(upbeat music) >> Welcome to this Cube Conversation about women in tech and women in cybersecurity, two things I'm very passionate about. Lisa Martin here, with two guests, Debbie Briggs joins us, the Area Vice President, and Chief Security Officer at NETSCOUT, and Tyler Cohen Wood is here as well, the Founder and CEO of MyConnectedHealth. Ladies, it's an honor to have you on the program. I'm excited to talk to you. >> Thank you so much for having us. >> Completely agree. Tyler and I talked a couple of minutes last week and she has a lot to offer to this. >> I know, I was looking at both of your backgrounds. Very impressive. Tyler, starting with you. I see that you are a nationally recognized Cybersecurity Intelligence, National Security Expert, and former Director of Cyber Risk Management for AT&T. And I also saw that you just won a Top 50 Women in Tech Influencers to Follow for 2021 Award. Congratulations, that's amazing. I would love to know way back in the day, how did you even first become interested in tech? >> Well, it was kind of inevitable that I would go into something like tech because as a kid, I was kind of nerdy. I was obsessed with "Star Trek". I would catalog my "Star Trek" tapes by Stardate. I was just really into it. But when I was in college, I mean, it was the late 90's. Cybersecurity just really wasn't a thing. So I went into music and I worked for a radio station. I loved it, but the format of the radio station changed and I wanted to do something different. And I thought, well, computers. I'll move to San Francisco, and I'm sure I can get a job, 'cause they were hiring anyone with a brain, 'cause it was really the dot com boom. And that's really how I got into it. It was just kind of one of those things. (laughs) >> Did you have, was it like network connection, going from music to tech is quite a jump? >> It's a huge jump. It was, but you know, I was young. I was still fresh out of school. I was really interested in learning and I really wanted to get involved in cyber in some capacity, because I became really fascinated with it. So it was just kind of one of those things, that just sort of happened. >> What an interesting talk about a zig-zaggy path. That's a very, very interesting one. And I have to talk about music with you later. That would be interesting. And Debbie, you also have, as Tyler does, 20 years plus experience in cybersecurity. You've been with NETSCOUT since '04. Were you always interested in tech? Did you study engineering or computer science in school, Debbie? >> Yeah, so I think my interest in tech, just like Tyler started at a very young age. I was always interested in how things worked and how people worked. And some day over a drink, I will tell you some funny stories about things I took apart in my parents house, to figure out how it worked. (Lisa and Tyler laughing) They still don't know it. So I guess I- >> I love that. >> I just love that putting it back together, but I took a more traditional route than Tyler did. I do have a degree in Computer Science, went to school a little bit earlier than Tyler. What I would say is, when I was in college, the Computer Science Center was in the basement of the library and we had these really tiny windows and they sort of hit you in the dark. And I think it was my senior year and I went, "I don't want to sit in a room by myself and write code all day and talk to no one." So, you know, I'm a senior and I'm like, "Okay, I got to, this is not, I did not want to write code all day." And so I happened to fall into a great company and moved onto PCs. And from there went to messaging, to networking and into that, I fell into cybersecurity. So I took that more traditional route and I think I've done every job in IT, except for programming, which is what I really got my degree in. >> But you realized early on, you know, "I don't quite think this is for me." And that's an important thing for anybody in any career, to really listen to your gut. It's telling you something. I love how you both got into cybersecurity, which is now, especially in the last 18 months, with what we've seen with the threat landscape, such an incredible opportunity for anyone. But I'd like to know there's not a lot of women in tech, as we know we've been talking about this for a long time now. We've got maybe a quarter of women at the technology roles are filled by women. Tyler, talk to me about some of the challenges that you faced along your journey to get where you are today. >> Well, I mean, you know, like I said, when I started, it was like 1999, 2000. And there were even less women in cybersecurity and in these tech roles than there are now. And you know, it was difficult because, you know, I remember at my first job, I was so interested in learning about Unix and I would learn everything, I read everything about it. And I ended up getting promoted over all of my male colleagues. And you know, it was really awkward because there was the assumption, they would just say things like, "Oh, well you got that because you're a woman." And that was not the case, but it's that type of stereotyping, you know, that we've had to deal with in this industry. Now I do believe that is changing. And I've seen a lot of evidence of that. We're getting there, but we're not there yet. >> And I agree. I agree completely with what Tyler said. You know, when I started, you were the only woman in the room, you got promoted over your male counterparts. You know, I would say even 10 years ago, you know, someone was like, "Well, you could go for any CISCO role and you'd get the job because you're a woman." And I've had to go and say, "No, I might get an interview because I'm a woman, but you don't get the job just because, you know, you check a box." You know, some of that is still out there, but Tyler you're right, things are changing. I think, you know, three things that we all need to focus in on to continue to move us forward and get more women into tech is the first thing is we have to start younger. I think by high school, a lot of girls and young women have been turned off by technology. So maybe, we need to start in the middle school and ensuring that we've got young girls interested. The second thing is, is we have to have mentors. And I always say, if you're in the security industry, you have to turn around and help the next person out. And if that person is a woman, that's great, but we have to mentor others. And it can be young girls, it could be young gentlemen, but we need to mentor that next group up. And you know, if you're in the position to offer internships during the summer, we don't have to stay to the traditional role and go, "Oh, let me hire just intern from the you know IT, they're getting degrees in IT." You can get creative. And my best worker right now was an intern that worked for me, was an intern for me six years ago. And she has a degree in Finance, so nontraditional route into cyber security. And the third thing I think we need to do is, is there things the industry could do to change things and make things, I don't want to say even 'cause they're not uneven, but for example, I forget what survey it was, but if a woman reads a job description and I can do half of it, I'm not going to apply because I don't feel I'll qualify, where men, on the other hand, if they can do three out of ten they'll apply. So do we need to look at the way we write job descriptions, and use different words, you know, rather than must have these skills. You know, sort of leave it a little bit open, like here are the skills we'd like you to have, or have, you know, a handful of the following. So soften some of those job descriptions. And the second thing is once we get women in, we have to be a little bit more, I'll say inclusive. So, if you're a high tech company, look at, you know, your sales organization. When you go to big shows, do you pay more attention to men on the floor than women on the floor? If you have a sales event where you get different customers together, is it a golf outing or is it something that's maybe a little bit more inclusive than just male? So those are the three things I think as an industry we have to focus in on, start younger, get them, you know, work on mentorships specifically in cyber, and the third thing is, look at some of the things that we're doing, as companies both in our HR and sales practices. >> That's a great, that last piece of advice, Debbie is fantastic. That's one that I hadn't thought about, but you're right. If a job description is written, for must have all of these things and a woman that goes, "I only got three out of the ten. I'm not going to even get past, you know, the recruiter here." How can we write things differently? I also loved your idea of bringing in people with diverse backgrounds. I've been in marketing for 16 years and I've met very few people that actually have marketing degrees, a lot of people. So you get that diversity of thought. Tyler, what are some of your thoughts about how we can help expand the role of women in technology? Do you agree with some of the things that Debbie said? >> I love what Debbie said. I agree 100%. And I started laughing because I was thinking about all the golf outings that I've been on and I don't play golf. (all laughing) I think that there is an untapped resource because there's a lot of women who are now interested in changing their careers and that's a big pool of people. And I think that making it more accessible and making it so that people understand what the different cyber security or cyber jobs are, because a lot of people just assume that it's coding, or it's, you know, working on AI, but that's not necessarily true. I mean, there's so many different avenues. There's marketing, there's forensics, there's incident response. I mean, I could go on and on and on. And oftentimes if people don't know that these types of jobs exist, they're not even going to look for them. So making that more well-known, what the different types of opportunities are to people, I think that that would help kind of open more doors. >> And that goes along beautifully with what Debbie was talking about with respect to mentorship. And I would even add sponsorship in there, but becoming a sponsor of a younger female, who's maybe considering tech or is already in tech to help her navigate the career. Look for the other opportunities. Tyler, as you mentioned, there's a lot to cybersecurity, that is beyond coding and AI for example. So maybe getting the awareness out there more. Did either of you have sponsors when you were early in your career? Are you a sponsor now? Debbie, let's start with you. >> So, I'll answer your first question. I guess I was really fortunate that my first job out of college, I had an internship and I happened to have a female boss. And so, although we may not have called it sponsorship or mentor, she taught me and showed me that, you know, women can be leaders. And she always believed in us and always pushed us to do things beyond what we may have thought we were capable of. Throughout the years, someone once told me that we should all have our own personal board of directors. You know, a group of people that when we're making a decision, that may be life-changing or we're unsure, rather than just having one mentor, having a group of people that you, that you know, they don't have to be in cybersecurity. Yeah, I want someone that's on my board of directors that maybe, is a specialist in cybersecurity, but having other executives in other companies, that can also give you that perspective. You know, so I've always had a personal board of directors. I think I've had three or four different mentors. Some of them, I went out and found. Some of them I have joined organizations that have been fortunate enough to become not only a mentor, but a mentee. And I've kept those relationships up over three or four years. And all those people are now on my personal board of directors, that, you know, if I have a life-changing question, I've got a group of people that I can go back on. >> That is brilliant advice. I love that having a... Isn't that great Tyler? Having a personal- >> Yes Yes! >> Board of directors, especially as we look at cybersecurity and the cybersecurity skills gap Tyler has been, I think it's in its 5th year now, which is there's so much opportunity. What we saw in the threat landscape in the last 18, 19 months during the pandemic was this explosion and the attack surface, ransomware becoming a word that even my mom knows these days. What do you advise Tyler for, you talked about really making people much more aware of all of the opportunities within cyber, but when you think about how you would get women interested in cybersecurity specifically, what are some of the key pieces of advice you would offer? >> Well, again, I think I love the board of directors. I love that. That is brilliant, but I really think that it is about finding mentors, and it is about doing the research, and really asking questions. Because if you reach out to someone on LinkedIn, you know, they may just not respond, but chances are some someone will and, you know, most people in this community are very willing to help. And, you know, I found that to be great. I mean, I've got my board of directors too. I realize that now. (Debbie laughs) But I also like to help other people as well, that are just kind of entering into the field or if they're changing their careers. And it's not necessarily just women, it's people that are interested in getting into an aspect of this industry. And this is a industry where, you know, you can jump from this, to this, to this, to this. I mean, I think that I've had six different major career shifts still within the cybersecurity realm. So, just because you start off doing one thing doesn't mean that that's what you're going to do forever. There're so many different areas. And it's really interesting. I think about my 11 year old niece and she may very well have a job someday, that doesn't even exist right now. That's how quickly cyber and everything connected is moving. And if you think about it, we are connected, there is a cyber component to every single thing that we do, and that's going to continue to expand and continue to grow. And we need more people to be interested, and to want to get into these careers. And I think also it's important for younger girls to let them know these careers are really fun and they're extremely rewarding. And I mean, I hate to use this as an incentive, but there's also a lot of money that can be made too, and that's an incentive to get, you know, women and girls into these careers as well. >> And Tyler, I think you're right. In addition to that, you're always going to have a job. And I think cyber is a great career for someone that are lifelong learners, because like you said, your 11 year old niece, the job, when she graduates from college, she may have, probably doesn't even exist today. And so I think you have to be a lifelong learner. I think one of the things that people may not be aware of is, you know, for women who may have gone the non-traditional route and got degrees later in life, or took time off to raise children and want to come back to work, cyber security is something that, you know, doesn't have to be a nine to five job. I have, it happens to be a gentlemen on my team, who has to get kids on the bus and off the bus. And so we figured out how, you know, he gets up and he works for a couple hours, puts kids on the bus, is in the office. And then he gets the kids off. And once they've had dinner and gone to bed, he puts in a couple more hours. And I think, you know, people need to be aware of, there is some flexibility, there is flexibility in cyber jobs. I mean, it's not a nine to five job, it's not like banking. Well, if you were teller, and your hours are when the bank is open, cyber is 7/24 and jobs can be flexible. And I think people need to be aware of that. >> I agree on the flexibility front, and people also need to be flexible themselves. I do want to ask you both, we're getting low on time, but I've got to ask you, how do you get the confidence, to be, like you said, back in the day, in the room, maybe the only female and I've been in that as well, even in marketing, product marketing years ago. How do you get the confidence to continue moving forward? Even as someone says, "You're only here because you're a female." Tyler, what's your advice to help young women and young men as well fight any sort of challenges that are coming their way? >> I had a mentor when I first moved to the Defense Intelligence Agency, I had an Office Chief and she said to me, "Tyler, you're a Senior Intelligence Officer, you always take a seat at the table. Do not let anyone tell you that you cannot have a seat at the table." And you know, that was good advice. And I think confidence is great. But courage is something that's much more important, because courage is what leads up to confidence. And you really have to believe in yourself and do things that you know are right for you, not because you think it's going to make other people happy. And I think, you know, as women, it's really finding that courage to be brave and to be strong and to be willing to stand out, you know, alone on something, because it's what you care about and what you believe in. And that's really what helps kind of motivate me. >> I love that courage. Debbie, what are your thoughts? >> (laughs) So I was going to say, this is going to be really hard to believe, but when I was 16 years old, I was so shy that if I went to a restaurant and someone served me stone cold food, I wouldn't say a word. I would just eat it. If I bought something in a store and I didn't like it, I'd refuse, I just couldn't bring myself to go to that customer service desk and return it. And my first job in high school, was it a fast food place. And I worked for a gentleman who was a little bit of a tyrant, but you know, I learned how to get a backbone very quickly. And I would have to say now looking back, he was probably my first mentor without even trying to do that. He mentored me on how to believe in myself and how to stand up for what's right. So, Tyler, I completely agree with you. And you know, that's something that people think when they get a mentorship, sometimes it's someone going to mentor them on, you know, something tactical, something they want to know how to do, but sometimes what you need to be mentored in, could be, "How do I believe in myself?" Or "How do I find the courage to be that the only female in the room?" And I think that is where some of that mentorship comes from and, you know, I think, you know, if we go back to mentoring at the middle school, there's lots of opportunities, career fairs, the first robotically, get the middle school level, gives all of us an opportunity to sort of mentor girls at that level. And for all the guys out there who have daughters, this is, you know, how to... It's not like you can get a parenting checklist, "Teach my kid courage." And Tyler, I love that word, but I think that's something that we all need to aspire to bring out in others. >> I love that. I love that. >> Okay with that, I think I love both of your stories, are zig-zaggy in certain ways, one in a more direct cybersecurity path, Debbie with yours. Tyler, yours, very different coming from the music industry. But you both have such great advice. It's really, I would say, I'm going to add that, open your mind to be open to, you can do anything. As Tyler said, there's a very great possibility that right now the job that your niece who's 11 is going to get in the next 10 years, doesn't exist yet. How exciting is that? To have the opportunity to be open-minded enough and flexible enough to say, "I'm going to try that." And I'm going to learn from my mentors, whether it's a fast food cook, which I wouldn't think would be a direct mentor, and recognizing years later, "Wow, what an impact that person had on me, having the courage to do what I have." And so I would ask you like each one more question in terms of just your inspiration for what you're currently doing. Debbie, as the leader of security for NETSCOUT, what inspires you to continue in your current role and seek more? >> So, I'm a lifelong learner. So, I love to learn cybersecurity. You know, every day is a different day. So, it's definitely the ability to continue to learn and to do new things. But the second thing is, is I think I've always been, I don't want to call it a fixer-upper because cybersecurity isn't a fixer-upper, I'm just always wanted to improve upon things. If I've seen something that I think can do better, or a product that could have something new or better in it, you know, that's what excites me is to give people that feedback and to improve on what we've had out there. You know, you had mentioned, we've got this block of jobs that we can't fill. We have to give feedback and how we get the tools and what we have today smarter, so that if there are less of us, we're working smarter and not harder. And so if there is some low-level tasks that we could put back into tools, and talk to vendors and have them do this for us, that's how I think we start to get our way sort of out of the hole. Tyler, any thoughts on that? >> I again, I love that answer. I mean, I think for me, you know, I do like, it's that problem solving thing too. But for me it's also about, it's about compassion. And when I see, you know, a story of some child that's been involved in some kind of cyber bullying attack, or a company that has been broken into, I want to do whatever I can to help people, and to teach people to really protect themselves, so that they feel empowered and they're not afraid of cyber security. So for me, it's also really that drive to really make a difference and really help people. >> And you've both done, I'm sure, so much of that made such a big difference in many communities in which you're involved. I thank you so much for sharing your journeys with me on the program today, and giving such great pointed advice to young men and women, and even some of the older men and women out there that might be kind of struggling about, where do I go next? Your advice is brilliant, ladies. Thank you so much. It's been a pleasure talking with you. >> Thank you. >> Thank you. >> For Debbie Briggs and Tyler Cohen Wood, I'm Lisa Martin. You've been watching this Cube Conversation. (upbeat music)

(upbeat music) >> Welcome to this Cube Conversation about women in tech and women in cybersecurity, two things I'm very passionate about. Lisa Martin here, with two guests, Debbie Briggs joins us, the Area Vice President, and Chief Security Officer at NETSCOUT, and Tyler Cohen Wood is here as well, the Founder and CEO of MyConnectedHealth. Ladies, it's an honor to have you on the program. I'm excited to talk to you. >> Thank you so much for having us. >> Completely agree. Tyler and I talked a couple of minutes last week and she has a lot to offer to this. >> I know, I was looking at both of your backgrounds. Very impressive. Tyler, starting with you. I see that you are a nationally recognized Cybersecurity Intelligence, National Security Expert, and former Director of Cyber Risk Management for AT&T. And I also saw that you just won a Top 50 Women in Tech Influencers to Follow for 2021 Award. Congratulations, that's amazing. I would love to know way back in the day, how did you even first become interested in tech? >> Well, it was kind of inevitable that I would go into something like tech because as a kid, I was kind of nerdy. I was obsessed with "Star Trek". I would catalog my "Star Trek" tapes by Stardate. I was just really into it. But when I was in college, I mean, it was the late 90's. Cybersecurity just really wasn't a thing. So I went into music and I worked for a radio station. I loved it, but the format of the radio station changed and I wanted to do something different. And I thought, well, computers. I'll move to San Francisco, and I'm sure I can get a job, 'cause they were hiring anyone with a brain, 'cause it was really the dot com boom. And that's really how I got into it. It was just kind of one of those things. (laughs) >> Did you have, was it like network connection, going from music to tech is quite a jump? >> It's a huge jump. It was, but you know, I was young. I was still fresh out of school. I was really interested in learning and I really wanted to get involved in cyber in some capacity, because I became really fascinated with it. So it was just kind of one of those things, that just sort of happened. >> What an interesting talk about a zig-zaggy path. That's a very, very interesting one. And I have to talk about music with you later. That would be interesting. And Debbie, you also have, as Tyler does, 20 years plus experience in cybersecurity. You've been with NETSCOUT since '04. Were you always interested in tech? Did you study engineering or computer science in school, Debbie? >> Yeah, so I think my interest in tech, just like Tyler started at a very young age. I was always interested in how things worked and how people worked. And some day over a drink, I will tell you some funny stories about things I took apart in my parents house, to figure out how it worked. (Lisa and Tyler laughing) They still don't know it. So I guess I- >> I love that. >> I just love that putting it back together, but I took a more traditional route than Tyler did. I do have a degree in Computer Science, went to school a little bit earlier than Tyler. What I would say is, when I was in college, the Computer Science Center was in the basement of the library and we had these really tiny windows and they sort of hit you in the dark. And I think it was my senior year and I went, "I don't want to sit in a room by myself and write code all day and talk to no one." So, you know, I'm a senior and I'm like, "Okay, I got to, this is not, I did not want to write code all day." And so I happened to fall into a great company and moved onto PCs. And from there went to messaging, to networking and into that, I fell into cybersecurity. So I took that more traditional route and I think I've done every job in IT, except for programming, which is what I really got my degree in. >> But you realized early on, you know, "I don't quite think this is for me." And that's an important thing for anybody in any career, to really listen to your gut. It's telling you something. I love how you both got into cybersecurity, which is now, especially in the last 18 months, with what we've seen with the threat landscape, such an incredible opportunity for anyone. But I'd like to know there's not a lot of women in tech, as we know we've been talking about this for a long time now. We've got maybe a quarter of women at the technology roles are filled by women. Tyler, talk to me about some of the challenges that you faced along your journey to get where you are today. >> Well, I mean, you know, like I said, when I started, it was like 1999, 2000. And there were even less women in cybersecurity and in these tech roles than there are now. And you know, it was difficult because, you know, I remember at my first job, I was so interested in learning about Unix and I would learn everything, I read everything about it. And I ended up getting promoted over all of my male colleagues. And you know, it was really awkward because there was the assumption, they would just say things like, "Oh, well you got that because you're a woman." And that was not the case, but it's that type of stereotyping, you know, that we've had to deal with in this industry. Now I do believe that is changing. And I've seen a lot of evidence of that. We're getting there, but we're not there yet. >> And I agree. I agree completely with what Tyler said. You know, when I started, you were the only woman in the room, you got promoted over your male counterparts. You know, I would say even 10 years ago, you know, someone was like, "Well, you could go for any CISCO role and you'd get the job because you're a woman." And I've had to go and say, "No, I might get an interview because I'm a woman, but you don't get the job just because, you know, you check a box." You know, some of that is still out there, but Tyler you're right, things are changing. I think, you know, three things that we all need to focus in on to continue to move us forward and get more women into tech is the first thing is we have to start younger. I think by high school, a lot of girls and young women have been turned off by technology. So maybe, we need to start in the middle school and ensuring that we've got young girls interested. The second thing is, is we have to have mentors. And I always say, if you're in the security industry, you have to turn around and help the next person out. And if that person is a woman, that's great, but we have to mentor others. And it can be young girls, it could be young gentlemen, but we need to mentor that next group up. And you know, if you're in the position to offer internships during the summer, we don't have to stay to the traditional role and go, "Oh, let me hire just intern from the you know IT, they're getting degrees in IT." You can get creative. And my best worker right now was an intern that worked for me, was an intern for me six years ago. And she has a degree in Finance, so nontraditional route into cyber security. And the third thing I think we need to do is, is there things the industry could do to change things and make things, I don't want to say even 'cause they're not uneven, but for example, I forget what survey it was, but if a woman reads a job description and I can do half of it, I'm not going to apply because I don't feel I'll qualify, where men, on the other hand, if they can do three out of ten they'll apply. So do we need to look at the way we write job descriptions, and use different words, you know, rather than must have these skills. You know, sort of leave it a little bit open, like here are the skills we'd like you to have, or have, you know, a handful of the following. So soften some of those job descriptions. And the second thing is once we get women in, we have to be a little bit more, I'll say inclusive. So, if you're a high tech company, look at, you know, your sales organization. When you go to big shows, do you pay more attention to men on the floor than women on the floor? If you have a sales event where you get different customers together, is it a golf outing or is it something that's maybe a little bit more inclusive than just male? So those are the three things I think as an industry we have to focus in on, start younger, get them, you know, work on mentorships specifically in cyber, and the third thing is, look at some of the things that we're doing, as companies both in our HR and sales practices. >> That's a great, that last piece of advice, Debbie is fantastic. That's one that I hadn't thought about, but you're right. If a job description is written, for must have all of these things and a woman that goes, "I only got three out of the ten. I'm not going to even get past, you know, the recruiter here." How can we write things differently? I also loved your idea of bringing in people with diverse backgrounds. I've been in marketing for 16 years and I've met very few people that actually have marketing degrees, a lot of people. So you get that diversity of thought. Tyler, what are some of your thoughts about how we can help expand the role of women in technology? Do you agree with some of the things that Debbie said? >> I love what Debbie said. I agree 100%. And I started laughing because I was thinking about all the golf outings that I've been on and I don't play golf. (all laughing) I think that there is an untapped resource because there's a lot of women who are now interested in changing their careers and that's a big pool of people. And I think that making it more accessible and making it so that people understand what the different cyber security or cyber jobs are, because a lot of people just assume that it's coding, or it's, you know, working on AI, but that's not necessarily true. I mean, there's so many different avenues. There's marketing, there's forensics, there's incident response. I mean, I could go on and on and on. And oftentimes if people don't know that these types of jobs exist, they're not even going to look for them. So making that more well-known, what the different types of opportunities are to people, I think that that would help kind of open more doors. >> And that goes along beautifully with what Debbie was talking about with respect to mentorship. And I would even add sponsorship in there, but becoming a sponsor of a younger female, who's maybe considering tech or is already in tech to help her navigate the career. Look for the other opportunities. Tyler, as you mentioned, there's a lot to cybersecurity, that is beyond coding and AI for example. So maybe getting the awareness out there more. Did either of you have sponsors when you were early in your career? Are you a sponsor now? Debbie, let's start with you. >> So, I'll answer your first question. I guess I was really fortunate that my first job out of college, I had an internship and I happened to have a female boss. And so, although we may not have called it sponsorship or mentor, she taught me and showed me that, you know, women can be leaders. And she always believed in us and always pushed us to do things beyond what we may have thought we were capable of. Throughout the years, someone once told me that we should all have our own personal board of directors. You know, a group of people that when we're making a decision, that may be life-changing or we're unsure, rather than just having one mentor, having a group of people that you, that you know, they don't have to be in cybersecurity. Yeah, I want someone that's on my board of directors that maybe, is a specialist in cybersecurity, but having other executives in other companies, that can also give you that perspective. You know, so I've always had a personal board of directors. I think I've had three or four different mentors. Some of them, I went out and found. Some of them I have joined organizations that have been fortunate enough to become not only a mentor, but a mentee. And I've kept those relationships up over three or four years. And all those people are now on my personal board of directors, that, you know, if I have a life-changing question, I've got a group of people that I can go back on. >> That is brilliant advice. I love that having a... Isn't that great Tyler? Having a personal- >> Yes Yes! >> Board of directors, especially as we look at cybersecurity and the cybersecurity skills gap Tyler has been, I think it's in its 5th year now, which is there's so much opportunity. What we saw in the threat landscape in the last 18, 19 months during the pandemic was this explosion and the attack surface, ransomware becoming a word that even my mom knows these days. What do you advise Tyler for, you talked about really making people much more aware of all of the opportunities within cyber, but when you think about how you would get women interested in cybersecurity specifically, what are some of the key pieces of advice you would offer? >> Well, again, I think I love the board of directors. I love that. That is brilliant, but I really think that it is about finding mentors, and it is about doing the research, and really asking questions. Because if you reach out to someone on LinkedIn, you know, they may just not respond, but chances are some someone will and, you know, most people in this community are very willing to help. And, you know, I found that to be great. I mean, I've got my board of directors too. I realize that now. (Debbie laughs) But I also like to help other people as well, that are just kind of entering into the field or if they're changing their careers. And it's not necessarily just women, it's people that are interested in getting into an aspect of this industry. And this is a industry where, you know, you can jump from this, to this, to this, to this. I mean, I think that I've had six different major career shifts still within the cybersecurity realm. So, just because you start off doing one thing doesn't mean that that's what you're going to do forever. There're so many different areas. And it's really interesting. I think about my 11 year old niece and she may very well have a job someday, that doesn't even exist right now. That's how quickly cyber and everything connected is moving. And if you think about it, we are connected, there is a cyber component to every single thing that we do, and that's going to continue to expand and continue to grow. And we need more people to be interested, and to want to get into these careers. And I think also it's important for younger girls to let them know these careers are really fun and they're extremely rewarding. And I mean, I hate to use this as an incentive, but there's also a lot of money that can be made too, and that's an incentive to get, you know, women and girls into these careers as well. >> And Tyler, I think you're right. In addition to that, you're always going to have a job. And I think cyber is a great career for someone that are lifelong learners, because like you said, your 11 year old niece, the job, when she graduates from college, she may have, probably doesn't even exist today. And so I think you have to be a lifelong learner. I think one of the things that people may not be aware of is, you know, for women who may have gone the non-traditional route and got degrees later in life, or took time off to raise children and want to come back to work, cyber security is something that, you know, doesn't have to be a nine to five job. I have, it happens to be a gentlemen on my team, who has to get kids on the bus and off the bus. And so we figured out how, you know, he gets up and he works for a couple hours, puts kids on the bus, is in the office. And then he gets the kids off. And once they've had dinner and gone to bed, he puts in a couple more hours. And I think, you know, people need to be aware of, there is some flexibility, there is flexibility in cyber jobs. I mean, it's not a nine to five job, it's not like banking. Well, if you were teller, and your hours are when the bank is open, cyber is 7/24 and jobs can be flexible. And I think people need to be aware of that. >> I agree on the flexibility front, and people also need to be flexible themselves. I do want to ask you both, we're getting low on time, but I've got to ask you, how do you get the confidence, to be, like you said, back