>>from around the globe. It's the Q with digital coverage of exa scale day made possible by Hewlett Packard Enterprise. Welcome, everyone to the Cube celebration of Exa Scale Day. Shaheen Khan is here. He's the founding partner, an analyst at Orion X And, among other things, he is the co host of Radio free HPC Shaheen. Welcome. Thanks for coming on. >>Thanks for being here, Dave. Great to be here. How are you >>doing? Well, thanks. Crazy with doing these things, Cove in remote interviews. I wish we were face to face at us at a supercomputer show, but, hey, this thing is working. We can still have great conversations. And And I love talking to analysts like you because you bring an independent perspective. You're very wide observation space. So So let me, Like many analysts, you probably have sort of a mental model or a market model that you look at. So maybe talk about your your work, how you look at the market, and we could get into some of the mega trends that you see >>very well. Very well. Let me just quickly set the scene. We fundamentally track the megatrends of the Information Age And, of course, because we're in the information age, digital transformation falls out of that. And the megatrends that drive that in our mind is Ayotte, because that's the fountain of data five G. Because that's how it's gonna get communicated ai and HBC because that's how we're gonna make sense of it Blockchain and Cryptocurrencies because that's how it's gonna get transacted on. That's how value is going to get transferred from the place took place and then finally, quantum computing, because that exemplifies how things are gonna get accelerated. >>So let me ask you So I spent a lot of time, but I D. C and I had the pleasure of of the High Performance computing group reported into me. I wasn't an HPC analyst, but over time you listen to those guys, you learning. And as I recall, it was HPC was everywhere, and it sounds like we're still seeing that trend where, whether it was, you know, the Internet itself were certainly big data, you know, coming into play. Uh, you know, defense, obviously. But is your background mawr HPC or so that these other technologies that you're talking about it sounds like it's your high performance computing expert market watcher. And then you see it permeating into all these trends. Is that a fair statement? >>That's a fair statement. I did grow up in HPC. My first job out of school was working for an IBM fellow doing payroll processing in the old days on and and And it went from there, I worked for Cray Research. I worked for floating point systems, so I grew up in HPC. But then, over time, uh, we had experiences outside of HPC. So for a number of years, I had to go do commercial enterprise computing and learn about transaction processing and business intelligence and, you know, data warehousing and things like that, and then e commerce and then Web technology. So over time it's sort of expanded. But HPC is a like a bug. You get it and you can't get rid of because it's just so inspiring. So supercomputing has always been my home, so to say >>well and so the reason I ask is I wanted to touch on a little history of the industry is there was kind of a renaissance in many, many years ago, and you had all these startups you had Kendall Square Research Danny Hillis thinking machines. You had convex trying to make many supercomputers. And it was just this This is, you know, tons of money flowing in and and then, you know, things kind of consolidate a little bit and, uh, things got very, very specialized. And then with the big data craze, you know, we've seen HPC really at the heart of all that. So what's your take on on the ebb and flow of the HPC business and how it's evolved? >>Well, HBC was always trying to make sense of the world, was trying to make sense of nature. And of course, as much as we do know about nature, there's a lot we don't know about nature and problems in nature are you can classify those problems into basically linear and nonlinear problems. The linear ones are easy. They've already been solved. The nonlinear wants. Some of them are easy. Many of them are hard, the nonlinear, hard, chaotic. All of those problems are the ones that you really need to solve. The closer you get. So HBC was basically marching along trying to solve these things. It had a whole process, you know, with the scientific method going way back to Galileo, the experimentation that was part of it. And then between theory, you got to look at the experiment and the data. You kind of theorize things. And then you experimented to prove the theories and then simulation and using the computers to validate some things eventually became a third pillar of off science. On you had theory, experiment and simulation. So all of that was going on until the rest of the world, thanks to digitization, started needing some of those same techniques. Why? Because you've got too much data. Simply, there's too much data to ship to the cloud. There's too much data to, uh, make sense of without math and science. So now enterprise computing problems are starting to look like scientific problems. Enterprise data centers are starting to look like national lab data centers, and there is that sort of a convergence that has been taking place gradually, really over the past 34 decades. And it's starting to look really, really now >>interesting, I want I want to ask you about. I was like to talk to analysts about, you know, competition. The competitive landscape is the competition in HPC. Is it between vendors or countries? >>Well, this is a very interesting thing you're saying, because our other thesis is that we are moving a little bit beyond geopolitics to techno politics. And there are now, uh, imperatives at the political level that are driving some of these decisions. Obviously, five G is very visible as as as a piece of technology that is now in the middle of political discussions. Covert 19 as you mentioned itself, is a challenge that is a global challenge that needs to be solved at that level. Ai, who has access to how much data and what sort of algorithms. And it turns out as we all know that for a I, you need a lot more data than you thought. You do so suddenly. Data superiority is more important perhaps than even. It can lead to information superiority. So, yeah, that's really all happening. But the actors, of course, continue to be the vendors that are the embodiment of the algorithms and the data and the systems and infrastructure that feed the applications. So to say >>so let's get into some of these mega trends, and maybe I'll ask you some Colombo questions and weaken geek out a little bit. Let's start with a you know, again, it was one of this when I started the industry. It's all it was a i expert systems. It was all the rage. And then we should have had this long ai winter, even though, you know, the technology never went away. But But there were at least two things that happened. You had all this data on then the cost of computing. You know, declines came down so so rapidly over the years. So now a eyes back, we're seeing all kinds of applications getting infused into virtually every part of our lives. People trying to advertise to us, etcetera. Eso So talk about the intersection of AI and HPC. What are you seeing there? >>Yeah, definitely. Like you said, I has a long history. I mean, you know, it came out of MIT Media Lab and the AI Lab that they had back then and it was really, as you mentioned, all focused on expert systems. It was about logical processing. It was a lot of if then else. And then it morphed into search. How do I search for the right answer, you know, needle in the haystack. But then, at some point, it became computational. Neural nets are not a new idea. I remember you know, we had we had a We had a researcher in our lab who was doing neural networks, you know, years ago. And he was just saying how he was running out of computational power and we couldn't. We were wondering, you know what? What's taking all this difficult, You know, time. And it turns out that it is computational. So when deep neural nets showed up about a decade ago, arm or it finally started working and it was a confluence of a few things. Thalib rhythms were there, the data sets were there, and the technology was there in the form of GPS and accelerators that finally made distractible. So you really could say, as in I do say that a I was kind of languishing for decades before HPC Technologies reignited it. And when you look at deep learning, which is really the only part of a I that has been prominent and has made all this stuff work, it's all HPC. It's all matrix algebra. It's all signal processing algorithms. are computational. The infrastructure is similar to H B. C. The skill set that you need is the skill set of HPC. I see a lot of interest in HBC talent right now in part motivated by a I >>mhm awesome. Thank you on. Then I wanna talk about Blockchain and I can't talk about Blockchain without talking about crypto you've written. You've written about that? I think, you know, obviously supercomputers play a role. I think you had written that 50 of the top crypto supercomputers actually reside in in China A lot of times the vendor community doesn't like to talk about crypto because you know that you know the fraud and everything else. But it's one of the more interesting use cases is actually the primary use case for Blockchain even though Blockchain has so much other potential. But what do you see in Blockchain? The potential of that technology And maybe we can work in a little crypto talk as well. >>Yeah, I think 11 simple way to think of Blockchain is in terms off so called permission and permission less the permission block chains or when everybody kind of knows everybody and you don't really get to participate without people knowing who you are and as a result, have some basis to trust your behavior and your transactions. So things are a lot calmer. It's a lot easier. You don't really need all the supercomputing activity. Whereas for AI the assertion was that intelligence is computer herbal. And with some of these exa scale technologies, we're trying to, you know, we're getting to that point for permission. Less Blockchain. The assertion is that trust is computer ble and, it turns out for trust to be computer ble. It's really computational intensive because you want to provide an incentive based such that good actors are rewarded and back actors. Bad actors are punished, and it is worth their while to actually put all their effort towards good behavior. And that's really what you see, embodied in like a Bitcoin system where the chain has been safe over the many years. It's been no attacks, no breeches. Now people have lost money because they forgot the password or some other. You know, custody of the accounts have not been trustable, but the chain itself has managed to produce that, So that's an example of computational intensity yielding trust. So that suddenly becomes really interesting intelligence trust. What else is computer ble that we could do if we if we had enough power? >>Well, that's really interesting the way you described it, essentially the the confluence of crypto graphics software engineering and, uh, game theory, Really? Where the bad actors air Incentive Thio mined Bitcoin versus rip people off because it's because because there are lives better eso eso so that so So Okay, so make it make the connection. I mean, you sort of did. But But I want to better understand the connection between, you know, supercomputing and HPC and Blockchain. We know we get a crypto for sure, like in mind a Bitcoin which gets harder and harder and harder. Um and you mentioned there's other things that we can potentially compute on trust. Like what? What else? What do you thinking there? >>Well, I think that, you know, the next big thing that we are really seeing is in communication. And it turns out, as I was saying earlier, that these highly computational intensive algorithms and models show up in all sorts of places like, you know, in five g communication, there's something called the memo multi and multi out and to optimally manage that traffic such that you know exactly what beam it's going to and worth Antenna is coming from that turns out to be a non trivial, you know, partial differential equation. So next thing you know, you've got HPC in there as and he didn't expect it because there's so much data to be sent, you really have to do some data reduction and data processing almost at the point of inception, if not at the point of aggregation. So that has led to edge computing and edge data centers. And that, too, is now. People want some level of computational capability at that place like you're building a microcontroller, which traditionally would just be a, you know, small, low power, low cost thing. And people want victor instructions. There. People want matrix algebra there because it makes sense to process the data before you have to ship it. So HPCs cropping up really everywhere. And then finally, when you're trying to accelerate things that obviously GP use have been a great example of that mixed signal technologies air coming to do analog and digital at the same time, quantum technologies coming so you could do the you know, the usual analysts to buy to where you have analog, digital, classical quantum and then see which, you know, with what lies where all of that is coming. And all of that is essentially resting on HBC. >>That's interesting. I didn't realize that HBC had that position in five G with multi and multi out. That's great example and then I o t. I want to ask you about that because there's a lot of discussion about real time influencing AI influencing at the edge on you're seeing sort of new computing architectures, potentially emerging, uh, video. The acquisition of arm Perhaps, you know, amore efficient way, maybe a lower cost way of doing specialized computing at the edge it, But it sounds like you're envisioning, actually, supercomputing at the edge. Of course, we've talked to Dr Mark Fernandez about space born computers. That's like the ultimate edge you got. You have supercomputers hanging on the ceiling of the International space station, but But how far away are we from this sort of edge? Maybe not. Space is an extreme example, but you think factories and windmills and all kinds of edge examples where supercomputing is is playing a local role. >>Well, I think initially you're going to see it on base stations, Antenna towers, where you're aggregating data from a large number of endpoints and sensors that are gathering the data, maybe do some level of local processing and then ship it to the local antenna because it's no more than 100 m away sort of a thing. But there is enough there that that thing can now do the processing and do some level of learning and decide what data to ship back to the cloud and what data to get rid of and what data to just hold. Or now those edge data centers sitting on top of an antenna. They could have a half a dozen GPS in them. They're pretty powerful things. They could have, you know, one they could have to, but but it could be depending on what you do. A good a good case study. There is like surveillance cameras. You don't really need to ship every image back to the cloud. And if you ever need it, the guy who needs it is gonna be on the scene, not back at the cloud. So there is really no sense in sending it, Not certainly not every frame. So maybe you can do some processing and send an image every five seconds or every 10 seconds, and that way you can have a record of it. But you've reduced your bandwidth by orders of magnitude. So things like that are happening. And toe make sense of all of that is to recognize when things changed. Did somebody come into the scene or is it just you know that you know, they became night, So that's sort of a decision. Cannot be automated and fundamentally what is making it happen? It may not be supercomputing exa scale class, but it's definitely HPCs, definitely numerically oriented technologies. >>Shane, what do you see happening in chip architectures? Because, you see, you know the classical intel they're trying to put as much function on the real estate as possible. We've seen the emergence of alternative processors, particularly, uh, GP use. But even if f b g A s, I mentioned the arm acquisition, so you're seeing these alternative processors really gain momentum and you're seeing data processing units emerge and kind of interesting trends going on there. What do you see? And what's the relationship to HPC? >>Well, I think a few things are going on there. Of course, one is, uh, essentially the end of Moore's law, where you cannot make the cycle time be any faster, so you have to do architectural adjustments. And then if you have a killer app that lends itself to large volume, you can build silicon. That is especially good for that now. Graphics and gaming was an example of that, and people said, Oh my God, I've got all these cores in there. Why can't I use it for computation? So everybody got busy making it 64 bit capable and some grass capability, And then people say, Oh, I know I can use that for a I And you know, now you move it to a I say, Well, I don't really need 64 but maybe I can do it in 32 or 16. So now you do it for that, and then tens, of course, come about. And so there's that sort of a progression of architecture, er trumping, basically cycle time. That's one thing. The second thing is scale out and decentralization and distributed computing. And that means that the inter communication and intra communication among all these notes now becomes an issue big enough issue that maybe it makes sense to go to a DPU. Maybe it makes sense to go do some level of, you know, edge data centers like we were talking about on then. The third thing, really is that in many of these cases you have data streaming. What is really coming from I o t, especially an edge, is that data is streaming and when data streaming suddenly new architectures like F B G. A s become really interesting and and and hold promise. So I do see, I do see FPG's becoming more prominent just for that reason, but then finally got a program all of these things on. That's really a difficulty, because what happens now is that you need to get three different ecosystems together mobile programming, embedded programming and cloud programming. And those are really three different developer types. You can't hire somebody who's good at all three. I mean, maybe you can, but not many. So all of that is challenges that are driving this this this this industry, >>you kind of referred to this distributed network and a lot of people you know, they refer to this. The next generation cloud is this hyper distributed system. When you include the edge and multiple clouds that etcetera space, maybe that's too extreme. But to your point, at least I inferred there's a There's an issue of Leighton. See, there's the speed of light s So what? What? What is the implication then for HBC? Does that mean I have tow Have all the data in one place? Can I move the compute to the data architecturally, What are you seeing there? >>Well, you fundamentally want to optimize when to move data and when to move, Compute. Right. So is it better to move data to compute? Or is it better to bring compute to data and under what conditions? And the dancer is gonna be different for different use cases. It's like, really, is it worth my while to make the trip, get my processing done and then come back? Or should I just developed processing capability right here? Moving data is really expensive and relatively speaking. It has become even more expensive, while the price of everything has dropped down its price has dropped less than than than like processing. So it is now starting to make sense to do a lot of local processing because processing is cheap and moving data is expensive Deep Use an example of that, Uh, you know, we call this in C two processing like, you know, let's not move data. If you don't have to accept that we live in the age of big data, so data is huge and wants to be moved. And that optimization, I think, is part of what you're what you're referring to. >>Yeah, So a couple examples might be autonomous vehicles. You gotta have to make decisions in real time. You can't send data back to the cloud flip side of that is we talk about space borne computers. You're collecting all this data You can at some point. You know, maybe it's a year or two after the lived out its purpose. You ship that data back and a bunch of disk drives or flash drives, and then load it up into some kind of HPC system and then have at it and then you doom or modeling and learn from that data corpus, right? I mean those air, >>right? Exactly. Exactly. Yeah. I mean, you know, driverless vehicles is a great example, because it is obviously coming fast and furious, no pun intended. And also, it dovetails nicely with the smart city, which dovetails nicely with I o. T. Because it is in an urban area. Mostly, you can afford to have a lot of antenna, so you can give it the five g density that you want. And it requires the Layton sees. There's a notion of how about if my fleet could communicate with each other. What if the car in front of me could let me know what it sees, That sort of a thing. So, you know, vehicle fleets is going to be in a non opportunity. All of that can bring all of what we talked about. 21 place. >>Well, that's interesting. Okay, so yeah, the fleets talking to each other. So kind of a Byzantine fault. Tolerance. That problem that you talk about that z kind of cool. I wanna I wanna sort of clothes on quantum. It's hard to get your head around. Sometimes You see the demonstrations of quantum. It's not a one or zero. It could be both. And you go, What? How did come that being so? And And of course, there it's not stable. Uh, looks like it's quite a ways off, but the potential is enormous. It's of course, it's scary because we think all of our, you know, passwords are already, you know, not secure. And every password we know it's gonna get broken. But give us the give us the quantum 101 And let's talk about what the implications. >>All right, very well. So first off, we don't need to worry about our passwords quite yet. That that that's that's still ways off. It is true that analgesic DM came up that showed how quantum computers can fact arise numbers relatively fast and prime factory ization is at the core of a lot of cryptology algorithms. So if you can fact arise, you know, if you get you know, number 21 you say, Well, that's three times seven, and those three, you know, three and seven or prime numbers. Uh, that's an example of a problem that has been solved with quantum computing, but if you have an actual number, would like, you know, 2000 digits in it. That's really harder to do. It's impossible to do for existing computers and even for quantum computers. Ways off, however. So as you mentioned, cubits can be somewhere between zero and one, and you're trying to create cubits Now there are many different ways of building cubits. You can do trapped ions, trapped ion trapped atoms, photons, uh, sometimes with super cool, sometimes not super cool. But fundamentally, you're trying to get these quantum level elements or particles into a superimposed entanglement state. And there are different ways of doing that, which is why quantum computers out there are pursuing a lot of different ways. The whole somebody said it's really nice that quantum computing is simultaneously overhyped and underestimated on. And that is that is true because there's a lot of effort that is like ways off. On the other hand, it is so exciting that you don't want to miss out if it's going to get somewhere. So it is rapidly progressing, and it has now morphed into three different segments. Quantum computing, quantum communication and quantum sensing. Quantum sensing is when you can measure really precise my new things because when you perturb them the quantum effects can allow you to measure them. Quantum communication is working its way, especially in financial services, initially with quantum key distribution, where the key to your cryptography is sent in a quantum way. And the data sent a traditional way that our efforts to do quantum Internet, where you actually have a quantum photon going down the fiber optic lines and Brookhaven National Labs just now demonstrated a couple of weeks ago going pretty much across the, you know, Long Island and, like 87 miles or something. So it's really coming, and and fundamentally, it's going to be brand new algorithms. >>So these examples that you're giving these air all in the lab right there lab projects are actually >>some of them are in the lab projects. Some of them are out there. Of course, even traditional WiFi has benefited from quantum computing or quantum analysis and, you know, algorithms. But some of them are really like quantum key distribution. If you're a bank in New York City, you very well could go to a company and by quantum key distribution services and ship it across the you know, the waters to New Jersey on that is happening right now. Some researchers in China and Austria showed a quantum connection from, like somewhere in China, to Vienna, even as far away as that. When you then put the satellite and the nano satellites and you know, the bent pipe networks that are being talked about out there, that brings another flavor to it. So, yes, some of it is like real. Some of it is still kind of in the last. >>How about I said I would end the quantum? I just e wanna ask you mentioned earlier that sort of the geopolitical battles that are going on, who's who are the ones to watch in the Who? The horses on the track, obviously United States, China, Japan. Still pretty prominent. How is that shaping up in your >>view? Well, without a doubt, it's the US is to lose because it's got the density and the breadth and depth of all the technologies across the board. On the other hand, information age is a new eyes. Their revolution information revolution is is not trivial. And when revolutions happen, unpredictable things happen, so you gotta get it right and and one of the things that these technologies enforce one of these. These revolutions enforce is not just kind of technological and social and governance, but also culture, right? The example I give is that if you're a farmer, it takes you maybe a couple of seasons before you realize that you better get up at the crack of dawn and you better do it in this particular season. You're gonna starve six months later. So you do that to three years in a row. A culture has now been enforced on you because that's how it needs. And then when you go to industrialization, you realize that Gosh, I need these factories. And then, you know I need workers. And then next thing you know, you got 9 to 5 jobs and you didn't have that before. You don't have a command and control system. You had it in military, but not in business. And and some of those cultural shifts take place on and change. So I think the winner is going to be whoever shows the most agility in terms off cultural norms and governance and and and pursuit of actual knowledge and not being distracted by what you think. But what actually happens and Gosh, I think these exa scale technologies can make the difference. >>Shaheen Khan. Great cast. Thank you so much for joining us to celebrate the extra scale day, which is, uh, on 10. 18 on dso. Really? Appreciate your insights. >>Likewise. Thank you so much. >>All right. Thank you for watching. Keep it right there. We'll be back with our next guest right here in the Cube. We're celebrating Exa scale day right back.

