>> from Seattle WASHINGTON. It's the Q covering AWS Imagine nonprofit brought to you by Amazon Web service is >> Hey, welcome back and ready Geoffrey here with the Cube. We're in downtown Seattle, actually, right on the water from the AWS. Imagine nonprofit event. We're here a couple weeks back for the education version of this event. First time to come into the non profit of it, and >> we're really excited to have our next guest. I knew a little bit about this organization before. Now we know a lot more. As he came off his keynote, he's brought Excuse me, Byron Hill, global head of >> technology for the Movember Foundation. By a great job on the keynote >> in the bay here to talk to you. >> And I think you came further than anybody did. Any other hands come up? I couldn't see the audience. 1000 miles, one >> I actually asked with from. So my whole stick around, you know, being from Australia 8140 miles to Seattle lost its appeal. If I'd said half Are you from 10,000 miles? >> Yes. Yes. We're glad we're glad you made it so that for the people that aren't >> familiar with them. Forgive him. Kind of a quick overview, Absolutely so in November >> is one of the world's largest men's health charities. We focus on three areas of men's health. Prostate cancer, mental health and testicular cancer. And every year we have annual fundraising campaign where we encourage men and women to fund. Rise for our cause is >> so Men's health is a really tricky situation. Let's met with GAL. She's like, Yeah, I'm going to do this. Start up. I'm gonna help. I'm gonna help all my male friends get to their doctor. Please. I was like, That's not the problem. The problem is, I never want to go in the first place. I don't want to talk about it. They want to acknowledge it. You know, they don't want to get their colonoscopy. They've heard horrible things about the prostate exam. So this is a really challenging thing to tackle. So how did you guys decide to go after it? How are you doing it a little bit differently so that you can have some success and he's not easy to operate areas. >> We realize that men's health was in a state of crisis. Men live on average sixties. Lesson. Women. And as you say, it's because way sit on the couch. We don't let things. We don't take action as opposed to women who always talk to themselves and should get out there and get something checked. So focusing on areas such as prostate cancer, where we know the family, history and ethnicity really important factors around these disease types and really targeting those populations and making sure we can have a big impact. We also spend a lot of time looking at survivorship. But how we can help people through that journey and understand what that journey looks like and help them actually have a really positive outcome At the end of it. My oh suicide is a huge area. Focus. One man every minute globally will die by suicide. And while that's not a uniquely mild disease, three out of four suicides a mile to really try to develop unique messaging, to talk to men in a very direct way is being one way we've I tried to get a cut through to really make a difference, right? >> So the mustache is in November in November, How did that come together? So you know, you've got these very serious diseases that we're trying to address a really big global problem. And you're coming at it with this kind of fun, kind of tongue in cheek thing. Movember. So for the folks that aren't familiar, what is movin, roll about? How did it come about? And really, what's the impact that actually, he has a huge impact with you outlined in the keynote? >> Absolutely So remember, started with two guys in a pub talking about fashion trends. They got onto the fact that the mustache had been the mainstay of seventies and eighties fashion and all but disappeared in the nineties. They just started to bring the mustache back as a gag. They got 30 mites, my yoga, robust ashes. They raise $0. They realized that papal complete strangers in the street. We're coming up to them asking about the mustache. What's that thing when you leave? And they realize the power of the mustache was something much more created conversations and allowed people to connect with one another to create an environment. We were able to talk about men's health. That's where we started. We never intended to become a men's health charity, but fast forward to 2009 and we've had over 6,000,000 people participating in a fundraising campaigns in the top 45 engineers globally and have funded over 1200 men's health programs. And again, all starting with two guys and pub. Having having a conversation about fashion trends >> you have, The numbers are amazing. I >> think you said S O start in 2004 and you guys were raising over $100,000,000 a year. How does it tie back to the mustache? Is just a conversation starter? No, by the way, this is why I'm doing it and please go go to the Web site. One of the mechanics. >> It's all about fun. Originally, the idea of the moustache was just fun. Just grow a mustache. Race and funds. That's it. We've really matured and progress in the last few years around really focusing in on the importance of men's health. So it started as a fun thing back in the day, and now we still try to maintain the fund. We also have a serious message to get through. So, quite literally, will ask people to grow a mustache last. Him too host and van will ask them to move. We've got a whole range of different fundraising ideas, and the idea is to absolutely get people raising funds in November. Getting as many people as we can to sign up and to grow moustache is and two doughnuts. So that's quite literally how we do it. And then we invest those funds back into women's health records. A >> great Well, I can assure you, after today we will be. The Q team will all be doing their best to get them. The mustache is there in a couple of months, but >> you had a >> lot of other really interesting messages within your within. You're talking about a culture of innovation, Mom. And everyone is always struggling. How do I and still a culture of innovation, especially in a large organization? You had a great quote. You're not the 1st 1 ever say it, but you said it with such passion, and clearly it's fall in love with the problem, not the solution to many people especially intact. Yeah, they