the sense that. A lot of different agents can gain control of a piece of data in a way that everybody else knows where it is and who has it. And that opens up an enormous amount of new application forms. We talked about what some of those application forms are. They can be open source software having an enormous new way of thinking about it. How they monetize work day performed. We've talked about how business networks can be established at a large and small scale That are capable of now but having a centralized authority that becomes the clearing house but rather reduce the transaction cost of deploying and running those networks. However all this means ultimately that the issue of design becomes that much more important. Block chain is not a magic technology. You just don't establish a block chain. It absolutely requires upfront thinking about what is it that you're trying to perform what is the work, what is the context that the block chain is trying to manage from an overall security standpoint? That's going to require a lot of very collaborative work between the CIO, the IT organization, the business and very importantly the lawyers. And that's not going to go away. We will see near term a number of interesting efforts from existing authorities. Folks who are handling public infrastructure, Swift and other types of networks try to use block chain as a mechanism. And that's likely to have some important queues as to how this is going to play out. But ultimately what CIOs need to do is they need to turn to somebody and they need to say, go understand block chain in an architectural level. So we can think about how we're going to build applications for communities that operate differently. Now the final point that I want to make here is that it's likely that we will block chain or block chain like technologies. Actually go deeper into systems as a way of arbitrating access to data and other resources within some of these highly elastic very a large scale unigrid like systems that we're talking about building. Definitely something to watch, not here today but likely something that's going to start hitting the market next few years. What's the action item? CIOs need to understand that block chain is not magic, it's not something that somebody else is going to do. You have to get someone on the issue of block chain architecture right now. Understand block chain design issues right now so that you can deploy block chain in small ways. But absolutely participate in the process of your business starting to enter into business networks that are likely to be mediated by block chain like technologies. Don't worry so much about bitcoin or ethereum. Watch those currencies, they're going to be important. But that's not really where the action is going to be over the next few years. The action is going to be how we think about bringing data and authority and identity closer to the work that's going to be performed increasingly at the edge. Utilizing a decentralized authority mechanism. And block chain right now is the best option we have. Thanks very much for observing us once again have an open conversation about a crucial research matter. This is Wikibon's research meeting on the cube. Until next time. (techy music)

>> Welcome back everybody, Jeff Frick here with theCUBE. We're at Node Summit 2017 in downtown San Francisco Mission Bay Conference Center, we've been coming here for years. The vibe is growing and exciting and some really interesting use cases in earlier sessions about how fast a Node adoption is happening in some of these enterprises and we're excited to have Michael Dawson. He's a software developer, but more importantly, he's a Node.js community lead for IBM. Michael welcome. >> Alright, thank you. It's great to be here. Nice to be able to talk to you and talk about Node.js and what's going on in the community. >> Just to get your impressions in terms of a temporal perspective, of how this has changed and evolved over time. A lot of talk about the community. I think the facility here only holds like 800 people. I think it's full to the capacity. You know, how has it been growing and kind of what's your perspective from a little bit of a higher point of view. >> It's really great, you know I was at Node Summit three years ago, and other conferences, and it's great to see that over the years how we get more and more people involved. Different constituencies, you know, more people who are deploying Node.js. And even just, you know, day-to-day we see a larger and larger number of collaborators who are getting involved in contributing to make the success of Node really grow and the functionality and all that great stuff. >> Jeff: Right. So what's your function inside of IBM as being kind of a Node advocate for the community I assume outside the walls of IBM, but then also inside the walls of IBM? >> So, I really have sort of the pleasure to be able to work out in the community. That's the large part of my job. But I also work very closely with our internal teams with a focus on Node.js, supporting it for our bundling products. IBM has about 50-60 products that bundle Node.js. We also support it through our platforms like Bluemix, and so I work with the team who supports those. You know if you're running Bluemix in Node it's the code that we've contributed and built. And our development approach is very much do that out in the community, so if a particular product needs some sort of feature we'll go out and work in the community to do that and then pull that back in to use it. So you see we have about 10 collaborators. I'm one of them and the great thing is that I get to be involved in a lot of the working group efforts like the N-API, the build work groups, the LTS work groups. And, you know, so my role is really to sort of bridge the community work that we do there to our internal needs and consumers as well. >> Right, so how is the uptake in the IBM world of this technology within all the different stats that you guys have? >> I work in the run time technologies team and we were called the Java Technology Center for a number of years, we're now called the Run Time Technology Center because we see it's a polyglot world with Node.js being one of the three key run times you know, it's Node.js, Java and Swift. [Jeff] - Right. >> And, we see that because we see our costumers as well as our products, you know, really embracing Node and using it in all sorts of places. They've mentioned earlier that Bluemix ARPAs is a very heavy user of Node.js in terms of the implementation of the UIs and the backend services, as well as Node.js is the biggest run time in terms of deployments in that environment as well. >> So it's interesting, we had Monica on earlier from Intel. I think you're going to be on a panel with her later today about benchmarking. >> Yeah. >> And she talked about that there's some unique challenges in trying to figure out how to benchmark these types of applications against kind of the benchmark standards of old. I wondered if you could share some of your thoughts on this challenge, and for the folks that aren't going to be here watching the panel, what are some of the topics that you want to make sure that get exposed in that panel. >> So, you know, I've been working with the benchmarking work group. I actually kicked it off a number of years back. The approach that we're following is we want to document the key use cases for Node, as well as the key attributes of the run time, like you know, like starting up fast, being small, the things that have made it successful. [Jeff] - Right. >> As well as the key use cases like a web front end, backend services for mobile, and then fill in that matrix with important benchmarks. I mean that's where one of the challenges comes in; other languages have a more mature and established set of benchmarks that different vendors and different people can use. >> Right. >> Whereas the work in the working group is to try and either find benchmarks and encourage people to write those benchmarks, and pull together a more comprehensive suite that we can use because performance is important to people, and as a community, we really