>>The cube presents, Dell technologies world brought to you by Dell. >>Welcome back to the cube. Lisa Martin and Dave Vale are live in Las Vegas. We are covering our third day of covering Dell technologies world 2022. The first live in-person event since 2019. It's been great to be here. We've had a lot of great conversations about all the announcements that Dell has made in the last couple of days. And we're gonna unpack a little bit more of that. Now. One of our alumni is back with us. Shannon champion joins us again, vice president product marketing at Dell technologies, and she's a company by Pete Robinson, the director of infrastructure engineering at Salesforce. Welcome. Thank >>You. >>So Shannon, you had a big announcement yesterday. I run a lot of new software innovations. Did >>You hear about that? I heard a little something >>About that. Unpack that for us. >>Yeah. Awesome. Yeah, it's so exciting to be here in person and have such a big moment across our storage portfolio, to see that on the big stage, the boom to announce major updates across power store, PowerMax and power flex all together, just a ton of innovation across the storage portfolio. And you probably also heard a ton of focus on our software driven innovation across those products, because our goal is really to deliver a continuously modern storage experience. That's what our customers are asking us for that cloud experience. Let's take the most Val get the most value from data no matter where it lives. That's on premises in the public clouds or at the edge. And that's what we, uh, unveil. That's what we're releasing. And that's what we're excited to talk about. >>Now, Pete, you, Salesforce is a long time Dell customer, but you're also its largest PowerMax customer. The biggest in the world. Tell us a little bit about what you guys are doing with PowerMax and your experience. >>Yeah, so, um, for Salesforce, trust is our number one value and that carries over into the infrastructure that we develop, we test and, and we roll out and Parex has been a key part of that. Um, we really like the, um, the technology in terms of availability, reliability, um, performance. And it, it has allowed us to, you know, continue to grow our customers, uh, continue needs for more and more data. >>So what was kind of eye popping to me was the emphasis on security. Not that you've not always emphasized security, but maybe Shannon, you could do a rundown of, yeah. Maybe not all the features, but give us the high level. And at Pete, I, I wonder how I, if you could comment on how, how you think about that as a practitioner, but please give us that. >>Sure. Yeah. So, you know, PowerMax has been leading for, uh, a long time in its space and we're continuing to lean into that and continue to lead in that space. And we're proud to say PowerMax is the world's most secure mission, critical storage platform. And the reason we can say that is because it really is designed for comprehensive cyber resiliency. It's designed with a zero trust security architecture. And in this particular release, there's 19 different security features really embedded in there. So I'm not gonna unpack all 19, but a couple, um, examples, right? So multifactor authentication also continuous ransomware anomaly detection, a leveraging cloud IQ, which is, uh, huge. Um, and last but not least, um, we have the industry's most granular cyber recovery at scale PowerMax can do up to 65 million imutable snapshots per array. So just, uh, and that's 30 times more than our next nearest competitor. So, you know, really when you're talking about recovery point objectives, power max can't be beat. >>So what does that mean to you, Pete? >>Uh, well, it's it's same thing that I was mentioning earlier about that's a trust factor. Uh, security is a big, a big part of that. You know, Salesforce invests heavily into the securing our customer data because it really is the, the core foundation of our success and our customers trust us with their data. And if we, if we were to fail at that, you know, we would lose that trust. And that's simply not, it's not an option. >>Let's talk about that trust for a minute. We know we've heard a lot about trust this week from Michael Dell. Talk to us about trust, your trust, Salesforce's trust and Dell technologies. You've been using them a long time, but cultural alignment yeah. Seems to be pretty spot on. >>I, I would agree. Um, you know, both companies have a customer first mentality, uh, you know, we, we succeed if the customer succeeds and we see that going back and forth in that partnership. So Dell is successful when Salesforce is successful and vice versa. So, um, when we've it's and it goes beyond just the initial, you know, the initial purchase of, of hardware or software, you know, how you operate it, how you manage it, um, how you continue to develop together. You know, our, you know, we work closely with the Dell engineering teams and we've, we've worked closely in development of the new, new PowerMax lines to where it's actually able to help us build our, our business. And, and again, you know, continue to help Dell in the process. So you've >>Got visibility on the new, a lot of these new features you're playing around with them. What I, I, I obviously started with security cuz that's on top of everybody's mind, but what are the things are important to you as a customer? And how do these features the new features kind of map into that? Maybe you could talk about your experience with the, I think you're in beta, maybe with these features. Maybe you could talk about that. >>Yeah. Um, probably the, the biggest thing that we're seeing right now, other than OB the obvious enhancements in hardware, which, which we love, uh, you know, better performance, better scalability, better, and a better density. Um, but also the, some of the software functionality that Dells starting to roll out, you know, we've, we've, we've uh, implemented cloud IQ for all of our PowerMax systems and it's the same thing. We continue to, um, find features that we would like. And we've actually, you know, worked closely with the cloud IQ team. And within a matter of weeks or months, those features are popping up in cloud IQ that we can then continue to, to develop and, and use. >>Yeah. I think trust goes both ways in our partnership, right? So, you know, Salesforce can trust Dell to deliver the, you know, the products they need to deliver their business outcomes, but we also have a relationship to where we can trust that Salesforce is gonna really help us develop the next generation product that's gonna, you know, really deliver the most value. Yeah. >>Can you share some business outcomes that you've achieved so far leveraging power max and how it's really enabled, maybe it's your organization's productivity perspective, but what are some of those outcomes that you've achieved so far? >>Um, there there's so many to, to, to choose from, but I would say the, probably the biggest thing that we've seen is a as we roll out new infrastructure, we have various generations that we deploy. Um, when we went to the new PowerMax, um, initially we were concerned about whether our storage infrastructure could keep up with the new compute, uh, systems that we were rolling out. And when we went through and began testing it, we came to realize that the, the performance improvements alone, that we were seeing were able to keep up with the compute demand, making that transition from the older VMAX platforms to the PMAX practically seamless and able to just deploy the new SKUs as, as they came out. >>Talk about the portfolio that you apply to PowerMax. I mean, it's the highest of the highest end mission critical the toughest workloads in the planet. Salesforce has made a lot of acquisitions. Yeah. Um, do you throw everything at PowerMax? Are you, are you selective? What's your strategy there? So >>It's, it's selective. In other words that there's no square peg that meets every need, um, you know, acquisitions take some time to, to ingest, um, you know, some run into cloud, some run in first, in, in first party. Um, but so we, we try to take a very, very intentional approach to where we deploy that technology. >>So 10 years ago, someone in your position, or maybe someone who works for you was probably do spent a lot of time managing lawns and tuning performance. And how has that changed? >>We don't do that. <laugh> we? >>We can, right. So what do you do with right. Talk, talk more double click on that. So how talk about how that transition occurred from really non-productive activities, managing storage boxes. Yeah. And, and where you are today, what are you doing with those resources? >>It, it, it all comes outta automation. Like, you know, the, you know, hardware is hardware to a point, um, but you reach a point where the, the manageability scale just goes exponential and, and we're way, well past that. And the only way we've been able to meet that, meet that need is to, to automate and really develop our operations, to be able to not just manage at a lung level or even at the system level, but manage at the data center level at the geographical, you know, location level and then being able to, to manage from there. >>Okay. Really stupid question. But I'm gonna ask it cause I wanna hear your answer. True. Why can't you just take a software defined storage platform and just run everything on that? Why do you need all these different platforms and why do you gotta spend all this money on PowerMax? Why, why can't you just do >>That? That's the million dollar question. Uh, I, I ask that all the time. <laugh>, um, I think software defined is it's on its way. Um, it's come a long way just in the last decade. Yeah. Um, but in terms of supporting what I consider mission critical, large scale, uh, applications, it's, it's not, it's just simply not on par just yet with what we do with PowerMax, for example. >>And that's exactly how we position it in our portfolio. Right? So PowerMax runs on 95% of the fortune 100 companies, top 20 healthcare companies, top 10 financial services companies in the world. So it's really mission critical high end has all of the enterprise level features and capabilities to really have that availability. That's so important to a lot of companies like Salesforce and, and Pete's right, you know, software define is on its way and it provides a lot of agility there. But at the end of the day for mission critical storage, it's all about PowerMax. >>I wonder if we're ever gonna get to, I mean, you, you, you, it was interesting answer cuz you kind of, I inferred from your that you're hopeful and even optimistic that someday will get to parody. But I wonder because you can't be just close enough. It's almost, you have to be. >>I think, I think the key answer to that is it's it's the software flying gets you halfway there. The other side of the coin is the application ecosystem has to change to be able to solve that other, other side of it. Cuz if you simply simply take an application that runs on a PowerMax and try to run it, just forklift it over to a software defined. You're not gonna have very much luck. >>Recovery has to be moved up to stack >>Operations recovery, the whole, whole whole works. >>Jenny, can you comment on how customers like Salesforce? Like what's your process for involving them in testing in roadmap and in that direction, strategic direction that you guys are going? Great >>Question. Sure. Yeah. So, you know, customer feedback is huge. You've heard it. I'm sure this is not new right product development and engineering. We love to hear from our customers. And there's multiple ways you heard about beta testing, which we're really fortunate that Salesforce can help us provide that feedback for our new releases. But we have user groups, we have forums. We, we hear directly from our sales teams, our, you know, our customers, aren't shy, they're willing to give us their feedback. And at the end of the day, we take that feedback and make sure that we're prioritizing the right things in our product management and engineering teams so that we're delivering the things that matter. Most first, >>We've heard a lot of that this week. So I would agree guys, thank you so much for joining Dave and me talking about Salesforce. What you doing with PowerMax? All the stuff that you announced yesterday, alone. Hopefully you get to go home and get a little bit of rest. >>Yes. >>I'm sure that there's, there's never a dull moment. Never. Can't wait guys. Great to have you. >>Thank you. You guys, >>For our guests on Dave Volante, I'm Lisa Martin and you're watching the queue. We are live day three of our coverage of Dell technologies world 2022, Dave and I will be right back with our final guest of the show.