want to talk about the attack. They don't want to talk about the problem. How do you know X ticket that? How do you instill that in your team. And how's that be really been a great driver for your success in development as a zone organization? >> Absolutely. So you're quite right. Paper will jump to the solution. And it's not just technical. People, like most people will come to you with a solution because I think they're actually helping. They think that they know exactly what the problem is to really just trying to position that to say, Well, let's get really clear and say Fall in love with problem Get really clear around the outcomes, withdrawn and deliver. Think about the experience is withdrawn. Give people here and then think about the technology. I talked about bringing the community into the conversation. Imagine the power you can have by bringing the community at the table when you're designing a new product. We try to do that all the time having a man in the room that suffered from prostate cancer. The insights they give you. We're very quickly highlight that you may have absolutely no idea of what the problem is. I talked a lot about assumptions. We form assumptions in her mind that crystallized. We have this bias and you have to challenge yourself to constantly go back to the coalface and look at those assumptions. Are they right? Are we solving completely the wrong problem Here you can deliver a great solution that completely misses a problem. So how do we do that? We encourage people to think about the problem. Immersed herself in the research. I talked about an example in testicular cancer. We spent three months on understanding the problem. Three months we spent four weeks on building a solution, and that was for a feeling that we didn't quite have the confidence that we knew what the problem. Waas. We wanted to know what itwas who wanted to delve into that research and really engage with people. Engage the community to get a deep seated understanding of what we were trying to solve. Right? >> Another PC talked about Is the community the importance of the community and really said the community is the why really powerful statement And I don't know people. Sometimes I think, think of community 10 gentle They're not really is the purpose for what? You know why you get up in the morning every day and why you do what you do. You have that come about. And how do you make sure that that stays, You know, clearly in focus for everyone. >> It's a really important point, and it's why we exist. And for us, it's a mobile rose and most sisters and the men that we serve. So how do we do it? We have to constantly anchor ourselves back to the point that there are means and means of men out there suffering from this desert diseases that we support. We want to create a better world for them so we can a line around the Y. If everyone in the organization understands why we're doing the work, it helps us deliver some amazing outcomes and again, the context of having people in the room, the community being part of the conversation that you're having gives that really sense of context. And it hasn't been easy. It's taken time to get there and you can't involve. I give an example of 20,000 people responded to a survey. You know, it doesn't have to be huge amounts of data. The voice of one or two people could be enough to provide unique insights. They give you a real sense of purpose and really give you a sense of what you're trying to change >> right? The third piece, he talked about the third leg of the stool, if you will. His culture. Onda geun driving, innovation of culture and your example you gave him the key note was phenomenal, which is when your team, you know, found a problem and asked you for approval on the $500 fixes. And you said, you know, empower your people to find the problem to solve the problems out Me and I think it's such a great message. And you spoken depth about learning about a screw up a failure and really identifying that as a terrific learning opportunity. You know, where did you learn about that kind of cultural approach? How do you keep that up? Because that is really the key to scale. And I think so many people are afraid to trust and afraid to have kind of blameless. Blameless postmortems is another phrase that we've heard so important to enabling your people to actually go out and accept. It's not easy, >> and how do we learn, Like all good things we did on the fly like if you're facing a situation where you've got a major piece of work that's kind of screwed up, and it doesn't do what you think it's gonna do. We had two choices. We could try to fix it, and I just knew we weren't gonna get there. It's a really using it as an opportunity toe positively reinforce what we should be doing that was learning. We had a really narrow opportunity to learn and learn in an in depth way. And how do we develop that culture we had to spend that time? It was really consciously thinking about when you got a team who are not feeling a lot of love there really worried. They actually concerned for their jobs, refocusing their their effort, giving them conference, telling them I've got your back and ultimately it helped us create this coach where people can proactively go out there and solve problems and my example of the business case or a showcase every single time we will go for the showcase, getting people to talk about how they're solving these problems, what is the problem and actually putting a proof of concept in or showing us that an example of what it looks like that's taken a long time to develop that culture, however, it's been absolutely worth it. >> Yeah, that's great. And you gave you gave the audience three challenges. At the end of the day, I was pretty interesting that weren't in there because they kind of encapsulated there kind of your key three themes that was, you know, really understand the problem you're trying to solve. I talked to people in the community. I like that. Don't presume you know what's going on. Talk to people. And then the last thing is encouraged. Three people to start working on the problem. Don't start working on it yourself. But again, you know you're going to have such a good grasp on engaging the team to the benefit of the whole great great messages >> over the year. Or didn't appreciate