>> Welcome to today's session of theCUBE's presentation of the AWS Startup Showcase, The Next Big Thing in AI, Security and Life Sciences. Today featuring Lacework for the security track. I'm your host Natalie Erlich. Thank you for joining us. And we will discuss today how LendingTree automates AWS security for DevOps teams and stays compliant with Lacework. Now we're joined by Adam Leftik the VP of Product at Lacework as well as a Arun Sankaran, CISO of LendingTree. Thank you both very much for joining us today. >> Thank you for having us. >> Well, wonderful. Adam, let's start with you. Lacework positions itself as, "cloud security at the speed of cloud innovation." What does that mean to you and how are you helping your customers? >> Great question, Natalie. I think one of the things that's really important to understand about Lacework really comes back to essentially what's happening at cloud speed, which is customers are aggressively moving more and more of their applications to the cloud, but they're doing so with the same number of resources to secure that environment. And as the cloud continues to grow, both in terms of complexity, as well as overall ability to unlock new styles of applications that were never before even possible without this new technology landscape. Fundamentally, Lacework is designed to enable those builders to go faster without worrying about all the different intricacies and threats that they face out there on the internet. And so the core mission of Lacework is really about enabling builders to build those applications and leverage those cloud resources and new cloud technologies to move quicker and quicker. >> Natalie: Fascinating. >> Yeah, thanks. If you go back to the sort of foundation of the company there we took a very different approach to how we think about security. Often, you know, security approaches in the past have been a rules driven model where you try and think of all the different vectors that attacks can come at. And fundamentally, you end up writing a series of these rules that are impossible to maintain, they atrophy over time, and that you can't possibly think ahead of all these nefarious actors. So one of the things that Lacework did from the very beginning was take a very different approach which is leveraging security as a data problem. And the way we do this is through what we refer to as our polygraph. And the polygraph essentially looks at all the exhaust telemetry that we're able to ingest both from your cloud accounts as well as the underlying infrastructure. And we take that and we build a baseline and a behavioral model for how the application should behave when it's normal. And this baseline represents the state of normalcy. And so then we leverage modern data science techniques to essentially build a model that can identify potential threats without requiring our users to build rules and ultimately play catch up to all the different threats that they face. And this is a really, really powerful capability because it allows our customers both to identify misconfigurations and remediate them, monitor all the activity to reduce the overall overhead on their security organization, and of course help them build faster and identify threats as they come into the system. And we differentiate in lots of different ways as well. So one of the things we're looking to do as part of the overall cloud transformation is really meet the DevOps teams and the security teams where they are. And so all of the information that Lacework captures, synthesizes, and produce through our automation ultimately feed into the different channels that our users are really leveraging that skill today. Whether that's through their ChatOps windows or ultimately into their CICD pipeline so that we give broad coverage both at build time as well as run time and give them full visibility and insights and the ability to remediate those quickly. You know, one of the other things that we're really proud of and this is core to our product philosophy is building more and more partnerships with our customers and LendingTree is really at the forefront of that partnership and we're super excited to be partnering with them. And that's certainly something that we've done to differentiate our product offering and I'd love to hear from Arun, how have you been working with Lacework and how has that been going so far? >> Yeah, thank you, Adam. You know, frankly I think that's a huge differentiator for us. There's a lot of players that can solve technology problems but what we've really appreciated is that as a smaller shop and a smaller organization, the level of connectedness that we feel with the development teams at Lacework. We raise a opportunity. You know, this can make things more efficient for us or this can reduce our time to triage, or this visualization or this UI could be modified to support certain security operations center use cases, maybe that's not what it's designed for. And we've enjoyed just a lot of success in kind of shaping the product in order to meet all the different use cases. And as Adam mentioned, you know, as a CISO, my primary responsibility is security, but frankly there's a lot of DevOps and tech use cases within the polygraph visualization tool, and understanding our environment and troubleshooting has frankly it saved us quite a bit of time and we're looking forward to the partnership to continue to grow out the tool. As we, as a company, scale in today's world, it's very important that we're able to scale our capability 2-3X without a corresponding 2-3X in staff and resources. I think this is the kind of tool that's going to help us get there. >> Well, speaking to you Arun, Lacework has recently grown tremendously and gotten a lot of industry attention but you saw something before everyone else. Can you tell us what really caught your attention? What stood out to you and why you decided to become an early adopter? >> Yeah, great question. Honestly, I wish it was a super tricky kind of answer but the real honest answer is it was a very easy decision because we had a need. We knew that we needed robust monitoring capability and detection of threats within containerized environments. And, you know, there are other players in the space but we have a very diverse environment. We're a combination of multiple container technologies and multiple cloud platforms. And we needed something that had the greatest diversity of coverage across our environments. And this was really the only solution that would work for us. I'd love to be able to say that it was like an aggressive bake-off and there's all these different options. But really, from a capability, and scope, and coverage, it was a fairly easy decision for us. >> And how has your threat detection and investigation process changed since you brought on Lacework? >> Yeah, it certainly has. Our environment within 24 hour period, it might generate 300, 400 million events and that's process level data from hosts and network data access. It's just a very noisy amount of alerts. With the Lacework's platform, those 300, 400 million get reduced to about a hundred alerts a day that we see and of those, five are critical and those tend to all be very actionable. So from an alert fatigue perspective, we really rely on this to give us actionable data, actionable alerts that teams can really focus on and reduces that noise. So I would say that's probably the number one way that our detection process has changed and frankly, a lot of it is what Adam mentioned as far as the underlying self-learning, self-tuning engine. There's not a whole lot of active rules that we had to create or configuration that we had to do. It's kind of a learning system and I think it's really, probably, I would estimate maybe 50-60% reduction in triage and response time for alerts as well. >> And Adam, now going to you, while 2020 was a really rough year for a lot of people, a lot of businesses, Lacework realized 300% revenue growth. So now that the economy is bouncing back and seemingly so in full force, what are your expectations for Lacework in the next year? >> Great question. I think one of the things we're seeing broadly across the industry is an acceleration, a realization that companies that are going through digital transformations have accelerated their pace and so we anticipate even faster growth. Additionally, you know, the companies that may have not been on that trajectory are now realizing that they need to move to the cloud. There's not a lot of folks right now thinking that they're going to be racking and stacking in physical data centers going forward. So we fully expect a continuation of massive growth. And increasingly as customers are moving into the cloud, they're looking for tools to help them build a secure footprint but also enable them to go faster. So, we have a point of view that we're going to continue to see this massive growth and if not, how to accelerate from here. >> Well, you're also the man behind the product. So could you go behind some of the key features that it offers? >> Sure. So, if you think about our overall product portfolio, we really have both breadth and depth. So, first and foremost, most customers who are moving to the cloud or have a large cloud footprint, the first concern they have is, do I have a series of misconfigurations? We really help our customers both identify best practices with those configurations in the cloud, and then also help them move quickly towards potential compliance standards that they need to adhere to. Everyone's operating in a regulated environment these days. And then of course, once you've got that footprint to a place where it's healthy, you really, really want to be able to monitor and track the changes to the configurations over time to ensure you're continuing to maintain that footprint. And so we provide a polygraph based model that essentially identifies potential behavioral risks that we're observing through our data clustering algorithms to help you identify potential holes that you may have created over time and help you remediate those things. And then of course, you know, every customer faces a significant challenge when it comes to just keeping up with the overall landscape changes in terms of overall vulnerability footprint in their environments. And so we have a great capability with what we call vulnerability discovery, which enables our customers to understand where they're vulnerable and not simply tell them how many vulnerabilities they have, but help them isolate, leveraging all the run time and bill time contexts we have so that they can really prioritize what's important to them and what represents the highest risk. And then of course, lastly, you know, where the company really got started is in helping customers protect their cloud workloads. And we do this by identifying threats that we're able to leverage our machine learning and data clustering algorithms so that once we have those baseline behaviors identified and modeled, we can leverage all of our threat intelligence to identify anomalies in that system and help customers really identify those risks as they're coming into the system and deal with those in a really timely manner. So those are kind of the overall key capabilities that they really help teams scale and drive their overall cloud security programs. >> And Arun, really quickly from your perspective, what is a key feature that is really beneficial to LendingTree? >> It's kind of what Adam mentioned with the kind of the self-tuning capability, the reduction of alerts and data based on behavioral-based detection versus rule-based. A lot of people have, you have fancy words, they call AI and machine learning, this and that, but I've rarely seen it work effectively. I think this is a situation where it does work really effectively and does free up time and resources on our side that we can apply to other problems we're trying to solve so I think that's the number one. >> Okay, terrific. Well, I'm really curious Adam. Got to ask you this question. I mean, we saw a really big software IPO last year. What do you think is in store for Lacework? >> Yeah, well, you know, the IPO is just a point in time as opposed to it's part of the journey. Lacework's continuing to invest and really focus on fundamentally changing the security landscape. One of the reasons why I joined Lacework and continue to be really excited about the opportunity comes back to the fundamental challenge that all security tools have. We do not want to create a platform that drives wet blanket behavior, but really fundamentally enables teams like Arun's to move faster and enable the builders to build the applications that fundamentally drive great business outcomes for our customers. And so that's what gets me out of bed. And I think everyone at Lacework is really focused on helping drive great outcomes for our customers. >> Fascinating to hear how Lacework is securing cloud around the world. Lovely to have you on the show. Adam Leftik, the VP of Lacework, as well Arun Sankaran, the CISO of LendingTree. I'm your host for the AWS Startup Network here on theCUBE. Thank you very much for watching.

>>Hello, and welcome to the cube special presentation of unstoppable domains partner showcase. I'm John furrier, your host of the cube. We got a great conversation talking about the future of the infrastructure of web three, all around domains, non fungible tokens, and more two great guests. Charlie Brooks, with business development of ensemble domains, and Michael Williams, product leader and advisor with unstoppable doing gentlemen, thanks for coming on the cube partner showcase with unstoppable domains. >>Thanks John. Excited to be here. So >>I love what you guys are doing. Congratulations on all your success. You guys are on the leading edge of what is a major infrastructure shift. Web three is being called, but people who have been doing this for a while, know that you see the blockchain, you see decentralization, you see immutability, all these future smart contracts. All the decentralized applications are now hitting the scene and NFTs are super hot as, as, as you can imagine, you guys are in the middle of it. So you guys are in, in, in the sweet spot of what I call the pragmatic pioneers. You guys are to building solutions that are making a difference like single sign-on. You have the login product, let's get into it. What is the path to I digital identity beyond the web, because we know what web identity is, but now that the web is kind of being abstracted away by this new web three layer, what is digital identity? >>Yeah, I can take that one. So I think what we're really seeing is this transition away from a purely physical identity where your digital life or where your, your online identity is really just a reflection of the, the parts of your physical identity, where you live, where you go to school, all of these things. And we're really seeing this world emerge where your online identity becomes much more of a primary. So if you have a way that you represent yourself in the online world, whether that's an Instagram account or TechTalk or email address or username, all of these things together make up your digital identity. So congrats. If you have any of those things, you already have one. >>Yeah. And we see that all the time with link tree people put their link tree out there and it's got the zillion handles. You're right. We all get up to Instagram and everyone's got like zillion identities. Is that a problem or an opportunity? >>I think it's just a reality. The fact that as our identities are spread across all of these different services and platforms that we use, the problem with something like link tree is that it is owned by link tree. You know, if I won the lottery purchased link tree and decided I wanted to change your personal website, John, I could easily do that. Moving to the kind of architecture that we have. And then if T architecture changes that significantly, it puts a lot of power back in the hands of the people who actually own those identities. >>You know, I do a lot of cube showcases with folks rent on my machine, learning and AI, and the number one conversation that they bring up. The number one issue is data. And they say when data is siloed and, and protected and owned, it is not optimized for machine learning. So I can almost imagine, as you bring NFTs to the digital identity, you mentioned you don't own your identity. If someone else is managing the service like link tree, this is, this is a cultural shift. This is an infrastructure software shift at the same time. Can you guys expand more about what you guys are doing with the NFT and ensemble domains with respect to that digital identity, because is that power shifting to the users now? And how does that compare to what's out there today? >>Sure. I think so. Our domains are NFTs, so they are ERC 7 21 tokens. And if you think about the past kind of web two identities are controlled by the platforms that we use, Twitter, Facebook, whatnot. There's a really a lack of data portability there. Our accounts and data live on their servers. They can be deleted at any time. So using an NFT to anchor your digital identity really gives you full control over your identity. You can't, it can't be deleted. It can't be revoked or edited or changed without your permission. And really, even better than information you store on your entity domain can be plugged into the services you use so that you never have to enter the same data twice. So when you go from platform to platform, everything can be tied to your existing domain. You're not going to a new site, kind of entering their ecosystem and providing all this information time and time again, and not really having a clear understanding of how your data is being used and where it's being stored. >>So the innovation here is the NFT is your identity and, and a non fungible token NFT is different than say a fungible tokens. So for the folks out there, that's trying to follow the bouncing ball. Michael, what's the difference between an NFT and a fungible token. And how does, and why is that important for identity? >>Yeah. My favorite metaphor here is baseball cards versus like dollar bills. So a dollar bill is fungible. If I have a dollar and then you have a dollar, we can trade dollars. And none of us is richer or poorer. If I have a babe Ruth and you have a Hank Aaron, and we swap baseball cards, like we have, we have changed something fundamental. So the, the important thing about NFT is, is that they are non fungible. So if I have a domain and you have a domain, like I have that identity and you have that identity, they are unique. They're independent, they're owned by each one of us. And then we can kind of swap them interchangeably. >>And that's why you're seeing NFTs hot with art and artists, because it's like a property, it's a property issue, not so much absolutely changeable, a divisible kind of asset. >>It is a, it is ownership rights in digital >>Form. Yes. All right. So now let's get into what the, the identity piece. I think I find that interesting because if I have something that's an NFT, it's not fungible. It's unique to me. It's property, my property, my login, this sounds compelling. So how does log-in work with the NFT? Can you guys take us through that, that architecture, what does it do? How does it work? And what's the benefit? >>So the way our login product works is it effectively uses your NFT domain. So Michael dot crypto, for example, as the authentication piece of a, of a login session. So basically when I, when I go and I try to log in with my domain, I type in Michael dot crypto. I sign it with my wallet, which cryptographically proves that I am this human. This is me. I have the rights to log in. And then when I do so I have the ability to share certain parts of my identity information with the applications that I use. And so it really blends the best of the ease of use from web to have just a standard like login with Gmail SSL experience, with all of the security and privacy benefits of web three. >>How important is single sign-on because, I mean, right now people are used to like, seeing things like log with your kid hub handle or LinkedIn, or, you know, Google, apple. I mean, you're seeing people offering login. Okay. What's the difference here from those solutions and why is it make sense for the user? >>Sure. Yeah. The big differences, what we're building is really user first. So if you think about traditional SSOs, you are the product. When you use their product, they're selling your data and, you know, they're tracking everything you do logging in with unstoppable handles, not only authentication, but data sharing as well. So when you log in a domain or owner can choose to share aspects of their online identity, such as first name, preferred language profile, picture location. So this is a user controlled way of using a sign-on, where they are permissioning, these different pieces of their identity. And really apps can use this information to enable new experiences, such as for example, website might automatically enable high contrast mode for someone visually impaired. It could, pre-populate your friends from a decentralized social graph. So what we're doing is taking the best parts of web to SSL and combining them with the best parts of web three. >>So no more losing your password entering in the same data, hundreds of times, you know, depending on other services, keep your information safe. Logging with unstoppable really puts you in complete control of your data. And, you know, a big part of that is you're not going to have 80 plus usernames and passwords anymore. You know, we have these tools like password managers that exist to kind of put a bandaid on this issue, but it's not really a long-term solution. So we're, we're building is really seamless onboarding where everything can be tied to your domain so that you can navigate to different apps in a much more seamless way. >>Michael, I got to get your thoughts on this because on the product side, it's interesting. My mind's kind of connecting some dots if I have, first of all, great convenience to reduce all those logins, right? So, you know, check their little pain, pain reduction. But when you think about what's different, I can now broker my data as well as log in. So let's just say, hypothetically, I'm cruising around some D apps and, you know, doing things and earning reputation or attention or points or whatever, tokens utility tokens. There could be a way for me to control what I own. I'm the product I own the data. Is that kind of where this is going? >>I think it's definitely a direction. It could go say, for example, if I'm a e-commerce platform and I'm trying to figure out where I'm going to place a new billboard, you know, one of the things that I could request from a user is their address. I can figure out where they live, what city they're in that will help inform the, the decision that I need to make as a business. And in return, maybe I give that person a dollar off their purchase, right? Like we can, we can start to build a stronger relationship between the applications that people use and the people that use them and try to optimize that whole experience and try to just transfer information back and forth to make everyone's lives better. >>What's the roadmap on the business side, Charlie, when you see companies kind of adopting it, they're probably taking baby steps or crawling before they walk they're walking before they run. I mean, I can see decentralized applications in the future, whether it's FinTech or whatever, having new kinds of marketplaces that take advantage of the paradigm where the, the script flips to the user first. Okay. So I see that. How do people get started now? What are some of the success momentum points that you're seeing companies do now with unstoppable? >>Sure. So a lot of web three apps are very sensitive about respecting the, the information that their users are providing, right? So what we're doing is I'm offering different ways for apps can touch with their users in a way that is user controlled. So an example there is that a lot of web three companies will use wallet connect to allow users to log in using a wallet address, an issue. There is that one person can have hundreds of wallet addresses, and it's impossible for the app to understand that. So what we do is we use login, we attach an email address, some other pieces to a wallet address so that we can identify who a unique user is. And the app is able to collect that information. They don't have to deal with passwords or PII storage. They have access to a huge amount of new data for an improved UX. >>It's really simple to implement and maintain as well. So one example there is if you are a DFI platform and you want to reward your users for coming to their site for the first time, now that they can identify unique user, they can drop a token into that user's wallet all because they're able to identify that user as unique. So they have a better way of understanding their customers. They enable their customers to share data. A lot of these companies well ask users to follow them on Twitter or discord when they need to provide updates or, you know, bug bounties, all these different things and log in with unstoppable, lets them permission, email addresses so they can collect emails if they want to do a newsletter. And instead of sort of harvesting data from elsewhere and kind of forcing people to join this newsletter program, it's all user controlled. So each user saying, yes, you can use my email for your newsletter. You know, I'm supporting your project, want to be kept up to date with bugs or bounties or rewards programs. So really it's just kind of a, a better way for users to, to share the data that they're willing to with dApps and dabs can use it to create all sorts of incentives and really just kind of understand their users on a, on a different level. >>How has the development Michael going on the, on the smart contract side of the business, you know, theories has always been heralded as being very developer focused. There's been great innovations. Just, you still got, you know, gas fees out there. You still gotta do some things. How is the development environment, how are the applications coming? Cause I can see the really, I can see the flywheel kicking in as a developer, Frank gets more streamlined, more efficient, and now you've got the identity piece nailed down. I just see a lot of kind of dominoes falling at the same time. What's the status on the dev side? >>What's your tour? The fascinating thing about crypto is how quickly it changes. You know, when I, when I joined Ethereum was pretty reasonable still for transactions. It was very cheap to get things done very fast. We've looked at last summer that things went completely out of control. This is a big reason that unstoppable for a long time has been working on a layer two and we've moved over to the Pollyanna, our primary source of record, which is built on top of it. The area of course, I think saved well over a hundred million dollars in Gaspe is for our users that we're constantly keeping an eye on new technologies that are emerging, weighing how we can incorporate those things and really where this industry is going to take us. You know, in many ways we are, are just as much passengers as the other people floating around the ecosystem as well. >>Yeah, it's, it's certainly getting faster every day and seeing a huge uptake on a theorem. I heard a stat that most people at the university of California, Berkeley, 30% of the computer science students are dropping out to join web three companies just goes to show you this cultural shift and you can see a lot more companies getting involved. So I got to ask you Charlie, on the biz dev front, how are companies getting started? What's the playbook? Are they putting their toe in the water? Are they jumping in full throttle? What's, what's the, what's the roadmap. What's the best practice for people to get started with unstoppable? >>Absolutely. You know, we're lucky that we get a lot of inbound interest from companies web two and web three because they first want to secure their domains. And we do a ton of work on the backend to protect trademark domains. We want to avoid squatting as much as possible. You know, we don't think that's the spirit of, of weaponry at all. And certainly not what the original intention of the internet was. So fair amount of companies will reach out to, out to us to get their domain. And then we can have a longer conversation about some of the other integrations and ways we can collaborate. So certainly visiting our website and several domains.com is a great starting point. We have an app submission page where asking, reach out to us, even request a grant. We have a grant prop, a program to help developers get started, provide them some resources to, to work with us and integrate some of our technology. >>We have great documentation as well on the site. So you can read all about what it takes to resolve domains, if you're a water and an exchange, as well as what it takes to integrate login within softball, which is actually a super easy integration as well, which we're, we're really excited about. So yeah, I'd say check out the website apply for our grant. If you think you're a fit there, then of course, people can always reach out to me directly on Twitter, on telegram email. We're very reachable and, and we're always happy to chat with projects and, and learn more about what they're doing. >>What's the coolest thing you've seen going on trial with your partners right now. What's, what's the, what's the number one use case that's cool that people are jumping on right now to get in and get some, some, you know, some success out of the gate. >>Yeah. Maybe, maybe gamefied kind of played, earns huge. It's blowing up. And the gaming community is really passionate, vibrant, just expanding like crazy same with there's all this cool new stuff you can do with defy where no matter, you know, how many, how, how big your kind of portfolio is, you're you're able to stake and use all these interesting tools to kind of grow your book. So it's super exciting to see and talk to all these projects and, you know, there's certainly kind of an energy in the community where everyone wants to onboard the general public to web three, right? So we're all working on these school projects, but we need everyone to come over from web to kind of understand the advantages of defy of game fi of having an empty domain. So I'm lucky that I'm kind of one of the first layers there of, of meeting new projects and kind of helping them get access to more users so that they can grow along with. >>Yeah. I remember the early days of Bitcoin and Ethereum, we were giving it away to give the, the community manager was give a, give a Bitcoin to someone that was when it was, you can actually give a Bitcoin to someone what's the, what's the word of mouth or organic viral. I won't say growth hack because that's got negative connotations, but what's the community's way of putting forth the mission for unstoppable. Is it just more domains you guys have any programs got going on? Is it give it away? I'll see you, you can get domains on your site, but what's the, what's the way to get people in gray shaded in and getting comfortable. >>Yeah. So much of what we do is really just all of that, to all that question, to answer that question, we spent a ton of time and energy just on education and whether that's specifically around domains or just general led three, we have a podcast which is pretty exceptional, which talks to what three leaders from across the space and makes the projects that they're working on more accessible. I think we passed over a hundred episodes, not too long ago. There's a ton of stuff that we do that other people do. If anyone has questions, I'm happy to talk about resources. >>Yeah. The part I think you guys are up to one 17, but that's a deep dive that you guys go deep on the podcast. So that's, you know, where you go in, what else is new on digital identity? Where do you guys see the future going now that you get the baseline identity with the NFT? It makes a lot of sense. Create innovation. Good logic makes sense. Solid. Technically what's next. >>Yeah. I think that's really boils down to the way that the internet has grown. Doesn't really feel like the way that the internet should be like our data shouldn't live in these walled gardens controlled by these large companies. Like ultimately people should be responsible for their own identity it's they should have control over the things that they do online, the data that's shared or the benefit of that data. And so the world that we are working towards is very much that where we are giving people the ability to be paid for sharing their data with companies, we're giving applications, the ability to request information from the people that use those applications to improve their experience. We're really just trying to make connections across the ecosystem, through these products to enable a better experience for everyone. So whether that's the, the use cases that I mentioned already, or maybe viewing reviews on something like Yelp or Amazon that just confirmed that the person that you are looking at is actually a real person, not some bot that's been paid to to the loader review. Like the, the interesting thing about these products is they're so universally applicable, applicable. There are so many different games that we can try to plug them in. So have >>It's a great example. It's double-edged sword. You can have a, a metaverse image and have pre-programmed conversations with, with, you know, liquid audio and the video application, you know, or it's a real person. How do you know the difference? You, these are going to be questions, you know, around, around who solves that problem. Now this is time for bots and is it time not for bots? We all know what happens when you get into the, you know, the game of manipulation, but also it can be helpful. This is where you gotta be smart and identity is critical in this future. Charlie, what's your reaction to the future of digital identity? I mean so much to look at here on the trajectory. >>Yeah. You know, I think a big part of it is data portability, right? If you go to a site like Instagram, you're giving them all this content that's very personal to you and you can't just pack up and leave Instagram. So we want a future where most of these apps are just kind of a front end and you can navigate from one to the other and bring your data with you and not be beholden to the companies that operate centralized servers. So I think data portability is huge and it's going to open up a lot of doors. And, and just going back to that thought on kind of cleaning up web two for a better web three. When I think about the Amazons, the Alps, the Yelps of the world, they're all these bots are all these awful fake reviews. There's a lot of gamification happening that is really just creating a lot of noise. >>And I want to bring kind of transparency back to the internet, where when you see a review, you should know that that's a real human and blockchain technology is enabling us to do that. And certainly enough, two domains are going to play a huge part of that. So I think that having an experience where, you know, and trust the people that you're interacting with is going to be really powerful and just a better experience for everyone. And there's a lot of ramifications with that. You know, politically speaking, we've, we've all seen all the issues with kind of attacking communities and using bots and fake accounts to kind of hit people's pain points is it's kind of sad and, and certainly not something that we want to see continue happening. So whatever we can do to kind of give people their digital identity and help people understand that this is a real person on the other end, I think is huge for, for the future of the internet and really for society as well. >>That's a great call out there. Charlie cleaning up the mess of web 2.0 web two. Well, actually I was, it was 2.0 technically now web three is no nos 0.0 in it, but, but I saw on our listen to the podcast with Matt, this recent one, and he had a great metaphor that went back to when I was growing up in the internet, you got IP addresses, right? And the mess there was, it was, you couldn't find what you want to look and no one could remember what to type in. Cause you can type in IP addresses in the browser back then. And then DNS came out and then keywords that's web. Okay. Now that mess now is fraud. Misinformation, bot manipulation, deep fakes, many other kind of unwanted kind of time to innovate. And every year, every time you had these inflection points, there'd be an abstraction on top of it. So similar thing happening here is that you guys see it too. >>Yeah. I think we're going back to some of the foundational architecture of the internet DNS and really bringing that forward about 30, 40 years in terms of technology. So loading in some work cryptography and some other fancy things to help patch some of those issues from the previous versions of the web. >>Yeah. Awesome. Well guys, thanks so much for coming on and the spirit of our tick talk, you know, I'm only summarize this. Can you guys give us a quick tick tock moment, short comment on, you know, where this is all going, whereas log-in single sign on mean and what should people do to take steps to secure their digital identity? >>Sure. I'll jump in here. So it's time for people to secure their digital identity. That great first step has gone on several domains and getting an entity domain. You know, you can control your data. You can do a lot of cool different things with your domain, including posting your own website that you own forever. And no one can take it away from you. I would certainly recommend the people join. Our discord, telegram community is check out our podcasts. It's really great. Especially if you're new to crypto web three, you know, we do a great job of sort of explaining all the basic concepts and expanding on them. So yeah, I'd say, you know, the time is now, so to get your digital identity and start embracing web three, because it's really exploding right now. And there's just so many incredible advantages, especially for the user, >>Michael, what's your take? >>I mean, I put not, I've said it better myself. >>Like we always say, if you're not on the next wave, your driftwood, and this is a big wave it's happening. It's pretty clear guys. It's it's there, it's happening now. And again, very pragmatic implementations of solving problems. The sign-on the app integration. Congratulations. And we've got our cube domain too, by the way. So we're we're I think we're good. You know, so we've got to put it to you. It's appreciate it, Charlie, Michael, thanks for coming on and sharing the update. Okay. This is the cube with unstoppable domains partner showcase, shout for your hosts. Got a lot of other great interviews. Check them out. We're going to continue our coverage and continue on with this great showcase. Thanks for watching.

