>> Hey, welcome back, everybody. Jeff Frick here, with theCUBE. We're in downtown San Francisco at Moscone West, at the Professional Business Women Conference, San Francisco. This is the 28th year, 6,000 women, about 5% men here. Talking about doing better in the work force, inclusion, diversity, but this has been going on forever. Jackie Speier: Started it years ago, wow, almost three decades ago. And we're really excited to be joined by someone who's got some special tools to help people, you know, really execute on this promise. It's Lisa Skeete Tatum, she is the co-founder and CEO of Landit. Lisa, welcome. >> Great to be here, thank you. Absolutely, so first of all, impressions of the conference? Have you been here before, what do you think? This is my first time. I can't believe I've missed it all this time, to be here surrounded by all of these amazing women, and the same mission, which is how do we help people succeed, and women, particularly, in the workplace-- >> Jeff: Right. >> It's fabulous. Well, let's jump into it because you actually, as one of the keynote speakers said, it's really not a strategy problem anymore. It's an execution problem. Everyone kind of knows what they want to do, but how do you actually do it? And your company, Landit has a real specific solution to help individuals as well as companies, so give us kind of the background on Landit, and what you do, how long you been around. Sure, well, first I want to thank LinkedIn for inviting us here to collaborate with them on this panel of personal brand, and particularly, Jacquelin Jones and Ty Heath, they're fabulous, fabulous collaborators. But our goal at Landit is to increase the success and engagement of women in the workplace while also enabling companies to both attract and then retain their diverse talent. And we realize, as you said, that it's not for lack of motivation, or skill, or traffic, it is where do I start? And so our goal, and our quest for democratizing career success, is to create a personalized playbook, one size fits one, for every woman, to more successfully navigate. And we enable companies in a turnkey solution to invest in their women, to essentially path them better. >> Okay, so let's, I love that democratizing business success. >> That's exactly right. >> Okay so from the individual side, what are some of the specific tools that you found that people were just lacking, or they just didn't know, or they just needed that extra assist. >> Absolutely. Well, first, it starts from being at an inflection point, and that could be their inner workplace, or trying to figure out how to more successfully navigate. Maybe they're stuck, which is where I was. They don't know how to get out of it, or they're looking for what's next. And the questions that come up besides, "Where do I start," is, "What is it that I want to do that fits with all of me," maybe, "How do you develop your personal brand," which our session is about. Because most people don't even know the power of personal brand. >> Jeff: Right, right. >> And the fact that it accounts for 25% of your success. "How do I connect with a coach?" It's one of the best-kept secrets that most of us don't know. And then, "How do I manage my personal board of advisors?" Right, so a lot of people think about a mentor, but it's much more than than. It's about a mentor. It's about a sponsor. It's about continued education. So our goal is to knit all of that together, and essentially path you, because it's overwhelming. You think about, you get to one of these inflection points. You're like, "Gosh, I don't know where to turn, I don't know who to connect with, I don't know if there's quality, and I want it to be relevant to me." Because there's a ton of information, but we're all busy. I'm the mother of two teenage boys, and so I want things that are relevant to me that I can action on. And companies, when they look at the massive problem of wanting to retain their talent. They've tried lots of things. We give them one neat knit together turnkey solution, where they know when they're winning. >> Jeff: Right, right. >> And they can measure. >> 'Cause there's so much things you touched on, there. >> Lisa: Absolutely. >> So I want to jump into a couple. What's the difference between a coach and a mentor, and an advisor? >> Absolutely. So when you think of a coach, which again, most of us don't have because it's reserved for someone who's in the C Suite, and we believe you have to bring it earlier on. But this is someone, an outside expert, who can help give you the framework, help hold your accountable, et cetera. So that is an expert hired person in your corner. When you think about your board. >> Let me, so like what type of coach is it, generally? I mean, obviously if you're a CEI or a CEO of a large company, they can hire the best of the best. >> That's exactly right. >> When you're not, and you're middle of your career, what type of coaches are kind of the highest ROI? >> And that's exactly what we address. Because, in this notion of democratizing access, why should I be CEO before I get access to that high caliber. >> Jeff: Right, right, right. >> So we went, and we said, "Well what do they get, and how do we bring that to anyone on the platform?" So we're talking executive coach. Someone who can move you forward, power you forward, who's not in the risk of your day-to-day life, but has the perspective and the pattern recognition to move you forward. So and executive coach. The exact same thing that a CEO wants, whether at a big company or small, that's what we want the women on Landit to have. >> And are these people, so you've got a resource bank of these type of individuals-- >> Lisa: That's exactly right. >> Jeff: Through the application. >> All certified, very successful practices that believe like I do that you've got to democratize that access. You have to get someone when they're at one of those inflection points in order to move them forward. To stop seeing, you know, we have the largest number of professional, educated women, not fully engaged in the workforce, as we said here today, workforce, and they want to be. >> Jeff: Right, right. >> So that's one of the solutions. Your question about the board. If you think about a mentor, this is someone who you have coffee with, you talk to, you bounce ideas. If you think about a sponsor, this is someone who talks about you. Someone who opens doors, someone who can help you see possibilities. Or you think about a connector. Someone who knows everyone. My co-founder is CEO of Care.com, Sheila Marcelo, she knows the world. So when there's someone who I don't know, and I want to be connected to, I pick up the phone, and I call Sheila. So you got to think about codifying your network, so you have the right ask of the right person. That's how you build your board, if you will, of which a coach is a component of that. >> Right, okay, then let's, this is so much, we could go for like, two hours. Hopefully you don't have much going on for the rest of the day. >> Hey, where you go? >> Personal brand. >> Yeah! >> There's so much talk about personal brand. Obviously, with Twitter and for famous people now, can, for good or bad, can directly touch with their constituents. Before, a mid-tier professional or early stage professional, what is building their brand, and how important is it for people that just don't understand. >> Absolutely. Well, first of all, mid-career is too late to start thinking about your brand. I have teenage boys, I tell them now, "You cultivate that brand." Whether you like it or not, you have a