the homework I gave them to go. Go back to their desks on Monday morning and try these things. But I firmly believe that you know those three challenges and they're only small like this is not about trying to solve world hunger. This is just starting with something small in your business that you can look at. You can get two of your people 23 other people to focus on that validated the problem and look for ways around it. So it doesn't have to be a huge a group of people just getting a stock. And I've already talked to a number papal off to the canine who who really said that really resonated just starting that conversation. Small in that that I did a snowball and eventually growing as part of the organization. Right culture is something which takes a huge amount of time to get right, and I go in starting small one and letting that grow and permeate and do as much as you can do to reinforce that culture within your organization. Really living and breathing that cultures is important. But >> even those starting small your guys goals were huge. I mean, your goals are to cut to cut the prostate and the testicular percent, 50% and drop the suicides by 3/4. So, you know, it's a really interesting approach. Start small, you know, focus on the small, but but you clearly have a really big goal is my >> goal, and we know we can't achieve those goals by ourselves so way collaborate as much as we can with others who have similar missions and trying to band together. And we realized very early on that bringing together the best and brightest minds in the world to solve these problems was absolutely essential. We couldn't do it myself. So forming those network says global networks of experts researching constantly evaluating that research, making sure we're having to cut through and with nests in the process of scale in those programs that have shown great outcomes to reach the lives of means of men. So it's again starting small, proving these ideas out there looking to scour those ideas to reach frankly means in England. >> All right, Byron, we're almost out of time. We've got about 10 weeks until the month. Formally. No, it's November for >> me knowing this. So how do >> people get involved? What should people do? Give us give us some concrete tips for the audio? >> Absolutely, absolutely. So, first of all, you want to go to moveon dot com and you want to sign up, Sign up to be a mobile. Almost Easter, you can either grow a mustache. You can host in the van. You can move for Movember start donating, and it's like any people to die tonight. So grow a mustache and asking me to give you money. That's the 1st 1 to do it. Second tip is what sort of moustache gonna grow. There's so many styles. There's the >> little style guide on the course, But not everyone >> can go. We could, Tash, but, uh, we do have wards for the line, Mark. So some of those >> little lame of the Lane >> Mart I can always always recommend some augmentation of the mustache if you got a few gray hairs and maybe bush it out. A little bit of color lamentation. Something like that. Um, but above all else, it doesn't live. Use one message. It's about getting yourself checked. When things don't feel normal, go to the doctor, have that positive impact on your life. And, of course, Movember dot com is full of really useful tips and great content to help you on that journey. >> All right. Well, Byron, thanks to you very much. And again. Congrats on the keynote. Thank you. Seem really enjoyed the time. Excellent. Thank you. Alright, He's tired. I'm Jeff. You're watching The key were eight of us imagined nonprofit in Seattle, Washington. Thanks for watching. We'll see you next time

>> Voiceover: Live from Washington D.C., it's theCube, covering AWS Public Sector Summit 2017, brought to you by Amazon Web Services and its partner Ecosystem. >> Good morning, welcome back here on theCube, the Silicon Valley or Siliconangle TV flagship broadcast, here as we continue our coverage live from the Nation's capital, Washington D.C., the AWS Public Sector Summit 2017. I'm John Walls, we're glad to have you hear on theCube along with John Furrier, good morning. >> Morning. >> Good night? >> Great night. I had two great meetings, learned some information, got some exclusive material for a story that has to do with government stuff. >> So you were kind of working then weren't you? >> I'm always working. We're in D.C. I want to put my ear to the ground and bring all these stories back to my show, Silicon Valley Friday Show, which has been on hiatus during the month of May and June for all theCube events. >> Slacker. >> I got some great metadata as they say. (laughter) >> Good about data. >> I went home and watched the Nat's game. That was my big night. Jeff McAllister is with us now, he is the GM of the Americas for Druva and Jeff, glad to have you on theCube, we appreciate the time. >> Oh gee, thank you for the opportunity and it's a pleasure to meet you. >> Alright so you guys are all data, all the time on the Cloud right? >> That's right. >> All about data protection and security, availability. Tell us a little big more just about Druva and then we'll get into maybe your relationship with AWS but first off about you, about Druva. >> I've been fortunate to be with Druva since we really embarked on our enterprise strategy. I've been part of the team that made the investment a couple of years ago to start to pursue FedRAMP and some of the specifications for the Federal Government. And as you know, we are Cloud native. We are for the Cloud and built on the Cloud. We've been a partner with AWS for over eight years now. So we've had a very strong working relationship with them and the opportunity to come and speak here today and with you gentlemen, has really been tremendously exciting and frankly they're absolutely wonderful partners to go to market with. >> Yeah, talk about a minute about how integral that obviously is to your business to have not just a relationship, but to have the relationship that you do with AWS. >> Well, AWS obviously provides a world-class platform on which to build a service like ours. For our customers, it means tremendous levels of security, tremendous data durability, a reliability and availability of that data, but also the idea that many of our customers are very mobile. They have great