want to make sure that we encourage a rapid pace of change, but be able to have a good handle on what's going on on the other side. >> Jeff: Right. >> And, having the benchmarks in place should be an enabler, in that if we can easily and quickly find out what a change impact has, a positive or negative, that'll help us move things forward as opposed to if you're uncertain it's a lot harder to make the decision as to which way you should go. >> It's funny on benchmarking, right, because on one hand, people can just poo-poo benchmarks because I'm writing my benchmark so that it beats your product and my benchmark, and you can write a benchmark the other way. But I think what you've just touched on is really important; it's really for optimization of what you're doing for improving your own performance over time. That's really the key to the benchmarks. >> Yeah, absolutely, the focus of the work in the benchmarking work group has been on a framework for like regression testing, and letting us make the right decision, not competition. >> Jeff: Right. >> I think that some of the pieces that we develop will perhaps factor into that, but the core focus is to get a good established set, and other individual companies can then maybe use it for other purposes as well. >> Jeff: Right. So Michael before I let you go I just wanted to get your perspective. You work for a big company. >> Michael: Yep. >> I don't think it's this as much anymore; there used to be a lot of opened source conferences people like oh we don't want the big people coming in, they're going to take it over. And to get your perspective of being kind of that liaison between kind of this really organic open source community with Node and big Blue back behind you, and how you kind of navigate that and in your experience of the acceptance of IBM into this community as well as your ability to bring some of that open source essos back into IBM. >> Right. You know, I found that it's been really great. I love this community, they've been very welcoming. I've had no issues at all, you know, getting involved. I think IBM is respected in the way that we've contributed. We're trying to contribute in a very constructive and collaborative way, you know, nothing that we do, do we really do on our own. If you look at the N-API, we're working with other individuals. People from different companies or just individual contributors to come to a consensus on what it should be, and to basically move things forward. So yeah, in terms of a big company coming in, you do hear some concerns, but I haven't seen any on the ground impediments or problems. You know, it's been very welcoming and it's been a great experience. >> Alright, very good. Alright, well, before I let you go, kind of final thoughts on this event where we are. >> It's a great event, I always enjoy being able to come and meet people. A lot of time you work on Git Hub you know somebody's handle, but there's nothing like making that personal connection to be able to like put the face to the name, and I think it affects your ongoing sort of interactions when you're not face-to-face. >> Jeff: Absolutely. >> So it's a really important thing to do, and that's why I like to come to a lot of these events. >> Alright, well Michael Dawson, we'll let you get back to meeting some more developers. Thanks for taking a few minutes out of your day. >> Thank you very much, bye. >> Absolutely, he's Michael Dawson from IBM. I'm Jeff Frick, you're watching theCUBE. Thanks for watching, we'll catch you next time.

>> Announcer: Live from New Orleans, it's theCUBE, covering VeeamON 2017. Brought to you by Veeam. >> Welcome, everybody. This is theCUBE's special coverage of Veemon 2017 from New Orleans. theCUBE is the leader in live tech coverage, and this is our second day wall-to-wall coverage. I'm Dave Vellante with Stu Miniman. Danny Allan is here as the Vice President of Cloud and Alliance Strategy at Veeam. Danny, big week for you. >> Very exciting to be here. My first VeeamON, so you can imagine how excited I am. >> Us too. So cloud and Alliance Strategy, what is the strategy there? Sum it up for us. >> So kind of three things. There's to the cloud, from the cloud, within the cloud. So if you break those out, most organizations today, what they're doing, or what they do is they use their backups, they push them up to the cloud. Some of those that are in areas where they care about disaster recovery are using disaster recovery as a service, both of those kind of pushing services up to the cloud. From the cloud would be things like SAS services. You have things like Office 365, pull the data down, protect it because it belongs to you. And then within the cloud, we've seen our customers with cloud-hosted workloads, and they say, "I want to keep my protection but in a different cloud, "in a multi-cloud world." >> Interesting they would say, in the keynote this morning, they would say, "Well, today's going to be cloud day," but yesterday you had some AWS announcements, too. We know today you can't talk about IT without having cloud and kind of the hybrid multi-cloud get dispersed everywhere. Lot of announcements. What I was hoping you could dig into a little bit for us is the Veeam powered network with Azure and maybe give us the quick overview and let's drill down in there a little bit. >> Sure, so one of the capabilities we've had for a while is this ability to do direct restore to Azure. So you have the Veeam, it goes down and you hit a button and it goes up to Azure. Now that's all great, but when that server was in your data center, you could actually just connect to it because it was on your network. One of the challenges is when you put something up in the cloud, how do you get your users to that service? It's a different IP, it's a different subnet, it's a different network. So this is to make it simple. We've always focused on it just works, so this is a model that we can do a very simple model to connect users to the service when we push it up into the cloud. >> Yeah, maybe, I think most people in cloud understand the Amazon VPN service. Could you maybe compare and contrast that with what you've got? >> Very similar. So Amazon does the VPC, and this just takes it down and simplifies it so that it's part of your orchestration strategy. So typically, when you have something running up in the cloud, what happens is you set it up, the connection, and you maintain the connection for the duration of that service. This is a little bit different, because you want the connection, but only when you need it. And so it's orchestrating that connection in a very simple lightweight way that you don't have to maintain an ongoing connection. That enables that service delivery. >> There's a lot of talks at events like this and certainly has been at this event about just migrating workloads and help us square the circle. So you hear a lot of that talk, and then the same time you hear about data explosion, data growth, and then there's the speed of light problem. So how are customers sort of managing that, and how can you help? >> So I don't necessarily believe that organizations are migrating from cloud to cloud on a regular basis. But what does happen is they outgrow the cloud that they happen to be in. We see this in private cloud all the time. I have so much capacity, I don't have any left, I need to jump over to another cloud. So there's kind of three drivers that cause people to go into a multi-cloud air. One is certainly disaster recovery. Second though is cost optimization and business alignment. So it's sometimes you'll have an executive level far above IT says, "Hey, we strategically aligned "with this cloud; we would like to shift workloads "over to another one." And the last is around really the footprint of the cloud provider themselves. So it could be because of geophysical location or compliance certifications. That organizations say, "I need to take this particular "service and move it over here." >> We had some talk about cloud service providers as a channel this week, and what's the discussion like with CSPs in terms of them monetizing services? And how do you help? With whether