brand. The question is, are you in control of it? So some people say a brand is what people say about you when you're not in the room. I say the personal brand is what do people say about you that they want you in the room? So you have to cultivate that early on, but most people don't know the formula. It accounts for 25% of your success. >> 25%? >> 25%, and what we realize a lot of time, people don't even know the mistakes that they're making, but it's holding them back. >> Jeff: Right, right. >> So it's not just about working hard and keeping your head down, It is what is the authentic message that you signal to the world? >> Right. So what is the drop-dead dumb thing that most people that's the easiest thing to fix for your personal brand? >> They don't keep track of their accomplishments on a weekly basis. So they suffer from what we call, LIFO, last in and first out. So when it comes time to negotiate, to do your LinkedIn profile, to advocate for yourself, you don't have any facts, right. So facts and information is power. Something so simple, end of the week, what did I do to further myself, my brand? >> And it's just keeping it, just putting it your own-- >> Lisa: Keeping a log. >> In your binder, your log, whatever. >> And that's one of the features we have-- >> To put on your LinkedIn profile every week. >> That's exactly right. >> Okay. >> And it's one of the features we have at Landit, which is every Friday, you should be checking in. What did I do for myself, what did I do for my brand, what did I learn, and then, when it comes times to do that profile, you can look at your repository and say, "Oh, yes, I did add value," or "Yes, I'm not spending a disproportionate amount of my time, on housekeeping projects," which, unfortunately, women often do. I'm focused on things in the business world. >> That's like the classic busy versus productive thing, right? It's just sometimes it's just so much easier to do busy work. >> That's exactly right. >> Many of us are guilty of that. Okay, so now, let's flip the bit here, and from the employer's point of view, what are some of the things that they need to do better, to help the women in their companies be more successful-- >> Lisa: Absolutely. >> And by extension, the company be more successful. >> Absolutely, so I think one of the biggest challenges that our clients face is that they don't have a turnkey, scalable solution to touch more lives. So often, when you first join a company, you get lots of love, lots of good snacks, and then in the middle, what we call the forgotten middle, not so much, because it's hard at scale, to offer the tools that we do. And if you make it through to the end, you'll get some things. But, that's where you have that whole leaky pipe issues. So what they come to us for is, whether it's your brand, your board, continuous learning, coaching, we knit that together in a way that's seamless. And we do it in a way that enables them to touch more lives. We have several multinational companies that have women all over the globe, and they can have a common experience. But because we're technology, they can measure. They can see the engagement, they can see the pathing. >> Jeff: Right, right. >> So, for them, it's a win, win. But it's all about, again, the power of one size fits one. And you can only do that through technology, with the appropriate human-- >> But you start with, like, the big program, and then it gets customized, or codified-- >> Lisa: Well, it's driven by the woman. >> By the individual. >> It's driven by the woman. >> Jeff: Okay. >> Exactly, so the elements of success, the playbook, if you will, are common, but how it gets used, what it recommends, how it paths you is all about the individual. And that's the power of being able to, again, knit it together. Powered by technology, but not forgetting that there are humans involved. You've got to have those touch points. >> It's interesting because people just get so busy at work. Everybody gets busy. You get busy yourself, your boss is busy, everybody's busy these days. >> That's right. >> So is it suggesting like, "Hey, you should go to a professional conference," or "Hey, you should be doing some of this." What are some of the little steps that make a big difference that people just are too busy to kind of pay attention to? >> Sure. So the best investment you can make is in yourself. And if you think about our sponsors and the company whether it's they're the head of HR or Development, it's hard for them to manage the careers of thousands of people, right? And so we give them a way to allow the onus to be on the individual, right, for them to invest and manage their own career. >> Jeff: Right. >> We want to do it, we just don't have the tools. Going to a conference, like this is a fabulous conference, but how do you knit things together in between conferences? Because our goal is, I don't know anyone, myself included, that's only had one inflection point. So how do we give you what you need when you need it. >> Jeff: When you need it. >> That's exactly right. >> Okay, so how long has Landit been around? >> So we have been around, out of stealth mode for about a year. >> Jeff: Okay >> Now, and we have amazing good clients. We have women from around the globe. 20% of our users are international. It's all ages, it's all functions, it's all careers, and it makes my mom proud (laughs). >> Oh, absolutely. And she'll love you when she sees your CUBE interview. >> Exactly. >> And so as you look forward, if we were to sit down together a year from now, what are some of your top priorities about for you personally, professionally, but as well for Landit. That's kind of the next couple of big hurdles that you guys want to take. >> Absolutely, so we're on the quest for world domination-- >> Jeff: That's good. >> But that aside, our goal really is to unlock the talent of women around the globe. So we want to touch as many lives, whether it's women coming directly on the platform, or as many companies as possible. And keep refining our product so that we're meeting our promise, which is we're going to give you, again, what you need, when you need it, in a one size fits one way. >> Well, Lisa, I can't wait to watch the story continue to unfold. >> Lisa: Thank you! >> You've got great energy, it sounds like a terrific product, and, can men login as well? >> They absolutely can. And I should say, we don't do all tools for women, we do all tools for success-- >> Okay, good. >> We just happen to focus on women. >> Okay good, because I know I'm too busy to keep track of that stuff. All right, she's Lisa Skeete Tatum, from Landit. I'm Jeff Frick, and thanks for stopping by. >> Thank you so much, it was a pleasure. >> Absolutely. You're watching theCUBE from the Professional Business Women of California Conference, 28th annual, thanks for watching. (techno music)

