>>Good Morning Cloud community and welcome back to Fabulous Las Vegas, Nevada, where we are at AWS Reinvent. It is day four here on the Cube. I'm Savannah Peterson with Lisa Martin. You are looking fantastic. Day four, we've done 45 interviews. How are you feeling? Oh, >>Great. I can't believe it's day four. The cube will be producing over 100 interviews. >>Impressive. Right >>On this stage where there are two sets, and of course we have the set upstairs as well. It's amazing how much content we've created, how many great conversations we've had, right? And the excitement around AWS and the, and the community. >>Yeah. I feel like we've learned so much together. Love co-hosting with you, and so excited for our first conversation this morning with Wira. Welcome, Tim and Kashmira, welcome to the show. How you doing? You both look great for day four. Thank >>You. Yeah, we're doing good. Great. We're doing good. Ready to go. Day four, let's go. >>That's the spirit. That's exactly the energy we need here on the cube. So just in case someone in the audience is not familiar, tell us about Wipro. >>So Wipro is a global consulting company and we help transform our customers and their businesses. >>Transformation's been a super hot topic here at the show, quite frankly a big priority, especially with cost cutting and everything else that's going on. How, how do you do that? How do you help customers do that? Has >>Me run? So we, we, so we have our A strategy, which we call our full stride cloud strategy. So particularly from a cloud perspective here, obviously with aws, we have end to end client services. So from high end strategic consulting through customer journeys, technology implementation, all the way through to our managed services. So we help customers with the end to end journey, particularly as here we're talking about cloud, but also business transformation as well. And we have, you know, a whole host of technologies. So about a few years ago we made an announcement around a billion investment in cloud casual and that Yeah, absolutely. A cool billion and just a cool billion. Yeah. And that pocket >>Change. Exactly. >>Right. And that investment. Over the last few years, we've acquired a number of really exciting companies like Capco, which is a consulting company in the financial services space. We've acquired design companies, a company called Design it, looking at customer journeys and user experience, and then also technology companies called Rising, which looks after the whole SAP space. So we've kind of got the end to end solutions and technologies. And then we also invest in what we call Wipro Ventures. These are really innovative, exciting startups. We invest in those companies to really drive transformation. And the final thing that really brings the whole thing together is that we have decades of experience in engineering. That's kind of the heart of where we come from. So that experience all of that together really helps our clients to transform their business. And particularly as we're talking about cloud helps us to transform the cloud. Now what we are really hoping is that we can help our clients become what we call intelligent enterprises, and we are focusing more and more on customer outcomes and really helping them with those business outcomes. >>Yeah. It doesn't matter what we do if there isn't that business outcome. >>Yeah. That's what it's all about. I'm curious, Tim, to get your, as the America's cloud leader, one of the things that, that our boss, John Furrier, who is the co CEO of the Cube, was able to do every year, he gets to sit down with the head of AWS for a preview of reinvent, right? He's been doing this for 10 years now, and one of the things that Adam Olitsky said to him, this is something about a week or so ago, is CIOs and CEOs are not coming to me to talk about technology. They wanna talk about transformation. Sure, yeah. Business transformation, not an amorphous topic of digital transformation. Are you hearing the same? >>Absolutely. Right. So I think this is my seventh reinvent, right? And I think six, seven years ago, the majority of the conversations you would've had are about technology, right? Great technology, but kind of technology for it to solve it problems. You know, how do I, how do I migrate, how do I modernize, how do I use data? How do I make all this stuff happen? Right now it's about how do I drive new business opportunities, new revenue streams, how do I drive more efficiencies through the manufacturing 2.0 or what have you, right? Yeah. One really good example, like take, take medical devices, right? So like a connected defibrillator, right? Anytime you're building a, what they call an IOT device or a connected device, right? You have four competing an edge device in the space, an edge device, yeah. Right? You have four competing elements, right? >>You've got form factor, power, connectivity and intelligence, and all those things compete, right? I can have all the power if I want, if I can have something as biggest as a tape, right? You know, I can have satellite if I, it gets right off if I can plug it in somewhere. But when you're talking about an implanted defibrillator, right? That, that all competes. So you have an engineering problem, an engineering challenge that's based on a device, right? And then it's gotta connect to the cloud, right? So you have a lot of AWS services, I ot, core device shadowing, all sorts of things. That individual patient then, so, so there's the engineering challenge of, okay, I wanna build a device, I gotta prototype it, I gotta design it, I gotta build it at scale, I have to support it. Then you have a patient, right? Which is the end goal of the business is the patient care. >>They have a console at home that connects to that defibrillator via Bluetooth, let's say. And that's where you get your device updates, just like your laptop, right? You know, now push from where updates to your chest. Yes. Device, ot. It's like, okay, I'm just gonna do this every Thursday, right? So now you've very quickly move to a patient experience and that patient experience will very greatly, right? You know, based on age and exposure to technology and all other sorts of things, how diligent they are. Do they do the update every week Right. To their primary care provider? And then what we're, we're also hearing, okay, so like Kashmira mentioned, we, we can, we can have that design discussion, right? Yeah. We can have the engineering device discussion with our device, device lab. Then we can have our, you know, what's the, what's the patient experience, but then broader, what's the patient experience as they move, as we all do through a healthcare, that's a healthcare network, it's a provider network, it's a series of hospitals and providers. So what does that big picture and ecosystem look like? And it's, you haven't heard me mention server or data center or any of that stuff? No. Right? This is >>The most human anecdote we've had on >>Show. Fantastic. This >>Sidebar. Okay. I mean it great. Keep going. It's wonderful. And it's, and it's, it's fascinating because none of this happens or is possible without cloud and, and the type of services that AWS is, is releasing out into their, into their, into their, into the world, right? But it very quickly moves from technology to human. It very quickly moves from individual to ecosystem to to, to partner and culture and, you know, society, right? So, so these are the types of conversations we're having. I mean, this is kind of stuff that gets me outta bed in the morning. So it's great, right? It's great that, I love that. It's great that we've moved, we moved into that space. >>Well, it's, I mean the human element is so important. Every, every company has to be a data company. Hospitals, absolutely. Grocery stores, retailers, you name it. And what we're seeing is this, and we talk about data democratization all the time. Well, another thing that Adam Slosky told John Furrier is that the role of, of data analysts is gonna, is going to change, maybe go away or the, or the term because data needs to be everywhere. The doctors need the data. Absolutely. Every person in the organization needs to be able to analyze data to deliver outcomes. >>Yeah, absolutely. Yeah. And it's fundamental part of our strategies. And when we are looking at, you know, data is everywhere, you need to really think about how do you align to it. But we are looking at it from an industry perspective. So when we're looking at solutions for our clients, we're looking at how do we deliver data solutions for our bank? How do we deliver data solutions in healthcare? How do we deliver data solutions in various different industry? So >>Many different verticals that you're >>Touching. Yeah, all the different verticals. So that's, you know, we have like a four point strategy industry is the first one. So we have been really worked with a lot of clients around migrations and modernizations. What we're moving to now is really this industry play. So this week we've spent a lot of time with our energy and utilities clients and the AWS practice at banking and financial services, which is a very significant part of our business. Also cloud automotive. This is a really, really, you know, the fascinat, this is so exciting, but the fundamental part of that, it's very, is data, right? It's all hits on data. So it was really great to hear some of the announcements this week around the data piece announcements just for me, that's really exciting. Yeah. A couple of other things that when we're thinking about our overall focus and strategy is, you know, looking at business transformation is, as you mentioned, is the ecosystem. >>So how do we bring all this together? And it's really, we see ourselves as an ecosystem orchestrator, and we are really here to look at leveraging our relationship with the best partners. We've actually met 17 partners here this week and had client sessions with them. And that's, you know, working with the license of Snowflake and Data Break in the, in the data space, our long term partners like sap, ibm, VMware, and you know, and new partners like Con. And we are looking at how do we bring the best of this ecosystem orchestration so that to support those client business outcome. Sure. And then one final sort of pillar, sorry, is talent, right? So the biggest thing that everyone is thinking about and we all think about every single day is talent. So we've done two really exciting things this year. One has been around our own talent. >>So we've really looked at our own internal influences, people who are speaking to our clients every single day. Not so much the technology people, but the client people speaking to the client. And we've really raised the level of cloud fluency with these people so that they can really start to have that discussion. You know, and our clients, you know, they know this technology way better than us, you most of the time. And then secondly, we actually announced last week and, and you initiative, which we are calling skill skills, which is very well known to our AWS clients because AWS provide this skill, skill concept to their clients. But we are the first partner to do the skills. Skills Yeah. From a partnering perspective. And this is really gonna transform. So it's not just about training and enablement, it's actually about creating a journey for you to, you know, do your best work. >>Tim, what, how do you define cloud fluency? We were actually talking about it yesterday. Sure, sure. Yeah. And, and really kind of bringing that across an organization, but what, what does it take for an individual who may not be a technologist to become cloud fluent? >>Sure. Well, there's a couple, there's a couple angles to that, right? One is, one is how do you create cloud fluency for people who might already be technical, right? And that's, and that's, you know, I've spent over a decade with, you know, boutique disruptive consulting companies who live and die by whether they can attract and retain talent. And there's sort of four elements to that. It's, can you, can you show people they're gonna work on interesting stuff, right? Are they gonna be excited about what they do? Can you show that they're gonna expand their skill sets? Yep. Can you show them a career path? And you can, can you surround all of that with a supportive engineering first culture, right? That, you know, rewards for outcomes, but also creates this sort of community, right? Yeah. That's, that's one thing that sort of, you know, that that will be a natural entropy, people will be attracted to that. On the other side of it, as you create fluency, you kind of do it with the conversation that I just had, like around something like medical devices or something like the cloud car. When you just say, look, you start with something everybody already knows, right? We all know what patient care is like. We all know what autonomous vehicles is kind of like, right? And you work backwards from that and say, now here's, here's how all the pieces stitch together to create this end outcome for, for us and for our customers, for >>The, you know, I'm speaking my language, Tim. So I run a boutique consultancy, my talent go, I live and die on that. Quite frankly. It's everything, right? And, and it's so, wow, it's so important. I mean, in eliminating that churn at scale, how big is your team? Now I'm just thinking about this cause I'm sure you're, your talent retention has to be a challenge as well. Sure. >>So, so we have 25,000 woo professionals on aws trained on, you know, tech cloud technologies globally. Impressive. Yeah. And then we have, in terms of our go to market team, we've got 50 strong as well. Well, so we, these are people who are live and breathe aws, right? And speaking and working with the cloud. >>Let's hang out there a little bit. Tell us a little bit more about the partnership with aws. Cast me, >>Let's go to you. Yeah, so our partnership is, you know, it's 11 years strong. It's been an and a really, really great partnership's. >>How longs >>That's true. Yeah. >>No, is you, were, you're, you're like day ones there. That's Yeah. Real legacy it. >>Awesome. You know, this year excitingly, we actually won the APJ partner of dsi, partner of the year. Congratulations. >>Really casual. >>Yeah. Just like >>Married the lead there. Congratulations. >>Yeah. So that really is testament to how we're really knuckling down and working proactively to, to really support our clients. And, you know, the, the partnership is a really, really strong partnership. It's been there for many years with, you know, great solutions and engagement and many of the things I talked about in terms of our industry plays that we're driving. We've got a whole new set of competencies that we've launched, like a new energy competency this year. So we're focusing on industry and then also security, two new security competencies. And you know, what's really exciting on the security side, you saw the announcements around the security data lake, but we've been working over the last few months with Gary, me and his team, and actually are one of the first partners that are driving that initiative. So we're really proud to be part of that. So yeah. You know, and then there's a client engagement as well. So we have a dedicated team at AWS that works with our dedicated team. So we're supporting the client's needs day to day. >>Are you as customer obsessed as AWS is? Absolutely. I >>Figured so. Absolutely. Everything's about the customer. Nothing happens about >>That. Right? Well, you talked about outcomes, it's all about outcomes. >>Well, and I mean, quite literally going for the heart with the defibrillator analogy. No, I mean, you tell the customers at the heart of what you're doing, part of everything. Can't resist a good pun there. So as I warned you, we have a little challenge for you here on the cube. We're looking for your hot take your 32nd sound bite thought leadership. What's the biggest takeaway from the event and moving forward, looking into 2023? Tim, you're giving me that eye contact. I'm going to you first, >>Right? Okay, sure. Love to. So I don't know how hot a take it is, but I kind of see this transition as cloud, as the operating system, right? So, so let's take the, the what we call the cloud car project. We have the connected car. You know, a car is a durable good, and we all know, or there's been a lot of talk about the electric cars or the autonomous vehicles being like more of a computer than a vehicle, right? But a vehicle's supposed to last 10, 15, 20 years. Our laptops don't last 10, 15, 20 years. So there's this cell, there's this major challenge to say, how can I, how can I change the way the technology operates within the vehicle? So you see this transition to where instead of it being a car that, that has a computer, then it, the, the, the latest transition is to more of a computer that, that operates like a car. >>This new vehicle that's going to emerge is gonna be much like a cell phone, right? Where it, it traverses the world and depending on where it is, different things might be available, right? And, and how and how, how the actual technology, the software that is running will, will be, you know, sort of amorphous and move between different resources in the network on the car, everywhere else. And so that's a really different way of thinking about if, if we think about how quickly the Overton window, like what becomes normal, it changes over time. We're really getting to like a very fast movement of that into something like this vehicle's still gonna be something that we don't even maybe think of as a car anymore. Just the way that an iPhone isn't what we used to think of a phone at our >>Pocket computer. Yeah. What's in the mirror part? Great. >>That's kind my >>Take. Awesome. Right? Catch me man. >>Yeah, and I mean I, if I was to suggest that, you know, summarize it by simply, for me it's really focusing on industry solutions, delivering client outcomes, fundamentally underpinned by data security and sustainability. You know, I think Nailed it. >>Yeah. Knock it outta the park. Perfect little sound bite. That was fantastic. You both were a wonderful start to the day. Thank you so much for being here. Tim and Kashmir, absolute >>Pleasure. >>This is, this is a joy. We're gonna keep learning here on the cube. And thank all of you for tuning in to our fabulous AWS reinvent coverage here from Sin City with Lisa Martin. I'm Savannah Peterson and you are watching The Cube, the leader in high tech coverage.

(soft electronic music) >> Okay, we're back with Tim Yocum who is the Director of Engineering at InfluxData. Tim, welcome, good to see you. >> Good to see you, thanks for having me. >> You're really welcome. Listen, we've been covering opensource software on theCUBE for more than a decade and we've kind of watched the innovation from the big data ecosystem, the cloud is being built out on opensource, mobile, social platforms, key databases, and of course, InfluxDB. And InfluxData has been a big consumer and crontributor of opensource software. So my question to you is where have you seen the biggest bang for the buck from opensource software? >> So yeah, you know, Influx really, we thrive at the intersection of commercial services and opensource software, so OSS keeps us on the cutting edge. We benefit from OSS in delivering our own service from our core storage engine technologies to web services, templating engines. Our team stays lean and focused because we build on proven tools. We really build on the shoulders of giants. And like you've mentioned, even better, we contribute a lot back to the projects that we use, as well as our own product InfluxDB. >> But I got to ask you, Tim, because one of the challenge that we've seen, in particular, you saw this in the heyday of Hadoop, the innovations come so fast and furious, and as a software company, you got to place bets, you got to commit people, and sometimes those bets can be risky and not pay off. So how have you managed this challenge? >> Oh, it moves fast, yeah. That's a benefit, though, because the community moves so quickly that today's hot technology can be tomorrow's dinosaur. And what we tend to do is we fail fast and fail often; we try a lot of things. You know, you look at Kubernetes, for example. That ecosystem is driven by thousands of intelligent developers, engineers, builders. They're adding value every day, so we have to really keep up with that. And as the stack changes, we try different technologies, we try different methods. And at the end of the day, we come up with a better platform as a result of just the constant change in the environment. It is a challenge for us, but it's something that we just do every day. >> So we have a survey partner down in New York City called Enterprise Technology Research, ETR, and they do these quarterly surveys of about 1500 CIOs, IT practitioners, and they really have a good pulse on what's happening with spending. And the data shows that containers generally, but specifically Kubernetes, is one of the areas that is kind of, it's been off the charts and seen the most significant adoption and velocity particularly along with cloud, but really, Kubernetes is just, you know, still up and to the right consistently, even with the macro headwinds and all of the other stuff that we're sick of talking about. So what do you do with Kubernetes in the platform? >> Yeah, it's really central to our ability to run the product. When we first started out, we were just on AWS and the way we were running was a little bit like containers junior. Now we're running Kubernetes everywhere at AWS, Azure, Google cloud. It allows us to have a consistent experience across three different cloud providers and we can manage that in code. So our developers can focus on delivering services not trying to learn the intricacies of Amazon, Azure, and Google, and figure out how to deliver services on those three clouds with all of their differences. >> Just a followup on that, is it now, so I presume it sounds like there's a PaaS layer there to allow you guys to have a consistent experience across clouds and out to the edge, wherever. Is that correct? >> Yeah, so we've basically built more or less platform engineering is this the new, hot phrase. Kubernetes has made a lot of things easy for us because we've built a platform that our developers can lean on and they only have to learn one way of deploying their application, managing their application. And so that just gets all of the underlying infrastructure out of the way and lets them focus on delivering Influx cloud. >> And I know I'm taking a little bit of a tangent, but is that, I'll call it a PaaS layer, if I can use that term, are there specific attributes to InfluxDB or is it kind of just generally off-the-shelf PaaS? Is there any purpose built capability there that is value-add or is it pretty much generic? >> So we really build, we look at things with a build versus buy, through a build versus buy lens. Some things we want to leverage, cloud provider services, for instance, POSTGRES databases for metadata, perhaps. Get that off of our plate, let someone else run that. We're going to deploy a platform that our engineers can deliver on, that has consistency, that is all generated from code. that we can, as an SRE group, as an OPS team, that we can manage with very few people, really, and we can stamp out clusters across multiple regions in no time. >> So sometimes you build, sometimes you buy it. How do you make those decisions and what does that mean for the platform and for customers? >> Yeah, so what we're doing is, it's like everybody else will do. We're looking for trade-offs that make sense. We really want to protect our customers' data, so we look for services that support our own software with the most up-time reliability and durability we can get. Some things are just going to be easier to have a cloud provider take care of on our behalf. We make that transparent for our own team and of course, for our customers; you don't even see that. But we don't want to try to reinvent the wheel, like I had mentioned with SQL datasource for metadata, perhaps. Let's build on top of what of these three large cloud providers have already perfected and we can then focus on our platform engineering and we can help our developers then focus on the InfluxData software, the Influx cloud software. >> So take it to the customer level. What does it mean for them, what's the value that they're going to get out of all these innovations that we've been talking about today, and what can they expect in the future? >> So first of all, people who use the OSS product are really going to be at home on our cloud platform. You can run it on your desktop machine, on a single server, what have you, but then you want to scale up. We have some 270 terabytes of data across over four billion series keys that people have stored, so there's a proven ability to scale. Now in terms of the opensource software and how we've developed the platform, you're getting highly available, high cardinality time-series platform. We manage it and really, as I had mentioned earlier, we can keep up with the state of the art. We keep reinventing, we keep deploying things in realtime. We deploy to our platform every day, repeatedly, all the time. And it's that continuous deployment that allow us to continue testing things in flight, rolling things out that change, new features, better ways of doing deployments, safer ways of doing deployments. All of that happens behind the scenes and like we had mentioned earllier, Kubernetes, I mean, that allows us to get that done. We couldn't do it without having that platform as a base layer for us to then put our software on. So we iterate quickly. When you're on the Influx cloud platform, you really are able to take advantage of new features immediately. We roll things out every day and as those things go into production, you have the ability to use them. And so in the then, we want you to focus on getting actual insights from your data instead of running infrastructure, you know, let us do that for you. >> That makes sense. Are the innovations that we're talking about in the evolution of InfluxDB, do you see that as sort of a natural evolution for existing customers? Is it, I'm sure the answer is both, but is it opening up new territory for customers? Can you add some color to that? >> Yeah, it really is. It's a little bit of both. Any engineer will say, "Well it depends." So cloud-native technologies are really the hot thing, IoT, industrial IoT especially. People want to just shove tons of data out there and be able to do queries immediately and they don't want to manage infrastructure. What we've started to see are people that use the cloud service as their datastore backbone and then they use edge computing with our OSS product to ingest data from say, multiple production lines, and down-sample that data, send the rest of that data off to Influx cloud where the heavy processing takes place. So really, us being in all the different clouds and iterating on that, and being in all sorts of different regions, allows for people to really get out of the business of trying to manage that big data, have us take care of that. And, of course, as we change the platform, endusers benefit from that immediately. >> And so obviously you've taken away a lot of the heavy lifting for the infrastructure. Would you say the same things about security, especially as you go out to IoT at the edge? How should we be thinking about the value that you bring from a security perspective? >> We take security super seriously. It's built into our DNA. We do a lot of work to ensure that our platform is secure, that the data that we store is kept private. It's, of course, always a concern, you see in the news all the time, companies being compromised. That's something that you can have an entire team working on which we do, to make sure that the data that you have, whether it's in transit, whether it's at rest is always kept secure, is only viewable by you. You look at things like software bill of materials, if you're running this yourself, you have to go vet all sorts of different pieces of software and we do that, you know, as we use new tools. That's something, that's just part of our jobs to make sure that the platform that we're running has fully vetted software. And you know, with opensource especially, that's a lot of work, and so it's definitely new territory. Supply chain attacks are definitely happening at a higher clip that they used to but that is really just part of a day in the life for folks like us that are building platforms. >> And that's key, especially when you start getting into the, you know, that we talk about IoT and the operations technologies, the engineers running that infrastrucutre. You know, historically, as you know, Tim, they would air gap everything; that's how they kept it safe. But that's not feasible anymore. Everything's-- >> Can't do that. >> connected now, right? And so you've got to have a partner that is, again, take away that heavy lifting to R&D so you can focus on some of the other activities. All right, give us the last word and the key takeaways from your perspective. >> Well, you know, from my perspective, I see it as a two-lane approach, with Influx, with any time-series data. You've got a lot of stuff that you're going to run on-prem. What you had mentioned, air gapping? Sure, there's plenty of need for that. But at the end of the day, people that don't want to run big datacenters, people that want to entrust their data to a company that's got a full platform set up for them that they can build on, send that data over to the cloud. The cloud is not going away. I think a more hybrid approach is where the future lives and that's what we're prepared for. >> Tim, really appreciate you coming to the program. Great stuff, good to see you. >> Thanks very much, appreciate it. >> Okay in a moment, I'll be back to wrap up today's session. You're watching theCUBE. (soft electronic music)

(upbeat music) >> Okay, we're back with Tim Yoakum, who is the Director of Engineering at Influx Data. Tim, welcome. Good to see you. >> Good to see you. Thanks for having me. >> You're really welcome. Listen, we've been covering open source software on the Cube for more than a decade, and we've kind of watched the innovation from the big data ecosystem, the cloud is being built out on open source, mobile social platforms, key databases, and of course Influx DB, and Influx Data has been a big consumer and contributor of open source software. So my question to you is where have you seen the biggest bang for the buck from open source software? >> So, yeah, you know, Influx, really, we thrive at the intersection of commercial services and open source software. So OSS keeps us on the cutting edge. We benefit from OSS in delivering our own service, from our core storage engine technologies to web services, templating engines. Our team stays lean and focused because we build on proven tools. We really build on the shoulders of giants. And like you've mentioned, even better, we contribute a lot back to the projects that we use as well as our own product, Influx DB. >> You know, but I got to ask you, Tim, because one of the challenge that we've seen, in particular, you saw this in the heyday of Hadoop. The innovations come so fast and furious, and as a software company, you got to place bets, you got to, you know, commit people, and sometimes those bets can be risky and not pay off. How have you managed this challenge? >> Oh, it moves fast, yeah. That's a benefit though, because the community moves so quickly that today's hot technology can be tomorrow's dinosaur. And what we tend to do is we fail fast and fail often. We try a lot of things. You know, you look at Kubernetes for example. That ecosystem is driven by thousands of intelligent developers, engineers, builders. They're adding value every day. So we have to really keep up with that. And as the stack changes, we try different technologies, we try different methods, and at the end of the day, we come up with a better platform as a result of just the constant change in the environment. It is a challenge for us, but it's something that we just do every day. >> So we have a survey partner down in New York City called Enterprise Technology Research, ETR, and they do these quarterly surveys of about 1500 CIOs, IT practitioners, and they really have a good pulse on what's happening with spending. And the data shows that containers generally, but specifically Kubernetes, is one of the areas that has kind of, it's been off the charts and seen the most significant adoption and velocity, particularly, you know, along with cloud. But really Kubernetes is just, you know, still up and to the right consistently, even with, you know the macro headwinds and all of the other stuff that we're sick of talking about. So what are you doing with Kubernetes in the platform? >> Yeah, it's really central to our ability to run the product. When we first started out, we were just on AWS, and the way we were running was a little bit like containers junior. Now we're running Kubernetes everywhere, at AWS, Azure, Google Cloud. It allows us to have a consistent experience across three different cloud providers, and we can manage that in code. So our developers can focus on delivering services, not trying to learn the intricacies of Amazon, Azure, and Google, and figure out how to deliver services on those three clouds with all of their differences. >> Just a follow up on that, is it, now, so I presume it sounds like there's a PaaS layer there to allow you guys to have a consistent experience across clouds and up to the edge, you know, wherever. Is that, is that correct? >> Yeah, so we've basically built, more or less, platform engineering. This is the new hot phrase. You know, Kubernetes has made a lot of things easy for us because we've built a platform that our developers can lean on, and they only have to learn one way of deploying their application, managing their application. And so that just gets all of the underlying infrastructure out of the way and lets them focus on delivering Influx Cloud. >> Yeah, and I know I'm taking a little bit of a tangent, but is that, I'll call it a PaaS layer if I can use that term, are there specific attributes to Influx DB, or is it kind of just generally off the shelf PaaS? You know, is there any purpose built capability there that is value add, or is it pretty much generic? >> So we really build, we look at things with a build versus buy, through a build versus buy lens. Some things we want to leverage, cloud provider services for instance, Postgres databases for metadata perhaps, get that off of our plate, let someone else run that. We're going to deploy a platform that our engineers can deliver on, that has consistency, that is all generated from code that we can, as an SRE group, as an ops team, that we can manage with very few people really, and we can stamp out clusters across multiple regions in no time. >> So how, so sometimes you build, sometimes you buy it. How do you make those decisions, and what does that mean for the platform and for customers? >> Yeah, so what we're doing is, it's like everybody else will do. We're looking for trade offs that make sense. You know, we really want to protect our customers' data. So we look for services that support our own software with the most uptime, reliability, and durability we can get. Some things are just going to be easier to have a cloud provider take care of on our behalf. We make that transparent for our own team. And of course for customers, you don't even see that, but we don't want to try to reinvent the wheel. Like I had had mentioned with SQL data storage for metadata perhaps. Let's build on top of what these three large cloud providers have already perfected, and we can then focus on our platform engineering, and we can have our developers then focus on the Influx Data software, Influx Cloud software. >> So take it to the customer level. What does it mean for them? What's the value that they're going to get out of all these innovations that we've been been talking about today? And what can they expect in the future? >> So first of all, people who use the OSS product are really going to be at home on our cloud platform. You can run it on your desktop machine, on a single server, what have you. But then you want to scale up. We have some 270 terabytes of data across over 4 billion series keys that people have stored. So there's a proven ability to scale. Now, in terms of the open source software, and how we've developed the platform, you're getting highly available, high cardinality time series platform. We manage it, and really as I mentioned earlier, we can keep up with the state of the art. We keep reinventing. We keep deploying things in real time. We deploy to our platform every day repeatedly, all the time. And it's that continuous deployment that allows us to continue testing things in flight, rolling things out that change, new features, better ways of doing deployments, safer ways of doing deployments. All of that happens behind the scenes. And we had mentioned earlier Kubernetes, I mean that allows us to get that done. We couldn't do it without having that platform as a base layer for us to then put our software on. So we iterate quickly. When you're on the Influx Cloud platform, you really are able to take advantage of new features immediately. We roll things out every day. And as those things go into production, you have the ability to use them. And so in the end, we want you to focus on getting actionable insights from your data instead of running infrastructure. You know, let us do that for you. >> And that makes sense, but so is the, are the innovations that we're talking about in the evolution of Influx DB, do you see that as sort of a natural evolution for existing customers? Is it, I'm sure the answer is both, but is it opening up new territory for customers? Can you add some color to that? >> Yeah, it really is. It's a little bit of both. Any engineer will say, well, it depends. So cloud native technologies are really the hot thing. IoT, industrial IoT especially, people want to just shove tons of data out there and be able to do queries immediately, and they don't want to manage infrastructure. What we've started to see are people that use the cloud service as their data store backbone, and then they use edge computing with our OSS product to ingest data from say multiple production lines and down-sample that data, send the rest of that data off to Influx Cloud where the heavy processing takes place. So really us being in all the different clouds and iterating on that, and being in all sorts of different regions allows for people to really get out of the business of trying to manage that big data, have us take care of that. And of course, as we change the platform, end users benefit from that immediately. >> And so obviously, taking away a lot of the heavy lifting for the infrastructure, would you say the same thing about security, especially as you go out to IoT and the edge? How should we be thinking about the value that you bring from a security perspective? >> Yeah, we take security super seriously. It's built into our DNA. We do a lot of work to ensure that our platform is secure, that the data we store is kept private. It's of course always a concern. You see in the news all the time companies being compromised. You know, that's something that you can have an entire team working on, which we do, to make sure that the data that you have, whether it's in transit, whether it's at rest, is always kept secure, is only viewable by you. You look at things like software bill of materials. If you're running this yourself, you have to go vet all sorts of different pieces of software. And we do that, you know, as we use new tools. That's something that's just part of our jobs, to make sure that the platform that we're running has fully vetted software. And with open source especially, that's a lot of work. And so it's definitely new territory. Supply chain attacks are definitely happening at a higher clip than they used to. But that is really just part of a day in the life for folks like us that are building platforms. >> Yeah, and that's key. I mean, especially when you start getting into the, you know, we talk about IoT and the operations technologies, the engineers running that infrastructure. You know, historically, as you know, Tim, they would air gap everything. That's how they kept it safe. But that's not feasible anymore. Everything's >> Can't do that. >> connected now, right? And so you've got to have a partner that is, again, take away that heavy lifting to R and D so you can focus on some of the other activities. All right. Give us the last word and the key takeaways from your perspective. >> Well, you know, from my perspective, I see it as a a two lane approach. With Influx, with any any time series data, you know, you've got a lot of stuff that you're going to run on-prem. What you mentioned, air gaping, sure there's plenty of need for that, but at the end of the day, people that don't want to run big data centers, people that want to entrust their data to a company that's got a full platform set up for them that they can build on, send that data over to the cloud. The cloud is not going away. I think a more hybrid approach is where the future lives, and that's what we're prepared for. >> Tim, really appreciate you coming to the program. Great stuff. Good to see you. >> Thanks very much. Appreciate it. >> Okay, in a moment, I'll be back to wrap up today's session. You're watching the Cube. (gentle music)