>> The cube presents, Dell technologies world, brought to you by Dell. >> Hey everyone. Welcome back to the Cube's live coverage of Dell technologies world 2022 from the Venetian in Las Vegas. Lisa Martin here with Dave Valante. Dave, this is our second day. Lots of conversations. We've been talking a lot about apex, multi-cloud, edge, resilience, cyber resilience. >> It is a number one topic actually. I mean, a lot of multi-cloud talk obviously, too. But I think security is the hot topic at the end. >> It is a hot topic and we've got two guests joining us from Dell technologies. We're going to unpack that and talk about some of the great new things they are enabling. Please welcome. One of our alumni, Mihir Maniar, vice president at Dell technologies and Arun Krishnamoorthy, global strategy, resiliency and security at Dell technologies. All right guys, welcome to the program. >> Pleasure, meeting you, Lisa and Dave. >> So ransomware, it's a household term. I'm pretty sure my mom even knows what ransomware is. >> Exactly. >> Legitimately. >> Yeah. >> But I mean, if you look at the numbers, a ransomware attack is happening once every 11 seconds. The numbers, the stats say, you know, an estimated 75% of organizations are going to face an attack, 75% by 2025, it's around the corner. So it's no longer a matter of, are we going to get hit? if we get hit, it's when? and that resiliency and that recovery is absolutely critical. Talk about some of the things there, Dell's comprehensive approach to helping organizations really build resiliency. >> That's a great point. So if you go to see, organizations are going to get hit, if not already, 75% already out there. And then we find that through research, a lot of our customers need a lot of help. They need help because security is really complex. I mean, they have a tough job, right? Because there's so many attacks happening at the same time. One single ransomware incident can cost them on an average 13 million dollars. They have to integrate 50 plus different security vendors to go and build a secured defense in depth, kind of a mechanism. They're liable to the board. At the same time, they have lines of business that are talking about, hey, can you provide me security, but make sure productivity doesn't get impacted. So it's a tough role for them. And that's where Dell services comes in, where our Dell managed security services. We have a full comprehensive suite of offers for our customers to help them, right. To remain secure. And we're focused on the services based on a NIST framework. So I can talk more about the NIST framework as hobby, go about doing. >> There's a lot of talk in the community about, should I pay the ransom? Should they not pay the ransom? And I suppose your advice would be well pay up front and avoid the ransom if you can. Right? >> Absolutely. >> Yeah. Yeah, Dave, what we've seen is the ransomware payment has been very unreliable. We know of many, many examples where either they paid the ransom and they were not able to recover data or they got the decryption keys and the recover process was too slow. So we are all about helping customers understand the risks that they have today and giving them some pragmatic technology solutions. >> Talk about that conversation, where is it, Arun, happening at the customer level as security is a board level conversation. >> Right. >> Are you still talking with the CIOs in lines of business? Who all is involved in really understanding, where all these vulnerabilities are within an organization? >> Yeah, so that's a great question. So we work with CIOs, we work with CSOs, a lot more and the CSOs actually are facing the skills shortage problem. >> Yes. >> That's where they need actually help from, vendors like Dell. And talking about ransomware, if you go to see a NIST framework, it goes all the way from identification of threats to prevention, creating prevention measures with different defense in depth. How do you detect and respond to threats in time. Because time is critical actually and the recovering from threats. So in that whole process, it's better for customers to have the full suite of security services installed, so that they don't end up paying the ransomware eventually, right. To provide their whole defense mechanism. >> So the adversary is very, they're motivated, they're well funded, incredibly sophisticated these days. Okay. So how do you not lose, if you're a customer. What's the playbook that you're helping your customers proceed with? >> Yeah, it's a great, so in the NIST framework, as I mentioned before, services are evolving around, how do you identify the threats that exist in the customer's network? So we provide advisory services and we provide assessment of the customer's vulnerability, that exist so we can detect those vulnerabilities. And then we can build the prevention mechanisms, once you detect those vulnerabilities. This is all about what you cannot see, you can't really defend against. So that's where the whole assessment comes in, where you can go and do a zero trust assessment for the customers, you know, entire infrastructure, and then figure out where those issues lie. So we can go and block those loopholes with the prevention mechanisms. And in prevention mechanisms, actually we have a whole zero trust prevention mechanism. So you can actually go and build out, end to end defense in depth kind of security. >> Arun, before the pandemic, the term zero trust, people would roll their eyes. It was kind of a buzzword and it's becoming sort of a mandate. >> Yeah. >> What does zero trust mean to your customers? How are you helping them achieve it? >> Yeah. So, great question, Dave. A lot of customers think zero trust is a product. It's not. It's a framework. It's a mindset. It helps customer think through what kind of access do I want to give my users, my third party, my customers? Where does my data sit in my environment? Have I configure the right network policies? Have I segmented my network? So it is a collection of different strategies that work across cloud, across data, across network, across applications that interact with each other and what we are helping customers with, understand what that zero trust actually means and how they can translate into actionable technology implementations. >> How do you help customers do that? When we know that, I mean, the average customer has what, seven different backup protection solutions, all alone. If we're talking about like data protection. How do you help them understand, what's in their environment now? If they're talking about protecting applications, users, data, network. What's that conversation? And what's that process like to simplify, their protection so that they really can achieve cyber resilience? >> That's correct. That's a great it question, Lisa. One of the big issues we see with customers is they don't know what they don't know. There's data across multi-cloud, which is great. It enables productivity, but it also is not within the four walls of a data center. So one of the first things we do is identify where customer's data is? Where is their application live? And then we look for blind spots. Are you protecting your SaaS workloads? Are you protecting your endpoints? And we give them a holistic strategy on data protection. And you bring up a great point, a lot of customers have had accidental growth over the years. They started off with one tool and then different business needs drove them to different tools. And maybe now is a good time to evaluate what is your tool set? Can we consolidate it? And reduce the risk in the environment. >> Yeah, I dunno if you guys are be probably familiar with that. I use it a lot, when I write, it's an optive, NSS eye test and it says, here's the security landscape, the taxonomy. It's got to be the most complicated of any, in the business. And so my question is ecosystem, right. You've got to have partners, right. But there's so many choices. How are you helping to solve that problem of consolidating choices and tools? >> That's a great point. So if you look at the zero trust framework, which Lisa, you talked about. In the zero trust framework, we have few things we look at, and that is through Dell's technologies and partner technologies. So we can provide things like secure access, context based, right. So which users can access which applications, identity based. The second one is, which applications can talk to which applications, for micro segmentation, again identity based. And then you have an encryption everywhere. Encryption with data in motion, data in rest. Because encryption is super important to prevent hacks. So, and then you have cloud workloads. We have cloud workload protection. So some of those things, we rely on our partners and some of them actually, we have technologies in the house, like Arun talked about the cyber resilience and the wall that we have in house. So we provide the end-to-end framework for our customers for zero trust, where we can go and identify. We can assess, we can go build it out for them. We can detect and respond with our excellent MDR service, that we came out with last, just last year. So that MDR service allows you to detect attacks and respond automatically using our AI enabled platform that reduces the signal from the noise and allows to prevent these attacks, right, from happening. >> Arun, question for you, as we've seen the proliferation of cyber attacks during the pandemic, we've seen the sophistication increasing, the personalization is increasing. Ransomware is as service is making it, there is no barrier to entry these days. >> Right. >> How has Dell technologies overall, cyber resilience strategy evolved in the last couple of years? I imagine that there's been some silver linings and some accelerations there. >> No, absolutely, Lisa. One of the things we recognized very early on with big cyber attacks going on five years ago, we knew that as much as customers had great technologies to prevent a cyber attack, it was a matter of when, not if, so we created the first purpose built solution to help customers respond and recover from a cyber attack. We created innovative technologies to isolate the data in a cyber wall. We have immutable technologies that lock the data. So they can't be tampered with. And we also build some great intelligence based on AIML. In fact, this is the first and only product in the world that looks it's backup data, does full content indexing and it's able to look for behaviors or patterns in your environment that you could normally not find with signature based detection systems. So it's very revolutionary and we want to help customers not only on the prevention side, which is proactive. We want them to be equally, have a sound strategy on how they would respond and recover from a cyber attack. >> Okay. So there's two pieces there, proactive, and then if and when you get hit, how do you react. And I think about moments in cyber, I mean, Stuxnet was obviously a huge turning point. And then of course the SolarWinds and you see that, the supply chain hacks, you see the island hopping and the living off the land and the stealth moves. So it's almost like, wow, some of these techniques have even been proactive. You're not going to catch them. Right. So you've got to have this, you talked about the NIST framework multilevel, but I mean, customers are aware, obviously everybody, customer you talk to. the SolarWinds, But it seems like, they're still sleeping with one eye open. Like they're really nervous. Right. >> Right. >> And like, we haven't figured it out as an industry yet. And so that's where solutions like this are so critical because you're almost resigning yourself to the fact that while, you may not find it being proactive. >> Yeah. Right. >> But you've got to have, you know, it's like putting tapes in a truck and driving them somewhere. Do you sense that it was a major milestone in the industry? Milestone, negative milestone. And that was a turning point and it was kind of a wake up call for the industry, a new wake up call. What's your sense of how the industry is responding? >> Yeah. I think that's a great point. So if you go to see the verbiage is that it's not, if you're going to get attacked, it's when you're going to get attacked. So the attacks are going to happen no matter what. So that's the reason why the defense in depth and the zero trust framework comes into play. The customers have to have an end-to-end holistic framework, so that they can have, not just the defensive mechanisms, but also detect and respond when the attacks happen. And then as you mentioned, some of them, you just can't catch all of them. So we have excellent incident response and recovery mechanisms. So if the attack happened, it will cause damage. We can do forensics analysis. And on top of that, we can go and recover, like the cyber recovery wall, we can recover that data, make them production again. >> Right. Ready. >> I guess. I'm sorry. What I was trying to ask is, do you think we've understand SolarWinds? Have the industry figured it out? >> Yeah. You know, great question. Right. I think this is where customers have to take a pragmatic approach, on how they do security. And we talk about concepts like intrinsic security. So in other words, you can do a certain activity in your environment and punt the ball to some other team to figure out security, part of what Dell does. You know, you asked the question, right. There's a lot of tools, where do customers start? One of the big values we bring to customers is the initial awareness and just educating customers. Hey, what happened in these watershed moment with these different attacks, right. Wannacry, stuxnet. And how did those customers respond and where did they fail? So let's do some lessons learned with past attacks and let's move forward with some pragmatic solutions. And we usually don't overwhelm our customers with a lot of tools. Let's have a road map. Let's do an incremental build of your security posture. And over time, let's get your entire organization to play with it. >> You talk about awareness, obviously that's critical, but one of the other things that's critical with the cyber threats and the what's going on today is, the biggest threat vector still is people. >> Exactly. >> So talk to me, about out some of the things that you help organizations do. When you're talking about, from an awareness perspective. It's training the people not to open certain links, if they look suspicious, that sort of thing. How involved is Dell technologies with your customers from a strategic perspective about really drilling this into the end users that they've got a lot of responsibility here. >> Yeah, if you go to see phishing is one of the most common attack vectors to go and infiltrate these attacks. So Dell has a whole employee education program that they rolled out. So we all are aware of the fact that clicking on links and phishing, is a risk factor. And we are trying to take that same message to our customers through an employee awareness training service. So we can actually provide education for the employees, from getting these phishing attacks happening. >> Yeah. That's really critical because as I mentioned, we talked about the sophistication, but the personalization, the social engineering is off the church these days. And it's so easy for someone to, especially with all this distractions that we have going on. >> Right. >> If you're working from home and you've got kids at home or dogs barking and whatnot. It's easy to be fooled into something that looks incredibly legitimate. >> Yeah, Yeah. >> You know, you bring another great point, right. You can keep telling people in your environment, don't do things, don't do it. You create a friction, right. We want people to be productive. We want them to use different access to different applications, both in house and in the cloud. So this is where technology comes into play. There are some modern malware defenses that will help customers, identify some of these email phishing, spear phishing. So they are in a better prepared position. And we don't want to curb productivity, but we want to also make a very secure environment where people can work. >> That's a great point is, that it has to be frictionless. >> I do have a question for you guys with respect to SaaS applications. I talk to a lot of customers, using certain SaaS applications who have this sort of, there's a dual responsibility model there, where the SaaS vendor's responsible for the application, protection. But Mr. And miss customer, you're responsible for the data. We are? >> Yeah. >> Are you finding that a lot of organizations are going help. We've got Google workspace, Microsoft 365, Salesforce and it's really incredibly business critical data. Dell technologies help us protect this because this is a vulnerability that we were not aware of. >> Absolutely. And that's why we have the backup service with apex. Where we can actually have SaaS data, which is backed up, using our apex solution for backup recovery. So, yes, that's very critical. We have the end-to-end portfolio for backing it up, having the vault, which is a air gap solution, recovering from it, when you have an attack. And I think the value prop that Dell brings to the table is, we have the client side and we have the data center side, right. With the multi-cloud. So we provide a completely hardened infrastructure where, all the way from supply chain to secure OS, secure bot and secure image. Everything is kind of harden with stick hardening on top of that. And then we have the services layer to go and make sure we can assess the risks. We can detect and respond. We can recover, right. So that we can keep our customers completely secure. That's the value prop that we bring to the table with unmatched scale of Dell services, right. In terms of the scale that we bring to the table, to our customers and help them out. >> Well, it's an interesting opportunity, and it's certainly, from a threats perspective, one that's going to persist, obviously we know that. Great that there's been such a focus from Dell on cyber resiliency for its customers, whether we're talking about multi-cloud, On-Prem, public cloud, SaaS applications, it's critical. It's a techno. It's a solution that every industry has to take advantage of. Guys, thank you so much for joining us. Wish we had more time. I could talk about this all day. >> Yes. >> Thank you. >> Great work going on there. Congratulations on what was going on with apex and the announcement. And I'm sure we'll be hearing more from you in the future. >> Excellent. Thank you, Lisa. >> Thank you very much. >> We are super excited about Dell services and what we can bring for manual security services for our customers. >> Great. >> Excellent. >> Appreciate it. >> Thanks, guys. >> Thank you. >> For our guests and for Dave Valante. I'm Lisa Martin. And You're watching the cube, live from day two of our coverage of Dell technologies world, live from Las Vegas. Dave and I will be right back with our last guest of the day. (upbeat music)

>> theCUBE presents Dell technologies World, brought to you by Dell. >> Hey everyone. Welcome back to theCUBE's live coverage of Dell Technologies World 2022, from the show floor, the Venetian in lively Las Vegas. Lisa Martin here with Dave Vellante. We're having a little reunion with our guests that we haven't seen in a couple years. Please welcome back to theCUBE, Doug Schmitt, President of Dell Technologies and Services. Alex Barretto joins us as well, the Senior Vice President at Emerging Services and Technology. Guys, it's great to see you in 3D. >> I know great to be back. >> Yes. >> Its Awesome to be back. >> Isn't it great? >> And fantastic. >> It is. >> We were talking about how we have to get our sea legs back about, even just interacting with in life. >> That's exactly right. Being able to see everybody be back in person at these events. And it's great to see everybody it's like coming back to family. >> It is, it's been a reunion since Sunday. One of the, obviously the last two years have been quite challenging for everybody, for customers. Dell is coming off it's best year ever in FY22, over 100 billion in revenues, 17% growth year over year, astounding growth. The voice of the customer is always strong here at Dell technologies. But Doug, talk to us about some of the things that have been going on services perspective and how you really stepped in to help customers across industries succeed in the dynamic times we've been living in. >> Well. Yeah, thank you, and you're right. Coming off a very great, great year. And I think as you can see behind us and in the room here just great solutions for our customers. And that's what it's about, delivering the outcomes. And service is a huge piece of that, of making sure we bring all that together, deliver the outcomes our customers are looking for. If you look at the overall services organization just to take a step back just a little bit, we are a team around over 60,000 folks in 170 countries. And look, it's about this life cycle of services we provide. Everything from consulting to deployment to our support, manage services, security, education services, residency services, all the way to asset sustainability and recovery. So we can get all of the material back in and recycle it. So we have a great suite of services, and it's bringing all that together for the customer again to deliver with the products and the solutions and the software, the outcomes they're looking for. You asked a little bit about just to kind of double click that, about what our customers really saying, kind of what they're hearing, what we're hearing. I think there's three things. When I think about what they're looking for, one is the trusted advisor. You heard this during Michael's keynotes speech, that is key. They're navigating through the digital transformation, hybrid cloud, all of these things. Determining what they need to do to deliver their outcomes. And Dell can bring that trusted advisor status to them. So we can consult with them professional services, help bring that. The second thing is really around that life cycle services I talked about, all those different services that we bring. We allow our customers clearly the choice to say what pieces of the services do they need. Now we think we can bring everything together into a managed solution for them, but if there's certain pieces that they need to just, double click on, we can help with that. And then look, the third item that I'm hearing and that we can bring and that we have for them is flexible consumption. They can choose the way they want to consume the technology. You consume it by usage. You can consume by month, by quarter, or if you want the stability of long term contracts one, two, three years we'll do that. So really it's about trusted advisor and choice to help them deliver their outcomes. >> So a lot changed during the isolation economy. You guys obviously had to support new initiatives. First of all, budgets got squeezed in 2020. Then boom back, so they sort of slingshot it, real focus on obviously client solutions, remote work, endpoint security, identity access, VDI. Now in the post isolation economy, it's like, okay, some of the stuff at HQ you maybe needs to be updated, maybe we're rethinking the network. So, what are you hearing from customers? Where are they in their digital transformations, Alex? You know, what's hot. >> Yeah, so we actually recently created an emerging services group. And the reason for that is exactly what you're alluding today. So we actually talked in that group everything in this emerging. So APEX, telco, edge, data management, all the things our customers are asking for and we are convening new solutions, new services to meet their needs, and all that is housing in one unit, and we're thinking about the product management, the technology that goes with it, and we're working partnership with our customers to actually build and develop solutions that they're looking for. >> Yeah, there was no as a service really. I mean, you could do it with financial machinations before, now it's becoming much more mainstream. I mean, I know it's not a hundred percent of your business and maybe never will be. >> Yeah. >> But that's a whole new mindset. What else is changing in the business that you guys see? >> Well, yeah, I think there's, I think that's what comes back to what we saw, first of all we listen to the customers, follow what their needs are, and you're right. As far as the, as a service, I think it's back to that choice. If they want to purchase or consume as flexible or as needed, we'll do that. They want the contracts, the standard CapEx model, we'll do that as well. Look, there's three things. Professional services is really changing as well. We're seeing the needs again for going in and being able to deliver the services to customers, but also manage that in a lot of cases, they're asking us to take the workloads from them so that they can go and change their transformation, and their digitalization is one of the things that we're clearly hearing. And I know you're hearing the second one, security. I mean that is top of mind for everyone. And I, we have launched a lot of services around this. Some of those like MDR or Managed Detection Response our cyber vault, as well as our APEX cyber recovery services as well that we've announced here. So security's number two. And then the third one is this sustainability, again very important for us and our customers, is we have a 2030 goal around this as I'm sure or you've heard, but more importantly, that's something I know my team and I and everyone at Dell, that's a great personal feeling too. When you're getting up and you're doing something that you know, is right, really just doing it to help the customers as well is just an extra added benefit. So those would be the three things professional services changing, doing more and more of the manage take workloads off, two is the security, and the third is the sustainability clearly. >> We talked with JJ Davis yesterday, and we're talking a lot about ESG and how a tremendous percentage of RFPs come in wanting to know what is Dell technologies doing from an environmental, social, governance perspective. That it's really your customers wanting to work with companies like Dell who have a focused clear agenda on ESG. One thing that I'm curious when you talk about the increase in advantage services, the great resignation. We've all, that's been happening now for a couple years. It's probably going to persist for a while. Customers suddenly, labor shortages and the supply chain issues. How have you helped organizations deal with some of the challenges that they're going through from a labor perspective is that why one of the reasons the managed services is we're seeing an increase there. >> Yeah. I'm sure that can be and I wouldn't doubt that, you mean in terms of our customer is wanting more and more the managed and the professional. Yeah, I think that is a piece of it, but I also think part of that is that speed matters and customers are looking for the additional assistance to take things off, that they may have traditionally done so that they can, they can really get this transformation, this hybrid cloud, getting things moving very, very quickly. There's just so much to be done in terms of data management and bringing information to their end user customers. And they want to spend more time doing that. And so I'm hearing that more, but you are right. There's absolutely, there's absolutely the times where we have a residency service, we, and that has been growing very, very fast. And that tends to be why they ask for it, is because people have either left or are leaving >> Alex, Doug really kind of alluded to an area that I want to probe a little bit. And it's that's, I was talking to Jen Felch recently she's going to be on soon. And the, you mentioned security, Doug, as the top initiative clearly. And the distance between number two is widening, but number two is cloud migration. Now I asked Jen about that, because internally Dell has its own cloud. And I said, how do you interpret that? Or how do you, what's your second priority? She goes, well, I would translate that into modernization. So we're essentially building our own cloud is how I interpreted it. So my question to you is, are you seeing that with customers, how closely do you work with your own IT to take those learnings to your customers? And what does modernization actually mean to your customers? >> Yeah, that's a great question. It's actually the essence of why we're here. Talking to our customers and showcasing what we do within services, what we do within IT. Jen and I talk very often about her roadmap, our roadmap, and we want to showcase that to our customers because it's a proof point, it's a proof point of how they can do the transformation on their own. Do we have a whole slue of products from a services standpoint that are tied with what Jen is doing as well? And that's what we bring to market. So whether that's on APEX, that we announced right here two days ago, the cyber recovery services available now, that's working very closely with our IT counterparts. And we have a whole slue of roadmap with high performance computing, to be announced soon and machine learning operations, all that is to meet the customer needs, and what they're asking for. And if you look at the emergence of needs from a customer standpoint, it goes in a multitude of uses. We have telco customers, they have very specific needs and we're looking to meet those needs. We have the traditional customers, which may be going at a slower speed in their adoption of the cloud, we're there to help them. And we're all about to hybrid cloud. Hybrid cloud is a hundred percent of our strategy. So whether you want to go cloud based, whether you want to be OnPrem or you want to be hybrid, we're there to solve your needs. >> What's the partner story in terms of delivering services, we know that the Dell technologies' partner ecosystem is massive. We know how important partners are to the growth. I think I saw 59 billion in revenue came through the channel last year alone. How do you enable partners to deliver some of those key services that you talked about? >> To leverage the partners for the, on the broader ecosystem for that? >> Yes. >> Yes, well, you're right. We do have a very large partner network and we're very flexible on that. Again, it sounds like we are flexible in everything and we are by the way, for our customers and our partners, 'cause look it is about delivering first of all, how our customers want their service. I do like this idea and we talk about modernization, transformation, digitalization all these things are kind of the same thing about going in and looking about how we're improving the overall infrastructure and these outcomes. And to that end, we work with the customer on what they're looking for. And then we'll either do a couple things with working with the partners. Either we take prime and we'll take that and take the pieces that they can deliver and we can deliver together. But again, it's with the customer in mind of how they want to do that, working with the customer. We do have code delivery services as well. And look, we're very open with our partners about if they want to be prime and then leverage those same lifecycle services we have. What this is about is about getting this transformation and this technology and these so into the hands of the customers in the best way possible. >> So, I could white label as a partner. Could I white label your services? >> We don't have the white label. >> Okay. >> We do have co-delivery. >> Okay. So that's what I could do. I can say, okay, I'm bringing this value. Dell's bringing that value. You're visible to the customer. >> That's correct. >> Which is I presume a benefit to the customer. >> Correct, correct. >> The trust that you've built up. >> Now that gets, just the white label you would say like our ProSeries, ProSupport, ProDeploy, ProManage, all of those things. Isn't a white label, but at the same time our customers especially in the professional service side of it could be the prime, which would be the same thing as a label. >> How are client? This is kind of interesting thought I had the other day. How are client services changing? Do you see the point where, I mean, maybe you're doing it already. It's just a full manage all my client devices and just take that away from me, and Dell you take care of that and I'll pay you a monthly fee. >> Well, yeah, we are seeing that. And one of the things that they like the best about is doing that management, is bringing kind of the AI and the BI to it that we can with our support assist and all of the data that we give back, we're actually able to help manage those environments much better. And in terms of an end to end, keep things updated, upgraded, manage it. But more importantly, what we see when we do have those client managed services end to end, the customers are actually coming back and asking us to help improve their operational performance. And, and what I mean by that is, all of a sudden you'll see things where the trouble tickets are coming in 'cause we're seeing that. And we're actually going back in with that information to help alleviate or improve their operational processes, so that they're able to function and spend more time on their business outcomes >> And reduce that complexity, sorry, Dave. >> No worries. How about the tip of the spear, the consulting piece? What are you seeing there? Are we going through and as we modernize, are we going through another wave of application rationalization, people trying to figure out their digital transformation, what to double down on? What to retire? What to sun set? What's that like? >> Yeah, I think it's similar to the managed service conversation we just had. It's really pivoting to technology. Even in the services space, it was all about our physical footprint. Five, six years ago, our physical capabilities, the number of people, depots et cetera that we had, right now, our customers and even internally what we're pivoting towards is technology. They want to know how are you going to do is solve our problems, whether it's consulting or managed services using technology. Precisely to the point that Doug was making, because they want insights, value add from the services we provide, not just consult for me, not just manage my service, but provide me value added service on top of that so that I can actually differentiate my services, my solutions and that's where we're building, that's what delivering really leveraging technology. You look at the number of software engineers we have, data scientists, the algorithms we're building now inside services. It's really become a technology hub, whereas it used to be a physical hub. >> I'm just going to, oh, I'm sorry please. >> No, go ahead. >> Follow up. >> Where it's really headed is, if you look at this it's going to become this outcome based services. When I talk about outcome based services, it's not managing just the IT infrastructure, that you have to do, you have to modernize and transform. However you want to say that to customers. But in addition to that, they're looking for us to take that information and help change their business models as well, with the data and the and the insights we're getting back. >> Their operating model. >> Absolutely. >> But changing that in the last couple years and pivoting over and over again, to survive and to thrive, talk to us, Alex about the emerging services and how you've maybe a particular customer example of how you've helped an organization radically transform in the last two years to be competitive and to be thriving in this new economy in which we're living. >> Yeah. I think a great example is Dish. If you look at Dish, they're actually launching one of the first Open RAN networks. Leveraging the power of 5G. And we're working very closely with them on the services and solutions to enable them to deliver that service to their customers. And that's a new area for us, a new area for them. So we're actually working together in innovating and coming up with solutions and bringing those to the market. It's a great example. >> Lot of collaboration guys, thank you so much for joining us. Great to see you back in person again after couple years, probably three. We appreciate your time and your insights. >> Thanks guys. >> Thanks for having us. >> Our pleasure. Dave Vellante, Lisa Martin here, you're watching theCUBE's live from Dell Technologies World 2022. Stick around. Be right back with our next guest. (gentle music)

