(gentle upbeat music) >> Hello, everyone, welcome to theCUBE's coverage of International Women's Day. I'm John Furrier host here in Palo Alto, California. theCUBE's second year covering International Women's Day. It's been a great celebration of all the smart leaders in the world who are making a difference from all kinds of backgrounds, from technology to business and everything in between. Today we've got a great guest, Dominique Bastos, who's the senior Vice President of Cloud at Persistent Systems, formerly with AWS. That's where we first met at re:Invent. Dominique, great to have you on the program here for International Women's Day. Thanks for coming on. >> Thank you John, for having me back on theCUBE. This is an honor, especially given the theme. >> Well, I'm excited to have you on, I consider you one of those typecast personas where you've kind of done a lot of things. You're powerful, you've got great business acumen you're technical, and we're in a world where, you know the world's coming completely digital and 50% of the world is women, 51%, some say. So you got mostly male dominated industry and you have a dual engineering background and that's super impressive as well. Again, technical world, male dominated you're in there in the mix. What inspires you to get these engineering degrees? >> I think even it was more so shifted towards males. When I had the inspiration to go to engineering school I was accused as a young girl of being a tomboy and fiddling around with all my brother's toys versus focusing on my dolls and other kind of stereotypical toys that you would give a girl. I really had a curiosity for building, a curiosity for just breaking things apart and putting them back together. I was very lucky in that my I guess you call it primary school, maybe middle school, had a program for, it was like electronics, that was the class electronics. So building circuit boards and things like that. And I really enjoyed that aspect of building. I think it was more actually going into engineering school. Picking that as a discipline was a little bit, my mom's reaction to when I announced that I wanted to do engineering which was, "No, that's for boys." >> Really. >> And that really, you know, I think she, it came from a good place in trying to protect me from what she has experienced herself in terms of how women are received in those spaces. So I kind of shrugged it off and thought "Okay, well I'm definitely now going to do this." >> (laughs) If I was told not to, you're going to do it. >> I was told not to, that's all I needed to hear. And also, I think my passion was to design cars and I figured if I enroll in an industrial engineering program I could focus on ergonomic design and ultimately, you know have a career doing something that I'm passionate about. So yeah, so my inspiration was kind of a little bit of don't do this, a lot of curiosity. I'm also a very analytical person. I've been, and I don't know what the science is around left right brain to be honest, but been told that I'm a very much a logical person versus a feeler. So I don't know if that's good or bad. >> Straight shooter. What were your engineering degrees if you don't mind sharing? >> So I did industrial engineering and so I did a dual degree, industrial engineering and robotics. At the time it was like a manufacturing robotics program. It was very, very cool because we got to, I mean now looking back, the evolution of robotics is just insane. But you, you know, programmed a robotic arm to pick things up. I actually crashed the Civil Engineering School's Concrete Canoe Building Competition where you literally have to design a concrete canoe and do all the load testing and the strength testing of the materials and basically then, you know you go against other universities to race the canoe in a body of water. We did that at, in Alabama and in Georgia. So I was lucky to experience that two times. It was a lot of fun. >> But you knew, so you knew, deep down, you were technical you had a nerd vibe you were geeking out on math, tech, robotics. What happened next? I mean, what were some of the challenges you faced? How did you progress forward? Did you have any blockers and roadblocks in front of you and how did you handle those? >> Yeah, I mean I had, I had a very eye-opening experience with, in my freshman year of engineering school. I kind of went in gung-ho with zero hesitation, all the confidence in the world, 'cause I was always a very big nerd academically, I hate admitting this but myself and somebody else got most intellectual, voted by the students in high school. It's like, you don't want to be voted most intellectual when you're in high school. >> Now it's a big deal. (laughs) >> Yeah, you want to be voted like popular or anything like that? No, I was a nerd, but in engineering school, it's a, it was very humbling. That whole confidence that I had. I experienced prof, ooh, I don't want to name the school. Everybody can google it though, but, so anyway so I had experience with some professors that actually looked at me and said, "You're in the wrong program. This is difficult." I, and I think I've shared this before in other forums where, you know, my thermodynamic teacher basically told me "Cheerleading's down the hall," and it it was a very shocking thing to hear because it really made me wonder like, what am I up against here? Is this what it's going to be like going