it's software defines something, or programatic thresholds through APIs. Can you and how do you support that monetization strategy? >> So, a few different things. One is that the cloud service providers are very focused on their specific value add. And if you go talk to them, some of them are heavy in security, some of them are heavy in the managed services, some of them are heavy in the analytics. They all have a specific value add that they have. But one of the things that we do for them is in the platforms that we've announced, like Veeam Availability Console has a full restful API that they can integrate into their environment. Take iland, for example. They have their own portal, they call their APIs, customer never sees anything other than their specific portal, and that's true for all of the products that we've been announcing. Veeam Availability Console, Veeam Backup for Office 365, we enable that integration with our product set. >> One of the other announcements that we were digging into a little bit is to be able to have an archive tier with a lot of the object storage out there. Whether it be as the Amazon Blob, is this some of the AWS offerings, or any kind of S3 or Swift compatible solutions. Is that something that you've been hearing customers asking for for a while? How do you expect that to roll out? >> It is. So there's two kinds of customers. Those that say, "Hey, I would like to leverage "the hyper-scale public clouds 4S3 or Azure. "We have credits with them, we want to use them up." And so this enables them to push off an archive tier to the data up to there. But we also see organizations, especially the large ones that are building their own on premises object storage because of the characteristics of scale up, scale out. And they've been saying, "Hey, we want to leverage that." Now, the performance historically has not been as good as block storage, obviously, but now it's catching up and people are using it more for an archive tier than a primary tier or a secondary tier. >> The other day at the analyst briefing, you talked about there were three things that came out. One was digital transformation and agility, and we want to explore that a little bit. The other was core business continuity, and the third was analytics and visualization. And I wonder if we could stick on that for a minute. That analytics and visualization. Can you explain a little bit further what you guys bring to the table there and how customers are using it? >> So one of the things that Veeam has is an archive of all of your data that is stored. And we've been looking to expose that data to our partners so that they can dig into it and add their value. So we announced a partnership with Data Gravity, for example, that reaches into those VMs. And as regulations like GDPR come out, then there is a higher and higher business need, sorry, General Data Protectionary Regulation, higher and higher business need to understand what is in the data that we're storing and then perform analysis on it. >> Yeah, so GDPR takes affect like basically a year from now, right? >> Danny: Yeah, May. >> May of '18. We've had also a lot of discussion about ransomware, and just creating air gaps and so forth. The reason why I was so interested in analytics and visualization is it seems that it would require more than just an air gap because Bill Philbin said it today. When you make a boo boo, the boo boo gets replicated very quickly. Well, when someone's maliciously encrypting your data, it probably gets maliciously encrypted very quickly, or replicated very quickly. It seems that you are in a unique position to provide analytics on an anomalous behavior on change data. Has that discussion taken place with your partners and clients? >> Yes, absolutely, we're looking at it. In fact, there was a breakout session on this very thing. Basically, when you saw the files being deleted from a particular folder or .docex files being changed to .enc files, when you saw a ransomware attack taking place that you could actually roll back to the latest snapshot, or you could take a snapshot and send an email to someone and say, "Hey, this is happening, you should look at it." I look forward actually out into the future that we can leverage some of the things that we're doing now with continuous data protection that traps the IO traffic. So that is the VCR API for IO filtering. And if you see an attack taking place, you could actually roll back that IO journal say five minutes and say take a snapshot at that point even before it happened. So it has more behavioral-based protections associated with it. So I think we're at a really interesting era in the space where we're going to begin to see new things that have never been done in the past. >> And potentially specific solutions are around ransomware. Maybe they'll talk about it generically, maybe they're out there, I just haven't seen a very specific, I'm sure they are out there. But I haven't seen a specific solution around. It seems like the guy with the backup data would be in a unique position to do that. >> Yeah, data is the lifeblood of the organization, so being able to mine it for data insights, being able to leverage that for data governance, being able to use it for e-discovery, but also to be able to use it in proactive ways for the business. Like determining that a ransomware attack is taking place and perhaps fire off instructions to your perimeter to act differently. Who knows what these things are going to go towards. But the data is the content that actually drives a lot of those behaviors. >> Danny, one of the things I found interesting, Mark Rosinovich's keynote. He was talking about the evolution of application platforms and Veeam started with the VM, and I saw a lot of the show. There's physical endpoints, there's cloud endpoints. When you start going to things like paths an even serverless functions as a service, what impact will that have on availability overall and where does Veeam see that going in your world? >> So our vision is to perform always on availability for any service, so as we go forward into containers and serverless, there's still a requirement to provide protection. So I was listening to him as he was saying, "Hey, there could be an API that resizes the image." You could actually use that exact same API to say, "Hey, is that image important? "Send it over to this repository for retention." So there's still a requirement for availability, and what it means is, if you're looking at paths and container-type model, then maybe we do it underneath the containers to protect them as they're running. But if you're looking at serverless, maybe we actually inject it into the APIs itself to perform that same protection. It's going to be required no matter what the structure of the data happens to be. >> We're out of time, but maybe, Danny, quick summary of the announcements that you guys made this week and some of the things that people are excited about. >> Yeah, so a lot of different announcements, obviously. Veeam Availability Console Release Candidate is out. We announced a whole lot of disaster recovery as a service functions for service providers. Things like continuous data protection, things like VCD integration. We announced Veeam Backup for Office 365. Actually two different versions of it. One is for service providers, multi-tenant, multi-repository, but also adding in SharePoint and OneDrive capabilities. We obviously, our flagship product, Veeam Availability Suite. We talked a lot about the object storage. We talked about continuous data protection. A lot of these capabilities have been announced over the last few days. >> Yeah, so Veeam, you've seen a lot of strategy, they're hitting R and D, turning it into product, turning into customer value and revenue. So you guys have been busy and quite an impressive stream of innovation coming out this week. So Danny, thanks very much for coming on theCUBE and sharing that with us. >> Thank you very much. Appreciate being here. >> Okay, keep it right there, everybody. We'll be right back with our next guest. This is Dave Vellante and Stu Miniman live from VeeamON 2017. Right back.