in the day, in the room, maybe the only female and I've been in that as well, even in marketing, product marketing years ago. How do you get the confidence to continue moving forward? Even as someone says, "You're only here because you're a female." Tyler, what's your advice to help young women and young men as well fight any sort of challenges that are coming their way? >> I had a mentor when I first moved to the Defense Intelligence Agency, I had an Office Chief and she said to me, "Tyler, you're a Senior Intelligence Officer, you always take a seat at the table. Do not let anyone tell you that you cannot have a seat at the table." And you know, that was good advice. And I think confidence is great. But courage is something that's much more important, because courage is what leads up to confidence. And you really have to believe in yourself and do things that you know are right for you, not because you think it's going to make other people happy. And I think, you know, as women, it's really finding that courage to be brave and to be strong and to be willing to stand out, you know, alone on something, because it's what you care about and what you believe in. And that's really what helps kind of motivate me. >> I love that courage. Debbie, what are your thoughts? >> (laughs) So I was going to say, this is going to be really hard to believe, but when I was 16 years old, I was so shy that if I went to a restaurant and someone served me stone cold food, I wouldn't say a word. I would just eat it. If I bought something in a store and I didn't like it, I'd refuse, I just couldn't bring myself to go to that customer service desk and return it. And my first job in high school, was it a fast food place. And I worked for a gentleman who was a little bit of a tyrant, but you know, I learned how to get a backbone very quickly. And I would have to say now looking back, he was probably my first mentor without even trying to do that. He mentored me on how to believe in myself and how to stand up for what's right. So, Tyler, I completely agree with you. And you know, that's something that people think when they get a mentorship, sometimes it's someone going to mentor them on, you know, something tactical, something they want to know how to do, but sometimes what you need to be mentored in, could be, "How do I believe in myself?" Or "How do I find the courage to be that the only female in the room?" And I think that is where some of that mentorship comes from and, you know, I think, you know, if we go back to mentoring at the middle school, there's lots of opportunities, career fairs, the first robotically, get the middle school level, gives all of us an opportunity to sort of mentor girls at that level. And for all the guys out there who have daughters, this is, you know, how to... It's not like you can get a parenting checklist, "Teach my kid courage." And Tyler, I love that word, but I think that's something that we all need to aspire to bring out in others. >> I love that. I love that. >> Okay with that, I think I love both of your stories, are zig-zaggy in certain ways, one in a more direct cybersecurity path, Debbie with yours. Tyler, yours, very different coming from the music industry. But you both have such great advice. It's really, I would say, I'm going to add that, open your mind to be open to, you can do anything. As Tyler said, there's a very great possibility that right now the job that your niece who's 11 is going to get in the next 10 years, doesn't exist yet. How exciting is that? To have the opportunity to be open-minded enough and flexible enough to say, "I'm going to try that." And I'm going to learn from my mentors, whether it's a fast food cook, which I wouldn't think would be a direct mentor, and recognizing years later, "Wow, what an impact that person had on me, having the courage to do what I have." And so I would ask you like each one more question in terms of just your inspiration for what you're currently doing. Debbie, as the leader of security for NETSCOUT, what inspires you to continue in your current role and seek more? >> So, I'm a lifelong learner. So, I love to learn cybersecurity. You know, every day is a different day. So, it's definitely the ability to continue to learn and to do new things. But the second thing is, is I think I've always been, I don't want to call it a fixer-upper because cybersecurity isn't a fixer-upper, I'm just always wanted to improve upon things. If I've seen something that I think can do better, or a product that could have something new or better in it, you know, that's what excites me is to give people that feedback and to improve on what we've had out there. You know, you had mentioned, we've got this block of jobs that we can't fill. We have to give feedback and how we get the tools and what we have today smarter, so that if there are less of us, we're working smarter and not harder. And so if there is some low-level tasks that we could put back into tools, and talk to vendors and have them do this for us, that's how I think we start to get our way sort of out of the hole. Tyler, any thoughts on that? >> I again, I love that answer. I mean, I think for me, you know, I do like, it's that problem solving thing too. But for me it's also about, it's about compassion. And when I see, you know, a story of some child that's been involved in some kind of cyber bullying attack, or a company that has been broken into, I want to do whatever I can to help people, and to teach people to really protect themselves, so that they feel empowered and they're not afraid of cyber security. So for me, it's also really that drive to really make a difference and really help people. >> And you've both done, I'm sure, so much of that made such a big difference in many communities in which you're involved. I thank you so much for sharing your journeys with me on the program today, and giving such great pointed advice to young men and women, and even some of the older men and women out there that might be kind of struggling about, where do I go next? Your advice is brilliant, ladies. Thank you so much. It's been a pleasure talking with you. >> Thank you. >> Thank you. >> For Debbie Briggs and Tyler Cohen Wood, I'm Lisa Martin. You've been watching this Cube Conversation. (upbeat music)

>> From around the globe it's theCUBE, with digital coverage of AWS Public Sector Partner Awards brought to you by Amazon Web Services. >> Hello everyone. Welcome to the special CUBE coverage Of AWS Partner Awards Show. I'm John Furrier, host of theCUBE. We're here in our Palo Alto, California studio doing the remote interviews with our quarantine crew. Obviously during this time of COVID we're remote with the best Remote Work Solution Award for AWS Partner Awards goes to Tyler Technologies and the City of Alvin Municipal Court, and we have Sandy Peters, Vice President General Manager of Virtual Courts, an Incode court system. Sandy is here to talk about that and Sonya Cates, who's the City of Alvin's Municipal Court Court Administrator. Welcome and congratulations for the Best Remote Work Solution. We're remote! Congratulations. >> Thank you. >> (chuckles) Thanks, John, thanks. >> Okay so Sandy I'll start with you. Tyler Technologies, you're the General Manager of the Incode Court. This is a solution that you're deploying with the city of Alvin to do some things. Take a minute to explain what you guys are doing together, what does your group at Tyler do and how is it working with City of Alvin? >> Yeah John, Tyler Technologies is just completely focused on local, state and federal government software and services and particularly, the Incode court application focuses on municipal court, which is what Sonya is the Court Administrator for in Alvin. We have about 900 clients across the US that do that same thing. We had this idea about coming up with a remote solution for ability for someone to, instead of having to go to court to see a judge that they could do that remotely and really have the same experience and so we sort of launched off on that and worked with several different of our clients and came up with a way for that to happen. Sonya got involved in it very early on and has been instrumental in helping us continue to make it successful. >> Sonya, talk about the City of Alvin's municipal court system. Obviously with COVID people are sheltering in place and they're not moving around much. You have to have a solution. Talk about the partnership with Tyler. How did this come together, how do you guys work? Take us through that. >> Well we have a great relationship with Tyler Technologies. They are very instrumental in our day-to-day processing. They sent out an email with the idea, due to COVID, and soon as we received the email we decided that was the best solution for our court and we just immediately jumped on board with it so we could resolve cases and not get behind. >> So the Virtual Court means, okay, I get a ticket, I want to appeal it, normally I'd show up and now I can't so it interfaces it? Take me through the solution and where does AWS fit into all this? I'm assuming it's on the cloud. >> It definitely is on the cloud, John, and that's exactly right. So if you get a citation, sometimes you may want to appeal it; sometimes you just want to find out what your options are and you are going to go appear before a judge. You can do that remotely now through our application. It supports all the video, you can upload documents, exchange those supporting documents and then it interfaces with our case management system so that, as changes are made on the case, they're reflected and the defendant can see those and so it just, really, the whole idea is remotely being able to go before the judge, find out what your options are go through that process, and then at the very end it gives them a way to completely take care of that case and within a few minutes it can be completely resolved. >> Sonya take us through the City of Alvin's court system there. What's the challenges that you have and what was some of the feedback when you first brought this out? Take us through what happened. >> Well, to be honest, for us it was unknown territory. We were a little nervous, we were a little scared to do something of this sort but with the situation at hand we had to figure out something and this was the best fit for us. There was other options available but we prefer to stay within Tyler and utilize the system to its fullest so that's why we just said, "Okay, let's do this." I have a judge that's amazing that is very tech savvy and he was on board and my city manager. So just working with Tyler each step of the way and them comforting us, in a sense, to let us know, "Hey it's okay. "We're here each step of the way. "We'll build this together," and that's kind of where we started with the whole project. >> So this is a low-hanging fruit, obviously. It's not jury, I'm assuming. Not a jury kind of situation. It's more of other, non-jury activities, right? >> Right. It's the day-to-day court, you know, non-jury. We're not doing any jury trials right now until after the governor allows us. So it's just the regular, you know, pre-trials, the attorney dockets, arraignments and those sorts of cases. >> I'd love to be on the planning sessions as you start to roll out the software for jury selection. We'll go into that- >> I'm excited, I'm ready. >> Kind of like, what's your Facebook handle look like? (laughs) >> Yeah. >> You know, it's going to be digital surveillance. I don't know, could be crazy. But this is the future. This is what we're talking about here. This is all cloud scale. One of the benefits of cloud is taking things and doing experiments. We hear that all the time. Take us through the judge. So you said he's tech savvy. Are these like Zoom-like calls, is there a workflow? I'm just trying to envision what stood up in terms of the Incode Virtual Court side, Sandy. Sonya, what's it like? Take me through the experience. >> Well everything's tied in together, whereas Zoom and other options out there, it's separated from your software. So that was one of the perks of going through Tyler with this Virtual Court is because everything's tied into one. We don't have to enter data or anything. After the docket's over it's all live. Our forms, as soon as the defendant and the judge make an agreement, it's put into TCM where the defendant can see it live, sign the orders and immediately get it back to us and there's no delay time, there's no down time, and it's housed in one. So we're not having to miss data or, you know, it eliminates a lot of errors, clerical errors or cases from being missed. >> And the judge handles everything, right? He deals with the personal interactions, reviews the data, the defendant makes their case? >> Well (crosstalk), the clerics do a lot, too. He's talking, and as he's talking, we're entering his orders as he's speaking. >> So it's real-time- >> So we're interacting. >> This is true agility. Sandy, this is the future. This is where the solutions start to get the scale. So what's next? What is the vision? How do you guys see the next step because we all know that COVID will be over soon, we hope faster than it's happened, but it'll be a hybrid world and I think this shows a template for efficiencies. >> Right. Yes, yeah, I think that's a great point and it is the future. We're going to continue to leverage our relationship with AWS which has just been incredible through this process and went way beyond what we were expecting just in terms of resources and helping us even just within our own development processes, as we brought something to scale and in learning how to load test and really build applications that can scale out. So we believe it is the future and Sonya makes a great point many times because they live in an area where, sometimes, there's other natural disasters, like hurricanes, that can disrupt what's going on for them. But then, also, as you just think about, really, what I would call responsibility. As we move forward, we have a responsibility to provide ways that people can take care of things and not put themselves at risk as we move into the future, past COVID. So we're going to continue to leverage the technology that AWS provides, the scalability, how we can load test and everything and it was really a no-brainer for us to run this application on the AWS services for us. >> And Sonya, it's also not just about justice, not only getting the folks who are speeding and taking care of the penalties there, but it's also potentially for justice. If someone is not guilty or they want to get... business has to continue, right? So this extends into the use case of remote, hybrid, the future, because- >> Oh yes. >> Work can be distributed. Now you have efficiencies. This is going to create a connected system, which ultimately can be a connected community. >> Yeah, and it's going to reduce the failure to appear for court cases, also, so that'll be less warrants, more compliance, and it's a better relationship between us, the court, and our defendants, because they have the option of not having to leave work or miss appointments. You know, they can still tend to their case and do other things that they need to do without taking and spending, you know, couple of hours sitting in a room at the court. >> That's a huge point, Sandy. This is about resource utilization on both sides; not just the courts and the City of Alvin, on the municipal side, the citizens. It's efficiency. I mean how many people don't show up because they can't get out of work or they need to make their paycheck or they have their family needs need to be met. So all these things play into the psychology (chuckles) of life. This is digital life, virtualization of life. It really is a big thing. >> Yeah, yeah. I think you're exactly right, I mean, you're hitting on some great points. That's exactly right and when you think about what has to happen for you to go and maybe go before a judge and take off work, you got to go fight traffic, you got to find parking, you may have to have someone that takes care of your children. There's all sorts of things you're having to go through just to get down and be in front of a judge that this can help with and I think it's just one aspect, to your point, of really trying to think of really starting to help government think about how to be more customer centric, how to provide some ways for people to take care of what they need to take care of. So we're really trying, and your point about connected communities is a huge key point for us at Tyler, as we think of ways that we can help a community be more connected, for sure. >> Well you know I'm huge into whole civic relationships and having a productive government and having citizens be served for that reason and having it be a community, and now more than ever, transparency is helpful, right? This only helps things. So you guys are doing a really great job of, one, enabling a work environment remotely, in this case, it's for the courts to be operational, which they need to be, but it clearly can extend. So Sonya, I've got to ask you the question. I'd love to get your commentary on surprises when you rolled this out. You know, were people like, "Oh my god, no one's ever going to use it," or, "It's just too techie," or has there been any pleasant surprises or things that surprised you that you didn't think was going to happen? Give us some kind of commentary on some observations that you've seen from rolling out the Best Remote Work Solution. >> It's been very interesting. Our actual first defendant, he was elderly, and so we were kind of concerned. Okay, will he know how to connect and he did amazing. So that's kind of where we knew if we could reach the older generation and he can connect, all these younger defendants and younger people shouldn't have any issue. So we explained to him, "Hey, you're our first defendant. "This is new to us, it's new to you," and he did awesome. So that kind of gave us the confidence we needed to pursue it even more and push it out there and give the defendants options. There's been, we've looked (chuckles)... Some people forget, and so do I, that we're on camera and, you know (John laughs), we can see up noses, they forget they're in their vehicle, you know, it may hit a few bumps. >> John: There are dogs barking in the back (laughs). >> You know like, okay, maybe we need to pull over. (laughs) So it's been an experience but a pleasant experience and it gave us... We didn't want to backlog cases throughout this COVID and having the virtual option through Tyler has, we were, when COVID first started, we got behind, until we launched, we had about 800 cases we got behind on, and then soon as we launched out Virtual Court, now we're caught up, my court's running smooth, everything's great and there's no backlog of cases. >> Clear the backlog. The question I want to ask is that elderly first user. Did he or she get an early adopter discount on the sentence? (laughs) >> The judge was kind. (laughs) But he did awesome, I was shocked. >> I kind of resent the elderly remark, Sonya, but that's okay. (laughs) I think she's referring to me. >> No, no, no. He was in his 80s. >> Okay, I feel a little, I feel young, then. Well you guys, congratulations. I'd like to get your parting thoughts just with cloud technology. A lot of other folks out there are looking at re-imagining public service, specifically around these times where there's a lot of emotional stress, like, you got backlogged, you don't want to have the court get backlogged. I can see that. People don't want tickets hanging out there. But that kind of encapsulates people's feelings right now and I think remote citizenship is coming. Just your thoughts on how you see this as a beginning, starting point for cloud computing enabling the efficiencies, the solutions and the applications for a more connected community experience. Sonya, we'll start with you. >> Okay. I can see this, this is the way we're going to keep things. We like the option, the flexibility that our defendants, our citizens have. It's opened our eyes, and if there's other courts out there that are kind of hesitant to go ahead and jump in and do it, I strongly recommend just do it. It's scary in the very beginning because a lot of us were not used to it, but after you get through it and you go through the changes, it's so worth it in the end and you'll see such a... More of a compliance for both sides and, you know, it reduces the stress on staff having to send out mail notices for failure to appears and stuff of that sort. Reduce warrants. So it's been a win-win all the way around. So if I could reach any court out there that's kind of on the line of doing it, just do it. >> All right, yeah, great. Sandy. >> Yeah, and John, for us, cloud is the future. I mean every application we have, we're actively working, if it's not already a cloud-based solution, it will be and we're a huge believer in the scalability. But when you look at applications like this, as an example, of Tyler Virtual Court, where it's really a win-win situation. It's better for the court; they can continue to carry on their business; it's better for the citizen because now they can actually take care of something that they weren't going to be able to take care of in the past, and as we continue to find win-win solutions, cloud-based solutions are going to be at the core of that in terms of just how easy it is to access and roll out. So it's a big part of our future and we believe it's a big part of our customers' future, as well. >> Well congratulations. Modernization has positive impacts if done right. More time is freed up to work on maybe personal things and connect those communities and bring people together. Congratulations, Tyler Technologies and the City of Alvin for the Best Remote Work Solution and it's the court system. Get those tickets paid, clear that backlog and now you got all the time in the world, Sonya, to kind of work on other things. What do you do with all your free time? >> I'm going to take a vacation! (laughs) >> Thank you so much for having this conversation and, again, congratulations. Thanks for your time. >> Thank you. >> Thanks a lot, John, thank you. >> Okay this is the CUBE's covering of AWS Public Sector Partner Awards Show. I'm John Furrier with the Best Remote Work Solution. Thanks for watching. (futuristic marimba music)

>>from the >>Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation >>over and welcome to this special cube coverage of AWS Partner Awards show. I'm John Furrier, host of The Cube. We're here in our Palo Alto, California studio is doing the remote interviews with our quarantine Cruelty during this time of covert were remote with the best remote Work solution award for AWS Partner Awards goes to Tyler Technologies in the city of Alvin Municipal Court. And we have Sandy, Peter's vice president, general manager of virtual courts and in code court system. Sandy's here to talk about that. And Sonya Gates, who is a city of albums. Mutual court court administrator. Welcome. And congratulations for the best promote work solution. We're remote. Congratulations. Okay, so, CNI, I'll start with you. Tyler Technologies, You're the general manager of the encode Court. This is a vert. This is a solution that you're deploying with the city of Alvin to do some things. Take a minute to explain what you guys are doing together. What is your group of Tyler do And how is it working with City of Album? >>John Tyler Technologies is just completely focused on ah, local, state and federal government software and services. And, uh, particularly the code court application focuses on municipal court, which is what Sonya is the court administrator for Calvin. We have about 900 clients across the U. S that do that same thing. We had this idea about coming up with a remote solution for, ah, ability for someone toe instead of having to go to court to see a judge that they could do that remotely and really have the same experience. And so we sort of launched off on that Ah, and worked with several different of our clients and came up with a way for for that happens on you. I got involved in it very early on and has been instrumental in helping us continue to make it successful. >>When you talk about the city of albums based court system I've seen with Koven, people are sheltering in place and they're not moving around much. You have to have a solution. Talk about the partnership with Tyler. How did this come together? How do you guys were? Take us through that. >>Well, we we have a great relationship with Tyler Technologies. They are very instrumental in our day to day processing. They send out an email with the idea due to Coben, And as soon as we receive the email, we decided that was the best solution for for our court. And we just immediately jumped on board with it so we could resolve cases and not get behind. >>So the virtual court means okay, I get a ticket, I want to appeal it. No way would show up. And now I can't. So it interfaces and take me through the solution. And what is a best fit involved in some some things on the cloud. >>It definitely is on the cloud, John. And, um and that's exactly right. So if you get ah, you get a citation, sometimes you may want to appeal that sometimes you just wanna find out what your options are, and you are going to go appear before a judge. You can do that remotely now, through this through our application, it supports all the video. You can upload documents, exchange those ah, supporting documents. Ah, and ah. And then it interfaces with our case management system so that a sea change is we made on the case. They're reflected and the defendant can see those. And so it just really the whole idea is remotely being ableto go before the judge find out what your options are. Go through that process. And then at the very end, it gives them a way. The completely take care of that case on Within a few minutes, it could be completely resolved. >>So take us through the city of Alvin's court system there. What's the challenges that you have? Um And what was some of the feedback when you first brought this out? Take us through what happened? >>Well, to be honest, it was for us, it was unknown territory. We were a little nervous. We were a little scared to do something of this sort. But with the situation at hand, we had to figure out something, and this was the best fit for us. There was other options available, but we we prefer to stay within Tyler and utilize the system to its fullest. So that why we just said, Okay, let's do this. I have a judge. That's amazing. That is very tech savvy. And he was on board and my city manager. So just working with Tyler each way. You know, each step of the way, you know, in them comforting us in a sense, you know, to let us know. Hey, it's okay. We're here. Each step of the way will be built this together. And that's kind of where we started with the whole project. >>So this is a low hanging fruit. Obviously, it's not Jury, I'm assuming not a jury kind of situations. More of other non jury activities, right? >>It's the day to day court, you know, non jury. We're not doing any during Charles right now until after the governor allows us. So it's just the regular, you know, pre trials, the attorney dockets, arrangements and those sorts of cases. >>I'd be love to be on the planning sessions As you start to roll out the software for jury selection. We'll go into that kind of like what you're looking to look like, You know, it's going to be a digital surveillance. I don't know. It could be crazy, but this >>is the >>future. This is what we're talking about here. This is cloud scale. One of the benefits of cloud is is taking things and doing experiments. We hear that all the time. What's take us through the judge. So you see these tech savvy of these, like Zoom like, calls it like Is there a workflow trying? Envision what stood up in terms of the encode virtual courtside? Sandy, Sonia, What's What's it like? What's that? Take me through the experience? >>Well, everything's tied in together where a zoom and other options out there it's separated from your software so that, you know, that was one of the parts of going through Tyler with this virtual port is because everything's tied into one. We don't have to enter data or anything. After the dock, it's over. It's all live our forms. As soon as the defendant and the judge make an agreement, it put into TCM where the defendant can see it live, signed the orders and immediately get it back to us. And there's no delay time. There's no downtime, Um, and it's housed in one. So we're not having the mis data or, you know, it eliminates a lot of errors. Clerical errors are cases from being miss, >>and the judge handles everything right. He just he deals with the personal interactions reviews the data the defendant makes >>the clarity do a lot to. He's talking. And as he's talking, we're entering his orders as we speak. >>So it's real time thing. This is true agility. Sadie, this is the future. This is where the solutions start to get the scale. So what's next? What is the vision? How do you guys see the next step? Because, I mean, we all know that, you know, Kobe will be over soon. We hope faster than it's happened. But it will be a hybrid world. And I think this shows a template for efficiency. >>Yes. Yeah, I think that's a great point. And it is the future. We're going to continue to leverage our relationship with AWS, which has just been incredible to this process, and and, uh, we went way beyond what we were expecting just in terms of resource is and, uh, and helping us even just within our own development processes as we as we brought something to scale on in learning how to have a low test and, uh, really build applications that can scale out. And so we believe it is the future. And ah, Sonia makes a great point many times because they live in an area where sometimes there's other natural disasters, like hurricanes that can disrupt what's going on for them. Ah, but then also as you, as you just think about really what I would call a responsibility. As we move forward, we have a responsibility to provide ways that people can take care of things Ah, and not put themselves at risk. And a swee move into the future past Covad. Then s O. We're going to continue to leverage the technology that AWS provides the scalability, the how we can load test and everything. And, uh and it was really a no brainer for us toe run this application on the AWS services for us >>and Sonia. It's also not just about justice, not only getting the folks who are speeding and taking care of the penalties there, but it's also potentially for justice. If someone is not guilty or they want to get business has to continue, right? So this extends into the use case of remote hybrid the future because our work can be distributed now you have efficiencies. This is going to create a connected system which ultimately can be a connected community. >>Yeah, and it's going to reduce the failure to a rate here for court cases. Also, um, so that'll be less warrant more compliant, Um, in the easier. Well, it's a better relationship between us, the court and our defendants because they have the option of not having to leave work or miss appointments. You know, they can still attended their case and do other things that they need to do without taking a spin. A, you know, a couple of hours and sit in a room. And you know the court. >>That's a huge point. Sandy. This is about resource utilization on both sides, not just the court's and the city of Alvin on the municipal side. The citizens, it's efficiency. I mean, how many people don't show up because they can't get out of work or they need to make their paycheck or they have their their family? These need to be met. So all these things play into the psychology of of the way of life. This is digital life, virtualization of of the of life. It really is a big thing. >>Yeah. Yeah, I think I think you're exactly right. I mean you're hitting on some of the some great points. That's exactly right. And when you think about what has to happen for you to go and maybe go before a judge and ah, take off work, you've got to go buy traffic, find parking. You may have to have someone that takes care of your Children. There's there's all sorts of things that you're having to go through just to get down and and be in front of a judge that this can help with. And I think it's just one aspect to your point, really trying to think of, uh, really starting to help government think about how to be more customer centric out of provide some ways for people Teoh take care of of what they need to take care of. Uh and, uh and so we're really trying in your your point about connected communities. Is is a huge key point for us at Tyler, as we think of ways that we can help a community be more connected for sure. >>Well, you know, I'm huge into whole civic relationships and having a productive government and having citizens be served for that reasons and having it be a community. And this and now more than ever, transparency is helpful, right? This only helps things. So you guys are doing a really great job of one enabling a work environment remotely. In this case, it's for the courts to be operational. Is they need to be, But it clearly can extend. So, Sanjay, I gotta ask you the question. I'd love to get your commentary on surprises when you rolled this out. You know where people like Oh, my God, no one's ever going to use it or it's just too techy. Or has there been any pleasant surprises or things that surprised you that you didn't think was gonna happen to >>give us >>some kind of commentary on some observations that you've seen from from remote working, rolling out the best remote work solution? >>It's been very interesting. Um, we read our actual first defendant. He was elderly, and so we were kind of concerned. Okay, well, we know how to connect, you know, and he did amazing. So that's kind of where we knew if if we could reach the older generation and he can connect all these younger defendants and you know, younger people what shouldn't have any issues. So he was, you know, we explained to him, Hey, you're our first defendant. This is new to us. It's new to you. And he did awesome. So that kind of gave us the confidence we needed to pursue it even more and push it out there and give the defendants options. There's been, um we've looked. Some people forget, and so do I. That were on camera. And, you know, we see up with this, um, they forget their vehicle, you know, made it a few bumps, but it was like walking in the background. Yeah. Um, so it's been It's been an experience, but a pleasant experience. And it gave us where we didn't want a backlog of cases. There are over and having the virtual option through Tyler has We were like, Oh, it first started. We got behind until we launched about. We had about 800 cases we got behind on. And then as soon as we launched out virtual port. Now we're caught up, my courts running smooth, everything's great, and there's no backlog of cases. >>Clear. The backlog of the question I want to ask is that elderly first a user that did he or she get an early adopter discount on the sentence? >>Fine. Yeah, I was shocked. >>I kind of resent the elderly remark. I think he's referring to me. >>No, no, no, he was and he was in his eighties. >>Okay, I feel I feel young men while you guys congratulations. I like to get your parting thoughts. Just with cloud technology. A lot of other folks out there are looking at re imagining public service specifically around these times where there's a lot of emotional stress, like you got back long. You don't want to have the court get back. You can see that people don't want tickets hanging out there. But that kind of encapsulate people's feelings right now. And I think remote citizenship is coming. Just your thoughts on how you see this as a beginning starting point for cloud computing enabling the efficiencies, the solutions and the applications for more connected community experience. So we'll start with you. >>Okay. Um, I can see this. This is the way we're going to keep things. We like the option. The flexibility that are defendants or citizens have, um it it's opened our eyes And if you're if there's other courts out there that are kind of hesitant to go ahead and jump in and do it, I strongly recommend Just do it. It's It's scary in the very beginning because a lot of us, we're not used to it. But after you get through it and you go through the changes, it's It's so working in the end and you'll see such a more of a compliance for both sides and you know, it reduces the stress on staff. Having to send out Mel notice is, you know, for fire to appears and stuff of that sort produced warrants. So it's been a win win all the way around. Um, so if I could reach any court out there, that's kind on the line of doing that. Just just do it, >>Alright? Yeah, great. Sandy >>Gun and yeah, John. For us, Cloud is the future. I mean, every every application we have. Ah, we're actively working. If it's not already a cloud based solution, it will be Ah, and And we're a huge believer in the scalability. But But when you look at applications like this is as an example, Ah Tyler, virtual court, where it's really a win win situation. It's it's better for the court. They can continue to carry on their business. It's better for the citizen because now they can actually take care of something that they weren't going to be able to take care of in the past. And, Ah, and as we continue to find Win Win, uh, solutions cloud based solutions, they're going to be at the core of that in terms of just how easy it is to say excess and roll out. So it's a big part of our future, and we believe it's a big part of of our customer future as well. >>Well, congratulations. Modernization has positive impacts if done right, more times freed up to work on maybe personal things and connect those communes and bring people together. Congratulations. Tyler Technologies in the City of Album for the best remote work solution. It's the court system. Get those tickets paid, clear that backlog. And now you've got all the time in the world. So you take I work on other things. What do >>you do with your free time? I'm gonna take a vacation. Thank >>you so much. For thanks. Conversation and again. Congratulations. Thanks for time. >>Thank you. >>Okay, this is the Cube's coverage of AWS Public Sector Partners. Awards show I'm John Furrier with best remote work solution. Thanks for watching. Yeah. Yeah, yeah, yeah, yeah.