geographic dispersion among their employees. Their employees are engaging in other parts of the world. So availability of that Cloud and that Cloud infrastructure, in local areas is tremendously important. And for our Federal customers, the certification for ITAR and other things that are specific to that market, having a platform like GovCloud, built specifically to their specifications, to service them, creates great leverage for us and our customers. >> John F.: I mean, eight year relationship, and that's going back. >> Yes it is. >> And they're only 10 years old and they spent their 10th birthday going on their 11th year, just AWS. So, obviously they saw some federal action right away, or public sector action right away. Nature of the Cloud, very friendly to developers back then. But still it was building blocks foundational back then. >> That's right, exactly. >> What's changed? How would you chronicalize that change other than the massive growth we've seen in the market place which we've chronicalized as well but I mean, from your perspective in the public sector, this is on a nice trajectory. >> I've been in the business now for over 30 years. Started out at Data General through Sun Microsystems and I've seen much of the industry change. The one thing that has been very impressive with the public sector, is that the interval in product innovation would come to the public sector a year or two years behind what we saw in the commercial marketplace. That time and space is absolutely shrinking down to nothing. They are pursuing the same business continuity, data transformation issues the Cloud-first strategies that our commercial customers are. And frankly, the government worker today has become more mobile. And the requirements to protect that data and secure it, are at an all-time high. And the AWS platform in combination with what we do, really provides a level of security that is hard to do on your own. >> So yesterday, we talked about a term I coined, or phrase I coined, around the seminal moments in GovCloud's history and really in the Amazon public sector. Is called "the shot heard around the Cloud", and that was the CIA deal where AWS came in and beat IBM, which had a lock-in spec and they're old-school IBM, they know how to sell. The sponsorships, they had everything locked and loaded. Who knows what they were doing, wining and dining. You know how the Federal Government is? >> Jeff: That's right. >> Things were very much picked out, everything's buttoned up and then boom, Shadow IT is happening, Amazon wins. Since then, we've seen a lot of change in how people are securing, how people are deploying. >> Jeff: Right. >> No better example than data protection because there's no wall, there's no firewall. You're in the middle of it. Talk about that dynamic about how the no walls, no perimeter in the Cloud has changed the role of data and data protection. >> Sure. So, gone are the days where we can dictate the device, how somebody wants to work, what solutions they're going to use. Cloud applications like Office 365, Box, Slack, other, have really created an environment where the IT folks, want to stimulate innovation, stimulate the work in places where people want to get done. But then provide the same level of protection and governance that they would on a non-platform solution. So, watching that evolution take place, its really driven us to really have to be mindful that we're in the performance business and with that performance we have to be respectful of the requirements from a security and protection standpoint that our customers call for. FIP certification became fundamental for us being able to service the government. That led us into the pursuit now of FedRAMP, which we're now FedRAMP ready. But all of those things provide the infrastructure to allow them to embrace these new strategies and this digital transformation, be it in my Cloud-first strategy or my mobility strategy, and be able to extend that same level of security that I would need, and provide that flexibility for my users to get their jobs done. >> Yeah and honestly, Cloud native, as you know, we love Cloud native, we've covered it. >> We do too. >> Covered it from day one. (laughs) Cloud-first is kind of like a moniker that people use. >> Sure. >> Kind of an ethos. It's more of a manifesto, it's more agile. But really Amazon has never hidden the ball in the fact what they believe the future will be and that is API economy. And from day one it's all about APIs and they believe that you should have APIs everywhere. The Cloud has no perimeter so that changes the security game. But the one thing that's emerged out of all this, is a new SaaS business model for businesses and government, and federal, and education. So everything's as a service. >> Jeff: Correct. >> That is a huge deal and this is maybe nuanced a bit, but how does public sector turn into a service model with the Cloud? 'Cause that's something that everyone's kind of going at. You have Cloud natives great, we're going to be Cloud natives, check. But really what they're getting to is, everything's as a service. >> Right. It's created a lot of flexibility in the buying process. First of all, you're bringing that elasticity of demand, right? So they are able to embrace the idea that, I only pay for the services I actually consume. So, should I have a movement in employees, should I change in structure, should my usage suddenly spike, I have the ability to adjust on the fly. That's a big part of it. But the other piece of it is that we can deliver our service at a fixed price cost for a certain period of time within that government fiscal year. So not only does it become easy to manage technologically, but from a budget stand point, it makes it a very predictable cost. I'm no longer having an explosion of data that I have to manage and go off books to try and find data to provide those IOPS and storage on sight. I can simply continue to go at the same budget level that I've already set aside. >> One dynamic that has come up while you brought this up, 'cause I think it's relevant to what we were just talking about is, lock-in. Right? I mean the word lock-in has always been vendor lock-in but really that's on one side of the coin. The other side of the coin is user lock-in. So last night, one of my secret