>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel AWS and our community partners. Welcome everyone to the Cube virtual and our coverage of the Accenture Executive Summit, which is part of AWS reinvent 2020. I'm your host Rebecca Knight. Today we're talking about the green Cloud and joining me is Kishore Dirk. He is Accenture Senior Managing director Cloud First Global Services lead. Thank you so much for coming on the show Key Shore. >>Nice to meet you, Rebecca. >>Great to have you. Yeah. So I want to start by asking you what it is that we mean when we say green cloud. We know the sustainability is a business imperative. So many organizations around the world are committing to responsible innovation lowering carbon emissions. But what does this? What does it? What does it mean when they talk about cloud from a sustainability perspective? >>E think it's about responsible innovation. Green Cloud is a thoughtful cloud first approach that helps boost profits and benefit the clients for helping reduce carbon emissions. Think about it this way. And you have a large number of data centers and each of these data centers are increasing by 14% every year, and this double digit growth comes with the price of Becca. What you're seeing is these global data centers consume a lot of power on the consumption is nearly pull into the consumption of a country like Spain. So the magnitude off the problem that is out there and and how do we pursue a green approach if you look at this hour? Accenture Analysis In terms of the migrations to public crowd, we have seen that we can reduce that by 59 million tons of CO two per year and with just the 5.9% reduction in top lighting emissions. And he creates this toe 22 million cars off the road. And the magnitude of reduction can go a long way. Meeting climate change commitments, particularly poor data sensitive businesses. >>Wow, that's incredible. What you're the numbers that you're putting forward are absolutely mind blowing. So how does it work? Is it a simple cloud migration? So, you know, >>when companies begin their cloud journey and and then they confront off with them a lot of questions. The decision to make uh, in this particular element sustainable in their solution and benefits. They drive and they had to make vice choices. And then they will gain unprecedented level of innovation, leading to both greener planet as well as a a green of balance sheet. I would say eso effectively. It's all about ambition. Greater the ambition, greater the reduction in carbon emissions. So from a cloud migration perspective, we look at it as a simple solution with approaches and sustainability. Benefits are that very based on things. It's about selecting the right cloud provider, very carbon thoughtful provider and the first step towards a sustainable cloud journey. And here we're looking at clown operators. You know, obviously they have different corporate commitments towards sustainability and that determines how they plan, how they build their the data centers, how they our and consume connections that operate there and how they retire their data centers. Then, uh, the next element that you want to do is how do you build it? Ambition, You know, for some of the companies, on average on Prem drives about 65% energy reduction and the carbon emission reduction of about 84% which is kind of OK and good I would say, But then, if you could go up to 98% by configuring applications to the cloud, that is significant benefit for for the world. And obviously it's a greener cloud that we're talking about. And then the question is, How far can you go? And, you know, obviously the companies have to unlock greater financial, societal environmental benefits. And essential has this cloud based circular operations and sustainable products and services that that you bring into play. So it's a It's a very thoughtful, broader approach that we're bringing and in terms off just a simple concept off migration s. >>So we know that in the covert era, shifting to the cloud has really become a business imperative. How is Accenture working with its clients at a time when all of this movement has been accelerated? How do you partner and what is your approach in terms of helping them with their migrations? >>Yeah, I mean, let me talk a little bit about the pandemic and the crisis that is there today, and and if you really look at that in terms of how your partner with a lot of our clients in terms of the cloud first approach. I'll give you a couple of examples. We've worked with Rolls Royce, McClaren, DHL and others as part of the ventilator UK Charon Consortium again to, uh, coordinate production of medical ventilators urgently needed for the UK Health Service. Many of these firms have taken similar initiatives in terms off, you know, from perfume manufacturers hand sanitizers. And to answer it is, is and again leading passion levels, making BP and again at the U. N. General Assembly. We launched the end to end integration Guy that helps company essentially to have a sustainable development goes. And that's how we're parting at a very large scale. Andi, if you really look at how we work with our clients and what's Accenture's role there? Uh, you know, from in terms of our clients, you know there are multiple steps that we look at. One is about planning, building, deploying and managing an optimal green color solution. And Accenture has this concept off helping clients for the platform to kind of achieve that goal. And here we're having. We're having a platform called Minor, which has a model called Green Clad Advisor, and this is the capability that helps you provide optimal green cloud, you know, a business case and obviously blueprint for each of our clients. And right from the start in terms off, how do we complete lower migration recommendation toe on improve solution accuracy to obviously bringing in the end to end perspective? You know, with this green clad adviser capability, we're helping our clients capture what we call it the carbon footprint for existing data centers and provide, uh, I would say the current cloud C 02 emissions core that you know, obviously helps them with carbon credits that can further their green agenda. So essentially, this is about recommending a green index score reducing carbon footprint for migration, migrating for green a cloud. And it really look at how accentuate itself is practicing. What we preached. 95% of the applications are in the cloud, and this migration has helped us. Uh, toe lied to about $42.5 million in benefit and in the third year, and and another three million analyzed costs that are saved through rightsizing service consumption. So it's a very broad umbrella and a footprint in terms of having engage societally with the U. N our clients. And what is it that we exactly bring to our clients in solving a specific problem? >>Accenture isn't is walking the walk as you say? >>Yes, So that that is that we we practice what we preach, and that is something that we take it to heart. We want toe have a responsible business and we want to practice it. And we want to advise our clients around that >>you are your own use case, and so they they know they can take your advice. So talk a little bit about the global, the cooperation that's needed. We know that conquering this pandemic is going to take a coordinated global effort and talk a little bit about the great reset initiative. First of all, what is that? Why don't we? Why don't we start there? And then we could delve into it a little bit more. >>Okay, so before we get to how we're cooperating, the great recent initiative is about improving the state of the world, and it's about a group of global stakeholders cooperating to simultaneously manage the direct consequences of their Cohen 19 prices andan spirit of this cooperation that you're seeing during Court 19 which will obviously either toe post pandemic project will the worth pressing issues. As I say, we're increasing companies to realize combined potential of technology and sustainable impact, to use enterprise solutions to address with urgency and scale and obviously multiple challenges that are facing our world. One of the ways that you're increasing, uh, companies to reach their Venus cloud with extensions cloud strategy is to build a solid foundation that is resilient. I would prefer to faster to the current as well as future times. Now, when you think of Cloud as the foundation that drives the digital transformation, it's about scale, speed, streamlining your operations and obviously reducing costs. And and as these businesses sees the construct of cloud first, they must remain obviously responsible and trusted. Now think about this right as part of our analysis that profitability can co exist with responsible and sustainable practices. Let's say that on the data centers migrated from on from the cloud based, we estimate, you know, that would reduce carbon emissions globally by 60 million tons for years. Andi, think about it this way, right? Easier Metric will be taking out 22 million cars off the road Thea Other examples that you've seen right in terms off the NHS work that they're doing in UK to build, uh, you know, a Microsoft teams were in based integration and the platform he rolled out for 1.2 million in it. Just users Onda. About 16,000 users there were able to secure instant messages, you know, obviously complete audio video calls and host working meetings across England. So this this work that we did with NHS is is something that we're collaborating with a lot of fools and powering businesses, not marriage. >>Well, you're vividly describing the business case for sustainability. What do you see as the future of cloud when thinking about it through this lens of sustainability and also going back to what you were talking about in terms of how you are helping your fostering cooperation within these organizations? >>That's a very good question, because so if you look at today, right, businesses are obviously environmentally aware, and they are expanding efforts to decrease power consumption, carbon emissions, and they want to run a sustainable operational efficiency across all elements of the business. And this is an increasing trend. And there is that option off energy efficient infrastructure in the global market. And this trend is the cloud. First thinking and with the right cloud migration that we've been discussing is what unlocking new opportunity, like clean energy transitions enabled, enabled by cloud based geographic analysis, material based reductions and better data insights. And this is something that, well, we'll drive with obviously faster analytics platform that is out there now. The sustainability is actually the future of business, which is companies that have historically different the financial security or agility benefits to cloud. Now sustainability becomes an imperative for them and our own experience. Accenture's experience with cloud migrations We have seen 30 to 40% total cost of ownership savings on its driving. Ah, greater workloads, flexibility, better service, somebody utilization and obviously more energy efficient public clouds that cost obviously well, that that drive a lot of these enterprise own data centers. So in our view, what we're seeing is that this this, uh, sustainable cloud position helps helps companies to a drive a lot of the goals, in addition to their financial and other goals. >>So what should organizations who are who are watching this interview and saying, Hey, I need to know more. What do you recommend to them and what? Where should they go to get more information on Green Cloud. >>You know, if you're if you're a business leader and you're thinking about which cloud provider is good, how should applications be modernized to meet our day to day needs Which cloud driven innovation should be priorities? Uh, you know, that's why Accenture, uh, from the Cloud First organization and essentially to provide the whole stack of cloud services to help our clients become a cloud first business. You know, it's all about exhibition. The digital transformation innovating faster, creating differentiated and sustainable value for our clients. And we're powering it up with 70,000 cloud professionals, $3 billion investment and bringing together unmasked depth and breadth of cloud services for our clients in terms of plant solutions and obviously the ecosystem partnership that we have that we're seeing today, Andi assets that help our clients realize that goes on and again toe do reach out to us way can help them to two men, obviously an optimal, sustainable cloud for solution that meets the business needs and being unprecedented levels of innovation. Our experience will be an advantage. And now more than ever, Rebecca. >>So just closing us out here, Do you have any advice for these companies who are navigating a great deal of uncertainty? We What? What do you think? The next 12 to 24 months. What do you think that should be on the minds of CEOs as they go >>forward. So as CEOs are thinking about rapidly leveraging cloud migrating to cloud off, one of the elements that we want them to be thoughtful about is can they do that with unprecedented level of innovation, but also build a greener planet and a greener balance sheet? If we can achieve this balance and and kind off have, ah, have, ah, world, which is greener. I think the world will win and we all along with extension of clients, will win. That's what I will say, Rebecca. >>That is an optimistic outlook, and I will take it. Thank you so much. Key shore for coming on the show. >>Thank you so much. >>That was Accenture's Key Shore. Dirk Rebecca. Night. Stay tuned for more of the Cube virtual coverage of the Accenture Executive Summit