forward? And I decided not to pay attention to that. I think at the moment when you hear something like that you just, you absorb it and you also don't know how to react. And I decided immediately to just walk right past him and sit down front center in the class. In my head I was cursing him, of course, 'cause I mean, let's be real. And I was like, I'm going to show this bleep bleep. And proceeded to basically set the curve class crushed it and was back to be the teacher's assistant. So I think that was one. >> But you became his teacher assistant after, or another one? >> Yeah, I gave him a mini speech. I said, do not do this. You, you could, you could have broken me and if you would've done this to somebody who wasn't as steadfast in her goals or whatever, I was really focused like I'm doing this, I would've backed out potentially and said, you know this isn't something I want to experience on the daily. So I think that was actually a good experience because it gave me an opportunity to understand what I was up against but also double down in how I was going to deal with it. >> Nice to slay the misogynistic teachers who typecast people. Now you had a very technical career but also you had a great career at AWS on the business side you've handled 'em all of the big accounts, I won't say the names, but like we're talking about monster accounts, sales and now basically it's not really selling, you're managing a big account, it's like a big business. It's a business development thing. Technical to business transition, how do you handle that? Was that something you were natural for? Obviously you, you stared down the naysayers out of the gate in college and then in business, did that continue and how did you drive through that? >> So I think even when I was coming out of university I knew that I wanted to have a balance between the engineering program and business. A lot of my colleagues went on to do their PEs so continue to get their masters basically in engineering or their PhDs in engineering. I didn't really have an interest for that. I did international business and finance as my MBA because I wanted to explore the ability of taking what I had learned in engineering school and applying it to building businesses. I mean, at the time I didn't have it in my head that I would want to do startups but I definitely knew that I wanted to get a feel for what are they learning in business school that I missed out in engineering school. So I think that helped me when I transitioned, well when I applied, I was asked to come apply at AWS and I kind of went, no I'm going to, the DNA is going to be rejected. >> You thought, you thought you'd be rejected from AWS. >> I thought I'd be, yeah, because I have very much a startup founder kind of disruptive personality. And to me, when I first saw AWS at the stage early 2016 I saw it as a corporation. Even though from a techie standpoint, I was like, these people are insane. This is amazing what they're building. But I didn't know what the cultural vibe would feel like. I had been with GE at the beginning of my career for almost three years. So I kind of equated AWS Amazon to GE given the size because in between, I had done startups. So when I went to AWS I think initially, and I do have to kind of shout out, you know Todd Weatherby basically was the worldwide leader for ProServe and it was being built, he built it and I went into ProServe to help from that standpoint. >> John: ProServe, Professional services >> Professional services, right. To help these big enterprise customers. And specifically my first customer was an amazing experience in taking, basically the company revolves around strategic selling, right? It's not like you take a salesperson with a conventional schooling that salespeople would have and plug them into AWS in 2016. It was very much a consultative strategic approach. And for me, having a technical background and loving to solve problems for customers, working with the team, I would say, it was a dream team that I joined. And also the ability to come to the table with a technical background, knowing how to interact with senior executives to help them envision where they want to go, and then to bring a team along with you to make that happen. I mean, that was like magical for me. I loved that experience. >> So you like the culture, I mean, Andy Jassy, I've interviewed many times, always talked about builders and been a builder mentality. You mentioned that earlier at the top of this interview you've always building things, curious and you mentioned potentially your confidence might have been shaken. So you, you had the confidence. So being a builder, you know, being curious and having confidence seems to be what your superpower is. A lot of people talk about the confidence angle. How important is that and how important is that for encouraging more women to get into tech? Because I still hear that all the time. Not that they don't have confidence, but there's so many signals that potentially could shake confidence in industry >> Yeah, that's actually a really good point that you're making. A lot of signals that women get could shake their confidence and that needs to be, I mean, it's easy to say that it should be innate. I mean that's kind of like textbook, "Oh it has to come from within." Of course it does. But also, you know, we need to understand that in a population where 50% of the population is women but only 