>>president >>so called big data promised to usher in a new era of innovation where companies competed on the basis of insights and agile decision making. There's little question that social media giants, search leaders and e commerce companies benefited. They had the engineering shops and the execution capabilities to take troves of data and turned them into piles of money. But many organizations were not as successful. They invested heavily in data architecture is tooling and hyper specialized experts to build out their data pipelines. Yet they still struggle today to truly realize they're busy. Did data in their lakes is plentiful but actionable insights aren't so much chaos. Search is a cloud based startup that wants to change this dynamic with a new approach designed to simplify and accelerate time to insights and dramatically lower cost and with us to discuss his company and its vision for the future is cuba Lem Ed Walsh had great to see you. Thanks for coming back in the cube. >>I always love to be here. Thank you very much. It's always a warm welcome. Thank you. >>Alright, so give us the update. You guys have had some big funding rounds, You're making real progress on the tech, taking it to market what's new with chaos surgery. >>Sure. Actually even a lot of good exciting things happen. In fact just this month we need some, you know, obviously announced some pretty exciting things. So we unveiled what we consider the industry first multi model data late platform that we allow you to take your data in S three. In fact, if you want to show the image you can, but basically we allow you to put your data in S three and then what we do is we activate that data and what we do is a full index of the data and makes it available through open a P. I. S. And the key thing about that is it allows your end users to use the tools are using today. So simply put your data in your cloud option charge, think Amazon S three and glacier think of all the different data. Is that a natural act? And then we do the hard work. And the key thing is to get one unified delic but it's a multi mode model access so we expose api like the elastic search aPI So you can do things like search or using cabana do log analytics but you can also do things like sequel, use Tableau looker or bring relational concepts into cabana. Things like joins in the data back end. But it allows you also to machine learning which is early next year. But what you get is that with that because of a data lake philosophy, we're not making new transformations without all the data movement. People typically land data in S. Three and we're on the shoulders of giants with us three. Um There's not a better more cost effective platform. More resilient. There's not a better queuing system out there and it's gonna cost curve that you can't beat. But basically so people store a lot of data in S. Three. Um But what their um But basically what you have to do is you E. T. L. Out to other locations. What we do is allow you to literally keep it in place. We index in place. We write our hot index to rewrite index, allow you to go after that but published an open aPI S. But what we avoid is the GTL process. So what our index does is look at the data and does full scheme of discovery normalization, were able to give sample sets. And then the refinery allows you to advance transformations using code. Think about using sequel or using rejects to change that data pull the dead apartheid things but use role based access to give that to the end user. But it's in a format that their tools understand cabana will use the elasticsearch ap or using elasticsearch calls but also sequel and go directly after data by doing that. You get a data lake but you haven't had to take the three weeks to three months to transform your data. Everyone else makes you. And you talk about the failure. The idea that Alex was put your data there in a very scalable resilient environment. Don't do transformation. It was too hard to structure for databases and data. Where else is put it there? We'll show you how value out Largely un delivered. But we're that last mile. We do exactly that. Just put it in s. three and we activated and activate it with a piece that the tools of your analysts use today or what they want to use in the future. That is what's so powerful. So basically we're on the shoulders of giants with street, put it there and we light it up and that's really the last mile. But it's this multi model but it's also this lack of transformation. We can do all the transformation that's all to virtually and available immediately. You're not doing extended GTL projects with big teams moving around a lot of data in the enterprise. In fact, most time they land and that's three and they move it somewhere and they move it again. What we're saying is now just leave in place well index and make it available. >>So the reason that it was interesting, so the reason they want to move in the S three was the original object storage cloud. It was, it was a cheap bucket. Okay. But it's become much more than that when you talk to customers like, hey, I have all this data in this three. I want to do something with it. I want to apply machine intelligence. I want to search it. I want to do all these things, but you're right. I have to move it. Oftentimes to do that. So that's a huge value. Now can I, are you available in the AWS marketplace yet? >>You know, in fact that was the other announcement to talk about. So our solution is one person available AWS marketplace, which is great for clients because they've been burned down their credits with amazon. >>Yeah, that's that super great news there. Now let's talk a little bit more about data. Like you know, the old joke of the tongue in cheek was data lakes become data swamps. You sort of know, see no schema on, right. Oh great. I can put everything into the lake and then it's like, okay, what? Um, so maybe double click on that a little bit and provide a little bit more details to your, your vision there and your philosophy. >>So if you could put things that data can get after it with your own tools on elastic or search, of course you do that. If you don't have to go through that. But everyone thinks it's a status quo. Everyone is using, you know, everyone has to put it in some sort of schema in a database before they can get access to what everyone does. They move it some place to do it. Now. They're using 1970s and maybe 1980s technology. And they're saying, I'm gonna put it in this database, it works on the cloud and you can go after it. But you have to do all the same pain of transformation, which is what takes human. We use time, cost and complexity. It takes time to do that to do a transformation for an user. It takes a lot of time. But it also takes a teams time to do it with dBS and data scientists to do exactly that. And it's not one thing going on. So it takes three weeks to three months in enterprise. It's a cost complexity. But all these pipelines for every data request, you're trying to give them their own data set. It ends up being data puddles all over this. It might be in your data lake, but it's all separated. Hard to govern. Hard to manage. What we do is we stop that. What we do is we index in place. Your dad is already necessary. Typically retailing it out. You can continue doing that. We really are just one more use of the data. We do read only access. We do not change that data and you give us a place in. You're going to write our index. It's a full rewrite index. Once we did that that allows you with the refinery to make that we just we activate that data. It will immediately fully index was performant from cabana. So you no longer have to take your data and move it and do a pipeline into elasticsearch which becomes kind of brittle at scale. You have the scale of S. Three but use the exact same tools you do today. And what we find for like log analytics is it's a slightly different use case for large analytics or value prop than Be I or what we're doing with private companies but the logs were saving clients 50 to 80% on the hard dollars a day in the month. They're going from very limited data sets to unlimited data sets. Whatever they want to keep an S. Three and glacier. But also they're getting away from the brittle data layer which is the loosen environment which any of the data layers hold you back because it takes time to put it there. But more importantly It becomes brittle at scale where you don't have any of that scale issue when using S. three. Is your dad like. So what what >>are the big use cases Ed you mentioned log analytics? Maybe you can talk about that. And are there any others that are sort of forming in the marketplace? Any patterns that you see >>Because of the multi model we can do a lot of different use cases but we always work with clients on high R. O. I use cases why the Big Bang theory of Due dad like and put everything in it. It's just proven not to work right? So what we're focusing first use cases, log analytics, why as by way with everything had a tipping point, right? People were buying model, save money here, invested here. It went quickly to no, no we're going cloud native and we have to and then on top of it it was how do we efficiently innovate? So they got the tipping point happens, everyone's going cloud native. Once you go cloud native, the amount of machine generated data that you have that comes from the environment dramatically. It just explodes. You're not managing hundreds or thousands or maybe 10,000 endpoints, you're dealing with millions or billions and also you need this insight to get inside out. So logs become one of the things you can't keep up with it. I think I mentioned uh we went to a group of end users, it was only 60 enterprise clients but we asked him what's your capture rate on logs And they said what do you want it to be 80%, actually 78 said listen we want eight captured 80 200 of our logs. That would be the ideal not everything but we need most of it. And then the same group, what are you doing? Well 82 had less than 50%. They just can't keep up with it and every everything including elastic and Splunk. They work harder to the process to narrow and keep less and less data. Why? Because they can't handle the scale, we just say landed there don't transform will make it all available to you. So for log analytics, especially with cloud native, you need this type of technology and you need to stop, it's like uh it feels so good when you stop hitting your head against the wall. Right? This detail process that this type of scale just doesn't work. So that's exactly we're delivering the second use case uh and that's with using elastic KPI but also using sequel to go after the same data representation. And we come out with machine learning. You can also do anomaly detection on the same data representation. So for a log uh analytic use case series devops setups. It's a huge value problem now the same platform because it has sequel exposed. You can do just what we use the term is agile B. I people are using you think about look or tableau power bi I uh metabolic. I think of all these toolsets that people want to give and uh and use your business or coming back to the centralized team every single week asking for new datasets. And they have to be set up like a data set. They have to do an e tail process that give access to that data where because of the way just landed in the bucket. If you have access to that with role based access, I can literally get you access that with your tool set, let's say Tableau looker. You know um these different data sets literally in five minutes and now you're off and running and if you want a new dataset they give another virtual and you're off and running. But with full governance so we can use to be in B I either had self service or centralized. Self service is kind of out of control, but we can move fast and the centralized team is it takes me months but at least I'm in control. We allow you do both fully governed but self service. Right. I got to >>have lower. I gotta excel. All right. And it's like and that's the trade off on each of the pieces of the triangle. Right. >>And they make it easy, we'll just put in a data source and you're done. But the problem is you have to E T L the data source. And that's what takes the three weeks to three months in enterprise and we do it virtually in five minutes. So now the third is actually think about um it's kind of a combination of the two. Think about uh you love the beers and diaper stories. So you know, think about early days of terror data where they look at sales out data for business and they were able to look at all the sales out data, large relational environment, look at it, they crunch all these numbers and they figured out by different location of products and the start of they sell more sticker things and they came up with an analogy which everyone talked about beers and diapers. If you put it together, you sell more from why? Because afternoon for anyone that has kids, you picked up diapers and you might want to grab a beer of your home with the kids. But that analogy 30 years ago, it's now well we're what's the shelf space now for approximate company? You know it is the website, it's actually what's the data coming from there. It's actually the app logs and you're not capturing them because you can't in these environments or you're capturing the data. But everyone's telling, you know, you've got to do an E. T. L. Process to keep less data. You've got to select, you got to be very specific because it's going to kill your budget. You can't do that with elastic or Splunk, you gotta keep less data and you don't even know what the questions are gonna ask with us, Bring all the app logs just land in S. three or glacier which is the most it's really shoulders of giants right? There's not a better platform cost effectively security resilience or through but to think about what you can stream and the it's the best queuing platform I've ever seen in the industry just landed there. And it's also very cost effective. We also compress the data. So by doing that now you match that up with actually relatively small amount of relational data and now you have the vaccine being data. But instead it's like this users using that use case and our top users are always, they start with this one then they use that feature and that feature. Hey, we just did new pricing is affecting these clients and that clients by doing this. We get that. But you need that data and people aren't able to capture it with the current platforms. A data lake. As long as you can make it available. Hot is a way to do it. And that's what we're doing. But we're unique in that. Other people are making GTL IT and put it in a in 19 seventies and 19 eighties data format called a schema. And we avoided that because we basically make S three a hot and elected. >>So okay. So I gotta I want to, I want to land on that for a second because I think sometimes people get confused. I know I do sometimes without chaos or it's like sometimes don't know where to put you. I'm like okay observe ability that seems to be a hot space. You know of course log analytics as part of that B. I. Agile B. I. You called it but there's players like elastic search their star burst. There's data, dogs, data bricks. Dream EOS Snowflake. I mean where do you fit where what's the category and how do you differentiate from players like that? >>Yeah. So we went about it fundamentally different than everyone else. Six years ago. Um Tom hazel and his band of merry men and women came up and designed it from scratch. They may basically yesterday they purposely built make s free hot analytic environment with open A. P. I. S. By doing that. They kind of changed the game so we deliver upon the true promises. Just put it there and I'll give you access to it. No one else does that. Everyone else makes you move the data and put it in schema of some format to get to it. And they try to put so if you look at elasticsearch, why are we going after? Like it just happens to be an easy logs are overwhelming. You once you go to cloud native, you can't afford to put it in a loose seen the elk stack. L is for loosen its inverted index. Start small. Great. But once you now grow it's now not one server. Five servers, 15 servers, you lose a server, you're down for three days because you have to rebuild the whole thing. It becomes brittle at scale and expensive. So you trade off I'm going to keep less or keep less either from retention or data. So basically by doing that so elastic we're not we have no elastic on that covers but we allow you to well index the data in S. Tree and you can access it directly through a cabana interface or an open search interface. Api >>out it's just a P. >>It's open A P. I. S. It's And by doing that you've avoided a whole bunch of time cost, complexity, time of your team to do it. But also the time to results the delays of doing that cost. It's crazy. We're saving 50-80 hard dollars while giving you unlimited retention where you were dramatically limited before us. And as a managed service you have to manage that Kind of Clunky. Not when it starts small, when it starts small, it's great once at scale. That's a terrible environment to manage the scale. That's why you end up with not one elasticsearch cluster, dozens. I just talked to someone yesterday had 125 elasticsearch clusters because of the scale. So anyway, that's where elastic we're not a Mhm. If you're using elastic it scale and you're having problems with the retired off of cost time in the, in the scale, we become a natural fit and you don't change what your end users do. >>So the thing, you know, they had people here, this will go, wow, that sounds so simple. Why doesn't everybody do this? The reason is it's not easy. You said tom and his merry band. This is really hard core tech. Um and it's and it's it's not trivial what you've built. Let's talk about your secret sauce. >>Yeah. So it is a patented technology. So if you look at our, you know, component for architecture is basically a large part of the 90% of value add is actually S. Three, I gotta give S three full kudos. They built a platform that we're on shoulders of giants. Um But what we did is we purpose built to make an object storage a hot alec database. So we have an index, like a database. Um And we basically the data you bring a refinery to be able to do all the advanced type of transformation but all virtually done because we're not changing the source of record, we're changing the virtual views And then a fabric allows you to manage and be fully elastic. So if we have a big queries because we have multiple clients with multiple use cases, each multiple petabytes, we're spending up 1800 different nodes after a particular environment. But even with all that we're saving them 58%. But it's really the patented technology to do this, it took us six years by the way, that's what it takes to come up with this. I come upon it, I knew the founder, I've known tom tom a stable for a while and uh you know his first thing was he figured out the math and the math worked out. Its deep tech, it's hard tech. But the key thing about it is we've been in market now for two years, multiple use cases in production at scale. Um Now what you do is roadmap, we're adding a P. I. So now we have elasticsearch natural proofpoint. Now you're adding sequel allows you open up new markets. But the idea for the person dealing with, you know, so we believe we deliver on the true promise of Data Lakes and the promise of Data lakes was put it there, don't focus on transferring. It's just too hard. I'll get insights out and that's exactly what we do. But we're the only ones that do that everyone else makes you E. T. L. At places. And that's the innovation of the index in the refinery that allows the index in place and give virtual views in place at scale. Um And then the open api is to be honest, uh I think that's a game. Give me an open api let me go after it. I don't know what tool I'm gonna use next week every time we go into account they're not a looker shop or Tableau Sharp or quick site shop there, all of them and they're just trying to keep up with the businesses. Um and then the ability to have role based access where actually can give, hey, get them their own bucket, give them their own refinery. As long as they have access to the data, they can go to their own manipulation ends up being >>just, >>that's the true promise of data lakes. Once we come out with machine learning next year, now you're gonna rip through the same embassy and the way we structured the data matrices. It's a natural fit for things like tensorflow pytorch, but that's, that's gonna be next year just because it's a different persona. But the underlining architecture has been built, what we're doing is trying to use case that time. So we worked, our clients say it's not a big bang. Let's nail a use case that works well. Great R. O. I great business value for a particular business unit and let's move to the next. And that's how I think it's gonna be really. That's what if you think about gardener talks about, if you think about what really got successful in data, where else in the past? That's exactly it wasn't the big bang, it was, let's go and nail it for particular users. And that's what we're doing now because it's multi model, there's a bunch of different use cases, but even then we're focusing on these core things that are really hard to do with other relational only environments. Yeah, I >>can see why you're still because you know, you haven't been well, you and I have talked about the api economy for forever and then you've been in the storage world so long. You know what a nightmare is to move data. We gotta, we gotta jump. But I want to ask you, I want to be clear on this. So you are your cloud cloud Native talked to frank's Lukman maybe a year ago and I asked him about on prem and he's like, no, we're never doing the halfway house. We are cloud all the >>way. I think >>you're, I think you have a similar answer. What what's your plan on Hybrid? >>Okay. We get, there's nothing about technology, we can't go on, but we are 100 cloud native or only in the public cloud. We believe that's a trend line. Everyone agrees with us, we're sticking there. That's for the opportunity. And if you can run analytics, There's nothing better than getting to the public cloud like Amazon and he was actually, that were 100 cloud native. Uh, we love S three and what would be a better place to put this is put the next three and we just let you light it up and then I guess if I'm gonna add the commercial and buy it through amazon marketplace, which we love that business model with amazon. It's >>great. Ed thanks so much for coming back in the cube and participating in the startup showcase. Love having you and best of luck. Really exciting. >>Hey, thanks again, appreciate it. >>All right, thank you for watching everybody. This is Dave Volonte for the cube. Keep it right there.

>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle. >>We continue >>with Cuban Cloud. We're here with Milan Thompson Bukovec, who's the vice president? Block and object storage at A W s, which comprise comprises elastic block storage, AWS s three and Amazon Glacier. Milan. Great to see you again. Thanks so much for coming on the program. >>Nice to be here. Thanks for having me, David. >>You're very welcome it So here we are. We're unpacking the future of cloud. And we'd love to get your perspectives on how customers should think about the future of infrastructure, things like applying machine intelligence to their data. But just to set the stage when we look back at the history of storage in the Cloud is obviously started with us three. And then a couple years later was introduced CBS for block storage. And those are the most well known services in the portfolio. But there's there's Mawr, this cold storage and new capabilities that you announced recently. It reinvent around, you know, super duper block storage and in tearing is another example. But it looks like AWS is really starting to accelerate and pick up the pace of customer >>options in >>storage. So my first question is, how should we think about this expanding portfolio? >>Well, I think you have to go all the way back to what customers air trying to do with their data. Dave, The path to innovation is paved by data. If you don't have data, you don't have machine learning. You don't have the next generation of analytics applications. That helps you chart a path forward into a world that seems to be changing every week. And so in orderto have that insight in orderto have that predictive forecasting that every company needs, regardless of what industry that you're in today. It all starts from data, and I think the key shift that I've seen is how customers are thinking about that data about being instantly usable, whereas in the past it might have been a backup. Now it's part of a data lake, and if you could bring that data into a data lake, you can have not just analytics or machine learning or auditing applications. It's really what does your application do for your business, and how can it take advantage of that vast amount of shared data set in your business. Awesome. >>So thank you. So I wanna I wanna make sure we're hitting on the big trends that you're seeing in the market. That kind of informing your strategy around the portfolio and what you're seeing with customers Instant usability. You you bring in machine learning into the equation. I think, um, people have really started to understand the benefits of of of cloud storage as a service on the pay paid by the drink and that whole whole model, obviously co vid has accelerated that cloud migration has accelerated. Anything else we're missing there. What are the other big trends that you see if any? >>Well, Dave, you did a good job of capturing a lot of the drivers. The one thing I would say that just sits underneath All of it is the massive growth of digital data year over year I. D. C. Says digital data is growing at a rate of 40% year over year, and that has been true for a while. And it's not going to stop. It's gonna keep on growing because the sources of that data acquisition keeps on expanding and whether it's coyote devices whether it is content created by users. That data is going to grow, and everything you're talking about depends on the ability to not just capture it and store it. But as you say, use it well, >>you know, and we talk about data growth a lot, and sometimes it becomes bromide. But I think the interesting thing that I've observed over the last a couple of decades really is that the growth is nonlinear on. It's really the curve is starting. Thio used to shape exponentially. You guys always talk about that flywheel. Effect it. It's really hard to believe, You know, people say trees don't grow to the moon. It seems like data does. >>It does. And what's interesting about working in the world of AWS storage Dave is that it's counterintuitive. But our goal without data growth is to make it cost effective. And so year over year, how could we make it cheaper and cheaper? Just have customers store more and more data so they can use it. But it's also to think about the definition of usage. And what kind of data is that? Eyes being tapped by businesses for their insights and make that easier than it's ever been before. Let me ask >>you a follow up question on that my life could I get asked this a lot? Or guy here comments a lot that yes, A W s continuously and rigorously reduces pricing. But it's just >>kind of >>following the natural curve of Moore's law or, you know, whatever. How >>do you >>respond to that? And there are other factors involved. Obviously, labor is another cost reducing factor. But what's the trend line say, >>Well, cost efficiencies in our DNA, Dave. We come to work every day and aws across all of our services, and we ask ourselves, How can we lower our costs and be able to pass that along to customers? As you say, there are many different aspects to cost. There's the cost of the storage itself is the cost of the data center. And that's really what we've seen impact a lot of customers that were slower or just getting started with removed. The cloud is they entered 2020 and then they found out exactly how expensive that data center was to maintain because they had to put in safety equipment and they had to do all the things that you have to do in a pandemic in a data center. And so sometimes that cost is a little bit hidden or won't show up until you really don't need to have it land. But the cost of managing that explosive growth of data is very riel. And when we're thinking about cost, we're thinking about cost in terms of how can I lower it on a per gigabyte per month basis? But we're also building into the product itself adaptive discounts like we have a storage class in S three that's called intelligent hearing. And in intelligence hearing, we have built in monitoring where, if particular objects aren't frequently accessed in a given month, ah, customer will automatically get a discounted price for that storage or a customer Can you know, as of late last year, say that they wanna automatically move storage in the storage class that has been stored, for example, longer than 100 and 80 days and saves 95% by moving it into archive storage, deep archives storage? And so it's not just, you know, relentlessly going after and lowering the cost of storage. It's also building into the products these new ways where we can adaptive Lee discount storage based on what a customer's storage is actually doing >>well. And I would, I would add to our audience, is the other thing that does has done is it's really forced transparency almost the same way that Amazon has done on retail. And now my mom, When we talked last I mentioned that s three was an object store. And of course, that's technically technically correct. But your comment to me was Dave. It's more than that. And you started to talk about sage Maker and AI and bringing in machine learning. And I wonder if you could talk a little bit about the future of how storage is gonna be leveraged in the cloud that's may be different than what we've been, you know, used to in the early days of s three and how your customers should be thinking about infrastructure not as bespoke services but as a suite of capabilities and maybe some of those adjacent adjacent services that you see as most leverage a ble for customers And why? >>Well, to tell this story, dude, we're gonna have to go a little bit back in time all the way back to the 19 nineties. Or before then, when all you had waas, a set of hardware appliance vendors that sold you appliances that you put in your data center and inherently created a data silo because those hardware appliances were hardwired to your application. And so an individual application that was dealing with auditing as an example wouldn't really be able to access the storage for another application. Because you know, the architecture er of that legacy world is tied to a data silo and s tree came out launched in 2000 and six and introduced very low cost storage. That is an object. And I'll tell you, Dave, you know, over the last 10 plus years, we have seen all kinds of data come into us three, whereas before it might have been backups or it might have been images and videos. Now a pretty substantial data set