>>from around the globe. It's the Cube with digital coverage of AWS Public Sector online brought to you by Amazon Web services. Oven Welcome back to the cubes. Virtual coverage of Amazon Web services. Eight. Of his public sector summit online. We couldn't be there in person, but we're doing remote interviews. I'm John Curry. Your host of the Cube got a great segment from Asia Pacific on the other side of the world from California about social impact, transforming, teaching and learning with cloud technology. Got three great guests. You go. Richard is the CEO and co founder of Guys Tech and Jean Te'o, CEO and founder of Solve Education Founders and CEOs of startups is great. This is squad was the AIPAC regional head. Education, health care, not for profit and research. Ray Ws, he head start big program Vincent. Thanks for coming on, Janine. And you go Thank you for joining. >>Thanks for having us, John. >>We're not there in person. We're doing remote interviews. I'm really glad to have this topic because now more than ever, social change is happening. Um, this next generation eyes building software and applications to solve big problems. And it's not like yesterday's problems there. Today's problems and learning and mentoring and starting companies are all happening virtually digitally and also in person. So the world's changing. So, um, I gotta ask you, Vincent, we'll start with you and Amazon. Honestly, big started builder culture. You got two great founders here. CEO is doing some great stuff. Tell us a little bit what's going on. A pack, >>A lot of >>activity. I mean, reinvent and some it's out. There are really popular. Give us an update on what's happening. >>Thank you. Thank you for the question, John. I think it's extremely exciting, especially in today's context, that we are seeing so much activities, especially in the education technology sector. One of the challenges that we saw from our education technology customers is that they are always looking for help and support in many off the innovation that they're trying to develop the second area off observation that we had waas, that they are always alone with very limited resources, and they usually do not know where to look for in terms, off support and in terms off who they can reach out to. From a community standpoint, that is actually how we started and developed this program called A W s. At START. It is a program specifically for education technology companies that are targeting delivering innovative education solutions for the education sector. And we bring specific benefits to these education technology companies when they join the program. Aws ed start. Yeah, three specific areas. First one is that we support them with technical support, which is really, really key trying to help them navigate in the various ranges off A W S services that allows them to develop innovative services. The second area is leaking them and building a community off like minded education technology founders and linking them also to investors and VCs and lastly, off course, in supporting innovation. We support them with a bit off AWS cop credits promotional credits for them so that they can go on experiment and develop innovations for their customers. >>That's great stuff. And I want to get into that program a little further because I think that's a great example of kind of benefits AWS provides actually free credits or no one is gonna turn away free credits. We'll take the free credits all the time all day long, but really it's about the innovation. Um, Jean, I want to get your thoughts. How would solve education? Born? What problems were you solving? What made you start this company and tell us your story? >>Thank you so much for the question. So, actually, my co founder was invited to speak at an African innovation forum a couple of years back on the topic that he was sharing with. How can Africa skip over the industrialization face and go direct to the knowledge economy? Onda, the discussion went towards in orderto have access to the knowledge economy, unique knowledge. And how do you get knowledge Well through education. So that's when everybody in the conference was a bit stuck right on the advice waas. In order to scale first, we need to figure out a way to not well, you know, engaging the government and schools and teachers, but not depend on them for the successful education initiated. So and that's was what pain walk away from the conference. And when we met in in Jakarta, we started talking about that also. So while I'm Singaporean, I worked in many developing countries on the problem that we're trying to solve this. It might be shocking to you, but UNESCO recently published over 600 million Children and you are not learning on. That is a big number globally right on out of all the SDG per se from U N. Education. And perhaps I'm biased because I'm a computer engineer. But I see that education is the only one that can be solved by transforming bites. But since the other stg is like, you know, poverty or hunger, right, actually require big amount of logistic coordination and so on. So we saw a very, um, interesting trend with mobile phones, particularly smartphones, becoming more and more ubiquitous. And with that, we saw a very, uh, interesting. Fortunately for us to disseminate education through about technology. So we in self education elevate people out of poverty, true, providing education and employment opportunities live urging on tech. And we our vision is to enable people to empower themselves. And what we do is that we do an open platform that provides everyone effected education. >>You could How about your company? What problem you're you saw And how did it all get started? Tell us your vision. >>Thanks, John. Well, look, it all started. We have a joke. One of the co founder, Matthew, had a has a child with severe learning disorder and dyslexia, and he made a joke one day about having another one of them that would support those those kids on Duh. I took the joke seriously, So we're starting sitting down and, you know, trying to figure out how we could make this happen. Um, so it turns out that the dyslexia is the most common learning disorder in the world, with an estimated 10 to 20% off the worldwide population with the disorder between context between 750 million, up to 1.5 billion individual. With that learning disorder on DSO, where we where we sort of try and tackle. The problem is that we've identified that there's two key things for Children with dyslexia. The first one is that knowing that it is dislikes. Yeah, many being assessed. And the second is so what? What do we do about it? And so given or expertise in data science and and I, we clearly saw, unfortunately off, sort of building something that could assess individual Children and adults with dyslexia. The big problem with the assessment is that it's very expensive. We've met parents in the U. S. Specifically who paid up to 6000 U. S. Dollars for for diagnosis within educational psychologist. On the other side, we have parents who wait 12 months before having a spot. Eso What we so clearly is that the observable symptom of dyslexia are reading and everyone has a smartphone and you're smart. Smartphone is actually really good to record your voice. Eso We started collecting order recording from Children and adults who have been diagnosed with dyslexia, and we then trying a model to recognize the likelihood of this lecture by analyzing audio recording. So in theory, it's like diagnosed dyslexic, helping other undiagnosed, dyslexic being being diagnosed. So we have now an algorithm that can take about 10 minutes, which require no priors. Training cost $20. Andi, anyone can use it. Thio assess someone's likelihood off dyslexia. >>You know, this is the kind of thing that really changes the game because you also have learning progressions that air nonlinear and different. You've got YouTube. You got videos, you have knowledge bases, you've got community. Vincent mentioned that Johnny and you mentioned, you know making the bits driver and changing technology. So Jeannine and Hugo, please take a minute to explain, Okay? You got the idea. You're kicking the tires. You're putting it together. Now you gotta actually start writing code >>for us. We know education technology is not you. Right? Um, education games about you. But before we even started, we look at what's available, and we quickly realize that the digital divide is very real. Most technology out there first are not designed for really low and devices and also not designed for people who do not have Internet at hope so way. So with just that assessment, we quickly realized we need toe do something about on board, but something that that that problem is one eyes just one part of the whole puzzle. There's two other very important things. One is advocacy. Can we prove that we can teach through mobile devices, And then the second thing is motivation it again. It's also really obvious, but and people might think that, you know, uh, marginalized communities are super motivated to learn. Well, I wouldn't say that they are not motivated, but just like all of us behavioral changes really hard right. I would love to work out every day, but, you know, I don't really get identity do that. So how do we, um, use technology to and, um, you know, to induce that behavioral change so that date, so that we can help support the motivation to learn. So those are the different things that we >>welcome? >>Yeah. And then the motivated community even more impactful because then once the flywheel gets going and it's powerful, Hugo, your reaction to you know, you got the idea you got, You got the vision you're starting to put. Take one step in front of the other. You got a W s. Take us through the progression, understand the startup. >>Yeah, sure. I mean, what Jane said is very likely Thio what we're trying to do. But for us, there's there's free key things that in order for us to be successful and help as much people as we can, that is free things. The first one is reliability. The second one is accessibility, and the other one is affordability. Eso the reliability means that we have been doing a lot of work in the scientific approach as to how we're going to make this work. And so we have. We have a couple of scientific publications on Do we have to collect data and, you know, sort of published this into I conferences and things like that. So make sure that we have scientific evidence behind us that that support us. And so what that means that we had Thio have a large amount of data >>on and >>put this to work right on the other side. The accessibility and affordability means that, Julian said. You know it needs to be on the cloud because if it's on the cloud, it's accessible for anyone with any device with an Internet connection, which is, you know, covering most of the globe, it's it's a good start on DSO the clock. The cloud obviously allow us to deliver the same experience in the same value to clients and and parent and teacher and allied health professionals around the world. Andi. That's why you know, it's it's been amazing to to be able to use the technology on the AI side as well. Obviously there is ah lot of benefit off being able to leverage the computational power off off the cloud to to make better, argue with them and better training. >>We're gonna come back to both of you on the I question. I think that's super important. Benson. I want to come back to you, though, because in Asia Pacific and that side of the world, um, you still have the old guard, the incumbents around education and learning. But there is great penetration with mobile and broadband. You have great trends as a tailwind for Amazon and these kinds of opportunity with Head Start. What trends are you seeing that are now favoring you? Because with co vid, you know the world is almost kind of like been a line in the sand is before covert and after co vid. There's more demand for learning and education and community now than ever before, not just for education, the geopolitical landscape, everything around the younger generation. There's, um, or channels more data, the more engagement. How >>are you >>looking at this? What's your vision of these trends? Can you share your thoughts on how that's impacting learning and teaching? >>So there are three things that I want to quickly touch on number one. I think government are beginning to recognize that they really need to change the way they approach solving social and economic problems. The pandemic has certainly calls into question that if you do not have a digital strategy, you can't You can find a better time, uh, to now develop and not just developed a digital strategy, but actually to put it in place. And so government are shifting very, very quickly into the cloud and adopting digital strategy and use digital strategy to address some of the key problems that they are facing. And they have to solve them in a very short period of time. Right? We will talk about speed, three agility off the cloud. That's why the cloud is so powerful for government to adult. The second thing is that we saw a lot of schools closed down across the world. UNESCO reported what 1.5 billion students out of schools. So how then do you continue teaching and learning when you don't have physical classroom open? And that's where education, technology companies and, you know, heroes like Janine's Company and others there's so many of them around our ableto come forward and offer their services and help schools go online run classrooms online continue to allow teaching and learning, you know, online and and this has really benefited