meetings I had last night was with a senior government official and we were talking about how, they're all pissed 'cause they got Microsoft Surfaces instead of Macs. They wanted Macs. So they were just handed a bunch of Microsoft Surfaces. No offense Microsoft, I love the Surface personally, but I've got a Mac here. The point is, they didn't want it. >> Jeff: Right. >> It was forced down their throat. >> Let's just shut that for a moment here. (laughs) >> This is the old way. We made a decision, we're going with this product. So this is really the flexibility point is, very interesting, 'cause now with the Cloud, you can actually do these really agile deployments. >> Jeff: Exactly. >> And give people more choice. >> That's right. The time to value on these products, we have a very large defense contractor inside the Beltway. We were able to deploy to 23,000 users worldwide in under six weeks. But we understand that we're in the performance business and the idea that our customers could leave us at any point in time when the term is up, keeps us very conscious of the specifications that they require. And frankly, it requires us to be innovative on their behalf. Certainly taking their feedback, but really starting to anticipate their requirements, so that we continue to earn that business year over year. And frankly, if you want to talk about lock-in, SaaS provides tremendous flexibility to switch when a contractor isn't performing to spec, versus a perpetual license where I'm locked in for the duration. >> And that's a fear obviously that they're going to use their dollars wisely. I want to get you to weigh in on Druva's digital transformation in back of the customer. Obviously you guys are doing well, you're in the sweet spot, data protection is a hot area. It's one of the hottest area no one really kind of looks at, but it's really hot with the Cloud. What impact are you having with customers and how are you rolling out your value proposition to the public sector? What are the key highlights? I mean, how do they work with you? Is it FedRAMP? Is it GovCloud? Just take us through your value proposition with respect to the- >> Our value proposition, I think is fairly unique. So first, we run on the most wildly accepted Cloud platform by the public sector, AWS GovCloud. Without question the market leader there. We bring all of our experience from the commercial marketplace into that same experience on GovCloud. With the added certifications of FIPS, certification 140-2 moderate. Our FedRAMP in process. We're also HIPPA certified so that we have the ability to address HHS and FDA as some of our customers. 'Cause they also process a lot of personal information that is unique to that particular agency. But at the end of the day, the piece that really is most interesting to our public sector customers is, one, this is a very easy service to bring to the Cloud at lower cost and frankly higher value. The plethora of features and the security, the ease of management that we bring, relieving them of having to manage hundreds of terrabytes of data and apps on behalf of this service, is tremendously beneficial. The predictability of the cost year over year, makes it very very easy to manage. But I think the biggest thing that people have come to embrace is that the innovation that takes place in the Cloud comes to market so much faster in the Cloud. Just think of the QA cycles and how they've been reduced 'cause we're QAing for one platform. Being able to consistently, quarter in, quarter out, deliver that additional feature set and additional value, at no additional cost to our customers, is really what they've really gelled around. >> How do you guys handle the certification processes that are going? I'm sure there'll be more. I mean, they're coming. With all the free-flowing data, I'm sure there's going to be a lot of regulations and policies and governance issues. But you've got to move fast. How do you guys move fast to certify? Is there a secret sauce? Is there a secret playbook? How do you guys stay on top of it? 'Cause automations, machine learning, what's the secret sauce? >> You know, I think it's interesting, part of the uniqueness that is Druva I think is, our ability to anticipate market demand. I think we have a very experienced team of individuals. Look at the choice to go to AWS eight years ago. It was unthinkable at that time, but its turned out to be a visionary sort of choice. We identified that FedRAMP and FIPs certification, three or four years ago, was an absolute mandate to play in this marketplace. So we went there way ahead of our success in the market but we saw a very unique opportunity to go there. So I think it's just a tremendously creative group of people. It's a very dynamic marketplace. And it's one that requires a little bravery and a little bit of thinking in advance of the marketplace. I don't know that we have any magic sauce, but so far it's worked pretty well. I think it's worked out alright. >> I always ask just to see. >> Although that's a good question. >> To that point though, eight years ago when you went, it was a leap right? >> It was. >> Big leap. And now here you are 2017, things are rolling along. I imagine your sale or your pitch has taken on a different tone because you have so much proof in the pudding now, right? >> Oh, it does. A long time ago it was strictly backup. We've now moved into governance, e-discovery, the idea of user behavior analysis so I can find anomalies that may occur so that I can avoid Cryptolocker or other sorts of viruses or things that may be able to affect the operation of my customers. All of those things have come into play that weren't there four years ago. So it's really been an advancement of the added services beyond what we just did in backup, that have really kind of driven the business and differentiated us from the market. But it's still kind of fundamentally that idea that I'm going to protect your data, make it available to you and separate now from your device and really help you manage your data wherever you're doing your work. >> I know we're running tight on time, I do want to get one more question in from your perspective because again, present and creation is really a benefit to Druva, congratulations on that. You get to ride the wave and now the wave is bigger and