>>And welcome back to the cubes coverage of a, of us. Reinforc here in Boston, Massachusetts. I'm John furrier. We're here for a great interview on the next generation topic of state of industrial security. We have two great guests, Tim Jefferson, senior vice president data network and application security at Barracuda. And Cenon Aron vice president of zero trust engineering at Barracuda. Gentlemen. Thanks for coming on the queue. Talk about industrial security. >>Yeah, thanks for having us. >>So one of the, one of the big things that's going on, obviously you got zero trust. You've got trusted, trusted software supply chain challenges. You've got hardware mattering more than ever. You've got software driving everything, and all this is talking about industrial, you know, critical infrastructure. We saw the oil pipeline had a hack and ransomware attack, and that's just constant barrage of threats in the industrial area. And all the data is pointing to that. This area is gonna be fast growth machine learning's kicking in automation is coming in. You see a huge topic, huge growth trend. What is the big story going on here? >>Yeah, I think at a high level, you know, we did a survey and saw that, you know, over 95% of the organizations are experiencing, you know, security challenges in this space. So, you know, the blast radius in the, of the, the interface that this creates so many different devices and things and objects that are getting network connected now create a huge challenge for security teams to kind of get their arms around that. >>Yeah. And I can add that, you know, majority of these incidents that, that these organizations suffer lead to significant downtime, right? And we're talking about operational technology here, you know, lives depend on, on these technologies, right? Our, our wellbeing everyday wellbeing depend on those. So, so that is a key driver of initiatives and projects to secure industrial IOT and operational technologies in, in these businesses. >>Well, it's great to have both of you guys on, you know, Tim, you know, you had a background at AWS and sit on your startup, founder, soldier, coming to Barracuda, both very experienced, seeing the ways before in this industry. And I'd like to, if you don't mind talk about three areas, remote access, which we've seen in huge demand with, with the pandemic and the out, coming out with the hybrid and certainly industrial, that's a big part of it. And then secondly, that the trend of clear commitment from enterprises to have in a public cloud component, and then finally the secure access edge, you know, with SAS business models, securing these things, these are the three hot areas let's go into the first one, remote access. Why is this important? It seems that this is the top priority for having immediate attention on what's the big challenge here? Is it the most unsecure? Is it the most important? What, why is this relevant? >>So now I'll let you jump in there. >>Yeah, sure. Happy to. I mean, if you think about it, especially now, we've been through a, a pandemic shelter in place cycle for almost two years. It, it becomes essentially a business continuity matter, right? You do need remote access. We also seen a tremendous shift in hiring the best talent, wherever they are, right. Onboarding them and bringing the talent into, into, into, into businesses that have maybe a lot more distributed environments than traditionally. So you have to account for remote access in every part of everyday life, including industrial technologies, you need remote support, right? You need vendors that might be overseas providing you, you know, guidance and support for these technologies. So remote support is every part of life. Whether you work from home, you work on your, on the go, or you are getting support from a vendor that happens to be in Germany, you know, teleporting into your environment in Hawaii. You know, all these things are essentially critical parts of everyday life. Now >>Talk about ZT and a zero trust network access is a, this is a major component for companies. Obviously, you know, it's a position taking trust and verifies. One other approach, zero trust is saying, Hey, I don't trust you. Take us through why that's important. Why is zero trust network access important in this area? >>Yeah. I mean, I could say that traditionally remote access, if you think about infancy of the internet in the nineties, right? It was all about encryption in, in transit, right? You were all about internet was vastly clear text, right? We didn't have even SSL TLS, widely distributed and, and available. So when VPNs first came out, it was more about preventing sniffing, clear tech clear text information from, from, from the network, right? It was more about securing the, the transport, but now that kind of created a, a big security control gap, which implicitly trusted user users, once they are teleported into a remote network, right? That's the essence of having a remote access session you're brought from wherever you are into an internal network. They implicitly trust you that simply breakdown over time because you are able to compromise end points relatively easily using browser exploits. >>You know, so, so for supply chain issues, water hole attacks, and leverage the existing VPN tunnels to laterally move into the organization from within the network, you literally move in further and further and further down, you know, down the network, right? So the VPN needed a, a significant innovation. It was meant to be securing packets and transit. It was all about an encryption layer, but it had an implicit trust problem with zero trust. We turn it into an explicit trust problem, right? Explicit trust concept, ideally. Right? So you are, who do you say you are? And you are authorized to access only to things that you need to access to get the work done. >>So you're talking about granular levels versus the one time database look up you're in >>That's right. >>Tim, talk about the OT it side of this equation of industrial, because it, you know, is IP based, networking, OT have been purpose built, you know, maybe some proprietary technology yeah. That connects to the internet internet, but it's mainly been secure. Those have come together over the years and now with no perimeter security, how is this world evolving? Because there's gonna be more cloud there, be more machine learning, more hybrid on premise, that's going on almost a reset if you will. I mean, is it a reset? What's the, what's the situation. >>Yeah. I think, you know, in typical human behavior, you know, there's a lot of over rotation going on. You know, historically a lot of security controls are all concentrated in a data center. You know, a lot of enterprises had very large sophisticated well-established security stacks in a data center. And as those applications kind of broke down and, and got rearchitected for the cloud, they got more modular, they got more distributed that centralized security stack became an anti pattern. So now this kind of over rotation, Hey, let's take this stack and, and put it up in the cloud. You know, so there's lots of names for this secure access, service edge, you know, secure service edge. But in the end, you know, you're taking your controls and, and migrating them into the cloud. And, you know, I think ultimately this creates a great opportunity to embrace some of security, best practices that were difficult to do in some of the legacy architectures, which is being able to push your controls as far out to the edge as possible. >>And the interesting thing about OT and OT now is just how far out the edge is, right? So instead of being, you know, historically it was the branch or user edge, remote access edge, you know, Syon mentioned that you, you have technologies that can VPN or bring those identities into those networks, but now you have all these things, you know, partners, devices. So it's the thing, edge device edge, the user edge. So a lot more fidelity and awareness around who users are. Cause in parallel, a lot of the IDP and I IBM's platforms have really matured. So marrying those concepts of this, this lot of maturity around identity management yeah. With device in and behavior management into a common security framework is really exciting. But of course it's very nascent. So people are, it's a difficult time getting your arms around >>That. It's funny. We were joking about the edge. We just watching the web telescope photos come in the deep space, the deep edge. So the edge is continuing to be pushed out. Totally see that. And in fact, you know, one of the things we're gonna, we're gonna talk about this survey that you guys had done by an independent firm has a lot of great data. I want to unpack that, but one of the things that was mentioned in there, and I'll get, I wanna get your both reaction to this is that virtually all organizations are committing to the public cloud. Okay. I think it was like 96% or so was the stat. And if you combine in that, the fact that the edge is expanding, the cloud model is evolving at the edge. So for instance, a building, there's a lot behind it. You know, how far does it go? So we don't and, and what is the topology because the topology seem to change too. So there's this growth and change where we need cloud operations, DevOps at, at the edge and the security, but it's changing. It's not pure cloud, but it's cloud. It has to be compatible. What's your reaction to that, Tim? I mean, this is, this is a big part of the growth of industrial. >>Yeah. I think, you know, if you think about, there's kind of two exciting developments that I would think of, you know, obviously there's this increase to the surface area, the tax surface areas, people realize, you know, it's not just laptops and devices and, and people that you're trying to secure, but now they're, you know, refrigerators and, you know, robots and manufacturing floors that, you know, could be compromised, have their firmware updated or, you know, be ransomware. So this a huge kind of increase in surface area. But a lot of those, you know, industrial devices, weren't built around the concept with network security. So kind of bolting on, on thinking through how can you secure who and what ultimately has access to those, to those devices and things. And where is the control framework? So to your point, the control framework now is typically migrated now into public cloud. >>These are custom applications, highly distributed, highly available, very modular. And then, you know, so how do you, you know, collect the telemetry or control information from these things. And then, you know, it creates secure connections back into these, these control applications, which again, are now migrated to public cloud. So you have this challenge, you know, how do you secure? We were talking about this last time we discussed, right. So how do you secure the infrastructure that I've, I've built in deploying now, this control application and in public cloud, and then connect in with this, this physical presence that I have with these, you know, industrial devices and taking telemetry and control information from those devices and bringing it back into the management. And this kind marries again, back into the remote axis that Sunan was mentioning now with this increase awareness around the efficacy of ransomware, we are, you know, we're definitely seeing attackers going after the management frameworks, which become very vulnerable, you know, and they're, they're typically just unprotected web applications. So once you get control of the management framework, regardless of where it's hosted, you can start moving laterally and, and causing some damage. >>Yeah. That seems to be the common thread. So no talk about, what's your reaction to that because, you know, zero trust, if it's evolving and changing, you, you gotta have zero trust you. I didn't even know it's out there and then it gets connected. How do you solve that problem? Cuz you know, there's a lot of surface area that's evolving all the OT stuff and the new, it, what's the, what's the perspective and posture that the clients your clients are having and customers. Well, >>I, I think they're having this conversation about further mobilizing identity, right? We did start with, you know, user identity that become kind of the first foundational building block for any kind of zero trust implementation. You work with, you know, some sort of SSO identity provider, you get your, you sync with your user directories, you have a single social truth for all your users. >>You authenticate them through an identity provider. However that didn't quite cut it for industrial OT and OT environments. So you see like we have the concept of hardware machines, machine identities now become an important construct, right? The, the legacy notion of being able to put controls and, and, and, and rules based on network constructs doesn't really scale anymore. Right? So you need to have this concept of another abstraction layer of identity that belongs to a service that belongs to an application that belongs to a user that belongs to a piece of hardware. Right. And then you can, yeah. And then you can build a lot more, of course, scalable controls that basically understand the, the trust relation between these identities and enforce that rather than trying to say this internal network can talk to this other internal network through a, through a network circuit. No, those things are really, are not scalable in this new distributed landscape that we live in today. So identity is basically going to operationalize zero trust and a lot more secure access going forward. >>And that's why we're seeing the sassy growth. Right. That's a main piece of it. Is that what you, what you're seeing too? I mean, that seems to be the, the approach >>I think like >>Go >>Ahead to, yeah. I think like, you know, sassy to me is really about, you know, migrating and moving your security infrastructure to the cloud edge, you know, as we talked to the cloud, you know, and then, you know, do you funnel all ingress and egress traffic through this, you know, which is potentially an anti pattern, right? You don't wanna create, you know, some brittle constraint around who and what has access. So again, a security best practices, instead of doing all your enforcement in one place, you can distribute and push your controls out as far to the edge. So a lot of SASI now is really around centralizing policy management, which is the big be one of the big benefits is instead of having all these separate management plans, which always difficult to be very federated policy, right? You can consolidate your policy and then decide mechanism wise how you're gonna instrument those controls at the edge. >>So I think that's the, the real promise of, of the, the sassy movement and the, I think the other big piece, which you kind of touched on earlier is around analytics, right? So it creates an opportunity to collect a whole bunch of telemetry from devices and things, behavior consumption, which is, which is a big, common, best practice around once you have SA based tools that you can instrument in a lot of visibility and how users and devices are behaving in being operated. And to Syon point, you can marry that in with their identity. Yeah. Right. And then you can start building models around what normal behavior is and, you know, with very fine grain control, you can, you know, these types of analytics can discover things that humans just can't discover, you know, anomalous behavior, any kind of indicators are compromised. And those can be, you know, dynamic policy blockers. >>And I think sun's point about what he was talking about, talks about the, the perimeters no longer secure. So you gotta go to the new way to do that. Totally, totally relevant. I love that point. Let me ask you guys a question on the, on the macro, if you don't mind, how concerned are you guys on the current threat landscape in the geopolitical situation in terms of the impact on industrial IOT in this area? >>So I'll let you go first. Yeah. >>I mean, it's, it's definitely significantly concerning, especially if now with the new sanctions, there's at least two more countries being, you know, let's say restricted to participate in the global economic, you know, Mar marketplace, right? So if you look at North Korea as a pattern, since they've been isolated, they've been sanctioned for a long time. They actually double down on rents somewhere to even fund state operations. Right? So now that you have, you know, BES be San Russia being heavily sanctioned due to due to their due, due to their activities, we can envision more increase in ransomware and, you know, sponsoring state activities through illegal gains, through compromising, you know, pipelines and, you know, industrial, you know, op operations and, and seeking large payouts. So, so I think the more they will, they're ized they're pushed out from the, from the global marketplace. There will be a lot more aggression towards critical infrastructure. >>Oh yeah. I think it's gonna ignite more action off the books, so to speak as we've seen. Yeah. We've >>Seen, you know, another point there is, you know, Barracuda also runs a, a backup, you know, product. We do a, a purpose built backup appliance and a cloud to cloud backup. And, you know, we've been running this service for over a decade. And historically the, the amount of ransomware escalations that we got were very slow, you know, is whenever we had a significant one, helping our customers recover from them, you know, you know, once a month, but over the last 18 months, this is routine now for us, this is something we deal with on a daily basis. And it's becoming very common. You know, it's, it's been a well established, you know, easily monetized route to market for the bad guys. And, and it's being very common now for people to compromise management planes, you know, they use account takeover. And the first thing they're doing is, is breaking into management planes, looking at control frameworks. And then first thing they'll do is delete, you know, of course the backups, which this sort of highlights the vulnerability that we try to talk to our customers about, you know, and this affects industrial too, is the first thing you have to do is among other things, is, is protect your management planes. Yeah. And putting really fine grain mechanisms like zero trust is, is a great, >>Yeah. How, how good is backup, Tim, if you gets deleted first is like no backup. There it is. So, yeah. Yeah. Air gaping. >>I mean, obviously that's kinda a best practice when you're bad guys, like go in and delete all the backups. So, >>And all the air gaps get in control of everything. Let me ask you about the, the survey pointed out that there's a lot of security incidents happening. You guys pointed that out and discussed a little bit of it. We also talked about in the survey, you know, the threat vectors and the threat landscape, the common ones, ransomware was one of them. The area that I liked, what that was interesting was the, the area that talked about how organizations are investing in security and particularly around this, can you guys share your thoughts on how you see the, the market, your customers and, and the industry investing? What are they investing in? What stage are they in when it comes to IOT and OT, industrial IOT and OT security, do they do audits? Are they too busy? I mean, what's the state of their investment thesis progress of, of, of how they're investing in industrial IOT? >>Yeah. Our, our view is, you know, we have a next generation product line. We call, you know, our next, our cloud chain firewalls. And we have a form factor that sports industrial use cases we call secure connectors. So it's interesting that if you, what we learned from that business is a tremendous amount of bespoke efforts at this point, which is sort of indicative of a, of a nascent market still, which is related to another piece of information I thought was really interested in the survey that I think it was 93% of the, the participants, the enterprises had a failed OT initiative, you know, that, you know, people tried to do these things and didn't get off the ground. And then once we see build, you know, strong momentum, you know, like we have a, a large luxury car manufacturer that uses our secure connectors on the, on the robots, on the floor. >>So well established manufacturing environments, you know, building very sophisticated control frameworks and, and security controls. And, but again, a very bespoke effort, you know, they have very specific set of controls and specific set of use cases around it. So it kind of reminds me of the late nineties, early two thousands of people trying to figure out, you know, networking and the blast radi and networking and, and customers, and now, and a lot of SI are, are invested in this building, you know, fast growing practices around helping their customers build more robust controls in, in helping them manage those environments. So, yeah, I, I think that the market is still fairly nascent >>From what we seeing, right. But there are some encouraging, you know, data that shows that at least helpful of the organizations are actively pursuing. There's an initiative in place for OT and a, you know, industrial IOT security projects in place, right. They're dedicating time and resources and budget for this. And, and in, in regards to industries, verticals and, and geographies oil and gas, you know, is, is ahead of the curve more than 50% responded to have the project completed, which I guess colonial pipeline was the, you know, the call to arms that, that, that was the big, big, you know, industrial, I guess, incident that triggered a lot of these projects to be accelerating and, and, you know, coming to the finish line as far as geographies go DACA, which is Germany, Austria, Switzerland, and of course, north America, which happens to be the industrial powerhouses of, of the world. Well, APAC, you know, also included, but they're a bit behind the curve, which is, you know, that part is a bit concerning, but encouragingly, you know, Western Europe and north America is ahead of these, you know, projects. A lot of them are near completion or, or they're in the middle of some sort of an, you know, industrial IOT security project right >>Now. I'm glad you brought the colonial pipeline one and, and oil and gas was the catalyst. Again, a lot of, Hey, scared that better than, than me kinda attitude, better invest. So I gotta ask you that, that supports Tim's point about the management plane. And I believe on that hack or ransomware, it wasn't actually control of the pipeline. It was control over the management billing, and then they shut down the pipeline cuz they were afraid it was gonna move over. So it wasn't actually the critical infrastructure itself to your point, Tim. >>Yeah. It's hardly over the critical infrastructure, by the way, you always go through the management plane, right. It's such an easier lying effort to compromise because it runs on an endpoint it's standard endpoint. Right? All this control software will, will be easier to get to rather than the industrial hardware itself. >>Yeah. It's it's, it's interesting. Just don't make a control software at the endpoint, put it zero trust. So down that was a great point. Oh guys. So really appreciate the time and the insight and, and the white paper's called NETEC it's on the Barracuda. Netex industrial security in 2022. It's on the barracuda.com website Barracuda network guys. So let's talk about the read force event hasn't been around for a while cuz of the pandemic we're back in person what's changed in 2019 a ton it's like security years is not dog years anymore. It's probably dog times too. Right. So, so a lot's gone on where are we right now as an industry relative to the security cybersecurity. Could you guys summarize kind of the, the high order bit on where we are today in 2022 versus 2019? >>Yeah, I think, you know, if you look at the awareness around how to secure infrastructure in applications that are built in public cloud in AWS, it's, you know, exponentially better than it was. I think I remember when you and I met in 2018 at one of these conferences, you know, there were still a lot of concerns, whether, you know, IAS was safe, you know, and I think the amount of innovation that's gone on and then the amount of education and awareness around how to consume, you know, public cloud resources is amazing. And you know, I think that's facilitated a lot of the fast growth we've seen, you know, the consistent, fast growth that we've seen across all these platforms >>Say that what's your reaction to the, >>I think the shared responsibility model is well understood, you know, and, and, and, and we can see a lot more implementation around, you know, CSBM, you know, continuously auditing the configurations in these cloud environments become a, a standard table stake, you know, investment from every stage of any business, right? Whether from early state startups, all the way to, you know, public companies. So I think it's very well understood and, and the, and the investment has been steady and robust when it comes to cloud security. We've been busy, you know, you know, helping our customers and AWS Azure environments and, and others. So I, I think it's well understood. And, and, and we are on a very optimistic note actually in a good place when it comes to public cloud. >>Yeah. A lot of great momentum, a lot of scale and data act out there. People sharing data, shared responsibility. Tim is in, thank you for sharing your insights here in this cube segment coverage of reinforce here in Boston. Appreciate it. >>All right. Thanks for having >>Us. Thank you. >>Okay, everyone. Thanks for watching the we're here at the reinforced conference. AWS, Amazon web services reinforced. It's a security focused conference. I'm John furier host of the cube. We'd right back with more coverage after the short break.