the overall education system. The third thing that is happening is that I think tertiary education and maybe even catch off education model will have to change. And they recognize that, you know, again, it goes back to the digital strategy that they got to have a clear digital strategy. And the education technology companies like, what? Who we have here today, just the great partners that the education system need to look at to help them solve some of these problems and get toe addressing giving a solution very, very quickly. >>Well, I know you're being kind of polite to the old guard, but I'm not that polite. I'll just say it. There's some old technology out there and Jenny and you go, You're young enough not to know what I t means because you're born in the cloud. So that's good for you. I remember what I t is like. In fact, there's a There's a joke here in the United States that with everyone at home, the teachers have turned into the I T department, meaning they're helping the parents and the kids figure out how to go on mute and how toe configure a network adds just translation. If they're routers, don't work real problems. I mean, this was technology. Schools were operating with low tech zooms out there. You've got video conferencing, you've got all kinds of things. But now there's all that support that's involved. And so what's happening is it's highlighting the real problems of the institutional technology. So, Vincent, I'll start with you. Um, this is a big problem. So cloud solves that one. You guys have pretty much helped. I t do things that they don't want to do any more by automation. This >>is an >>opportunity not necessary. There's a problem today, but it's an opportunity tomorrow. You just quickly talk about how you see the cloud helping all this manual training and learning new tools. >>We are all now living in a cloud empowered economy. Whether we like it or not, we are touching and using services. There are powered by the cloud, and a lot of them are powered by the AWS cloud. But we don't know about it. A lot of people just don't know, right Whether you are watching Netflix, um Well, in the old days you're buying tickets and and booking hotels on Expedia or now you're actually playing games on epic entertainment, you know, playing fortnight and all those kind of games you're already using and a consumer off the cloud. And so one of the big ideas that we have is we really want to educate and create awareness off club computing for every single person. If it can be used for innovation and to bring about benefits to society, that is a common knowledge that everyone needs to happen. So the first big idea is want to make sure that everyone actually is educated on club literacy? The second thing is, for those who have not embarked on a clear cloud strategy, this is the time. Don't wait for for another pandemic toe happen because you wanna be ready. You want to be prepared for the unknown, which is what a lot of people are faced with, and you want to get ahead of the curve and so education training yourself, getting some learning done, and that's really very, very important as the next step to prepare yourself toe face the uncertainty and having programs like AWS EC start actually helps toe empower and catalyzed innovation in the education industry that our two founders have actually demonstrated. So back to you Join. >>Congratulations on the head. Start. We'll get into that real quickly. Uh, head start. But let's first get the born in the cloud generation, Janine. And you go, You guys were competing. You gotta get your APS out there. You gotta get your solutions. You're born in the cloud. You have to go compete with the existing solutions. How >>do you >>view that? What's your strategy? What's your mindset? Janine will start with you. >>So for us, way are very aware that we're solving a problem that has never been solved, right? If not, we wouldn't have so many people who are not learning. So So? So this is a very big problem. And being able to liberate on cloud technology means that we're able to just focus on what we do best. Right? How do we make sure that learning is sufficient and learning is, um, effective? And how do we keep people motivated and all those sorts of great things, um, leveraging on game mechanics, social network and incentives. And then while we do that on the outside way, can just put almost out solved everything to AWS cloud technology to help us not worry about that. And you were absolutely right. The pandemic actually woke up a lot of people and hands organizations like myself. We start to get queries from governments on brother, even big NGOs on, you know, because before cove it, we had to really do our best to convince them until our troops are dry and way, appreciate this opportunity and and also we want to help people realized that in order to buy, adopting either blended approach are a adopting technology means that you can do mass customization off learning as well. And that's what could what we could do to really push learning to the next level. So and there are a few other creative things that we've done with governments, for example, with the government off East Java on top of just using the education platform as it is andare education platform, which is education game Donald Civilization. Um, they have added in a module that teaches Cove it because, you know, there's health care system is really under a lot of strain there, right and adding this component in and the most popular um mitigate in that component is this This'll game called hopes or not? And it teaches people to identify what's fake news and what's real news. And that really went very popular and very well in that region off 25 million people. So tech became not only just boring school subjects, but it can be used to teach many different things. And following that project, we are working with the federal government off Indonesia to talk about anti something and even a very difficult topic, like sex education as well. >>Yeah, and the learning is nonlinear, horizontally scalable, its network graft so you can learn share about news. And this is contextual data is not just learning. It's everything is not like, you know, linear learning. It's a whole nother ballgame, Hugo. Um, your competitive strategy. You're out there now. You got the covert world. How are you competing? How is Amazon helping you? >>Absolutely. John, look, this is an interesting one, because the current competitors that we have, uh, educational psychologist, they're not a tech, So I wouldn't say that we're competing against a competitive per se. I would say that we're competing against the old way of doing things. The challenge for us is to, um, empower people to be comfortable. We've having a machine, you know, analyzing your kids or your recording and telling you if it's likely to be dislikes. Yeah, and in this concept, obviously, is very new. You know, we can see this in other industry with, you know, you have the app that stand Ford created to diagnose skin cancer by taking a photo of your skin. It's being done in different industry. Eso The biggest challenge for us is really about the old way of doing things. What's been really interesting for us is that, you know, education is lifelong, you know, you have a big part in school, but when you're an adult, you learn on Did you know we've been doing some very interesting work with the Justice Department where, you know, we look at inmate and you know, often when people go to jail, they have, you know, some literacy difficulty, and so we've been doing some very interesting working in this field. We're also doing some very interesting work with HR and company who want to understand their staff and put management in place so that every single person in the company are empowered to do their job and and and, you know, achieve success. So, you know, we're not competing against attack. And often when we talk to other ethnic company, we come before you know, we don't provide a learning solution. We provide a assessment solution on e assessment solution. So, really, John, what we're competing against is an old way of doing things. >>And that's exactly why clouds so successful. You change the economics, you're actually a net new benefit. And I think the cloud gives you speed and you're only challenges getting the word out because the economics air just game changing. Right, So that's how Amazon does so well, um, by the way, you could take all our recordings from the Cube, interviews all my interviews and let me know how ideo Okay, so, um, got all the got all the voice recordings from my interview. I'm sure the test will come back challenging. So take a look at that e. I wanna come back to you. But I wanna ask the two founders real quick for the folks watching. Okay on Dhere about Amazon. They know the history. They know the startups that started on Amazon that became unicorns that went public. I mean, just a long list of successes born in the cloud You get big pay when you're successful. Love that business model. But for the folks watching that were in the virtual garages, air in their houses, innovating and building out new ideas. What does Ed start mean for them? How does it work? Would you would recommend it on what are some of the learnings that you have from work with Head Start? >>But our relationship X s start is almost not like client supplier relationship. It's almost like business partners. So they not only help us with protect their providing the technology, but on top of that, they have their system architect to work with my tech team. And they have, you know, open technical hours for us to interact. And on top of that, they do many other things, like building a community where, you know, people like me and Google can meet and also other opportunities, like getting out the word out there. Right. As you know, all of their, uh, startups run on a very thin budget. So how do we not pour millions of dollars into getting out without there is another big benefit as well. So, um definitely very much recommend that start. And I think another big thing is this, right? Uh, what we know now that we have covert and we have demand coming from all over the place, including, like, even a lot of interest, Ally from the government off Gambia, you know? So how do we quickly deploy our technology right there? Or how do we deploy our technology from the the people who are demanding our solution in Nigeria? Right. With technology that is almost frameless. >>Yeah. The great enabling technology ecosystem to support you. And they got the region's too. So the region's do help. I love we call them Cube Region because we're on Amazon. We have our cloud, Hugo, um, and start your observations, experience and learnings from working with aws. >>Absolutely. Look, this is a lot to say, so I'll try and making sure for anyone, but but also for us on me personally, also as an individual and as a founder, it's really been a 365 sort of support. So like Johnny mentioned, there's the community where you can connect with existing entrepreneur you can connect with expert in different industry. You can ask technical expert and and have ah, you know office our every week. Like you said Jenny, with your tech team talking to cloud architect just to unlock any problem that you may have on day and you know, on the business side I would add something which for us has been really useful is the fact that when we when we've approached government being able to say that we have the support off AWS and that we work with them to establish data integrity, making sure everything is properly secured and all that sort of thing has been really helpful in terms off, moving forward with discussion with potential plant and and government as well. So there's also the business aspect side of things where when people see you, there's a perceived value that you know, your your entourage is smart people and and people who are capable of doing great things. So that's been also really >>helpful, you know, that's a great point. The APP SEC review process, as you do deals is a lot easier. When here on AWS. Vincent were a little bit over time with a great, great great panel here. Close us out. Share with us. What's next for you guys? You got a great startup ecosystem. You're doing some great work out there and education as well. Healthcare. Um, how's your world going on? Take a minute, Thio. Explain what's going on in your world, >>John, I'm part of the public sector Team Worldwide in AWS. We have very clear mission statements on by the first is you know, we want to bring about destructive innovation and the AWS Cloud is really the platform where so many off our techs, whether it's a text, healthtech golf text, all those who are developing solutions to help our governments and our education institutions or health care institutions to really be better at what they do, we want to bring about those disruptive innovations to the market as fast as possible. It's just an honor on a privilege for us to be working. And why is that important? It's because it's linked to our second mission, which is to really make the world a better place to really deliver. Heck, the kind of work that Hugo and Janina doing. You know, we cannot do it by ourselves. We need specialists and really people with brilliant ideas and think big vision to be able to carry out what they are doing. And so we're just honored and privileged to be part off their work And in delivering this impact to society, >>the expansion of AWS out in your area has been phenomenal growth. I've been saying to Teresa Carlson, Andy Jassy in the folks that aws for many, many years, that when you move fast with innovation, the public sector and the private partnerships come together. You're starting to see that blending. And you've got some great founders here, uh, making a social impact, transforming, teaching and learning. So congratulations, Janine and Hugo. Thank you for sharing your story on the Cube. Thanks for joining. >>Thank you. Thank >>you, John. >>I'm John Furry with the Cube. Virtual were remote. We're not in person this year because of the pandemic. You're watching a divest Public sector online summit. Thank you for watching