>>from around the globe. It's the cue with digital coverage of active EO data driven 2020. Brought to you by activity. We're back. This is the cubes coverage. Our ongoing coverage of active FiOS data driven. Of course, we've gone virtual this year. Ash. Ashutosh is here. He's the founder, president and CEO of Active Eo. Great to see you again. >>Likewise, They always always good to see you. >>We have We're in a little meet up, You and I in Boston. I always enjoy our conversations. Little did we know that, You know, a few months later, we would only be talking at this type of distance and, uh and of course, it's sad. I mean, a data driven is one of our favorite events is intimate, its customer content driven. The theme this year is you call it the next normal. Some people call it the new abnormal, the next normal. What's that all about? >>I think it's pretty pretty fascinating to see when we walked in in March, all of us were shocked by the effect of this pandemic. And for a while we all scrambled around trying to figure out How do you react to this one, and everybody reacted very differently. But most people have this tendency to think that this is going to be a pretty broom environment with lots of unknown variables, and it is important for us to try to figure out how to get a get our hands on this. By the time we came on. For six weeks into that, almost all of us have figured out this is Ah, this is not something you fight again. This is not something you wait, what, it to go away? But this is one. Did you figure out how to live in and you figured out how to work around it? And that, we believe, is the next long. It's not about trying to create a new abnormal. It's not about creating a new normal, but it's truly one that basically says that is it. That is a way, perhaps packed forward. There's a is a way to create this next normal, and you just figured out how to live with the environment, behalf and the normal outcomes of companies that have done remarkably well as a result of these actions. Fact. If you're being one of them, >>it's quite amazing isn't it? I mean, I've talked to a lot of tech companies, CEOs and their customers, and it's almost like they feel the first reaction was course they cared about their there, their employees and their broader families. Number one number two was many companies, as you know, saw a tailwind, and it initially didn't want to be seen as ambulance chasing. And then, of course, the entrepreneurial spirit kicked in and they said, Okay, we can only control what we can control and tech companies in particular just exceedingly Well, I don't think anybody really predicted that early >>on. Yeah, I, um I think of the heart, We're all human beings, and the first reaction was to take it off. Four constituencies, right? One. Take care of your family. Take it off your community, take care of your employees, take care of your customers. And that was the hardest part. The first 4 to 6 weeks was to figure out How do you do each of those four. Once you figured that part out or you figured out ways to get around to making sure you can take it off those you really found the next mom, you really start forgetting our out of continue to innovate Could, you know to support each of those four constituencies and people have done different things. I know it's amazing how, um, Cuba continues to operate As far as a user is concerned, they're all watching anymore. Yes, we don't have the wonderful desk, and we all get to chat and look in the eye. But the content of the messages asked powerful as what it waas a few months ago. So I'm sure this is how we're all going to figure out how to make through this new next normal >>and digital transformation kind of went from from push to pull. I mean, every conference you go to, they say, Well, look at uber, you know, look at Airbnb and it put up the examples you have to do this to, and then all of sudden the industry dragged you along. Some Curis esta is toe. How and and I guess the other point there is digital means data. We've said that many, many times. If you didn't have a digital strategy during the height of the lock down, you couldn't transact business and still many restaurants is still trying to figure this out, But so how did it affect you and your customers? >>Yeah, it's very interesting. And I we spend a lot of time with several of our customers were managing some of the largest I T organizations. We talk about very interesting phenomena that happened some better beginning of this year. About 20 years ago, we used to worry about this thing called the Digital Divide, those who have access the network and Internet and those who don't. And now there is this beta divide, the divide between organizations that know how to leverage, exploit and absolutely excellent the business using data and those adorable. I think we're seeing this effect so very clearly among organizations that unable to come back and address some of this stuff. And it's fascinating. Yes, we all have the examples off the lights off. People are doing delivery. People are doing retailing, but there are so many little things you're seeing organizations. And just the other day, he had a video from Century Days Is Central Data System, which is helping accelerate Cohen 19 research because it will get copies of the data faster than they would get access to data so that these are just much, much faster. Sometimes you know, several days to a few minutes. It's that that level of effect, it's not just down to some seven. You know, you almost think of it as nice to have, but it's must have life threatening stuff. Essential stuff or just addressing. Korea was running a very pretty in a wonderful article about this supercomputer in That's Doing an Aristo covert 19 and how it's figured out most of these symptoms they're able to figure out by just crunching a ton of data. And almost every one of those symptoms that the computer has predicted Supercomputer is predicted has being accurate. It's about data. It is absolutely about data, which is why I think this is a phenomenal time for companies. Toe Absolutely go change. Make this information about data exploration, data leverage, exploitation. And there's a ton of it all over all around us. >>Yeah, and and part of that digital transformation, the mandate is to really put data at the core. I mean, we've we've certainly seen this with the top market cap companies. They've got dated at the core, and and now, as they say it's it's become a A mandate. And, you know, there's been several things that we've clearly noticed. I mean, you saw the work from home required laptops and, you know, endpoint security and things of that. VD. I made a comeback, and certainly Cloud was there. But I've been struck by the reality of multi Cloud. I was kind of a multi cloud skeptic early on. >>Yeah, >>I said many times I thought it was more of a symptom than it was a strategy, but it's that's completely flipped. Ah, recently in r e t r surveys, we saw multi cloud popping up all over the place. I wonder what you're seeing when you talk to your customers and other CEOs. >>Yeah, So fascinating, though really is the first flower part of sometime in 2018. End of 2018 >>Go right, Yeah, >>the act if you'll go on world, which is a phenomenal way to completely change the way you think about the using object storage in the flower for two years that we saw about 20% of our business. By the end of two years, the beginning of this year, 20% of our business was built on never it in the cloud since March. So that was end of our almost ended the Q one. So now we just limit left you three in six months. We added 12 more percent of the business literally weeded in six months. What we did not do before for 18 months before that, right? Significantly more than what we did for a year and a half before that. And there are really three reasons and we see this old nor again, we have a large customer. We closed in January. Ironically, were deploying out of UK, a very large marketing organization. Got everything deployed, running the they're back up and beyond and a separate data center. And they had a practical problem of not being able to access the second sight literally in the middle of deployment. Mystere that customer, Did you see me Google Cloud? Because they were simply no way for them to continue protecting their data, being able to develop new applications with that data that simply had no access. So there was. This was the number one reason the inability for already physically access, but put their their employees at rest and have before the plow would be the infrastructure. That's number one, so that first of all, drove the reason for the cloud. And then there's a second reason there are practical reasons. And why some clerk platforms that good one working the other ones are not. So where, uh, some other more fuels. And so if I'm an organization that has that spans everything, I've got no power PC and X 86 machine A vm I got container platforms. I got Oracle. They got a C P. There is no single cloud platform that supports all my work loaders efficiently. It's available in all the agents I want. So inevitably I have to go at our different about barefoot. So that's a second practical visa. And then there's a strategic reason. No, when no customer what's really locked into anyone card back at least two. You're gonna go pear more likely? Three. So those are the reasons. And then, interestingly enough, have you were on a panel with as global Cee Io's and in addition to just the usual cloud providers of you all know and love inside the U. S. Across the world, in Europe, in Asia, there's a rise off the regional flower fire. See you take all this factor. So have you got absolute physical necessity? You got practical constraints of what can the club provided support the strategic reasons on why either Because I don't want to be locked into a part for better or because there is a rise off data nationalism that's going on, that people want to keep their data within the country bombs all of these reasons. But the foundations or why multiplier is almost becoming a de facto. It's impossible. What a decent size organization to assume. They were just different on one car ready. >>The big trend we're seeing, I wonder if you could comment. Is this this notion of the data life cycle of the data pipeline? It's a very complex situation for a lot of organizations, their data siloed. We hear that a lot. They have data scientists, data engineers, developers, data quality engineers, just a lot of different constituencies and lines of business. And it's kind of a mess. And so what they're trying to do is bring that together. So they've done that data. Scientists complain they spend all their time wrangling data, but but ultimately the ones that are succeeding to putting data at the core is, we've just been discussing are seeing amazing outcomes by being able to have a single version of the truth, have confidence in that data, create self serve for their for their lines of business and actually reduce the end and cycle times. It's driving your major monetization, whether that's cost cutting or revenue. And I'm curious as to what you're seeing. You guys do a lot of work. Heavy work in Dev ops and hard core database those air key components of that data Lifecycle. Yeah, you're seeing in that regard regarding that data pipeline. >>Yeah, it's a It's a phenomenal point if you really want to go back and exploit data within an organization. If you really want to be a data driven organization, the very first thing you have to do is break down the silos. Ironically, every organization has all the data required to make the decisions they want to. They just can't either get to it or it's so hard to make the silos. That is just not what trying to make it happen. And 10 years ago we set out on this mission rather than keep this individual silos of data. Why don't we flip it open and making it a pipeline, which looks like a data cloud where essentially anybody who's consuming it has access to it based on the governance rules based on the security rules that the operations people have said and based on the kind of format they want to see data. Not everyone even want to see the data in a database. Former, maybe you want the database for my convert CSP for my before you don't analytics And this idea of making data, the new infrastructure, this idea of having the operations people provide this new layer for data, it's finally come to roost. I mean, it's it's fascinating. I was the numbers last quarter. We just finished up. You do now. 45% of our customer base is uses activity or for reuse is the back of data for things that excellent. The business things that make the business move faster, more productive or you will survive. That was the mission. That was what we set out to do 10 years ago. We were talking to an analyst this morning, and now this is question off. You know, it looks like there's a team of backup data being reused, said Yeah, that's kind of what we've been saying for 10 years. Backup cannot be an insurance back up in order to your destination. It has to be something that you could use as an asset and that I think it's finally coming to the point with you can use back up a single source of truth only if you designed it right from the beginning. For that purpose, you cannot just lots of lots of ways to fake it. Make it try to pretend like you're doing it. But that was a trooper was off making date of the new infrastructure, making it a cloud, making it something that is truly an ask. And it's fascinating to see our businesses. You take any of our larger counts and the way they've gone about transforming not just basic backup. India. Yes, we are the world's glasses back up in most Kayla will be our solution. That's that's a starting point. But do we will be used after Devil applications 8, 10 times faster? Ron Analytics, 100 ex pastor. The more data you have, the more people who use data you have, the better this return makeups. >>You know, that is interesting to hear you talk about that because that has been the holy Grail of backup. Was toe go beyond insurance to actually create business value. And you're actually seeing some underlying trends We talked about that data pipeline in one of the areas that is the most interesting is in database, which was so boring for so many years. Ah, and you're seeing new workloads emerge. Take the data warehouse beyond your reporting. Never really lived up to its Ah, it's promise of 360 degree view. You mentioned analytics. That's really starting toe happen. Ah, and it's all about data John, for Used to say that your data is that is the new development kit. You call it the new infrastructure, and it's sort of the same same type of theme. So maybe some of the trends you're seeing in ah in database enoughto talk about that for a little bit and then pick your brains and some other tech like object storage is another one that we've really seen takeoff? >>Yeah. So I think our journey with object story began in 16 4017 as we started or Doctor Cloud platform in response to the user requirements, Uh, we did more like most companies have done and unfortunately continue to do to take the in print product. And then it's smooth under the cloud. And one of the things we saw was there was a fundamental difference off how the design points of flower engineering is all about what they're designed it for object story, that one of those one of those primitives fundamental stories, primitives that the cloud providers actually produced that we know really exploited. There was. It was used as a graveyard for data. It's a replacement for me, please, where data goes to die. And then we look at it really closely and say, Well, this is actually a massively scalable, very low cost storage, but it has some problems. It has an interface that you cannot use with traditional servers. Uh, it has some issues around not being able to read, modify right the data. So it feels like a consuming a lot of stories. So we're going to solve those problems because a good two years to come back with something on world that fundamentally creeds objects the lady like this massive use capable high performer disk? Yes, except it is ridiculously low cost and optimize the capacity. So this finger on world that patented has really become the foundation of how everything in our works without using CPU Ray, that is simply nothing at a lower PCO that if you wanted to basic backup, the, uh, more importantly, use that to do this a massive analytics and you don't know more data warehouse data leaks. It is not a good deal of Lake House aladi. All of these are still silent. All of these are people trying to take some data from somewhere put into one of the new construct and have it being controlled by somebody else. This is artist thing. It's just you just move the silos from some place to another place instead of creating a pipeline. If you want to really create a pipeline object story has been integral part of the pipeline, not a separate bucket by itself. And that's what we did. And same thing with databases, you know, most business, most of the critical business and I was on a daily basis, and the ability to find a way to leverage those. Move them on our leverage in terms of whichever format databases access. Which location or Saxes doesn't know how big it is. Lots of work has gone into trying to figure figure that one out. And we we had some very, very good partners in some of the largest customers who help take the journey with us. I'm pretty much all of the global 2000 accounts you see across the board, but an integral part of a process. >>You mentioned the word journey and triggered a thought. Is your discussion with Robbie, the CEO of of Seeing >>A. It was a customer years. >>Ah, and what he said. I liked what he said. He course he used the term journey. We all do. But he said, You know what? I kind of don't like that term because I want to inject the sense of urgency essentially what he was saying. I want speed, you know, journeys like Okay, kids get in the car, were in a drive across country. We're gonna make some stops. And so, while there's a journey, he also was was really trying to push the organization hard and he talked about culture. Ah, as some of the most difficult things and it goes like many. See, I said, Now the technology is almost the easy part. It's true when it works. Oh, I thought that was a great discussion that you had. What were some of your takeaways >>with thinking? Robbie's is very astute. Ah, I t executive was being around the block for so long and one of the fascinating things, but a asking this question about what's the biggest challenge was just gone through this a couple of times. What is the biggest challenge? Taking an organization as vulnerable as well known A C gate is. I mean, this is a data company. This is This is the heart of the Oliver Half the world's data is on seeing stuff. How are you today was, or company has been around for long in the middle of Silicon Valley and make it into ah into a fast growing transformation company that's responding to the newer challenges. And I thought he was going to come back with Well, you know, I gotta go to the abuses. I picked this technology that techno in. Surely that is exactly what I expected he would end up with. There's nothing through technology in this day and age when you can have an Elon Musk and send a card of Mars. It's not many technologies that we can really solve many covered 19 ism. Next one Do we gotta go solve? Well, frankly, he kid upon the one thing that matters to every company. It is the fundamental culture to create a biased of action. It's a fundamental culture where you have to come back and have a deliverable that moves the ball forward every day, every month, every quarter, as opposed to have this CDs off. Like you said, a journey that say's and we all know this right? People talk about, we're going to do this in face one. We're gonna do this and face to and good food release and face three nothing and what happens Invasive. Nobody gets a number feast. I think he did a great job of saying I fundamentally had to go change the culture that was my biggest take away, and this I've heard this so many times the most effective I D execs wait a transformation. It actually shows in the people that they have. It's not the technology, it's the people. And some. This history is replete with organizations that have done remarkably well, not by leveraging the heck out of the technology, but truly by leveraging the change in the people's mindset. And, of course, that at that point that leverages technology where a proper here. But Robbie's a insightful person, always such a They lied to talk them, said they like for him to have chosen us as a its information technology for him to go pull his data warehouses and completely transformed how I was doing manufacturing across the globe. >>You know, I want to have some color of what you just said because some key keep takeaways that from what you just said, ashes is You know, you're right when you look back at the history of the computer industry used to be very well known processes, but the technology was the big mystery and the and the big risk and you think about with Cove it were it not for Technology Way didn't know what was coming. We were inventing new processes literally every day, every week, every month. It's so technology was pretty well understood. It and enabled that. And when you when you think when we talked earlier about putting data at the core, it was interesting to hear Robbie. He basically said, Yeah, we had a big data team in the U. S. A big tainted TV in Europe. We actually organized around silos and and so you guys played a role you were very respectful about, you know, touting active video with him. You did ask him, You know what role you play, But it is interesting to hear and talk about how he had to address that both culturally. And of course, there's technology underneath to enable that unification of data that silo busting, if you will. And you guys played a role in that. >>Yeah, I always enjoy, um, conversation with folks who have taken a problem, identified what needs to be done and then just get it done. And its That's more fascinating than you. Of course, I video plays a small part in a lot of things, and we're proud to have played a small part in his big initiative, and that's true of know the thousands of customers we talk about. But it's such a fascinating story to have leaders who come back and make this transformation happen, and to understand how they went about making those decisions, how they identified where the problem with these are so hard. We all see them in our own life, right? We see there is a there's a problem, but sometimes it takes a wider don't understand. How do you identify them and what do you have to do and more importantly, actually do it? And so whenever use, whenever I get an opportunity with people like Robbie, I think understanding that there's a way to help, uh, we always make sure that we play our own small part, and we're privileged to be a part of those kinds of journeys. >>Well, I think what's interesting about activity on the company that you created is essentially that. We're talking about the democratisation of data, that whole data pipeline, that discussion, that we had the self service of that data to the lines of business and, you know, you guys clearly play a role there. The multi cloud discussion fits into that. I mean that these air all trends that are tail winds for companies that can that can help sort of you know, flattened the data globe. If you if you will, your final thoughts. >>Yeah, I know you said something that is so much at the heart of every idea Exactly that you're talking to, if they truly is. The fundamental asset that I finally end up with is an organization. The democratization of data. Where I do not lock this into another silo, another platform, another ploughed. Another application has to be part of my foundation design and therefore my ability to use each of this cloud platform for the services they provide. While I and they were to move the data to where I needed to be. That is so critical. So you almost start to think about the one possession and organization now has. And we talked about this with a group of CEOs. They might be some pretty soon. Not too far off, but data stolen asset. I might actually have our data mark data market, just like you. I was stopped working, but I can start to sell my data. You know, imagine a coup in 19. There's so many organization that have so much data, and many of them have contributed to this research because this is an existence of issue. But you can see this turning into a next level. So, yes, we've got activities, will move the data toe one level higher where it's become a foundation construct for the organization. The next part is gonna actually done. This is the one asset would actually monetize someone stuff. And it will be not too long when you need to talk about how there's this new exchange and what's the rate of data for this company? Was, is that company in the future trading options? Who knows is gonna be really interesting. >>Well, I think you're right on this notion of a data. Marketplaces is coming, and it's not not that far away, Blash. It's always great to talk to you. I hope next year a data driven weaken we could be face to face. But I mean, look, this has been we we've dealt with it. It's it's actually created opportunities for us toe to reinvent ourselves. So congratulations on the success that you've had and ah, and thank you for coming on the Cube. >>No, thank you for hosting us and always a big fan off Cube. You guys, you engage with you since early days, and it is fascinating to see how this company has grown. And it's probably many people don't even know how much you've grown behind the seats, technologies and culture that you created yourself. So it's hopefully one day we'll strict the table that I would be another side and asking of our transformation. Digital transformation of Cuban cell >>I would love to. I'd love to do that index again. And thank you, everybody for watching our continuous coverage of active fio data driven keeper Right there. We'll be back with our next guest right after this short break. >>Thank you.

>>from around the globe. >>It's the Cube with coverage >>of Coop con and cloud, Native con Europe 2020 Virtual brought to you by Red Hat, The Cloud Native Computing Foundation and its ecosystem partners. Welcome back. I'm stew minimum. And this is the Cube's coverage of cube con cloud, native con Europe 2020 of course, happening virtual this year. We always love when we get to talk to the practitioners in this community. So much happening in the developer space and really excited to have on the program first time guest in a very timely topic, we welcome our bod. Hassani, Who is the back and lead for house? My flattening, which is a joint research project. It related to code 19 associated with the University of Toronto. About thanks so much for joining us. >>Thank you. >>All right, so maybe explain how is my flattening? You know, the term flattening the curve is something that I think everyone around the globe is familiar with. Now, um, you know, Canada, you've got some great initiatives going. So help us understand how you got involved in this in what? What is the project? Sure, So I'll >>take a stock to March, which now feels like years ago. Um, back in March, way could look across in Europe, and we saw that. You know, I feel we're being overwhelmed. This new Cobra thing was happening, and there seems to be nothing happening here despite the fact that we know what was going on in Europe. So this whole collaboration started. It's really the brainchild of Dr Ben. Fine. Who's the radiologist that actually and partners on the idea was, Why don't we put all the data that is related to co bid, uh, for the province of Ontario, where I'm from in one place, right. So for the data mining people, like a lot of people on the on the program here and for the data minded people of Ontario to be able to have the information they need to make targeted both of the general public on that policy makers to really empower them with the right tools. We know the data was siloed in health care, and we know, you know, when this whole thing started, everything was on a website, you would get a daily update, but it wasn't something that you could analyze. Something you couldn't use. Really? It was unusable. How everything kind of started it. What if we did something about that? What if we brought all the data in one place? What if we visualize it and put all the resources in place that was released? How is my fattening got a Which is this initiative that I got involved with back in March and what we've been doing is building a number of dashboards based on Kobe data that are close to real time as possible. Doing a number of analyses. Um, the answer, your specific questions and doing deep dives into specific question. We have a team of scientific experts where our leadership, um you know Dr Ben Fine. I mentioned earlier. There's Dr Laura Rosello, the epidemiologists out of Ah, Perceptron. Oh, and then we have a Dr Alley that he's Austin Oy. Who the data science lead over it. Quick. Also, we got this kind of three perfect or the organization of the right talent required, and we've been trying Yeah, and whatever way we can by making the data transparent, >>Yeah, there's been a lot of initiatives, obviously that have had to accelerate really fast during this time it bring us inside a little bit. How long did it take to spend the site up? How do you make sure you're getting good data in Who decides? You know which visualizations love to hear a little bit about? You know how that has matured over the months that you've had project out there >>for sure. So when we started what people were doing out on Twitter, really, where there's a lot of this activity was happening was people were grabbing expect sheets and typing out every day what was happening. And I mean, coming from I'm not by any means a technical developer. That's not what I specialize in, but having some development dot com, and it makes sense that things could be done so much better. So we started to build data pipelines. Starting in March. We had a couple of government sources that were public. It was basically scrapping the government website and recording that in a database. Um, and then we start to visualize that we're using, you know, whatever we could that we started with Pablo just because we had a few. We're trying to build a community, right? So a community people want help and do this. But we have some tableau experts on our team and our community and, you know, the way we went. So we had the database. We started to connect with tableau and visualize it. Do you know, besides into and also that and then the project has matured from that web stopper ever since, with more complex data, pipeline building and data from different sources and visualizing them in different ways and expanding our dash boarding and expanding our now >>well in the cube con show that we're here at is so much about community. Obviously, open source is a major driver of what's going on there. So it sounded like that was that was a big piece of what you're working on. Help us bring inside out of that community build. I'd love to hear if there's any projects and tools you mentioned tableau for visualization, but anything from open source also that you're using. >>So actually, I I've never been involved in open source project before That this was kind of my first attempt, if you will, on we started, uh, on get hub quite early on. Actually, one of the partners I got involved in re shots was was Red hat off course. They're known for doing open source and for selling at it, and we have some amazing help from them into how we can organize community. Um, and we started to move the community over from getting up to get lab. You know, we started to the way we collaborate in slack. Ah, lot of times. And there's a lot of silos that we started to break those down and move them into get lab. And all conversations were happening in public that would beam or more closer to an open source approach. And honestly, a lot of people that are involved are our students, grass students who want to help our people in the community that want to help people from all kind of different backgrounds. I think we're really bringing in open source is not not a known concept in a lot of these clinical scientific communities, right? It's a lot more developer oriented, and I think it's been it's been learning opportunity for everyone involved. Uh, you know, something that may seem kind of default or basic have been a big learning opportunity for everyone of, you know, issues shocking and labeling and using comments and I'll going back into our own