(upbeat music) >> Hello, everyone, welcome to theCUBE's presentation of the AWS Startup Showcase. We're in Season two, Episode three, and this is the topic of MarTech and the Emerging Cloud-Scale Customer Experiences, the ongoing coverage of AWS's ecosystem of large scale growth and new companies and growing companies. I'm your host, John Furrier. We're excited to have Tim Barnes, Global Director, General Manager of Advertiser and Marketing at AWS here doing the keynote cloud-scale customer experience. Tim, thanks for coming on. >> Oh, great to be here and thank you for having me. >> You've seen many cycles of innovation, certainly in the ad tech platform space around data, serving consumers and a lot of big, big scale advertisers over the years as the Web 1.0, 2.0, now 3.0 coming, cloud-scale, roll of data, all big conversations changing the game. We see things like cookies going away. What does this all mean? Silos, walled gardens, a lot of new things are impacting the applications and expectations of consumers, which is also impacting the folks trying to reach the consumers. And this is kind of creating a kind of a current situation, which is challenging, but also an opportunity. Can you share your perspective of what this current situation is, as the emerging MarTech landscape emerges? >> Yeah, sure, John, it's funny in this industry, the only constant has changed and it's an ever-changing industry and never more so than right now. I mean, we're seeing with whether it's the rise of privacy legislation or just breach of security of data or changes in how the top tech providers and browser controllers are changing their process for reaching customers. This is an inflection point in the history of both ad tech and MarTech. You hit the nail on the head with cookie deprecation, with Apple removing IDFA, changes to browsers, et cetera, we're at an interesting point. And by the way, we're also seeing an explosion of content sources and ability to reach customers that's unmatched in the history of advertising. So those two things are somewhat at odds. So whether we see the rise of connected television or digital out of home, you mentioned Web 3.0 and the opportunities that may present in metaverse, et cetera, it's an explosion of opportunity, but how do we continue to connect brands with customers and do so in a privacy compliant way? And that's really the big challenge we're facing. One of the things that I see is the rise of modeling or machine learning as a mechanism to help remove some of these barriers. If you think about the idea of one-to-one targeting, well, that's going to be less and less possible as we progress. So how am I still as a brand advertiser or as a targeted advertiser, how am I going to still reach the right audience with the right message in a world where I don't necessarily know who they are. And modeling is a really key way of achieving that goal and we're seeing that across a number of different angles. >> We've always talked about on the ad tech business for years, it's the behemoth of contextual and behavioral, those dynamics. And if you look at the content side of the business, you have now this new, massive source of new sources, blogging has been around for a long time, you got video, you got newsletters, you got all kinds of people, self-publishing, that's been around for a while, right? So you're seeing all these new sources. Trust is a big factor, but everyone wants to control their data. So this walled garden perpetuation of value, I got to control my data, but machine learning works best when you expose data, so this is kind of a paradox. Can you talk about the current challenge here and how to overcome it because you can't fight fashion, as they say, and we see people kind of going down this road as saying, data's a competitive advantage, but I got to figure out a way to keep it, own it, but also share it for the machine learning. What's your take on that? >> Yeah, I think first and foremost, if I may, I would just start with, it's super important to make that connection with the consumer in the first place. So you hit the nail on the head for advertisers and marketers today, the importance of gaining first party access to your customer and with permission and consent is paramount. And so just how you establish that connection point with trust and with very clear directive on how you're going to use the data has never been more important. So I would start there if I was a brand advertiser or a marketer, trying to figure out how I'm going to better connect with my consumers and get more first party data that I could leverage. So that's just building the scale of first party data to enable you to actually perform some of the types of approaches we'll discuss. The second thing I would say is that increasingly, the challenge exists with the exchange of the data itself. So if I'm a data control, if I own a set of first party data that I have consent with consumers to use, and I'm passing that data over to a third party, and that data is leaked, I'm still responsible for that data. Or if somebody wants to opt out of a communication and that opt out signal doesn't flow to the third party, I'm still liable, or at least from the consumer's perspective, I've provided a poor customer experience. And that's where we see the rise of the next generation, I call it of data clean rooms, the approaches that you're seeing, a number of customers take in terms of how they connect data without actually moving the data between two sources. And we're seeing that as certainly a mechanism by which you can preserve accessibility data, we call that federated data exchange or federated data clean rooms and I think you're seeing that from a number of different parties in the industry. >> That's awesome, I want to get into the data interoperability because we have a lot of startups presenting in this episode around that area, but why I got you here, you mentioned data clean room. Could you define for us, what is a federated data clean room, what is that about? >> Yeah, I would simply describe it as zero data movement in a privacy and secure environment. To be a little bit more explicit and detailed, it really is the idea that if I'm a party A and I want to exchange data with party B, how can I run a query for analytics or other purposes without actually moving data anywhere? Can I run a query that has accessibility to both parties, that has the security and the levels of aggregation that both parties agree to and then run the query and get those results sets back in a way that it actually facilitates business between the two parties. And we're seeing that expand with partners like Snowflake and InfoSum, even within Amazon itself, AWS, we have data sharing capabilities within Redshift and some of our other data-led capabilities. And we're just seeing explosion of demand and need for customers to be able to share data, but do it in a way where they still control the data and don't ever hand it over to a third party for execution. >> So if I understand this correctly, this is kind of an evolution to kind of take away the middleman, if you will, between parties that used to be historically the case, is that right? >> Yeah, I'd say this, the middleman still exists in many cases. If you think about joining two parties' data together, you still have the problem of the match key. How do I make sure that I get the broadest set of data to match up with the broadest set of data on the other side? So we have a number of partners that provide these types of services from LiveRamp, TransUnion, Experian, et cetera. So there's still a place for that so-called middleman in terms of helping to facilitate the transaction, but as a clean room itself, I think that term is becoming outdated in terms of a physical third party location, where you push data for analysis, that's controlled by a third party. >> Yeah, great clarification there. I want to get into this data interoperability because the benefits of AWS and cloud scales we've seen over the past decade and looking forward is, it's an API based economy. So APIs and microservices, cloud native stuff is going to be the key to integration. And so connecting people together is kind of what we're seeing as the trend. People are connecting their data, they're sharing code in open source. So there's an opportunity to connect the ecosystem of companies out there with their data. Can you share your view on this interoperability trend, why it's important and what's the impact to customers who want to go down this either automated or programmatic connection oriented way of connecting data. >> Never more important than it has been right now. I mean, if you think about the way we transact it and still too today do to a certain extent through cookie swaps and all sorts of crazy exchanges of data, those are going away at some point in the future; it could be a year from now, it could be later, but they're going away. And I think that that puts a great amount of pressure on the broad ecosystem of customers who transact for marketers, on behalf of marketers, both for advertising and marketing. And so data interoperability to me is how we think about providing that transactional layer between multiple parties so that they can continue to transact in a way that's meaningful and seamless, and frankly at lower cost and at greater scale than we've done in the past with less complexity. And so, we're seeing a number of changes in that regard, whether that's data sharing and data clean rooms or federated clean rooms, as we described earlier, whether that's the rise of next generation identity solutions, for example, the UID 2.0 Consortium, which is an effort to use hashed email addresses and other forms of identifiers to facilitate data exchange for the programmatic ecosystem. These are sort of evolutions based on this notion that the old world is going away, the new world is coming, and part of that is how do we connect data sources in a more seamless and frankly, efficient manner. >> It's almost interesting, it's almost flipped upside down, you had this walled garden mentality, I got to control my data, but now I have data interoperability. So you got to own and collect the data, but also share it. This is going to kind of change the paradigm around my identity platforms, attributions, audience, as audiences move around, and with cookies going away, this is going to require a new abstraction, a new way to do it. So you mentioned some of those standards. Is there a path in this evolution that changes it for the better? What's your view on this? What do you see happening? What's going to come out of this new wave? >> Yeah, my father was always fond of telling me, "The customer, my customers is my customer." And I like to put myself in the shoes of the Marc Pritchards of the world at Procter & Gamble and think, what do they want? And frankly, their requirements for data and for marketing have not changed over the last 20 years. It's, I want to reach the right customer at the right time, with the right message and I want to be able to measure it. In other words, summarizing, I want omnichannel execution with omnichannel measurement, and that's become increasingly difficult as you highlighted with the rise of the walled gardens and increasingly data living in silos. And so I think it's important that we, as an industry start to think about what's in the best interest of the one customer who brings virtually 100% of the dollars to this marketplace, which is the CMO and the CMO office. And how do we think about returning value to them in a way that is meaningful and actually drives its industry forward. And I think that's where the data operability piece becomes really important. How do we think about connecting the omnichannel channels of execution? How do we connect that with partners who run attribution offerings with machine learning or partners who provide augmentation or enrichment data such as third party data providers, or even connecting the buy side with the sell side in a more efficient manner? How do I make that connection between the CMO and the publisher in a more efficient and effective way? And these are all challenges facing us today. And I think at the foundational layer of that is how do we think about first of all, what data does the marketer have, what is the first party data? How do we help them ethically source and collect more of that data with proper consent? And then how do we help them join that data into a variety of data sources in a way that they can gain value from it. And that's where machine learning really comes into play. So whether that's the notion of audience expansion, whether that's looking for some sort of cohort analysis that helps with contextual advertising, whether that's the notion of a more of a modeled approach to attribution versus a one-to-one approach, all of those things I think are in play, as we think about returning value back to that customer of our customer. >> That's interesting, you broke down the customer needs in three areas; CMO office and staff, partners ISV software developers, and then third party services. Kind of all different needs, if you will, kind of tiered, kind of at the center of that's the user, the consumer who have the expectations. So it's interesting, you have the stakeholders, you laid out kind of those three areas as to customers, but the end user, the consumer, they have a preference, they kind of don't want to be locked into one thing. They want to move around, they want to download apps, they want to play on Reddit, they want to be on LinkedIn, they want to be all over the place, they don't want to get locked in. So you have now kind of this high velocity user behavior. How do you see that factoring in, because with cookies going away and kind of the convergence of offline-online, really becoming predominant, how do you know someone's paying attention to what and when attention and reputation. All these things seem complex. How do you make sense of it? >> Yeah, it's a great question. I think that the consumer as you said, finds a creepiness factor with a message that follows them around their various sources of engagement with content. So I think at first and foremost, there's the recognition by the brand that we need to be a little bit more thoughtful about how we interact with our customer and how we build that trust and that relationship with the customer. And that all starts with of course, opt-in process consent management center but it also includes how we communicate with them. What message are we actually putting in front of them? Is it meaningful, is it impactful? Does it drive value for the customer? I think we've seen a lot of studies, I won't recite them that state that most consumers do find value in targeted messaging, but I think they want it done correctly and there in lies the problem. So what does that mean by channel, especially when we lose the ability to look at that consumer interaction across those channels. And I think that's where we have to be a little bit more thoughtful with frankly, kind of going back to the beginning with contextual advertising, with advertising that perhaps has meaning, or has empathy with the consumer, perhaps resonates with the consumer in a different way than just a targeted message. And we're seeing that trend, we're seeing that trend both in television, connected television as those converge, but also as we see about connectivity with gaming and other sort of more nuanced channels. The other thing I would say is, I think there's a movement towards less interruptive advertising as well, which kind of removes a little bit of those barriers for the consumer and the brand to interact. And whether that be dynamic product placement, content optimization, or whether that be sponsorship type opportunities within digital. I think we're seeing an increased movement towards those types of executions, which I think will also provide value to both parties. >> Yeah, I think you nailed it there. I totally agree with you on the contextual targeting, I think that's a huge deal and that's proven over the years of providing benefit. People, they're trying to find what they're looking for, whether it's data to consume or a solution they want to buy. So I think that all kind of ties together. The question is these three stakeholders, the CMO office and staff you mentioned, and the software developers, apps, or walled gardens, and then like ad servers as they come together, have to have standards. And so, I think to me, I'm trying to squint through all the movement and the shifting plates that are going on in the industry and trying to figure out where are the dots connecting? And you've seen many cycles of innovation at the end of the day, it comes down to who can perform best for the end user, as well as the marketers and advertisers, so that balance. What's your view on this shift? It's going to land somewhere, it has to land in the right area, and the market's very efficient. I mean, this ad market's very efficient. >> Yeah, I mean, in some way, so from a standards perspective, I support and we interact extensively with the IB and other industry associations on privacy enhancing technologies and how we think about these next generations of connection points or identifiers to connect with consumers. But I'd say this, with respect to the CMO, and I mentioned the publisher earlier, I think over the last 10 years with the rise of programmatic, certainly we saw the power reside mostly with the CMO who was able to amass a large pool of cookies or purchase a large sort of cohort of customers with cookie based attributes and then execute against that. And so almost a blind fashion to the publisher, the publisher was sort of left to say, "Hey, here's an opportunity, do you want to buy it or not?" With no real reason why the marketer might be buying that customer? And I think that we're seeing a shift backwards towards the publisher and perhaps a healthy balance between the two. And so, I do believe that over time, that we're going to see publishers provide a lot more, what I might almost describe as mini walled gardens. So the ability, great publisher or a set of publishers to create a cohort of customers that can be targeted through programmatic or perhaps through programmatic guaranteed in a way that it's a balance between the two. And frankly thinking about that notion of federated data clean rooms, you can see an approach where publishers are able to share their first party data with a marketer's first party data, without either party feeling like they're giving up something or passing all their value over to the other. And I do believe we're going to see some significant technology changes over the next three to four years. That really rely on that interplay between the marketer and the publisher in a way that it helps both sides achieve their goals, and that is, increasing value back to the publisher in terms of higher CPMs, and of course, better reach and frequency controls for the marketer. >> I think you really brought up a big point there we can maybe follow up on, but I think this idea of publishers getting more control and power and value is an example of the market filling a void and the power log at the long tail, it's kind of a straight line. Then it's got the niche kind of communities, it's growing in the middle there, and I think the middle of the torso of that power law is the publishers because they have all the technology to measure the journeys and the click throughs and all this traffic going on their platform, but they just need to connect to someone else. >> Correct. >> That brings in the interoperability. So, as a publisher ourselves, we see that long tail getting really kind of fat in the middle where new brands are going to emerge, if they have audience. I mean, some podcasts have millions of users and some blogs are attracting massive audience, niche audiences that are growing. >> I would say, just look at the rise of what we might not have considered publishers in the past, but are certainly growing as publishers today. Customers like Instacart or Uber who are creating ad platforms or gaming, which of course has been an ad supported platform for some time, but is growing immensely. Retail as a platform, of course, amazon.com being one of the biggest retail platforms with advertising supported models, but we're seeing that growth across the board for retail customers. And I think that again, there's never been more opportunities to reach customers. We just have to do it the right way, in the way that it's not offensive to customers, not creepy, if you want to call it that, and also maximizes value for both parties and that be both the buy and the sell side. >> Yeah, everyone's a publisher and everyone's a media company. Everyone has their own news network, everyone has their own retail, it's a completely new world. Tim, thanks for coming on and sharing your perspective and insights on this key note, Tim Barnes, Global Director, General Manager of Advertiser and Market at AWS here with the Episode three of Season two of the AWS Startup Showcase. I'm John Furrier, thanks for watching. (upbeat music)

>> Okay, welcome back to the portion of the program for customer lightning talks, where we chat with Armis' customers for a rapid fire five minute session on their Cisco perspectives and insights into cybersecurity. First up is Tim Everson, CISO of Kalahari resorts and conventions. Let's get it going. Hi, Tim. Welcome to theCUBE and Armis program, managing risk across your extended surface area. >> Thanks for having me appreciate it. >> So let's get going. So unified visibility across the extended asset serves as key. You can't secure what you can't see. Tell me about what you're able to centralize, your views on network assets and what is Armis doing from an impact standpoint that's had on your business? >> Sure. So traditionally basically you have all your various management platforms, your Cisco platforms, your Sims, your wireless platforms, all the different pieces and you've got a list of spare data out there and you've got to chase all of this data through all these different tools. Armis is fantastic and was really point blank dropping in place for us as far as getting access to all of that data all in one place and giving us visibility to everything. Basically opened the doors letting us see our customer wireless traffic, our internal traffic, our PCI traffic because we deal with credit cards, HIPAA, compliance, all this traffic, all these different places, all into one. >> All right, next up, vulnerability management is a big topic, across all assets, not just IT devices. The gaps are there in the current vulnerability management programs. How has Armis vulnerability management made things better for your business and what can you see now that you couldn't see before? >> So Armis gives me better visibility of the network side of these vulnerabilities. You have your Nessus vulnerability scanners, the things that look at machines, look at configurations and hard facts. Nessus gives you all those. But when you turn to Armis, Armis looks at the network perspective, takes all that traffic that it's seeing on the network and gives you the network side of these vulnerabilities. So you can see if something's trying to talk out to a specific port or to a specific host on the internet and Armis consolidates all that and gives you trusted sources of information to validate where those are coming from. >> When you take into account all the criticality of the different kinds of assets involved in a business operation and they're becoming more wider, especially with edge in other areas, how has the security workload changed? >> The security workload has increased dramatically, especially in hospitality. In our case, not only do we have hotel rooms and visitors and our guests, we also have a convention center that we deal with. We have water parks and fun things for people to do. Families and businesses alike. And so when you add all those things up and you add the wireless and you add the network and the audio video and all these different pieces that come into play with all of those things in hospitality and you add our convention centers on top of it, the footprint's just expanded enormously in the past few years. >> When you have a digital transformation in a use case like yours, it's very diverse. You need a robust network, you need a robust environment to implement SaaS solutions. No ages to deploy, no updates needed. You got to be in line with that to execute and scale. How easy was Armis to implement ease of use of simplicity, the plug and play? In other words, how quickly do you achieve this time to value? >> Oh goodness. We did a proof of concept about three months ago in one of our resort locations, we dropped in an Armis appliance and literally within the first couple hours of the appliance being on the network, we had data on 30 to 40,000 devices that were touching our network. Very quick and easy, very drop and plug and play and moving from the POC to production, same deal. We, we dropped in these appliances in site. Now we're seeing over 180,000 devices touching our networks within a given week. >> Armis has this global asset knowledge base, it's crowdsourced an a asset intelligent engine, it's a game changer. It tracks managed, unmanaged IOT devices. Were you shocked when you discovered how many assets they were able to discover and what impact did that have for you? >> Oh, absolutely. Not only do we have the devices that we have, but we have guests that bring things on site all the time, Roku TVs and players and Amazon Fire Sticks and all these different things that are touching our network and seeing those in real time and seeing how much traffic they're using we can see utilization, we can see exactly what's being brought on, we can see vehicles in our parking lot that have access points turned on. I mean, it's just amazing how much data this opened our eyes to that you know it's there but you don't ever see it. >> It's bring your own equipment to the resort just so you can watch all your Netflix, HDMI cable, everyone's doing it now. I mean, this is the new user behavior. Great insight. Anything more you'd want to say about Armis for the folks watching? >> I would say the key is they're very easy to work with. The team at Armis has worked very closely with me to get the integrations that we've put in place with our networking equipment, with our wireless, with different pieces of things and they're working directly with me to help integrate some other things that we've asked them to do that aren't there already. Their team is very open. They listen, they take everything that we have to say as a customer to heart and they really put a lot of effort into making it happen. >> All right, Tim. Well, thanks for your time. I'm John Furrier with theCUBE, the leader in enterprise tech coverage. Up next in this lightning talk session is Brian Gilligan, manager, security and Operations at Brookfield Properties. Thanks for watching.

(upbeat music) >> Hello, welcome to this CUBE Conversation here in Palo Alto, California. I'm John Furrier, host of theCUBE. We're here with Tim Everson, CISO at Kalahari Resorts & Conventions. Tim, great to see you. Thanks for coming on theCUBE. >> Thank you for having me. Looking forward to it. >> So, you know, RSA is going on this week. We're talking a lot about security. You've got a lot of conferences. Security is a big scale now across all enterprises, all businesses. You're in the hospitality, you got conventions. You're in the middle of it. You have an interesting environment. You've got a lot of diverse use cases. And you've got a lot of needs. They're always changing. I mean, you talk about change. You've got a network that has to be responsive, robust and support a lot of tough customers who want to have fun or do business. >> Exactly, yeah. We have customers that come in, that we were talking about this before the segment. And we have customers that come in that bring their own Roku Sticks their own Amazon devices. All these different things they bring in. You know, our resort customers need dedicated bandwidth. So they need dedicated network segments stood up at a moment's notice to do the things they're doing and run the shows they're showing. So it's never, never ending. It's constantly changing in our business. And there's just data galore to keep an eye on. So it's really interesting. >> Can you scope the scale of the current cybersecurity challenges these days in the industry? Because they're wide and far, they're deep. You got zero trust on one end, which is essentially don't trust anything. And then you got now on the software supply chain, things like more trust. So you got the conflict between a direction that's more trusted and then zero trust, and everything in between. From, endpoint protection. It's a lot going on. What's the scale of this situation right now in cyber? >> You know, right now everything's very, very up in the air. You talk about zero trust. And zero trust can be defined a lot of ways depending on what security person you talk to today. So, I won't go into my long discussion about zero trust but suffice to say, like I said zero trust can be perceived so many different ways. From a user perspective, from a network perspective, from an end point. I look more broadly at the regulatory side of things and how that affects things too. Because, regulations are changing daily. You've got your GDPRs, your CCPAs, your HIPAA regulations, PCI. All these different things that affect businesses, and affect businesses different ways. I mean, at Kalahari we're vulnerable or we're not vulnerable, but we're subject to a lot of these different regulations, more so than other people. You wouldn't expect a lot of hotels to have HIPAA regulations for instance. We have health people at our resorts. So we actually are subject to HIPAA in a lot of cases. So there's a lot of these broad scenarios that apply and they come into play with all different industries. And again, things you don't expect. So, when you see these threats coming, when you see all the hacks coming. Even today I got an email that the Marriott breach data from a few years ago, or the MGM breach from a few years ago. We've got all these breaches out there in the world, are coming back to the surface and being looked at again. And our users and our guests and our corporate partners, and all these different people see those things and they rely on us to protect them. So it makes that scope just exponentially bigger. >> Yeah, there's so many threads to pull on here. One is, you know we've observed certainly with the pandemic and then now going forward is that if you weren't modern in your infrastructure, in your environment, you are exposed. Even, I'm not talking old and antiquated like in the dark ages IT. We're talking like really state of the art, current. If you're lagging just by a few years, the hackers have an advantage. So, the constant bar raising, leveling up on technology is part of this arms race against the bad guys. >> Absolutely. And you said it, you talked earlier about the supply chain. Supply chain, these attacks that have come through the SolarWinds attacks and some of these other supply chain attacks that are coming out right now. Everybody's doing their best to stay on top of the latest, greatest. And the problem with that is, when you rely on other vendors and other companies to be able to help you do that. And you're relying on all these different tool sets, the supply chain attack is hugely critical. It makes it really, really important that you're watching where you're getting your software from, what they're doing with it, how they secure it. And that when you're dealing with your vendors and your different suppliers, you're making sure that they're securing things as well as you are. And it just, it adds to the complexity, it adds to the footprint and it adds to the headache that a lot of these security teams have. Especially small teams where they don't have the people to manage those kind of contacts. >> It's so interesting, I think zero trust is a knee jerk reaction to the perimeter being gone. It's like, you got to People love the zero trust. Oh it's like, "We're going to protect this that nobody, and then vet them in." But once you're trusted, trust also is coming in to play here. And in your environment, you're a hotel, you're a convention. You have a lot of rotation of guests coming in. Very much high velocity. And spear phishing and phishing, I could be watching and socially engineering someone that could be on your property at any given time. You got to be prepared for that. Or, you got ransomware coming around the corners or heavily. So, you got the ransomware threat and you got potentially spear phishing that could be possible at your place. These are things that are going on, right? That you got to protect for. What's your reaction to that? >> Absolutely. We see all those kind of attacks on a daily basis. I see spear phishing attacks. I see, web links and I chase them down and see what's going on. I see that there's ransomware trying to come in. We see these things every single day. And the problem you have with it is not only, especially in a space where you have a high volume of customers and a high turnover of customers like you're talking about that are in and out of our resorts, in and out of our facilities. Those attacks aren't just coming from our executives and their email. We can have a guest sitting on a guest network, on a wireless network. Or on one of our business center machines, or using our resort network for any one of a number of the conference things that they're doing and the different ports that we have to open and the different bandwidth scenarios that you've got dealing with. All of these things come into play because if any attack comes from any of those channels you have to make sure that segmentation is right, that your tooling is proper and that your team is aware and watching for it. And so it does. It makes it a very challenging environment to be in. >> You know, I don't want to bring up the budget issue but I'll bring up the budget issue. You can have unlimited budget because there's so many tools out there and platforms now. I mean, if you've look at the ecosystem map of the cybersecurity landscape that you have to navigate through as a customer. You've got a lot of people knocking on your door to sell you stuff. So I have to ask you, what is the scale? I mean, you can't have unlimited budget. But the reality is you have to kind of, do the right thing. What's the most helpful kind of tools and platforms for you that you've seen that you've had experience with? Where's this going in terms of the most effective mechanisms and software and platforms that are available out there? >> From the security perspective specifically, the three things that are most important to me are visibility. Whether it's asset visibility or log visibility. You know, being able to see the data, being able to see what's going on. End user. Making sure that the end user has been trained, is aware and that you're watching them. Because the end user, the human is always the weakest link. The human doesn't have digital controls that can be hard set and absolutely followed. The human changes every day. And then our endpoint security solutions. Those are the three biggest things for me. You know, you have your network perimeter, your firewalls. But attackers aren't always looking for those. They're coming from the inside, they're finding a way around those. The biggest three things for me are endpoint, visibility and the end user. >> Yeah, it's awesome. And a lot of companies are really looking at their posture right now. So I would ask you as a CISO, who's in the front end of all this great stuff and protecting your networks and all your environments and the endpoints and assets. What advice would you have for other CISOs who are kind of trying to level up to where you're at, in terms of rethinking their security posture? What advice would you give them? >> The advice I would give you is surround yourself with people that are like-minded on the security side. Make sure that these people are aware but that they're willing to grow. Because security's always changing. If you get a security person that's dead set that they're going to be a network security person and that's all they're going to do. You know, you may have that need and you may fill it. But at the end of the day, you need somebody who's open rounded and ready to change. And then you need to make sure that you can have somebody, and the team that you work with is able to talk to your executives. It never fails, the executives. They understand security from the standpoint of the business, but they don't necessarily understand security from the technical side. So you have to make sure that you can cross those two boundaries. And when you grow your team you have to make sure that that's the biggest focus. >> I have to ask the pandemic question, but I know cybersecurity hasn't changed. In fact, it's gotten more aggressive in the pandemic. How has the post pandemic or kind of like towards the tail end of where we're at now, affect the cybersecurity landscape? Has it increased velocity? Has it changed any kind of threat vectors? Has it changed in any way? Can you share your thoughts on what happened during the pandemic and now has we come out of it into the next, well post pandemic? >> Absolutely. It affected hospitality in a kind of unique way. Because, a lot of the different governments, state, federal. I'm in Ohio. I work out of our Ohio resort. A lot of the governments literally shut us down or limited severely how many guests we could have in. So on the one hand you've got less traffic internal over the network. So you've got a little bit of a slow down there. But on the flip side it also meant a lot of our workers were working from home. So now you've got a lot of remote access coming in. You've got people that are trying to get in from home and work machines. You have to transition call centers and call volume and all of the things that come along with that. And you have to make sure that that human element is accounted for. Because, again, you've got people working from home, you no longer know if the person that's calling you today, if it's not somebody you're familiar with you don't know if that person is Joe Blow from the front desk or if that person's a vendor or who they are. And so when you deal with a company with 5,000 ish employees or 10,000 that some of these bigger companies are. 15,000, whatever the case may be. You know, the pandemic really put a shift in there because now you're protecting not only against the technologies, but you're dealing with all of the scams, all of the phishing attempts that are coming through that are COVID related. All of these various things. And it really did. It threw a crazy mix into cybersecurity. >> I can imagine that the brain trust over there is prior thinking, "Hey, we were a hybrid experience." Now, if people who have come and experienced our resorts and conventions can come in remotely, even in a hybrid experience with folks that are there. You've seen a lot of hybrid events for instance go on, where there's shared experience. I can almost imagine your service area is now extending to the homes of those guests. That you got to start thinking differently. Has that been something that you guys are looking at? >> We're looking at it from the standpoint of trying to broaden some of the events. In the case of a lot of our conventions, things of that nature. The conventions that aren't actually Kalahari's run conventions, we host them, we manage them. But it does... When you talk about workers coming from home to attend these conventions. Or these telecommuters that are attending these conventions. It does affect us in the stance that, like I said we have to provision network for these various events. And we have to make sure that the network and the security around the network are tight. So it does. It makes a big deal as far as how Kalahari does its business. Being able to still operate these different meetings and different conventions, and being able to host remotely as well. You know, making sure that telecommunications are available to them. Making sure that network access and room access are available to them. You know for places where we can't gather heavily in meetings. You know, these people still being able to be near each other, still being able to talk, but making sure that that technology is there between them. >> Well, Tim is great to have you on for this CUBE Conversation. CISO from the middle of all the action. You're seeing a lot. There's a lot of surface area you got to watch. There's a lot of data you got to observe. You got to get that visibility. You can only protect what you can see, and the more you see the better it is. The better the machine learning. You brought up the the common area about like-minded individuals. I want to just ask you on the final point here, on hiring and talent coming into the marketplace. I mean, this younger generation coming out of university and college is, or not even going to school. There's no cyber degree. I mean, there are now. But I mean, the world's changing. It's easy to level up. So, skill sets you can't get a degree in certain things. I mean, you got to have a broad set. What do you look for in talent? Is there a trend you see in terms of what makes a good cybersecurity professional, developer, analyst? Is there roles that you see emerging that you think people should pay attention to? What's your take on this as someone who's looking at the future? And- >> You know, it's very interesting that you bring this up. I actually have two of my team members, one directly working for me and another team member at Kalahari that are currently going through college degree programs for cybersecurity. And I wrote recommendations for them. I've worked with them, I'm helping them study. But as you bring people up, you know the other thing I do is I mentor at a couple of the local technical schools as well. I go in, I talk to people, I help them design their programs. And the biggest thing I try to get across to them is, number one, if you're in the learning side of it. Not even talking about the hiring side of it. If you're in the learning side of it, you need to come into it with a kind of an understanding to begin with to where you want to fit into security. You know, do you want to be an attacker, a defender, a manager? Where do you want to be? And then you also need to look at the market and talk to the businesses in the area. You know, I talk to these kids regularly about what their need is. Because if you're in school and you're taking Cisco classes, and focusing on firewalls and what an organization needs as somebody who can read log and do things like that. Or somebody who can do pen testing. You know, that's a huge thing. So I would say if you're on the hiring side of that equation, you know. Like you said, there's no super degrees that I can speak to. There's a lot of certifications. There's a lot of different things like that. The goal for me is finding somebody who can put hands to the ground and feet to the ground, and show me that they know what they know. You know, I'll pull somebody in, I'll ask them to show me a certain specific or I'll ask them for specific information and try to feel that out. Because at the end of the day, there's no degree that's going to protect my network. There's no degree that's a hundred percent going to understand Kalahari, for instance. So I want to make sure that the people I talk to, I get a broad interview scope, I get a number of people to talk to. And really get a feel for what it is they know, and what tools they want to work with and make sure it's going to align with us. >> Well, Tim, that's great that you do that. I think the industry needs that. And I think that's really paying it forward, by getting in and using your time to help shape the young curriculums and the young guns out there. It's interesting you know, like David Vellante and I talk on theCUBE all the time. Cyber is like sports. If you're playing football, you got to know the game. If you're playing football and you come in as a baseball player, the skills might not translate, right? So it's really more of, categorically cyber has a certain pattern to it. Math, open mindedness, connecting dots, seeing things around corners. Maybe it's more holistic views, if you're at the visibility level or getting the weeds with data. A lot of different skill sets needed. The aperture of the job requirements are changing a lot. >> They are. And you know, you touched on that really well. You know, they talk about hacking and the hacker mindset. You know, all the security stuff revolves around hacker. And people mislabel hacker. Hacking in general is making something do something that it wasn't originally designed to do. And when I hire people in security, I want people that have that mindset. I want people that not only are going to work with the tool set we have, and use that mathematical ability and that logic and that reasoning. But I want them to use a reasoning of, "Hey, we have this tool here today. How can this tool do what I want it do but what else can it do for me?" Because like any other industry we have to stretch our dollar. So if I have a tool set that can meet five different needs for me today, rather than investing in 16 different tool sets and spreading that data out and spreading all the control around. Let's focus on those tool sets and let's focus on using that knowledge and that adaptive ability that the human people have on the security side, and put that to use. Make them use the tools that work for them but make 'em develop things, new tools, new methods, new techniques that help us get things across. >> Grow the capabilities, protect, trust all things coming in. And Tim, you're a tech athlete, as we say and you've got a great thing going on over there. And again, congratulations on the work you're doing on the higher ed and the education side and the Kalahari Resorts & Conventions. Thanks for coming on theCUBE. I really appreciate the insight you're sharing. Thank you. >> Thanks for having me. >> Okay. I'm John Furrier here in Palo Alto for theCUBE. Thanks for watching. (somber music)