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back to the Cube. We are in Las Vegas, Lisa Martin with John Wall's. I'm very excited that we're kind of color coordinated >>way. Didn't compare notes to begin with, but certainly the pink thing. It's worth it if >>you like. You complete me. >>Oh, thank you. Really, Joe, I don't hear that very often. My wife says that >>you tell that we're at the end of day one of the coverage of A W s three in bed. Good day, though. Yes, it has been very excited. We have a couple of guests joining us for our final segment on this. Please welcome. We have Bill Gerard CTO of Digital Transformation and Scale solutions at Intel Bill, welcome to our show. >>Thank you very much. Happy to be here >>And one of our friends. That's no stranger to the Cube. One of our former host, Bobby Allyn, the CEO of Cloud Generate. Bobby. >>Thank you. Thank you for having us. >>Guys, here we are. This there has not been a lull in the background noise all day. Not reinvent day one. But Bobby want to start with you. Talk to her audience about cloud genera. Who are you guys? What do you do? And what's different about what you're delivering? >>One of the first things is different about Claude Generous where we're located. So we're in Charlotte, which I call Silicon South. So we're kind of representing the East Coast, and we're a company that focuses, focuses on helping with workload, placement and transformation. So where you don't know whether something should go on from off grim. If you put it in Amazon, which service's should have consumed licensing models? Pricing models way help you make data driven decisions, right? So you're not just going based on opinion, you're going based on fact. >>And that's challenging because, you know, in the as, as John Ferrier would say, No Cloud Wanda Otto, which was compute network storage, it was the easy I shouldn't say easy, but the lift and shit applications that enterprises do are these workloads should go to the cloud. Now we have you know what's left over, and that's challenging for organization. Some of the legacy once can't move. How do you help from a Consul Tatum's down point that customers evaluate workloads? What data are they running? What the value that data has and if they are able to move some of those more challenging applications. >>So part of the framework for us, Lisa, is we want to make sure we understand what people are willing and able to change right, because sometimes it's not just about lower costs. Sometimes it's about agility, flexibility, deploying a different region. So what we often start with his wit is better look like you would assist us with life for your organization. And so then, based on that, we analyze the applications with an objective, data driven framework and then make sure the apse land where they're supposed to go. We're not selling any skewer product. We're selling advice to give you inside about what you should do, >>Bobby, I think. And maybe Bill to you could chime in here on this. If you give people a choice, What does this look like? What you know, What do you want? I don't want to do anything right. I want to stay put, right? But that obviously that's not an option, But you I'm sure you do get pushed back quite a bit from these almost the legacy mindset. And we've talked a lot about this whole transformation versus transition. Some people don't want to go, period. So how do you cajole them? Persuade them bring them along on this journey? Because it's gonna be a long trip. Yeah, I think you gotta pack a lunch. >>It's a good point. I think what we've seen, most of them have data experience that this is a tried and elements didn't get the results that they expected. This is where you know, the partnership that we have with call General. Really? You know that data driven, intelligent, based planning is super important, right? We want to really fundamentally health organizations move the right workloads, make sure they get the right results and not have to redo it. Right? And so part of that, you know, move when you're either past scars or not used to what you're doing. Give him the data and the information to be able to do that intelligently and make that as fast as they can. And you know, at the right, you know, experience in performance from a capability perspective. >>So so many businesses these days, if they're not legacy if they're not looking in the rear view mirror, what is the side mirror site? Objects are closer than they appear, even for Amazon. Right? For all of these companies, there are smaller organizations that might be born in a cloud compared to the legacy two words. And if they're not looking at, we have to transform from the top down digitally, truly transform. Their business may not be here in a year or two, so the choice and I think they need to pack a lunch and a hip flask for this because it's quite the journey. But I'm curious with the opportunity that cloud provides. When you have these consultation conversations, what are This? Could be so transformative not just to a business, but to a do an entire industry. Bill talked to us from your perspective about some of the things that you've seen and how this next generation of cloud with a I machine learning, for example, can can really transfer like what's the next industry that you think is prime to be really flipped upside down? >>Well, the good news is I think most of the industries in the segment that we talked to have realized they need to some level of transformation. So doing the business as usual really isn't an option to really grow and drive in the future. But I do think the next evolution really does center on what's happening in a I and analytics. Whether it's, you know, moving manufacturing from video based defect detection, supply chain integrity. You know what's happening from a retail was really the first in that evolution, but we see it in health care in Federal Data Center modernization, and it's really moving at a faster pace and adopting those cloud technologies wherever they needed, both in their data center in the public, cloud out of the edge. And we'll start to see a real shift from really consolidation in tow. Large hyper converts, data centers to distributed computing where everything again. And that's where we're excited about the work we're doing with the Amazon, the work we're doing with Eyes V partners to be at the capability where they need it, but I think it will be really the next. Evolution of service is everywhere. >>Never talk us through an example or use case of a customer that you're working with, a cloud genera with intel and and a W S. What does that trifecta look like for, say, a retailer or financial service is organization >>so that that looks like this? ELISA. When we when we talk about workload placement, we think that most companies look at that as a single question. It's at least a five fold question. Right there is the venue. There's the service. There's the configuration, the licensing model and the pricing model. You need to look at all five of those things. So even if you decided on a DBS is your strategic partner, we're not done yet. So we have a very large financialservices customer that I can't name publicly. But we've collaborated with them to analyze tens of thousands of workloads, some that go best off from some that go best on for him. And they need guidance and coaching on things like, Are you paying for redhead twice your pay for licensing on him? Are you also paying for that in the cloud? There are things that maybe should be running an RT s database as a service. Here's your opportunity to cut down on labor and shift some of the relationships tohave, toe re index and databases is not glamorous or differential to value for your business. Let's take advantage of what a TBS does well and make this better for your company. One of the things that I want to kind of introduce to piggyback on your question. We lean on people process technology as kind of the three, the three legged horse in the Enterprise. I want to change that people process product or people process problem. We're falling in love with the tech and getting lazy. Technology should be almost ubiquitous or under the covers to make a product better or to solve a problem for the customer. >>Well, maybe on that, I mean automation