more sets coming in. That's to use the surfing analogy. But talk about the perspective from your personal standpoint, just the changes going on in this marketplace right now. Teresa Carlson, when we were commenting on our opening, how tenacious she's been. She's knocked on a lot of doors. Eight years ago, what the hell's cloud? No one even knew what it was right? And then the shot heard around the Cloud with the CIA deal and just more and more and more in them, this is just a great business opportunity for Amazon Web Services, not just the enterprise, which they're doing well in now. >> Right. >> They own the startup market. This could be, it could have a 90% market share of public sector. >> That's right, that's right. >> John F.: Talk about the change. What's going on? Is it the perfect storm? Is it like right now, what's the progress. >> Well you know, it seems like its a perfect storm but for somebody who's been banging at it for the last four or five years, it seems to be a little bit more evolutionary. But it's interesting, when I started at Druva, if I looked across our opportunities across the Americas. It was fairly evenly split between the idea that I'm going to do this on premise or I'm going to do it in the Cloud. Today, if I look across all o6f North America and all the commercial entities and public sector entities that we're dealing with, we're probably engaged in well over 500 opportunities at any one time, literally less than two, quarter over quarter, is now on premise. People have come to embrace the idea that this is a place where I can conduct business safely and securely. And frankly, for us, you look at that digital transformation or business transformation, we become two really compelling services to start and experiment with moving to the Cloud. So very often, we are the tip of that spear. Lets backup our endpoint devices to the Cloud, let's get out of that business, 'cause we can do it much more effectively with Druva than we can for ourselves at less cost. >> It's almost the reverse of what on prem was. I've had many opportunities where I've bumped into IT practitioners, friends and what not in the industry. "Oh, I forgot to do the backup plan. I got the procurement going on." It's kind of an afterthought, it's been kind of an afterthought. I am oversimplifying but generally, it's not the primary. When you go outside the walls of a company, into the Cloud where there's no perimeter, it's the first conversation. >> That's right. >> So I hear what you're saying and I totally agree. This is unique, it's a complete flip around. >> Well it's amazing. So often, we're backing up server data to the cloud. So now it used to be just backing up to the Cloud. Now it's, I have the application running in the Cloud and I want to back it up and secure it into another Cloud. It's completely morphing into all sorts of interesting places. But the part that's really interesting is that we will bring to our customers disaster recovery, for example. Well that's a service, we turn it on and if you never experience the disaster, you don't pay for it. It just creates a whole new mindset of how we're going to think and how we're going to approach the infrastructure that we're now building. >> No license fee. It's just if you need it, you get whacked on it and you deserve to get whacked on it because you need the service. >> Well, they know what the cost will be. We've set it up for a nominal fee but if you're fortunate enough that you never experience the problem, why should you pay for it. So literally cutting that price in half, removing the requirement of 2XL Servers and 430 tip. >> John F.: It's a new operating model. >> That's right. And the flexibility that it creates to change to your computing requirements is just phenomenal. >> Well, phenomenal, I think would be a way to describe your ascent as well. >> Oh thank you. >> So congratulations on that front. Glad you could be with us Jeff, at the show. Continued success and we hope to see you down the road on theCube. >> John, John, it was a real pleasure. >> John W.: First time right? >> It was, it was, thank you. >> John W.: You're a tour alum now or a Cube alum. (laughs) >> John F.: Cube alumni. >> Good to have you with us. >> Jeff: Thank you, thank you so much. >> Jeff McAllister with Druva. Back with more here from AWS Public Sector Summit 2017 on theCube. You're watching live in Washington D.C..

>> Narrator: Live from Santa Clara, California it's theCUBE. Covering Open Networking Summit 2017. Brought to you by the Linux Foundation. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're in Santa Clara at the Open Networking Summit 2017. We haven't been here for a couple years. Obviously Open is everywhere. It's in hardware, it's in compute, it's in store, and it's certainly in networking as well. And we're excited to be joined first off by Scott Raynovich who will be co-hosting for the next couple of days. Good to see you again Scott. >> Good to see you. >> And our next guest is Ihab Tarazi. He's the EVP and CTO of Equinix. Last time we saw Ihab was at Open Compute Project last year, so great to see you again. >> Yeah, thank you very much, good to be here. I really enjoyed the interview last year so thanks for having me again. >> Now you set it at the high bar, so hopefully we can pull it off again. >> We can do it. >> So first off for folks that aren't familiar with Equinix, give them kind of an overview. Because you don't have quite the profile of Amazon and Google and the other cloud providers, but you're a pretty important piece of the infrastructure. >> Ihab: Yeah absolutely. While we're nowhere close to the size of those players, the place we play in the universe is very significant. We are the edge of the cloud, I would say. We enable all these players, they're all our biggest customers. As well all the networks are our biggest customers. We have over 2,000 clouds in our data centers and over 1,400 networks. We have one of the largest global data center networks. We have 150 data centers and four eMarkets around the world. And that number is going to get a little bigger. Now we announce the acquisition of Verizon data center assets. So we'll have more data centers and a few more markets. >> I heard about the Verizon acquisition, so congratulations, just adding more infrastructure. But