(bright music) >> Hi, this is Dave Volante, and we're getting ready to bring the Cube to Dell Tech World 2022. This is the first Dell Tech World that will be held in person since 2019. And, it's the first major Dell customer and industry gathering since Dell spun out VMware, as a completely separate company. Without Dell ownership, of course the chairman remains the same. Now, that Dell is untethered from VMware, it means its most lucrative asset is no longer going to show up on the income statement. Now, with the client business as an increasingly large share of revenue for Dell, over the past couple of years, thanks to the pandemic, Dell's gross margin line stands out more going from the low 30s to around 20%. Now, as part of the spin, Dell executed a special commercial agreement with VMware. Dell is VMware's number one distribution channel and sells tons of VMware software. So, that combined with the fact that Michael Dell is leading both companies was plenty of incentive for VMware to make disagreement. The special commercial agreement sets certain terms and conditions regarding how the two companies will work together to maximize technical integrations, co-marketing initiatives, and other go to market opportunities. This was done to ensure that the relationship between the two companies remains as strong as it was prior to the spin. It's interesting, a lot of people complained about the acquisition, that Dell and VMware shouldn't be together but customers, by all accounts, loved it. The other major change is Dell... For, with Dell post spin, is it now is a much stronger balance sheet. It has paid down a ton of debt to where it's now considered investment grade by the ratings bureaus. This means lower interest rates for Dell on its debt. And, it also means Dell has more flexibility to do dividends and stock buybacks and MNA. Dell, in our view, will begin to do some more of these tuck in acquisitions and beef up its software portfolio, As it still relies heavily on VMware software for much of its data center business, but we think it needs to diversify. It's increasingly going to look to expand into cloud offerings with its apex as a service. And, apex really is this as of surface offer, which is essentially Dell's version of their cloud and it spans on premises, the public cloud, and ultimately out to the edge. So, at Dell Tech World, expect the following areas to be emphasized client solutions. It's around half of the company's revenue. So, laptops and desktops and client side solutions have to be part of the discussion. It's a lower margin business than enterprise, but with COVID been growing quite rapidly as remote work has become the thing. The other thing we expect to hear, the other theme, is around ransomware, cyber resiliency, cyber threats are top of mind. Expect Dell to stress the importance of having sound security and data protection strategies in the post COVID era. You may see some specific offerings from Dell or perhaps even further emphasizing security in many of its products or both. Okay, we would also expect more storage innovation. Dell's legacy EMC storage business has been under pressure from the cloud and other competitors like Pure and some new entrants, nipping at Dell's heels. We would expect Dell to beef up its as a service offering both on prem within systems, AKA boxes, and as part of apex. Now, apex is going to be a big theme at the show. The as a service is going to absolutely be a big focus in our view. Dell has entered the market after HPE came in with GreenLake and Dell doesn't want to be overshadowed by HPE's all in as a service strategy. So, expect Dell to provide updates on its progress with apex, identify differentiation from some of the other players, AKA HP, and announce new services across its portfolio. You'll likely also hear some discussion about the ecosystem and partnerships with some global system integrators and also of some announcements about how they plan to appeal to the developer community. I think multi cloud is another theme that you're going to hear. Sometimes we call it super cloud. We would expect Dell to emphasize the importance of its ability to serve customers irrespective of physical location, right? Cloud is not a destination. It's an operating model kind of thing. On-prem, public cloud, across clouds, at the edge. Some of this is going to be vision, a lot of it of course will be vision, but some of it's going to be offerings. Might see some things in Telco and hear some 5g talk, as well as some Edge and Telco partnerships to attack that 5g opportunity and other opportunities at the edge. Dell's a large company. They, I think very conscious of responsibility. So, you're going to hear, I would say some, maybe not tons, but some fair dose of ESG, environmental, social, and governance. This will likely be a theme as companies like Dell, they got to demonstrate their commitment to diversity and inclusion, as well as the sustainability of the environment. They can move the needle. They may likely also get into privacy, things like that. Maybe tech for good, or maybe talk a little bit about AI for good, maybe even AI solutions, although let's, we'll see, we'll report if we hear that. You're going to also hear about digital transformation like any conference and how Dell is helping customers transform their businesses. What maybe what Dell's doing internally with its own technology organization and its own digital transformation. Dell's role is to provide technologies and services that can accelerate those digital transformations. So, you'll hear Dell position itself there we think. And, finally channel partnerships and ecosystems as Dell transforms to a cloud company, that's going to redefine cloud. It has to, in our view, increasingly emphasize its ecosystem partnerships which are a critical component of cloud companies. Now, I hope as a company building out its own cloud vision, and trying to reset the cloud narrative, that we hear some focused discussion around developers. I mentioned that before, and how infrastructure's code is a key aspect of Dell's vision and offerings. Now, the Cube will be there. We start Monday evening. It'll be late east coast time, but it'll be 6, 6:30 west coast time. We're going to feature myself, John Farrier, Lisa Martin, and David Nicholson as host. Monday is largely focused on partners. And, then we go all day, wall to wall, on Tuesday and Wednesday with our typical Cube coverage. Several key execs are going to be joining us including, of course, Michael Dell and Chuck Whitten, who's the new co-chief operating officer, along with Jeff Clark, who is also vice chairman. He's going to be joining us and several others from Dell's ELT, including Cheryl Cook, JD Davis, Alison Dew, and a number of Dell customers, partners, and several members from the product teams coming on to talk about the new announcements that they're making at the show. And, of course, you'll get the Cube's take on all the keynotes, the product announcements, and the vibe at the show and what's happening in the hallways and in the evening events. So, tune into the cube.net, check out siliconangle.com for all the news and coverage. And, we'll see you there. (bright music)

(rhythmic techno music) >> Hey welcome back everybody, Jeff Frick here with theCube. We're at Oracle Park on the shores of McCovey Cove. We're excited to be here, it's a pretty interesting event. Sports Tech Tokyo World Demo Day. It's kind of like an accelerator but not really, it's kind of like Y Combinator but not really, it's a little bit different. But it's a community of tech start-ups focusing on sports with a real angle on getting beyond sports. We're excited to have our next guest, who's an investor and also a mentor, really part of the program to learn more about it and she is Gayatri Sarkar, the managing partner from Hype Capital. Welcome. >> Thank you. Thank you for inviting me here. >> Pretty nice, huh? (laughs) >> Oh, I just love the view. >> So you said before we turned on the cameras, well first off Hype Capital, what do you guys invest in? What's kind of your focus? >> So Hype Capital is part of one of the biggest ecosystems in sports which is Hype Sports Innovation. We have 13 accelerators all around the world. We are just launching the world's first E-sports accelerator with Epsilon and SK Gaming, one of the biggest gaming company. So we are part of the ecosystem for a pretty long time. And now, we have Hype Capital, VC Fund investing in Europe, Israel, and now in U.S. >> So you mentioned that being a mentor is part of this organization. It's something special. I think you're the first person we've had on who's been a mentor. What does that mean, what does that mean for you? But also what does it mean for all the portfolio companies? >> Sure, I'm a mentor at multiple accelerators. But being a part of Sports Tech Tokyo I saw the very inclusive community that is created by them and the opportunity to look at various portfolio companies and also including our portfolio companies as part of it. One of our portfolio company where we had the lead investors, 'Fun with Balls' they're part of this. >> What's it called, Fun with Balls? >> Fun with Balls, very interesting name. >> Good name. (laughs) >> Yeah, they're from Germany and they came all the way from Germany to here. So, yeah, I'm very excited, because as I said it's an inclusive community, and sports is big. So we are looking at opportunities where deep-techs, where it can be translated into various other verticals, but sports can also be one of the use cases, and that's our focus as investors. >> Right, you said your focus was really on AI, machine learning, you have a big data background a tech background. So when you look at the application of AI in sports what are some of the things that you get excited about. >> Yeah, so for me when I'm looking at investments definitely the diversification of sports portfolio. How can I build my portfolio from esports, gaming, behavioral science in sports to AI, ML, AR, opportunities in material science and various other cases. Coming back to your question it's like how can I look into the market and see the opportunities that, okay can I invest in this sector? Like what's the next big trend? And that's where I want to invest. Obviously, product/market fit, promise/market fit because there's a fan engagement experience that you get in sports, not in any other market the network effect is huge, and I think that's what VVC's are very excited in sports and I think this is right now the best time to invest in sports. >> So promise/market fit, I've never heard that before what does that mean when you say promise/market fit? >> Interesting question so promise/market fit was coined by Union Square Venture VC fund. And they think that where there's the network effect or your engagement with your consumers, with your clients, and with your partners can create a very loyal fan base and I think that is very important. You may see that in other technology sector but, not, it is completely unparalelled when it comes to sports. So, I request all the technologies that are actually trying to build they are use cases, they should focus on sports because the fan engagement, the loyal experience the opportunities, you will not get anywhere else. >> Right >> And I think this is the market that I, and other investors are looking for that, if deep-tech investors and deep-tech technologies are coming into this market we see the sports ecosystem not to be a trillion dollar but a multi-trillion dollar market. >> Right, but it's such a unique experience though, right? I mean some people will joke that fans don't necessarily root for the team, they root for the jersey, right? The players come and go, we're here at Oracle Park which was AT&T park, which was SBC Park, which was I can't even remember, Pac bell I think as well. So you know, is it reasonable for a regular company that doesn't have this innate connection to a fanbase that a lot of sports organizations do that's historical, and family-based, and has such deep roots that can survive maybe down years, can survive a crappy product, can survive kind of the dark days and generally they'll be there when things turn back around. Is that reasonable for a regular company to get that relationship with the customer? >> So, you asked me one of the most important questions in the investors relationship, or investors life which is the cyclicality of the industry and I feel like sports is one industry that has survived the cyclicality of that industry. Because, as you say, a crappy product will not survive you have to focus on customer service so you have to focus, that, okay even if you have the best product in the world how can I make my product sticky? These are the qualities that we are looking into when we are investing in entrepreneurs. But the idea is that if we are targeting startups and opportunities, our focus is that okay, you may have the worlds best product but the founder's should have the ability to understand the market. Okay, there are opportunities, if you look at Facebook if you look at various other companies they started with a product that was maybe like okay, friend site, dating site and they pivoted, so you need to understand the economy you need to understand the market and I think that's what we are looking into the entrepreneurs. And, to answer your question, the family offices they are actually part of this whole startup ecosystem they are saying if there is an opportunity because they are big, they are giant and they are working with legacy techs like Microsoft, Amazon. It's very difficult for the legacy techs to be agile and move fast, so it's very important for them if they can place themselves at a 45 degree angle with the startup ecosystem, and they can move faster. So that's the opportunity for them in the sport's startup ecosystem. >> All right, well Gayatri thanks for taking a few minutes and hopefully you can find some new investments here. >> No, thank you so much thank you so much for your time. >> Absolutely, she's Gayatri, I'm Jeff you're watching The Cube, we are at Oracle Park On the shores of historic McCovey Cove I got to get together with Big John and practice this line thanks for watching, and we'll see you next time. (rhythmic techno music)