concern to come in and make a big play here because we're taking all these new tasks if you could automate them that you free your people, your developers to do their thing right. So you raise an interesting point on that about being lazy and relying on things. But yet you do want off put our offload some of these nasty not to free up that creativity and free up the people to do what they're supposed to be doing. It's a delicate balance, though, isn't it? It is. It is. This >>is where I think the data driven, you know, informed decisions important. We did a lot of research with Cloud Jenner and our customers, and there's really four key technical characteristics when evaluating workload. The 1st 1 of course, is the size of the data. Where is the created words They use Words that consumed the 2nd 1? Is the performance right? Either performance not only to other systems around it or the end user, but the performance of the infrastructure. What do you need out of the capability? The level of integration with other systems? And then, of course, security. We hear that time and again, right? Regulatory needs. What are we having from top secret data to company sensitive data? Really Getting that type of information to drive those workload placement decision becomes at the forefront of that on getting, you know, using cloud gender to help understand the number of interfaces in and out the sides of the data. The performance utilization of the system's really helps customers understand how to move the right workload. What's involved and then how to put that in the right eight of us instance, and use the right ideas capabilities, >>and you and you both have hit on something here because the complexity of this decision, because it's multi dimensional, you talked about the five points a little bit ago. Now you talked about four other factors. Sue, this is not a static environment, No, and to me that as you're making a decision, that point is what's very difficult for, I would assume for the people that you're interfacing with on the company level. Yes, because it's a moving target for them, right? They just it's it's dynamic and changing your data flows exponentially. Increasing capabilities are changing. How do you keep them from just breaking down? >>I don't want to jump in on that, because again, I'm going to repeat this again. That my thesis is often technology is the easy part. We need to have conversations about what we want to do. And so I had a conversation earlier today. Think of Amazon like a chef. They could make anything I want, but I need to decide what I want to eat. If I'm a vegan and he wants steak. That's not Amazons fault. If they can't cook something, that's a mismatch of a bad conversation. We need to communicate. So what I'm finding is a lot of executives are worried about this. There were Then you're going to give me the right the wrong answer to the right question. The reality is you may have the wrong question. First of all right, the question is usually further upstream, so the worry that you're gonna give me the wrong answer to the right question. But often you need to worry that you're getting your starting with the wrong question. You're gonna get the right answer asked the right question first. And then you got a chance to get to the final destination. But >>and then he in this multi cloud world that many organizations live in, mostly not My strategy could be by Emma A could be bi developer preference for different solutions. A lot of Serios air telling us we've inherited a lot of this multi cloud and technical debt. Exactly. So does not just compound the problem because to your point, I mean you think of one way we hear so many different stats about the number of clouds that on average enterprises using is like 5 to 9. That whole world. That's a reality for organizations. So in terms of how the business can be transformed by what you guys are doing together, it seems like there's a tremendous opportunity there. But to your point, Bobby, where do you start? How do you help them understand what? That right first question is at the executive level so that those four technical points that Bill talked about Tek thee you know, the executive staff is all on board with Yes, this is the question we're asking then will understand it. The technology is right. Sold >>it. It's got to start with, Really? What? The company's business imperatives, right? It can't start with an I t objective. It's it's Are we moving into new markets? Do we need thio deploy capabilities faster? Are we doing a digital customer experience? Transformation? Are we deploying new factories, new products into new regions, and so really the first areas? What's the core company strategy, imperatives of the business objectives? And >>then how >>does I t really help them achieve that? In some cases, it may be we have to shift and reduce our data center footprints way have to move capabilities to where we have a new region. Deployments, right? We've got to get him over to Europe. We don't have capabilities in Europe. We're going to Asia. I've got a mobile sales force now where I need to get that customer, meet the customer where they're doing, you know, in the retail store, and >>that >>really then leads quite simply, too. What are the capabilities that we have in house that we're using? >>How are >>they being utilized? And he's using them, and then how do we get them to where they need to be? Some cases accost, imperative. Some cases and agility, Time to market and another's and we're seeing this more often is really what are the new sets of technologies? A. I service is training in forgetting that we're not experience to do and set up, and we don't want to spend the time to go train our infrastructure teams on the technology. So we'll put our data scientists in there figuring out the right set of workloads, the right set of technology, that we can then transform and move our applications to utilize it really starts, I think with the business conversation, or what's the key inflection point that they're experiencing? >>And have you seen that change in the last few years that now it's where you know, cloud not cloud. What goes on Cloud was an I t conversation to your point, Bill. And then the CEO got involved in a little bit later. But now we're we're seeing and hearing the CEO has got to be involved from a business imperative perspective. >>Share some data, right? Uh, so, you know, a couple of years ago, everybody was pursuing cloud largely for cost. Agility started to become primary, and that's still very important. A lot of the internal enterprise data modernizations were essentially stalled a bit because they were trying to figure how much do we move to the the public cloud, right. We want to take advantage of those modern service is at that time, we did a lot of research with our partners. He was roughly 56% of enterprise workload for in their own data center. You know, the rest of them Republic Cloud. And then we saw really the work, the intelligent workload discussion that says we've had some false starts. Organizations now really consistently realize they need both, you know, their own infrastructure and public cloud, and we've actually seen on increase of infrastructure modernization. While they're moving more and more stuff to the cloud, they're actually growing there on centre. It's now roughly 59% on Prem today for that same business, and that's largely because they're using more. Cloud service is that they're also even using Maur on premise, and they're realizing it's a balance and not stalling one or starving one and