is our parquet files and orc files. Thes files are there for business analytics for more real time type of processing. And that has really been the trend of the future. Is taking these different files putting them in a shared file layer, So any application today or in the future can tap into that data. And so this idea of the shared file layer is a major trend that has been taking off for the last. I would say five or six years, and I expect that to not only keep on going, but to really open up the type of services that you can then do on that shared file layer and whether that sage maker or some of the machine learning introduced by our connect service, it's bringing together the data as a starting point. And then the applications can evolve very rapidly. On top of that, I want to >>ask your opinion about big data architectures. One of our guests, Jim Octagon E. She's amazing, uh, data architect, and she's put forth this notion of a distributed global mesh, and I picked him picking up on some of the comments. Andy Jassy made it at reinvent How essentially Hey, we're bringing a W s to the edge. We see the data center is just another edge. Notes. You're seeing this massive distributed system evolving. You guys have talked about that for a while, and data by its very nature is distributed. But we've had this tendency to put into it monolithic Data Lake or a data warehouse on bits sort of antithetical to that distributed nature. So how >>do >>you see that playing out? What do you see customers in the future doing in terms of their big data architectures? And what does that mean for storage? >>It comes down to the nature of the data and again, the usage and Dave. That's where I see the biggest difference in these modern data architectures from the legacy of 20 years ago is the idea that the data need drives the data storage. So let's taken example of the type of data that you always wanna have on the edge. We have customers today that need tohave storage in the field and whether the field of scientific research or oftentimes, it's content creation in the in the film industry or if it's for military operations. There's a lot of data that needs to be captured and analyzed in the field and for us, what that means is that you know we have a suite of products called Snowball and whether it's snowball or snow cone, take your pick. That whole portfolio of AWS services is targeted at customers that need to do work with storage at the edge. And so it you know, if you think about the need for multiple applications acting on the same data set, that's when you keep it in an AWS region. And what we've done in AWS storage is we've recognized that depending on the need of usage, where you put your data and how you interactive, it may vary. But we've built a whole set of services like data transfer to help make sure that we can connect data from, for example, that new snow cone into a region automatically. And so our goal Dave, is to make sure that when customers air operating at the edge or they're operating in the region, they have the same quality of storage service, and they have easy ways to go between them. You shouldn't have to pick. You should be able to do it all. >>So in the spirit of do it all, this is sort of age old dynamic in the tech business, where you've got the friction between the the best of breed and the integrated suite, and my question is around what you're optimizing for for customers. And can you have your cake and eat it too? In other words, why A W S storage does what makes a compelling? Is it because it's kind of a best of breed storage service? Or is it because it's integrated with a W S? Would you ever sub optimize one in in order to get an advantage to the other? Or can you actually, >>you >>know, have your cake and eat it, too? >>The way that we build storage is to focus on being both the breath of capabilities on the depth of capabilities. And so where we identify ah, particular need where we think that it takes a whole new service to deliver, we'll go build that service and example for that is FTP, our AWS sftp service, which you know there's a lot of sftp usage out there and there will be for a while because of the you know, the Legacy B two b type of architectures that still live in the business world today. And so we looked at that problem. We said, How are we gonna build that in the best depth way and the best focus? And we launched a separate service for them. And so our goal is to take the individual building blocks of CBS and Glacier and s three and make the best of class and the most comprehensive in the capabilities of what we can dio and where we identify very specific need. We'll go build a service for. But, Dave, you know, as an example for that idea of both depths and breath s three storage lands is a great example of that s three storage lands is a new capability that we launched last year. And what it does is it lets you look across all your regions and all your accounts and get a summary view of all your s three storage and whether that's buckets or, you know, the most active prefixes that you have and be able to drill down from that and that is built in to the S three service and available for any customer that wants to turn it on in the AWS Management Council. >>Right? And we we saw just recently made I called it super duper block storage. But you made some, you know, improvements and really addressing the highest performance. Um, I want to ask you So we've all learned about an experience the benefits of cloud over the last several years, and especially in the last 10 months during the pandemic. But one >>of >>the challenges, and it's particularly acute with bio is, of course, Leighton see and moving data around and accessing data remotely. It's It's a challenge for customers, you know, due to speed of light, etcetera. So my question is, how was a W s thinking about all that data that still resides on premises? I think we heard that reinvent. That's still 90% of the opportunities or or the workloads. They're still on Prem that live inside a customer's data center. So how do you tap into those and help customers innovate with on Prem data, particularly from a storage >>angle? Well, we always want to provide the best of class solution for those little Leighton see workloads, and that's why we launched Block Express just late last year. It reinvent and Black expresses a new capability and preview on top of our Iot to provisioned eye ops volume type, and what's really interesting about Block Express Dave, is that the way that we're able to deliver the performance of Block Express, which is sound performance with cloud elasticity, is that we went all the way down to the network layer and we customize the hardware software. And at the network Lehrer, we built a Block Express on something called SRD, which stands for a scalable, reliable diagrams. And basically, what is letting us to do is offload all of our EBS operations for Block Express on the Nitro card on hardware. And so that type of innovation where we're able Thio, you know, take advantage of modern cop commodity, multi tenant data center networks where we're sending in this new network protocol across a large number of network paths, and that that type of innovation all the way down to that protocol level helps us innovate in a way that's hard. In fact, I would say impossible for for other sound providers to kind of really catch up and keep up. And so we feel that the amount of innovation that we have for delivering those low latency workloads in our AWS cloud storage is is unlimited, really, Because of that ability to customize software, hardware and network protocols as we go along without requiring upgrades from a customer it just gets better and the customer benefits. Now if you want to stay in your data center, that's why we built outposts. And for outpost, we have EBS and we have s three for outposts. And our goal there is that some customers will have workloads where they want to keep them resident in the data center And for those customers, we want to give them that AWS storage opportunities as well. So >>thank you for coming back to block Express. So you call it in sand in the cloud eso Is that essentially you've you've comprises a custom built, essentially storage storage network. Is that is that right? What kind of what you just described? SRD? I think you call it. >>Yeah, it's SRT is used by other AWS services as well, but it is a custom network protocol that we designed to deliver the lowest latency experience on We're taking advantage of it with Block Express >>sticking with traditional data centers for a moment, I'm interested in your thoughts on the importance of the cloud you know, pricing approach I e. The consumption model to paid by the drink. Obviously, it's one of the most attractive features But But And I ask that because we're seeing what Andy Jassy first, who is the old Guard Institute? Flexible pricing models. Two of the biggest storage companies HP with Green Lake and Dell has this thing called Apex. They've announced such models for on Prem and and presumably, Cross Cloud. How >>do you think >>this is going to impact your customers Leverage of AWS cloud storage? Is it something that you have ah, opinion on? >>Yeah, I think it all comes down to again that usage of the storage And this is where I think there is an inherent advantage for our cloud storage. So there might be an attempt by the old guard toe lower prices or add flexibility. But the end of the day it comes down to what the customer actually needs to to. And if you think about gp three, which is the new E. B s volume, the idea with GP three is we're gonna pass along savings to the customer by making the storage 20% cheaper than GP two. And we're gonna make the product better by giving a great, reliable baseline performance. But we're also going to let customers who want to run work clothes like Cassandra on TBS tune their throughput separately, for example, from their capacity. So if you're running Cassandra, sometimes you don't need to change your capacity. Your storage capacity works just fine, but what happens with for example, Cassandra were quote is that you may need more throughput. And if you're buying hardware appliance, you just have to buy for your peak. You have to buy for the max of what you think, your throughput in the max of what your storage is and this inherent flexibility that we have for AWS storage and being able to tune throughput separate from IOP, separate from capacity like you do for GP three. That is really where the future is for customers having control over costs and control over customer experience without compromising or trading off either one. >>Awesome. Thank you for that. So another time we have remaining my line. I want to talk about the topic of diversity. Uh, social impact on Daz. Ah, woman leader, women executive on. I really wanna get your perspectives on this, and I've shared with the audience previously. One of my breaking analysis segments your your boxing video, which is awesome and eso so you've got a lot of unique, non traditional aspects to your to your life, and and I love it. But I >>want to >>ask you this. So it's obviously, you know, certainly politically and socially correct to talk about diversity, the importance of diversity. There's data that suggests that that that diversity is good both economically, not just socially. And of course, it's the right thing to do. But there are those. Peter Thiel is probably the most prominent, but there are others who say, You know what, >>But >>get that. Just hire people just like you will be able to go faster, ramp up more quickly, hit escape velocity. It's natural. And that's what you should dio. Why is that not the right approach? Why is diversity both course socially responsible, but also good for business? >>For Amazon, we think about diversity as something that is essential toe how we think about innovation. And so, Dave, you know, as you know, from listening to some of the announcements I reinvent, we launched a lot of new ideas, new concepts and new services in AWS and just bringing that lends down to storage U. S. Tree has been reinventing itself every year since we launched in 2000 and six. PBS introduced the first Son on the Cloud late last year and continues to reinvent how customers think about block storage. We would not be able Thio. Look at a product in a different way and think to ourselves Not just what is the legacy system dio in a data center today. But how do we want to build this new distributed system in a way that helps customers achieve not just what they're doing today, but what they want to do in five and 10 years? You can't get that innovative mindset without bringing different perspectives to the table. And so we strongly believe in hiring people who are from underrepresented groups and whether that's gender or it's related racial equality or if its geographic, uh, diversity and bringing them in tow have the conversation. Because those divers viewpoints inform how we can innovate at all levels in a W s >>right. And so I really appreciate the perspectives on that, and we've had a zoo. You probably know the Cube has been, you know, a very big advocate of diversity, you know, generally, but women in tech Specifically, we participated a lot. And you know, I often ask this question is, you know, as a smaller company, uh, I and some of my other colleagues in in small business Sometimes we struggle. Um and so my question is, how >>how do >>you go beyond What's your advice for going beyond, you know, the good old boys network? I think its large companies like AWS and the big players you've got a responsibility to that. You can put somebody in charge and make it you know, their full time job. How should smaller companies, um, that are largely white, male dominated? How should they become more diverse? What should they do? Thio increase that diversity? >>Well, I think the place to start his voice. A lot of what we try to dio is make sure that the underrepresented voice is heard. And so, Dave, any small business owner of any industry can encourage voice for your under represented or your unheard populations. And honestly, it is a simple as being in a meeting and looking around that table, we're on your screen as it were and asking yourself Who hasn't talked? Who hasn't weighed in particularly if the debate is contentious or even animated. And you will see, particularly if you note this. Over time you will see that there may be somebody and whether it's an underrepresented, a group or its ah woman whose early career or it's it's not. It's just a member of your team who happens to be a white male to who's not being hurt. And you can ask that person for their perspective. And that is a step that every one of us can and should do, which is asked toe, have everyone's voice at the table, toe listen and to weigh in on it. So I think that is something everyone should dio. I think if you are a member of an underrepresented groups, as for example, I'm Vietnamese American and I'm the female in Tech. I think it z something to think about how you can make sure that you're always taking that bold step forward. And it's one of the topics that we covered it at reinvent. We had a great discussion with a group of women CEOs, and a lot of it we talked about is being bolt, taking the challenge of being bold in tough situations, and that is an important thing, I think, for anybody to keep in mind, but especially for members of underrepresented groups, because sometimes Dave, that bold step that you kind of think of is like, Oh, I don't know if I should ask for that promotion or I don't know if I should volunteer for that project It's not. It's not a big ask, but it's big in your head. And so if you can internalize as a member of some, you know, a group that maybe hasn't heard or seen as much how you can take those bold challenges and step forward and learn, maybe fell also because that's how you learn. Then that is a way toe. Also have people learn and develop and become leaders in whatever industry it ISS. It's >>great advice, and I reminds me of, I mean, I think most of us can relate to that my land, because when we started in the industry, we may be timid. You didn't want to necessarily speak up, and I think it's incumbent upon those in a position of power. And by the way, power might just be running a meeting agenda to maybe calling those folks that are. Maybe it's not diversity of gender or, you know, our or race. And maybe it's just the underrepresented. Maybe that's a good way to start building muscle memory. So that's unique advice that I hadn't heard before. So thank you very much for that. Appreciate it. And, uh hey, listen, thanks so much for coming on the Cuban cloud. Uh, we're out of time and and really, always appreciate your perspectives. And you're doing a great job, and thank you. >>Great. Thank you, Dave. Thanks for having me and have a great day. >>All right? And keep it right, everybody. You're watching the cube on cloud right back.

>>with me or three amazing guest Panelists. One of the things that we can do today with data that we say weren't able to do maybe five years ago. >>Yes, certainly. Um, I think there's lots of things that we can integrate specific actions. But if you were to zoom out and look at the big picture, our ability to reason through data to inform our choices to data with data is bigger than ever before. There are still many companies have to decide to sample data or to throw away older data, or they don't have the right data from from external companies to put their decisions and actions in context. Now we have the technology and the platforms toe, bring all that data together, tear down silos and look 3 60 of a customer or entire action. So I think it's reasoning through data that has increased the capability of organizations dramatically in the last few years. >>So, Milan, when I was a young pup at I D. C. I started the storage program there many, many moons ago, and and so I always pay attention to what's going on storage back in my mind. And as three people forget. Sometimes that was actually the very first cloud product announced by a W s, which really ushered in the cloud era. And that was 2006 and fundamentally changed the way we think about storing data. I wonder if you could explain how s three specifically and an object storage generally, you know, with get put really transform storage from a blocker to an enabler of some of these new workloads that we're seeing. >>Absolutely. I think it has been transformational for many companies in every industry. And the reason for that is because in s three you can consolidate all the different data sets that today are scattered around so many companies, different data centers. And so if you think about it, s three gives the ability to put on structure data, which are video recordings and images. It puts semi structured data, which is your CSP file, which every company has lots of. And it has also support for structure data types like parquet files which drive a lot of the business decisions that every company has to make today. And so if you think about S three, which launched on Pi Day in March of 2000 and six s three started off as an object store, but it has evolved into so much more than that where companies all over the world, in every industry are taking those different data sets. They're putting it in s three. They're growing their data and then they're growing the value that they capture on top of that data. And that is the separation we see that snowflake talks about. And many of the pioneers across different industries talk about which is a separation of the growth of storage and the growth of your computer applications. And what's happening is that when you have a place to put your data like s three, which is secure by default and has the availability in the durability of the operational profile, you know, and can trust, then the innovation of the application developers really take over. And you know, one example of that is where we have a customer and the financial sector, and they started to use us three to put their customer care recordings, and they were just using it for storage because that obviously data set grows very quickly, and then somebody in their fraud department got the idea of doing machine learning on top of those customer care recordings. And when they did that, they found really interesting data that they could then feed into their fraud detection models. And so you get this kind of alchemy of innovation that that happens when you take the data sets of today and yesterday and tomorrow you put them all in one place, which is dust free and the innovation of your application. Developers just takes over and builds not just what you need today, but what you need in the future as well. >>Thank you for that Mark. I want to bring you into this panel. It's it's great to have you here, so so thank you. I mean, Tableau has been a game changer for organizations. I remember my first by tableau conference, passionate, uh, customers and and really bringing cloud like agility and simplicity. Thio visualization just totally change the way people thought about data and met with massive data volumes and simplified access. And now we're seeing new workloads that are developing on top of data and snowflake data in the cloud. Can you talk about how your customers are really telling stories and bringing toe life those stories with data on top of things like, that's three, which my mom was just talking about. >>Yeah, for sure. Building on what Christian male I have already said you are. Our mission tableau has always been to help people see and understand data. And you look at the amazing advances they're happening in storage and data processing and now you, when you that the data that you can see and play with this so amazing, right? Like at this point in time, yeah, it's really nothing short of a new microscope or a new telescope that really lets you understand patterns. They were always there in the world, but you literally couldn't see them because of the limitations of the amount of data that you could bring into the picture because of the amount of processing power in the amount of sharing of data that you could bring into the picture. And now, like you said, these three things are coming together. This amazing ability to see and tell stories with your data, combined with the fact that you've got so much more data at your fingertips, the fact that you can now process that data. Look at that data. Share that data in ways that was never possible. Again, I'll go back to that analogy. It feels like the invention of a new microscope, a new telescope, a new way to look at the world and tell stories and get thio. Insights that were just were never possible before. >>So thank you for that. And Christian, I want to come back to this notion of the data cloud, and, you know, it's a very powerful concept, and of course it's good marketing. But But I wonder if you could add some additional color for the audience. I mean, what more can you tell us about the data cloud, how you're seeing it, it evolving and maybe building on some of the things that Mark was just talking about just in terms of bringing this vision into reality? >>Certainly. Yeah, Data Cloud, for sure, is bigger and more concrete than than just the marketing value of it. The big insight behind our vision for the data cloud is that just a technology capability, just a cloud data platform is not what gets organizations to be able to be, uh, data driven to be ableto make great use of data or be um, highly capable in terms of data ability. Uh, the other element beyond technology is the access and availability off Data toe put their own data in context or enrich, based on the no literal data from other third parties. So the data cloud the way to think about it is is a combination of both technology, which for snowflake is our cloud data platform and all. The work loves the ability to do data warehousing, enquiries and speeds and feeds fit in there and data engineering, etcetera. But it's also how do we make it easier for our customers to have access to the data they need? Or they could benefit to improve the decisions for for their own organizations? Think of the analogy off a set top box. I can give you a great, technically set top box, but if there's no content on the other side, it makes it difficult for you to get value out of it. That's how we should all be thinking about the data cloud. It's technology, but it's also seamless access to data >>in my life. Can >>you give us >>a sense of the scope And what kind of scale are you seeing with snowflake on on AWS? >>Well, Snowflake has always driven as Christian. That was a very high transaction rate, the S three. And in fact, when Chris and I were talking, uh, just yesterday we were talking about some of the things that have really been, um, been remarkable about the long partnership that we've had over the years. And so I'll give you an example of of how that evolution has really worked. So, as you know, as three has eyes, you know, the first a W s services launched, and we have customers who have petabytes hundreds of petabytes and exabytes of storage in history. And so, from the ground up, s three has been built for scale. And so when we have customers like Snowflake that have very high transaction rates for requests for ESRI storage, we put our customer hat on and we asked, we asked customers like like, Snowflake, how do you think about performance? Not just what performance do you need, but how do you think about performance? And you know, when Christians team were walking through the demands of making requests? Two, there s three data. They were talking about some pretty high spikes over time and just a lot of volume. And so when we built improvements into our performance over time, we put that hat on for work. You know, Snowflake was telling us what they needed, and then we built our performance model not around a bucket or an account. We built it around a request rate per prefix, because that's what Snowflake and other customers told us they need it. And so when you think about how we scale our performance, we Skillet based on a prefix and not a popular account, which other cloud providers dio, we do it in this unique way because 90% of our customer roadmap across AWS comes from customer request. And that's what Snowflake and other customers were saying is that Hey, I think about my performance based on a prefix of an object and not some, you know, arbitrary semantic of how I happened to organize my buckets. I think the other thing I would also throw out there for scale is, as you might imagine, s Tree is a very large distributed system. And again, if I go back to how we architected for our performance improvements. We architected in such a way that a customer like snowflake could come in and they could take advantage of horizontally scaling. They can do parallel data retrievals and puts in gets for your data. And when they do that, they can get tens of thousands of requests for second because they're taking advantage of the scale of s tree. And so you know when when when we think about scale, it's not just scale, which is the growth of your storage, which every customer needs. I D. C says that digital data is growing at 40% year over year, and so every customer needs a place to put all of those storage sets that are growing. But the way we also to have worked together for many years is this. How can we think about how snowflake and other customers are driving these patterns of access on top of the data, not just elasticity of the storage, but the access. And then how can we architect, often very uniquely, as I talked about with our request rate in such a way that they can achieve what they need to do? Not just today but in the future, >>I don't know you. Three companies here there don't often take their customer hats off. Mark, I wonder if you could come to you. You know, during the Data Cloud Summit, we've been exploring this notion that innovation in technology is really evolved from point products. You know, the next generation of server or software tool toe platforms that made infrastructure simpler, uh, are called functions. And now it's evolving into leveraging ecosystems. You know, the power of many versus the resource is have one. So my question is, you know, how are you all collaborating and creating innovations that your customers could leverage? >>Yeah, for sure. So certainly, you know, tableau and snowflake, you know, kind of were dropped that natural partners from the beginning, right? Like putting that visualization engine on top of snowflake thio. You know, combine that that processing power on data and the ability to visualize it was obvious as you talk about the larger ecosystem. Now, of course, tableau is part of salesforce. Um and so there's a much more interesting story now to be told across the three companies. 1, 2.5, maybe a zoo. We talk about tableau and salesforce combined together of really having this full circle of salesforce. You know, with this amazing set of business APS that so much value for customers and getting the data that comes out of their salesforce applications, putting it into snowflakes so that you can combine that share, that you process it, combine it with data not just for across salesforce, but from your other APS in the way that you want and then put tableau on top of it. Now you're talking about this amazing platform ecosystem of data, you know, coming from your most valuable business applications in the world with the most, you know, sales opportunity, objects, marketing service, all of that information flowing into this flexible data platform, and then this amazing visualization platform on top of it. And there's really no end of the things that our customers can do with that combination. >>Christian, we're out of time. But I wonder if you could bring us home and I want to end with, you know, let's say, you know, people. Some people here, maybe they don't Maybe they're still struggling with cumbersome nature of let's say they're on Prem data warehouses. You know the kids just unplug them because they rely on them for certain things, like reporting. But But let's say they want to raise the bar on their data and analytics. What would you advise for the next step? For them? >>I think the first part or first step to take is around. Embrace the cloud and they promise and the abilities of cloud technology. There's many studies where relative to peers, companies that embracing data are coming out ahead and outperforming their peers and with traditional technology on print technology. You ended up with a proliferation of silos and copies of data, and a lot of energy went into managing those on PREM systems and making copies and data governance and security and cloud technology. And the type of platform the best snowflake has brought to market enables organizations to focus on the data, the data model, data insights and not necessarily on managing the infrastructure. So I think that with the first recommended recommendation from from our end embraced cloud, get into a modern cloud data platform, make sure you're spending your time on data not managing infrastructure and seeing what the infrastructure lets you dio. >>Okay, this is Dave, Volunteer for the Cube. Thank you for watching. Keep it right there with mortgage rate content coming your way.