>> Hey, welcome back. You're ready, Jeff? Rick! Here with the Cube were Oracle Park recently, A T and T Park just renamed. It's a beautiful day home in San Francisco Giants. They're on the road. We're here at a pretty interesting event is called Sports Tech. Tokyo World Demo Day brought together a coalition of about 100 startups. 25 of them are given demos today on technology as it relates to sports. But even more importantly, that can then be used in other in others. Beyond sports. We're excited to have an athlete on not just another tech crazy guy. He's Brendan Harris. He's an athlete in residence at 76 Capital. Brendan. Thanks for stopping by. >> Thanks for having me. >> So what is the effort, Principles and entrepreneur in residence? Where is the athlete residents do? It is >> essentially a play on the entrepreneur in residence. I was introduced to 76 Capital finished playing in 15 and I was doing my MBA at Warden and in Philly and got introduced Thio Wayne and the guys at 76. And they are kind of putting together an athlete venture group. Whether they're bringing in a lot of athletes don't wannabe investors and kind of providing them access to deal >> flow and >> um, >> and then also leveraging their social capital. So, uh, he was He was kind of tickled when he came when he coined the term athlete residents and he threw it on my business card. And and that's where we're at, >> right? So I'm just curious your perspective as an athlete as you look around at all the technology that's going into sports, right? Kind of the big categories are, you know that which helps the players play better. There's that which helps the people run, the team's better. And then there's that, which is really kind of part of the fan experience. I mean, you actually to go down and try to put wood on a ball coming at you in 90 plus miles an hour. All this other stuff. Do you see it as is it interesting is distraction. Is it entertaining? I mean, how do you look at it from an athlete's perspective? >> So yeah, so a lot to impact. So first of all, I have this ah, equally the equal view of fascination and frustration where a lot of this wasn't he wasn't around when I when I was playing it, certainly from the field. Now we're taking in things like recovery and rest and sleep. Ah, but I think players and me personally are fascinated with How can we improve on field performance? And I think baseball. It's such a perfect game and you fail so often, being able to turn to turn things that were previously subjective and applied data and in tech to make them objective and give you answers. I think it's fascinating and the ways that we can use data to to kind of promote performance and health and and all those things air Very fascinating. So from players, point of view, we're all about it. But at the same time, I think it certainly says why I've loved to get into sports. Tech is there's a lot of data that's just noise that's coming in and things. And so the tough part is, um, kind of weeding through and what is actionable info on what can actually help improve the on field performance? And then along with that, you know, we want to feel the product on the field, but also what the service is for the consumer and the fans are. And how can we improve that and then engage them? Because certainly sports are part of the culture and part of life now, and it's fascinating. These fans want to know more and more and more, certainly what's going >> on. And it's been It's been a >> great journey, >> right? So on the fan experience specifically, and we've been we've been here a number of years. Bill Styles, a good friend of mine off another word and other work. Brad and and, you know, talking about high density WiFi and you know the app on your phone and delivered, you know, food delivered to your seats. I mean, >> as a as an >> athlete on the field. Do you look at kind of all these things is as a distraction. Do you appreciate? It's kind of a more competitive environment these days in terms of people's attention and kind of that entertainment dollar. But I would imagine from between the lines it looks like Hey, you know, the game's down here people. It's been >> interesting because, um, you know, one of the problems of a major league baseball's been trying to address his pace of games right. And if you really look at the data, they're not that much longer. What's different? We're wired differently, right? So our attention spans are short and we're constantly so our technology. So these, you know, guys like Bill, you are trying to leverage that and try to have your food delivered and try to increase the social component. Increased the value in the in venue experience so that you're not only watching the game, but you're socially enjoying at the same time and kind of fill in those gaps. Ah, lot of it is yes on. And I think there's been balls flying into the stands since baseball's been playing, but they need to put the netting up. Has come a lot of times because nobody's watching. Some people aren't not nobody, but a lot of people aren't watching. The games are getting hit with a lot of these foul balls. So there is that component where you know there's there's some unbelievable things are going off on the sides. But um, you know it's baseball is still gonna be kind of very somewhat within within the confines. >> The other piece that I find really interesting on the data side, right? Is there so much data? Right? There's data data data. Obviously, baseball is built on data and arguments about data and conversations about data, but now it's kind of gone to this next Gen with, you know, wins over replacement and all these other things. But sometimes it's funny to me. It feels like they're forgetting the object of the game is to win the game. And it feels like sometimes the metadata has now become more important than the data. Did you win or lose and is not necessarily being used as a predictor for future performance? But it's almost like a standalone game in and of itself. Like we forget. The object is to win the game and win a championship, not to have the highest war number views since that frustration is that sound? Yeah, I think what you're getting >> into a lot of times is our know how are we making decisions right? And in the game? A lot of times people forget that human beings are out there performing and so I think that's how we've gotten into Moneyball 2.0, looking at development and certainly mental health in focus and game preparation have come into play more and you're seeing some managers. I mean, Mickey Callaway just came out and said 80% my, you know, Susan's go against the data, which which I thought was a little bit interesting, but, ah, so there is that fine line right where you have to filter in what's noise and what's actionable. And at the same time, um, you know, allow you know, your managers and your decision makers some flexibility to go with, You know, they're they're in the heat of the battle and they kind of know their guys. And they know the human element that's involved. So it's it's an interesting, you know, trying to balancing act, >> right? So from your from your new job in your new role, what are some of the things you hope to see today? What are some things that you're excited about? Um, you know, from kind of an investor. And having played the game as well. As you know, I'm looking forward to the evolution of sports. Two >> things specifically how the, uh certainly bias the performs on the field in the human element. And certainly everybody wants workout secrets, and I don't feel like it's whether it's athletes or the kind of weekend warrior or people that are, you know, kind of your senior citizens. And I don't think it's a simple as this has worked, and you should do this. It's a very personalized experience now. And I think some of this personalized digital fitness is fascinating to me on and then how it relates to and how your body relates to, you know, your diet and nutrition, your sleep, your recovery. I think all those air fascinating that, uh, advances that I want to look into more. And the second is a CZ, I kind of mentioned is the fan engagement aspect. How do we drive those those fans that digital, >> um, and >> make it actionable and monetize, right? So that you know, you have your fans that are following you know, your Facebook, twitter and all those things. And so how do you not only gauge them, but collect that data and then kind of personalized that experience? Engage your fan in a way that can kind of grow your brand. Yeah, it's interesting to me, >> really interesting to have to have your perspective, and I'm sure will be a great day and you see all kinds of crazy stuff. So thanks for taking a few minutes. >> Yeah, Any time. >> All right. He's Brendan. I'm Jeff. You're watching The Cube were at Oracle Park in San Francisco. Thanks for watching. We'll see you next time.

(upbeat music) >> Hey welcome back everybody. Jeff Frick here with theCUBE. I wish I could give you my best John Miller impersonation but I'm just not that good. But we are at Oracle Park, home of the San Francisco Giants. We haven't really done a show here since 2014, so we're excited to be back. Pretty unique event, it's called Sports Tech Tokyo World Demo Day. About 25 companies representing about 100 different companies really demonstrating a bunch of cool technology that's used for sports as well as beyond sports, so we're excited to have one of the companies here who's demoing their software today, or their solution I should say. It's Albert Ng, he's the founder and CEO of Misapplied Sciences. Albert, great to see you. >> Great to see you, thank you for having me. >> So Misapplied Sciences. Now I want to hear about the debates on that name. So how did that come about? >> Yeah, so I used to work part time for Microsoft, at Microsoft Research, and one of the groups I worked for was called the Applied Sciences group. And so it was a little bit of a spin on that and it conveys the way that we come up with innovations at our company. We're a little bit more whimsical as a company that we take technologies that weren't intended for the ways that we apply them and so we misapply those technologies to create new innovations. >> Okay, so you're here today, you're showing a demo. So what is it? What is your technology all about? And what is the application in sports, and then we'll talk about beyond sports. >> Yeah, so Misapplied Sciences, we came up with a new display technology. Think like LED video wall, digital signage, that sort of display. But what's unique about our displays, is you can have a crowd of people, all looking at the same display at the same time, yet every single person sees something completely different. You don't need to have any special glasses or anything like that. You look at your displays with your naked eyes, except everyone gets their own personalized experience. >> Interesting. So how is that achieved? Obviously, we've all been on airplanes and we know privacy filters that people put on laptops so we know there's definitely some changes based on angle. Is it based on the angles that you're watching it? How do you accomplish that and is it completely different, or I just see a little bit of difference here, there, and in other places? >> Sure, so at the risk of sounding a little too technical, it's in the pixel technology that we developed itself. So each of our pixels can control the color of light that it sends in many different directions. So one time a single pixel can emit green light towards you, whereas red light towards the person sitting right next to you, so you perceive green, whereas the person right next to you perceives red at the same time. We can do that at a massive scale. So our pixels can control the color of light that they send between tens of thousands, up to a million different angles. So using our software, our processors on our back end, we can control what each of our pixels looks like from up to a million different angles. >> So how does it have an edge between a million points of a compass? That's got to be, obviously it's your secret sauce, but what's going on in layman's terms? >> Yeah, so it's a very sophisticated technology. It's a full stack technology, as we call it. So it's everything from new optics to new high performance computing. We had to develop our own custom processor to drive this. Computer vision, software user interfaces, everything. And so this is an innovation we can up with after four and a half years in stealth mode. So we started the company in late 2014, and we were all the way completely in stealth mode until middle of last year. So about four years just hardcore doing the development work, because the technology's very sophisticated. And I know when I say this, it does sound a little impossible, a little bit like science fiction, so we knew that. So now we have our first product coming on the market, our first public installation later next year and it's going to be really exciting. >> Great. So, obviously you're not going to have a million different feeds, 'cuz you have to have a different feed I would imagine, for each different view, 'cuz you designate this is the view from point A. This is the view from point B. Use feed A, use feed B. I assume you use something like that 'cuz obviously the controller's a big piece of the display. >> Exactly, so a lot of the technology underneath the hood is to reduce the calculations, or the rendering required from a normal computer, so you can actually drive our big displays that can control hundreds of different views using a normal PC, just using our platform. >> So what's the application. You know obviously it's cute and it's fun and I told you it's a dog, no it's a cat as you said, but what are some of the applications that you see in sports? What are you going to do in your first demo that you're putting out? >> Yeah, so what the technology enables is finally having personalized experiences when in a public environment, like a stadium, like an airport, like a shopping mall. So let me give an airport example. So imagine you go up to the giant flight board and instead of a list of a hundred flights, you see only your own flight information in big letters so you can see it from 50 feet away. You can have arrows that light your path towards your particular gate. The displays could let you know exactly how many minutes you have to board, and suggest places for you to eat and shop that are convenient for you. So the environment can be tailored just for you and you're not looking down at a smart phone, you're not wearing any special glasses to see everything that you want to see. So that ability to personalize a venue stretch, is to every single public venue, even in the stadium here, imagine the stadium knowing whether you're a home team fan or away team fan or your fantasy players. You can see it all on the jumbotron or any of the displays that are in the interstitial areas. We can have the entire stadium come alive just for you and personalize it. >> Except you're not going to have 10,000 different feeds, so is there going to be some subset of infinite that people are driving in terms of the content side? >> Mhmm. >> So on your first one, you're first installation, what's that installation going to be all about? >> The first installation is going to be at an airport, I can't see right now publicly where it's going to be or when it's going to be or what partner. But the idea is to be able to have a giant flight board that you only see your own flight information, navigating you to your particular gate. You know when you're at an airport, or any other public venue like a stadium, a lot of times you feel like cow in a herd, right? And it's not tailored for you in any way. You don't have as good of an experience. So we can personalize that for you. >> All right, Misapplied Sciences. Oh I'll come down and take a look at the booth a little bit later. And thanks for taking a few minutes. Good luck on the adventure. I look forward to watching it unfold. >> Appreciate it, thank you so much. >> All right, he's Albert I'm Jeff. You're watching theCUBE. We're at Oracle Park, on the shores of McCovey Cove. Thanks for watching, we'll see ya next time. >> Thank you. (upbeat music)

(upbeat electronic music) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We are at Oracle Park in San Francisco for a really special event. It's called Sports Tech Tokyo World Demo Day, really bringing together a bunch of innovative companies in the sports tech space, really with a focus on not only sports but beyond sports. And we're happy to have really one of the key players here that made this all happen from Dentsu. He's Fumihiko Nakajima, the Senior Director of Business Development from Dentsu. Welcome. >> Hi, nice to meet you. >> Yeah absolutely. So for people that aren't familiar with Dentsu, give us a little overview of Dentsu as a company and then we'll get into the specific event. >> Yeah, Dentsu has a long history focusing on broadcasting rights and sponsorship for event globally. But combining such kind of global asset and new technology to create a new business in sports tech industry and beyond sports industry. >> Right. So pretty interesting way to do that, so you didn't just go find some interesting companies, you guys have created this event to bring a lot of companies together, demonstrate their technology. What was kind of the thinking and how did you guys get involved? >> Yeah. Combining the new asset and technologies and global asset, there are lot of the Japanese company global brand, SoftBank, ITOCHU, Sony Music, Microsoft, and CBC. Such kind of companies very interested in, create new business with innovative staff all over the world. So that's a basis of this event. >> Right, right. So, you got the Tokyo Olympics coming up in a year, so that's kind of a catalyst to make all this happen. Is there anything special that you see between, you know, kind of sports technology and managing teams, sports technology applied to the athletes, and then sports technology applied to the fan experience that you're most excited about? >> Yeah, that's correct. This is a beginning. Next month world Rugby World Cup, the next year, Tokyo Olympic and Paralympic we have. That's a beginning, so, you know the, the sports and live entertainment beyond live entertainment, health cares, biometrics, bio mechanics, from the point of sports. But we enter into the new field and explore the new business field. >> Jeff: Right. >> With the great start-ups and industry leaders on the basis, that who joining these communities. >> Right, right. No, it's pretty interesting because you know the, companies spend so much money now on the players and really look at them as investments. A lot of players get hundred million dollar contracts now. So it's pretty interesting on kind of the health care and the like we talked earlier, sleep and nutrition-- >> Yeah. >> And all these things to keep that athlete performing, are really applicable to everyday people like you and me. >> Yeah. You know that Dentsu has more than one century history in marketing and branding all over the world. And our assets, such kind, properties and, global network, will really help the new technologies and new start up, the new business field. >> Jeff: Right. >> Grow rapidly. >> Jeff: Right. >> All over the world. >> Right. It's interesting, too, that so much of the stuff around the sports, you talked about sponsorship and rights beyond just the score, you know, is so important these days. To feed the 24/7 news cycle, to do fantasy sports, the changes in the gambling law, so there's so much stuff around sports that's beyond the sport that's watched in this industry grow and grow and grow. >> Yeah it's a very interesting point. We know new, legal we will need, a new legal and a new set-up structure for the new business. >> Jeff: Right. >> In specific Tokyo, a lot of specialist joined to help such kind of structures for the futures. >> Right. So before I let you go, it's a busy day, have you been to this park before, home of the Giants, and what do you think? >> Yeah very, very, very special day. It will be very memorable day that one of the best historic venue in America, the San Francisco Giants stadium, Oracle Park. We really excited to share our progress, concrete progress, and want to expand our trial to all over the world. >> Great, well thanks for inviting us and we're, we're excited to watch the story unfold. >> Yeah, thank you. >> Alright. He's Fumihiko, I'm Jeff, you're watchin' theCUBE. We're at Oracle Park in San Francisco, thanks for watching. (upbeat music)