>> Announcer: Live from New Orleans, it's theCube. Covering VeeamOn 2017, brought to you by Veeam. >> We're back, Mahmoud Yassin is here, he's the Data Center Manager of the National Bank of Abu Dhabi. >> Good to see you. >> Nice to meet you. >> I'm Dave Vellante with my co-host Stu Miniman, this is theCube, the leader in live tech coverage. So, welcome to theCube. >> Thank you. >> Tell us about VeeamOn, what's your experience been like so far? >> Actually it is not the first time for me, I was here in the last few years. It's a very nice experience, mix it up with all IT companies, listening to people, leaders like Cisco, VMWare, Amazon, understanding what is the technology, how the market is moving, this is a great experience, great experience. >> Tell us about what's going on in the banking industry in your world in terms of the challenges and in particular, what's happening with the need for availability and uptime. >> I think you heard about what's happening last two days about Crayon, all the mobiles of all the IT people never stopped about the people and the need for restoring and restoring the machine cause of the people hit by crime virus or malware that encrypted the whole machine and you need to restore the data. This is happening all the time, there's not only banks in there, across different sections, three four days back, UK, the whole healthcare sector was stopped due to cyber attacks so availability and security has become so tight and of course banking means money, money is a big target for cyber-criminals. So we are caring about availability much much much more than before, it's not a matter of just fulfilling the checkbox and like what we have done in many years in IT, backup was a checkbox, just a checkbox, it's not anymore , no luxury to have the backup as a checkbox anymore. >> Checkbox meaning, okay I have-- >> I'm compliant, I have backup. >> We did it, we don't know if it failed or not but we did the backup. >> We did the backup, we tick it, we have the backup, we have the backup process, everything is okay. But have you never restored, restore in time, ensure the data availability is okay. How much data for how long? Regulation became as well very tough for the financial sector so you look at countries now that are asking for 15 to 20 years of data retention. So imagine your backups you need to maintain, multimedia, media is not sufficient anymore. Which tape drives will be sufficient for 15 to 20 years? After ten years, the tape will be rotten, it will not work, it will not be readable in the machine. And the data side as well is becoming a challenge so you need to offload the data to a desk, you need to offload the data to somewhere else that you ensure your availability and you need to ensure all that you can restore this data back. >> It's interesting you know, in IT we've known ransomware as something that's been discussed for a while, but now all of your customers know what it is. >> All of the customers, every one of them. >> So does that change the role? >> It's hitting the kids in the school, it's hitting everyone. >> You know, Dave's been talking for the last year that security has been like a board level discussion. Now it's your users, how much do your end users start coming and wanting to understand how secure money is. >> A lot, a lot. >> And how does that impact your role in IT? >> A lot, actually National Bank for Abu Dhabi security is one of our label, one of the safest banks, one of the 50 safest banks, this is one of our label. And we take security, we are the first customer in the Middle East to implement the RSA talking for login for online banking. This was eight years back. >> What about, I got to ask you, I follow a little bit of the banking executives and see what they're talking about and blockchain comes up a lot. This notion of trust between two parties and so forth. Do you see that as a mega-trend, is it something that's sort of an interesting trend? I mean what're your thoughts on that? >> It is the future, this is the future. >> It's the future? >> This is the future of the money. Money will be part to part with encryption and with the mechanism to get keys. And this is, people who don't want, this is where the money is moving in. >> So what happens to-- >> Actually what blocks this from happening on a wider scale is it's still, the regulation is not enough around this area, there is not enough regulation, so good money can mix with bad money and to be untraceables, he says this is one of the things. So people are starting putting a certain regulation across to start regulating, it will take time but it will be there. >> So blockchain is interesting, banking executives saying it's the future because everybody says oh blockchain's going to disrupt the banks but what I'm hearing from you is it's both, maybe it's a threat but it's also an opportunity because right now it's all done in secret, and so there needs to be. >> It's not in secret, it's done in Swift, the only platform for exchanging money worldwide is Swift. And sooner or later this will be changing, though some people are blockers, some people are, but it will be changing and the banks will realize this, adapt to blockchain technology. There's some legal services for blockchain and sooner you'll find central banks across the whole worldwide are starting regulating the blockchain. >> Yeah, okay it's very interesting because everybody says it's such a disruptive force which it is. >> It is a disruptive force. >> But it's also an, as you say, an opportunity. Where does Veeam fit with your availability strategy? >> It is in the center of our availability strategy, >> Really? >> Veeam is, I'm running my data centers and 90% of my data center is virtualized. So Veeam is running the whole virtual world in my data center, the 10% is running on traditional backup solution, which is, still we can't get rid of because you know in banking you have a critical system that measures 20 to 80 so you have running 80% of your system in virtual but actually the core system is the 20% so this is still not virtualized. Your core banking legacy application and some other stuff, so you have still to take the back up in traditional ways. And we mix both together, we mix back up data backing up the information, back up the virtual environment, this is very important for me. >> Dave: And you have a service catalog essentially? >> Mahmoud: We have service catalog for restore. >> For your data protection services right? >> For data protection of course. >> And what, like bronze, silver, gold levels or is it more granular than that or less granular? >> We have more, actually, in discussion with business we all were trying to meet the business requirements. So the most important for business in the banking section is the availability of the communication, mailboxes, availability of the critical detail in the databases. This is the things that we are taking care of. And Veeam has done a