>>on >>the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Okay. Welcome back, everyone. That's the cubes. Live coverage here in Palo Alto, California. I'm John for your host with David Lantana in Boston. Massachusetts. Uh, we got a great panel here. Analysts just gonna break it down. Keynote analysis. Day one, we got Ah, longtime Web services expert analyst Diane Hinchcliffe, principal researcher at N V. P. It constantly research, but he goes way back. Dan, I remember, uh, 2000 and one time frame you and I'm >>reading Last time you and I hang out with Michael Arrington's house back in the TechCrunch days >>back when, you know you were on this was Web services. I mean, that's always, uh, serves on the architectures. They called it back then. This was the beginning. This really was the catalyst of cloud. If you think about virtualization and Web services in that era, that really spawned where we are today so great to >>have you on as an Amazon got their start saying that everyone could get whatever they want to on a P. I now right, >>all right? Well, we've been riding this wave. Certainly it's cotton now more clear for the mainstream America. And I quoted you in my story, uh, on Andy Jassy when I had my one on one with them because I saw your talk with star Bit of the weekend and in the way you kicked it off was the Pandemic four was forced upon everybody, which is true, and that caught my attention was very notable because you talked to a lot of C E. O s. Does jazz sees pitch resonate with them? In your opinion, what's your take on on that on that posture? Because we heard, hey, you know, get busy building or you're dying, right? So get busy building. That's what >>I thought that was a good message. But I mean on and certainly I saw tweets and said, Hey, he's just he's just directly talking to the CEO. But if you ask me, he's still talking to the CTO, right? The technology officer who's got a feels all this technology and bend it into the shape that it will serve the business. You talk to a CEO who wants is trying to get on the cloud their biggest challenges. I know I need armies of people who know all these brand new services. You saw the development velocity of all the things that they announced and things they re emphasized there was There was a lot of things that were bringing back again because they have so many things that they're offering to the public. But the developer skills or not, they're the partner skills are not there. So you talked to CEO, says All right, I buy in and and I have had to transform overnight because of the pandemic, my customers have moved, my workers have moved on, and I have to like, you know, redirect all my I t Overnight and Cloud is the best way to do that. Where's my where's all the skills for the training programs, the department programs that allow me to get access to large amounts of talent? Those are the types of things that the CEO is concerned about is from an operational perspective. We didn't hear anything about, like a sales force type trailhead where we're going to democratize cloud skills to the very far end of your organization. >>Yeah, they're just kind of scratching the service. They didn't mention that, you know, far Gates away to get into server list. I mean, this is ultimately the challenge Dave and Deena like, don't get your thoughts on this because I was talking Teoh a big time CTO and a big time see so and that perspectives were interesting. And here's the Here's the Here's what I want you to react Thio the sea level Say everything is gonna be a service. Otherwise we're gonna be extinct. Okay, that's true. I buy that narrative, Okay, Make it as a service. That's why not use it. And then they go to the C t. And they say, implement, They go Well, it's not that easy. So automation becomes a big thing. And then so there's this debate. Automate, automate, automate. And then everything becomes a service. Is it the cart before the horse? So is automation. It's the cart before the horse, for everything is a service. What do you guys think about that? >>We'll see. I mean, CEO is to Diane's point, are highly risk averse and they like services. And those services generally are highly customized. And I think the tell in the bevy of announcements the buffet have announces that we heard today was in the marketplace what you guys thought of this or if you caught this. But there was a discussion about curated professional services that were tied to software, and there were classic PDM services. But they were very, you know, tight eso sort of off the shelf professional services, and that's kind of how Amazon plays it. And they were designed to be either self serve. It's a Diane's point. Skill sets aren't necessarily there or third parties, not directly from Amazon. So that's a gap that Amazon's got too close. I mean, you talk about all the time without post installations, you know, going on Prem. You know who's gonna support and service those things. You know, that's a that's a white space right now. I think >>e think we're still reading the tea leaves on the announcements. But there was one announcement that was, I thought really important. And that was this VM Ware cloud for a W s. It says, Let's take your VM ware skills, which you've honed and and cultivated and built a talent base inside your organization to run VMS and let's make that work for a W s. So I thought the VM Ware cloud for a W s announcement was key. It was a sleeper. It didn't spend a lot of time on it. But the CEO ears are gonna perk up and say, Wait, I can use native born skills. I already have to go out to the cloud So I didn't think that they did have 11 announcement I thought was compelling in that >>in the spending data shows of VM Ware Cloud on AWS is really gaining momentum by the way, As you see in that open shift So you see in that hybrid zone really picking up. And we heard that from AWS today. John, you and I talked about it at the open I produces in >>Yeah, I want to double down on that point you made because I want to get your thoughts on this a Z analyst because you know, the VM ware is also tell. Sign to what I'm seeing as operating and developing Dev ops as they be called back in the day. But you gotta operate, i t. And if Jassy wants to go after this next tier of spend on premise and edge. He's gotta win the global i t posture game. He's gotta win hybrid. He's got to get there faster to your point. You gotta operate. It's not just develop on it. So you have a development environment. You have operational environment. I think the VM Ware thing that's interesting, cause it's a nice clean hand in glove. VM Ware's got operators who operate I t. And they're using Amazon to develop, but they work together. There's no real conflict like everyone predicted. So is that the tell sign is the operational side. The challenge? The Dev, How does Amazon get that global I t formula down? Is it the VM Ware partnership? >>I think part of it is there, finally learning to say that the leverage that the vast pool of operational data they have on their literally watching millions of organizations run all the different services they should know a lot and I say made that point today, he said, Well, people ask us all the time. You must have all these insights about when things were going right or wrong. Can you just tell us? And so I think the announcement around the Dev ops guru was very significant, also saying you don't necessarily have to again teach all your staff every in and out about how to monitor every aspect of all these new services that are much more powerful for your business. But you don't yet know how to manage, especially at scale. So the Dev Ops guru is gonna basically give a dashboard that says, based on everything that we've known in the past, we could give you insights, operational insights you can act on right away. And so I think that is again a tool that could be put in place on the operational side. Right. So b m where for cloud gives you migration ability, uh, of existing skills and workloads. And then the Dev Ops crew, if it turns out to be everything they say it is, could be a really panacea for unlocking the maturity curve that these operators have to climb >>on. AWS is in the business now of solving a lot of the problems that it sort of helped create. So you look at, for instance, you look at the sage maker Data Wrangler trying to simplify data workloads. The data pipeline in the cloud is very very complex and so they could get paid for helping simplify that. So that's a wonderful, virtuous circle. We've seen it before. >>Yeah. I mean, you have a lot of real time contact lens you've got, um, quick site. I mean, they have to kind of match the features. And And I want to get your guys thoughts on on hybrid because I think, you know, I'm still stuck on this, Okay? They won the as path and their innovations Great. The custom chips I buy that machine learning all awesome. So from the classic cloud I as infrastructure and platform as a service business looking good. Now, if you're thinking global, I t I just don't just not connecting the dots there. See Outpost? What's riel today for Amazon? Can you guys share E? I mean, if you were watching this keynote your head explode because you've got so many announcements. What's actually going on if you're looking at this is the CEO. >>So the challenge you have is the CEO. Is that your you have 10, 20 or 30 or more years of legacy hardware, including mainframes, right. Like so big insurance companies don't use mainframe because their claims systems have been developed in their very risk averse about changing them. Do you have to make all of this work together? Like, you know, we see IBM and Redhead are actually, you know, chasing that mainframe. Which angle, which is gonna die out where Amazon, I think is smart is saying, Look, we understand that container is gonna be the model container orchestration is gonna be how I t goes forward. The CEO is now buy into that. Last year, I was still saying, Are we gonna be able to understand? Understand? Kubernetes is the regular average i t person, which are not, you know, Google or Facebook level engineers Are there gonna be able to do do containers? And so we see the open sourcing of of the AWS is, uh, kubernetes, uh, server on. We see plenty of container options. That's how organizations could build cloud native internally. And when they're ready to go outside because we're gonna move, they're gonna move many times slower than a cloud native company to go outside. Everything is ready there. Um, I like what I'm seeing without posts. I like what I'm seeing with the hybrid options. The VM ware for cloud. They're building a pathway that says you can do real cloud. And I think the big announcement that was that. That s a really, uh, spend time on which is that PCs for everywhere. Um, a saying you're gonna be able to put Amazon services are compute services anywhere. You need it, e think that's a smart message. And that allows people to say I could eventually get toe one model to get my arms around this over time >>day. What does that mean for the numbers? I know you do a lot of research on spend customer data. Um, CEO is clearly no. This is gonna be the world's never go back to the same way it was. They certainly will accelerate cloud toe. What level depends upon where they are in their truth, as Jassy says. But >>what does >>the numbers look at? Because you're looking at the data you got Microsoft, You got Amazon. What's the customer spend look like where they're gonna be spending? >>Well, so a couple things one is that when you strip out the the SAS portion of both Google and Azure, you know, as we know, I asked him pass A W S is the leader, but there's no question that Microsoft is catching up. Says that we were talking about earlier. Uh, it's the law of large numbers Just to give you a sense Amazon this year we'll add. Q four is not done yet, but they'll add 10 billion over last year. And Jesse sort of alluded to that. They do that in 12 months. You know, uh, azure will add close to nine billion this year of incremental revenue. Google much, much smaller. And so So that's, you know, just seeing, uh, as you really catch up there for sure, you know, closing that gap. But still Amazon's got the lead. The other thing I would say is die on you and I were talking about this Is that you know Google is starting. Thio do a little bit better. People love their analytics. They love the built in machine learning things like like big query. And you know, even though they're much, much smaller there, another hedge people don't necessarily want to goto Microsoft unless they're Microsoft Shop. Google gives them that alternative, and that's been a bit of a tailwind for Google. Although I would say again, looking at the numbers. If I look back at where Azure and AWS were at this point where Google is with a few billion dollars in cloud the growth rates, I'd like to see Google growing a little faster. Maybe there's a covert factor there. >>Diane. I want to get your thoughts on this transition. Microsoft Oracle competition Um, Jesse knows he's got a deal with the elite Salesforce's out there. Oracle, Microsoft. Microsoft used to be the innovator. They had the they had the phrase embracing extend back in the day. Now Amazon's embracing and extending, but they gotta go through Oracle and Microsoft if they wanna win the enterprise on premise business and everybody else. Um, eso welcome to the party like Amazon. You What's your take on them versus Microsoft? Calling them out on sequel server licensing practices almost thrown him under the bus big time. >>Well, I think that's you know, we saw the evidence today that they're actually taking aim at Microsoft now. So Babel Fish, which allows you to run Microsoft sequel server workloads directly on Aurora. Uh, that that is what I call the escape pod that gives organizations an easy way That isn't Will parliament to redesign and re architect their applications to say, Just come over to AWS, right? We'll give you a better deal. But I think you've got to see Amazon have, um, or comprehensive sales plan to go into the C. E. O s. Go after the big deals and say, You know, we want to say the whole cloud suite, we have a stack that's unbeatable. You see our velocities, you know, best in class. Arguably against Microsoft is the big challenger, but we'll beat you on on a total cost of ownership. You know, your final bill. At the end of the day, we could we commit to being less than our competitors. Things like that will get the attention. But, you know, uh, Amazon is not known for cutting customized deals. Actually, even frankly, I'm hearing from very CEO is a very large, like Fortune 20 companies. They have very little wiggle room with Microsoft's anybody who's willing to go to the big enterprise and create custom deals. So if you build a sales team that could do that, you have a real shot and saying getting into the CEO's office and saying, You know, we want to move all the I t over and I'm seeing Microsoft getting winds like that. I'm not yet seeing Amazon and they're just gonna have to build a specialized sales team that go up against those guys and migration tools like we saw with Babel fish that says, If you want to come, we can get you over here pretty quick. >>I want to chime in on Oracle to John. I do. I think this is a blind spot somewhat for AWS, Oracle and mainframes. Jesse talks that talks like, Oh yeah, these people, they wanna get off there. And there's no question there are a number of folks that are unhappy, certainly with Oracle's licensing practices. But I talked to a lot of Oracle customers that are running the shops on Oracle database, and it's really good technology. It is world class for mission critical transaction workloads. Transaction workloads tend to be much, much smaller data set sizes, and so and Oracle's got, you know, decades built up, and so their their customers air locked in and and they're actually