>>Live from Las Vegas. That's the Q covering splunk.com 19 brought to you by Splunk. >>You know, kind of leaning on that heavily. Automation, certainly very important. But what does enterprise and what does enterprise security 6.0 bring to the table. So can you take us through the evolution of where you guys are at with, with Splunk, if you want to handle that enterprise security? So yeah, generally enterprise security has traditionally had really, really good use cases for like the external threats that we're talking about. But like you said, it's very difficult to crack the insider threat part. And so we leveraging machine learning toolkit has started to build that into Splunk to make sure that you know, you can protect your data. And, uh, you know, Tyler and I specifically did this because we saw that there was immaturity in the cybersecurity market for insider threat. And so one of the things that we're actually doing in this top, in addition to talking about what we've done, we're actually giving examples of actionable use cases that people can take home and do themselves. >>Like we're giving them an exact sample code of how to find some outliers. They give me an example of what, so the use case that we go over in the talk is a user logs in at a weird time of day outside of their baseline and they exfiltrate a large amount of data in a low and slow fashion. Um, but they're doing this obviously outside of the scope of their normal behavior. So we give some good searches that you can take home and look at how could I make a baseline, how could I establish that there's deviations from that baseline from a statistical standpoint, and identify this in the future and find the needle in the haystack using the machine learning toolkit. And then if I have a sock that I want to send notables to or some sort of some notification to how do we make that happen, how do we make the transition from machine learning toolkit over to enterprise security or however your SOC operates? >>How do you do that? Do you guys write your own code for that? Or you guys use Splunk? So Splunk has a lot of internal tools and there's a couple of things that need to be pointed out of how to make this happen because we're aggregating large amounts of data. We go through a lot of those finer points in the talk, but sending those through to make sure that they're high confidence is the, is the channel you guys are codifying the cross connect from the machine, learning to the other systems. All right, so I've got to ask, this is basically pattern recognition. You want to look at baselining, how do people, can people hide in that baseline data? So like I'll give you, if I'm saying I'm an evil genius, I say, Hey, I knew these guys looking for Romans anomalies in my baseline, so I'm going to go low and slow in my baseline. >>Can you look for that too? Yeah, there are. There absolutely are ways of, fortunately, uh, there's a lot of different people who are doing research in that space on the defensive side. And so there's a ton of use cases to look at and if you aggregate over a long enough period of time, it becomes incredibly hard to hide. And so the baselines that we recommend building generally look at your 90 day or 120 day out. Um, I guess viewpoint. So you really want to be able to measure that. And most insider threat that happen occur within that 30 to 90 day window. And so the research seems to indicate that those timelines will actually work. Now if you were in there and you read all the code and you did all of the work to see how all of the things come through and you really understood the machine learning minded, I'm sure there's absolutely a way to get in if you're that sophisticated. >>But most of the times they just trying to steal stuff and get out or compromise a system. Um, so is there other patterns that you guys have seen in terms of the that are kind of low hanging fruit priorities that people aren't paying attention to and what's the levels of importance to I guess get ahold of or have some sort of mechanism for managing insider threats? I passwords I've seen one but I mean like there's been a lot of recent papers that have come out in lateral movement and privilege escalation. I think it's an area where a lot of people haven't spent enough time doing research. We've looked into models around PowerShell, um, so that we can identify when a user's maliciously executing PowerShell scripts. I think there's stuff that's getting attention now that when it really needs to, but it is a little bit too late. >>Uh, the community is a bit behind the curve on it and see sharks becoming more of a pattern to seeing a lot more C sharp power shells kind of in hunted down kind of crippled or like identified. You can't operate that way, what we're seeing but, but is that an insider and do that. And do insiders come in with the knowledge of doing C sharp? Those are gonna come from the outside. So I mean, what's the sophistic I guess my question is what's the sophistication levels of an insider threat? Depends on the level a, so the cert inside of dread Institute has aggregated about 15,000 different events. And it could be something as simple as a user who goes in with the intent to do something bad. It could be a person who converted from the inside at any level of the enterprise for some reason. >>Or it could be someone who gets, you know, really upset after a bad review. That might be the one person who has access and he's being socially engineered as well as all kinds of different vectors coming in there. And so, you know, in addition to somebody malicious like that, that you know, there's the accidental, you're phishing campaigns here, somebody's important clicks on an email that they think is from somebody else important or something like that. And you know, we're looking fair for that as well. And that's definitely spear fishing's been very successful. That's a hard one to crack. It is. They have that malware and they're looking at, you can say HR data's out of this guy, just got a bad review, good tennis cinema, a resume or a job opening for, and that's got the hidden code built in. We've seen that move many times. >>Yeah, and natural language processing and more importantly, natural language understanding can be used to get a lot of those cases out. If you're ingesting the text of the email data, well you guys are at a very professional high end from Sai C I mean the history of storied history goes way back and a lot of government contracts do. They do a lot of heavy lifting from anywhere from development to running full big time OSS networks. So there's a lot of history there. What does sustain of the yard? What do you guys look at as state of the art right now in security? Given the fact that you have some visibility into some of the bigger contracts relative to endpoint protection or general cyber, what's the current state of the art? What's, what should people be thinking about or what are you guys excited about? What are some of the areas that is state of the art relative to cyber, cyber security around data usage. >>So, I mean, one of the things, and I saw that there were some talks about it, but not natural language processing and sentiment analysis has gotten, has come a long way. It is much easier to understand, you know, or to have machines understand what, what people are trying to say or what they're doing. And especially, for example, if somebody's like web searching history, you know, and you might think of somebody might do a search for how do I hide downloading a file or something like that. And, and that's something that, well, we know immediately as people, but you know, we have, our customer for example, has 1000000001.2 billion events a day. So you know, if the billion, a billion seconds, that's 30 years. Yeah. So like that's, it's, it's a big number. You know, we, we, we hear those numbers thrown around a lot, but it's a big number to put it in perspective. >>So we're getting that a day and so how do we pick out, it's hard to step of that problem. The eight staff, you can't put stamp on that. Most cutting edge papers that have come out recently have been trying to understand the logs. They're having them machine learning to understand the actual logs that are coming in to identify those anomalies. But that's a massive computation problem. It's a huge undertaking to kind of set that up. Uh, so I really have seen a lot of stuff actually at concierge, some of the innovations that they're doing to optimize that because finding the needle in the haystack is obviously difficult. That's the whole challenge. But there's a lot of work that's being done in Splunk to make that happen a lot faster. And there's some work that's being done at the edge. It's not a lot, but the cutting edge is actually logging and looking at every single log that comes in and understanding it and having a robot say, boom, check that one out. >>Yeah. And also the sentiment, it gets better with the data because we all crushed those billions of events. And you can get a, you know, smiley face or that'd be face depending upon what's happening. It could be, Oh this is bad. But this, this comes back down to the data points you mentioned logs is now beyond logs. I've got tracing other, other signals coming in across the networks. So that's not, that's a massive problem. You need automation, you've got to feed the beast by the machines and you got to do it within whatever computation capabilities you have. And I always say it's a moving train hard. The Target's moving all the time. You guys are standing on top of it. Um, what do you guys think of the event? What's the, what's the most important thing happening here@splunk.com this year? I'd love to have both of you guys take away in on that. >>There's a ton of innovation in the machine learning space. All of the pipelines really that I've, I've been working on in the last year are being augmented and improved by the staff. That's developing content in the machine learning and deep learning space that's belongs. So to me that's by far the most important thing. Your, your take on this, um, between the automation. I know in the last year or so, Splunk has just bought a lot of different companies that do a lot of things that now we can, instead of having to build it ourselves or having to go to three or four different people on top to build a complete solution for the federal government or for whoever your customer is, you can, you know, Splunk is becoming more of a one stop shop. And I think just upgrading all of these things to have all the capabilities working together so that, for example, Phantom, Phantom, you know, giving you that orchestration and automation after. >>For example, if we have an EMS notable events saying, Hey, possible insider threat, maybe they automate the first thing of checking, you know, pull immediately pulling those logs and emailing them or putting them in front of the SOC analyst immediately. So that in, in addition to, Hey, you need to check this person out, it's, you need to check this person out here is the first five pages of what you need to look at. Oh, talking about the impact of that because without that soar feature. Okay. The automation orchestration piece of it, security, orchestration and automation piece of it without where are you know, speed. What's the impact? What's the alternative? Yes. So when we're, right now, when we're giving information to our EES or analysts through yes, they look at it and then they have to click five, six, seven times to get up the tabs that they need to make it done. >>And if we can have those tabs pre populated or just have them, you know, either one click or just come up on their screen for once they open it up. I mean their time is important. Especially when we're talking about an insider threat whom might turn to, yeah, the alternative is five X increase in timespan by the SOC analyst and no one wants that. They want to be called vented with the data ready to go. Ready, alert on it. All right, so final few guys are awesome insights. Walking data upsets right here. Love the inside. Love the love the insights. So final question for the folks watching that are Splunk customers who are not as on the cutting edge, as you guys pioneering this field, what advice would you give them? Like if you had to, you know, shake your friend egg, you know, get off your button, do this, do that. What is the, what do people need to pay attention to that's super urgent that you would implore on them? What would you, what would your advice be once you start that one? >>One of the things that I would actually say is, you know, we can code really cool things. We can do really cool things, but one of the most important things that he and I do as part of our processes before we go to the machine and code, the really cool things. We sometimes just step back and talk for a half an hour talk for an hour of, Hey, what are you thinking about? Hey, what is a thing that you know or what are we reading? What and what are we? And you know, formulating a plan because instead of just jumping into it, if you formulate a plan, then you can come up with you know, better things and augmented and implemented versus a smash and grab on the other side of just, all right, here's the thing, let's let's dump it in there. So you're saying is just for you jump in the data pool and start swimming around, take a step back, collaborate with your peers or get some kind of a game thinking plan. >>We spent a lot of hours, white boarding, but I would to to add to that, it's augment that we spent a lot of time reading the scientific research that's being done by a lot of the teams that are out solving these types of problems. And sometimes they come back and say, Hey, we tried this solution and it didn't work. But you can learn from those failures just like you can learn from the successes. So I recommend getting out and reading. There's a ton of literature in that space around cyber. So always be moving. Always be learning. Always be collaborating. Yeah, it's moving training guys, thanks for the insights Epic session here. Thanks for coming on and sharing your knowledge on the cube, the cube. We're already one big data source here for you. All the knowledge here at.com our seventh year, their 10th year is the cubes coverage. I'm John furry with back after this short break.

>> [Announcer] From San Francisco, it's theCUBE covering OSIsoft PIWORLD 2018, brought to you by OSIsoft. >> Hey, welcome back, everybody, Jeff Frick here with theCUBE, we're in downtown San Francisco at the OSIsoft PIWorld 2018. They've been doing it for like 28 years, it's amazing. We've never been here before, it's our first time and really these guys are all about OT, operational transactions. We talk about IoT and industrial IoT, they're doing it here. They're doing it for real and they've been doing it for decades so we're excited to have our next two guests. Tyler Duncan, he's a Technologist from Dell, Tyler, great to see you. >> Hi, thank you. >> He's joined by Ed Watson, the global account manager for channels for Osisoft. Or OSIsoft, excuse me. >> Glad to be here. Thanks, Jeff. >> I assume Dell's one of your accounts. >> Dell is one of my accounts as well as Nokia so-- >> Oh, very good. >> So there's a big nexus there. >> Yep, and we're looking forward to Dell Technology World next week, I think. >> Next week, yeah. >> I think it's the first Dell Technology not Dell EMC World with-- >> That's right. >> I don't know how many people are going to be there, 50,000 or something? >> There'll be a lot. >> There'll be a lot. (laughs) But that's all right, but we're here today... >> Yeah. >> And we're talking about industrial IoT and really what OSIsoft's been doing for a number of years, but what's interesting to me is from the IT side, we kind of look at industrial IoT as just kind of getting here and it's still kind of a new opportunity and looking at things like 5G and looking at things like IPE, ya know, all these sensors are now going to have IP connections on them. So, there's a whole new opportunity to marry the IT and the OT together. The nasty thing is we want to move it out of those clean pristine data centers and get it out to the edge of the nasty oil fields and the nasty wind turbine fields and crazy turbines and these things, so, Edge, what's special about the Edge? What are you guys doing to take care of the special things on the Edge? >> Well, a couple things, I think being out there in the nasty environments is where the money is. So, trying to collect data from the remote assets that really aren't connected right now. In terms of the Edge, you have a variety of small gateways that you can collect the data but what we see now is a move toward more compute at the Edge and that's where Dell comes in. >> Yeah, so I'm part of Dell's Extreme Scale and Structure Group, ESI, and specifically I'm part of our modular data center team. What that means is that for us we are helping to deploy compute out at the Edge and also at the core, but the challenges at the Edge is, you mentioned the kind of the dirty area, well, we can actually change that environment so that's it's not a dirty environment anymore. It's a different set of challenges. It may be more that it's remote, it's lights out, I don't have people there to maintain it, things like that, so it's not necessarily that it's dirty or ruggedized or that's it's high temperature or extreme environments, it just may be remote. >> Right, there's always this kind of balance in terms of, I assume it's all application specific as to what can you process there, what do you have to send back to process, there's always this nasty thing called latency and the speed of the light that just gets in the way all the time. So, how are you redesigning systems? How are you thinking about how much computing store do you put out on the Edge? How do you break up that you send back to central processing? How much do you have to keep? You know we all want to keep everything, it's probably a little bit more practical if you're keepin' it back in the data center versus you're tryin' to store it at the Edge. So how are you looking at some of these factors in designing these solutions? >> [Ed] Well, Jeff, those are good points. And where OSIsoft PI comes in, for the modular data center is to collect all the power cooling and IT data, aggregate it, send to the Cloud what needs to be sent to the Cloud, but enable Dell and their customers to make decisions right there on the Edge. So, if you're using modular data center or Telecom for cell towers or autonomous vehicles for AR VR, what we provide for Dell is a way to manage those modular data centers and when you're talking geographically dispersed modular data centers, it can be a real challenge. >> Yeah, and I think to add to that, there's, when we start lookin' at the Edge and the data that's there, I look at it as kind of two different purposes. There's one of why is that compute there in the first place. We're not defining that, we're just trying to enable our customers to be able to deploy compute however they need. Now when we start looking at our control system and the software monitoring analytics, absolutely. And what we are doing is we want to make sure that when we are capturing that data, we are capturing the right amount of data, but we're also creating the right tools and hooks in place in order to be able to update those data models as time goes on. >> [Jeff] Right. >> So, that we don't have worry about if we got it right on day one. It's updateable and we know that the right solution for one customer and the right data is not necessarily the right data for the next customer. >> [Jeff] Right. >> So we're not going to make the assumptions that we have it all figured out. We're just trying to design the solution so that it's flexible enough to allow customers to do whatever they need to do. >> I'm just curious in terms of, it's obviously important enough to give you guys your own name, Extreme Scale. What is Extreme Scale? 'Cause you said it isn't necessarily because it's dirty data and hardened and kind of environmentally. What makes an Extreme Scale opportunity for you that maybe some of your cohorts will bring you guys into an opportunity? >> Yeah so I think for the Extreme Scale part of it is, it is just doing the right engineering effort, provide the right solution for a customer. As opposed to something that is more of a product base that is bought off of dell.com. >> [Jeff] Okay. >> Everything we do is solution based and so it's listening to the customer, what their challenges are and trying to, again, provide that right solution. There are probably different levels of what's the right level of customization based off of how much that customer is buying. And sometimes that is adding things, sometimes it's taking things away, sometimes it's the remote location or sometimes it's a traditional data center. So our scrimpt scale infrastructure encompasses a lot of different verticals-- >> And are most of solutions that you develop kind of very customer specific or is there, you kind of come up with a solution that's more of an industry specific versus a customer specific? >> Yeah, we do, I would say everything we do is very customer specific. That's what our branch of Dell does. That said, as we start looking at more of the, what we're calling the Edge. I think ther6e are things that have to have a little more of a blend of that kind of product analysis, or that look from a product side. I'm no longer know that I'm deploying 40 megawatts in a particular location on the map, instead I'm deploying 10,000 locations all over the world and I need a solution that works in all of those. It has to be a little more product based in some of those, but still customized for our customers. >> And Jeff, we talked a little bit about scale. It's one thing to have scale in a data center. It's another thing to have scale across the globe. And, this is where PI excels, in that ability to manage that scale. >> Right, and then how exciting is it for you guys? You've been at it awhile, but it's not that long that we've had things like at Dupe and we've had things like Flink and we've had things like Spark, and kind of these new age applications for streaming data. But, you guys were extracting value from these systems and making course corrections 30 years ago. So how are some of these new technologies impacting your guys' ability to deliver value to your customers? >> Well I think the ecosystem itself is very good, because it allows customers to collect data in a way that they want to. Our ability to enable our customers to take data out of PI and put it into the Dupe, or put it into a data lake or an SAP HANA really adds significant value in today's ecosystem. >> It's pretty interesting, because I look around the room at all your sponsors, a lot of familiar names, a lot of new names as well, but in our world in the IT space that we cover, it's funny we've never been here before, we cover a lot of big shows like at Dell Technology World, so you guys have been doing your thing, has an ecosystem always been important for OSIsoft? It's very, very important for all the tech companies we cover, has it always been important for you? Or is it a relatively new development? >> I think it's always been important. I think it's more so now. No one company can do it all. We provide the data infrastructure and then allow our partners and clients to build solutions on top of it. And I think that's what sustains us through the years. >> Final thoughts on what's going on here today and over the last couple of days. Any surprises, hall chatter that you can share that you weren't expecting or really validates what's going on in this space. A lot of activity going on, I love all the signs over the building. This is the infrastructure that makes the rest of the world go whether it's power, transportation, what do we have behind us? Distribution, I mean it's really pretty phenomenal the industries you guys cover. >> Yeah and you know a lot of the sessions are videotaped so you can see Tyler from last year when he gave a presentation. This year Ebay, PayPal are giving presentations. And it's just a very exciting time in the data center industry. >> And I'll say on our side maybe not as much of a surprise, but also hearing the kind of the customer feedback on things that Dell and OSIsoft have partnered together and we work together on things like a Redfish connector in order to be able to, from an agnostic standpoint, be able to pull data from any server that's out there, regardless of brand, we're full support of that. But, to be able to do that in an automatic way that with their connector so that whenever I go and search for my range of IP addresses, it finds all the devices, brings all that data in, organizes it, and makes it ready for me to be able to use. That's a big thing and that's... They've been doing connectors for a while, but that's a new thing as far as being able to bring that and do that for servers. That, if I have 100,000 servers, I can't manually go get all those and bring them in. >> Right, right. >> So, being able to do that in an automatic way is a great enablement for the Edge. >> Yeah, it's a really refreshing kind of point of view. We usually look at it from the other side, from IT really starting to get together with the OT. Coming at it from the OT side where you have such an established customer base, such an established history and solution set and then again marrying that back to the IT and some of the newer things that are happening and that's exciting times. >> Yeah, absolutely. >> Yeah. >> Well thanks for spending a few minutes with us. And congratulations on the success of the show. >> Thank you. >> Thank you. >> Alright, he's Tyler, he's Ed, I'm Jeff. You're watching theCUBE from downtown San Francisco at OSIsoft PI WORLD 2018, thanks for watching. (light techno music)

>> Announcer: It's theCUBE! Covering KubeCon and CloudNativeCon Europe 2018. Brought to you by the CloudNative Computing Foundation. And its ecosystem partners. >> Welcome back to theCUBE's exclusive coverage, here in Copenhagen Denmark this is KubeCon 2018 Europe, I'm John Furrier with my co-host Lauren Cooney. Our next guest is Tyler Jewell, he's the CEO of WSO2 with some big news, they're introducing a new programming language called Ballerina. Welcome to theCUBE thanks for joining us! >> Hey thank you for having me. >> So you're now the new CEO of WSO2, couple months almost a year. You guys have big news introducing a new programming language called Ballerina here. Tell us a bit about what this is. What's the big story? >> Well Ballerina is our approach to addressing the integration gap, which is what happens when integration products like ESB's are not agile, and programming languages make integration difficult. This is a language and a platform that have been co-designed together to be both integration simple, and agile. >> So take a step back how did you get here? Talk about what WSO2 is, and then why the motivation to do the language? What are some of the specific details, and how long have you been working on it? Take a minute to explain what the situation is. >> Well WS02 is a company that's been around for 13 years, we have 550 employees and we have about 500 customers, and we make integration software. These are things like message brokers, data mediation, and we do this for large scale projects around the world. And all of our technology is open-source. Now we power roughly five trillion transactions a year around the world, and we've done thousands of integration projects and what we've found is that they are all still waterfall development. You have to plan these things long in advance, it requires huge teams, and there's no decentralization of the work. And we need to make integration agile again. And in order to do that we needed to basically rethink the entire approach to the way that integrations are done. And we put it into a programming language so that we can do compile time abstractions that generate distributed system primitives. >> It's almost like you're solving your own problem, probably the frustration must have been all imagined. Another waterfall project again coming back, again and again repeating it, with Cloud the time to market is one of the key value propositions. Integration obviously with Kubernetes, workflows, and also portability is a big concern. What are some of the things that are driving that demand right now in your mind? Is is speed is it the tech demand for applications, what's the key? >> I think that what we're seeing is, really sophisticated and complex demand coming from kind-cuser consumers. Companies like Uber Slack and Amazon have witnessed this. And in order to scale to meet this complex demand, these organizations have had to create architectures that are highly disaggregated. And infrastructure like Kubernetes facilitates that disaggregation of architecture. Now when we saw the API economy, this was one form of disaggregation but now we've got microservices and serverless which are tenexing that. And as you disaggregate your architecture, you're going to have an explosion of programmable endpoints. There are 50 billion right now. The forecasts are that it's going to go to well over a trillion. And when that happens, integration is the glue that brings these things together. Integration is going to be the next generation problem that we have to deal with. >> Totally right I was just going to say glue layer, but you mentioned glue. Folks are getting out of the keynote right now, the CloudNative Foundation. Pretty massive growth, look at the logosly he sponsors. Just the amount of companies now joining. It seems like a land grab on one hand, but it's really the market just driving it. And it's coming down to this notion of glue layers, where with open-source it's about really taking pre-existing code, and then figuring out how to abstract that, make it simpler, create security, these are all operating system kind of questions. >> Well I think also it's open right? I mean that is part of the key here, it's the fact that it's open-source. And I think you guys are the last independent type of company that is actually doing this from an open-source perspective, is that right? >> Yeah we are the seventh largest open-source company, all the software that we publish is Apache License, and we found a way to monetize open-source without having to play open core games, where there's proprietary stacks on top of that. >> Lauren: That's great. >> What's the licensing concerns that you're seeing with Apache versus other foundations, where are developers gravitating to these days? That's always a question people always look at after the fact, they just jump in and start coding. What are some of the updates that you see in the industry around licensing and IP? >> Well first, we're still seeing a massive shift away from proprietary software into open-source software. There's still a lot of organizations that are adopting proprietary, but now they have program offices dedicated to open-source, and it encourages onboarding, adoption and giving back to open-source projects, so that trend is still significant. And as a result there's a lot of open-source foundations and non-profits that are benefiting from that. I think we're seeing huge growth in the Linux foundation, and all of its sub-organizations that are there, and we've also seen a resurgence in other open-source foundations like the Eclipse foundation as well. >> Lauren and I were talking about the opening about Kubernetes and that, outside of our bubble in Silicon Valley or the industry, you go to a standard enterprise. Waterfall moving to agile, Kubernetes is new. >> Tyler: Yeah. >> So in your opinion, what does Kubernetes mean for enterprises, and how should people think about the big movement to CloudNative, with respect to continuing the application development and continuing the innovation? >> I think that the momentum around Kubernetes, particularly around the ecosystem consolidating around it, means that we have a de facto standard for a run-time platform that can engage both operations and development. And in the first time over the past 20 years, we do not have a fragmented market anymore. And when you don't have a fragmented market, the productivity gains that come from the value added layers on top of that are going to increase dramatically, and I think that's why we so many vendors here, and why we see now I think almost 4,000 people at this conference this year as well. >> It's super awesome. What do you see as the next wave of innovation with the standardization? With the standardization people can rally around it. >> Yeah. >> Where's the next work being done around Kubernetes? >> I think that the next level of work here is, this is the year of the service mesh. And really the service mesh is a representation of how you build complex orchestrations, and applications that have a lot of compositions around that so workflow, stateful behaviors, long running processes, this is the next layer up, and that's where the standardization is going to go next. >> And certainly containers are great. How about security what's your view on security? Because that's a big discussion we were asking ourselves, okay what's the state of the art? Obviously Google's got an approach, we're seeing what they're doing. Is it baked is it being baked out? What's new what's your view on security? >> I think that security continues to be a massive problem. The introduction of GDPR this year really brings the spotlight onto all the data privacy issues that we have to deal with around the world, but I think we have a fundamental problem with security which is it's still this baked-on, add-on thing that's applied to your applications, and instead we actually need to look at programming languages in the apps that you write, as being security proof from the very beginning. And that's going to require a programming language to do that at the lowest level and the OS as well >> How is Ballerina handling that? Are they doing it up front? >> Well our approach to it is that we assume all data is tainted. And that the developer has to explicitly say this is safe data to avoid intrusion and tax on that, and so the compiler will actually reject any code that is not explicitly given that tag. >> Yeah assume the worst, hope for the best right? >> How are you looking to onboard developers to this platform this is a different programming language, talk a little bit about that. >> This is a programming language which means it's all about developer evangelism all day long. And you and I both started our careers 20 years ago in developer evangelism Lauren right? So it is going door to door, meet up to meet up, giving technical demos and encouraging people to get involved in the community and to write apps with it, that's how you do it. >> What's the state of the language now shipping? Is it available? What's the announcement? What's your plan how are you going to roll this thing out? >> It is shipping now, we just hit our .970 release we've been at it for 3 years, we've got a hundred committers on the project, but we just went public this week with Ballerina.io. At the .970 release, we are still making some minor language tweaks, and we hope to get to a Juanado language lock by the end of this year, and then we'll have backwards compatibility for three to five years with that. And probably sometime this summer, WSO2 our company will offer commercial support, and have it in use and production with our customer accounts >> And any feedback from early users? What's the vibe what's the feedback, what are you hearing? >> The vibe is hot right? It's a new programming language, it's got an awesome logo associated with this, but more importantly the language is easy for anyone to learn in a couple of hours, and developers love to see the glue that they can pick up and put into their toolbox that quickly. >> For the folks watching that aren't here in Europe, that didn't make the trip from the US or are watching remote, What's the big takeaway in your mind of the KubeCon 2018 Europe? What's the stage look like for you here? What's the show happenings? What's the big themes what's the takeaway? >> I think that the big takeaway is that the scale is finally now approachable for the rest of us on that, and that the ecosystem is ready to support you, and that it's crossed the chasm out of the early adopter and into the growth phase and ready for broad based adoption at this point. >> And the growth of microservices has been pretty significant? >> Ridiculous. >> Yeah cool. (laughter) Tyler thanks for coming on theCUBE appreciate it! >> Lauren: Thank you. >> Utterly my pleasure thank you for having me. >> Hey live coverage here in Denmark, we're in Copenhagen for KubeCon 2018. I'm John Furrier with Lauren Cooney, back with more live coverage after this short break. (upbeat music)