lot of development over the time, I'm first customer for Veeam from the Middle East by the way. >> Really? >> Yes. (laughter) >> Pioneer. (laughter) >> We are pioneer, and we've done it after trying them extensively in our environment and we decided that this is the best solution this time to go for virtual environment. It was extensive evaluation done across multiple vendor and we select them. >> And did that give you a competitive advantage? >> Of course, of course. >> How so? >> The ability to restore faster, the ability to do uptime faster, the ability to recover and ensure your back up is secure. This is something very valuable. >> Some of the other customers we've spoken to today have said that the announcements were meeting some of the wishlist that they have. Anything jump out at you with the announcements made so far? Things on your list that they-- >> Actually the continuous application is a very good feature. >> In the CDP, yeah. >> Yeah. It is one of the most important features we used as a traditional application of Vim backup. Last year, to move my data center from place to place, we were hosted somewhere and we moved the data center, the whole data center. It is good, but it was taking time, so continuous application will give you the availability of all those, just divert your backup somewhere and you'll be up and running. This is a very important feature. >> Anything that is on your wishlist that they haven't gotten to yet or things that you're looking for? >> I see, I see, Veeam should more personal devices, we are talking about IoT, internet of things, bring your own devices to work, so we should go more backing up the usual details on mobiles on at least the corporate one on the corporate bubble like Citrix, like whatever good solution, whatever solution is used. You can backing up design, backup solution for this, for end users this will be a huge thing. This will be, and part of the security of the organization cause you need all those to ensure if you add device of one employee you can restore this data back and ensure this data is restorable. >> This is the pain point for you today. >> It is. >> And it's going to get worse. I'll give you the last word, things have been exciting you at the show or conversations that you've had. >> No actually the keynote speech today was amazing, especially when you're understanding the direction of big companies like Cisco, VMWare, this is what's very valuable, very valuable. >> Excellent, well listen, thanks very much for coming we really appreciate it. >> Thank you. >> You're welcome. Alright, keep it right there everybody, Stu and I will be back rapid fire from VeeamOn 2017, be right back. (funky music) (tense music)

>> Announcer: Live, from Boston, Massachusetts. It's theCUBE. Covering OpenStack Summit 2017. Brought to you by the OpenStack Foundation, Red Hat, and additional ecosystem support. >> Welcome back. I'm Stu Miniman joined by my cohost this week, John Troyer. Hi and welcome to the program, a first time guest, Professor at Boston University, and lead of the Massachusetts Open Cloud, Orran Krieger. Thanks so much for joining us. >> Ah, my pleasure, thank you. >> Alright, so, we're here in Boston, the center of culture, the revolution, a lot of universities. Tell us a little about you, just click on yourself, your role at BU, and then we'll get into the MOC stuff in a little bit too. >> Sure, I mean, I sort of came back from industry after 15 years in industry, to this incredible opportunity we had, to create this entity. I mean, there's no other place like this, if you take the universities in this city, it's equivalent to all the universities on the Pacific West Coast. Right, the concentration of high-tech is unbelievable here. >> I want to remind you, my wife was actually involved when Partners Healthcare first got launched here in Boston, was an early technology and collaboration here in Boston. Sounds similar, what you are, what you're doing with some of the universities in Cloud. Maybe you talk, you came from the vendor side. Just real quick, your background, you worked at a company that John and I know quite well. Maybe just give a quick background? >> Sure. I left academia, I don't know how many years ago. Ended up going to IBM research, and was there for about 10 years. And then I joined this little start-up called VMWare. And started up and then worked as sort of one of the lead architects for vCloud Director and the whole vCloud Initiative. >> Alright, great. Let's speak today, you also have, you're the lead in Massachusetts Open Cloud. We actually had a couple of guests on from Red Hat that talked a little bit about it. But tell us about the project, the scope of it, how many people involved, how many users you reach with this. >> Sure. The future is in the Cloud. I mean, you look at sort of the fact that users can use what they need, when they need it. Producers can get massive economies of scale. You know, the future of computing is in the cloud. And when I was on the industry side, what really concerned me, what was going on, is that these clouds were really closed. You couldn't see what was going on inside them. Innovation was sort of gated by this single provider, that operated and controlled each of these clouds. So, the question that I was struggling with back then, is how can we create a cloud that's open? That multiple technology companies can participate. And certainly when I came back to academia, a cloud where I could do innovation in. Where not just me, but many many different researchers. You look at how much research has fundamentally impacted our field. It's dramatic. Even in just sort of the very area we're talking about. From what Mendall and team did with VMWare, and then Zen coming out of Cambridge. I mean, Ceph coming out of, just like technology after technologies come out of academia. But now clouds are these closed boxes you can't get into. So we had this incredible opportunity. There'd be this data center, the Massachusetts Green High Performance Computing Data Center, MGHPCC. 