>>Okay, welcome back to the portion of the program for customer lightning talks, where we chat with Armas as customers for a rapid fire five minute session on their CISO perspectives and insights into cybersecurity. First up is Tim Everton, CISO of Kalahari resorts and conventions. Let's get it going. Hi, Tim. Welcome to the cube and Armas program, managing risk across your extended surface area. >>Thanks for having me appreciate it. >>So let's go, let's get going. So unified visibility across the extended asset service is key. You can't secure what you can see. Tell me about what you're able to centralize your views on network assets and what is arm doing from an impact standpoint that's had on your business? >>Sure. So traditionally basically, you know, you have all your various, your various management platforms, your Cisco platforms, your Sims, your, your wireless platforms, all of the different pieces. And you've got a list of disparate data out there, and you've gotta chase all of this data through all these different tools. Armas is fantastic and was really, you know, point blank drop in place for us as far as getting access to all of that data all in one place and giving us visibility into everything, basically open the doors, letting us see our customer wireless traffic, our internal traffic, our PCI traffic, because we deal with credit cards, HIPAA compliance, all this traffic, all these different places, all into one. >>All right, next up, vulnerability management is a big topic across all assets, not just it devices, the gaps are there in the current vulnerability management programs. How has Armas vulnerability management made things better for your business? And what can you see now that you couldn't see before? >>So Armas gives me better visibility of the network side of these vulnerabilities. You know, you, you have your necess vulnerability scanners, the things that look at machines, look at configurations and, and hard facts NEIS gives you all those. But when you turn to Armas, Armas looks at the network perspective, takes all that traffic that it's seeing on the network and gives you the network side of these vulnerabilities. So you can see if something's trying to talk out to a specific port or to a specific host on the internet and Armas consolidates, all that and gives you trusted sources of information to, to validate where those are coming from. >>You know, when you take into account all the criticality of the different kinds of assets involved in a business operation, and they're becoming more wider, especially with edge in other other areas, how has the security workload changed? >>The security workload has increased dramatically, especially in hospitality. In our case, we have, you know, not only do we have hotel rooms and, and visitors in our guests, we also have a convention center that we deal with. We have water parks and, and fun things for people to do, you know, families and, and businesses alike. And so when you add all those things up and you add the wireless and you add the network and you know, the audio video and all these different pieces that come into play with all of those things in hospitality, and you add our convention centers on top of it, the footprints just expanded enormously in the past few years. >>You know, when you have a digital transformation in a use case like yours, it's very diverse. You need a robust network, you need a robust environment to implement SaaS solutions, no ages to deploy, no updates needed. You gotta be gotta be in, in line with that to, to execute and scale. How easy was Armas to implement, ease of use of simplicity to plug and play. In other words, how quickly do you achieve this time to value? >>Oh goodness. We did a, we did a proof of concept about three months ago and one of our resort locations, we dropped in an Armas appliance and literally within the first couple hours of the appliance being on the network, we had data on 30 to 40,000 devices that were touching our network very quick and easy, very drop in plug and play and moving from the, you know, the POC to production, same deal. We, we dropped in these appliances in site. Now we're seeing over 180,000 devices touching our networks within a given week. >>Armas has this global asset knowledge base it's crowdsource and a asset intelligent engine. It's a game changer. It tracks managed unmanaged IOT devices. Were you shocked when you discovered how many assets they were able to discover and what impact did that have for you? >>Oh, absolutely. You know, not only do we have the devices that you know that we have, but you know, we have guests that bring things on site all the time, Roku, TVs, and players, and Amazon fire sticks and all these different things that are touching our network and seeing those in real time and seeing how much traffic they're using, you know, we can see utilization, we can see, you know, exactly what's being brought on. We can see vehicles in our parking lot that have access points turned on. I, it's just amazing how much data this opened our eyes to that. You know, you know, it's there, but you don't ever see it. >>It's bring your own equipment to the resort so you can watch all your Netflix HTMI cable. Everyone's doing it now. I mean, this is the new user behavior. Great insight. Anything more you'd want to say about Armas for the folks watching? >>I would say the key is they're very easy to work with. The team at Armas has worked very closely with me to get the integrations that we've, that we've put in place, you know, with, with our networking equipment, with our wireless, with, with different pieces of things. And they're working directly with me to help integrate some other things that we've asked them to do that aren't there already. Their team is very open. They listen, they take everything that we have to say as a customer to heart and, and they really put a lot of effort into making it happen. >>All right, Tim. Well, thanks for your time. I'm John fur with the cube, the leader in enterprise tech coverage. Up next in this lightning talk session is Brian Gilligan manager security and operates at Brookfield properties. Thanks for watching.

>>Earlier this week, Oracle announced the new X nine M generation of exit data platforms for its cloud at customer and legacy on prem deployments. And the company made some enhancements to its zero data loss, recovery appliance. CLRA something we've covered quite often since its announcement. We had a video exclusive with one Louisa who was the executive vice president of mission critical database technologies. At Oracle. We did that on the day of the announcement who got his take on it. And I asked Oracle, Hey, can we get some subject matter experts, some technical gurus to dig deeper and get more details on the architecture because we want to better understand some of the performance claims that Oracle is making. And with me today is Susan. Who's the vice president of product management for exit data database machine. Bob tome is the vice president of product management for exit data cloud at customer. And Tim chin is the senior director of product management for DRA folks. Welcome to this power panel and welcome to the cube. >>Thank you, Dave. >>Can we start with you? Um, Juan and I, we talked about the X nine M a that Oracle just launched a couple of days ago. Maybe you could give us a recap, some of the, what do we need to know? The, especially I'm interested in the big numbers once more so we can just understand the claims you're making around this announcement. We can dig into that. >>Absolutely. They've very excited to do that. In a nutshell, we have the world's fastest database machine for both LTP and analytics, and we made that even faster, not just simply faster, but for all LPP we made it 70% faster and we took the oil PPV ops all the way up to 27.6 million read IOPS and mind you, this is being measured at the sequel layer for analytics. We did pretty much the same thing, an 87% increase in analytics. And we broke through that one terabyte per second barrier, absolutely phenomenal stuff. Now, while all those numbers by themselves are fascinating, here's something that's even more fascinating in my mind, 80% of the product development work for extra data, X nine M was done during COVID, which means all of us were remote. And what that meant was extreme levels of teamwork between the development teams, manufacturing teams, procurement teams, software teams, the works. I mean, everybody coming together as one to deliver this product, I think it's kudos to everybody who touched this product in one way or the other extremely proud of it. >>Thank you for making that point. And I'm laughing because it's like you the same bolt of a mission-critical OLT T O LTP performance. You had the world record, and now you're saying, adding on top of that. Um, but, okay. But, so there are customers that still, you know, build the builder and they're trying to build their own exit data. What they do is they buy their own servers and storage and networking components. And I do that when I talk to them, they'll say, look, they want to maintain their independence. They don't want to get locked in Oracle, or maybe they believe it's cheaper. You know, maybe they're sort of focused on the, the, the CapEx the CFO has him in the headlock, or they might, sometimes they talk about, they want a platform that can support, you know, horizontal, uh, apps, maybe not Oracle stuff, or, or maybe they're just trying to preserve their job. I don't know, but why shouldn't these customers roll their own and why can't they get similar results just using standard off the shelf technologies? >>Great question. It's going to require a little involved answer, but let's just look at the statistics to begin with. Oracle's exit data was first productized in Delaware to the market in 2008. And at that point in time itself, we had industry leadership across a number of metrics. Today, we are at the 11th generation of exit data, and we are way far ahead than the competition, like 50 X, faster hundred X faster, right? I mean, we are talking orders of magnitude faster. How did we achieve this? And I think the answer to your question is going to lie in what are we doing at the engineering level to make these magical numbers come to, uh, for right first, it starts with the hardware. Oracle has its own hardware server design team, where we are embedding in capabilities towards increasing performance, reliability, security, and scalability down at the hardware level, the database, which is a user level process talks to the hardware directly. >>The only reason we can do this is because we own the source code for pretty much everything in between, starting with the database, going into the operating system, the hypervisor. And as I, as I just mentioned the hardware, and then we also worked with the former elements on this entire thing, the key to making extra data, the best Oracle database machine lies in that engineering, where we take the operating system, make it fit like tongue and groove into, uh, a bit with the opera, with the hardware, and then do the same with the database. And because we have got this deep insight into what are the workloads that are, that are running at any given point in time on the compute side of extra data, we can then do micromanagement at the software layers of how traffic flows are flowing through the entire system and do things like, you know, prioritize all PP transactions on a very specific, uh, you know, queue on the RDMA. >>We'll converse Ethan at be able to do smart scan, use the compute elements in the storage tier to be able to offload SQL processing. They call them the longer I used formats of data, extend them into flash, just a whole bunch of things that we've been doing over the last 12 years, because we have this deep engineering, you can try to cobble a system together, which sort of looks like an extra data. It's got a network and it's got storage, tiering compute here, but you're not going to be able to achieve anything close to what we are doing. The biggest deal in my mind, apart from the performance and the high availability is the security, because we are testing the stack top to bottom. When you're trying to build your own best of breed kind of stuff. You're not going to be able to do that because it depended on the server that had to do something and HP to do something else or Dell to do something else and a Brocade switch to do something it's not possible. We can do this, we've done it. We've proven it. We've delivered it for over a decade. End of story. For as far as I'm concerned, >>I mean, you know, at this fine, remember when Oracle purchased Sohn and I know a big part of that purchase was to get Java, but I remember saying at the time it was a brilliant acquisition. I was looking at it from a financial standpoint. I think you paid seven and a half billion for it. And it automatically, when you're, when Safra was able to get back to sort of pre acquisition margins, you got the Oracle uplift in terms of revenue multiples. So then that standpoint, it was a no brainer, but the other thing is back in the Unix days, it was like HP. Oracle was the standard. And, and in terms of all the benchmarks and performance, but even then, I'm sure you work closely with HP, but it was like to get the stuff to work together, you know, make sure that it was going to be able to recover according to your standards, but you couldn't actually do that deep engineering that you just described now earlier, Subin you, you, you, you stated that the X sign now in M you get, oh, LTP IO, IOP reads at 27 million IOPS. Uh, you got 19 microseconds latency, so pretty impressive stuff, impressive numbers. And you kind of just went there. Um, but how are you measuring these numbers versus other performance claims from your competitors? What what's, you know, are you, are you stacking the deck? Can you give you share with us there? >>Sure. So Shada incidents, we are mentioning it at the sequel layer. This is not some kind of an ion meter or a micro benchmark. That's looking at just a flash subsystem or just a persistent memory subsystem. This is measured at the compute, not doing an entire set of transactions. And how many times can you finish that? Right? So that's how it's being measured. Now. Most people cannot measure it like that because of the disparity and the number of vendors that are involved in that particular solution, right? You've got servers from vendor a and storage from vendor B, the storage network from vendor C, the operating system from vendor D. How do you tune all of these things on your own? You cannot write. I mean, there's only certain bells and whistles and knobs that are available for you to tune, but so that's how we are measuring the 19 microseconds is at the sequel layer. >>What that means is this a real world customer running a real world. Workload is guaranteed to get that kind of a latency. None of the other suppliers can make that claim. This is the real world capability. Now let's take a look at that 19 microseconds we boast and we say, Hey, we had an order of magnitude two orders of magnitude faster than everybody else. When it comes down to latency. And one things that this is we'll do our magic while it is magical. The magic is really grounded in deep engineering and deep physics and science. The way we implement this is we, first of all, put the persistent memory tier in the storage. And that way it's shared across all of the database instances that are running on the compute tier. Then we have this ultra fast hundred gigabit ethernet RDMA over converged ethernet fabric. >>With this, what we have been able to do is at the hardware level between two network interface guides that are resident on that fabric, we create paths that enable high priority low-latency communication between any two end points on that fabric. And then given the fact that we implemented persistent memory in the storage tier, what that means is with that persistent memory, sitting on the memory bus of the processor in the storage tier, we can perform it remote direct memory access operation from the compute tier to memory address spaces in the persistent memory of the storage tier, without the involvement of the operating system on either end, no context, switches, knowing processing latencies and all of that. So it's hardware to hardware, communication with security built in, which is immutable, right? So all of this is built into the hardware itself. So there's no software involved. You perform a read, the data comes back 19 microseconds, boom. End of story. >>Yeah. So that's key to my next topic, which is security because if you're not getting the OSTP involved and that's, you know, very oftentimes if I can get access to the OSTP, I get privileged. Like I can really take advantage of that as a hacker. But so, but, but before I go there, like Oracle talks about, it's got a huge percentage of the Gayety 7% of the fortune 100 companies run their mission, critical workloads on exit data. But so that's not only important to the companies, but they're serving consumer me, right. I'm going to my ATM or I'm swiping my credit card. And Juan mentioned that you use a layered security model. I just sort of inferred anyway, that, that having this stuff in hardware and not have to involve access to the OS actually contributes to better security. But can you describe this in a bit more detail? >>So yeah, what Brian was talking about was this layered security set differently. It is defense in depth, and that's been our mantra and philosophy for several years now. So what does that entail? As I mentioned earlier, we designed our own servers. We do this for performance. We also do it for security. We've got a number of features that are built into the hardware that make sure that we've got immutable areas of form where we, for instance, let me give you this example. If you take an article x86 server, just a standard x86 server, not even express in the form of an extra data system, even if you had super user privileges sitting on top of an operating system, you cannot modify the bias as a user, as a super user that has to be done through the system management network. So we put gates and protection modes, et cetera, right in the hardware itself. >>Now, of course the security of that hardware goes all the way back to the fact that we own the design. We've got a global supply chain, but we are making sure that our supply chain is protected monitored. And, uh, we also protect the last mile of the supply chain, which is we can detect if there's been any tampering of form where that's been, uh, that's occurred in the hardware while the hardware shipped from our factory to the customers, uh, docks. Right? So we, we know that something's been tampered with the moment it comes back up on the customer. So that's on the hardware. Let's take a look at the operating system, Oracle Linux, we own article the next, the entire source code. And what shipping on exit data is the unbreakable enterprise Connell, the carnal and the operating system itself have been reduced in terms of eliminating all unnecessary packages from that operating system bundle. >>When we deliver it in the form of the data, let's put some real numbers on that. A standard Oracle Linux or a standard Linux distribution has got about 5,000 plus packages. These things include like print servers, web servers, a whole bunch of stuff that you're not absolutely going to use at all on exit data. Why ship those? Because the moment you ship more stuff than you need, you are increasing the, uh, the target, uh, that attackers can get to. So on AXA data, there are only 701 packages. So compare this 5,413 packages on a standard Linux, 701 and exit data. So we reduced the attack surface another aspect on this, when we, we do our own STIG, uh, ASCAP benchmarking. If you take a standard Linux and you run that ASCAP benchmark, you'll get about a 30% pass score on exit data. It's 90 plus percent. >>So which means we are doing the heavy lifting of doing the security checks on the operating system before it even goes out to the factory. And then you layer on Oracle database, transparent data encryption. We've got all kinds of protection capabilities, data reduction, being able to do an authentication on a user ID basis, being able to log it, being able to track it, being able to determine who access the system when and log back. So it's basically defend at every single layer. And then of course the customer's responsibility. It doesn't just stop by getting this high secure, uh, environment. They have to do their own job of them securing their network perimeters, securing who has physical access to the system and everything else. So it's a giant responsibility. And as you mentioned, you know, you as a consumer going to an ATM machine and withdrawing money, you would do 200. You don't want to see 5,000 deducted from your account. And so all of this is made possible with exited and the amount of security focus that we have on the system >>And the bank doesn't want to see it the other way. So I'm geeking out here in the cube, but I got one more question for you. Juan talked about X nine M best system for database consolidation. So I, I kinda, you know, it was built to handle all LTP analytics, et cetera. So I want to push you a little bit on this because I can make an argument that, that this is kind of a Swiss army knife versus the best screwdriver or the best knife. How do you respond to that concern and how, how do you respond to the concern that you're putting too many eggs in one basket? Like, what do you tell people to fear you're consolidating workloads to save money, but you're also narrowing the blast radius. Isn't that a problem? >>Very good question there. So, yes. So this is an interesting problem, and it is a balancing act. As you correctly pointed out, you want to have the economies of scale that you get when you consolidate more and more databases, but at the same time, when something happens when hardware fails or there's an attack, you want to make sure that you have business continuity. So what we are doing on exit data, first of all, as I mentioned, we are designing our own hardware and a building in reliability into the system and at the hardware layer, that means having redundancy, redundancy for fans, power supplies. We even have the ability to isolate faulty cores on the processor. And we've got this a tremendous amount of sweeping that's going on by the system management stack, looking for problem areas and trying to contain them as much as possible within the hardware itself. >>Then you take it up to the software layer. We used our reliability to then build high availability. What that implies is, and that's fundamental to the exited architecture is this entire scale out model, our based system, you cannot go smaller than having two database nodes and three storage cells. Why is that? That's because you want to have high availability of your database instances. So if something happens to one server hardware, software, whatever you got another server that's ready to take on that load. And then with real application clusters, you can then switch over between these two, why three storage cells. We want to make sure that when you have got duplicate copies of data, because you at least want to have one additional copy of your data in case something happens to the disc that has got that only that one copy, right? So the reason we have got three is because then you can Stripe data across these three different servers and deliver high availability. >>Now you take that up to the rack level. A lot of things happen. Now, when you're really talking about the blast radius, you want to make sure that if something physically happens to this data center, that you have infrastructure that's available for it to function for business continuity, we maintain, which is why we have the maximum availability architecture. So with components like golden gate and active data guard, and other ways by which we can keep to this distant systems in sync is extremely critical for us to deliver these high availability paths that make, uh, the whole equation about how many eggs in one basket versus containing the containment of the blast radius. A lot easier to grapple with because business continuity is something which is paramount to us. I mean, Oracle, the enterprise is running on Xcel data. Our high value cloud customers are running on extra data. And I'm sure Bob's going to talk a lot more about the cloud piece of it. So I think we have all the tools in place to, to go after that optimization on how many eggs in one basket was his blast radius. It's a question of working through the solution and the criticalities of that particular instance. >>Okay, great. Thank you for that detailed soup. We're going to give you a break. You go take a breath, get a, get a drink of water. Maybe we'll come back to you. If we have time, let's go to Bob, Bob, Bob tome, X data cloud at customer X nine M earlier this week, Juan said kinda, kinda cocky. What we're bothering, comparing exit data against your cloud, a customer against outpost or Azure stack. Can you elaborate on, on why that is? >>Sure. Or you, you know, first of all, I want to say, I love, I love baby. We go south posts. You know why it affirms everything that we've been doing for the past four and a half years with clouded customer. It affirms that cloud is running that running cloud services in customers' data center is a large and important market, large and important enough that AWS felt that the need provide these, um, you know, these customers with an AWS option, even if it only supports a sliver of the functionality that they provide in the public cloud. And that's what they're doing. They're giving it a sliver and they're not exactly leading with the best they could offer. So for that reason, you know, that reason alone, there's really nothing to compare. And so we, we give them the benefit of the doubt and we actually are using their public cloud solutions. >>Another point most customers are looking to deploy to Oracle cloud, a customer they're looking for a per performance, scalable, secure, and highly available platform to deploy. What's offered their most critical databases. Most often they are Oracle databases does outposts for an Oracle database. No. Does outpost run a comparable database? Not really does outposts run Amazon's top OTP and analytics database services, the ones that are top in their cloud public cloud. No, that we couldn't find anything that runs outposts that's worth comparing against X data clouded customer, which is why the comparisons are against their public cloud products. And even with that still we're looking at numbers like 50 times a hundred times slower, right? So then there's the Azure stack. One of the key benefits to, um, you know, that customers love about the cloud that I think is really under, appreciated it under appreciated is really that it's a single vendor solution, right? You have a problem with cloud service could be I as pass SAS doesn't matter. And there's a single vendor responsible for fixing your issue as your stack is missing big here, because they're a multi-vendor cloud solution like AWS outposts. Also, they don't exactly offer the same services in the cloud that they offer on prem. And from what I hear, it can be a management nightmare requiring specialized administrators to keep that beast running. >>Okay. So, well, thanks for that. I'll I'll grant you that, first of all, granted that Oracle was the first with that same, same vision. I always tell people that, you know, if they say, well, we were first I'm like, well, actually, no, Oracle's first having said that, Bob and I hear you that, that right now, outpost is a one Datto version. It doesn't have all the bells and whistles, but neither did your cloud when you first launched your cloud. So let's, let's let it bake for a while and we'll come back in a couple of years and see how things compare. So if you're up for it. Yeah. >>Just remember that we're still in the oven too. Right. >>Okay. All right. Good. I love it. I love the, the chutzpah. One also talked about Deutsche bank. Um, and that, I, I mean, I saw that Deutsche bank announcement, how they're working with Oracle, they're modernizing their infrastructure around database. They're building other services around that and kind of building their own sort of version of a cloud for their customers. How does exit data cloud a customer fit in to that whole Deutsche bank deal? Is, is this solution unique to Deutsche bank? Do you see other organizations adopting clouded customer for similar reasons and use cases? >>Yeah, I'll start with that. First. I want to say that I don't think Georgia bank is unique. They want what all customers want. They want to be able to run their most important workloads. The ones today running their data center on exit eight as a non other high-end systems in a cloud environment where they can benefit from things like cloud economics, cloud operations, cloud automations, but they can't move to public cloud. They need to maintain the service levels, the performance, the scalability of the security and the availability that their business has. It has come to depend on most clouds can't provide that. Although actually Oracle's cloud can our public cloud Ken, because our public cloud does run exit data, but still even with that, they can't do it because as a bank, they're subject to lots of rules and regulations, they cannot move their 40 petabytes of data to a point outside the control of their data center. >>They have thousands of interconnected databases, right? And applications. It's like a rat's nest, right? And this is similar many large customers have this problem. How do you move that to the cloud? You can move it piecemeal. Uh, I'm going to move these apps and, you know, not move those apps. Um, but suddenly ended up with these things where some pieces are up here. Some pieces are down here. The thing just dies because of the long latency over a land connection, it just doesn't work. Right. So you can also shut it down. Let's shut it down on, on Friday and move everything all at once. Unfortunately, when you're looking at it, a state decides that most customers have, you're not going to be able to, you're going to be down for a month, right? Who can, who can tolerate that? So it's a big challenge and exited cloud a customer let's then move to the cloud without losing control of their data. >>And without unhappy having to untangle that thousands of interconnected databases. So, you know, that's why these customers are choosing X data, clouded customer. More importantly, it sets them up for the future with exited cloud at customer, they can run not just in their data center, but they could also run in public cloud, adjacent sites, giving them a path to moving some work out of the data center and ultimately into the public cloud. You know, as I said, they're not unique. Other banks are watching and some are acting and it's not just banks. Just last week. Telefonica telco in Spain announced their intent to migrate the bulk of their Oracle databases to excavate a cloud at customer. This will be the key cloud platform running. They're running in their data center to support both new services, as well as mission critical and operational systems. And one last important point exited cloud a customer can also run autonomous database. Even if customers aren't today ready to adopt this. A lot of them are interested in it. They see it as a key piece of the puzzle moving forward in the future and customers know that they can easily start to migrate to autonomous in the future as they're ready. And this of course is going to drive additional efficiencies and additional cost savings. >>So, Bob, I got a question for you because you know, Oracle's playing both sides, right? You've got a cloud, you know, you've got a true public cloud now. And, and obviously you have a huge on-premise state. When I talk to companies that don't own a cloud, uh, whether it's Dell or HPE, Cisco, et cetera, they have made, they make the point. And I agree with them by the way that the world is hybrid, not everything's going into the, to the cloud. However, I had a lot of respect for folks at Amazon as well. And they believed long-term, they'll say this, they've got them on record of saying this, that they believe long-term ultimately all workloads are going to be running in the cloud. Now, I guess it depends on how you define the cloud. The cloud is expanding and all that other stuff. But my question to you, because again, you kind of on both sides, here are our hybrid solutions like cloud at customer. Do you see them as a stepping stone to the cloud, or is cloud in your data center, sort of a continuous sort of permanent, you know, essential play >>That. That's a great question. As I recall, people debated this a few years back when we first introduced clouded customer. And at that point, some people I'm talking about even internal Oracle, right? Some people saw this as a stop gap measure to let people leverage cloud benefits until they're really ready for the public cloud. But I think over the past four and a half years, the changing the thinking has changed a little bit on this. And everyone kind of agrees that clouded customer may be a stepping stone for some customers, but others see that as the end game, right? Not every workload can run in the public cloud, not at least not given the, um, you know, today's regulations and the issues that are faced by many of these regulated industries. These industries move very, very slowly and customers are content to, and in many cases required to retain complete control of their data and they will be running under their control. They'll be running with that data under their control and the data center for the foreseeable future. >>Oh, I got another question for kind of just, if I could take a little tangent, cause the other thing I hear from the, on the, the, the on-prem don't own, the cloud folks is it's actually cheaper to run in on-prem, uh, because they're getting better at automation, et cetera. When you get the exact opposite from the cloud guys, they roll their eyes. Are you kidding me? It's way cheaper to run it in the cloud, which is more cost-effective is it one of those? It depends, Bob. >>Um, you know, the great thing about numbers is you can make, you can, you can kind of twist them to show anything that you want, right? That's a have spreadsheet. Can I, can, I can sell you on anything? Um, I think that there's, there's customers who look at it and they say, oh, on-premise sheet is cheaper. And there's customers who look at it and say, the cloud is cheaper. If you, um, you know, there's a lot of ways that you may incur savings in the cloud. A lot of it has to do with the cloud economics, the ability to pay for what you're using and only what you're using. If you were to kind of, you know, if you, if you size something for your peak workload and then, you know, on prem, you probably put a little bit of a buffer in it, right? >>If you size everything for that, you're gonna find that you're paying, you know, this much, right? All the time you're paying for peak workload all the time with the cloud, of course, we support scaling up, scaling down. We supply, we support you're paying for what you use and you can scale up and scale down. That's where the big savings is now. There's also additional savings associated with you. Don't have the cloud vendors like work. Well, we manage that infrastructure for you. You no longer have to worry about it. Um, we have a lot of automation, things that you use to either, you know, probably what used to happen is you used to have to spend hours and hours or years or whatever, scripting these things yourselves. We now have this automation to do it. We have, um, you eyes that make things ad hoc things, as simple as point and click and, uh, you know, that eliminates errors. And, and it's often difficult to put a cost on those things. And I think the more enlightened customers can put a cost on all of those. So the people that were saying it's cheaper to run on prem, uh, they, they either, you know, have a very stable workload that never changes and their environment never changes, um, or more likely. They just really haven't thought through the, all the hidden costs out there. >>All right, you got some new features. Thank you for that. By the way, you got some new features in, in cloud, a customer, a what are those? Do I have to upgrade to X nine M to, to get >>All right. So, you know, we're always introducing new features for clouded customer, but two significant things that we've rolled out recently are operator access control and elastic storage expansion. As we discussed, many organizations are using Axeda cloud a customer they're attracting the cloud economics, the operational benefits, but they're required by regulations to retain control and visibility of their data, as well as any infrastructure that sits inside their data center with operator access control, enabled cloud operations, staff members must request access to a customer system, a customer, it team grants, a designated person, specific access to a specific component for a specific period of time with specific privileges, they can then kind of view audit controls in real time. And if they see something they don't like, you know, Hey, what's this guy doing? It looks like he's, he's stealing my data or doing something I don't like, boom. >>They can kill that operators, access the session, the connections, everything right away. And this gives everyone, especially customers that need to, you know, regulate remote access to their infrastructure. It gives them the confidence that they need to use exit data cloud, uh, conduct, customer service. And, and the other thing that's new is, um, elastic storage expansion. Customers could out add additional service to their system either at initial deployment or after the fact. And this really provides two important benefits. The first is that they can right size their configuration if they need only the minimum compute capacity, but they don't need the maximum number of storage servers to get that capacity. They don't need to subscribe to kind of a fixed shape. We used to have fixed shapes, I guess, with hundreds of unnecessary database cores, just to get the storage capacity, they can select a smaller system. >>And then incrementally add on that storage. The second benefit is the, is kind of key for many customers. You are at a storage, guess what you can add more. And that way, when you're out of storage, that's really important. Now they'll get to your last part of that question. Do you need a deck, a new, uh, exit aquatic customer XIM system to get these features? No they're available for all gen two exited clouded customer systems. That's really one of the best things about cloud. The service you subscribed to today just keeps getting better and better. And unless there's some technical limitation that, you know, we, and it, which is rare, most new features are available even for the oldest cloud customer systems. >>Cool. And you can bring that in on from my, my last question for you, Bob is a, another one on security. Obviously, again, we talked to Susan about this. It's a big deal. How can customer data be secure if it's in the cloud, if somebody, other than the, their own vetted employees are managing the underlying infrastructure, is is that a concern you hear a lot and how do you handle that? >>You know, it's, it's only something because a lot of these customers, they have big, you know, security people and it's their job to be concerned about that kind of stuff. And security. However, is one of the biggest, but least appreciate appreciated benefits of cloud cloud vendors, such as Oracle hire the best and brightest security experts to ensure that their clouds are secure. Something that only the largest customers can afford to do. You're a small, small shop. You're not going to be able to, you know, hire some of this expertise. So you're better off being in the cloud. Customers who are running in the Oracle cloud can also use articles, data, safe tool, which we provide, which basically lets you inspect your databases, insurance. Sure that everything is locked down and secure and your data is secure. But your question is actually a little bit different. >>It was about potential internal threats to company's data. Given the cloud vendor, not the customer's employees have access to the infrastructure that sits beneath the databases and really the first and most important thing we do to protect customers' data is we encrypt that database by default. Actually Subin listed a whole laundry list of things, but that's the one thing I want to point out. We encrypt your database. It's, you know, it's, it's encrypted. Yes. It sits on our infrastructure. Yes. Our operations persons can actually see those data files sitting on the infrastructure, but guess what? They can't see the data. The data is encrypted. All they see as kind of a big encrypted blob. Um, so they can't access the data themselves. And you know, as you'd expect, we have very tight controls over operations access to the infrastructure. They need to securely log in using mechanisms by stuff to present, prevent unauthorized access. >>And then all access is logged and suspicious. Activities are investigated, but that still may not be enough for some customers, especially the ones I mentioned earlier, the regulated industries. And that's why we offer app operator access control. As I mentioned, that gives customers complete control over the access to the infrastructure. The, when the, what ops can do, how long can they do it? Customers can monitor in real time. And if they see something they don't like they stop it immediately. Lastly, I just want to mention Oracle's data ball feature. This prevents administrators from accessing data, protecting data from road operators, robot, world operations, whether they be from Oracle or from the customer's own it staff, this database option. A lot of ball is sorry. Database ball data vault is included when running a license included service on exited clouded customer. So basically to get it with the service. Got it. >>Hi Tom. Thank you so much. It's unbelievable, Bob. I mean, we've got a lot to unpack there, but uh, we're going to give you a break now and go to Tim, Tim chin, zero data loss, recovery appliance. We always love that name. The big guy we think named it, but nobody will tell us, but we've been talking about security. There's been a lot of news around ransomware attacks. Every industry around the globe, any knucklehead with, uh, with a high school diploma could become a ransomware attack or go in the dark web, get, get ransomware as a service stick, a, put a stick in and take a piece of the VIG and hopefully get arrested. Um, with, when you think about database, how do you deal with the ransomware challenge? >>Yeah, Dave, um, that's an extremely important and timely question. Um, we are hearing this from our customers. We just talk about ha and backup strategies and ransomware, um, has been coming up more and more. Um, and the unfortunate thing that these ransoms are actually paid, um, uh, in the hope of the re you know, the, uh, the ability to access the data again. So what that means it tells me is that today's recovery solutions and processes are not sufficient to get these systems back in a reliable and timely manner. Um, and so you have to pay the ransom, right, to get, uh, to get the, even a hope of getting the data back now for databases. This can have a huge impact because we're talking about transactional workloads. And so even a compromise of just a few minutes, a blip, um, can affect hundreds or even thousands of transactions. This can literally represent hundreds of lost orders, right? If you're a big manufacturing company or even like millions of dollars worth of, uh, financial transactions in a bank. Right. Um, and that's why protecting databases at a transaction level is especially critical, um, for ransomware. And that's a huge contrast to traditional backup approaches. Okay. >>So how do you approach that? What do you, what do you do specifically for ransomware protection for the database? >>Yeah, so we have the zero data loss recovery appliance, which we announced the X nine M generation. Um, it is really the only solution in the market, which offers that transaction level of protection, which allows all transactions to be recovered with zero RPO, zero again, and this is only possible because Oracle has very innovative and unique technology called real-time redo, which captures all the transactional changes from the databases by the appliance, and then stored as well by the appliance, moreover, the appliance validates all these backups and reading. So you want to make sure that you can recover them after you've sent them, right? So it's not just a file level integrity check on a file system. That's actual database level of validation that the Oracle blocks and the redo that I mentioned can be restored and recovered as a usable database, any kind of, um, malicious attack or modification of that backup data and transmit that, or if it's even stored on the appliance and it was compromised would be immediately detected and reported by that validation. >>So this allows administrators to take action. This is removing that system from the network. And so it's a huge leap in terms of what customers can get today. The last thing I just want to point out is we call our cyber vault deployment, right? Um, a lot of customers in the industry are creating what we call air gapped environments, where they have a separate location where their backup copies are stored physically network separated from the production systems. And so this prevents ransomware for possibly infiltrating that last good copy of backups. So you can deploy recovery appliance in a cyber vault and have it synchronized at random times when the network's available, uh, to, to keep it in sync. Right. Um, so that combined with our transaction level zero data loss validation, it's a nice package and really a game changer in protecting and recovering your databases from modern day cyber threats. >>Okay, great. Thank you for clarifying that air gap piece. Cause I, there was some confusion about that. Every data protection and backup company that I know as a ransomware solution, it's like the hottest topic going, you got newer players in, in, in recovery and backup like rubric Cohesity. They raised a ton of dough. Dell has got solutions, HPE just acquired Zerto to deal with this problem. And other things IBM has got stuff. Veem seems to be doing pretty well. Veritas got a range of, of recovery solutions. They're sort of all out there. What's your take on these and their strategy and how do you differentiate? >>Yeah, it's a pretty crowded market, like you said. Um, I think the first thing you really have to keep in mind and understand that these vendors, these new and up and coming, um, uh, uh, vendors start in the copy data management, we call CDN space and they're not traditional backup recovery designed are purpose built for the purpose of CDM products is to provide these fast point in time copies for test dev non-production use, and that's a viable problem and it needs a solution. So you create these one time copy and then you create snapshots. Um, after you apply these incremental changes to that copy, and then the snapshot can be quickly restored and presented as like it's a fully populated, uh, file. And this is all done through the underlying storage of block pointers. So all of this kind of sounds really cool and modern, right? It's like new and upcoming and lots of people in the market doing this. Well, it's really not that modern because we've, we know storage, snapshot technologies has been around for years. Right. Um, what these new vendors have been doing is essentially repackaging the old technology for backup and recovery use cases and having sort of an easier to use automation interface wrapped around it. >>Yeah. So you mentioned a copy data management, uh, last year, active FIO. Uh, they started that whole space from what I recall at one point there, they value more than a billion dollars. They were acquired by Google. Uh, and as I say, they kind of created that, that category. So fast forward a little bit, nine months a year, whatever it's been, do you see that Google active FIO offer in, in, in customer engagements? Is that something that you run into? >>We really don't. Um, yeah, it was really popular and known some years ago, but we really don't hear about it anymore. Um, after the acquisition, you look at all the collateral and the marketing, they are really a CDM and backup solution exclusively for Google cloud use cases. And they're not being positioned as for on premises or any other use cases outside of Google cloud. That's what, 90, 90 plus percent of your market there that isn't addressable now by Activia. So really we don't see them in any of our engagements at this time. >>I want to come back and push it a little bit, uh, on some of the tech that you said, it's kind of really not that modern. Uh, I mean it's, if they certainly position it as modern, a lot of the engineers who are building there's new sort of backup and recovery capabilities came from the hyperscalers, whether it's copy data management, you know, the bot mock quote, unquote modern backup recovery, it's kind of a data management, sort of this nice all in one solution seems pretty compelling. How does recovery clients specifically stack up? You know, a lot of people think it's a niche product for, for really high end use cases. Is that fair? How do you see a town? >>Yeah. Yeah. So it's, I think it's so important to just, you know, understand, again, the fundamental use of this technology is to create data copies for test W's right. Um, and that's really different than operational backup recovery in which you must have this ability to do full and point in time recoverability in any production outage or Dr. Situation. Um, and then more importantly, after you recover and your applications are back in business, that performance must continue to meet servers levels as before. And when you look at a CDM product, um, and you restore a snapshot and you say with that product and the application is brought up on that restored snapshot, what happens or your production application is now running on actual read rideable snapshots on backup storage. Remember they don't restore all the data back to the production, uh, level stores. They're restoring it as a snapshot okay. >>Onto their storage. And so you have a huge difference in performance. Now running these applications where they instantly recovered, if you will database. So to meet these true operational requirements, you have to fully restore the files to production storage period. And so recovery appliance was first and foremost designed to accomplish this. It's an operational recovery solution, right? We accomplish that. Like I mentioned, with this real-time transaction protection, we have incremental forever backup strategies. So that you're just taking just the changes every day. And you, you can create these virtual full backups that are quickly restored, fully restored, if you will, at 24 terabytes an hour. And we validate and document that performance very clearly in our website. And of course we provide that continuous recovery validation for all the backups that are stored on the system. So it's, um, it's a very nice, complete solution. >>It scales to meet your demands, hundreds of thousands of databases, you know, it's, um, you know, these CDM products might seem great and they work well for a few databases, but then you put a real enterprise load and these hundreds of databases, and we've seen a lot of times where it just buckles, you know, it can't handle that kind of load in that, uh, in that scale. Uh, and, and this is important because customers read their marketing and read the collateral like, Hey, instant recovery. Why wouldn't I want that? Well, it's, you know, nicer than it looks, you know, it always sounds better. Right. Um, and so we have to educate them and about exactly what that means for the database, especially backup recovery use cases. And they're not really handled well, um, with their products. >>I know I'm like way over. I had a lot of questions on this announcement and I was gonna, I was gonna let you go, Tim, but you just mentioned something that, that gave me one more question if I may. So you talked about, uh, supporting hundreds of thousands of databases. You petabytes, you have real world use cases that, that actually leverage the, the appliance in these types of environments. Where does it really shine? >>Yeah. Let me just give you just two real quick ones. You know, we have a company energy transfer, the major natural gas and pipeline operator in the U S so they are a big part of our country's critical infrastructure services. We know ransomware, and these kinds of threats are, you know, are very much viable. We saw the colonial pipeline incident that happened, right? And so the attack, right, critical services while energy transfer was running, lots of databases and their legacy backup environments just couldn't keep up with their enterprise needs. They had backups taking like, well, over a day, they had restores taking several hours. Um, and so they had problems and they couldn't meet their SLS. They moved to the recovery appliance and now they're seeing backwards complete with that incremental forever in just 15 minutes. So that's like a 48 times improvement in backup time. >>And they're also seeing restores completing in about 30 minutes, right. Versus several hours. So it's a, it's a huge difference for them. And they also get that nice recovery validation and monitoring by the system. They know the health of their enterprise at their fingertips. The second quick one is just a global financial services customer. Um, and they have like over 10,000 databases globally and they, they really couldn't find a solution other than throw more hardware kind of approach to, uh, to fix their backups. Well, this, uh, not that the failures and not as the issues. So they moved to recovery appliance and they saw their failed backup rates go down for Matta plea. They saw four times better backup and restore performance. Um, and they have also a very nice centralized way to monitor and manage the system. Uh, real-time view if you will, that data protection health for their entire environment. Uh, and they can show this to the executive management and auditing teams. This is great for compliance reporting. Um, and so they finally done that. They have north of 50 plus, um, recovery appliances a day across that on global enterprise. >>Love it. Thank you for that. Um, uh, guys, great power panel. We have a lot of Oracle customers in our community and the best way to, to help them is to, I get to ask you a bunch of questions and get the experts to answer. So I wonder if you could bring us home, maybe you could just sort of give us the, the top takeaways that you want to your customers to remember in our audience to remember from this announcement. >>Sure, sorry. Uh, I want to actually pick up from where Tim left off and talk about a real customer use case. This is hot off the press. One of the largest banks in the United States, they decided to, that they needed to update. So performance software update on 3000 of their database instances, which are spanning 68, exited a clusters, massive undertaking, correct. They finished the entire task in three hours, three hours to update 3000 databases and 68 exited a clusters. Talk about availability, try doing this on any other infrastructure, no way anyone's going to be able to achieve this. So that's on terms of the availability, right? We are engineering in all of the aspects of database management, performance, security availability, being able to provide redundancy at every single level is all part of the design philosophy and how we are engineering this product. And as far as we are concerned, the, the goal is for forever. >>We are just going to continue to go down this path of increasing performance, increasing the security aspect of the, uh, of the infrastructure, as well as our Oracle database and keep going on this. You know, this, while these have been great results that we've delivered with extra data X nine M the, the journey is on and to our customers. The biggest advantage that you're going to get from the kind of performance metrics that we are driving with extra data is consolidation consolidate more, move, more database instances onto the extended platform, gain the benefits from that consolidation, reduce your operational expenses, reduce your capital expenses. They use your management expenses, all of those, bring it down to accelerator. Your total cost of ownership is guaranteed to go down. Those are my key takeaways, Dave >>Guys, you've been really generous with your time. Uh Subin uh, uh, uh, Bob, Tim, I appreciate you taking my questions and we'll willingness to go toe to toe, really? Thanks for your time. >>You're welcome, David. Thank you. Thank you. >>And thank you for watching this video exclusive from the cube. This is Dave Volante, and we'll see you next time. Be well.