7% of the positions in tech, and I don't know the most current number in tech leadership, is women, and probably a smaller percentage in the C-suite. When you're looking at a woman who's wanting to go up the trajectory in a tech company and then there's a subconscious understanding that there's a limit to how far you'll go, your confidence, you know, in even subconsciously gets shaken a little bit because despite your best efforts, you're already seeing the cap. I would say that we need to coach girls to speak confidently to navigate conflict versus running away from it, to own your own success and be secure in what you bring to the table. And then I think a very important thing is to celebrate each other and the wins that we see for women in tech, in the industry. >> That's awesome. What's, the, in your opinion, the, you look at that, the challenges for this next generation women, and women in general, what are some of the challenges for them and that they need to overcome today? I mean, obviously the world's changed for the better. Still not there. I mean the numbers one in four women, Rachel Thornton came on, former CMO of AWS, she's at MessageBird now. They had a study where only one in four women go to the executive board level. And so there's still, still numbers are bad and then the numbers still got to get up, up big time. That's, and the industry's working on that, but it's changed. But today, what are some of the challenges for this current generation and the next generation of women and how can we and the industry meet, we being us, women in the industry, be strong role models for them? >> Well, I think the challenge is one of how many women are there in the pipeline and what are we doing to retain them and how are we offering up the opportunities to fill. As you know, as Rachel said and I haven't had an opportunity to see her, in how are we giving them this opportunity to take up those seats in the C-suite right, in these leadership roles. And I think this is a little bit exacerbated with the pandemic in that, you know when everything shut down when people were going back to deal with family and work at the same time, for better or for worse the brunt of it fell on probably, you know the maternal type caregiver within the family unit. You know, I've been, I raised my daughter alone and for me, even without the pandemic it was a struggle constantly to balance the risk that I was willing to take to show up for those positions versus investing even more of that time raising a child, right? Nevermind the unconscious bias or cultural kind of expectations that you get from the male counterparts where there's zero understanding of what a mom might go through at home to then show up to a meeting, you know fully fresh and ready to kind of spit out some wisdom. It's like, you know, your kid just freaking lost their whatever and you know, they, so you have to sort a bunch of things out. I think the challenge that women are still facing and will we have to keep working at it is making sure that there's a good pipeline. A good amount of young ladies of people taking interest in tech. And then as they're, you know, going through the funnel at stages in their career, we're providing the mentoring we're, there's representation, right? To what they're aspiring to. We're celebrating their interest in the field, right? And, and I think also we're doing things to retain them, because again, the pandemic affected everybody. I think women specifically and I don't know the statistics but I was reading something about this were the ones to tend to kind of pull it back and say well now I need to be home with, you know you name how many kids and pets and the aging parents, people that got sick to take on that position. In addition to the career aspirations that they might have. We need to make it easier basically. >> I think that's a great call out and I appreciate you bringing that up about family and being a single mom. And by the way, you're savage warrior to doing that. It's amazing. You got to, I know you have a daughter in computer science at Stanford, I want to get to that in a second. But that empathy and I mentioned Rachel Thornton, who's the CMO MessageBird and former CMO of AWS. Her thing right now to your point is mentoring and sponsorship is very key. And her company and the video that's on the site here people should look at that and reference that. They talk a lot about that empathy of people's situation whether it's a single mom, family life, men and women but mainly women because they're the ones who people aren't having a lot of empathy for in that situation, as you called it out. This is huge. And I think remote work has opened up this whole aperture of everyone has to have a view into how people are coming to the table at work. So, you know, props are bringing that up, and I recommend everyone look at check out Rachel Thornton. So how do you balance that, that home life and talk about your daughter's journey because sounds like she's nerding out at Stanford 'cause you know Stanford's called Nerd Nation, that's their motto, so you must be proud. >> I am so proud, I'm so proud. And I will say, I have to admit, because I did encounter so many obstacles and so many hurdles in my journey, it's almost like I forgot that I should set that aside and not worry about my daughter. My hope for her was for her to kind of be artistic and a painter or go into something