>> Announcer: From Santa Clara in the heart of Silicon Valley, it's theCUBE, covering the Churchills 2019. Brought to you by SiliconANGLE Media. >> Hey, welcome back everybody, Jeff Frick here with theCUBE. We're in Santa Clara, California at the ninth annual Churchills. It's an awards banquet put on by the Churchill Club and this year's theme is all about leadership and we're excited to have with us today the MC, he's Rich Karlgaard, the co-founder of the Churchill Club and also a publisher at Forbes. Rich, thanks for stopping by. >> Oh, it's an honor to be here, Jeff. >> So, busy night tonight. The theme is leadership, but we've been suffering a little bit of a black eye on leadership lately in the tech scene in Silicon Valley. >> Well, I really think we have. I travel the world a lot and around the United States and I have to say that large parts of the world and the United States are falling out of love with Silicon Valley. And I think that's directly attributable to some of the companies and some of the leaders who are maybe moving so fast that they're forgetting to do the right things for customers, for employees, and for their community at large. >> Yeah, I'm wondering, get your take, a lot of these guys and gals become successful for a whole bunch of reasons, right? and they happen to be at the top of a company. I'll just pick on Zuckerberg 'cause he's easy to pick on. But you know, he had an application, it was about getting people together, and suddenly these platforms get so big and so ubiquitous, you know, is he the right guy? He never signed up to be the leader of the platform world, and yet he's kind of put in that position. We see that kind of with YouTube, because again, the platform is so big and I think it almost feels like it grows beyond the tentacles of the control. >> Well, it remains to be seen if Mark Zuckerberg is the right guy. I think of somebody from more my era, Bill Gates. And Bill Gates was a fabulous leader of Microsoft, but they ran too fast, they ran too hard, they got in trouble with the U.S. Department of Justice, and Bill Gates ended up resigning from Microsoft. And he served as a great board member of Microsoft ever since, was instrumental, along with John Thompson, the board chairman who will be honored tonight, in bringing in the person I think is the best CEO in the world today, Satya Nadella of Microsoft. Sometimes you have to hand the baton. >> Right, right. But are there some lessons that people should be thinking about when they're maybe thrust into this position that they weren't necessarily ready for? I mean, one thing about Gates is he gave up his CEO job pretty early to Ballmer, arguably whether that was super successful or not. But some of them kind of get out of the way and some of them don't. And they don't necessarily have the skills to take on some of these huge kind of geopolitical, socioeconomic issues. >> Well I think that's right. Another example, Larry Ellison led the brilliant early days of Oracle but when he got in trouble with the Securities and Exchange Commission, he had to really make way for a strong number two, Ray Lane, and that turned out to be the perfect complement, you see. You had Ellison's vision and drive but you had Lane's ability to run really good operations. Steve Jobs never got into trouble but having a really solid number two like Tim Cook was very valuable. So some of these brilliant entrepreneurs need solid number two's, so I think they have lieutenants but I don't think they have really solid number two's. >> So what are you excited about tonight? We got some really great people, you already mentioned John W. Thompson, we've had him on a ton of times, great leader. Who are some of the people you're excited to see tonight? >> Well, we have three great companies, we have Slack, Zoom, and my personal favorite, Peloton. I'm kind of lusting for a Peloton bike in my garage. I hope it arrives under the Christmas tree this year. >> (laughs) All right, Rich. Well, thanks for taking a few minutes and good luck tonight on the MC duties. >> Yeah, well, thank you Jeff. >> All right, he's Rich, I'm Jeff, you're watching theCUBE, we're at the Churchills, the ninth annual awards banquet here with the Churchill Club. Thanks for watching, we'll see you next time. (upbeat electronic music)

>> Live from Las Vegas, it's theCUBE covering Informatica World 2019. Brought to you by Informatica. >> Welcome everyone, you are watching theCUBE. We are kicking off a two-day event here at Informatica World 2019 in Las Vegas. I'm your host, and I'm co-hosting along with John Furrier. It's great to have you. Great to be here. >> Great to see you again. >> So, Informatica is really sitting in the sweet spot of a fast-growing area of technology, cloud and big data. I want to ask you a big question. Where is the market? What do you see happening in this sweet spot area? >> Well we're here in Informatica World. I think it's our fourth Cube coverage. We've been following these guys since they've gone private two years ago in depth. Interesting changeover. They went private just like Michael Dell did with Dell Technologies. And then they went public in great performance. We said at that time, if they can go private with the product skills that they have in their senior leadership, they could do well. And they've been on the same trend line, which has been really positive data. Now data is the hottest thing on the planet. This is the theme of the industry. Data is everything. Machine learning needs data. Data feeds machine learning. Machine learning feeds AI. This is a core innovator. Now the challenge is on the enterprise side is that data is structured. It's in all these different databases. So in an enterprise, data's kind of has all these legacy structures and legacy systems. And the cloud for instance. Cloud is where SaaS wins. And SaaS winners like Zoom Communications, Air BNB, you name all those successful cloud data companies. Data's at the heart of their value proposition. And data is unencumbered. There's no restrictions. They use data, data as analysis. They look at customer behavior, AB testing. So data is the heart of innovation. This is Informatica's plan here. CLAIRE is their AI product. Their theme is kind of clever. CLAIRE starts here. And this is really the focus for Informatica. Their opportunity is to be that independent vendor supplier, the Switzerland as it has been called, the neutral third party to bring data together On Premise and Cloud. That's what they're saying. That's their opportunity. The challenges are high. The data business is being regulated. We talk about it last time. You know, privacy, GDPR one-year anniversary, Microsoft's calling for more privacy. As more regulation comes in, that puts more restrictions on data. That requires more software. That creates overhead. Overhead is not good for SaaS business models. And that is where the conflict is. This is the opportunity, and if they can overcome that as a supplier, then they can do well. And data growth is just massive. Cloud, IoT Edge, you name it. Data is the center of the value proposition. >> Well, and we're going to have a lot of great guests on the program this week, in particular we're going to have Sally Jenkins talking about these four customer journeys that the customers are going on. And in fact data governance and privacy is one of the big tenants. So, they are making, they are saying this is our wheelhouse. We can do this. We can help you do this. >> Well, the thing is we're going to ask every guest the question of the week is What's the skill gaps? Because digital transformation although very relevant is only as good as the people and the culture that's behind it. And that's a theme that we hear all throughout our different CUBE events. If people have the culture for it, they could do it. DevOps is another word that has been kicked around. But ultimately if you don't have the people and just machines, it's really going to be a tough balance to strike. You need the machines, you need the data, you need the people. And this is where the challenge is in the industry. I think the skill gaps is a huge problem for digital transformation. It's to me the big blocker in seeing innovation accelerate. So customers are now having that journey. They're starting, they really think about how to architect their enterprise with an On Premise, with a Legacy and Cloud Native with full SaaS. And the companies that can get to a SaaS business model, managing the On-Premise's legacy will have a winning shot at taking new market share or top one down incumbents in leadership positions. >> I'm really excited about this idea. Asking people about the skill gap and where the next generation of jobs are going to be in big data. I saw a statistic, a survey from Google, 94% of IT managers can't find qualified candidates for open Cloud roles. That is-that's astonishing. I also saw an interesting quote from Tim Cook, who recently said that half of Apple's new hires are not going to have a college degree this year. He said when our own founder didn't have one. It kind of really shows you what you can do. >> It's really early. >> You might not need this degree. >> First of all, it's really, first of all I agree that degrees don't really matter. In some cases, old degrees might not apply to the new jobs. I'll give you an example. My daughter just graduated from Cal Berkeley this week. And they had the inaugural class of data, data science, data analytics. For the first time, first graduating class. That's a tell-sign that we're at the early, early stages. But data science can come from anyone. You could be, you know, anthropologist, you could be any any skill. You can solve a problem, you're good at math. You can see the big picture. You're seeing data science really becoming a career. And again, there's just not enough job openings. And data science isn't just for the data jockeys out there who just want to do data. There's cyber security, huge data-driven. Everything is data-driven. The big growth area in the enterprise is the IoT, the Edge. As devices come online for manufacturing to oil rigs to wind farms. The edge computing is a huge thing. And that's a data problem. Everything is a data problem. So this is where the industry is focused I think Informatica was really on it early. And now everyone's jumping in. You got Amazon, Google, Microsoft, the big cloud players, and you got all the existing incumbent enterprise suppliers all putting data at the center-value proposition. You know you got a lot of competition now for Informatica, and they have to make some good moves here. And what I'm going to be looking for here, Rebecca, is how they transform as a company. Because I think that they have to be an integration company. They want to be that Switzerland. They got to integrate to all the clouds. They got to integrate to all the different platforms and environments on the enterprise and create that one operating model. And this is something they say they want to do, and we're going to ask them. >> And you not only called them Switzerland, they've called themselves Switzerland. And so I think that they are. They do want that. They want that for themselves. They want they are having these partnerships with all of the major cloud providers. So, you said this is what you're going to be asking. This is what you're going to be looking for. What is it that you think will set them apart? >> I think ultimately I think Informatica's got a great management team when it comes to product and engineering. One of the things I've been impressed with is they get the product around data. The only thing I think that could be a headwind for them as a challenge is this regulatory environment. I brought that up earlier. I think this could be a challenge and an opportunity, and it could be the difference maker because there's no question that their value proposition or how they're dealing with data management, their deals we're going to hear about with the cloud and all of the new innovation they have with CLAIRE and AI. Certainly that's good. But if you don't have data-feeding machine learning, and the data's hard to get at, and it's regulated, you got clouds with geographies and countries have new regulations. This is a complicated problem. If they could create software to make that easier and create an abstraction layer and use the power of the cloud, I think they could have a winning formula. So to me, that's a killer opportunity. And then making data work for SaaS-oriented business models, On-Premise and in the cloud. >> I think you're absolutely right and we heard Anil Chakravarthy say this today. Data needs the machine learning an AI, AI machine learning need data. And any application of AI and machine learning is only as good as the data that's been collected. So, the other big challenge is what I think is going to be really exciting about for this show is seeing all of these use cases. In industry after industry we are seeing applications of AI and machine learning transforming business models and approaches and leadership and big ideas around these important game-changers in our industry. >> Yeah, one of the things that's interesting I had an interview with in the city of Howie Xu, who's formally VMWare engineer, entrepreneur, sold his company to Zscaler. He's an AI guy, and we talked about the SaaS business model. And one of the things that's key is if you don't have the data feeding the SaaS, it's not going to work, so to me if they could get that data back in to the system quicker with all that regulation, that's going to be a game changer. And I think they got to start thinking how they can show the customer proof points. That's going to be interesting when the customers start adapting in that scale. >> And as we've also said many times on theCUBE the governance is kind of a mess itself. I mean Washington doesn't quite know what to do with this and how to regulate it. How do you think that these technology companies should be working with Washington on this? >> Well that's a loaded question. First of all, I think the government is not the bellwether for technology innovation. In fact, I think innovation is stifled by too much regulation. There's got to have a balance there. One of the things that's positive is in the cyber-security area you see private, public partnerships go on where there's some joint sharing. I think cloud is going to be a catalyst. We're going to have the VP of marketing from Amazon web services on, I'm going to ask him that direct question. This is where the action is. So I think this notion of collaboration the enterprise and cloud players is going to be key because if you look at like just how search engines used to work back in the old days, if it was not encumbered by all this legacy infrastructure in the enterprise, it works great. The more you add complexity to things, the more you need software. The more you need software, you need horsepower to compute. You need more storage. So all these things are creating a different environment than it was just three years ago. So, you know can they adjust, can the industry shape itself out? I think the industry needs to lead here, not the government. >> What about the idea of Informatica working together with customers and making sure that they are in fact deriving value? Because I mean I think that's the other thing is that all of these companies know they need to have an AI strategy, they need to be using more machine learning. It's very complicated as you said. But then there's this question of am I really going to see a return of investment on this? >> Well, I think Informatica can do a good job working with cloud architecture and looking at because you got again IoT edge is coming around the corner. But if they can nail the architecture On-Premises and Cloud, that is a great start. The second thing that Informatica can help customers at, and this is a customer challenge, is where do you store the data? Because moving data around is very expensive. So this scenario is where you want it all on the cloud. This scenario is where you want it all On Premise. And this scenario is where you want it on both locations. And then with the edge, you want to move data I mean compute to where the data is. So, data becomes a very critical piece of the overall architecture and whoever can build this operating system's mindset will have a winning formula, and again being neutral is a critical strategy. And the more Informatica can help enterprise be more like consumer companies, the better. If you look at Slack for instance, it's an IPO candidate coming out very popular. It's just a chat kind of message board app. What made Slack successful is that they built connectors and APIs into all different tools. If Informatica could do that, that would be a winning formula because they want to be data brokering, they want to be data connecting, and they want to feed the applications and machine learning data. If they can't get data to the machine learning and AI, the AI will not be sufficient. And that will be a problem. >> Well, this is all the things we are going to be talking about over these next two days. John, I look forward to it. I'm Rebecca Knight, you are watching theCUBE. (lighthearted techno music)

>> Oh, from our studios in the heart of Silicon Valley. Palo ALTO, California.  This is a Cube Conversation. >> Hello Everyone. Welcome to this special cube conversation. I'm Childfree, host of The Cube, cofounder of Silicon Angle Media Inc and the Cube. We're here with Andy Cunningham, who is the president and founder of Cunning in collective and also the author of the book. Get to ah ha! Bestseller on line four categories on Amazon E book. Great book. I recommend all Andy. Welcome to the Cube. Great to see you. >> Hey, it's great to be here. Good to see you. You're a thought >> leader. Just what you've been. You've seen many ways of innovation. You've done so much in your career. >> Big, minimal experience. And >> we were all old here. We've no ageism issues here. It's silken angle, but But you've done so much on DH communications and PR. PR is part of communications. You've you've seen it all. You've done it all. And now you're helping cos I've got a great book out, which I recommend everyone should get getting toe really kind of breaks down thirty five years of experience into one book. That you had a talk about the book on your firm for stuff about Connie and collected quick pleasure. >> So Cunningham  >> Collective is a small marketing consultancy that focuses on positioning, which in my opinion, is the epicenter of marketing. If you dont position yourself well for success, you're never going to achieve success. So the >> book is >> about a framework for figuring out how to position yourself. And it's a framework I developed probably around seventeen years ago. But I've been using it over the last seventy years with clients, and I find that it's super successful, especially with technology companies, and because it's an actual step by step sort of framework. So the book tells you how to do it. And then there were six case studies at the back of the book that >> show >> Positioning in action. >> I want to get a book at some specific questions on the positioning, but I want to get your take on because you've seen many waves around PR public relations, which is corporate communications and communications in general. Over the years, where are we now? Because you're seeing you know, the media business change face. What's on the front page? Of all the news these days around how they sucked all the data in and fake news. All these things are happening Cos still need to get the word out. You know, New Channel's new realities take us through how you see the evolution of what the old way is in the new way are of communications. >> So PR was >> actually invented by a guy in the nineteen twenties named Eddie Bernays. And Eddie Bernays actually figured out that if you created a stunt like situation, you could get the journalist to cover it. He was very strategic about it. It sounds, sounds kind of, you know, loopy. But he was very strategic about it, and he actually invented the concept that he actually went to the phrase public relations, and he was modeling it after propaganda. That was the that was where he came up with that phrase. So it was like that for quite a long time until we got into an era of what I would call influence her marketing, you know, now we call it influencer marketing. But back in the you know when when there was a lot of investigative journalism going on, it was really just about who's who are the influencers that you need to influence in order to get them to say what you want them to say about your company or your product. So that was what my old boss, Regis McKenna called that, he said. She said, Journalism, if you're going to launch something into the marketplace, you need to get all the he said. And the she says to say what you want them to say before you actually say it