>> Announcer: From San Francisco, it's theCUBE covering OSIsoft PIWORLD 2018, brought to you by OSIsoft. >> Hey, welcome back, everybody, Jeff Frick here with theCUBE, we're in downtown San Francisco at the OSIsoft PIWorld 2018. They've been doing it for like 28 years, it's amazing. We've never been here before, it's our first time and really these guys are all about OT, operational transactions. We talk about IoT and industrial IoT, they're doing it here. They're doing it for real and they've been doing it for decades so we're excited to have our next two guests. Tyler Duncan, he's a Technologist from Dell, Tyler, great to see you. >> Hi, thank you. >> He's joined by Ed Watson, the global account manager for channels for Osisoft. Or OSIsoft, excuse me. >> Glad to be here. Thanks, Jeff. >> I assume Dell's one of your accounts. >> Dell is one of my accounts as well as Nokia so-- >> Oh, very good. >> So there's a big nexus there. >> Yep, and we're looking forward to Dell Technology World next week, I think. >> Next week, yeah. >> I think it's the first Dell Technology not Dell EMC World with-- >> That's right. >> I don't know how many people are going to be there, 50,000 or something? >> There'll be a lot. >> There'll be a lot. (laughs) But that's all right, but we're here today... >> Yeah. >> And we're talking about industrial IoT and really what OSIsoft's been doing for a number of years, but what's interesting to me is from the IT side, we kind of look at industrial IoT as just kind of getting here and it's still kind of a new opportunity and looking at things like 5G and looking at things like IPE, ya know, all these sensors are now going to have IP connections on them. So, there's a whole new opportunity to marry the IT and the OT together. The nasty thing is we want to move it out of those clean pristine data centers and get it out to the edge of the nasty oil fields and the nasty wind turbine fields and crazy turbines and these things, so, Edge, what's special about the Edge? What are you guys doing to take care of the special things on the Edge? >> Well, a couple things, I think being out there in the nasty environments is where the money is. So, trying to collect data from the remote assets that really aren't connected right now. In terms of the Edge, you have a variety of small gateways that you can collect the data but what we see now is a move toward more compute at the Edge and that's where Dell comes in. >> Yeah, so I'm part of Dell's Extreme Scale and Structure Group, ESI, and specifically I'm part of our modular data center team. What that means is that for us we are helping to deploy compute out at the Edge and also at the core, but the challenges at the Edge is, you mentioned the kind of the dirty area, well, we can actually change that environment so that's it's not a dirty environment anymore. It's a different set of challenges. It may be more that it's remote, it's lights out, I don't have people there to maintain it, things like that, so it's not necessarily that it's dirty or ruggedized or that's it's high temperature or extreme environments, it just may be remote. >> Right, there's always this kind of balance in terms of, I assume it's all application specific as to what can you process there, what do you have to send back to process, there's always this nasty thing called latency and the speed of the light that just gets in the way all the time. So, how are you redesigning systems? How are you thinking about how much computing store do you put out on the Edge? How do you break up that you send back to central processing? How much do you have to keep? You know we all want to keep everything, it's probably a little bit more practical if you're keepin' it back in the data center versus you're tryin' to store it at the Edge. So how are you looking at some of these factors in designing these solutions? >> Ed: Well, Jeff, those are good points. And where OSIsoft PI comes in, for the modular data center is to collect all the power cooling and IT data, aggregate it, send to the Cloud what needs to be sent to the Cloud, but enable Dell and their customers to make decisions right there on the Edge. So, if you're using modular data center or Telecom for cell towers or autonomous vehicles for AR VR, what we provide for Dell is a way to manage those modular data centers and when you're talking geographically dispersed modular data centers, it can be a real challenge. >> Yeah, and I think to add to that, there's, when we start lookin' at the Edge and the data that's there, I look at it as kind of two different purposes. There's one of why is that compute there in the first place. We're not defining that, we're just trying to enable our customers to be able to deploy compute however they need. Now when we start looking at our control system and the software monitoring analytics, absolutely. And what we are doing is we want to make sure that when we are capturing that data, we are capturing the right amount of data, but we're also creating the right tools and hooks in place in order to be able to update those data models as time goes on. >> Jeff: Right. >> So, that we don't have worry about if we got it right on day one. It's updateable and we know that the right solution for one customer and the right data is not necessarily the right data for the next customer. >> Jeff: Right. >> So we're not going to make the assumptions that we have it all figured out. We're just trying to design the solution so that it's flexible enough to allow customers to do whatever they need to do. >> I'm just curious in terms of, it's obviously important enough to give you guys your own name, Extreme Scale. What is Extreme Scale? 'Cause you said it isn't necessarily because it's dirty data and hardened and kind of environmentally. What makes an Extreme Scale opportunity for you that maybe some of your cohorts will bring you guys into an opportunity? >> Yeah so I think for the Extreme Scale part of it is, it is just doing the right engineering effort, provide the right solution for a customer. As opposed to something that is more of a product base that is bought off of dell.com. >> Jeff: Okay. >> Everything we do is solution based and so it's listening to the customer, what their challenges are and trying to, again, provide that right solution. There are probably different levels of what's the right level of customization based off of how much that customer is buying. And sometimes that is adding things, sometimes it's taking things away, sometimes it's the remote location or sometimes it's a traditional data center. So our scrimpt scale infrastructure encompasses a lot of different verticals-- >> And are most of solutions that you develop kind of very customer specific or is there, you kind of come up with a solution that's more of an industry specific versus a customer specific? >> Yeah, we do, I would say everything we do is very customer specific. That's what our branch of Dell does. That said, as we start looking at more of the, what we're calling the Edge. I think ther6e are things that have to have a little more of a blend of that kind of product analysis, or that look from a product side. I'm no longer know that I'm deploying 40 megawatts in a particular location on the map, instead I'm deploying 10,000 locations all over the world and I need a solution that works in all of those. It has to be a little more product based in some of those, but still customized for our customers. >> And Jeff, we talked a little bit about scale. It's one thing to have scale in a data center. It's another thing to have scale across the globe. And, this is where PI excels, in that ability to manage that scale. >> Right, and then how exciting is it for you guys? You've been at it awhile, but it's not that long that we've had things like at Dupe and we've had things like Flink and we've had things like Spark, and kind of these new age applications for streaming data. But, you guys were extracting value from these systems and making course corrections 30 years ago. So how are some of these new technologies impacting your guys' ability to deliver value to your customers? >> Well I think the ecosystem itself is very good, because it allows customers to collect data in a way that they want to. Our ability to enable our customers to take data out of PI and put it into the Dupe, or put it into a data lake or an SAP HANA really adds significant value in today's ecosystem. >> It's pretty interesting, because I look around the room at all your sponsors, a lot of familiar names, a lot of new names as well, but in our world in the IT space that we cover, it's funny we've never been here before, we cover a lot of big shows like at Dell Technology World, so you guys have been doing your thing, has an ecosystem always been important for OSIsoft? It's very, very important for all the tech companies we cover, has it always been important for you? Or is it a relatively new development? >> I think it's always been important. I think it's more so now. No one company can do it all. We provide the data infrastructure and then allow our partners and clients to build solutions on top of it. And I think that's what sustains us through the years. >> Final thoughts on what's going on here today and over the last couple of days. Any surprises, hall chatter that you can share that you weren't expecting or really validates what's going on in this space. A lot of activity going on, I love all the signs over the building. This is the infrastructure that makes the rest of the world go whether it's power, transportation, what do we have behind us? Distribution, I mean it's really pretty phenomenal the industries you guys cover. >> Yeah and you know a lot of the sessions are videotaped so you can see Tyler from last year when he gave a presentation. This year Ebay, PayPal are giving presentations. And it's just a very exciting time in the data center industry. >> And I'll say on our side maybe not as much of a surprise, but also hearing the kind of the customer feedback on things that Dell and OSIsoft have partnered together and we work together on things like a Redfish connector in order to be able to, from an agnostic standpoint, be able to pull data from any server that's out there, regardless of brand, we're full support of that. But, to be able to do that in an automatic way that with their connector so that whenever I go and search for my range of IP addresses, it finds all the devices, brings all that data in, organizes it, and makes it ready for me to be able to use. That's a big thing and that's... They've been doing connectors for a while, but that's a new thing as far as being able to bring that and do that for servers. That, if I have 100,000 servers, I can't manually go get all those and bring them in. >> Right, right. >> So, being able to do that in an automatic way is a great enablement for the Edge. >> Yeah, it's a really refreshing kind of point of view. We usually look at it from the other side, from IT really starting to get together with the OT. Coming at it from the OT side where you have such an established customer base, such an established history and solution set and then again marrying that back to the IT and some of the newer things that are happening and that's exciting times. >> Yeah, absolutely. >> Yeah. >> Well thanks for spending a few minutes with us. And congratulations on the success of the show. >> Thank you. >> Thank you. >> Alright, he's Tyler, he's Ed, I'm Jeff. You're watching theCUBE from downtown San Francisco at OSIsoft PI WORLD 2018, thanks for watching. (light techno music)

(lively music) >> Narrator: Live from Las Vegas, it's theCUBE covering Veritas Vision 2017. Brought to you by Veritas. >> Welcome back to Las Vegas everybody. We're here at The Aria Hotel covering Veritas Vision. This is day one of our two day coverage. This is theCUBE, the leader in live tech coverage. My name is Dave Vellante. I'm here with my cohost, Stu Miniman. Tyler Welch is here, the Director of Communities at Veritas. He's joined by Justine Velcich who runs the VIP program for the VOX community and advocacy. Folks, welcome to theCUBE and thanks so much for coming on. >> Hi. >> Hi. >> Thank you very much. >> Thanks for having us. >> So, Tyler, let's start with you. What is VOX, what does it stand for, what's it all about? >> Yeah, so VOX is Veritas Open Exchange. It is our customer community where our customers, our partners, employees are sharing knowledge and information. VOX in Latin means voice. If you think about Veritas in terms of truth, this is a place where we're being very open. We want people to come, share their knowledge, help each other and learn. >> Yeah, so I see the three bullets: seek answers, share insights, and make informed decisions. So these are practitioners in your community and your ecosystem just sharing ideas and helping each other grow. Is that the basic idea? >> Absolutely. If you think about digital transformation, right? To transform means your going from somewhere to another location and if we're sharing knowledge and information, these individuals are saying, "Hey, there's a lot of complexity right now." Right, we know things are changing in our industries. How we store our data is changing. And in VOX, we've got users that are saying, "Hey, I understand this complexity, I can simplify that, "I can help you, and I'm going to share my experience so "that others can benefit from that." >> Alright, Justine, let's bring you into the conversation. What's your role, what's the VIP program all about? >> My role within the VOX team is I lead the community and advocacy programs for VOX. So the VIP programs, so Veritas Information Professionals is an award program. It's a program essentially rewarding our super users, our top users in the community who are making outstanding contributions within the VOX platform. Some of them log in every single day and jump in to produce content and help out the community answering questions and whatnot. So it's a recognition program just to say thank you. >> I find some people that aren't in IT don't understand the communities that are built. It still amazes me how much people give back. I think back when Dave actually found Wikibon, it was around online communities and we said, "I don't need you full time." One of my favorite stats is if you took .02 percent of the United States television watching in one year, you could create all of Wikipedia. It's like tiny little bits ... Can you give us the size of the community? I heard some people are coming on every day, tell us a little bit to help us get our arms around the voice of your community? >> So VOX actually launched just over a year ago. We actually took a lot of the content from the Veritas technologies that were part of Symantec. We brought them over, we brought those users over and since then we've actually seen an increase of over 10,000 users coming to the site. It's something that we've got a lot of active employees, a lot of partners, a lot of customers that are there asking questions. >> So, coming to the site, they've come, they've registered? Well actually you have information on them already but they've agreed to participate in some way, shape or form? What's the hurdle they have to go through to become a member? >> Well to join VOX just come to the site and hit the join button, pretty easy. Create a user name and start asking questions. Most of our users actually come because they actually have a question. They'll come through Google, right? "Hey, help me do this or I'm trying to figure out this "type of deployment," and they'll land there and they'll realize "Hey, there's a lot of good information here. And there's people here that are actually really knowledgeable and I want to come back because I'm able to get answers to questions. Or I'm able to learn how to actually do things better than maybe I was doing them in the past." >> And the computer community comprises generally IT practitioners, storage admins, data center managers ... >> All of the above. We also have blogs on VOX where our employees at Veritas are actually sharing their perspectives as well. So we actually have a lot of different audiences that run from our executives that are blogging. Will Coleman has a blog. We're talking about what we're doing all the way to storage admin, "Hey I'm looking to do a deployment, "what does this mean? "How do I administer these types of things?" So through VOX, you'll see there's a lot of ways to make different connections with different audiences. >> Justine, what are you seeing as far as some of the content trends? What kinds of things are people producing? Is it sort of forum posts? You mentioned blogs, Tyler, videos, what's the content makeup? >> So from the VIP side of things, in terms of the content, and the types of participation in the program, like I said, it's our super users, it's our very active subject matter experts that are very passionate about sharing a community with like minded individuals that are just like them. They are doing everything from creating blog posts to jumping in answering troubleshooting questions and discussion boards. Actually discussions are probably one of our busiest, high traffic areas. It's quite technical in nature which is what our audience is looking for. So it's everything, all of the above really. >> What's the reward system look like? >> It's not really a reward, it's more of an award for thanking them for the last year of their outstanding contributions. We didn't want it to be a do this, get that type of an economy. It's more of a genuine effort when they can come in and just share their knowledge based on their passion for being part of a community that they get to fuel and grow. >> So their incentive really is that community feel? >> Justine: Absolutely. >> That's the primary motivation for them right? >> It's also reputation around ... You know if you're a partner and you're active in the community and you're sharing information you've got that credibility and that's important. Some people, as they're looking at the next phase of their career, these are things I'm doing, this is how I'm contributing to the industry that I participate in. I think, especially with what's going on right now and how this industry is transforming, nobody's just one thing, we all have multiple hats. This is a place where people can expand some of the things they're talking about, they're learning, and they're sharing back. >> Is there a reputation system? Does the community measure itself on the quality of the contributions or the frequency? How does that reputation get translated into ... Or quantified, or does it? >> In terms of ... Again, speaking from the VIP program, our super users, we didn't want to launch the program with a thousand qualified super users. There probably are a thousand super users on the platform but we're really looking for quality content. So we launched actually just last night so that was a big milestone for us. We launched last night with 28 individuals welcomed into the program so we kept it small for a thoughtful reason. They are everywhere from, when you asked the type of people that are part of the community but in terms of the VIP program, they're everywhere from a VP of a medium to large organization to a functional IT from an enterprise organization to a consultant and everything in between. They actually are represented across 13 plus countries and some of these people actually have known each other for decades being parts of other communities where they're talking about the same types of products. So they already have built relationships and that's kind of what makes the community unique. >> Tyler, please if you want to ... >> It's interesting you said rewards because I thought about that. The reality is these individuals are out there sharing their knowledge, we're actually just thanking them for what they're already doing. They're already there. I think that's the purpose of our program is then to give additional access to information, better connection with each other, and allow those connections and those relationships to flourish because it's a community, that's really why we're here is to help make those connections for those individuals. >> Obviously you've launched the VI program here, what else is happening at Vision? You've got the VOX online program, I always see with communities, a lot of times, there's planful things like "Hey, let's get a meetup together "or let's do something." So what's happening around this this week? >> This week at Vision, our VIPs are obviously plugged in to the sessions and they're attending those sessions. We're actually here on the Vision live floor talking to the session attendees talking about VOX. They're coming into the booth, we're showing them the platform. Again we just launched a year ago so we're still relatively new. One of the things we're doing is if you are here at vision and you're watching, come by the booth, we're doing professional head shots. Those can be things that are used in your LinkedIn profile. I don't know about you guys but I think the last time I did my LinkedIn profile, I was on vacation and I got a good light shot and I'm going to use that and I cropped it a bit so we thought, "Hey, we could do a little bit better." >> Better than the selfie. >> We're providing that right now. No selfies. >> We use cube shots. >> That's true. >> So that's one of the things we're doing to actually bring people together and share that experience of what community actually means to them and we've got some interesting responses so far from our audience. >> That's great and maybe when they update their profile they won't have that pixelated photo from like 15 years ago. I saw even there was one customer on the keynote and they blew it up on the screen and it was a little pixelated so stop by the booth and they'd get that. >> Yeah, pixelation's not really in style, I don't know if it was ever in style. I don't know, throwback. >> So you said you launched a year ago? >> Yeah. >> Is that right? >> So talk about network effects, any community like this you want to achieve some kind of scale and you get this sort of flywheel effect. I mean, 10,000 in 12 months is pretty good number. Of course, there's the number and then there's the activity and those are two different sort of dimensions. But do you feel like you're on the steep part of the S-curve or just heading there or have surpassed that? Talk about the network effect. >> Absolutely, so in my experience with launching communities you do have that hockey stick where in the very beginning a lot of people are coming and they're joining. The great news is we're seeing high activity on a monthly basis of people coming back. No surprise in a community in the very beginning you're coming through search, Google, because you're typing a question into that box, where do you land? We want them to land on Veritas Open Exchange so we can be part of that broader conversation around what's going on for information management. At Veritas, we believe that a connected experience across our different platforms. If you think about what we're sharing on social media, what we're sharing in our communities, those users that are logging in to get information out of our different portals, we want to start to blend some of those connections together and we see community as a way to do that. A great example is if you're on a product page and you want to look at information about a particular product, net backup, being able to access blogs, some of the community content's really important because there's a lot of authenticity that comes from a community voice, a user voice, alongside our voice as Veritas as well. >> You talk a little bit about how you seeded it when you had some relationship with the Symantec data but how did you actually get the seedling to not die? What was that secret because that's the hardest part I think or at least one of the hard things about building a community is cultivating it so it doesn't wilt early on. >> Yeah, communities are about the value for those individuals. The value for us in the very beginning was the content that was there and the content that was created by the community. And so as we set out, and our roadmap was to launch VOX one of the early decisions was we need to make sure we can bring all of the content over with us that's relevant. And that felt like an easy decision at the beginning but it got harder as you started to look at database structures ... >> Dave: Yeah, content migration. >> Yeah, it would be a lot easier to start over. And we stayed true to that. I think we would have launched earlier in the year had it not been for some complexity there. But I think we've been able to continue to grow because we've got good content and I want to stress the fact that that content is coming from our customers, our partners, and our employees. And those are the individuals that are sharing their experience which is so valuable and it's authentic. >> Did you have an existing CMS or did you choose a new one when you started? A content management system? >> We went from one platform provider to another and there were some differences as you would suspect in those database structures. But we realized is we're thinking about a better experience from a mobile device. How do we actually start to connect our community into Veritas.com. Integrated into our support portal, we wanted to have flexibility across some of those touchpoints realizing that our customers and our partners are going to define where they want to go and we want to be able to take that content and make it easier for them to access. >> Well, and Justine, you just launched the VIP program, you may have some new requirements or feature requirements. What are you seeing there? What kinds of things do you envision your VIPs are going to require out of the system? >> Requirements out of the system ... >> Right, you follow me? So it's sort of a new thing, the VIPs, does the system accommodate those? Do you have to add new features? These are challenging problems, right? There's underlying infrastructure that you have to deal with. How do you sort all that out? >> I think in terms of being able to maybe plug in new requirements especially with different types of technology, we're trying to introduce new types of content into the community as well that would hopefully be appealing to newer advocates that would be welcomed into the program in the future. >> Dave: Like what? >> Podcasting is something that we're actually doing. We've paired up with the social team, as well and we're running podcasts here on the Vision Live floor which is really exciting. So we're going to have new content up on the community shortly. Hopefully we'll be able to plug our VIPs into those new types of content and provide different avenues for digesting content. >> Where do you want to see this go? What's the vision? >> Success for us is we make Veritas Open Exchange, VOX, an integrated part of being a customer, a partner, or even an employee of Veritas. There's relevance there. This is a place where I have presence, I'm able to share what I know and participate in a broader conversation. Talk a little bit about roadmap, one of the beautiful things about having a close relationship with a very passionate group of individuals is they want to make things better. They want to make it easier and we see that through requirements that are coming in and questions about how to make VOX better. But also about our products and services at Veritas. There's a rich dialogue that we can have with them as result of that. So we're constantly evaluating, looking at those things, of how do we just actually make things easier. It's so easy to make things complicated these days with features, right? Let's do this, let's do that. We're looking at how do we actually make this simpler, provide a better experience so you can be on your mobile device, you can be on your tablet, you can be at your desk and find the information that you're looking for. >> Great. Alright folks, we have to leave it there. Thanks so much for coming on theCUBE. >> Thanks for having us. >> Alright, you're welcome. Keep it right there, everybody, Stu and I will be back with our next guest. As theCUBE, we're live from Veritas Vision 2017. Right back. (techno music)