then committing to the other the committing to both and really just growing the business where it needs to go. >>Strategic reasons. All right? >>Yes, well, there should be four strategic reasons. There aren't always back to your question about which question asked. One of the questions I often ask is, What do you think the benefits will be if you go to cloud? And part of what happens is is not a cloud capability? Problem is an expectation problem. You're not gonna put your GOP system in the cloud and dropped 30% costs in a month, and so that's where we need to have a conversation on, You know, let's iterating on what this is actually gonna look like. Let's evolve the organization. Let's change our thinking. And then the other part of this and this were clouded or an intel come in. Let's model with simulation looks like. So we're gonna take those legacy work clothes unless model containers. Let's model Micro Service is so before you have to invest in transformation to may not make sense. Let's see what the outcome's look like through simulation through a through M l and understand. Where does it make sense to apply? The resource is, you know, to double click on that solution that will help the business. >>I was gonna finish my last question, Bobby, with you saying, Why, Cloud General? But I think you just answered that. So last question for you, though, from from an expectation perspective, give me one of your favorite examples of customer whatever kind of industry there and that you've come in and helped them really level, set their expectations and kick that door wide open. >>That's tough, many >>to choose from. >>Yeah, let me let me try to tackle that one quickly. Store's computer databases. Those are all things that people look at I think what people are struggling with the most in terms of kind of expectations is what they're willing and able to change. So this is kind of what I leave on. Bill and I talked about this earlier today. A product is good, a plan is better. A partnership is best. Because with the enterprises of saying is, we're overwhelmed. Either fix it for me or get in there with me and do it right. Be in this together. So what we've learned is it's not about were close applications. It's all kind of the same. We need help. We're overwhelmed. I want a partner in telling Claude Juncker the get in this thing with me. Help me figure this out because I told you this cloud is at best a teenager. They just learned how to drive is very capable, but it needs some guard rails. >>I love that. Thanks you guys So much for explaining with Johnny what you guys are doing together and how you're really flipping the model for what customers need to be evaluated and what they need to be asking. We appreciate your time. >>Thank you for having us >>our pleasure. Thank you. for John Wall's I'm Lisa Martin. You've been watching the Cube at Reinvent 19 from Vegas. Wants to go tomorrow.

>> Hi, I'm Peter Burroughs. And welcome to another cube conversation. This one is part of a very, very special digital community event sponsored by day trip. What we're going to be talking about today. Well, date comes here with a special product announcement that's intended to help customers do a better job of matching their technology needs with the speed and opportunities to use their data differently within their business. This is a problem that every single customer faces every single enterprise faces, and it's one that's become especially acute as those digital natives increasingly hunt down and take out some of those traditional businesses that are trying to better understand how to use their data. Now, as we have with all digital community events at the end of this one, we're gonna be running a crowd chat, so stay with us, will go through a couple of day trim and datum customer conversations, and then it'LL be your turn toe. Weigh in on what you think is important. Ask the questions of Data Room and others in the community that you think need to be addressed. Let's hear what you have to say about this increasingly special relationship between data technology and storage services. So without further ado, let's get it kicked off. Tim Page is the CEO of Datum. Tim, Welcome to the Cube. Thank you, Peter. So data give us a quick take on where you guys are. >> Yeah, Day tree ums formulated as a software to find converged infrastructure company that takes that converges to the next level. And the purpose of us is to give the user the same experience, whether you're working on Prem or across multi cloud. >> Great. So let's start by saying, that's the vision, but you've been talking a lot of customers. What's the problem that you keep hearing over and over that you're pointing towards? >> Yeah, it's funny. So it's so meet with the number CEOs over the years and specifically is related to a tree, and they'LL tell you they were on an on demand economy that expects instant outcomes, which means you have to digitally transform. And to do that, you've got to transform it, which means it's got to be easy. It's got to be consistent. You've got to get rid of a lot of the management issues, and it's got a feel and take advantage of the services that cloud has to offer. >> All right, so that's the nature of the problem. You've also done a fair amount of research looking into the specifics of what they're asking for. Give us some insight into what day terms discovering as you talk to customers about what the solutions are going to look like. >> It's interesting. So if you look at how to resolve that, you've got to conf urged to transform in some form or fashion. If you look at the first level of convergence a lot of people have done, it's been directly as relates the hardware architecture. We've taken that to a whole new level until Point were saying, How do you actually automate those mundane task that take multiple groups to solve specifically primary backup disaster recovery? All the policies involved in that is a lot of work that goes into that across multiple groups, and we set out to solve those issues, >> so there's still a need for performance. There's still the need for capacity to reduce management time and overhead etcetera. But Tim, as we move forward, how our customers responding this you're getting some sense of what percentage of them are going, Teo say Yeah, that's it >> s so interesting. So we could start a survey and got over five hundred people leaders to respond to it. It's interesting is they talk about performance management security, but they're also talking about consistency of that experience. And specifically, we asked how many of you is important to have your platform have built in backup and policy services with encryption built in et cetera. We got a seventy percent rate of those applicants of those those people interviewed saying is really important for that to be part of a plan. >> So it sounds like you're really talking about something Mohr than just a couple of products. You really talking about forcing customers or you're not forcing. Customers are starting the process of rethinking your data infrastructure, and I got that right. >> That's right. If you look at how infrastructure is grown in the last twenty years, right? Twenty years ago, san technology was related, and every time you throw open app, you had to put different policies that Apple put different one tight management to how much of my resources and go to certain things. We set out to actually automate that which is why it took us four years. To build this platform with a hundred programmers is, Well, how do we actually make you not think