reasonably happy with the service levels they're getting out of Oracle. So yes, licensing is one thing, but there's more to the story and again, CEO or risk averse. To Diane's point, you're not just gonna chuck away your claim system. It's just a lot of custom code. And it's just the business case isn't there to move? >>Well, I mean, I would argue that Well, first of all, I see where you're coming from. But I would also argue that one of the things that Jesse laid out today that I thought was kind of a nuanced point was during the vertical section. I think it was under the manufacturing. He really laid out the case that I saw for startups and or innovation formula, that horizontal integration around the data. But then being vertically focused with the modern app with same machine learning. So what he was saying, and I don't think he did a good job doing it was you could disrupt horizontally in any industry. That's a that's a disruption formula, but you still could have that scale. That's cloud horizontal scalability, cloud. But the data gives you the ability to do both. I think bringing data together across multiple silos is critical, but having that machine learning in the vertical is the way you could different so horizontally. Scalable vertical specialization for the modern app, I think is a killer formula. And I think >>I think that's a I think it's a really strong point, John, and you're seeing that you're seeing in industries like, for instance, Amazon getting into grocery. And that's a data play. But I do like Thio following your point. The Contact Center solutions. I like the solutions play there and some of the stuff they're doing at the edge with i o T. The equipment optimization, the predictive maintenance, those air specialized solutions. I really like the solutions Focus, which several years ago, Amazon really didn't talk solution. So that's a positive sign, >>Diane, what do you think? The context And I think that was just such low hanging fruit for Amazon. Why not do it? You got the cloud scale. You got the Alexa knowledge, you know, got machine learning >>zone, that natural language processing maturity to allow them to actually monitor that. You know that that contact lens real time allows them a lot of supervisors to intervene them conversations before they go completely south, right? So allowing people to get inside decision windows they couldn't before. I think that's a really important capability. And that's a challenge with analytics in general. Is that generates form or insights than people know how to deal with? And it solutions like contact lens Real time? This is Let's make these insights actionable before it's broken. Let's give you the data to go and fix it before it even finishes breaking. And this is the whole predictive model is very powerful. >>Alright, guys, we got four minutes left. I wanted Segway and finish up with what was said in the keynote. That was a tell sign that gives us some direction of where the dots will connect in the future. There's a lot of stuff that was talked about that was, you know, follow on. That was meat on the bone from previous announcements. Where did Jassy layout? What? I would call the directional shift. Did you see anything particular that you said? Okay, that is solid. I mean, the zones was one I could see. What clearly is an edge piece. Where did you guys see? Um, some really good directional signaling from Jassy in terms of where they really go. Deal with start >>e I felt like Jassy basically said, Hey, we invented cloud. Even use these words we invented cloud and we're gonna define what hybrid looks like We're gonna bring our cloud model to the edge. And the data center just happens to be another edge point. And hey, I thought he laid down the gauntlet. E think it's a very powerful message. >>What do you think Jesse has been saying? That he laid out here, That's >>you laid out a very clear path to the edge that the Amazons marching to the edge. That's the next big frontier in the cloud. It isn't well defined. And that just like they defined cloud in the early days that they don't get out there and be the definitive leader in that space. Then they're gonna be the follower. I think so. We saw announcement after announcement around that you know, from the zones Thio the different options for outpost um, the five g announcement wavelength. All of those things says we're gonna go out to the very tippy edge is what I heard right out to your mobile devices. Right after the most obscure field applications imaginable. We're gonna have an appliance So we're gonna have a service that lets you put Amazon everywhere. And so I think the overarching message was This is a W s everywhere it z gonna go after 100% of I t. Eventually on DSO you can move to that. You know, this one stop shop? Um and you know, we saw him or more discussions about multi cloud, but it was interesting how they stand away from that. And this is what I think One area that they're going to continue to avoid. So it was interesting, >>John, I think I think the edges one by developers. And that's good news for Amazon. And good news for Microsoft. >>We'll see the facilities is gonna be good for me. I think guys, the big take away You guys nailed two of them there, but I think the other one was I think he's trying to speak to this new generation in a very professorial way. Talk about Clay Christensen was a professor at his business school at Harvard. We all know the book. Um, but there was this There was this a posture of speaking to the younger generation like hey, the old guy, the old that was running the mainframe. Wherever the old guys there, you could take over and run this. So it's kind of like more of a leadership preach of preaching like, Hey, it's okay to be cool and innovative, right now is the time to get in cloud. And the people who are blocking you are either holding on to what they built or too afraid to shift. Eso I think a Z we've seen through waves of innovation. You always have those people you know who are gonna stop that innovation. So I was very interesting. You mentioned that would service to the next generation. Um, compute. So he had that kind of posture. Interesting point. Yeah, just very, very preachy. >>E think he's talking to a group of people who also went through the through 2020 and they might be very risk averse and not bold anymore. And so, you know, I think that may have helped address that as well. >>All right, gentlemen, great stuff. Final word in the nutshell. Kena, What do you think about it in general? Will take away. >>Yeah, I I think we saw the continued product development intensity that Amazon is going to use to try and thrash the competition? Uh, the big vision. Um, you know, the real focus on developers first? Um and I think I t and C e O's second, I think before you could say they didn't really think about them too much at all. But now it's a close second. You know, I really liked what I saw, and I think it's It's the right move. I'd like to Seymour on on hybrid cloud migration than that, even when we saw them. >>All right, leave it there. Don. Thanks for coming on from this guest analyst segment. Appreciate you jumping in Cuba. Live. Thank you. >>Thanks. Alright. >>With acute virtual. I'm your host John per day Volonte here covering A W s live covering the keynote in real time State more for more coverage after the break

>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you >> by Adobe. >> Well, Brian, welcome to the Cube Lives Conversations here. Recovering Adobe summat twenty nineteen in Las Vegas. I'm tougher with Jeff Frick co hosting for the next two days wall to wall coverage around Adobe Summit, a company that is transformed from some making software to being a full blown cloud and data provider. Changing the user experience That's our Kino revue. Jeff, this morning was the keynote. The CEO Sean Tom knew no. Ryan took over in two thousand seven. Bruce Chizen Cube alumni, right. What a transformation. They actually did it. They kind of kept down low. But over those years absolutely changed the face of Adobe. We're seeing it now with a slew of acquisitions. Now seventeen thousand people attending this conference. This is kind of interesting story, your thoughts >> a lot of interesting stuff going on here, John and I think fundamentally they they took the risk right. They change your business from a by a news buying new license every year for eight hundred bucks. Nine hundred bucks, whatever used to be for Creative Cloud to go to an online model. And I think what was interesting about what Johnson, who said, is when you are when you're collecting money monthly, you have to deliver value monthly. And it completely changed the way that they paste their company the way they deliver products the way their product development works. And they moved to as we talked about all the time, instead of a sample of data that's old and making decisions. Now you can make decisions based on real time data in the way people are actually using the product. And so they've driven that transformation. And then now, by putting your whole sweet and with these gargantuan acquisitions of Mar Keto, now they're helping their customers really make that transition to a really time dynamic, digitally driven, data driven enterprise to drive this customer experience. >> It's interesting. Adobes, transformations, realist, legit It happened. It's happening. It's interesting, Jeff, you and I both live in Palo Alto, and I was looking through my Lincoln and my Facebook. There's literally dozens of friends and your colleagues over the years that I've interfaced with that all work at Adobe but feed all the acquisitions. They've built quite a huge company, and they brought a different set of experiences, and this is the to be the big story. That hasn't been told yet. Adobe again. This our first time covering Adobe Summit and excited to be here and continue to cover this. But here's what's going on That's really important. They transformed and are continuing Transformer. They did it in a way that was clever, smart and very predictive in their mind. They took a slow, slow approach to getting it right, and we heard the CEO talk about this. They had an old software model that was too slow. They want to attract the next generation of users, and they wanted to reimagine their product and the ecosystem changed their business model and change their engagement with customers. Very targeted in its approach, very specific to their business model. And their goals were innovate faster, moved to the cloud moved to a subscription based business model. But that's not it. Here the story is, the data equation was some kind of nuances in the keynote, like we didn't get the data right. Initially, we got cloud right, but data is super important, and then they got it right, and that's the big story. Here is the data driven and this is the playbook. I mean, you can almost substitute Adobe for your company. If someone's looking to do Tracy, pick your spots, execute, don't just talk about >> it, right? Right? Yeah. They call it the DDO in the data driven operating model, and he pulled up the dash board with some fake data talked about The management team runs off of this data, and when you know it's everything from marketing spend and direct campaigns and where people are sampling, there was a large conversation, too, about the buyer journey. But to me, the most important part is the buying act is not the end of the story, right. You want to continue to engage with that customer wherever and however, and whenever they want you. There was an interesting stat that came out during the keynote, where you know the more platforms your customer engages with you, the much higher the likelihood that they're goingto that they're going to renew, that they're going to retain so to me. I think you know, we talk a lot about community and engagement and this experience concept where the product is a piece of the puzzle, but it's not. It's not the most important piece that might be the piece Well, what she experiences built around, but it's It's just a simple piece. I think the guy from Best Buy was phenomenal. The story, the transformation, that company. But they want to be your trusted. A provider of all these services of two hundred dollars a year. They'LL come take care of everything in your home so you know they don't just want to ship a box. Say, say goodbye. They want to stay. >> Well, let's talk. Let's talk about that use case. I think the best bike Kino Best Buy was on the Kino with CEO. But I think that what I what? I was teasing out of that interview and you just brought it up. I want to expand on that They actually had massive competition from Amazon. So you think, Oh my God, they're going to be out of business? No, they match the price. They took price off the table so they don't lose their customers who want to buy it on Amazon. You can still come in the story of experience, right? They shifted the game to their advantage where they said, we're not going to be a product sales company. We're going to sell whatever the client want customers want and match Amazons pricing and then provide that level of personalization. That then brought up the keys CEOs personalization piece, which I'd like to get your thoughts on because you made a stat around their emails, right, he said, Quote personalization at scale, Right? That's what they're >> that's that they're doing right? And he talked about, you know, they used to do an e mail blast and it was an email blast. Now they have forty million versions of that e mail that go out forty million version. So it is this kind of personalization at scale. And you know, the three sixty view of the customer has been thrown around. We could go in the archives. We've been talking about that forever. But it seems that now you know the technology is finally getting to where, where needs to be. The cloud based architectures allow people to engage in this Army Channel way that they could never do it before. And you're seeing As you said, the most important thing is a data architecture that can pull from disparate sources they talked about in the Kenya. The show does they actually built their customer profile as the person was engaging with the website as they gave more information so that they can customize all this stuff for that person. Of course, then they always mentioned, But don't be creepy about it. I >> don't have too >> far so really delivering this mask mask, personalization at scale. >> I think one of the lessons that's coming out a lot of our interviews in the Cube is Get the cloud equation right first, then the data one. And I think Adobe validates that here in my mind when it continue investigating, report that dynamic the hard news. Jeff The show was Adobe Cloud experiences generally available, and I thought that was pretty interesting. They have a multiple clouds because a member they bought Magenta and Marquette on a variety of other acquisitions. So they have a full on advertising cloud analytics, cloud marketing cloud and a commerce cloud. And underneath those key cloud elements, they have Adobe, sensi and Adobe Experience platform, and we have a couple of night coming on to talk about that, and that's making up. They're kind of the new new platform. Cloud platforms experience Cloud. They're calling it, but the CEO at Incheon quote. I want to get your reaction to that. This, he said, quote people by experiences, not products. That's why they're calling it the experience cloud. I hear you in the office all the time talking about this, Jeff. So it's about to experience the product anymore, >> right? It is the passion that you can build around a community in that experience. My favorite examples from the old days is Harley Davidson. How many people would give you know they're left pinkie toe, have their customers tattoo their brand on their body? Right in The Harley Davidson brand is a very special, a special