(upbeat intro music) >> Okay, we're back analyzing HPE's GreenLake Announcements with the analyst, Tim Crawford is here. He's with AVOA, strategic advisor to CIOs. Tim, always great to have you in theCUBE. How you doing, man? >> Hey, Dave, always a pleasure to share the stage with you. >> So things are evolving here. These, this GreenLake thing, it's not just a one-shot deal once a year, we'll come back to you at discover, they're really showing a cadence. What's your take on the announcements that you heard today? >> Well, I think the one thing we are seeing is that, as you said, GreenLake is not just a piece of it, it is the forward strategy for HPE. And I think that's really important to understand. When you start to unpack the different components, you start to see how this becomes really critical to HPE's future, but more importantly to their customers. As they start to think about their on-premises requirements, as well as what they're going to be doing in the cloud and that whole integration, as well as the edge-to-cloud continuum and how you start to bring that together. I think all of these pieces are converging at the same time. And what we're starting to see from HPE is a convergence of different technologies and service offerings that are here to meet that need. >> Was there anything that stood out to you today? I mean, the data fabric piece, some of the data protection components as a service, other sort of frameworks? What stood out from a CIO perspective? >> Well, I think there are a couple of things. First and foremost, this is a journey. This is not a one-time event of the next announcement is going to show you everything. It's going to take time to put this together, cause to be honest, this is a really complicated space that you're talking about. And so I think it's important to understand that when you're putting together your strategy, when you're thinking about how you're evolving from more traditional stacks and more traditional approaches and architectures to some of the newer forms of architectures and new technologies. And so if you look at the announcements, you can see that these are starting to put very critical pillars in place as they fill out kind of the bingo card, if you will, for GreenLake. >> What's the CIO's sentiment these days as it relates to the cloud, to hybrid, to announcements, like what we saw today from HPE? They got through 2020. Some actually thrived through 2020, others in tough industries, they got through it. Some of the harder hit industries, you talked to the CIOs there. "Hey, you know, that's what we do. "We had a plan and we got through it." What's the sentiment today? >> Yeah, the issue today is how do you start to put together the right pieces and stay close with your customers? I mean, just over the last 18 months to two years, there's been a demonstrable shift in how customers are engaging with each of these companies. And so when you think about the technologies they have to use, when you think about the architectures where cloud comes into play, I haven't seen a greater uptick in cloud interest prior to the last 18 months. At the same time, people that were early entrance into cloud are starting to realize that, you know what, I do have a need for something on-prem. I do need to have services that are more localized to my users or localized to my customers. And so that's where this hybrid story really comes to light, is bringing that the goodness of what you get from public cloud, as well as what you get from on-prem and then bringing private cloud into the mix. As we start to think about, again, going back to that edge-to-cloud continuum, you're going to have different components that are going to have to work together. I think the combination of the data fabric that was announced as well as some of the other components coming together, start to fill in that puzzle, but there's a lot more to go. There's a lot more to go. And so I think it's important to understand that and not just center on a given announcement as this is the key piece, this is the linchpin. >> Does HPE have their own cloud strategy, in your view? >> You know, they're starting to put it together. I think they still have work to do, to be fair. But what I do like is how they're thinking about the bigger picture and I think that is somewhat unique. When you look at the strategies that the hyperscalers have, when you look at the strategies of some of their contemporaries have, HPE's contemporaries have, I think HPE has the right mix of components, but I still want to see some other, some other pieces fall into place first before kind of answering that question in earnest. >> Like what, where do you see the gaps? >> Well, I think one of the, one of the pieces is having that control plane across cloud to on-prem. I think when I look at it from a CIO perspective, my world's getting more complicated, not easier. And when I bring cloud into the mix, now it's gotten exponentially more complicated. And so having something that will help me manage from that edge-to-cloud and everything in between is really, really critical. It helps me streamline, helps me get my arms around data and we know that data is a critical component, especially as you're starting to think about how you engage with your customers and how your customers are changing just over the last 18 months alone, right, let alone how they were changing even two years ago. So I think it is important to, to look at that holistically. But I do think that I'd like to see more of the management pieces and more of that larger context come into play. I think that would resonate better with CIOs and executives. And the other thing to keep in mind is if you look at the traditional HPE customer, they were someone that was further into the organization. When we're talking about cloud, and we're talking about this continuum and talking about it from a strategic standpoint, if you really want to engage the CIO, you have to up-level the conversation and so I am starting to see inklings of that, had opportunities to talk with Antonio about this and the executives within HPE and they get it. They understand that. And so I'm really encouraged by how they're starting to lay out the pieces, but this is a marathon. This isn't a, you know, a sprint and we go over the hurdles and we're done. It's going to take some time, right? >> Tim Crawford, always great to have you on. Awesome, as usual, insights. Appreciate you bringing your A-game to theCUBE. >> Thanks, Dave. >> Thank you. Okay, and thank you for watching. Keep it right there for more great content from HPE's GreenLake announcement. You're watching theCUBE. (upbeat outro music)

(upbeat music) >> We are entering a new era of cyber attacks. The SolarWinds hack it underscored a rising and very disturbing trend. Namely that tunneling in through an organization's supply chain. And you're hearing terms like island hopping and living off the land to becoming mainstream in the world of cybersecurity. And we're going to talk a little bit about ransomware and cyber with Manoj Nair, who is the GM of Metallic, a Commvault Company. And Tim Carben, is a Principal Systems Engineer with Mitchell International. Gents welcome. Thanks so much for coming on. Talk to me about this very important topic. So, Tim, I got to start with you, you're the practitioner. You got to fight this battle every day. You heard me upfront it feel like we are entering a new era. The adversary is highly capable, very well-funded. How are you thinking about changes in protecting your data and creating things like air gaps and what are you doing to solve this problem? >> I think the most important part. And this is just to start off with is patching, everything up to date. Most of the time someone's getting in, or most of the time one of these viruses is replicating between the different systems. It's due to unpatched environments. And then number two is training. If your resources don't know, not to click on something or to hover over something to look at it. Then, you are just going to be exposing your environment over and over and over again. But when it all boils down to it, and it comes back to what I'm doing in the data protection world in the backup and recovery, I have to look at not only how am I going to get this data back. Because if a system gets encrypted we are going to look for recovery first. That's it, look for recovery first. But we also need to make sure that our environment is protected. Lock down our media agents. Lock down our storage that we're connected to. And like you had mentioned before use an air gap. And no one... I mean, everyone's been moving away from tape and it's understandable. There's a lot of resource utilization involved. There's a lot of people that you need in there in your data center, moving things around. And it's a robotic machine, you have to rely on. Not only that, but recovery times can be slow. What I found is Commvault is gone out there and they've offered us SaaS storage. This SaaS storage is somewhere else. We could be in AWS. We could be in Azure. We could be in GCP but we can still connect to this SaaS storage. And we never have to worry about someone having access to a data center and getting to our tapes. We don't have to worry about someone having tenant access and deleting our backups off of a particular tenant. Which is something that we are going to see in the future if it's not out there already. So, there's a lot that we have to do and protecting ourselves is very important. And Commvault is making it a lot easier. >> Thank you, Tim. So, Manoj I mean, these things have probably been around for a while but we're seeing really sort of, I talked about mainstream and a couple of things that are really disturbing. We're seeing this malware come in and they're self forming. They're creating different signatures but we're also seeing this idea of living off the land very stealthily using your own tools against you. And then really disturbingly, we're seeing when you discover... When a victim discovers that they're being attacked and they respond... Their incident response is triggering a very aggressive counter attack by the hackers. Where they've already exfiltrated really sensitive data. Then they'll then they... And they've been stealing and making monetizing your data. And then they'll just encrypt it, hold it for ransom, threaten to release that sensitive data if you don't let them keep going. It's really, really disturbing. What's your perspective on this raising the bar that the bad guys have done and how we can keep pace? >> Yeah, Dave. I lived through the nation state attack that happened in 2012. The front door seat was at RSA as part of the leadership team. And at that time it was considered a this is a very unique and it's an advanced persistent threat. It took the resources of one of the biggest nations of the world to mount something like that. And fast forward, eight, nine years later, we're seeing that these kinds of techniques have now been mainstreamed. You've got a lot of people who are figuring out not just... They may not even care about your data but they know you care about your data. So they're not trying to exfiltrate the data maybe to look for sensitive data and monetize it. That's just harder. Why not take it directly from you. In Q1 of 2021, the average ransomware ransom went up 43%. It's like 250K or something. That's just the ransom. And we saw now that it's impacting day-to-day lives. You saw the long lines of the gas things gas pumps on the East coast a weekend before last and as somebody who had a ransomware attack as the news story say they'd paid for the ransom. And that was the recovery after paying 5 million was slow. So they had to go and figure out how to recover from the backups. And that was not fast enough. So defense in depth is something that has really been the mantra and just like protecting a home, you're not just looking at putting an alarm on the front door. You have sensors on your windows. You have a fire alarm. You've got to say if you got different things too in terms of really thinking through different trends. And Tim hit on a couple of those things. You really think about what is my weak link? What is my vulnerability? That vulnerability is now your software supply chain. So you're thinking about who am I buying things from? Are they taking care of stuff because they are now a new vector? And that's kind of the biggest I would say new thing that has not been mainstream. Like a lot of these techniques are getting mainstream but the fact that a software supply chain itself that is being deployed in mass is now vulnerable? And that will be monetized. It might've started with the nation state doing that but then you'll get the... People trying to take it for ransom. They'll start weaponizing those same vulnerabilities. So really that data and making sure that your crown jewels you have a very safe way of protecting them. And it's not just... You need to practice in readiness of that. Like any system. Just having that there it's not good enough, like can I detect issues? What is the ecosystem that's part of? How is my identity tracking who has got access to that? We've seen a lot of interesting things as part of why we started creating services like a air gap service in the cloud. The customer doesn't have to worry about managing credentials because even those were getting compromised. People were stealing the credentials to go delete the backup. So, the steps keep leaping forward. There's a lot of money going in the research and development of malware. And the industry in partnership with customers and partnership with local and federal authorities are going to have to figure out how to tackle this together. >> Yeah. So Tim, you don't mean Commvault, you don't think of being the cybersecurity space specifically, but those worlds are coming together the data protection and security space. And I would imagine for you as a practitioner it's challenging because you don't have a blank chequebook. I mean, yes, you can spend... You have to spend on cyber but you have all these... You talked about digital transformation in an earlier discussion that we had and you've got to figure out, how do I apply AI and automation? You've got a talent gap. I mean, you can't hire people that have the skills because you just can't keep throwing people at the problem. So, you don't have this unlimited budget. I saw a stat there's a company it's Cybersecurity Ventures. They said by 2025 we'll lose $10.5 trillion annually to cyber attacks. And I think if I look at it, who's ever numbers. You look at IDC I think has one of the higher numbers out there. It's like a hundred billion that we spend each year on cyber. So it's infinitesimal compared to the value that the bad guys are extracting. So, how are you dealing with that complexity, fragmented security tooling lack of talent turnover? I mean, all this stuff and the budget challenges. How do you deal with all that? >> It's... And I do not want to use this word, but it's as easy as research and staying on top of everything. Everyone knows, you update your virus definitions. You keep that up-to-date. You close your firewall holes. You have denies at the very end of every firewall. You make sure you keep track of these small things. At the same time, you leverage utilities that make it easier for you to do your job. The Commvault iDA has a feature that keeps track of changes or modifications on a server. So if I have a server, that's actively getting hit with a ransomware. Commvault reports me in a word and tells me, "Hey, we have had this many files modified within this time period. Look at it right now." So, on top of everything else we have because it's not a replacement for our virus protection but it does help us. And it does keep track of things in Commvault, as well as a lot of other companies out there, are doing some great things in closing up small little gaps and adding little features that could really help us move forward in the future. And keep us more protected, I guess I should say. >> Yeah. Well Manoj, I mean the backup Corpus is a sort of the last line of defense. It's also could be a first point of attack because all the valuable data is in there. So, I'll give you the last word here on the segment. Thanks for doing this with me guys. How do you think the industry needs to approach this? It's not a... You can't go on it alone. You definitely need to collaborate. Your final thoughts. >> Yeah, collaborate, share risk factors, making sure that systems are connected and they're not siloed. And that will really make sure our customers are getting the best out of all of us. And you have to build an intelligence of the product anything static. Just like you said, you need to backup the cyber crown jewels or they're going to go after that. So, your backup systems need to have AIML. They need to be able to detect any kind of suspicious activity. You can't just kind of code it in and just expect that what you thought would work in the lab is how it's going to behave. So, but it's a... And in general unless there's a bigger penalty in terms of the response to these kinds of attacks, as long as they keep getting paid, they're going to keep doing this thing. So you got to follow the money is a simple work. Let's take that a rich ecosystem, that's funding them and replace it with a tight partnership between companies and the customers and partners and governments. >> Guys. Well, I mean, the equation is pretty simple. Value equals benefit over cost. If you can increase the denominator for the bad guys it'll lower their ROI and that's kind of your job. And so keep up the good work, gents. Thanks so much for coming to theCUBE and talking to me about this very important topic. Really appreciate it. >> Thank you. Thank you for having us. >> And thank you for watching this CUBE Conversation. This is Dave Vellante. We'll see you next time. (upbeat music)