>> Narrator: From the Cube Studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE conversation. >> Hi, and welcome to this CUBE conversation, I'm Stu Min and I'm coming to you from our Boston area studio, we've been digging in with the Pensando team, understand how they're fitting into the cloud, multi-cloud, edge discussion, really thrilled to welcome to the program, first time guest, Silvano Gai, he's a fellow with Pensando. Silvano, really nice to see you again, thanks so much for joining us on theCUBE. >> Stuart, it's so nice to see you, we used to work together many years ago and that was really good and is really nice to come to you from Oregon, from Bend, Oregon. A beautiful town in the high desert of Oregon. >> I do love the Pacific North West, I miss the planes and the hotels, I should say, I don't miss the planes and the hotels, but going to see some of the beautiful places is something I do miss and getting to see people in the industry I do like. As you mentioned, you and I crossed paths back through some of the spin-ins, back when I was working for a very large storage company, you were working for SISCO, you were known for writing the book, you were a professor in Italy, many of the people that worked on some of those technologies were your students. But Silvano, my understanding is you retired so, maybe share for our audience, what brought you out of that retirement and into working once again with some of your former colleagues and on the Pensando opportunity. >> I did retire for a while, I retired in 2011 from Cisco if I remember correctly. But at the end of 2016, beginning of 2017, some old friend that you may remember and know called me to discuss some interesting idea, which was basically the seed idea that is behind the Pensando product and their idea were interesting, what we built, of course, is not exactly the original idea because you know product evolve over time, but I think we have something interesting that is adequate and probably superb for the new way to design the data center network, both for enterprise and cloud. >> All right, and Silvano, I mentioned that you've written a number of books, really the authoritative look on when some new products had been released before. So, you've got a new book, "Building a Future-Proof Cloud Infrastructure," and look at you, you've got the physical copy, I've only gotten the soft version. The title, really interesting. Help us understand how Pensando's platform is meeting that future-proof cloud infrastructure that you discuss. >> Well, network have evolved dramatically in the data center and in the cloud. You know, now the speed of classical server in enterprise is probably 25 gigabits, in the cloud we are talking of 100 gigabit of speed for a server, going to 200 gigabit. Now, the backbone are ridiculously fast. We no longer use Spanning Tree and all the stuff, we no longer use access code aggregation. We switched to closed network, and with closed network, we have huge enormous amount of bandwidth and that is good but it also imply that is not easy to do services in a centralized fashion. If you want to do a service in a centralized fashion, what you end up doing is creating a giant bottleneck. You basically, there is this word that is being used, that is trombone or tromboning. You try to funnel all this traffic through the bottleneck and this is not really going to work. The only place that you can really do services is at the edge, and this is not an invention, I mean, even all the principles of cloud is move everything to the edge and maintain the network as simple as possible. So, we approach services with the same general philosophy. We try to move services to the edge, as close as possible to the server and basically at the border between the sever and the network. And when I mean services I mean three main categories of services. The networking services of course, there is the basic layer, two-layer, three stuff, plus the bonding, you know VAMlog and what is needed to connect a server to a network. But then there is the overlay, overlay like the xLAN or Geneva, very very important, basically to build a cloud infrastructure, and that are basically the network service. We can have others but that, sort of is the core of a network service. Some people want to run BGP layers, some people don't want to run BGP. There may be a VPN or kind of things like that but that is the core of a network service. Then of course, and we go back to the time we worked together, there are storage services. At that time, we were discussing mostly about fiber tunnel, now the BUS world is clearly NVMe, but it's not just the BUS world, it's really a new way of doing storage, and is very very interesting. So, NVMe kind of service are very important and NVMe as a version that is called NVMeOF, over fiber. Which is basically, sort of remote version of NVMe. And then the third, least but not last, most important category probably, is security. And when I say that security is very very important, you know, the fact that security is very important is clear to everybody in our day, and I think security has two main branches in terms of services. There is the classical firewall and micro-segmentation, in which you basically try to enforce the fact that only who is allowed to access something can access something. But you don't, at that point, care too much about the privacy of the data. Then there is the other branch that encryption, in which you are not trying to enforce to decide who can access or not access the resource, but you are basically caring about the privacy of the data, encrypting the data so that if it is hijacked, snooped or whatever, it cannot be decoded. >> Eccellent, so Silvano, absolutely the edge is a huge opportunity. When someone looks at the overall solution and say you're putting something in the edge, you know, they could just say, "This really looks like a NIC." You talked about some of the previous engagement we'd worked on, host bus adapters, smart NICs and the like. There were some things we could build in but there were limits that we had, so, what differentiates the Pensando solution from what we would traditionally think of as an adapter card in the past? >> Well, the Pensando solution has two main, multiple pieces but in term of hardware, has two main pieces, there is an ASIC that we call copper internally. That ASIC is not strictly related to be used only in an adapter form, you can deploy it also in other form factors in another part of the network in other embodiment, et cetera. And then there is a card, the card has a PCI-E interface and sit in a PCI-E slot. So yes, in that sense, somebody can can call it a NIC and since it's a pretty good NIC, somebody can call it a smart NIC. We don't really like that two terms, we prefer to call it DSC, domain specific card, but the real term that I like to use is domain specific hardware, and I like to use domain specific hardware because it's the same term that Hennessy and Patterson use in a beautiful piece of literature that is the Turing Award lecture. It's on the internet, it's public, I really ask everybody to go and try to find it and listen to that beautiful piece of literature, modern literature on computer architecture. The Turing Award lecture of Hennessy and Patterson. And they have introduced the concept of domain specific hardware, and they explain also the justification for why now is important to look at domain specific hardware. And the justification is basically in a nutshell and we can go more deep if you're interested, but in a nutshell is that the specing, that is the single tried performer's measurement of a CPU, is not growing fast at all, is only growing nowadays like a few point percent a year, maybe 4% per year. And with this slow grow, over specing performance of a core, you know the core need to be really used for user application, for customer application, and all what is known as Sentian can be moved to some domain specific hardware that can do that in a much better fashion, and by no mean I imply that the DSC is the best example of domain specific hardware. The best example of domain specific hardware is in front of all of us, and are GPUs. And not GPUs for graphic processing which are also important, but GPU used basically for artificial intelligence, machine learning inference. You know, that is a piece of hardware that has shown that something can be done with performance that the purpose processor can do. >> Yeah, it's interesting right. If you term back the clock 10 or 15 years ago, I used to be in arguments, and you say, "Do you build an offload, "or do you let it happen is software." And I was always like, "Oh, well Moore's law with mean that, "you know, the software solution will always win, "because if you bake it in hardware, it's too slow." It's a very different world today, you talk about how fast things speed up. From your customer standpoint though, often some of those architectural things are something that I've looked for my suppliers to take care of that. Speak to the use case, what does this all mean from a customer stand point, what are some of those early use cases that you're looking at? >> Well, as always, you get a bit surprised by the use cases, in the sense that you start to design a product thinking that some of the most cool thing will be the dominant use cases, and then you discover that something that you have never really fought have the most interesting use case. One that we have fought about since day one, but it's really becoming super interesting is telemetry. Basically, measuring everything in the network, and understanding what is happening in the network. I was speaking with a friend the other day, and the friend was asking me, "Oh, but we have SNMP for many many years, "which is the difference between SNMP and telemetry?" And the difference is to me, the real difference is in SNMP or in many of these management protocol, you involve a management plan, you involve a control plan, and then you go to read something that is in the data plan. But the process is so inefficient that you cannot really get a huge volume of data, and you cannot get it practically enough, with enough performance. Doing telemetry means thinking a data path, building a data path that is capable of not only measuring everything realtime, but also sending out that measurement without involving anything else, without involving the control path and the management path so that the measurement becomes really very efficient and the data that you stream out becomes really usable data, actionable data in realtime. So telemetry is clearly the first one, is important. One that you honestly, we had built but we weren't thinking this was going to have so much success is what we call Bidirectional ERSPAN. And basically, is just the capability of copying data. And sending data that the card see to a station. And that is very very useful for replacing what are called TAP network, Which is just network, but many customer put in parallel to the real network just to observe the real network and to be able to troubleshoot and diagnose problem in the real network. So, this two feature telemetry and ERSPAN that are basically troubleshooting feature are the two features that are beginning are getting more traction. >> You're talking about realtime things like telemetry. You know, the applications and the integrations that you need to deal with are so important, back in some of the previous start-ups that you done was getting ready for, say how do we optimize for virtualization, today you talk cloud-native architectures, streaming, very popular, very modular, often container based solutions and things change constantly. You look at some of these architectures, it's not a single thing that goes on for a long period of time, but it's lots of things that happen over shorter periods of time. So, what integrations do you need to do, and what architecturally, how do you build things to make them as you talk, future-proof for these kind of cloud architectures? >> Yeah, what I mentioned were just the two low hanging fruit, if you want the first two low hanging fruit of this architecture. But basically, the two that come immediately after and where there is a huge amount of radio are distributor's state for firewall, with micro-segmentation support. That is a huge topic in itself. So important nowadays that is absolutely fundamental to be able to build a cloud. That is very important, and the second one is wire rate encryption. There is so much demand for privacy, and so much demand to encrypt the data. Not only between data center but now also inside the data center. And when you look at a large bank for example. A large bank is no longer a single organization. A large bank is multiple organizations that are compartmentalized by law. That need to keep things separate by law, by regulation, by FCC regulation. And if you don't have encryption, and if you don't have distributed firewall, is really very difficult to achieve that. And then you know, there are other applications, we mentioned storage NVME, and is a very nice application, and then we have even more, if you go to look at load balance in between server, doing compression for storage and other possible applications. But I sort of lost your real question. >> So, just part of the pieces, when you look at integrations that Pensando needs to do, for maybe some of the applications that you would tie in to any of those that come to mind? >> Yeah, well for sure. It depends, I see two main branches again. One is the cloud provider, and one are the enterprise. In the cloud provider, basically this cloud provider have a huge management infrastructure that is already built and they want just the card to adapt to this, to be controllable by this huge management infrastructure. They already know which rule they want to send to the card, they already know which feature they want to enable on the card. They already have all that, they just want the card to provide the data plan performers for that particular feature. So they're going to build something particular that is specific for that particular cloud provider that adapt to that cloud provider architecture. We want the flexibility of having an API on the card that is like a rest API or a gRPC which they can easily program, monitor and control that card. When you look at the enterprise, the situation is different. Enterprise is looking to at two things. Two or three things. The first thing is a complete solution. They don't want to, they don't have the management infrastructure that they have built like a cloud provider. They want a complete solution that has the card and the management station and there's all what is required to make from day one, a working solution, which is absolutely correct in an enterprise environment. They also want integration, and integration is the tool that they already have. If you look at main enterprise, one of a dominant presence is clearly VMware virtualization in terms of ESX and vSphere and NSX. And so most of the customer are asking us to integrate with VMware, which is a very reasonable demand. And then of course, there are other player, not so much in the virtualization's space, but for example, in the data collections space, and the data analysis space, and for sure Pensando doesn't want to reinvent the wheel there, doesn't want to build a data collector or data analysis engine and whatever, there is a lot of work, and there are a lot out there, so integration with things like Splunk for example are kind of natural for Pensando. >> Eccellent, so wait, you talked about some of the places where Pensando doesn't need to reinvent the wheel, you talk through a lot of the different technology pieces. If I had to have you pull out one, what would you say is the biggest innovation that Pensando has built into the platform. >> Well, the biggest innovation is this P4 architecture. And the P4 architecture was a sort of gift that was given us in the sense that it was not invented for what we use it. P4 was basically invented to have programmable switches. The first big P4 company was clearly Barefoot that then was acquired by Intel and Barefoot built a programmable switch. But if you look at the reality of today, the network, most of the people want the network to be super easy. They don't want to program anything into the network. They want to program everything at the edge, they want to put all the intelligence and the programmability of the edge, so we borrowed the P4 architecture, which is fantastic programmable architecture and we implemented that yet. It's also easier because the bandwidth is clearly more limited at the edge compared to being in the core of a network. And that P4 architecture give us a huge advantage. If you, tomorrow come up with the Stuart Encapsulation Super Duper Technology, I can implement in the copper The Stuart, whatever it was called, Super Duper Encapsulation Technology, even when I design the ASIC I didn't know that encapsulation exists. Is the data plan programmability, is the capability to program the data plan and programming the data plan while maintaining wire-speed performance, which I think is the biggest benefit of Pensando. >> All right, well Silvano, thank you so much for sharing, your journey with Pensando so far, really interesting to dig into it and absolutely look forward to following progress as it goes. >> Stuart, it's been really a pleasure to talk with you, I hope to talk with you again in the near future. Thank you so much. >> All right, and thank you for watching theCUBE, I'm Stu Miniman, thanks for watching. (upbeat music)

>> from Austin, Texas. It's Theo Cube covering your storage accelerate 2019. Brought to you by pure storage. How >> do you all how to do Dave Great Legal garden with you? Yes, I am Lisa Martin with David Lantana. And can you guess we're in Texas were at pure Accelerate 2019 Day one of our coverage here and the Buzzy Expo Hall. Pleased to welcome one of Pierre's customers to the Q B of Jason Thomas, the CEO of Coal, Scott Hussein or C. S K Legal Jason. Welcome to the program. So talk to us a little bit about si es que legal. You're based out of Florida. You're CEO. Give us a little bit of a picture of the law firm, your I T environment and your role. ISS leader of information >> So cold, Scott is saying, >> has been around >> 20 plus years. I joined about three and 1/2 years ago, Um, and we have now this one. We have 13 officers. We just opened up 13th office. We're the largest law firm in Florida currently, and only in Florida. Interestingly enough, I actually live and work out of Boston, but you know, these days there's no reason why you can't work remote. I go, they're off enoughto needed. >> You can avoid the hurricanes by living in >> a snowstorm over >> hurting any >> day because I've been a >> good pro sports in Boston. Better, better college sports in Florida. >> Yeah, No one cares about college sports. >> Best of both worlds. All right, so we're here Appear. You guys have been appear customer for a while. But give us this This picture of the legal landscape from a data volume perspective, I could imagine tons of documentation. I think you guys have hundreds of attorneys. What were some of the challenges three years ago when you were looking for the ideal long? You know, storage service is that you were really looking to four companies like your help eliminate and allow you to really deliver on the business needs. >> So we're heavy, heavy volume, business tons and tons of documents. Um, And when I came on board 39 years ago, the ever start of iron was basically a lot of physical servers, a lot of local storage which, quite frankly, scared me. I came from my previous company. I was that I came from a nap shop And that was when my first initiatives was bringing in a sand into the firm and centralizing all the storage on also setting up D r a cz. Well, along with that. So it started evaluation process pretty much within a few months, coming on board the firm. >> So you knew Netapp. Sorry, Dave. You knew Net up your pure customer perspective. Of what? For some of those things that you were looking for that when you found pure was, like, checks all the boxes. >> I can tell you what I wasn't looking for. It was I wasn't looking to hire a storage admin. So I want to find something super simple demand something that I could manage or any of the guys could manage any this this admits, could manage. So that was like starting point of the evaluation. >> So you had a bunch of sounds like discreet Dad asked direct access storage, and he said that concern you, presumably because it was hard to manage to get a handle on. So you wanted to consolidate >> way had if we had our sequel No sequel box go down down for a day, and, uh, do you ever stole from backups in previous night. Not really a good set up at the time >> in our most of your attorneys century, located in one location. Are they distributed there? >> They're spread out all across up and down floors. So we have 13 offices. So between there, they're all over the place. But a lot of work remote down, too. So that's becoming a big thing as well. So the >> reason I asked you to get the pendulum swinging right, you had almost ass, and then you went to a sin. And now this. You got the head you get cloud. I don't know if you're taking advantage of cloud, are you? >> Uh, we are actually we a lot of our software now that we've slowly start to move a lot of our main main line products to the cloud or a cloud edition of this product. So I would say we're probably 50 to 60% cloud now. >> Yes. So you were tied up in the keynotes this morning, but one of the things we heard in the key notice you could have the pure management experience. No matter where your data lives, bring the the pure cloud experience to your date on Prim and the public cloud hybrid. Is that something that's appealing to you? Is that resonate? Yeah. >> Absolutely. Absolutely. It makes it. Look, I can I can actually blogging appear one of my phone if I want to, you know, and check the room. Not that I ever do. Quite. I'll say I never really need to look at >> it. Well, your c i o. Right. I mean, you got other things to worry about. Get my I would like >> to be involved with fingers in it. >> It's interesting. So I mean, you know, a lot of time CEOs, they don't they let, but your tech I love your technical. See a lot of that. A lot of technical CEOs as well, but But also, you don't want to hire a storage admin. Correct. So you want general is to be able to deal this stuff. Okay, so you know your question. Why? Why pure? What would you look at? And >> so we looked at, um, way looked at HP street power. Big name. Um, we looked at fewer and we looked at 10 tree and I pretty much especially with three part I knew that would be management heavy so that when I toss that one out pretty quickly, not that it's not a great product. But it just wasn't for me or what I was >> the right fit. >> You're not right for us. So we came down the pier and 10 tree. I had a had a buddy who worked at another law firm, and he's like and he was like, Look, just don't even waste time just go pure And it's a phrase that I use Sometimes I stole from him, but he he's like, Dude, this is like storage crack. You'll love it. >> Storage crack. Wow, They need a T shirt. That first >> first hit's free. Okay, so that was the right fit for you. It was your peer was appear that that enticed you. That's obviously take a bit. I presume you take a lot of hair advice. >> Lot appeared, but we didn't even do a POC. >> Wow, this is this is a good period that you obviously trust. >> All right, how to >> see was the interface yet you showed me the interface on a phone call one time, and he's like, this is it. I'm like, That's it. >> What did you actually bring in. What are you using? >> I'm sorry, >> What products That you're actually using, What? Or with pure >> Oh, so I'm sorry. Um Exchange sequel. Um, that our main line, our bookkeeping time, time and building. All that that that's that's the meaning of >> all the legal absent all the legal dated the data stores. Which product from pure is that? Do you know a fan? Is it? Uh, it's the all flash array. Yeah. >> I'm sorry. Yes, it's the FBI. >> Yeah. Okay. And so, thinking about before and after hell kind of a as is and the to be how would you compare and contrast two when you brought it in the pre in the post >> your environment. >> Oh, for your business. >> That's Ah, good question. I felt more comfortable sleeping at night. You know why? Just the reliability of the ease of management. You know, if we need to bring up a volume or expanded volume, we could do it very quickly. It doesn't. It doesn't take a rocket science to do it. And from everyone I spoke to I mean, I can't I'm not I can't speak to it, but I can't. I don't I don't believe I've ever talked anybody that's had an outage or whether you raise gone down. In fact, it seems that they tell me before we even know if there's, you know, an issue. Andi. They jump on it right away. So we've never had never had now has never had an issue, never had an issue with an upgrade. It's been fantastic. That supports awesome. >> No need for a rocket scientist or a storage admin, >> and you're sleeping better. This is very, very good thing so far this interview. So in terms of the traditional storage model that you're well familiar with, as you said, you know, being very familiar with netapp it a previous role, the whole every three years. Allies like it. We've got to switch things out, disrupting operations here, comes along with the Evergreen model, and we go, How much of that is marketing and how much of that really actually means? And I know you're a big >> you're in my mind. So yeah, I was like, Oh, so I'm pre paying for support or, you know, But you know what? One side. Once I understood what it really waas and the advantages of of it inmate sentence. We didn't. We didn't I didn't think we would upgrade as much as we have already. We've already gone through to storage up, raising two controller upgrades. So that's really where where it really makes sense is when you're doing storage controller upgrade. So if you want to start our small, which we do is start a little bit small in the beginning. And then then our business grew like crazy and our storage needs expanded. So we went through at least two upgrades for years. >> So you you bring in a rare you paying basically perpetual license up front boom. And then and then you're doing the evergreen model. And then now you're on a subscription in perpetuity, is that correct? Okay, so you you essentially go from cap Ex Op X over the life cycle, and then when you add capacity, you're paying for that capacity, and then >> you just like you return the equipment, you get your money back, and then, uh, you get new equipment >> is truly non disruptive. >> We've been through to upgrades and to control operates with your major upgrades and, um, both of them we did at 5 p.m. Just not that the firm close. If I were anything but, you know, just to feel comfortable. I don't know how you do it at five, and it's okay because you know, if anything goes down from five and if no one's working right, so But here, obviously, we're always attorneys are always on and know they're really smooth. No problems. Every I mean, they got a great strategy and method to the upgrades way stayed up the entire time. >> I mean, it is a big issue for practitioners. We we've done some quantification over the years, and it was like the minimum to migrate. Honore was $50,000. When you add it all in people's time, the cost of the array, the complexity and you're saying first of all, sound reasonable, right kind of number, right? I mean, that's probably gonna make room for the conservative right. Is that essentially been eliminated? I mean, it gives you some planning, I guess are >> pretty much. And as far as the planning goes, you know, these these guys take care of all that. So when we're ready to make the switch, they just log in and do their thing, and then it's done, >> and in terms of training for yourself or your team. When you've done these two upgrades that what's that process been like? >> Log in and figure it out. I mean, >> it sounds pretty simple. >> There's not much to it. Yeah. >> So what's on the C I ose mind these days? Obviously, you don't stay awake at night now thinking about story. >> I stay awake for security, for >> talk about that data >> breach security seems like every every week. Now it it seems I'm on my Twitter feed and this is there's a new breech home. It just it's It's almost got to the point where, you know, it's just another thing that happens. >> So what's your challenge there? Is it managing all these tools? Is it knowing what to respond to it? Is it the skill sets all of the above? My >> biggest thing is, I believe in lots of redundancy. So, um, so one. Starting with the pure we have, we have a second array in another data center outside the state, so we replicate the to raise between each other. That's that's what we started with that side. We also running, you know, regular backups. We run rubric for that. And we also now have just oh, establishing cloud strategy for backups. Immutable. Um, long, long retention. So we also send our backup to the cloud as well. So now I'm feeling like I can sleep. Probably can sleep late now. I just gotta wait for somebody for something to happen, I guess, and makes sure, and hopefully your strategy is pretty solid here. >> Okay, so D r and backup are part of that overall data protection and security strategy that extends obviously into the perimeter device, etcetera, etcetera. So you have a SEC ops team. How do you weigh? >> Don't have a dedicated no. See. So, >> Well, you're the C cell. >> I'm exactly exactly so. Sher Sher bulls with a small group of us that are also the security team. And we've got a pretty I think we've got at this point a pretty solid security sack. Always room for improvement. Always looking at the new stuff. What's out there? I mean, there's all kinds of cool tech out there. Sometimes I get a little overboard with the team, gets a little upset with me because, you know, I just want to see I want to do another POC, and they're like we have three running. >> Okay, Like you guys have a pretty solid foundation running on pure that you stone to me, like, kind of appear customer for life. So they should at least give you a T shirt. Um, Adam, >> give me atleast >> a T shirt. >> I'll tell you one what really sold me within the first year was we had a We had a B m that wouldn't wouldn't boot up and we couldn't figure out what was going on. So we thought initially thought was a V m where issue and so we call support and you can really figure out. They said it was a pure issue. We call so decide to call Pure. One night I was 89 o'clock at night and decide to give it a shot, and the guy got on the phone and come to find. Now there was some issue with the data stores of'em where it was crossed, her data stores and one was deleted. Oh, apparently maybe me had deleted a small data store that had nothing on it, but apparently it was linked to the data store. This b m for some unknown reason known. Behold, bmr issue. But the guy on the line actually knew of resource within pure. That was That was a big bm weren't guy and he came in. He actually logged in and help us unlinked to data stores. So totally not appear issue. But, you know, he went the extra mile to help us recover that GM gotta back up the same night. >> You know, we got to go, But I ask you a question. You work. You have a lot of vendors you've experienced. What, Avengers do that really tick you off? That they should stop doing? How's your chance? >> I don't like the term road map. >> Really? >> Any time I hear road map, it means, you know >> we don't have it. You >> don't have >> yet, >> But we're gonna look into that so don't do business with people that have no road. >> Jason, thank you so much for share your candor with David. Me on the key. We appreciate it. Congratulations on all your success. >> Thank you >> for David. Dante. I'm Lisa Martin. You're watching the Cube at pure accelerate 19. Thanks for watching

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by VM Wear and its ecosystem partners. >> Welcome back to San Francisco, everybody. My name is David Lantz. I'm here with my co host John Troia. This is Day three of V M World 2019 2 sets. >> This is >> our 10th year at the M. World Cube is the leader in live enterprise tech coverage. Marry on Blondie is here. He's the C m o and chief evangelist that 10 tree by DDN Yes, sir. He's joined by Graham Breezes The Field CTO at 10 Tree also by DDN Recent acquisition jets Great to see you. >> Likewise, as they say, we're back. I like I like to call it a hibernation in the sense that people may have not known where did Ian or 10 Trias and Tension by Dede and, as the name implies, were acquired a year ago at the M World August 31st of 2018. And in the year since, we've been ableto invest in engineering support, my joining the company in marketing to take this solution, we've been able to save thousands of customers millions of man hours and bring it to a larger number of users. Way >> first saw 10 tree, we said, Wow, this is all about simplification. And Jonah Course you remember that when you go back to the early early Dick Cube days of of'em World, very complex storage was a major challenge. 10 Tree was all about simplifying that. Of course, we know DDN as well is the high performance specialist and have worked with those guys for a number of years. But take >> us >> back Married to the original vision of 10 Cherie. Is that original vision still alive? How was it evolved? >> Well, I'd say that it's, ah, number one reason why we're a part of the DD and family of brands because, as, ah, portfolio company, they're looking good. Bring technologies. I'm the marketing guy for our enterprise or virtual ization audience, and the product sets that cover high performance computing have their own audience. So for me, I'm focused on that. Graham's also focused on that, and, uh, really what continues to make us different today is the fact we were designed to learn from the beginning to understand how virtual machines end to end work with infrastructure. And that's really the foundation of what makes us different today. The same thing, right? >> So from the very beginning we were we were built to understand the work clothes that we service in the data center. So and that was virtual machines. We service those on multiple hyper visors today in terms of being able to understand those workloads intrinsically gives us a tremendous capability. Thio place. I owe again understanding that the infrastructure network storage, hyper visor, uh, weaken view that end end in terms of a latent a graph and give customers and insight into the infrastructure how it's performing. I would say that we're actually extending that further ways in terms of additional workload that we're gonna be able to take on later this year. >> So I know a lot >> of storage admits, although I I only play one on >> TV, but, uh, no, consistently >> throughout the years, right? 10 tree user experiences that is the forefront there. And in fact, they they often some people have said, You know what? I really want to get something done. I grab my tent Reeboks and so it can't talk. Maybe some examples of one example of why the user experience how the user experiences differ or why, why it's different. >> I'll start off by saying that I had a chance being new to the company just two weeks to meet a lot of 10 tree users. And prior to taking the job, I talkto us some folks behind the scenes, and they all told me the same thing. But what I was so interested to hear is that if they didn't have 10 tree, they'd otherwise not have the time to do the automation work, the research work, the strategy work or even the firefighting that's vital to their everyday operations. Right? So it's like, of course, I don't need to manage it. If I did, I wouldn't be able to do all these other things. And I think that's it. Rings true right that it's hard to quantify that time savings because people say, 0 1/2 of it. See, that's really not much of the greater scheme of things. I don't know. 1/2 50. Working on strategic program is a huge opportunity. Let's see >> the value of 10 tree to our end users and we've heard from a lot of them this week actually spent a fantastic event hearing from many of our passionate consumers. From the very beginning. We wanted to build a product that ultimately customers care about, and we've seen that this week in droves. But I would say the going back to what they get out of it. It's the values and what they don't have to do, so they don't have to carve up ones. They don't have to carve up volumes. All they have to do is work with the units of infrastructure that air native to their environment, v ems. They deal with everything in their environment from our virtual machine perspective, virtual machines, one thing across the infrastructure. Again, they can add those virtual machines seamlessly. They can add those in seconds they don't have toe size and add anything in terms of how am I gonna divide up the storage coming in a provisional I Oh, how am I going to get the technical pieces right? Uh, they basically just get place v EMS, and we have a very simplistic way to give them Ah, visualization into that because we understand that virtual machine and what it takes to service. It comes right back to them in terms of time savings that are tremendous in terms of that. >> So let's deal with the elephant in the room. So, so 10 tree. We've talked about all the great stuff in the original founding vision. But then I ran into some troubles, right? And so what? How do you deal with that with customers in terms of just their perception of what what occurred you guys did the eye poets, et cetera, take us through how you're making sure customers are cool with you guys. >> I'm naturally, glass is half full kind of guy from previous, uh, times on the Cube. The interesting thing is, not a lot of people actually knew. Maybe we didn't create enough brand recognition in the past for people to even know that there was a transition. There were even some of our customers. And Graham, you can pile on this that because they don't manage the product every day because they don't have to. It's kind of so easy they even for gotten a lot about it on don't spend a lot of time. I'd say that the reason why we are able to continue. Invest today a year after the acquisition is because retaining existing customers was something that was very successful, and to a lot of them, you can add comments. It wasn't easy to switch to something. They could just switch to something else because there's no other product, does these automatic things and provides the predictive modeling that they're used to. So it's like what we switched to so they just kept going, and to them, they've given us a lot of great feedback. Being owned by the largest private storage company on planet Earth has the advantages of strong source of supply. Great Leverett reverse logistics partnerships with suppliers as a bigger company to be able to service them. Long >> trial wasn't broke, so you didn't need to fix it. And you were ableto maintain obviously a large portion of that customer base. And what was this service experience like? And how is that evolving? And what is Dede and bring to the table? >> So, uh, boy DD and brings so many resources in terms of bringing this from the point when they bought us last year. A year ago today, I think we transition with about 40 people in the company. We're up about 200 now, so Ah, serious investment. Obviously, that's ah have been a pretty heavy job in terms of building that thing back up. Uh, service and support we've put all of the resource is the stated goal coming across the acquisition was they have, ah, 10. Tree support tender by DNC would be better than where 10 tree support was. We fought them on >> rate scores, too. So it's hard to go from there. Right? And >> I would say what we've been doing on that today. I mean, in terms of the S L. A's, I think those were as good as they've ever been from that perspective. So we have a big team behind us that are working really hard to make sure that the customer experience is exactly what we want. A 10 tree experience to be >> So big messages at this This show, of course, multi cloud kubernetes solving climate change, fixing the homeless problem in San Francisco. I'm not hearing that from you guys. What's what's your key message to the VM world? >> Well, I personally believe that there's a lot of opportunity to invest in improving operations that are already pretty darn stable, operating these environments, talking to folks here on the floor. These new technologies you're talking about are certainly gonna change the way we deploy things. But there's gonna be a lot of time left Still operating virtualized server infrastructure and accelerating VD I deployments to just operationalized things better. We're hoping that folks choose some new technologies out there. I mean, there's a bill was a lot of hype in past years. About what technology to choose. We're all flash infrastructure, but well, I'd liketo for the say were intelligent infrastructure. We have 10 and 40 get boards were all flash, but that's not what you choose this. You choose this because you're able to take their operations and spend more your time on the apse because you're not messing around with that low level infrastructure. I think that there's a renaissance of, of, of investment and opportunity to innovate in that space into Graham's point about going further up the stack. We now have data database technology that we can show gives database administrators the direct ability to self service their own cloning, their own, staging their own operations, which otherwise would be a complex set of trouble tickets internally to provision the environment. Everyone loves to self service. That's really big. I think our customers love. It's a self service aspect. I see the self service and >> the ability to d'oh again, not have to worry about all the things that they don't have to do in terms of again not having to get into those details. A cz Morrow mentioned in terms of the database side, that's, ah, workload, the workload intelligence that we've already had for virtual machines. We can now service that database object natively. We're going to do sequel server later this year, uh, being ableto again, being able to see where whether or not they've got a host or a network or a storage problem being able to see where those the that unit they're serving, having that inside is tremendously powerful. Also being able the snapshot to be able to clone to be able thio manage and protect that database in a native way. Not having to worry about, you know, going into a console, worrying about the underlying every structure, the ones, the volumes, all the pieces that might people people would have to get involved with maybe moving from, like, production to test and those kinds of things. So it's the simplicity, eyes all the things that you really don't have to do across the getting down in terms of one's the volumes, the sizing exercises one of our customers put it. Best thing. You know, I hear a lot of things back from different customer. If he says the country, the sentry box is the best employee has >> I see that way? Reinvest, Reinvest. I haven't heard a customer yet that talks about reducing staff. Their I t staff is really, really critical. They want to invest up Kai throw buzzword out there, Dev. Ops. You didn't mention that it's all about Dev ops, right? And one thing that's interesting here is were or ah, technology that supports virtual environments and how many software developers use virtual environments to write, test and and basically developed programmes lots and being able to give those developers the ability to create new machines and be very agile in the way they do. Their test of is awesome and in terms of just taking big amounts of data from a nap, if I can circling APP, which is these virtual machines be ableto look at that on the infrastructure and more of her copy data so that I can do stuff with that data. All in the flying virtualization we think of Dev Ops is being very much a cloud thing. I'd say that virtual ization specifically server virtualization is the perfect foundation for Dav ops like functionality. And what we've been able to do is provide that user experience directly to those folks up the stacks of the infrastructure. Guy doesn't have to touch it. I wanted to pull >> a couple of threads together, and I think because we talked about the original vision kind of E m r centric, VM centric multiple hyper visors now multi cloud here in the world. So what >> are you seeing >> in the customers? Is that is it? Is it a multi cloud portfolio? What? What are you seeing your customers going to in the future with both on premise hybrid cloud public. So where does where does 10 tree fit into the storage portfolio? >> And they kind of >> fit all over the map. I think in terms of the most of the customers that we have ultimately have infrastructure on site and in their own control. We do have some that ultimately put those out in places that are quote unquote clouds, if you will, but they're not in the service. Vendor clouds actually have a couple folks, actually, that our cloud providers. So they're building their own clouds to service customers using market. What >> differentiates service is for serving better d our offerings because they can offer something that's very end end for that customer. And so there's more. They monetize it. Yeah, and I think those type of customers, like the more regional provider or more of a specialty service provider rather than the roll your own stuff, I'd say that Generally speaking, folks want tohave a level of abstraction as they go into new architecture's so multi cloud from a past life I wrote a lot about. This is this idea that I don't have to worry about which cloud I'm on to do what I'm doing. I want to be able to do it and then regards of which clouded on it just works. And so I think that our philosophy is how we can continue to move up the stack and provide not US access to our analytics because all that analytic stuff we do in machine learning is available via a P I We have ah v r o plug in and all that sort of stuff to be able allow that to happen. But when we're talking now about APS and how those APS work across multiple, you know, pieces of infrastructure, multiple V EMS, we can now develop build a composite view of what those analytics mean in a way that really now gives them new inside test. So how can I move it over here? Can I move over here? What's gonna happen if I move it over here over there? And I think that's the part that should at least delineate from your average garden variety infrastructure and what we like to call intelligent infrastructure stopping that can, Actually that's doing stuff to be able to give you that data because there's always a way you could do with the long way. Just nobody has time to do with the long way, huh? No. And I would actually say that you >> know what you just touched on, uh, going back to a fundamental 10 tree. Different churches, getting that level of abstraction, right is absolutely the key to what we do. We understand that workload. That virtual machine is the level of abstraction. It's the unit infrastructure within a virtual environment in terms of somebody who's running databases. Databases are the unit of infrastructure that they want to manage. So we line exactly to the fundamental building blocks that they're doing in those containers, certainly moving forward. It's certainly another piece we're looking. We've actually, uh I think for about three years now, we've been looking pretty hard of containers. We've been waiting to see where customers were at. Obviously Of'em were put. Put some things on the map this week in terms of that they were pretty excited about in terms of looking in terms of how we would support. >> Well, it certainly makes it more interesting if you're gonna lean into it with someone like Vienna where behind it. I mean, I still think there are some questions, but I actually like the strategy of because if I understand it correctly of Visa, the sphere admin is going to see the spear. But ah ah, developers going to see kubernetes. So >> yeah, that's kind of cool. And we just want to give people an experience, allows them to self service under the control of the I T department so that they can spend less time on infrastructure. Just the end of the I haven't met a developer that even likes infrastructure. They love to not have to deal with it at all. They only do it out. It assessed even database folks They love infrastructural because they had to think about it. They wanted to avoid the pitfalls of bad infrastructure infrastructures Code is yeah, way we believe in that >> question. Go to market. Uh, you preserve the 10 tree name so that says a lot. What's to go to market like? How are you guys structuring the >> organizational in terms of, ah, parent company perspective or a wholly owned subsidiary of DDN? So 10 tree by DDN our go to market model is channel centric in the sense that still a vast majority of people who procure I t infrastructure prefer to use an integrator or reseller some sort of thing. As far as that goes, what you'll see from us, probably more than you did historically, is more work with some of the folks in the ecosystem. Let's say in the data protection space, we see a rubric as an example, and I think you can talk to some of that scene where historically 10 Tree hadn't really done. It's much collaboration there, but I think now, given the overall stability of the segment and people knowing exactly where value could be added, we have a really cool joint story and you're talking about because your team does that. >> Yeah, so I would certainly say, you know, in terms of go to market Side, we've been very much channel lead. Actually, it's been very interesting to go through this with the channel folks. It's a There's also a couple other pieces I mentioned you mentioned some of the cloud provider. Some of those certainly crossed lines between whether they're MSP is whether they are resellers, especially as we go to our friends across the pond. Maybe that's the VM it'll Barcelona discussion, but some of those were all three, right? So there are customer their service providers there. Ah ah, channel partner if you want terms of a resellers. So, um, it's been pretty interesting from that perspective. I think the thing is a lot of opportunity interview that Certainly, uh, I would say where we're at in terms of, we're trying to very much. Uh, we understand customers have ecosystems. I mean, Marco Mitchem, the backup spaces, right? Uh, customers. We're doing new and different things in there, and they want us to fit into those pieces. Ah, and I'd certainly say in the world that we're in, we're not tryingto go solve and boil the ocean in terms of all the problems ourselves we're trying to figure out are the things that we can bring to the table that make it easier for them to integrate with us And maybe in some new and novel, right, >> So question So what's the number one customer problem that when you guys hear you say, that's our wheelhouse, we're gonna crush the competition. >> I'll let you go first, >> So I'd say, you know, if they have a virtualized environment, I mean, we belong there. Vermin. Actually, somebody said this bed is the best Earlier again. Today in the booze is like, you know, the person who doesn't have entries, a person who doesn't know about 10 tree. If they have a virtual environment, you know, the, uh I would say that this week's been pretty interesting. Lots of customer meetings. So it's been pretty, pretty awesome, getting a lot of things back. But I would say the things that they're asking us to solve our not impossible things. They're looking for evolution's. They're looking for things in terms of better insights in their environment, maybe deeper insights. One of the things we're looking to do with the tremendous amount of data we've got coming back, Um, got almost a million machines coming back to us in terms of auto support data every single night. About 2.3 trillion data points for the last three years, eh? So we're looking to make that data that we've gotten into meaningful consumable information for them. That's actionable. So again, again, what can we see in a virtual environment, not just 10 tree things in terms of storage of those kinds of things, but maybe what patches they have installed that might be affecting a network driver, which might affect the certain configuration and being able to expose and and give them some actionable ways to go take care of those problems. >> All right, we gotta go marry. I'll give you. The last word >> stated simply if you are using virtual, is a Shinto abstract infrastructure. As a wayto accelerate your operations, I run the M where, if you have ah 100 virtual machine, 150 virtual machines, you could really benefit from maybe choosing a different way to do that. Do infrastructure. I can't say the competition doesn't work. Of course, the products work. We just want hope wanted hope that folks could see that doing it differently may produce a different outcome. And different outcomes could be good. >> All right, Mario Graham, Thanks very much for coming to the cubes. Great. Thank you so much. All right. Thank you for watching John Troy a day Volante. We'll be back with our next guest right after this short break. You're watching the cube?