yourself, because the journalists are gonna go back to those people and they're going to corroborate your story or not. So the idea was influenced the influencers. And then you can get your story that lasted for about probably thirty years, that era. Now we're in an era, then I call it's the era of content, marketing. And really, what happens today is you almost don't even need the journalists at all, because first of all, there aren't very many of them left. And second of all, there are so many channels available to ourselves as as communicators that if you build a digital footprint that has a great story and it that is compelling and consistent, and you keep saying the same key messages over and over again, you can build yourself a digital footprint that actually becomes starts to take over the word of mouth that we talked about earlier because we're the mouth is really what it's all about. But word of mouth hap and today because from results from a giant digital footprint about your story. >> I remember back in business school back in the day in the nineties when I got my MBA advertising class would break down. You need to copy strategy because, you know, reach media, print ads and radio really was the old school media and frequency was was a certain first radio print. You have time to read it so all the specs get laid out. Reaches reach, Right? So you broadcast cable or TV? The impression >> yeah, kind of digital brings >> everything kind of weaves it all together, but you mentioned frequency. Why is frequencies so important? Because is that because of the targeting, is that because there's not a lot of reaches more specialized? >> Well, it's still it's still the same reason. >> So there's a thing called the marketing rule of seven, and that means that a person needs to hear your message seven times before it. It seeps into their brain, and they actually either decide to do something about it or not do something about it. But that's what creates awareness seven times. So that still is true today as it was before. But now it's so much easier because now you don't have to buy ads to do it. You don't even have to pay a PR person to do it. You just fill your own social channels, your own website, your own blog's your own vlogs, your own video. You just fill up your own personal channels, however many there that you have with your own story. And then once it's out there as a digital footprint, then it's time to start talking to the journalism community, which is smaller than it used to be. But those who are left are pretty good. The Washington Post is pretty good. The New York Times is pretty good. So you call up the guy at The New York Times and you pitched him on your story, and instead of trying to spend a bunch of time pitching him, you just refer him back to someone of your channels. He Googles that he gets online, and he sees, Oh, my God, there's a giant story here because you've built the story. So you have so much more controlled today. We have so much more control over our stories. >> So the way to pitch, then based on what you're saying is to have the raw materials out there so they can make their story >> exactly. Put it together. We put it >> out there, and then the journalists just find it. It's like an Easter egg hunt. Look under that tree >> there. Well, here's a clip >> of an expert that's talking about something you might be interested in. This is the new model. Have the assets. Well, actually, we we love that came in what we do. But I want to get that to the book and the years of experience you have on this. But before we do that, I got to ask you when I was watching the Steve Jobs movie. You know, you're on the stage and you're part of that. >> You must get, well, an actress actress once you get your >> role. You were very instrumental, hectic days, people who know Steve and know the apple days. What >> did you >> learn from that? That's in the book from the Apple days. And how does and what has changed from the apple days. Now is there some things that are similar to the world's changed. But what are some of the key those key Learnings that that those magical moments. >> So my biggest >> key learning was ice. We spent about six months? Was Steve working on the messaging for the launch of the Macintosh, and we got it down to a Siri's of what I would I now call means that were just very, very. The computer for the rest of us was one of them, right? Everybody remembers that one small footprint was another one nobody remembers. Any more easy to use was another one. There was a Siri's of these things to explain the Macintosh. We then went through a process of educating one hundred journalists about about that and pumping them with those key messages at every juncture. Then we go to De Anza College and we did the big launch. We said those messages again and was a bunch of TV people around and everybody you know, everybody reported on it and I'm driving home in the car. After the show was over with, I turn on the radio and there's the messages that I had written, coming back at me over and over and again and change the station. Same thing over and over again. The Macintosh was launched today, and this is what everyone is saying. The same thing is, it was it gave me chills. It was like, Wow, this really works. And that lesson that I learned with Steve is the same lesson Eddie Bernays learned a hundred years ago. Its the same lesson Regis McKenna learned with influencing the influencers. And it's the same lesson people can learn today. You just you just get too. You get, too, ah ha! With a slightly different strategy. And today it's about building a big digital footprint before you ever talk to anybody. >> And I think this is key to the book of one of the things that you mentioned earlier. That's clearly in the book, and this is a lesson for the folks. Watching on and learn from this is that positioning is critical. Before the branding, the knee jerk reaction from most people. A new person Let's re branded system New Low goes out there. You're taking it a contrarian view on >> the sea >> or race on experience and success. Position first brand later or had second thoughts on that Wise wise is so important, specific successes you had. But what other reasons are important? >> Well, I got I learned this because >> the first part of my career I would I would get called in after somebody had already hired a branding firm and they re branded everything, Got a new new logo. New tagline, new color palette, all of this stuff and a few bits of copy that were really sexy and interesting. But they were finding it wasn't sticking. It wasn't making a difference in their in their sales, because, really, at the end of the day, we're all here to sell stuff, right? So I would come in and I would realize, Oh my God, you did all this first you didn't figure out your positioning strategy. Like what? Who are you in the market? And why do you matter? Those two questions are the two most important questions anybody can ask themselves. Is a market or a CEO? Who are you and why do you matter if you can't answer those questions? Doing a branding exercise is a waste of money. >> Talk about >> the conflict involved when you work for the client or when you have to get to this moment. This Ahamo sometimes is not a parent, sometimes is pretty clear. Sometimes you might think you're one, but you're really another. There's always maybe opinions about what, what people are in terms of a company internally amongst executives or the stakeholders. >> Yeah, how do you How do you figure it out? Is heroic >> golden rule or what's your What's your Tell them how to get to that moment of that self reflection >> is sure that sort of that's actually >> the key point of the book. It's it's based positioning. Really good positioning should be based on what your DNA as a company is, and the book tells you how to determine what is your DNA. But the the end of the day. They're three kinds of companies. There are product focus cos I happen to call them mechanics. There are customer focus, cos I call them mothers, and they're our concept, Focus Cos I call them missionaries. And interestingly, each of these types of companies do things entirely differently. They talk about different things and meetings. They hire different kinds of people. They train them differently. They measure success differently. They market themselves differently. There's actually, the DNA is reflected in there actions. So when I'm sitting around a workshop with a client, we have to determine Are they a mother? Are they a missionary or are there mechanic before we can actually figure out how to create marketing around them? So that's the biggest thing is there's some people over here. So we're a product company. These peoples, they know we're trying to change the world. And these people say, No, no, no, we're all about the customer and the discussion that you have around that is actually the where the ah ha moment comes When you decide okay, we really are a customer focus company doesn't mean the other two things go away. They just take a back seat to the marketing. So everybody has to agree that that's what they're going to move forward with. And that's what makes it. It's so much fun. It's like it's like doing and Myers Briggs test for a company. You know, everybody loves that, right? Oh, I'm in I n t j M e. And whatever the >> letters it was, I'm not that I'm really something else, >> but there's always confident. But >> you >> also mentioned the book that people can change, too. So you start out as something. Maybe a missionary evolve based upon the business changed. Talk about that, >> Yeah. So let's talk about Apple >> for a second cause that's the company that definitely was a missionary, and missionaries exist to change behavior on a fundamental level. And that was what Steve Jobs was all about, right? So when >> he was >> running the company even before he was running it, but he was a big influence, or there he basically was a missionary company. He was trying to change behavior, and that's what the Macintosh was all about. But after he passed away, he left the assets of the company in the hands of Tim Cook, who, by the way, is an amazing, amazing caretaker of those assets. I mean, he's grown them. He's turned them into it, turned the company into one of the world's most valuable companies. But unfortunately, he's not a missionary, and what he has done is he has kind of tried to keep the missionary thing going. But he hasn't been successful doing that. So what's happened is the market is turning Apple into a product focus company, and the leadership is not steering the company that direction they are trailing, so it's happening to ample, in other words. So you're going to start to see Apple focus more on Warren product over the years, which they which they have been. But they're starting to have some product issues, and I think that's the result of them, not it's tearing the company directly into this, >> finding that DNA and get filling the young count or hiring people toe >> exactly. Exactly. >> Just on that same point. Amazon is a company that is doing this to the market. So Amazon started as a product company, and now they've steered their steering themselves purposefully into a customer focus company. And if you go online and check out their new mission statement, it's to be Earth's most customer centric company. And this is the reason Jeff Bezos bought Zappos a number of years ago Wasn't because Jeff couldn't figure out how to sell shoes online. Of course he could. It was because he was buying that customer centric culture, So he's purposefully steering the company into the customer direction so >> you can change your DNA, >> but it ain't easy. >> I've any Jesse. Many times become a good friend on the Cube as well. He's the word customer so many times we can see the frequency, but they've been talking customer for a long time. So you say they were product company >> with his Amazon. Amazon lands >> on Web services. The missionary and a product focus because I think product would be. I think it's safe once >> I think early, early, early >> on meaning they started this customer transition probably five, six years ago, so but they were very much early on a product company, I think in bases his head. They were actually a missionary. But he never he never would go out and say that. What did he say about Amazon? Were online bookseller and oh, by the way, books are going so well now we're going to do music, and now we're going to, you know. And then >> it's product. >> It took about its product. It was product product product until he decided that he was going to eat the universe one bite at a time. And so, in order to be successful with that, he has to have a customer he feels he has to have customer relationships that are going to stick with him over the course of a lifetime. >> So you know a little about the Cube. What's the Cube? What are we? >> I think you're a missionary. I mean, you're trying to change >> behavior on a fundamental level, and, you know it's, um it's amazing what you've done. You know, we had this great conversation beforehand, and I learned about all the new things you're working on, and it's groundbreaking, groundbreaking stuff. >> Okay, Final question on the book is the funniest. Our craziest reaction you've had to it, either someone emailing You owe our ceremonial because it's pretty inspiring. You break it down free simply. But it's really a core fundamental practice. And I've read a lot of marketing books in my day. A lot of you know, these office come out. Process improvement. This is cuts to the chase. It's >> really thank you. Thank you. What's the big waves >> you heard or crazy? >> Well, I this is This is the >> most recent thing I can think of. I I ended up becoming number number one on Amazon's e book thing and four categories, just like two weeks ago, and I got Mohr social media coverage on that than >> anything else in my entire life with the most amazing >> thing that I've ever seen in all these. Congratulations. And, you >> know, they're they're categories. >> Not like this. Not like your New York Times best seller. It's like you're the best multi marketing, you know, book here, The best small business marketing book, those kinds of things. And it just was just blew up. It went viral. >> That's how it was all online. What made you write the book was That was the moment. When was the ah ha moment for you saying, You know what? I got to put the book together. Was it something that you had in mind? That you get this data collecting of institutional knowledge of the trade? When was the ah, ha moment for you to write the book? >> Well, I this framework that I developed here has been working for me really successfully for, like, seventeen years. And I just decided that wow, other people should know how to do this. You know, because when we charge when we hired when that when we hire when someone hires us, it's like one hundred fifty thousand dollars worth of worth of work to do what we do, they could do it for twenty two ninety nine or whatever the heck >> this thing costs these days. And you could occasionally you get a book out there to get an audio book as well. So s so I really wanted >> to spread the word about this framework in this methodology, cause I really believe that my, my inside my core of myself, that the epicentre of great marketing is positioning. And if you don't get that right, you will never succeed with any of the rest of it. So do >> the great folks. You have a great track record. I've seen personal your sex success of up close perambulations on that. Let's talk about cos now I want to get backto successful companies. He's a lot of conversation. I'd build a rocket ship. So you we live in Silicon Valley. There are rocket >> ships that there are, >> you know, go big or go home. Blitz Scaling his Reid, Hoffman would say, I endorse that one hundred percent think there's use cases clearly for blitz scaling. Other people have been throwing him under the bus saying that culture is not what we want and build a still stable business. And so the debate aside, there's two types of companies there's the Okay, I'm going to build this company. I might not know when they're when the growth's gonna be there. And then there's the big venture back category changer rocket ships. Can you talk about the success criteria in your mind of both companies around positioning approaches, things that you've seen in the past that work well, >> I think companies that understand who they are and why they matter are the ones that succeed. And it's also important that they have a good leader, a good, strong leader. But if you don't know who you are and why you matter, you can't build a new category. You can't even launch a new product. So I, >> you know, take a look at some of the companies that have done that. Well, Netflix has done that extremely well, right? Airbnb has done that extreme slack has done that really well. Microsoft is doing it really well again, right? They went through a downtime, and now you know their new CEO, Satya Nadella, is doing an unbelievable job with positioning. There's so much a product company, and he's not trying to make them into a customer. Companies trying to double down on the product so and Netflix is a is a missionary company there change behaviour on a fundamental >> of Microsoft's a great example because I think that's something into anything radical. In the product side, they looked at the tailwind of Cloud computing an A I and said, Let's throw the sails up there and let's let's get around behind it >> and grand source. >> And then they branded it. So they positioned themselves as a Claude company, and then they branded it. As as you're so >>On the tail winds concept of trends, Pat Gelsinger said that if you're not out in front of that next wave, you could be driftwood. Riding the waves are certainly a big part of jumping on a successful or tail wind some call it how important that have that positioning time to something that's trendy or something. >> Oh, that's a great question, because it's because the context in which you are actually putting something into the market is critical. So you have to really understand what are the waves that you want to ride and can ride. And don't try to be riding a wave that passed five years ago. Or that hasn't shown up yet. You might think there's a wave coming. That's the biggest danger of a lot of these high tech start ups is that they see a vision of something way down the line, and there's no way for them to ride today. And they launched their technology. But too early >> and to your point. If they don't have the positioning right, they won't be able to ride it. You >> know what they want. They won't be able to ride it. So if they if if they did a proper positioning exercise before that, they would realize that they're context in which they're doing this is not right for what they're saying. So have to pivot a little bit. These is where pivots come from, right? We have to pivot a little bit to make yourself relevant for the market today, and that's an important thing. >> Andy. Final question for the folks watching saying, I love the book. I'm gonna get it might have helped might need help and saying I need to call Andy and the team or figure it out. What are some of the tell signs that they're not getting it right or what? If some things when they need to call for help and howto people moved to the next level, some people might say, Hey, you know, we need help. We can't get concensus. The leader might not be strong enough to be a leadership transition. Could be a new wave that people have identified. Yeah. What? This is a tough challenge of self awareness. What is that? Some of the tell signs And how does >> > somebody actually make the change? It is a tough, and most CEOs are not into it enough of themselves to know to know those things. So what happens is they launch it and then they don't get traction. So the biggest reason why people call me is they're not getting traction. Now, the really the really smart ones do more analysis, like what you're talking about. Oh, there's something has changed in the context. So I better shift this or, you know, a competitors come up with something that sounds awful on awful lot like ours. Maybe we better get ahead of that. But that takes a really strategic CEO. And there are some of those out there, But not everyone is >> okay. So great book here. Getting toe, huh? Everyone great. It's a good thing I read. It. Came out the day. Volante. He's reading it. Thanks for coming out. Spend the time, John communications. Final word on the communications world. What's the message to folks out there? See, M O's out there and head of communications. What's the future look like for them? What should they do? Going forward to be successful? >> Well, the future of marketing is is really figuring out how to make word of mouth, you know, explode word of mouth, because that's why people buy things. You know, you told me I should check out this product or my book. He said, You told your friends I should check out the books, So he does. So it's all about word of mouth and starts with building a big digital footprint yourself and then going to the peak to the press side. >> Andy cutting him here in Palo Alto Studios. I'm John for with Keep conversations. Thanks for watching