>> Hey, welcome back, everybody. Jeffrey here with the Cube were Rhetorical Park in San Francisco on the shores of McCovey Cove. I just love saying that we >> haven't been here since >> 2014. We're excited to be back for a really interesting event is called Sports Tech Tokyo World Demo Day. This next guest has been at it for a number of years. A really cool technology. We're excited for the conversation and to welcome Mark Philip. He's the founder and CEO of Are >> You watching this Mark? >> Great to see you. Good to see you, too. Absolutely. So, first off, you've been Thio Park before. Here I have. It's been way too long. >> There are >> a few iconic stadiums in the world, and this has got to be one of the great. So let's get into it. So what is are you watching this all about? >> We are the best friend that is >> giving the digital tap on the shoulder when it's time to run to the couch. We monitor pitch by pitch, shot by shot data to figure out when the game gets exciting. I love my Yankees till death, but the >> Yankees Red Sox occasionally tend to >> take over my entire night when they play each other. So being able to get that tap on the shoulder saying, Hey, it's time to tune in or stop raking the leaves, there's a no hitter through eight. Okay, that's what we try to do. Okay, so let's break it down before we get some of the applications into which actor doing So You guys air, You're actively watching these games. You've got some type of an algorithm based on scoring plays. Pitch count. Are we? What are some of the things that drive? Whether this is an exciting game or not, it's a great question. The easiest way to think about it is if you imagine what a win probability graph looks like. So game probably starts off in the middle. Might go up or down based on who's winning, the more violently that graph goes up and down generally, the more exciting the game is, so when probability is a big factor. But also you think about rarity whether it's we had a no hitter last night, we had the Astros with a four picture no hitter a few weeks ago. You know, those sort of things that you don't see often, even if the game's nine nothing, even if the wind probabilities and changing. If that's a no hitter, that's something you want to turn into, right? And so are you tapping into just kind of some of the feeds that are out there in terms of what's happening in the game or you actually watching and using a I in terms of actually looking at a screen and making judgments? Sure, thankfully, I'm not watching or else I would never leave the house. But for us, it's about getting that real time live data. Okay, so I can see balls and strikes on my servers faster than I can see it on live TV, which is a little bit mind bending of time. So we work with the the official data sources. So whether it's a company like sport radar or stats or opt or Abels and pretty much anyone around the globe, we pull in that real time data so we can give people that tap on. The show says Hey, run to the couch. Run to the bar, tune in. Something interesting is about to happen, right? But what's entering your B to B play. So your customers are not me. Jeff, go to the couch. You're working through other people that might be motivated to have me run to the count. So how does your business model work? Who are some of your customers? What are some of the ways that they use your service? >> I'm I'm the guy behind the guy. I'm behind the >> Red Curtain, pulling the strings, you know, for us not to paint with an overly broad brush. But we're based in Austin, Texas, and one of the big things about a city like ours versus the city like this is that our companies tend to skew very B to B versus the Bay Area, which generally excuse a lot more B to C. So pitching to the cable companies, the sports providers, probably CBS Sports is our oldest customer right now. We work with small startups, more established folks, and everyone uses this differently. But the goal is the vision. Is that whether it's your DVR recording automatically when the game gets good or just making sure that, you know, maybe you want to place a bet on the Giants or if you are, ah, glutton for punishment my lowly Knicks if the if the spreads. Good enough, you know, getting that nudge when games get exciting is an accelerant. Not just for watching in, but I think, for fandom. Yeah, well, when Kevin Durant comes back, you'll get a bit more exciting >> Nets, not Nick's. I'm gonna give you one free one. So we had a conversation >> before we turn the cameras on about, you know, kind of this. This never ending attention span competition and the never ending shrinking of consumable media. And how you guys really play an interesting role in that evolution, where if you can give us a little bit deeper background, >> I think it's fascinating. You look at >> the N B A. That really any league. If you rewind five years ago, you have to pay to 5300 bucks to get access to anything digitally, and then you got access to everything, and then the NBA's said, Well, maybe just want to buy one team, so we'll let you pay things around 80 bucks and they just want to watch. One game will sell it to you for eight. I just want 1/4 with such for dollar 99 if you just want a few minutes with silty for 99 >> cents, and now they've done that really, really quietly. >> But I think it's seismic because I think all leagues we're gonna have to follow and do this. So if you look at these snack passes and especially as thes NFL rights are coming up, I could easily imagine someone like a YouTube or, I should say, a Google if they were to grab these rights, how easy would be to go to YouTube and get a game for a few bucks and how well their entire infrastructure would work. But rewind to today when you have 10 to 20 states that are online. As far as gambling goes, you take gambling. You take excitement analytics and you take the snack passes and you kind of mix him up in a pot and you get this vision of I can send you a Texas is Hey, LeBron has 60 points with 3/4. Do you want to pay 99 cents tow, Watch the finish, or do you want, let's say, place a wager on if he's gonna be Kobe's 81 point Lakers record and then we'll let you watch for free. And so getting both sides of that equation, whether your die hard or casual fan, it's hard to say no to both those options, right? And do you see within your customer base that drive to the smaller segmentation of snack packs? Is that driven by customer demand, or are they trying to get ahead of it a little bit and offer, you know, kind of different sizes of consumption, I guess, would be the right. >> Sure, I think the horse is out of the barn. I mean, imagine if >> we were still buying complete albums. Of course, we're buying tracks when we just wanna track the idea that we have to buy an entire season. No foul, 2430 games in an MLB season. Why won't you let me buy just one game? I say MLB leaves a million dollars on the table every single time is no hit bid because there's tons of people who have cut the cord, don't want to run to the bar, but would happily pay 99 cents to stream the last inning of a game on their phone on their commute. So I think it is a combination of digital. What shoring in that We're able to do these three single track sort of purchases, but also its people continue to cut the cord and rethink about how they spend their media dollars. It makes sense really interesting. So we're here. It's sports Tech, World Demo Day. What do you hope to get out of today? Why are you here? Gosh, at least to pay homage to the reason why I went to Tokyo for the first time and had life changing Rama and I feel like I need to sort of complete >> the cycle. Uh, sports like >> Tokyo is an amazing program. There's lots of different events that have shaped different ways. But there's something really unique about this. And when we all lands in Tokyo, I think it was something like 80 different entrepreneurs that came into met to meet with all of the Japanese sponsors. Everyone had the same vibe of just really happy >> to be there. >> They didn't take a percentage of these startups coming in, so you really saw different sizes, not just early stage, but late stages well and everyone was there, too. Connects and innovate and do interesting things together. So many of us were there for the first time that there's just a vibe to this event that I haven't seen in my 10 plus years in sports. Tak interesting. Well, Mark, great to sit down with you. Really cool story. And, um, I guess I'll be watching for your watching for your app. Is the man behind the man coming through my phone? Real sand Sounds great. >> All right. He's >> Mark. I'm Jeff. You're watching the Cube World. World Tech demo today here at Oracle Park. Thanks for watching. We'll see you next time.

(upbeat music) >> Hey, welcome back everybody. Jeff Frick with The Cube. If you can't tell over my shoulder, we are at Oracle Park. It's a glorious day. The marine layer is burning off and it is really spectacular. We're happy to be here. Haven't been here since, I think 2014. It's an interesting event called Sports Tech Tokyo World Demo Day. About 25 technology companies in the sports area are giving demos all day today. It's a huge program, and we're excited to have our next guest coming from the analytics side. She's Sezin Aksoy, Global Data Strategy and Analytics for AXS. >> Correct. >> Welcome. >> Thank you. >> Absolutely. >> Glad to be here. >> So Global Data Strategy. Everything's all about data. >> Correct. >> So, somebody's really happy to have you on board. What are so... What do you, what are you working on, what was top of line. >> Sure, so it's going to sound cheesy but data is the power of the world. >> Yes. >> It's going to empower people making better decisions, so that's kind of my role is at AXS. So AXS is the ticketing platform for live entertainment events. We operate in the US, Europe, as well as in Japan. And, if you think about it, when a consumer comes to your website, that's the first touchpoint that you have. Whether they buy the ticket or don't. Whether they buy or sell, and transfer the ticket, or they attend the event, all those are various touchpoints that we are collecting. So that we can inform our clients to make better decisions with data. >> Right. >> Whether it's pricing decisions, or marketing decisions, or scanning an event, which gates will be more busier than others. So, that's kind of what my team works on. >> Excellent. So, let's jump into a little bit on the dynamic pricing. >> Sizen: Hm mm. >> Because we saw, we've seen dynamic pricing. And you said you were in the airline industry. >> Correct. >> We've seen it in the hotel industry. >> Yup. >> My father in law talks about when he was doing dynamic pricing as a young kid. >> Sizen: Okay. Just making a call when somebody came through the door, at eleven o'clock. >> Sizen: Yeah. (laughs) >> Jeffrey: What's my marginal cost... >> Okay, yep. >> Jeffrey: with somebody in that room or not. There's really slow to get beyond, kind of the entertain, oh excuse me, the travel industry for other people... >> Hm mm. Yep. >> To kind of get on board the dynamic pricing. >> Yeah. We saw the Giants here... >> Yep. >> Actually a couple of years ago. We came by, they were starting to do dynamic pricing. >> Sizen: Hm mm. >> A Friday night Dodger game, compared to a Tuesday day... >> Sizen: Yep. >> Milwaukee game, very, very different. >> Sizen: Hm mm. >> So, what are some of the factors going in, what are some of the resistance, >> Sizen: Yeah. >> that had to be overcome for people to actually accept that it's okay to charge more for a Friday night Dodger game, than a Tuesday afternoon Milwaukee game. >> Yep, so yeah, so my background start with the airlines, which is where dynamic pricing, revenue management started at, specifically the American Airlines. If you think about there are a lot of similarities between airlines and live entertainments. Fixed costs, you have to, flight has to go, or the game has to be played no matter how many people are there. So, you really have a limited time to really maximize your revenue. And you kind of have a product that the demand level is different by day, whether it's a Tuesday game or Friday game. It really something you have to study the sort of the behavior from the consumers when they buy their tickets. What are the factors they put into play to make that decision? And in that mix, San Francisco Giants was one of the first teams that actually incorporated dynamic pricing about ten years ago, that slowly. The challenges with it is we are not as the consumer, not as trained to know that the price may change. Hotels, airlines been doing it for years and years. >> Right. >> And for them, also it didn't start from like doing all the flights in day one. So it's really needs to be a phased approach. It needs to be a lot of education for the public, and to think about the right way to think about it is, you want incentivize people to buy early. And you want to make sure they are the ones that getting the best price, and not necessarily the people that are buying last minute. >> Right. >> If you're buying last minute, then you must accept that it maybe the available today you're not looking for or the price not you looking for. But I will say though that plans change, people decide to not attend the game. The reason is that, potential for finding other seats for that similar game. But, really for you, have your plans. It's better to buy early, and that's kind of what the industries needs to be trained on, more and more. >> Right. >> Was there more opportunity in getting additional value out of that high demand game? Or was the bigger opportunity in getting, kind of lowering the prices on the less desirable games, and getting kind of marginal revenue on that side. Where was the easy money made, >> Yeah. >> Jeffrey: On dynamic pricing? I mean the immediate impact is from the high value seats for the high value games, cause that's really is your premium product at that point. But in the meantime, there's always a low number of seats that you have in your premium area. And if you find the right price, and if you start earlier. And really the goal is to sell all the seats, and to fill all the seats. >> Right. >> Also, just selling the seats is not, doesn't get you far enough. You want to make sure people actually come to the game, and they're the people that are going to attend the game. Right? >> Right. >> So, if you kind of, the lower level has many more seats, so it's really has to be both ways. It can't be in one area, either dynamic pricing and you don't do it. It's just all about training the public and consumers. >> Right. Now, the other interesting you said in your kind of intro, was keeping track of... What are the busiest turnstiles? And where people coming? And the flow within the game. >> Sizen: Yep. >> What are some of the analytics that you do there, >> Sizen: Yep. >> And how are teams using those... >> Sizen: Yep. >> that information to provide a better fan experience? >> Yeah, so we have scanned data, and we actually have it real time. So, we are able to provide the teams. We have kineses streams, not to go too technical, to kind of empower them to do their game operations in a certain way. So example would be, you could study the past games and understand where people came from. Typically for a Friday game verse a Tuesday game, your crowd will look different, right. The Friday game, maybe the more the families or Saturday or Sunday. But Tuesday may be more corporate world, right. So understanding they're patterns, but also than having that data accessible to you to real time. So, that way you're able to see how many people are coming in from this one gate to other. You can man the gates differently that way. And the real time data is not something that comes just easily. There's a lot of infrastructure built for it. >> Right. >> But we've done it at AXS, and we've been able to provide to the teams so they can manage their getting in better. >> Right. >> So real time's interesting cause you know a lot of these conversations about real time, and I would say, "How do you define real time?" And in my mind, it's in time to do something about it. >> Exactly. >> So, using real time, I mean are there things they can do in real time to either lighten the load at an overdone gate, or... >> Sizen: Yeah. >> What are some of the real time impacts that people are using this data to do? >> Yeah, so exactly the example you provided. Like making sure there are more people at this one gate as opposed to others. But also, like knowing who's coming into the arena. So AXS's I-D ticketing, I-D based ticketing platform, so we actually know who's coming in. It's a rotating barcode, so if you just copy-paste the ticket, and text your friend. That doesn't work, that eliminates fraud as well. But because we know who's coming in, you can actually empower your sales reps as a team to make sure you are, you know, if they are coming to a suite or a premium area. So in so actually just scanned in, so you kind of come up with ideas for sales reps. As well as some of the marketing activations, like... It could be that you have people that typically come in late. You want to incentivize them. You could actually come up with promotions on merch and food and beverage to incentivize them early, right? Or at the same time you can actually, there are some platforms that do marketing activation. You may have had a lot of hotdogs left that you couldn't sell. Towards the late quarter, you could send a message to everyone saying, "Okay, ya know, hot dogs are 20 percent off." >> Right, right. >> So that, you need real time for it, for data for that. Cause you again need to know how many people scanned in. You may want to know how many people scanned out. So for some conferences and other type events, you want to make sure there's a Fire Marshall rules, so you want to make sure. So all the real time data is helpful for that if you just look at the purchaser data, you're not going to get that specifically there. >> That's really interesting cause I was going to say, What are some of the next things that we can expect to see dynamic pricing applied to, and you just went through them which are really situational specific. >> Yep. >> Opportunities to clear inventory, to do whatever. >> Exactly, it's not just a ticket purchase. It could be applied to other things as well. >> Right, Right. >> Yeah. >> How cool. So what other kind of data sets are you looking at to help teams that maybe we're not thinking about. >> Sure, just when people buy their tickets. What marketing may have they done, so that we can understand the web traffic, and did they buy the ticket when you send out that email. Or did they buy it three days later. So that's one area. As well as sort of, the inventory that you have available for that game. Does it sell faster for that Friday game versus a Tuesday game? We also, we're a comprehensive marketplace where we have both primary and secondary in the same map. To give the convenience back to the consumers, so you kind of have a chance to see all the inventory available in front of you. So, a bit of understanding how tickets transact in the secondary marketplace is helpful for the teams to really price their product better. Cause sometimes we have... I work for a team, so I have that background where you may have just 20 price points, and you've done it for 20 years but it's been certainly changing then. But now that you have all these different data points on the second, you also you kind of maybe is like, 'Okay I need 40 price points really because there's that much differentiation demand. >> Wow, really sophisticated analysis... >> Yeah, it's a passion area for me, so... >> And doing the real time, real time data flow and everything. >> Yeah, yeah. A really interesting, interesting conversation. >> Yeah. >> To go so far beyond just dynamic pricing. >> Exactly. >> It uses more sophisticated methods to get more value, provide better experience for the fans. >> And actually in Japan, they do more about dynamic pricing. So they utilize our platform to actually able to price every seat differently if they wanted to. We've just went out with on sales for Big League teams, and that's how they apply that. So it's been used elsewhere, maybe in the U-S in sports. It's definitely catching up, and it's much much big difference from the 10 years ago. But, I think Japan has already been kind of doing that. >> Excellent. >> Mm hm. >> Well Sizen, thanks for taking a few minutes, and sharing those stories. There's a lot going on behind the scenes that may not be conscious of, but hopefully we're getting the benefit of. >> Yeah, thank you. >> All right. Sizen, and I'm Jeff. Yes, we're live. They're banging on something down there. I'm not sure what, but keep watching. We'lls be here at Oracle Park in San Francisco. Thanks for watching, and see ya next time. (upbeat music)

>> Hey, welcome back, everybody. Jefe Rick here with the Cube. Where? It Oracle Park in San Francisco, on the stork with cubby code. We're excited to be here. They're moving a lot of dirt, I think downstairs. But we're at a very cool event. It's called Sports Tech Tokyo World Demo Day. And we're excited. Have our next guest. He's Todd Simms s VP of corporate development from access taught. Great to see you. Great >> to be here. Thank you. Absolutely. So, for people are familiar with access. Give us kind of the company over here. >> We're a global ticketing company. We were launched out of ah global sports and entertainment company called E E G in 2011. And we serve live the live entertainment market and ticketing. Excellent. >> All over the world, >> different types of events. >> E e g. Is a global company with a run venues worldwide. And we serve them as well as third party clients. >> Okay, great. So we're here. It's sports tech, Tokyo. It's a little bit different. Type of an organization. Kind of an incubator. Not really an incubator kind of association, early association, but certainly a community. Why are you guys here. What is this organization mean to you? Why is that important? >> Yeah, it's really important. We We launched our ticketing service in Tokyo last year, and you know, that's a market that we love. It's a vibrant large market with super passionate fans, both on the sports side and on the music side. What it really needs is more of an ecosystem. It can't just be a new, innovative ticketing platform needs all the bells and whistles around it to really innovate the fan experience. And that's what these startups are doing. I >> just I just love this job because, you know, you think of many industries if you're not familiar with them, and they seem really simple on the outside and like everything, once you get under the covers, >> a lot more going on. So >> from the outside, looking in a ticket is a ticket. Yeah, what's the innovation and tickets? What's different about somebody in Japan buying a ticket to watch a baseball game than >> somebody find a ticket to come here to talk >> a little bit about what we're bringing to Tokyo and what we brought to our platform of clients here in the States as well as in Europe, and that's really a digital I. D based ticketing system. So when you walk into the Staples Center at L. A live in Los Angeles, that thing that's getting scanned is not a ticket. It's an identity, it's you. And what's being reviewed is whether you have access to that building on that night or not. So what that allows for is full data around the customer base. Every president of every team wants to know two things. They want to know who's in there building, and they wanna have some control, whether it's economic control or otherwise on the secondary market. Our digital I D ticketing system enables both of that, and that's kind of the innovation that we're bringing to the Tokyo market. >> But I would imagine when you say, you know it's me, you know the opportunities way beyond that because now you know what in my preference is, how often do I come? What kind of beer do I like to drink? It just opens up a whole kind of CR m ah, world of opportunity for this relationship between the team now in that person with that barker, >> absolutely, and that happens today, but what you're missing is every time someone comes in with a paper ticket, you're really not sure who's entering the building. So that eliminates that piece of that. And it gets all these teams with analytic departments to really have a full picture of their fan base. So, you know, they may have been investing in some of this and capturing 60 70% of their who's in the building. Now they have 100% right, >> and I would imagine they've been doing this for a long time, with kind of their season ticket base and knowing they're in the building. But it got a lot of data on their season ticket holders. How is that? You know, changed. What can they apply there to? The casual fan that maybe bought a ticket on the secondary market and his, you know, common is sitting in the bleachers? >> Well, it's huge >> for up sales and establishing that relationship. A lot of teams, if you've you know, just buying a single ticket off a secondary market, you're nowhere in that database now because of our I D based system. Those people are now prospects for either mini pack or a season ticket back. It's right. Just >> curious how the rise of the secondary market really impacted the teams and how they think about their own ticket based. I think the 1st 1 is probably StubHub back in the day for some, and it all happened kind of outside the purveyor of leagues and outside the purveyor of the teams. Likely, they're pretty smart and figured out we need to be a piece of this. So how did that kind of evolution change the way the teams think about their fans? Well, look, I mean, teams >> like music promoters, they Sometimes they like the brokers getting involved because it takes risk off the table. I think teams air realizing, though, that a riel yield management perspective on their ticket inventory to really revenue manage this appropriately. They have to take a holistic approach on their >> tickets, and any time you >> have a segment of your >> ticket base where you really don't have control of pricing distribution, >> all of that, it really hurts and it has an impact on your unsold primaries. So what teams are looking to do is gain more control and manages inventory more holistically to do that you really need to know all the data. And again, the I. D based ticketing system enables secondary sales. But at least you are tracking those sales and, you know, from one person to the next who who sold it, who bought it >> right? I'm curious to get your perspective on on the difference between if you arm or >> entertainment focused. So you know, the Rolling Stones were in town a couple nights ago, and it's really a one shot deal for the Rolling Stones in the Bay Area that night versus the Giants game, right where you're hoping that your people come back over and over. Did they think of it differently? Or is it Maur? You know, Jeff, you like music? You went to the Rolling Stones last night. Maybe you'll come and see somebody else tonight. Is that is that well, can't were they? No doubt, sports teams are >> a lot smarter about their fan base. They have loyalty built in. They have got history, you know there's variability. There's night of game. And then there's weather in who's on the mound and all of those factors. But promoters are, ah, lot more in the dark about, you know, Is this an artist that you know? How much credence can they put in the last two? Or they did. It's too been two years. Is that artist still going to sell appropriately or similarly than they did last time again? The secondary market on the music side is made a bigger issue because of that variability, and those promoters are willing to take risk off the table. But the same thing applies in order for them to really manage and revenue manage that tour. They really need to know who's buying and grab some of that secondary economics out of the system. Right? And that's again, what our platform enables, and that's what we're really bringing to the Tokyo market. It's really exciting. That's a great market for >> us. I was gonna say just to close. >> You know what's special about the Tokyo market either? From an opportunity side, we're kind of a unique way which they do things or unique way in which the kind of the fan experiences as you look at that market. >> Well, it's interesting. I mean, in a culture that is so reliant on such interesting technology, these ticketing technology is actually quite old, and so we're excited to bring that. We've got great partners past Revo is our partner there, and they're really selling that through the Yahoo ticketing channel. Uh, they we have we just signed the B league, which is the professional basketball league will be rolling them out in their fall season coming up soon here. But basically, they are looking for the same things. We're looking for more data and Maura capturing of the secondary market, and we can bring that to them. >> All right. Well, Todd, thanks for taking a few minutes. Pull the covers back off ticketing A lot more going on than people think. Thank you very much. All right, He's >> taught. I'm Jeff. You're watching The Cube. Were Rhetorical Park on the shores of >> McCovey Cove in San Francisco. Thanks for watching. We'll see you next time.