15 megawatts. That's more than half the size of one of Google's 16 data centers. That had been built, right next to Hydro Dam, one third the power costs of what it is in Boston. By five big institutions: MIT, Harvard, BU, Northeastern, UMass. And we thought, wow, couldn't we create a cloud there? Couldn't we create a cloud with some 157,000 potential students as well as the broader ecosystem? So we started discussing that idea. All the universities kind of signed up behind it. The model of the cloud is not to create another single provider cloud. It's not going to be my cloud. The idea is to have many vendors participate. Stand up different services, and create an open cloud, where there's not just multiple tenants but there's also multiple landlords with the cloud. >> Great. Could you talk to us a little about how do some of those pieces get chosen? How does OpenStack fit into it? And if you can talk about some of the underlining pieces it'd be good to understand how you sort that out too. >> Sure. So in doing that we, it's actually been sort of this cool, you know you have to kind of build different levels simultaneously. When we started the project, you know our first thing was, oh you know we'll be able to just stand up a cloud. It wasn't that easy. OpenStack is actually a complicated learning curve to get up. Now it's matured tremendously. We've been in production for about ten months, with no significant failures. I'm almost thinking that we need to kind of bring it down for a couple hours. Just so the people start realizing this is not intended to be a place where you run it like you would a production data center facility. That we don't guarantee it as so, 'cause people are starting to assume we do. (laughing) But, we started off and we sort of solved OpenStack, got it up and running. Took us a while to get it to the production layer. Started hosting courses, and users, and stuff like that. And some tastes that with sort of two other tracks. One is I'm developing some of the base technologies to enable a cloud to be multi-vendor. So mix-and-match fetterations serve our core of that. Which is this new capability that we've, after like five iterations on the right way to do this to allow multiple different clouds with their own keystone, mix different administrators say from MIT or Harvard, or from companies that might want to participate and set up a service. So, to have a capability of fettering between those things. Allowing you, for example, to use storage from one and compute from another. We started off with OpenStack because OpenStack already had the right architecture. It was designed as a series of different services. Each one which could be scaled independently. Each one that had it's own well defined API. And it seemed natural, jeez, we should be able to compose them together. Have, you know, one stand up, Nova compute. Another one stand up, Swift storage. Another one stand up, Cinder Storage. Turned out not to be that easy. There was assumptions that all these services were stood up by the same administrative entity. After three iterations of trying to figure out with the community how to make it, we finally have a capability of doing that now. That we're putting into production in the MOC itself. >> You talked about the different projects inside OpenStack, that's been one of the discussions here this week at the Summit. Different projects, the core, which are important and also the whole ecosystem of other cloud native and open source projects that have grown-up around OpenStack over the last six or seven years. Any commentary on how, which kind of projects you're finding are the most useful and the UC as kind of the core of OpenStack going on? And also, which projects from other ecosystems do you think are natural fits into working on an OpenStack base platform? >> Sure. So in our environment, we serve all the core services you think of, obviously Nova and Cinder and Swift. We're using Ceph in most of our environments. Sahara, Heat. We've actually expanded beyond in a couple of different dimensions. I guess that, one thing is we've been using extensively Ceph, that's been very valuable for us. And we've also been modifying it actually, substantially. It's actually kind of exciting cause we have graduate students that are making changes that are now going upstream in the Ceph community as a result of their experiences in doing things within our environment. But, there's other projects that sort of tied in sort of two different levels. One is we're working very closely with Red Hat, today around OpenShift. And we're making the first deployment of that available in the very near future. And the other thing is very important for our environment, we have I think three different talks related to this to have data sets in the cloud. To have data sets shared between communities of people. Data sets that are discoverable. Data sets where you can actually, that are citable. So we've been working very closely with Harvard and the OpenSource dataverse community and we've together created the cloud dataverse. Which is now actually in the MOC. So researchers from all these institutions can actually publish their data sets. As well as researchers from around the world. So there's over 15,000 data sets today in the Harvard dataverse for example. >> Curious if you can give us any commentary on how open source fits into education these days? Talk about the pipeline and the next generation of workers. Do your students get, you talked about upstream contributions, how do they get involved? How early are they getting involved? >> Well, actually, that's sort of a bit of a passion of mine. So multiple different levels, I guess. One of them I think is this is a great way for a student to sort of get exposed to a broad community of people to interact with. I think it's, rather than going in to serve one company, and getting locked down doing one thing, I think it's just enormously valuable. There's sort of two different dimensions I guess, educationally and from a research prospective. And both of them were very tied to open source. So from an education perspective, we have a course, for example, one of my frustrations of having come back from industry was students had done a lot of great, learned how to program, often as individuals they really didn't learn how to do agile, they didn't learn how to work with teams of people, so we have a large course that's served by multiple institutions today that's sort of tied to the MOC where we actually have industry mentors, we teach them agile methods, we teach them a lot of the sort of fundamentals of cloud, but we also have industry mentors come in and mentor teams of five students to create a product. There's actually three different lightning talks by different students that have taken this course, that are here in the OpenStack forum today. So it's kind of exciting to see. We've had several hundred students that have learned that and at least, in my experience, learning how to deal with open source communities, mentorship is a great way of doing that. First year we started teaching this course we had sort of struggled finding mentors, now we're about twice as many mentors applying to mentor teams as we can accommodate in it. So that's been kind of exciting. >> That's great. That's super important and learning right and not just learning how to program but how to operate as a engineer and a team. >> So in the MOC itself, a lot of it's stood up by students. We have like 20 to 30 students. We have a very small core development in our operations team and most of it is actually students doing all the real work. It's been amazing how much they can accomplish in that environment. >> You mentioned OpenShift. So another conversation that's been somewhat confusing in the broader industry is the talking about containers versus