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019 brought to you by UI path. >>We're back in Las Vegas. UI path forward three. You're watching the cube, the leader in live tech coverage. Bobby Patrick is here. He's the COO of UI path. Welcome. Hi Dave. Good to see it to be here. Wow. Great to have the cube here again. Right? Q loves these hot shows like this. I mean this is, you've said Gardner hasn't done the fastest growing software segment you've seen in the data that we share from ETR. You guys are off the chart in terms of net score. It's happening. I hanging onto the rocket ship. How's it feel? Well it's crazy. I mean it's great. You all have seen some of the growth along the way too, right? I mean we had our first forward event less than two years ago and you know about 500 plus plus non UI path and people then go year later. It was Miami USY. >>There's probably a lot. Cube I think was Miami right yet and a, and that was a great event, but that was more in the 13 1400 range. This one's almost 3000 and the most amazing part about it was we had 8% attrition from the registrations. Yeah. That's never seen that we're averaging 18% of 20% for all of our, most of our events worldwide. But 8% the commitment is unbelievable. Even 18 to to 20% is very good. I mean normally you'll see 25 to sometimes as high as 50% yeah. It just underscores the heat. >> Well I think what's also great, other stats that you might find interesting. So over 50% of the attendees here are exec. Our senior executives, like for the first time we actually had S you know, C level executive CHRs and CEOs on stage. Right. You could feel the interest level. Now of course we want RPA developers at events too, right? >>But this show really does speak, I think to the bigger value propositions and the bigger business transformation opportunity from RPA. And I mean, you've come so far where no one knew RPA two years ago to the CIO of Morgan Stanley on stage, just warning raving about it. That's, we've come a long way in two years. >> Well, and I saw a lot of the banks here hovering around, you know, knocking on your door so they, they know they are like heat seeking missiles, you know, so, but the growth has been amazing. I mean I think ARR in 2017 was what, 25 million at this time. Uh, at the end of 17 it was 43 and 43 and 25 and now you're at 12 times higher now 1212 X solve X growth, which is the fastest growing software company. I think in that we know from one to 100 we were, we did that in 21 months and all that. >>And we had banks who now we're not really counting anymore and we're kind of, you know, now focus more on customer expansion. Even though we hit 5,000 customers, which we started the year at 2050 ish. We just crossed 5,000. I mean, so the number of customers is great, but there's no question. This conference is focused on scaling, helping them grow at enterprise wide with, with, with RPA. So I think our focus will be in to shift a bit, you know, to really customer expansion. Uh, and that's a lot of what this announcements, the product announcements were about a lot of what the theme here is about. We had four dozen customers on, on stage, you know, the Uber's of the world, the Amazons of the world. It's all about how they've been scaling. So that's the story now. Well, you know, we do a lot of these events and I go back to some of the, uh, when the cube first started, companies like Tablo, Dallas Blunck great service. >>Now, I mean, these you can, and when you talk to customers, first of all, it's easy to get customers to come talk about RPA. Yeah. And they're, they're all saying the same thing. I mean, Jeanne younger said she's never been more excited in her career from security benefit. But the thing is, Bobby, it's, I feel like they're, they're really just getting started. Yeah. I mean most of the use cases that you see are again, automating mundane task. We had one which was the American fidelity, which is a really bringing in AI. Right. But they're really just getting started. It's like one to 3% penetration. So what are your thoughts on that to kind of land and expand, if you will? I think, you know, look, last year we announced our vision of a robot for every person. At that point we had SNBC on stage and they were the one behind it. >>And they are an amazing story. Now we have a dozen or so that are onstage talking about a robot for every person like st and others. And so, but that, that, that's a pretty, pretty, pretty bold vision I think. Look, I think it's important to look at it both ways. Um, there's huge gold and applying RPA to solve real problems. There's a big opportunity, enterprise wide, no question. We've got that. But I look New York Foundling was on stage yesterday. We have New York Foundling is a 150 year old associate. Our charity in New York focused on child welfare, started by three fishers of charity. They focused on infants. And anyway, it's an amazing firm. Just the passion that New York family had on stage with Daniel yesterday was amazing. But what they flew here because for once they found a technology that actually makes a huge difference for them and what in their mission. >>So their first RPA operation was they have 850 clinicians every week. They spend four hours a week moving their contact, uh, a new contact data associate with child child issues from system to system to spreadsheet and paper to system, right? They use RPA and they now say for a 200,000 hours a year. But more importantly, those clinicians spend those four hours every week with children not moving. So I'm still taking, I think Daniel had a bit of a tear in his eye, hearing them talk about it on stage, but I'm still taken by, by the, by the sheer massive opportunity for RPA in, in a particular to solve some really amazing things. Now on a mass scale, a company can drive, you know, 10, 15, 20% productivity by every employee having a robot. Yes, that's true on a mass scale. They can completely transform their business, your transform customer experience, transform the workplace on a mass scale. >>And that, that is, that's a sea level GFC level goal and that's a big deal. But I love the stories that are very real. Um, and, and I think those are important to still do plug some great tech for good story. Look, tech gives, you know, the whole Facebook stuff and the fake news got beat up and it had Benny come out recently say, Hey, it's, it's not just about increasing the value to shareholders, you know, it's about tech for good and doing other things affecting lifestyle's life changing. And Michael Dell is another one. Now I've, I've, I've kind of said tongue in cheek, you know, show me the CEO misses is four quarters in a row and see if that holds up. But nonetheless, you love to see successful companies giving back. It seems to be, it's part of your, well look I've been part of hardware companies and I met you all through a few of them and others they have good noble causes but it was hard to really connect the dots. >>Yes there CPS underneath a number of these things. But I think judging by the emotional connection that these customers have on stage, right and these are the Walmarts and Uber's and others in the world judging by the employee and job satisfaction that they talk about the benefits there. I just, I my career, I have not seen that kind of real direct impact from you know, from B2B software for example on the lives of people both everyday at work but also just solving the solving, you know, help accelerate human achievement. Right. And so many amazing ways. We had the CEO of the U N I T shared services group on stage yesterday and they have a real challenge with, you know, with the growth of refugees worldwide and he would express them and they can't hit keep up. They don't have the funding, which is, you know, with everybody and, and Trump and others trying to hold back money. >>But they had this massive charter for of good, the only way they get there is through digital. The new CEO, the new head of the U N is a technology engineer. He came in and said, the way we solve this is with templates, with technology. And they decided, they said on stage yesterday that RPA and RPA has the path to AI and the greater, the greater new technologies and that's how they're going to do it. And it's just a, it's a really, it's, I think it's, it feels really great. You know, it's funny too, one of the things we've been talking about this week is people might be somewhat surprised that there's so much head room left for automation because the boy, 50 years of tech, Kevin, we automated everything. That's the other, but, and Daniel put forth the premise last night, it actually, technology is created more process problems or inefficiencies. >>So it's almost like tech has created this new problem. Can tech get us out of the problem? Well, essentially you think about all the applications we use in our lives, right? Um, you know, although people do have, you know, a Salesforce stack and sometimes in this SAP, the reality is they have a mix of a bunch of systems and then we add Slack to it and we add other tools and we add all the tools alone, have some great value. But from a process perspective of how we work everyday, right? How a business user might work at a call center, they have to interact then. And the reality is they're often interacting with old systems too because moving them is not easy, right? So now you've got old systems, new systems and, and really the only way to do that is to put a layer on top of the systems of engagement and the systems of record, right? >>A layer on top that's easy to actually build an application that goes between all of these different, these different applications, outlook, Excel, legacy systems and salesforce.com and so on and so on and, and build an app that solves a real problem, have it have outcomes quickly. And this is why, Dave, we unveiled the vision here that we believe that automation is the application. And when you begin to think about I could solve a problem now without requiring a bunch of it engineers who already are maxed out, right? Uh, I can solve a problem that can directly impact the businesses or directly impact customers. And I can do that on top of these old technologies by just dragging and dropping and using a designer tool like studio or studio X in a business user can do that. That's, that's a game changer. I think what's amazing is when you go to talk to a CIO who says, I've been automating for 20 years, you know, take up the ROI. >>Once they realize this is different, the light bulb goes off. We call it the automation first mindset. A light bulb goes off and you realize, okay, this is a very different whole different way of creating value for, for an organization. I think about how people weigh the way that people work today. You're constantly context switching. You're in different systems. Like you said, Slack, you're getting texts and you want to be responsive. You want to be real time. I know Jeff Frick who was the GM of the cube has got two giant screens right on his desk. I myself, I always have 1520 tabs open if I go, Oh you got so many tabs on my, yeah. Cause I'm constantly context switching, pulling things out of email, going back and forth and so and so. I'm starting to grok this notion of the automation is the app. >>At first I thought, okay, it's the killer app, but it's not about stitching things together with through API APIs. It's really about bringing an automation perspective across the organization. We heard it from Pepsi yesterday. Yeah, right. Sort of the fabric, the automation fabric throughout the organization. Now that's aspirational for most companies today, but that really is the vision. Well, I think you had Layla from Coca-Cola also on, right. And her V their vision there and they actually took the CDO role of the CIO and put them together. And they're realizing now that that transformation is driven by this new way of thinking. Yeah, I think, you know, look, we introduced a whole set of new brand new products and capabilities around scaling around helping build these applications quicker. I, I think, you know, fast forward one year from now, the, you know, the vision we outlined will be very obvious the way people interact with, you know, via UI path to build applications, assault come, the speed to the operate will be transformational and, and so, you know, and you see this conference hear me walk around. >>I mean you saw last year in the year before you see the year before, but it's, it's a whole, the speed at which we're evolving here, I think it's unprecedented. And so I'll talk a little bit about the market for has Crigler killer was awesome this morning. He really knows his stuff now. Last year I saw some data from him and said the market by 2020 4 billion, and I said, no way. It's going to be much larger than that. Gonna be 10 billion by 2020 I did Dave Volante fork, Becca napkin by old IDC day forecast. Now what he, what he showed today is data. It actually was 10 billion by 2020 because he was including services, the services, which is what I was including in my number as well, but the of it, which was so good for him now, but the