connotation, and the people that associate with that really feel like a part of a community. The other piece of it is the ecosystem. They talk about ecosystem of developers and open source. If you can get other people building their business on the back of your platform again, it's just deepens the hook of engagements that opens up your innovation cycle. And I think it's such a winning formula, John, that we see over and over again. Nobody can do by themselves. Nobody's got all the smartest people in the room, so get unengaged community. Get unengaged, developer ecosystem, more talk of developers and really open it up and let the creativity of your whole community drive the engagement and the experience. >> We will be following the personalization of scale Cube alumni former keep alumni who is not at the show. I wanted to get opinion. Satya Krishna Swami. He's head of persuasion. Adobe had pinned them on linked him. We'LL get him on the Cuban studio so keep on, we're going to follow that story. I think that's huge. This notion of personalization of scale is key, and that brings us to the next big news. The next big news was from our friend former CEO of Marquette. Oh, Steve Lucas. Keep alumni. They launched a account based experience initiative with Adobe, Microsoft and Lincoln, and I find that very interesting. And I'd start with Ron Miller TechCrunch on Twitter about this. Lincoln's involved, but they're keeping in Lincoln again. The problem of data is you have these silos, but you have to figure out how to make it work. So I'm really curious to see how that works, so that brings up that. But I think Steve Lucas it was it was very aggressive on stage, but he brought up a point that I want to get your thoughts on, He said. Were B to B company, but we're doing B to seeing metrics the numbers that they were doing at Marquette. Oh, we're in the B to see rain. So is this notion of B to B B to see kind of blurring? I mean, everyone is a B to C company these days. If everything's direct to consumer, which essentially what cloud is, it's a B to see. >> Yeah, well, it's interesting records. We've talked about the consumer ization of again. Check the tapes for years and years and years, and the expectations of our engagement with applications is driven by how we interact with Amazon. How we interact with Facebook, how we interact with these big platforms. And so you're seeing it more and more. The thing that we talked about in studio the other day with Guy is that now, too, you have all these connected devices, so no longer is distribution. This this buffer between the manufacturing, the ultimate consumer, their products. Now they're all connected. Now they phone home. Now the Tesla's says, Hey, people are breaking in the back window. Let's reconfigure the software tohave a security system that we didn't have yesterday that wasn't on our road map. But people want, and now we have it today. So I think Steve's perception is right on. The other thing is that you know, there's so much information out there. So how do you add value when that person finally visits you in their journey? And let's face it, most of the time, a predominant portion of their engagement is going to be Elektronik, right? They're going to fill out a form. They're going to explore things. How are you collecting that data? How are you magic? How are you moving them along? Not only to the purchase but again, is that it was like to say, is never the orders, the reorder in this ongoing engagement. >> And that's their journey. They want to have this whole life cycle of customer experience. But the thing that that got that caught me off guard by McKeen against first time I went satin Aquino for an adobe on event was with me. All these parts coming together with the platform. This is a cloud show. Let's plain and simple. This is Cloud Technologies, the data show we've gone to all the cloud shows Amazon, Google, Microsoft, you name it CNC Athletics Foundation. This is a show about the application of being creative in a variety of use cases. But the underpinnings of the conversations are all cloud >> right, And they had, you know, to show their their commitments of data and the data message right? They had another cube alumni on Jewell of police have rounded to dupe some it all the time, and she talked about the data architecture and again, some really interesting facts goes right to cloud, she said. You know, most people, if you don't have cloud's been too much time baby sitting your architecture, baby sitting your infrastructure Get out of the way Let the cloud babe sit your infrastructure and talk. And she talked about a modern big data pipe, and she's been involved with Duke. She's been involved with Spark has been involved in all this progression, and she said, You know, every engagement creates more data. So how are you collecting that data? How are you analyzing that data and how are you doing it in real time with new real time so you could actually act on it. So it's It's very much kind of pulling together many of the scenes that we've uncovered >> in the last two parts of a Kino wass. You had a CEO discussion between Cynthia Stoddard and >> Atticus Atticus, other kind. Both of them >> run into it again. Both big Amazon customs, by the way, who have been very successful with the cloud. Then you had and you're talking engineering, that's all. They're my takeaway from the CEO. One chef I want to get your thoughts on because it can be long in the tooth, sometimes the CEO conversation. But they highlighted that cloud journey is is there for Adobe Inn into it? But the data is has to be integrated, totally felt like data. Variables come out the commonality of date, and she mentioned three or four other things. And then they made a point and said, quote data architectures are valuable for the experience and the workload. This is critical with hearing us over and over again. The date is not about which cloud you're using. It's about what the workload, right, right? The workloads are determining cloud selection, so if you need one cloud. That's good. You need to write. It's all depending on the workload, not some predetermined risk management. Multi cloud procurement decision. This is a big shift. This is going to change the game in the landscape because that changes how people buy and that is going to be radical. And I think they're they're adobes right on the right wave. Here they're focusing on the user experience, customer experience, building the platform for the needs of the experience. I think it's very clever. I think it's a brilliant architecture. >> Yeah, she said that the data archive data strategy lagged. Right? The reporting lag. They're trying to do this ddo m >> um, >> they didn't have commonality of data. They didn't have really a date. Architecture's so again. You can't build the house unless you put in the rebar. You build the foundation, you get some cement. But once you get that, that enabled you to build something big and something beautiful, and you've got to pay attention. But really, we talk about data driven. We talk about real time data, they're executing it and really forcing themselves by moving into the subscription business model. >> Alright, Final question I want to get one more thought from you before I weigh in on my my answer to my question, which is What do you mean your opinion? What was the most important story that came out of the keynote one or two >> or well or again? You know, John, I was in the TV business for years and years before getting into tech, and I know the best buy story on what came before them and what came before them and what came before them. So what really impressed me was the digital transformation story that the CEO shared first, to basically try to get even with their number one competitors with which was Amazon in terms of pricing and delivery. And then really rethink who they are Is a company around using technology to improve people's lives. They happen to play in laundry. They play in kitchen, they play in home entertainment. They play in computers and education, so they have a broad footprint and to really refocus. And as he said, To be successful, you need to align your corporate strategy and mission with people's strategy and mission. Sounds like they've been very successful in that and they continue to change the company. >> I agree. And I would just kind of level it up and say the top story, in my opinion, wass the fact that Adobe is winning their innovating. If you look at who's on stage like best buy into it, the people around them are actually executing with Cloud with Dae that at a whole another level that they've gone the next level. I think the big story here is Adobe has transferred, has transformed and continues to do transformation. And they just had a whole nother level. And I think the story is Oracle will be eating their dust because I think they're going to tow. You know, I think sales force should be watching Adobe. This is a big move. I think Oracle is gonna be twisting in the wind from adobes success. >> Well, like he said, you know, they tie the whole thing together from the creativity, which is what creative cloud is to the delivery to them, the monetization in the measuring. So now they you know, they put those pieces together, so it's a pretty complete suite. So now you can tie back. How has my conversion based on What type of creative How is my conversion based on what type of campaigns? And again the forty million email number just blows me away. It's not the same game anymore. You have to do this and you can't do by yourself. You gotta have automation. You got have good analytics and you got a date infrastructure that will support your ability to do that. >> So just a little report card in adobe old suffer model that's over. They have the new model, and it's growing revenues supporting it. They are attracting new generation of users. You look at the demographics here, Jeff. This is not, you know, a bunch of forty something pluses here. This is a young generation new creative model and the products on the customer testimonials standing on this stage represent, in my opinion, a modern architecture, a modern practice, modern cloud kind of capabilities. So, you know, Adobe Certainly looking good from this keynote. I'm impressed, you know. Okay, >> good. Line up all the >> days of live cube coverage here in Las Vegas for Doby summit. I'm John for Jeff. Rick, Thanks for watching. We'll be back with a short break

>> From the heart of Silicon Valley, it's the Cube Covering CloudNow 7th Annual Top Women Entrepreneurs in Cloud Innovation Awards. >> Lisa Martin on the ground with the Cube at Facebook Headquarters. We are here for the 7th Annual CloudNow Top Women Entrepreneurs in Cloud Innovation Awards. Welcoming to the Cube for the first time, one of tonight's winners, we have Charu Sharma, the Founder and CEO of Nextplay.ai. Charu, it's great to have you on the Cube. >> Thanks Lisa, I'm really excited to be talking to you. >> And congratulations on your award. Your pedigree, when I looked you up on LinkedIn, I thought wow, where do I even start, the things you've accomplished in such a short time period are pretty impressive. I want to share a few with our guests. You've built, in college, in your spare time, two award-winning start-up companies out of your dorm room before you got napped up by LinkedIn to grow their talent solutions revenue. You've won awards by Grace Hopper. We mention tonight you're here with CloudNow, one of the top women entrepreneurs in cloud innovation. Tell us about, I'd love to get your story of what inspired you to go off and found Nextplay.ai, the inspiration, also the chutzpah to say, "You know what I want to do this, "and I need to go get funding" which is really challenging for women in technical roles to do. Tell us about that. >> Yeah, so tonight I'll be giving a talk next to Sheryl Sandberg and that's nothing short of a miracle for me because I grew up in a family in India where women were not allowed to work, and so growing up it was important for me to have access to economic opportunities and that's how I came to the US for a scholarship, and I'm here today because a lot of mentors serendipitously came in my life and opened doors for me. So, to pay it forward, when I worked at LinkedIn before, I built a mentoring program for women at LinkedIn specifically cuz I think in the workplace especially women, minorities, and introverts suffer in finding a sponsor in helping open doors for you and mentors at your company can specially help you navigate the political landscape and help you grow your career at the company which helps the companies with retention as well. Exactly two years ago I started Nextplay.ai to be able to do this at scale, so today we work with companies from Coca Cola to Lyft to Splunk, and we not only connect their employees internally for mentorship, we also have robust analytics to show the ROI on retention. >> I was looking at some of your stats, I was telling you before we went live, I geek out on stats, that really show that your technology can make significant business impact for, you mention Coca Cola, Lyft, Splunk, etcetera but you obviously saw a gap a few years ago when you got into tech yourself saying not only do we know the numbers and the stats of women in technical roles as being quite low, but one of the things that you saw is one of the things we need to do to help increase those numbers is start internally and mentoring these women. To your point, of not just helping them establish confidence to stay but navigate that political landscape. I think that's a really unique opportunity, when you pitched this idea to these Cs, what was their response? >> Yeah, so mentorship is not an established product category, and on top of that, I inserted gender, race, accent, age, etcetera, and so frankly I got mixed opinions, but I chose to focus on the people who saw the big vision and who cared about the story and the impact something like this could have, so LinkedIn's executives, 500 Start-ups, TechCrunch's former CEO, who's a woman, they're some of the earliest investors who put their bets on us. Today we have shown success stories at every scale, so after six months of working with us employees are 25% more likely to recommend working at their company which actually when you do the math, it's huge. It saves millions of dollars for companies. There was a woman at a company who became the first woman at her company to get promoted while away on mat leave, that's huge. >> Wow, that is huge. >> A new product manager was able to, because of us, connect with somebody who they otherwise wouldn't know, and they were able to help identify a multi-million dollar market opportunity for the company, so there are definitely these case studies which is now creating a movement and now we have over 300 companies who want to work with us. They're on a waiting list. >> A waiting list? >> Mmhhm So we're definitely creating this momentum. >> And we talk about groundswell and momentum, especially at an event like tonight where there's over 300 attendees, 1o winners, one of them being yourself, and there was no advertising to buy tickets because the groundswell is growing so much. The trajectory that Nextplay.ai is on, in two years is pretty steep, you got some exciting things coming up in March, tell us about that. >> Yes, thank you, so when ai play and we sell to enterprise companies to do their mentoring and sponsorship programs internally for talent retention, that said, we started the company to help level the playing field so now that we're relatively stable and are a strong robust team with decent traction, this March we want to give a give back, so we're launching a social impact campaign where around the world we're going to help 100,000 women get mentored. So, if you want to host events at your company, if you want to get involved as a mentor or a mentee, please e-mail me at charu@nextplay.ai. >> And people can also go to the website to find out more information about that? >> Not about that campaign specifically yet, but they'll find my contact information, so it's nextplay.ai. >> And even at your Twitter handle which is probably in the lower third here. >> Yes >> Excellent, so congratulations on the award. The amount of work that you have done in such a short period of time is incredible. I can see it in your attitude and your smile and your energy, congratulations on getting to present to Sheryl Sandberg tonight and for seeing this opportunity in the market to help with that retention from within. What a great opportunity and thanks again. >> Thank you Lisa. >> We want to thank you for watching the Cube. I am Lisa Martin on the ground at Facebook headquarters, thanks for watching. (light electronic music)