old ways of like, emailing people are people. Um, they had been digital art to it, and we'll get a lot of the big one. Um, we went from having this kind of monolithic container rising it and using Kubernetes, of course, were developed with the help of Red Hat. We're able to move everything over to their open shift dedicated platform, and that was that allowed us to do is really do a lot of do things a lot better and do things in a more mature way. Um, that's that's quite a bit of information, but that's kind of high level. What it? >>Well, no, it's great. We One of the things we've been poking out for the last few years is you know, in the early days you talk about kubernetes. It was Oh, I need things at a scale on And, you know, while I'm sure that the amount of data and scale is important, speed was a major major piece of what you need to be involved in and you'll be able to rally and James So can you talk a little bit more. Just open shift. What did that bring to the environment? Any aspects related to the data that red hat help you with. >>So a few things there. The one thing that open shift I think really helped us with was really mean and how to help us with generally was establishing a proper see I CD pipeline. Right. So now we we use git lab itself. We have get lab runners that everyone, basically all developers involved have their own branches when they push code to get auto. We like to their branch. It just made everything a lot easier and a lot faster to be able to push things quickly without worrying about everything breaking That was definitely a big plus. Um, the other thing that we're doing with, uh that is using containers. Actually, we've been working on this open data hub, which is, you know, working on another great open source project which is again built on kubernetes and trying to break down some of the barriers when it comes to sharing data in the healthcare system. Um, we're using that and we, with the help of red, how we're able to deploy that to be able to collaborate between hospitals, share data securely. You do security analytics and try to break down some of these silos that I've gone up due to fears over security and find the so That's another great example open source helping us kind of pushing forward. >>Well, that that's I'm glad you brought that up The open data hub, that collaboration with other places when you have data being able to share that, you know, has to be important talk. This was a collaboration to start with, you know, what's the value of being able to work with other groups and to share your data beyond beyond just the community that's working on it. >>So if you think about what's happening right now in a lot of hospitals in Canada, and I mean it's the same in the US is everyone is in this re opening stage. We shut down the economy. We should down a lot of elective surgeries and a lot of procedures. I know hospitals are trying to reopen right so and trying to figure out how to go back to their old capacity, and in that they're all trying to solve the same problem in different ways. So everyone is in their silo trying to tackle the same problems in a way. So what we're trying to do is basically get everyone together and collaborate on this open, open source environments, right? And what this open data allows us to do in to some degree alleviate some of the fears over sharing data so that we're not all doing the same thing in parallel are not talking to each other. We're able to share code, share data, get each other's opinions and, you know, use your resources in the healthcare system or official the drill, you know, all trying to address the same goal here. >>So imagine if you've had a lot of learnings from this project that you've done. Have you given any thought to? You know, once you get past that kind of the immediate hurdle of covert 19 you know what? Will this technology be able to help you going forward? You know, what do you see? Kind of post dynamic, if you will. >>I think the last piece I touched on, there is a big thing that I'm really hoping we'll be able to push forward past the pandemic. I think what? What the pandemic has shown us is the need for more transparency and more collaboration and being able to be more agile in response to things faster. And that's know how they're operating. And I think we know that now we can see that. I'm hoping that can be used as an opportunity to be able to bring people together to collaborate on projects like, How's my funding outside of this, right? We're not Not only the next pandemic. Hopefully I never come. Um but but for other, bigger problem that we face every day, collaboration can only help things, not tender thing. I'm hoping that's one big side effect that comes out of this. And I think the data transparency thing is is another big one that I'm hoping can improve outside of the situation. >>Yeah, I I wonder if I can ask you just a personal question. We've heard certain organizations say that, you know, years of planning have been executed in months. When I think about all the technologies that you had thrown at you, all the new things you learned often that something that would have taken years. But you didn't month. So how do you work through that? You know, there's only 24 hours in any day, and we do need some sleep. So what was important from your standpoint? What partners into tools helped, you know, and And the team, you know, take advantage of all of these new technologies. >>Yeah, honestly, I think that the team is really, really important. We've had an amazing set of people that are quite diverse and then usually would, quite honestly, never be seen in the same room together just because of all the different backgrounds that are there. Um, so that was a big driver. I think everyone was motivated to get things done. What happens when we first launched the site? We, you know, put it together. Basic feedback mechanism. Where we where we could hear from the public on. We've got an outpouring of support, people saying that they found that information really useful. And I think that pushed everyone to work harder and ah, and kind of reinforces our belief that this is what we're doing is helpful on, is making a difference in someone's life. And I think everyone that helped everyone work harder in terms of some of the tools that we use. Yeah, I totally agree. I think there was a 1,000,000 things that we all learned. Um, and it definitely wasn't amazing. Growing opportunity, I think, for the whole group. Um, I I don't know if there's a There's any wisdom I can impart. They're more than I think we were just being pushed by the need and being driven by the support that we're getting. Okay, >>well, you know, when there's a necessity to get things done, it's great to see the team execute the last question I have for you. You've got all this data. You've got visualizations. You've been going through a lot of things any any interesting learnings that you had or something that you were. You able to visualize things in a certain way in the community, reacted anything that you've learned along the way. That may be surprised you. >>That's a really interesting question there. I think the biggest, the biggest learning opportunity or surprise for me was what? How much people are willing to help if you just write, um, a lot of people involved. I mean, this is a huge group of volunteers who are dedicating their time to this because they believe in it on because they think they're doing the right thing and they're doing it for a bigger cause. It sounds very cheesy. Um, but I think that was wonderful to me to see that we can bring together such diverse people to dedicate their time for freedom to do something for the public. >>Yeah, well, and along that note, I I see on the website there is a get involved. But so is there anything you know, skill set or people that you're looking for, uh, further to help the team >>100%. So I think when I every time we do a presentation of any thought really got for anyone who's watching to just go on our site and get involved, there's a 1,000,000 different things that you can get involved with. If you're a developer, we can always use help. If you're a data, this person, we can always use help If you're a designer, honestly, there were a community driven organization. Uhm and we can always use more people in that community. That's that's the unique thing about the organization. 100%. Please do to house my finding, Dr and you get involved in get Lab. >>Well, so far, but thank you so much for sharing. We definitely encourage the unity get involved. It's projects like this that are so critically important. Especially right now during the pandemic. Thanks so much for joining. And thank you for all the work the team did. >>Thank you for having me. >>Alright. And stay tuned for more coverage from Cube Con Cloud native on 2020 in Europe Virtual Edition. I'm Stew Minimum. And thank you for watching the Cube. Yeah, yeah, yeah, yeah, yeah, yeah

>>from around the globe. It's the Cube with digital coverage of next level network experience event brought to you by Info blocks Hi ups to Minuteman and welcome to the Cube's coverage of the info blocks virtual event. Digging into the next level networking experience. I'm here with John Furrier, who is the host of the event. John. We've been talking about next level networking for for a few years now. Everything's multi cloud cloud native SAS adoption, really transforming the way that we have to think about networking. Tell us a little bit about this event. >>So as you know, yeah, again go back years from when member VM Ware bought in a sexual like Okay, you know that's going to change the game software to find networking. And we love that. We were all riffing on program ability. You saw the Dev Ops trajectory hitting networking. We would say that's where the action is on this event really kind of speaks to Info Blocks as a company which is really well known for DNS. I mean, they had cricket. Liu Stuart Bailey, that really kind of the pioneers in DNS and security have constantly been adding innovation to it, but DNS is one of those things where it's kind of like not thought about, but it runs everywhere, runs the web. It is critical infrastructure and, you know D HCP. We all know what that is. We have a home router, and then he got I p address management. These have been traditionally different things for enterprises, and everyone has it. They got to deal with it. And it's really, ultimately the location and how things resolved and connect. So you know, it really becomes a foundational opportunity to figure out where the access is not only a remote access, but security. So we had a great bunch of guests looking at looking at the info blocks. Next level networking, because they bought, had an acquisition, a Cube alumni snap route recently, and this caught our attention because they were doing Cloud Native. And one of the guests we had was Glenn Sullivan. He was the founder of Snap Route. He was the the guy who did all the Siri work for Apple. So this guy knows large scale of those cloud native We had kuna Sunni, who's the runs? Corporate development in all of the products for info blocks. He kind of went into the strategy of how they're taking the I won't say boring DNs, but the critical infrastructure of DNS and how they're extending the functionality with an abstraction layer around D D I, which is DNS DCP and management. And then we had some great guests on there. We had a Craig Sanderson from info blocks. He's on there. You'll hear from him. He talked about the security and then finally a customer who's running a big school district who, with Covert 19 exposes all these challenges around what has been called the borderless enterprise. So really, next level is that, you know, how do you deal with all this stuff? And that's been a big issue. So we're gonna unpack all that in this virtual event. We have four great interviews, and so it's going to be a great program. >>Yeah, John, as you said it to some of those foundational pieces of how network is done, a lot of times runs, you know, under the radar, something you don't need to think about. But all of these changes, as we said, you know my data. My network is now highly distributed, especially I would expect that the impact of the global pandemic and work from home are really causing even more of these challenges and to think about distributed infrastructure even more. So what are some of the themes we should be looking for here? How much of them kind of tie into what we've been talking about the last couple of years in some of these cloud native worlds? >>That's great questions to I'll get into some of the themes of the program, but you brought up the covert 19 again. We've been talking about this in our reporting. You've been doing a ton of interviews following all your your stuff as well as well as all of our team. Covert 19 really exposes the aspect of critical infrastructure, and to me it's like it's the It's the great I o T experiment happening in real time. It's forcing companies saying, Hey, the work. The future of work is about workplace. The location is now home workforce. Are the people emotional? They want ease of use. They want a different experience. They're all not in the office workloads and work flows. All of them have the common word working it so I think over 19 exposes this what I call I o t experiment because everyone is now borderless. It changes the game and really puts the pressure on security network access. And ultimately, you know, the bad guys are out there so you could have someone a teacher at home or a worker at home, and they get some malware attack and they're not sophisticated, zoom or whatever they're using for tools. All that's changed and they're vulnerable. So this brings up a huge networking challenge from whether even VP ends or even relevant or not to everything. So, to me, that is a huge point. You're gonna hear that throughout the commentary that that's kind of teased out. But the real things about innovation around the cloud you're gonna hear info blocks and they're experts talk about what they're doing and how they see cloud scale and cloud native integrating into an older paradigm like DNS. And to me, that's the That's the evolution of this DD I concept. That's an abstraction layer that creates innovation opportunities but also takes away a lot of the complexities around managing all the DNS things out there and again, that's the access of the network. It's a it's a place of truth is really kind of low level, but it's really foundational. So to me, that's the main theme. And customers want ease of use into it, whether they're at home or not, and replacing the old ways to putting a box out there. That's the way it was, DNs DNs. People would manage it all. Now they want to have it provisioned, managed a manage service cloud Native Cloud operations because it's only gonna get has to get that way. >>Yeah, it's interesting, John. You know, we watched the whole wave of software defined impact networking. I think of a company like Info blocks. They've been around for decades. They're dominant in the space is that they play in. Traditionally, it would have been an appliance that you thought of for their environment you talked about. They now have the snapper out acquisition as part of what they're doing. So it just what should we be looking for? What are they really the main point? That Info Box wants to bring people together for this next level networking experience? >>Well, Glenn Sullivan was one of my favorite discussions, and he's been on. He's a cube alumni and he's so smart. He came again from Apple. He knows that he knows what large scale looks like. Snap route was really early and was one of those technologies that just, you know, it has the core DNs built in kubernetes built in. They were doing some pretty aggressive, I would call it for lack of a better word kubernetes on bare metal. They were doing stuff, but really super cool kubernetes you combine that with DNS and info blocks actually has the core DNs that's actually in every kubernetes of in the CN CF. So everything that comes out of the CN CF from a core DNS standpoint is info blocks. So yeah, they're definitely relevant in the whole CNC of Cloud Native foundation, effort around cloud native. And as that scales just micro services, you're gonna have to have this new abstraction layer and also be compatible with automation. So that's, um, we didn't go into the weeds on that, but that was essentially the head room for all the different conversations roles of cloud native and open source technologies enabling borderless enterprises because you got to have the operation side and you got to have the program ability. So you start to get into the true dev ops that we used to riff on all the time. You know, move fast, break stuff to don't break anything. Right? So ops, ops and Dev have to come together. This is where the winners and losers of networking will be determined. You gotta provide the enablement for developers, but you gotta provide the stability of an operational checklist. >>Yeah, John, I guess the last question I want to ask you before we get to the guests, You know, that operational change, You know, we saw for so many years it was, Oh, all the networking people, they're going to have to learn to code up weight. Dev ops is actually gonna spreading the information around. And maybe I won't need a particular networking team. But we understand when things go wrong, you've gotta have somebody with the expertise that could be able to dig in. What are you know, who should be listening to this? What are some of those organizational implications for what you're talking about with info blocks? >>That's a great point. I mean, the biggest challenge that I see in all this entire digital transformation as it starts to get down into the cloud native world is, most people are asking the wrong questions. They don't even know what they're talking about When it comes down to trying to compare an apple to an orange, they're really kind of disconnected on language. You got server people in networking. We know that they have different languages, and working together is key. When you think about something like DNS, that's a technical. That's an operator that's an I t person, that someone who's running critical infrastructure. But when you start to think about the security aspect of it, it's a CSO conversation. So what I'm seeing come out of this that's critical, is when you start to get into this cloud native world. You have more stakeholders in the value proposition of all this and with covert 19. As I pointed out, you know you got hacks and you got security. So when you talk with security, that's up and down the organization. That's the CSO down to the teams themselves. We have about automation horizontally scaling with Dev ops. That's multiple teams, so you have an integration kind of stakeholders. You know DNS servers, all networking. All these people have to kind of come together. So the people who should watch this are the people who are concerned about scaling the modern enterprise, which is borderless, which is code word for multiple access points and multiple connection points. R i o t um, how do you make that work? And that's the real challenge. So it's kind of like an I t a person who wants to figure out where the puck will be so they could be there when it's there and skate to where the puck is, as we say, and and the CSO of the senior people have to understand that DNS cannot be overlooked because whether it's a managed service. So So Cloudflare had a huge out into the DNS. Setting DNS takes down everything. So it's ah, it's the most fertile ground and the most targeted ground for attacks, and that is well understood. So getting the right questions in place foundational we had to set up the modern enterprise, and then that's going to be a construct for the cloud native architecture and ultimately the developer environment. So yeah, it's a topic that's kind of nerdy with DNS, But it has implications across digital transformation. >>Jonah expecting lots of conversations around security and automation how they tie into all of the modern and modernization themes. Absolutely some pieces that shouldn't be left behind. All right, John Ferrier, Thanks so much for helping us kick off. Really interested. Make sure to stick with us off to listen to all the guest interviews here that John has done the info blocks. Next level networking experience. Instrument, man. And thank you for watching the Cube. Yeah, yeah, yeah, yeah, yeah, yeah.

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. >>Welcome back to the Cube's coverage here from Palo Alto, California in our studio with remote interviews during this time of covert 19 with our quarantine crew. I'm John Furrier, your host of the Cube, and we have here the award winners for the best CDU solution from North based loses. Jim Keller, the president and from Harvard Business Publishing and University of Pittsburgh, Chad Burden PhD in data privacy officer of University of Pittsburgh. Thanks for coming on, gentlemen. Appreciate it. >>Thank you. >>So, Jim, we'll start with you. What is the solution that you guys have got the award for and talk about how it all came about? >>Yeah. Thank you for asking. And, uh, it's been a pleasure Worldwide chat and the entire you pitch team. So? So as we as we enter this this this whole covitz situation, our team really got together and started to think about how we could help AWS customers continue their journey with AWS, but also appreciate the fact that everyone was virtual. The budgets were very tight, but Nonetheless, the priorities remained the same. Um, So So we devised a solution which which we call jam sessions, AWS jam sessions and the whole principle behind the notion is that many customers go through AWS training and AWS has a number of other offerings, immersion days and boot camps and other things. But we felt it was really important that we brought forth a solution that enables customers to focus on a use case but do it rapidly in a very concentrated way with our expert team. So we formulated what we call jam sessions, which are essentially very focused, too. Weak engagements, rapid prototyping engagements. So in the context of Chad on the pitch team, it was around a data lake and they had been channels certainly speak to this in much more detail. But the whole notion here was how do you How does the customer get started out? Is how does a customer prove the efficacy of AWS proved that they can get data out of their on premises systems, get it into AWS, make it accessible in the form in this case, a data lake solution, and have the data be consumable. So we have an entire construct that we use, which includes structured education, virtual simultaneous rooms where development occurs with our joint sap prototyping teams. We come back again and do learnings, and we do all of this in the construct of the agile framework. And ideally, by the time we're done with the two weeks, um, the customer achieves some success around achieving the goal of the jam session. But more importantly, their team members have learned a lot about AWS with hands on work, real work. Learn by doing if you will, um, and really marry those two concepts of education and doing and come out of that with an opportunity then to think about the next step in that journey, which in this case be Thea implementation of a data lake in a full scale project kind of initiative. >>Talk about the relationship with the North based solutions. So your customer, you guys were partnering on this, so it's kind of your partnering, but also your they're helping you talk about the relationship and how the interactions went. >>Yeah, so I was faced with a challenge that I think a lot of people in my role is faced with where the demand for data is increasing and demand for more variety of data. And I'm faced with a lot of aging on premise hardware that, um I really don't want to invest any further. And so I know the clouds in the future, but we are so new with the cloud that we don't even know what we don't know. So it has zeroed in on AWS and I was talking with them and I made it very clear. I said, you know, because of our inexperience, you know, we have talented data engineers, but they don't have this type of experience, but I'm confident they can learn. What I'm looking for is a partner who can help us not only prove this out, that it can work, which I had high confidence that it could, but help us identify where we need to be putting our still skilling up. You know what gaps do we have? And you know, aws has so many different components. But we also needed help zeroing in on or our need. You know, what are the pieces we should really be paying attention to and developing those skills. So we got introduced to North Bay and they introduced us to the idea of the jam session, which was perfect. It was really exactly what I was looking for. Um, you know, we made it very clear in the early conversations that this would be side by side development, that my priority was, of course, to meet our deliverables. But it also for my team to learn how to use some of this and learn what they need to dive deeper in at the end of the engagement. I think that's how we got started on then. It was very successful engagement after that >>talk about the jam sessions because I love this. First of all, this is in line with what we're seeing in the marketplace, with rapid innovation now more than ever, with virtual workforces at home given situation, rapid, agile, rapid innovation, rapid development is a key kind of thing. What is a jam session was the approach. Give me a little bit about of it out, but what's your take on the jam sessions? Had it all has it all work? >>It was great because of the large team that north a broad and the variety of skills they brought and then they just had a playbook that worked, right? They broke us up into different groups from the people who be making the data pipeline to the people who then would be consuming it to develop analytics projects. Um, so that part works really well. And, yes, this rapid iterative development, You know, right now, with our current kind of process in our current tools, I have a hard time telling anybody how long it will take to get that new data source online and available to our data analysts who are data scientists because it takes months sometimes and nobody wants that answer. And I don't want to be giving that answer. So what we're really focused on is how do we tighten up our process? How do we still like the right tools so that we can pay, you know, will be two weeks from start to finish and you know you'll be able to make the data available. So the engagement with North of the jam session scheduled like that really helped us prove that. You know, once you have the skills and have the right people, you can do this rapid development and bring more value to our business more quickly, which is really what it's all about. We're out, >>Jim. I want get your thoughts because, you know, we see time and time again with the use cases with the cloud When you got smart people, certainly people who play with data and work with data, they're not. They're pretty savvy. They know the limitations. But when you get the cloud, it's like a car versus a horse or, you know, get a go from point A to point B. But again, the faster is the key. How did you put this all together And what were the key learnings? >>Yeah. So, uh, John, you know, a couple of things that are really important. One is, as Chad mentioned, really smart people, um, on the it side that wanted to wanted to really learn and had had a thirst for learning. Um, and then couple that with the thing that they're trying to learn in the actual use case that we're trying to jointly jointly implement a couple of things that we've learned that they're they're really important. One is, although we have structure, we have a Silla by and we have sort of a pattern of execution. We never lose sight of the fact that every customer's different. Every team members different and in fact chat in this case that team members some had more skills on AWS than others, so we had to be sensitive to that. So what we did was we sort of use our general formula for for the two weeks one week one is very structured, focused on getting folks up to speed and normalize in terms of where they are in their education of aws solution we're building, um, and then we two is really meant to sort of multiple together and really take this the solution that we're trying to execute around, um, and tailor it to the customer. So they were addressing the specific needs both from their team member of perspective and, uh, and the institutions perspective, Um, in total. We've learned that starting the day together and ending today with the recap of that day is really important in terms of ensuring that everyone's on the same page, that they have commonality of knowledge. And then we were addressing any concerns. You know, this stuff we move fast, right? Two weeks is is not a long time to get a lot of rapid prototyping done. So if there is anxiety or folks feel like they're falling behind, you want to make sure we knew that we want to address that quickly that evening or the next morning, recalibrate and and then continue. The other thing that we've learned is that and Chad, the entire Cube team did a phenomenal job of this was really preparation. So we want to We we We have a set of preliminary set of activities that we that we work with our customers sort of lay the foundation for, so that on day one of the jam session, we're ready to go. And with this we're doing this virtually. We don't have the luxury of being in a physical room and having time to sort of get acclimated to the physical constructive of organizing rooms and shares and tables. All of that, we're doing all that virtually so. Joe and the team were tremendous and getting all the preparatory work done. The thing about was involved in a data lake. It's the data and security and access of things Our team needed to work with their team and the prescription that in the formula that we use is really 33 critical things. One is our team members have to be adept that educating on a white board in this case. Secondly, we want to do side by side element. That's that's the whole goal. And then we want team members to to build trust and relationship side by side and then, thirdly and importantly, we want to be able to do over the shoulder mentoring. So as Chad's team members were executing, UI could guide them as we go. And those really those three ingredients really >>talk about the Data Lake on the outcome. As you guys went through this, what was the results of the Data Lake? How did it all? How'd it all turn out? >>Yeah, the result was great. It was exactly what we're looking for. The way I had structured the engagement and working with Jim to do this is I wanted to accomplish two things. I wanted to one prove that we can do what we do today with a star schema Martin model that creates a lot of reports that are important to the business but doesn't really help us grow in our use of data. There was a second component of it that I said, I want I want to show how we do something new and different that we can't do with our existing tools so that I can go back to our executive leadership and say, Hey, you know, by investing in this year's all the possibilities we can do and we've got proof that we can do it. So some natural language processing was one of those and leveraging aws comprehend with key and And the idea here was there are unfortunately relevant today with Cove it. But there are events happening all around campus. And how do students find the right events for them? You know, they're all in the calendar will live pricing national language processing using AWS comprehend and link them to a student's major so that we can then bubble these up to a student. Hey, you know of all these thousands of events here and you might be most interested in you can't do that right now, but using these tools using the skills that north they helped us develop working side by side will help us get there, >>you know, beautiful thing is with these jam sessions. You want to get some success, You go for the next one. You get this Sounds like another jam session opportunity to go in there and do the virtual version as well. As the fall comes up, you have the new reality. And this >>is >>really kind of What I like about this story is you guys did the jam session. First of all, great project, but right in the middle of this new shift of virtual, so it's very interesting. So I want to get your thoughts, Chad, You know, as you guys look at this, I mean on any given Sunday, this is a great project. You get people together, you have the cloud get more agile, get the proof points, show it double down on