(upbeat music) We are entering a new era of cyber attacks. The SolarWinds hack has underscored a rising and very disturbing trend, namely that tunneling in through an organization's supply chain. And you're hearing terms like island hopping and living off the land it becoming mainstream in the world of cybersecurity. And we're going to talk a little bit about ransomware and cyber with Manoj Nair who is the GM of Metallic, a Commvault company. And Tim Carben, as a Principal Systems Engineer with Mitchell International. Gents, welcome. Thanks so much for coming on and talking to me about this very important topic. So, you know, Tim, I got to start with you, you're the practitioner, you got to fight this battle every day. You heard me upfront, it feels like we're entering a new era, the adversary is highly capable, very well-funded. How are you thinking about changes in protecting your data and creating things like air gaps. What are you doing to solve this problem? >> I think the most important part, and this is just to start off with, is patching everything up to date. Most of the time someone's getting in, or most of the time one of these viruses is replicating between the different systems it's due to unpatched environments. And then number two is training. If your resources don't know not to click on something, or to hover over something, to look at it, then you are just going to be exposing your environment over and over and over again. But when it all boils down to it, and it comes back to what I'm doing in the data protection world, in the backup and recovery, I have to look at not only how am I going to get this data back, because if a system gets encrypted we are going to look for recovery first. That's it. Look for recovery first, but we also need to make sure that our environment is protected, lock down our media agents, lock down our storage that we're connected to, and like you had mentioned before, use an air gap. Everyone's been moving away from tape and it's understandable. There's a lot of resource utilization involved. There's a lot of people that you need in there in your data center, moving things around, and it's a robotic machine you have to rely on. Not only that, but recovery times can be slow. What I found is Commvault has gone out there and they've offered us SaaS storage. This SaaS storage is somewhere else. We could be in AWS, we could be in Azure, we could be in GCP but we can still connect to the SaaS storage. And we never have to worry about someone having access to our data center and getting to our tapes. We don't have to worry about someone having tenant access and deleting our backups off of a particular tenant, which is something that we are going to see in the future, if it's not out there already. So there's a lot that we have to do and protecting ourselves is very important and Commvault is making it a lot easier. >> Thank you, Tim. So, these things have probably been around for a while but we're seeing really, I talk about mainstream, and a couple of things that are really disturbing, and we're seeing these malware come in and they're self forming, they're creating different signatures. But we're also seeing this idea of living off the land very stealthily using your own tools against you. And then, really disturbingly, we're seeing when a victim discovers that they're being attacked and they respond, their incident response is triggering a very aggressive counter attack by the hackers, where they've already exfiltrated really sensitive data, they've been stealing and making monetizing your data. And then they'll just encrypt it, hold it for ransom, threaten to release that sensitive data, if you don't let them keep going. It's really, really disturbing. What's your perspective on this raising the bar that the bad guys have done and how we can keep pace? >> And Dave. I lived through the nation-state attack that happened in 2012. The front door seat I was at RSA as part of the leadership team. And, at that time it was considered this is a very unique and it's an advanced, persistent threat. It took the resources of one of the biggest nations of the world to mount something like that. And fast forward, eight, nine years later we're seeing that these kinds of techniques have now been mainstreamed. You've got a lot of people who are figuring out not just that. They may not even care about your data, but they know you care about your data. So they're not trying to exfiltrate the data maybe to look for sensitive data and monetize it. That's just harder. Why not take it directly from you? In Q1 of 2021 the average ransomware ransom went up 43%. It's like $250k or something. That's just the ransom. And we saw now that it's impacting day-to-day lives. You saw the long lines of the gas tanks, gas pumps on the East Coast. You know, the weekend before last. And here's somebody who had a ransomware attack. As the news story say, they'd paid for the ransom. And that was the recovery after paying 5 million was slow, so they had to go and figure out how to recover from the backups. And that was not fast enough. So, you know, defense in depth is something that has really been the mantra, and just like protecting a home, you're not just looking at putting in an alarm on the front door, you have sensors on your windows, you have a fire alarm. You got to see if you got different things too, in terms of really thinking through different threats. And Tim hit on a couple of those things, right? You really think about what is my weak link, what is my vulnerability? That vulnerability is now your software supply chain. So you're thinking about whom am I buying things from? Aren't they taking care of stuff because they are now a new backdoor. And that's kind of the biggest, I would say new thing, that has now been mainstreamed. Like a lot of these techniques are getting mainstream, but the fact that a software supply chain itself that has being deployed in mass is now vulnerable, and that will be monetized. It might've started with the nation-state doing that, but then you'll get people trying take you for ransom will start weaponizing those same vulnerabilities. So really that data and making sure that your crown jewels you have a fail-safe way of protecting them. And it's not just, you know, you need to practice the readiness of that. Like any system, just having that there is not good enough, like, can I detect issues? What is the ecosystem that's part of? How is my identity tracking who has got access to that? We've seen a lot of interesting things and is part of why we started creating services like a air gap service in the cloud. The customer doesn't have to worry about managing credentials, because even those were getting compromised. People were stealing the credentials to go delete the backup. So that the steps keep moving forward. There's a lot of money going in the research and development of malware. And the industry, in partnership with customers and partnership with local and federal authorities, are going to have to figure out how to tackle this together. >> Yeah. So Tim, Commvault. You don't think of it being in the cybersecurity space specifically, but those worlds are coming together, the data protection and security space. And I would imagine for you as a practitioner it's challenging because you don't have a blank checkbook. I mean, yes, you can spend, you have to spend on cyber, but you have all these, you talked about digital transformation in an earlier discussion that we had, and you've got to figure out, okay how do I apply AI and automation? You've got a talent gap. I mean, you can't hire people that have the skills because you just can't keep throwing people at the problem. So, so you don't have this unlimited budget. I saw a stat, there's a company, it's cyber security ventures, they said, "by 2025 we will lose $10.5 trillion annually to cyber attacks." And I think if I look at whosever numbers, you look at IDC, I think has one of the higher numbers out there, It's like 100 billion that we spend each year on cyber. So it's infinitesimal compared to the to the value that the bad guys are extracting. So how are you dealing with that complexity, fragmented, you know, security tooling, lack of talent, turnover I mean, all this stuff, and the budget challenges. How do you deal with all that? >> I do not want to use this word, but it's as easy as research, and staying on top of everything. Everyone knows you update your virus definitions. You keep that up-to-date. You close your firewall holes. You have denies at the very end of every firewall. You make sure you keep track of these small things. At the same time, you leverage utilities that make it easier for you to do your job. The Commvault iDA has a feature that keeps track of changes or modifications on a server. So if I have a server that's actively getting hit with a ransomware, Commvault reports me an alert and tells me , "Hey, we have had this many files modified within this time period. Look at it right now." So on top of everything else we have, because it's not a replacement for our virus protection, but it does help us. And it does keep track of things. And Commvault, as well as a lot of other companies out there are doing some great things in closing up small little gaps, in adding little features that could really help us move forward in the future, and keep us more protected, I guess I should say. >> Yeah. I mean the backup corpus is sort of the last line of defense. So it also could be a first point of attack because all the valuable data is in there. So I'll give you the last word here on the segment. Thanks for doing this with me, guys. How do you think the industry needs to approach this? It's not, you can't go and lead alone. You definitely need to collaborate. Your final thoughts. >> Collaborate, share risk factors, making sure that systems are connected and they're not siloed. And that will really make sure our customers are getting the best out of all of us. And you have to build an intelligence of the product. Anything static, just like you said, if the backup is the crown jewel how are they're going to go after that? So your backup systems need to have AI/ML. They need to be able to detect any kind of suspicious activity. You can't just kind of code it in and just expect that what you thought would work in the lab is how it's going to behave. And in general, unless there's a bigger penalty in terms of the response to these kinds of attacks, as long as they keep getting paid, they're going to keep doing this thing. So you got to follow the money is a simple work. Let's take that rich ecosystem that's funding them, and replace it with a tight partnership between companies and customers and partners and garments. >> Guys. Well, the equation is pretty simple. Value equals benefit over cost. If you can increase the denominator for the bad guys it'll lower their ROI, and that's kind of your job. So keep up the good work, gents. Thanks so much for coming to the Cube and talking to me about this very important topic. I really appreciate it. >> Thank you. >> Thank you. >> And thank you for watching this Cube Conversation. This is Dave Vellante. We'll see you next time. (quirky music)

>> Commvault was an idea that incubated as a project inside of bell labs, one of the most prestigious research and development organizations in the world, back in the day. It became an official company in 1996, and Commvault just celebrated its 25th anniversary. As such, Commvault has had to reinvent itself many times over the past two and a half decades. From riding the waves of the very early PC networking era, to supporting a rich set of solutions for the evolving enterprise. This includes things like cloud computing, ransomware disaster, recovery, security compliance, and pretty much all things data protection and data management. And with me to talk about the company, its vision for the future, with also a voice of the customer. Three great guests, Isabel Geese is the Chief Marketing Officer of Commvault, Manoj Nair is the GM of Metallic, and Tim Carben is a principal systems engineer with Mitchell International. Folks, welcome to the Commvault power panel. Come inside the cube. It's awesome to have you. >> Great to be here Dave. >> All right. First of all, I got to congratulate you celebrating 25 years. That's a long time, not a lot of tech companies make it that far and are still successful and relevant. So Isabelle, maybe you could start off. What do you think has been the driving factor for your ability to kind of lead through the subsequent technological waves that I alluded to upfront? >> So well, 25 years is commendable but we are not counting success in number of years we're really counting success in how many customer we've helped over those years. And I will say what has been the driving mater for us as who that has been innovating with our customers. You know, we were there every step of the way, when they migrate to hybrid cloud. And now as they go to multi cloud in a post COVID world, where they have to win gold you know, distributed workforce, different types of workloads and devices, we are there too. We have that workload as well. So the innovation keep coming in, thanks to us listening to our customer. And then adding needs that change over the last 25 years and probably for the next 25 as well. You know, we, we want to be here for customer who think that data is an asset, not a liability. And also making sure that we offer them a broad range of use cases to book why things simple because the word is getting too complex for them. So let's take the complexity on us. >> Thank you for that. So Manoj, you riffed on the cube before about, you know putting on the, the binoculars and looking at the future. So let's talk about that. Where do you see the future for this industry? What are some of the key driving factors that matter. >> Dave it's great to be back on the Cube. You know, we see our industry no different than lots of other industries. The SAS model is rapidly being adopted. And the reason is, you know customers are looking for simplicity simplicity not just in leveraging, you know the great technology that Commvault has built but in the business model and the experience. So, you know, that's one of the fastest growing trends that started in consumer apps and other applications, other B to B apps. And now we're seeing it in core infrastructure like data management, data protection. They're also trying to leverage their data better, make sure it's not fragmented. So, how do you deliver more intelligent services? You know, securing the data insights from the beta, transforming the data and that combination, you know our ability to do that in a multi-cloud world like Isabel said, now with increasing edge work loads. Sometimes, you know, our customers say their data centers are the new edge too. So you kind of have this, you know, data everywhere, workloads everywhere, yet the desire to deliver that with a holistic experience, we call it the power of bank. The ability to manage your data and leverage the data with the simple lesson without compromise. And that's really what we're seeing as part of the future. >> Okay. Manoj I to come back to you and double click on that but I want to introduce Tim to the conversation here. You bring in the voice of the customer, as they say. Tim, my understanding is Mitchell has been a Commvault customer since the mid two thousands. So tell us why Commvault? What has kept you with the company for more than 15 years? >> Yeah! It was what, 2006 when we started and really when it all boils down to it, it's just as Isabel said, innovation. At Mitchell we're always looking to stay ahead of the trend. And, you know, just to like was mentioned earlier data is the most important part here. Commvault provides us peace of mind to protect and manage our data. And they do data protection for all of our environments, right now. We've been a partner to help enable our digital transformation including SAS and cloud adoption. When we start talking about the solutions we have, I mean we of course started in 2006. I mean, this was version six, if I remember right, this predates me at the company. Upgraded to seven, eight, nine. We brought in 10, brought in 11, brought in hyper scale and then moved on to bring in the Metallic. And Commvault provides the reason for this. I guess I should say is, Commvault provides a reliable backup but most importantly, recovery, rapid recovery. That's what gives me confidence. That's what helps me sleep better at night. So when I started looking at SAS, as a differentiator to protect our 036 environments or 065 environments. Metallic was a natural choice, and the one thing I wanted to add to that is it came out cheaper than us building it ourselves. When you take into account resources, as well as compute and storage. So again, just a natural choice. >> Yeah. As the saying goes, back up is one thing, recoveries everything. Isabel you know we've seen the SAS suffocation of the enterprise, particularly, you know from the app side. You came from Salesforce. So you, the company that is the poster child for SAS. But my question is what's catalyzing this shift and why do you think data protection is ready to make the move? >> Well, there's so many good things about SAS. You know, you remember when people started moving to the cloud and transforming their CapEx into OPEX, well SAS bring yet another level of benefits. I.T, we know always has to do more with less. And so SAS allows you to, once you set up you've got all the software upgrades automatically without you know, I think it's smart work. You can better manage your cash flow because you pay as you grow. And also you have a faster time to value. So all of this at help, the fast adoption and I will tell you today, I don't think there is a single customer who doesn't have at least one SAS application because they have things of value of this. Now, when it comes to backup and recovery, everybody's at different stages you still have on premise, you have cloud, they have SAS and workloads devices. And so what we think was the most important was to offer a raw choice of delivery model. Being able to support them if they want software subscription, if they want an integrated appliance or easy one as SAS. As a service model, and also some of our partners are actually delivering this in a more custom and managed way as well. So offering choice because everybody is at a different stage on this journey when it comes to data management and protection, I actually, you know I think team is the example of taking full advantage or this broad choice. >> Well, you mentioned Tim that you leaned into Metallic. We have seen the SAS everywhere. We used to have a email server, right? I mean, (laughing) on prem, that just doesn't happen anymore. But how was Mitchell International thinking about SAS? Maybe you could share your, from your customer perch, what you're seeing. >> Well, What's interesting about this is Mitchell is been providing SAS for a long time. We are a technology company and we do provide solutions, SAS solutions to our customers. And this makes it so important to be able to embrace it because we know the value behind it. We're providing that to our customers. And when I look at what Commvault is doing I know that Commvault is doing the same thing. They're providing the SAS model as a value to their customers. And it's so important to go with this because we keep our environments cutting edge. As GDPR says, you need to have a cutting edge environment. And if you don't, if you cannot check that box you do not move forward. Commvault has that. And this is one less thing that I have to worry about when choosing Metallic to do my backup of O365. >> So thank you for that, Tim. So Manoj, thinking about what you just heard from Isabel and Tim, you know kind of fitting into a company's cloud or hybrid cloud, more importantly strategy, you were talking before about this. And in other words, it's not an either or, it's not a zero sum game. It's simpatico, if you will. I wonder if you could elaborate. >> Yeah. The power of band Dave I'm very proud of that. You know, when I think of the power of band I think of actually folks like Tim, our customers and Commonwealth first, right. And, really that need for choice. So for example, you know customers on various different paths to the cloud, we kind of homogenize it and say, they're on a cloud journey or they're on a digital transformation journey but the journey looks different. And so part of that, and as Isabella was saying is really the ability to meet them where they are in that journey. So for example, do you, go in there and say, "Hey, you know what I'm going to be some customers 100% multi-cloud or single cloud even. And that includes SaaS applications and my infrastructure running as a service." So there's a natural fit there saying great all your data protection. You're not going to be running software appliances for that. So you've got to data protection, data management as a service that Metallic is able to offer across the whole estate. And that's, you know, that's probably a small set of customers, but rapidly growing. Then you see a lot more customers were saying I'm going to do away as you're talking about with the email server, I'm going to move to Office 365 leverage the power of Teams. And there's a shared responsibility model there which is different than an on-prem data protection use case. And so they're, they're able to just add on Metallic to the existing Commvault environment whether it's a Commvault software or hyper-scale and connect the two. So it's a single integrated experience. And then you kind of go to the other end of the spectrum and say "great" customers' all in on a SaaS delivered data protection, as you know and you hear a lot from a lot of your guests and we hear from our customers, there's still a lot of data sitting out there. you know 90 plus percent of workloads in data centers, increasing edge data workloads. And if you were to back up one of those data workloads and say that the only copy can be in the cloud, then that would take like a 10 day recovery SLA. You know, we have some competent users who say that then that's what they have. Our flexibility, our ability to kind of bring in the hyper-scale deployment and just, you know dock it into Metallic and have a local copy instant recovery, SLA, remote backup copy in the cloud for ransomware or your worst case scenario. That's the kind of flexibility. So all those are scenarios we're really seeing with our customers. And that's kind of really the power of mandates. Very unique part of our portfolio. Companies can have portfolio products but to have a single integrated offering with that flexibility, that kind of depending on the use case you can start here and grow into a different point. That's really the unique part of the power event. >> Yeah, yeah. 10 day RTO just doesn't cut it, but Tim, maybe maybe you could weigh in here. Why, what was the catalyst for you adopting Metallic and maybe you could share what was the business impact there? >> Well, the catalyst and impact obviously two different things. The catalyst, when we look at it, there was a lot of what are we going to do with this? We have an environment, we need to back it up and how are we going to approach this? So we looked at it from a few different standpoints and of course, when it boils down to it one of the major reasons was the financial. But when we started looking at everything else that we have available to us and the flexibility that Commvault has in rolling out new solutions, this really was a no brainer, at this point. We are able to essentially back up new features and new products, as soon as they're available. within our Metallic environment we are running the activate. We are running the, the self-service for the end users, to where they can actually recover their own files. We are adding the teams into it to be able to recover and perform these backups for teams. And I want to step aside really quick and mention something about this because I'd been with, you know, Metallic for a long time and I'd been waiting for this. We've been waiting for an ability to do these backups and anyone I know, Manoj knows that I've been waiting for it. And you know, Commvault came back to me a while back and they said, we just have to wait for the API. We have to wait for Microsoft to release it. Well, I follow the news. I saw Microsoft released the API and I think it may have been two days later that Commvault reached out to me and said, Hey we got it available. Are you ready to do this? And that sort of turned around, that sort of flexibility, being on top of new applications with that, with Salesforce, that is, you know just not necessarily the reason why I adopted Metallic but one of those things that puts a smile on my face because I adopted Metallic. >> Well, that's an interesting story. I mean, you get the SDKs and if you're a leader you get them, you know, you can put the resources on it and you're ready when, when the product comes to GA. Manoj, I wonder if we could talk about just the notion of backing up a SAS. Part of the announcements today included within Metallica included backup and, and offerings for dynamics 365. But my question is why support dynamics specifically in in SAS apps generally? I mean, customers might say, doesn't my SAS provider protect my data. Why do I need a third party? And, and the second part of that question is why Commvault? >> Dave, a great question as always. I'll start with the second part of the question. It's really three words, the shared responsibility model, and, you know, a lot of times our customers, as they go into the cloud model they really start understanding that there is something, that you're getting a lot of advantages that certain things you don't have to do. But the shared responsibility model is what every cloud and SAS provider will indoctrinate in it's in desolate. And certainly the application data is owned by the customer. And the meaning of that is not something that, you know some SAS provider can understand. And so that requires specialized skills. And that's a partnership where we've done this now very successfully with Microsoft and LG 65. We've added support for Salesforce, And we see a rapid customer adoption because of that shared responsibility model, If you have a, some kind of an admin issue as we have seen in the news somebody changed their team setting and then lost all their chat. Then that data is discoverable. And you, the customer, responsible for making sure that data is discoverable or ransomware attacks. Again, covering that SAS data is your responsibility because the attack could be coming in from your instance, not from the SAS provider. So those are the reasons dynamics is, you know one of the fastest growing SAS applications from a business applications perspective out there. And as we looked at our roadmap and you look at at the right compliment. What is arriving by the agency, we're seeing this part of a Microsoft's business application suite growing, you know, millions of users out there and it's rapidly growing. And it's also integrated with the rest of the Microsoft family. So we're now, you know, proud to say that we support all three Microsoft clouds by Microsoft 365 dynamics. Those applications are increasingly degraded so we're seeing commonality in customer base and that's a business critical data. And so customers are looking to manage the data, have solutions that they can be sure they can leverage, it's not just protecting data from worst-case scenarios. In the case of some of the apps like dynamics we offer a support, like setting up the staging environment. So it's improving productivity off the application admins and that's really kind of that the value we're bringing able to bring to the table. >> Yeah. You know, that shared responsibility model. I'm glad you brought that up because I think it's oftentimes misunderstood but when you talk to CSOs, they understand it well. They'll tell you the shared responsibility is my responsibility. You know, maybe the cloud provider who will secure the the object storage bucket for the physical space, but it's, it's on me. So that's really important. So thank you for that. Isabelle, last question. The roadmap, you know how do you see Commvaults, Metallic, SAS portfolio evolving? what can you tell us? >> Oh, well, it has a big strategic impact on Commvault for sure, first because all of our existing customer as you mentioned earlier, 25 years, it's a lot of customer will have somehow some workload as SaaS. And so the ability without adding more complexity without adding another vendor just to be able to protect them in one take, and as teams, they bring a smile to his face is really important for us. The second is also a lot of customer come toCommvault from Metallic. This is the first time they enter the Commvault community and Commvault family and as they start protecting their SaaS application they realize that they could leverage the same application to protect their on-premise, data as well. So back to the power of hand and without writing off their past investments, you know going to the cloud at the pace they want. So from that perspective, there is a big impact on our customer community that quickened that Metallic brings. I don't know Manojs' way too humble, but, you know he doubled his customers every quarter. And, you know, we have added 24 countries to the portfolio, to the product. So we see a rapid adoption. And so obviously back to your question, we see the impacts of Metallic growing and growing fast because of the market demand because of the rapid innovation. We can take the Commvault technology and put it in the SaaS model and our customers really like it. So I'm very excited. I think it's going to be, you know, a great innovation, a great positive impact for customers and our new customer will welcome it, which by the way I think half, Manoj correct me but I think half of the Metallic customer at Commvault and the other half are new to our family. So, so they're very bullish about this. And it's just the beginning, as you know we all 25 year old or sorry, 25 year young and looking forward to the next 25. >> Well, I can confirm, you know we have a data partner, survey partner ETR enterprise technology research, and I was looking at the Commvault data and it shows within the cloud segment, when you cut the data by cloud, you're actually accelerating the spending momentum is accelerating. And I think it's a function of, you know some of the acquisitions you've made some of the moves. You made an integration. So congratulations on 25 years and you know you're riding the correct wave. Isabel, Manoj, Tim thanks so much for coming in the cube. It was great to have you. >> Thank you. >> Thank you Dave. >> I really appreciate it. >> And thank you everybody for watching. This is Dave Volante for the Cube. We'll see you next time.