(upbeat music) >> Hello everyone. I'm John Furrier here in Palo Alto at our CUBE headquarters. We're here with John Del Santo, Senior Managing Director at Accenture for a Cube Conversation. John, welcome to theCUBE. Good to see you. >> Thanks, John. Great to be here. >> So we just talked before we came on camera about Accenture and all the stuff you guys are doing. You guys are in the cloud heavily. We've been following, you guys have probably one of the most comprehensive analytics teams out there. And global SI market and just, the world's changing. So it's pretty fun. I'm looking forward to this conversation. So I got to ask you first, before we get started. I want to jump in with a ton of questions. What is your role at Accenture? You're in the Bay Area. Take a minute to explain what you do for Accenture and what's your territory. >> I've got the best job at Accenture. So, Accenture's got close to half a million people right now and my job is, I'm responsible for our business on the West Coast, across all of our industries, et cetera. I've been here 32 years, so I've seen a lot of things happen in the Bay Area. And I now have the responsibility of making sure that we're doing great work for our clients. And we're doing great work in the community. And then we're providing great opportunities to the thousands of people that work for us here in the Bay Area and across the West Coast. So it's a lot of fun. >> Obviously, West Coast is booming. And for tech it's been a hotbed. And obviously the industry's across the board now is global. I got to ask you because, you know, you've been around multiple waves of innovation. And Accenture's been, had their hands in enabling a lot of value creation for clients. You guys have a great reputation. There's a lot of smart people. But the waves are always kind of different in their own way, but sometimes it's the same. What's different about the way we're living now? Because you can almost look back and see the major inflection points. Obviously the PC revolution, client server, interoperability, networking stacks went standard. Then you saw the Internet come. Now you've got Web 2.0. And now you got the whole global, you got things like cryptocurrency and blockchain. You have multiple clouds. You have a whole new game-changing dynamic going on with IT infrastructure combined with opensource at a whole 'nother level. So how is this wave different? Is it like the, how would you compare? >> Well, I think all the technologies that have waved through my career, at least, have been real enablers for the business model that the companies had at the time, and that they evolved. What we see now is epic disruption, right? So, the waves now are, we have digital native companies that are just disrupting the heck out of the industry or the company that we're trying to help. And so it's now about pulling all of those technologies together, and really figuring out a new business model for a client. Figuring out a new distribution channel, a new product that's maybe natively digital. And so it's very, very different, I feel, then it was five, 10, 15, 20 years ago, through some of the other waves. >> Talk about the things going on in the Bay Area before we get more in the global themes, because I think the Bay Area is always kind of a leading indicator. I call it a bellwether. Some cool things happened. You've got things like the Golden State Warriors got a stadium that's being built. I'm watching the World Series with the Red Sox, and you see Amazon stat cast, you're seeing overlays, you're seeing rosserial. All these things are changing the work and play. The Bay Area's got a lot of leading indicators. What are some of the projects that you've been involved in? What's happening now that you think is worth noting, that's exciting, that piques your interest? >> Yeah, I mean, we work across every industry, and we do a ton of work in tech, but I actually find some of the more interesting projects are the ones we're doing for healthcare companies in the Bay Area, some of the utilities in the Bay Area, some of the big resource companies, some of the financial services institutions, 'cause, like I said before, all of those industries have disruption coming or have been disrupted, and so we're doing some work right now around patient services in healthcare and in pharma that is really interesting. It's meant to change the experience that a patient has, that you and I have when we interact with our healthcare providers or, you know, the whole industry. And so those kinds of projects are real interesting cause a lot of these industries are old and sort of have a big legacy estate and model that they need to transform from. So they need to move fast, and we kind of describe it as a wise pivot. They sort of need to move, but they need to make sure they're moving at the right time. They can't hurt their existing business, but they got to pivot to the next business model, and that's happening in lots of places. And you're right, I think it is happening a lot in the Bay Area and the West Coast as sort of a bellwether. >> I want to get your thoughts on some of the moments that are going on in tech. You mentioned prior, before we came on camera, you worked for Apple in the old days. Tim Cook was just recently tweeting yesterday, and that tweet's going around, privacy. He was at this big GDPR conference. The role of regulatory now is changing some of the West Coast dynamics. Used to be kind of fast and loose West Coast, innovate, and then it gets operationalized globally with tech, tech trends. What's the tech enablers now that you see that are involved that actually have to deal with regulatory, and is regulatory an opportunity? You're mentioning utilities, finance, those are two areas you can jump out and say okay, we see something there. Privacy is another one. So you have a perfect storm with tech and regulatory frameworks. How has that impacted your job in the West Coast? >> Well, I mean, GDBR, we live with everyday. And clearly we're doing a ton of work in Europe. And I think that's one of the advantages Accenture has of being a big global company, and being able to take lessons learned from other parts of the world that are likely to come to the United States, et cetera, so, but I think the combination of tech and regulatory are going to be merging together here pretty quickly, especially when you talk about AI and data privacy, and that sort of thing. But it's definitely been an evolution. Great to hear Tim's point of view on what Apple thinks. And it's been really fun in my life to see Apple in the 80s when I worked there. They were a client of mine in the 80s. I worked with NEXT Computing in the 90s. And then obviously they're a big partner of ours now, so it's been a really interesting evolution. >> What are some of the growth accomplishments you guys have in the Bay Area? Obviously there's been growth here for you guys. Obviously, we've been seeing it. >> Well, I think the amount of tech-driven disruption, or digital transformation, we call it, is growing like crazy. So, you know, 20 years ago we were doing a lot of eCommerce work. We kind of shied away from doing Y2K work and a lot of our competitors saw that as a big opportunity. We didn't think it was a lot of value for our clients, fixing the old systems. And so we pivoted to eCommerce in a very aggressive way. And I would say now that's evolved even further, where more than close to 2/3 of our business here on the West Coast is what we call the new, which is clouds, security, digital analytics. And I really think it gets down to, we were talking a little bit earlier, about the data. And so we have more data scientists than we've ever had. We're probably hiring one or two every day out here on the West Coast. And it's about the data. Data is driving our consulting business. It's driving our technology business. It's driving what we're doing with AI, obviously, and things like that, so. The transformation's been pretty tremendous. >> So take a minute to explain the difference (mumbles), data, you mentioned a lot of things, you got data in there, you got cloud, and you mentioned earlier you got kind of cloud first companies, got born in the cloud, born in AI, AI first, data first, these new companies that are essentially disrupting incumbents, also your clients, that are kind of born before the cloud. And they got to transform. Is digital transformation one of those things or both of those things? How does digital transformation translate to the clients that you guys work with? >> Well, every client has a unique set of needs depending on where they came from. We do a lot of work with the digital natives. We do a lot of work with the unicorns out here on the West Coast. And their needs are different. You know, they need to learn how to scale globally. They need help in the back office. They need help sort of maturing their business model. We do a lot of work with legacy financial services companies, healthcare companies, that sort of thing. They need to figure out how to sort of, you know, pivot to digital products or digital interactions with their customers. We have a very large business now in Accenture Interactive around helping to find customer experiences for clients. And we think our mission is sort of help our clients really redefine that relationship with their customer, their supplier, their supply chain, and the experience is a key part of that. Given expectations means a lot. >> We have a lot of CUBE Conversations around IT transformation as well. And I had a CIO, big time firm, we won't say the name cause it'll out em, but he said, "We've been outsourcing IT for so many years, but now we got to build the core competency internally because now it's a competitive advantage." And they have to ramp up pretty quickly. Cloud helps them there, and they need partners that can help them move the needle on the top line. That this is not just cost control and operational scale or whether it's horizontally scalable scale-out or whatnot. Top line revenue. This is where the bread and butter of the companies are. >> Right. >> So how are you guys engaging with the clients? Give some examples of how you're helping them with the digital transition to drive their business, how do you engage them? Do you do the standard sales calls engagements? You bring them to a technology center? As the world starts to change, how do you guys help those clients meet those top lines? >> Well, a perfect client for us, you know, we're really good at helping clients cut costs and get really efficient and be good with their peers on cost structure. We love a client where they want us to help em with that and they want to pivot the savings to the new part. The way, one of the things that triggered a thought when you mentioned that was we like to bring our clients into our innovation hubs, so we've had labs here on the West Coast for a long time. We now have 10 innovation hubs in the U.S. We have a very large one in San Francisco now, and so we'll bring a client into our innovation hub and really roll up our sleeves with the client and over a week or two weeks or three period of time, we really brainstorm on envisioning their future for their company, build a minimal viable product if we have to out of our rapid prototyping capability and really envision what the target and state of their business could be, of their product could be or their customer interaction and we'll model it. Rather than sort of do a study, do another study, do a PowerPoint presentation, it's let's roll up our sleeves and figure out how to really pivot your business to the new and then take it from there. >> And they come to your location Absolutely. >> For an extended period of time? >> Yeah, so we'll have, any given day we'll have at least two different clients in our location doing either a couple a day workshop, a multi-week workshop, and it's co-creation. It's us collaborating with our client to figure out a solution. A good example is we had one of our large clients from the West Coast in there recently and we were trying to figure out how to use drone technology to drive analytics in, you know, over a geography to provide better data for them to minimize risk. And we've got a number of co-creation projects now going on with them to figure out how do we take that into a solution that not only helps their business but maybe it is a commercially available system. >> Yeah, our Wikibon research team brings us all the time with IOT and security you're starting to see companies leverage their existing assets, which is physical as well as digital and then figure out a model that makes them work together because these new use cases are springing up. So what if some of those use cases that you guys see happening, because you mentioned drones, cause that's an IOT device, right, essentially. There's all these new scenarios that are emerging and the speed is critical. It's not like, you can't do a study. There's no time to do a study. There's no time to do these things. You got to get some feet on the ground. You got to have product in market, you got to iterate. This is devops culture. >> Right. >> What is an example? >> So we did a project for a big ag company and not actually a West Coast based company but they came to our labs to look at it. And basically what we did was, we covered an area that's basically the size of Delaware in terms of drone video and we were able to drive analytics from that and ten times faster figure out for them where the forest was weak and where it wasn't. where they ought to worry about vegetation, where they might have disease issues or other risks that were facing them. And those analytics we were able to drive a lot faster and so rather than manually going around this huge square mile set of geography, they were able to sort of do it through technology a lot faster. >> Yeah, just a side note. I was talking to Paul Daugherty and interviewed him. We were celebrating, covering the celebration, your 30th anniversary of your labs. And one of the interviews I did was a wacky idea which made total sense, was during like a car accident or scene where there's been a car accident, they send drones in first and they map out the forensics- >> Sure. >> First. And you think, okay, who would have thought of that? I mean, these are new things that are happening that are changing the game on the road because they'll open up faster. They get the data that they need. They don't have to spend all that physical time laying things out. This is not just a one-off, this is like in every industry. Is there an industry that's hotter than another for you guys? (mumbles) oil and gas, utilities, financial services is kind of the big ones. What are some of the hot areas that you guys see the most activity on, on this kind of new way of taking existing industries and transforming them? >> I don't know if I could pinpoint an industry, I really don't. I mean, because I see what we're trying to do with anti-money laundering and banking is really moving the ball forward. What we're doing with patient services and pharma in health care is pretty aggressive. Even some of the things that we're doing for some of the states and governments around citizen services to make sure that ... Cause all of us have expectations now on how we want to interact with government and our expectations are not being met in just about every department, right? So we're doing a lot of work with states around how to provide a better experience to citizens. So I don't know if I could pinpoint an actual industry. One of the fun ones that we just, that we're involved with our here in our patch is one of the big gaming companies in Vegas. We are doing a lot of video analytics and technology and again, it's something like 20 times faster being able to detect fraud, being able to figure out what's going on on a gaming table and how to provide rewards quicker to their customers, keep em at the table faster or longer- >> He's got to nice stack of chips. Oh, he's going down. (laughs) Give him a comp through, he's feeling down. Look at his facial expression. I can (mumbles) imagine, I mean, this is the thing. I would agree. I think this every vertical we see is being disrupted. Just mentioned public sectors. Interesting. We were riffing at an Amazon event one time around who decides with the self-driving cars? These towns and cities don't have the budget or the bandwidth to figure out and reimagine the public services that they have, they're offering the citizens. The consumerization of IT hits the public sector. >> For sure. >> And they need help. So again every industry is going on. Okay, well I want to step back and get some time in for analytics because you guys have been investing as a company heavily in analytics in the past 10 years. Past, I think, seven years, you guys have been really, really ramping up the investment on data science, analytics. Give us an update on that. How is that going? How's that changed? And what's the update today? >> Yeah, and it's a good point. I mean, and again, you mentioned those labs being here for 30 years. A lot of our data scientists and big machine learning and big data folks frankly started at the labs here years and years ago and so, we've now got one of the largest analytics capabilities, I think, of any services company globally. We called it applied intelligence. It's a combination of our analytics capability and artificial intelligence, and we basically have an analytics capability that's built into all the different services that we provide. So we think it's, everything's about analytics just about. I mean, clearly you can't do a consulting project unless you've really got a unique analytical point of view and unique data around assessing a client's problem. You really can't really do a project or implement a system without a heavy data influence. So we are adding, frankly, I think every day I'm approving more analytics head count into our team on the West Coast in lots of different practices. And so it disbands industries, it spans all the platform sets, that sort of thing, but we're the largest of most of the big data players. >> I think one of the consistent trends with AI, which is now being the word artificial intelligence, AI, is kind of encapsulated the whole big data world because big data's now AI is the implementation of it. You're seeing everything from fraud. You mentioned anti-money laundering, know your customer, these kind of dynamics. But you get the whole dark web phenomenon going out there with fraud. All kinds of underground economies going on. So AI is a real value driver across all industries around one, understanding what's happening, >> Sure. >> And then how to figure out how to applications development could be smarter. >> Right. >> This is kind of relatively new concept for these scale out applications, which is what businesses do. So how is that going? Any color commentary on the impact of AI specifically around how companies are operationally changing and re-imagining their businesses? >> Well, I think it's very early days for most of our clients, most big companies. I think, we've done some recent surveys that say something like 78% of our clients believe that AI's really, really important and they're not at all prepared to deal with or apply it to their business. So I think it's relatively early days. There's a huge fight for skills, so we're building our team and that sort of thing. We're also classic Accenture. We grow skills pretty well too through both on-the-job training and real training. And so I think we're seeing sort of baby steps with AI. There's a lot of great vended solutions out there that we're able to apply to business problems as well. But I think we're in relatively early days. >> It's almost as if, you know, the old black-box garbage in, garbage out. You have good data, >> Exactly. >> and you got to understand data differently, and I think what I'm seeing is a lot of data architects going on, figuring out how do we take the role of data and put it in a position to be successful. It's kind of like, cause then you use AI and you go, that's great, but what about, oh, we missed this data set. >> Right. >> You'll have fully exposed data sets, so this is all new dynamics. >> So you have to iterate through it and you'll have to (mumble) solutions that'll start and restart. >> All right, so final question for you. Talk about this technology hubs again. So you have the labs, get that. So how many hubs do you have, technology hubs? >> Well, in the U.S., there's 10. But I would say in the West Coast it's really San Francisco and Seattle