it. Playbook check. But now you've got the virtual workforce. How did that all play out? Anything surprise you any expectations that were met or things that were new that came out of this? Because this is something that everyone is going through right now. How do I come out of this or deal with current Cove it as it evolves and when I come out of it. I don't have a growth strategy in a team that's deploying and building. What's your take on? >>Yeah, so, yeah, you know, it's a good question. And I was a little concerned about it at first, cause when we had first begun conversations with North Bay, we were planning on a little bit on site and a little bit virtual. And of course, Cove. It happened. Our campuses closed. Nobody's permitted to be there. And so we had to just pivot to 100% virtual. I have to say I didn't notice any problems with it. It didn't impede our progress that didn't impede our communication. I think the playbook that North they had really just worked for that. Now they may have had to adjust it, and Jim can certainly part of that. But you know those morning stand ups for each group that's working the end of day worn out right? That's what those were the things I was joining in on, you know, it wasn't involved in it throughout the day, but I wanted to check in at the end of the day to make sure things are kind of moving along and the communication the transparency that was provided with key, and because of that transparency and that kind of schedule, they already have set up North Bay. We didn't see we didn't have any problems having a fully virtual engagement. In fact, I would probably prefer to do for two engagements moving forward because we can cut down on travel costs for everybody. >>You know, Jim O. Negative thoughts that I think is a huge point that's not just representing with here and illustrate with the example of the success of the EU solution. You guys got the award for, but in a way, covert exposes all the people that are been relying on waterfall based processes. You got to be in a room and argue things out. Our have meetings set up. It takes a lot of time when you when you have a virtual space and an agile process, you make some adjustments. But if you're already agile, it doesn't really impact too much. Can you share your thoughts because you deployed this very successfully? Virtually. >>Yeah, I know it is. Certainly, um, the key is always preparation and on our team did a phenomenal job of making sure that we could deliver equal to or better than virtual experience than we could on site and on site experience. But, John, you're right. You're absolutely right. But it forces you to really do is think about all the things that come natural when you're when you're in a physical room together, you can't take for granted virtually, um, even even interpersonal relationships and how those were built and the trust that's built in. And this whole, as much as this is a technical solution and as much as the teams did you really phenomenal aws work, foundational Lee. It all comes down to trust it, as Chad said, transparency, and it's hard, often hard to to build that into a virtual experience. So part of that preparatory work that I mentioned, we actually spend time doing that. And we spent time with Chad and other team members understanding each of their team members and understanding their strengths, understanding where they were in the education journey and experiential journey a little bit about them personally, right? So so I think. Look, I think the reality in the short and near term is that everything is gonna be virtual North Bay delivers much of their large scale projects. Virtually now, we have a whole methodology around that, and, um, and it's proven. Actually, it's made us better at what we do. >>Yeah, definitely puts the pressure on getting the job done and focusing on the creativity the building out. I want to ask you guys both the same question on this next round, because I think it's super important as people see the reality of cloud and there certainly has been around the benefits of there. But still you have, you know, mentality of, you know, we have to do it ourselves, not invented here. It's a managed services security. You know, there's plenty of objections. If you really want to avoid cloud, you can come up with something if you really look for it. Um, but the reality is, is that there are benefits for the folks out there that are now being accelerated into the cloud for the reasons we cove it and other reasons. What's your advice to them? Why cloud, what's the what's the bet? What comes? What comes out of making a good choice with the cloud? Chad? Is people sitting there going? Okay, I got to get my cloud mojo going What's your What's your What's your advice to those folks sitting out there watching this? >>Yeah, so I would say it. And Jim does this, you know, we have a big vision for data, you know, the whole universe of data. Where does everything is made available? And, um, I can't estimate the demand for all of that yet, right, That's going to evolve over time. So if I'm trying to scale some physical hardware solution, I'm either going to under scale it and not be able to deliver. Or I'm gonna invest too much money for the value in getting what? By moving to the cloud. What that enables me to do is just grow organically and make sure that our spend and the value we're getting from the use are always aligned. Um And then, of course, all the questions that you have availability and acceptability, right? We can just keep growing. And if we're not seeing value in one area, we can just we're no longer spending on that particular area, and we contract that money to a different components of the cloud, so just not being locked into a huge expense up front is really key, I think, >>Jim, your thoughts on Why Cloud? Why now? It's pretty obvious reasons, but benefits for the naysayers sitting on the fence who are? >>Yeah, it's It's a really important question, John and I think that had a lot of important points. I think there's two others that become important. One is, um, agility. Whether that's agility with respect to your in a competitive marketplace, place agility in terms of just retaining team members and staff in a highly competitive environment will go nowhere in particularly in the I t world, um, agility from a cost perspective. So So agility is a theme that comes through and through, over and over and over again in this change, right? So, he said, most companies and most organizations don't they don't know the entirety of what it is they're facing or what the demands are gonna be on their services. The agility is really is really key, and the 2nd 1 is, you know, the notion has often been that you have to have it all figured out. You could start and really our mantra and the jam session was sort of born this way. It's really start by doing, um, pick a use case, Pick a pain point, pick an area of frustration, whatever it might be. And just start the process you learn as you go. Um, and you know, not everything is the right fit for cloud. There are some things for the right reasons where alternatives might be might be appropriate. But by and large, if you if you start by doing And in fact, you know the jam session, learn by doing, and you start to better understand, enterprise will start to better understand what's most applicable to that where they can leverage the best of this bang for the buck if you will, um, and ultimately deliver on the value that that I t is is meant to deliver to the line of business, whatever that whatever that might be. And those two themes come through and through. And thirdly, I'll just add speed now. Speed of transformation, Speed of cost reduction, speed of feature rollout. Um, you know, Chad has users begging for information and access to data. Right? And the team we're sitting there trying to figure how to give it to him quickly. Um, so speed of execution with quality is really paramount as well these days >>and channels. You mentioned scale too, because he's trying to scale up as key and again getting the cloud muscles going for the teams. And culture is critical because, you know, matching that incentives. I think the alignment is critical. Point point. So congratulations, gentlemen. On great award best edu solution, Chad, While I have you here, I want to just get your personal thoughts. Put your industry expert PhD hat on because, you know, one of the things we've been reporting on is a lot of in the edu space higher ed in other areas with people having different education policies. The new reality is with virtual virtualized students and faculty alumni nine in community, the expectations and the data flows are different. Right? So you you had stuff that people use systems, legacy systems, >>kind of. >>It's a good opportunity to look at cloud to build a new abstraction layer and again create that alignment of what can we do? Development wise? I'm sure you're seeing new data flows coming in. I'm sure there's kind of thinking going on around. Okay. As we go forward, how >>do >>we find out who's what. Classes to attend if they're not on site this another jam session. So I see more, more things happening pretty innovative in your world. What's your take on all this? >>Um, I take, you know, So when we did the pivot, we did a pivot right after spring. Great toe. Be virtual for our students, Like a lot of universities dead. And, um, you learn a lot when you go through a crisis kind of like that. And you find all the weaknesses And we had finished the engagement. I think north by that point, or it were in it. And, um, seeing how if we were at our future state, you know, the way I envision the future state, I can now point to the specific things and get specific examples of how we would have been able to more effectively on when these new demands on data came up when new data flows were being created very quickly and, you know, able to point out to the weaknesses of our current ecosystem and how that would be better. Um, so that was really key. And then, you know, it's a This whole thing is an opportunity. It's really accelerated a lot of things that were kind of already in the works, and that's why it's exciting. It's obviously very challenging, you know, and that if it were really right now trying to focus on how do we have a safe campus environment and going with a maximum flexibility and older technology that's involved in that? And, you know, I've already got you know, I've had more unique data requests. >>My desk >>is coded and in the previous five years, you know, >>new patterns, new opportunities to write software. And it's great to see you guys focused on the hierarchy of needs. Really appreciate. I want to just share a funny story. Not funny, but interesting story, because this highlights the creativity that's coming. I was riffing on Zoom with someone in Higher Ed University out here in California, and it was wasn't official. Business was just more riffing on the future, and I said, Hey, wouldn't it be cool if you have, like an abstraction layer that had leverage, canvas, zoom and discord and all the kids are on discourse, their game received. Okay, why discord? It's the hang space people are his connective tissue Well, how do you build notifications through the different silos? So canvas doesn't support certain things? And campuses? The software. Most companies never say years, but that's a use case that we were just riffing on. But that's the kind of ideation that's going to come out of these kinds of jam sessions. You guys having that kind of feeling to? How do you see this new ideation? Rapid prototyping. I only think it's gonna get faster. Accelerated >>It was. Chad said, you know, his requests are multiplying. I'm sure on people are you know, folks are not willing to wait, you know, we're in a hurry up. Hurry up. I wanted now mentality these days with with both, um college attendees as well as those of us. We're trying to deliver on that promise. And I think, John, I think you're absolutely right. And I think that, um, whether it be the fail fast mantra or whether it be can we may even make this work right? Doesn't have lakes, is it is even viable. Um, and is it even cost effective? I can tell you that the we do a lot of work in tech. We do a lot of work in other industries as well. And what what the courseware delivery companies and the infrastructure companies are all trying to deal with and as a result of coaches, they've all had to try to innovate. Um, so we're being asked to challenge ourselves in ways we never been asked to challenge ourselves in terms of speed, of execution, speed of deployment, because these folks need answers, you know, tomorrow, Today, yesterday, not not six months from now. So the the I'll use the word legacy way of thinking is really not one that could be sustained or tolerated any longer. And and I want Chad and others to be able to call us and say, Hey, we need help. We need help quickly. How we go work together, side by side and go prove something. It may not be the most elegant. It may not be the most robust, but we need. We need it kind of tomorrow, and that's really the spirit of the whole. The whole notion of transition >>and new expectations means new solutions that will give you the final word going forward. You're on this wave right now. You got new things coming at you. You get in that foundation set. What's your mindset as you ride this wave? >>I'm optimistic it really It's an exciting time to be in this role. The progress we've made in the county or 2020 despite the challenges we've been faced with with, um cove it and budget issues. Um, I'm optimistic. I love what I saw in the in the jam session. It just kind of confirmed my I believe that this is really the future for the University of Pittsburgh in order to fully realize our vision of maximizing the value of data. >>Awesome. Best Edu solution award for AWS Public sector Congratulations and North based solutions. Jim Keller, President and University of Pittsburgh Chadbourne. Thank you for coming on and sharing your story. Great insights. And again, the wave is here. New expectation, new solutions. Clouds There. You guys got a good approach. Congratulations on the jam session. Thanks. >>Thank you, John. Pleasure. Thank you. Through >>the cube coverage of AWS Public Sector Partner Awards. I'm John Furrow, your host of the Cube. Thanks for watching. Yeah, yeah, yeah, yeah

>>from around the globe. It's the queue with digital coverage of AWS public sector online brought to you by Amazon Web services. >>Everyone welcome back to the Cube's virtual coverage of AWS Public sector summit online. That's the virtual conference. Public Sector Summit is the big get together for Teresa Carlson and her team and Amazon Web services from the public sector, which includes all the government agencies as well as education state governments here in United States and also abroad for other governments and countries. So we're gonna do an analysis of Teresa's keynote and also summarize the event as well. I'm John Furrow, your host of the Cube. I'm joined with my co host of the Cube, Dave Volante Stew Minimum. We're gonna wrap this up and analyze the keynote summit a really awkward, weird situation going on with the Summit because of the virtual nature of it. This event really prides itself. Stew and Dave. We've all done this event. It's one of our favorites. It's a really good face to face environment, but this time is virtual. And so with the covert 19 that's the backdrop to all this. >>Yeah, so I mean, a couple of things, John. I think first of all, A Z, you've pointed out many times. The future has just been pulled forward. I think the second thing is with this whole work from home in this remote thing obviously was talking about how the cloud is a tailwind. But let's face it. I mean, everybody's business was affected in some way. I think the cloud ultimately gets a tail wind out of this, but but But I think the third thing is security. Public sector is always heavily focused on security, and the security model has really changed overnight to what we've been talking about for years that the moat that we've built the perimeter is no longer where organizations need to be spending money. It's really to secure remote locations. And that literally happened overnight. So things like a security cloud become much, much more important. And obviously endpoint security and other other things that we've talked about in the Cube now for last 100 days. >>Well, Steve, I want to get your thoughts cause you know, we all love space. Do we always want to go the best space events that they're gonna be virtual this year as well? Um, But the big news out of the keynote, which was really surprising to me, is Amazon's continued double down on their efforts around space, cyber security, public and within the public sector. And they're announcing here, and the big news is a new space business segment. So they announced an aerospace group to serve those customers because space to becoming a very important observation component to a lot of the stuff we've seen with ground station we've seen at reinvent public sector. These new kinds of services are coming out. It's the best, the cloud. It's the best of data, and it's the best of these new use cases. What's your thoughts? >>Yeah, interesting. John, of course. You know, the federal government has put together Space Forces, the newest arm of the military. It's really even though something it is a punchline. There's even a Netflix show that I believe got the trademark board because they registered for it first. But we've seen Amazon pushing into space. Not only there technology being used. I had the pleasure of attending the Amazon re Marcia last year, which brought together Jeff Bezos's blue origin as well as Amazon AWS in that ecosystem. So AWS has had a number of services, like ground Station that that that are being used to help the cloud technology extend to what's happening base. So it makes a lot of sense for for the govcloud to extend to that type of environment aside you mentioned at this show. One of the things we love always is. You know, there's some great practitioner stories, and I think so many over the years that we've been doing this show and we still got some of them. Theresa had some really good guests in her keynote, talking about transformation and actually, one of the ones that she mentioned but didn't have in the keynote was one that I got to interview. I was the CTO for the state of West Virginia. If you talk about one of those government services that is getting, you know, heavy usage, it's unemployment. So they had to go from Oh my gosh, we normally had people in, you know, physical answering. The phone call centers to wait. I need to have a cloud based contact center. And they literally did that, you know, over the weekend, spun it up and pulled people from other organizations to just say, Hey, you're working from home You know you can't do your normal job Well, we can train your own, we can get it to you securely And that's the kind of thing that the cloud was really built for >>and this new aerospace division day this really highlights a lot of not just the the coolness of space, but on Earth. The benefits of there and one of Amazon's ethos is to do the heavy lifting, Andy Jassy told us on the Cube. You know, it could be more cost effective to use satellites and leverage more of that space perimeter to push down and look at observation. Cal Poly is doing some really interesting work around space. Amazon's worked with NASA Jet Propulsion Labs. They have a lot of partnerships in aerospace and space, and as it all comes together because this is now an augmentation and the cost benefits are there, this is going to create more agility because you don't have to do all that provisioning to get this going spawned. All kinds of new creativity, both an academic and commercial, your thoughts >>Well, you know, I remember the first cloud first came out people talked a lot about while I can do things that I was never able to do before, you know, The New York Times pdf example comes to mind, but but I think what a lot of people forget is you know the point to a while. A lot of these mission critical applications Oracle databases aren't moving to the cloud. But this example that you're giving and aerospace and ground station. It's all about being able to do new things that you weren't able to do before and deliver them as a service. And so, to me, it shows a great example of tam expansion, and it also shows things that you never could do before. It's not just taking traditional enterprise APs and sticking them in the cloud. Yeah, that happens. But is re imagining what you can do with computing with this massive distributed network. And you know, I O. T. Is clearly coming into into play here. I would consider this a kind of I o t like, you know, application. And so I think there are many, many more to come. But this is a great example of something that you could really never even conceive in enterprise Tech before >>you, Dave the line on that you talked about i o t talk a lot about edge computing. Well, if you talk about going into space, that's a new frontier of the edge that we need to talk about >>the world. Glad it's round. So technically no edge if you're in space so again not to get nuance here and nerdy. But okay, let's get into the event. I want to hold on the analysis of the keynote because I think this really society impact public service, public sector, things to talk about. But let's do a quick review of kind of what's happened. We'll get to the event. But let's just review the guests that we interviewed on the Cube because we have the cube virtual. We're here in our studios. You guys were in yours. We get the quarantine cruise. We're still doing our job to get the stories out there. We talked to Teresa Carlson, Shannon Kellogg, Ken Eisner, Sandy Carter, Dr Papa Casey Coleman from Salesforce, Dr Shell Gentleman from the Paragon Institute, which is doing the fairground islands of researcher on space and weather data. Um, Joshua Spence math you can use with the Alliance for Digital Innovation Around some of this new innovation, we leave the Children's National Research Institute. So a lot of great guests on the cube dot net Check it out, guys. I had trouble getting into the event that using this in Toronto platform and it was just so hard to navigate. They've been doing it before. Um, there's some key notes on there. I thought that was a disappointment for me. I couldn't get to some of the sessions I wanted to, um, but overall, I thought the content was strong. Um, the online platform just kind of wasn't there for me. What's your reaction? >>Well, I mean, it's like a Z. That's the state of the art today. And so it's essentially a webinar like platforms, and that's what everybody's saying. A lot of people are frustrated with it. I know I as a user. Activity clicks to find stuff, but it is what it is. But I think the industry is can do better. >>Yeah, and just to comment. I'll make on it, John. One of things I always love about the Amazon show. It's not just what AWS is doing, But, you know, you walk the hallways and you walk the actual So in the virtual world, I walk the expo floor and its okay, Here's a couple of presentations links in an email address if you want to follow up, I felt even the A previous AWS online at a little bit more there. And I'm sure Amazon's listening, talking to all their partners and building out more there cause that's definitely a huge opportunity to enable both networking as well. As you know, having the ecosystem be able to participate more fully in the event >>and full disclosure. We're building our own platform. We have the platforms. We care about this guys. I think that on these virtual events that the discovery is critical having the available to find the sessions, find the people so it feels more like an event. I think you know, we hope that these solutions can get better. We're gonna try and do our best. Um, so, um well, keep plugging away, guys. I want to get your thoughts. They have you been doing a lot of breaking analysis on this do and your interviews as well in the technology side around the impact of Covert 19 with Teresa Carlson and her keynote. Her number one message that I heard was Covad 19 Crisis has caused a imperative for all agencies to move faster, and Amazon is kind of I won't say put things to the side because they got their business at scale. Have really been honing in on having deliverables for crisis solutions. Solving the problems and getting out to Steve mentioned the call centers is one of the key interviews. This is that they're job. They have to do this cove. It impacts the public services of the public sector that she's that they service. So what's your reaction? Because we've been covering on the commercial side. What's your thoughts of Teresa and Amazon's story today? >>Yeah, well, she said, You know, the agencies started making cloud migrations that they're at record pace that they'd never seen before. Having said that, you know it's hard, but Amazon doesn't break out its its revenue in public sector. But in the data, I look at the breaking analysis CTR data. I mean, it definitely suggests a couple of things. Things one is I mean, everybody in the enterprise was affected in some way by Kobe is they said before, it wouldn't surprise me if there wasn't a little bit of a pause and aws public sector business and then it's picking up again now, as we sort of exit this isolation economy. I think the second thing I would say is that AWS Public sector, based on the data that I see, is significantly outpacing the growth of AWS. Overall number one number two. It's also keeping pace with the growth of Microsoft Azure. Now we know that AWS, on balance is much bigger than Microsoft Azure and Infrastructures of Service. But we also know that Microsoft Azure is growing faster. That doesn't seem to be the case in public sector. It seems like the public sector business is is really right there from in terms of growth. So it really is a shining star inside of AWS. >>Still, speed is a startup game, and agility has been a dev ops ethos. You couldn't see more obvious example in public sector where speed is critical. What's your reaction to your interviews and your conversations and your observations? A keynote? >>Yeah, I mean something We've all been saying in the technology industry is Just imagine if this had happened under 15 years ago, where we would be So where in a couple of the interviews you mentioned, I've talked to some of the non profits and researchers working on covert 19. So the cloud really has been in the spotlight. Can I react? Bask scale. Can I share information fast while still maintaining the proper regulations that are needed in the security so that, you know, the cloud has been reacting fast when you talk about the financial resource is, it's really nice to see Amazon in some of these instances has been donating compute occasional resource is and the like, so that you know, critical universities that are looking at this when researchers get what they need and not have to worry about budgets, other agencies, if you talk about contact centers, are often they will get emergency funding where they have a way to be able to get that to scale, since they weren't necessarily planning for these expenses. So you know what we've been seeing is that Cloud really has had the stress test with everything that's been going on here, and it's reacting, so it's good to see that you know, the promise of cloud is meeting that scale for the most part, Amazon doing a really good job here and you know, their customers just, you know, feel The partnership with Amazon is what I've heard loud and clear. >>Well, Dave, one of these I want to get your reaction on because Amazon you can almost see what's going on with them. They don't want to do their own horn because they're the winners on the pandemic. They are doing financially well, their services. All the things that they do scale their their their position, too. Take advantage. Business wise of of the remote workers and the customers and agencies. They don't have the problems at scale that the customers have. So a lot of things going on here. These applications that have been in the i t world of public sector are old, outdated, antiquated, certainly summer modernize more than others. But clearly 80% of them need to be modernized. So when a pandemic hits like this, it becomes critical infrastructure. Because look at the look of the things unemployment checks, massive amount of filings going on. You got critical service from education remote workforces. >>these are >>all exposed. It's not just critical. Infrastructure is plumbing. It's The applications are critical. Legit problems need to be solved now. This is forcing an institutional mindset that's been there for years of, like, slow two. Gotta move fast. I mean, this is really your thoughts. >>Yeah. And well, well, with liquidity that the Fed put into the into the market, people had, You know, it's interesting when you look at, say, for instance, take a traditional infrastructure provider like an HP era Dell. Very clearly, their on Prem business deteriorated in the last 100 days. But you know HP Q and, well, HBO, you had some some supply chain problem. But Dell big uptick in this laptop business like Amazon doesn't have that problem. In fact, CEOs have told me I couldn't get a server into my data center was too much of a hassle to get too much time. It didn't have the people. So I just spun up instances on AWS at the same time. You know, Amazon's VD I business who has workspaces business, you know, no doubt, you know, saw an uptick from this. So it's got that broad portfolio, and I think you know, people ask. Okay, what remains permanent? Uh, and I just don't see this This productivity boom that we're now finally getting from work from home pivoting back Teoh, go into the office and it calls into question Stu, when If nobody is in the corporate office, you know the VP ends, you know, the Internet becomes the new private network. >>It's to start ups moving fast. The change has been in the past two months has been, like, two years. Huge challenges. >>Yeah, John, it's an interesting point. So, you know, when cloud first started, it was about developers. It was about smaller companies that the ones that were born in the cloud on The real opportunity we've been seeing in the last few months is, you know, large organizations. You talk about public sector, there's non profits. There's government agencies. They're not the ones that you necessarily think of as moving fast. A David just pointing out Also, many of these changes that we're putting into place are going to be with us for a while. So not only remote work, but you talk about telehealth and telemedicine. These type of things, you know, have been on our doorstep for many years, but this has been a forcing function toe. Have it be there. And while we will likely go back to kind of a hybrid world, I think we have accelerated what's going on. So you know, there is the silver lining in what's going on because, you know, Number one, we're not through this pandemic. And number two, you know, there's nothing saying that we might have another pandemic in the future. So if the technology can enable us to be more flexible, more distributed a xai I've heard online. People talk a lot. It's no longer work from home but really work from anywhere. So that's a promise we've had for a long time. And in every technology and vertical. There's a little bit of a reimagining on cloud, absolutely an enabler for thinking differently. >>John, I wonder if I could comment on that and maybe ask you a question. That's okay. I know your host. You don't mind. So, first of all, I think if you think about a framework for coming back, it's too said, You know, we're still not out of this thing yet, but if you look at three things how digital is an organization. How what's the feasibility of them actually doing physical distancing? And how essential is that business from a digital standpoint you have cloud. How digital are you? The government obviously, is a critical business. And so I think, you know, AWS, public Sector and other firms like that are in pretty good shape. And then there's just a lot of businesses that aren't essential that aren't digital, and those are gonna really, you know, see a deterioration. But you've been you've been interviewing a lot of people, John, in this event you've been watching for years. What's your take on AWS Public sector? >>Well, I'll give an answer that also wants to do away because he and I both talk to some of the guests and interview them. Had some conversations in the community is prep. But my take away looking at Amazon over the past, say, five or six years, um, a massive acceleration we saw coming in that match