let's unpack it a little bit. Two things I want to dig into. One is you said you have clouds in your data centers. So what do you mean by that? >> Yeah the way the cloud architecture is deployed is that the big cloud providers will have these big data centers where they build them themselves and it hosts the applications. And then they work with an edge for the cloud. Either a caching edge or compute edge, or even a network edge in data centers like ours where they connect to all their enterprise customers and all the networks. So we have a significant number of edges, we have 21 markets around the world. We have just about the big list of names, edges, that you can connect to automatically. From AWS, Google, Microsoft, Salesforce.com, Oracle, anybody else you think of. >> So this is kind of an extension of what we heard back a long time ago with you guys and like Amazon specifically on this direct connect. So you are the edge between somebody else's data center and these giant cloud providers. >> Absolutely. And since the last time we talked, we've added a lot more density. More edge nodes and more markets and more new cloud providers. Everywhere from the assess to the infrastructure as a service provider. >> And why should customers care? What's the benefit to your customers for that? >> Yeah the benefit is really significant. These guys want direct access to the cloud for high performance and security. So everybody wants to build the hybrid cloud. Now it's very clear the hybrid cloud is the architecture of choice. You want to build a hybrid cloud, then you want to deploy in a data center and connect to the cloud. And the second thing that's happening, nobody's using just one cloud. Everybody's doing a multi-cloud. So if you want 40, 50 clouds like most companies do, most CIOs, then you're going to want to be in a data center that has as many as possible. If you're going to go global, connect to multi-cloud and have that proximity, you're going to have a hard time finding somebody like Equinix out there. >> Yeah but I've got a question. You mentioned the Verizon deal. There was a trend for a while where all these big service providers were buying data centers, including AT&T, CenturyLink, and now the trend appears to have reversed. Now they're selling the data centers that they bought. I'd love your insight on that. Why that just wasn't their core competency? Why are the selling them back to people like Equinix. >> Yeah that's a good question. What's happened over time as the cloud materialized, is the data canters are much more valuable if they're neutral. If you can come in and connect to all the clouds and all the networks, customers are much more likely to come in. And therefore if a data center is owned by a single network, customers are not as likely to want to use it because they want to use all the networks and all the clouds. And our model of neutrality and how we set up exchanges, and how we provide interconnection, and the whole way we do customer service, is the kind of things people are looking for. >> So you're the Switzerland of the cloud. >> And so the same assets become much more valuable in this new model. >> And I don't know if people understand quite how much direct connection and peer-to-peer, and how much of that's going on, especially in a business-to-business context to provide a much better experience. Versus you know the wild wooly internet of days of old where you're hopping all over the place, Lord knows how many hops you're taking. A lot of that's really been locked down. >> I think the most important step people can think about is by 2020 90% of all the internet, or at least 80 to 90, will be home to the top 10 clouds. Therefore the days of the wild internet, while that continues to be significant, the cloud access and interconnection is very critical, and continues to be even bigger. >> Go ahead. >> So tell us what the logistics are of managing the growth, like you opening how many data centers a year, and how much equipment are you moving into these data centers. We spend over a billion dollars a year on upgrading, adding capacity, and building new data centers. We usually announce five, six, new ones a year. We usually have 20 plus projects, if not more, active at any time. So we have a very focused process and people across the globe manage this thing. We don't want to go dark in any of our key matters like Washington DC, the D.C. market, or let's say the San Jose, Silicon Valley, etc. Because customers want to come in and continue to add and continue to bring people. And that means not only expanding the existing data centers, but buying land and building more data centers beside it, and continue to expand where we need to. And then every year or so we go into one or two more emerging markets. We went into Dubai a while ago and we continue to develop it. And those become long term investments to continue to build our global infrastructure. The last few years we've made massive acquisitions between Telecity in Europe, Bit-isle in Japan, and now the Verizon assents that expanded our footprint significantly into new markets, Eastern Europe, give us bigger markets in places like Tokyo which helped us get to where we are today. >> One of the themes in networking and cloud in general is that the speed of light is just too damn slow. At the end of the day, stuff's got to travel and it actually takes longer than you would think. So does having all these, increased presence, increased egos, increased physical locations, help you address some of that? Because you've got so many more points kind of into this private network if you will. >> Oh yeah absolutely. The content has become more and more localized by market. And the more you have things like IOT and devices pulling in more data, not all the data needs to go all over the globe. And also there is now jurisdiction and laws that require some of the content to stay. So the market approach that we have is becoming the center of mass for where the data resides. And once the data gets into our data center, the value of the data is how you exchange it with other pieces of information, and increasingly how you make immediate decisions on it, you know with automation and machine learning. So when you go to that environment you need massive capacity, very low latency, to