>> Live from San Francisco, it's theCUBE. Covering Google Cloud Next 2018. Brought to you by Google Cloud and its ecosystem partners. >> Hello everyone and welcome back it's theCUBE coverage live in San Francisco at Moscone South for Google Cloud Next 18, I'm John Furrier with Dave Vellante, next guest is Jennifer Lin, Director of Product Management, Google Cloud featured in Forbes as one of the power women at Google Cloud. Congratulations on your Forbes distinction. >> Thanks so much John. >> Great to see you. So we had a chat before the event, couple weeks ago leading up to it around Istio, Kubernetes. You're in charge of a lot of the cool, I would say the modern middleware. >> Yes. >> That's going on. I want to say middleware kind of in quotes, it's not really middleware, it's cloud, it's horizontally scalable. Take a minute to explain some of the areas you're working on and then the importance of Istio's announcement today that 1.0 generally available, huge news, it's kind of nuanced it's not as big as the cloud sources platform and some of the Cisco relationships, but huge progress. >> Yes. >> In this services, microservices, this is the key part. Take a minute to explain. >> Yeah, we're really excited to get to this week and I think the announcement of the cloud services platform of which, obviously, the evolution of Kubernetes and Istio are a key part. Now we've kind of changed the way people manage container environments, and now people are really writing really innovative services and microservices and the ability to manage that easily is really what Istio's all about. And do that in a secure way. >> So we had the CEO Sundar Pichai on the stage, of Google proper, as Diane Greene was also on stage. Sundar made the comment, this is the only event I could make a containers and Kubernetes joke. >> Yes, with the big containers. >> Translate, he's smart, he knows tech. Very strong tech culture here. Jennifer, explain to the people why Google Cloud is differentiating around APIs and services and open source. Why is that so important? >> At heart I think we really are a software innovation company, and Google is a company of developers that want to do creative things with software. As Diane said this morning, I think the, sort of, ability to do that in a way that hides the complexity, but also excites emerging developers with all the things that they can do, I think that's what we're seeing in cloud. Originally we started very much with the cloud natives who were doing very new types of consumer applications. As Sundar said, when we moved into doing business applications and more and more people were developing enterprise applications with a cloud native model, we started to see a big uptake and adoption of our cloud platform. And I think with a lot of the things we're doing in security and the ability to enable administrators to kind of, manage that in a more automated way, that's a lot of what I think we're differentiating around. >> So one of the headlines that I can see happening on these on SiliconANGLE or TechCrunch or some of the blogs and publications out there is Google Doubles Down on Kubernetes. >> Yes. >> And the announcement of Istio's general availability of 1.0 certainly is good news, what does that mean? What should people know about the importance of Kubernetes doubling down as a momentum point for Google and the importance of Istio? What is the real benefit to the customer? >> We've had a managed Kubernetes environment on GCP for four years now, but before that, Urs talked about a decade worth of understanding how to scale Kubernetes in an operational environment. So we've learned a lot of domain knowledge there that we're kind of baking into the software platform itself. Istio really models the way we do microservice management, as we launch billions of containers a week. So how do we essentially secure the service environment? How do we give really good visibility? We showed the service graph where we can see the latency between two services, and really hide a lot of the back end complexity that really, from an operational perspective, is causing a lot of toil for application developers as well as operators. >> I notice toil is a word that's being kicked around the Google community a lot, toil being headaches, pains, but I wanted you to take a minute to explain for the folks that are learning about Kubernetes for the first time. Kubernetes was donated, or donated by an open source but by Google, but prior to Kubernetes, you guys have been running Borg, which is the internal system. >> That's right. >> That's been the foundation of the scale of the service management for all of Google. >> That's right. >> Explain that important history there, and how you're making Kubernetes easy to consume because most companies aren't Google. >> Yes. >> Explain the little history and then how it translates to consumption. >> I think Borg was really built and designed to keep developer agility up and make sure that developers could be very productive, but we could run essentially at global scale the container orchestration environment. When Kubernetes was donated to the open source community, there were some things that needed to be defined, such that the abstractions could be very clean outside of a Google environment. But that framework, obviously, held up very well and hence the growth with Kubernetes. Istio, I think similarly, models a lot of the way that we've done service management with the service mesh within Google. Obviously the names are slightly different, but there's a lot of operational domain knowledge on best practices and how to essentially enable automation at a much more granular level of applications. Where it's not a bunch of proprietary applications, but you have a lot of loosely coupled systems coming together. >> So, Jennifer, the maturity curve of the developer community, obviously is in some bell shape. >> Yes. >> How does Google approach engaging with those developers? Are you trying to get leading edge guys that want to develop software the way Google develops software? Obviously you're trying to reach a bigger market, so how do you balance those two? >> I think that's where open source is the most exciting, 'cause whether it's kids in school or very experienced developers, number one the transparency, things move so fast, a lot of that is about developer reach. But also about the participation of developers to give back to the community and help evolve the system. For something like Kubernetes, obviously, and Istio, Google sort of bootstrapped that and donated it to the community, but since then, we've seen just incredible participation at things like Kubecon, and developer hackathons, et cetera. So that's both a model for growing the community, but also just to educate and share, essentially, a lot of the best practices in a different type of way than most software companies, I think. >> Well, and you've worked at a lot of very successful enterprise companies, some very profitable enterprise companies. I get the sense that profit is an outcome of doing good work at Google. >> Yeah. >> You don't wake up in the morning and say okay, how am I going to make money? >> Yeah. >> You say, how am I going to do work and you don't seem to be stressing. I guess it helps that you have $100 billion in the balance sheet. But is that the right way to think about how you guys think about the marketplace? >> Yeah, I think the goal is very clear for us and I know Sundar talked about it a lot, the alignment between our original mission at Google and the opportunity we see in Cloud. Data is exploding, new applications are being written in a way that really brings together worlds that didn't come together before. Healthcare applications where you need to share a lot of data, people need to do research, and you need to make it very easy to share, but at the same time it needs to be highly secure. We're under the same pressures as any other enterprise in terms of regulatory environments, et cetera, so making all of that easy, I think is the reason why open source and open ecosystems make a lot of sense to us. It's just the only way to move fast, and actually make sure that we're bringing the whole community with us. >> But not everybody takes that philosophy, obviously. It's one that you're attuned to. But when you think about Google's posture in this community, I mean you started kind of late to the enterprise game, don't seem to be too stressed about it, you're developing the ecosystem. We've seen in this world, some of the companies you work with, it's winner take all. >> Yeah. >> Is Cloud just so big that there's plenty of room for everybody? Or is it winner take all in different segments? How do you think about that? >> Our leadership, to Diane, basically really sees this as we're playing the long game. And it is about driving adoption more so than essentially quarter to quarter revenue. When we're reinventing how software is designed and delivered, and published, et cetera, and shared? I think it is not going to be the monetization per quarter, which, many of the companies, I think, have to be under the pressure for. Within Google, I think we really do see this as the future of software, and that's going to take some time, but yeah. Urs talked a lot about spend has gone up in many enterprise environments despite the fact that they are changing their environment. Automation is a way to bring down a lot of the cost, so we believe there's a lot of value to be captured there, but we're not in a race to essentially monetize every piece of every product we put out there. >> So how do you measure your success? Is it just a feeling that, yeah we're doing good work? Or adoption, or? >> Adoption and the happiness of our customers and the lead partners that we work with. Our leadership is very focused on that. We want to prove it out with some trusted partners and customers, and I think some of those were on stage today. Make sure that it's replicable, and make sure that we leave our options open. 'Cause you never know what's going to happen in the next year. >> I got to ask you about the on-prem solution that was demoed today >> Yup. >> Actually they put a little easter egg in the demo and then came back and said, oh by the way, that node was on-premise. >> Yep. >> And Cloud. One of the things we talked about, and you've been harping on this, about Kubernetes orchestrating an abstraction at higher levels of services. >> Yes. >> Both in the cloud and on-premise. >> Yes. >> It's happening now, that was really elegant. Is that a demo? Is that actually shipping code? How far along are you? >> Yeah. >> Where's the head room in this? Explain this important phenomenon, because this is multi-cloud, and I've been really negative on multi-cloud, until we see things like this. This is easy to understand. >> Yeah. >> Your thoughts? >> Now that you really have workload portability and a common abstraction layer, and a single point of administrative control, there's a lot you can do there. And that was really hard to do, I think, with the proprietary systems. That wasn't just a demo, a lot of customers are starting to see that they have to think about hybrid and multi-cloud in a different way. And using some of these innovative technologies with containerization, you don't have to worry about the kernel version and the OS and a lot of the toil that was in the system before. So yeah, I think we're coming at hybrid cloud and multi-cloud in a way that no other cloud provider is, and that was, I think, the start of what a lot of customers have waited for. >> Yeah, and certainly this is the benefit of a Kubernetes and Istio now has got some capabilities into it, policy and that's still going to evolve. The question I want to put to you, and I'll play the devil's advocate role. Shouldn't the multi-cloud be an independent group? Or if I'm going to say, "Okay Google, I'm nervous, you're going to do all this stuff." There's a trust there, how do you guys answer the naysayers who might say it should be an independent organization handling multi-cloud. What's the answer to that? >> I think that's why a lot of the partners that we worked on initially with something like Istio, IBM and Lyft, they also didn't want to be locked into any one cloud provider. And we've done some things in the marketplace where we believe that the future is hybrid and multi-cloud. I think from a technology perspective, just making sure that essentially we can define those interfaces in a way that's not tied to a vendor implementation, be transparent. We have in Istio things like partner mixer adapters, that ecosystem is growing very quickly, so that pluggable adapter model allows the whole ecosystem to participate. >> And the role of open source in all this, obviously STO, we were at the Linux Foundation's CNCF covering this pretty heavily in Denmark just recently, we've spoken about it. How does all the action happening here at Google Next impact open source? What's going upstream, what are some of the updates, can you share what's going on in open source with Google? >> Istio 1.0 is essentially an announcement about the open source effort. I think we also saw that many of our enterprise customers want a managed environment. So just like Kubernetes, we have the open source Kubernetes which is rockin' and rollin' along, we have our managed Kubernetes commercial offer. Now that there's a level of maturity in the managed Kubernetes environment, and people are excited that Istio 1.0 is getting more mature, they want that to be a part of the evolution of their managed Kubernetes environment. Which is why we're starting to see just the whole stack evolve. First we abstracted the infrastructure, now we can manage services, and then we can bring in a whole new type of ecosystem. So, it's very exciting. >> So here's a philosophical question for you, Dave and I always like to talk about old new way. So old IT is like horse and carriage, and buggy, and cloud is like the first car, now you got sports car. How do you explain all the under the hood examples of the engine? >> Yeah. >> The car just drives. You don't have to feed the horses the hay, what's the new benefits that the old world won't see with clarity? Can you tease out, from your perspective, what are some of those things that go away and say, wow, we used to do that? What are some of the things? >> I think, even within how we build our products, we're very focused on user experience. And sometimes the user is a developer, sometimes the user is an administrator, and sometimes the user is the end user, in our case, maybe the customer's customer. So we do a lot of UX research, but like you said, there's a lot of complexity in a car, but when I drive a car, I just want to drive the car. So the user experience for the driver is very different from the mechanic who's fixing the engine. There's no doubt that there is a lot of complexity in these large-scale, global distributed systems, but many of our enterprise customers don't want to know every little bit of how it's built. What they want to know is some declarative end-state of what they want to get to. The functions that they want or application that they're trying to drive. That is the maturity level that we're at, where Istio hides a lot of that complexity, provides a common service abstraction, but still gives essentially the administrators the things that they need out of the system. >> Well and it speaks to as well, and you guys talked about this in your interview, how software's being developed and how that's changing. When I deal with Spotify, if I have a problem, I don't call up. >> No. >> Their billing department, or their customer service department, I just do it. >> Yes. >> And that's the way software is going to be developed in the future. >> Yes. >> Versus the way most enterprise. >> And you talk about a great customer of GCP, Spotify, I use them everyday as well, but yeah, that is a lot about user experience. But what they've done with machine learning, to basically serve up the song that I want to hear that day, based on the playlists I had before, it really is changing how software is done. >> So if you look at some of these old metaphors like horses versus cars, you mentioned that. Jobs get automated away with that old model, but yet there's new jobs are created. >> Yes. >> So I want you to talk about what's going away and what's evolving. 