(dramatic music) >> Narrator: Live from Fisherman's Wharf in San Francisco. It's theCube. Covering IBM Chief Data Officer Strategy Summit Spring 2017. Brought to you by IBM. >> Hey, welcome back, everybody. Jeff Frank here with theCube. We are wrapping up day one at the IBM CEO Strategy Summit Spring 2017 here at the Fisherman's Wharf Hyatt. A new venue for us, never been here. It's kind of a cool venue. Joined by Peter Burris, Chief Research Officer from Wikibon, and we're excited to have practitioners. We love getting practitioners on. So we're joined by this segment by Bruce Tyler. He's a VP Data Analytics for IBM Global Business Services. Bruce, nice to see you. >> Thank you. >> And he's brought along Fawad Butt, the Chief Data Governance Officer for Kaiser Permanente. Welcome. >> Thank you, thank you. >> So Kaiser Permanente. Regulated industry, health care, a lot of complex medical issues, medical devices, electronic health records, insurance. You are in a data cornucopia, I guess. >> It's data heaven all the way. So as you mentioned, Kaiser is a vertically integrated organization, Kaiser Permanente is. And as such the opportunity for us is the fact that we have access to a tremendous amount of data. So we sell insurance, we run hospitals, medical practices, pharmacies, research labs, you name it. So it's an end to end healthcare system that generates a tremendous amount of dataset. And for us the real opportunity is to be able to figure out all the data we have and the best uses for it. >> I guess I never really thought of it from the vertical stack perspective. I used to think it was just the hospital, but the fact that you have all those layers of the cake, if you will, and can operate within them, trade data within them, and it gives you a lot of kind of classic vertical stack integration. That fits. >> Very much so. And I didn't give you the whole stack. I mean, we're actually building a medical school in Southern California. We have a residency program in addition to everything else we've talked about. But yeah, the vertical stack does provide us access to data and assets related to data that are quite unique. On the one side, it's a great opportunity. On the other side, it has to be all managed and protected and served in the best interest of our patrons and members. >> Jeff: Right, right. And just the whole electronic health records by themselves that people want access to that, they want to take them with. But then there's all kinds of scary regulations around access to that data. >> So the portability, I think what you're talking about is the medical record portability, which is becoming a really new construct in the industry because people want to be able to move from practitioner to practitioner and have that access to records. There are some regulation that provide cover at a national scale but a lot of this also is impacted by the states that you're operating in. So there's a lot of opportunities where I can tell some of the regulation in this space over time and I think that will, then we'll see a lot more adoption in terms of these portability standards which tend to be a little one off right now. >> Right, right. So I guess the obvious question is how the heck do you prioritize? (laughter) You got a lot of things going on. >> You know, I think it's really the standard blocking/tackling sort of situation, right? So one of the things that we've done is taken a look at our holistic dataset end to end and broken it down into pieces. How do you solve this big problem? You solve it by piecing it out a little bit. So what we've done is that we've put our critical dataset into a set of what we call data domains. Patient, member, providers, workers, HR, finance, you name it. And then that gives us the opportunity to not only just say how good is our data holistically but we can also go and say how good is our patient data versus member data versus provider data versus HR data. And then not only just know how good it is but it also gives us the opportunity to sort of say, "Hey, there's no conceivable way we can invest "in all 20 of these areas at any given point." So what's the priority that aligns with business objectives and goals? If you think about corporate strategy in general, it's based on customers and demand and availability and opportunities but now we're adding one more tool set and giving that to our executives. As they're making decisions on investments in longer term, and this isn't just KP, it's happening across industries, is that the data folks are bringing another lens to the table, which is to say what dataset do we want to invest in over the course of the next five years? If you had to choose between 20, what are the three that you prioritize first versus the other. So I think it's another lever, it's another mechanism to prioritize your strategy and your investments associated with that. >> But you're specifically focused on governance. >> Fawad: I am. >> In the health care industry, software for example is governed by a different set of rules as softwares in other areas. Data is governed by a different set of rules than data is governed in most other industries. >> Fawad: Correct. >> Finance has its own set of things and then some others. What does data governance mean at KP? Which is a great company by the way. A Bay Area company. >> Absolutely. >> What does it mean to KP? >> It's a great question, first of all. Every data governance program has to be independent and unique because it should be trying to solve for a set of things that are relevant in that context. For us at KP, there are a few drivers. So first is, as you mentioned, regulation. There's increased regulation. There's increased regulatory scrutiny in pressure. Some things that have happened in financial services over the last eight or ten years are starting to come and trickle in to the healthcare space. So there's that. There's also a changing environment in terms of how, at least from an insurance standpoint, how people acquire health insurance. It used to be that your employer provided a lot of that, those services and those insurances. Now you have private marketplaces where a lot of people are buying their own insurance. And you're going from a B2B construct to a B2C construct in certain ways. And these folks are walking around with their Android phones or their iPhones and they're used to accessing all sorts of information. So that's the customer experience that you to to deliver to them. So there's this digital transformation that's happening that's driving some of the need around governance. The other areas that I think are front and center for us are obviously privacy and security. So we're custodians of a lot of datasets that relate to patients' health information and their personal information. And that's a great responsibility and I think from a governance standpoint that's one of the key drivers that define our focus areas in the governance space. There are other things that are happening. There's obviously our mission within the organization which is to deliver the highest coverage and care at the lowest cost. So there's the ability for us to leverage our data and govern our data in a way which supports those two mission statements, but the bigger challenge in nuts and bolts terms for organizations like ours, which are vertically integrated, is around understanding and taking stock of the entire dataset first. Two, protecting it and making sure that all the defenses are in place. But then three, figuring out the right purposes to use this, to use the data. So data production is great but data consumption is where a lot of the value gets captured. So for us some of the things that data governance facilitates above all is what data gets shared for what purposes and how. Those are things that an organization of our size deliver a tremendous amount of value both on the offensive and the defensive side. >> So in our research we've discovered that there are a lot of big data functions or analytic functions that fail because they started with the idea of setting up the infrastructure, creating a place to put the data. Then they never actually got to the use case or when they did get to the use case they didn't know what to do next. And what a surprise. No returns, lot of costs, boom. >> Yep. >> The companies that tend to start with the use case independently individual technologies actually have a clear path and then the challenge is to accrete knowledge, >> Yes. >> accrete experience and turn it into knowledge. So from a governance standpoint, what role do you play at KP to make sure that people stay focused in use cases, that the lessons you learn about pursuing those use cases then turn to a general business capability in KP. >> I mean, again, I think you hit it right on the head. Data governance, data quality, data management, they're all great words, right? But what do they support in terms of the outcomes? So from our standpoint, we have a tremendous amount of use cases that if we weren't careful, we would sort of be scatterbrained around. You can't solve for everything all at once. So you have to find the first set of key use cases that you were trying to solve for. For us, privacy and security is a big part of that. To be able to, there's a regulatory pressure there so in some cases if you lose a patient record, it may end up costing you $250,000 for a record. So I think it's clear and critical for us to be able to continue to support that function in an outstanding way. The second thing is agility. So for us one of the things that we're trying to do with governance and data management in general, is to increase our agility. If you think about it, a lot of companies go on these transformation journeys. Whether it's transforming HR or trying to transform their finance functions or their business in general, and that requires transforming their systems. A lot of that work, people don't realize, is supported and around data. It's about integrating your old data with the new business processes that you're putting out. And if you don't have that governance or that data management function in place to be able to support that from the beginning or have some maturity in place, a lot of those activities end up costing you a lot more, taking a lot longer, having a lower success rate. So for us delivering value by creating additional agility for a set of activities that as an organization, we have committed to, is one for of core use cases. So we're doing a transformation. We're doing some transformation around HR. That's an area where we're making a lot of investments from a data governance standpoint to be able to support that as well as inpatient care and membership management. >> Great, great lessons. Really good feedback for fellow practitioners. Bruce, I want to get your perspective. You're kind of sitting on the other side of the table. As you look at the experience at Kaiser Permanente, how does this equate with what you're seeing with some of your other customers, is this leading edge or? >> Clearly on point. In fact, we were talking about this before we came up and I'm not saying that you guys led, we led the witness here but really how do you master around the foundational aspects around the data, because at the end of the day it's always about the data. But then how do you start to drive the value out of that and go down that cognitive journey that's going to either increase value onto your insights or improve your business optimization? We've done a healthy business within IBM helping customers go through those transformation processes. I would say five years ago or even three years ago we would start big. Let's solve the data aspect of it. Let's build the foundational management processes around there so that it ensures that level of integrity and trusted data source that you need across an organization like KP because they're massive because of all the different types of business entities that they have. So those transformation initiatives, they delivered but it was more from an IT perspective so the business partners that really need to adopt and are going to get the value out of that were kind of in a waiting game until that came about. So what we're seeing now is looking at things around from a use case-driven approach. Let's start small. So whether you're looking at trying to do something within your call center and looking at how to improve automation and insights in that spec, build a proof of value point around a subset of the data, prove that value, and those things can typically go from 10 to 12 weeks, and once you've demonstrated that, now how do can you scale? But you're doing it under your core foundational aspects around the architecture, how you're going to be able to sustain and maintain and govern the data that you have out there. >> It's a really important lesson all three of you have mentioned now. That old method of let's just get all the infrastructure in place is really not a path to success. You getting hung up, spend a lot of money, people get pissed off and oh by the way, today your competitors are transforming right around you while you're >> Unless they're also putting >> tying your shoes. >> infrastructure. >> Unless they're also >> That's right. (laughter) >> tying their shoes too. >> Build it and they will come sounds great, but in the data space, it's a change management function. One of my favorite lines that I use these days is data management is a team sport. So this isn't about IT, or this isn't just about business, and can you can't call business one monolith. So it's about the various stakeholders and their needs and your ability to satisfy them to the changes you're about to implement. And I think that gets lost a lot of times. It turns into a technical conversation around just capability development versus actually solving and solutioning for that business problem set that are at hand. >> Jeff: Yeah. >> Peter: But you got to do both, right? >> You have to. >> Bruce: Absolutely, yeah. >> Can I ask you, do we have time for another couple of questions? >> Absolutely. >> So really quickly, Fawad, do you have staff? >> Fawad: I do. >> Tell us about the people on your staff, where they came from, what you're looking for. >> So one of the core components of data governance program are stewards, data stewards. So to me, there are multiple dimensions to what stewards, what skills they should have. So for stewards, I'm looking for somebody that has some sort of data background. They would come from design, they would come from architecture, they would come from development. It doesn't really matter as long as they have some understanding. >> As long as you know what a data structure is and how you do data monitoring. >> Absolutely. The second aspect is that they have to have an understanding of what influence means. Be able to influence outcomes, to be able to influence conversations and discussions way above their pay grade, so to be able to punch above your weight so to speak in the influence game. And that's a science. That's a very, very definitive science. >> Yeah, we've heard many times today that politics is an absolute crucial game you have to play. >> It is part of the game and if you're not accounting for it, it's going to hit you in the face when you least expect it. >> Right. >> And the third thing is, I look for people that have some sort of an execution background. So ability to execute. It's great to be able to know data and understand data and go out and influence people and get them to agree with you, but then you have to deliver. So you have to be able to deliver against that. So those are the dimensions I look at typically when I'm looking at talent as it relates particularly to stewardship talent. In terms of where I find it, I try to find it within the organization because if I do find it within the organization, it gives me that organizational understanding and those relationship portfolios that people bring to the table which tend to be part of that influence-building process. I can teach people data, I can teach them some execution, I can't teach them how to do influence management. That just has to-- >> You can't teach them to social network. >> Fawad: (laughing) That's exactly right. >> Are they like are the frustrated individuals that have been seen the data that they're like (screams) this is-- >> They come from a lot of different backgrounds. So I have a steward that is an attorney, is a lawyer. She comes from that background. I have a steward that used to be a data modeler. I have a steward that used to run compliance function within HR. I have a steward that comes from a strong IT background. So it's not one formula. It's a combination of skills and everybody's going to have a different set of strengths and weaknesses and as long as you can balance those out. >> So people who had an operational role, but now are more in an execution setup role. >> Fawad: Yeah, very much so. >> They probably have a common theme, though, across them that they understand the data, they understand the value of it, and they're able to build consensus to make an action. >> Fawad: That's correct. >> That's great. That's perfect close. They understand it and they can influence, and they can get to action. Pretty much sums it up, I think so. All right. >> Bruce: All right thank you. >> Well, thanks a lot, Bruce and Fawad for stopping by. Great story. Love all the commercials on the Warriors, I'm a big fan and watch KNBR. (laughter) But really a cool story and thanks for sharing it and continued success. >> Thank you for the opportunity. >> Absolutely. All right, with Peter Burris, I'm Jeff Frank. You're watching theCube from the IBM Chief Data Officer Strategy Summit Spring 2017 from Fisherman's Wharf, San Francisco. We'll be right back after this short break. Thanks for watching. (electronic music)

[Narrator] - You are a CUBE Alumni. (cheerful music) Live, from Silicon Valley, it's theCUBE. Covering Google cloud Next '17 (rhythmic electronic music) >> Welcome back everyone. We're live here in the Palo Alto Studio for theCUBE, our new 4500 square foot studio we just moved into a month and a half ago. I'm John Furrier here, breaking down two days of live coverage in-studio of Google Next 2017, we have reporters and analysts in San Francisco on the ground, getting all the details, we had some call-ins. We're also going to call in at the end of the day to find out what the reaction is to the news, the key-notes, and all the great stuff on Day one and certainly Day two, tomorrow, here in the studio as well as in San Francisco. My next guest is Tyler Bell, good friend, industry guru, IOT expert, he's been doing a lot of work with IOT but also has a big data background, he's been on theCUBE before. Tyler, great to see you and thanks for coming in today. >> Thanks, great to be here. >> So, data has been in your wheelhouse for long time. You're a product guy, and The cloud is the future hope, it's happening big-time. Data, the Edge, with IOT is certainly part of this network transformation trend. And, certainly now, machine-learning and AI is now the big buzzword. AI, kind of a mental-model. Machine-learning, using the data. You've been at the front-end of this for years, with data and Factual and Mapbox, your other companies you worked for. Now you have data sets. So before it was like a ton of data, and now it's data sets. And then you got the IOT Edge, a car, smart city, a device. What's you take on the data intersecting with the cloud? What are the key paradigms that are colliding together? >> Yeah, I mean the reason IOT is so hot right now is really 'cause it's connecting a number of things that are also hot. So, together, you get this sort of conflagration of fires, technology fires. So, on one side you've got massive data sets. Just huge data sets about people, places and things that allow systems to learn. So, on the other end, you've got, basically, large-scale computation, which isn't only just available, it's actually accessible and it's affordable. Then, on the other end, you've got massive data collection mechanisms. So, this is anything from the mobile phone that you'll hold in your pocket, to a LIDAR, a laser-based sensor on a car. So, this combination of massive, hardware derived data collection mechanisms, combined with a place to process it, on the cloud, do so affordably. In addition to all the data, means that you get this wonderful combination of the advent of AI and machine-learning, and basically the development of smart systems. And that's really what everybody's excited about. >> It's kind of intoxicating to think about, from a computer science standpoint, this is the nirvana we've been thinking about for generations. With the compute now available, we have, it's just kind of coming together. What are the key things that are merging in your mind? 'Cause you've been doing a lot of this big data stuff. When I say big, I mean large amounts, large-scale data. But as it comes in, as they say, the world's, the future's here, but it's evenly distributed. You could also say that same argument for data. Data's everywhere, but it's not evenly distributed. So, what are some of the key things that you see happening that are important for people to understand with data, in terms of using it, applying it, commercializing it, leveraging it? >> Yeah, what you see, or what you have seen previously is the idea of data, in many people's minds, has been a data base or it's been sort of a CSV file of rows and columns and it's been this sort of fixed entity. And what you're seeing now is that, and that's sort of known as structure data, and what you're seeing now is the advent of data analytics that allow people to understand and analyze loose collections of data and begin to sort of categorize and classify content. In ways that people haven't been able to do so previously. And so, whereas you used to have just a data base of sort of all the places on the globe or a whole bunch of people, right now you can have information about, say, the images that camera sensors on your car sees. And because the systems have been trained about how to identify objects or street signs or certain behaviors and actions, it means that your systems are getting smarter. And so what's happening here is that data itself is driving this trend, where hardware and sensors, even though they're getting cheaper and they're getting increasingly commoditized, they're getting more intelligent. And that intelligence is really driven by, fundamentally, it's driven by data. >> I was having a conversation, yesterday, at Stanford there was a conference going on around bias and data. Algorithms now have bias, gender bias, male bias, but it brings up this notion of programmability and one of the things that some of the early thinkers around data, including yourself, and also we extend that out to IOT, is how do you make data available for software programs, for the learning piece? Because that means that data's now an input into the software development process, whether that's algorithms on the fly being developed in the future or data being part of the software development kit, if you will. Is that a fantasy or is that gettable, is that in reach? Is it happening? Making data part of that agile process, not just a call to a data base? >> Exactly, a lot of the things, the most valuable assets now are called basically labeled data sets, where you could say that this event or this photo or this sound even has been classified as such. And so it's the bark of a dog or the ring of a gunshot. And those labeled data sets are hugely valuable in actually training systems to learn. The other thing is, if you look at it from, say, AV, which has a lot in common with IOT, but the data set is less about a specific sort of structured or labeled event or entity. And instead, it's doing something like putting, there's one company where you can put your camera on the dashboard of your car and then you drive around and all this does is just records the images and records which way your car goes, and, that's actually collecting and learning data. And so, that kind of information is being used to teach cars how to drive and how to react in different circumstances. And so, on one hand, you've got this highly-structured labeled data, on the other hand, it's almost machine behavioral data, where to teach a car how to drive, cars need to understand what that actually entails. >> Yeah, one of the things we talked about on Google Next earlier in the day, when we saw a couple earlier segments. I was talking about, I didn't mean this as a criticism to the enterprise, but I was just saying, Google might want to throttle back their messaging or their concepts. Because the enterprise kind of works at a different pace. Google is just this high-energy, I won't say academic, but they're working on cutting-edge stuff. They have things like Maps, and they're doing things that are just really off the charts, technically. It's just great technical prowess. So, there's a disconnect between enterprise stuff and what I call 'pure' Google cloud. The question that's now on the table is, now with the advent of the IOT, industrial IOT, in particular, enterprises now have to be smarter about analog data, meaning, like the real world. How do you get the data into the cloud from a real-world perspective? Do you have any insight on that? it's something that hard to kind of get, but you mentioned that cam on the car, you're essentially recording the world, so that's the sky, that's not digitized. You're digitizing an analog signal. >> Yeah, that's right. I think I'd have two notes there. The first is that, everything that's going on that's exciting, is really at this nexus between the real world, that you and I operate in now and how that's captured and digitized, and actually collected online so it can be analyzed and processed and then affected back in the real world. And so, when you hear about IOT and cars, of course there are sensors, which basically do a read type analysis of the real world, but you also have affecters which change it and servos, which turn your tires or affect the acceleration or the braking of a vehicle. And so, all these interesting things that are happening now, and it really kicked off, of course, with the mobile phone, is how the online, data-centric, electric world connect with the real world. And all of that's really, all that information is being collected is through an explosion of sensors. Because you just have, the mobile phone supply chains are making cameras, and barometers, and magnetometers, all of these things are now so increasingly inexpensive that when people talk about sensors, they don't talk about one thousand dollar sensor that's designed to do one thing, instead there's thousands of $1 sensors. >> So, you've been doing a lot of work with IOT, almost the past year, you've been out in the IOT world. Thoughts on how the cloud should be enabled or set up for ingesting data or to be architected properly for IOT-related activities, whether it's Edge data store, or Edge Data, I mean, we have little things as boring as backup and recovery are impacted by the cloud. I can imagine that the IOT world, as it collides in with IT, is going to have some reinvention and reconstruction. Thoughts on what the cloud needs to do to be truly IOT ready? >> Yeah, there's some very interesting things that are happening here and some of them seem to be in conflict with each other. So, the cloud is a critical part of the IOT entire stack and it really goes from the device of a sensor, all the way to the cloud. And what you're getting is you are getting providers, including Google and Amazon and SAP and there's over 370, last count, IOT platform providers. Which are basically taken their particular skill set and adjusted it and tweaked it and they now say that we now have an IOT platform. And in traditional cloud services, the distinguishing features are things like being able to have record digital state of sensors and devices, sort of 'shadow' states, increased focus on streaming technology over MAP-reduced batch technology, which you got in the last 10 years, through the big data movement, and the conversations that you and I have had previously. So, there is that focus on streaming, there is a IOT-specific feature stack. But what's happening is that because so much data is being corrected. Let's imagine that you and I are doing something where we're monitoring the environment, using cameras, and we have 10,000 cameras out there. And, this could be within a vehicle, it could be in a building, or smart city, or in a smart building. Cameras are, the cloud traditionally accepts data from all these different resources, be it mobile phones, or terminals and collects it, analyzes it, and spits it back out in some kind of consumable format. But what's happening now is that IOT and the availability of these sensors is generating so much data that it's inefficient and very expensive to send it all back to the cloud. And so all of these-- >> And, it's physics, too. There's a lot of physics, right? >> Exactly, and all these cameras sending full raster images and videos back to the cloud for analysis. Basically the whole idea of real time goes away if you have that much data, you can't analyze it. So, instead of just the cameras sending out a single dumb raster image back, you teach the camera to recognize something, So you could say "I recognize a vehicle in this picture" or "I recognize a stop sign" or a street light. And instead of sending that image back to be analyzed on the cloud, the analysis is done on the device and then that entity is sent back. And so, the sensor says "I saw this stop sign "at this point, at this time in my process." >> So this cuts back to the earlier point you were making about the learning piece, and the libraries, and these data sets. Is that kind of where that thread connects? >> Exactly, so to build the intelligence on the device, that intelligence happens on the cloud. And so, you need to have the training sets and you need to have massive GPUs and huge computational power to instruct. >> Thanks Intel and NVIDIA, we need more of those, right? >> Indeed, and so, that's what's happening on the cloud, and then those learnings are basically consolidated and then put up on the device. And, the device doesn't need the GPUs, but the device does need to be smart. And so, in IOT, especially look for companies that understand, especially hardware companies, that understand that the product, as such, is no longer just a device, it's no longer just a sensor, it's an integral combination of device, intelligence platform in the cloud, and data. >> So, talk about the notion of, let's talk about the reconstruction of some of the value creation or value opportunities with what you just talked about 'cause if you believe what you just said, which I do believe is right on the money, that this new functionality, vis-a-vis, the cloud, and the smart ads and learning ads, and software, is going to change the nature of the apps. So, if I'm a cloud provider, like Google or Amazon, I have to then have the power in the cloud, but it's really the app game, it's the software game that we're talking about here. It's the apps themselves. So, yeah, you might have an atom processor has two cores versus 72 cores, and xeon, and the cloud. Okay, that's a device thing, but the software itself, at the app level, changes. Is that kind of what's happening? Where's the real disruption? I guess what I'm trying to get at is that, is it still about the apps? >> Yeah, so, I tend not to think about apps much anymore, and I guess, if you talk to some VCs, they won't think about apps much anymore either. It's rather, it tends to, you and I still think, and I think so many of us in Silicone Valley, still think of mobile phones as being the end point for both data collection and data effusion. But, really one of the exciting things about IOT now, is that it's moving away from the phone. So, it's vehicles, it's the sensors in the vehicles, it's factories, and the sensors in the factories, and smart cities. And so, what that means is you're collecting so much more data, but also, you're also being more intelligent about how you collect it. And so, it's less about the app and it's much more about the actual intelligence, that's baked into the silicon layer, or the firmware of the device. >> Yeah, I tried to get you on their Mobile World Congress special last week and we're just booked out. But I know you go to Mobile World Congress, you've been there a lot. 5G was certainly a big story there. They had the new devices, the new LG phones, all the sexy glam. But, the 5G and the network transformation becomes more than the device, so you're getting at the point which is it's not about the device anymore, it's beyond the device, more about the interplay between the back at the network. >> It is, it's the full stack, but also it's not just from one device, like the phone is one human, one device, and then that pipeline goes into the cloud, usually. The exciting thing about IOT and the general direction that things are moving now, it's what can thousands of sensors tell us? What can millions of mobile phones, driven over a 100 million miles of road surface, what can that tell us about traffic patterns or our cities? So, the general trend that you're seeing here is that it's less about two eyeballs and one phone and much more about thousands and millions of sensors. And then how you can develop data-centric products built on that conflagration of all of that data coming in. And how quickly you can build them. >> We're here with Tyler Bell, IOT Expert, but also data expert, good friend. We both have kids who play Lacrosse together, who are growing up in front of our eyes, but let's talk about them for a second, Tyler. Because they're going to grow up in a world where it's going to be completely different, so kind of knowing what we know, and as we tease-out the future and connect the dots, what are you excited about this next generation's shift that happening? If you could tease-out some of the highlights in your mind for, as our kids grow up, right, you got to start thinking about the societal impact from algorithms that might have gender bias, or smart cities that need to start thinking about services for residents that will require certain laning for autonomous vehicles, or will cargo (mumbles). Certainly, car buying might shift. They're cloud-native, they're digital-native. What are you excited about, about this future? >> Yeah, I think it's, the thing that's, I think, so huge that I have difficulty looking away from it, is just the impact, the societal impact that autonomous vehicles are going to have. And so, really, not only as our children grow up, but certainly their children, our grandchildren, will wonder how in the heck we were allowed to drive massive metal machines, and just anywhere-- >> John: With no software. >> Yeah, with really just our eyeballs and our hands, and no guidance and no safety. Safety's going to be such a critical part of this. But, it's not just the vehicle, although that's what's getting everybody's attention right now, it's really, what's going to happen to parking lots in the cities? How are parking lots and curb sides going to be reclaimed by cities? How will accessibility and safety within cities be affected by the ability to, at least in principle, just call an autonomous vehicle at any time, have it arrive at your doorstep, and take you where you need to go? What does that look like? It's going to change how cars are bought and sold, how they're leased. It's going to change the impact of brands, the significance of, are these things going to be commoditized? But, ultimately, I think, in terms of societal impact, we have, for generations, grown up in an automotive world, and our grandchildren will grow up in an automotive world, but it will be so changed 'cause it will impact entirely what our cities and our urban spaces look like. >> The good news is when they take our drivers licenses away when we're 90, we'll, at least be able to still get into a car. >> There's places we can go. >> We can still drive (laughs) >> Exactly, exactly, the time is right. We may not have immortality, but we will be able to get from one place to another in our senility. >> We might be a demographic to buy a self-driving car. Hey, you're over 90, you should buy a self-driving car. >> Well, it'll be more like a consortium. Like you, I, and maybe 30 other people. We have access to a car or fleet. >> A whole new man cave definition to bring to the auto,. Tyler, thanks for sharing the insight, really appreciated the color commentary on the cloud, the impact of data, appreciate it. We're here for the two days of coverage of Google Next here inside theCUBE. I'm John Furrier, thanks for watching. More coverage coming up after this short break. (cheerful music) (rhythmic electronic music) >> I'm George--