the commercial market on the enterprise side. So this almost blending of it's not just public sector anymore. It looks a lot like commercial cause, the the needs and the services and the APS have to be more agile. So you saw the same kind of questions in the same kind of crazy. It wasn't just a separate division or a separate industry sector. It has the same patterns as commercial. But I think to me my big takeaways, that Theresa Carlson hit this early on with Amazon, and that is they can do a lot of the heavy lifting things like fed ramp, which can cost a $1,000,000 for a company to go through. You going with Amazon? You onboard them? You're instantly. There's a fast track for you. It's less expensive, significantly less expensive. And next thing you know, you're selling to the government. If you're a start up or commercial business, that's a gold mine. I'm going with Amazon every time. Um, and the >>other >>thing is, is that the government has shifted. So now you have Covad 19 impact. That puts a huge premium on people who are already been setting up for digital transformation and or have been doing it. So those agencies and those stakeholders will be doing very, very well. And you know that Congress has got trillions of dollars day. We've covered this on the Cube. How much of that coverage is actually going for modernization of I T systems? Nothing. And, you know, one of things. Amazon saying. And rightfully so. Shannon Kellogg was pointing out. Congress needs to put some money aside for their own agencies because the citizens us, the taxpayers, we got to get the services. You got veterans, you've got unemployment. You've got these critical services that need to be turned on quicker. There's no money for that. So huge blind spot on the whole recovery bill. And then finally, I think that there's a huge entrepreneurial thinking that's going to be a public private partnership. Cal Poly, Other NASA JPL You're starting to see new applications, and this came out of my interviews on some of the ones I talked to. They're thinking differently, the doing things that have never been done before. And they're doing it in a clever, innovative way, and they're reinventing and delivering new things that are better. So everything's about okay. Modernize the old and make it better, and then think about something new and completely different and make it game changing. So to me, those were dynamics that are going on than seeing emerge, and it's coming out of the interviews. Loud and clear. Oh, my God, I never would have thought about that. You can only do that with Cloud Computing. A super computer in the Cloud Analytics at scale, Ocean Data from sale Drone using satellite over the top observation data. Oh, my God. Brilliant. Never possible before. So these are the new things that put the old guard in the Beltway bandits that check because they can't make up the old excuses. So I think Amazon and Microsoft, more than anyone else, can drive change fast. So whoever gets there first, well, we'll take most of the shares. So it's a huge shift and it's happening very fast more than ever before this year with Covert 19 and again, that's the the analysis. And Amazon is just trying to like, Okay, don't talk about us is we don't want to like we're over overtaking the world because outside and then look opportunistic. But the reality is we have the best solution. So >>what? They complain they don't want to be perceived as ambulance station. But to your point, the new work loads and new applications and the traditional enterprise folks they want to pay the cow path is really what they want to dio. And we're just now seeing a whole new set of applications and workloads emerging. What about the team you guys have been interviewing? A lot of people we've interviewed tons of people at AWS reinvent over the years. We know about Andy Jassy at all. You know, his his lieutenants, about the team in public sector. How do they compare, you know, relative to what we know about AWS and maybe even some of the competition. Where do you Where do you grade them? >>I give Amazon and, um, much stronger grade than Microsoft. Microsoft still has an old DNA. Um, you got something to tell them is bring some fresh brand there. I see the Jedi competition a lot of mud slinging there, and I think Microsoft clearly got in fear solution. So the whole stall tactic has worked, and we pointed out two years ago the number one goal of Jet I was for Amazon not to win. And Microsoft looks like they're gonna catch up, and we'll probably get that contract. And I don't think you're probably gonna win that out, right? I don't think Amazon is gonna win that back. We'll see. But still doesn't matter. Is gonna go multi cloud anyway. Um, Teresa Carlson has always had the right vision. The team is exceptional. Um, they're superb experience and their ecosystem partners Air second and NASA GPL Cal Poly. The list goes on and on, and they're attracting new talent. So you look at the benchmark new talent and unlimited capability again, they're providing the kinds of services. So if we wanted to sell the Cube virtual platform Dave, say the government to do do events, we did get fed ramp. We get all this approval process because Amazon customer, you can just skate right in and move up faster versus the slog of these certifications that everyone knows in every venture capitalists are. Investor knows it takes a lot of time. So to me, the team is awesome. I think that the best in the industry and they've got to balance the policy. I think that's gonna be a real big challenge. And it's complex with Amazon, you know, they own the post. You got the political climate and they're winning, right? They're doing well. And so they have an incentive to to be in there and shape policy. And I think the digital natives we are here. And I think it's a silent revolution going on where the young generation is like, Look at government served me better. And how can I get involved? So I think you're going to see new APS coming. We're gonna see a really, you know, integration of new blood coming into the public sector, young talent and new applications that might take >>you mentioned the political climate, of course. Pre Cove. It'll you heard this? All that we call it the Tech lash, right, The backlash into big tech. You wonder if that is going to now subside somewhat, but still is the point You're making it. Where would we be without without technology generally and big tech stepping up? Of course, now that you know who knows, right, Biden looks like he's, you know, in the catbird seat. But there's a lot of time left talking about Liz more on being the Treasury secretary. You know what she'll do? The big tech, but But nonetheless I think I think really it is time to look at big tech and look at the Tech for good, and you give them some points for that. Still, what do you think? >>Yeah, first of all, Dave, you know, in general, it felt like that tech lash has gone down a little bit when I look online. Facebook, of course, is still front and center about what they're doing and how they're reacting to the current state of what's happening around the country. Amazon, on the other hand, you know, a done mentioned, you know, they're absolutely winning in this, but there hasn't been, you know, too much push back if you talk culturally. There's a big difference between Amazon and AWS. There are some concerns around what Amazon is doing in their distribution facilities and the like. And, you know, there's been lots of spotlights set on that, um, but overall, there are questions. Should AWS and Amazon that they split. There's an interesting debate on that, Dave, you and I have had many conversations about that over the past couple of years, and it feels like it is coming more to a head on. And if it happens from a regulation standpoint, or would Amazon do it for business reason because, you know, one of Microsoft and Google's biggest attacks are, well, you don't want to put your infrastructure on AWS because Amazon, the parent company, is going to go after your business. I do want to pull in just one thread that John you and Dave were both talking about while today you know, Amazon's doing a good job of not trying todo ambulance case. What is different today than it was 10 or 20 years ago. It used to be that I t would do something and they didn't want to talk to their peers because that was their differentiation. But Amazon has done a good job of explaining that you don't want to have that undifferentiated heavy lifting. So now when an agency or a company find something that they really like from Amazon talking all their peers about it because they're like, Oh, you're using this Have you tried plugging in this other service or use this other piece of the ecosystem? So there is that flywheel effect from the cloud from customers. And of course, we've talked a lot about the flywheel of data, and one of the big takeaways from this show has been the ability for cloud to help unlock and get beyond those information silos for things like over 19 and beyond. >>Hey, John, if the government makes a ws spin out or Amazon spin out AWS, does that mean Microsoft and Google have to spin out their cloud businesses to? And, uh, you think that you think the Chinese government make Alibaba spin out its cloud business? >>Well, you know the thing about the Chinese and Facebook, I compare them together because this is where the tech lash problem comes in. The Chinese stolen local property, United States. That's well documented use as competitive advantage. Facebook stole all the notional property out of the humans in the world and broke democracy, Right? So the difference between those bad tech actors, um, is an Amazon and others is 11 enabling technology and one isn't Facebook really doesn't really enable anything. If you think about it, enables hate. It enables some friends to talk some emotional reactions, but the real societal benefit of historically if you look at society, things that we're enabling do well in free free societies. Closed systems don't work. So you got the country of China who's orchestrating all their actors to be state driven, have a competitive advantage that's subsidised. United States will never do that. I think it's a shame to break up any of the tech companies. So I'm against the tech lash breakup. I think we should get behind our American companies and do it in an open, transparent way. Think Amazon's clearly doing that? I think that's why Amazon's quiet is because they're not taking advantage of the system that do things faster and cheaper gets that's there. Ethos thinks benefits the consumer with If you think about it that way, and some will debate that, but in general Amazon's and enabling technology with cloud. So the benefits of the cloud for them to enable our far greater than the people taking advantage of it. So if I'm on agency trying to deliver unemployment checks, I'm benefiting the citizens at scale. Amazon takes a small portion of that fee, so when you have enabling technologies, that's how to me, The right capitalism model works Silicon Valley In the tech companies, they don't think this way. They think for profit, go big or go home and this has been an institutional thing with tech companies. They would have a policy team, and that's all they did. They didn't really do anything t impact society because it wasn't that big. Now, with networked economies, you're looking at something completely different to connected system. You can't handle dissidents differently is it's complex? The point is, the diverse team Facebook and Amazon is one's an enabling technology. AWS Facebook is just a walled garden portal. So you know, I mean, some tech is good, some text bad, and a lot of people just don't know the difference what we do. I would say that Amazon is not evil Amazon Web services particular because they enable people to do things. And I think the benefits far outweigh the criticisms. So >>anybody use AWS. Anybody can go in there and swipe the credit card and spin up compute storage AI database so they could sell the problems. >>The problems, whether it's covert problems on solving the unemployment checks going out, are serving veterans or getting people getting delivering services. Some entrepreneurs develop an app for that, right? So you know there's benefits, right? So this you know, there's not not Amazon saying Do it this way. They're saying, Here's this resource, do something creative and build something solve a problem. And that was the key message of the keynote. >>People get concerned about absolute power, you know, it's understandable. But if you know you start abusing absolute power, really, I've always believed the government should come in, >>but >>you know, the evidence of that is is pretty few and far between, so we'll see how this thing plays out. I mean, it's a very interesting dynamic. I point about why should. I don't understand why AWS, you know, gets all the microscopic discussion. But I've never heard anybody say that Microsoft should spend on Azure. I've never heard that. >>Well, the big secret is Azure is actually one of Amazon's biggest customers. That's another breaking analysis look into that we'll keep on making noted that Dave's do Thanks for coming to do great interviews. Love your conversations. Final words to I'll give you What's the big thing you took away from your conversations with your guests for this cube? Virtual coverage of public sector virtual summit >>so biggest take away from the users is being able to react to, you know, just ridiculously fast. You know it. Talk about something where you know I get a quote on Thursday on Friday and make a decision, and on Monday, on up and running this unparalleled that I wouldn't be able to do before. And if you talk about the response things like over nine, I mean enabling technology to be able to cut across organizations across countries and across domains. John, as you pointed out, that public private dynamic helping to make sure that you can react and get things done >>Awesome. We'll leave it there. Stew. Dave. Thanks for spending time to analyze the keynote. Also summarize the event. This is a does public sector virtual summit online Couldn't be face to face. Of course. We bring the Cube virtual coverage as well as content and our platform for people to consume. Go the cube dot net check it out and keep engaging. Hit us up on Twitter if any questions hit us up. Thanks for watching. >>Yeah, yeah, yeah, yeah, yeah, yeah

>>from around the globe. It's the queue with digital coverage of AWS Public sector online brought to you by Amazon Web services. >>Everyone welcome back to the Cube's coverage of AWS Public sector summit. Virtual, of course, is the Cube virtual. We're here sheltered in place in our quarantine studio. I'm John Furrier, host of the Cube. Got a great guest here? Cube Alumni. Can Eisner, Who's the director of worldwide education programs for AWS Amazon Web services? Ken, great to see you. Thanks for coming on. This could be a great segment. Looking forward to chatting. >>Thanks so much, John. Great to talk to you again. >>You know, I'll say, Cube Virtual public sector summit Virtual. We've been virtualized as a society. I'll see the pandemic and all the things that is going on around has been pretty crazy. And one of the things that's most notable is the impact on Education. New York Times This morning and many published reports around the impact College education. Not only economics on the campus aside, the state of the people in the society and Covert 19 is pushed schooling online for the foreseeable future. What's your reaction is you're in charge you've done a lot of work on the foundational level to get Amazon educational programs out there. Take a minute to explain how how this has impacted you guys and your ability to bring that educational stuff to the to the foreseeable future. >>Yeah, the first thing I'd say is this This truly is an absolutely unprecedented time There. Move from virtual instruction. Excuse me from in person classroom instruction into the virtual world at such amazing scale, rapidity is something that educational institutions weren't ready for that couldn't be ready for at this time. We had to enter it with amazing lump levels of empathy for what was going on on the ground in K 12 schools and higher ed schools with our educational technology and publisher providers. So I think the first thing was we had or for the speed at which it happened, we did have to step back and look at what was going on. There are some changes that are happening in the immediacy, and there are some things that Corbett, 19 is has sped educational institutions around the world to look at. An AWS is working with those K 12 providers, higher educational providers teachers and so on on that switch, whether it's providing infrastructure that move into online learning, helping teachers as they prepare for this sort of new normal you some of examples of what has happen. We've been working with the University of Arizona. Help them stand up contact centers with the onset of of cove it and students and teachers. It's being pushed into their home environment or into virtual environments to give instruction to receive instruction. There have been a lot of calls that happen in virtual environments to staff to help them support this. And so we stood up with the University of Arizona and Amazon Amazon Connect help staff provide mobile solutions through the cell phone or computer for for students. >>I want to get your thoughts. Absolutely. I talked to Andy Jassy about this as well as well about agility. This is the Amazon wheelhouse, and you guys have gone into the I T world now developers. You went cloud native, you in that market. He won the enterprise I t market. But the reason why is that you took an old school outdated, antiquated system of I t and made it agile. That seems enough This is the country with Teresa and Andy about education in public sector. The modernization is happening, but there's also the triage and you guys have to do now in terms of getting people online. So what specifically are you doing to help education customers continue their instruction online? Because they still got to execute. They still need to provide this discussion around the fall window Coming up. You got to have the foundational things. I know you've done that, but it is hard. So what's the downstream triage when you come out of this mode of Okay, here you go. And how do you get people set up and then how they transform and re invent? >>Yeah, at this time, the disaster recovery from how do you get in that phase one with this immediate move was so prominent. And we're trying to work through that phase one and sort into sort of phase two delivery of education, which is you're moving with scale moving with agility into this world, speed and agility are really going to be the new normal for education. There were some advances that just weren't happening quick enough. Students should always have access to 24 7 learning, um, and access into that mobile arena. And they weren't having that several things that we did was we looked at our infrastructure were some of those key infrastructure elements that helped with both learning and work remotely. There were things such as Amazon, your work Doc's, which enables thieves virtual our workspaces, which enable virtual desktop environments, and appstream, which enables it APs to be streamed through virtual arena onto your removal or your desktop. Yeah, Amazon connect as I. As I mentioned before, there were services that were vital in helping speed into the cloud that was quick burst into the cloud. And so we enabled some of those services to have special promotional free rates or a given time period, and we have actually now extended that offer a into the fall into September 30th. So first we have to help people really quickly with educators. So I run this program AWS Educate, which is Amazon's global program. To provide students and educators around the world with resource is needed, help them get into cloud learning. But what we saw was that teachers around the world we're not prepared for this massive shift what we did to help that preparedness is we looked at our educators. We found that we did a survey over the weekend and found that 68% of them had significant experience or enough experience in teaching distance or online virtual education, too. Potentially leverage that for other educators around the world. So we and the other thing is teachers are really eager to help other teachers in this move, especially as they saw and they empathize with With her was the panic. Our confusion are best practices and moving into that online arena. So we saw both that they had that experience in a mass willingness to help other people, and we immediately spun up a Siri's of educator and educator help tools, whether it was a Morris Valadez are No a gift, and Doug Berman providing webinars and office hours for other educators around the world. We also did a separate tech talks offering for students. So there were there was the helping scale, whether it's getting blackboard as they ramped up to over 50 x of their normal load in 24 hours to help them deliver on that scale, whether it waas the Egyptian ministry that was trying to had to understand. How could they help students access the information that they need it in speed? And they worked with thinkI, which is a net educational technology provider, to provide access to 22 million students who needed to get access online or whether it was the educator mobilization initiative that we ran. Threat US of AWS Educate Helps Teachers have the resource is that they need it with the speed that they needed to get online. This is we are working. We're learning from our customers. As this happens, this is a moving target. But when I move from this immediacy of pushing people into the virtual space into what's gonna happen this summer, as students need toe recapture, learning that they might have lost in the spring are depending where you are worldwide. There's getting to your point all K 12 higher ed and educational technology providers into the position where they can act with that agility and speed. And it's also helping those educators as they go through this. We're learning from our customers every day. >>Yeah, I want to get into those some of those lessons, but one of things that will say, You know, I'm really bullish about what you do. Getting cloud education, I think, is going to change the literacy and also job opportunities out there. I'm a huge believer that public sector is the next growth wave, just like I t was. And it's almost the same movie, right? You have inadequate systems. It's all outdated. You need these workloads, need to run and then run effectively, which you guys have done. But the interesting thing with Cove it is it essentially exposes the scabs and the uh out there because, you know, online has been an augmentation to the physical space. So when you pull that back, people like me go, wait a minute. I have kids. I'm trying to understand their learning impact. Everyone sees it now. It's almost like it's exposed. Whether it's under provisioned VP ends or black boys networking and everyone's pointing their fingers. It's your fault and its the end. So you brought this up. There's now stakeholders whose jobs depend upon something that's now primary that wasn't primary before. Whether it's the presenter, the content presented the teacher certainly high availability. I t. Um >>all these things >>are just under huge pressure. So I gotta ask you, what are the key lessons and learnings that you have seen over the past few months that you could share because people are shell shocked and they're trying to move faster? >>Yeah. So first of all is speed and agility and education are the new normal. They should have been here for a while. They need to be here now when you've got a 30 year textbook, your ruling over education when students need to get the skills of tomorrow. Today we need to be adapting quickly in order to give those students the skills to give educational institution those opportunities. Every institution needs to be enable virtual education. Every institution needs to have disaster recovery solutions and they weren't in place. These solutions need to be comprehensive. Students need access to devices. Teachers need access to professional development. We need contact centers. We worked with Los Angeles Unified School District not just to stand up a contact center, which we did with yeah, Amazon connect. But we also connected their high school seniors too, with headphones. I think we provide 132,000 students with headphones. We are helping to source with through our Amazon business relationship devices for everybody. Every student needs access in their home. Every student needs access to great learning and they needed on demand. Teachers need that readiness. I think the other thing that's happening is the whole world is again speeding through changes that probably should have happened to the system already that virtual learning is vital. Another thing that's vital is lifelong learning. We're finding that and we probably should have already seen. This is everybody needs to be a student throughout their entire life, and they need to be streaming in and out of education. The only way that this could be properly done is through virtual environments through the cloud and through an access to on demand learning. We believe that this that the work that's being done I was actually talking to some people in Australia the other day and they're saying, You know, the government is moving away from degree centrist city and moving into a more modular stackable education. We've been building AWS educate to stack to the job to stack to careers, and that type of move into education, I think, is also being spent So were you were seeing the that move Apple absolutely accelerate. We're also seeing the need to accelerate the speed to research. Obviously with what's going on going on with Kobe 19 there is a need for tools to connect our researchers two cures to diagnostic, um, opportunities. We worked with the University of British Columbia, Vancouver General Hospital and the Vancouver I Get this thing, the Vancouver Coastal Health Research UNE Institute to develop to use Amazon sage maker to speed ai diagnostic tool so that pushed towards research is absolutely vital as well. We just announced a $20 million investment in helping you speak that that research to market so education needs to operate at scale education needs to operate at speed, and education needs to deliver to a changing customer. And we've got to be partners on that journey. >>And I think I would just add reinvent a word. You guys name your conference after every year. This is a re invention opportunity. Clearly, um, and you know, I was talking to some other parents is like, I'm not going to send my kids to school online learning for zoom interview, zoom, zoom, zoom classes. I'm like, Hey, you know, get a cloud data engineering degree from Amazon educate because they'll have a job like that. Once you put on linked in the job skills are out there. The jobs are needed. Skills aren't so. I got to ask you, you know, with this whole re Skilling, whether it's a Gap year student in between semesters, while this takes care of our up Skilling people on the job, this is huge world economic form said by 2020 half of the employees will need to be re skilled up skilled. This is a huge impact and even more focus with covert 19. >>That's absolutely correct. Yeah, I think one thing that's happening is we're cloud computing has been the number one Lincoln skill for the past four or five years. The the skill. Whether it's software development in the cloud cloud architecture, your data world, our cyber security and other operational rules, those are going to be in the most demand. Those are the skills that are growing. We need to be able prepare people for rules in technology. The lifelong worker, the re skill up skill opportunities, absolutely vital Gap year is going to be available for some students. But we also got a look at you know how the this that how covert 19 can accelerate gaps between students. Every student needs access to high quality education. Every teacher needs to be equipped with the latest professional development. We've got focused like a laser, not just on. The people could afford a gap. Here are the people who who are going to be some schools who actually had solutions that could immediately push there kids into their their youth, their students in college or even employees. You need those re skills. We're all home. But it also needs to extend into the middle of the middle of Los Angeles and and you're into low income students. And in Egypt, I was really excited. We we've been working with Northern Virginia community colleges as I think you know, they were one of the lead institutions. On launching an associate degree in the cloud, they took their courses and offer what they call a jump year to 70,000 high school senior. Our high school students in Northern Virginia in the northern Virginia area, including enabling some of our cloud computing horses, are the work courses that we worked on with them to the students. So yeah, those new partnerships, that extension of college into high school and college into re skill up skills, absolutely vital. But institutions need to be able to move fast with the tools that the cloud provides you into those arena. >>Well, you know, I think you've got a really hard job to do there. It's foundational in love, what you're doing and you know me. I've been harping people who watch the Cube know that I'm always chirping and talking about how the learning is non linear. It's horizontally scalable. There's different application. You can have an application for education. It's a Siri's of different things. The workload of learning is completely different. I think to me what you guys are doing right now setting that basics foundation infrastructure. It's like the E. C two s three model. Then you got more on top of it platform, and I think ultimately the creativity is going to come from the marketplace. Whoever can build those workloads in a very agile, scalable way to meet the needs, because, let's face it, it can't be boring. Education is gonna be robust, resilient and got to deliver the payload and that's gonna be customized applications that have yet to be invented. Reinvented >>absolutely. Hopefully were jump starting that next wave of innovation spreading the opportunities Teoh all students. Hopefully we are really looking at those endemic issues and education and following leaders like University of Arizona. What the Ministry of Education, um in in Egypt has done and Northern Virginia community. Hopefully we are really taking this the opportunity of this disaster to invent on behalf of our students. Bring in you forward to the 21st century as opposed to yeah, just looking at this naval gazing way we do wrong and the past. This is an exciting opportunity, albeit a obviously scary one is we're all dealing with this with this and >>there's no doubt once we've retrenching and get some solid ground postcode 19. It's a reinvention and a reimagine growth market opportunity because you got changing technology, changing economics and changing expectations and experiences that are needed. These are three major things going down right now. >>Absolutely, absolutely. And to your point, the retraining of workers, the up skill that the great thing is that governments realize this imperative as do educational institutions and obviously yet students. This is, and we seem like what educators can do when they want to help. Yeah, other educators, this is This is an opportunity in our society to really look at every everybody is a constant learner were a constant learning from our customers. But everybody, there is no end to education. It cannot be terminal. And this is an opportunity to really provide the students learners with skills that they need in an on demand fashion at all times and re think re innovate, reinvent the way we look at education in general. >>Well, a man, Jeff Bezos says Day one. It's a new day, one, right? So you know that there is going to reinvent Ken. You doing great work. Director of worldwide education programs Ken Eisner with Amazon Web services, Certifications and degrees and cloud computing will be the norm. It's gonna happen again. If you're a cloud data engineer. Data says you're going to get a job. I mean, no doubt about it. So thanks so much for sharing your insights. Really appreciate it. Thank you, >>John. Thank you very much for your time. I appreciate it. >>Can guys They're here Inside the Cube. Virtual coverage of AWS Public sector Online Summit. We've been virtualized. I'm John Furrier, your host. Thanks for watching. Yeah, >>Yeah, yeah, yeah.