'Cause the value is shifting up the stack with higher level sets of services and new abstractions. >> Yup. >> Which you don't need to know all the details, just magic happens for the customer. There's new value being created. >> Yup. >> You could almost look at the market and say, IT operations, decimated. Manual configuration, decimated. >> Yes, well. I mean that's the history. >> That's my words. >> Of technology. The history of technology is moving forward and automating things. For Google, obviously, we don't think of the software layer as just the infrastructure layer. A lot of what we're trying to get to is essentially with things like machine learning and analytics, and that's real business value that people really had too much toil to essentially stitch the systems together. >> Yes. >> Now as the platform evolves, I think it just becomes one stack. And we can put those tools into-- >> Is there an API administrator? 'Cause you start to see people starting wiring services together. >> Yep. >> Between building blocks. >> Yes. >> So almost the cloud model. Right? >> Yep. >> So is that a API administrator? Is it code? >> You know-- >> There's still a human component. We agree. >> Yes, yes. >> But what is that new role? >> I think we've always had the notion of API management, with cloud endpoints and our apogee acquisition. APIs are evolving with microservices, and a lot of the partners that essentially have been in that space are all re-basing on something like Istio where they can do service management at a higher level. The API is part of it. Within Google, we use things like protobufs, where you have structured data and message protocols that essentially are not just an API. We think about API and service management hand in hand. Both of those things I think are changing. >> So my final question for you, I want to get your advice to any of the practitioners out there or customers that really want to take cloud native because with the containers, Kubernetes and Istio, you can actually manage lifecycle of old stuff and still bring in the new. >> Yup. >> You guys do API service management, you got cloud endpoints, billing, commerce, marketplace, Kubernetes serverless, and Istio is kind of a focus group. What's your advice and what's coming next that people should be aware of? For the folks who want to go cloud native, want to put the more gas, less brake, put the pedal to the metal with cloud native and not foreclose or have to do a rip and replace. Manage their existing lifecycle applications and to bring in the new with cloud native. What's your advice? >> I think build for the future, make sure you don't get stuck in a silo. We often see that different pace of customers and the way they're moving to cloud native. Our tagline for this conference was also, we're bringing the cloud to our enterprise customers, they can move at their own pace. We recognize that sometimes the migration challenges are pretty tough with their legacy systems. But they have a much clearer view now, in terms of where software is going, so depending on the steps they want to take, we want to enable that either natively, with what we're doing with CSP, or enabling partners to take phased approach to that end state. >> Awesome, and ultimately the developers for the applications >> Absolutely. >> Will win on this. Jennifer Lin, Director of Product Management at Google Cloud here inside theCUBE, breaking down all the action around APIs, service management, and why it's important as the modern middleware within the cloud, enabling developers. I'm John Furrier with Dave Vellante. Back with more live coverage here in San Francisco after this short break. Stay with us. (electronic music)

>> Announcer: Live from San Francisco it's TheCUBE covering Samsung Developer Conference 2017. Brought to you by Samsung. (digital music) >> Hey welcome back and we're live here in San Francisco this is TheCUBE's exclusive coverage Samsung Developer Conference #SDC2017, I'm John Furrier co-founder of SiliconANGLE Media Coast My next guest is Ken Yeoung tech reporter here inside TheCUBE. I've known Ken for almost 10 years now plus been in the Silicon Valley beat scene covering technology, communities, and all the cutting edge tech but also some of the old established companies. Great to see you. >> Likewise, thanks for having me. >> So tech reporter, let's have a little reporter session here because reporting here at Samsung, to me, is my first developer conference with Samsung. I stopped going to the Apple World Developer Conference when it became too much of a circus around, you know, close to a couple of years before Steve Jobs died. >> Right. >> Now this whole scene well we will have to talk to Steve Gall when we get down there but here, my first one, my reports an awakening I get the TV thing but I'm like IoT that's my world. >> Ken: Oh really? >> I want to see more IoT >> Ken: Yeah. >> So it's good to see Samsung coming into the cloud and owning that. So, that's exciting for me. What do you see as a report that you could file? >> You know, so it's funny because I actually did write a post this morning after watching the keynote yesterday. While I was at VentureBeat a few months ago I reported on Bixby's launch when it came out with the Galaxy S8 and when I heard about what that was it was kind of interesting. That was one of the biggest selling points for me to switch over from my iPhone. And when I tried it out it was interesting. I was kind of wondering how it would stand up against Google Assistant because both of them are installed on the same device. But now as you see with Bixby 2.0 and now with the SmartThings you start to see Samsung's vision. Right now it's on a mobile, it's just very piecemeal. But now when you tackle it on with the TVs, with the fridges, monitors, ovens and everything like that it becomes your entire home. It becomes your Jarvis. You don't actually have to spend 150 bucks or 200 bucks on an Alexa-enabled device or Google Home that most people may not be totally familiar with. But if you have a TV you're familiar with it. >> Obviously you mentioned Jarvis. That's reference to the old sitcom and when Mark Zuckerberg tried his Jarvis project which was, you know, wire his home from scratch. Although a science project, you talk about real utility. I mean so we're getting down to the consumerization so let's take that to the next level. >> Ken: Right. >> If you look at the trends in Silicon Valley it's certainly in the tech industry block, chain and ICOs are really hot. Mission point offerings. That's based on utility right? So, utility-based ICOs, so communities using gamification. Game apps, utility. Samsung, SmartThings. Using their intelligence to not just be the next Amazon. >> Right >> The commerce cloud company, they're just trying to be a better Samsung. >> Ken: Exactly. >> Which they've had some problems in the past and we've heard from analysts here Patrick Morgan was on, pointed out... Illustrated the point. They're a stovepipe company. And with Bixby 2.0 they're like breaking down the silos. We had the execs on here saying that's their goal. >> Ken: Exactly. Yeah if you look on here everything has been siloed. You look at a lot of tech companies now and you don't get to see their grand vision. Everyone has this proto-program when they start these companies and when they expand then you start to see everything come together. Like for example, whether it's Square, whether it's Apple, whether it's Google or Facebook, right? And Samsung, a storied history, right, they've been around for ages with a lot of great technology and they've got their hands in different parts. But from a consumer standpoint you're like likelihood of you having a Samsung device in your home is probably pretty good and so why not just expand that leverage that technology. Right now tech is all about AI. You start to see a lot of the AI stars get acquired or heavily funded and heavily invested. >> Really The Cube is AI, we're AI machine right here. Right here is the bot, analyst report. People are AI watching. But I mean what the hell is AI? AI is machine learning, using software, >> Data collection. >> Nailed it. >> And personalization. And you look at I interviewed a Samsung executive at CAS last year this January, and he was telling me about the three parts. It has to be personal, it has to be contextual and it has to be conversational in terms of AI. What you saw yesterday during the keynote and what executives and the companies have been repeatedly saying is that's what Bixby is. And you could kind of say that's similar to what Google has with Google Assistant you can see that with Alexa but it's still very... Those technologies are very silent. >> What were those three things again? Personal, >> Personable, contextual, and conversational. >> That is awesome, in fact, that connects with what Amy Joe Kim, CEO of ShuffleBrain. She took it from a different angle; she's building these game apps but she's becoming more of a product development. Because it's not just build a game like a Zynga game or you know, something on a mobile phone. She's bringing gaming systems. Her thesis was people are now part of the game. Now those are my words but, she's essentially saying the game system includes data from your friends. >> Right. >> The game might suck but my friends are still there. So there's still some social equity in there. You're bringing it over to the contextual personal, this is the new magic for app developers. Is this leading to AR? >> Oh absolutely. >> I mean we're talking about ... This is the convergence of the new formulas for successful app development. >> Right, I mean we were talking about earlier what is AI and I mentioned all about data and it's absolutely true. Your home is collecting so much data about you that it's going to offer that personal response. So you're talking about is this going to lead to AR? Absolutely, so whatever data it has about your home you might bring your phone out as you go shopping or whatnot. You might be out sight-seeing and have your camera out. And it might bring back some memories, right or might display a photo from your photo album or something. So there's a lot of interesting ties that could come into it and obviously Samsung's camera on their phones are one of the top ones on the market. So there's potential for it, yeah. >> Sorry Ken, I've got to ask you. So looking at the bigger picture now let's look outside of Samsung. We can look at some tell signs here Google on stage clearly not grand-standing but doing their thing. Android, you know, AR core, starting to see that Google DNA. Now they've got tensor flow and a lot of goodness happening in the cloud with Sam Ramji over there kicking ass at Google doing a great job. Okay, they're the big three, some people call it the big seven I call it the big three. It's Amazon, Microsoft, Google. Everyone else is fighting for four, five, six. Depending on who you want to talk to. But those are the three, what I call, native clouds. Ones that are going to be whole-saleing resource. Amazon is not Google, Amazon has no Android. They dropped their phones. Microsoft, Joe Belfiore said hey I'm done with phones they tapped out. So essentially Microsoft taps out of device. They've still got the Xbox. Amazon tapping out of phones. They've got commerce. They've got web service. They've got entertainment. This is going to be interesting. What's your take? >> Well interesting is an under-statement there. I mean, you look at what the ... Amazon, right now, is basically running the show when it comes to virtual assistant or voice-powered assistance. Alexa, Amazon launched a bunch of Alexa products recently and then soon after, I believe it was the last month, Google launches a whole bunch of Google home devices as well. But what's interesting is that both of those companies are targeting... Have a different approach to what Samsung is, right? Remember Samsung's with Bixby 2.0 is all about consolidating the home, right? In my post I coined that it was basically their fight to unite the internet of things kind of thing. But, you know, when it comes to Alexa with Amazon and Google they're targeting not only the smaller integrations with maybe like August or SmartLocks or thermostats and whatnot but they're also going after retailers and businesses. So how many skills can you have on Alexa? How many, what are they called, actions can you have on Google Home? They're going after businesses. >> Well this is the edge of the network so the reason why, again coming back full-circle, I was very critical on day one yesterday. I was kind of like, data IoT that's our wheelhouse in TheCUBE. Not a lot of messaging around that because I don't think Samsung is ready yet and nor should they be given their evolution. But in Amazon's world >> I think they're ... The way they played it yesterday was pretty good a little humble, like they didn't set that expectation like oh my god this is going to >> They didn't dismiss it but they were basically not highlighting it right. >> Well they did enough. They did enough to entice you to tease it but like, look, they have a long way to go to kind of unite it. SmartThings has been around for a while so they've been kind of building it behind the scenes. Now this is like hey now we're going to slap on AI. It's similar to ... >> What do you hear from developers? I've been hearing some chirping here about AI it's got to be standardized and not sure. >> Oh, absolutely. I think a lot of developers will probably want to see hey if I'm going to build... If I want to leverage AI and kind of consolidate I want to be able to have it to maximize my input maximize my reach. Like I don't want to have to build one action here one service skill here. Whatever Samsung's going to call for Bixby. You know I want to make it that one thing. But Samsung's whole modernization that's going to be interesting in terms of your marketplace. How does that play out? You know, Amazon has recently started to monetize or start to incentivize, as it were, developers. And Google if they're not already doing that will probably has plenty of experience in doing that. With Android and now they can do that with Google. >> So I've got to ask you about Facebook. Facebook has been rumored to have a phone coming but I mean Facebook's >> Ken: They tried that once. >> They're Licking their wounds right now. I mean the love on Facebook is not high. Fake news, platform inconsistencies. >> Ken: Ad issues. >> Moves fast, breaks stuff. Zuck is hurting. It's hurting Zuck. Certainly the Russian stuff. I think, first of all, it's really not