>> Hey, welcome back, everybody. Jefe Rick here with the Cube were at Oracle Park, and they're moving a bunch of dirt downstairs, but we're happy to be her. Anyway. We're here to really cool thing called Sports Tech Tokyo World Demo Day. And we're excited to have our next guest. He's heavier. Altamirano, the director of innovation for sport Radar of your Nice to see you. >> Hi. Nice to see you, Jeff. Thank you for having me. >> So for people aren't familiar with sport radar. What you guys all about? >> Yes, the world all about sports date on day and fan engagement. So whenever you want to place a a safe ah, bad Latina market, that's biddings. Regulated are mostly in Europe, for example. Ah, you would use ultimately our data also, whenever you're looking for first time Ah, stat line coming out or you're one to power your fantasy game. That data ultimately comes from us. So >> we talked about before we turn the cameras on. There's lots of sources of data, but your guy's unique value proposition, speed and accuracy is all right. >> Absolutely, Absolutely. You want to think >> of sports data like the same us? Your ticker from the stock market, right? You want to have it fast and reliable as possible. We've been doing that for almost two decades. We have experience, keys and experience in many different ways of collecting. Collecting data from around the world were 2000 people strong 30 offices around the world, dedicated just to collect and into into work with data and evolve and change the narrative of how people talk about sports. >> Okay. Were you guys base? Where's headquarters, >> eh? So we're ahead course in St Gallen, Switzerland, and in the US we have offices in San Francisco in a Minneapolis, uh, New York and endless magazines. All >> right, cool. So we're here in sports Tech? Tokyo will Demo day. What do you doing here? What does this event all about for you? >> Absolutely. This is >> Ah, great events. The grain. And they were shot out to Michael Pearlman and scram Ventures, and they're putting together this ecosystem, right? They want to bring all the best technology, the best sports technology that's out there in the world. Uh, you know, with Japan having all these events leading up to the Olympics next year, bowl so all the way through 2026 what they do, Jeff. They come up and they bring all of those large, great companies that they have conglomerates. And they make you make all of this, um, big opportunity for everyone who's due in something with sports technology in some way, shape or form. And then there's a lot of collaboration. There's investment. There's a lot of things happening there. We we definitely would certainly fit in, especially with our accelerator program. >> Okay. And then, are you guys already in the market in Japan, or is this just kind of a new boost? Into what? What you've already got? >> Things definitely knew boost >> for us. Uh, Asia? Absolutely. Ah, A future focus of also pressing and future focus of us. There's great things happening there, for sure. >> Okay, Now you're director of innovation. So you're actually looking for Toby to be opportunities to take your technology in some different directions, tell us a little bit more about what you're working on? >> Absolutely. Um, I leave the accelerate our program where we provide our data to Some early stage companies were doing something innovative with sports data, so that allows us to a keep tabs on, keep a pulse on innovation that's happening outside of our walls s Oh, that's our external innovation initiatives. But that allows early stage companies to get data and to use their funds into product or marketing or what have you so that they can really develop it and really, you know, uh, deliver something that which we think they can >> write. And you said, you have a couple of partner companies that are here today, correct? >> Absolutely. Absolutely. Yeah, we have two companies who made it to the finalists were absolutely, very, very proud of those that Edison and also a really So So the guy's a shock. It ah, Edison and Colin and steam, Really, they're great people, and I'm really in a really happy and on really proud to to see them here. >> Good. So what are they doing with your data that's unique in it? Different? >> Absolutely. So what? Edison? What is Zoom with our data's? Our data allows him to better tag and better identify each player that's showing on on the screen. Edison's technology allows for a personalization that its unique you and I could be watching the same game. Let's say we're watching European soccer and your run all the fun, and I'm a messy fun. So you would see targeted messaging and targeted information on Mass. And I will see targeted information on Ronaldo even though we're both watching the same game. That's what, uh, their technology allows an hour. Data propels >> them coming through the lower thirds and the graphics. And how is that house that >> excited zone over late? So it's overlays. >> Html overlays that they can. They provide. So especially for O. T t providers. >> Okay, because obviously I need to have the apse. They know it's me watching and not you for for >> what, exactly that allows for personalization. It's all about personalization, and that's that's definitely something We're very interested in a sport. Reiter. We believe that's the future personalization of the experience watching and engaging with sports. >> It's interesting, though, gives so much of the sports is the communal effect, right? I mean, so much of so much of the greatness of sports is that, you know, two people from different sides of the city can come together and stand shoulder to shoulder and root for their team. So I don't know. Is there some some downside to >> the civilization >> because they kind of or does. It doesn't support the community, because now I hang out with a bunch of other messy A fans and you hang out with their own, although family curious, kind of where personalization fits with community in kind of engaging >> with think baseball park, you know, putting the move to send that and a nice curveball, But definitely you, maybe you you have a >> lot of massive fans who, you know, But they may not be watching the game with you, right? So when you're watching at home, then you're gonna have that experience, and that can allow them for more communication with other people who like the same things that you like, right. But really, personalization is out there in and it's everywhere, right? Like you're everything that you're getting it more and more targeted and we want to avoid you was one of always spam, right? So if anything, a message, that is, if somebody wants to sell your allow those shirt while you're ah, big messy fund, you're probably not gonna like seeing that ad right. So and neither the advertiser will want to advertise you something that you? Definitely not like so that's exactly >> yeah. No, it's interesting. One of my favorite lines about Big Data, right is when it's done well, it's magic. And when it's done poorly, it's creepy. Definitely. Make sure you're gonna tell me the right jersey and other wrong. Absolutely. Alright. Well, Javier. Well, thanks for taking a few minutes. And good luck to your to your two. Ah, entrance into the finals. >> Absolutely. I Thank you so >> much for the opportunity, Jeff. And you're looking forward to seeing the finals >> here. All right. He saw me have Jeff, You're watching. The Cube were in Oracle Park on the shores of McCovey Cove. Thanks for watching. We'll see you next time.

(upbeat music) >> Welcome back, everybody, Jeff Frick here with theCube. We are at Oracle Park, formerly AT&T Park, recently named Oracle Park. Right on the shores of McCovey Cove, in downtown San Francisco. We haven't been here since Sport's Data, I think 2014. I can't believe it's been five years. So maybe now the Giants' situation will turn as we make a run for the pennant. We're here at a really interesting event, it's called Sports Tech Tokyo World Demo Day. And we're here with kind of the master of ceremonies, if you will, he's Mike Proman, the Managing Director of Scrum Ventures. Mike, great to see you. >> Great to be here. Thanks again for the time. >> Absolutely. So what is this day all about? Give us the low down. >> Yeah so, start up frenzy, right? Sports tech community's just in it's infancy right now. There's a lot of fragmentation though, in this world. And how do we best connect start ups to best-in-class companies, right? Japanese companies, there's a lot of excitement in Japan right now. We have Rugby World Cup coming up next month, we have the Olympics next year. How do we enable the start up community to realize those opportunities from a partnership perspective? So, we set out on this journey about a year ago. Bringing together companies of all different stages, all different geographic regions, and all different areas of focus within sports tech. And our job was to connect them to opportunities in Japan. What we kind of uncovered along the journey right, is that this is a community. And that we're building a platform here that transcends Asia, right. We want to help this community, and whether it's connecting them with the venture audience, or otherwise, we feel this is a great reflection of innovation coming in to this industry. >> Now you took kind of an interesting tact. You've called them, before we turned the cameras on, kind of a cohort, kind of an incubator, not really an incubator. So how is this thing structured, how do people get involved? What are some of the benefits of being part of this group versus out there slogging it on your own? >> Well, absolutely, and I think everyone's first reaction is, oh, this is just another accelerator, right? And we've really made a point of not identifying ourselves as an accelerator, for a variety of reasons. Number one, it's a stage-agnostic cohorts, right. So a lot of the companies that are representative here today, the 159 in our cohort, they've raised 10, 20, 30, $40 million. In many respects, they're all grows up, right. They don't need a quote unquote, a traditional accelerator. But our reality is, everybody needs acceleration. And particularly in Asia, Japan in particular, right? You need allies, you need advocates, you need facilitators. And people who are going to help revenue optimization, as well as just breaking the door in some cases. There's a lot of high profile content coming to that region, and if we can help people, it all comes back to us, long term. >> Right, right. And then the other piece, obviously, is the investment piece. 'Cause you work with a number of Japanese investment firms, so that's really kind of part of the, you know, we're sitting in San Franscisco, the event's called Tokyo, the Olympics are a year way, and you're from the Mid-West. So, you're kind of bringing it all together here in San Franscisco. >> You know, sport is the great unifier, right. So this is a great opportunity for us to speak to other industries, and bring the venture community into this conversation. Because, as you know, it's about top-line growth for a lot of these startups, but in many cases, they need capital to be able to accelerate into that growth. And so, you know, it's a very exciting time, and we're here to help support everybody. Our DNA, we're investors, right. We're a venture capital firm. But at the end of the day, what ends up happening is, these companies needs advocacy and connections, and that's what we're here to provide. >> Right, so, you said 100 plus companies in cohort. So, there's a lot of things going on in sports tech, but what are some of the really oddball ones that you're seeing a little further out than maybe most people aren't thinking about. >> Yeah, you know, the trends to me that I'm really excited about personally, are those opportunities that transcend the industry, right. Where is there opportunity for us to democratize things, from just a lead athletes, right, into things that you and I both need. So look at athlete performance. Look at recovery health, as an industry focus, right. Hydration, you look at mental health, sleep health, dietary health, you know. Players of the Giants, they need that, right? But you and I need that too. So where are those technologies that are innovators or thought leaders and leading the way in those spaces? The nice thing about Sports Tech Tokyo is we focus in athlete performance, stadium experience, and fan engagement, right. And there are 13 sub-categories, so it's a very broad based cohort, a lot of different areas of expertise. But bringing them all together is what's most rewarding. >> What's your favorite piece of it? I mean, it's hard to pick your favorite kid, but a couple of interesting companies in the portfolio that you'd like to highlight. >> Everyone's always saying, oh, you put me on the spot. No, absolutely not, Jeff. But in reality, my background is, I've been an entrepreneur for 10 plus years before this. And I've worked with brands like Coca Cola, and the NBA. What excites me most-- >> So we framed you up with a Coke bottle, by the way. >> Thank you very much. That was a nice product placement there. The nice thing is, I'm seeing technology today that didn't fundamentally exist a year or two ago. So I could tell you my favorite right now, in 2 weeks that might be entirely different, right. You're going to meet somebody from Misapplied Sciences, and they are doing some of the most breakthrough, cutting edge tech that, it's mind boggling, in terms of what they can do. And what's great about a company like Misapplied, is that they're doing it in sports, but they're also doing it in retail, and other high-dense environments. And so to me, those are the winners in this cohort. The ones that can transcend sport, and add value to so many other places. >> Right, so, before I let you go, you got a busy day ahead. What's the run of the day, what should people expect who are coming through the gates here at Oracle today? >> Well I said this is not your traditional accelerator. Well, this is not your traditional demo day, by any means, right. Traditionally, demo day is a bunch of company pitches, and then there's maybe some conversation afterwards. To us, this is a celebration of a broader cohort, right. Our 100 plus mentors that make up the Sports Tech Tokyo community. And we wanted to celebrate those individuals, right. The 100 mentors, the 400 plus attendees we have here today. So, think of it as an extended cocktail party, right. We want people to connect, and connect at scale. And so that's the back half of the day. The front half of the day is more content oriented. We have a lot of industry experts, again, common theme is transcending the vertical. Looking at opportunities to bring the venture community into the conversation. >> All right, well Mike, good luck and have a great and very busy day. >> Yeah, thank you so much. Appreciate it Jeff. >> He's Mike, I'm Jeff, you're watching theCube. We're at Oracle Park in San Francisco on the shores of McCovey Cove, thanks for watching. We'll see you next time. (upbeat digital music)