more lighthearted and fun because I just wanted to think, I guess my mom had the same idea, right? She, always been very driven. She, I want to say that I got very lucky that she picked me to be her mom. Biologically I'm her mom, but I told her she was like a little star that fell from the sky and I, and ended up with me. I think for me, balancing being a single mom and a career where I'm leading and mentoring and making big decisions that affect people's lives as well. You have to take the best of everything you get from each of those roles. And I think that the best way is play to your strengths, right? So having been kind of a nerd and very organized person and all about, you know, systems for effectiveness, I mean, industrial engineering, parenting for me was, I'm going to make it sound super annoying and horrible, but (laughs) >> It's funny, you know, Dave Vellante and I when we started SiliconANGLE and theCUBE years ago, one of the things we were all like sports lovers. So we liked sports and we are like we looked at the people in tech as tech athletes and except there's no men and women teams, it's one team. It's all one thing. So, you know, I consider you a tech athlete you're hard charging strong and professional and smart and beautiful and brilliant, all those good things. >> Thank you. >> Now this game is changing and okay, and you've done startups, and you've done corporate jobs, now you're in a new role. What's the current tech landscape from a, you know I won't say athletic per standpoint but as people who are smart. You have all kinds of different skill sets. You have the startup warriors, you have the folks who like to be in the middle of the corporate world grow up through corporate, climb the corporate ladder. You have investors, you have, you know, creatives. What have you enjoyed most and where do you see all the action? >> I mean, I think what I've enjoyed the most has been being able to bring all of the things that I feel I'm strong at and bring it together to apply that to whatever the problem is at hand, right? So kind of like, you know if you look at a renaissance man who can kind of pop in anywhere and, oh, he's good at, you know sports and he's good at reading and, or she's good at this or, take all of those strengths and somehow bring them together to deal with the issue at hand, versus breaking up your mindset into this is textbook what I learned and this is how business should be done and I'm going to draw these hard lines between personal life and work life, or between how you do selling and how you do engineering. So I think my, the thing that I loved, really loved about AWS was a lot of leaders saw something in me that I potentially didn't see, which was, yeah you might be great at running that big account but we need help over here doing go to market for a new product launch and boom, there you go. Now I'm in a different org helping solve that problem and getting something launched. And I think if you don't box yourself in to I'm only good at this, or, you know put a label on yourself as being the rockstar in that. It leaves room for opportunities to present themselves but also it leaves room within your own mind to see yourself as somebody capable of doing anything. Right, I don't know if I answered the question accurately. >> No, that's good, no, that's awesome. I love the sharing, Yeah, great, great share there. Question is, what do you see, what do you currently during now you're building a business of Persistent for the cloud, obviously AWS and Persistent's a leader global system integrator around the world, thousands and thousands of customers from what we know and been reporting on theCUBE, what's next for you? Where do you see yourself going? Obviously you're going to knock this out of the park. Where do you see yourself as you kind of look at the continuing journey of your mission, personal, professional what's on your mind? Where do you see yourself going next? >> Well, I think, you know, again, going back to not boxing yourself in. This role is an amazing one where I have an opportunity to take all the pieces of my career in tech and apply them to building a business within a business. And that involves all the goodness of coaching and mentoring and strategizing. And I'm loving it. I'm loving the opportunity to work with such great leaders. Persistent itself is very, very good at providing opportunities, very diverse opportunities. We just had a huge Semicolon; Hackathon. Some of the winners were females. The turnout was amazing in the CTO's office. We have very strong women leading the charge for innovation. I think to answer your question about the future and where I may see myself going next, I think now that my job, well they say the job is never done. But now that Chloe's kind of settled into Stanford and kind of doing her own thing, I have always had a passion to continue leading in a way that brings me to, into the fold a lot more. So maybe, you know, maybe in a VC firm partner mode or another, you know CEO role in a startup, or my own startup. I mean, I never, I don't know right now I'm super happy but you never know, you know where your drive might go. And I also want to be able to very deliberately be in a role where I can continue to mentor and support up and coming women in tech. >> Well, you got the smarts but you got really the building mentality, the curiosity and the confidence really sets you up nicely. Dominique great story, great inspiration. You're a role model for many women, young girls out there and women in tech and in celebration. It's a great day and thank you for sharing that story and all the good nuggets there. Appreciate you coming on theCUBE, and it's been my pleasure. Thanks for coming on. >> Thank you, John. Thank you so much for having me. >> Okay, theCUBE's coverage of International Women's Day. I'm John Furrier, host of theCUBE here in Palo Alto getting all the content, check out the other interviews some amazing stories, lessons learned, and some, you know some funny stories and some serious stories. So have some fun and enjoy the rest of the videos here for International Women's Days, thanks for watching. (gentle inspirational music)