Facebook's fault. They never claimed to be some original content machine. They just got taken advantage of through bad arbitrage. >> It's gets it to some scale. >> People are not happy with Facebook right now so it's hard for them to choose a phone. >> Well, you're right. There are rumors that they were going to introduce the phone again after... We all remember Facebook Home which was, you know, we won't talk about that anymore. But I think there was talk about them doing a speaker some sort of video thing. I think they were calling it... I believe it's called Project Aloha. I believe Business ETC. and TechCrunch have reported on that extensively. That is going to compete with what Amazon's going. So everyone is going after Amazon, right. So I think don't discount Samsung on this part I think they are going to be I don't want to call them the dark horse but you know, people are kind of ignoring them right now. >> Well if Samsung actually aligned with Amazon that would be very because they'd have their foot in both camps. Google and Amazon. Just play Switzerland and win on both sides. >> Samsung, I think Samsung >> That might be a vital strategy. Kinesis if the customers wanted to do that. Google can provide some cloud for them, don't know how they feel about that. >> Yeah I mean Samsung will definitely be... I think has the appeal with their history they can go after the bigger retailers. The bigger manufacturers to leverage them because there's some stability as opposed to well I'm not going to give access to my data to Amazon you look at Amazon now as Amazon's one of the probably the de facto leader in that space. You see people teaming up with Google to compete against them. You know, there's a anti-Amazony type of alliance out there. >> Well I would say there's a jealousy factor. >> Ken: True, true. >> But a lot of the fud going out there... I saw Matt Asay's article in InfoWorld... And it was over the top basically saying that Amazon's not giving back an open source. I challenged Andy Jesse two years ago on that and Matt's behind the times. Matt you've got to get with the program you're a little bit hardcore pushed there. But I think he's echoing the fear of the community. Amazon's definitely doing open source first of all but the same thing goes for Ali Baba. I asked the founder of Ali Baba cloud last week when I was in China. You guys are taking open source what are you giving back and it was off the record comment and he was like, you know, they want to give back. So, just all kinds of political and or incumbent positions on open source, that to me is going to be the game-changer. Linux foundation, Hipatchi is growing, exponential growth in open source over the next five to ten years. Just in terms of lines of code shipped. >> Right. >> Linux foundation's shown those numbers and 10% of that code is going to be new. 90% of the code's going to be re-used and so forth. >> Ken: Oh absolutely. I mean you're going to need to have a lot of open source in order for this eco-system to really flourish. To build it on your own and build it proprietary it basically locks it down. Didn't Sony deal with that when they were doing, like, they're own memory cards for cameras and stuff and now their cameras are using SD cards now. So you're starting to see, I think, a lot of companies will need to be supportive of open source. In tech you start to see people boasting that, you know, we are doing this in open source. Or you know, Facebook constantly announces hey we are releasing this into open source. LinkedIn will do that. Any company that you talk to will... >> Except Apple. Apple does some open source. >> Apple does some open source, yeah. >> But they're a closed system and they are cool about it. They're up front it. Okay final question, bottom line, Samsung Developer Conference 2017 what should people know that didn't make it or are watching this, what should they know about what they missed and what Samsung's doing, what they need to do better. >> You know I think what really took the two-day conference is basically Bixby. You look at all the sessions; all about Bixby. SmartThings, sure they consolidated everything into the SmartThings cloud, great. But you know SmartThings has been around for a while and I'm interested to see how well they've been doing. I wish they released a little bit more numbers on those. But Bixby it was kind of an interesting 10 million users on them after three months launching in the US which is very is a pretty good number but they still have a bit of a ways to go and they're constantly making improvements which is a very good, good, good thing as well. >> Ken Yeoung, a friend of TheCUBE, tech reporter formerly with VentureBeat now onto his next thing what are you going to do? Take some time off? >> Take some time off, continue writing about what I see and who knows where that takes me. >> Yeah and it's good to get decompressed, you know, log off for a week or so. I went to China I was kind of off Facebook for a week. It felt great. >> Yeah. (laughs) >> No more political posts. One more Colin Kaepernick kneeling down during the national anthem or one more anti-Trump post I'm going to... It was just disaster and then the whole #MeToo thing hit and oh my god it was just so much hate. A lot of good things happening though in the world and it's good to see you writing out there. It's TheCUBE, I'm John Furrier, live in San Francisco, Samsung Developer Conference exclusive Cube coverage live here we'll be right back with more day two coverage of two days. We'll be right back.

>> Voiceover: Live from San Francisco, it's theCUBE covering Samsung Developer's Conference 2017, brought you by Samsung. (electronic music) >> Hello, everyone. Welcome to the Cube's exclusive coverage of the Samsung Developer Conference, here in San Francisco at Moscone West. I'm John Furrier, co-founder of SiliconANGLE media, co-host of theCUBE. I'm here with Gregarious Narain, who's the co-founder of Before Alpha, an old friend of mine who introduced me to pod-casting back in 2004, right when the MP3 was put into the RSS feed. The early days of blogging, the early days of social. You're one of the most prolific social engineers I know. You've been there from day one. Great to see you. >> Yeah, you too, man. Long time. >> What a wave it's been. >> I know. >> Web 2.0, you were at the front end of creating with-- >> Fortunately they didn't make a 3.0. [Both Chuckle] >> Thank God, because Web 2.0 bursted. But those were the days, I mean, just think back, okay, Web 1.0 post-bubble burst, Web 2.0 you were part of a crew of folks. We were all small community at the time, really kind of rubbing nickels together trying to make things happen. You know, back then TechCrunch was formed, PodTech was formed, you had your venture going on, and we all were, before social media existed, we were doing stuff. Scoble was brought down from Microsoft with my start-up, PodTech. But, we were all kind of trying to figure out this new infrastructure. And then the bubbling burst a little bit, but it ended up turning out to be true that social infrastructure was created. Facepost we saw pre-Facebook was obsolete; MySpace. But the social graph, okay, that extended out from RSS with enabled blogging created some great innovations. We're seeing the value of interest graphs develop. >> Yeah. >> And a term that I coined, called the Value-Graph is now extending on top of the interest graph. Some term that we call in theCUBE which is a new form of collaboration is happening. You're riding this new wave, you've got your new firm. You're leading companies through transformation. What's your take of the Samsungs of the world, Apple, Amazon, Microsoft, Google. You got a lot of these old tech guards. >> Yeah. >> Trying to be consumer companies and infrastructure companies, B-to-B means B-to-C. But B-to-B is 'boring to boring'. >> Yeah. >> We don't want B-to-B anymore, we want the new. >> Gregarious: That's right. >> Everything to everything. >> Gregarious: Yeah. >> Exciting to exciting. >> I think, you know, you nailed a lot of the points, I think, that are really interesting, because, you know, innovation is really about sort of like, blending cultural change and technological change together, right? And forming new things. And it usually is a succession of small iterations, And some moon shots, right? And I think like what Samsung's doing that's really interesting is that they bring all that stuff online in real time. Like, we don't wait, you know, ten years to hear about what the next innovation is. It's popping out before you even warm up your other phone, right? I think, you know, in the States, we're almost at a little bit of a disadvantage in seeing the breadth of Samsung, because like such of their footprint is actually significantly bigger. It's not nearly as adopted here, but I think as, you know, this, the theme today was the intelligence of things, really. I think it was a really powerful idea really. >> And they're onstage with Google, you see the relationship with Google, shining forward, I see a lot of big applause there, Google, also Android, not Apple, no iOS. >> Yeah, yeah. >> But this speaks to the consumer company of Samsung Hardware, even their IOT they are under the hood. >> Right. >> Geeky stuff, they put extra security modules in there, for device security, because now the hardware stacks are merging with software stacks. >> That's right, yeah. So, this is the challenge, because you know how hard it is to do database work. >> Yeah. >> We got a lot of unstructured data. >> Gregarious: Yeah. >> Data is now a real-time dynamic, self-driving cars. You can't have latency less than nanoseconds. >> Gregarious: Yeah, that's right. >> And so, databases just don't cooperate that way. >> Gregarious: Yeah. >> So a new architecture is being developed. What's your vision and thoughts about how companies are re-imagining? What are you seeing out there? I know it's early innings, but what are your thoughts? >> Well I think, you know, we went through this software as a service generation, right? Where, sort of software was at the center, right? Social was at the edge. Now the human is moving to the center, and I would say, with that, they're clutching to their devices, right? And so, there is a piece of hardware with every person basically, that's invoked. And I think hardware is becoming as extensible as software ultimately. And I think it is also being deconstructed, right? And I think a log of that Web 2.0 sort of aura was really the deconstruction, or the breakdown of sort of large monolithic services, down into smaller, discreet services that are addressable and serviceable. We're seeing that happen out on the hardware side as well. Things as really just micro-devices, you know, that embody all the pieces. >> If you look at the trend lines, right now we're kind of going back, but connecting the dots forward, there's a massive tsunami going on in opensource development. Linux Foundation was just down in L.A., talking about a exponential growth in new software shift, and a new class of developers coming in. Containerization in Cooper Netis' points to microservices, a whole other level of developer goodness at the top of the stack, freeing up the infrastructure configuration for the cloud, or 'dev ops' as we call it. >> Yeah. >> This is the phenomenon, this is the big wig. This isn't about developers being the guys writing, punching out code, this is front lines stuff. And certainly AR shows and devices from Samsung show. >> Well, and I think the interesting thing is that, with these hardware building blocks too, though, it's allowing software developers to articulate hardware without actually learning the hardware bits and pieces, right? So I think it's like, much idea obstraction, like, you don't have to know how byte code was generated now to work on the web, you sort of, don't necessarily know hardware is put together to be able to actually command an army of hardware pieces. >> How familiar with Samsung's cloud and data strategy, one of the things I see missing in the keynotes today, and clearly missing in the show, so this is kind of a critical analysis of Samsung, is I don't see a lot of the cloud. I see Smart Cloud, Samsung Cloud sprinkled around. I don't see a lot of cloud specifics. And they're not being specific around how the data is being used. >> Yeah. >> Like Alibaba there in China last week, data, data, data, refueling data, data acquisition, data usage, using data as a development tool, I'm not seeing that here. >> Well, I- >> Am I missing it, or...? >> I don't know, well I think at some of the pavilions around there are deeper dives in that, but I might argue that this is almost an intentional thing, right, like in some ways, because we're consumerizing more and more of these pieces. You know, AI scares the crap out of a lot of people. Right? Like and so do I really want to go deeper? >> You mean in a creepy way, or just like a surveillance way? >> I think all ways, right? Like, people are, you know, much like with personalization, you want to all wait until it's too good, right? And you know, I think this is a challenge. >> John: Like what else do they know about? >> Yeah, exactly, right? And so, how much of weeds are necessary? I think like at a developer-centric event like this, yes, like there definitely should be deeper dives, but likely not on that, I mean- >> So, from a messaging standpoint, probably best not to put data out there? It brings up questions. >> Yeah, all this stuff, this is Blendo, right? It all becomes consumer now, right? Like, so the more you put out there, the more you sort of alienate, potentially, adoption. >> So one of the things that we see, obviously, with theCUBE covers hundreds of events in the Enterprise and emerging tech area, but as we get more to the consumers with Samsung, Alibaba, Amazon, and so on, the consumerization trend is definitely here. That changes how businesses do business. IT, information technology, or called IT departments are no longer a department, it's now a fabric of how companies work because you have on-premise hardware, you buy your servers, but now you're operating on a cloud model. >> Yeah. >> You're using public Cloud with it; Microsoft, Amazon, Alibaba, Samsung, whatever, do people care, if it works? >> Yeah. >> So this new phenomenon is shaping how companies are architecting their innovation strategies. >> Yeah. >> You guys are doing a lot of this at your Before Alpha venture. >> Gregarious: Yeah. >> What are you guys doing, is it early days? Are you just basically like, crawl, walk, run stage? Give us an update on the customer. >> Yeah, we look at innovation from like four points of view. As I mentioned earlier, that technological versus cultural, and really, you know, it goes back to the hardest start-ups, right, it's like when large companies see start-ups, they're like, we love what these guys are doing, and the real question they should ask is, "why do these guys exist?" Right? And usually, it's like either one thing, right? Like our norms or our beliefs have changed on the cultural side, or there's a new model of efficacy, or efficiency that's possible, right, inside of your business. So, we will get a perspective change, like am I in the right business, right? Is Samsung in the hardware business, or are they in the intelligence business? Right, like sort of question their positing now, right? What's the persona then, if we're in the intelligence business, 'cause suddenly it's not just the people who buy hardware bits and pieces, it's all the people who consume intelligence. What are the processes we use to build that stuff, how do we surface it, and of course, what are the products? What are the things that land in people' hands? >> Yeah, and I think one of the things I would add to that, is that the element of how they use compute power, because we look at internet of things, which is a message here, it's