(Upbeat Music) >> Commvault was an idea that incubated as a project inside of Bell Labs, one of the most prestigious research and development organizations in the world, back in the day. It became an official company in 1996, and Commvault just celebrated its 25th anniversary As such, Commvault has had to reinvent itself many times over the past two and a half decades from riding the waves of the very early PC networking era to supporting a rich set of solutions for the evolving enterprise. This includes things like cloud computing, ransomware, disaster recovery, security compliance, and pretty much all things data protection and data management. And with me to talk about the company, its vision for the future with also a voice of the customer are three great guests. Isabelle Guis is the Chief Marketing Officer of Commvault, Manoj Nair is the GM of Metallic, and Tim Carben is a Principal Systems Engineer with Mitchell International. Folks, welcome to the Commvault power panel. Come inside theCUBE. It's awesome to have you. [Isabelle] Great to be here today. >> All right. First of all, I got to congratulate you celebrating 25 years. That's a long time, not a lot of tech companies make it that far and are still successful and relevant. So Isabelle, maybe you could start off. What do you think has been the driving factor for your ability to kind of lead through the subsequent technological waves that I alluded to upfront? >> So well, 25 years is commendable but we are not counting success in number of years. We're really counting success in how many customers we've helped over those years. And I will say what has been the driving matter for us as who that, has been innovating with our customers. You know, we were there every step of the way when they migrate to hybrid cloud. And now as they go to multi-cloud in a post COVID world where they have to win gold you know, distributed workforce, different types of workloads and devices, we all there too. We assess workload as well. So the innovation keep coming in, thanks to us listening to our customer and then, adding needs that change over the last 25 years and probably for the next 25 as well. You know, we want to be here for customer was thinking that data is an asset, not a liability. And also making sure that we offer them a broad range of use cases to quote why things simple because the world is getting too complex for them. So let's take the complexity on us. >> Thank you for that. So Manoj, you've riffed on the cube before about, you know putting on the binoculars and looking at the future. So, let's talk about that. Where do you see the future for this industry? What are some of the key driving factors that matter? >> It's great to be back on theCUBE. You know, we see our industry no different than lots of other industries. The SaaS Model is rapidly being adopted. And the reason is, you know customers are looking for simplicity, simplicity not just in leveraging, you know the great technology that Commvault has built, but in the business model and the experience. So, you know, that's one of the fastest growing trends that started in consumer apps and other applications, other B to B apps. And now we're seeing it in core infrastructure like data management, data protection. They're also trying to leverage their data better. Make sure it's not fragmented. So how do you deliver more intelligent services? You know, securing the data, insights from the data, transforming the data, and that combination, you know, our ability to do that in a multi-cloud world like Isabelle said, now with increasing edge work loads. Sometimes, you know, our customers say their data centers has a new edge too. So you kind of have this, you know, data everywhere workloads everywhere, yet the desire to deliver that with a holistic experience, we call it the 'power of bank'; the ability to manage your data and leverage the data with the simple lesson without compromise. And that's really what we're seeing as part of the future. >> Okay. I don't know if all want to come back to you and double click on that, but I want to introduce Tim to the conversation here. You bring in the voice of the customer, as they say. Tim, my understanding is Mitchell has been a Commvault customer since the mid-2000s. So, tell us why Commvault, what has kept you with the company for more than 15 years? >> Yeah, we are, it was what, 2006 when we started. And really what it all boils down to it, it's just as Isabel said, innovation. At Mitchell, we're always looking to stay ahead of the trend. And, you know, just to like was mentioned earlier, data is the most important part here. Commvault provides us peace of mind to protect and manage our data. And they do data protection for all of our environments right now. We've been a partner to help in navel our digital transformation including SaaS and cloud adoption. When we start talking about the solutions we have, I mean we of course started in 2006. I mean, this was version version 6 if I remember right. This predates me at the company. Upgraded to seven, eight, nine, we brought in ten, brought in eleven, brought in HyperScale, and then moved on to bring in the Metallic. And Commvault provides the reason for this. I guess I should say is, Commvault provides a reliable backup but most importantly, recovery. Rapid recovery. That's what gives me confidence. That's what helps me sleep better at night. So when I started looking at SaaS as a differentiator to protect our 036 environments or 065 environments, Metallic was a natural choice. And the one thing I wanted to add to that is, it came out cheaper than us building it ourselves. When you take into account resources as well as compute and storage. So again, just a natural choice. >> Yeah. As the saying goes back up as one thing, recovery's everything. Isabelle. Yeah, we've seen the SaaSification of the enterprise. Particularly, you know from the app side. You came from Salesforce. So you, the company that is the poster child for SaaS. But my question is what's catalyzing this shift and why do you think data protection is ready to make the move? >> Well, there's so many good things and that's that. As you know, you remember when people started moving to the cloud and transforming their CAPEX into OPEX. Well SaaS bring yet another level of benefits. IT, we know always has to do more with less. And so SaaS allows you to, once you set up, you've got all the software upgrades automatically without you know, I think it's, why it works. You can better manage your cash flow, because you pay as you grow. And also you have a faster time to value. So all of this at help, the fast adoption and I will tell you today I don't think there is a single customer who doesn't have at least one SaaS application because they have things of value of this. Now, when it comes to backup and recovery everybody's at different stages. You still have On-Premises, you have cloud, there's SaaS, there's Workloads devices. And so what we think was the most important was to offer a broad choice of delivery model being able to support them if they want a software subscription, if they want an integrated appliance, or if they want SaaS as a service model, and also some of our partners actually delivering this in a more custom and managed way as well. So offering choice, because everybody is at a different stage on this journey. When it comes to data management and protection, I actually, you know, I think team is the example of taking full advantage of this bold choice. >> Well, you mentioned Tim that you leaned into Metallic. We have seen the SaaS everywhere. We used to have a email server, right? I mean, you know, On-Prem, that just doesn't happen anymore. But how was Mitchell International thinking about SaaS? Maybe you could share your, from your customer perch, what you're seeing. >> Well, what's interesting about this is, Mitchell is been providing SaaS for a long time. We are a technology company and we do provide solutions, SaaS solutions, to our customers. And this makes it so important to be able to embrace it because we know the value behind it. We're providing that to our customers. And when I look at what Commvault is doing I know that Commvault is doing the same thing. They're providing the SaaS Model as a value to their customers. And it's so important to go with this because we keep our environments cutting edge. As GDPR says, You need to have a cutting edge environment. And if you don't, if you cannot check that box you do not move forward. Commvault has that. And this is one less thing that I have to worry about when choosing Metallic to do my backup of O365. >> So thank you for that, Tim. So Manoj, thinking about what you just heard from Isabelle and Tim, you know, kind of fitting into a company's cloud or hybrid cloud, more importantly, strategy, you were talking before about this. "And", in other words, it's not an either or it's not a zero sum game. It's simpatico, if you will. I wonder if you could elaborate. >> Yeah, no The Power of And, Dave, I'm very proud of that. You know, when I think of The Power of And I think of actually folks like Tim, our customers and Commonwealth first, right. And, and really that, that need for choice. So for example, you know, customers on various different paths to the cloud we kind of homogenize it and say, they're on a cloud journey or they're on a digital transformation journey, but each journey looks different. And so part of that, "And", as Isabella was saying, is really the ability to meet them where they are in that journey. So for example, you know, do you, go in there and say, Hey, you know what, I'm going to be some customers 100% multi-cloud or single cloud even. And that includes SaaS applications and my infrastructure running as a service. So there's a natural fit there saying great all your data protection. You're not going to be running software appliances for that. So you've got to data protection, data management as a service that Metallic is the able to offer across the whole S state. And that's, you know, that's probably a small set of customers, but rapidly growing. Then you see a lot more customers were saying I'm going to do away as you're talking about but the emails are where I'm going to move to office 365, leverage the power of teams. And there's a Shared Responsibility Model there which is different than an On-Prem data protection use case. And so they're, they're able to just add on Metallic to the existing Commonwealth environment, whether it's a Commonwealth software or HyperScale, and connect the two. So it's a single integrated experience. And then you kind of go to the other end of the spectrum and say, great customers all in on a SaaS delivered data protection, as you know, and you hear a lot from a lot of your guests and we hear from our customers, there's still a lot of data sitting out there, you know, 90 plus percent of workloads and data centers increasing edge data workloads. And if you were to back up one of those data workloads and say that the only copy can be in the cloud, then that would take like a 10 day recovery isolation. You know, we have some competitors who say that then that's what they have. Our flexibility, our ability to kind of bring in the Hyper-Scale deployment and just, you know, dock it into Metallic, and have a local copy, instant recovery, SLA, remote, you know, backup copy in the cloud for ransomware, or your worst case scenario. That's the kind of flexibility. So all those are scenarios we're really seeing with our customers. And that's kind of really the power advantage. A very unique part of our portfolio, but, you know, companies can have portfolio products, but to have a single integrated offering with that flexibility, that kind of, depending on the use case, you can start here and grow into a different point. That's really the unique part of the power event. Yeah, 10 day RTO just doesn't cut it, but Timmy, maybe you could weigh in here. Why, What was the catalyst for you adopting Metallic and maybe you could share what was the business impact there? >> Well, the catalyst and impact, obviously two different things. The catalyst, when we look at it, there was a lot of what are we going to do with this? We have an environment, we need to back it up, and how are we going to approach this? So we looked at it from a few different standpoints, and of course, when it boils down to it, one of the major reasons was the financial. But when we started looking at everything else that we have available to us and the flexibility that Commvault has in rolling out new solutions, this really was a no brainer at this point. We are able to essentially back up new features and new products, as soon as they're available. Within our Metallic environment, we are running the activate. We are running the the self-service for the end users to where they can actually recover their own files. We are adding the teams into it to be able to recover and perform these backups for teams. And I want to step aside really quick and mentioned something about this because I'd been with, you know, Metallic for a long time and I'd been waiting for this. We've been waiting for an ability to do these backups and anyone I know Manoj knows that I've been waiting for it. And you know, Commvault came back to me a while back and they said, we just have to wait for the API. We have to wait for Microsoft releases. Well, I follow the news. I saw Microsoft released the API, and I think it may have been two days later. Good. Commvault reached out to me and said, Hey we got it available. Are you ready to do this? And that sort of turned around that sort of flexibility being on top of new applications with that, with Salesforce, that is, you know, just not necessarily the reason why I adopted Metallic but one of those things that puts a smile on my face because I adopted Metallic. >> Well, that's an interesting story. I mean, you get the SDKs and if you're a leader you get them, you know, you can put the resources on it and you're ready when, when the product, you know, comes to GA. Manoj, I wonder if we could talk about just the notion of backing up SaaS, part of the announcements today included within Metallic included backup and offerings for Dynamics 365. But my question is why support Dynamics specifically in SaaS apps generally? I mean, customers might say, doesn't my SaaS provider protect my data? Why do I need a third party? And, and the second part of that question is why Commvault? >> Dave a great question as always. I'll start with the second part of the question. It's really three words the Shared Responsibility Model. And, you know, a lot of times our customers as they go into the cloud model they really start understanding that there is something that you're getting a lot of advantages the certain things you don't have to do, but the Shared Responsibility Model is what every cloud and SaaS provider will indoctrinate in its S&As. And certainly the application data is owned by the customer. And the meaning of that is not something that, you know, some SaaS provider can understand. And so that requires specialized skills. And that's a partnership. We've done this now very successfully with Microsoft and LG 65, we've added support for Salesforce, and we see a rapid customer adoption because of that Shared Responsibility Model. If you have, some kind of, an admin issue as we have seen in the news somebody changed their team setting and then lost all their chat. And then that data is discoverable. And you, the customer is responsible for making sure that data is discoverable or ransomware attacks. Again, recovering that SaaS data is your responsibility because the attack could be coming in from your instance not from the SaaS provider. So those are the reasons. Dynamics is, you know, one of the fastest growing SaaS applications from a business applications perspective out there. And as we looked at our roadmap, and you look at at the right compliment, what is the right adjacency, we're seeing this part of Microsoft's Business Application Suite growing, you know, as millions of users out there and it's rapidly growing. And it's also integrated with the rest of the Microsoft family. So we're now, you know, proud to say that we support all three Microsoft clouds, Microsoft Azure, or 365, Dynamics. Those applications are increasingly integrated so we're seeing commonality in customer base and that's a business critical data. And so customers are looking to manage the data, have solutions that they can be sure they can leverage. It's not just protecting data from worst-case scenarios. In the case of some of the apps like Dynamics, we offer a support, like setting up the staging environment. So it's improving productivity of the application admins, and that's really kind of that the value we're bringing able to bring to the table. >> Yeah. You know, that Shared Responsibility Model. I'm glad you brought that up because I think it's oftentimes misunderstood but when you talk to CSOS, they understand it well. They'll tell you the shared responsibility is my responsibility. You know, maybe the cloud provider will secure the object storage bucket for the physical space, but it's on me. So that's really important. So thank you for that. Isabelle, last question, the roadmap, you know, how do you see Commvault's, Metallic SaaS portfolio evolving? What can you tell us? >> Oh, well, it's, it has a big strategic, you know, impact on Commvault for sure on the first portfolio first because of all of our existing customers as you mentioned earlier, 25 years, it's a lot of customers are somehow some workload as SaaS. And so the ability without, you know, adding more complexity without adding another vendor just to be able to protect them in one take, and as teams they bring a smile to his face is really important for us. The second is also a lot of customers come to Commvault for Metallic. This is the first time enter the Commvault community and Commvault family. And as they start protecting their assessed application they realize that they could leverage the same application to protect their own premised data as well. So back to The Power of And, and without writing off their past investments, you know, going to the cloud at the pace they want. So from that perspective, there is a big impact on our customer community the thing is that Metallic it brings I don't know Manoj is way too humble, but, you know, he don't go to this customer every quarter. And, you know, we have added 24 countries to the portfolio, to the product. So we see a rapid adoption. And so obviously back to your question, we see the impacts of Metallic growing and growing fast because of the market demand, because of the rapid innovation we can take the Commvault technology and put it in the SaaS model and our customers really like it. So I'm very excited. I think it's going to be, you know, a great innovation, a great positive impact for customers, and our new customers we're welcoming, which by the way I think half, Manoj correct me, but I think half of the Metallic customer at Commvault and the other half are new to our family. So, they're very bullish about this. And it's just the beginning, as you know, we are 25 years old, or sorry, 25 years young, and looking forward to the next 25. >> Well, I can confirm, you know, we have a data partner survey, partner ETR, Enterprise Technology Research, and I was looking at the Commvault data and it shows within the cloud segment, when you cut the data by cloud, you're actually accelerating, the spending momentum is accelerating. And I think it's a function of, you know, some of the acquisitions you've made, some of the moves you made in integration. So congratulations on 25 years and you know, you're riding the correct wave, Isabelle, Manoj, Tim, thanks so much for coming in theCUBE. It was great to have you. >> Thank you. >> Thank you Dave. >> I really appreciate it. >> And thank you everybody for watching. This is Dave Vellante for theCUBE. We'll see you next time. (Upbeat Music)

>> Narrator: From around the globe, it's theCUBE, with digital coverage of IBM Think 2021 brought to you by IBM. >> Welcome to theCUBEs coverage of IBM Think 2021. I'm Lisa Martin. Exciting conversation coming up about in vaccine cloud management. I've got two guests with me, Tim Elcott is here, the sales and delivery director of IBM services for Salesforce and Fran Thompson joins us as well, the CEO of the Health Service Executive in Ireland. Gentlemen, welcome to the program. >> Hi, there. >> Hi. >> Good to be here. >> So we're very socially distance, Northern California, UK. Glad to have you guys here. We're going to talk about what the Health Service Executive or HSE in Ireland has done with IBM and Salesforce to facilitate vaccine management. But Fran, let's go ahead and start with you, talk to us a little bit about HSE. >> Well, the HSE provides public health and social services to everyone living in Ireland, okay. We got Acute hospitals, community services nationally. We directly employ about 80,000 people and we formed a farther about 40,000 people. And our annual budget is slightly North of 21.6 billion a year. We are the largest employer in the state and the largest organizations in the state. And, you know, we provide a huge range of services right across the whole spectrum. And we also formed other organizations who provide those services as well. So we would fund some voluntary and charity organizations and we would also buy services from the likes of say GP and other organizations as well. >> So talk to me about a year or so ago when the pandemic hit what were some of the challenges that HSE faced? And then when it came time to, we have a vaccine, we have multiple vaccines that rollout capability what were some of the challenges that you faced initially? >> So from an organizational perspective, there were huge challenges in that we were like every other health service worldwide facing an enormous pandemic that was impacting on people. And this is all about people, it's all about people's lives at the end of the day. People can talk about numbers and they can talk about costs and they can talk about other elements but at the end of the day this is about individual, people's lives, their families and their communities. And for the HSE, our challenge was really about how do we manage to protect the totality of the population in Ireland, as much as we can from the ravages of the virus. And the initial challenge we had was around contact tracing and managing that before a vaccine became available. And once the vaccine became available it was then how do we stand up a national vaccine solution that we would be able to deliver and record vaccines to the totality of the population who were getting a vaccine. >> Yeah, so there was no preexisting vaccination program of course, probably in most places you needed to get healthcare workers vaccinated ASAP and it's also needed to be a national program. So what did you do next after determining all right, we need to work with some partners to be able to build technology to facilitate equitable efficient rollout of the vaccine? >> So we did have regional vaccine systems and we do have a number of vaccine programs out there that were managing flu vaccine, Hep C vaccine, but we didn't have a national program and we needed to vaccinate people immediately. And we also wanted to make sure that vaccine program was not dependent on the HSE infrastructure, because we want to be able to vaccinate people in non HSE sites, and we wanted non HSE staff to be able to vaccinate. And we didn't want a huge pre-dependence on our existing infrastructure. So the first thing we did, we looked at a number of vendors and we chose IBM as our partner with Salesforce. And that partnership is really a strategic partnership and it's a partnership that we worked to all the bumps and all the lumps through the program together and there have been challenges but like it's still working with Tim and his team and to our team that we've overcome some of those challenges. And like, when we started off I remember the very first conversation I had with Tim he said, "Look, we need to vaccinate healthcare workers now, okay? And you've got two weeks to start and we need to configure a system, get it up and running and to be able to roll it out to the hospitals and very quickly then to all of our nursing care homes now" and that was the challenge. >> And let's bring Tim in, and this is a radically quick project from MPV to roll out in two weeks. Tim talk to us first about the IBM partnership with Salesforce and what you're building together. >> Absolutely, it's great and Fran it's interesting to hear you speaking about the running into this, 'cause from my perspective a week before we all started this we had a simple conversation called into the Health Service Executive they're talking about some vaccination program how can we help? And then within a week, we've gone from zero to having how many calls with Fran and team just to understand and with the Salesforce team to really understand how the three parties can bring the best of IBM, the best of Salesforce and the best of HSE in terms of the adaptability and what we need to get done to get those vaccinations up and running for the healthcare workers now. When Fran said to me, "We need something in two weeks." There was absolutely clarity, if you can't do it in two weeks there's the door, right? So we knew exactly the challenge and that's the kind of thing right before Christmas that we were so fortunate to really bring in the team, like everyone you think about this, everyone has probably the 14th of December was thinking of winding down, thinking of having their Christmas holidays and vacation time. And everybody from the Irish team and from the English team said, "No, we will cancel Christmas, we will cancel everything." So is it really Christmas came early and Christmas was canceled all at once. So, and the key bit here, the strategic partnership is IBM and Salesforce have been working together for years and years and years growing out a partnership. We know their products really well, we've got huge capability in that space. But actually with the new health cloud part of it the vaccine management parts are quite new to Salesforce as well only launched back in sort of the August, September time. So it's quite new. So we had to go in together as a sort of a partnership there to say, "Did you get this done?" So we had the best people from Salesforce who know the product, the best people from IBM all turning up on the 14th of December and saying, "Right, we've got to get this done by the 29th, with Christmas holidays in the way, the vacation time in the way." I think we had 36 hours of time off to eat turkey and fill ourselves before getting back to the wheel and really getting this done. And to get I think it was four acute hospitals we went into as of the 29th to start the vaccination program. So trying to do that, understanding everything is a compromise at that point. Yeah, but it has to be secure, you know this is personal data going into these systems. So you can't forget about all the aspects it's got as minimum, but minimum with those kinds of constraints as a health system. So it needs to be secure, it needs to also be that national platform going forwards as well. So basing on a great platform like Salesforce, you know you can scale out, you know you've got those options to grow in the future, but yeah, not without a lot of challenge and then working out what's now getting to know each other, but if we only talked about twice before we ever know each other pretty well now. But just trying to work out how we then structure what's going to happen every two weeks afterwards, how's that going to move forward? We're going live every two weeks and we have done that now for the last three months, so, good fun. >> So, yeah, good fun. But so much work to get done and accord a huge coordinated effort in a very short time period during a very challenging time. Talk to me a little bit about Fran but you launched this Vaccine Cloud Management in January, 2021. And to date, I think you told me 1 million people have been vaccinated so far. Talk to me about what the IBM, Salesforce solution enables you to deliver to the HSE and to the Irish citizens. >> So we have delivered a million vaccines, okay in two stages. The dose one, the dose two for most people in Ireland. And there's about 720,000 people got their dose one and the balance have got the dose two. That's about sort of just about one in five of the population that has to be vaccinated. And one of things we were very conscious of is that as an organization like that we need to take a risk based approach to this. So we need to look at the most vulnerable groups there were lots of people who were dying from this. And a lot of people were elderly groups, and people who were vulnerable with pre medical conditions. So our challenge was how do we vaccinate those people quickly and effectively and also vaccinate healthcare workers who are going to care for these people. And that's where we prioritize the work. So we have to go into 50 acute sites about 600 or so care homes, we set up a lot of what we call pop-up clinics literally a tent in a location, or we took over a sports hall or whatever we did. We rolled it out to the GP so about two and a half thousand GP sites. And all of that was being done while we were building the system. So we were building the system and designing a system on two week sprints. We have to be agile, we have to be quick, we had to make huge compromises and we know that. Though I hate to admit it everyone wants a perfect system, which will make the compromise and look into what do you need to do now to keep the program running? And how you manage that with about 3,000 users all to be set up fairly quickly or a little over half thousand users. So you have to manage all that as you're going through everything. >> I think agile is the name of the game here. Tim, talk to us about how you're delivering the agility in such a tenuous time. >> Well, we're all virtual, which is added to the mix. But the funny thing with that agility we've got a span of people across all the countries and everywhere that we can bring in to that party. And yeah, we're running what I would call a normal agile project, except normally it would take two, three months to really get that team working effectively, getting to know each other and we just not had time to do that. So there's been a core team here and we're bringing in the experts around it but really just everything is working with Fran, worked very hand in glove trying just to work out, what we need to do here, to look at the next sprint to look at the next go live, to look at the compromise. How do we compromise for two weeks? What can we live with for two weeks? What's in the backlog for now and Fran and I have many conversations. What do we need to do this week and then what's next week? And that's level of fluidity and that's in part because of the way the pandemics and the response of pandemic is mapping out. As we saw the vaccines are changing, availability is changing, the rollout plan is changing. None of us have worked through a pandemic before. So agility is the name of the game at the highest level. I think we're all now very used to being, sorry there's a problem something's changed, can we adapt the system too, you know, and normally in a sprint I'll be thinking, I've got some fixed requirements for two weeks, I'll build that and then do the next two weeks. Everything is up for grabs and we're just having to maintain quality at the pace, the responsiveness and balancing it all as an IBM team and you think. And whilst we're also doing that on a platform that it takes time to configure and build these things as well. So it's some of it is you're going to have to wait a few days. So we're sorry, you know, a few days is really the probably sometimes the maximum amount of time that can be you can defer, but as Fran and everyone in the HSE and the National Immunization Office, everyone's pragmatic about realizing we're all in this together and it's really just being one single team, one unit working out and very open and transparent about the odds that are possible. >> And when doing something... Go ahead, Fran. >> We had a phrase there like there was a pieces we just had, "Just do it now." And we did a lot of that, okay? You know, where there were things that were prioritized were in the middle of a sprint, there were changes in the program or there were changes in how the vaccination was going to be delivered. And we couldn't waste the week just wasn't available. So we have the thing just got to do it now. And Tim and the team they'll drop what they were doing you know, made the changes, we tested them fast and we pulled them in and then gave us an extra time to actually then deliver the rest of the sprint. We have to do that several occasions, several very, very late night delivers. >> And I imagine that's still going on, but to wrap here guys, an amazing work that you've done together so far with the Salesforce Vaccine Club Management rolling out across the HSE you said 1 million vaccinations delivered many hundreds of thousands in the queue. I'm sure more iterative work and sleepless nights but what you're doing for the country of Ireland is literally as Fran said in the beginning, lifesaving. Gentlemen, thank you so much for joining me today on the program. >> You're welcome, thank you. >> You're very welcome. Thank you. >> From Tim and Fran I'm Lisa Martin. You're watching theCUBEs coverage of IBM Think 2021. (upbeat music)

>>from around the globe. >>It's the cube >>With digital coverage of IBM. Think 2021 brought to you by IBM. Welcome to the cubes coverage of IBM Think 2021. I'm lisa martin, exciting conversation coming up about vaccine cloud management. I've got two guests with me, tim Elka is here, the sales and delivery director of IBM Services for Salesforce and fred Thompson joins us as well. The C. I. O. Of the health service executive in Ireland. Gentlemen, welcome to the program. >>Either I have to be here >>so we're very socially distant northern California UK. Glad to have you guys here. We're gonna talk about what the health service executive or HST and Ireland has done with IBM and Salesforce to facilitate vaccine management. But Fran let's go ahead and start with you talk to us a little bit about HSC >>So that the HSC provides public health and social services to everyone living in Ireland. Okay. We that acute hospitals community services nationally. We directly employ about 80,000 people and we fund a further about about 40,000 people. Um and our annual budget is slightly north of 21.6 billion a year. We are the largest employer in the state of the largest organizations the state. Uh you know, we provide a huge range of services right across the whole spectrum and we also fund other organizations who provide those services as well. So we would we would fund some voluntary and charity organizations and we would also uh by services from the latest A GP and other organizations as well. >>So talk to me about a year or so ago when the pandemic hit, what were some of the challenges that HSC faced and then when it came time to we have a vaccine, we have multiple vaccines that roll out um capability. What were some of the challenges that you faced initially? >>So from a an organizational perspective, um, there are, there were huge challenges in that. We were like every other health service worldwide facing uh, an enormous pandemic that was impacting on people. And this is all about people, it's all about people's lives. At the end of the day, people can talk about numbers and they can talk about costs and they can talk about other elements at the end of the day. This is about individual people's lives, their families and their communities. And for the HFC, our challenge was really about how do we manage to protect the totality of the population in Ireland as much as we can from, from the ravages of the virus. Um, and you know, the initial challenge we had was around contact tracing and managing that before a vaccine became available and once the vaccine became available it was then how do we stand up and national vaccine solution that we would be able to deliver and record vaccine to the totality of the population who were getting back? >>Yeah. So there was no pre existing vaccination program. Of course, probably in most places, you needed to get health care workers vaccinated ASAP. And it's also needed to be a national program. So what did you do next? After determining? All right, we need to work with some partners to be able to build technology to facilitate uh equitable, efficient rollout of the vaccine. >>So we did have regional vaccine systems and we do have a number of vaccine programs out there that were that were managing flu vaccine, heP C vaccine. But we needed we did we didn't have a national program and we needed to vaccinate people immediately. Um, and we also wanted to make sure that vaccine program was not dependent on the HSC infrastructure because, you know, we want to be able to vaccinate people in non HSC sites and we wanted non HSC staff to be able to vaccination. Uh, and we didn't want a huge pre dependent on our existing infrastructure. Um, so the first thing we did, we we looked at a number of vendors. Um, and we chose IBM as our partner with Salesforce. And that partnership is really a strategic partnership and it's a partnership that we worked through all the bumps and all the lumps of the program together. Um, and you know, and and there there have been challenges, but like it's too working with him and his team and through our team that we've overcome some of those challenges. Um, and like when we started off, remember the very first conversation I had with him as legislators, we need to vaccinate healthcare workers now, okay, you've got two weeks to start, um and we need to configure a system, get it up and running and to be able to um roll it out to the hospital And two. I'm very quickly then to all of our nursing care homes. Now, that was the challenge. >>And let's bring tIM in is this is a radically quick project from MPB to roll out in two weeks to talk to us about first about the IBM partnership with Salesforce and what you're building together. >>Absolutely. And it's great and Fran. It's interesting to hear you speaking about the run into this because from my perspective, a week before we all started this, we had a simple conversation called into Health Service Executive has some talking about some vaccination program, how can we help? And then within a week we've gone from zero to having how many calls with Fran and team just to understand and with the salesforce team to really understand how the 33 parties can bring the best of IBM, the best of Salesforce and the best of HSC in terms of the adaptability and what we need to get done to get those vaccinations up and running for the health care workers. Now, you know when franz said to me, we need something in two weeks, there was absolutely clarity. If you can't do it in two weeks there's a door, right? So we knew exactly the challenge and that's the kind of thing right before christmas that we were so fortunate to really bring in the team like everyone you think about this, everyone has probably the 14th of december, I was thinking of winding down thinking of having their christmas holidays and vacation time and everybody from the irish team and from the english team said no or cancel, christmas will cancel everything. So it's really christmas came early and christmas was canceled all at once, so and the key bit here, the strategic partnership is, I'm in the sales force have been working together for years and years and years growing out a partnership, we know their products really well, we've got huge capability in that space, but actually with the new health cloud part of it, the vaccine management parts are quite new to salesforce as well, only launched back in august september time, so it's quite new, so we had to go in together as a sort of partnership there to say to just get this done. So we had the best people from salesforce, I know the product, the best people from IBM all turning up on the 14th of december and saying right, we've got to get this done By the 29th with christmas and christmas holidays in the way the vacation time in the way, I think we have 36 hours of time off to eat turkey and fill ourselves before getting back to the wheel and really getting this done and to get I think was four acute hospitals we went into as of the 29th to start the vaccination program, so trying to do that, understanding everything is a compromise at that point, but it has to be secure, you know, this, this is, this is personal data going into these systems, so you can't forget about all the aspects, it's got this minimum but minimum with those kind of constraints as a health system. So it needs to be secure, it needs to also be that national platform going forward as well. So basing on a great platform like Salesforce, you know, you can scale out, you know, you've got those options to grow in the future, but yeah, not without a lot of challenge and then working out what's now getting to know each other, but if we only talked about twice before, we have to know each other pretty well now, um, but just trying to work out how we then structure, what's going to happen every two weeks afterwards, How is that going to move forward? We're going live every two weeks and we haven't done that now for the last three months, So good fun. >>So yeah, good fun. And but so much work to get done and according huge, coordinated effort in a very short time period, during a very challenging time. Talk to me a little bit about France, but you launched this um cloud management vaccine, Cloud management in january 2021 today to thank you. Told me one million people have been vaccinated so far. Talk to me about what the IBM Salesforce solution enables you to deliver to the HSC and to the irish citizens. >>So we have delivered a million vaccines. Okay to uh to stage is uh there's a dose one of those two for most people in Ireland. Um and there's about 720,000 people have got their dose one and the balance I've got, I've got the dose too, that's about sort of just about one in five of the population. That has to be that there has to be vaccinated. And one of these were very conscious of is that, you know, an organization is that we need to take a risk-based approach to this. So we need to look at the most vulnerable groups. There were lots of people who were dying from, you know, from this and they were all the a lot of people are elderly groups and people who were who were vulnerable with uh with pre medical condition. So our challenge was how do we, how do we vaccinate those people quickly and effectively uh and also vaccinate health care workers who are going to care for these people? Uh and and that's what we're, we prioritize the work. So we have to go into 50 acute sites, about 600 or so care homes. We set up a lot of what we call pop up clinics literally attended the in a location or we took over a sports hall or whatever we did. We rolled it out to the GPS to about 2.5 1000 G. P. Site. Um and all of that was being done while we were building the system. So we were, you know, building the system and designing the system on two weeks prints. We have to be agile way too quick. We can make huge compromises and we know that okay. I mean everyone wants a perfect system which is to make the compromise and look and see what you need to do now to keep the program running and how you manage that were, you know, Uh about 3000 users all to be set up fairly quickly or a little over between 1000 users so you can manage all that as you're going through everything. >>I think agile is the name of the game here. Tim talked to us about how you're delivering the agility in such a 10uous time. >>Well, we're all virtual which is added to the mix. But the funny thing with that agility, we've got a span of people across all the countries and everywhere that we can bring to that that party and we're running a normal but I was kind of a normal agile project except normally it would take 23 months to really get that team working effectively, getting to know each other and we just not had time to that to do that. So there's been a core team here and we're bringing in the experts around it. But really just everything is working with Fran work very hand in glove, trying just to work out what we need to do here to look at the next sprint, to look at the next go Live, to look at the compromise. How do we compromise for two weeks? What can we live with for two weeks? What's in the backlog for now? And Fran and I have many conversations, what do we need to do this week and then what's next week? And that's the level of fluidity And that's in part because of the way the pandemics and the response to pandemic is mapping out as we saw the vaccines are changing availability, is changing the rollout plan is changing. None of us have worked through a pandemic before. So agility is the name of the game at the highest level. I think we're all now very used to being sorry, there's a problem. Something's changed. Can we adapt the system to you know where normally in a sprint, I'd be thinking I've got some fixed requirements for two weeks. I'll build that and then do the next two weeks, everything is up for grabs and we're just having to maintain quality at the pace, the responsiveness and balancing it all as an IBM team and you think, and whilst we're also doing that on a platform that it takes time to configure and build these things as well. So it's some of it is you're gonna have to wait a few days. So sorry, you know, in a few days is really probably sometimes the maximum amount of time that can be, you can differ. But as Fran and everyone in the HRC and the, the national immunization office, everyone's pragmatic about realizing we're all in this together and it's really just being one single team, one unit working out and very open and transparent about the, after the possible >>we're doing something, go ahead. >>And we had a phrase, there was like, those are the pieces, we just just do it now and, and we did a lot of that. Okay. Um, you know, where there were things that were prioritized, we're in the middle of a sprint. Um, there were there were changes in the program or there were changes in how, how the vaccination was going to be delivered. Um, and we couldn't wait the week. Just it wasn't available. So we have this thing is just gonna do it now and him and the team, you know, drop what they were doing, you know, made the changes, we test them fast and we put them in and and that gave us then, you know, an extra time to actually then deliver the rest of the sprint and we have to do that. Several Okay. Several very, very late night to deliver >>and I imagine that's still going on. But to wrap here guys, amazing work that you've done together so far with the Salesforce vaccine Club Management rolling out across the HSC, you said one million vaccinations delivered many hundreds of thousands in the queue. I'm sure more iterative work and sleepless nights. But what you're doing for the country of Ireland is literally as friends in the beginning. Life saving Gentlemen, thank you so much for joining me today on the program. >>You're welcome. Thank you. You're very welcome. Thank you. >>Tim and Fran. I'm lisa martin. You're watching two cubes coverage of IBM think 2021. >>Mhm >>mm.