>>Alteryx is a company with a long history that goes all the way back to the late 1990s. Now the one consistent theme over 20 plus years has been that Ultrix has always been a data company early in the big data and Hadoop cycle. It saw the need to combine and prep different data types so that organizations could analyze data and take action Altrix and similar companies played a critical role in helping companies become data-driven. The problem was the decade of big data, brought a lot of complexities and required immense skills just to get the technology to work as advertised this in turn limited, the pace of adoption and the number of companies that could really lean in and take advantage of the cloud began to change all that and set the foundation for today's theme to Zuora of digital transformation. We hear that phrase a ton digital transformation. >>People used to think it was a buzzword, but of course we learned from the pandemic that if you're not a digital business, you're out of business and a key tenant of digital transformation is democratizing data, meaning enabling, not just hypo hyper specialized experts, but anyone business users to put data to work. Now back to Ultrix, the company has embarked on a major transformation of its own. Over the past couple of years, brought in new management, they've changed the way in which it engaged with customers with the new subscription model and it's topgraded its talent pool. 2021 was even more significant because of two acquisitions that Altrix made hyper Ana and trifecta. Why are these acquisitions important? Well, traditionally Altryx sold to business analysts that were part of the data pipeline. These were fairly technical people who had certain skills and were trained in things like writing Python code with hyper Ana Altryx has added a new persona, the business user, anyone in the business who wanted to gain insights from data and, or let's say use AI without having to be a deep technical expert. >>And then Trifacta a company started in the early days of big data by cube alum, Joe Hellerstein and his colleagues at Berkeley. They knocked down the data engineering persona, and this gives Altryx a complimentary extension into it where things like governance and security are paramount. So as we enter 2022, the post isolation economy is here and we do so with a digital foundation built on the confluence of cloud native technologies, data democratization and machine intelligence or AI, if you prefer. And Altryx is entering that new era with an expanded portfolio, new go-to market vectors, a recurring revenue business model, and a brand new outlook on how to solve customer problems and scale a company. My name is Dave Vellante with the cube and I'll be your host today. And the next hour, we're going to explore the opportunities in this new data market. And we have three segments where we dig into these trends and themes. First we'll talk to Jay Henderson, vice president of product management at Ultrix about cloud acceleration and simplifying complex data operations. Then we'll bring in Suresh Vetol who's the chief product officer at Altrix and Adam Wilson, the CEO of Trifacta, which of course is now part of Altrix. And finally, we'll hear about how Altryx is partnering with snowflake and the ecosystem and how they're integrating with data platforms like snowflake and what this means for customers. And we may have a few surprises sprinkled in as well into the conversation let's get started. >>We're kicking off the program with our first segment. Jay Henderson is the vice president of product management Altryx and we're going to talk about the trends and data, where we came from, how we got here, where we're going. We get some launch news. Well, Jay, welcome to the cube. >>Great to be here, really excited to share some of the things we're working on. >>Yeah. Thank you. So look, you have a deep product background, product management, product marketing, you've done strategy work. You've been around software and data, your entire career, and we're seeing the collision of software data cloud machine intelligence. Let's start with the customer and maybe we can work back from there. So if you're an analytics or data executive in an organization, w J what's your north star, where are you trying to take your company from a data and analytics point of view? >>Yeah, I mean, you know, look, I think all organizations are really struggling to get insights out of their data. I think one of the things that we see is you've got digital exhaust, creating large volumes of data storage is really cheap, so it doesn't cost them much to keep it. And that results in a situation where the organization's, you know, drowning in data, but somehow still starving for insights. And so I think, uh, you know, when I talk to customers, they're really excited to figure out how they can put analytics in the hands of every single person in their organization, and really start to democratize the analytics, um, and, you know, let the, the business users and the whole organization get value out of all that data they have. >>And we're going to dig into that throughout this program data, I like to say is plentiful insights, not always so much. Tell us about your launch today, Jay, and thinking about the trends that you just highlighted, the direction that your customers want to go and the problems that you're solving, what role does the cloud play in? What is what you're launching? How does that fit in? >>Yeah, we're, we're really excited today. We're launching the Altryx analytics cloud. That's really a portfolio of cloud-based solutions that have all been built from the ground up to be cloud native, um, and to take advantage of things like based access. So that it's really easy to give anyone access, including folks on a Mac. Um, it, you know, it also lets you take advantage of elastic compute so that you can do, you know, in database processing and cloud native, um, solutions that are gonna scale to solve the most complex problems. So we've got a portfolio of solutions, things like designer cloud, which is our flagship designer product in a browser and on the cloud, but we've got ultra to machine learning, which helps up-skill regular old analysts with advanced machine learning capabilities. We've got auto insights, which brings a business users into the fold and automatically unearths insights using AI and machine learning. And we've got our latest edition, which is Trifacta that helps data engineers do data pipelining and really, um, you know, create a lot of the underlying data sets that are used in some of this, uh, downstream analytics. >>Let's dig into some of those roles if we could a little bit, I mean, you've traditionally Altryx has served the business analysts and that's what designer cloud is fit for, I believe. And you've explained, you know, kind of the scope, sorry, you've expanded that scope into the, to the business user with hyper Anna. And we're in a moment we're going to talk to Adam Wilson and Suresh, uh, about Trifacta and that recent acquisition takes you, as you said, into the data engineering space in it. But in thinking about the business analyst role, what's unique about designer cloud cloud, and how does it help these individuals? >>Yeah, I mean, you know, really, I go back to some of the feedback we've had from our customers, which is, um, you know, they oftentimes have dozens or hundreds of seats of our designer desktop product, you know, really, as they look to take the next step, they're trying to figure out how do I give access to that? Those types of analytics to thousands of people within the organization and designer cloud is, is really great for that. You've got the browser-based interface. So if folks are on a Mac, they can really easily just pop, open the browser and get access to all of those, uh, prep and blend capabilities to a lot of the analysis we're doing. Um, it's a great way to scale up access to the analytics and then start to put it in the hands of really anyone in the organization, not just those highly skilled power users. >>Okay, great. So now then you add in the hyper Anna acquisition. So now you're targeting the business user Trifacta comes into the mix that deeper it angle that we talked about, how does this all fit together? How should we be thinking about the new Altryx portfolio? >>Yeah, I mean, I think it's pretty exciting. Um, you know, when you think about democratizing analytics and providing access to all these different groups of people, um, you've not been able to do it through one platform before. Um, you know, it's not going to be one interface that meets the, of all these different groups within the organization. You really do need purpose built specialized capabilities for each group. And finally, today with the announcement of the alternates analytics cloud, we brought together all of those different capabilities, all of those different interfaces into a single in the end application. So really finally delivering on the promise of providing analytics to all, >>How much of this you've been able to share with your customers and maybe your partners. I mean, I know OD is fairly new, but if you've been able to get any feedback from them, what are they saying about it? >>Uh, I mean, it's, it's pretty amazing. Um, we ran a early access, limited availability program that led us put a lot of this technology in the hands of over 600 customers, um, over the last few months. So we have gotten a lot of feedback. I tell you, um, it's been overwhelmingly positive. I think organizations are really excited to unlock the insights that have been hidden in all this data. They've got, they're excited to be able to use analytics in every decision that they're making so that the decisions they have or more informed and produce better business outcomes. Um, and, and this idea that they're going to move from, you know, dozens to hundreds or thousands of people who have access to these kinds of capabilities, I think has been a really exciting thing that is going to accelerate the transformation that these customers are on. >>Yeah, those are good. Good, good numbers for, for preview mode. Let's, let's talk a little bit about vision. So it's democratizing data is the ultimate goal, which frankly has been elusive for most organizations over time. How's your cloud going to address the challenges of putting data to work across the entire enterprise? >>Yeah, I mean, I tend to think about the future and some of the investments we're making in our products and our roadmap across four big themes, you know, in the, and these are really kind of enduring themes that you're going to see us making investments in over the next few years, the first is having cloud centricity. You know, the data gravity has been moving to the cloud. We need to be able to provide access, to be able to ingest and manipulate that data, to be able to write back to it, to provide cloud solution. So the first one is really around cloud centricity. The second is around big data fluency. Once you have all of the data, you need to be able to manipulate it in a performant manner. So having the elastic cloud infrastructure and in database processing is so important, the third is around making AI a strategic advantage. >>So, uh, you know, getting everyone involved and accessing AI and machine learning to unlock those insights, getting it out of the hands of the small group of data scientists, putting it in the hands of analysts and business users. Um, and then the fourth thing is really providing access across the entire organization. You know, it and data engineers, uh, as well as business owners and analysts. So, um, cloud centricity, big data fluency, um, AI is a strategic advantage and, uh, personas across the organization are really the four big themes you're going to see us, uh, working on over the next few months and, uh, coming coming year. >>That's good. Thank you for that. So, so on a related question, how do you see the data organizations evolving? I mean, traditionally you've had, you know, monolithic organizations, uh, very specialized or I might even say hyper specialized roles and, and your, your mission of course is the customer. You, you, you, you and your customers, they want to democratize the data. And so it seems logical that domain leaders are going to take more responsibility for data, life cycles, data ownerships, low code becomes more important. And perhaps this kind of challenges, the historically highly centralized and really specialized roles that I just talked about. How do you see that evolving and, and, and what role will Altryx play? >>Yeah. Um, you know, I think we'll see sort of a more federated systems start to emerge. Those centralized groups are going to continue to exist. Um, but they're going to start to empower, you know, in a much more de-centralized way, the people who are closer to the business problems and have better business understanding. I think that's going to let the centralized highly skilled teams work on, uh, problems that are of higher value to the organization. The kinds of problems where one or 2% lift in the model results in millions of dollars a day for the business. And then by pushing some of the analytics out to, uh, closer to the edge and closer to the business, you'll be able to apply those analytics in every single decision. So I think you're going to see, you know, both the decentralized and centralized models start to work in harmony and a little bit more about almost a federated sort of a way. And I think, you know, the exciting thing for us at Altryx is, you know, we want to facilitate that. We want to give analytic capabilities and solutions to both groups and types of people. We want to help them collaborate better, um, and drive business outcomes with the analytics they're using. >>Yeah. I mean, I think my take on another one, if you could comment is to me, the technology should be an operational detail and it has been the, the, the dog that wags the tail, or maybe the other way around, you mentioned digital exhaust before. I mean, essentially it's digital exhaust coming out of operationals systems that then somehow, eventually end up in the hand of the domain users. And I wonder if increasingly we're going to see those domain users, users, those, those line of business experts get more access. That's your goal. And then even go beyond analytics, start to build data products that could be monetized, and that maybe it's going to take a decade to play out, but that is sort of a new era of data. Do you see it that way? >>Absolutely. We're actually making big investments in our products and capabilities to be able to create analytic applications and to enable somebody who's an analyst or business user to create an application on top of the data and analytics layers that they have, um, really to help democratize the analytics, to help prepackage some of the analytics that can drive more insights. So I think that's definitely a trend we're going to see more. >>Yeah. And to your point, if you can federate the governance and automate that, then that can happen. I mean, that's a key part of it, obviously. So, all right, Jay, we have to leave it there up next. We take a deep dive into the Altryx recent acquisition of Trifacta with Adam Wilson who led Trifacta for more than seven years. It's the recipe. Tyler is the chief product officer at Altryx to explain the rationale behind the acquisition and how it's going to impact customers. Keep it right there. You're watching the cube. You're a leader in enterprise tech coverage. >>It's go time, get ready to accelerate your data analytics journey with a unified cloud native platform. That's accessible for everyone on the go from home to office and everywhere in between effortless analytics to help you go from ideas to outcomes and no time. It's your time to shine. It's Altryx analytics cloud time. >>Okay. We're here with. Who's the chief product officer at Altryx and Adam Wilson, the CEO of Trifacta. Now of course, part of Altryx just closed this quarter. Gentlemen. Welcome. >>Great to be here. >>Okay. So let me start with you. In my opening remarks, I talked about Altrix is traditional position serving business analysts and how the hyper Anna acquisition brought you deeper into the business user space. What does Trifacta bring to your portfolio? Why'd you buy the company? >>Yeah. Thank you. Thank you for the question. Um, you know, we see, uh, we see a massive opportunity of helping, um, brands, um, democratize the use of analytics across their business. Um, every knowledge worker, every individual in the company should have access to analytics. It's no longer optional, um, as they navigate their businesses with that in mind, you know, we know designer and are the products that Altrix has been selling the past decade or so do a really great job, um, addressing the business analysts, uh, with, um, hyper Rana now kind of renamed, um, Altrix auto. We even speak with the business owner and the line of business owner. Who's looking for insights that aren't real in traditional dashboards and so on. Um, but we see this opportunity of really helping the data engineering teams and it organizations, um, to also make better use of analytics. Um, and that's where the drive factor comes in for us. Um, drive factor has the best data engineering cloud in the planet. Um, they have an established track record of working across multiple cloud platforms and helping data engineers, um, do better data pipelining and work better with, uh, this massive kind of cloud transformation that's happening in every business. Um, and so fact made so much sense for us. >>Yeah. Thank you for that. I mean, you, look, you could have built it yourself would have taken, you know, who knows how long, you know, but, uh, so definitely a great time to market move, Adam. I wonder if we could dig into Trifacta some more, I mean, I remember interviewing Joe Hellerstein in the early days. You've talked about this as well, uh, on the cube coming at the problem of taking data from raw refined to an experience point of view. And Joe in the early days, talked about flipping the model and starting with data visualization, something Jeff, her was expert at. So maybe explain how we got here. We used to have this cumbersome process of ETL and you may be in some others changed that model with ELL and then T explain how Trifacta really changed the data engineering game. >>Yeah, that's exactly right. Uh, David, it's been a really interesting journey for us because I think the original hypothesis coming out of the campus research, uh, at Berkeley and Stanford that really birth Trifacta was, you know, why is it that the people who know the data best can't do the work? You know, why is this become the exclusive purview of the highly technical? And, you know, can we rethink this and make this a user experience, problem powered by machine learning that will take some of the more complicated things that people want to do with data and really help to automate those. So, so a broader set of, of users can, um, can really see for themselves and help themselves. And, and I think that, um, there was a lot of pent up frustration out there because people have been told for, you know, for a decade now to be more data-driven and then the whole time they're saying, well, then give me the data, you know, in the shape that I could use it with the right level of quality and I'm happy to be, but don't tell me to be more data-driven and then, and, and not empower me, um, to, to get in there and to actually start to work with the data in meaningful ways. >>And so, um, that was really, you know, what, you know, the origin story of the company and I think is, as we, um, saw over the course of the last 5, 6, 7 years that, um, you know, uh, real, uh, excitement to embrace this idea of, of trying to think about data engineering differently, trying to democratize the, the ETL process and to also leverage all these exciting new, uh, engines and platforms that are out there that allow for processing, you know, ever more diverse data sets, ever larger data sets and new and interesting ways. And that's where a lot of the push-down or the ELT approaches that, you know, I think it could really won the day. Um, and that, and that for us was a hallmark of the solution from the very beginning. >>Yeah, this is a huge point that you're making is, is first of all, there's a large business, it's probably about a hundred billion dollar Tam. Uh, and the, the point you're making, because we've looked, we've contextualized most of our operational systems, but the big data pipeline is hasn't gotten there. But, and maybe we could talk about that a little bit because democratizing data is Nirvana, but it's been historically very difficult. You've got a number of companies it's very fragmented and they're all trying to attack their little piece of the problem to achieve an outcome, but it's been hard. And so what's going to be different about Altryx as you bring these puzzle pieces together, how is this going to impact your customers who would like to take that one? >>Yeah, maybe, maybe I'll take a crack at it. And Adam will, um, add on, um, you know, there hasn't been a single platform for analytics, automation in the enterprise, right? People have relied on, uh, different products, um, to solve kind of, uh, smaller problems, um, across this analytics, automation, data transformation domain. Um, and, um, I think uniquely Alcon's has that opportunity. Uh, we've got 7,000 plus customers who rely on analytics for, um, data management, for analytics, for AI and ML, uh, for transformations, uh, for reporting and visualization for automated insights and so on. Um, and so by bringing drive factor, we have the opportunity to scale this even further and solve for more use cases, expand the scenarios where it's applied and so multiple personas. Um, and we just talked about the data engineers. They are really a growing stakeholder in this transformation of data and analytics. >>Yeah, good. Maybe we can stay on this for a minute cause you, you you're right. You bring it together. Now at least three personas the business analyst, the end user slash business user. And now the data engineer, which is really out of an it role in a lot of companies, and you've used this term, the data engineering cloud, what is that? How is it going to integrate in with, or support these other personas? And, and how's it going to integrate into the broader ecosystem of clouds and cloud data warehouses or any other data stores? >>Yeah, no, that's great. Uh, yeah, I think for us, we really looked at this and said, you know, we want to build an open and interactive cloud platform for data engineers, you know, to collaboratively profile pipeline, um, and prepare data for analysis. And that really meant collaborating with the analysts that were in the line of business. And so this is why a big reason why this combination is so magic because ultimately if we can get the data engineers that are creating the data products together with the analysts that are in the line of business that are driving a lot of the decision making and allow for that, what I would describe as collaborative curation of the data together, so that you're starting to see, um, uh, you know, increasing returns to scale as this, uh, as this rolls out. I just think that is an incredibly powerful combination and, and frankly, something that the market is not crack the code on yet. And so, um, I think when we, when I sat down with Suresh and with mark and the team at Ultrix, that was really part of the, the, the big idea, the big vision that was painted and got us really energized about the acquisition and about the potential of the combination. >>And you're really, you're obviously writing the cloud and the cloud native wave. Um, and, but specifically we're seeing, you know, I almost don't even want to call it a data warehouse anyway, because when you look at what's, for instance, Snowflake's doing, of course their marketing is around the data cloud, but I actually think there's real justification for that because it's not like the traditional data warehouse, right. It's, it's simplified get there fast, don't necessarily have to go through the central organization to share data. Uh, and, and, and, but it's really all about simplification, right? Isn't that really what the democratization comes down to. >>Yeah. It's simplification and collaboration. Right. I don't want to, I want to kind of just what Adam said resonates with me deeply. Um, analytics is one of those, um, massive disciplines inside an enterprise that's really had the weakest of tools. Um, and we just have interfaces to collaborate with, and I think truly this was all drinks and a superpower was helping the analysts get more out of their data, get more out of the analytics, like imagine a world where these people are collaborating and sharing insights in real time and sharing workflows and getting access to new data sources, um, understanding data models better, I think, um, uh, curating those insights. I boring Adam's phrase again. Um, I think that creates a real value inside the organization because frankly in scaling analytics and democratizing analytics and data, we're still in such early phases of this journey. >>So how should we think about designer cloud, which is from Altrix it's really been the on-prem and the server desktop offering. And of course Trifacta is with cloud cloud data warehouses. Right. Uh, how, how should we think about those two products? Yeah, >>I think, I think you should think about them. And, uh, um, as, as very complimentary right designer cloud really shares a lot of DNA and heritage with, uh, designer desktop, um, the low code tooling and that interface, uh, the really appeals to the business analysts, um, and gets a lot of the things that they do well, we've also built it with interoperability in mind, right. So if you started building your workflows in designer desktop, you want to share that with design and cloud, we want to make it super easy for you to do that. Um, and I think over time now we're only a week into, um, this Alliance with, um, with, um, Trifacta, um, I think we have to get deeper inside to think about what does the data engineer really need? What's the business analysts really need and how to design a cloud, and Trifacta really support both of those requirements, uh, while kind of continue to build on the trifecta on the amazing Trifacta cloud platform. >>You know, >>I think we're just going to say, I think that's one of the things that, um, you know, creates a lot of, uh, opportunity as we go forward, because ultimately, you know, Trifacta took a platform, uh, first mentality to everything that we built. So thinking about openness and extensibility and, um, and how over time people could build things on top of factor that are a variety of analytic tool chain, or analytic applications. And so, uh, when you think about, um, Ultrix now starting to, uh, to move some of its capabilities or to provide additional capabilities, uh, in the cloud, um, you know, Trifacta becomes a platform that can accelerate, you know, all of that work and create, uh, uh, a cohesive set of, of cloud-based services that, um, share a common platform. And that maintains independence because both companies, um, have been, uh, you know, fiercely independent, uh, and, and really giving people choice. >>Um, so making sure that whether you're, uh, you know, picking one cloud platform and other, whether you're running things on the desktop, uh, whether you're running in hybrid environments, that, um, no matter what your decision, um, you're always in a position to be able to get out your data. You're always in a position to be able to cleanse transform shape structure, that data, and ultimately to deliver, uh, the analytics that you need. And so I think in that sense, um, uh, you know, this, this again is another reason why the combination, you know, fits so well together, giving people, um, the choice. Um, and as they, as they think about their analytics strategy and their platform strategy going forward, >>Yeah. I make a chuckle, but one of the reasons I always liked Altrix is cause you kinda did the little end run on it. It can be a blocker sometimes, but that created problems, right? Because the organization said, wow, this big data stuff has taken off, but we need security. We need governance. And it's interesting because you've got, you know, ETL has been complex, whereas the visualization tools, they really, you know, really weren't great at governance and security. It took some time there. So that's not, not their heritage. You're bringing those worlds together. And I'm interested, you guys just had your sales kickoff, you know, what was their reaction like? Uh, maybe Suresh, you could start off and maybe Adam, you could bring us home. >>Um, thanks for asking about our sales kickoff. So we met for the first time and you've got a two years, right. For, as, as it is for many of us, um, in person, uh, um, which I think was a, was a real breakthrough as Qualtrics has been on its transformation journey. Uh, we added a Trifacta to, um, the, the potty such as the tour, um, and getting all of our sales teams and product organizations, um, to meet in person in one location. I thought that was very powerful for other the company. Uh, but then I tell you, um, um, the reception for Trifacta was beyond anything I could have imagined. Uh, we were working out him and I will, when he's so hot on, on the deal and the core hypotheses and so on. And then you step back and you're going to share the vision with the field organization, and it blows you away, the energy that it creates among our sellers out of partners. >>And I'm sure Madam will and his team were mocked, um, every single day, uh, with questions and opportunities to bring them in. But Adam, maybe you should share. Yeah, no, it was, uh, it was through the roof. I mean, uh, uh, the, uh, the amount of energy, the, uh, certainly how welcoming everybody was, uh, uh, you know, just, I think the story makes so much sense together. I think culturally, the company is, are very aligned. Um, and, uh, it was a real, uh, real capstone moment, uh, to be able to complete the acquisition and to, and to close and announced, you know, at the kickoff event. And, um, I think, you know, for us, when we really thought about it, you know, when we ended, the story that we told was just, you have this opportunity to really cater to what the end users care about, which is a lot about interactivity and self-service, and at the same time. >>And that's, and that's a lot of the goodness that, um, that Altryx is, has brought, you know, through, you know, you know, years and years of, of building a very vibrant community of, you know, thousands, hundreds of thousands of users. And on the other side, you know, Trifacta bringing in this data engineering focus, that's really about, uh, the governance things that you mentioned and the openness, um, that, that it cares deeply about. And all of a sudden, now you have a chance to put that together into a complete story where the data engineering cloud and analytics, automation, you know, coming together. And, um, and I just think, you know, the lights went on, um, you know, for people instantaneously and, you know, this is a story that, um, that I think the market is really hungry for. And certainly the reception we got from, uh, from the broader team at kickoff was, uh, was a great indication. >>Well, I think the story hangs together really well, you know, one of the better ones I've seen in, in this space, um, and, and you guys coming off a really, really strong quarter. So congratulations on that jets. We have to leave it there. I really appreciate your time today. Yeah. Take a look at this short video. And when we come back, we're going to dig into the ecosystem and the integration into cloud data warehouses and how leading organizations are creating modern data teams and accelerating their digital businesses. You're watching the cube you're leader in enterprise tech coverage. >>This is your data housed neatly insecurely in the snowflake data cloud. And all of it has potential the potential to solve complex business problems, deliver personalized financial offerings, protect supply chains from disruption, cut costs, forecast, grow and innovate. All you need to do is put your data in the hands of the right people and give it an opportunity. Luckily for you. That's the easy part because snowflake works with Alteryx and Alteryx turns data into breakthroughs with just a click. Your organization can automate analytics with drag and drop building blocks, easily access snowflake data with both sequel and no SQL options, share insights, powered by Alteryx data science and push processing to snowflake for lightning, fast performance, you get answers you can put to work in your teams, get repeatable processes they can share in that's exciting because not only is your data no longer sitting around in silos, it's also mobilized for the next opportunity. Turn your data into a breakthrough Alteryx and snowflake >>Okay. We're back here in the queue, focusing on the business promise of the cloud democratizing data, making it accessible and enabling everyone to get value from analytics, insights, and data. We're now moving into the eco systems segment the power of many versus the resources of one. And we're pleased to welcome. Barb Hills camp was the senior vice president partners and alliances at Ultrix and a special guest Terek do week head of technology alliances at snowflake folks. Welcome. Good to see you. >>Thank you. Thanks for having me. Good to see >>Dave. Great to see you guys. So cloud migration, it's one of the hottest topics. It's the top one of the top initiatives of senior technology leaders. We have survey data with our partner ETR it's number two behind security, and just ahead of analytics. So we're hovering around all the hot topics here. Barb, what are you seeing with respect to customer, you know, cloud migration momentum, and how does the Ultrix partner strategy fit? >>Yeah, sure. Partners are central company's strategy. They always have been. We recognize that our partners have deep customer relationships. And when you connect that with their domain expertise, they're really helping customers on their cloud and business transformation journey. We've been helping customers achieve their desired outcomes with our partner community for quite some time. And our partner base has been growing an average of 30% year over year, that partner community and strategy now addresses several kinds of partners, spanning solution providers to global SIS and technology partners, such as snowflake and together, we help our customers realize the business promise of their journey to the cloud. Snowflake provides a scalable storage system altereds provides the business user friendly front end. So for example, it departments depend on snowflake to consolidate data across systems into one data cloud with Altryx business users can easily unlock that data in snowflake solving real business outcomes. Our GSI and solution provider partners are instrumental in providing that end to end benefit of a modern analytic stack in the cloud providing platform, guidance, deployment, support, and other professional services. >>Great. Let's get a little bit more into the relationship between Altrix and S in snowflake, the partnership, maybe a little bit about the history, you know, what are the critical aspects that we should really focus on? Barb? Maybe you could start an Interra kindly way in as well. >>Yeah, so the relationship started in 2020 and all shirts made a big bag deep with snowflake co-innovating and optimizing cloud use cases together. We are supporting customers who are looking for that modern analytic stack to replace an old one or to implement