(upbeat music) >> Live from Las Vegas, it's theCUBE! Covering Informatica World 2019. Brought to you by Informatica. >> Welcome back to theCUBE, everyone. We are in the middle of two days of coverage of Informatica World here in Las Vegas. I'm your host, Rebecca Knight, along with my cohost, John Furrier. We are joined by Ansa Sekharan, he is the Executive Vice President and Chief Customer Officer at Informatica. Thanks so much for coming on the Cube, Ansa. >> My pleasure to be back on theCUBE. >> Great to see you. >> Thank you. >> So, let's talk about your role as the Chief Customer Officer. Last year you announced this change from a customer service model to a customer success model. How has that been? How have you implemented it and how's it going? >> Now, we have a great opportunity ahead of us. You see a number of enterprises embarking on a data transformation journey. As we offer the best products, it was quite apparent we had to take the services to the next level. We had to take the services and connect them to customers' business values. So we are blurring the lines between the various services functions: support, professional services, university, customer success, we want to abstract them, along with their products, we want to offer the best value to the customers. It's very simple. We sign up a new customer. The first thing we want to do is to work with the customer and define the success plan. What does success mean to them? Success, in two words, business outcomes. It's not about go-lives. Are the business users adopting and realizing value? That's where Informatica is very different from other enterprises, and I think that's going to further fuel our growth in the future. >> Ansa, you've been in the industry a very long time, Informatica many many years, how many years? >> 23 and counting. >> So, I'd consider you a historian of Informatica. (speaks indistinctly) I never saw myself as a historian. You've seen the transformations. Talk about what's going on now because, and certainly going private affords a lot of good things, in the public eye anymore in terms of shot clock earnings, being on that treadmill. You guys really did a lot of digging in to innovate. Now four years later, you start to see the fruit coming off that tree in the form of good catalog decision with the catalog, cloud early, AI early, the horizontal scalability of the infrastructure now and one operating model. Interesting kind of tailwinds for you guys. What's going on? How do you talk to customers who have kind of living in a cave, I won't want to say living in a cave, but they've been not as on the front end as you guys have been. >> I think when you use the word innovation it's just not about products. As a company we have been innovating. Along with the products, we have been innovating on all fronts, being at the services. We have, used to have, a major release every four years on services. We have shortened the cycle to two years. As a company we are now offering all our products on the cloud. What does it mean? What does it mean in customer support? We are having to redefine the entire delivery model end to end. You heard in the conference eight trillion transactions we process in a month. That was grown 3X just in a year. We have so much data. It's all about what is the information we can glean from these transactions. We have over a billion interactions with the customers every year. How can we put these transactions and interactions, package it in the form of we have the best telemetry products? We are leveraging this data to better sell the customers so that we can drive them, accelerate the business outcomes. When I started off we were a one product portfolio company. We had power center. Now we are the leader in six categories, and our user base is now, not only IT business, it's a great opportunity for us. >> The other thing that's a perfect storm, at least for innovation that's also happening, is the absolute validation that SAS business models have agility benefits, meaning you can take risk using data, understanding data, to get big rewards if scaled properly with cloud, so the role of data in pure SAS has been proven. Enterprises are recognizing that. Not that easy but still that's the path that people are now seeing clear visibility to. You guys are going after that. What's your take on that? >> I think when it comes to SAS, I think customers realize they should be focusing more on their business processes, and push the technology aside to the vendor. Try to partner with the vendor on how they can leverage on the technology side. That's where Informatica has put in a number of programs around that. Imagine a scenario, I'll give you a quick scenario. There's always this risk of putting this data on the cloud. What if you were to say, and there's upgrades every quarter, we push a lot of features and there's always the worry is something going to break. We are going to come out of the program, it's going to guarantee that we're going to foolproof the upgrades. Your stuff will work better, faster with every upgrade. That's the kind of, what customers expect. >> Guarantee that it won't break, basically? >> That's the kind of programs we're going to offer to our customers. We're going to have them for a day at scale, MDM is coming on the cloud you saw the demos we showed yesterday. I think we are redefining our model and going to push the envelope further on. >> Are customers asking for that assurance or is it more of you guys going to make that a table stakes because it's an opportunity for you? >> Both. >> Okay. >> Within the company our philosophy is very simple. I'll say an equation, CS equal to IS, customer success is equal to Informatica success. In my humble opinion, we both need each other. >> Just like data and AI. A symbiotic relationship. So I want to get back to what you were saying in terms of how you are defining this kind of customer success. We're working together with customers to define the business outcome and then working to see, okay, how do we get there? You have a lot of great customers, many in the Fortune 500, 100. Tell us a little bit about what you've seen over the past year in terms of, maybe without naming names or name names if you want to, but in terms of how these companies have seen a difference since you've changed this model. >> We sell a platform. I think we're the only vendor which offers a platform for data management. There are a number of vendors with poor installations. Informatica is the only vendor which offers late inclusion data platforms. Customers buy into the vision because data is, everyone is looking to leverage the power of data. As they buy this platform, they work with us to see how should they approach. This blueprint needs to evolve. We need to define the building blocks. Should they start with the catalog, should they validate what they're assets are? Where are we trying to push the service's frontiers that's not around technology? How can we help on the business processes side, as well? It's a big journey we are going to undertake and I think that's going to pay off big. I can quote a number of examples. I was sitting in a meeting this morning with a large bank and meeting up with the Chief Data Officer, and she kind of laid out her data strategy and we discussed how Informatica is going to be player owned. They are depending on us, and now we are going to keep our commitment, we are going to deliver on that promise we have made to them. >> How many customers do you guys see really thinking about data location storage where on premise versus cloud or are they more thinking differently around knowing that they're probably going to store it everywhere or somewhere? Can you share any insight into what the trends are there with your customers? >> Informatica's uniquely position is, there's future workloads which go to the cloud. It's hard to change systems that working, there's always going to be data in the premises. That shift, if something is working, customers don't quickly shut it down. So we see future workloads going to the cloud, traditional workloads, even we have a number of large clients still on mainframes. We offer the best products on mainframes as well as, it does not get much press, but-- >> This is the end to ending benefits that you guys are-- >> Correct. We go all the way, we cover the entire gambit of the data spectrum. >> What's the key enabler to make that happen? Is it the catalog, what's the big-- >> Catalog was the big, I think, last year that was the turning point with the catalog coming in, and now through professional services we offer a lot of workshops at no cost to our customer on how they should put their strategy, as well. >> One of the things that I'm hearing from you is the importance of really understanding the business in addition to the technology. I'm interested to hear how you hire. Obviously we hear so much about the importance of technical talent, and the problem of the skills gap in Silicon Valley and beyond, but you obviously are looking for candidates who also really get the business. So, what are the kinds of things that you're looking for and what kind of problems do you see in terms of the candidates that you're getting for your open roles? >> Customer support could be a hard job. We really want to, we look for people who want to make a difference. And if you have that attitude you get plenty of opportunities to make a difference. Now, with so much talk about AI, service automation, Chadbot, robotics, you know at the end of the day employees are still the core of the apple tree. I think the current trainers don't forget the people. The technology is not going to replace the people overnight, so I think we have a fabulous team at Informatica of customer support professionals. Our average retention rate is the mid 90s. So, we hire the best people, and they stay with us because this is a great platform. They move around products, but as long as we can give them that spectrum to grow, over time as they sell customers they build that tribal knowledge, and they can sell them better. And so we look for, I mean, there's a lot of data scientists coming in. We look, we always hire from colleges, groom them. I started off that way, and still with the company 23 years. I want to give that chance for the rest of team, as well. >> So how many other folks in the company have been there that long? That's a long time. You've been there a very, very long time. >> You'd be surprised at the number of people who have been long-timers at Informatica. It's a great company. >> How do you maintain the startup mentality? You were there when it was three years old, and now it's... >> I think personally what drives me is the fear of failure. Having set the bar high, you have to push, and if you want to keep at the pace you need to have the startup mentality. We have a number of projects in flight, and some, you have to have that mindset, and now we are a distributor team. We have to keep that spirit going throughout. And like I said, coming back to my equation, customer success equals Informatica success. That's what we believe as the company. >> You said CS is IS, customer success is. I mean, right? >> There you go. You made it sound even better. >> So just getting back to that, one of the biggest problems in the technology industry is the skills gap. Are you finding enough people to fill the roles you have? >> We do not have a problem hiring. The ramp up time, we have a good enablement program, which is good. Take the space of big data. The whole industry landscape changes every six months, so it's that mindset you need to have. Even I have that mindset today. I come in thinking I'm going to learn something new. Learning never stops. So you've just got to keep learning everyday. And I'm not setting expectations, we're going to groom them. I want people who learn on their own. They have to, they have to keep pace with the current technology. >> Any skills in school, kids in school that might, or parents watching with their kids, in high school or elementary school, what disciplines can they turn up, turn down, you think would make them successful in the future of how the data is going to impact society? There's a lot of new jobs coming out that don't have degrees for. Cal Berkeley just graduated their first inaugural class in data analytics. It's just a tell sign of how early it is, so still, you go back to sixth grade, you go back at the high school. Kids are looking to, they're gamers. They're into tech. They want to dial up some-- >> When I went to high school in 1984 I was the first batch of computer science, and we learned basic programming, things have really changed. My girls don't want to do computers, but it is something which we have to evolve constantly right, but-- >> Any classes right now that jump out at you that think, that's important? >> Data science is hard now, you know? >> A hard one. >> Yeah, it's hard. And with all the emphasis, we have a number of initiatives within support that will leverage AI, ML, as well. And I talked about it in the last year's program, but there could be some skills gap in some pockets, always you fill that that's going to be out of their pocket. You just got to be constantly pushing at it. >> Ansa, thank you so much for coming on theCUBE. >> It's a pleasure being on here, thank you. >> Thank you. >> Thank you, great job. >> I'm Rebecca Knight, for John Furrier, you are watching theCUBE's live coverage of Informatica World. Stay tuned. (upbeat music)

>> Hi, I'm Peter Burroughs. And welcome to another cube conversation. This one is part of a very, very special digital community event sponsored by day trip. What we're going to be talking about today. Well, date comes here with a special product announcement that's intended to help customers do a better job of matching their technology needs with the speed and opportunities to use their data differently within their business. This is a problem that every single customer faces every single enterprise faces, and it's one that's become especially acute as those digital natives increasingly hunt down and take out some of those traditional businesses that are trying to better understand how to use their data. Now, as we have with all digital community events at the end of this one, we're gonna be running a crowd chat, so stay with us, will go through a couple of day trim and datum customer conversations, and then it'LL be your turn toe. Weigh in on what you think is important. Ask the questions of Data Room and others in the community that you think need to be addressed. Let's hear what you have to say about this increasingly special relationship between data technology and storage services. So without further ado, let's get it kicked off. Tim Page is the CEO of Datum. Tim, Welcome to the Cube. Thank you, Peter. So data give us a quick take on where you guys are. >> Yeah, Day tree ums formulated as a software to find converged infrastructure company that takes that converges to the next level. And the purpose of us is to give the user the same experience, whether you're working on Prem or across multi cloud. >> Great. So let's start by saying, that's the vision, but you've been talking a lot of customers. What's the problem that you keep hearing over and over that you're pointing towards? >> Yeah, it's funny. So it's so meet with the number CEOs over the years and specifically is related to a tree, and they'LL tell you they were on an on demand economy that expects instant outcomes, which means you have to digitally transform. And to do that, you've got to transform it, which means it's got to be easy. It's got to be consistent. You've got to get rid of a lot of the management issues, and it's got a feel and take advantage of the services that cloud has to offer. >> All right, so that's the nature of the problem. You've also done a fair amount of research looking into the specifics of what they're asking for. Give us some insight into what day terms discovering as you talk to customers about what the solutions are going to look like. >> It's interesting. So if you look at how to resolve that, you've got to conf urged to transform in some form or fashion. If you look at the first level of convergence a lot of people have done, it's been directly as relates the hardware architecture. We've taken that to a whole new level until Point were saying, How do you actually automate those mundane task that take multiple groups to solve specifically primary backup disaster recovery? All the policies involved in that is a lot of work that goes into that across multiple groups, and we set out to solve those issues, >> so there's still a need for performance. There's still the need for capacity to reduce management time and overhead etcetera. But Tim, as we move forward, how our customers responding this you're getting some sense of what percentage of them are going, Teo say Yeah, that's it >> s so interesting. So we could start a survey and got over five hundred people leaders to respond to it. It's interesting is they talk about performance management security, but they're also talking about consistency of that experience. And specifically, we asked how many of you is important to have your platform have built in backup and policy services with encryption built in et cetera. We got a seventy percent rate of those applicants of those those people interviewed saying is really important for that to be part of a plan. >> So it sounds like you're really talking about something Mohr than just a couple of products. You really talking about forcing customers or you're not forcing. Customers are starting the process of rethinking your data infrastructure, and I got that right. >> That's right. If you look at how infrastructure is grown in the last twenty years, right? Twenty years ago, san technology was related, and every time you throw open app, you had to put different policies that Apple put different one tight management to how much of my resources and go to certain things. We set out to actually automate that which is why it took us four years. To build this platform with a hundred programmers is, Well, how do we actually make you not think about how you're going to back up? How do you set a policy and no disaster recovery is going to run? And to do that, you've gotta have it one code base and we know we're on to something, even based on our survey, because the old array vendors are all buying Bolton's because they know users want an experience. But you can't have that experience with the ball time. You have to have it your fundamental platform. >> Well, let me let me step in here. So I've been around for a long time him and heard a lot of people talk about platforms. And if I have kind of one rule companies and introduce platforms that just expand, typically failed companies that bring an opinion and converge more things so it's simpler tend to be more successful. Which direction's date >> going? So we definitely That's why we took time, right? If you want to be an enterprise class company, you can't build a cheap platform in eighteen months and hit the market because were you, architect, you stay. So our purpose from the beginning was purposefully to spend four years building an enterprise clap platform that did away with a lot of the mundane task seeing management That's twenty years old. Technology right? One management. So if you're buying your multi cloud type technology experience in cages, you're just buying old stuff. We took an approach saying, We want that consistent approach that whether you're running your services on from or in any type of cloud, you could instantly take advantage of that, and it feels the same. That's a big task because you're looking to run the speed of storage with the resiliency of backup right, which is a whole different type of technology. Which is how our founders, who have built the first words in this went to the second, almost third version of that type of oven. Stan she ation of a platform. >> All right, so we know what the solution is going to look like. It's going to look like a data platform that's rethought to support the needs of data assets and introduces a set of converge services that really focus the value proposition to what the enterprise needs So what do you guys announcing? >> That's exactly right. So we've finalized what we call our auto matrix platform. So auto matrix in inherently In it we'LL have primary backup Disaster recovery D Our solution All the policies within that an encryption built in from the very beginning. Soto have those five things we believe toe actually have on the next generation experience across true multi cloud. You're not bolting on hardware technologies. You're bolting on software technologies that operate in the same manner. Those five things have to be an errand or you're a bolt on type company. >> So you're not building a platform out by acquisition. You build a platform out by architecture and development. >> That's right. And we took four years to do it with one hundred guys building this thing out. It's released, it's out and it's ready to go. So our first we're announcing is that first in Stan she ation of that as a product we're calling control shift, which is really a data mobility orchestrator. True sas based you could orchestrate from the prime from the cloud cloud to cloud, and our first generation of that is disaster recovery so truly to be able to set up your policies, check those policies and make sure you're going to have true disaster recovery with an Rto zero. It's a tough thing we've done it. >> That's upstanding. Great to hear Tim Page, CEO Data Room, talking about some of the announcement that were here more about in the second. Let's now turn our attention, Teo. A short video. Let's hear more about it. >> The bank is focused on small businesses and helping them achieve their success. We want to redesign the customer engagement in defining the bank of the future. This office is our first implementation of that concept, as you can see is a much more open floor plan design that increases the interaction between our lead bank associates and our clients with day tree and split provisioning. Oliver Data is now on the host, so we have seen eighty times lower application. Leighton. See, this gives our associates instant responses to their queries so they can answer client questions in real time. That time is always expensive in our business. In the past we had a forty eight hour recovery plan, but with the atrium we were able to far exceed that plan we've been able to recover systems in minutes now instead of backing at once per day with that backup time taking eighteen hours. Now we're doing full system snapshots our league, and we're replicating those offsite stay trim is the only vendor I know of that could provide this end to end encryption. So any cyber attacks that get into our system are neutralized with the data absolution. We don't have to have storage consultants anymore. We don't have to be stored. Experts were able to manage everything from a storage perceptive through the center, obviously spending less time and money on infrastructure. We continue to leverage new technologies to improve application performance and lower costs. We also want to animate RDR fail over. So we're looking forward to implementing daydreams. Product deloused orchestrate an automaton. RDR fell over process. >> It is always great to hear from a customer. Want to get on Peterborough's? This's a Cube conversation, part of a digital community event sponsored by Data Room. We were talking about how the relationship between the new digital business outcomes highly dependent upon data and the mismatch of technology to be able to support those new classes of outcomes is causing problems in so many different enterprises. So let's dig a little bit more deeply into someone. Tatum's announcements to try to find ways to close those gaps. We've got his already who's the CTO of data on with today, says all are welcome to the Cube, >> that being a good to see you again. >> So automate tricks give us a little bit more toe tail and how it's creating value for customers. >> So if you go to any data center today, you notice that for the amount of data they have their five different vendors and five different parts to manage the data. There is the primary storage. There is the backup on DH. There is the D R. And then there's mobility. And then there is the security or think about so this five different products, our kind of causing friction for you if you want to move, if you want to be in the undermanned economy and move fast in your business, these things are causing friction. You cannot move that fast. And so what we have done is that we took. We took a step back and built this automatics platform. It's provides this data services. We shall kind of quality that autonomous data services. The idea is that you don't have to really do much for it by converging all this functions into one simple platform that we let him with all the friction you need to manage all your data. And that's kind of what we call auto metrics that >> platform. So as a consequence, I gotta believe, Then your customers are discovering that not only is it simpler, easy to use perhaps a little bit less expertise required, but they also are more likely to be operationally successful with some of the core functions like D are that they have to work with. >> Yeah, So the other thing about these five five grandpre functions and products you need is that if you want to imagine a future, where you going, you know, leverage the cloud For a simple thing like the R, for example, the thing is that if you want to move this data to a different place with five different products, how does it move? Because, you know, all these five products must move together to some of the place. That's not how it's gonna operate for you. So by having these five different functions converge into one platform is that when the data moves between the other place, the functions move with it giving the same exist same exact, consistent view for your data. That's kind of what we were built. And on top of all the stuff is something we have this global data management applications to control the all the data you have your enterprise. >> So how are customers responding to this new architecture of autumn matrix converge services and a platform for building data applications? >> Yeah, so our customers consistently Teyla's one simple thing is that it's the most easiest platform there ever used in their entire enterprise life. So that's what we do aimed for simplicity for the customer experience. Autonomous data services give you exactly that experience. So as an example, last quarter we had about forty proof of concept sort in the field out of them, about thirty of adopted already, and we're waiting for the ten of the results to come out this quarter. So generally we found that a proof of concept don't come back because once you touch it, experience simplicity offered and how how do you get all this service is simple, then people don't tend to descend it back. They like to keep it and could have operated that way. >> So you mentioned earlier, and I kind of summarizing notion of applications, Data services, applications tell us a little bit about those and how they really toward a matrix. >> Right? So once you have data in multiple places, people have not up not a cloud. And we're going to also being all these different clouds and report that uniform experience you need this date. You need this global data management applications to extract value out off your data. And that's kind of the reason why we built some global data management applications. I SAS products, I think, install nothing to manage them. Then they sit outside and then they help you manage globally. All the data you have. >> So as a result, the I and O people, the destruction operations administrators, I can think of terms of automata whose platform the rest of the business could look at in terms of services and applications that through using and support, >> that's exactly right. So you get the single dashboard to manage all the data. You have an enterprise >> now I know you're introducing some of these applications today. Can you give us a little peek into? Yeah. >> Firstly, our automatics platform is a soft is available on prime as a software defined converge infrastructure, and you can get that we call it D V X. And then we also offer in the cloud our services. It's called Cloud Devi Ex. You could get these and we're also about kind off announcing the release ofthe control shift. It's over for one of our first date. Imagine applications, which kind of helps you manage data in a two different locations. >> So go over more specific and detail in the control shift. Specifically is which of those five data services you talk about is control shift most clearly associating with >> right. So if you go toe again back to this question about like five different services, if you have to think about B r o D. R. Is a necessity for every business, it's official protection. You need it. But the challenge is that you know that three four challenges you gently round into the most common people talk about is that one is that you have a plan. You'LL have a proper plan. It's challenging to plan something, and then you think about the fire drill. We have to run when there's a problem. And then last leaving actually pushed the button. Tofail over doesn't really work for you. Like how fast is it going to come up? So those three problems we can have one to solve really like really solidly So we call our service is a dear services fail proof tr that's actually takes a little courage to say fail proof. So control shift is our service, which actually does this. The orchestration does mobility across the two different places from could be on prime time on Prem on prompted the cloud. And because we have this into end data services ourselves, the it's easy to then to compliance checks all the time so we could do compliance checks every few minutes. So what that gives you that? Is that the confidence that that your dear plan's going to work for you when you need it? And then secondly, when you push the button because you also prime restoration back up, it's then easy to bring upon your services at once like that, and the last one is that because we are able to then work across the clouds and pride, the seamless experience. So when you move the data to the cloud, have some backups there. When you push a button to fail over, we'LL bring up your services in via MacLeod so that the idea is that it look exactly the same no matter where you are in the D. R or North India and then, you know, you watch the video, watch the demos. I think they look and see that you can tell the difference. >> Well, that's great. So give us a little bit of visibility into how day Truman intends to extend these capabilities, which give us a little visibility in the road map. Next. >> So we are already on Amazon with the cloud. The next time you're gonna be delivering his azure, that's the next step. But But if I step back a little bit and how do we think about our ourselves? Like if you look at his example Google, Google, you know, fairies, all the data and Internet data and prizes that instant search for that instant like an access to all the data you know, at your finger finger tips. So we wanted something similar for enterprise data. How do we Federated? How do we aggregate data and the property? The customer, the instant management they can get from all the data. They have already extract value from the data. So those things are set off application We're building towards organic scum. Examples are we're building, like, deep search. How do you find the things you want to find? You know, I've been a very nice into to weigh. And how do you do Compliance? GPR. And also, how do you think about you know, some dependent addicts on the data? And so we also extend our control shift not to just manage the data on all platforms. Brawls hardly manage data across different platforms. So those kind of things they're thinking about as a future >> excellent stuff is already CTO daydream. Thanks very much for talking to us about auto matrix control shift and the direction that you're taking with this very, very extreme new vision about data on business come more easily be bought together. So, you know, I'll tell you what. Let's take a look at a demo >> in today's enterprise data centers. You want a simple way to deal with your data, whether in the private or public cloud, and ensure that dealing with disaster recovery is easy to set up. Always complied and in sync with the sites they address and ready to run as the situations require built on consistent backups, allowing you to leverage any current or previous recovery point in time with near zero rto as the data does not have to be moved in order to use it. Automated orchestration lets you easily test or execute recovery plans you have constructed with greater confidence, all while monitoring actions and progress from essential resource. This, along with maintaining comprehensive run books of these actions, automatically from the orchestration framework. Managing your Systems Day Tree in autumn matrix provides this solution. Run on local host flash and get the benefits of better performance and lower. Leighton sees back up and protect your data on the same converged platform without extracting it to another system while securing the data in your enterprise with end and encryption automating salas desired for your business needs with policy driven methods. The capture the what, when and where aspects of protecting your data, keeping copies locally or at other sites efficiently Move the data from one location to another weather in your private or public cloud. This is the power of the software defined converged infrastructure with cloudy are from day tree, um, that we call Oughta Matrix. >> Hi. And welcome back to another cube conversation once again on Peter Births. And one of the biggest challenges that every user faces is How did they get Mohr out of their technology suppliers, especially during periods of significant transformation? Soto have that conversation. We've got Brian Bond, who's the director of infrastructure? The meter A seaman's business. Brian, welcome to the Cube. >> Thanks for having me. >> So tell us a little about the meteor and what you do there. >> So E Meter is a developer and supplier of smart grid infrastructure software for enterprise level clients. Utilities, water, power, energy and, ah, my team was charged with managing infrastructure for that entire business units. Everything from Deb Test Q and sales. >> Well, the you know, the intelligent infrastructure as it pertains to electronica rid. That's not a small set of applications of small city use cases. What kinds of pressure is that putting on your infrastructure >> A lot of it is the typical pressures that you would see with do more with less doom or faster. But a lot of it is wrapped around our customers and our our other end users in needing more storage, needing Mohr at performance and needing things delivered faster on a daily basis. Things change, and keeping up with the Joneses gets harder and harder to do as time moves on. >> So as you think about day trims Auto Matrix. How is it creating value for you today? Give us kind of, Ah, peek into what it's doing to alleviate some of these scaling and older and researcher pressures, >> So the first thing it does is it does allow us to do a lot more with less. We get two times the performance five times the capacity, and we spend zero time managing our storage infrastructure. And when I say zero time I mean zero time, we do not manage storage anymore. With the data in product, we can deploy thanks faster. We can recover things faster are Rto and R R P. O matrix is down two seconds instead of minutes or hours, and those types of things really allow us to provide, Ah much better level of service to our customers. >> And it's especially critical. Infrastructure like electronic grid is good to hear. That the Rto Harpo is getting is close to zero as possible. But that's the baseline today. Look out and is you and vision where the needs of these technologies are going for improving protection, consolidating converging gated services and overall, providing a better experience from a business uses data. How do you anticipate that you're goingto evolve your use of autumn matrix and related data from technologies? >> Well, we fully intend to to expand our use of the existing piece that we have. But then this new autumn matrix piece is going to help us, not witches deployments. But it's also going to help us with compliance testing, data recovery, disaster recovery, um, and also being able to deploy into any type of cloud or any type of location without having to change what we do in the back in being able to use one tool across the entire set of the infrastructure they were using. >> So what about the tool set? You're using the whole thing consistently, but what about the tool set when in easiest for you within your shop, >> installing the infrastructure pieces themselves in its entirety. We're very, very easy. So putting that into what we had already and where we were headed was very, very simple. We were able to do that on the fly in production and not have to do a whole lot of changes with the environments that were doing at the time. The the operational pieces within the D. V X, which is this the storage part of the platform were seamless as far as V Center and other tools that we're using went and allowed us to just extend what we were doing already and be able to just apply that as we went forward. And we immediately found that again, we just didn't manage storage anymore. And that wasn't something we were intending and that made our r I just go through the roof. >> So it sounds like time to value for the platform was reserved for quick and also it fit into your overall operational practices. So you have to do a whole bunch of unnatural acts to get >> right. We did not have to change a lot of policies. We didn't have to change a lot of procedures, a lot of sounds. We just shortened. We took a few steps out on a lot of cases. >> So how is it changing being able to do things like that, changing your conversation with your communities that you're serving a CZ? They asked for more stores where they ask for more capabilities. >> First off, it's making me say no, a lot less, and that makes them very, very happy. The answer usually is less. And then the answer to the question of how long will it take changes from? Oh, we can get that done in a couple of days or, oh, we can get that done in a couple hours to I did that while I was sitting here in the meeting with you, and it's it's been handled and you're off to the races. >> So it sounds like you're police in a pretty big bed and a true, uh, what's it like? Working with them is a company. >> It's been a great experience from from the start, in the initial piece of talking to them and going through the POC process. They were very helpful, very knowledgeable SCS on DH, and since then They've been very, very helpful in allowing us to tell them what our needs are, rather than them telling us what our needs are and going through and working through the new processes and the and the new procedures within our environments. They've been very instrumental and performance testing and deployment testing with things, uh, that a lot of other storage providers didn't have any interest in talking with us about so they've been very, very helpful with that and very, very knowledgeable people that air there are actually really smart, which is not surprising. But the fact that they can relay that into solutions to what my actual problems are and give me something that I can push forward on to my business and have ah, positive impact from Day one has been absolutely, without question, one of the better things. >> Well, it's always one of the big, biggest challenge when working with a company that just getting going is how do you get the smarts of that organization into the business outcomes that really succeeded? Sounds like it's working well. Absolutely. All right. Brian Bond, director Vital infrastructure demeanor, Seaman's business Thanks again for being on the Cube >> has been great >> on. Once again, this has been a cube conversation, and now what we'd like to do is don't forget this is your opportunity to participate in the crowd. Chat immediately after this video ends and let's hear your thoughts. What's important in your world is you think about new classes of data platforms, new rules of data, new approaches to taking great advantage of the data assets that air differentiating your business. Have those conversations make those comments? Asked those questions. We're here to help. Once again, Peter Bourjos, Let's go out yet.