about how you're going to back up? How do you set a policy and no disaster recovery is going to run? And to do that, you've gotta have it one code base and we know we're on to something, even based on our survey, because the old array vendors are all buying Bolton's because they know users want an experience. But you can't have that experience with the ball time. You have to have it your fundamental platform. >> Well, let me let me step in here. So I've been around for a long time him and heard a lot of people talk about platforms. And if I have kind of one rule companies and introduce platforms that just expand, typically failed companies that bring an opinion and converge more things so it's simpler tend to be more successful. Which direction's date >> going? So we definitely That's why we took time, right? If you want to be an enterprise class company, you can't build a cheap platform in eighteen months and hit the market because were you, architect, you stay. So our purpose from the beginning was purposefully to spend four years building an enterprise clap platform that did away with a lot of the mundane task seeing management That's twenty years old. Technology right? One management. So if you're buying your multi cloud type technology experience in cages, you're just buying old stuff. We took an approach saying, We want that consistent approach that whether you're running your services on from or in any type of cloud, you could instantly take advantage of that, and it feels the same. That's a big task because you're looking to run the speed of storage with the resiliency of backup right, which is a whole different type of technology. Which is how our founders, who have built the first words in this went to the second, almost third version of that type of oven. Stan she ation of a platform. >> All right, so we know what the solution is going to look like. It's going to look like a data platform that's rethought to support the needs of data assets and introduces a set of converge services that really focus the value proposition to what the enterprise needs So what do you guys announcing? >> That's exactly right. So we've finalized what we call our auto matrix platform. So auto matrix in inherently In it we'LL have primary backup Disaster recovery D Our solution All the policies within that an encryption built in from the very beginning. Soto have those five things we believe toe actually have on the next generation experience across true multi cloud. You're not bolting on hardware technologies. You're bolting on software technologies that operate in the same manner. Those five things have to be an errand or you're a bolt on type company. >> So you're not building a platform out by acquisition. You build a platform out by architecture and development. >> That's right. And we took four years to do it with one hundred guys building this thing out. It's released, it's out and it's ready to go. So our first we're announcing is that first in Stan she ation of that as a product we're calling control shift, which is really a data mobility orchestrator. True sas based you could orchestrate from the prime from the cloud cloud to cloud, and our first generation of that is disaster recovery so truly to be able to set up your policies, check those policies and make sure you're going to have true disaster recovery with an Rto zero. It's a tough thing we've done it. >> That's upstanding. Great to hear Tim Page, CEO Data Room, talking about some of the announcement that were here more about in the second. Let's now turn our attention, Teo. A short video. Let's hear more about it. >> The bank is focused on small businesses and helping them achieve their success. We want to redesign the customer engagement in defining the bank of the future. This office is our first implementation of that concept, as you can see is a much more open floor plan design that increases the interaction between our lead bank associates and our clients with day tree and split provisioning. Oliver Data is now on the host, so we have seen eighty times lower application. Leighton. See, this gives our associates instant responses to their queries so they can answer client questions in real time. That time is always expensive in our business. In the past we had a forty eight hour recovery plan, but with the atrium we were able to far exceed that plan we've been able to recover systems in minutes now instead of backing at once per day with that backup time taking eighteen hours. Now we're doing full system snapshots our league, and we're replicating those offsite stay trim is the only vendor I know of that could provide this end to end encryption. So any cyber attacks that get into our system are neutralized with the data absolution. We don't have to have storage consultants anymore. We don't have to be stored. Experts were able to manage everything from a storage perceptive through the center, obviously spending less time and money on infrastructure. We continue to leverage new technologies to improve application performance and lower costs. We also want to animate RDR fail over. So we're looking forward to implementing daydreams. Product deloused orchestrate an automaton. RDR fell over process. >> It is always great to hear from a customer. Want to get on Peterborough's? This's a Cube conversation, part of a digital community event sponsored by Data Room. We were talking about how the relationship between the new digital business outcomes highly dependent upon data and the mismatch of technology to be able to support those new classes of outcomes is causing problems in so many different enterprises. So let's dig a little bit more deeply into someone. Tatum's announcements to try to find ways to close those gaps. We've got his already who's the CTO of data on with today, says all are welcome to the Cube, >> that being a good to see you again. >> So automate tricks give us a little bit more toe tail and how it's creating value for customers. >> So if you go to any data center today, you notice that for the amount of data they have their five different vendors and five different parts to manage the data. There is the primary storage. There is the backup on DH. There is the D R. And then there's mobility. And then there is the security or think about so this five different products, our kind of causing friction for you if you want to move, if you want to be in the undermanned economy and move fast in your business, these things are causing friction. You cannot move that fast. And so what we have done is that we took. We took a step back and built this automatics platform. It's provides this data services. We shall kind of quality that autonomous data services. The idea is that you don't have to really do much for it by converging all this functions into one simple platform that we let him with all the friction you need to manage all your data. And that's kind of what we call auto metrics that >> platform. So as a consequence, I gotta believe, Then your customers are discovering that not only is it simpler, easy to use perhaps a little bit less expertise required, but they also are more likely to be operationally successful with some of the core functions like D are that they have to work with. >> Yeah, So the other thing about these five five grandpre functions and products you need is that if you want to imagine a future, where you going, you know, leverage the cloud For a simple thing like the R, for example, the thing is that if you want to move this data to a different place with five different products, how does it move? Because, you