VMs and virtualization and OpenStack. Here this week, I thought it's been a fairly clear message that there's some you can be containerizing the stack itself and then there's also a role for containers on top. Obviously been involved in virtualization for a long time, how are you seeing the evolution of both containerization as a technology, but also container based platforms versus kind of the infrastructure and provisioning of the cloud part? >> I mean, there's three levels that all have its role. There's actually people that want to control all the way down to the operating system and want to do, customize things who want to use SRLV and want to use accelerators that haven't. So there's people that actually want hardware as a service and we provide a capability for doing that that's got its limitations today. There's people that want to use virtual machines and there's people that actually want to use containers. And the ability to orchestrate setting up a complex multitiered environment on that and doing fine-grain sharing in a containerized environment is huge. I think that actually all three are going to have a continued role going forward. And certainly containerized approach is an awesome way to deploy a cloud environment and scale the cloud environment even the IAS environment. So we're certainly doing that. >> Love the idea of the collaboration you have both intermittently with all the universities. Are you getting reached out by outside of Massachusetts? How do you interact with the broader community and share ideas back and forth? >> So of course there is multiple streams of that one of them is our industry partners are very broad. Second, we've participated in sort of the OpenStack Summits and all those kind of things. The other thing is that the model that we are doing, I think has a lot of excitement and interest from very many different segments. I don't think people want to see the public cloud be dominated, or could see always be dominated by a very small number of vendors. So the idea of actually creating an open mall of cloud. Lots of other academic institutions have talked with us both about setting up sister organizations, fettering between clouds and replicating the model. We're still at an early stage. This model still has to be proven out. We're excited that we have users that are using us now to get their work done. Rather than just courses and things like that. But it's still at a very early stage So I think as we scale up we'll start looking at replicating that model more broadly. >> Is there any public information about what you're doing? And I'm curious, will this tie into like mooc delivery, things like that? >> Oh, absolutely yeah. It's all on our webpage info.massopencloud.org. So everything is done in the open, I guess. So all the projects, they're all, everything is on the websites and you can discover all about it. And we welcome participation from a broad community. And are excited about that. >> Orran Krieger. Really appreciate you sharing with our community everything there. Congratulations. Local, we'd love to stop by some time to check out even more. John and I will be back with lots more coverage here from openStack Summit 2017, Boston, Massachusetts. You're watching theCUBE. (upbeat music)

(energetic music) >> Narrator: Live from Boston, Massachusetts it's the Cube, covering OpenStack Summit 2017 brought to you by the OpenStack Foundation, Red Hat, and additional ecosystem support. >> Hi and welcome back to SiliconANGLE TV's production of the Cube here at OpenStack Summit 2017 in Boston. I'm Stu Miniman joined with my co-host for the week, John Troyer. As you can see behind us, the day 2 keynotes letting out. John, it's always interesting to look at these shows. They had some demos that were awesome, a couple of demos were the demo gods were not smiling on them. They had Edward Snowden live via Q&A. They had Brian Stevens, who we're going to be talking with in a little bit, the CTO of Google, who was on The Early Start. For me, they're a little up and down. There's some of the vendor pitches in there, people are like, "Oh I have a great demo," and then you say, "Come to my booth "and see a bunch of my sessions." So, a little bit uneven and disjointed, which has been a some of the feedback you get about OpenStack in general over the last few years as to all those pieces come together. But yeah, what are your early thoughts coming out of the day 2 keynote? >> Well, it was definitely a keynote focused at the OpenStack community. We started off with open source and talking about the importance of open source, which is a little bit odd, because everyone here know that. I did like the message that OpenStack was composed of different projects, that it was a piece of the puzzle, not the whole puzzle. You and I both noted VMware's Scott Lowe tweeted, "It's good to the OpenStack Foundation talking about being a part of the overall solution, not the overall solution." I mean, as one example, they mentioned using etcd, which is a distributed key value store, instead of writing their own. Etcd powers Kubernetes. Your would be insane in 2017 to rewrite or distribute a key value pair, sorb at this point. Because, it's just out there, it's mature. You know, OpenStack has been around for seven years. There's been a lot of ecosystem grown up around them. >> Yeah, yeah. A couple of pieces on that. One is, there was a message about like, oh I can now take the individual components of OpenStack. I could actually do that before. I've noted, I've talked to a number of software companies, that when you did down into what they're doing, oh what do you know, there's, you know, there's Syndrr. Or, there's, you know, something in there, just as when I use AWS, I can use some of the individual components, same thing with OpenStack. It's not a monolith. There are the individual pieces. But, they're highlighting that a little bit more. They're saying use some of the pieces. The other thing, on the open source in general, they noted that like, in the artificial intelligence machine learning space, like, everyone that you see is using open source. Everything from Google and TensorFlow, is one that gets highlighted a lot. Amazon made a big push at their show about what they're doing with, you know, some of the machine learning. I can't remember right now, the program on there. But, right, in some of these emerging spaces, open source is the defacto way to do that. We had, in one of the conversations we had yesterday with one of the Cysco Distinguished Engineers, you know, it used to be standards. Now, open source really drives a lot of that. I actually got a quick conversation with Martin Casado, who had, you know, worked on a lot of open source things before Vmware acquired him. And, now he's at Andreessen Horowitz looking at all the open source models. So, unfortunately Martin didn't have enough time to come on the program, but we've had him on many times. Yeah, so