>>from around the globe. It's the Cube covering HP Discover. Virtual experience Brought to you by HP >>Everybody welcome back to the Cube's continuous coverage of Discover 2020. That virtual experience. The Cube has been been virtualized really excited to have Marissa Freeman here. She's the chief brand officer, Hewlett Packard Enterprise. And, of course, he joined by Jim Jackson. Who's the CMO of HP? Guys, Great to see you Wish we were face to face. But thanks so much for coming on the Cube. >>Great to be here. Hope that you and your family and your friends are safe and well, >>and we're back at you both. Jim, let me start with you. So, uh, this kind of got dumped on you with this pandemic. Different mindset. You have to do a bit flip to goto virtual you talk about some of the things that you focused in on some of the things you want to keep. And some of the things you knew you couldn't. And you had to do things differently. >>Yeah, You know, we pretty much had to rethink everything about this event platforms, how we thought about messaging, how we thought about content. Um audience acquisition demos, really everything. And for us, it really all boiled down to having a vision. And our vision was to bring the Discover experience, all that energy, the excitement that you get the in person event. We wanted to bring that to all of our customers and our partners and our team members around the world. So for us, it wasn't about virtualized discover. It was about bringing the Discover experience to a 12 inch screen. In many cases for our customers and our partners and our team members, I think another thing that was really eye opening for us. Waas thinking of opening up the aperture and thinking, Hey, we can now take this and drive. This is the true global events and we can reach people all over the world, reach customers and partners that can't come to discover because they can't physically come to the event. That was a couple of things that really we had to put a lot of thought into, and it was really exciting for us. I think one other thing is now customers, and how we think about their experience at the event became very, very important for us because you know, at an in person event, it's three days, and we can you know, there's a lot of things people can do, but you have three days of content, and then people move on for us. Now. Our customers might go through three weeks or three months, and we really needed to think about that experience in a very simple, seamless, easy way for them so that they could to consume the content digitally in a way that made the most sense for them. So a lot of new thinking for us. But we're really excited about the opportunities that virtual brings in that digital brings >>now immerse. So I gotta ask you so No, no meter boards at least know for a physical meter boards, you know, How did you think about continuing that branding in a virtual event? >>Well, it's, uh, it's really a beautiful experience when you look at the the intro of the platform that we're on. It's beautifully branded all the way throughout. The branding is really coming through, though, in the content, um, and in the people, So we always say, Jim and I always say every year, Gosh, if we could just have every estimate on every prospect come to discover they would see our brand come to life they would feel are our purpose. They would understand, just with a new and different energized and fully charged a company, we are they would get to meet Antonio and Security. And Liz and Jennifer Income are honored and Jim and feel for themselves, uh, the power of the company. And now everyone can So the brand really is coming to life through the people. I appreciate that you love the the beautiful graphics, and we work really hard. Um, I'm all of that stuff, Sure, but the real branding is in the content itself. So >>now, Jim asses. Well, you were kind of lucky in the sense that, you know, this show wasn't in March or April. You had some time. So to see what others were doing. And you saw early on when this thing first hit, there were some the missteps there, There's there, still are even. But So what do you What do you tell people that is really unique about the Discover virtual experience? >>Yeah, I think a couple things and you're right. We did have a little more runway, and that was to our advantage. But we feel like we've taken full advantage of it. I think the first is coming back to that global experience that I talked about. So we're delivering this on 10 different with translating into 10 different languages, and that makes it easy for people to consume our key content around the world. We're truly delivering our content on time zones that are very appropriate, or our customers and our partners again, all around the world, in different Geos, we're bringing in our geo MVS where they are now having geo lounges, um, specific addresses and other things locally that really enables us to have that local experience. But derive it is making it part of a global event. I think another thing, Dave and you've been Teoh Discover. But you've seen that amazing Discover Expo Hall that we have out there with, you know, literally thousands of people and lots of demos. We had to figure out How do we bring that to a a ah, digital or a virtual experience? And I think the teams have done just an amazing job here. So what we did is we have 61 demos, and this is part of really 150 sessions. But if you just think of demos, we're going to deliver these live over 1717 100 times the first week. That's really, really powerful. This is >>live, meaning >>somebody from HP, a subject matter expert, talking to our customers, answering questions in real time. So that's unique. I think another thing that we're doing is we're not stopping after the first week. The first week is going to be extremely powerful and we can't wait for it. And but, you know, we're gonna extend, if you will, the value we're gonna double click and follow on Wave focused on SMB. Focus on software and containers for more of a developer, audience, Cloud services and other things like that, as well as data and storage. And then finally, I'll say, You know, we're really excited about the great speakers that we have Marissa >>talks >>about. You know, Antonio Qwerty, Irv etcetera. But we've got some great outside speakers as well. Lewis Hamilton from Mercedes Formula 16 time Formula One champion Simone Biles, uh, who's Olympian and world champion, 25 medals. We've got Steve Kerr and they're going to be part of a panel talking about performing under pressure, and we're all doing that. But it's gonna be again a great story we've got, um, John Chambers is going to be joining Antonio and talking about what great companies do during a crisis and how they prepare to come out of this kind of a situation to deliver better solutions to their customers. Soledad O Brien, who is moderating, are women leaders in I t session, and this is one of our most powerful sessions. In fact, Marissa is part of that as well. So we're really excited about this, the amount of things that we were able to bring together. And of course, we also have our CEO Summit and our Global Partner Summit happening at the same time. So we've got a lot of things that we've been able to coordinate all of this and really think about the experience from a digital in a virtual expect perspective to make it great for our customers and our partners and our attendees. A >>lot of rich content layers. Yeah. So what if you could talk about that here here to help Sort of the cultural aspects of that. What it means to your customers, your clients, your employees and your just broader community. >>Well, you know, Dave one when covert first hit the United States, we We had a lot of social media out there, a lot of digital media out there. And even before it came to the United States, when Italy and China were really suffering, we gathered as a team and audited every piece of content that we had pulled all back in. I met daily Jim and I and Jennifer temples. Teams met daily to talk about what is our tone of voice? What are we saying? How are we helping our customers get through? This time we knew how difficult it was for us with business continuity, remote workforce, we needed to help our customers and let them know that we were at the ready right now to help. So we chose to speak through the voices of our leaders. Antonio did several blocks and videos, and we rallied and redid the website completely to be all about over response and how we had many solutions for our cost. Most implement immediately from $2 billion financing Teoh setting up remote workforces, too, doing WiFi in parking lots and turning ships into hospitals. It ran the gamut, Um, and so it was really important to us that we conveyed a message of here to help. Ultimately, we ended up doing a television commercial. Antonio's voice. It was a personal letter from Antonio to his fellows, business leaders and engineers and said, Look, we know what you're going through. We're going through it ourselves. We're here to help. Here's how and it's been really motivating and successful and joy and driving people to find out more about what HP could do to help. So >>I would just add >>to what >>Murtha said. She outlined it really well. But we have some great customer examples and great customer stories as well. They're very emotional talking about how customers really needed our help and our combination of technology. People really came together to enable them to get their businesses up and running, or to address a pain point or problem for their audiences. The first point you know, there's the concept of here to help with the recovery and then here to help with the transformation as well as they look to the future. >>So how are you guys thinking about just sort of growth marketing strategies, branding strategies not only for HP but in the spirit of helping customers in this post isolation economy. Merson. Maybe you could start start us off. >>Well, we we've been talking about how this crisis has brought the future forward, nor our doorsteps. So where our customers may have been on a digital transformation path and they were accelerating it. Now there's there's an impetus to do it right now. So whether you're in recovery, um, or whether you're one of the customers for whom this crisis created a surge of demand and you needed to scale way up, these are the moments of transformation that our company is. Is there to help you with Jim? Do you want to build on that? >>Now? I think you hit the highlights there, Marissa, you know, again for us, I think we wanted to just be authentic and true to who we are as a company. And, you know, our purpose is to advance the way people live and work. And I think we live that during this time and will continue to live that as we go forward. It it's really core to who we are. And what we saw is that many of our customers really valued the fact that when they needed us the most, we were there for them and we were there for them all around the world. And, um, you know, and our goal is to continue to do that and continue to delight them and to be the best transformation partner for the future. >>I mean, culturally, we obviously re observe all this stuff, but culturally, you kind of be kind of had a heads down approach to all of this. I mean, there was there was not a hint of ambulance chasing in what you got. How you guys approach this. So I mean, I think I think culturally that here to help message it seemed like a very strong roots in citizenship. Um, you know, And then, of course, with social uprising, respect for individuals that seemed to shine through. I don't know. I know versus deliberate or that's just again cultural. Maybe >>it's it's all of the above. You can't change who you are and we need at Hewlett Packard Enterprise are people who care about other people our purpose. As Jim said, Our purpose is to advance the way people live in or every one of us every day gets up and goes to work or goes to work at home at HP to do just that. That is who we are. And so it would be an authentic for I think, true to this crisis in any other way. >>I think I wanna make an observation and see if you guys to respond. So we always talk about technology disruptions. Mercy you mentioned about, you know, the future was put forward. I'm sure you've seen the wrecking ball. You know, the folks in the building, the executives very complacent. A digital transformation not in my day. And in the 19 wrecking bald covert 19 survey, you probably saw that Who's who's leading your digital transformation CEO CTO or Covert 19. But it's really now. I mean, if you're not digital, you're not doing business. So but my observation is that it seems like despite all this technology that global disruptions are going to probably have a bigger impact in this coming decade, whether it's pandemics of social upheaval, of natural disasters, etcetera. But technology can play a huge role in supporting us through those things. Jim, I wonder if you have any thoughts on that comment. >>I mean, I think it's it's a great question, you know, if you think about it, What what happened with the macro economy Cove? It It's been a catalyst for, I think, everybody to understand that they needed to really accelerate their digital transformation. And, more importantly, they need a partner who can help them on that journey as well. I mean, if you just look at what we're talking about here >>with >>this event, right, most of h p e. And, um, you know, our >>competitors to >>cancel their virtual events >>are canceled their physical >>events rather, and they're moving now to a digital event in any way. This is going to be the new normal for us, right? So I think as we go >>forward, we're gonna >>see this only continue to accelerate. And for us, you know, our edge to cloud platform as a service strategy plays really well to helping customers accelerate that digital transformation. And, you know, it just kind of comes back to what Marissa said. You know, here to help is very very HP in terms of it's authentic and it's here. We want to be here to help our customers in their biggest hour of need. And we're doing everything we can and will continue to do that for the future as well. >>Versus, you know, having done many, many discovers we've noticed over the last several years you guys made a much bigger emphasis on the sort of post discover which a lot of organizations don't have a big physical event, and it's sort of on to the next thing. And how do you see the post from a branding standpoint? Messaging, etcetera. How do you see taking advantage of that from a virtual standpoint? And what have you learned? >>Well, we've been on our own digital transformation journey, and, you know, through Jim's leadership, we have built a pretty serious digital engine, which allows us to have a personal relationship with the customer, meet them where they are on their terms. For example, with this platform, it's even using your now because we we actually will know what content would see what sessions, what demos someone interested in. Maybe they put it, you know, on their schedule, and then didn't get to do it. So we'll go back to them later and say, Hey, we saw that you wanted to do this. It's still here. Why don't you come and have a look and then watch to that We do sort of the Netflix engine, the been newsworthy playlist of If you like that, you like this. And if you like this, you like that and we bring them through the breadcrumbs all the way through. And it's a self directed journey, but we're there to help. And that is really the true power of digital is to have that interaction, that conversation with the customer and where they want to be and with what they want to learn and read about. We'll see. >>Yeah, And everything, of course, is instrumented gym. We'll give you the last word and you were involved, as was Marissa in sort of the new HP. The new branding and the whole purpose of that was really to get Hewlett Packard enterprise focus and really back to sort of the roots of innovation. And I wonder if you could comment on from a strategy standpoint, innovation and from a competitive standpoint, you know where you're at over the last several years, we've obviously transformed as a company and where you see your competitive posture going forward. >>Yeah, you know, for us, um, we're so excited about this event because this is a great opportunity for us to showcase progress against our edge to cloud platform as a service strategy, and we roll this out last year. It's differentiated. It's unique in the marketplace. It demonstrates the transformation happening across as a service and software at Hewlett Packard Enterprise. So we are a company in transition, aligned to what we feel, our companies, our customers, biggest pain points. And when you look at some of the acquisitions that we've made some of the organic investments that we've done, we're just very well positioned to deliver against, you know, some very unique pain points that our customers have. Plus, I think another thing is, at the end of the day, really, what our customers are saying is, help me take all this data and translate that data into insight and that insight into action. You're going to hear us talk about the age of insight and how we're really again unifying across edge the cloud to deliver that for our customers. Stone. We're excited for this event because you're going to hear a significant industry revealed, focused around cloud services around software and really a lot of the things that we've been talking about. And we're going to show a lot of progress as we continue on that journey. And then, you know, Murtha mentioned digital. I'm really excited about digital because that enables us to understand and learn and help our customers and deliver a better experience for them. And then finally, you know, huge opportunity for us. Two. Take this message out globally, you know? Ah, great opportunity for people all around the world who maybe haven't heard from HP for a while to see our message, to feel the new energy to see who we are to see. Uh, you know that we're doing some very interesting things that we can help them. So we're excited. There's a lot of energy right now inside the company, and, uh, we're ready to kick it off and get rolling here. >>Well, it's quite amazing. I mean, we started off 2020 with the gut punch, but the reality is, is that 20 twenties? A lot different than 20 pens. If it weren't for technology and companies like HP here to help center, you know, we would not be in such such good shape and good in quotes. But think about it. The technology is really helping his power through this. So Jim Morrison, Thanks so much for coming on the Cube. Thank you, HB. Everything you're doing for customers in the community. Really? Thank >>you for having us. Thank you for having me. Good to see you. >>Great to see you guys to and keep it right there. Everybody, this is Dave Volante for the Cube. Our continuous coverage of hpe discover virtual experience in 2020. We're right back right after this short break. >>Yeah, yeah, yeah, yeah.

>>from around the globe. It's the Cube covering HP. Discover Virtual Experience Brought to you by HP >>Everyone welcome to the Cube studios here in Palo Alto, California We here for remote conversation. Where for HP Discover virtual experience. 2020. We would Kumar, Sri Context, chief technology officer and head of Software Cube alumni. We've been following Kumar since he started Blue Data. Now he's heading up the software team and CTO at HP and Robert Christensen, VP of Strategy of Office of the CTO Robert Both Cube alumni's Robert, formerly with CTP, now part of the team that's bringing the modernization efforts around enterprises in this fast changing world that's impacting the operating models for businesses. We're seeing that playing out in real time with Covert 19 as customers are modernizing the efforts. Guys, thanks for coming on. Taking the time. >>You're welcome, John. Good to be back here, >>Kumar. First I have to ask you, I have to ask you your new role at HP sent it up to CTO but also head of the software. How >>do you >>describe that role Because you're CTO and also heading up? This offers a general manager. Could you take him in to explain this new role and why It's important. >>Thank you. Thank you, John. And so good to be back. You get two for one with me and Robert didn't. Yeah, it's very exciting to be here as the CTO of HB. And as Antonio described in in his announcement, we consider software will be very key, essential part of the our people as a service. And, uh, we want we see that it's an opportunity for not only layer division but help drive the execution of that reason. Both organic them in our. So we we see we want to have a different change of software that helps the customers, too, to get us to the workloads optimized, or are there specific solutions? >>You guys were both on the Cube in November, Pre cove it with the minimum John Troyer talking about the container platform news, leveraging the acquisitions you guys have done at HP Kumar, your company Blue Data map, our CTP, Robert, the group. You're there really talking about the strategies around running these kinds of workloads. And if you think about Cove in 19 this transformation, it's really changing work. Workforces, workplaces, workloads, work flows everything to do with work and people are at home. That's an extension of the on premise environment. VPN provisions were under provisional hearing all these stories, exposing all the things that need to be worked on because no one ever saw this kind of direction. It highlights the modern efforts that a lot of your customers are going through rubber. Can you explain? And Kumar talk about this digital transformation in this cove it and then when we come out of it, the growth strategies that need to be put in place and the projects take a minute to explain. >>Go ahead. Robert Cover has been spending a lot of time with our customers, and I would like to go ahead. >>Yeah, thank you so much. It's Ah, uh, accelerators. What's happened? Many of our clients have been forced into the conversation about how do I engage our customers, and how do we engage our broad constituents, including our employees and colleagues, in a more rapid and easier way? And many of the systems that were targeted to make their way to a public cloud digital transformation process did not get the attention just because of their size and breadth and depth effort. So that's really put an accelerator down on what are we gonna do? So we have to be able to bring a platform into our clients organizations that have the same behavior characteristics or what we call you know, the same cloud experiences that people are expecting public. Bring it close to our client's data and their applications without having that you don't have a platform by which you can have an accelerated digital transformation because it's historically a public cloud. But the only path to get that done, what we're really considering, what we introduced a while ago was platform near our clients applications. That data that gives them that ability to move quicker and respond to these industries, situations and specifically, what's happened with company really pushes it harder for real solutions Now that they can act on >>Kumar, your thoughts on this pre coded >>Yeah, yeah, this is the piece of acceleration for the digital transformation is just is a longer dynamically multiplied the code. But I think as you pointed out, John the remote working and the VPN is the security. We were as an edge to the Cloud platform company we were already in that space, so it's actually very, very. As Robert pointed out, it's actually nice to see that transformation is his transition or rapidly getting into the digitization. But one thing that is very interesting to note here is you can you can lift and shift of data has gravity. And you actually saw we actually see the war. All the distributor cloud. We see that we're glad to see what we've seen we've been talking about prior to the Kool Aid. And recently even the industry analysts are talking about we believe there is a computer can happen where the data is on. But this is actually an interesting point for me to say. This is why we have actually announced our new software platform, which we as well, which is our our key differentiator pillar for our as a service people that companies are facing. >>Could you talk about what this platform is? You guys are announcing the capabilities and what customers can expect from this. Is that a repackaging? Is there something new here? What's is it something different, Making something better? What? Can you just give us a quick taste of what this is and what it means. >>Good love alive. >>Yeah, so yeah, that's a great question. Is it repackage There's actually something. Well, I'm happy to say. It's a combination of a lot of existing assets that come together in the ecosystem, I think a platform that is super unique. You know, you look at what the Blue data container Onda adoption of communities holistically is a control plane as well as our data fabric of motion to the market with Matt Bahr and you combine that with our network experiences and our other platform very specific platform solutions and your clients data that all comes together in intellectual property that we have that we packed together and make it work together. So there's a lot of new stuff in there, But more importantly, we have a number of other close partners that we've brought together to form out our as moral platform. We have a new, really interesting combination of security and authentication. Piece is through our site L organization that came underneath with us a few months back and are aggressive motion towards bringing in strong networking service that complexity as well. So these all come together and I'm sure leaving a few out there are specifically with info site software to continue to build out a Dr solution on premises that provides that world class of services that John >>Sorry, Johnny, was the question at the beginning is, what is that? Why the software role is This is exactly what I was waiting for that that that moment where Robert pointed out, our goal is we have a lots of good assets. In addition to a lot of good partnerships, we believe the market is the customers want outcome based solutions. Best motion not. I want peace meal. So we have an opportunity to provide the customers the solution from the top to the bottom we were announced, or the Discover ML ops as a service which is actually total top to the bottom and grow, and customers can build ml solutions on the top of the Green lake. This is built on HP is moral, so it's not. I wouldn't use the word repackaging, but it is actually a lot of the inorganic organic technologies that have come together that building the solution. >>You know, I don't think it's ah, negative package something up in >>Toto. So I wouldn't >>I didn't think >>negative, but I was just saying that it is. It's Ah, it's a lot of new stuff, but also, as Robert said included, or you built a very powerful container platform. As you said, you just mentioned it that you've gone. We announced the well. >>One of the things I liked about your talk on November was that the company is kind of getting in the weeds, but stateless versus State. Full data's a big part >>of >>it, but you don't get the cloud and public cloud and horizontal scalability. No one wants Peace meal, that word you guys just mentioned or these siloed tools and about the workforce workplace transformation with Cove it it's exposing the edge, everybody. It's not just a nightie conversation. You need to have software that traverses the environment. So you now looking at not so much point solutions best to breed but you guys have had in the past, but saying Okay, I got to look at this holistically and say, How do I make sure I make sure security, which is the new perimeter, is the home right or wherever is no perimeter anymore is everywhere, So >>this is now >>just a architectural concept. Not so much a point solution, right? I mean, is that kind of how you're thinking about it? >>That's correct. In fact, as you said, the data is generated at the edge and you take the compute and it's been edge to the cloud platform. What we have, actually what we are actually demonstrating is we want to give a complete solution no matter where the processing needs are. And with HP, you have no that cloud like experience both as UNP prime as well as what we call a hybrid. I think let's be honest, the world is going to be hybrid and you can actually see the changes that is happening even from the public cloud vendors. They're trying to come on pram. So HP is being established player in this, and with this technology I think provides that solution, you can process where the data is. >>Yeah, I would agree it's hybrid. I would say Multi cloud is also, you know, code word for multi environment, right? And Robert, I want todo as you mentioned in your talk with stew minimum in November, consistency across environments. So when you talk to customers. Robert. What are they saying? Because I can imagine them in zoom meetings right now or teleconferencing saying, Look it, we have to have an operating model that spans public on premise. Multiple environments, whether it's edge or clouds. I don't wanna have different environments and being managed separately and different data modeling. I won't have a control plane, and this is architectural. I mean, it's kind of complex, but customers are dealing with this right now. What are you hearing from customers? How are they handling and they doubling down on certain projects? Are they reshaping some of their investments? I mean, what's the mindset of the customer >>right now? The mindset is that the customers, under extreme pressure to control costs and improve automation and governance across all their platforms, the business, the businesses that we deal with have established themselves in a public cloud, at least to some extent, with what they call their systems of engagement. Those are all the lot of the elastic systems, the hype ones that the hyper scale very well, and then they have all of their existing on premises, stuff that you typically heavily focused on. A VM based mindset which is being more more viewed as legacy, actually, and so they're looking for that next decade of operating. While that spans both the public and the private cloud on Premises World and what's risen up, that operating model is the open source kubernetes orchestration based operating model, where they gives them the potential of walking into another operating model that's holistic across both public and private but more importantly, as a way for their existing platforms to move into this new operating model. That's what you're talking about, using state full applications that are more legacy minded, monolithic but still can run in the container based platform and move to a new ballistic operating model. Nobody's under the impression, by the way, that the existing operating model we have today on premises is compatible with the cloud operating model. Those two are not compatible in any shape. Before we have to get to an operating model that holistic in nature. We see that, >>and that's a great tee up for the software question Robert, I want to go to. Come on, I want to get thoughts because I know you personally and I've been following your career. Certainly you know. Well, well, well, deep in computer science and software. So I think it's a good role for you. But if you look at what the future is, this is the conversation we're having with CIOs and customers on the Cube is when I get back to work postcode. But I've gotta have a growth strategy. I need to reset, reinvent and have growth strategy. And all the conversations come back to the APS that they have to redevelop or modernize, right? So workloads or whatever. So what that means is they really want true agility, not just as a punch line or cliche. They gotta move security into the Dev Ops pipeline ing. They got to make the application environment. Dev Ops and Dev Ops was kind of a fringe industry thing for about a decade. And now that's implement. That's influencing I T ops, security ops and network ops. These are operational systems, not just, you know, Hey, let's sling some kubernetes and service meshes around. This is like really nuts and bolts business operations. So, you know, I t Ops has impacted SEC ops isn't impacted. They're working us not for the faint of Heart Dev Ops I get that now it's coming everywhere. What's your thoughts on that? What's your reaction? >>We see those things coming together, John. So again, going back to the Israel were the world we believe this innovative software is. It can run on any infrastructure to start with, whether it's HP hardware knowledge we are with. It's called Hybrid. And as we said we talked about, it is it is, um it's whether it is an edge already where the processing is. We also committed to providing integrated, optimized, secure, elastic and automate our solutions. Right. This is, I think, your question of are it's not just appealing to the one segment of the organization. I think there's going to be a I cannot just say I'm only giving you the devil ops solution, but it has to have a security built into. This is why we are actually committed to making our solutions more elastic, more scalable. We're investing in building a complete runtime stack and making sure it has the all the fleet compose. It's not only optimized for the work solution which we call the work runtime stack, it's also has this is our Green Lake solution that that brings these two pieces together. Robert? Yeah. Sorry. Go ahead. >>Robert, you mentioned automation earlier. This is where the automation dream comes in. The Mission ml ops service. What you're really getting at is program ability for the developer across the board, right? Is that kind of what you're thinking? Or? >>Well, there's two parts of that. This is really important. The developer community is looking for a set of tools that they could be very creative and movement right. They don't want to have to be worried about provisioning managing, maintaining any kind of infrastructure. And so there's this bridge between that automation and the actual getting things done. So that's number one. But more importantly, I think this is hugely important, as you look about pushing into the on premises world for for H, P E or anybody else to succeed in that space, you have to have a high degree of automation that takes care of potential problems that humans would otherwise have to get involved with. And that's when they cost. So you have to drive in a commercial. I'm gonna fleet controls of Fleet management services that automate their behavior and give them an S L A that are custom to public cloud. So you've got two sets of automation that you really have to be dealing with. Not only are you talking about Dev ops, the second stage you just talked about, but you gotta have a corresponding automation bake back into drive. A higher user experience at both levels >>and Esmeraldas platforms is cool. I get that. I hear that. So the question next question on that Kumar is platforms have to enable value. What are you guys enabling for the value when you talk to customers? Because who everyone sees the platform play as the as the architecture, but it has to create disruptive, enabling value. What do you >>Yeah, that I'll go on as a starter, I think way pointed out to you. This is the when we announced the container platform, it's off, the very unique. It's not only it's open source Cuban it is. It has a persistent one of the best underlying persistent stories integrated the original map or a file system, as I pointed out, drones one of the world's largest databases, and we can actually allow the customers to run both both state full and stateless workloads. And as I said a few minutes ago, we are committed to having the run times off they run and both which we are. We're not a hardware, so the customers have the choice on. In addition to all of that, I think we're in a very unique solutions. We're offering is ML ops as we talked about and this is only beginning, and we have lots of other examples of Robert is working on a solution. Hopefully, we'll announce sometime soon, which is similar to that. Some of the key elements that we're seeing in the marketplace, the various solutions that goes from the top of the bar >>Robert to you on the same question. What's in it for me in the customer? Bottom line. What's the what's in it for me? >>Well, so I think, just the ease of simplicity. What we are ultimately want to provide for a client is one opportunity to solve a bunch of problems that otherwise have to stitch together myself. It's really about value and speed to value. If I have to solve the same computer vision problem in manufacturing facility and I need a solution and I don't have the resource of the wherewithal stacks like that, but I got to bring a bigger solution. I want a company that knows how to deliver a computer vision solution there or within an airport or wherever, where I don't need to build out sophisticated infrastructure or people are technologies necessary, is point on my own or have some third party product that doesn't have a vested interest in the whole stack. H P E is purposely have focused on delivering that experience with one organization from both hardware and software up to the stack, including the applications that we believe with the highest value to the client We want to be. That organization will be an organization on premises. >>I think that's great, consistent with what we're hearing if you can help take the heavy lifting away and have them focus on their business and the creativity. And I think the application renaissance and transformation is going to be a big focus both on the infrastructure side but also just straight up application developers. That's gonna be really critical path for a lot of these companies to come out of this. So congratulations on that love that love the formula final conclusion question for both you guys. This is something that a lot of people might be asking at HP. Discover virtual experience, or in general, as they have to plan and get back to work and reset, reinvent and grow their organizations. Where is HP heading? How do you see HP heading? How would you answer that question? If the customers like Kumar Robert, where's HP heading? How would you answer that? >>Go ahead, Robert. And then I can >>Yeah, yeah. Uh huh, Uh huh. I see us heading into the true distributed hybrid platform play where that they would look to HP of handling and providing all of their resource is and solutions needs as they relate to technology further and further into what their specific edge locations would look like. So edge is different for everybody. And what HP is providing is a holistic view of compute and our storage and our solutions all the way up through whether they be very close to the edge. Locations are all the way through the data center and including the integration with our public cloud partners out there. So I see HP is actually solving real value business problems in a way that's turnkey and define it for our clients. Really value >>John. I think I'll start with the word Antonio shared. We are edge to the cloud, everything as a service company and I think the we're actually sending is HPE is Valley Legend, and it's actually honored to be part of the such a great company. I think what we have to change with the market transformation the customer needs and what we're doing is we're probably in the customers that innovative solution that you don't have to. You don't have to take your data where the computers, as opposed to you, can take the compute where the data is and we provide you the simplified, automated, secure solutions no matter where you very rare execution needs are. And that is through the significant innovation of the software, both for as Model and the Green Lake. >>That's awesome. And, you know, for all of us, have been through multiple ways of innovation. We've seen this movie before. It's essentially distributive computing, re imagine and re architected with capability is the new scale. I mean, it's almost back to the old days of network operating systems and networking and Os is and it's a you know, >>I that's a very, very good point. And I will come through the following way, right? I mean, it is, It's Ah, two plus two is four no matter what university, Gordo. But you have to change with the market forces. I think the market is what is happening in the marketplace. As you pointed out, there was a shadow I t There's a devil Ops and his idea off the network ops and six years. So now I think we see that all coming together I call this kubernetes is the best equalizer of the past platform. The reason why it became popular is because it's provided that abstraction layer on. I think what we're trying to do is okay, if that is where the customers want and we provide a solution that helps you to build that very quickly without having to lock into any specific platform. >>I think you've got a good strategy there. I would agree with you. I would call that I call it the old TCP I p. What that did networking back in the day. Kubernetes is a unifying, disruptive enabler, and I think it enables things like a runtime stack. Things that you're mentioning. These are the new realities. I think Covad 19 has exposed this new architectures of the world. >>Yeah, one last year, we were saying >>once, if not having something in place >>started. So the last thing I would say is it we're not bolting coolness to anything. Old technologies. It's a fresh it's built in. It's an open source. And it is as a salaries, it can run on any platform that you choose to run. Now. >>Well, next time we get together, we'll refund, observe ability and security and all that good stuff, because that's what's coming next. All the basic in guys. Thank you so much, Kumar. Robert. Thanks for spending the time. Really appreciate it here for the HP Discover Virtual Spirits Cube conversation. Thanks for Thanks for joining me today. >>Thank you very much. >>I'm John Furrier with Silicon Angle. The Cube. We're here in our remote studios getting all the top conversations for HP Discover virtual experience. Thanks for watching. Yeah, >>yeah, yeah.