>> we'LL run. Welcome to this special. Keep conversation. We're here in Mountain View, California. The pure storage headquarters here in Castro Tree, one of the many buildings they have here as they continue to grow as a public company. Our next guest is Kicks Vice President of strategy Employee number six Pure. Great to see you. Thanks for spending time. Thanks for having me. So cloud is the big wave that's coming around the future itself here. Now, people really impacted by it operationally coming to the reality that they got to actually use the cloud of benefits for many, many multiple benefits. But you guys have major bones in storage, flash arrays continuing to take take territory. So as you guys do that, what's the cloud play? How to customers who were using pure. And we've heard some good testimonials Yet a lot of happy customers. We've seen great performance, Easy to get in reliability performances. They're in the storage side on premise. Right? Okay. Now Operations says, Hey, I build faster. Cloud is certainly path there. Certainly. Good one. Your thoughts on strategy for the cloud? >> Absolutely. So look for about ten years into the journey here, a pure. And a lot of what we did in the first ten years was helped bring flash onto the scene. Um, and you know what a vision when we started the company of the All Flash Data Center and I'd like to first of all, remind people that look, we ain't there yet. If you look at the analyst numbers, about a third of the storage sold this year will be flashed two thirds disk. So we still have a long way to go in the old flash data center and a lot of work to do there. But of course, increasingly customers are wanting to move, were close to the cloud. And I think the last couple of years have almost seen a pendulum swing a little bit more back to reality. You know, when I met with CEOs to three years ago, you often heard we're going all cloud. We're going to cloud first and, you know, now there a few years into it. And they've realized that that cloud is a very powerful weapon in their in their arsenal for agility, for flexibility. But it's not necessarily cheaper on DH. So I think the swing back to really believe in in hybrid is the model of the day, and I think that I think people have realised in that journey is that the club early works best when you build a nap for the cloud natively. But what if you have a bunch of on prime maps that are in traditional architecture? How do I get in the cloud? And so one of the things we really focused on is how we can help customers take their mission critical applications and move them seamlessly to the cloud without re architecture. Because for most customers, that's really going to start. I mean, they could build some new stuff in the cloud, but the bulk of their business, if they want to move substantial portions of the cloud, they've got to figure out how to move what they've got. And we think we really had value in that. >> And the economics of the cloud is undeniable. People who are born in the cloud will testify that certainly as you guys have been successful on premise with the cloud, how do you make those economics, he seem, was as well as the operations. This seems to be the number one goal when you talk about how important that is and how hard it is, because it sounds easy just to say it. But it's actually really difficult to have seamless operations on Prime because, you know, Amazon, Google, Microsoft, they all got computing storage in the cloud and you got story. John Premise. This equation is a really important one to figure out what the importance and how hard is it to some of things that you guys are doing to solve that. >> Yeah, So I heard two things that question one around costs and one around operations on. You know, the first thing I think that has been nice to see over the last couple of years as people realizing that both the cloud and on from our cost effective in different ways, and I think a little bit about the way that I think about owning a car. Owning a car is relatively cost effective for me, and there's times and taken uber is relatively cost effective. I think they're both cheap when you look it on one metric, though, about what I pay per mile, it's way more expensive to own a car to take a number look about acquisition cost. It's way more expensive. Car, right? And so I think both of them provide value of my lives in the way that hybrid does today. But once you start to use both than the operational, part of your question comes in. How do I think about these two different worlds? And I think we believe that that storage is actually one of the areas where these two worlds are totally different on dso a couple things we've done to find a bridge together. First off on the cost side, one of the things we realised was that people that are going to run large amounts of on prime infrastructure increasingly want to do it in the cloud model. And so we introduced a new pricing model that we call the S to evergreen storage service, which will essentially allows you to subscribe to our storage even in your own data center. And so you can have an optics experience in the cloud. You gotta monoprix experience on Prem and when you buy and yes, to those licenses are transferrable so you can start on Prem, Move your stories to the cloud with pure go back and forth tons of flexibility. From the operational point of view, I think we're trying to get to the same experience as well such that you have a single storage experience for a manageability and automation point of view across both. And I think that last word of automation is key, because if you look at people who are really invested in cloud, it's all about automation. In one of the nice things I think that's made pure, so successful in on Prime Claude environments is this combination of simplicity and automation. You can't we automate what isn't simple to begin with on DH. So we started with simplicity. But as we've added rich FBI's, we're really seeing that become the dominant way that people administrated our storage. And so as we've gone to the cloud because it's the same software on both sides, literally the same integrations, the same AP calls everything works transparently across both places. >> That's a great point. We've been reporting on silicon ng on the Cube for years. Automation grave. You have to couple of manual taxes and automated, but the values and shifting and you guys in the storage business you know this data's data data is very valuable. You mentioned the car and Alice just take uber uber is an app. It's got Web services in the back end. So when you start thinking about cloud, you think you hear ap eyes You hear micro services as more and more applications going to need the data, they're going to need to have that in real time, some cases not near real time, either real time. And they're gonna need to have at the right time. So the role of data becomes important, which makes storage more important. So you automate the story, Okay, Take away that mundane tasks. Now the value shifts to making sure data is being presented properly. This is the renaissance of application development. Right now we're seeing this. How do you guys attack that market? How do you guys enable that? Mark, how do you satisfy that market? Because this is where the AP eyes could be connectors. This is where the data can be valuable. Whether it's analytic, score an app like uber. That's just, you know, slinging AP eyes together for a service that is now going to go public. Yeah, >> I think the mindset around data is one of the biggest differences between the old world in the New World. And if you think about the old world of applications. Yeah, monolithic databases that kind of privately owned their own data stores and the whole name of the game was delivering that as reliably as possible, kind of locking it down, making it super reliable. If you look at the idea of the Web scale application, the idea of an application is broken up into lots of little micro services, and those maker services somehow have to work together on data. And so what does it mean that the data level, it's not this kind of monolithic database anymore? It's got to be this open shared environment and, you know, as a result, if you look in the Web in Amazon's case, for example, the vast majority of applications are written on history object storage that's inherently shared. And so I think one of the bigger interesting challenges right now is how you get data constructs to actually go both ways. You know, if you want to take a non prime map that kind of is built around the database, you've got to figure out a way to move it to the cloud and ronit reliably on the flipside of the coin. If you want to build on Web skill tools and then be hybrid and run some of those things on Prem, well, you need an object store on prim and most people don't have that. And so you know, this whole kind of compatibility to make hybrid reality. It's forcing people on both sides of the weir to understand the other architecture er, and make sure they're compatible both ways >> and throw more complex into that equation. Is that skills, gaps? I know I know that cloud needed. But now men on premise so different skill got you guys had an announcement that's come out. So I want to ask you about your product announcement and your acquisitions. Go back to past six months. What's the most notable product announcements inequities that you guys have done? And what does that mean for pure and your customers? Yeah, >> absolutely. So I'll just kind of walk through it, So the first thing we announced was our new set of Cloud data services, and this was in essence, bringing our core software that runs on our purity. Operating environment right into the cloud. And so we call that cloud block store. And again, this is a lot of what I've been talking about, how you can take a tier one block storage application on Prem and seamlessly move it to the cloud along that same timeline. We also introduce something called P S O, which is the pure service orchestrator. And this was a tool set that we built specifically for the containers world for communities so that basically, in a container environment, our storage could be completely automated. It's been really fun watching customers use and just see how different that storage is in a container environment. You know, we look at our call home data with an R P. R. One application, and in our traditional on prime environment, the average array has about one administrative tasks per day. Make a volume. Delete something, Whatever. If you look in a container environment, that's tens of thousands, and so it's just a much more fluid environment, which there's no way a storage at Ben's going to do something ten thousand times a day they've got on, >> and that's where automation comes in. But what does that mean? the continuous station. That means the clients are using containers to be more flexible, they deploying more. What's the What's the inside of this container trend? >> You know, I think ultimately it's just a farm or fluid environment. It's totally automated, Andi. It's built on a world of share data. And so you need a shared, reliable data service that can power these containers, Um and then, you know, back to original question about about kind of product expansion. The next thing that we haven't announced last year was acquisition of a company called Story Juice, and we've subsequently brought out as a product that we call Object Engine. And this is all about a new type of data moving into the club, which is backup data and facilitating in this backup process. You know, in the past, people moved from tape back up to the space back up and, you know, we saw kind of two new inflection points here. Number one the opportunity Use flash on Prem. So the people have really fast recoveries on prep because in most environments now, space recovery just aren't fast enough, and then using low cost object storage in the cloud for retention. So the combination of flash on Prem and Object Storage in the Cloud can completely replace both disc and tape in the back of process >> case. I won the competition because you guys came in really with the vision of all Flash Data Center. You now have a cloud software that runs on Amazon and others with words. No hardware, he just the blocks are great solution. How have the competition fallen behind you guys really kind of catapulted into the lead, took share certainly from other vendors. In my public, someone predicted that pure would never make it to escape velocity. Some other pundits and other CEOs of tech company said that you guys achieve that, but their success now You guys go the next level. What is the importance of that ability you have? And what's the inability of the competition? So, you know, I like >> to joke with folks. When we started the company, I think flashes. It's an excuse, you know, We just tried to build a better storage company and we went out and I talkto many, many, many customers, and I found in general they didn't just not like their stories products they didn't like the companies that sold it to them, and so we tried to look at that overall experience. And, you know, we, of course, innovated around flash use. Consumer fresh brought the price down so I could actually afford to use it with the duplication. But we also just looked at that ownership experience. And when I talk to folks in the history, I think now we might even be better known for are evergreen approach that even for Flash. And it's been neat to watch customers now that even the earliest your customers or two or three cycles of refreshing they've seen a dramatic difference in just the storage experience that you can essentially subscribe to. A known over time through many generations of technology. Turn as opposed to that cycle of replacing a raise >> share a story of a custom that's been through that's reached fresh cycles from their first experience to what they're experienced. Now what what? Some of the experiences like any share some some insight. >> Yeah, so, you know, one of one of the first customers that really turn us on to this. That scale was a large telco provider, and they were interesting they run, you know, hundreds of here wanna raise from from competitors and you know, they do a three year cycle. But as they really like, looked at the cost of that three or cycle. They realized that it was eighteen months of usable life in those three years because it took him nine months to get the dirt on the array. And then when they knew the end was coming, it took him nine months to get the data off the array. And so parade it was cost him a million dollars just in data migration costs alone. Then you've wasted half of your life of the array, and so add that up over hundreds of raising your environment. You can quickly get the math. >> It's just it's a total cost of ownership, gets out of control, right? And >> so as we brought in Evergreen, there's just an immediate roo. I mean, it was accost equation. It was, you know, on parity with flash disk anyway. But if you look at all those operational savings, itjust is completed. And so I think what we started with Evergreen, we realised it was much more of a subscription model where people subscribe to a service with us. We updated. Refresh the hardware over time and it just keeps getting better over time. Sounds >> a lot like the cloud, right? And so we really your strategies bring common set of tools in there and read them again. That kind of service that been Kia. >> Yeah, I think you know another thing that we did from Day one was like, We're never gonna build a piece of on prime management software. So are on print. Our management experience from Day one was pure one, which is our SAS base management platform. You know, it started out as a call home application, but now is a very full featured south space management experience. And that's also served us well as you go to the cloud, because when you want to manage on permanent cloud together, we're about to do it from then the cloud itself >> tell about the application environment you mentioned earlier hybrid on multi class here. Ah, a lot of pressure and I t to get top line revenue, not just cost reduction was a good benefits you mentioned certainly gets their attention. But changing the organization's value proposition to their customers is about the experience either app driven or some other tech. This is now an imperative. It's happening very fast. Modernisation Renaissance. People call it all these things. How you guys helping that piece of the >> puzzle? Yeah, I mean, I think ultimately, for most customers, as they start toe really getting their mindset, that technology is there. Differentiation speed into Julia there, developers becomes key. And so you know, modern CEO is much less about being a cost cutting CEO today, and much more about that empower in Seo and how you can actually build the tools and bring them there for the ordination. Run faster. And a lot of that is about unlocking consumption. And so it's been it's been fun to see some of the lessons of the cloud in terms of instant consumption, agility growth actually come to the mindset of how people think about on Primus. Well, and so a lot of what we've done is tried Teo armed people on prom with those same capabilities so that they can easily deliver storage of service to their customers so folks can consume the FBI without having to call somebody to ask for storage. So things could take seconds, not weeks of procurement, right? And then now, as we bridge those models between on permanent cloud, it becomes a single spot where you can basically have that same experience to request storage wherever it may be. In the organization, >> the infrastructures code is really just, you know, pushing code not from local host or the machine, but to cloud or on prim and just kind of trickle all the way through. This is one of the focuses we're hearing in cloud native conversations, as you know, words like containers We talked briefly about you mentioned in the activities. Hi, Cooper Netease is really hot right now. Service meshes Micro services state ful Data's stateless data. These air like really hyped up areas, but a lot of traction force people take a look at it. How do you guys speak to the customers when they say, hey, kicks? We love all the pure stuff. We're on our third enter federation or anything about being a customer. I got this looming, you know, trend. I gotto understand, and either operationalize or not around. Cooper Netease service mesh these kinds of club native tools. How do you guys talk to that customer. What's the pitch? That's the value proposition. >> Yeah. I mean, I think you know, your your new Kupres environment is the last place you should consider a legacy Storage, You know, all all joking aside, we've We've been really, I think possibly impressed around how fast the adoption it started around containers in general. And Cooper, that is, You know, it started out as a developer thing. And, you know, we first saw it in our environment. When we started to build our second product up your flash blade four, five years ago, the engineering team started with honors from Day one. It was like, That's interesting. And so we started to >> see their useful. We have containers and communities worker straight, pretty nights. And >> so, you know, we just started to see that grow way also started to see it more within analytics and a I, you know, as we got into a I would area and are broader push around going after Big Gate and analytics. Those tool chains in particular, were very well set up to take advantage of containers because they're much more modern. That's much more about, you know, fluidly creating this data pipeline. And so it started in these key use cases. But I think you know, it's at a point right now where every enterprises considering it, there's certainly an opportunity in the development environment. And, you know, despite all of that, the folks who tend to use these containers, they don't think about storage. You know that if they go to the cloud and they start to build applications, they're not thinking many layers down in the organization. What the story is that supports me looks like. And so if you look at a storage team's job or never structure seems job is to provide the same experience to your container centric consumers, right? They should just be able Teo, orchestrate and build, and then stories should just happen underneath. >> I told Agree that I think that success milestone. If you could have that conversation that he had, you know you're winning what they do care about. We're hearing more of what you mentioned earlier about data pipeline data they care about because applications will be needing data. But it's a retail app or whatever. I might need to have access to multiple data, not some siloed or you know, data warehouse that might have little, you know. Hi, Leighton. See, they need data in the AP at the right moment. This has been a key discussion. Real time. I mean, this is the date. It's It's been a hard problem. Yeah. How do you guys look at that solution opportunity for your customers? I >> think one of the insights we had was that fundamentally folks needed infrastructure that cannot just run one tool or another tool, but a whole bunch of them. And, you know, you look at people building a data pipeline there, stitching together six, eight, ten tools that exist today and another twenty that don't exist tomorrow. And that flexibility is key, right? A lot of the original thought in that space was going to pick the right storage for this piece of the write stories for that piece. But as we introduced our flash blade product, we really position it as a data hub for these modern applications. And each of them requires something a little different. But the flexibility and scale of flash played was able to provide everything those applications needed. We're now seeing another opportunity in that space with Daz and the traditional architecture. You know, as we came out with envy me over fabrics within our flash ray product line. We see this is a way to really take Web scale architecture on Prem. You know, you look Quinn's within Google and Amazon and whatnot, right? They're not using hyper converge there, not using Daz disc inside of the same chassis that happens. We're on applications. They have dedicated in frustration for storage. That's simply design for dedicated servers. And they're connected with fast Internet, you know, networking on demand. And so we're basically trying to bring that same architecture to the on prime environment with nd me over fabric because they need me over fabric can make local disc feel like you know as fun. >> But this is the shift that's really going on here. This is a complete re architecture of computing and storage. Resource is >> absolutely, you know, and I think the thing that's changing it is that need for consolidation. In the early days, I might have said, Okay, I'm gonna deploy. I don't know, two hundred nodes of the Duke and all just design a server for her dupe with the right amount of discontent and put him over in those racks, and that will be like this. Then I'LL design something else for something else. Right now, people are looking for defining Iraq. They can print out, over and over and over and over again, and that rack needs to be flexible enough to deliver the right amount of storage to every application on demand over and >> over. You know, one trend I want get your reaction to a surveillance because this kind of points that value proposition functions have been very popular. It's still early days on what functions are, but is a tell sign a little bit on where this is going to your point around thinking, rethinking on Prem not in the radical wholesale business model change, but just more of operating change. I was deployed and how it works with the cloud because those two things, if working together, make server Lis very interesting. >> Yeah, absolutely. I mean, it's just a further form of abstraction, ultimately from the underlying hardware. And so you know, if you think about functions on demand or that kind of thing, that's absolute, something that just needs a big shared pool of storage and not to have any persistent findings to anything you know, Bill, to get to the storage needs, do its task, right? What it needs to and get out of the way. Right? >> Well, VP of strategy. A big roll. You guys did a good job. So congratulations being the number six employees of pure. How's the journey been? You guys have gone public, Still growing. Been around for it on those ten years. You're not really small little couple anymore. So you're getting into bigger accounts growing. How's that journey been for you? >> It's so it's been an amazing right. That's why I'm still here, coming in every day, excited to come to work. I think they think that we're the proudest of is it still feels like a small company. It still feels with, like we have a much aggression and much excitement to go out for the market everyday, as we always have the oranges very, very strong. But on the flip side, it's now fun that we get to solve customer problems at a scale that we probably could have even imagined in the early days. And I would also say right now it really feels like there's this next chapter opening up. You know, the first chapter was delivering the all flashes, and we're not even done with that yet. But as we bring our software to the cloud and really poured it natively be optimized for each of the clouds. It kind of opens up. Our engineers tto be creative in different ways. >> Generational shift happening. Seeing it, you know again. Application, modernization, hybrid multi clouded. Just some key pillars. But there's so much more opportunity to go. I want your thoughts. You've had the luxury of being working under two CEOs that have been very senior veterans Scott Dietzen and Charlie. What's it like working with both of them? And what's it like with Charlie? Now it's What's the big mandate? What what's the Hill you guys are trying to climb? Share some of the vision around Charlene's? Well, >> I'd say the thing that binds both Scott and truly together in DNA is that they're fundamentally both innovators. And, you know, if you look at pure, we're never going to be the low cost leader. We're not going to be. The company tells you everything, so we have to be the company that's most innovative in the spaces we playing. And so you know, that's job number one. It pure after reliability. So let's say that you remember, too. But that's key. And I think both of both of our CEOs have shared that common DNA, which is their fundamentally product innovators. And I think that's the fun thing about working for Charlie is he's really thoughtful about how you run a company of very large scale. How you how you manage the custom relationship to never sacrifice that experience because that's been great for pure but ultimately how you also, unlike people to run faster and a big organization, >> check every John Chambers, who Charlie worked with Cisco. With the back on the day, he said, One of the key things about a CEO is picking the right wave the right time. What is that way for pure. What do you guys riding that takes advantage of? The work still got to do in the data center on the story side. What's the big wave? >> So, you know, look, the first way was flash. That was a great way to be on and before its not over. But we really see a and an enormous opportunity where cloud infrastructure mentality comes on. And, you know, we think that's going to finally be the thing that gets people out of the mindset of doing things the old way. You know, you fundamentally could take the lessons we learned over here and apply it to the other side of my hybrid cloud. Every talks about hybrid cloud and all the thought processes what happens over the cloud half of the hybrid. Well, Ian from half of the hybrid is just as important. And getting that to be truly Cloudera is a key focus of >> Arya. And then again, micro Services only helped accelerate. And you want modern story, your point to make that work absolutely kicks. Thanks for spending time in sparing the insides. I really appreciate it. It's the Cube conversation here of Pure stores. Headquarters were in the arcade room. Get the insights and share in the data with you. I'm job for your Thanks for watching this cube conversation

>> Live from San Francisco, it's theCUBE covering DockerCon 18, brought to you by Docker and its ecosystem partners. >> Welcome back to theCUBE's coverage of DockerCon 2018. We are in San Francisco at Moscone, US. It's a spectacular day in San Francisco. It's a day to play hooky frankly, or play hooky and watch theCUBE. I'm Lisa Martin with John Troyer, and we're excited to welcome to theCUBE Abby Fuller, Developer Relations from AWS. Abby, great to have you here. >> Happy to be here. >> So you were a speaker at DockerCon 2018. Tell us a little bit about that and your role in Developer Relations. >> So I work in Developer Relations for AWS. So I used to be a devops engineer, and now I go around talking to customers and developers and other software engineers, and teaching them how to use things with AWS, or this morning it was teaching everyone how to build effective Docker images. >> So I read in your bio on the DockerCon website of the speakers that you're a container fan. We know you're a music fan, but you're also a container fan. What is it about that technology that you just go, "Oh, this is awesome, "and I can't wait to teach people "about the benefits of this"? >> So I switched over to container as a customer before I started working at AWS, and the biggest reasons for me, the first one was portability, so that I could do everything that I needed to run my application all in one place. So I think a big problem for a lot of developers is the whole what works on my machine? So being able to package everything together so that it worked on my machine, but also on a staging environment, a QA environment, and on your machine, that was the biggest thing for me. And that it removed some of the spaghetti code that came before, and it just made everything, it was all packaged nicely, I could deploy it a little bit more easily, a little bit faster, and I eliminated a lot of the why doesn't it work now when it worked before? >> Abby, one of the paradoxes of where we are in 2018 is AWS has been around for a decade, but yet here at the show, about half the folks raised their hand to the question, this is your first DockerCon? Are you just getting started with Docker and containers? So as an evangelist, Evangelist Developer Relations, you're the front line of talking with people at the grassroots. So can you talk a little bit about some of the different personas you encounter? Are you meeting people who are just getting started with their container journey? Or are you spending a lot of time kind of finessing the details about that API, APIs and changes and things like that at AWS? >> I think my favorite part about talking to AWS customers is that you get the whole range, right? So you get people that are just starting and they wanna know how do I build a container? How do I run it? How do I start from zero? And then you get the people that have been doing it for maybe a year or maybe two years, and they're looking for like advanced black belt tips, and then you get the other group which is not everyone is building a greenfield application, so then you get a really interesting subset where they're trying to move over from the whole monolith to micro services story. So they're trying to containerize and kind of adopt agile containerize approaches as they're moving over, and I think the best part is being able to talk to the whole range 'cause then it's never boring. >> What are some of the big barriers that you see for organizations that are maybe on the very very beginning of the journey or maybe before it, when you're talking with customers or developers, what are some of the things that you're hearing them say, "Ah, but what about these? "How can you help me eliminate these challenges?" >> Two big ones for me. The first one is the organizational changes that go around the infrastructure change. So it doesn't always work to just containerize what you already had, and then call it a day. So a lot of people are decomposing, they're going with micro services at the same time as they're going with containers. And I think wrapping your head around that kind of decomposition is the first kind of big challenge. And I think that we really just had to educate better. So show people, so here are some ways that you can break your service up, here are some things to think about when you're figuring out service boundaries. And I think the other one is that they often want a little bit of help when they're getting started. So either educational resources or how can AWS manage part of their infrastructure? Will they focus on the container part? So it's really interesting and it runs a whole gamut. >> Abby, you in Developer Relations, I love the trend, the community orient and trend, they're great, of peers helping peers, you're out there, you're wearing a Bruce Springsteen shirt right now, you made a Wu Tang joke in your talk today which is something that one did not do a few years back, right? You had to kinda dress up, and you were usually a man, and you wore a tie. >> Got my blazer on today. >> You look very sharp. Don't get me wrong. But as you talk to people, one, what's your day like or week like? How many miles do you have this year? That's private. But also as people come up to you, what do they ask you? Are you a role model for folks? Do people come up and say, "How can I do this too?" >> Yeah, so miles for this year. I think like 175,000. >> Already just in June? >> Already this year. So, this is a lot of what I do. I talk to all kinds of customers. I do bigger events like this, I do meet-ups, I do user groups, I go to AWS summits, and dev days and builders days, and things like that. I meet with customers. So day-to-day changes everyday. I'm obviously big on Twitter, spend a lot of time tweeting on planes. It really depends. This is a lot of what I do and I think people, I don't think you can ever really call yourself a role model, right? I love showing people that there's pass into tech that didn't start off with a computer science degree, that there's tons of ways to participate and be part of the tech community, 'cause it's a great community. >> You're not just a talker, you're a coder too. >> Yeah, yeah, so every job before this one with the exception of my very first job which was in sales. I was a dev ops engineer right up until I took the job at AWS, and I like to think that I never left, I'm just no longer on call. But I build my own demos, I write my own blog posts, I do all my own slides and workshops, so still super active, just not on call, so it's the best of all the worlds. >> So you went to Tufts, you didn't major in computer science. >> No. >> You are, I would say, a role model. You might not consider yourself one-- >> Well you can say it, yeah. >> I can say it exactly. It's PC if I say it. But, one of the things that's exciting to have females on the show, and I geek out on this is, we don't have a lot of females in tech. I mean, I think the last stat that I saw recently was less than 25% of technical roles are held by women. What was your career path if we can kinda pivot on that for a second, 'cause I think that's quite interesting. And what are some of the things that you've said, "You know what, I don't care. "I enjoy this, I wanna do this,"? 