sometime he's going to do that. >> Stu, I have a question. >> Stu: Yeah. >> The message today of being part of an ecosystem and being a componentized, open source set of projects, does that detract or add to this conversation around OpenStack Core versus Big Tent? >> I think Big Tent is dying. We talked to a number of the participants yesterday and said it was a little overblown. It does not mean that some pieces might still get worked on, but it's the core components. And you know, when dug into the survey, how many of the pieces do we really need? We want to make sure the Core works. I can have that distribution if I want to do what is OpenStack. When they highlighted those components, it wasn't 27 different projects there. You know, I think it was a handful of like six. >> Yeah. >> That were there. So, you know Swift and Syndrr, some interesting, cool little graphics. It was ironic, I tell you. The little graphic there, that was like a scary looking bear. It's like, I wouldn't want to run into him in a cartoon alley. Uh, but (laughs). >> Yeah, I did tweet. Yeah, there was an angry bear, kind of a poisonous spider, and a horse's behind. So, I'm not quite sure about the marketing there. But (laughs). >> What is the message you're sending? But, there's some fun. We've got, you know, Mark Collier and Jonathan Bryce coming on soon. We can ask them, you know, was this the community? And are there just some people that have a funny sense of humor, and this is how they show it? >> I did love the demos in today's talk, Stu. I especially liked, they spun up, live on stage, 15 from scratch, OpenStack clouds. And then, had them all join a CockroachDB cluster. I thought that was kind of cool and amazing. >> Yeah, absolutely. You talk about that hybrid, multi cloud world, showing it, you know, in reality, how that works. Pretty neat, and you know, you can actually see some applicability as to how that would fit into a customer environment. And, kudos to all the people. I mean, these were live, no net demos, not Camtasia, not some prerecorded things. Because like, oh wait, this thing's not quite ready to be able to be bootable, or you know, let me come in. I mean, they're up there on stage doing it. The wifi all seemed to work fine. That wasn't a challenge, but yeah, it was pretty cool. >> Well again, trying to give the message that OpenStack is indeed not a science project. That it's live, that it's configurable, that it's stable, that it's installable. And, I think that kind of message of stability, and configurability, and simplicity maybe is one of the ones they're trying to hit here today. >> Yeah, last thing I want to hit on, John, is I want to get your opinion. We throw out the term "open" a bunch. And, I'm watching some of the other industry things, and they say "open" when they mean "choice," as opposed to "open" as in "open source." So, you know, we see Google here, and Google talks about open. So many things that are now open source, a lot of times started out as a Google white paper or something. As we all say, we're all using open source which Google was using 10 years ago, right? You know, MapReduce, and Borg, and Spanner, and some of those things eventually get their way out. I've got some view points on this, but love to get your take first, yeah. >> Well, I mean, definitely it was an homage to open source this morning. In some ways, it was kind of a dig at AWS and Amazon, which uses a lot of open source tools, but does not share back. You know, OpenStack is clearly open source, and they were emphasizing that. I don't know. What are your thoughts, Stu? >> Yeah, it's, customers now, it used to be if you said open source, you know, go back 10, 15 years, and it was like, ooh, no. Now, open source is, a lot of times, a plus, something that they're asking for. Many companies are contributing and engaging in that. OpenStack is a great example of companies that have participated, you know, in helping to build OpenStack. That being said, you know, I always go to, you know, what's the problem to be solved, what's the solution that solves it. And, if it happens to be a little bit pre standard, or not 100% open source, most companies are fine with that. We were at Red Hat Summit last week with the Cube though, and everything they do is 100% open source. They're building their business. Their customers are really happy. So, you know, open source still has a little bit of a double edged sword as to how you do it. But, you know, open source absolutely, there's no question of if open source, it's how much, and to what extent, and where it fits. >> Sure, there is an ecosystem of providers here. There's always lock-in when you make a technical choice. But, in this case, I think they've successfully were trying to show off that there is a choice of clouds. There is an open, a set of open source components that you can mix and match. And so, that actually ties in very well to the interview with Edward Snowden. >> Yeah, absolutely, yeah. It was, and last point. Edward Snowden, towards the end he said fear is, I think the quote was, "the most powerful weapon in the world today." From a political statement, is what he's doing. Fear in IT is a powerful weapon. We know that, you know, enterprise and inertia, you know, tend to go together. With my background in networking, I used to draw these timelines. And, say, from when the time the standard was done to when, you know, the early majority adopt, is often times a decade. So, the technology adoption, moving the operational, we know the people piece is always tough to do, moving my applications. We think people are definitely moving faster, but fear is definitely something that holds them back. What do you see, john? >> Sure, I think the through line of the whole morning was about choice and diversity. Edward Snowden talked about the centralization of information services like Facebook, Google, and Twitter. And I think, and I think by implication, Amazon. And, I think the message that he was giving to the OpenStack crowd was look, you are enabling a multitude of services and a multitude of clouds, and that actually is a lever, a cultural lever against the over centralization of commercial forces, which are a little bit outside people's control. >> Yeah, so John, thanks for helping me wrap up day one. As always, we welcome our audience to please send us feedback. John and I are both pretty active on Twitter, very easy to get in touch with. We are at so many shows. You can check out SiliconANGLE TV. See where we're at. If we're not at a show that you think we should be at, reach, there's contact information at the top. If there's guests that we should have on our program, we're always looking for feedback. Love to get, especially those end user stories, talking about with interesting startups. So, we've got two more days of live coverage. So, for John and myself, stay with us. And, thanks, as always, for watching The Cube. (exciting music)