not too sexy, mainstream doesn't get IOT, but AI can service itself, self-driving cars essentially, you know, machine learning meets IOT which you could call AI. People can grop that and understand the self-driving car, but, you know, airplane connected to the internet, or machines on a factory line, that brings up the role of the data, so the compute power is critical. You don't want to move data around the network, so it's interesting how companies will buy their compute. Do they rent it? Do they send it around like a virtual machine? >> Yeah. >> So these are like legacy infrastructure things that are really high impact to architecture. >> Yeah, well you know, and also when you think about you know, fractional compute, and the whole timeshare model for compute, it is also another area where you have to really readjust, and reconfigure the way your entire system works, to be able to take advantage of it. >> Yeah, and one of the things we're seeing, when it comes to Intel transforming from being a chip company to a supplier of equipment to basically a compute company. >> Yeah. >> We're seeing things that- >> It's that perspective change, right? >> Well, yeah, I mean you got to look at computers now, with Cloud, unlimited potential resources. >> Exactly. You can spin up a zillion virtual machines on the cloud, to do an edge analysis, whether it's a car or something else that's a luxury we didn't have back in the days when you were doing your first venture, did we? >> Yeah, no. >> Whole new world. Final thoughts, what are you working on now? What's the coolest thing you're doing? Give us an update on what's happening for you in the next year or so. >> Ah, the coolest thing, I think, the most exciting work is when we work with companies who sort of understand that either the future is upon them, or that they need to get ahead of it, right? And so, like I say when we're working with customers who do have perspective change, it's like really reinventing their universe, I think that's really, really powerful. It's better, you know, when it's proactive, as opposed to like, great, someone just sat on our head, but you know, sometimes you get there how you get there. So we're doing a lot of work I think looking at like, the technology of the future, but more importantly, how it will impact consumers today, and you know, really the evolution of your own customer base. >> Co-founder of Before Alpha, he's the 'Lead Alpha.' Gregarious, great to have you on theCUBE. Final thought, you've seen many waves, you've worked as a CTO, you've worked on start-ups, you worked with database, you worked social technology, now you're working kind of helping customers put together the future. What's the big learnings that you've seen over the past ten years that you're putting into place now, from a practical perspective to bring to your customers? >> Yeah, you know, I think everyone asks me, 'what's the secret to innovation?' That's the number one question I probably get. I have a list but the one thing I put at the top of the list is permission, right, which is that organizations tend to fail at this because people don't feel like they have permission to do it, they don't have permission to fail, they don't have permission to not work on something else that's taking up fifty percent of their calendar, right? And I think, you know, you see Samsung's innovative culture right, like for other brands, companies, corporations to be successful, if they don't enable, give that permission to their employees, they're never going to make it. >> Certainly with Cloud, you can try something new, and iterate, we see the lean start-up culture, kind of growing and artistry kind of coming in mainstream. Thoughts on artistry and art in technology coming together? >> I think it was a natural, peanut butter and jelly kind of moment from the beginning. Right, you talk to any engineer, any developer, they view what they do as art, right? And the expression of that, it takes any number of forms. >> And the great news is at the front lines, as they get more consumer tech, with like Samsung and Apple, you see guys out in the front lines really adding value, changing the scope of what's possible. >> It's the creator movement, right? Like they were having here is a big theme at this event as well. >> Right, creator moment, building the good apps, great technology, just theCUBE, creating great content here on the ground, at the edge of the network, here at the Samsung Developer Conference in Moscone West in San Fransisco. I'm John Furrier, be back with more after a short break. (electronic music)

(rhythmic music) >> From Phoenix, Arizona, The Cube. At Catalyst Conference, here's your host, Jeff Frick. (rhythmic music) >> Hey, Jeff Frick here with The Cube. We are in Phoenix, Arizona at the Girls Who Code Catalyst Conference It's a great show, about 400 people; they're fourth year. It's going back to the Bay Area next year, so I wanted to come down, talk to some of the key notes, some of the speakers. And really give you a taste if you weren't able to make the trip to Phoenix this year of what's going on. So we're really excited to be joined by our next guest, Fran Maier, she co-founded Match, she co-founded TRUSTe. Serial entrepreneur, the start-up veteran. Fran, welcome. >> Thank you so much Jeff, It's great to be here. >> Absolutely. So you were giving a presentation on really what it is to be a woman entrepreneur. >> Yes, so I've been a internet entrepreneur for now more than twenty years going back to when we started Match.com. And I joined that in late 1994. We really launched around 1995, about 21 years ago, this month, April of 1995. >> Time flies >> And many of the things that were still very much, I think, in the early years of the impact of the internet and mobile and cloud and connectivity on our lives, but Match.com has proven to be what they call a unicorn, a very successful new business model, but more than that many, many people have found their life partner or at least a few good dates on Match.com. So I am always very happy about that. >> And you're way ahead of the curve. Now, I think, I don't know, I've been married for over twenty years, but I think a lot of people that's kind of the first way >> Yeah. to meet people. >> Not the second way. Where when you guys first made Match.com, that was a pretty novel idea. >> Well, well now they call dating where like we used to do it, where you met people at parties and bars, now that's called dating in the wild. >> In the wild (laughing) >> So the more natural thing is using Match.com. But from an entrepreneurial support, I was one of the only women who was involved in starting company in the mid-1990's, still women are less than 10% of TechFounders or venture-backed founders. Women raise a lot less money. And so one of my passions and why I am here at Girls in Tech is to try and impart some of the wisdom gleamed over twenty plus years. >> So what are some of the ways that you see that barrier starting to break down? Is it just, you just got to keep banging on it and slowly and slowly it will move and >> (murmers) >> So I think there's been some difference, I think it's a lot easier to be an entrepreneur of any kind now >> Well that's true. >> than it was twenty years ago. I mean, now having meals delivered to you and the sort of support like Girls in Tech, there was very little of that guidance or certainly there were very few role models, >> Right. >> Twenty years ago. So that certainly has changed. I think another big change, and this is probably over the last two or three years, is that now women feel they can speak out loud about some of the issues. And that there is some, men are willing to listen, >> Right >> Right >> at least some are. >> We still see things like TechCrunch a couple of years ago had a team present a new mobile app called Titstare. We still hear about things like that. We still, there was a survey called The Elephant in Silicon Valley that itemized stories and stats about women and sexual abuse, other kinds of harassment, exclusion, not being invited to sit at the table. So a lot of that stuff is still going on. But I feel like we can call it out a little bit easier. >> Right, right. And it's ... >> Without retribution potentially. >> Is there, is there, kind of a tipping point event, action, that you see potentially as to kind of accelerating ... accelerating it? >> Well I think the media, since lead-in has really kind of picked up on this and discovering it. And the Ellen Pao trial, last year; I spoke a little bit about that, where she brought suit to Kleiner Perkins. She lost the suit, but it started the dialogue. >> Right. >> So I think a lot of this is, is happening and my approach is to try and ... I see, I advise so many start ups. And I see business plans. And almost invariably the business plans from women aren't big enough. They don't say "Hey we're going to be a hundred million dollar company in five years. And we need to raise five million dollars to get there." >> Right. >> Women play it more safe, and, I don't think that, I'm trying to encourage them to take more risk, to figure out how to do it, to play to win. >> Right. Play big to win, right? Playing big. >> Play big to win, yes, swing big. >> It's interesting, on the Lean In, you know Sheryl Sandberg's, I don't know if ground breaking is the right word, but certainly ground breaking. >> Surely, yeah. >> But the Golden State Warriors right now, probably the most popular professional sports team in the country, at the zenith of their success, they have a Lean In commercial. I don't know if you've seen it in the Bay Area, >> I havent seen it! >> where all of the players talk about leaning in. And it just so happens that Steph Curry, their number one superstar, >> Sure. is very close to his wife. She has a cooking show. They're very family orientated. Green ... >> But I thought you were going to ... >> Draymond Green has his mom, who he just constantly just gushes about his mom. And so they, as a male sports team, have a whole commercial they run quite frequently on specifically Lean In. >> Well I, I appreciate that. I also, though, read the article that, that team is owned by bunch of venture capitalists. They all get together and play basketball and it reminded me of a little bit of another place where women have been excluded. And so I was talking to a venture capital friend of mine saying "Buy into the Warriors, or let's buy into a women's soccer team." And you know sports being what they are, it's almost a different thing, but the news about the women's soccer players being paid much less than the men, even though they generate more income. It's just another example, profession by profession where women are paid less or have less opportunity to advance. >> But to your point, I think people understand it, it's not right, but I think everyone pretty much knows that women aren't paid the same as men. But that was interesting about the soccer story, to your point is it was brought up. >> Yeah we could talk about it. >> It wasn't a retribution, right? It's like hey, you know, we're not getting paid and they listed the numbers in Sports Illustrated. They were dramatically different. And, in fact, you know, one of the knocks in the WNBA is that you can't make a living as a player in the WNBA. You just can't. They pay them like, I don't know >> So they should have been. Yeah. >> $60,000. Whatever it is. You know they have to go play in other places, foreign countries to make enough money to live. So I do think its interesting, your point that, you know, the exposure of the problem, the kind of acceptance that we need to do something about it, does seem to be in a much better place than it used to be. >> The other thing that I think that these things illustrate is one of the messages I try and get across, is women tend to settle for too little. You know, they don't necessarily negotiate for themselves. Out of college they don't do as well. They, I've talked to many women who they felt that when they were raising capital, or negotiating deals, that the men on the other side of the table, mostly, not always of course, it sort of said, "Hey this is great, you should be happy to get this. How many women get this?" And that's not really the issue. The issue should be, you should be getting what you deserve. I learned that the hard way, we talked about it a little bit, awhile ago, where Match.com was sold in 1998 for less than $10,000,000. And I was the general manager, I had grown it, we were number one, we were cash flow positive, although probably shouldn't have been. And I walked away with a hundred thousand dollars. And, at the time, sure that's a lot of money, but nobody seemed to encourage me that I probably could have raised the money and led the investment and had an equity round. A year later Match.com was sold from Send It to ISC for $70,000,000. And of course I didn't get anything. >> Yeah. >> So that's my big lesson. The good news is, ten years later, I took TRUSTe, which was a nonprofit, switched it to a for-profit, I raised the capital, and got my ownership in equity position. But tough lesson. >> Yeah, expensive one. >> Yeah. >> But those are the ones you learn though. (laughter) >> I could go through a few of those too. So Fran, we're running low on time. I wanted to give you the last word and get your perspective on, kind of, mentorship and sponsorship. We hear those words tossed around a lot. And that there's a significant difference between just being a mentor and actually being a sponsor, taking an active role in someone else's career. Pushing them to maybe uncomfortable places. Giving them, you know, kind of, the oomph, if you will, that, "Yes you can do this, you do belong." What are you seeing kind of the development of that as people try to help more women ascend, kind of up the line? >> Well, you know, I tend to think of mentorship as something that happens within a company and sponsorship can happen within a company, but advising, sponsoring, promoting, championing, are things that we certainly need to do within the entrepreneurial community of women. So, mentoring is, I see that as a little bit more passive, and I don't know why. But, it's important to have people to look up to and for you, role models are really important. But I think the active thing of championing or sponsoring or even being a more active coach or advisor, is a little bit more hands-on and willing to challenge, you know, you're not just a role model, you're really saying, "Tell me what you're dealing with, and let me see how I can help." I just got off a phone call from one of my advisees, she just raised the money, great news, you know, now she's freaking out about how to spend it. (laughing) >> Maybe with your next problem. >> Yeah. (laughter) >> Been there, done that. >> Right, right. >> You know. >> Well, it's good, good for helpin' them out, and Fran, thanks for taking a few minutes. >> Sure. Lot of fun. >> Absolutely. Track Fran down if you're a budding entrepreneur. She's been there, she's got the scars and the wounds from the early days, and learned from it on the success with TRUSTe. >> Thank you. >> And, some great videos on the web, by the way. I was watching them, the whole story on the Match thing was pretty funny. You'll enjoy it, so take the time ... >> There's one of them where I start to cry, I hate that, but what can you do? >> I didn't get to the crying part, but that's okay. >> Yeah, yeah, that's all right. >> That's what happens in Jerry McGuire all the time. All right, well thanks a lot Fran. >> Thanks so much. >> I'm Jeff Frick, you are watching The Cube. We are in Phoenix, Arizona, at the Girls in Tech Catalyst Conference. (rhythmic music)