>> From theCUBE studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE conversation. >> Hi, and welcome to another CUBE Conversation. I'm Stu Miniman coming to you from our Boston area office. We've been in the cloud native ecosystem for many years. We know many open source projects, really helping to drive innovation, help companies modernize what they're doing. And one of the companies that leads one of those initiatives, happy to welcome to the program, we're going to be talking to the co-founder and CTO of Styra, that is Tim Hinrichs. First time on theCUBE, of course, company behind OPA. Tim, thank you for joining us. Welcome to the program. >> Hi Stu, thanks for having me. >> All right, so we've had the CEO of Styra, Bill Mann, on the program before, he's many time CUBE alum, it's your first time, and I always love when I get the founder on the program. Of course the question is, give us the why Tim. There's no shortage of tools out there in the industry, but as we've seen in the ecosystem, there's always companies, I wish something could happen, I wish we had something there. Often they've built it for themselves, and then, create a project. So bring us back a little bit to that origin story and what you and the team, what was the inspiration? >> So when we... the first thing to know is that really at Styra what we're focused on is helping enterprises that are embracing cloud native technology, sort of enforce and control the authorization policies across all their different Cloud native software. So I remember authorization is that problems of which people and which machines can perform which actions on software. And so the way this all got started was we were at DIEMware, before we founded Styra, and we were talking to a number of our customers from finance and tech, and what they did was they had built one of these things. They had built a unified solution policy to manage their authorization needs across many different pieces of software. So at that point we knew that the problem was very real, cause people had to solve it themselves. And so when- >> I'm sorry Tim. Just one thing to make sure I understand this. So in the policy management you talk about there, help me understand how that fits into say identity management which is one of the top things we think about when I'm managing my IT, when I go to the Cloud. It seems related but different, yes? >> Absolutely, yeah. So identity management is really this problem of who are you? It's often solved, from a user's point of view, by providing a username and a password, or a thumbprint, or a multi-factor authentication. That's an important problem that needs to be solved. That's authentication or identity. And it's really about proving who you are. But authorization is the next step, it's about what actions can you perform once you've convinced the machine who you are. And so really that's the piece that we focus on. >> All right, yeah, once can we get people in we need... It's usually you want to give them the least amount of access possible. We understand that from a security standpoint, we need to do this. So you've said what the kind of problem was, and that this is there so how open source?... I mean we know often it's, there's many reasons why projects end up open source. So give us the journey here. >> So it started, we've really got two pieces of software, So one of which, as you say is completely open source, it's become the open policy agent project, we decided to open source it and then eventually donate it to the CNCF because it's sort of mission in life is to make authorization decisions make decisions about if an action that a user or machine is trying to take a safe or not. And, that project is really designed to be a decision maker across all the different kinds of software in the cloud native ecosystem. And so naturally, there's a need for a lot of expertise about a whole bunch of different areas, about a whole bunch of different pieces of software and the best way to sort of leverage all of the world's knowledge about all those different pieces of software is to put that project out into the open. And so for us, it was just an easy, very easy thing to do. Every single line of OPA of code that goes into OPA has been done. >> Well, absolutely it's a project I know I've seen the stickers, I've seen people talking about it in the breakout at KubeCon CloudNativeCon shows. Let's not leave everybody, waiting for the news though Tim, it had been an incubating project, believe you've got some news for us. Yeah, absolutely so OPA has now officially graduated, it's now moved from incubation into the graduation portion the CNCF. And for us, it's really exciting because it really is a reflection of the maturity of the project. Right? There's so many people using OPA and using it to solve all kinds of different use cases. We're even seeing vendors pick it up and offer native integrations with their homegrown software. So it's really exciting to see the progress of the project has made >> It just for audience that might not be familiar. What does this mean now that it's graduated as a maturity level? Is it production? Ready? What what are those criteria that allowed to go from that incubating stage to the graduation? Yeah, so there are a bunch of criteria, but I think the biggest one really is really users in production, right? It has been proven at scale for many different users all over the world, right? CNCF just did a survey recently there, a couple hundred different organizations all across the world who were using open in some way, shape or form. We see it all the time and KubeCon and CloudNativeCon talks, you can hear all about all the folks who were using it. >> Yeah, so maybe it would help if you've got a customer example or use case that you can walk us through as to how exactly that fits. >> For sure yeah. So the nice thing about OPA and more generally Styra is that you can apply it to all different kinds of use cases. So there are a couple of very popular ones using it for Kubernetes admission control or micro service authorization, those are the two most popular right now. And they both work roughly the same way but I'll give you a concrete example. For Kubernetes, anytime some end users trying to spin up any resource, whether the pod or an Ingress or anything on the Kube cluster, you can integrate OPA with that Kube API server and allow open make a decision, is this new resource safe to deploy on the cluster? Or is it not? Micro service authorization works almost exactly the same way, every time one of those micro services receives an API call, it can ask OPA is this API call safe for me to off to execute or not? And so both of those are going to work in basically the same way and that's true for all the other applications and use cases for OPA. >> Okay, and give us some of the stats if you would, how many people how many companies and people contribute to it? What was the customer base look like? >> So think they're a bunch of interesting metrics I think that was the one that's most interesting to me is that number of downloads a week. Right now, we're at roughly a million downloads a week, which is super exciting. I remember those days when we hit that one million mark total and we were very excited. And so now we're at a point where it's every week, we're hitting a million downloads, all kinds of contributors as well and I think, another good metric there to think about are, talks I think we had nearly 50 talks, organic talks from end users on OPA that we ran across it last year. >> Well it's wonderful is the thing we love in that ecosystem there is it's not just using it contributing, to the code, sharing with the community. Tim, what are the challenges in this ecosystem? if you go to the CNCF website and you look at the landscape, it's a little bit scary and taunting just because there's so many different pieces. What I understand from OPA is, are there any dependencies there when you think about, the other services that it interacts with? Or does it just, kind of do its own thing enables customers? >> Yeah, so OPA is, wasn't designed to be a standalone project, right? It doesn't depend on really any other CNCF or really any other project. It was designed to make these policies of these authorization decisions and but at the same time, it's also designed to make it very easy to integrate with a wide range of software systems. And so, I think on the OPA website we've got over 25 different integrations that we are the community have built around OPA, to go ahead and give you and deliver on that vision of unified authorization. >> You mentioned that styro has kind of two pieces help us understand, what is graduating mean for customers in general? And for Styra? Help us understand a little bit more of the business that goes along with it. >> So like I said, that first piece that we build that first piece of software we built was the policy agent project open source, the second piece of software that we built is a control plane for OPA. The idea architecturally behind OPA is that you don't have one copy of OPA running, typically, you might have 10, or 100, or thousand copies of OPA running. And you do that for availability and performance aid for decision making. And so Styra second piece of software is what we call the declarative authorization service. It is a control plane and management plane, a single pane of glass that allows you to operationalize OPA at scale for the enterprise. So it really is designed to give you that ability to control and manage distribute policy, right policy log all the policy decisions for all those Opus. And so that's really where we're, that's the second piece of software that we're putting a lot of effort energy into. >> All right, now that the great graduation is there, what does this mean? Give us a little bit of the roadmap, you're the CTO, we know, there's always, feedbacks and other updates coming. So what should we be expecting to be seeing going forward? >> So there a couple of things I'll mention here, one of which is that with OPA we did a survey recently, just trying to get a sense as to what the community needs and how they're using OPA and so one of the things we found was that the fastest growing use case for OPA, it looks to be application authorization, right? So if you're building a custom application, maybe it's a banking application, that application needs to decide every time a user performs an action is this authorized or not? So if I'm trying to withdraw money from an account, is it safe or not? And so that's the fastest growing use case for OPA that we saw on that and so what I expect to see is more and more people talking about using OPA for that application level authorization. On the Styra side, I think what we're looking forward to is just continuing to chat with the community and understand what they need around operationalizing OPA and making that control plane, that management plane do all the things that enterprises need to operationalize OPA at scale. >> Tim, you've reached the graduation, which is a phenomenal milestone in the project there, there's so many other projects out there wonder what advice you would give to other people starting business, starting a project engaging with the open source community? What have you learned along the way? Any lessons learned? And what feedback would you give others? >> Absolutely, so if I'm talking to somebody else who's interested in, starting an open source project, I'll give them a little bit of advice. So the first of which is that certainly the code matters a lot, it's codes got to be technically sound, it's got to be solving real problems. Everybody understands that. I think what a lot of people understand less of is that when you start a project, you need to put a lot of energy into growing, that community that communication, you need to focus a lot, you need to reach out to end users, and actively engage with them. Help them understand what the project's good for. Help them be successful with it. And so I think that piece is what a lot of people don't really understand, and it's something that I think we that if more people did, we'd see a lot more successful open source projects. >> Alright, Tim, I'll let you have the final word and any final things you want to feed back to the community or, potential customers for Styra? >> Sure, so first of all, I'd like to say thank you to all of our community members, all the users who've worked with us, all the vendors who are taking her doing integrations with OPA, we'd love to see it, we'd love to see more of it. And at the end of the day, I got to say I'm super excited to be working both with OPA and our commercial declared authorization service really deliver on that vision of unified authorization and deliver that to the vote to the world at large. >> Tim, congratulations to you and the OPA team and Styra definitely looking forward to seeing you at the next gathering of the community. And we'l hear more updates in the future. >> Thanks so much for having me. Steve, this is great. >> All right, and be sure to check out the cube.net for all the back catalog of interviews that we've done, including with the CEO Styra as well as upcoming events that we will be at including, of course KubeCon CloudNativeCon North America happening later this year virtually. I'm Stu Miniman, and thank you for watching theCUBE.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Hello and welcome back to the cubes Virtual coverage of AWS reinvent 2020. Um, John for your host with a cube virtual were not there in person, but we're gonna do it our job with the best remote we possibly can. Where? Wall to wall coverage on the AWS reinvent site as well as on demand on the Cube. Three new 3 65 platform. We got some great power panel analysts here to dig in and discuss Partner Day for a W S what it means for the customer. What it means for the enterprise, the buyer, the people trying to figure out who to buy from and possibly new partners. How can they re engineer and reinvent their company to partner better with Amazon, take advantage of the benefits, but ultimately get more sales? We got Tim Crawford, star Beat Joel and Day Volonte, Friends of the Cube. We all know him on Twitter, You guys, the posse, the Cube policy. Thanks for coming on. I'm sure it's good guys entertaining and we're >>hanging out drinking beer. Oh, my God. That'd be awesome. You guys. >>Great to have you on. I wanted to bring you on because it's unique. Cross section of perspectives. And this isn't This is from the end user perspective. And, Tim, you've been talking about the c x o s for years. You expert in this? Sorry. You're taking more from a cloud perspective. You've seen the under the hood. What's happening? Let's all put it together. If your partner Okay, first question to the group. I'm a partner. Do I win with Amazon, or do I lose with Amazon? First question. >>Yeah, I'll jump in. I'll say, you know, regardless you win, you win with Amazon. I think there's a lot of opportunity for partners with Amazon. Um, you have to pick your battles, though. You have to find the right places where you can carve out a space that isn't too congested but also isn't really kind of fettered with a number of incumbents. And so if you're looking at the enterprise space, I think that there is a ton of potential because, let's face it, >>Amazon >>doesn't have all of the services packaged in a way that the enterprise can consume. And I think that leaves a lot of fertile ground for s eyes and I SVS to jump in and be able to connect those dots so I'd say it's win, win >>start be if you're like a so cohesively onstage. Jackson's coming out talking about China, the chips and data. If you're like a vendor and I s V you're a startup or your company trying to reinvent How do you see Amazon as a partner? >>Yeah, I see Amazon as a big market for me. You know, it increased my sort of tam, if you will. Uh, the one big sort off trend is that the lines between technology providers and service providers are blurred. Actually, it's flipping. I believe it will flip at some time. We will put consume technology from service providers, and they are becoming technology providers. Actually, they're not just being pipe and power kind of cloud. They are purely software, very high sort of highly constructed machinery, if you will. Behind the scenes with software. >>That's >>what Amazon is, uh, big machine. If you are, and you can leverage that and then you can help your customers achieve their business called as a partner. I think's the women and the roll off. Actually, Assize is changing, I believe a size. Well, I thought they were getting slow, sidetracked by the service providers. But now they have to actually change their old the way they they used to get these, you know, shrink wrap software, and then install and configure and all that stuff. Now it's in a cloud >>on >>they have to focus a little more on services, and and some of the s eyes are building tools for multi cloud consumption and all that. So things are changing under under this whole big shift to go out. >>I mean, I think if you're in S I and you're lifting and shifting, you make a few bucks and helping people do that deal with the tech. But I think we're the rial. Money is the business transformation, and you find the technology is there, it's it's another tool in the bag. But if you can change your operating model, that's gonna drive telephone numbers to the bottom line. That's a boardroom discussion, and that's where the real dollars are for s eyes. That's like that's why guys like Accent you're leading leading into the cloud Big time >>e think I think you're absolutely right, David. I think that's that's one aspect that we have to kind of call out is you can be one of those partners that is focused on the transaction and you'll be successful doing that. But you're absolutely right. If you focus on the long game. I think that is just like I said, completely fertile ground. And there are a lot of opportunities because historically Amazon was ah was a Lego parts, uh, type of cloud provider, right? They provided you with the basic building blocks, which is great for Web scale and startups not so good for enterprise. And so now Amazon is starting to put together in package part, so it's more consumable by enterprises. But you still need that help. And as Sarpy just mentioned, you also have to consider that Amazon is not the only aspect that you're gonna be using. You're gonna be using other providers to. And so I think this again is where partners they pick a primary, and then they also bring in the others where appropriate. >>All right, I want to get into this whole riff. I have a cherry chin on day one. Hey, came on the special fireside chat with me and we talked about, um, cloud errors before cloud Amazon. And now I'll call postcode because we're seeing this kind of whole new, you know, in the cloud kind of generation. And so he said, OK, this pre cloud you had Amazon generation, whereas lift and shift. Ah, lot of hybrid And you have everything is in the cloud like a snowflake kind of thing. And he kind of call it the reptiles versus the amphibians you're on. See your inland, your hybrid, and then you're you're in the water. I mean, so So he kind of went on, Took that another level, meaning that. Okay, this is always gonna be hybrid. But there's a unique differentiation for being all in the cloud. You're seeing different patterns. Amazon certainly has an advantage. See, Dev Ops guru, that's just mining the data of their entire platform and saying Okay, Yeah, do this. There's advantages for being in the cloud that aren't available. Hybrid. So amphibian on land and sea hybrid. And then in the cloud. How do you guys see that if you're a partner. You wanna be on the new generation. What's the opportunity to capture value? He has hybrid certainly coexist. But in the new era, >>remember Scott McNealy used to talk about car makers and car dealers. And of course, Sun's gone. But he used to say, We want to be a carmaker. Car dealers. They got big houses and big boats, but we're gonna be a carmaker. Oh, I think it's some similarities here. I mean, there's a lot of money to be made as a as a car dealer. But you see, companies like Dell, H P E. You know, they want to be carmakers. Obviously Google Microsoft. But there are gonna be a lot of successful really big carmakers in this game. >>Yeah, I believe I believe I always call it Amazon Is the makers cloud right, So they are very developer friendly. They were very developer friendly for startups. Uh, a stem said earlier, but now they are very developer, friendly and operations friendly. Now, actually, in a way for enterprises, I believe, and that the that well, the jerry tend to sort of Are you all all in cloud are sitting just in the dry land. Right now, I think every sort off organization is in a different sort off mature, at different maturity level. But I think we're going all going towards a technology consumption as a service. Mostly, I think it will be off Prem. It can be on Prem in future because off age and all that. And on that note, I think EJ will be dominated by Tier one cloud providers like crazy people who think edge will be nominally but telcos and all that. I think they're just, uh, if >>I made Thio, if I may interject for a second for the folks watching, that might not be old enough to know who Scott McNealy is. He's the founder of Sun Microsystems, which was bought by Oracle years ago. Yeah, basically, because many computer, there's a lot of young kids out there that even though Scott McNealy's But remember, >>do your homework, Scott, you have to know who Scott Scott McNealy >>also said, because Bill Gates was dominant. Microsoft owns the tires and the gas to, and they want to own the road. So remember Microsoft was dominating at that time. So, Tim Gas data is that I mean, Amazon might have everything there. >>I was gonna go back to the to the comment. You know, McNeely came out with some really, really good analogies over his tenure. Um, it's son and you know, son had some great successes. But unfortunately, Cloud is not as simplistic as buying a car and having the dealership and the ecosystem of gas and tires. And the rest you have to think about the toll journey. And that journey is incredibly complicated, especially for the enterprise that's coming from legacy footprints, monolithic application stacks and trying to understand how to make that transition. It's almost it's almost, in a way mawr analogous to your used to riding a bike, and now you're gonna operate a semi. And so how do you start to put all of the pieces into place to be able to make that transition? And it's not trivial. You have to figure out how your culture changes, how your processes changes. There are a lot of connected parts. It's not a simple as the ecosystem of tires and gas. We have to think about how that data stream fits in with other data streams where analytics are gonna be done. What about tying back to that system of record that is going to stay on the legacy platform. Oh, and by the way, some of that has to still stay on Prem. It can't move to the cloud yet. So we have this really complicated, diverse environment that we have to manage, and it's only getting more complicated. And I think that's where the opportunity comes in for the size and s visas. Step into that. Understand that journey, understand the transitions. I don't believe that enterprises, at least in the near term, let alone short term, will be all in cloud. I think that that's more of a fantasy than reality. There is a hybrid state that that is going to be transitory for some period of time, and that's where the big opportunity is. >>I think you're right on time. I think just to double down on that point, just to bring that to another level is Dave. Remember back in the days when PCs where the boom many computers with most clients there was just getting started? There was a whole hype cycle on hard drives, right? Hard drives were the thing. Now, if you look out today, there's more. Observe, ability, startups and I could count, right? So to Tim's point, this monolithic breakdown and component izing decomposing, monolithic APs or environments with micro services is complex. So, to me, the thing that I see is that that I could relate to is when I was breaking in in the eighties, you had the mainframes. Is being the youngun I'm like, Okay, mainframes, old monolithic client server is a different paradigm thing. You had, uh, PCs and Internet working. I think all that change is happening so fast right now. It's not like over 10 years to Tim's points, like mainframes to iPhones. It's happening in like three years. Imagine crunching all that complexity and change down to a short window. I think Amazon has kind of brought that. I'm just riffing on that, But >>yeah, you're absolutely right, John. But I think there's another piece and we can use a very specific example to show this. But another piece that we have to look at is we're trying to simplify that environment, and so a good place to simplify that is when we look at server lis and specifically around databases, you know, historically, I had to pick the database architecture that the applications would ride on. Then I have to have the infrastructure underneath and manage that appropriately so that I have both the performance a swell, a security as well as architecture. Er and I have to scale that as needed. Today, you can get databases of service and not have to worry about the underpinnings. You just worry about the applications and how those data streams connect to other data streams. And so that's the direction that I think things were going is, and we see this across the enterprise we're looking for. Those packaged package might be a generalized term, but we're looking for um, or packaged scenario and opportunity for enterprises rather than just the most basic building blocks. We have to start putting together the preformed applications and then use those as larger chunks. And >>this is the opportunity for a size I was talking before about business transformation. If you take, take Tim's database example, you don't need somebody anymore. Toe, you know, set up your database to tune it. I mean, that's becoming autonomous. But if you think about the way data pipelines work in the way organizations are structured where everything because it goes into this monolithic data lake or and and And it's like generic content coming in generic data where the business owner has to get in line and beg a data scientist or quality engineered or thio ingest a new data source. And it's just like the old data warehouse days where I think there's tremendous opportunities for s eyes to go in a completely re architect. The data model. Sergeant, This is something you and I were talking about on Twitter. It's That's why I like what snowflakes doing. It's kind of a AWS is trying to do with lasted glue views, but there's a whole business transformation opportunity for s eyes, which I just think is huge. Number l >>e all talk. Go ahead. Sorry. Yeah, >>I think we >>all talk, but we know we all agree on one thing that the future is hybrid for at least for next. You know, 10 years, if not more. Uh, hybrid is hard. The data proximity is, uh, very important. That means Leighton see between different workloads, right? That's super important. And I talk about this all the time and almost in every conversation I have about about. It's just scenario, is that there three types of applications every every enterprise systems or fractured systems, systems of engagement and the systems of innovation and my theory of cloud consumption tells me that sooner or later, systems off record. We'll move into SAS SAS world. That's that's how I see it. There's no other way around, I believe, and the systems off engagement or systems off differentiation something and call it. They will leverage a lot off platforms, the service and in that context context, I have said it many times the to be a best of the breed platform. As a service, you have to be best off the breed, um, infrastructure as a service provider. And that's Amazon. And that is that's also a zero to a certain extent, and then and and Google is trying to do that, too. So the feature sort off gap between number one cloud and two and three is pretty huge. I believe I think Amazon is doing great data democratization through several less. I just love serving less for that Several things over. Unless there is >>a winning formula is no doubt about several times I totally agree. But I think one of the things that I miss it has done is they've taken server lists. They brought their putting all the I as and the chips, and they're moving all the value up to the service layer, which gives them the advantage over others. Because everyone else is trying to compete down here. They're gonna be purpose built. If you look what Apple is doing with the chips and what the Amazon is doing, they're gonna kind of have this chip to chip scenario and then the middle. Where in between is the container ization, the micro services and Lambda? So if you're a developer, you approach is it's programmable at that point that could that could be a lock spec. I think for Amazon, >>it absolutely could be John. But I think there's another aspect here that we have to touch on, especially as we think about partners and where the opportunities come in. And that is that We often talk about non cloud to cloud right, how to get from on Prem to cloud. But the piece that you also have thio bring into the conversation is Theo edge to cloud continuum and So I think if you start to look at some of the announcements this week from AWS, you start looking at some of the new instance types uh, that are very ai focused. You look at the two new form factors for outposts, which allows you to bring cloud to a smaller footprint within an on premise premises, situation, uh, different local zones. And then Thea other piece that I think is really interesting is is their announcements around PCs and eks anywhere being able to take cloud in kubernetes, you know, across the board. And so the challenge here is, as I mentioned earlier, complexity is paramount. It's concern for enterprises just moving to cloud. You start layering in the edge to cloud continuum, and it just it gets exponentially more complicated. And so Amazon is not going to be the one to help you go through that. Not because they can't, but frankly, just the scale of help that is going to be needed amongst enterprises is just not there. And so this is really where I think the opportunity lies for the s eyes and I SVS and partners. You >>heard how Jassy defined hybrid John in the article that you wrote when you did your one on one with him, Tim and the in the analyst call, you answered my question and then I want to bring in Antonio near his comment. But Jassy basically said, Look, we see the cloud bring We're gonna bring a W s to the edge and we see data centers. This is another edge node and San Antonio Neary after HP is pretty good quarter uh came out and said, Well, we heard the public cloud provider talking about hybrid welcome, you know? >>Yeah, they were going and then getting here jumped on that big time. But we'll be looking hybrid. Tim nailed The complexity is the is the evil is friction is a friction area. If the complexity could be mastered by the edge provider closest to the customer, that's gonna be valuable, um, for partners. And then we can do that. Amazon's gonna have to continue to remove the friction and putting that together, which is why I'm nervous about their channel partners. Because if I'm a partner, I asked myself, How do I make money with Amazon? Right? At the end of the day, it's money making right. So how can I be successful? Um, not gonna sell more in the marketplace. Will the customer consumer through there? Is it friction or is a complex So this notion of complexity and friction becomes a double edged sword Tim on both sides. So we have five minutes left. Let's talk about the bottom side Complexity, >>friction. So you're absolutely right, John. And you know, the other thing that that I would say is for the partner, you have to look beyond what Amazon is selling today. Look at where the customers are going. And you know, David, I think you and I were both in an analyst session with Andy Jassy several years ago where one of the analysts asked the question. So you know, what's your perspective on Hybrid Cloud? In his response, candidly was, while we have this particular service and really, what he was talking to is a service that helps you on board to Amazon's public cloud. There was there was not an acknowledgment of hybrid cloud at the time, But look at how things have changed just in a short few years, and I understand where Jassy is coming from, but this is just exemplifies the fact that if you're a partner, you have to look beyond what Amazon is saying and think toe how the customer is evolving, how the enterprise is evolving and get yourself ahead of them. That will position you best for both today. And as you're building for the future. >>That's a great point, Dave. Complexity on buying. I'm a customer. You can throw me a marketplace all you want, but if I'm not gonna be tied into my procurement, how I'm consuming technology. Tim's point. Amazon isn't the only game in town. I got other suppliers. >>Yeah, well, certainly for some technology suppliers, they're basically could bring their on prem estate if it's big enough into the cloud. Uh, you know what is big enough? That's the big question here. You know, our guys like your red hats big enough. Okay, we know that Nutanix pure. They're sort of the next layer down. Can they do? They have enough of a customer base that they could bring into the cloud, create that abstraction layer, and then you got the born in the cloud guy Snowflake, Colombia or two good examples. Eso They've got the technology partners and then they're the size and consultants. And again, I see that is the really big opportunity is 10 points out? Amazon is acknowledging that hybrid Israel in in a newly defined way, they're going out to the edge, find you wanna call data center the edge. How are they going to support those installations? How are they gonna make sure that they're running properly? That they're connected to the business process? Those air That's s I whitespace. Huge. >>Guys, we have to wrap it up right now. But I just end on, you know, we'll get everyone go A little lightning around quick soundbite on the phrase with him, which stands for what's in it from me. So if I'm a partner, I'm a customer. I look at Amazon, I think. What's in it for me? Yeah. What a za customer like what do I get out of this? >>Yeah, having done, like more than 100 data center audits, and I'm seeing what mess up messes out there and having done quite a few migrations to cloud migrations of the messy messages piece, right? And it doesn't matter if you're migrating 10% or 20 or 30 it doesn't matter that how much you're migrating? It's a messy piece, and you cannot do with our partners that work. Actually, you need that. Know how you need to infuse that that education into into your organization, how to consume cloud, how toe make sense of it, how you change your processes and how you train your people. So it touches all the products, people and processes. So on three years, you gotta have partners on your side to make it >>so Hey, I'll go quick. And, Tim, you give you the last word. Complexity is cash. Chaos is cash. Follow the complexity. You'll make cash. >>Yeah, you said it, David. I think anyway, that you can help an enterprise simplify. And if you're the enterprise, if you're the customer, look for those partners. They're gonna help you simplify the journey over time. That's where the opportunity really lies. >>Okay, guys, Expert power panel here on Cuba live program, part of AWS reinvent virtual coverage, bringing you all the analysis from the experts. Digital transformations here. What's in it for me is a partner and customer. Help me make some money, master complexity and serve my customer. Mister Cube. Thanks for watching >>que Yeah, from around the globe. It's the cute