their first analytic strategy. And our joint customers want to self-serve with data-driven analytics, leveraging all the benefits of the cloud, scalability, accessibility, governance, and optimizing their costs. Um, Altrix proudly achieved. Snowflake's highest elite tier in their partner program last year. And to do that, we completed a rigorous third party testing process, which also helped us make some recommended improvements to our joint stack. We wanted customers to have confidence. They would benefit from high quality and performance in their investment with us then to help customers get the most value out of the destroyed solution. We developed two great assets. One is the officer starter kit for snowflake, and we coauthored a joint best practices guide. >>The starter kit contains documentation, business workflows, and videos, helping customers to get going more easily with an altered since snowflake solution. And the best practices guide is more of a technical document, bringing together experiences and guidance on how Altryx and snowflake can be deployed together. Internally. We also built a full enablement catalog resources, right? We wanted to provide our account executives more about the value of the snowflake relationship. How do we engage and some best practices. And now we have hundreds of joint customers such as Juniper and Sainsbury who are actively using our joint solution, solving big business problems much faster. >>Cool. Kara, can you give us your perspective on the partnership? >>Yeah, definitely. Dave, so as Barb mentioned, we've got this standing very successful partnership going back years with hundreds of happy joint customers. And when I look at the beginning, Altrix has helped pioneer the concept of self-service analytics, especially with use cases that we worked on with for, for data prep for BI users like Tableau and as Altryx has evolved to now becoming from data prep to now becoming a full end to end data science platform. It's really opened up a lot more opportunities for our partnership. Altryx has invested heavily over the last two years in areas of deep integration for customers to fully be able to expand their investment, both technologies. And those investments include things like in database pushed down, right? So customers can, can leverage that elastic platform, that being the snowflake data cloud, uh, with Alteryx orchestrating the end to end machine learning workflows Alteryx also invested heavily in snow park, a feature we released last year around this concept of data programmability. So all users were regardless of their business analysts, regardless of their data, scientists can use their tools of choice in order to consume and get at data. And now with Altryx cloud, we think it's going to open up even more opportunities. It's going to be a big year for the partnership. >>Yeah. So, you know, Terike, we we've covered snowflake pretty extensively and you initially solve what I used to call the, I still call the snake swallowing the basketball problem and cloud data warehouse changed all that because you had virtually infinite resources, but so that's obviously one of the problems that you guys solved early on, but what are some of the common challenges or patterns or trends that you see with snowflake customers and where does Altryx come in? >>Sure. Dave there's there's handful, um, that I can come up with today, the big challenges or trends for us, and Altrix really helps us across all of them. Um, there are three particular ones I'm going to talk about the first one being self-service analytics. If we think about it, every organization is trying to democratize data. Every organization wants to empower all their users, business users, um, you know, the, the technology users, but the business users, right? I think every organization has realized that if everyone has access to data and everyone can do something with data, it's going to make them competitively, give them a competitive advantage with Altrix is something we share that vision of putting that power in the hands of everyday users, regardless of the skillsets. So, um, with self-service analytics, with Ultrix designer they've they started out with self-service analytics as the forefront, and we're just scratching the surface. >>I think there was an analyst, um, report that shows that less than 20% of organizations are truly getting self-service analytics to their end users. Now, with Altryx going to Ultrix cloud, we think that's going to be a huge opportunity for us. Um, and then that opens up the second challenge, which is machine learning and AI, every organization is trying to get predictive analytics into every application that they have in order to be competitive in order to be competitive. Um, and with Altryx creating this platform so they can cater to both the everyday business user, the quote unquote, citizen data scientists, and making a code friendly for data scientists to be able to get at their notebooks and all the different tools that they want to use. Um, they fully integrated in our snow park platform, which I talked about before, so that now we get an end to end solution caring to all, all lines of business. >>And then finally this concept of data marketplaces, right? We, we created snowflake from the ground up to be able to solve the data sharing problem, the big data problem, the data sharing problem. And Altryx um, if we look at mobilizing your data, getting access to third-party datasets, to enrich with your own data sets, to enrich with, um, with your suppliers and with your partners, data sets, that's what all customers are trying to do in order to get a more comprehensive 360 view, um, within their, their data applications. And so with Altryx alterations, we're working on third-party data sets and marketplaces for quite some time. Now we're working on how do we integrate what Altrix is providing with the snowflake data marketplace so that we can enrich these workflows, these great, great workflows that Altrix writing provides. Now we can add third party data into that workflow. So that opens up a ton of opportunities, Dave. So those are three I see, uh, easily that we're going to be able to solve a lot of customer challenges with. >>So thank you for that. Terrick so let's stay on cloud a little bit. I mean, Altrix is undergoing a major transformation, big focus on the cloud. How does this cloud launch impact the partnership Terike from snowflakes perspective and then Barb, maybe, please add some color. >>Yeah, sure. Dave snowflake started as a cloud data platform. We saw our founders really saw the challenges that customers are having with becoming data-driven. And the biggest challenge was the complexity of having imagine infrastructure to even be able to do it, to get applications off the ground. And so we created something to be cloud-native. We created to be a SAS managed service. So now that that Altrix is moving to the same model, right? A cloud platform, a SAS managed service, we're just, we're just removing more of the friction. So we're going to be able to start to package these end to end solutions that are SAS based that are fully managed. So customers can, can go faster and they don't have to worry about all of the underlying complexities of, of, of stitching things together. Right? So, um, so that's, what's exciting from my viewpoint >>And I'll follow up. So as you said, we're investing heavily in the cloud a year ago, we had two pre desktop products, and today we have four cloud products with cloud. We can provide our users with more flexibility. We want to make it easier for the users to leverage their snowflake data in the Alteryx platform, whether they're using our beloved on-premise solution or the new cloud products were committed to that continued investment in the cloud, enabling our joint partner solutions to meet customer requirements, wherever they store their data. And we're working with snowflake, we're doing just that. So as customers look for a modern analytic stack, they expect that data to be easily accessible, right within a fast, secure and scalable platform. And the launch of our cloud strategy is a huge leap forward in making Altrix more widely accessible to all users in all types of roles, our GSI and our solution provider partners have asked for these cloud capabilities at scale, and they're excited to better support our customers, cloud and analytic >>Are. How about you go to market strategy? How would you describe your joint go to market strategy with snowflake? >>Sure. It's simple. We've got to work backwards from our customer's challenges, right? Driving transformation to solve problems, gain efficiencies, or help them save money. So whether it's with snowflake or other GSI, other partner types, we've outlined a joint journey together from recruit solution development, activation enablement, and then strengthening our go to market strategies to optimize our results together. We launched an updated partner program and within that framework, we've created new benefits for our partners around opportunity registration, new role based enablement and training, basically extending everything we do internally for our own go-to-market teams to our partners. We're offering partner, marketing resources and funding to reach new customers together. And as a matter of fact, we recently launched a fantastic video with snowflake. I love this video that very simply describes the path to insights starting with your snowflake data. Right? We do joint customer webinars. We're working on joint hands-on labs and have a wonderful landing page with a lot of assets for our customers. Once we have an interested customer, we engage our respective account managers, collaborating through discovery questions, proof of concepts really showcasing the desired outcome. And when you combine that with our partners technology or domain expertise, it's quite powerful, >>Dark. How do you see it? You'll go to market strategy. >>Yeah. Dave we've. Um, so we initially started selling, we initially sold snowflake as technology, right? Uh, looking at positioning the diff the architectural differentiators and the scale and concurrency. And we noticed as we got up into the larger enterprise customers, we're starting to see how do they solve their business problems using the technology, as well as them coming to us and saying, look, we want to also know how do you, how do you continue to map back to the specific prescriptive business problems we're having? And so we shifted to an industry focus last year, and this is an area where Altrix has been mature for probably since their inception selling to the line of business, right? Having prescriptive use cases that are particular to an industry like financial services, like retail, like healthcare and life sciences. And so, um, Barb talked about these, these starter kits where it's prescriptive, you've got a demo and, um, a way that customers can get off the ground and running, right? >>Cause we want to be able to shrink that time to market, the time to value that customers can watch these applications. And we want to be able to, to tell them specifically how we can map back to their business initiatives. So I see a huge opportunity to align on these industry solutions. As BARR mentioned, we're already doing that where we've released a few around financial services working in healthcare and retail as well. So that is going to be a way for us to allow customers to go even faster and start to map two lines of business with Alteryx. >>Great. Thanks Derek. Bob, what can we expect if we're observing this relationship? What should we look for in the coming year? >>A lot specifically with snowflake, we'll continue to invest in the partnership. Uh, we're co innovators in this journey, including snow park extensibility efforts, which Derek will tell you more about shortly. We're also launching these great news strategic solution blueprints, and extending that at no charge to our partners with snowflake, we're already collaborating with their retail and CPG team for industry blueprints. We're working with their data marketplace team to highlight solutions, working with that data in their marketplace. More broadly, as I mentioned, we're relaunching the ultra partner program designed to really better support the unique partner types in our global ecosystem, introducing new benefits so that with every partner, achievement or investment with ultra score, providing our partners with earlier access to benefits, um, I could talk about our program for 30 minutes. I know we don't have time. The key message here Alteryx is investing in our partner community across the business, recognizing the incredible value that they bring to our customers every day. >>Tarik will give you the last word. What should we be looking for from, >>Yeah, thanks. Thanks, Dave. As BARR mentioned, Altrix has been the forefront of innovating with us. They've been integrating into, uh, making sure again, that customers get the full investment out of snowflake things like in database push down that I talked about before that extensibility is really what we're excited about. Um, the ability for Ultrix to plug into this extensibility framework that we call snow park and to be able to extend out, um, ways that the end users can consume snowflake through, through sequel, which has traditionally been the way that you consume snowflake as well as Java and Scala, not Python. So we're excited about those, those capabilities. And then we're also excited about the ability to plug into the data marketplace to provide third party data sets, right there probably day sets in, in financial services, third party, data sets and retail. So now customers can build their data applications from end to end using ultrasound snowflake when the comprehensive 360 view of their customers, of their partners, of even their employees. Right? I think it's exciting to see what we're going to be able to do together with these upcoming innovations. Great >>Barb Tara, thanks so much for coming on the program, got to leave it right there in a moment, I'll be back with some closing thoughts in a summary, don't go away. >>1200 hours of wind tunnel testing, 30 million race simulations, 2.4 second pit stops make that 2.3. The sector times out the wazoo, whites are much of this velocity's pressures, temperatures, 80,000 components generating 11.8 billion data points and one analytics platform to make sense of it all. When McLaren needs to turn complex data into insights, they turn to Altryx Qualtrics analytics, automation, >>Okay, let's summarize and wrap up the session. We can pretty much agree the data is plentiful, but organizations continue to struggle to get maximum value out of their data investments. The ROI has been elusive. There are many reasons for that complexity data, trust silos, lack of talent and the like, but the opportunity to transform data operations and drive tangible value is immense collaboration across various roles. And disciplines is part of the answer as is democratizing data. This means putting data in the hands of those domain experts that are closest to the customer and really understand where the opportunity exists and how to best address them. We heard from Jay Henderson that we have all this data exhaust and cheap storage. It allows us to keep it for a long time. It's true, but as he pointed out that doesn't solve the fundamental problem. Data is spewing out from our operational systems, but much of it lacks business context for the data teams chartered with analyzing that data. >>So we heard about the trend toward low code development and federating data access. The reason this is important is because the business lines have the context and the more responsibility they take for data, the more quickly and effectively organizations are going to be able to put data to work. We also talked about the harmonization between centralized teams and enabling decentralized data flows. I mean, after all data by its very nature is distributed. And importantly, as we heard from Adam Wilson and Suresh Vittol to support this model, you have to have strong governance and service the needs of it and engineering teams. And that's where the trifecta acquisition fits into the equation. Finally, we heard about a key partnership between Altrix and snowflake and how the migration to cloud data warehouses is evolving into a global data cloud. This enables data sharing across teams and ecosystems and vertical markets at massive scale all while maintaining the governance required to protect the organizations and individuals alike. >>This is a new and emerging business model that is very exciting and points the way to the next generation of data innovation in the coming decade. We're decentralized domain teams get more facile access to data. Self-service take more responsibility for quality value and data innovation. While at the same time, the governance security and privacy edicts of an organization are centralized in programmatically enforced throughout an enterprise and an external ecosystem. This is Dave Volante. All these videos are available on demand@theqm.net altrix.com. Thanks for watching accelerating automated analytics in the cloud made possible by Altryx. And thanks for watching the queue, your leader in enterprise tech coverage. We'll see you next time.

>>Welcome everyone to the cubes presentation of the AWS startup showcase open cloud innovations. This is season two episode one of the ongoing series and we're covering exciting and innovative startups from the AWS ecosystem. Today. We're going to focus on the open source community. I'm your host, Dave Vellante. And right now we're going to talk about open source security and mitigating risk in light of a recent discovery of a zero day flaw in log for J a Java logging utility and a related white house executive order that points to the FTC pursuing companies that don't properly secure consumer data as a result of this vulnerability and with me to discuss this critical issue and how to more broadly address software supply chain risk is Don Fisher. Who's the CEO of tide lift. Thank you for coming on the program, Donald. >>Thanks for having me excited to be here. Yeah, pleasure. >>So look, there's a lot of buzz. You open the news, you go to your favorite news site and you see this, you know, a log for J this is an, a project otherwise known as logged for shell. It's this logging tool. My understanding is it's, it's both ubiquitous and very easy to exploit. Maybe you could explain that in a little bit more detail. And how do you think this vulnerability is going to affect things this year? >>Yeah, happy to, happy to dig in a little bit in orient around this. So, you know, just a little definitions to start with. So log for J is a very widely used course component that's been around for quite a while. It's actually an amazing piece of technology log for J is used in practically every serious enterprise Java application over the last 10 going on 20 years. So it's, you know, log for J itself is fantastic. The challenge that organization organizations have been facing relate to a specific security vulnerability that was discovered in log for J and that has been given this sort of brand's name as it happens these days. Folks may remember Heartbleed around the openness to sell vulnerability some years back. This one has been dubbed logged for shell. And the reason why it was given that name is that this is a form of security vulnerability that actually allows attackers. >>You know, if a system is found that hasn't been patched to remediate it, it allows hackers to get full control of a, of a system of a server that has the software running on it, or includes this log for J component. And that means that they can do anything. They can access, you know, private customer data on that system, or really do anything and so-called shell level access. So, you know, that's the sort of definitions of what it is, but the reason why it's important is in the, in the small, you know, this is a open door, right? It's a, if, if organizations haven't patched this, they need to respond to it. But one of the things that's kind of, you know, I think important to recognize here is that this log for J is just one of literally thousands of independently created open source components that flow into the applications that almost every organization built and all of them all software is going to have security vulnerabilities. And so I think that log for J is, has been a catalyst for organizations to say, okay, we've got to solve this specific problem, but we all also have to think ahead about how is this all gonna work. If our software supply chain originates with independent creators across thousands of projects across the internet, how are we going to put a better plan in place to think ahead to the next log for J log for shell style incident? And for sure there will be more >>Okay. So you see this incident as a catalyst to maybe more broadly thinking about how to secure the, the digital supply chain. >>Absolutely. Yeah, it's a, this is proving a point that, you know, a variety of folks have been making for a number of years. Hey, we depend, I mean, honestly these days more than 70% of most applications, most custom applications are comprised of this third party open source code. Project's very similar in origin and governance to log for J that's just reality. It's actually great. That's an amazing thing that the humans collaborating on the internet have caused to be possible that we have this rich comments of open source software to build with, but we also have to be practical about it and say, Hey, how are we going to work together to make sure that that software as much as possible is vetted to ensure that it meets commercial standards, enterprise standards ahead of time. And then when the inevitable issues arise like this incident around the log for J library, that we have a great plan in place to respond to it and to, you know, close the close the door on vulnerabilities when they, when they show up. >>I mean, you know, when you listen to the high level narrative, it's easy to point fingers at organizations, Hey, you're not doing enough now. Of course the U S government has definitely made attempts to emphasize this and, and shore up in, in, in, in, in push people to shore up the software supply chain, they've released an executive order last may, but, but specifically, I mean, it's just a complicated situation. So what steps should organizations really take to make sure that they don't fall prey to these future supply chain attacks, which, you know, are, as you pointed out are inevitable. >>Yeah. I mean, it's, it's a great point that you make that the us federal government has taken proactive steps starting last year, 2021 in the fallout of the solar winds breach, you know, about 12 months ago from the time that we're talking, talking here, the U S government actually was a bit ahead of the game, both in flagging the severity of this, you know, area of concern and also directing organizations on how to respond to it. So the, in May, 2021, the white house issued an executive order on cybersecurity and it S directed federal agencies to undertake a whole bunch of new measures to ensure the security of different aspects of their technology and software supply chain specifically called out open source software as an area where they put, you know, hard requirements around federal agencies when they're acquiring technology. And one of the things that the federal government that the white house cybersecurity executive order directed was that organizations need to start with creating a list of the third-party open source. >>That's flowing into their applications, just that even have a table of contents or an index to start working with. And that's, that's called a, a software bill of materials or S bomb is how some people pronounce that acronym. So th the federal government basically requires federal agencies to now create Nessbaum for their applications to demand a software bill of materials from vendors that are doing business with the government and the strategy there has been to expressly use the purchasing power of the us government to level up industry as a whole, and create the necessary incentives for organizations to, to take this seriously. >>You know, I, I feel like the solar winds hack that you mentioned, of course it was widely affected the government. So we kind of woke them up, but I feel like it was almost like a stuck set Stuxnet moment. Donald were very sophisticated. I mean, for the first time patches that were supposed to be helping us protect, now we have to be careful with them. And you mentioned the, the bill of its software, bill of materials. We have to really inspect that. And so let's get to what you guys do. How do you help organizations deal with this problem and secure their open source software supply chain? >>Yeah, absolutely happy to tell you about, about tide lift and, and how we're looking to help. So, you know, the company, I co-founded the company with a couple of colleagues, all of whom are long-term open source folks. You know, I've been working in around commercializing open source for the last 20 years that companies like red hat and, and a number of others as have my co-founders the opportunity that we saw is that, you know, while there have been vendors for some of the traditional systems level, open source components and stacks like Linux, you know, of course there's red hat and other vendors for Linux, or for Kubernetes, or for some of the databases, you know, there's standalone companies for these logs, for shell style projects, there just hasn't been a vendor for them. And part of it is there's a challenge to cover a really vast territory, a typical enterprise that we inspect has, you know, upwards of 10,000 log for shell log for J like components flowing into their application. >>So how do they get a hand around their hands around that challenge of managing that and ensuring it needs, you know, reasonable commercial standards. That's what tide lifts sets out to do. And we do it through a combination of two elements, both of which are fairly unique in the market. The first of those is a purpose-built software solution that we've created that keeps track of the third-party open source, flowing into your applications, inserts itself into your DevSecOps tool chain, your developer tooling, your application development process. And you can kind of think of it as next to the point in your release process, where you run your unit test to ensure the business logic in the code that your team is writing is accurate and sort of passes tests. We do a inspection to look at the state of the third-party open source packages like Apache log for J that are flowing into your, into your application. >>So there's a software element to it. That's a multi-tenant SAS service. We're excited to be partnered with, with AWS. And one of the reasons why we're here in this venue, talking about how we are making that available jointly with AWS to, to drink customers deploying on AWS platforms. Now, the other piece of the, of our solution is really, really unique. And that's the set of relationships that Tyler has built directly with these independent open source maintainers, the folks behind these open source packages that organizations rely on. And, you know, this is where we sort of have this idea. Somebody is making that software in the first place, right? And so would those folks be interested? Could we create a set of aligned incentives to encourage them, to make sure that that software meets a bunch of enterprise standards and areas around security, like, you know, relating to the log for J vulnerability, but also other complicated parts of open source consumption like licensing and open source license, accuracy, and compatibility, and also maintenance. >>Like if somebody looking after the software going forward. So just trying to basically invite open source creators, to partner with us, to level up their packages through those relationships, we get really, really clean, clear first party data from the folks who create, maintain the software. And we can flow that through the tools that I described so that end organizations can know that they're building with open source components that have been vetted to meet these standards, by the way, there's a really cool side effect of this business model, which is that we pay these open source maintainers to do this work with us. And so now we're creating a new income stream around what previously had been primarily a volunteer activity done for impact in this universe of open source software. We're helping these open source maintainers kind of GoPro on an aspect of what they do around open source. And that means they can spend more time applying more process and tools and methodology to making that open source software even better. And that's good for our customers. And it's good for everyone who relies on open source software, which is really everyone in society these days. That's interesting. I >>Was going to ask you what's their incentive other than doing the right thing. Can you give us an example of, of maybe a example of an open source maintainer that you're working with? >>Yeah. I mean, w we're working with hundreds of open source maintainers and a few of the key open source foundations in different areas across JavaScript, Java PHP, Ruby python.net, and, you know, like examples of categories of projects that we're working with, just to be clear, are things like, you know, web frameworks or parser libraries or logging libraries, like a, you know, log for J and all the other languages, right? Or, you know, time and date manipulation libraries. I mean, they, these are sort of the, you know, kind of core building blocks of applications and individually, they, you know, they may seem like, you know, maybe a minor, a minor thing, but when you multiply them across how many applications these get used in and log for J is a really, really clarifying case for folks to understand this, you know, what can seemingly a small part of your overall application estate can have disproportionate impact on, on your operations? As we saw with many organizations that spent, you know, a weekend or a week, or a large part of the holidays, scrambling to patch and remediate this, a single vulnerability in one of those thousands of packages in that case log. >>Okay, got it. So you have this two, two headed, two vectors that I'm going to call it, your ecosystem, your relationship with these open source maintainers is kind of a, that just didn't happen overnight, and it develop those relationships. And now you get first party data. You monetize that with a software service that is purpose built as the monitor of the probe that actually tracks that third, third party activity. So >>Exactly right. Got it. >>Okay. So a lot of companies, Donald, I mean, this is, like I said before, it's a complicated situation. You know, a lot of people don't have the skillsets to deal with this. And so many companies just kind of stick their head in the sand and, you know, hope for the best, but that's not a great strategy. What are the implications for organizations if they don't really put the tools and processes into place to manage their open source, digital supply chain. >>Yeah. Ignoring the problem is not a viable strategy anymore, you know, and it's just become increasingly clear as these big headline incidents that happened like Heartbleed and solar winds. And now this logged for shell vulnerability. So you can, you can bet on that. Continuing into the future and organizations I think are, are realizing the ones that haven't gotten ahead of this problem are realizing this is a critical issue that they need to address, but they have help, right. You know, the federal government, another action beyond that cybersecurity executive order that was directed at federal agencies early last year, just in the last week or so, the FTC of the U S federal trade commission has made a much more direct warning to private companies and industry saying that, you know, issues like this log for J vulnerability risk exposing private, you know, consumer data. That is one of the express mandates of the FTC is to avoid that the FTC has said that this is, you know, bears on both the federal trade commission act, as well as the Gramm-Leach-Bliley act, which relates to consumer data privacy. >>And the FTC just came right out and said it, they said they cited the $700 million settlements that Equifax was subject to for their data breach that also related to open source component, by the way, that that had not been patched by, by Equifax. And they said the FTC intents to use its full legal authority to pursue companies that failed to take reasonable steps, to protect consumer data from exposure as a result of log for J or similar known vulnerabilities in the future. So the FTC is saying, you know, this is a critical issue for consumer privacy and consumer data. We are going to enforce against companies that do not take reasonable precautions. What are reasonable precautions? I think it's kind of a mosaic of solutions, but I'm glad to say tide lift is contributing a really different and novel solution to the mix that we hope will help organizations contend with this and avoid that kind of enforcement action from FTC or other regulators. >>Well, and the good news is that you can tap a tooling like tide lift in the cloud as a service and you know, much easier today than it was 10 or 15 years ago to, to resolve, or at least begin to demonstrate that you're taking action against this problem. >>Absolutely. There's new challenges. Now I'm moving into a world where we build on a foundation of independently created open source. We need new solutions and new ideas, and that's a, you know, that's part of what we're, we're, we're showing up with from the tide lift angle, but there's many other elements that are going to be necessary to provide the full solution around securing the open source supply chain going forward. >>Well, Donald Fisher of tide lift, thanks so much for coming to the cube and best of luck to your organization. Thanks for the good work that you guys do. >>Thanks, Dave. Really appreciate your partnership on this, getting the word out and yeah, thanks so much for today. >>Very welcome. And you are watching the AWS startup showcase open cloud innovations. Keep it right there for more action on the cube, your leader in enterprise tech coverage.