right now, with San Francisco being our flagship and frankly it's a flagship in the U.S. We've had the 30 year presence of our labs here on the West Coast and we've had design studios on the West Coast. We've had our what we call liquid studios, which is a big rapid prototyping sort of capability. We've had our research, et cetera. We've pulled all of those locations, so our lab started in Palo Alto, went to San Jose and is now in San Francisco. We've pulled all those locations together into what we're calling the innovation hub for the West Coast and it's a five-story marquee building in San Francisco and it's where we bring our clients and we expect to have literally, I think last year we had 200 and something client workshops and co-creation sessions there. This year we think the number's going to go to 400 and so it's really becoming a fabric of all our practices. >> How important is the co-creation, because you have a physical presence here and it's the flagship for the innovation hub and it's an accumulation of a lot of work you guys have done across multiple things you've done. Labs, liquid labs, all that stuff coming together. How important is the co-creation part as a mechanism for fostering collaboration with your clients? Co-creation's certainly hot. Your thoughts on co-creation. >> Great question, and I would tell you Accenture's kind of gone through waves as technology's gone through waves and so we were always an enabler for a client's projects and we did a lot of project work. I think we're in a wave now where we're going to be the innovation partner. We continue to sort of be named the innovation partner or the digital partner for certain clients. And we're going to do that through co-creating with them, and it's not just at their site, et cetera. It's going to be co-creation in our labs where we're taking advantage of the hundreds of data scientists and computer researchers and technical architects that we have in our labs to create something that's new and fresh and purpose-built for their particular business model. So we think co-creation is a huge part of the formula for us being successful with our clients over the next 10 years. And so that's why we've put this infrastructure in place, expect it to expand and to be sold out and that sort of thing. But it's a good way for us to build capability and really, really viable solutions for our clients going forward. >> So it's not just a sales development initiative. It's an operationalized engagement and delivery mechanism for you guys. >> Exactly, exactly. It's not, I mean it has, it self markets but it's not about marketing. It's about, we'll have tours and we'll have a little tourism through our center and so clients'll say, Wait, look at that maker lab. Look what you're doing with that client. I want one of those, right? I need to do that in my business, even though I'm in a different industry. So it's not really a marketing tool per se, it's a way for us to interact and engage with our clients. >> Well, it's a showcase in the sense of where you can showcase what you have and if clients see value, they can go to the next step. It's an accelerated path to outcomes re-imagining businesses. Okay, final question. What have you learned from all this? Because now you guys have a state of the art engagement model, delivery model, around cloud, all these things coming together, perfect storm for what you guys do. As you guys look back and see what you've built and where it's going to go, what are the key learnings that you guys came out of the West Coast team around pulling it all together over the years? What's the key learnings? >> Well, I think that our clientele is just thirsty for innovation and innovation now. It's now about sort of let's envision the future and we'll get to it some other day. It's what can we do right now and what journey, what glide path are we on to change our business? So the pace is just radically different than it used to be. And so it's about changing, rapidly changing, putting real innovation on it, and collaborating with clients in a pace that we've never seen before. I mean, I've been here 32 years and I've just never the pace of change. >> That's great, John. So (mumbles), really appreciate it. We'll get a quick plug in. What's coming up for you guys? What's going on in the West Coast? What's happening? >> Well, we're in event season right now, so we just finished all the ... We're wrapping up Oracle Open World. We just won five awards at Oracle Open World. We just did an acquisition on the West Coast to beef up our Oracle capabilities. We've got ReInvent and we have all kinds of events coming up but it's a, it's been a pretty busy season. >> So cloud and data have certainly helped rise the tide for your business. >> 100%. I mean, cloud is taking Accenture from kind of in the back of the office and put us into the front office over the last 10 years. >> Well, certainly it's awesome, (mumbles), leveling the playing field, allowing companies to scale out very rapidly, bringing a devops culture, new kinds of modern application developments, real value being created, super exciting time. Thanks for coming in and sharing your time. John Del Santo here in theCube for Cube Conversation, senior managing director at Accenture. I'm John Furrier here in theCube studios for Cube Conversation. Thanks for watching. (upbeat music)

>> Live, from Las Vegas! It's theCube! Covering VMworld 2018. Brought to you by VMware and its ecosystem partners. >> Welcome back everyone, it's theCube's live coverage in Las Vegas for VMworld 2018, it's theCube. We got two sets, 24 interviews per day, 94 interviews total. Next three days, we're in day two of three days coverage. It's our ninth year of covering VMworld. It's been great. I'm John Furrier with Dave Vellante, next guest, Cube alumni, number one in the leading boards right now, Sanjay Poonen did a great job today on stage, keynote COO for VMware. Great to have you back. Thanks for coming on. >> John and Dave, you're always so kind to me, but I didn't realize you've been doing this nine years. >> This is our ninth year. >> That's half the life of VMware, awesome. Unreal. Congratulations. >> We know all the stories, all the hidden, nevermind, let's talk about your special day today. You had a really, so far, an amazing day, you were headlining the key note with a very special guest, and you did a great job. I want you to tell the story, who was on, what was the story about, how did this come about? Tech for good, a big theme in this conference has really been getting a lot of praise and a lot of great feedback. Take us through what happened today. >> Well listen, I think what we've been trying to do at VMware is really elevate our story and our vision. Elevate our partnerships, you've covered a lot of the narrative of what we've done with Andy Jessie. We felt this year, we usually have two 90 minute sessions, Day One, Day Two, and it's filled with content. We're technical company, product. We figured why don't we take 45 minutes out of the 180 minutes total and inspire people. With somebody who's had an impact on the world. And when we brainstormed, we had a lot of names suggested, I think there was a list of 10 or 15 and Malala stood out, she never spoke at a tech conference before. I loved her story, and we're all about education. The roots of VMware were at Stamford Campus. Diane Greene, and all of that story. You think about 130 million girls who don't go to school. We want to see more diversity in inclusion, and she'd never spoken so I was like, you know what, usually you go to these tech conferences and you've heard somebody who's spoken before. I'm like, lets invite her and see if she would come for the first time, and we didn't think she would. And we were able to score that, and I was still a little skeptical 'cause you never know is it going to work out or not. So thank you for saying it worked, I think we got a lot of good feedback. >> Well, in your first line, she was so endearing. You asked her what you thought a tech conference, you said too many acronyms. She just cracked the place up immediately. >> And then you heard my response, right? If somebody tells me like that, you tell VMotion wrong she looked at me what? >> Tell them about our story, real quick, our story I want to ask you a point in question. Her story, why her, and what motivated you to get her? >> Those stories, for any of you viewers, you should read the book "I'm Malala" but I'll give you the short version of the story. She was a nine year old in the Pashtun Area of the Swat Valley in Pakistan, and the Taliban setted a edict that girls could not go to school. Your rightful place was whatever, stay at home and become a mom with babies or whatever have you. You cannot go to school. And her father ran a school, Moster Yousafzai, wonderful man himself, an educator, a grandfather, and says know what, we're going to send you to school. Violating this order, and they gave a warning after warning and finally someone shot her in 2012, almost killed her. The bullet kind of came to her head, went down, and miraculously she escaped. Got on a sort of a hospital on a plane, was flown to London, and the world if you remember 2012, the world was following the story. She comes out of this and she's unscathed. She looks normal, she has a little bit of a thing on the right side of her face but her brains normal, everything's normal. Two years later she wins the Nobel Peace Prize. Has started the Malala Fund, and she is a force of nature, an amazing person. Tim Cook has been doing a lot with her in the Malala Fund. I think that actually caught my attention when Tim Cook was working with her, and you know whatever Apple does often gets a little bit of attention. >> Well great job selecting her. How's that relevant to what you guys are doing now, because you guys had a main theme Tech for Good? Why now, why VMware? A lot of people are looking at this, inspired by it. >> There are milestones in companies histories. We're at our 20 year birthday, and I'm sure at people's birthday they want to do big things, right? 20, 30, 40, 50, these decades are big ones and we thought, lets make this year a year to remember in various things we do. We had a 20 year anniversary celebration on campus, we invited Diane Greene back. It was a beautiful moment internally at Vmware during one of our employee meetings. It was a private moment, but just with her to thank her. And man, there were people emotional almost in tears saying thank you for starting this company. A way to give back to us, same way here. What better way to talk about the impact we're having in the community than have someone who is of this reputation. >> Well we're behind your mission 100%, anything you need. We loved the message, Tech for Good, people want to work for a mission driven company. People want to buy >> We hope so. >> from mission driven companies, that stated clear and the leadership you guys are providing is phenomenal. >> We had some rankings that came out around the same time. Fortune ranked companies who are changing the world, and VMware was ranked 17th overall, of all companies in the world and number one in the software category. So when you're trying to change the world, hopefully as you pointed out it's also an attractor of talent. You want to come here, and maybe even attractor of customers and partners. >> You know the other take-away was from the key note was how many Cricket fans there are in the VMworld Community. Of course we have a lot of folks from India, in our world but who's your favorite Cricketer? Was it Sachin Tendulkar? (laughs) >> Clearly you're reading off your notes Dave! >> Our Sonya's like our, >> Dead giveaway! >> Our Sonya's like our Cricket Geek and she's like, ask him about Sachin, no who's your favorite Cricketer, she wants to know. >> Sachin Tendulkar's way up there, Shayuda Free, the person she likes from Pakistan. I grew up playing cricket, listen I love all sports now that I'm here in this country I love football, I love basketball, I like baseball. So I'll watch all of them, but you know you kind of have those childhood memories. >> Sure >> And the childhood memories were like she talk about, India, Pakistan games. I mean this was like, L.A. Dodgers playing Giants or Red Socks, Yankee's, or Dallas Cowboys and the 49ers, or in Germany playing England or Brazil in the World Cup. Whatever your favorite country or team rivalry is, India Pakistan was all there more, but imagine like a billion people watching it. >> Yeah, well it was a nice touch on stage, and I'd say Ted Williams is my favorite cricketer, oh he plays baseball, he's a Red Sock's Player. Alright Sanjay, just cause your in the hot seat, lets get down to business here. Great moment on stage, congratulation. Okay Pat Gelsinger yesterday on the key note talked about the bridges, VMware bridging, connecting computers. One of the highlights is kind of in your wheelhouse, it's in your wheelhouse, the BYOD, Bring Your Own Device bridge. You're a big part of that. Making that work on on the mobile side. Now with Cloud this new bridge, how is that go forward because you still got to have all those table stakes, so with this new bridge of VMware's in this modern era, cloud and multicloud. Cluely validated, Andy Jassy, on stage. Doing something that Amazon's never done before, doing something on premise with VMware, is a huge deal. I mean we think it's a massive deal, we think it's super important, you guys are super committed to the relationship on premises hybrid cloud, multicloud, is validated as far as we're concerned. It's a done deal. Now ball's in your court, how are you going to bring all that mobile together, security, work space one, what's your plan? >> I would say that, listen on as I described in my story today there's two parts to the VMware story. There's a cloud foundation part which is the move the data center to the cloud in that bridge, and then there's the desk job move it to the mobile. Very briefly, yes three years of my five years were in that business, I'm deeply passionate about it. Much of my team now that I put in place there, Noah and Shankar are doing incredible jobs. We're very excited, and the opportunity's huge. I said at my key note of the seven billion people that live in the world, a billion I estimate, work for some company small or big and all of them have a phone. Likely many of those billion have a phone and a laptop, like you guys have here, right? That real estate of a billion in a half, maybe two billion devices, laptops and phones, maybe in some cases laptop, phone, and tablets. Someone's going to manage and secure, and their diverse across Apple, Google, big option for us. We're just getting started, and we're already the leader. In the data center, the cloud world, Pat, myself, Raghu, really as we sat three years ago felt like we shouldn't be a public cloud ourselves. We divested vCloud Air, as I've talked to you on your show before, Andy Jassy is a friend, dear friend and a classmate of mine from Harvard Business School. We began those discussions the three of us. Pat, Raghu, and myself with Andy and his team and as every quarter and year has gone on they become deeper and deep partnerships. Andy has told other companies that VMware Amazon is the model partnership Amazon has, as they describe who they would like to do business more with. So we're proud when they do that, when we see that happen. And we want to continue that. So when Amazon came to us and said listen I think there's an opportunity to take some of our stack and put it on premise. We kept that confidential cause we didn't want it to leak out to the world, and we said we're going to try'n annouce it at either VMworld or re:Invent. And we were successful. A part with these projects is they inevitably leak. We're really glad no press person sniffed it out. There was a lot of speculation. >> Couldn't get confirmation. >> There was a lot of speculation but no one sniffed it out and wrote a story about it, we were able to have that iPhone moment today, I'm sorry, yesterday when we unveiled it. And it's a big deal because RDS is a fast growing business for them. RDS landing on premise, they could try to do on their own but what better infrastructure to land it on than VMware. In some cases would be VMware running on VxRail which benefits Dell, our hardware partners. And we'll continue doing more, and more, and more as customers desire, so I'm excited about it. >> Andy doesn't do deals, as you know Andy well as we do. He's customer driven. Tell me about the customer demand on this because it's something we're trying to get reporting on. Obviously it makes sense, technically the way it's working. You guys and Andy, they just don't do deals out of the blue. There's customer drivers here, what are those drivers? >> Yeah, we're both listening to our customers and perhaps three, four, five years ago they were very focused on student body left, everybody goes public cloud. Like forget your on premise, evaporate, obliterate your data centers and just go completely public. That was their message. >> True, sweep the floor. >> Right, if you went to first re:Invent I was there on stage with them as an SAP employee, that's what I heard. I think you fast forward to 2014, 2015 they're beginning to realize, hey listen it's not as easy. Refactoring your apps, migrating those apps, what if we could bring the best of private cloud and public cloud together enter VMware and Amazon. He may have felt it was harder to have those cultivations of VMware or for all kinds of reasons, like we had vCloud Air and so on and so forth but once we divested that decision culminations had matured between us that door opened. And as that door opened, more culminations began. Jointly between us and with customers. We feel that there are customers who want many of those past type of services of premise. Cause you're building great things, relational database technology, AI, VI maybe. IoT type of technologies if they are landing on premise in an edge-computing kind of world, why not land on VMware because we're the king of the private cloud. We're very happy to those, we progress those discussion. I think in infrastructure software VMware and Amazon have some of the best engineers on the planet. Sometimes we've engineers who've gone between both companies. So we were able to put our engineering team's together. This is a joint engineering effort. Andy and us often talk about the fact that great innovation's built when it's not just Barny go to Marketing and Marketing press releases this. The true joint engineering at a deep level. That's what happened the last several months. >> Well I can tell you right now the commitment I've seen from an executive level and deep technology, both sides are deep and committed to this. It's go big or go home, at least from our perspective. Question I want to ask you Sanjay is you're close to the customer's of VMware. What's the growth strategy? If you zoom out, look down on stage and you got vSAN, NSX at the core, >> vSANjay (laughs) >> How can you not like a product that has my name on it? >> So you got all these things, where's the growth going to come from, the merging side, is the v going to be the stable crown jewels at NSX? How do you guys see the growth, where's it going to come from? >> Just kind of look at our last quarter. I mean if you peel back the narrative, John and Dave, two years ago we were growing single digits. Like low single digits. Two, three percent. That was, maybe the legacy loser description of VMware was the narrative everyone was talking about >> License revenue was flattish right? >> And then now all of sudden we're double digits. 12, 15 sort of in that range for both product revenue. It's harder to grow faster when you're bigger, and what's happened is that we stabilize compute with vSphere in that part and it's actually been growing a little bit because I think people in the VMware cloud provider part of our business, and the halo effect of the cloud meant that as they refresh the servers they were buying more research. That's good. The management business has started to grow again. Some cases double digits, but at least sort of single digits. NSX, the last few order grew like 30, 40%. vSAN last year was growing 100% off a smaller base, this year going 60, 70%. EUC has been growing double digits, taking a lot of share from company's like Citrix and MobileIron and others. And now, also still growing double digits at much bigger paces, and some of those businesses are well over a billion. Compute, management, end-user computing. We talked about NSX on our queue forming called being a 1.4 billion. So when you get businesses to scale, about a billion dollar type businesses and their sort of four, training five that are in that area, and they all get to grow faster than the market. That's the key, you got to get them going fast. That's how you get growth. So we focus on those on those top five businesses and then add a few more. Like VMware Cloud on AWS, right now our goal is customer logo count. Revenue will come but we talked on our earnings call about a few hundred customers of VMware Cloud and AWS. As that gets into the thousands, and there's absolutely that option, why? Because there's 500,000 customers of VMware and two million customers of Amazon, so there's got to be a lot of commonality between those two to get a few thousand. Then we'll start caring about revenue there too, but once you have logos, you have references. Containers, I'd like to see PKS have a few hundred customers and then, we put one on stage today. National Commercial Bank of Jamaica. Fantastic story of PKS. I even got my PKS socks for this interview. (John laughs) >> So that give you a sense as to how we think, there will be four, five that our businesses had scale and then a few are starting to get there, and they become business to scale. The nature of software is we'll always be doing this show because there will be new businesses to talk about. >> Yeah, hardware is easy. Software is hard, as Andy Patchenstien said on theCUBE yesterday. Congratulations Sanjay and all the success, you guys are doing great financially. Products looking really good coming out, the bloom is rising from the fruit you guys have harvested, coming together. >> John if I can say one last thing, I shared a picture of a plane today and I put two engines behind it. There's something I've learned over the last years about focus of a company, and I joked about different ways that my name's are pronounced but at the core of me there's a DNA. I said on stage I'd rather not be known as smart or stupid but having a big heart. VMware, I hope is known by our customers as having these two engines. An engine of innovation, innovating product and a variety of other things. And focused on customer obsession. We do those, the plane will go a long way. >> And it's looking good you guys, we can say we've been to Radio Event, we've been doing a lot of great stuff. Congratulations on the initiative, and a great interview with you today on doing Tech for Good and sharing your story. Getting more exposure to the kind of narratives people want to hear. More women in tech, more girls in tech, more democratization. Congratulations and thanks so much for sharing. >> Thank you John and Dave. >> Appreciate you being here. >> Sanjay Poonen, COO of VMware. Friend of theCUBE, Cube Alumni, overall great guy. Big heart and competitive too, we know that from his Twitter stream. Follow Sanjay on Twitter. You'll have a great time. I'm John Furrier with Dave Vellante, stay with us for more coverage from day two live, here in Las Vegas for VMware 2018. Stay with us. (tech music)