(upbeat music) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're at Oracle Park on the shores of McCovey Cove. We're excited to be here. It's a pretty interesting event. Sports Tech Tokyo World Demo Day. It's kind of like an accelerator, but not really. It's kind of like YCombinator, but not really. It's a little bit different, but it's a community of tech start-ups focusing on sports with a real angle on getting beyond sports. We're excited to have our next guest who's an investor and also a mentor, really part of the program to learn more about it, and she is Gayatri Sarkar, the managing partner from HYPE Capital. Welcome. >> Thank you. Thank you for inviting me here. >> Pretty nice, huh? >> Oh, I just love the view. >> So you said before we turned on the cameras... Well, first off, HYPE Capital, what do you guys invest in? What's kind of your focus? >> So HYPE Capital is one of the biggest ecosystem in sports, which is HYPE Sports Innovation. We have 13 accelerators all around the world. We are just launching the world's first Esports accelerator with FC Koeln and SK gaming, one of the biggest gaming company. So we are part of the ecosystem for a pretty long time. And now we have HYPE Capital or VC Fund investing in Europe, Israel, and now in US. >> So you mentioned that being a mentor, as part of this organization, as something special. Think you're the first person we've had on who's been a mentor. What does that mean? What does it mean for you, but also what does it mean for all the portfolio companies? >> Sure. I'm a mentor at multiple accelerators, but being a part of Sports Tech Tokyo, I saw the very inclusive community that is created by them. And the opportunity to look at various portfolio companies and also including our portfolio companies as part of it. One of our portfolio company where we are the lead investors, Fund with Balls, they are part of this. So-- >> What's it called? Fun with Balls? >> Fun with Balls, very interesting name. >> Good name. >> Yeah. (laughing) They're from Germany and they came all the way from Germany to here. So, yeah, I'm very excited because as I said, it's an inclusive community and sports is big. So we are looking at opportunities where deep techs, where it can be translated into various other verticals, but sports can also be one of the use cases. And that's our focus as investors. >> Right. You said your focus is really on AI, machine learning. You have a big data background, a tech background. So when you look at the application of AI in sports, what are some of the things that you get excited about? >> Yeah, so for me, when I'm looking at investments, definitely the diversification of sports portfolio, how can I build my portfolio from Esports gaming, behavioral science in sports to AI, ML, AR opportunities in material science, and various other cases? Coming back to your question, it's like how can I look into the market and see the opportunities that, okay, can I invest in this sector? As I said, what's the next big trend? And that's where I want to invest. Obviously, founder market fit, product market fit, promise market fit because there's the fan engagement experience that you get in sports, not in any other market. The network effect is huge and I think that's what we VCs are very excited in sports. And I think this is, right now, the best time to invest in sports. >> So promise market fit, I've never heard that before. What does that mean when you say promise market fit? >> Interesting question. So promise market fit was coined by Union Square Venture VC Fund. And they think that where there's the network effect, or your engagement with your consumers, with your clients, with your partners, can create a very loyal fan base and I think that's very important. You may see that in other technology sector, but it is completely unparallel when it comes to sports. So I request all the technologies that are actually trying to build their use cases. They should focus on sports because the fan engagement, the loyal experience, they opportunities, you'll not get anywhere else. >> And I think this is the market that I and other investors are looking forward. If deep tech investors and deep tech technologies are coming into this market, we see the sports ecosystem, not to be a trillion-dollar, but a multi-trillion dollar market. >> Right. But it's such a unique experience, though, right? I mean, some people will joke their fans don't necessarily root for the team, they root for the jersey, right? The players come and go. We're here at Oracle Park, which was AT&T Park, which was SBC Park, which was I can't even remember. Pac Bell, I think, as well. So is it reasonable for a regular company that doesn't have this innate, kind of, a connection to a fan base that a lot of sports organizations do that's historical and family-based, and has such deep roots that can survive, maybe, down years, can survive a crappy product, can survive, kind of, the dark days and generally they'll be there when things turn back around. Is that reasonable for a regular company to try to get that relationship with a customer? >> So you asked me one of the most important question in the investor's relationship or investor's life, which is the cyclicality of the industry. And I feel like sports is one industry that has survived the cyclicality of that industry. Because, as you said, a crappy product will not survive. You have to focus on customer service. You have to focus that, okay, even if you have the best product in the world. How can I make my product sticky? I think these are the qualities that we're looking into when we are investing in entrepreneurs. But the idea is that if we are targeting start-ups and opportunities, our focus is that, okay, you may have the world's best product, but the founders should have the ability to understand the market. Okay, there are opportunities. If you look at Facebook, if you look at various other companies, they started with a product, which maybe, okay, friends saw a dating site and they pivoted. So you need to understand the economy. You need to understand the market. And I think that's what we are looking into the entrepreneurs. And as to answering your question, the family offices, they're actually part of this world start-up ecosystems. They're seeing if there's an opportunity, because they're big, they're giant, and they're working with legacy techs like Microsoft, Amazon. It's very difficult for the legacy techs to be agile and move fast. So it's very important for them if they can place themselves at a 45 degree angle with the start-up ecosystem and they can move faster. So that's the opportunity for them in the sports start-up ecosystem. >> All right. Well, Gayatri, thanks for taking a few minutes and hopefully you can find some new investments here-- >> No, thank you so much. >> over the course of the day. >> Thank you so much for your time. >> Absolutely, she's Gayatri, I'm Jeff. You're watching theCUBE. We are at Oracle Park on the shores of historic McCovey Cove. I got to get together with big John and practice this line. (laughing) Thanks for watching. We'll see you next time. (upbeat music) >> Camera Crew: Clear. >> Jeff: John Miller. >> Gayatri: Oh, yeah.

(upbeat music) >> Hey welcome back everybody, Jeff Rick here with theCUBE. We're at Oracle Park, recently AT&T Park just renamed, it's a beautiful day. Home of San Francisco Giants, they're on the road, we're here at a pretty interesting event, it's called Sports Tech Tokyo World Demo Day, brought together coalition of about 100 startups. 25 of them are giving demos today on technology as it relates to sports but even more importantly, that can then be used in others beyond sports. We're excited to have an athlete on, not just another tech, crazy guy. He's Brendan Harris, he's an athlete and resident at SeventySix Capital. Brendan, thanks for stopping by. >> Thanks for having me. >> So what is that, I've heard principles and entrepreneur residence\\\, what does a athlete residence do? >> It is essentially a play on the entrepreneuring residence. I was introduced to SeventySix Capital, I finished playing at 15 and I was doing my MBA at Wharton and in Philly, and got introduced to Wayne and the guys at SeventySix and they are kind of putting together an athlete venture group where they're bringing in a lot of athletes that want to be investors and kind of providing them access to deal flow. And then also leveraging their social capitals, so, he was kind of tickled when he coined the term athlete in residence and threw it on my business card and that's where we're at. >> Right so I'm just curious, your perspective as an athlete as you look around at all the technology that's going into sports, right. Kind of the big categories are that which helps the players play better, there's that which helps the people run the teams better, and then there's that which is really kind of part of the fan experience, I mean, you actually had to go down and try to put wood on a ball coming at you 90 plus miles an hour, all this other stuff, do you see it as interesting, is it a distraction, is it entertaining? How do you look at from an athlete's perspective? >> So, yeah, so a lot to impact, so, first of all, I have this equal view of fascination and frustration where a lot of this wasn't around when I was playing, certainly from the field, now we're taking in things like recovery and rest and sleep, but I think players and me personally, are fascinated with how can we improve on field performance and I think baseball's such an imperfect game and you fail so often. Being able to turn things that were previously subjective and apply data and tech to make them objective and give you answers, I think it's fascinating. The ways that we can use data to kind of promote performance and health and all those things are very fascinating. So from a player's point of view, we are all about it but at the same time, I think this is why I've loved to get into sports tech is there's a lot of data that's just noise that's coming in and things and so the tough part is kind of weeding through and what is actionable info and what can actually help improve beyond field performance and then, along with that, we want to feel the product on the field, but also what what the services for the consumer and the fans are and how can we improve that and then engage them because certainly sports are a part of the culture and part of life now and it's fascinating, these fans want to know more and more and more, certainly what's going on and it's been a great journey. >> Right so on the fan experience specifically, we've been here a number of years, Bill Styles' a good friend of mine, and another Wharton grad. And talking about high density WiFi and the app on your phone and food delivered to your seat, I mean as an athlete on the field, do you look at kind of of all these things as a distraction, do you appreciate it's more competitive environment these days in terms of people's attention and kind of that entertainment dollar but I would imagine from the between the lines it looks like, hey, the game's down here people. >> Yeah. (laughing) It's been interesting because one of the problems major league baseball's been trying to address is pace of games right? And if you really look at the data, they're not that much longer. What's different, we're wired differently, right? So our attention spans are shorter and we're constantly addicted to our technology. So these guys like Bill, are trying to leverage that and try to have your food delivered and try to increase the social component, increase the value in the in-venue experience so that you're not only watching the game but you're social enjoying it at the same time and kind of filling those gaps. A lot of it is, yes, and I think, there has been balls flying into the stands since baseball's been playing but the need to put the netting up has come a lot of times because nobody's watching. Some people aren't, not nobody, but a lot of people aren't watching the games are getting hit with a lot of these foul balls. So there's that component, where there's some unbelievable things are going off on the sides but it's baseball still going to be kind of very similar within the confines of lines. >> The other piece that I find really interesting on the data side right, is there's so much data, right? There's data, data, data. Obviously baseball's built on data and arguments about data and conversations about data. But now it's kind of gone to this next gen with wins over replacement and all these other things, but sometimes it's funny to me. It feels like they're forgetting the object of the game is to win the game and it feels like sometimes the metadata has now become more important than the data. Did you win or lose and it's not necessarily being used as a predictor for future performance but it's almost like a stand alone game in and of itself. We forget the object is to win the game and win a championship, not to have the highest award number. Do you sense that frustration, does that sound like something you see-- >> Yeah, I think what you're getting into a lot of times is how are we making decisions, right and in the game a lot of times people forget that human beings are out there performing and so I think that's how we've gotten into Moneyball 2.0 when looking at development. Certainly mental health in focus and game preparation have come into play more and you're seeing some managers, Mickey Callaway just came out said 80% of my distances go against the data which I thought was a little bit interesting but so there is that fine line where you have to filter in what's noise and what's actionable and at the same time, allow your managers and your decision makers some flexibility to go with they're there in the heat of the battle and they kind of of know their guys and they know the human element that's involved. It's an interesting balancing act. >> Right so from your new job and your new role, what are some of the things you hope to see today, what are somethings that you're excited about from an investor and in having played the game as well as looking forward to the evolution of sports? >> Two things, specifically how the, I'm certainly biased to the performance on the field, and the human element and certainly, everybody wants workout secrets and I don't feel like it's, whether it's athletes or the kind of weekend warrior or people that are senior citizens. I don't think it's as simple as, this is work and you should do this, it's a very personalized experience now and I think some of this personalized digital fitness is fascinating to me and then how it relates to and how your body relates to your diet, your nutrition, your sleep, your recovery, I think all those are fascinating that advances that I want to look into more. And then second is, as I kind of mentioned, is the fan engagement aspect and how do we drive those fans, that digital, and make it actionable and monetized, right. So that you have your fans that are following your Facebook, your Twitter, and all those things and so how do you, not only engage them but collect that data and then kind of personalize that experience, engage your fan in a way that can kind of grow your brand. It will be interesting to me. >> Really interesting to have your perspective and I'm sure it will be a great day and you'll see all kind of crazy stuff. So thanks for taking a few minutes. >> Yeah, anytime, thanks for having me. >> All right, he's Brendan, I'm Jeff, you're watching theCUBE. We are at Oracle Park in San Francisco, thanks for watching, we'll see you next time. (upbeat music)

>> from Santa Clara, California It's the Cube covering techno ovation World Pitch Summit 2019 Brought to you by Silicon Angle Media. Now here's Sonia to Gari. >> Hi. And welcome to the Cube. I'm your host, Sonia to Gari and we're hearing oracles Agnew's campus in Santa Clara, California covering techno vacations world its Summit 2019 a pitch competition in which girls from around the world developed mobile lapse in order to create positive change in the world with us. Today we have team tech witches from India with a nun. You Grover said in there. Um, when she got the other, um, and Anushka Sharma. Welcome to the Cube. And congratulations on being finalists. Thank you. So your app is called May 3. Can you tell us more about that? >> Yeah. App is an android application which connects old age homes with orphanages so that senior citizens can spend time with orphan children on individuals like you and I and everyone else can volunteer and donate to old age homes and orphanages through our app. >> Okay. And so how would someone used the Afghanis? Oh, go through Step by step >> s O as an individual. If you log into the app usually do lis. So if you press on connect, you could either press on connect to an old age home or connect to. And often it's so. For instance, I want to connect to an old age home. I press that button I would see a list off old age homes. On that list is a list of organizations that have signed up on the APP. So I press on their arranged on the order off proximity to my location. So I pressed on. Whichever one I want is a view, and then I see all of their details. I could contact them, connect to them by messaging them, calling them up, viewing their website or even navigating to their location using who will maps. Then I could also press on, see what donations they require and see exactly what they need. For instance, if an organization requires clothes or blankets, I would be able to view that on donate accordingly. Okay, >> so it's not just introducing older people to orphans, it's it's more about like, just like what can we do as a society to like donate to exactly >> on as the administrator? Often old days home, you can connect to an orphanage on organized meetings between senior citizens on children so they can spend time together and have fun activities. For instance, we have already conducted two activities in which people mingo together on the children were singing songs and they were even, you know, sharing stories. They were dancing together. It was really heartwarming. >> Wow. And do you have any other success stories from what's happened so far? >> So yeah said the two meetings that have been conducted already were huge successes in our opinion. So we had children from an often it's called cyber ball creep are going to an old age home on dhe. They spent time with the elders there, talk to them, mingled with them, learned about their life experiences on DDE up in the other meeting to reverse singing songs on Theo. Elders and children were sort of having fun together, and it was amazing. >> So I visited your instagram page and which looks amazing, by the way, thank you. And I noticed that there were a list of activities for every for for them to do when they meet each other. So can you tell us more about those activities? >> Yes, so some of the activities I already talked about them, but they could also sort of have a picnic together, get some food for each other or the children could make drawings, write poems for the elders. And those can be put up in the old age home itself so that even after the children leave, it's like a reminder and a token of love for the elders that reminds them that they are loved on the you are cared for Andi. They could also have other activities, like yoga sessions together, maybe read books to each other. There was other kinds of activities that are listed on. How did >> you come up with this idea? >> Oh, well, the initial inspiration. Or I wouldn't say inspiration. It was a bus, the incident that happened to me. So I lost both of my grandparent's. Within the span of failure, I lost my grandmother, too, can't cancer. And then after her, she passed away. My grandfather sort of felt like really lonely and that he had lost all purpose in life. On I could see firsthand the effects that loneliness could have on someone's mental and social well being on that lead to health problems that he never, ever had before. And we lost him in, unfortunately in January this year, so I really wanted to work on senior care on. Then. My teammate Basseterre suggested that we should also include orphans within this. Since you know we in India especially, we have a very strong familial bond between children and grand parents, and the's children do not have that same connection. They grew up without that kind of nurturing love that only parents or grandparents can provide to a child on. So we felt that we should be solving both of these problems and bridging them together in some in some way on. That's how we came up with this idea. >> It sounds like it's an amazing idea, and it also sounds like it could help more than just the community that you're in. But it could really help the whole world because so many people deal with loneliness, especially in old age or orphans who want love from a grand parent or parents, so it just sounds like it could be really useful. It's a lot of people, thank you. So how has your experience a techno nation been >> It has bean an amazing Johnny. We want expecting to make hated this level and is just phenomenal on the huge honor to be standing here on We began by just Regis formed We are all classmates on We have known each other for a while and so we just found out about this competition formed a team started working towards that on We were really passionate about this car. So working and taking time out of school to work on this just came naturally simply because how important this cause, boss, for us personally on then. So 12 The deactivation journey we kept on learning new things. Not all of us were aware off how to court applications. So we used Tekken ovations or curriculum on other online resources to teach ourselves those skills along the way and developed our entire project submission on DDE. Yeah, it's just amazing to be here now, sitting in front of such a huge audience. >> Absolutely. It's such a huge success for all of you. So can you tell us more about how how you all met your said your classmates, right? >> Yeah. So the four of us are classmates on Anushka is in another class within the stools, so be already sort of knew each other. Andi, I found out about the competition online and techno vacation seemed really ins like, Ah, create platform, especially because it's like, if specifically wants to empower women to court and going to make a stone. Male dominated fields that computer science on entrepreneurship. So the four of us off science students and she studies Commerz on. That's how we came together and started walking. >> That's amazing. So where do you have to see this app? You know, if you get the funding if you win today, where do you hope to see it in five years? >> Right now? Are up has already been launched in the play store, and we have about 1000 plus downloads in the future. We would like to know just to expand out of the Delhi nCr reason by We're currently working on a go pan in there and hopefully in the future in about 10 years. Maybe spread this throughout the world because I feel like communities across the work and benefit from >> men. Three. >> That's amazing. Best of luck to all of you and good luck for your pitch tonight. And congratulations. Once again. Thank you so much. So this has been team tech witches from India. You're watching the cube staging for more.