'Cause in all circumstances you are a role model, but I'd love to understand some of the things you encountered, and maybe some of your advice to those that'll be following in your footsteps. >> Yeah, so I went to school for politics. Programming was a little bit of a side hobby before that, mostly of the how can I do this thing, do this thing that it's not supposed to be doing? So I did that, I went to school. I took a computer science class my very last semester in school. I did not know that it was a thing before then, so I'm I guess a little slow in the comp sci uptake. And I was like, oh wow cool, this is an awesome, this could be an awesome career, but I don't know how to get into it. So I was like okay, I'm gonna go to a startup, and I'm gonna do whatever. So I take a sales job. I did that for maybe nine or 10 months. And I started taking on side projects. So how to write email templates in HTML that I could use that directly showed an impact to my sales job. Then the startup, as startups do, got acquired. And as part of the acquisition I moved my little CRM engineering job to the product team. And then, I'm gonna be honest, I bothered the CTO a lot. And I learned side projects. I was like I've learned Python now, what can you have for me? So I basically bothered him a lot until he helped me do some projects, and totally old enough now to admit that he was very kind to take a chance on me. And then I worked hard. I did a lot of online classes. I read a lot of books. I read a lot of blogs. I'm a big proponent in learning by doing. So I still learn things the same way. I read about it, I decide that I wanna use it, I try it out, and then at the point where I get where I don't quite know what's happening, I go back to documentation. And that got me through a couple of devops jobs until I got to evangelism. And I think the biggest advice I have for people is it's okay to not know what you want right away which is how I have a politics degree. But you can work at it. And don't be afraid to have mentors and communities and peers that can help you 'cause it's the best way to participate, and it's actually whether you have a comp sci job or not, it's still the best way to participate, and that you can have, there are so many nontraditional paths to tech, and I think everyone is equally valuable, because I think I write better coming from a liberal arts degree than I would have otherwise. So I think every skill that you bring in is valuable. So once you figure out what you want, don't be afraid to ask for it. >> The thing I'm hearing here is persistence. And it just reminded me, a quick pivot, of I hosted theCUBE at Women Transforming Technology just a couple weeks ago at VMWare, and they just made a massive investment, 15 million into a lab, a research lab at Stanford, to look at the barriers that women in tech are facing. And one of our guests, Pratima Rao Gluckman, just wrote a book called Nevertheless, She Persisted. It reminded me of you because that's one of the things that I'm hearing from you is that persistence that I think is a really unique thing there. Sorry, I just had to take a little side. >> I saw you looked that up. And actually I saw the title and I have not read it yet, but I have a flight back to New York after this so I'll have to find that. >> You've got time. >> Yeah. >> Over and over again as I talk with folks about IT and tech careers, right? It's that thinking expansively about your job, trying things, being a continuous learner, that is the thing that actually works. Maybe pivoting back to the tech for a sec then, obviously here container central, DockerCon 2018, Kubernetes actually was a big news this morning at the keynote, a big announcement, how Docker EE is gonna connect to Amazon EKS among others, kind of being able to manage the Kubernetes clusters up there in the cloud. And EKS actually just had, it just had its general availability I believe, right? In the last week or so? >> Yeah, so, excited to see EKS in the keynote this morning. We're always happy to deepen our partnerships. Yeah, and we've been in preview since re:Invent, and then we announced the general though of EKS, so Amazon Elastic Container Service for Kubernetes, long acronym. So EKS, we announced the GA last Tuesday. >> The interesting thing about AWS is somebody just compared it, I saw a tweet today to an industrial supply store and it's a huge warehouse full of tools that you can use, and that includes containers. But for containers, the three pieces that are the largest are EKS, ECS, and Fargate. Can you kinda tease those out for us really briefly? >> Yeah so envision if you would a flow chart. So if you wanna run a managed container on AWS, first you pick your orchestration tool, so EKS or ECS. ECS is the one that we've been working on for quite a few years now, so Elastic Container Service. Once you've chosen your orchestration tool, for ECS you have another set of choices which is either to run your containers in the EC2 mode which is manager, cluster, infrastructure as well, so the underlying EC2 hosts. And Fargate mode, where you only manage everything at the container level and task definition level, so no cluster management. >> And that's all taken care of for you. >> That's all taken care of for you. So Fargate I think is not actually a service in the traditional way that we would say that ECS is a service, and more of like an underlying technology, so that's what enables you to manage everything at just the container level and not at the cluster level. But I think the best way of describing it is actually is, there's a really nice quote floating around that said, "When I ask someone for a sandwich, "they don't wanna know the whole sandwich logistics chain, "so how do I get turkey, how do I get cheese, "how do I get mayo on the bread, "they just want the sandwich." So Fargate for, I think, a lot of people, is the sandwich. So I just want the sandwich, just give me your container, don't worry about the rest. >> So we've already established Abby has a lot of miles already in half a year, so I'm thinking two things. One, we should travel with her 'cause we're probably gonna get free upgrades. And two, you speak with a lot of customers. So tell us about that customer feedback loop. >> Something that I really love about working at Amazon is that so much of our roadmap is driven by customer feedback. So actually something that was really cool is that this morning, so ECS announced a daemon-scheduler, so run tasks one per host on every host in the cluster, so for things like metrics, containers, and log containers. And something that is so cool for me is that I asked for that as a customer, and I just watched us announced it this morning. It's incredible to see every single time that the feedback loop is closed, that people ask for it and then we build it. The same thing with EKS, right? We want you to have a great experience running your infrastructure on AWS, full stop. >> Can you give us an example of a customer that's really been impactful in terms of that feedback loop? One that really sticks out to you as a great hallmark of what you guys are enabling. >> I think that all of our customers are impactful in the feedback loop, right? Anyone from a really small startup to a really large enterprise. I think one that was really exciting to me was a very small Israeli startup. They went all in on managing no EC2 instances very quickly. They're called The Tree. So they were my customer speaker at the Tel Aviv summit, and they managed zero EC2 instances. So they have Fargate, they have Lambda, they managed no infrastructure themselves. And I just think it's so cool to watch people want things, and then adopt them so quickly. And the response on Twitter after the daemon-scheduler this morning is like, my favorite tweet was, "This is customer feedback done right." And I love seeing how happy people are when they ask for something or are saying, "Now that you've added that, "I can delete three Lambda functions "because you made it easy." And I love seeing feedback like that. So I think everyone is impactful, but that one stuck out to me as someone that adopted something incredibly quickly and have been so, they're just so happy to have a need solved for them. >> Well that's the best validation that you can get is through the voice of the customer. So to hear that must feel good that not only are we listening, but we're doing things right in a way that our customers are feeling how valuable they are to us. >> Happy customers are the best customers. >> They definitely are. >> Yeah. >> We learn a lot from the ones that aren't happy, and there's a lot of learnings there, but hearing that validation is icing on the cake. >> Always. >> Last question for you. With some of the announcements that came out today, and as this conference and its figure has grown tremendously, when I was walking out of the general session this morning, I took a photo because I don't think I've seen a general session room that big in a long time, and that was just at the Sapphire last week which has 20,000 attendees. I was impressed with how captivated the audience was. So last question, what excites you about some of the things that Docker announced today? >> So I think that's interesting. Something that's excited me in general is watching the community itself flourished. So there's many, there's Kubernetes CGroups, and there's user groups, the discussion online is always incredibly rich and vibrant, and there are so many people that are just so excited for anything. It's all companies building what they're looking for. And I love seeing things like the Docker Enterprise Edition announcement this morning where the demo is EKS, but I just love seeing customers get the choice to do whatever they want. They have all the options out there, and that you can see how much more rich and vibrant everything is. From even a couple years ago, there's more people every year, there's more sessions every year, the sessions are bigger every year. And I just love that. And I love seeing when people get so excited, and then seeing people that came to your talk two years ago, come back and give their own talk I think is amazing. >> Oh, talk about feedback. That must have felt really good. >> I think it's not a reflection on me, it's a reflection on the community. And it's a very supportive community, and it's a very excited and curious audience. So if you see their reception to other people that talk a lot being like, oh we're really happy to have you, then the next year you're like, well I have a story and I wanna tell it, so I'm gonna sit in my own session, and I think that's the best. >> Well Abby, it's been such a pleasure to have you on theCUBE, thank you. >> Thank you for having me. >> Thank you for stopping by. And your energy is infectious so you'll have to come back. >> Anytime. >> We wanna thank you for watching theCUBE. I'm Lisa Martin with John Troyer, live from San Francisco at DockerCon 2018. Stick around, we'll be right back after a short break. (upbeat music)

>> Hello and welcome to a special CUBE Conversation. I'm John Furrier, the co-founder of SiliconANGLE on theCUBE. We're here in Sundance 2018 at the Intel Tech Lounge for a panel discussion with experts on the topic of The New Creative. We believe a new creative renaissance is coming in application development and also artistry. The role of craft and the role of technology and software coming together at the intersection. You're seeing results in the gaming industry. Virtual reality, augmented reality, mixed reality. A new wave is coming and it's really inspiring, but also there's a few thought leaders at the front end of this big wave setting the trends and they're here with us in this special panel for The New Creative. Here with us is Brooks Browne, Global Director of VR at Starbreeze Studios, a lot to share there, welcome to the panel. Lisa Watt, VR Marketing Strategist at Intel, Intel powering a lot of these VR games here. And Winslow Porter, co-founder and director of The New Reality Company. Many submissions at Sundance. Not this year, but a ton of experience talk about the role of Sundance and artistry. And then we have Gary Radburn who's a director of commercial VR and AR from media within Dell, Dell Technologies. Guys, welcome to this panel. Lisa, I want to start off with you at Intel. Obviously the Tech Lounge here, phenomenal location on Main Street in Sundance. Really drawing a massive crowd. Yesterday it was packed. This is a new generation here and you're seeing a younger demographic. You're seeing savvier consumers. They love tech, but interesting Sundance is turning into kind of an artistry tech show and the game is changing, your thoughts on this new creative. >> Yeah, it's been amazing to watch. I've been here for, this is my third year coming back with VR experiences. And it's really just been incredible to see. Sundance has been on the leading edge of exploring new technologies for a long time and I think this is, I feel like you know this feels like the break out year really. I mean, it's been successful the last few years, but something about this year feels a little bit different. And I think maybe it's the people are getting more familiar with the technology. I think the artists are getting more comfortable with how to push the boundaries. And then we certainly are getting a lot out of seeing what they're doing and how we can improve our products in the future. >> We were talking yesterday, Lisa, about the dynamic at Sundance. And you were mentioning that you see a few trends popping out. What is the most important story this year for the folks who couldn't make it, who might be watching this video that you see at Sundance? Obviously it's a great day today, it's snowing, it's a white day, it's beautiful powder, greatest snow on Earth. But there's some trends that are emerging. We had a march this morning, the Women's March. You're seeing interesting signals. What's your view? >> I think there's a lot less desire to put up with subpar experiences. I mean I think everyone is really starting to push the boundaries, I mean, we saw a lot of 360 video which we love for a linear narrative. But they're really breaking out and really exploring what does it mean to have autonomy especially in the virtual reality experiences, a lot more social is coming to the forefront. And then a lot more exploration of haptics and the new ways of extending into more 4D effects, etc. So I think it's very very exciting. We're really excited to see all the new innovations. >> Winslow, I want to ask you, if you can comment, you've been an active participant in the community with submissions here at Sundance. This year you're kind of chilling out, hanging out. You've been on the front lines, what is your take on the vibe? What's the sentiment out there? Because you're seeing the wave coming, we're feeling it. It feels early. I don't know how early it is, and the impact to people doing great creative work. What's that take? >> Well yeah, it's kind of like VR years are like dog years, you know. Like a lot can happen in a month in the VR space. So I had a piece here in 2014 called Clouds. It was an interactive documentary about Creative Code, but that was back when there was only two other VR pieces. It's interesting to see how the landscape has changed. Because CCP Games had a piece there. An early version of E Valkyrie. And unfortunately in the last three months, they had to close their VR wing. So, and then Chris Milk also had a Lincoln piece with Beck. Which was a multi camera 360, actually it was a flash video that they recorded to the DK1. And so that was, seeing that everyone was, saw the potential. The technology was still pretty rudimentary or crude even, we should say. Before any tracking cameras. But every year people learned from previous Sundances and other festivals. And we're seeing that Sundance kind of raises the bar every year. It's nice that it's in January because then there's all these other festivals that sort of follow through with either similar content, newer versions of content that's here, or people have just sort of learned from what is here. >> So I got to ask you. You know, obviously Sundance is known for pushing the boundaries. You see a lot of creative range. You see a lot of different stuff. And also you mentioned the VR. We've seen some failures, you've seen some successes, but that's growth. This market has to have some failures. Failures create opportunities to folks who are reiterating in that. What are some of the things that you can point to that are a positive? Things that have happened whether they're failures and/or successes, that folks can learn from? >> Well, I think that this year there's a lot more social VR. We're connecting people. Even though they're in the same space, they're able to be in this new virtual world together. There's something amazing about being able to interact with people in real life. But as soon as you have sort of a hyper reality where people are able to be experiencing a Sufi ritual together. Things that you wouldn't normally... That they're not possible in the real world. And also, I think that there's issues with lines too. Obviously every year, but the more that we can have larger experiences with multiple people, the more people we can get through. And then more impact we can make on the audience. It's really... We were in claim jumper last year. And we could only get one person in every 10 minutes. And that makes things pretty tricky. >> And what are you doing at Sundance this year? You've obviously got some stuff going on with some of the work you've done. What's your focus? >> So yeah we have a company called New Reality Company where we produce Giant and Tree. It's part of a trilogy where Breathe is going to be the third part. We're going to be completing that by the end of this year. And right now, I would say the best thing about Sundance is the projects, but also the people. Being able to come here, check in, meet new people, see partners that we've been working with in the past. Also new collaborations, everywhere you turn, there's amazing possibilities abound. >> I want to talk about empathy and social. I mentioned social's interesting in these trends. I want to go to Brooks Brown, who's got some really interesting work with Starbreeze and the Hero project. You know, being a pioneer, you've got to take a few arrows in your back, you've got to blow peoples' minds. You're doing some pretty amazing work. You're in the front lines as well. What's the experience that you're seeing? Talk about your project and its impact. >> Well for us, we set out with our partner's ink stories, Navid Khonsari, a wonderful creative, and his entire team to try to create that intensely personal experience kind of moving the opposite direction of these very much social things. The goal, ultimately being to try to put a person inside of an event rather than a game style situation where you have objective A, B, or C. Or a film that's a very, very hyper linear narrative. What is that sort of middle ground that VR itself has as unique medium? So we built out our entire piece. Deep 4D effects, everything is actually physically built out so you have that tactility as you walk around. Things react to you. We have smell, temperature, air movement, the audio provided by our partners at DTS is exceptional. And the goal is ultimately to see if we put you in a situation... I'm doing my best not to talk about what that situation is. It's pretty important to that. But to watch people react. And the core concept is would you be a hero? All over the world, every day people are going through horrific stuff. We're fortunate because we're the kind of people who, in order to experience, say a tragedy in Syria, we're fortunate that we have to go to Park City, Utah and go in virtual reality to experience something that is tragic, real, and deeply emotional. And so our goal is to put people through that and come out of it changed. Traumatized actually. So that way you have a little bit more empathy into the real world into the actual experiences they went through. >> And what's the goal? This is interesting because most of the some stuff you see, the sizzle out there is look at the beautiful vistas and the beaches and the peaks and you can almost be there. Now you're taking a different approach of putting people in situations that probe some emotional responses. >> Yeah. It's a big deal to us. The way Navid like to put it, and I'm going to steal this from him, is you see a great deal of people prototyping on hardware and all of these things, and it's great cause we need that. We need to be able to stand on the shoulders of those giants to be able to do these things. But you see very few people really prototyping what is the concept of story as per VR? We've been doing, at Starbreeze, we've been doing location based for some time now and I've been getting thousands upon thousands of pitches. And whenever you get a pitch, you can pretty much identify, oh you come from a film background, you come from a games background. There's very few people who come down that middle line and go, well this is what VR is supposed to be. This is that interesting thing that makes it very deeply unique. >> What's the confluence and what's the trend in your mind as this changes? Cause you mentioned that gamers have affinity towards VR. We were talking about that before we came on the panel. You know, pump someone in mainstream USA or around the world who does email, does work, may not be there, you're seeing this confluence. How is that culture shifting? How do you see that? Cause you're bringing a whole nother dimension. >> We're trying to go back to a little bit, something about this Sundance being a little bit different. I think in general in VR, you're seeing this sort of shift from a few years ago it was all potentiality. And I think a lot of us, the projects were great, but a lot of us who work in VR were like oh I see what they're trying to do. And people like my dad would be like I don't. I don't see what they're trying to do. But that is shifting. And you're seeing a larger shift into that actuality where we're not quite there yet where we can talk about the experiences every day Americans are going to have. What is the real ready player one that we're actually going to have existing. We're not there yet, but we're much closer every time. And we're starting to see a lot of these things that are pushing towards that. Final question before I go to some of the speeds and feeds questions I want to get with Intel and Dell on is what is the biggest impact that you're seeing with your project and VR in general that will have the most important consequences for societal impact? >> Well, we were fortunate yesterday we had a number of people come through Hero. And a number of them simply actually couldn't handle it. Had to come out. We had to pull people out. The moment we took the headset off, they were, tears were streaming down their face. There's a level of emotional impact VR is extremely able to cut through. It's not that you're playing a character. It's not that you're in a separate world. You are you inside of that space. And that is a dangerous but very promising ability of VR. >> Winslow, could you take a stab at that, I'd like to get your reaction to that because people are trying to figure out the societal impact in a positive way and potentially negative. >> Yeah I mean, so with that, whenever you traumatize somebody else or have the ability to possibly re-traumatize somebody... In Giant, we made sure that we gave them a trigger warning because yeah these things can be intensely intimate or personal for somebody who already has that sort of baggage with them or could be living in a similar experience. In Giant, we witnessed the last moments of a family. As they're convincing their daughter that the approaching bomb blast is a giant that actually wants to play with her. And so we put haptics in the chair so the audience was also surprised. But we let them know that it was going to be taking place in a conflict zone. So if that was something that they didn't want to participate in, that they could opt out. But again, like we didn't know... We had to go and buy tissues like right off the bat because people were crying in the headset. And that's kind of a... It's an interesting problem to have for the sake of what are sort of the rules around that? But also it makes it more difficult to get people through the experience in a timely fashion as well. But yeah, but we're seeing that as things become more real then there's also a chance to possibly impact people. It's the... >> So it's social for you? You see it as a social impact? >> Well, I mean if everyone's experiencing the same thing that can be social, but again if it's a one on one experience, it's sort of like up to the filmmaker to make sure that they have the scruples that they are playing by the rules. Cause there's right now most every piece of content is being released through Oculus, Steam, or Viveport. But there will be... It's heavily regulated right now, but as soon as there's other means of distributing the content, it could take a different sort of face. >> Certainly some exciting things to grab on, great stuff. I want to get to the commercial angle. Then we're going to talk more about the craft and the role of artistry in the creating side of it. Gary, you're the commercial VR expert at Dell. You're commercializing this. You're making the faster machines. We want faster everything. I mean everyone... Anyone who's in VR knows that all the graphics cards. They know the speeds and feeds. They're totally hardware nerds. What's going on? Where's the action? >> Okay, that's such a large question. I mean we've had some great stuff here that I also want to comment on as well. But inside the commercial side, then yeah everybody wants bigger, stronger, better, faster. And to Winslow's comment about the dog years, that really puts the pressure on us to continue that innovation and working with partners like Intel to get those faster processors in there. Get faster graphics cards in there so that we can get people more emotionally bought in. We can do better textures, we can get more immersion inside the content itself. We're working a lot around VR in terms of opening peoples' eyes for societal impact. So VR for good for instance. Where we're taking people to far flung corners of the Earth. We work with Nat Geo explorer Mike Libecki to show the plight of polar bears in Greenland and how they're gradually becoming extinct for an edutainment and a learning tool. The boundaries are really being pushed in entertainment and film. That's always been the case. Consumer has always really pushed that technology. Commercial's always been a bit of a lagger. They want stability in what's going on. But the creation that's going on here is absolutely fantastic. It's taken what is essentially a prosumer headset and then taking it into that commercial world and lit it up. 360 video, its very inception, people are using it for training inside of their businesses and so that's now going out into businesses now. We're starting to see advances in 360 video with more compute power needed. Where, to the point about immersion and getting people emotionally bought in. Then you can start doing volumetric, getting them in there. And then we're also working with people like Dr. Skip Rizzo who was on our panel yesterday where we're starting to go into, okay, we can treat PTSD. Help people with autism, through the medium of VR. So again, that buys into... >> These are disruptive use cases that are legit? >> Yeah. >> These are big time, market moving, helping people... >> Absolutely. And that where it becomes really, really powerful. Yes, we want our companies to embrace it. Companies are embracing it for training. But when you start seeing the healthcare implications and people crying inside of headsets. That's effecting you deeply, emotionally. If you can make that for good, and change somebody's trigger points inside of PTSD, and the autism side of helping somebody in interview techniques to be able to be more self sufficient, it's absolutely awesome. >> This is the new creative. So what's your take on the new creative? What's your definition? Cause you're talking about a big range of use cases beyond just film making and digital artistry. >> Yeah, absolutely so the new creative is like with all the great work that's here, people are looking at film and entertainment. Now the world really is the oyster for all the creatives out there. People are clamoring out for modelers, artists, story tellers, story experiencers to be able to use that inside their commercial environments to make their businesses more effective. But they're not going to have a 360 video production company inside of their commercial organization. And it's then leveraging all of the creative here and all of the great stuff here. Which is really going to help the whole world a lot. >> Lisa, I want to get your thoughts on this cause you guys at Intel here at the Tech Lounge have a variety of demos, but there's a range of pro and entry level tools that can get someone up and running quickly to pro. And so there's a creative range not only just for digital artistry, but also business we're hearing. So what's the... Cause AI's involved in a lot of this too though. It's not just AI, it's a lot of these things. What's the Intel take on this. >> Well I think it's really an interesting time for us at Intel because one of the things that we have that I think probably nobody else has. We have this amazing slate of products that really cover the end to end process. Both from the creation side of the house all the way to the consumption side. And we talk a lot about our processors. We worked on an amazing project, a couple of huge scenes inside of the Sansar environment. Which is a great tool for really democratizing the creation of spaces. It's a cloud hosted service but it utilizes this amazing client-server architecture. We created four huge spaces in a matter of eight weeks to launch at CES. And some of the technologies that Gary was referring to just in pure processing power like two generations old processors were taking three hours to render just a small portion of a model where our newest generation Core i9s with our opting technology took that time to 15 minutes. So when we think about what we can do now, and those technologies are going to be available in even portable laptop form factors. We've got the piece where we were working here SPHERES. They were able to actually make some corrections and some tweaks basically immediately without having to send them off to some render farm. They were able to do those things. And I know Winslow has talked about that as well. What does it mean to you to be able to react real time. And be able to do your creative craft where you are and then be able to share that so readily. And then you know... I just think that's kind of an amazing equalizer. It's really democratizing the creation process. >> Okay the next question that begs for everyone to address is where are we in this progression? Early? What work needs to get done? Where are we holding back? Is it speeds and feeds? Is it the software? Is it the routines, libraries, art? Where's