>> From Santa Clara, California, in the heart of Silicon Valley, it's theCUBE! Covering Technovation's World Pitch 2018. Now, here's Sonia Tagare. >> Hi, welcome back, I'm Sonia Tagare here with theCUBE in Santa Clara, California covering Technovation's World Pitch Summit 2018, a pitch competition in which girls develop mobile apps in order to create positive change in the world. This week 12 finalists are competing for their chance to win the coveted gold or silver scholarships. With us today we have Tara Chklovski, the Founder and CEO of Iridescent, Tara thank you so much for being on. >> My pleasure. >> So can you tell us a little bit more about Technovation? What's the event about? >> Yeah, so Technovation is the worlds largest technology program for girls and we inspire them to find problems in their communities and actually create mobile apps and launch startups to solve these problems. And so we operate in 115 countries. >> Wow! >> This year we had about 20 thousand girls register for the program, and right now we see about girls and student ambassadors, regional ambassadors, mentors from 15 countries. So some of the countries are: Nigeria, India, Mexico, Brazil, Ethiopia, Palestine, Spain, and of course, the US and Canada. >> That's wonderful. >> And I think I may be missing a couple countries. >> So, could you tell me more about Iridescent and how Iridescent is involved in Technovation? >> Yeah, totally. So, Iridescent is the parent non-profit and we started in 2006, our mission is to empower underserved communities, especially girls and women to become innovators and creators of technology and engineering, and so it requires them feeling that they have a place at the table and being empowered to actually create new solutions, and not just be the users of solutions. >> That's wonderful. Can you tell us some success stories from past winners? >> Yeah, totally. So Technovation is unusual because it's 100 hour, pretty robust, almost like a bootcamp where, you don't need to have any prior knowledge of computer science or entrepreneurship, and you go through and have a completely finished product. And so, in the early years, in say 2010, the winners of the New York regional competition actually created an Uber-like app. And this was before Uber was actually known as a ride sharing. And a team from I think the Bay area created a Pinterest-like app. And so these girls are ahead of the times because, I mean everybody knows teenagers are ahead of their time, and girls are very active users of technology, and this puts into their hands that they become creators. But some of the success stories, one of our biggest one is Emma Yang, she was named like the top 10 under 10 to watch out for, but she created an app for her grandmother, who suffers from Alzheimer's, and she could, it would help memory training. And recently, she was actually featured in Apple's WWDC Conference when Tim Cook played the video showcasing the developer and their families, and so she was one of them on the video, so, we felt incredibly proud that we were the ones to bring her into technology. >> That's wonderful. So can you tell me more about how Technovation is helping these girls? >> Yeah, so Technovation again is unusual, because it's not like we're going to cram a whole bunch of coding and programming down your throats, it's rather, first the question is, find the problem that you're passionate about in your community, and then, oh by the way, did you know you could use technology to solve that problem? And so that real world application is very important for a new newcomer to the field, and so we bring thousands and thousands of young girls who would never dream about going into computer science into this field, so, just to give some numbers, annually, we have about 64 thousand undergraduates in computer science as a country, and only 10 thousand of them are women. >> Wow. >> And so just to give you a sense of the scale of Technovation, we have about 12 thousand Technovation alumni now in college and in the workforce. Every year we add about five thousand girls, and so that's 50% of our national output of the number of computer science graduates, right, like undergraduate women. And so we are significantly moving the needle, but it's taken a long time, I mean, this is our 13th year. And so that is the message that to build this community of young women leaders and entrepreneurs, they need to see more like themselves and so it takes time to get to get to that starting with a few girls, and so yeah, this year we have 20 thousand. >> How do you think the Girls in tech community is evolving as a whole? >> I think the coding community is becoming very, is becoming, it's becoming a movement, it's taken 10 years, and so I think you can see the change in the AP computer science results this year, you're seeing more and more girls becoming interested in computer science. But again, there's a big problem of access still, I mean, low income groups do not have access to, to coding programs in their communities, and I think, there's room for us to improve and add there. I think the Girls in tech community is vibrant, in Silicon Valley, but Silicon Valley is a tiny place in the world, as you can see, right? So I think, yes it's there, but we are very small, there's a lot of room, and there's a lot of room for other organizations to take up the challenge. >> That's awesome. So, last question: What advice would you give for girls who are interested in technology? >> I would say, find a problem that you care about, and find a mentor, I would say sign up for Technovation, because that really has all the elements and the support systems that you need, it's much more than an hour of code. You really need to see all elements of what technology can bring, and the change that you can enable. So I would definitely say yeah, sign up for Technovation, because it helps you make a real change in the world. >> That's awesome, thank you so much for being on theCUBE today. >> My pleasure. >> It's so inspiring what you're doing. >> Thank you! >> Thanks for being here, we're at Technovation's World Pitch Summit 2018, stay tuned for more. (bubbly music)

>> Announcer: Live, from San Francisco , it's The Cube. Covering Samsung Developer Conference 2017. Brought to you by Samsung. >> Okay we're back here live in San Francisco at Moscone West for exclusive coverage of Samsung Developer Conference on John Furrier, the co-founder of SiliconANGLE Media and the host of the cube here. Our next guest is Mary Min, Vice President of Global Business Development at SE Works Inc. Former entrepreneur, gamer, still entrepreneurial in her new world, but has seen the evolution of gaming. Here to talk about Augmented Reality, Virtual Reality, and kind of the trajectory of life in the digital era. Welcome to The Cube. >> Okay thank you. >> So we were just talking before we came on about the evolution of your career. You had a start-up, you sold it. It was a game. You been gaming since the late 90s and looking forward. What is the evolution of gaming and how it relates to Augmented Reality? Because there's a debate that goes on in the industry. Oh, VR is the next big thing, but yet it failed. Tim Cook recently came out and said hey, you know, don't get your hopes up. There's still more head room to do. Not necessarily a bad thing. Because now Augmented Reality is winning. You're seeing it in industrial IOT. You're seeing Augmented Reality. So what's your thoughts about how people should think about the evolution of this new wave of innovation. >> I think that with any new technology that's really life-changing for society as a whole, nothing ever gets done on the first iteration or the first phase. Things will never really take off on the first round especially when you're going mass consumer. Because people need time for learned behavior. People are creatures of habit. They like to stick what's familiar. And in order for them to move from one leap to the next, you need baby steps. And those baby steps unfortunately will include pioneers in whatever field, whether it be AR, or VR, that need to blaze the trail for their successors to come and start building on top of that as well. I read something really interesting this morning coming here where if you have someone who's trying to dig a well, and you need to dig 10 feet, the first person fails because they only dug the first foot. Second person, third person, subsequently until the ninth person, that well is not dug. But that 10th person is who successfully has the water filling the well. That 10th person could not have dug that final last foot if the first nine didn't go before him. And I consider that's really the phase that VR and AR honor as well. We needed that first iteration of VR in order to have the new generation of engineers, entrepreneurs, product people, mindset people, to start thinking about how to shape the future of this ecosystem. And we needed that to have it's course in order for AR to build on top of those learnings. And hopefully as we subsequently start to build on those as well, we don't view this as failures necessarily, but as necessary advancements in order to get to the ultimate goal of integrating more technology into our lives to make it a better life. >> And the relationship between the hardware platforms, whether it's console, PC, handset, or headset, and software, is interesting. And I want to talk about that with you. But first I want to tell you a story. Tell about your entrepreneur story. You were at UC-Berkeley Cal here, University of California - Berkeley, my daughter is a junior there, but... Great school, doing a lot of cutting-edge stuff there at Berkeley, and certainly not a lack of protests either these days. But, tell us the story. You dropped out and started a company. Tell the story. >> So I was attending Berkeley, and I'm very grateful that I was able to go to Cal. Particularly because I grew up in southern California where around the time that I grew up, there really wasn't a lot of start-ups or entrepreneurial minded people. And I came up here and became really immersed in tech and that was my first foray into it. And during college, I was working at a gaming company to help support myself through school. And just really fell in love with it. And decided that was truly what I wanted to do. My parents supported my decision, and so with their help and approval, I started building games. And I've been building games since, again, the mid-to-late 90s until now. Ran a couple of companies. Founded a few of them. And the latest one that I founded was a few years ago called Second-Wave Games. We had sold it to a larger company called World Golf Tour. And here I am now building tools for game developers actually. >> And what an evolution. You go back, I mean, the Nokia phones. You know, then the iPhone hit the scene. The smart phones. So everything in-between has been a balance of being creative with software and art, if you will gaming as art. What has changed? I mean obviously things fail, because it's a content business. Content is games. So there's always that symbiotic relationship between hardware and software. Who pushes who? Is it the yin and the yang? Or is it the good and the bad? What's going on between the relationship these days? Because we certainly see it on the enterprise side. Software at the end is driving infrastructure. What's the relationship from the content, from the artistry standpoint, and the handset. >> From our point, content makers are not very interested in any platform or hardware that doesn't have the distribution. But the hardware manufacturers need the content in order to push the distribution of hardware. So it becomes a chicken and the egg problem. And it really depends on the approach that people will take. The content distributors do not own the platform. They don't own the distribution of the actual devices that will run things. So it really kind of falls on the hardware manufacturers to decide what path they will go down. We will see more aggressive things like Microsoft when they first launched the Xbox for example. They took a heavy loss on every unit that they sold. But they were focused primarily on distribution. And then, they hit on this magic, very very like, really really run-away hit called Halo. You like Halo, you have to play on Xbox. It's not available on the other consoles. >> And Call of Duty right after it. >> Call of Duty right after it. >> The list is endless. >> So that becomes a really excellent example of how content drives adaptation of hardware. Because if you are huge fans of this title, you have to go to this hardware. And there is no other argument about it. >> It's interesting, the evolution of the internet, early adopters you saw as the adult industry. It was a leading indicator of the trends in online advertising. That's a big joke in the industry. Now, you are seeing the leading indicators in terms of cutting-edge pioneer blade trailers is gaming. Virtual communities, virtual currencies, the gaming culture you can almost use as a precursor to what you're seeing on the crypto side with blockchain. You can see on the Augmented Reality. That's a gamification of life where now the content is the real world. So that's super exciting for someone who has been in the gaming era. And software developers got to be sitting there licking their chops saying, hey I want to get in on this. >> So at my current company, SEWORKS, when we started developing our solution, we actually tested it first and foremost with gaming. With gaming apps above everything else. And people were a little puzzled thinking why would you test gaming above finance or healthcare or IOT? And our answer is because gaming is the most complex thing anyone can possibly make. It contains pretty much every single piece of technology that you could ever know. There are communications layers, there have the most sophisticated graphics layers, they have intense AI layers, they have intense algorithms, anything calculated, and it is in itself an inherit small economical ecosystem as well. So it is a very complex mini-world that you are building inside of the constraints of one application which then has to be very sophisticated in technology in order to run on our current set of hardware and devices. So it's the most challenging thing that we could build for and that's why we chose it. And I see the same thing happening. Gaming is life and life is games. Outside of solving your very basic human needs of shelter, food, and sleep, clothing. What's the immediate next thing that you want to do? People want to be entertained in some format or another. And games are really just almost like a primal urge in an instant. >> Yeah, and you said you're seeing the intersection of E-commerce, entertainment, and web services or cloud. Which you can bundle in IOT, all intersecting. And that's really what the real world is. Analog digital coming together is the consumerization of physical and digital. Which Samsung is putting out there. And this is the perfect beginning wave coming. Do you agree? >> I think so. As I was sitting through the keynote today, and I'm just reflecting on the future where I can watch TV and there's this beautiful scene of a local in northern California. Then I say, I want to go! And I jump in my car and the destination is magically loaded on my GPS in my very smart car, and it just takes me there. I don't have think about it. And on the way, they've already made reservations, right? It seems like a very seamless integration of everything if it's ideally done, and part of me, I think the security paranoia in me, is also a little afraid that too much information is going to be not necessarily a good thing in a lot of senses, because what we see, and what I've seen in almost 20 years of tech, is every time we rush to new technology, new platforms, new distribution, methodologies, people rush in and make the same mistakes over and over again. So I am a little afraid that with this era, it's going to be exactly the same. Where we see explosion of growth, we see explosion of content, people coming in with a gold rush, and then a few years later when thing are established, we're going to start to see the security leaks, the data leaks, the breaches. >> It's kind of like you don't know that smoking is bad for you until they realized people die of lung cancer. It's like data is the same thing. You don't know how much privacy you have given up. I mean look at Equifax. There's going to be more of those. So I think permission-less, permission-based data security, huge issue governing. That's big. >> It is, particularly because your average consumer is not very privacy sensitive. If I want to use something, I want to use something and asking me for permissions is just a hurdle that if I'm motivated enough to actually use a service, or use an app, I'm just going to keep brushing aside without really thinking about it. And alarmingly, the number of apps that we look at, the number of permissions that they ask, is kind of scary. >> Mary, great to have you on the cube. Great conversation. Great thought leadership. I'll give you the final word. What are you guys doing at SEWORKS? What are you up to after the event? What are some of the things you're working on? Get the plug in for your company. >> Yeah, so, what SEWORKS does is, we do tools for developers to help you alleviate your security needs when you're developing for mobile apps or for IOT or for connected, anything actually. If you're building on Android or iOS, we have a solution for you. We're essentially like your armory so we outfit you with an incredible shield that protects your application when it ships to the public. Against hacking and reverse engineering. >> So security as a service? >> We're security as a service. Just think of us as your on-call hackers, how's that? >> Great, your white hat shield for the apps, for mobile, mobile development is hot obviously. New user experiences and expectations are here. There's a big wave coming in, we're seeing on machine learning. You're seeing with AI. And certainly Augmented Reality and Virtual Reality. All powered by unlimited compute in the cloud. Mary Min, SEWORKS, The Cube, more live coverage here in San Francisco after the short break.