>> live from Boston, Massachusetts. It's the Cube covering AWS reinforce 2019. Brought to you by Amazon Web service is and its ecosystem partners. >> Okay, welcome back. It was two cubes. Live coverage in Boston, Massachusetts, for Amazon Web services reinforces A W s, his first inaugural conference around security, cloud security and all the benefits of security vendors of bringing. We're here with a man who runs the marketplace and more. Dave McCann Cube, alumni vice president of migration, marketplace and control surfaces. That's a new tail you were that you have here since the last time we talked. Lots changed. Give us the update. Welcome to the Cube. >> Great to be back, ma'am. Believe it's seven months of every event. >> Feels like this. Seven years. You know, you've got a lot new things happening. >> We do >> explain. You have new responsibility. You got the marketplace, which we talked about a great product solutions. What else do you have? >> So we've obviously been expanding our service portfolio, right? So either us is launching. New service is all the time. We have a set of service is a road in the migration of software. So I run. No, the immigration Service's team and interesting. We were sitting in Boston, and that's actually headquartered 800 yards down the road. So there's a set of surfaces around the tools to help you as a CEO. Move your applications onto the clothes. Marketplace is obviously where we want you to find short where you need to buy. And then once you get into the topic of governance, we had one product called Service Catalog and reinvent. We announced a new product. That was a preview called Control. Yesterday we went to G A full availability off control, Terror and Control term service catalog together are in the government space, but we're calling them control service is because it's around controlling the access off teams to particular resources. So that's control service. >> What people moving into the cloud and give us a sense of the the workload. I know you see everything but any patterns that you can see a >> lot of patterns and merging and migration, and they are very industry specific. But there are some common patterns, so you know we're doing migrations and frozen companies were weighed and professional service is run by. Todd Weatherby is engaged in hundreds of those migrations. But we also have no over 70 partners that we've certified of migration partners. Migration partners are doing three times as many migrations as our old professional service is. Team are doing so in collection. There's a lot going on there, one of the common patterns. First of all, everybody is moved a Web development other websites have done. They're all running on the AWS know what they're doing is they're modernizing new applications. So the building in Europe or bring enough over moving onto containers. So it was a lie that ran on a sever server on. As they move into the clothes, they're gonna reshape the throw away. Some of the court brief the court up into micro service is on. Deploy out, Let's see on E. C s, which is continuing. There's a lot of application organization, and then on the migration side, we're seeing applications clearly were migrating a lost a lot of ASAP. So the big partners like Deloitte and Accenture are doing a C P migrations, and we've done a lot of ASAP migrations. And then there are other business applications are being moved with particular software vendors. You know there's a company here in Boston called Pegasystems. They do a world leading workflow platform. We've worked with Pagan, and we have migrated loss of paga warped floors in dozens of paying customers up on the float. >> You innovated on the marketplace, which is where people buy so they can contract with software. So now you got moving to the cloud, buying on the cloud, consuming the cloud and then governing it and managing that aspect all under one cohesive unit. That's you. Is that good? >> Yeah, it's a good way to think about it. It's a san of engineering teams with Coleman purpose for the customer. So you know, one of the things we do AWS is we innovate a lot, and then we organize the engineering teams around a common customer needs. So we said, above all of the computer stories service is on. We pay attention to the application layer. We described the application, So if you think of a migration service is says, I've actually got a service called Discovery, I crawl over your servers and I find what you have way. Then what we do is we have a tool that says, Are you gonna bring and move the till. So you have to build a business case. We just bought a company in Canada called TSA Logic. They had a