know, all these five products must move together to some of the place. That's not how it's gonna operate for you. So by having these five different functions converge into one platform is that when the data moves between the other place, the functions move with it giving the same exist same exact, consistent view for your data. That's kind of what we were built. And on top of all the stuff is something we have this global data management applications to control the all the data you have your enterprise. >> So how are customers responding to this new architecture of autumn matrix converge services and a platform for building data applications? >> Yeah, so our customers consistently Teyla's one simple thing is that it's the most easiest platform there ever used in their entire enterprise life. So that's what we do aimed for simplicity for the customer experience. Autonomous data services give you exactly that experience. So as an example, last quarter we had about forty proof of concept sort in the field out of them, about thirty of adopted already, and we're waiting for the ten of the results to come out this quarter. So generally we found that a proof of concept don't come back because once you touch it, experience simplicity offered and how how do you get all this service is simple, then people don't tend to descend it back. They like to keep it and could have operated that way. >> So you mentioned earlier, and I kind of summarizing notion of applications, Data services, applications tell us a little bit about those and how they really toward a matrix. >> Right? So once you have data in multiple places, people have not up not a cloud. And we're going to also being all these different clouds and report that uniform experience you need this date. You need this global data management applications to extract value out off your data. And that's kind of the reason why we built some global data management applications. I SAS products, I think, install nothing to manage them. Then they sit outside and then they help you manage globally. All the data you have. >> So as a result, the I and O people, the destruction operations administrators, I can think of terms of automata whose platform the rest of the business could look at in terms of services and applications that through using and support, >> that's exactly right. So you get the single dashboard to manage all the data. You have an enterprise >> now I know you're introducing some of these applications today. Can you give us a little peek into? Yeah. >> Firstly, our automatics platform is a soft is available on prime as a software defined converge infrastructure, and you can get that we call it D V X. And then we also offer in the cloud our services. It's called Cloud Devi Ex. You could get these and we're also about kind off announcing the release ofthe control shift. It's over for one of our first date. Imagine applications, which kind of helps you manage data in a two different locations. >> So go over more specific and detail in the control shift. Specifically is which of those five data services you talk about is control shift most clearly associating with >> right. So if you go toe again back to this question about like five different services, if you have to think about B r o D. R. Is a necessity for every business, it's official protection. You need it. But the challenge is that you know that three four challenges you gently round into the most common people talk about is that one is that you have a plan. You'LL have a proper plan. It's challenging to plan something, and then you think about the fire drill. We have to run when there's a problem. And then last leaving actually pushed the button. Tofail over doesn't really work for you. Like how fast is it going to come up? So those three problems we can have one to solve really like really solidly So we call our service is a dear services fail proof tr that's actually takes a little courage to say fail proof. So control shift is our service, which actually does this. The orchestration does mobility across the two different places from could be on prime time on Prem on prompted the cloud. And because we have this into end data services ourselves, the it's easy to then to compliance checks all the time so we could do compliance checks every few minutes. So what that gives you that? Is that the confidence that that your dear plan's going to work for you when you need it? And then secondly, when you push the button because you also prime restoration back up, it's then easy to bring upon your services at once like that, and the last one is that because we are able to then work across the clouds and pride, the seamless experience. So when you move the data to the cloud, have some backups there. When you push a button to fail over, we'LL bring up your services in via MacLeod so that the idea is that it look exactly the same no matter where you are in the D. R or North India and then, you know, you watch the video, watch the demos. I think they look and see that you can tell the difference. >> Well, that's great. So give us a little bit of visibility into how day Truman intends to extend these capabilities, which give us a little visibility in the road map. Next. >> So we are already on Amazon with the cloud. The next time you're gonna be delivering his azure, that's the next step. But But if I step back a little bit and how do we think about our ourselves? Like if you look at his example Google, Google, you know, fairies, all the data and Internet data and prizes that instant search for that instant like an access to all the data you know, at your finger finger tips. So we wanted something similar for enterprise data. How do we Federated? How do we aggregate data and the property? The customer, the instant management they can get from all the data. They have already extract value from the data. So those things are set off application We're building towards organic scum. Examples are we're building, like, deep search. How do you find the things you want to find? You know, I've been a very nice into to weigh. And how do you do Compliance? GPR. And also, how do you think about you know, some dependent addicts on the data? And so we also extend our control shift not to just manage the data on all platforms. Brawls hardly manage data across different platforms. So those kind of things they're thinking about as a future >> excellent stuff is already CTO daydream. Thanks very much for talking to us about auto matrix control shift and the direction that you're taking with this very, very extreme new vision about data on business come more easily be bought together. So, you know, I'll tell you what. Let's take a look at a demo >> in today's enterprise data centers. You want a simple way to deal with your data, whether in the private or public cloud, and ensure that dealing with disaster recovery is easy to set up. Always complied and in sync with the sites they address and ready to run as the situations require built on consistent backups, allowing you to leverage any current or previous recovery point in time with near zero rto as the data does not have to be moved in order to use it. Automated orchestration lets you easily test or execute recovery plans you have constructed with greater confidence, all while monitoring actions and progress from essential resource. This, along with maintaining comprehensive run books of these actions, automatically from the orchestration framework. Managing your Systems Day Tree in autumn matrix provides this solution. Run on local host flash and get the benefits of better performance