I[Announcer] Live from Silicon Valley, it's "The Cube." Covering Mobile World Congress 2017. Brought to you by Intel. >> 'Kay welcome back everyone, we are live in Palo Alto for "The Cube" special coverage of Mobile World Congress 2017. We're in our new 4,500 square foot studio, just moved in. We'll be expanding, you'll see a lot more in-studio coverage from "The Cube" as well as our normal going out to the events and extracting. Anyways I'm John Furrier Joining me is Jeff Frick. General manager of "The Cube." But a breakdown, all the action. As you know, we do a lot of data science. We've been watching the grid. We've been on the treadmill all weekend. All last week, digging into the Mobile World Congress. Sentiment, the vibe, the direction, and trying to synthesize all the action. And really kind of bring it all together for everyone here. And of course,we're doing it in Palo Alto. We're going to bring folks in from Silicon Valley that could not have made the trek to Barcelona. We're going to be talking to folks on the phone, who are in Barcelona. You heard from Lynn Comp from Intel. We have Floyd coming up next. CTO and SAP breaking down all the action from their new cloud. And big Apple news. SAP now has a general availability of the iOS native development kit. Which should change the game for SAP. There is tons of smart cities, smart stadiums, you know IOT, autonomous vehicles. So much going on at Mobile World Congress. We're going to break that down every day starting at 8AM. In-studio. And of course, I want to thank Intel for headlining our sponsorship and allowing us to create this great content. With some contributing support from SAP clouds I want to give a shout out, a bit shout out to Intel. Check out their booth. Check out their coverage. And check out their new SAP cloud, that's been renamed from HANA Cloud to SAP cloud. Without their support we wouldn't be able to bring this wall-to-wall great commentary. Jeff so with that aside. We got two days. We've got Laura Cooney coming in. Bob Stefanski managing this bridge between Detroit and Silicon Valley. And all that great stuff. Phones are ringing off the hook here in the studio. Go tweet us by the way at the cube or at ferrier We have Guy Churchwood coming in. We have great content all week. We have entrepreneurs. We have Tom Joyce, a Cube alumni. Who's an executive interviewing for a bunch of CEO positions. Really going to break down the changing aspect of Mobile World Congress. The iPhone's 10 years old. We're seeing now a new step function of disruption. Peter Burris said the most terrible in time. And I even compounded the words by saying and the phones are getting faster. So it's beyond the device. I mean what are you seeing on the grid? When you look at the data out there? >> John a bunch of things as we've been watching the stream of the data that came in and surprised me. First off just a lot of early announcements around Blackberry and Nokia. Who are often not really mentioned as the leaders in the handsets base. Not a place that we cover real extensively. But really kind of, these guys making a move and really taking advantage of the void that Samsung left with some of the Note issues. But what I thought was even more interesting is on our hashtag monitoring tools that IOT and 5G are actually above any of the handset manufacturers. So it really supports a hypothesis that we have that while handsets will be better and there'll be more data enabled by 5G, what 5G's really all about is as an IOT enabler. And really another huge step in the direction of connected devices, autonomous vehicles. We've talked about it. We cover IOT a lot. But I thought that was pretty interesting. >> Well Robo Car's also in there. That's a. >> Well everybody loves a car right. >> Well it's kind of a symbol of the future of the car. Which again ties it all together. >> Right right. The driverless race car, which is pretty interesting. >> Takes sports to a whole other level. >> I thought that was interesting. Another little thing as we watch these digital assistants and these voice assistants John, and I got a couple for Christmas just so I could try them out, is that Motorola announced that they're going to partner with Alexa. And use the Alexa voice system inside of their phones. You know I'm still waiting, I don't know why Siri doesn't have a stand-alone device and really when you use a Google Home versus an Amazon Alexa, very different devices, really different kind of target. So I thought that was an interesting announcement that also came out. But fundamentally it's fun to see the support of IOT and 5G, and really enable this next great wave of distribution, disruption, and opportunity. >> We're going to have Saar Gillia in the studio later today and tomorrow as a guest analyst for us on "The Cube." Of course folks may know Saar from being on "The Cube," he was recently senior vice reporting to Meg Whitman, and built out that teleco service provider, NFV business model for HP. And he's been to Mobile World Congress almost every year. He didn't make it this year, he'll be coming in the studio. And he told me prior to being, extremely vetting him for "The Cube" if you will, to use a Trump term, after extreme vetting of Saar Gillia he really wants to make the point of, and this is going to be critical analysis, kind of poking a hole into the hype, which is he doesn't think that the technology's ready for primetime. And specifically he's going to comment around he doesn't believe that the apps are ready for all this bandwidth. He doesn't think, he thinks that 5G is a solution looking for a problem. And I don't necessarily agree with him, so we'll have a nice commentary. Look for Saar today on "The Cube," at 11:30 he's coming on. It's going to be a little bit of a cage match there with Saar. >> I always go back to the which is the most underrepresented and most impactful law. Which is probably in the short term, in the hype cycle 5G's probably not going to deliver on their promise up to the level of the hype. As we find over and over with these funny things like Bluetooth. Who would ever think Bluetooth would be such an integral part of so many things that we do today? I think over the long term, the mid term, I think the opportunity's giant. >> I meant I think for people to understand 5G, at least the way I always describe it over the weekend, when I was at lacrosse games and soccer games over the weekend, for the folks that aren't in tech, 5G is the holy grail for IOT, mobile cars, and AI. Because what 5G does, it creates that mesh of rf, or rf radio frequency, at a whole other level. You look at the radios that Intel's announcing across their Telco partners, and what Intel's doing really is a game-changer. And we all know LTE, when the signal's low on the phone, everyone freaks out. We all know when WiFi doesn't work, the world kind of comes to a crawl. I mean just think 15 years ago wifi wasn't even around. So now think about the impact of just what we rely on with the digital plumbing called wireless. >> [Jeff] Right, right. >> When you think about the impact of going around the fiber to the home, and the cost it takes, to bring fiber to, Lynn Comp was commenting on that. So having this massively scalable bandwidth that's a radio frequency wireless is just a game-changing thing you can do. Low latency, 10 20 gig, that's all you need. Then you're going to start to see the phones change and the apps change. And as Peter Burris said a turbulent change of value propositions will emerge. >> It's funny at RSA a couple of weeks back the chatter was the people at RSA, they don't use wifi. You know, they rely on secure mobile networks. And so 5G is going to enable that even more, and as you said, if you can get that bandwidth to your phone in a safer, and secure, more trusted way, you know what is the impact on wifi and what we've come to expect on our devices and the responsiveness. And all that said, there will be new devices, there will be new capabilities. And I guess the other thing that's kind of funny is that of course the Oscar's made their way up to the, on the board. I thought that might wipe everything out after last night. But no IOT and 5G is still above Oscar's on the trending hashtag. >> Well I mean, Oscar's bring up... It's funny we all watch the Oscar's. There was some sort of ploy, but again, you bring up entertainment with the Oscar's. You look at what Hollywood's going through, and the Hollywood Reporter had an article talking about Reed Hastings with Netflix, he talked today really kind of higher end video so the entertainment business is shifting the court cutting is happening, we're seeing more and more what they call over the top. And this is the opportunity for the service providers but also for the entertainment industry. And with social media and with all these four form factors changing the role of media will be a packet data game. And how much can you fit in there? Whether it's e-sports to feature film making, the game is certainly changing. And again, I think Mobile World Congress is changing so radically. It's not just a device show anymore, it's not about the handset. It's about what the enablement is. I think that's why the 5G impact is interesting. And making it all work together, because a car talking to this device, it's complicated. So there's got to be the glue, all kind of new opportunities. So that's what I'm intrigued by. The Intel situation where you've got two chip guys battling it out for who's going to be that glue layer under the hood >> Right and if you look at some of the quotes coming out of the show a lot of the high-level you got to get away from the components and get into the systems and solutions, which we hear about over and over and over again. It's always about systems and solutions. I think they will find a problem to solve, with the 5G. I think it's out there. But it is... >> My philosophy Jeff is kill me with the bandwidth problem. Give me more bandwidth, I will consume more bandwidth. I mean look at compute pal as an example. People thought Morse law was going to cap out a decade ago. You look at the compute power in the chips with the cloud, with Amazon and the cloud providers it's almost infinite computes. So then the role of data comes in. So now you got data, now you got mobile, I think give us more bandwidth, I think the apps have no problem leveling up. >> [Jeff] Sucking it up. >> And that's going to be the debate with Saar. >> It's the old chip. The Intel Microsoft thing where you know, Intel would come out with a faster chip then the OS with eat more of it as part of the OS. And it kept going and going. We've talked through a lot of these John and if you're trying to predict the future and building for the future you really have to plan now for almost infinite bandwidth for free. Infinite storage for free, infinite compute for free. And while those curves are kind of asymptotically free they're not there yet. That is really the world in which we're heading. And how do you reshape the way you design apps, experiences, interphases without those constraints, which before were so so significant. >> I'm just doing a little crowd check here, you can go to crowdcheck.net/mwc if you want to leave news links or check in with the folks chatting. And I was just talking to SAP and SAP had the big Apple news. And one of the things that's interesting and Peter Burris talked about this on our opening this morning is that confluence between the consumer business and then the infrastructures happening. And that it was called devos but now you're starting to see the developers really focusing on the business value of technology. But yet it's not all developers even though people say the developers, the new king-makers, well I would say that. But the business models still is driven by the apps. And I think developers are certainly closer to the front lines. But I think you're going to start to see a much more tighter coupling between the c level folks in business and the developers. It's not just going to be a developer-led 100% direction. Whether it's entertainment, role of data, that's going to be pretty interesting Jeff. >> So Apple's just about finished building the new spaceship headquarters right. I think I opens up next month. I'm just curious to get your take John on Apple. Obviously the iPhone changed the game 10 years ago. What' the next big card that Apple's going to play? 'Cause they seemed to have settled down. They're not at the top of the headlines anymore. >> Well from my sources at Apple, there are many. Deep inside at the highest levels. What I'm hearing is the following. They're doing extremely well financially, look at the retail, look at the breadth of business. I think Tim Cook has done an amazing job. And to all my peers and pundits who are thrashing Apple they just really don't know what they're talking about. Apple's dominating at many levels. It's dominating firstly on the fiscal performance of the company. They're a digital presence in terms of their stickiness is second to none. However, Apple does have to stay in their game. Because all the phone guys they are in essence copying Apple. So I think Apple's going to be very very fine. I think where they could really double down and win on is what they did getting out of the car business. I think that was super smart. There was a post by Auto Blog this weekend saying Silicon Valley failed. I completely disagree with that statement. Although in the short term it looks like on the scoreboard they're kind of tapping out, although Tesla this year. As well as a bunch of other companies. But it's not about making the car anymore. It's all about the car's role in a better digital ecosystem. So to me I think Apple is poised beautifully to use their financial muscle, to either buy car companies or deal with the digital aspect of it and bring that lifestyle to the car, where the digital services for the personalization of the user will be the sticking point for the transportation. So I think Apple's poised beautifully for that. Do they have some issues? Certainly every company does. But compared to everyone else I just see no one even close to Apple. At the financial level, with the cash, and just what they're doing with the tax. From a digital perspective. Now Google's got a self-driving cars, Facebook's a threat, Amazon, so those are the big ones I see. >> The other thing that's happening this week is the game developer conference in San Francisco at Moscone. So you know again, huge consumers of bandwidth, huge consumers of compute power. Not so much storage. I haven't heard much of the confluence of the 5G movement with the game developer conference. But clearly that's going to have a huge impact 'cause most gaming is probably going to move to a more and more mobile platform, less desktop. >> Well the game developer conference, the one that's going on the GDC, is kind has a different vibe right now. It's losing, it's a little bit lackluster in my mind. It's classic conference. It's very monetized. It seems to be over-monetized. It's all about making money rather than promoting community. The community in gaming is shifting. So you can look at how that show is run, versus say e three and now you've got Twitch Con. And then Mobile World Congress, one of the big voids is there's no e-sports conversation. That certainly would be the big thing to me. To me, everything that's going digital, I think gaming is going to shift in a huge way from what we know as a console cult. It's going to go completely mainstream, in all aspects of the device. As 5G overlays on top of the networks with the software gaming will be the first pop. You're going to see e-sports go nuclear. Twitch Con, those kind of Twitch genre's going to expand. Certainly "The Cube" will have in the future a gaming cube. So there'll be a cube anchor desk for most the gaming culture. Certainly younger hosts are going to come one. But to me I think the gaming thing's going to be much more lifestyle. Less culty. I think the game developer conference's lost its edge. >> And one of the other things that comes, obviously Samsung made a huge push. They were advertising crazy last night on the Oscar's, with the Casey add about you know, people are creating movies. And they've had their VR product out for a while but there's a lot of social activity saying what is going to be the killer app that kind of breaks through VR? We know Oculus has had some issues. What do you read in between the tea leaves there John? >> Well it's interesting the Oscar's was awesome last night, I would love to watch the Hollywood spectacle but one of the things that I liked was that segway where they introduced the Oscar's and they kind of were tongue in cheek 'cause no one in Hollywood really has any clue. And they were pandering, well we need to know what they meant. It was really the alpha geeks who were pioneering what used to be the green screen technology now you go and CGI it's our world. I mean I want to see more of that because that is going to be the future of Hollywood. The tools and the technologies for filmmaking is going to have a Morse law-like impact. It's the same as e-sports, you're going to see all kinds of new creative you're going to see all kinds of new tech. They talked about these new cameras. I'm like do a whole show on that, I would love it. But what it's going to enable is you're going to see CGI come down to the price point where when we look at PowerPoints and Adobe Creative Suite and these tools. You're going to start to see some badass creative come down for CGI and this is when the artist aspect comes in. I think art design will be a killer field. I think that is going to be the future of filmmaking. You're going to see an indie market explode in terms of talent. The new voices are going to emerge, the whole diversity thing is going to go away. Because now you're going to have a complete disruption of Hollywood where Hollywood owns it all that's going to get flattened down. I think you're going to see a massive democratization of filmmaking. That's my take. >> And then of course we just continue to watch the big players right. The big players are in here. It's the start ups but I'm looking here at the Ford SAP announcement that came across the wire. We know Ford's coming in at scale as stuff with IBM as well So those people bring massive scale. And scale is what we know drives pricing and I think when people like to cap on Morse law they're so focused on the physical. I think the power of Morse law has nothing to do with the microprocessor per se. But really it's an attitude. Which we talked a little briefly about what does the world look like if you have infinite networking, infinite compute, and infinite storage. And basically free. And if you start to think that way that changes your perspective on everything. >> Alright Jeff well thanks for the commentary. Great segment really breaking down the impact of Mobile World Congress. Again this show is morphing from a device show phone show, to full on end-to-end network. Intel are leading the way and the entire ecosystem on industry partners, going to write software for this whole new app craze, and of course we'll be covering it here all day today Monday the 27th and all the day the 28th. Stay tuned stay watching. We've got more guests coming right back with more after the short break.