Super Two for building a business case that said, what would this absolutely running with either of us. >> So is the need of the business case. What's the courtney that you guys have focused on? What was that? >> So, interestingly, we run more Windows Server and the clothes when Microsoft. So you actually have to business keys here. So many windows servers are running on print. What does it look like when a run on either the U. S. And T s so logic? Really good, too. And we find our customers using it. That says, Here's your own prim Windows server configuration with an app on run the mortal What would it look like when it runs on AWS? >> But why would you just do that with a spreadsheet? What? What is the T s so logic do that you couldn't do especially >> well? First of all, you want to make a simple too Somebody has to go run a spreadsheet. They've turned it into a tool that a business years Ercan used a sales person you could use on. They've built on top of a database. So it's got a rich set of choices. You are richer than you put in. A special with a U IE is intuitive, and you're gonna learn it in 20 minutes. I'm not gonna have you made up >> this date in their best practice things like that that you can draw a library >> of what's going down, and it keeps the data store of all the ones we've done. So we're turning that into two. Were giving Old Toller solution architect. >> Well, you got a good thing going on with the marketplace. Good to see you wrapping around those needs there. I gotta ask for the marketplace. Just give us the latest stats. How many subscriptions air in the marketplace these days? What's the overall number in the marketplace? It's >> pretty exciting. Way decided just at San Francisco to announce that we now have over 1,000,000 active subscriptions in the marketplace, which is a main boggling number on its own 1,000,000 subscriptions. Ice of Scrape. Within those subscriptions, we've got over 240 foes and active accounts, you know, and the audience doors you could be an enterprise with 100 cases and in an enterprise. What we typically see is that there are seven or eight teams that are buying or using software, so we'll have seven or eight accounts that have the right to subscribe. So you could be a one team and you're in another team you're buying B I tools. You're buying security tools. So those accounts on what? We're announcing the show for the first time ever. Its security is we have over 100,000 security subscriptions. That's a while. That's a big number. Some companies only have 100 customers, and the market, please. Our customers are switched on 100,000 security. So >> many product listings is that roughly it's just security security. At 300 >> there's over 100 listings. Thing is a product with a price okay on a vendor could be Let's see Paolo off networks or crowdstrike or trains or semantic or McAfee or a brand new company like Twist located of Israel. These companies might have one offer or 20 offers, so we have over 800 offers from over 300. Vendors were having new vendors every week. >> That's the next question. How many security app developers are eyes? Do you have over 300? 300? Okay. About 100. Anyway, I heard >> this morning from Gartner that they believe that are over 1000 security vendors. So I'm only 30% done. I got a little work >> tonight. How >> do you >> govern all this stuff? I was a customer. Sort of Make sure that they're in compliance. >> Great question. Steven Smith yesterday was talking about governance once she moved things on the clothes. It's very elastic. You could be running it today, not running a tomato, running it in I d running in Sydney. So it's easy to fire up running everywhere. So how did the governance team of a company nor watch running where you know, you get into tagging, everything has to be tagged. Everything has to have a cord attached to it. And then you do want to control who gets to use what I may have bought about a cuter appliance. But I don't know that I gave you rates to use it, right, so we could have border on behalf of the company. But I need to grant you access. So we launched a couple of years ago. Service catalog is our first governance to and yesterday we went into full release over new to call the control tower. >> Right. What you announced way reinvents >> preview. And yesterday we went to Jenny. What control does is it Natural Owes me to set up a set of accounts. So if you think of it, your development team, you've got David Kay and tested and the product ain't your brand new to the company. I'm a little worried. What, you're going to get up. You >> don't want to give him the keys to the kingdom, >> so I'm actually going to grant you access to a set of resources, and then I'm gonna apply some rules, or what we call God reels is your brand. You you haven't read my manual, you're in the company. So I'm gonna put a set of God reels on you to make sure that you follow our guide length >> Just training. And so is pressing the wrong button, that kind of thing. So I gotta ask you I mean, on the buying side consumption. I heard you say in a talk upstairs on Monday. You have a buyer, buyer, lead, engineering teams and cellar Let engineering, which tells me that you got a lot of innovation going on the marketplace. So the results are obviously they mention the listings. But one of the trends that's here security conference and it was proper is ecosystems importance in monetization. So