only thing is he had this kind of linear growth and that's not how these rocket ship Marcus grow. >>They're more like an old guy for an S curve. You're going to get some steep part now, so I'd love to see like a longer term forecast because that it feels like that's how this is going to evolve. Right now it's like you've seated the base and you can just feel the momentum building and then I would expect you're going to see massive steep sort of exponential growth. Steeper. There may be, you know, nonlinear because that's how these markets go >> to come from the expansion potential, right? And none of our customers are more than 1% audit automated from an RPA perspective. So that shows you the massive opportunity. But back to the market site, data size, Craig and I and the other analysts, we talk often about this. I think the Tam views are very low and you'll look at our market share, let's just get some real data out there, right? >>Our market share in 2017 was 5% let's use Craig's linear data for now. You know, our market share this year is over 20% our market share applying, and I don't want to give the exact numbers as you don't provide guidance anymore, is substantially we're substantially gaining share now. I believe that's the reality of the market. I think because we know blue prisms numbers, we go four times faster than the every quarter automation. The world won't share their numbers. But you know, I can make some guesses, but either way I think, you know, I think we're gaining share on them significantly. I think, you know, Craig's not gonna want us to be 50% of the market two years, he's just not. And so he's going to have to figure out how to identify how to think. That brought more broadly about, about that market trend. He talked about it on stage today about how does he calculate the AI impact and the other pieces now the process mining now that now that we are integrating process mining into RPA, right? >>It's strategic component of that. How does that also involve the market? So I think you have both the expansion and the plot product portfolio, which drives it. And then you have the fact that customers are going to add more automations at faster pace and more robots and that's where the expansion really kicks in. And we often say, you know, look as a, as a, as a, as a company that, you know, one day we'll be public company, our ARR numbers. Very important. We do openly transparently share that. But you know, the other big metric will be, you know, dollar based net expansion rate that shows really how customers are expanding. I think that, I know it, our numbers, we haven't shared it yet. I know all the SAS companies, the top 10 I can tell you, you know we're higher than all of them. >>The market projections are low. And I think he knows it well. >> Speaking of Tam, and when we, I saw this with, with service now, now service now the core was it right? So the, the ROI was not as obvious with, with, with you guys, you're touching business process. And so, so in David Flory are way, way back, did an analysis of service and now he said, wow, the Tam is way being way under counted by everybody. That wall street analyst Gardner, it feels like the same here because there are so many adjacencies and just talk to the customers and you're seeing that the Tam could be enormous, much bigger than the whatever 16 billion a Daniel show, the other Danielson tangles, the guy's balls. He said, Oh that's 16 billion. That's you. I pass this data. And you know, we laugh, but I'm, I'm like listening. Say I wonder if he's serious cause this guy thinks big. >>I mean, who would've thought that he'd be at this point by now? And you're just getting started? Well, I think, you know, one thing I think is, you know, we're, we're, you know, we were a little bit kind of over a little less humble when we talked about things like valuation over the last few years. We were trying to show this market's real, you know, we want to now focus more on outcomes and things get a little less from around those numbers. And I think that shows the evolution of a company's maturity, um, that we, I think we're going through right now. Uh, you know, the outcomes of, you know, Walmart on stage saying, you know, their first robot that was, this was, this was two years ago, delivered 360,000 hours of capacity for them in, in, in, in, in HR, right? That, you know, I think those, that's where we're gonna be focused because the reality is if we can deliver these big outcomes and continue them and we can go company-wide deliver on the robot for every, every, every, every person, then you know, the numbers follow along with it. >>Well we saw some M and a this week as well, which again leads me to the larger Tam cause we had PD on, um, with Rudy and you can start to see how, okay now we're going to actually move into that vision that the guy from PepsiCo laid out this, this fabric of this automation fabric across the organization. So M and a is, is a part of that as well. That starts to open up new Tam. Opportunity does. And I think, you know, a process mind is a great example of a market that is pretty well known in Europe, not so much in the U S um, and there are really only a few players in that, in that market today. Look, we're going to do what we did in RPA. We're going to do the same thing. You're process mining. We're going to just say anything we're doing in it, not as democratization, you'll our strategy will be to go mass market with these technologies, make it very easy for accessibility for every single person in the case of process mining, every business analyst to be able to mind their processes for them and, and ultimately that flows through to drive faster implementations and then faster, faster outcomes. >>I think our approach, again, our approach to the business users, our approach to democratization, um, you know it's very different than our competitors. A lot of these low code companies, I won't name a number cause I don't remember our partners here at our conference. They're IT-focused their services heavy and, and you know, their growth rates I'll be at okay are 30% year over year in this market. That shouldn't be the case at all. I mean we're a 200 plus a year. We are still and we've got big numbers and we have a whole different approach to the market. I don't think people have figured it out yet, Dave. Exactly, exactly. The strategy behind which is, which is when you have business users, subject matter experts and citizen developers that can access our technology and build automations quickly and deliver value proof for their company. And you do that in mass scale. >>Right. And then you will now allow with our apps for your end users, I get a call center to engage with a robot as part of their daily operation that none of the other it vendors who are all kind of conventional thinking and that's not, our models are very different, which I think shows in our numbers and and, and the growth rates. Yeah. Well you bet on simplicity early on. In fact, when you join you iPad, you challenged me so you have some of your Wiki bond analysts go out. I remember head download our stuff and then try to download the competitors and they'll tell us, you know how easy it as well we were able to download UI path. We, we built some simple automations. We couldn't get ahold of the other other, other companies products we tried. We were told we'll go to the reseller or how much did you have to spend and okay so you bet on simplicity, which was interesting because Daniel last night kind of admitted, look, he tracked the audience. >>He said thank you for taking a chance on us because frankly a couple of years ago this wasn't fully baked right and and so, so I want to talk about last, the last topic is sort of one of the things Craig talked about was consolidation and I've been saying that all week and said this, this market is going to consolidate. You guys are a leader now you've got to get escape velocity cause the leader makes a lot of money and becomes, gets big. The number two does. Okay, number three man, everybody else and the big guys are starting to jump in as well. You saw SAP, you know, makes an announcement and you guys are specialists and so your thoughts on hitting escape velocity, I wouldn't say you're quite there yet. I want to see more on the ecosystem. There's maybe, who knows, maybe there's an IPO coming. I've predicted that there is, but your thoughts on achieving escape velocity and some of the metrics around there, whether it's customer adoption penetration, what are your thoughts? >>Yeah, I mean we definitely don't have a timetable on an IPO, but we have investors, public investors and VCs that at some point are going to want, this is the reality of how, of how it works. Right. Um, you know, I think the, uh, you know, I think the numbers to focus right now are on around, you know, customer outcomes. I think the ecosystem is a good one. Right? You know, we have, I'd say the biggest ecosystem for us to date has been the SAP ecosystem. When we look at our advisory board members, for others, that's really where, where the action is. Supply chain management, ERP, you know, certainly CRM and others, we don't have a view that, so our competitors have, but we have chosen not to take money from our, from ecosystem companies because we don't, our customers here are building processes, all the automation across ecosystems. >>Right? So you know, we don't want to go bet on say just one like Salesforce or Workday. We want to help them across all the ecosystem now. So I think it's a little bit of a different strategy there. Look, I think the interesting thing is the SAP is the world. They bought a small company in France called contexture. They're trying to do this themselves. Microsoft, Microsoft didn't in Mark Benioff and Salesforce are asked on every earnings call now what are you doing for RPA? So they've got pressure. So maybe they invest in one of our competitors or maybe they, you'll take flow in Microsoft and expanded. I think we can't move fast enough because you know, I don't know if Microsoft has, I mean they're a great sponsor by the way. So I don't want to only be careful we swept with what I say. But you know, strategically speaking, these larger companies operate in 18 months, 12 1824 months kind of planning cycles. >>If he did that, he will never keep up with us. There's no one at any of our traditional large enterprise software companies that ever would have bet that we would come out and say that the best way to build applications right to solve problems will be through RPA. Either there'll be a layer on top of all their technologies that makes it easier than ever for business users to build applications and solve problems, that's going to scare them to death. Why? Because you don't have to move all your legacy systems anymore. Yes, you've got tons of databases, but guess what? Don't worry about it. Leave him alone. Stop spending money on ridiculous upgrades right now. Just build a new layer and I'm telling you I there. As they figured this out, they're going to keep looking back and say, Oh my God, why didn't we know? >>Why did we know there's it looked I hopefully we could all partner. We're going to try to go down that route, but there's something much bigger going on here and they haven't figured it out. Well, the SAP data is very interesting to me that I'm starting to connect the dots. I just did a piece on my breaking analysis and SAP, they thank you. They, they've acquired 31 companies over the last nine years, right? And they've not bit the bullet on integration the way Oracle had to with fusion. Right? And so as a result, there's this, they say throw everything into HANA. It's a memory that's not going to work from an integration standpoint, right? Automation is actually a way to connect, you know, the glue across all those disparate systems, right? And so that makes a lot of sense that you're having success inside SAP and there's no reason that can't continue. >>Why there's, you know, there's a number of major kind of trends we've outlined here. One of, uh, we call human in the loop. And you know, today, you know, when each, when an unattended robot could actually stop a process and instead of sending the exception to a, an it person who monitoring, say, orchestrator actually go to an inbox, a task and box of that business user in a call center or wherever, and that robot can go do something else because it's so, so efficient and productive. But once that human has to solve that problem, right, that robot or a robot will take that back on and keep going. This human and robot interaction, it doesn't exist today and we know we're rolling that out in our UI path apps. I think you know that that's kind of mind blowing and then when you add a, I can't go too far into our roadmap and strategy or when you added the app programming layer and you add data science, that's a little bit of a hint into where we're going because we're open and transparent. >>Our data science connection, it's, it's this platform here, this kind of, I'd like to still call it all RPA. I think that that's a good thing, but the reality is this platform does Tam. What it can do is nothing like it was a year ago and it won't be like where it is today. A year from now you've got the tiger by the tail, Bobby, you got work to do, but congratulations on all the success. It's really been great to be able to document this and cover it, so thanks for coming on the cube. Thank you. All right. Thank you for watching everybody back with our next guest. Right after this short break, you're watching the cube live from UI path forward three from Bellagio in Vegas right back.