>> Live from the Walt Disney World Swan and Dolphin Resort in Orlando, Florida, it's theCUBE, covering Splunk .conf2016. Brought to you by Splunk. Now, here are your hosts John Furrier and John Walls. >> And welcome back here on theCUBE. The flagship broadcast of SiliconANGLE TV where we extract a signal from the noise. We're live at conf2016 here in Orlando, Florida on the show floor. A lot of activity, a lot of excitement, a lot of buzz and a really good segment coming up for you here. Along with John Furrier, I'm John Walls and we're joined by two gentlemen from the Herjavec Group, Robert Herjavec. Good to see you, sir. >> Greetings. Thank you for having us. >> The CEO, and Atif Ghauri is Senior VP at Herjavec. Good to see you, sir. >> Yes. >> First off, Robert, congratulations. Newly married, your defense was down for a change. Congratulations on that. (laughter) >> Oh thank you. It was wonderful. It was a great wedding, lots of fun but casual and just a big party. >> Yeah, it was. Looked like, pictures were great. (laughter) People obviously know you from Shark Tank. But the Herjavec Group has been, really, laser focused on cyber security for more than a decade now. Tell us a little bit about, if you would, maybe just paint the broad picture of the group, your focus, and why you drilled down on cyber. >> Yeah, I've been in the security business for about 30 years. I actually helped to bring a product called CheckPoint to Canada firewalls, URL filtering, and that kind of stuff. And we started this company 12 years ago, and our vision was to do managed services. That was our vision. No other customer's vision, but our vision. And we thought we'd do $5 million in sales in our first year and we did $400000. The market just wasn't there. SIEM technology, log aggregation isn't what it is today. I mean, I think at the time, it was enVision. What was it called? >> Yeah, enVision. >> enVision. And then RSA bought them. That was really the first go-to-market SIEM. Then you had ArcSight and Q1. So our initial business became around log aggregation, security, writing parsers. And then over time it grew. It took us five years to get to $6 million in sales, and we'll do about $170 million this year. We went from a Canadian company to really a global entity. We do a lot of business in the States, UK, Australia, everywhere. >> But you're certainly a celebrity. We love havin' you on theCUBE, our little Shark Tank in and of itself. But you're also an entrepreneur, right? And you know the business, you've been in software, you've been in the tech business, so you're a tech athlete, as we say. This world's changing right now. And I'm certain you get a lot of pitches as entertainment meets business. But the fact that the entrepreneurial activity, certainly in the bay area and San Francisco, the Silicon Valley, where I live, and all around the world, is really active. Whether you call the programmer or culture or just the fact that the cloud is allowing people to start companies, you're seeing a surge in entrepreneurship in the enterprise. (laughs) Which is like, was boring in the past, you know? You just mentioned CheckPoint in the old days, but now it's surging. Your thoughts on the entrepreneurial climate? >> I dunno if the enterprise entrepreneurship element is surging. By the way, I'm going to say intrepreneur, just the way I say it. Cuban always makes fun of me. (laughter) We don't say it like that in America! I'm like, screw off! (laughter) >> That's how you say it! >> I want to say it the way I want to say it. >> Well, internal entrepreneurs, right? Is that what you mean by intrepreneurship? >> Well, no. I'm just, it's just the way I say it. >> It's a Canadian thing. >> But business to business enterprise, we've always been in the enterprise business. So we're seeing a lot of growth in that area, a lot of VC money's going into that area, because it's more, you know, you can measure that level of return and you can go and get those customers. But on our show, we're a bubble. We don't do a lot of tech deals like we're talking because it's boring TV. Tech people love tech, consumers love the benefit of tech. You know, no consumer opens up their iPhone and says, oh my gosh, I love the technology behind my iPhone. They just love their iPhone. And our show is really a consumer platform that is-- >> It's on cable TV, so it's got a big audience. So you got to hit the wide swath-- >> We're one of the highest-rated shows on network television. Eight years, three Emmys. You know, it's a big show now. And what we've all learned is, because Mark Cuban and I are tech guys, we used to look for stuff we know. We don't invest in stuff we know any more. We invest in slippers, ugly Christmas sweaters, food products, because if you can tap into that consumer base, you're good to go. >> So bottom line, has it been fun for you? I mean, the show has been great. I mean, obviously the awards have been great. Has it been fun for you? What's it been like, what's the personal feeling on being on the Shark Tank. >> You know, filming is fun, and hanging out is fun, and it's fun to be a celebrity at first. Your head gets really big and you get really good tables at restaurants. There's no sporting venue-- >> People recognize you. >> Yeah. >> You get to be on theCUBE. (laughter) >> I get be on theCUBE. >> Doesn't happen every day. >> You get to go everywhere. But after a while it gets pretty dry. But it really helps our brand. We compete, typically, against IBM, Verizon, and you know, the CEO of IBM, you're not going to see him selling his security. >> Well I know they're doin' a lot, spending a lot of cash on Watson, trying to get that to work, but that's a whole 'nother story. But let's get down and dirty on Splunk. You're here because you're doin' a talk. Give a quick take on what you're talking about, why are you here at .conf for Splunk? >> Yeah, we're doing a talk on data transformation. The world today is about data. And the amount of data points and access points and the internet of things, it's just exponential growth. The stat I always love, and Atif's heard it 1000 times is, there's roughly three billion people on the internet today, and there's roughly six billion or seven billion IP addresses. By 2020, according to the IPV Committee, there'll five, six billion people connected. And hundreds of trillions of IP addresses. >> And the IoT is going to add more surface area to security attacks. I mean, it used to be, the old days, in CheckPoint, the moat, the firewall, backdoor, frontdoor. >> The idea of the perimeter is gone now. There is no such thing as a perimeter any more, because everything you can access. So a lot of work in that area. And all of that comes to data and log aggregation. And what we've seen for years is that the SIEM vendors wanted to provide more analytics. But if you really think about it, the ultimate analytics engine is Splunk. And Splunk now, with their ESM module, is moving more into the security world and really taking away market share. So we're very excited by, we have a great relationship with the Splunk guys, we see nothing but future growth. >> And you're using Splunk and working with it with your customers? >> We do, we've been using Splunk for a while. We have a private cloud. Tell us a little bit about that. >> Yeah, so we eat our own dog food. So not only do we sell Splunk, but we also use it in-house. We've been usin' it for over five years, and it powers our analytics platform, which is a fancy way to say, reduces the noise from all the different clutter from all the IoT, from all the different type of alerts that are comin' in. Companies need a way to filter through all that noise. We use Splunk to solve that problem for us internally, and then, of course, we sell it and we manage it for Global 2000 customers, Fortune 100 companies all over the world. >> Tell us what about the role of data, 'cause data transformation has been a big buzzword it's a holistic message around businesses digitizing and getting digital assets in front of their customers. We have a big research division that does all of this stuff. By the end of the day, you know, the digitization business means you're going to have to go digital all the way. And role of data is not the old data warehousing days, where it's fenced away, pull it in, now you need data moving around, you need organic sharing of data, data's driving policies and new pattern recognitions for security. How do you guys see that evolving? How do you talk to your customers, because in a way, the old stuff can work if you use the data differently. We're seeing a pattern, like, hey, that's an algorithm I used 10 years ago. But now, with new data, that might be workable. What are some of the things that you're seeing now that customers are doing that you talk to that are leveraging data, like Splunk, in a new way? >> Well, that's really where Splunk adds so much value, because a friend of mine is the dean of USC. And he has a great saying, more data is not necessarily more information. And so, the mistake that we see customers making a lot is they're collecting the data, but they're not doing the right things with it. And that's really where Splunk and that level of granularity can add tremendous value, not just from logging, but from analytics and going upstream with it. >> Yeah, and also, to that point, it's just automation. There's too much data >> That's a great point. >> And it's only going to get bigger, right, based on that stat Robert rattled off. Now, we need some machine learning analytics to move it further. And all points aside, machine learning isn't where it needs to be right now. Today in the market, it still has a long way to go. I would call it a work in progress. But however, it's the promise, because there's too much data, and to secure it, to automate behavior, is really what what we're looking for. >> The example I saw is the innovation strategy's comin' to take, and they're growin' with mobility, growin' with cloud, increase the surface area, IoT. But the supervised areas of the enterprise were the doors, right? Lock the doors. And perimeter is now dead. So now you have an unsupervised environment and the enterprise at risk. Once the hackers get in, they're havin' their way. >> The internet is, like, a kindergarten playground where there are no rules and the teacher went home at lunch. (laughter) That is the internet. And kids are throwin' crap. >> And high school. I think it would be high school. Kindergarten through high school! >> And you have different-aged kids in there. >> It's chaos, bedlam! >> Very well said. The internet is chaos, but by nature, that's what we want the internet to be. We don't want to control the chaos because we limit our ability to communicate, and that's really the promise of the internet. It's not the responsibility of the internet to police itself, it's the responsibility of each enterprise. >> So what new things are happening? We're seeing successes. Certainly, we're reporting on companies that are being successful are the ones that are doing reverse of what was once done, or said differently, new ways of doing things. Throwin' out kind of tryin' to do a hybrid legacy approach to security, and seeing the new ways, new things, new better cat and mouse games, better honeypots, intelligent fabrics. What do you guys recommend to your customers and what do you see, in your talk, this digital transformation's definitely a real trend, and security is the catastrophic time bomb that's ticking for all customers. So that's, it dwarfs compliance, risk management, current... >> Well, I dunno if that's necessarily true, that it's a time bomb. You know, the number one driver for security, still, is compliance. We sell stuff people don't really want to buy. Nobody wakes up and the morning and says, yeah, I want to go spend another $5 million on security. They do it, frankly, because they have to. If none of their competitors were spending money on security, I don't think most enterprises would. I mean, whenever you have to do something because it's good to do, you have a limited up cycle. When you do something because there's a compliance reason to do it, or bad things happen to you, you're really going to do it. >> So you think there's consumer pressure, then, to have to do this, otherwise-- >> Interesting stat, the Wall Street Journal did a study and asked 1000 people on a street corner in New York if, for a hamburger, they will give away their social insurance number, their home number, and their name. 72% of people gave out that information freely. >> Better be a good hamburger. (laughs) >> Back to your point, though, I want to get a-- >> So I think consumers have an expectation of security, and how they police that is they simply go to somebody else. So if you're my retailer and you get breached, you know what I'm going to do? I'm going to go next door. But I think that the average consumer's expectation is, security's your responsibility, not mine. >> Okay, so on the B to B side, let's get that. I wanted to push you on something I thought I kind of disagreed with. If compliance, I agree, compliance has been a big part of data governance and data management. >> Yeah, PCI has been the biggest driver in security in the last five years. >> No doubt. However, companies are now sharing data more with other companies. Financial institutions are sharing core data with other financial institutions, which kind of teases out the trend of, I'll give you some of my data to get, to fight the fraud detection market because it's a $1 trillion problem. So as you start to see points of growth where, okay, you start to see people go outside their comfort zone on compliance to share data. So we're tryin' to rationalize that. Your thoughts? I mean, is that an indicator? Do you see that as a trend, or, I mean, obviously locking down the data would be, you know. >> I think it's challenging. I mean, we were at the president's council on security last year at Stanford. And you know, President Obama got up there, made some passionate speech about sharing data. For the goodness of all of us, we need to share more data and be more secure. I got to tell you, you heard that speech and you're like, yeah baby, I'm going to share my data, we're all going to work together. Right after him, Tim Cook got up there (laughter) and said, I will never share my data with anybody in the government! And you heard him, and you're like, I am never sharing my data with anybody. >> Well there's the tension there, right? >> Well, this is a natural-- >> Natural tension between government and enterprise. >> Well, I think there's also a natural tension between enterprises. There's competitive issues, competitor pressures. >> Apple certainly is a great case. They hoard their data. Well, this is the dilemma, right? You want to have good policy, but innovation comes from experimentation. So it's a balancing act between what do you kind of do? How do you balance-- >> Yeah, it's a great time to be in our space. I mean, look at this floor. How many companies are here? Splunk is growing by 30%, the show itself, 30% per year. They're going to outgrow this venue next year and they're going to go, probably, Vegas or somebody. I think that's exciting. But these are all point products. The fastest-growing segment in the computer business is managed services, because the complexity in that world is overwhelming, and it's extremely fragmented. There's no interlinking. >> Talk about your business in there right now. What are you guys currently selling, how many employees do you have, what's the revenues like, what's the product mix? >> Yeah, so we are a global company. So we have 10 offices worldwide and close to 300 employees. We're one of the fastest-growing companies in North America. We sell, our focus is managed security services. We do consulting as well as incident response remediation, but the day-to-day, we want your logs, we want to do monitoring, we want to help with-- >> So you guys come in and do deployments and integration and then actually manage security for customers? >> We do the sexy of gettin' it in, and then we also do the unsexy of managing it day-to-day. >> Atif, nothing unsexy about our work. (laughter) >> It's all sexy, that's what theCUBE show's about. >> It's all sexy! >> That's why theCUBE's a household name. We have celebrities coming on now. Soon we'll be on cable. >> That's right! This will be a primetime show. (laughter) >> Before we know it! >> That's funny, I got approached by a network, I can't tell you who, big network with a big producer to do a cybersecurity show. And so, they approached me and they said, oh, we think it's going to be so hot. It's such a topical thing. So they spent a day with me and our team to watch what we do. There is no cybersecurity show! (laughter) They're like, do you guys do anything besides sit on the computer? >> You have a meeting and you look at the monitor. It's not much of a show. >> Does anybody have a gun?! (laughter) >> It's not great for network TV, I think. >> Build a wall. >> Someone has to die in the end. That has to be network TV. And yeah, but I mean, there's a problem. There's 1.4 million cyber jobs open right now. And that's not even including any data science statistics. So you know, so we're reporting that-- >> I'm sure it's the same thing in data science. >> Same problem. How do you take a high skill that there's not enough talent for, hopefully, computer science education, all that stuff happens, and automate it. So your point about automation. This is the number one problem. How do you guys advise clients what the hell do they do? >> You know, automation's tough. We just had this meeting before we got on here, because in our managed service, it's people-driven. We want to automate it. But there's only a certain amount of automation you can do. You still need that human element. I mean, if you can automate it, somebody can buy a product and they're secure. >> Machine learning isn't where it's supposed to be. Every vendor aside, machine learning's not where it needs to be, but we're getting there. Having succinct automation helps solve the cybersecurity labor shortage problem, because the skill level that you hire at can go lower. So you reduce the learning curve of who you need to hire, and what they do. >> That's a great point. I think the unsupervised machine learning algorithms are going to become so much smarter with the Splunk data, because they are, that's a tough nut to crack because you need to have some sort of knowledge around how to make that algorithm work. The data coming in from Splunk is so awesome, that turns that into an asset. So this is a moving train. This is the bigtime. Okay, go step back for a second, I want to change gears. Robert, I want to get your thoughts, because since you're here and you do a lot of, you know, picking the stocks, if you will, on Shark Tank, in the tech world, our boring tech world that we love, by the way. >> We love it too. >> How do you, as someone who's got a lot of experience in cycles of innovation, look at the changing digital transformation vendor landscape, Splunk, companies like Oracle tryin' to transform, Dell bought EMC, IBM's pivoting, Amazon is booming. How do you look at the new digital enterprise, and how do you look at that from, if you're a customer, an investor, where's the growth stocks, where's the growth companies, what's the growth parameters, what's your thoughts? >> One of the reasons a lot of our industry, why I got into tech was I had no money, my dad worked in a factory, my mom was a receptionist. And the old adage is, to make money, you need money. To get ahead, it's not what you know, it's who you know. I didn't know anybody. And the value of tech is tech transforms every three years. We follow these cycles where we eat our own young and we throw away stuff that doesn't add value. Tech is the great equalizer, 'cause if you don't add value, nobody cares. And you know, when I'm starting out as a guy with a small company, I love that! We're going to kick ass, we're going to add value. Now that we're a little bigger-- >> Well, when you're a young company you can eat someone's lunch, because if they're not paying attention, you can come in and-- >> For sure. It gets harder as you get bigger because now we're the big guys that somebody in their basement's tryin' to take out. But you know, we see tremendous innovation in security. If you look back three years, who were the leaders in the SIEM space? ArcSight, Q1, Nitro to a lesser degree, and enVision. Today, does RSA have a strategy around a SIEM? They have Netwitness, you know, security analytics, which is kind of a SIEM. Q1 is in the throes of the IBM machine, somewhere in their gut, nobody knows. ArcSight, who buys ArcSight anymore? It's so complicated. Who's the leader? Splunk! >> So back to the old classic team. Obviously, you have good people on the management team. Product matters now, in tech, doesn't it? More than ever. Obviously, balance sheet. Okay, let's get back to the data transformation. So you know, data is so critical now, and again, it's more from that data warehouse, which still is around, but to real-time data having value, moving it into different applications. Question is, how do you value data? I mean, you can't put it on the balance sheet. I mean, people value factories. GE said, we have all this investment in machines and assets. They worry about someone getting their data and doing a judo move on them. So data is truly an asset that's flying out of their network. How does companies value data? Can it ever be on the balance sheet? How do you look at that? >> I don't think data, in of itself, has any value. It's the effect of the data that has the