and lower. Leighton sees back up and protect your data on the same converged platform without extracting it to another system while securing the data in your enterprise with end and encryption automating salas desired for your business needs with policy driven methods. The capture the what, when and where aspects of protecting your data, keeping copies locally or at other sites efficiently Move the data from one location to another weather in your private or public cloud. This is the power of the software defined converged infrastructure with cloudy are from day tree, um, that we call Oughta Matrix. >> Hi. And welcome back to another cube conversation once again on Peter Births. And one of the biggest challenges that every user faces is How did they get Mohr out of their technology suppliers, especially during periods of significant transformation? Soto have that conversation. We've got Brian Bond, who's the director of infrastructure? The meter A seaman's business. Brian, welcome to the Cube. >> Thanks for having me. >> So tell us a little about the meteor and what you do there. >> So E Meter is a developer and supplier of smart grid infrastructure software for enterprise level clients. Utilities, water, power, energy and, ah, my team was charged with managing infrastructure for that entire business units. Everything from Deb Test Q and sales. >> Well, the you know, the intelligent infrastructure as it pertains to electronica rid. That's not a small set of applications of small city use cases. What kinds of pressure is that putting on your infrastructure >> A lot of it is the typical pressures that you would see with do more with less doom or faster. But a lot of it is wrapped around our customers and our our other end users in needing more storage, needing Mohr at performance and needing things delivered faster on a daily basis. Things change, and keeping up with the Joneses gets harder and harder to do as time moves on. >> So as you think about day trims Auto Matrix. How is it creating value for you today? Give us kind of, Ah, peek into what it's doing to alleviate some of these scaling and older and researcher pressures, >> So the first thing it does is it does allow us to do a lot more with less. We get two times the performance five times the capacity, and we spend zero time managing our storage infrastructure. And when I say zero time I mean zero time, we do not manage storage anymore. With the data in product, we can deploy thanks faster. We can recover things faster are Rto and R R P. O matrix is down two seconds instead of minutes or hours, and those types of things really allow us to provide, Ah much better level of service to our customers. >> And it's especially critical. Infrastructure like electronic grid is good to hear. That the Rto Harpo is getting is close to zero as possible. But that's the baseline today. Look out and is you and vision where the needs of these technologies are going for improving protection, consolidating converging gated services and overall, providing a better experience from a business uses data. How do you anticipate that you're goingto evolve your use of autumn matrix and related data from technologies? >> Well, we fully intend to to expand our use of the existing piece that we have. But then this new autumn matrix piece is going to help us, not witches deployments. But it's also going to help us with compliance testing, data recovery, disaster recovery, um, and also being able to deploy into any type of cloud or any type of location without having to change what we do in the back in being able to use one tool across the entire set of the infrastructure they were using. >> So what about the tool set? You're using the whole thing consistently, but what about the tool set when in easiest for you within your shop, >> installing the infrastructure pieces themselves in its entirety. We're very, very easy. So putting that into what we had already and where we were headed was very, very simple. We were able to do that on the fly in production and not have to do a whole lot of changes with the environments that were doing at the time. The the operational pieces within the D. V X, which is this the storage part of the platform were seamless as far as V Center and other tools that we're using went and allowed us to just extend what we were doing already and be able to just apply that as we went forward. And we immediately found that again, we just didn't manage storage anymore. And that wasn't something we were intending and that made our r I just go through the roof. >> So it sounds like time to value for the platform was reserved for quick and also it fit into your overall operational practices. So you have to do a whole bunch of unnatural acts to get >> right. We did not have to change a lot of policies. We didn't have to change a lot of procedures, a lot of sounds. We just shortened. We took a few steps out on a lot of cases. >> So how is it changing being able to do things like that, changing your conversation with your communities that you're serving a CZ? They asked for more stores where they ask for more capabilities. >> First off, it's making me say no, a lot less, and that makes them very, very happy. The answer usually is less. And then the answer to the question of how long will it take changes from? Oh, we can get that done in a couple of days or, oh, we can get that done in a couple hours to I did that while I was sitting here in the meeting with you, and it's it's been handled and you're off to the races. >> So it sounds like you're police in a pretty big bed and a true, uh, what's it like? Working with them is a company. >> It's been a great experience from from the start, in the initial piece of talking to them and going through the POC process. They were very helpful, very knowledgeable SCS on DH, and since then They've been very, very helpful in allowing us to tell them what our needs are, rather than them telling us what our needs are and going through and working through the new processes and the and the new procedures within our environments. They've been very instrumental and performance testing and deployment testing with things, uh, that a lot of other storage providers didn't have any interest in talking with us about so they've been very, very helpful with that and very, very knowledgeable people that air there are actually really smart, which is not surprising. But the fact that they can relay that into solutions to what my actual problems are and give me something that I can push forward on to my business and have ah, positive impact from Day one has been absolutely, without question, one of the better things. >> Well, it's always one of the big, biggest challenge when working with a company that just getting going is how do you get the smarts of that organization into the business outcomes that really succeeded? Sounds like it's working well. Absolutely. All right. Brian Bond, director Vital infrastructure demeanor, Seaman's business Thanks again for being on the Cube >> has been great >> on. Once again, this has been a cube conversation, and now what we'd like to do is don't forget this is your opportunity to participate in the crowd. Chat immediately after this video ends and let's hear your thoughts. What's important in your world is you think about new classes of data platforms, new rules of data, new approaches to taking great advantage of the data assets that air differentiating your business. Have those conversations make those comments? Asked those questions. We're here to help. Once again, Peter Bourjos, Let's go out yet.