the bottleneck? Why isn't it going faster? Or is it going faster? >> I would, and I'm sure the team would agree here, I would say that one of the key things is the creator tools themselves, right. They are still somewhat cumbersome. We were talking to another filmmaker. He was like I can't even, I have to play the whole piece from the beginning, I can't just go in and edit, you know change control, being able to collaborate on these pieces with other people. I mean, if you can collaborate in a real world space, you should be able to also collaborate in VR and have change control and all those sorts of things that are necessary to the iteration of a project. So we're trying to work with our software partners. They're all doing a really great job of trying to iterate that, but it's going to take some time. I mean I think that's probably the bigger thing that's holding everything back. We're going to be right there with the processing power and the other technologies that we bring to the table. OEM partners are going to be right there with the best devices. I really think it's something we've all got to push for as far as those tools getting better. >> Brooks, comment on anything? You're in the... >> So for me, the thing that's holding back VR in general is actually the art form itself. One of the great challenges, if you look back, at say the history of film... We're at Sundance, so it's probably fairly apropo. Very early on in the early movies, aside from penny arcade machines that you'd actually stare at, they were 10 minute almost like plays that people would go to almost a playhouse and they'd watch this thing. There were not cuts, there were no angles. It was a single wide shot. Great Train Robbery came around and there was this crazy thing they did called an edit. Where they spliced film together. And if you go back and you read, and they did these dolly shots. People will have no idea what they're watching. There's no way people will be able to follow that. Like people were not happy with it at the time. Now it's stuff that children do on their iMacs at home. They do iMacs all the time, they do it on their iPhones, on their Android devices. These are normal languages of film that we have. VR doesn't have that yet. And there's not a great deal of effort being made in that direction. There's people here doing that. So I'm kind of speaking in the middle of the group, but outside of these people, there's only a handful who are really doing that and it's a significant challenge. When people who are the mainstream consumer put on a VR headset, it needs to be more than just a magic trick where they go oh that's cool. And that tends to be the vast majority of experiences. So what is the thing that is going to make someone go oh I get why we have VR as a medium. And we're not there yet. We're in the direction, but that's >> So you mentioned earlier the point where you can tell if someone's from film or gaming or whatever when you talk to them about VR. Who is the future VR developer? Is it a filmmaker? Is it a gamer? Is it a digital artist? What is this evolving? >> It's a kid in his basement who no one knows and is screwing around with it and is going to do something that everyone thinks is stupid. Like, it's going to be that. Basically every major leap in gaming is kind of the same thing. It's when we understand how ludonarrative dissonance works inside of telling how people move around a space. It's about how we do Dutch angle suddenly in film. And these things get invented. It's going to be some kid who's just screwing around who doesn't have the baggage of the language of film. A lot of the people I know in VR have been fortunate to work in film, in games and interactive or web dev. So you come from a lot of places but someone's going to come along who has none of that baggage. And they're going to be... >> Well you guys are pioneers and you're doing it. So for the first person out there that's in their basement, that inspirational soundbite or comment. How can you guys talk to that person or that group? Because this is the democratization, this is what's happening. It's not the gatekeepers. It's real creatives out there that could come from anywhere. YouTube generation, Twitch generation, gaming. What would you say to that person to motivate them and to give them that passion? >> Well it's only going to get easier, faster, cheaper, all these things are happening. But again, yeah I totally agree with what Brooks said. It's really about the culture and about educating the audience and getting them up to speed. There are some VR experiences that as soon as they put on the headset, like somebody who's never done it before, immediately will take it off cause they'll get nauseated. And then there's people, like kids who are like jet fighters. They've seen everything. You could throw like a 30 frames per second experience at them and that doesn't even phase them. They can be, all of a sudden their worlds are changing and they're like bring it because they're ready for that. So I think it's sort of about raising the bar for what the audience is comfortable with, familiar with, educating the community. There's a lot of tools right now, you know with Unreal and Unity that allow people who have very little... They don't need to know C# or C++, they can get started in a lot of like visual. What you see is what you get. Being able to drag things into a virtual room. And the windows headsets that are out. They refer to them as mixed reality, but just even having the ability to flip up the screen and transition from the virtual world to the real world in milliseconds, it allows you to be able to create things more at the speed of thought instead of coming up with an idea, coding it, and making sure it works, and then eventually putting on the headset. The sooner that we can actually be ideating inside this virtual environment is when things will get really interesting. >> So the next question is to take to the next level is what's the playbook? How does someone get involved? How does someone ingratiate into a community? If I'm an artist, I want to get, and I'm proficient with technology, or maybe not, how do they get involved? Is it community driven? Is it social? You guys mentioned seeing social's a big trend here. How do people get involved? What's the track? >> Well yeah you don't just need to go to a grad school or... There's a lot of programs out there that are popping up. Almost every single major state school has like an interactive art program now. And that wasn't the case like two or three years ago. So we're seeing that that's a big shift in the culture. But again, VR is still... It's expensive and it's you know, like VR, I refer to it's in the stage of it's almost like in the neo geo phase, maybe a little before that. But it's the really expensive thing that your friend's neighbor has. Or his older brother or something. You get to play it a little bit, you're like that's great but there's no way in hell I'm going to... You know, I can't afford that or like that just doesn't really work with my lifestyle right now so it needs to incorporate itself into our everyday, our habits. And it needs to be something that... If we're all doing it then it makes sense for us to do it together not just somebody in their basement doing it by themselves. >> Yeah feel free to comment, this is a good topic. >> Oh yeah, absolutely. So what we're doing is sort of about democratization and accessibility. So for people to get into the then they're going to need a rig, they're going to need a headset and previously it's actually been quite expensive to actually take that first plunge into it. So now by democratizing and bringing price points down, it makes it more accessible. That helps content creators because there's now more of an audience that can now consume that content. And the people that can then play with the medium and consume it now have a better reason to do it. So we're working on that. We're also working on the education pieces like Key. It's actually going out there to schools and actually letting them experience VR and play with VR. Because it is a whole new different medium. We've seen film directors and filmmakers go into the VR space and things that worked in 2D film like fast pans and whatever else so the points have already been made don't really translate into VR without somebody losing their lunch. So it is going to be somebody who's coming up who hasn't got the baggage of previous skill sets inside of 2D doing it inside of VR. So we're going to see that. And in terms of the technology, everybody's wanting things to progress. That shows the level of excitement out there. And everybody wants to get into it. Everybody wants to see it go further. And I'm reminded of the mobile phone. Mobile phone, 30 years ago? Two suitcases for batteries, a large brick on the ear and a car antennae. Okay, so where we are now, if you had a time machine and you went back in time to talk to the inventor of the mobile phone, well, I'd be a lot richer because I know sports results and all, but that aside, but you go back and talk to them and you said do you know in 30 years time, everybody is going to be carrying that device? Everybody's going to be dependent on that device? They're going to get social anxiety and separation anxiety if they lose it. And they will probably laugh in your face. >> Alright so since you brought up the phone analogy, since I love that example, are we in the Blackberry moment of VR and no one yet has built the iPhone? Because the iPhone was the seminal moment for smartphones. And you see what happened there. Is VR needing that kind of break? Or is it there? >> I think we're on the cusp. Where we are at the moment with technology, we've had the headsets, which I say have been more in the consumer space, they've been designed to hit a certain price point. We had CES the other week where we've had advancements now in the resolutions of headset that are now coming out. One of the issues was well I can't see texts, I can't read texts. So from a working environment, if you're actually using tools that you would normally use on a 2D screen, you can now translate that and read that text. However, in terms of the tools that people use, why are we trying to put 2D screens into a VR headset? We've got a whole new way of interacting with data. We've got a whole new way of doing things that are going to be more intuitive than the mouse and keyboard interaction that we're used to. Why just translate that. Let's push that envelope and those are the developments that we're pushing our partners and our ISVs to really embrace. >> So it's an evoution. >> It's absolutely an evolution. >> You guys have any thoughts on that comment. That we have that inflection point, are we hitting that, will we see it soon, is it here? >> Well I think it's a very interesting symbiotic relationship between multiple factors. So you know, we hear the cost factor, we hear the technology factor, then we have the content factor. You know I saw an interesting evolution at CES we had created this virtual booth experience so that you could still come to the CES Intel booth without actually having to be there. And I met a guy in there and I was like hey where are you? He goes I've been in here like all week. (laughter) And I was like oh yeah, where do you live? He goes oh I'm in my basement in Nebraska. But he had just, this was Friday when I met him. He'd been in there all week, but in 2D mode. And he had gone out the night before and bought a headset just so he could come back and go in VR mode. And I think, yes, all these factors have to kind of line up, but I do think that content, those experiences that are going to keep people coming back for more. Like these guys literally kept coming back to our booth. Right, to see... >> Content gain. >> To see who was there. And to them at that point, it wasn't really a barrier of cost. It was like there is something that I want to consume therefore I am going to go get what I need to consume it. And I use the analogy of HDTV, right. When we kind of moved over that hump where there was enough content people didn't really care how much that television cost. >> Sports was great. Sports really highlighted HD. >> Yeah. >> But this is a good point. This is a good question to ask. Brooks, I'd love to get your thoughts. Content drives experiences, amazing experiences, but we're building the scaffolding of everything at the same time. So where are we, what's your opinion? >> So here on the Starbreeze side, we're fortunate because we have our own headset. We have the StarVR headset we've been building with Acer. 5K all of that stuff and we're upgrading it over the next year. Our focus has been, we skipped the consumer market very much. We went straight to location based and enterprise. And the reason we did that is because there's a promise of VR at a basic, I don't want to say technology stand point, but from an experience perspective, when it comes to that resolution, when it comes to that field of view, when it comes to these things people expect. Average consumers who go to a movie and they see these giant screens. They want that translated. They don't have the understanding like we do of well, LED panels are actually a pain in the ass to build and it takes a little bit and they flip at their own speeds. Time to photon is not a thing my dad will ever see in his life. But there's a reality that people have a need for that. And it is extremely expensive. It's again the reason we went straight to LBE. But for us it's about marrying the two and consistently trying to match what's happening. So when we're talking about, as I mentioned earlier the technology and how we're standing on the shoulders of giants very very quickly, someone who's doing technology is going to see what we're doing content wise and go well I can do that better technology wise. And then we're just going to keep leap frogging. And it's very similar to the phone in the same way that we're not at the final stage of the phone. Like we're at our stage of the phone and no doubt in 30 years people will laugh at us for carrying anything. The same way we laugh about the briefcases and the giant batteries in the cars we had to pull with us. So it's one of those things that's continually transitional. And VR's in an odd, amazing place. >> Well you know, it was a lot of waves that we've all seen. You mentioned the mobile phone, that's a good one to point to. It feels like the PC revolution to me because the same culture of entrepreneurs and pioneers come from a bunch of different backgrounds. So I'd like to get Brooks perspective and Winslow's perspective on this because I think there's an entrepreneurial culture out there right now that's just emerging very fast. It's not like your classic entrepreneur software developer. So in this movement, in this wave, the entrepreneur is the filmmaker, it could be the kid in the basement, could be the gamer. Those entrepreneurs are trying to find a path. >> Yeah, it's a weird mix. VR is at this odd point where not only is it the people who are wanting to be cutting edge in terms of content or technology, but also that first mover strategy from the business side of things. And so everyone wants to be those guys who are charging ahead because in reality, if you look at the financials around all of this, VR is one of those things that you don't want to finance. It's not nearly as safe as say Marvel Avengers or the next Call of Duty. >> You've got to be, you've got to hustle. >> Yeah you've got to hustle. You've got to make... >> What's your advice? >> Start doing it. That's really it. It's the same advice I used to give to game makers when people would be like well I want to learn how to make games. It's like go to YouTube, download a thing and go do it. There's literally no reason why you can't. >> Are there meetups or like the Homebrew Computer Club that spawned the Mac. >> There are, there are infinite groups of VR people who are more than happy to give you all the terrible and wonderful opinions that come with that. There's no shortage of people. There's no shortage and it's an amazingly helpful group. Because everyone wants someone else to figure out something so they can steal that and then figure out something else. >> Winslow, your advice to entrepreneurs out there that are young and/or 14 to 50, what should they do? Jump right in obviously is a good one. >> Well yeah, experiment, break things, that's really the only way to learn. I would say watch as much VR as you can because sometimes bad VR is the best VR. Because you can learn don't do that. And if you learn, if you put all that together, you can really... It's like this lexicon that you can really follow. Also, I think we... As people in tech, we kind of get obsessed with things like resolution, frame rate, and these are very important, but it's also good to remember, or at least for me, I watch some of the best experiences from storytelling when I was a kid, eight years old on a 12 inch screen that was 640 by 480. You know, like scan lines on the VHS. But for me the story still resonated and it's important to think of story first, but obviously it's a dance between the story and the technology. They kind of have to both organically work together. And if they don't, one thing in the story that doesn't work because the tech isn't supporting it, can throw you out of the experience. >> Other concern entrepreneurs might have is financing. How do I get someone to help me build it? And then doing relationships. Finding relationships that could... One plus one equals more than two, right. So how do you? >> You have to get really creative when it comes to funding right now. Unless you're doing location based, which also requires a certain amount of investment to get it up to a bar where you want to be showing it to people with all the haptic effects when it's heat, smell, vibration, stuff like that. You know, it's not cheap to develop. But as far as like working with film foundations, we're fortunate enough to be sponsored by Fledgling Fund and Chicken and Egg. But we also were able to get partnerships with people like Intel and NVidia. And also work with people who come from a traditional film background. There's not one way to successfully fund a project. There's a million. And that's why it's interesting that the technology's innovating, but also the market place is as well. >> One of the things I want to ask is as any new industry gets building, is cultures form early. DNA forms in the entrepreneurs, in the pioneers. And one of the big hottest topics in the creative world is inclusion and diversity. So what's the makeup of the culture of this new generation? Because democratization means everyone can participate, everyone's involved. What's the state of the community vis a vis diversity, inclusion, and the role of the actors in the community. >> Well I think it's important to understand that VR has a profound ability to place you in somebody else's shoes. The trick though is to make sure that those feel like they're your shoes. But I think that we're learning a lot more about story telling techniques and we're able to empower people that their voices you know were previously not heard. The tricky thing is being able to yeah, educate all different groups of people how to use the technology, but once they're enabled and empowered to do it, it's amazing what you can experience inside the headset. >> So VR can be an enabler for education, outreach, a variety of things? >> Yes, I mean the term empathy, empathy machine gets thrown around a lot. You could do a drinking game around it. For panels when people are talking about it. But it's important to know there is a truth to that. And it's, yeah the perspective shift from looking at a screen, a 16 by 9 screen where you can look away, then dissolving the screen and becoming that person. Becoming the director, the actor, the camera person, the editor. When you're in the first person perspective, there's so much more... It feels more personal and that's a really interesting angle that we're going to continue to explore. >> So you could walk in someone's shoes, literally? >> Yes, you literally can. You just have to make sure that you got a... The tracking system's proper or else you'll look like there's... It can be come a horror movie pretty quickly if your leg is behind your head. >> Lisa, your thoughts on this, I know it's important to you. >> Yeah, I mean I think it's fascinating because I've been in tech for a really long time. And seen many, many trends. I mean the first job I had at Intel I was a PC tech and as you can imagine as a female, I think there was one other tech female in the department at the time and I would get funny looks when I would show up with my bag. They were like hi can I help you? I'm like I'm not here to deliver coffee, I'm here to fix your computer, you know. So I've seen a lot of trends and it's super exciting to me to see so much diversity cross culture, cross country, I mean we're having... We had guys come in from all over the world. From even war torn, they've escaped their country just several years ago and they're coming and they're bringing all that creativity to the market. We're seeing very, very strong female contingent from the filmmaker perspective so it's this wonderful, wonderful just primordial soup of people that I think are growing their own voice and their own power. They're breaking molds as far as how you actually get content produced. Distribution is kind of crazy right now. I mean, how do you get it distributed? There's like so many different ways. But all of those things are so important to the evolutionary and biological process of this. Yes, we need to let it go and sometimes we're frustrated. We're like where's the standards? Where's the one ring to rule them all? Where there's not going to be one. And it's good for us that there's not right now. It's frustrating from a business perspective sometimes. You're like, I can't peanut butter myself around all of these places, but I think it's just a very unique time where so many people are... The technology is accessible, that means that so many creators can now bring their fresh voice to this space and it's just going to be fascinating to continue to watch. >> That's awesome. Well two more questions and I'll give you some time to think about the last one which is your perspective on Sundance, what's happening this year, your personal view of what you think's happening, what might happen during this year. But the question I have for you now is to go down the line. We'll start with Brooks here, and talk about the coolest thing that you're involved in right now. >> It actually has to be Hero. We're debuting it here at Sundance. We've been working on it and not talking about it for about nine months. And it's been very difficult. Again it's sacrosanct to the experience that you don't know literally what you're getting in to. And the emotional response has been essentially our goal, trying to find out how far can we take that. You actually being in a space, moving around, having that interactivity, doing what you would do. But it being your story and how deeply we can absolutely effect a human being. And again, watching people come out, it's one of those things, I've been doing game development, I've worked on films, I've done all kinds of stuff. And you usually get a chance when someone experiences something you've made, you walk up to them and you go so what'd you think? And that's not at all what we can do with ours. >> How has it impacted you, that reaction? >> Well, I personally suffer significant PTSD and I've had some traumas in my life. And so it's been incredibly powerful to be able to share these things with people. Share this emotion in a deeply profound, yet amazingly personal way. Which I'm amazingly fortunate to be able to be a part of it. >> Alright thanks for sharing. Coolest thing that's going on with you right now here at Sundance. >> Just the fact that I'm here at all. I mean, it's incredible right? Personally was able to be an advisor on the SPHERES project that is premiering here with Eliza McNitt. She's someone who was an Intel Science Fair winner back in high school and kind of came back to us. So just to see the evolution of an artist really from the beginning to the point where they've been able to come here to Sundance. I'm also very passionate about the work that we're doing with Sansar. I kind of consider myself one of the chief storytellers at Intel around Virtual reality and this new move into social where people are like well what's this game. I'm like, it's not a game. It's you are the game, you are the interactivity. You become the person that makes the space interesting. We're just really setting the scene for you. And there's so many... You know there's a lot of different people kind of chasing this be togetherness. But what we've been able to produce there. And just to be able to explore some of my own personal ideas has just been such a gift. Then to be working with guys like these on the panels and see what they're doing and just be in touch is really just an exciting time. >> John: Awesome. >> Probably what, other than the people on the projects, or the projects that are being shown here, we're working on our new project, which we would have loved to premiere here, but we did... Basically when you get in, you have two months to create a piece, so you have a demo and you have to finish it, so we're taking a little bit more time. This one's going to be about a year development cycle. It's called Breathe where we take you from where Giant left off, where, in Giant, the ceiling collapses on a family. They're in front of you. In this experience, we use a breathing apparatus to basically bring yourself back to life. And then you realize you're trapped under rubble and you remove the... We actually want to have physical objects on top of you that are going to be tracked. So you're moving rubble from you and you realize that you're a six year old girl. You're the survivor from Giant. And you get to witness what it's like to be a future refugee sort of in different key moments of her life that use breath. Whether it's a flirtatious moment, blowing a dandelion, seeing your own breath in snow as a drone shows you a message that your parents pre-recorded on your 18th birthday. This is all in the future, obviously, but every time you walk around an object, you actually grow 10 to 15 years older in the experience. As you get older, the world becomes smaller. And then we witness what's like for her last breath. From being six years old to being 90 years old. But it's a profound personal experience. >> John: That sounds cool, cool. Gary, coolest thing that you're involved in right now at Sundance. >> Wow. I could say it's all cool that would be a bit trite. They say if you enjoy what you do, is it really a job? And I'm lucky enough to be in that position. Because working with all these guys here and like people around the place, they're doing such great things that every day I wake up and I'm astounded of where the industry's going. In terms of what we're doing here at Sundance, then we're really starting to push those envelopes as well. I've been lucky enough to be involved with Dunkirk and Spider-Man: Homecoming. Like last year, so some great pieces there. And moving out into this year, we've got some other developments which I can't mention at this point, but we're showing things like AR and VR mashup. So we haven't talked much about augmented reality here. It's an evolutionary, it's not a replacement. Both can be used and we've started to really start to blend those two technologies now. So you can still see the outside world. Just touching on the commercial side, and health care's very big for me. That's where I think the really cool stuff is happening. Entertainment is great and that's really pushing the envelope and allowing us to then take it for the good of human kind. >> It happens everywhere, it's not just entertainment. >> Yeah absolutely. You start looking at MRI scans inside of VR or AR. Talking a patient through it so they can actually see exactly what you're talking about. You're now no longer pointing at flat things on a screen. You're now actually taking them through it. If you're using AR, you can actually judge the responses of the patient as for how they're reacting to the news. And effectively, inside of the VR, and what's really cool for me is seeing people's reaction to that content and to the entertainment content. >> That's awesome. Okay final question. This is a little bit of self serving because I'd like you to help me do my job at SiliconANGLE. If you were a reporter and you were going to report the most important stories happening this year at Sundance or really kind of what's really happening versus what's kind of being billed to be happening here. What's the story? What is the story this year at Sundance 2018 in your personal perspective? We'll go down the line and share your observations. >> Well, mine here, I'm a Sundance newbie. This is my first year of being here. I'm absolutely astounded by the community spirit that's around. I go to a lot of technical trade shows and technical presentations. People coming here with a willingness to learn. Wanting to learn from other people. It's been touched on already. It's the pool of knowledge that's available inside of Sundance that everybody that comes here can actually tap into to create better content, to learn not what to do as well as learn what to do. And I just think that's brilliant because in that community spirit, that's really going to help enable this industry quickly. >> John: Winslow, you've got some experience, what's your thoughts? >> Obviously, this Intel house, just a little plug for you Lisa. (laughter) Tech Lounge. We got that? Okay good. I mean, yeah, the people that's here. Every year we come here and see where the high water mark is. All these people are... Some of these teams first started with two people and then they grew to six and then by the end of it, there's 100 people working around the clock, pulling all-nighters to be able to give the latest and greatest of what's available with these current tools. So it's amazing because the work itself doesn't really mean anything until people get to experience it. So that's nice that they make a big splash. The people here are very attentive to it. It's a very nice audience and this will continue the momentum for future festivals throughout the year, but also will excite people that have never done VR before. People who have never been to Sundance before. We're seeing that there's a lot of new people. And that will continue to influence many years to come. >> John: So you think VR is the top story here being told? >> As far as like just to generalize, I would say last year kind of the big VR year. This is kind of the big AR year. Next year's going to be the AI year. Then after that we're going to start putting them all together. >> John: Great, great feedback. >> I think it's just exciting for Intel just to be back here. I think Intel hasn't been here in quite some time. Dell coming in here probably one of the breakout years for us to come back and really talk to creators what we're doing from the Intel Studios all the way through to the stuff you can take home and do at home. And I think coming in, we're coming back here with a purpose really, not just to be here to be seen. We're really here with real things and want to have real conversations on how tech can enable what people are doing. Not just from a brand perspective, but from a real hands on point of view. >> John: Yeah, some great demos too, phenomenal tech. >> Really just, yeah everything from the AI stuff we have to the social to the great new pieces that have been submitted here like we mentioned with SPHERES. So I think, yeah, it doesn't feel gratuitous to me you know that Dell or Intel is here this year. We've really come with a purpose. >> You guys are moving the needle, it's really awesome. We need more horsepower. >> Brooks, your thoughts on Sundance this year. Observation, the vibe, what would you tell your friend back home when you get back? >> If, for me, I think it's almost the non-story. It's like the opposite of a story. It's just the deep integration of VR into the normal Sundance flow I think has been interesting. Some people have been here for a few years. And back in the day when it was one or two, it was a lot of oh, you do VR? What's that then? Whereas now, you see a lot more people who are crossing over. Going to see documentaries, then they come to see a VR piece and it's just a part of the normal flow. And the team at New Frontier has done exceptional work to kind of make sure that they have this ridiculous high level of broad content for all kinds of people. All kinds of experiences, all high end things. But it's not that VR's here. Oh good, we have a VR section. It's a lot more of an integrated set up. And it's been really encouraging to see. >> Well you guys have been great. It's been very inspirational. Great information. You guys are reimagining the future and building it at the same time so entrepreneurially and also with content and technology. So thanks so much for sharing on this panel The New Creative. This is SiliconANGLE's coverage of Sundance 2018 here at the Intel Tech Lounge at the Sundance Film Festival. I'm John Furrier thanks for watching. (upbeat music)