>>Live from Denver, Colorado. It's the cube covering com vault go 2019 brought to you by Combolt. Hey, >>welcome to the cube at Lisa Martin in Colorado at convo go 19 I'm assuming a man and stew and I are pleased to welcome back to the cube and Alon my who hasn't visited us in awhile, but he's kind of a big deal is the CEO of Commonwealth's on Jay Mirchandani. Sanjay, welcome back. >>Thank you Lisa. Good to be a good too. >>So exciting. This is the fourth go. I love the name go and lots of stuff. So you have come onboard to combo in about about nine months ago and man, are you making some changes? You know the analysts said combo, you gotta, you gotta upgrade your sales force, you gotta expand your marketing, you've gotta shift gears and really expand your market share. And we've seen what Combolt is doing in all three of those areas along with some pretty big announcements in the last couple of days. Talk to us about this, this first nine months here. And really maybe even, I would start with the cultural change that you have brought to a company that's been run by the Bob hammer for 20 years >>right now. Firstly, I'm very fortunate to be here because the company is, it has incredible foundation. The bones of the company, if you would, are solid a great balance sheet, um, over 800 patents, no debt, cash on the books, profitable. It's just, you know, and great, great technology wrapped around some amazing people. So when I look at the, when I look at it and you go, this is this, this is an incredible asset. My role really when I came in when I transitioned with Bob and Al for a period of time was really about making sure we didn't break anything, making sure that we kept the momentum, understood the culture, took time to talk to customers, talk to partners, talk to our employees, shareholders and understand, um, what are the focus areas that we needed to go after. And the last nine months has been about, you know, a lot of learning on my part. >>But also a very receptive group of employees and partners saying, you know, we'll give you a chance. Let's get this done, let's see where it goes. So that's where the nine months had been around and it's been a, it's been fabulous. >> So that's actually one of the things I've heard from your team is you've come in loud and clear with the voice of the CIO. Having been a CIO yourself, that's something you want them to focus on. Everybody, we always talk about listening to the customers, but you know, the role of the CIO has changed an awful lot. You know, since you first became a CIO, clouds change everything in a Nicholas CARF said for a while, does it even matter? Right. Um, so you know, Ferguson side a little bit as to how you want to make sure you're delivering for what the CIO is need. >>Not necessarily what, you know, they were saying that they want. No, it's fair. And, and as much as the role of the CIO has evolved, I don't think it's changed fundamentally. They still, you know, the guardians of the data, the, you know, the compliance and everything else and of course more than anything else, the productivity and the competitive edge that businesses need, technology and business, regardless of which business you're in, are interested intrinsically tied. Your delivery of anything you do today is tied to technology. If you, if you want to be future proof. So if anything, the role of the CIO has only been elevated. I'm, I say this playfully, but I do say it. I said, if I wasn't running this great company that I am now, I'd love to be the CIO of a dysfunctional it organization at a large company because there's so much you can do. >>Many of the decisions that we would spend an inordinate amount of time on the infrastructure, the application, how do you bind it, what are the protocols? Which data center, how much, who runs it, which partner? I kind of dissipated if you're not going to the cloud in some form of fashion, come on, right? If you're not building cloud native applications, come on. If you're not using dev ops, come on. So you've got all this time back now where you're not hopefully having conversations that don't matter and you're really go and building new things. So I think it matters. That's great stuff. And absolutely we agree. We've talked many times on the cube. It definitely actually matters more than today. If anything. Not only did they need to be responsive to the business, but oftentimes it can be one of those drivers for innovation in change in the business. >>Um, I love something you said in your keynote, you said data is at the center of everything you do because right. Most CEO's, hopefully infrastructure is something they might have under their purview, but it's not what drives the business. It's the data, it's the application, it's their customers that matters. So to speak a little bit to the role of data has changed a lot. You know, you and I worked for that big storage company where we even didn't talk as much about storage back about data back in the day. Today it's the life blood of the company. It's everything like that. >> And you know that that is one of the reasons I'm at Convolt because for the past 30 years I've been in technology, I've done app side, I've done infrastructure side, I've done a mix of all of those. And the more I think of an dev ops, I've done that. >>The more I think about it. If I were, if I was sitting with a CEO today and having a conversation about what matters in technology, who's maybe a CEO is not a technologist, I would say data matters. I would say the asset of your company is the data. It's gone from something that you used to manage down, compress deduplicate and hope it went away and you wanted to minimize its footprint to something where you want to maximize its value. And those aren't just words. I mean that is what makes great companies, great companies today, the way they use data to their competitive advantage. So this is, this is exactly the mindset where the mindset, the Guppy do to convo because all we do, all we do is help our customers be data ready. As I was saying this morning, that's, I love that term because that kind of encapsulates it for me. So that's, that's where my head's at. >> Yeah. I mean, we've always said that the thing that defines a company that's gone through debt, that digital transformation is that data drives the business. >>It, it absolutely should, but we're, when you talk with customers that have, whether it's a big university, a research university, healthcare organization or whatever type of organization that has multiple departments, so much data that potentially has a tremendous amount of value that they actually aren't managing well or can't get visibility out of. When you say we want to help you be data ready, w what does that mean to them? >>It means a few things. You summed it up perfectly. That's the world, the customer, the chaos that customers could live in because fundamentally, Lisa, if I had over-simplified applications, we're intrinsically to date data that you use for tied intrinsically to the application to build. So if you had an SAP system, your data was very tightly tied to that. If an Oracle ERP system, it was very tight detail yet it'll supply chain system. You were tied to that. And once data side of getting released from the abstracted, from the system that was built on, you've got a little bit of chaos, then you had to figure out who had access, where, how, how are you replicating and how are you backing it up over the policies, your plan compliance. And then it became chaos. And what I say to customers being data ready, saying do you have a strategy and a capability, more importantly to protect, manage, control and use that information in the way you wish to for competitive advantage. >>Just protecting it is like a life insurance policy, controlling, managing and using it as where you get the value out of it. Right? And so as companies become more data driven, this is where we help them. So the whole concept of the show, what we're sort of bringing to market is the fact that we can help our customers be data ready. And some of the technologies we've talked about today lend themselves to exactly that. Alright. So Sanjay, one of the questions many of us had coming into the show is how exactly Hedvig your, your first acquisition was going to play out. You made a comment in your, your opening keynote this morning that we need to rethink primary and secondary storage. So some of us read the tea leaves and be like, well, you know, you're selling an SDS storage, your, you're in the primary storage market as we would've called it before. >>Yes, the lines are blurring. I don't think those there. So I want to give you the chance to let us know where we're going. Years primary and secondary storage as we classified them, we're looking grayer and grayer mean they'll always be primary storage because there's always a certain user use cases for, for high-performance scale up capabilities. But a lot of the stuff was getting murky. You know, is it really primary? Is is it lower end primary, is it secondary and it doesn't, it shouldn't really matter. And with that, would that segmentation game a set of other capabilities like Oh, you know, file block, object cloud, more, more segmentation, more silo and more fragmentation. And I'm a big believer that this is all about software. The magic is in the software. And if you, if you forget for a minute that it's software defined storage as we call it today, but a set of capability's, a universal plane that allows you to truly define how customers get that ubiquity between any infrastructure that they run. >>Okay. Which in turn gives them the abstraction from the data that they bill. Okay. We've just taken a lot of workload and pressure off the customer to figure all that stuff out, keep whole manage. So I wouldn't get, I wouldn't get wrapped up on the whole storage thing as much as I would on the SA on the universal data plane or the data brain as I called it, nicknamed it in the show, you know, earlier as the left and right side one size, the data management, the other sizes, you know, traditional storage management. Yeah. Maybe I was reading too much in this. There's two brains. I think you've, you turn them sideways. They look like clouds too. But uh, yeah. Yeah. Um, partners wonder if you could speak, you know, we're talking about obviously the channel hugely important, we're going to talk to a lot of your team, but from a technology standpoint, you've got a lot of those hardware providers as well as different software companies that are here in the expo hall. >>Does metallic and Hedvig in those, you know, how will that change the relationships? I mean there's one, I've never built a business in my life that wasn't partner centric and partnerships to me is where both sides feel like they won. They went together. And so I've been very clear with our team, our channel, our board, our ecosystem that we're not doing this alone. That's not my intent. And our goal is to work together. Now we have partners in across the spectrum, cloud partners, technology partners like NetApp, HPE, Cisco. We've got ecosystem partners, the up the, the startups that are building new capabilities that we want to be, they want to be part of our ecosystem and vice versa. Traditional channel. Okay. so we've got the whole run of those, of those partnerships and we've been very focused. But we've also being very clear that we're in this for the long haul with them. Hedvig is today sold through channel and will continue to and metallic is built to be only sold through the channel. >>And you guys also, I was looking at some of the strategic changes that you've implemented since you've been here. Leadership changes to the sales organization, but even on the marketing side go to market. You mentioned that the channel opportunities for Hedvig as well as metallic, but also you guys have a new