hello welcome back mark risen Hopkins here at South by Southwest 2011 and I'm here with Nick do cough from info chimps where I'm from I'm pretty familiar with because I'm a tech center and I hear about these guys all the time you may or may not you should probably should know who these people are but if you're not Nick I'm just going to have you start off with a little bit of an elevator pitch talk about what your company does and acquaint them I hope hopefully they can hear you over the whatever that is a keynote or contest what is going on out there sure thank you info chums is a market place to find share and build on data we have two big customer bases one is the developer community which we're just really focused on making it super easy for developers to build applications you know an application is really two things right it's code and it's a database and there's lots of folks out there that help developers get access to code such as github but there's really not a centralized repository for structured information data and so that's what we're building and we're really excited about it the other part of our business is our marketplace where we have data sets that are published and can be downloaded as flat files so if you're you know mom and pop or you know non technical user and you know data for you is you know viewable in Microsoft Excel that's you know that's the place for you the beautiful thing is it's all found at the same place and that's info gems com I was going to talk a little bit about your recent announcement and Michelle the former contributors SiliconANGLE if you're watching this video you probably know who Michelle Greer is has been excitedly talking in hushed tones don't tell anybody till we announced but check a look at this is really cool your API Explorer and the launch of is it 1000 API is 1000 2000 data sets so i've i've never really dug is deep into your data sets as I have in the last couple of weeks while you've been turning on the API Explorer and uploading these new things so tell me tell me for is all about the broadly about the data sets and the API explored how that works and then we'll dive deeper into a couple of these that are really cool thanks and you know sorry to steal Michelle from you but she's a rock star and we love her so we recently published two thousand new API calls and you know that that's pretty exciting for us we're trying to make you know as much data is available in one place as as there is on the internet and these two thousand API calls range from social media data to weather data to stock data and really you know our key focus here was just to try to think of what are the building blocks for an application and how can we provide just data sets that you know can inspire developers to build applications without ever having to bring data down onto their own server the API Explorer makes it super easy for anybody to come and see you know after they pass through an input what what the output looks like within their web browser so they don't have to go and start coding to figure out what the output is going to look like they can you know get a few samples right there in the browser so the and as someone who is a lightweight developer these days but was a heavy coder back in my early days the API Explorer is what really makes it real in my opinion because you can look at the documentation all day long and we spoke to somebody earlier today that's in the documentation business as soon as you hear that you know it's nor right you know I don't want some ads either you're thinking about it something has to write the documentation which is a which is a big task always or someone's got to read it unless you need it like five minutes ago you you're not going to be hitting the books so but being able to just see a little box and like okay here's what I put into this box and hit the button and see what comes out the other end that's what makes it real so that that's I think something that makes what you guys are doing pretty exciting now but one of the ones that Michele showed me was clearly which is another company that uses you as the platform to publish the data and the AP I and so talk a little bit about what clearly does I can see a hundred uses for this for applications we're developing so talk a little bit about what that does and in depth about as much debt as you can about how they get their data and all that so poorly is a company run by Mac Schneider Hoffer based in London UK and he was previously at Atlas ventures he was a VC you know came back to the bright side of things and started his own company what clerk poorly does is a database across social identities so you know who are you online who am i online I'm Nick do cough um Twitter I'm / do cough on facebook I'm / Nick dash do cough on linkedin and you know it's hard to sometimes find in a programmatic fashion you know all of the identities for a person online and so what queries done is you can pass through whatever you've got twitter handle or Facebook account or a linkedin account and it will help map across all of the other social networks and help you find your flickr account the youtube account your LinkedIn account so that you know developers can help build you know any number of applications we deal we're based out of the cloud air office our Palo Alto group is based on cloud our office so a lot of what we do is using Hadoop to bring structure into unstructured data and I know that API right there I think saved us probably about three months worth of development on one aspect so we're going to be using it just just so you know but I mean being able to surface a surface content in a way that like being able to access you know you know the people that are around it like invented by stop by Southwest you control feeds find people that are there at South by Southwest but you don't always have access to all the content they're publishing because they may not have an auto feed going but you know with something like we really you can pull all their other feeds and then you know just just filter it based on location or date range or whatever it is you're doing and really go up with something useful you know to speak a little bit about what they do and I'm happy to also introduce you to max he's coming into Austin for South by Southwest but I hope you get it through us and not them but so what max does is you know they use indicators you know strong links across your various profiles to see UK is at Nick Duke off really the same guy as facebook / Nick Duke off right you know am I linking to my facebook profile from my twitter profile or you know in my facebook have i mentioned you know back to my twitter profile or my about me profile or something else right so that they can see okay well is this person really this this person well and then this kind of links into the the other discs the other API we were discussing earlier which is the Twitter profile search that combined with maybe the queerly search would be a great way of surfacing like Authority nodes on you know amongst content providers so talk about the differences between Twitter's native profile search we did we ran it on Batman Batman comics my thing and versus the the profile search that you guys have so we're really moving to having you know the data store of choice for us is elastic search it's an incredibly powerful tool that allows you to do essentially boolean searches across large data files for instance the Twitter profile search is a hunt across 100 million nodes and what we've got now is the ability to search across those 100 million users you know with the key words that they use in their profile and that can be you know obviously name it can be how they describe themselves what they like we're even there from Twitter the way that they do it based on just a couple searches that we ran it looks like they have some kind of method of looking both at the tweets themselves as well as potentially other keywords around what you need Charlie in character Gotham news and all kinds of crazy stuff nothing none of it had to do with that man comics per se than loosely associated with Batman so I guess if you're into that there you go but if you want an exact match this would be the way to go so so it's not all social data you've got I know there's some sports related ones in there there's a the raw word searches it was at the British corporate national corpus you've got a couple other ones that escaped me at mall and just a well with 2000 but so lots of interesting data to be able to search tubing so let's uh let's look a little bit broader where did you guys where was the inspiration for this what was the amo because big data is this is the is a focus for us editorially for the next foreseeable future whatever that ends up being because we covered a couple of conferences recently strata Hadoop amazing viewership that we were just talking about the concepts behind big data and it resonated with both our consumer oriented audiences developers of course but also enterprise because big data is something that affects them too and it's not just all about social and mobile and you know the fun stuff that Mashable and the TechCrunch and the web to blogs like to talk about but it's it's crossed over at IT so what was your aha moment that led you to pursue the path that that info chimps has because you're you're positioned at a good nexus for enterprise and all the consumer facing data stores so we'll just just talk a little bit about that journey sure so flip Cromer another one of our co-founders and CTO was pursuing his PhD in physics at UT and in the course of his research no spent a lot of time you know finding and munching data the kind of aha moment for him was it's a pain in the butt to find data online no Google does a wonderful job of indexing you know blobs unstructured information on web pages but they don't do a great job of indexing structured information and so flip set out to solve this problem and asked around his his fellow PhD candidates if anybody might be interested in pursuing pursuing this this this mission and found dhruv bandage m's team and kind of from there you know we've built up to 15 chimps trying to democratize access to structured information so so talk about the process of like data sanitization i know its a mix of automated and hand hand washing of the data so talk if you can talk about that it may be part of your secret sauce but if you didn't talk a little about that process I'd like to learn more sure so one of our kind of core philosophies is we take data and we publish it in a structured format we don't necessarily cleanse it when there's clearly articulated demand for a very high quality data set either we'll find it either through a third party supplier or we'll build it ourselves but unless there's clearly articulated demand we publish it the same way that we find it the only change that we make is we identify columns and rows so that you can make that you know in a machine-readable format okay but and also part of the rolls is documentation of that which is which is your next big but you can only do with 15 people do to so much at one time so you've got all the data published and part of that role is actually making it searchable curated and findable yeah so we absolutely want to continue to work on cleaning up the metadata you know around the data one of the things that we've been working on is a unified format of metadata and so that's something that we're pretty far along on and really excited about and I think it will really help with scalability because you know our data team can ingest data you know pretty quickly at this point you know we're pulling in you know hundreds of gigabytes a week or more probably closer to terabytes a week and but you know we got to make sure that we keep up with respect to you no documentation like you were saying and making it easily findable or we end up in the same place that we were before we started in foot jumps and so what we've done is we've loaded all of the metadata into elasticsearch as well as some of the data so that you know we obviously our search algorithm is part of our special sauce but we try to make you know the data set that's most relevant to you adjacent to the data that you either have or otherwise we're looking for so search search is really becoming a everything old is new again that's like a one of the themes people going back to search and reapplying it to problems that Google you know doesn't need to work on right Google is everybody thinks Google is solved search and I think they'll probably the first to tell you that we got ninety five percent of it down but I think it may be more than that really because there's so many different aspects of search that haven't been tackle I mean you got the semantic side you've got different different organizations that are trying to patch holes in micro site search you know or whitelisted topic-specific search and you're working on a couple different approaches to structure data search so that's that's one of the things I'm seeing is emerging theme what just stepping back I mean you've been like I suspend like a day and a half here in South by Southwest but you've probably been exposed to the the prep a little bit longer than I have been local to Austin what's what are some of the themes you're seeing emerge out of the conference here so you know it's it's all about location right you know you know location local and you know the data that powers that and so with respect to location you know one of the important themes is you know places where am i standing right now and there's a number of folks out there that you know might even tell you different things about where you're standing and so over the next couple months we're pretty excited to announce some partnerships that you know will save for another story to really make it easy for developers to build location-based applications and obviously a big part of that will be you know retail inventory and and and other things about where you are right happy hour specials you know all the other ratings and reviews you know all the kinds of stuff that folks ask for all the time you know can you scrape citysearch can you scrape yelp and you know we won't necessarily but we'll work with a lot of folks who have similar databases or those companies themselves to make it available to our developer community so one of the yet so that's a good position to delve into a little bit because i think that the fear is with companies that sit in a position you do where you envelop so much of an ecosystem is that you will compete with that ecosystem eventually we see it with Twitter you see with Facebook and you know those evangelists for those those organizations will will tell you okay we're not really competing but we know they are I mean either they are or they're just really bad at communicating how they don't want to communicate compete with their own ecosystem so that you leave the data sanitization scraping and otherwise organizing to other people and you're just organizing the organization of the data that that's an interesting point to elaborate on for instance a good number of those two thousand data sets where we took factual corpus of data sets and published them as api's right so we took what was you know structure data and made it published in an application programming interface right and that was something that hadn't been done before and now it's even easier to build on top of those databases right so you know they existed in the wild and we just made them easier to find an easier to access and that's really what we're what we're trying to do very cool stuff big data a theme search a theme South by Southwest 2011 I am Margaret Ann Hopkins we've been chatting with info chimps so a company to watch keep an eye on these guys play with the API Explorer I can't I am I'm not getting paid by these guys to say this I just really like it I played with it I really liked it so I think you should to stay tuned to SiliconANGLE console can hang a lot TV we'll have more coverage coming out of the conference so don't go away