>>from around the globe. It's the Cube covering HP. Discover Virtual experience Brought to you by HP. >>Welcome to the Cube's coverage of HP Discover. 2020. The virtual experience This year. I am Lisa Martin with the Cube, and I have a guest joining me from HP Financial Services during do marketing and business development later in the a p J region. Welcome, Dorian. >>Hi, Lisa. Thank you for having me today. >>Actually said Good morning. You're in Singapore. Great to have you here to talk to us a little bit about your role in financial services for HP. >>Yes, I lead the marketing and business development for Asia Pacific, Japan at HP Financial Services. Well, together my team, we need to create execute business strategies as well as go to market programs of collaborating with our HP and high value relationship partners to jointly developed no revenue growth and profitability. Goals that we all look to have >>in the last few months massive disruption with covert 19 disrupting business strategies district and go to market plans. What are some of the things that you have seen from that lens of helping customers from a financial services perspective? What have you seen since Covered Hit? Yeah. So from a business >>perspective, you know, corporate 19 has really, uh, intensified some off the what we really new in terms of the digital transformation that is so imperative in order to compete in today's very compatible. And of course, in that dynamic situation, we also see a lot of customers where the pandemic them they were trying to balance that with, you know, keeping the operations on as well as trying to still, um, you know, two the other show transformation initiatives. So all of that was, really, you know, taking away some of what they see in terms of the budgets where it's really quickly reading some actually delayed or, you know, simply just taking away. So initially we saw many customers who needed to boost the r. I T. Requirement very quick, sweet, in order to help their employees and auto whole remotely and to continue to support the business online. So there were a lot of off requirements in the initial face. At the same time, we're also seeing that what Christmas was trying to do, that a lot of this were unplanned. And so they had to look to how to do this, All this initiatives as well as you know, still keeping the cash. You know, two conservative for two, whether through the storm, whereby they are also seeing a decreasing revenue because of some of the lock downs and restrictions that basic. >>So given how dynamic this whole thing has been and how fast businesses in every industry and pretty much country of the world had to massively pivot or shut down. What are some of the ways in which HP financial services is getting creative to help your customers, as you said, kind of navigate shrinking budgets or budgets that are being quickly depleted? Well, at the same time, these businesses for financial agility need to have, you know, a big mind on cash flow. Yeah, so we saw >>that, you know, coming true. And a lot of customers was also Lou, looking to see how they could continue both their operations as well as you know, still keep that data initiatives going ahead. So a lot of customers, we're trying to figure out what's the best way they can do this. Ah, while you know, maintaining all of that and keeping all the logic. So we have together, Ah, two billion offer to help customers in order to try to the spirit. And it was true of various lease of initiatives that we have, including, you know, some flexible financing scheme that will allow them to take advantage off. You know, >>the >>the programs that we have while keeping the lights on, as well as speaking sure that they still have to cash to invest and, you know, and actually adopt and go ahead with the digital transformation strategy. >>Tell me a little bit about how your team actually helped to create some of those flexible financing financing options so quickly, given how fast everything changed, What were some of the conversations like within HP that you can share that led you to understand? Okay, this is where we can deliver creativity to our customers. >>Right? So there's a lot of off a discussion going on. I mean, a couple off very key areas, very few, that customers have very important needs. It's one you know, Ah, where the supply chains have been disrupted. And yet they have to keep your operational booster operations because a lot of people will work for men so that connectivity needs to be in place. That service needs to be upgraded, so definitely kernel they would need to upgrade the system. And so that's where you know we have our solutions able to help them bring in some off the, um, pre certified pre owned equipment to help them out. Great. And that can be done very quickly in the matter, off days or even, just, you know, weeks or days, and so they can update that very quickly. So we have a solution to help them to do that. At the same time, we know that you know, Cash is going to be very importantly, keeping the liquidity is crucial for the business. And so we have came together to a few off. What report in Europe program as well as you know, relief program will allow them to, you know, take advantage where they pay as little as nothing for three months or as little as 1% with reeling off this year. And, you know, differ most of the cost to lead a part. So so we We think this are the ones that you know customers really need to, because these are where they see some off. They are constraints in terms, off managing, both keeping their operations as well as the cache intact. >>And, of course, customers have to plan for what's happening right now. Which a lot of businesses you and I were in this this everyone work from home, and then they'll be a next phase where, depending on the type of industry, maybe certain job functions, we'll go back to the office and then they would be 1/3 phase where it's permanently. Some folks percentage large part, probably are gonna stay working from home. So your customers have to be ableto work with HP Financial Services to plan for those phases as you talked about, you've got a program to help them swap out equipment with a certified program. I imagine that's equipment ranging from laptops to printers to network and connectivity and security technologies. Right? It really spans the whole gamut of what HP delivers. >>Yes, so So you know, for us we are looking across the whole spectrum of I t. Um you know, we pride ourselves as we aspire to be the leader in 90 s at the conference, and that's really where our strengths because we understand you know, the value in each of these ideas sets, and it's not just a about, you know, conserving cash off any sort. But it's also about how to you acquire hole I t assets with the best solutions whereby you can use it and consume it as well. As you know. You are not back to a particular set of products and you get a chance to upgrade a sweetness. You need it. And also that's helps to customers in terms off, you know, enabling their strategies to go ahead with the Paris Ah, you know, Post covert 19 my half. So that's where we could help with, You know, various options for the customers >>are you seeing is HPC and increase in you waste because now there might be business is that, as you said earlier, we have to digitally transform to compete. That's no longer a nice to have what's going on from a assistant sustainability perspective. >>Yes, So from a um as companies innovate rate ah, lot of times the dose. Those are good innovations. But at the same time as you innovate, you know, there are also the downside off where you know, you create a different set of problems with this with the ways Ah, and a lot off. Sometimes innovations might take place. Well, sometimes you know, a celebrity trial and you might not perceive with those innovation. And that's where you might have read that in all extra I t assets, which was not be used. And that is really a growing problem because it always see 50 tonnes off the ways being created every year. And so, you know, a lot of customers are also telling us to say that you know how we can help them in this area, you know, And And this is really where HP Financial Services can do a lot to help because we strongly believe, you know, and recycling out cycling of our products and, you know, advocating the consumption versus the owns mentality, you know, And that's where our very solutions, really compelling to help to estimates pull, are thinking about, you know, innovations who are thinking about, you know, uh, getting yet this is transform. We have different ways to help them to do that. And a lot of times, that's where if you know, customers look to that it helps them, and not just about building out strategy as well as building a strategy that is committed to sustainability. >>And continuing on this sustainability topic, I imagine to one of the opportunities that customers have so work with HP and financial services is to streamline and simplify their environment. I imagine I think of it, you know, very simple analogy to spring cleaning, realizing, Oh, I haven't used this in a while. I don't need it. Talk to me about some of the ways that from a sustainability and a moving forward in the future direction perspective, your HP might be helping customers simplify their I t infrastructure is to reduce the amount of of technologies and devices that they might need to help them be more efficient as their business strategies has completely changed. >>Yeah, so So I mean, first of all, when a company looks to innovate and looks to adopt new technology, I mean, one of the key things that we probably will look to is how do you how to depend uses? How did consuming it and think about, you know, are there better ways that you can consume this? I t you know, Ah, it's not so much about having everything in house, and owning it is also about this. Is providing you the level of service that you need as well as you know, is that what's is required in terms off in the best way to manage Ah, you're financial agility in order to meet those requirements and so that that's probably the key for a lot of customers. We need to look at both balancing their financial requirements as well as you know, having the right strategy and contributing again to the sustainability post that they might have internally. >>As we look at HP Discover coming up you have probably a unique opportunity, with this event having to be completely virtual, of having customers in every industry in every region of the world now not have to travel. So expenses saved there talked about them being, you know, cash constraining budget shrinking. But you probably have the opportunity to talk to maybe a wider audience about what HP financial services can help customers achieve in normal times. And in these current tempt, talk to me about some of the things that that customers will have the opportunity to learn like many sessions that you're doing at Discover. >>Yeah, absolutely. In fact, I think this is This is one of the great things that's happening right now because everything is virtual anyone and everyone can go into discover when in, you know, in previous years, maybe they're restricted by travels restricted by timings and so, like even myself and all of you in simple we can't go into this. However, um, you know, any time and really enjoyed that. So I really would invite all the attendees to view our spot like sessions. Ah, which is reimagine your entire technology asset that deliver by our CEO of Robin. And also we have official session. That's in the women's leaders in technology whereby I'll see all Jericho talks about meeting, you know, true, did the recovery and of course not to forget. And obviously we have two more business talk as well. As you know, Are there more rooms that in the showcase, which, you know, I would recommend everyone to go visit >>terrific during Thank you for sharing what's going on with HP Financial Services in the time of Corbett. How you're helping customers adjust their business strategies and thanks for sharing the different sessions that they can attend and learn from at Discover. We appreciate your time. >>Thank you, Lisa. It was great having toe beyond the sessions. Yep. This my pleasure. >>Excellent. Minus well, for Dorian Brew. I'm Lisa Martin. You're watching the Cube's coverage of HP Discover 2020. Yeah. Yeah, yeah, yeah.

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. >>Welcome back to the Cube's coverage of AWS Summit 2020. It's virtual online, and we're the Cube virtual here in our Palo Alto studios with our covert 19 crew. We're in place here, getting all the content remotely and also digitally. We're gonna bring that in the virtual. Got a great guest here as part of the program at AWS, but more importantly, part of the community doing its part both on building applications but also around covert 19 Dean, great CEO of Skylab APS ink. And they got an app that's being featured called Do your Part Hashtag Do your part, Dean, Thanks for spending the time to come in and talk with me. >>Excited to be here. >>You got to love this virtual ization going on, and I think you know the sad news around what's going on is really an indication of a New World order that we're seeing a new expectation of virtual izing the world that we live in. Obviously, we've been doing content at events. Now it's virtual or digital, but Still, people are online there. They're converging their lives with digital technologies. You guys are in that business. You have an app that's pretty compelling and relevant for the covert. 19. Take a minute to tell us about yourself and Skylab Appsync and do it. Do your part. Uh huh. >>Sure. Thank you. Thank you for having us on first fall. Well, what we do is kind of acts as we launch rapid response platforms. That entire platform in about a week's worth. The times If you have your on Facebook or INSTAGRAM, we'll be doing for causes tribes organizations or some sort of situation that requires there was something to get it quickly. Where you can shave were warning and track behaviors of that community to hit a certain goal. So since we've been doing this for years with all kinds of communities, we code it. We started hearing all these things on the news about companies coming forward and making face faster hand sanitizers, which were great products. But there's nothing out there that was tracking and helping the people that would be in quarantine. Hi, my little heroes inside all of us. So we knew that every night on the news. We were being told to stay home, but how do we track that stuff? So we just had the ability to do it, and we stepped forward and said Amazon aws But you help us and they said, Absolutely give you credits on servers will handle the server stuff. You have a platform and look for war. All these people at home kids and parents >>talk about the app itself. You guys are doing your part and flattening the curve. Tracing has become a topic that they were digitally connected. Why not use the technology for good? You guys have an effort to flatten the curve and track, and people are opting in its not like its surveillance government surveillance. This is actually an opt in. Do your part, you mentioned heroes. It's a hero journey, if you will. But people are doing Their part here is that we talk about the app. What's it's what's it all about? >>So when you go in that it's a one stop shop to learn about leaks to the CDC information. First of all, you want to know making sure you have real news getting quality information, so resource for education. But the unique thing about it is there's tons of those out there is that you have all the action's listed where you can now. Why should you? Why in your hands reaching out to here saying Thank you for spending time with pets, unplugging all the things that just not psychological but actually coded actions that are saving lives? People voluntarily going there report that they're doing that by clicking on it instantly shows up on the wall like Instagram feed, but it's private, and everyone now can see what people are doing. Their high fiving change each other on their badges, and major companies are jumping on board one wiser or a all kinds of companies outside of Amazon. But only when people are doing these things. We'd love the highlight report that these actions state. >>It's really also, I think it's well, first, it's awesome that you're doing in your agile enough with AWS. I want to get to that in a second. But I think the trend with code 19 that I'd like to get your thoughts on this. I think this has a lot of head room is not so much the feel good nature of it that I'm doing my part. But you're starting to see the user experience. People are tired, tired of sheltering in place. We're pushing now 23 months now into this and is gonna go on for more and more. Universities want to open. People want open up their jobs, and it's almost a new norm developing where the tribes, if you will, or groups of people. My daughter lives in San Francisco. She's got some roommates. They're sheltering in place. They're watching their actions. They also want to socialize. So it's almost like a badge collected license to get into a bar. It's like, Hey, I'm doing my part So it's It's almost a signaling kind of tribal thing that you're seeing. And I think this might be part of a future that we're gonna live in, because if I'm aware of my responsibilities and I'm doing my part, I want to communicate with people who are doing their part, and there >>are people who >>aren't doing their part by the way, that's well documented. And then there's a trust element in all this. >>Bring this >>together for us. What does this all means? That tribalism communalism, norms or developing interactions, and expectations are emerging. New roles and new responsibilities are emerging from this. Your thoughts >>well, you're hitting me on the head. Everything's troubling. That's what Sky was focused around. Is, for example, well, we started to help the cheerleading industry because it was a bunch of young athletes from ages 6 to 22. And we have over 40,000 kids, for example, that are tracking behaviors and wannabe recognized for doing the things that really matter in life, not just taking a selfie be rewarded for >>being cheat. >>So how do you compete with all the concepts of being famous for the wrong reasons? So, for example, let's cheer up. We work people for being better athletes, taking the actions that advanced. They're still being a better human beings doing their homework, getting Obama complement, doing the dishes and then making the world a better place. We were already doing that. Now I'm making the world a better place. Is in addition to stopping a bully. Reaching out don't mean girl. Now we have the corporate actions of making the world a better place. Track it, and what was shocking is they can now show that we've got kids that have had 200 days streaks over the last year, and they were addicted to the positive things, not just being cute anymore, also perfectly for covert actions in there. And people are just loving it. So we've got Bruce. Whether navy seals of whether it's with cheer or whether it's with any type of affinity group is out there. >>It's interesting because, you know, people love to see the lights on their selfies on their posts. This >>is a >>new kind of social signaling, but it's got again social responsibility. Kind of built in with the Gamification is in the right way. That's what you're saying. Is that what's happening? >>Yes, and you're sitting on a white paper they wrote recently. It's called Beyond. Gamification is via rest value reinforcement systems, and it's highly. It's much more addictive and sustained engaging for long term, because Gamification is what's done to you without really knowing via Rest is, you are the organization grabbing the steering wheel of deciding what other behaviors that you should be reinforcing. So the RS is the next evolution of Gamification. >>I think that's a huge point. I'd love to do a follow up segment on that because I think this is exactly what I call the Facebook blowback, which is the users, the product that's been kind of the Silicon Valley kind of vibe, and that's really true. Facebook has been, you know, not exploiting that. Using the free service in exchange for leveraging you and being game. Gamification applied to people here. The script is flipped. The users, they're telegraphing their data into a system that's rewarding them for positive things. And it could be on anything >>well and reward them in. Our system is when you're gonna grow a tribe. If you want to take something and grow bigger, you have to have the basics. Talk to me. Follow me. Here's all the resources of channels. Here's the behaviors I want you to do consistently, and then maybe here's some certification course you go. So it's like five little absent, one that are geared for growing the community because learning something I know is not proving that I am and I am is a huge gap between just know, and so everyone was teaching out there Today needs to start backing up their incredible keynotes with an incredible continuity program to create sustained trip transparent change. And you mentioned the GDP. Our rules the world has written, has wised up, realized. I don't mind telling me what I'm doing is long is I get to see what I'm doing. I'm in volunteering. Data don't go straight behind my back when I've been a part of that. Really, Where? On whether I'm general social media, they feel like they're part of the track and will mission. That's totally different than going to a specific apt to tell you when I do. >>This is innovation. I think this is a great, innovative trend. I think this is going to be around much longer on and have a lot, a lot, a lot of headroom to it, because I mean, every wants to be an influencer and have influence. But what you're getting at is interesting. It's reputation, it's who you are, and your actions are contributing to that. You can control that. That's a really great trend. Awesome stuff, great stuff. >>Well, you said very key work. We call them. Everyone likes to be influencers, but they don't feel they can compete with the beautiful, super powerful influencers on social media, where you've got 10 million followers or a 1,000,000 you have to just be the ultimate look, the ultimate fan. People are now realizing they could be micro influencers, and they're attitude. Will it? As long as you recognize us the same way, we want you to know that we're not just customer, not just a fan. I'm a micro influencers long. You'll recognize me and I'll tear the door down. >>Well, you know what? That's something that's near and dear to our hearts. After the Cube, we have a Cube alumni network. We don't try to monetize it. It's just really smart people we share content with. And no network is too small in our mind. We think that is ultimately where it's gonna go. Really appreciate that with Covert 19 as it evolves, you guys had this rapid app. Amazon's helping out. I'll see they're involved in giving you some credits. What's going on with Amazon? What's the relationship? Free credits? Are you an Amazon customer using Amazon Cloud? What's your relationship with AWS? >>Well, first, we wouldn't be able to do what we do about them. So all of our APs for communities are powered by Amazon in AWS. So in addition to that by the given its Cremins, they didn't just want to do your partner. They have all of the other existing communities rapidly deploy these actions, like the cheerleading young athletes like the ones for personal development. So we suddenly were able to track over a 1,000,000 actions taken in people's households of people have shown funny moments and give these with what they're doing is basically making off color. So Amazon really stepped up and help them not just the general public, but on the existing ones, with their leveraging technology that we run off of, as well as providing credits for all of those people. >>Well, congratulations for being featured on the Amazon Summit Virtual Appliances Cube online here is, well, virtual great stuff. Love to follow the progress quickly get a plug in for the company where you guys are at and share the length of that white paper. I think that's something that's worth promoting the white paper you mentioned. >>So the people get all this information sky dot world, so that's kind of the world that we're basically a platform that people have access to this white label. So you have a community organization that you want to be able to train, track to reward people, own your data, and we allow you own a copy of your of your source code. So we truly are empowered people. If you have a tribe, man, right, get your world. You know, this is where the science of engagement business we like to help you get that sustaining and, you know, what >>are you fast forward of? What's the pricing model? >>Yeah, so we started to set up a VM on a monthly fee unless they end up buying out the code and then typically just face to maintain it. So we were I was a customer, was someone was a young person who had developed a large tribe with decent sized multiple countries, and they realized I sold my company. All my people were on Facebook and Instagram, so I was only valued a certain value. Had I had all that community on a platform that I owned. Oh my gosh, I was like a younger rock star realized >>that you're rolling out the rock star and >>again having social >>graph and having that interest graph really creates a lot of value and congratulations. And I >>think you >>look forward to seeing the success. And thanks for doing your part. Literally, Figuratively with the march, check it out online bringing social responsibility and Gamification in the hands of the users where they can control it. The reputation and thank you for coming on the Cube. Really appreciate it. I'm John Furrier. Thanks for watching this Cube. Virtual covering AWS Summit Online. Their virtual event as we are in our quarantine crew studio here in Palo Alto doing all the remote interviews. I'm John Ferrier. Thanks for watching. Yeah, yeah, yeah, yeah.