partner programmed, really aimed at going after and cultivating those large global enterprises with your SIS. So in terms of of you know, partner first, it really seems like the strategic directions that you're moving in are really underscoring that. >>Absolutely. Everything we do, every single thing we do is, you know, the question, the reviews we do, the internal inspection we do with the business. The, the way I look at the, the, the go to market conversations as to uh, the, you know, the pipeline is always about which partners involved, who's the partner involved, you know, and on an exception where we don't have a partner involved. My um, my F it's a flag to me going why? Um, no, we're, I don't know if you're speaking with Ricardo today or at some point he'll, he'll, he'll let you know exactly what we're doing there and how we think about it. And then we've just hired Marissa Rowe, I don't know, you know, Mercer and so Mercer's just come on board as our sort of partner lead worldwide. Yup. >>We're going to be talking with him as well. >>It's a cultural shift folks and we're completely committed to it. 100% committed. >>So one of the things that, that Stu and I were chatting about earlier today that you guys talked about in the keynote is in terms of how quickly metallic was conceived, design built really fast. Does that come from kind of a nod to your days at puppet where you are used to much shorter cycles? And how did, how did internally, the Combolt folks kind of react and we're able to get that done so quick. >>They embraced it. And I'll tell you, I'm, people will tell you that I'm used to saying this, this, this thing. I say that competition and time are not our friends. So we have to, we have to get out there before somebody else does. And if you're coming out with something, it's gotta be better than anybody else has. And so we all agreed there was a need for world-class solution, but we also understood that we had to do a differently doing it the way we've always built something probably probably wasn't the best answer. We needed to go shake things up because it's a different audience, a different delivery capability. But the beauty of the whole thing was that we had core technology at vault that was truly multi-tenanted, truly secure, truly scalable, which we had. This was years of, of great IP, which we took and we built on top of. >>And so we ended up focusing on the user experience and the capabilities of a SAS solution, the modern SAS solution as opposed to putting a wrapper of SAS around substandard technology. So in full credit to the team, we do 90 day releases on our core technology today. Right. So yeah, I think, I think that refresh cycle is what customers expect of us. That you know the and, and then that's what we do today. Right. So something, I don't think it's, I'm not giving myself any credit for it. Yeah. And Sanjay actually we had a customer on earlier talking about that cadence release cycle and he said to Combolt's credit, they're hitting it and it makes my life more predictable when the channels yeah. You know, and so they know when to expect something. So we have a 90 day and Tom will talk to you about this when he, when he comes on, how we get our channel ready for it, how are we enabled them, our own support so we give, so we are completely buttoned up and taking advantage of that release cycle. >>All right. Great. Sunday, nine months, you've already made quite a few moves in the test board, making a lot of pieces there from what we hear, you know, this is just the beginning. Give us a little bit going forward though those people watching what does Sanjay's next nine to 12 months, you know, foretold and as much as you think it's a lot of moving parts that we've, we've changed, um, there we're all part of a, of a roadmap that and so that, and I've been very open and public about it. When I came in there was a lot we had to do and I wanted to be really focused about getting this company back to growth and really helping you realize the potential that it had with, with its heritage of great technology, great customer base, great ecosystem. So I laid out a very simple three point plan, simplify, innovate, execute and tell. >>People are tired of me talking about it and giving me proof points that I'm done. I'm going to keep talking about it. And so simplify is everything about how we use the product, the user experience with us and how you engage with us. OK. innovators innovate in everything we do, products, experiences, everything we have to, we have to challenge the status quo and say it's a smarter way of doing it. Metallic is a complete encapsulation of that, of that energy. Okay. And the last is execute. It's all about getting out there and getting it done. Doing what we say and saying what we do. Just get it out there, get it done. And um, and I think the team has been amazing. They've just rallied around it. And if I embraced it, this is what I think this is what they want. So the changes, sorry, just sorry, I didn't mean to cut you off but it, I'll sum it up by saying that, you know, the nine months have been very focused in the direction making. Now it's about really making sure we help the company and how customers realize its true potential because the technology is great. The people are great. We're a good company. People love our technology. They stay with us forever. Because it does what it's supposed to. We just think we have a lot more to offer. Now. >>I know we're only day one at the show. Things did kick off a little bit yesterday with partners. What's some of the feedback that you've heard from those customers? Either those that have been using vault for 10 years or those that are maybe newer to the bandwagon? >>Well, somebody asked me if I had 10 cups of coffee before I went on stage in the sporting, but I think it's a good proxy for what I feel on the show. I feel incredible energy. I think that the customers, the partners, our own people, it's just, there's a buzz and you've been to shows before and some of them are just, you know, some of them have that energy and some of them are flat. Well this one's just full of energy and uh, and it's, it feels like a lot of adrenaline here and this people are excited and um, you know, I'm excited to go walk the floor. >>Well, your competitors are taking notice. There was some interesting digital signage yesterday at the airport. I noticed that that wasn't okay. I didn't, I missed it. Invitation. Highest form of flattery. Sanjay, >>I got the notice that there's, there's a lot of investment that goes into this. Uh, this, this segment of the market. It's been really hot. Um, what, what's your take on all the startups in as well as the, the, the big companies that have been putting a lot of it that it's an important space, right? Um, it's, it's, it's in the top three to five depending on which study you look at data protections back because it's one thing to have data and nothing to know that it is the way you want it. It's also a testimony to the a, it's not an easy space to get into when you're telling your customer that you're protecting them. That's a big word. Okay. I believe that you earn your way there day on day release, on release. And we've done that. I mean the animals the same good things about as in half a years we had customers on stage, you know, and it, customers don't just come up on stage and they, they really believe it. We have a, we had a pretty decent turnout at the partner event yesterday. You know, I think we're, we're in a great space at a great time and we've got 20 years of, of great pedigree that I don't take for granted as much as people sort of go, Oh, you're an old company. I go, Oh, don't mistake pedigree for anything else. You know, we've got some incredible IP over 800 active. >>Yes. >>You were sharing some of those thoughts this morning. I was looking to see where I put them. How are you guys leveraging the data that you have under management to make combos technology even better and to help make some of those strategic, >>it's this deep learning. It gives as much, you know, we applying AI implicitly. I don't want it to be an AI washing my technology for my customers. It's in there. It just works for them and it's my job to make my product better so they get more value out of it as opposed to for them to bolt on something to make my product better. So I don't, I really don't care what other shit about it. What I care about is I'm building that right into, into the intelligence. We have all the data, we know we, our customers use it, how they back it up, what their expectations are, what the SLS are, what their protocols are. We know this stuff and you, you have to, you know, we've been around enough to know this stuff. So now we're taking all of that with technologies like deep learning and machine learning and making the product better. >>So Sunday, one of the toughest things to do out there is have people learn, learn about somebody again for the, for the second time, you know, you only get one chance to make a first impression. So maybe I'd love your insight. You've been on board for nine months, you know, everybody knows Combolt it has a strong pedigree as you said, has a lot of patents. There's the culture there, but anything you've learned in the last nine months that you didn't know from the outside, he was still a pretty good secret. And there's a lot of people that don't know us as long as even though we've been around in the enterprise and and have have achieved a ton, there's still a ton of customers that don't know us and you know in our chops to get it out there. And if you've looked at our digital presence, if you've looked at how we're engaging online, it's a different Convolt. In fact, one of my favorite hashtags that's a, that that's trending at the show is a hashtag new comm vault. Is that right? I like that one. >>As I say, I might have started it, I don't know. But it is, it's an opportunity, right as to said, you know, we all wish sometimes in certain situations we could make a first impression. Again, I think you have that opportunity is you're saying there's, you have I she was saying close to 80% of, I think I read the other day, 75 80% of Commonweal's revenue comes from the fortune 500 you have the big presence with Bleagh global enterprises. This sustainability initiative that you were doing with the U N that Chris talked about. So there's, there's a lot of momentum behind that as well to take and really kind of maybe even leverage the voice of those enterprises to share with the world the benefits that Convolt provides. Like you said, data protection is hot. Again, if you have the data and it's, and you don't have the insight and it's not protected and you can't recover it quickly, then what value >>or used, if you can't use that know, why does it have to be compartmentalized where you say, Oh, that is my archive. Why can't I, why can't I say that? Yes, it is my archive, but I can, I can leverage that data for other things in my business. Okay. And so our product orchestrate allows customers to discovery to do, sorry, activate, not orchestrate to do eDiscovery, to curate information to use it for R and D to have a policy on sensitive governance needs. There's so much we can do with that, with with the data that's just sitting there, that and from different sources that I believe that at some level, protecting and protecting, managing and controlling our almost table stakes. So I'm raising the stakes uses where the magic is. >>All right, raising the stakes. Well, Sanjay, thank you so much for joining Stu and me on the cube today. Can't wait to see where those stakes are going to be. Combo go 2020 hashtag new comm volt hashtag new comm vault. Thanks Lisa. Thanks. Thank you so much. Hashtag new cobalt for Stewman eman and Sanjay Mirchandani and Lisa Martin, you're watching the cube from Cannonball. Go.