back in the old days, Channel partners were a big part of the old computer industry. You're essentially going direct with service listings, which is great. How does that help the channel? Is there sinking around channel as a buyer opportunity? How do you How does that work with the market? Is what your thinking around the relationship between the scale of a simplicity and efficiency, the marketplace with the relationships the channel partners may have with their customers? And how do you bridge that together? What's the thinking >> you've overstayed? Been around a long time? >> Uh, so you have 90 Sydney? Well, the channels have been modernizes the nineties. You think about a >> long time. It's really interesting when we conceived Market please candidly. Way didn't put the channel in marketplace, and in retrospect, that was a miss. Our customers are big customers or small customers. Trust some of the resellers. Some resellers operates surely on price. Some resellers bring a lot of knowledge, even the biggest of the global 2000 Fortune 100. They have a prepared advisor. Let's take a company record. You often got 700 security engineers that are blue chip companies in America trusts or they buy the software the adoptive recommends. So mark it, please really didn't accommodate for Let's Pick another One in Europe, it would be computer center. So in the last two years we've dedicated the data separate engineering team were actually opened up. A team in a different city on their sole customer is a reseller. And so we launch this thing called Consulting Partner Private offer. And so now you're Palo. Also, for your trained, you can authorize active or serious or s h I to be the re sailor at this corporation, and they can actually negotiate the price, which is what a role resellers do. They negotiate price in terms, so we've actually true reseller >> write software for fulfillment through the marketplace. Four partners which are now customers to you now so that they could wrap service is because that's something we talk to. People in the Channel number one conversation is we love the cloud. But how do I make money and that is Service is right. They all want to wrap Service's around, So okay, you guys are delivering this. Is that my getting that right? You guys are riding a direct link in tow marketplace for partners, and they could wrap service is around there, >> will you? Seeing two things? First of all, yes. We're lowering the resale of to sell the software for absolutely. So you re sailor, you can quote software you build rebuild for you so that I become the billing partner for a serious or a billing partner for active on active can use marketplace to fulfill clothes software for their customers. Dan Burns to see you about pretty happy. You crossed the line into a second scenario, which is condone burns attached. Service is on. Clearly, that's a use case we hear usually would we hear use cases way end up through feeling that a little, little not a use case I have enabled, but we've done >> what you're working on It. We've had what the customer. How does the reseller get into the marketplace? What kind of requirements are there. Is it? Is it different than some of your other partners, or is it sort of a similar framework? >> They have to become an approved resale or so First of all, they have to be in a peon partner. I mean, we work tightly with a p N e p M screens partners for AWS. So Josh Hoffman's team Terry Wise, his team, whole part of team screen. The reseller we would only work with resellers are screened and approved by the PM Wants the AP en approved way have no set up a dedicated program team. They work with a reseller with trained them what's involved. Ultimately, however, the relationship is between Splunk in a tree sailor, a five and a three sailor named after a tree sailor or Paulo trend or Croat straight. So it's up to the I S V to tail us that hey, computer centers my reseller. I don't control that relationship. A fulfillment agent you crow strike to save resellers, and I simply have to meet that work so that I get the end customer happy. >> So your enabler in that instance, that's really no, I'm >> really an engine, even team for everybody engineer for the Iast way, engineer for the buyer. And they have to engineer for the re. So >> you have your hands in a lot of the action because you're in the middle of all this marketplace and you must do a lot of planning. I gotta ask you the question and this comes up. That kind of put on my learning all the Amazon lingo covering reinvent for eight years and covering all the different events. So you gotta raise the bar, which is an internal. You keep innovating. Andy Jassy always sucks about removing the undifferentiated heavy lifting. So what is the undifferentiated heavy lifting that you're working toe automate for your customers? >> Great questions. Right now there's probably three. We'll see what the buyer friction is, and then we'll talk about what the sale of friction is. The buyer frustration that is, undifferentiated. Heavy lifting is the interestingly, it's the team process around choosing software. So a couple of customers were on stage yesterday right on those big institutions talked about security software. But in order for an institution to buy that software, there are five groups involved. Security director is choosing the vendor, but procurement has to be involved. Andre. No procurement. We can't