>>From the cube studios in Palo Alto in Boston. It's the cube covering the IBM thing brought to you by IBM. Everybody we're back. This is Dave Vellante the cube, and this is our wall-to-wall coverage, IBM's digital thing experienced for 2020. We're really excited to have Jerry Cuomo on. He's the, uh, vice president of blockchain technologies and an IBM fellow and longtime cube alum. Jerry, good to see you again. Thanks for coming on and wish we were face to face, but yeah, this'll do. Good to see you too. Yes, thanks for having me. So we've been talking a lot of and talking to, I've been running a CEO series a, of course, a lot of the interviews around, uh, IBM think are focused on, on COBIT 19. But I wonder if you could start off by just talking a little bit about, you know, blockchain, why blockchain, why now, especially in the context of this pandemic. >>David's, it's as if we've been working out in the gym, but not knowing why we needed to be fixed. And I know now why we need to be fit. You know, blockchain is coming just in time. Mmm. You know, with the trust factor and the preserving privacy factor. Okay. The way we move forward the world is now becoming more digital than ever people working from home. Um, the reliance and online services is, that's critical. our ability to work as a community accompanies companies. The shared data is critical. you know, blockchain brings a magical ingredient and that's the ingredient of trust, you know, in sharing data. Okay. When, if that data and the sources that are providing that data arc okay. From verified and trusted, we're more likely to use that data and you the, any friction that's caused for fear of trepidation that the data is going to be misused. >>Mmm. It goes start to go away. And when that happens, you speed up an exchange and we need speed. Time is of the essence. So blockchain brings a platform for trusted data exchange while preserving privacy. And that provides a foundation. I can do some amazing things in this time of crisis, right? Yeah. And it's, it's not only trust, it's also expediency and you know, cutting out a lot of the red tape. And I want to talk about some of the applications. You're heavily involved in that in the distributed ledger, a project, you know, one of the early leads on that. Um, talk about some of the ways in which you're flying that distributed a ledger. And let's go into some of the examples. So we're, we're really fortunate to be an early adopter blockchain and, and provider of blockchain technology and kind of the fruit of that. >>Um, as I said, it couldn't happen any sooner where we have, Mmm, I would say over a thousand, alright. Users using IBM blockchain, which is powered by the opensource Hyperledger fabric, I'd say over a hundred of those users, um, have reached a level of production networks. you know, it's been great to see some of the proprietors of those networks now repurpose the networks towards hastening the relief of, uh, and one, a couple of examples that stand out, Dave. Mmm. You've seen what's happening to our supply chain. And then I think we got some rebound happening as we speak, but companies all of a sudden woke up one morning and their supply chains were, I'm exhausted. So suppliers, we're out of key goods and the buyers needed very rapidly to expand. They're, the supplier is in their, in their supply chain. there are laws and regulations about what it takes to onboard a new supplier. >>You want to make sure you're not onboarding bad actors. So in IBM for example, we have over 20,000 suppliers to our business and it takes 30 to 40 days who, uh, validate and verify one of those suppliers. We don't have 30 to 45 days, you know, think about you're a healthcare company or a food company. So working with a partner called Jane yard, uh, co-created a network called trust yourself buyer. And we've been able to repurpose, trust your supplier now or companies that are looking, you know, around Kobe 19 to rapidly okay, expand, you know, their, their supply chain. So if you imagine that taking us 45 days or 40 days to onboard a new supplier, okay. Pick, pick a company in our supply chain, Lenovo, that supplier may very well want to go to Lenovo to and provide services to them. Well guess what, it's going to take 40 days, the onboard to Lenovo. >>But if they're part of the trust or supplier network and they've already onboarded to IBM, they're well on their way. You're being visible to all of these other buyers that are part of the IBM network, like Lenovo and many others. And instead of taking 40 days, maybe it only takes five days. All right. So radically, radically, you know, improving the time it takes them. You know, with companies like Ford making ventilators and masks, it will kind of be able to onboard Ford into, you know, health care, uh, companies. But you know, we want to be able to do it with speed. So trust your supplier is a great use of blockchain. Two, expand a buyer and suppliers. Mmm. Exposure. Mmm. And they expand their network to quickly onboard. And you know, with the trust that you get an exchanging data from blockchain with the Mmm provenance, that Hey, this company information was truly vetted by one of the trusted members of the network. >>There's no fee or trepidation that somehow these records were tampered with or, or misused. So that's one example they have of using blockchain. That's a huge, uh, example that you gave because you're right, there are thousands and thousands of companies that are pivoting to making, like you said, ventilators and masks and yeah, they're moving so fast and there's gotta be a trust involved. On the one hand, they're moving fast to try to save their businesses or you know, in the case of Ford, you help save the, the country or the world. On the other hand, you know, there's risks there. So that, that helps. I want to understand me. Pasa basically is, if I understand it, you can privately share, uh, information on folks that are asymptomatic but might be carriers of covert 19. Am I getting that right on? Okay. So me Pasa starts as a project, uh, from a company called has Sarah and their CEO Jonathan Levy. >>And among other things, Jonathan Levy is an amazing, uh, software developer and he's helped us and the community at large, bill, the Hyperledger fabric, uh, blockchain technology, that's part of IBM. Mmm. The power is IBM blockchain. So Jonathan, I have this idea because w what was happening is there were many, many data sources, you know, from the very popular and well known, uh, Johns Hopkins source. And we have information coming from the weather company. There are other governments, um, putting out data. Jonathan had this, this idea of a verified Mmm. Data hub, right? So how do we kind of bring that information together in a hub where a developer can now to get access to not just one feed, but many feeds knowing that both the data is an a normalized format. So that's easy to consume. And like if you're consuming 10 different data sources, you don't have to think about 10 different ways to interact it. >>No kind of normalizing it through a fewer, like maybe one, but also that we really authentically know that this is the world health organization. This is indeed John Hopkins. So we have that trust. So, okay. Yeah. With me, Pasa being I'm a data hub four, uh, information verified information related to the Kronos virus, really laying a foundation now for a new class of applications that can mash up information to create new insights, perhaps applying Mmm. Artificial intelligence machine learning to really look not just at any one of those, uh, data sources, but now look across data sources, um, and start to make some informed decisions. No, I have to say operate with the lights on, uh, and with certainty that the information is correct. So me Pasa is that foundation and we have a call for code happening that IBM is hosting for developers to come out and okay. Bring their best ideas forward and X for exposing me Pasa as a service to the, in this hackathon so that developers can bring some of their best ideas and kind of help those best ideas come alive with me. Me has a resource. >>That's great. So we've got two, we got the supply chain, we just need to share the Pasa. There's the other one then I think we can all relate to is the secure key authentication, >>which I love. >>Uh, maybe you can explain that and talk about the role that blockchain >>we're launching fits, right. So you know, there is people working from home and digital identity verification. It is key. You know, think about it. You're working remotely, you're using tools like zoom. Um, there's a huge spike in calls and online requests from tele-health or government benefits programs. Yeah. So this is all happening. Everything behind the scenes is, yeah. Around that is, is this user who they say they are, is this doctor who they say they are, et cetera. And there are scams and frauds out there. So working with speed, it means working with certainty. and with the verified me networks set out to do a couple of years ago and the beautiful part is, you know, it's ready to go now for this, for this particular usage it's been using. Mmm. Basically think about it as my identity is my identity and I get to lease out information too different institutions to use it for my benefit, not necessarily just for their benefit. >>So it's almost like digital rights management. Like if you put out a digital piece of art or music, you can control the rights. Who gets to use it? What's the terms and conditions, um, on, on your terms? So verified me, um, allows through a mobile app users to invite institutions who represent them, verify them. No. And so I'll allow my department of motor vehicle and my employer, Mmm. Two to verify me, right? Because I want to go back to work sooner. I want to make sure my work environment, um, I'm making this up. I want to make sure my work environment, the people have been tested and vaccinated, but I don't want to necessarily, you know, kind of abuse people's privacy. Right? So I'll opt in, I'll share that information. I'll get my, my doctor and my, uh, department of motor vehicle to say, yes, this is Gary. >>He's from this address. Yes, he has been vaccinated and now I can kind of onboard to services as much quicker whether that service is going through TSA. Do you get on an airplane badging back into my office or you know, signing on to a, you know, telemedicine, a service or government, a benefits program, et cetera. So verify me is using the self, uh, at the station through a mobile application to help speed up the process of knowing that that is truly you and you truly want this service. Uh, and you are also calling the shots as to that. What happens with your information that, you know, it's not spread all over the interweb it's under your control at all time. Right. So I think it's the best of all worlds. The national Institute for standards and technology looked at, verified me. They're like, Oh my gosh, this is like the perfect storm of goodness for identity. >>They actually appointed, yeah, it has a term, it's called triple blind data exchange. It sounds like a magical act. A triple blind data exchange means the requester. Mmm. Doesn't know who the provider is and less know the requester. Um, allows the provider to know, Mmm, the provider doesn't know who the requester requested, doesn't know who the prior provider is that is double-blind. And then the network provider doesn't know either. Right. But somehow across disformed and that's the magic of blockchain. I'm allowing that to happen and with that we can move forward knowing we're sharing information where it matters without the risk of it leaking out to places we don't want to do. So great application of secure key and verified me. Yeah, I love that. Then the whole concept of being able to control your own data. You hear so much today about, you know, testing and in contact tracing using mobile technology to do that. >>But big privacy concerns. I've always felt like, you know, blockchain for so many applications in healthcare or just being able to, as you say, control your own data. I want to better understand the technology behind this. When I think about blockchain, Mmm. I obviously you don't think about it. Cryptography, you've mentioned developers a number of times. There's software engineering. Yeah. Distributed ledger. Um, I mean there's, there's game theory in the, in the, in the cryptocurrency world, we're not talking about that, but there's the confluence of these technologies coming to them. What's the technology underneath these, these applications? Talking about it there, there is an open source, an organization called Hyperledger. It's part of the Linux foundation. They're the gold standard and open source, openly governed, Mmm. Technology you know, early on in 2018 yep. 18, 26. I mean, we got involved, started contributing code and developers. >>Two Hyperledger fabric, which is the industry's first permissioned blockchain technology. Permission meaning members are accountable. So the network versus Bitcoin where members are anonymous and to pass industry Reggie regulations, you can't be anonymous. You have to be accountable. Um, that's not to say that you can't, okay. Work privately, you know, so you're accountable. But transactions in the network, Mmm. Only gets shared with those that have a need, need to know. So that the foundation is Hyperledger fabric. And IBM has a commercial offering called the IBM blockchain platform that embodies that. That kind of is a commercial distribution of Hyperledger fabric plus a set of advanced tools to make it really easy to work with. The open source. All the networks that I talked about are operating their network across the worldwide IBM public cloud. And so cloud technology lays a really big part of blockchain because blockchains are networks. >>Mmm. You know, our technology, IBM blockchain platform runs really well in the IBM wow. But it also allows you to run anywhere, right? Or like to say where it matters most. So you may have companies, I'm running blockchain nodes in the IBM cloud. You may have others running it on their own premises behind their firewall. You might have others running an Amazon and Microsoft Azure. Right. So we use, um, you may have heard of red hat open shift, the container technology so that we can run Mmm. Parts of a blockchain network, I guess they said where they matter most and you get strengthened a blockchain network based on the diversity of the operators. Because if it was all operated by one operator, there would be a chance maybe that there can be some collusion happening. But now if you could run it know across different geographies across the IBM cloud. >>So almost three networks all run on use this technology or run on the IBM cloud. And Dave, one more thing. If you look at these applications, they're just modern application, you know, their mobile front ends, their web portals and all of that kind of, okay. Okay. The blockchain part of these applications, usually it's only 20% of the overall endeavor that companies are going through. The other 80% it's business as usual. I'm building a modern cloud application. So what we're doing in IBM with, but you know, red hat with OpenShift with our cloud packs, which brings various enterprise software across different disciplines, blends and domains like integration, application, data, security. All of those things come together to fill the other 80% the above and beyond blockchain. So these three companies, okay. You know, 99 plus others are building applications as modern cloud applications that leverage this blockchain technology. So you don't have to be a cryptographer or you know, a distributed database expert. It's all, it's all embodied in this code. Mmm. Available on the IBM cloud, 29 cents a CPU hour. It was approximately the price. So it's quite affordable. And you know, that's what we've delivered. >>Well, the thing about that, that last point about the cloud is it law, it allows organizations, enterprises to experiment very cheaply, uh, and so they can get, uh, an MVP out or a proof of concept out very quickly, very cheaply, and then iterate, uh, extremely quickly. That to me is the real benefit, the cloud era and the pricing model. >>I just mentioned, David, as I said it when I started, you know, it's like we were working out in a gym, but we weren't quite sure. We knew why we were, we were so keen on getting fit. And what I see now is this, you know, blossoming of users who are looking at, you know, a new agreement. We thought we understood digital transformation. Mmm. But there's a whole new nice to be digitized right now. You know, we're probably not going to be jumping on planes and trains, uh, working as, as, as more intimately as we were face to face. So the need for new digital applications that link people together. Uh, w we're seeing so many use cases from, um, trade finance to food safety, to proxy voting for stock, know all of these applications that we're kind of moving along at a normal speed. I've been hyper accelerated, uh, because of the crisis we're in. So blockchain no. Couldn't come any sooner. >>Yeah. You know, I want to ask you, as a technologist, uh, you know, I've learned over the years, there's a lot of ways to skin a cat. Um, could you do the types of things that you're talking about without blockchain? Um, I'm, I'm sure there are ways, but, but why is blockchain sort of the right path, >>Dave? Mmm. You can, you can certainly do things with databases. Mmm. But if you want the trust, it's as simple as this. A database traditionally has a single administrator that sets the rules up for when a transaction comes in. Mmm. What it takes to commit that transaction. And if the rules are met, the transactions committed, um, the database administrator has access who commands like delete and update. So at some level you can never be a hundred percent sure that that data was the data that was intended in there. With a blockchain, there's multiple administrators to the ledger. So the ledger is distributed and shared across multiple administrators. When a transaction is submitted, it is first proposed for those administrators, a process of consent happens. And then, and only then when the majority of the group agrees that it's a valid transaction, is it committed? And when it's committed, it's committed in a way that's cryptographically linked two other transactions in the ledger, I'm making it. >>Mmm tamper-proof right. Or very difficult to tamper with. And unlike databases, blockchains are append only so they don't have update and delete. Okay. All right. So if you really want that center of trusted data that is a tested, you know, that has checks and balances across different organizations, um, blockchain is the key to do it, you know? So could you do it in data with a database? Yes. But you have to trust that central organization. And for many applications, that's just fine. All right. But if we want to move quickly, we really want to share systems of record. Mmm. I hear you. Sharing a system of record, you have regulatory obligations, you can say, Oh, sorry, the record was wrong, but it was put in there by, by this other company. Well, they'll say, well, >>okay, >>nice for the other company, but sorry, you're the one in trouble. So with a blockchain, we have to bring assurances that we can't get into that kind of situation, right? So that shared Mmm. Distributed database that is kind of provides this tamper resistant audit log becomes the Colonel cross. And then with the privacy preservation that you get from encryption and privacy techniques, um, like we have like these things, both channels, um, you can transact, um Hm. And be accountable, but also, Mmm. Only share of transactions with those that have a need to know, right? So you get that level of privacy in there. And that combination of trust and privacy is the secret sauce that makes blockchain unique and quite timely for this. So yeah, check it out. I mean, on the IBM cloud, it's effortless. So to get up and running, you know, building a cloud native application with blockchain and you know, if you're used to doing things, um, on other clouds or back at the home base, we have the IBM blockchain software, which you can deploy. Yeah. Open shift anywhere. So we have what you need in a time of need. >>And as a technologist, again, you're being really, I think, honest and careful about the word tamper. You call it tamper resistant. And if I understand it right, that, I mean, obviously you can fish for somebody's credentials. Yeah. That's, you know, that's one thing. But if I understand that, that more than 50% of the peers in the community, it must agree to tamper in order for the system. You tampered with it. And, and that is the beauty of, of blockchain and the brilliance. Okay. >>Okay. Yeah. And, and, and for, um, performance reasons we've created optimizations. Like you can set a consensus policy up because maybe one transaction it's okay just to have a couple people agree and say, Oh, well, you know, out of the a hundred nodes, Mmm. Three agree, it's good enough. Okay. Other, other policies may be more stringent depending on the nature of the data and the transaction, right? So you can tone, you can kind of tune that in based on the class of transaction. And so it's kind of good and that's how we can get performance levels in the, you know, thousand plus. In fact, IBM and RBC, um, recently did, um, a series of performance analysis because RBC said, Hey, can I use this for some of my bank to bank exchanges and we need to support over a thousand transactions per second. They were able, in their use case, there's support over 3000. Transact for a second. Okay. Mmm. You know, that we were very encouraged by that. I'm glad you clarified that because, so essentially you're saying you can risk adjust the policies if you will. >>That's great to know. Mmm. I could go on forever on this topic. Well, we're unfortunately, Jerry, we're well over our time, but I want to thank you for coming back, planning this important topic. Thrilled. IBM has taken a leadership position here, and I think, you know, to your point, this pandemic is just going to, can accelerate a lot of things and blockchain is, but in my view anyway, one of them. Thank you, Dave. Oh, great questions and I really appreciate it. So everyone out there, um, stay safe. Stay healthy. All right. Thank you Jerry, and thank you for watching everybody. This is Dave Volante for the cube. Our coverage of the IBM think digital 2020 event. We'll be right back. Perfect. The short break.

>>From the cube studios in Palo Alto and Boston gets the Q covering IBM thing brought to you by IBM. >>Welcome back to our coverage of IBM think 2020 the digital version of IBM. Thank, my name is Dave Vellante and you're watching the cube. Hillary Hunter is here. She's the vice president and CTO of IBM cloud and also an IBM fellow. Hillary, thanks for coming on. Good to see you. >>Thanks so much for having me today. >>All right, let's get really, let's get into it. We want to focus on security and compliance. It's a key, obviously a key aspect and consideration for customers. But I have to start by asking you, there's this sort of the age old conflict between being secure and then having the flexibility and agility and speed that business people need. How does IBM clouds sort of square that circle? >>Yeah, you know, it's, it's really interesting because cloud itself is detained, um, designed to deliver agility, um, and speed. And that's everything from the release cadence to being able to consume things as APIs. And so when we say cloud and security, it's about the things that we implement as a cloud provider and the services that we stand up. And all of that is API driven. Um, all of that is intended to enable, you know, data protection through API APIs intended to enable security monitoring through PIs and dashboards and other things like that. And so actually when delivered as cloud services, security functions can actually even go more quickly and can facilitate that speed and agility in and of themselves. So it's really interesting that the means of delivering cloud capabilities actually can facilitate that agility in the security area. >>Yeah, I mean I think it's, especially in these times with COBIT 19 a lot of why is that? We're talking, you were saying, Hey, yeah, we're really going harder, uh, for the cloud because the downturns have been actually pretty good for them. For the cloud. I presume you're sort of seeing the same thing, but if you think about the cost of a breach, it's millions of millions of dollars on average. And think about the time it takes for an organization to identify when there's been an infiltration. Mmm. I know small companies like ours, we feel good that we can tap into, you know, cloud infrastructure. what are your thoughts? Oh, on sort of that whole notion cloud essentially maybe even having better security in a way, but however you define better. >>Yeah. You know, I, I actually agree with those statements and I think it's played out in many of our client engagements. Um, because when you are talking about cloud and you're talking about security, we have the opportunity to present to you a proactive approach, right? Where we're saying, okay, leverage this type of technology in order to do your key management or data encryption. It is up by us already fully as a service. You consume it API driven. Um, and so we are able to say that this will enable you to have end to end data encryption or corruption according to some standard or key management, um, where the keys remained in your hands or you know, use these things that are security services so that there isn't, um, there doesn't have to be, um, as detailed of a conversation. Um, as you often have to have in your solution, in your own it. >>You can say, okay, what's the objective we're trying to get to what is the net security and compliance posture? And we as a cloud provider can be proactive and telling you, Hey, therefore then use this combination of services and use them in this following way and that will enable you to reach those outcomes. And so moving past, um, you know, being fully self service where you have to configure hundreds and hundreds of things yourselves. To me being more prescriptive and proactive and goal oriented and outcome oriented, um, is an opportunity that we have in cloud where we're standing up Janning up capabilities. And so we really tried to talk to clients about, okay, what's the, what are you trying to accomplish? Are you concerned about control over your it? Are you concerned about meeting particular documentation on particular regulatory compliance? What's the point? And then how does that relate into a conversation about data compute, networking, et cetera, and then what does that matter too in terms of how you should then use certain cloud capabilities. >>I want to follow up on that, Hillary, because I want to see it. If I can discern, maybe there's some difference in the way IBM approaches this. I've often said in the cube that bad user behavior trumps good security every time. And of course you've got multiple layers, you've got IBM securing, you know it's infrastructure and it's cloud. You've got it in whatever role there and you've got the end user now. Yeah. Somebody fishes the end user or end user admin. Okay. There are things you can do fine. Hmm. But there's also the, it kind of in the middle you mentioned managed services is IBM's approach, you know, somewhat different >>no >>cloud suppliers. Maybe you could elaborate on that. >>Yeah. So, you know, we really look to protect the services that we're standing up, whether it's infrastructure services, where it's yeah, networking, whether or not it's container service or you know, other services that we're providing. We're looking to protect it, those, you know, down to the core of what that service is and how it works and, and how it provides security and then the technologies that that service integrates into. Right? So services seamlessly integrating into bring your own key and our, um, FIPs one 40 dash two level four baths, um, keep your own key, et cetera. So, so we take other things for our clients and then in doing so, we enable end to end the client to understand both what the status of the service itself is as well as, um, you know, how they use it in order to take into account other security considerations. >>And, and I think it is a fundamentally different, um, approach then one takes for, you know, your own it, you're responsible end to end for everything. In this case, you know, we a secure what we're doing. And then we enable through things like our security advisor, um, to do configurations in such that, that governed the developer behavior and ensure that overall together between us and the client, the posture, even of what the developers and such is understood and can be monitored and ensured that it is secure and compliant. Okay. So I just want to take an example of that. So you are responsible for let's say, securing the object store as an example, but yet at the same time the clients it organization policies that map to the edict of their organization. So they've got flexibility sort of a partnership. Okay. Am I understanding that correctly? >>Yeah, absolutely. And the question is then that it organization that's taken policies, um, we then enable our clients to use tools, everything from things that can be integrated into the dev sec ops pipeline of red hat, you know, and initiatives that are going on. We had CNCF and NIST and other places like that. Yeah. So how can they translate their risk, insecurity, postures into concrete tools? That's that we deliver, right? Everything from dev, sec ops and OpenShift. So then tools and dashboards that we have, like security advisor, um, so that they can then most effectively implement the entirety of what constitutes security on in public cloud environment with confidence. Yeah. So security in compliance slash privacy or sort of two sides of the same coin. So I want to understand, Oh, IBM cloud is approaching, Oh, compliance, obviously GDPR, yeah, yeah. Whatever. They may have, I guess 2018 in terms of the fines. >>Oh, the, the California consumer privacy act. Everybody sort of has their own little GDPR now States and regions and countries, et cetera. How is IBM supporting clients in regard to Oh, compliance such initiatives? Yeah. You know, and this is an area where, you know, again, we are working to make it as easy as possible for our clients to not only see our status on certain compliance areas, which is visible through our website on compliance, but also to achieve compliance is where there is some joint or shared responsibility. So for example, in Europe with the European banking 30, we have kind of an industry unique position and enabling clients you achieve, um, what is needed. And so we provide proactive, you know, guidance. I'm on European banking authority or a PCI DSS or other things like that. So we really are trying to take a very proactive approach to Mmm, uh, providing the guidance that clients need and meeting them in that journey over all. >>We, in addition have a specific program for financial services, um, where we announced our partnership back in November with the bank of America for financial services for a very significant control setting compliance, um, that is not just a of a bunch of little existing things, but it really is a tailored control set for the financial services industry. Um, that acknowledges the fact that, you know, getting compliance in that space can be particularly, ah, particularly challenging. So we are, are taking a very proactive approach, do helping our clients across different doctors, um, deal with those changing, you know, postures and internally as a cloud organization. Um, we are advised also by IBM Promitory, which, um, it has extensive background over 70 jurisdictions globally, changes in all these postures and in compliance and rules and such like that, that they consistently and continuously monitor. Um, and help us design the right cloud moving forward. Cause is compliance as you said is it's very much a dynamic and changing landscape. >>You know, when you talk to chief information security officers and ask them what their biggest challenges, they'll tell you. Yeah. The lack of skills. Uh, and so they're looking to automation. It really helped close that gap. And clearly cloud is sort of all about automation. So I wonder if you could just talk a little bit about what you're seeing with regard to automation generally, but specifically how it's helping, you know, close that skills gap. >>Yeah, you know, it, the, the, the topic of automation is so interesting when it intersects security because I really view this, um, transition to cloud and the use of cloud native and the use of containers and such actually is an opportunity again, yet again to improve security and compliance posture. Um, because cloud, um, and uh, the dev ops and CICB pipelines, um, and all of that of, of a cloud native build and a containerized build give you a certain opportunity both to prevent a bunch of behaviors as well as to collect certain information that may become useful later on. Um, I think actually called modernization because of the automation it brings, um, is a really, really topic for both CSOs and risk officers right now because it can not just improve the agility that you started with as a motivation to go to cloud, but it can also improve visibility into what's going on with all your workloads. >>You know, to know that a developer used a particular library and then you see, oops, maybe there's a concern about that library and you instantly know where across the entirety of your IOT that that's been deployed. That's a tremendous amount of knowledge. Um, and you can take either, you know, immediate action on that or you can through automation push out changes and things like that. Um, we use internally as a cloud provider the best of SRE and automation practices to keep our estate patched and other things like that. And that can also then translate into people's own workloads, which I think is a really exciting opportunity of cloud. >>You know, we're out of time, but I want to close and asking you sort of what we should look at 42, we had a great conversation earlier, well with Jamie Thomas about, about quantum and she talked about ideas. You get that on the IBM what what should we look forward to sort of in the coming months and even years in IBM cloud. >>Yeah. You know, we're really excited about that agility, that cloud itself for us as a company and provides, right? Like you said with quantum, it is the place that we can bring out the latest and greatest things, um, in, you know, uh, for our clients to use and experiment with and adopt their algorithms and such juice. So you're going to continue to see us taking a very aggressive posture in turning the latest and open source and technologies into cloud delivered fully managed services. Um, and so, you know, everything from what we've done already with, um, Istio is a service and can native as a server, a service and quantum as a service, et cetera. Um, you'll continue to see us take that approach that, um, you know, we want to be a fresh and vital environment for developers to consume the latest and greatest that's out there. Um, but yet as an enterprise focused company and a company, you know, very much focused on security and compliance, you'll continue to see us back those things with our own efforts to secure and then enable security, um, on our environment. >>Well, Hillary, thanks so much for coming on the cube. It's always great to have experts like yourself, uh, share with, uh, with our community. Appreciate it. >>Great. Thank you so much for having me. >>And so we're seeing cloud acceleration as a result of covert 19, but it's always been a, a real wave for the last 10 years. We're just seeing it again, accelerate even faster. This is Dave Volante for the cube. You're watching the cubes, continuous coverage of IBM thing, digital thing, 2020 people right there, but right back, right after this short, >>right.