value. And it's a very singular, it's what somebody does to it. Whatever the data is worth to you, from a business perspective, it's worth fundamentally more to an outside bad party because they can package that data and sell it to a competitor, a foreign government, all those kind of places. So it's the collection of raw data and applying it to something that has meaning to a third party. >> So it's like thermodynamics, really. Until it's in motion, it's really not worth anything. I mean, that's what you're saying. Data's data until it's put to work. >> Right, I don't think you're ever going to see it on a balance sheet as a hard, core value, because it has to have a transformative value. You have to do something with it. It's the something. >> So pretend you're in Shark Tank and you're a data guy, and you say, boss, I need more budget to do security, I need more budget to expand our presence. And the guy says sorry, I need to see some ROI on that data. Well, I just have a gut feeling that if we move the data around, it's going to be worth something. Oh, I pass. You can't justify the investment. So a lot of that, I mean, I'm oversimplifying it, but that's kind of like a dialogue that we hear in customers. How do you get that-- >> What I always tell CIOs and CCOs, it's challenging to get budget to do a good thing or the right thing. It's easier to get budget to do the necessary thing. And so, necessary is defined by the nature of your business. So if you make widgets and you want to get more budget to protect the widgets, no one cares. No one's sitting around, and like oh, are my widgets safe? They are, to certain degree, and they'll have limited budget for that. But if you go to them and say, you know what, we have a risk that if somebody can attack our widgets, we're going to be down for three days. And being down for three days or three hours has a dollar cost of $5 million. I need an extra $2.5 million to protect that from happening. As a business guy and a CEO, I understand that. >> That's great advice. >> And that's the biggest challenge, still, with security people is, we're technical people. We're not used to talking to business guys. >> It's like house insurance, in a way, or insurance. You invest this to recover that. >> It's a great analogy. You know, I used to race cars, and I had a life insurance premium for key man insurance. And my insurance agent comes along and says, you should buy a bigger policy. I'm like, I don't need a bigger policy. It's so much money, we're okay. And then he says to me, you know, if you die in a racecar, I'm not sure you're covered. (laughter) But if you pay me another $10000 a year in coverage, you're covered. Did I buy it? Absolutely. And it's the same analogy. >> That's very necessary. Personal question for you. So if you're, your dad had a factory, you mentioned. I saw that you mentioned that earlier. If he had a factory today in a modern era of IoT, and you were going to give him a digital transformation consulting project, how would you advise him? Because a lot of people are taking their analog business and kind of digitizing it. Some already have sensors in there. So you see it in manufacturing, and certainly, the industrial aspect of IoT has been a big deal. How would you advise your dad building a factory today? >> Yeah, so I think there's two aspects to it. One is just, you know, everything we've been talking about, data transformation, data analytics, making things better, none of those things are possible unless you're actually collecting the data. It's like, customers come to us and say, you know what, we don't want you to just manage our logs and tell us what's going on, we want higher-level value. And I'm like, no, I get that, but unless you're actually aggregating the logs, none of the upstream stuff matters. So first thing is, you have collect the data. Whether that's sensors, old devices, mechanical devices, and so on. The second part of it is, the minute you open up your factory and open up the mechanical devices and attach them to a PC or anything that's network-based, you're open for risk. And so, we're seeing that now in utilities, we're seeing that with gas companies, oil companies. You know, up until a few years ago, you couldn't physically change the flow of a pipeline, unless there was a physical connection, a mechanical on-off. It was very binary. Today, all those systems are connected to the internet. And it saves companies a lot of money 'cause they can test them and stuff. But they're also open to hackers. >> Bigtime. >> Well gentlemen, we appreciate the time. >> Thank you. >> And who says tech hasn't got a little pizazz, I mean-- (laughter) >> Come on, I was on Dancing with the Stars, that's a lot of pizazz! >> It's been great! >> You guys are exciting, but you are, no! >> Dancing with the Stars, of course! >> All right. >> Thank you very much. >> Well, thanks for bein' in theCUBE Tank, we appreciate that. >> Thank you. >> Don't call us, we'll call you. (laughter) Gentlemen, thank you very much. >> We're booked, maybe we can get you on next time. >> Okay, we're out. >> .conf2016, CUBE coverage continues live from Orlando. (electronic jingle)

Las Vegas expensing the signal from the noise it's the cue interconnect 2016 brought to you by IBM we are here live in Las Vegas for exclusive coverage of IBM interconnect 2016 this is the cube Silicon angles flagship program where we go out to the events and extract the signal annoys I'm John four is my close Dave a lot a and we're excited to have our youngest guest we've ever had on the Cuban our six-year seventh year doing it ten Maybach che who's the star of the show coding since age five welcome to the cube well actually I was five and I started with Foxborough programming a really old computer forgot who manufactured it in general with my dad's help alright so how do you feel with all these old people around you like us you're the next generation so how do you feel about all this these sub celebrity status you're famous on YouTube a lot of people love your videos you've been great teacher yeah I love to help people so it feels great yeah was that what was the how many videos have you posted now I have around 80 videos 88 it's all sort of sort of self-help programming here's how to and and your community is growing I presume is your dad a programmer he does work as a programmer yes uh-huh so is that how you first first got into programming but now sometimes that you can teach my dad for teaching the teachers okay when did you surpass your dad in in the programming really when Iowa my first iOS app t-tables which helps you learn multiplication tables I was accepted into the iOS App Store and so right after that I started using the Internet as a tool to basically learn programming and at that point I just started learning more and more yeah and you like teaching people too so not only do you develop you also teaching folks and you'd like that yes yes all right so when was the last time you push code this morning today a little update for us to admit allows you to ask another question from the result page what's cool about the the current stuff you're seeing here are you playing with Watson at all Watson integrate actually I use Watson in the latest app that I've developed which I was actually presenting yesterday at the cloud Expo it's called a stamina and so basically it you can ask it person or organization questions like who is the CEO of IBM and it should be able to answer them and so it does use IBM Watson's api's in this case relationship extraction and natural language classifier are you using bluemix at all yes I love what makes it's really easy to use the Watson api's containers and so I like it was a developer you feel like the services the richness of the services in bluemix so to satisfy your your general needs and yes what what more would you like to see out of bluemix well mainly out of bluemix nothing that I can think off the top of my head but for Watson I really want more sort of api's don't have anything in general in specific that I can think of more IBM Watson api's would be great so you've also done some development for wearables right Apple watch is that right yes I have developed apps that are actually I have a to guess up it's a number guessing game app for the Apple watch and iPhone on the App Store I also have developed for Mac OS X but I don't have any apps on the App Store for that yet what are you what do you think about the wearables thing is remember when Google glass came out John actually went and got one of the first Google glass your son Alec was wearing at his graduation and but they were sort of you know kind of not they were sort of awkward you know didn't and people said have an Apple Developer Kit was pretty weak at the time there was something coming I thought was a great first version and I loved it it's it's sandbox stuff but so what do you what do you think about you know wearables the development environment yeah you encouraged about the future of them do they have a long way to go give us your thoughts on that Tanmay well we getting first of all on the Apple watch I love pretty much the portability of these sorts of devices and there's one more one thing that I sort of like the Apple watch and the Google glass it would be best if there were independent devices instead of connected to air phones they could be sort of like a Mac and an iPhone they can share data with each other but they shouldn't have to depend on each other that's one thing that I'm not too much of a fan of about them so I mean if my inference is that's a form factor related you know you can only do so much on this but do you I mean I know there's a lot going on in Silicon Valley with the future of the way in which we you know communicate I just wonder as a young person right you you've always been had a device like this right you're your disposal but it seems to me that using our thumbs to communicate to these devices is doesn't seem to be the right way it's asking the AI question yeah so exactly is is the future you know artificial intelligence what do you envision as a as a developer how are we going to communicate with these devices in the future first of all let me just tell you our computers sort of power is not with natural language it's with math because of human is better at sort of talking to people like we're right now not at sort of mass or it would be harder for a human to do math but a computer can do math easier natural language you can't do whatsoever and so first of all in order to program in even a Stanley it would take a lot of code and so what I can really think of is we for the next I don't know how many years it's going to take a long time to get through the sort of really powerful question of answering systems that can answer with a hundred percent accuracy not even here we could do that so Timmy you've been using the internet for outreach and in building a community to teach people then great the next step is you can't be everywhere so you use the internet but what about virtual reality oculus rift have you played with any of this stuff no yet but I plan on soon yes you enticed by that yes specifically excited about microsoft hololens virtual Tanmay you could be everywhere that way all right so what's the coolest language right now for you I mean I see your we heard Swift on stage you did the iOS app order what are some of the cool things as Ted made in Python and Java for the backend and HTML for the interface and PHP for the interface and back-end bridge but the most interesting language that I've ever used really is Swift first of all second I'd say as a close second is Java because it's portability you create something on Linux and it would almost easily work on the Windows and Mac as well this job is a good language for heavy lifting things how about a visualization are you thinking anything about rich media at all and visualization you have the swift absolute the mobile yes visualizing other media techniques with the T with math and with your truth your developers what are you using for visualization graphics for graphics I'm not actually a graphic designer I'm trying to focus more on the programming side of things but I do develop the user interface for example I actually had another app except of the a few days ago a goal setting app for which I had to write inside the user interface the sort of graphics themselves I don't but you know the libraries it's 10 May you mentioned the Swift is your favorite language what's so alluring about it from a developer's perspective this syntax is great and it's really powerful which is what I love about Swift so it's easy and and powerful yes exactly so you from Toronto right I'm sorry Toronto yes we say it right so is there a big developer community there I know there was a growing one but I don't really meet with people in person and develop together I'm more of an independent developer right now but I do definitely help people want to want on my youtube channel with really any questions or problems they have and if you'd like to see my youtube channel of course it's called team live actually get to it sir yes mine it's called Timmy Bakshi which is my name yes okay can google it up and you'll find it I teach stuff like computing programming algorithms Watson math and science and so yeah so actually if you like an example a few days ago actually another app called speak for handicap is accepted into the iOS App Store and I developed that with Vaughn Clement which is one who is one of my subscribers and so yeah it took us a few months of hard work and we were even that up again speak for handicaps it allows them to actually speak I'm gonna ask you the question so a lot of moma I have four kids - or about your age they are naturally attracted to programming it's fun it's like sports you know it's really fun for them and so that but a lot of them don't know how to wait a start you had you were lucky you fell right into it five what you get that a lot of ice knows you get a lot of questions on your on your YouTube channel around that you people excited for your next video but for the folks that are now seeing you and want to get in it might be a little scared can you share what you've learned and what advice would you give what I recommend is start out slow start doing some stuff in programming don't immediately get into the harder sort of thing start with really simple applications and don't develop when you need to develop you want to essentially programming things randomly for example I learned Swift like pretty much entirely due to the fact that first of all I'm writing a book on it it's for iOS app developers for beginners and also because I would just program in stuff randomly I didn't wait for me to need to programming something or for if I wanted to make an iOS app in order program and something it's one thing I trained a prime number checker the mastery number generator stuff like that and so just randomly anything I sometimes you look really YouTube video on it to help people you could also use again any YouTube channel as sort of a place to learn programming and so use resource every developer has to pull those late nights and sometimes you to pup to pull an all-nighter have you pulled an all-nighter code he was doing it into the covers but also developers also struggle sometimes on a really hard problem and then the satisfaction of cracking the code or breaking through can you give us an example where you were pulling your hair out you were really focused on the problem you were kind of thrashing through it and you made it through this actually many I could give you but the one that I remember most is during a Stanley's development at first I was using the multi processing library in Python in order to send multiple queries to relationship extraction at once but then what happened I don't know whether it was a memory management issue or something but after let's say five queries the sixth one would be painfully slow then I tried out the threading library why not and so next after around 10 queries the 11th one will be painfully slow again I have no idea why then now this was a Python and so what I decided to do was maybe reprogram it for threading in Java and then have Python communicate with Java and so what I did is I learned job I the day because I hadn't ever touched that before because again once you wanted programming basics it's really easy to move to another language and flipped and python there actually slipped in general is quite similar to Java except Java a little bit simpler and so yeah I learned drama a day the next day I programmed in a simple release abstraction threading module made a jar out of it and let Python communicate with the jar and so after that the glitch was mostly fixed it was just Python not threading properly or you could never got through the problem I was not able to find out what the problem was but I mean yeah so what kind of machine do you run it's like driving this car multi-threading you got a lot of processes how many cores what kind of machine you have on the advance your local host 27-inch 5k Retina iMac with 64 gigs of ram and 4 cores I mean 8 yeah 4 cores than hyper-threaded 8 cores until I seven and that's good for you right now yeah you're happy with it how about any external in the cloud any obviously SSD I don't actually I do have a wood set of course but then I don't really host anything online yet because I don't have a need for it yet but then what I'm going to make a semi-public of course I'm going to need a quite a powerful server you know her too so the industry needs your help have you thought about rewriting the Linux kernel years ago I was I didn't really have anything to do so that's why I started YouTube but before that I actually I was really interested in the operating systems I coated my little own with a hello world operating system assembly which could run on I forgot the architecture it runs on but it was quite interesting for them again after that my youtube I started to take that more seriously and I didn't really have enough time to do that any projects you're working on now that excite you that you can share with us maybe solving the speed of light problem or actually mainly right now I've been working on a STEMI but I do have many other applications that I'm working on including an app that could help University students and developers with essentially it's an algorithm lookup if you'd like an algorithm that can help you do path finding for example you just put in a path finding as a tag and some other things and then it'll give you a charred I sort of algorithms and it uses the concept insights service and walks and I've also made a tweet classifier where you can say like let's say there's a hashtag on Twitter where there are two separate sort of things that you could talk about for example the hashtag Swift laying on Twitter at one Swift was open sourced it was there are two different types of people just talk about soup in general like nothing ever happened or they're talking about open sourcing let's say you wanted to see only news about Swift being open source well then you give Watson some examples of tweets that you like and sweets that you don't like and then eventually it would be able to tell you or give you tweets that the only way you like variation in Jinan yes exactly and it uses the natural language classifier service so talk about social media I mean here at your age and what you've been through and what you know technically you have a good visit understanding of operating systems coding and all the principles of computer science but as it gets more complicated with social media people are all connected what's your view of the future going to be I mean is it if algorithm's gonna solve the problem what do you think about the future how do you think about it ten years out well first of all the world needs more programmers and I think more sort of algorithms and natural language processing are the means were the topics that we're going to focus on later have you ever been a Silicon Valley not not in a developer capacity just sort of visiting it would you like to sort of visit there spend time with some of your your colleagues in the heart of development John's out there your idols Steve Jobs Tim Cook Bill Gates how about like from a software developer perspective any cult following people you love like the early guys coders any names that did pop to mind jobs he was a good product guy so if you can invent the product right now on the cube what would it be it would be mostly iron wrong sort of a QA system with almost a hundred percent accuracy that would be best in 98 we have a hologram right here we have guests interface with us that would be cool would you like to come to work for us and develop that we'd love to have you I like congratulate you on being the youngest ever cube alum we have this community of cube you know alumni and you are the youngest ever so congratulations fantastic a very impressive you know young man and really very summery quadrants break you to all and congratulations thank thanks come on the cute things are spending the time this is the cute bringing you all the action here ten may doing some great stuff he's very young very fluent understands thread and understands coding and this is the future you know born in born in code that's that that's the future developers and we hope to see more great software developers come on the market the day to the analytics of course Watson is right there with you along the way thanks for coming on the queue preciate we right back with more cube coverage here exclusive coverage at IBM interconnect 2016 I'm John for what Dave a lot they'd be right back