be left out the bit. So yesterday we did. The integration to Cooper is a procurement system. So that friction is by subscribing marketplace tied round. Match it with appeal because the p O is what goes on the ledgers with the company. A purchase order. So that has to be a match in purchase order for the marketplace subscription. And then engineers don't Tidwell engineers to always remember you didn't tag it. Hi, this finance nowhere being spent. So we're doing work on working service catalog to do more tagging. And so the buyer wants good tagging procurement integrated. So we're working on a walk slow between marketplace service catalog for procurement. >> Tiring. So you've kind of eliminated procurement or are eliminating procurement as a potential blocker, they use another. Actually, we won't be >> apart for leading procurement. VPs want their V piece of engineering to be happy. >> This is legal. Next. Actually, Greek question. We actually tackled >> legal. First, we did something called Enterprise Code tracked and our customer advisory board Two years ago, one of our buyers, one of our customers, said we're gonna be 100 vendors to deploy it. We're not doing 100 tracks. We've only got one lawyer, You know, 6000 engineers and one lawyer. Well, lawyers, good cord is quickly. So we've created a standard contract. It take stain to persuade legal cause at risk. So we've got a whole bunch of corporations adopting enterprise contract, and we're up to over 75 companies adopting enterprise contract. But legal is apartment >> so modernizing the procurement, a key goal >> procurement, legal, security, engineering. And then the next one is I t finance. So if you think of our budgets on their course teams on AWS, everything needs to be can become visible in either of US budgets. And everything has become visible in course exporter. So we have to call the rate tags. >> I heard a stat that 6,000,000 After moving to the cloud in the next 6,000,000 3 to 5 years, security as a focus reinforces not a summit. It's branded as a W s reinforce, just like reinvents. Same kind of five year for security. What's your impression of the show so far? No, you've been highly active speaking, doing briefing started a customer's burn, the midnight oil with partners and customers What's that? What's your vibe of the show? What's your takeaway? What's the most important thing happening here? What's your what's your summary? >> So I always think you get the truth in the booth. Cut to the chase. I made a customer last night from a major media company who we all know who's in Los Angeles. His comment was weeks, either. These expectations wasn't she wanted to come because he goes to reinvent. Why am I coming to Boston in June? Because I'm gonna go to reinvent November on this. The rates of security for a major media company last night basically said, I love the love. The subject matter, right? It's so security centric. He actually ended up bringing a bunch of people from his team on, and he loves the topics in the stations. The other thing he loved was everybody. Here is insecurity, reinvent. There's lots of people from what's the functions, But everybody here is a security professional. So that was the director of security for a media company. He was at an event talking to one of the suppliers, the marketplace. I asked this president of a very well known security vendor and I said. So what's your reaction to reinforce? And he said, Frankly, when you guys told me it was coming, we didn't really want the bother. It's the end of the quarter. It's a busy time of year. It's another event, he said. I am sure glad we came on. He was standing talking to these VP of marketing, saying, We want to bring more people, make sure, So he's overjoyed. His His comment was, when I go to Rio event 50,000 people but only 5% of their own security. I can't reinforce everybody's insecurity >> in Houston in 2020. Any inside US tow? Why Houston? I have no clue what I actually think >> is really smart about the Vineyard, and this is what a customer said Last night. I met a customer from Connecticut who isn't a load to travel far. They don't get to go to reinvent in Vegas. I think what we did when we came to Boston way tapped into all the states that could drive. So there are people here who don't get to go to reinvent. I think when we go to Houston, we're going to get a whole bunch of takes its customers. Yeah, you don't get a flight to Vegas. So I think it's really good for the customer that people who don't get budget to travel >> makes sense on dry kind of a geographic beograd. The world >> if we're expanding the customers that can learn. So from an education point of view, we're just increase the audience that we're teaching. Great, >> Dave. Great to have you on. Thanks for the insights and congratulations on the new responsibility as you get more coz and around marketplace been very successful. 1,000,000 subscriptions. That's good stuff again. They were >> you reinvented and >> a couple of months, Seven days? What? We're excited. I love covering the growth of the clouds. Certainly cloud security of his own conference. Dave McCann, Vice president Marketplace Migration and Control Service is controlled cattle up. How they how you how you move contract and governed applications in the future. All gonna be happening online. Cloud Mr. Q coverage from Boston. They just reinforced. We right back with more after this short break