many data warehouses or data lakes, and you want to connect that to the software that can make decisions. So that's how we see the world is evolving now. One thing we see though is that complementing that will be a new edge that will form. A lot of people in this conference were talking about that. A lot of the discussion about the open networks here is how we support the 5G, all the explosion of devices, and what we see that connecting to that dense market approach that we have where the data is housed. >> That's interesting you just mentioned all the devices which was going to be my next question. So the internet of things, how will this change the data center edge, as you refer to it? >> Yeah that's the biggest question in the industry, especially for networks. And the same discussion happened at Mobile Work Congress here a little while ago. People now believe that there'll be this compute edge, that the network will be a compute edge. Because you want to be able to put compute, keep pushing it out all the way to the edge. And that edge needs to support today's technologies but also all the open wireless spectrum, all the low powered networks, open R which is one of the frequencies for the millimeter frequencies, and also the 5G as you know. So when you add all that up you're going to need this edge to support. So all the different wireless options plus some amount of compute, and that problem is very hard to solve without an open source model, which is where a lot of people are here looking for solutions. >> It's interesting because your definition of the edge feels like it's kind of closer to the cloud where's there's a lot of converstion, we do a lot of stuff with GE about the edge, which is you know right out there on the device and the sensor. Because as you said depending on the application, depending on the optimization, depending on what you're trying to do, the device is some level of compute and store that's going to be done locally, and some of it will go upstream and get processed and come downstream. But you're talking about a different edge. Or you know of see you guys extending all the way down to that edge. >> We don't see ourselves extending at this time but definitely it's something we're spending a lot of time analyzing to see what happens. I would say a couple of big stats is that today our edge is maybe 100 milliseconds from devices in a market or a lot less in some cases. The new technology will make that even shorter. So with the new technology like you said, you can't beat the speed of light, but with more direct connections you'll get to 40, 50 milliseconds, which is fantastic for the vast majority of applications people want. There'll be very few applications that need much slower latency all the way down to the sub-10 millisecond. For those somebody like a network would need to put compute at the edge to do some of it. So that world of both types will continue. But even the ones that need the very low latency, for some of the data it still needs to compare it to other sources of data and connect to clouds and networks but some of the data will still come back to our data centers. So I think this is how we see the world evolving but it's early days and a lot of brain power will be spent on that. >> So as you look forward to 2017, what are some of the big items on your plate that you're trying to take down for this calendar year? >> The biggest thing I want on our list is that we have an explosion of software model. Everybody who was a software now has a software platform. When we were at OCP for example you saw NetApp, they showed their software as an open source. Every single company from security to storage, even networking, are now creating their platform available as a software. Well those platforms have no place to go today. They have no deployment model. So one of the things we are working on is how we create a deployment model for this as a service model. And most of them is open source, so it needs decoupling of software and hardware. So we are really actively working with all these to create an open source software and just software in general, ecosystem plus this whole open source hardware. >> So do you guys have a pretty aggressive software division inside Equinix, especially in these open source projects? Or how do you kind of interact with them? >> Our model is to enable the industry. So we have some of our tools but mostly for enabling customers and customer service, as well as some of the basic interconnection we do. The vast majority of all the stuff is our partners, and these are our customers. So our model is to enable them and to connect them to everybody else they need at ecosystem to succeed and help them set up as a service model. And as the enterprise customers come to our data center, how to they connect to them. So I would say that's one of the most sought after missions when we go to conferences like this. Everybody who announced today is talking to us about how they enable the announcements they make and given our place in the universe, we would be a very key player in enabling that ecosystem. >> Do you have like a special lab where you test these new technologies? Or how do you do that? >> Yeah that's the plan. And we connect this effort to also what we're doing with OCP and Telecom Infrastructure Project where we have a leadership position and highly engaged. We are creating a lab environment where people can come in and test not only the hardware from TIP and OCP, but also the software from open network, but many other open source software in general under the Linux Foundation or others. In our situation not only can they test it against each other, but they can test the performance against the entire world. How does this work with the internet, the cloud? And that leading us to deployment and go to market models that people are looking for. >> Alright sounds pretty exciting. Equinix, a company that probably handles more of your internet traffic than you ever thought. >> Ihab: That's very true. >> Well thanks again for stopping by. We'll look for you at our next open source show. >> Thank you very much. >> Ihab Tarazi from Equinix. He's Scott Raynovich, I'm Jeff Frick, you're watching theCube from Open Networking Summit 2017, see you next time after this short break. (techno music)