(gentle upbeat music) >> Announcer: theCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (bright upbeat music) >> We're back in Barcelona at the Fira. My name is Dave Vellante. I'm here with David Nicholson. We're live at MWC23, day four of the coverage. The show is still rocking. You walk the floor, it's jamming. People are lined up to get in the copter, in the right. It's amazing. Planes, trains, automobiles, digitization of analog businesses. We're going to talk private wireless here with Dell. Sarvesh Sharma, the Global Director for Edge and Private Mobility Solutions practice at Dell. And John McCready is a Senior Director for 5G Solutions and product management at Dell Technologies. Guys, good to see you. >> Likewise, likewise. >> Good to see you too. >> Private wireless. It's the buzz of the show. Everybody's talking about it. What's Dell's point of view on that? >> So Dell is, obviously, interested entering the private wireless game, as it's a good part of the overall enterprise IT space. As you move more and more into the different things. What we announced here, is sort of our initial partnerships with some key players like Airspan and expedo and AlphaNet. Players that are important in the space. Dell's going to provide an overall system integration solution wrap along with our Edge BU as well. And we think that we can bring really good solutions to our enterprise customers. >> Okay, I got to ask you about AlphaNet. So HPE pulled a little judo move they waited till you announced your partnership and then they bought the company. What, you know, what's your opinion on that? You going to, you going to dump AlphaNet, you're going to keep 'em? >> No. >> We're open Ecosystem. >> Yeah, it's an open ecosystem. We announce these are our initial partners, you know we're going to announce additional partners that was always the case. You know, there's a lot of good players in this space that bring different pros and cons. We got to be able to match the solution requirements of all our customers. And so we'll continue to partner with them and with others. >> Good, good answer, I like that. So some of these solutions are sort of out of the box, others require more integration. Can you talk about your, the spectrum of your portfolio? >> So I'm glad you brought up the integration part, right? I mean, if you look at private wireless, private mobility it is not a sell by itself. At the end of the day what the enterprise wants is not just private mobility. They're looking for an outcome. Which means from an integration perspective, you need somebody who can integrate the infrastructure stack. But that's not enough. You need somebody who can bring in the application stack to play and integrate that application stack with the enterprises IT OT. And that's not enough. You need somebody to put those together. And Dell is ideally suited to do all of this, right? We have strong partners that can bring the infrastructure stack to play. We have a proven track record of managing the IT and the enterprise stack. So we are very excited to say, "Hey, this is the sweet spot for us. And if there was a right to win the edge, we have it." >> Can you explain, I mean, people might be saying, well, why do I even need private wireless? I got Wi-Fi. I know it's kind of a dumb question for people who are in the business, but explain to folks in the audience who may not understand the intersection of the two. >> So, yeah, so I think, you know, wireless is a great techno- pardon me, Wi-Fi is a great technology for taking your laptop to the conference room. You know, it's effectively wireless LAN Where private 5G and before that private LTE had come into play is where there's a number of attributes of your application, what you're using it for, for which Wi-Fi is not as well suited. And so, you know, that plays out in different verticals in different ways. Either maybe you need a much higher capacity than Wi-Fi, better security than Wi-Fi, wider coverage like outdoor, and in many cases a more predictable reliability. So cellular is just a different way of handling the wireless interface that provides those attributes. So, you know, I think at the beginning, the first several years, you know Wi-Fi and 5G are going to live side by side in the enterprise for their different roles. How that plays out in the long term? We'll see how they each evolve. >> But I think anybody can relate to that. I mean, Wi-Fi's fine, you know, we have our issues with Wi-Fi. I'm having a lot of issues with Wi-Fi this week, but generally speaking, it works just fine. It's ubiquitous, it's cheap, okay. But I would not want to run my factory on it and rely on it for my robots that are shipping products, right? So that really is kind of the difference. It's really an industry 4.0 type. >> Yeah, exactly. So I mean, manufacturing's an important vertical, but things of energy and mining and things like that they're all outdoor, right? So you actually need the scale that comes, with a higher power technology, and even, you know just basic things like running cameras in a retail store and using AI to watch for certain things. You get a much better latency performance on private 5G and therefore are able to run more sophisticated applications. >> So I could be doing realtime inference. I can imagine Dave, I got an arm processor I'm doing some realtime inference AI at the Edge. You know, you need something like 5G to be able to do that, you can't be doing that over Wi-Fi. >> Yeah >> You nailed it. I mean that's exactly the difference, right? I mean if you look at Wi-Fi, it grow out from a IT enabled mode, right? You got to replace an ethernet. It was an IT extension. A LAN extension. Cellular came up from the mode of, "Hey, when I have that call, I need for it to be consistent and I need for it to be always available," right? So it's a different way of looking at it. Not to say one is better, the other is not better. It's just a different philosophy behind the technologies and they're going to coexist because they meet diverse needs. >> Now you have operators who embrace the idea of 5G obviously, and even private 5G. But the sort of next hurdle to overcome for some, is the idea of open standards. What does the landscape look like right now in terms of those conversations? Are you still having to push people over that hump, to get them beyond the legacy of proprietary closed stacks? >> Yeah, so I think I look, there are still people who are advocating that. And I think in the carrier's core networks it's going to take a little longer their main, you know macro networks that they serve the general public. In the private network though, the opportunity to use open standard and open technology is really strong because that's how you bring the innovation. And that's what we need in order to be able to solve all these different business problems. You know, the problems in retail, and healthcare and energy, they're different. And so you need to be able to use this open stack and be able to bring different elements of technology and blend it together in order to serve it. Otherwise we won't serve it. We'll all fail. So that's why I think it's going to have a quicker path in private. >> And the only thing to add to that is if you look at private 5G and the deployment of private LTE or private 5G, right? There is no real technology debt that you carry. So it's easy for us to say, "Hey, the operators are not listening, they're not going open." But hey, they have a technical debt, they have 2G, 3G, 4G, 5G, systems, right? >> Interviewer: Sure. >> But the reason we are so excited about private 5G and private 4G, is right off the bat when we go into an enterprise space, we can go open. >> So what exactly is Dell's role here? How do you see, obviously you make hardware and you have solutions, but you got to open ecosystems. You got, you know, you got labs, what do you see your role in the ecosystem? Kind of a disruptor here in this, when I walk around this show. >> Well a disruptor, also a solution provider, and system integrator. You know, Sarvesh and I are part of the telecom practice. We have a big Edge practice in Dell as well. And so for this space around private 5G, we're really teamed up with our cohort in the Edge business unit. And think about this as, it's not just private 5G. It's what are you doing with it? That requires storage, it requires compute, it requires other applications. So Dell brings that entire package. There definitely are players who are just focused on the connectivity, but our view is, that's not enough. To ask the enterprise to integrate that all themself. I don't think that's going to work. You need to bring the connectivity and the application to storage compute the whole solution. >> Explain Telecom and and Edge. They're different but they're like cousins in the Dell organization. Where do you guys divide the two? >> You're saying within Dell? >> Yeah, within Dell. >> Yeah, so if you look at Dell, right? Telecom is one of our most newest business units. And the way it has formed is like we talk Edge all the time, right? It's not new. Edge has always been around. So our enterprise Edge has always been around. What has changed with 5G is now you can seamlessly move between the enterprise Edge and the telecom Edge. And for that happen you had to bring in a telecom systems business unit that can facilitate that evolution. The next evolution of seamless Edge that goes across from enterprise all the way into the telco and other places where Edge needs to be. >> Same question for the market, because I remember at Dell Tech World last year, I interviewed Lowe's and the discussion was about the Edge. >> John: Yep. >> What they're doing in their Edge locations. So that's Edge. That's cool. But then I had, I had another discussion with an agriculture firm. They had like the massive greenhouses and they were growing these awesome tomatoes. Well that was Edge too. It was actually further Edge. So I guess those are both Edge, right? >> Sarvesh: Yeah, yeah, yeah. >> Spectrum there, right? And then the telecom business, now you're saying is more closely aligned with that? >> Right. >> Depending on what you're trying to do. The appropriate place for the Edge is different. You, you nailed it exactly, right. So if you need wide area, low latency, the Edge being in the telecom network actually makes a lot of sense 'cause they can serve wide area low latency. If you're just doing your manufacturing plant or your logistics facility or your agricultural growing site, that's the Edge. So that's exactly right. And the tech, the reason why they're close cousins between telecom and that is, you're going to need some kind of connectivity, some kind of connectivity from that Edge, in order to execute whatever it's you're trying to do with your business. >> Nature's Fresh was the company. I couldn't think of Nature's Fresh. They're great. Keith awesome Cube guest. >> You mentioned this mix of Wi-Fi and 5G. I know it's impossible to predict with dates certain, you know, when this, how's this is going to develop. But can you imagine a scenario where at some point in time we don't think in terms of Wi-Fi because everything is essentially enabled by a SIM or am I missing a critical piece there, in terms of management of spectrum and the complicated governmental? >> Yeah, there is- >> Situation, am I missing something? It seems like a logical progression to me, but what am I missing? >> Well, there is something to be said about spectrum, right? If you look at Wi-Fi, as I said, the driver behind the technology is different. However, I fully agree with you that at some point in time, whether it's Wi-Fi behind, whether it's private 5G behind becomes a moot point. It's simply a matter of, where is my data being generated? What is the best technology for me to use to ingest that data so I can derive value out of that data. If it means Wi-Fi, so be it. If it means cellular, so be it. And if you look at cellular right? The biggest thing people talk about SIMs. Now if you look at 5G standard. In 5G standard, you have EAPTLS, which means there is a possibility that SIMs in the future go away for IoT devices. I'm not saying they need to go away for consumer devices, they probably need to be there. But who's to say going ahead for IoT devices, they all become SIM free. So at that point, whether you Wi-Fi or 5G doesn't matter. >> Yeah, by the way, on the spectrum side people are starting to think about the concept. You might have heard this NRU, new radio unlicensed. So it's running the Wi-Fi standard, but in the unlicensed bands like Wi-Fi. So, and then the last piece is of course you know, the cost, the reality it stays 5G still new technology, the endpoints, you know, what would go in your laptop or a sensor et cetera. Today that's more expensive than Wi-Fi. So we need to get the volume curve down a little bit for that to really hit every application. I would guess your vision is correct. >> David: Yep >> But who can predict? >> Yeah, so explain more about what the unlicensed piece means for organizations. What does that for everybody? >> That's more of a future thing. So you know, just- >> No, right, but let's put on our telescope. >> Okay, so it's true today that Wi-Fi traditionally runs in the bands that have been licensed by the government and it's a country by country thing, right? >> Dave: Right. >> What we did in the United States was CBRS, is different than what they've done in Germany where they took part of the Zurich C-band and gave it to the enterprises. The telco's not involved. And now that's been copied in Japan and Korea. So it's one of the complications unfortunately in the market. Is that you have this different approach by regulators in different countries. Wi-Fi, the unlicensed band is a nice global standard. So if you could run NR just as 5G, right? It's another name for 5G, run that in the unlicensed bands, then you solve the spectrum problem that Dave was asking about. >> Which means that the market really opens up and now. >> It would be a real enabler >> Innovation. >> Exactly. >> And the only thing I would add to that is, right, there are some enterprises who have the size and scale to kind of say, "Hey, I'm going the unlicensed route. I can do things on my own." There are some enterprises that still are going to rely on the telcos, right? So I don't want to make a demon out of the telcos that you own the spectrum, no. >> David: Sure. >> They will be offering a very valuable service to a massive number of small, medium enterprises and enterprises that span regional boundaries to say, hey we can bring that consistent experience to you. >> But the primary value proposition has been connectivity, right? >> Yes. >> I mean, we can all agree on that. And you hear different monetization models, we can't allow the OTT vendors to do it again. You know, we want to tax Netflix. Okay, we've been talking about that all week. But there may be better models. >> Sarvesh: Yes. >> Right, and so where does private network fit into the monetization models? Let's follow the money here. >> Actually you've brought up an extremely important point, right? Because if you look at why haven't 5G networks taken off, one of the biggest things people keep contrasting is what is the cost of a Wi-Fi versus the cost of deploying a 5G, right? And a portion of the cost of deploying a 5G is how do you commercialize that spectrum? What is going to be the cost of that spectrum, right? So the CSPs will have to eventually figure out a proper commercialization model to say, hey listen, I can't just take what I've been doing till date and say this is how I make. Because if you look at 5G, the return of investment is incremental. Any use case you take, unless, let's take smart manufacturing, unless the factory decides I'm going to rip and replace everything by a 5G, they're going to introduce a small use case. You look at the investment for that use case, you'll say Hmm, I'm not making money. But guess what? Once you've deployed it and you bring use case number two, three, four, five, now it starts to really add value. So how can a CSP acknowledge that and create commercial models to enable that is going to be key. Like one of the things that Dell does in terms of as a service solution that we offer. I think that is a crucial way of really kick starting 5G adoption. >> It's Metcalfe's Law in this world, right? The first telephone, not a lot of value, second, I can call one person, but you know if I can call a zillion now it's valuable. >> John: Now you got data. >> Yeah, right, you used a phrase, rip and replace. What percentage of the market that you are focusing on is the let's go in and replace something, versus the let's help you digitally transform your business. And this is a networking technology that we can use to help you digitally transform? The example that you guys have with the small breweries, a perfect example. >> Sarvesh: Yeah. >> You help digitize, you know, digitally transform their business. You weren't going in and saying, I see that you have these things connected via Wi-Fi, let's rip those out and put SIMs in. >> No. >> Nope, so you know- >> That's exactly right. It's enabling new things that either couldn't be achieved before or weren't. So from a private 5G perspective, it's not going to be rip and replaced. As I said, I think we'll coexist with Wi-Fi, it's still got a great role. It's enabling those, solving those business problems that either hadn't been solved before or could not be solved with other technology. >> How are you guys using AI? Everybody's talking about ChatGPT. I love ChatGPT, we use it all the time. Love it, hate it, you know, whatever. It's a fun topic. But AI generally is here in a way that it wasn't when the enterprise disaggregated. >> John: Right. >> So there's AI, there's automation, there's opportunities there. How do they fit into private 5G? >> So if you look at it, right, AI, AI/ML is actually crucial to value extraction from that data, because all private 5G is doing is giving you access to that precious data. But that data by itself means nothing, right? You get access to the data, extracting value out of the data that bring in business value is all going to be AI/ML. Whether it's computer vision, whether it's data analytics on the fly so that you can, you know do your closed loop controls or what have you. All of these are going to be AI/ML models. >> Dave: Does it play into automation as well? >> Absolutely, 'cause they drive the automation, right? You learn your AI models, drive their automation. Control, closed loop control systems are a perfect example of their automation. >> Explain that further. Like give us an example. >> So for example, let's say we're talking about a smart manufacturing, right? So you have widgets coming down the pipe, right? You have your computer vision, you have your AI/ML model that says, "Hey, I'm starting to detect a consistent error in the product being manufactured. I'm going to close loop that automation and either tweak the settings of the machine, shut down the machine, open a workflow, escalate it for human intervention." All that automation is facilitated by the AI/ML models >> And that, and by the way, there's real money in that, right? If you're making your power and you're making it wrong, you don't detect it for hours, there's real money in fixing that >> Right. >> So I've got a, I've got an example albeit a slight, not even slightly, but a tragic one. Let's say you have a train that's rolling down the tracks at every several miles or so, temperature readings are taken from bearings in the train. >> Sarvesh: Yes, yes. >> Wouldn't it be nice to have that be happening in real time? >> Sarvesh: Yes. >> So it doesn't reach that critical point >> Yes. >> Where then you have a derailment. >> Yes. >> Yeah, absolutely. >> I mean, those are, it's doesn't sound sexy in terms of "Hey, what a great business use case that we can monetize." >> John: Yeah. >> But I'll bet you in hindsight that operator would've loved to have that capability. >> John: Yeah. >> Sarvesh: Right. >> To be able to shut the train down and not run. >> That's a great example where the carrier is actually, probably in a good position, right? Cause you got wide area, you want low latency. So the traditional carriers would be able in great position to provide that exact service. Telemetry is another great example. We've been talking about other kinds of automation, but just picking up measurements and so on. The other example of that is in oil and gas, right? As you've got pipelines running around you're measuring pressure, temperature, you detect a leak, >> David: Right. >> in minutes, not weeks. >> David: Right. >> So there's a lot of good examples of things like that >> To pick up in a point, Dave. You know, it's like you look at these big huge super tankers, right? They have big private networks on that super tanker to monitor everything. If on this train we had, you know, we hear about so many Edges, let's call one more the rolling Edge. >> Yeah. >> Right, that, that Edge is right on that locomotive tracking everything with AI/ML models, detecting things, warning people ahead of time shutting it down as needed. And that connectivity doesn't have to be wired. It can be a rolling wireless. It potentially could be a spectrum that's you know, open spectrum in the future. Or as you said, an operator could facilitate that. So many options, right? >> Yeah, got to double down on this. Look, I know 'cause I've been involved in some of these projects. Amusement park operators are doing this for rides. >> John: Yes. >> Sarvesh: Yep. >> So that they can optimize the amount of time the ride is up, so they can shorten lines >> Yes. >> So that they can get people into shops to buy food and souvenirs. >> John: Yes. >> Certainly we should be able to do it to protect infrastructure. >> Sarvesh: Absolutely. >> Right, so- >> But I think the ultimate point you're making is, it's actually quite finally segmented. There's so many different applications. And so that's why again, we come back to what we started with is at Dell, we're bringing the solution from Edge, compute, application, connectivity, and be able to bring that across all these different verticals and these different solutions. The other amusement park example, by the way, is as the rides start to invest in virtual reality, so you're moving, but you're seeing something, you need some technology like 5G to have low latency and keep that in sync and have a good experience on the ride. >> To 5G and beyond, gents. Thanks so much for coming on theCUBE. >> All right, thank you Dave. >> It was great to have you. >> Thank, thank you guys. >> Great to meet you guys. Thank you very much. >> Great, all right. Keep it right there. For David Nicholson and Dave Vellante, This is theCUBE's coverage of MWC23. Check out siliconangle.com for all the news. theCUBE.net is where all these videos live. John Furrier is in our Palo Alto office, banging out that news. Keep it right there. Be right back after this short break. (gentle upbeat music)