>>from around the globe. It's the >>cube with digital >>coverage of IBM >>Think 2021 brought to you >>by IBM. Welcome back everyone to the cube coverage of IBM Think 2021 virtual um john for your host of the cube. Our next guest taylor Holloway. Chief technology officer at advent one. Tyler welcome to the cube from down under in Australia and we're in Palo alto California. How are you? >>Well thanks john thanks very much. Glad to be glad to be on here. >>Love love the virtual cube of the virtual events. We can get to talk to people really quickly with click um great conversation here around hybrid cloud, multi cloud and all things software enterprise before we get started. I wanna take a minute to explain what you guys do at advent one. What's the main focus? >>Yeah. So look we have a lot of customers in different verticals. Um so you know generally what we provide depends on the particular industry the customers in. But generally speaking we see a lot of demand for operational efficiency, helping our clients tackle cyber security risks, adopt cloud and set them up to modernize the applications. >>And this is this has been a big wave coming in for sure with you know, cloud and scale. So I gotta ask you, what are the main challenges that you guys are solvent for your customers um and how are you helping them overcome come that way and transformative innovative way? >>Yeah, look, I think helping our clients um improve their security posture is a big one. We're finding as well that our customers are gaining a lot of operational efficiency by adopting sort of open source technology red huts an important partner of ours as his IBM um and we're seeing them sort of move away from some more proprietary solutions. Automation is a big focus for us as well. We've had some great outcomes with our clients or helping them automate um and you know, to live up um you know the stand up and data operations of environments a lot quickly a lot more easily and uh and to be able to sort of apply some standards across multiple sort of areas of their I. T. Estate. >>What are some of the solutions that you guys are doing with IBM's portfolio on the infrastructure side, you got red hat, you've got a lot of open source stuff to meet the needs of clients. What do you mean? What's the mean? >>Uh Yeah I think on the storage side will probably help our clients sort of tackle the expanding data in structured and particularly unstructured data they're trying to take control of so you know, looking at spectrum scale and those type of products from an audio perspective for unstructured data is a good example. And so they're flush systems for more block storage and more run of the mill sort of sort of environments. We have helped our clients consolidate and modernize on IBM power systems. Having Red Hat is both a Lynx operating system and having open shift as a container platform. Um really helps there. And Red Hat also provides management overlay, which has been great on what we do with IBM power systems. We've been working on a few different sort of use cases on power in particular. More recently, SAP Hana is a big one where we've had some success with our clients migrating Muhanna on to onto IBM power systems. And we've also helped our customers, you know, improve some um some environments on the other end of the side, such as IBM I, we still have a large number of customers with, with IBM I and and you know how do we help them? You know some of them are moving to cloud in one way or another others are consuming some kind of IRS and we can sort of wrap around a managed service to to help them through. >>So I gotta ask you the question, you know U C T. Oh you played a lot of technologies kubernetes just become this lingua franca for this kind of like I'll call a middleware kind of orchestration layer uh containers. Also you're awesome but I gotta ask you when you walk into a client's environment you have to name names but you know usually you see kind of two pictures man, they need some serious help or they got their act together. So either way they're both opportunities for Hybrid cloud. How do you how do you how do you evaluate the environment when you go in, when you walk into those two scenarios? What goes through your mind? What some of the conversations that you guys have with those clients. Can you take me through a kind of day in the life of both scenarios? The ones that are like I can't get the job done, I'm so close in on the right team and the other ones, like we're grooving, we're kicking butt. >>Yeah. So look, let's start well, I supposed to start off with you try and take somewhat of a technology agnostic view and just sort of sit down and listen to what they're trying to achieve, how they're going for customers who have got it. You know, as you say, all nailed down things are going really well. Um it's just really understanding what what can we do to help. Is there an opportunity for us to help at all like there? Um, you know, generally speaking, there's always going to be something and it may be, you know, we don't try and if someone is going really well, they might just want someone to help with a bespoke use case or something very specific where they need help. On the other end of the scale where a customer is sort of pretty early on and starting to struggle. We generally try and help them not boil the ocean at once. Just try and get some winds, pick some key use cases, you know, deliver some value back and then sort of growing from there rather than trying to go into a customer and trying to do everything at once tends to be a challenge. Just understand what the priorities are and help them get going. >>What's the impact been for red hat? Um, in your customer base, a lot of overlap. Some overlap, no overlap coming together. What's the general trend that you're seeing? What's the reaction been? >>Yeah I think it's been really good. Obviously IBM have a lot of focus on cloud packs where they're bringing their software on red hat open shift that will run on multiple clouds. So I think that's one that we'll see a lot more of overtime. Um Also helping customers automate their I. T. Operations with answerable is one we do quite a lot of um and there's some really bespoke use cases we've done with that as well as some standardized one. So helping with day two operations and all that sort of thing. But there's also some really sort of out there things customers have needed to automate that's been a challenge for them and being able to use open source tools to do it has worked really well. We've had some good wins there, >>you know, I want to ask you about the architecture and I'm just some simplify it real. Just for the sake of devops, um you know, segmentation, you got hybrid clouds, take a programmable infrastructure and then you've got modern applications that need to have a I some have said I've even sit on the cube and other broadcast that if you don't have a I you're gonna be at a handicap some machine learning, some data has to be in there. You can probably see ai and mostly everything as you go in and try to architect that out for customers um and help them get to a hybrid cloud infrastructure with real modern application front end with using data. What's what's the playbook? Do you have any best practices or examples you can share or scenarios or visions that you see uh playing >>out? I think you're the first one is obviously making sure customers data is in the right place. So if they might be wanting to use um some machine learning in one particular cloud provider and they've got a lot of their applications and data in another, you know, how do we help them make it mobile and able to move data from one cloud to another or back into court data center? So there's a lot of that. I think that we spend a lot of time with customers to try and get a right architecture and also how do we make sure it's secure from end to end. So if they're moving things from into multiple one or more public clouds as well as maybe in their own data center, making sure connectivity is all set up properly. All the security requirements are met. So I think we sort of look at it from a from a high level design point of view, we look at obviously what the target state is going to be versus the current state that really take into account security, performance, connectivity or those sort of things to make sure that they're going to have a good result. >>You know, one of the things you mentioned and this comes up a lot of my interviews with partners of IBM is they always comment about their credibility and all the other than the normal stuff. But one of the things that comes out a lot pretty much consistently is their experience in verticals. Uh they have such a track record in verticals and this is where AI and machine learning data has to be very much scoped in on the vertical. You can't generalize and have a general purpose data plane inside of vertically specialized kind of focus. How how do you see that evolving, how does IBM play there with this kind of the horizontally scalable mindset of a hybrid model, both on premise in the cloud, but that's still saying provide that intimacy with the data to fuel the machine learning or NLP or power that ai which seems to be critical. >>Yeah, I think there's a lot of services where you know, public cloud providers are bringing out new services all the time and some of it is pre can and easy to consume. I think what IBM from what I've observed, being really good at is handling some of those really bespoke use cases. So if you have a particular vertical with a challenge, um you know, there's going to be sort of things that are pre can that you can go and consume. But if you need to do something custom that could be quite challenging. How do they sort of build something that could be quite specific for a particular industry and then obviously being able to repeat that afterwards for us, that's obviously something we're very interested in. >>Yeah, tell I love chatting whether you love getting the low down also, people might not know your co author of a book performance guy with IBM Power Systems, So I gotta ask you, since I got you here and I don't mean to put you on the spot, but if you can just share your vision or any kind of anecdotal observation as people start to put together their architecture and again, you know, Beauty's in the eye of the beholder, every environment is different. But still, hybrid, distributed concept is distributed computing. Is there a KPI is there a best practice on as a manager or systems architect to kind of keep an eye on what what good is and how how good becomes better because the day to operations becomes a super important concept. We're seeing some called Ai ops where okay, I'm provisioning stuff out on a hybrid Cloud operational environment. But now day two hits are things happen as more stuff entered into the equation. What's your vision on KPs and management? What to keep tracking? >>Yeah, I think obviously attention to detail is really important to be able to build things properly. A good KPI particularly managed service area that I'm curious that understanding is how often do you actually have to log into the systems that you're managing? So if you're logging in and recitation into servers and all this sort of stuff all the time, all of your automation and configuration management is not set up properly. So, really a good KPI an interesting one is how often do you log into things all the time? If something went wrong, would you sooner go and build another one and shoot the one that failed or go and restore from backup? So thinking about how well things are automated. If things are immutable using infrastructure as code, those are things that I think are really important when you look at, how is something going to be scalable and easy to manage going forward. What I hate to see is where, you know, someone build something and automates it all in the first place and they're too scared to run it again afterwards in case it breaks something. >>It's funny the next generation of leaders probably won't even know like, hey, yeah, taylor and john they had to log into systems back in the day. You know, I mean, I could be like a story they tell their kids. Uh but no, that's a good Metro. This is this automation. So it's on the next level. Let's go the next level automation. Um what's the low hanging fruit for automation? Because you're getting at really the kind of the killer app there, which is, you know, self healing systems, good networks that are programmable but automation will define more value. What's your take? >>I think the main thing is where you start to move from a model of being able to start small and automate individual things which could be patching or system provisioning or anything like that. But what you really want to get to is to be able to drive everything through, get So instead of having a written up paper, change request, I'm going to change your system and all the rest of it. It really should be driven through a pull request and have things through it and and build pipelines to go and go and make a change running in development, make sure it's successful and then it goes and gets pushed into production. That's really where I think you want to get to and you can start to have a lot of people collaborating really well on this particular project or a customer that also have some sort of guard rails around what happens in some level of governance rather than being a free for all. >>Okay, final question. Where do you see event one headed? What's your future plans to continue to be a leader? I. T. Service leader for this guy? BMS Infrastructure portfolio? >>I think it comes down to people in the end, so really making sure that we partner with our clients and to be well positioned to understand what they want to achieve and and have the expertise in our team to bring to the table to help them do it. I think open source is a key enabler to help our clients adopt a hybrid cloud model to sort of touched on earlier uh as well as be able to make use of multiple clouds where it makes sense from a managed service perspective. I think everyone is really considering themselves and next year managed service provider. But what that means for us is to provide a different, differentiated managed service and also have the strong technical expertise to back it up. >>Taylor Holloway, chief technology officer advent one remote videoing in from down under in Australia. I'm john ferrier and Palo alto with cube coverage of IBM thing. Taylor, thanks for joining me today from the cube. >>Thank you very much. >>Okay, cube coverage. Thanks for watching ever. Mhm mm

>>Thank you for joining us for accelerate next event. I hope you're enjoying it so far. I know you've heard about the industry challenges the I. T. Trends HP strategy from leaders in the industry and so today what we wanna do is focus on going deep on workload solutions. So in the most important workload solutions, the ones we always get asked about and so today we want to share with you some best practices, some examples of how we've helped other customers and how we can help you. All right with that. I'd like to start our panel now and introduce chris idler, who's the vice president and general manager of the element. Chris has extensive solution expertise, he's led HP solution engineering programs in the past. Welcome chris and Mark Nickerson, who is the Director of product management and his team is responsible for solution offerings, making sure we have the right solutions for our customers. Welcome guys, thanks for joining me. >>Thanks for having us christa. >>Yeah, so I'd like to start off with one of the big ones, the ones that we get asked about all the time, what we've been all been experienced in the last year, remote work, remote education and all the challenges that go along with that. So let's talk a little bit about the challenges that customers have had in transitioning to this remote work and remote education environments. >>Uh So I I really think that there's a couple of things that have stood out for me when we're talking with customers about V. D. I. Um first obviously there was a an unexpected and unprecedented level of interest in that area about a year ago and we all know the reasons why, but what it really uncovered was how little planning had gone into this space around a couple of key dynamics. One is scale. Um it's one thing to say, I'm going to enable V. D. I. For a part of my work force in a pre pandemic environment where the office was still the central hub of activity for work. It's a completely different scale. When you think about okay I'm going to have 50, 60, 80, maybe 100 of my workforce now distributed around the globe. Um Whether that's in an educational environment where now you're trying to accommodate staff and students in virtual learning, Whether that's in the area of things like Formula one racing, where we had the desire to still have events going on. But the need for a lot more social distancing. Not as many people able to be trackside but still needing to have that real time experience. This really manifested in a lot of ways and scale was something that I think a lot of customers hadn't put as much thought into. Initially the other area is around planning for experience a lot of times the V. D. I. Experience was planned out with very specific workloads are very specific applications in mind. And when you take it to a more broad based environment, if we're going to support multiple functions, multiple lines of business, there hasn't been as much planning or investigation that's gone into the application side. And so thinking about how graphically intense some applications are. Uh one customer that comes to mind would be Tyler I. S. D. Who did a fairly large rollout pre pandemic and as part of their big modernization effort, what they uncovered was even just changes in standard Windows applications Had become so much more graphically intense with Windows 10 with the latest updates with programs like Adobe that they were really needing to have an accelerated experience for a much larger percentage of their install base than they had counted on. So, um, in addition to planning for scale, you also need to have that visibility into what are the actual applications that are going to be used by these remote users? How graphically intense those might be. What's the logging experience going to be as well as the operating experience. And so really planning through that experience side as well as the scale and the number of users is kind of really two of the biggest, most important things that I've seen. >>You know, Mark, I'll just jump in real quick. I think you covered that pretty comprehensively there and it was well done. The a couple of observations I've made, one is just that um, V. D. I suddenly become like mission critical for sales. It's the front line, you know, for schools, it's the classroom, you know, that this isn't Uh cost cutting measure or uh optimization in IT. measure anymore. This is about running the business in a way it's a digital transformation. One aspect of about 1000 aspects of what does it mean to completely change how your business does. And I think what that translates to is that there's no margin for error, right? You know, you really need to to deploy this in a way that that performs, that understands what you're trying to use it for. That gives that end user the experience that they expect on their screen or on their handheld device or wherever they might be, whether it's a racetrack classroom or on the other end of a conference call or a boardroom. Right? So what we do in the engineering side of things when it comes to V. D. I. R. Really understand what's a tech worker, What's a knowledge worker? What's the power worker? What's a gP really going to look like? What time of day look like, You know, who's using it in the morning, Who is using it in the evening? When do you power up? When do you power down? Does the system behave? Does it just have the, it works function and what our clients can can get from H. P. E. Is um you know, a worldwide set of experiences that we can apply to, making sure that the solution delivers on its promises. So we're seeing the same thing you are christa, We see it all the time on beady eye and on the way businesses are changing the way they do business. >>Yeah. It's funny because when I talked to customers, you know, one of the things I heard that was a good tip is to roll it out to small groups first so you can really get a good sense of what the experiences before you roll it out to a lot of other people and then the expertise. Um It's not like every other workload that people have done before. So if you're new at it make sure you're getting the right advice expertise so that you're doing it the right way. Okay. One of the other things we've been talking a lot about today is digital transformation and moving to the edge. So now I'd like to shift gears and talk a little bit about how we've helped customers make that shift and this time I'll start with chris. >>All right Hey thanks. Okay so you know it's funny when it comes to edge because um the edge is different for every customer and every client and every single client that I've ever spoken to of. H. P. S. Has an edge somewhere. You know whether just like we were talking about the classroom might be the edge. But I think the industry when we're talking about edges talking about you know the internet of things if you remember that term from not too not too long ago you know and and the fact that everything is getting connected and how do we turn that into um into telemetry? And I think Mark is going to be able to talk through a a couple of examples of clients that we have in things like racing and automotive. But what we're learning about Edge is it's not just how do you make the Edge work? It's how do you integrate the edge into what you're already doing? And nobody's just the edge. Right. And so if it's if it's um ai ml dl there that's one way you want to use the edge. If it's a customer experience point of service, it's another, you know, there's yet another way to use the edge. So, it turns out that having a broad set of expertise like HP does, um, to be able to understand the different workloads that you're trying to tie together, including the ones that are running at the, at the edge. Often it involves really making sure you understand the data pipeline. What information is at the edge? How does it flow to the data center? How does it flow? And then which data center, which private cloud? Which public cloud are you using? Um, I think those are the areas where we, we really sort of shine is that we we understand the interconnectedness of these things. And so, for example, Red Bull, and I know you're going to talk about that in a minute mark, um the racing company, you know, for them the edges, the racetrack and, and you know, milliseconds or partial seconds winning and losing races, but then there's also an edge of um workers that are doing the design for the cars and how do they get quick access? So, um, we have a broad variety of infrastructure form factors and compute form factors to help with the edge. And this is another real advantage we have is that we we know how to put the right piece of equipment with the right software. And we also have great containerized software with our admiral container platform. So we're really becoming um, a perfect platform for hosting edge centric workloads and applications and data processing. Uh, it's uh um all the way down to things like a Superdome flex in the background. If you have some really, really, really big data that needs to be processed and of course our workhorse reliance that can be configured to support almost every combination of workload you have. So I know you started with edge christa but and and we're and we nail the edge with those different form factors, but let's make sure, you know, if you're listening to this, this show right now, um make sure you you don't isolate the edge and make sure they integrated with um with the rest of your operation, Mark, you know, what did I miss? >>Yeah, to that point chris I mean and this kind of actually ties the two things together that we've been talking about here at the Edge has become more critical as we have seen more work moving to the edge as where we do work, changes and evolves. And the edge has also become that much more closer because it has to be that much more connected. Um, to your point talking about where that edge exists, that edge can be a lot of different places. Um, but the one commonality really is that the edge is an area where work still needs to get accomplished. It can't just be a collection point and then everything gets shipped back to a data center back to some other area for the work. It's where the work actually needs to get done. Whether that's edge work in a used case like V. D. I. Or whether that's edge work. In the case of doing real time analytics, you mentioned red bull racing, I'll bring that up. I mean, you talk about uh, an area where time is of the essence, everything about that sport comes down to time. You're talking about wins and losses that are measured as you said in milliseconds. And that applies not just to how performance is happening on the track, but how you're able to adapt and modify the needs of the car, adapt to the evolving conditions on the track itself. And so when you talk about putting together a solution for an edge like that, you're right. It can't just be, here's a product that's going to allow us to collect data, ship it back someplace else and and wait for it to be processed in a couple of days, you have to have the ability to analyze that in real time. When we pull together a solution involving our compute products are storage products or networking products. When we're able to deliver that full package solution at the edge, what you see results like a 50 decrease in processing time to make real time analytic decisions about configurations for the car and adapting to real time test and track conditions. >>Yeah, really great point there. Um, and I really love the example of edge and racing because I mean that is where it all every millisecond counts. Um, and so important to process that at the edge. Now, switching gears just a little bit. Let's talk a little bit about um some examples of how we've helped customers when it comes to business agility and optimizing the workload for maximum outcome for business agility. Let's talk about some things that we've done to help customers with that >>mark, give it a >>shot. >>Uh, So when we, when we think about business agility, what you're really talking about is the ability to implement on the fly to be able to scale up and scale down the ability to adapt to real time changing situations. And I think the last year has been, has been an excellent example of exactly how so many businesses have been forced to do that. Um I think one of the areas that I think we've probably seen the most ability to help with customers in that agility area is around the space of private and hybrid clouds. Um if you take a look at the need that customers have to be able to migrate workloads and migrate data between public cloud environments, app development environments that may be hosted on site or maybe in the cloud, the ability to move out of development and into production and having the agility to then scale those application rollouts up, having the ability to have some of that. Um some of that private cloud flexibility in addition to a public cloud environment is something that is becoming increasingly crucial for a lot of our customers. >>All right, well, we could keep going on and on, but I'll stop it there. Uh, thank you so much Chris and Mark. This has been a great discussion. Thanks for sharing how we help other customers and some tips and advice for approaching these workloads. I thank you all for joining us and remind you to look at the on demand sessions. If you want to double click a little bit more into what we've been covering all day today, you can learn a lot more in those sessions. And I thank you for your time. Thanks for tuning in today.