>> from our studios in the heart of Silicon Valley, Palo Alto, California It is a cute conversation >> lover on Welcome to this cube conversation here in Palo Alto, California. The Cube Studio. I'm John for the co host of the Cube Weird Sylvan shop. Who's the head of solution Architecture and open systems securing Esti win of right of other cloud to point out like capabilities. Very successful. 20 plus years. Operation Civil was the one of the first folks are coming over to the US to expand their operation from Europe into New York. Now here in Silicon Valley. Welcome to the Cube conversation. Thank you. So instituting trivia. You were part of the original team of three to move to the U. S. From Switzerland. You guys had phenomenal success in Europe. You've come to the U. S. Having phenomenal success in the US Now you moving west out here to California on that team, you're opening things up at the market. >> It's been a chance, Mikey. Things can presented themselves step by step, and I jumped on the trains and it's been a good right. >> Awesome. You guys have had great success. We interviewed your CEO a variety of your top people. One of the things that's interesting story is that you guys have been around for a long time. Been there, done that, riding this next next wave of digital transformation. What we call a cloud two point. Oh, but really is about enterprise. Full cloud scale, securing it. You have a lot of organic growth with customers, great word of mouth. So that's not a lot of big marketing budgets, riel. Real success there. You guys now are in the US doing the same thing here. What's been the key to success for open systems wide such good customers? Why the success formula is it you guys are on the right wave. What is it? The product? All the above. What's the What's the secret formula? >> So multiple things I say. And we started as a privately owned company like broad banks to, um, to the Internet email into one back in the nineties. And, um, yeah, we started to grow organically, as he said were by mouth, and Indiana is we put heavy focus on operations, so we wanted to make our customers happy and successful, and, um, yeah, that's how we got there like it was slow organic growth. But we always kind of kept the core and we tried to be unconventional, tried to do things differently than others do. And that's what brought us to where we are today and now capabilities Being here in the Valley, um, opens up a lot of more doors. >> It's got a nice office and we would see I saw the video so props for that. Congratulations. But the real to me, the meat on the bone and story is, is that and I've been really ranting on this whole SD win is changing. SD Win used to be around for a long, long time. It's been known industries known market. It's got a total addressable market, but really, what has really talks to is the the cloud. The cloud is a wide area network. Why do we never used to be locked down? He had the old way permitted based security. Now everything is a wide area. That multi cloud in hybrid club. This is essentially networking. It's a networking paradigms. It's not lately rocket science technically, but the cloud 2.0 shift is about, you know, data. It's about applications, different architectures you have everything kind of coming together, which creates a security problem, an opportunity for new people to come in. That's what you guys? One of them. This is the big wave. What? It explain the new s t win with, you know, the old way and the new way. What is the what? What should people know about the new S D win marketplace? >> Yeah. So let me start. Where do Owen has come from and how digital transformation has impacted that. So typically corporate wider networks were centered around the Clear Data Center where all applications were hosted, storage and everything and all traffic was back holding to the data center. Typically, one single provider that Broady, Mpls links on dhe. It was all good. You had a central location where you could manage it. You had always ability security stack was there. So you had full control. Now new requirements from natural transformation broad as users are on the road, they're on their phones ipads on the in, restaurants in ah, hotels, Starbucks. Wherever we have applications moved to the cloud. So their access directly You wanna have or be as close as possible Unify Communications. I OT It's all things deposed. Different requirements now in the network and the traditional architecture didn't were wasn't able to respond to that. It's just that the links they were filled up. You couldn't invest enough thio blow up your Nampula slings to handle the band with You lost visibility because users were under road. You lost control, and that's where new architectures had to be found. That's where Ston step them and say, Hey, look now we're not centered around the headquarter anymore were sent around where the applications are, your scent around, where the data is, and we need to find means to connected a data as quickly as possible. And so you can use the Internet. Internet has become a commodity. It's become more performance more stable, so we can leverage that we can route traffic according to our policies. We can include the cloud, and that's where Ston actually benefits from the clown. As much as the club benefits from SD went because they go hand in hand and that's also what we really drive to say, Hey, look, now the cloud can be directly brought into your network, no matter where, where data and where applications. >> Yeah, and this is the thing. You know, Although you've been critical of S t when I still see it as the path of the future because it's networking. And the end of the day networking is networking. You moving packets from point A to point B and you're moving somebody story you moving from point A to store the point C. It's hard. And you brought this up about Mpls. It's hard to, like rip and replace You can't just do a wholesale change on the network has the networks are running businesses. So this is where the trick is, in my opinion. So I want to get your thoughts on how companies were dealing with this because, I mean, if you want to move, change something in the network, it takes a huge task. How did you guys discover this new opportunity? How did you implement it? What was the and how should customers think about not disrupting their operations at the same time bringing in the new capabilities of this SD win two point? Oh, >> yeah, that's it's a perfect sweet spot, because in the end is, um, nobody starts at a green field. If you could start with a green field. It's easy. You just take on the new technology and you're happy. But, um, customers that we look up large enterprises, they have a brownfield. They haven't existing that work. They have business critical applications running 24 7 And if you look at what options large enterprises have to implement and manage a nasty when is typically three approaches, they either do it themselves, meaning they need a major investment in on boarding people having the talent validating technology and making the project work already. Look at a conventional managers provider. In the end, that is just the same as doing yourself. It's just done by somebody else, and you have the the challenge that those providers typically, um, have a lot of portfolio that they manage. And they do not have enough expertise in Nasty Wen. And so you just end up with the same problems and a lot of service, Janey. So even then you do not get the expertise that you need. >> I think what's interesting about what you guys have done? I want to get your reaction to this is that the manage service piece of it makes it easier to get in without a lot of tinkering with existing infrastructure. Exact. And that's been one of that tail winds for you guys and success wise. Talk about that dynamic of why they managed service is a good approach because you put your toe in the water, so to speak, and you can kind of get involved, get as much as you need to go and go further. Talk about that dynamic and why that's important. >> Yeah, technology Jane is very quickly. So you need people that are able to manage that and open systems as a pure play provider. We build purposely build our platform for us, he went. So we integrated feature sets. We we know how to monitor it, how to configure it, how to manage it. Lifecycle management, technology, risk technology management. All this is purposely purposely built into it, so we strongly believe that to be successful, you need people that are experts in what they do to help you so that you and your I t people can focus in enabling the business. And that's kind of our sweet spot where we don't say we have experts. Our experts operating the network for you as a customer and therefore our experts are your experts. And that's kind of where we believe that a manage service on the right way ends up in Yeah, the best customer. >> And I think the human capital pieces interesting people can level up faster when you when you're not just deploying here. Here's the software load. It is the collaborations important. They're good. They're all right. While you're on this topic, I want to get your thoughts. Since you're an expert, we've been really evaluating this cloud 2.0, for lack of a better description. Cloud 2.0, implying that the cloud 1.0 was Amazon miss on The success of Amazon Web service is really shows Dev Ops in Action Agility The Lean startup Although all that stuff we read reading about for the past 10 plus years great compute storage at scale, amazing use of data like you, said Greenfield. Why not use the cloud? Great. Now all the talk about hybrid cloud even going back to 2013 We were of'em world at that time start 10th year their hybrid cloud was just introduced. Now it's mainstream now multi cloud is around the corner. This teases out cloud 2.0, Enterprise Cloud Enterprise Scale Enterprise Security Cloud Security monitoring 2.0, is observe ability. Got Cooper All these new things air coming on. This is the new clout to point out what is your definition of cloud two point? Oh, if you had to describe it to a customer or a friend, >> it is really ah, some of hybrid cloud or multi cloud, as you want to name it, because in the end, probably nobody can say I just select one cloud, and that's going to make me successful because in the end, cloud is it's not everywhere, as we kind of used to believe in the beginning, but in the end, it's somebody else's computer in a somebody else's data center. So the cloud is you selectively pick the location where you want to for your cloud instances and asked if Cloud Service providers opened up more locations that are closer to your users in the or data you actually can leverage more possibilities. So what we see emerging now is that while for a long time everything has moved to the cloud, the cloud is again coming back to us at the sietch. So a lot of compute stuff is done close to where data is generated. Um, it's where the users are. I mean, Data's generated with with us. Yeah, phones and touch and feel and vision and everything. So we can leverage these technologies to really compute closer to the data. But everything controlled out of central cloud instances. >> So this brings up a good point. You essentially kind of agreeing with cloud one detto being moved to the cloud. But now you mentioned something that's really interesting around cloud to point out, which is moving having cloud, certainly public clouds. Great. But now moving technology to the edge edge being a data center edge being, you know, industrial I ot other things wind farms, whatever users running around remotely you mentioned. So the edges now becomes a critical component of this cloud. Two point. Oh, okay. So I gotta ask the question, How does the networking and what's the complexity? And I'm just imagining massive complexity from this. What are some of the complexities and challenges and opportunities will arise out of this new dynamic of club two point. Oh, >> So the traditional approaches does just don't work anymore. So we need new ways to not only on the networking side, but obviously also the security side. So we need to make sure that not on Lee the network follows in the footsteps of the business of what it needs. But actually, the network can drive business innovation and that the network is ready to handle those new leaps and technologies. And that's what we see is kind of being able to tightly integrate whatever pops up, being able to quickly connect to a sass provider, quickly integrate a new cloud location into your network and have the strong security posture there. Directly integrated is what you need because if you always have to think about weight, if I add this, it's gonna break something else, and I have to. To change is here. Then you lose all the speed that your business needs. >> I mean, the ripple effect of it's like throwing a stone in the lake and seeing the ripple effect with cloud to point. You mentioned a few of them. Network and Security won't get to that in a second, but doesn't change every aspect of computing categories. Backup monitoring. I mean all the sectors that were traditional siloed on premise that moves with the cloud are now being disrupted again for the third time. Yeah, you agree with that? >> It's true. And I mean your club 0.1 point. Oh, you say a lot of things will be seen his lift and shift and that still works like there is a lot of work loads where it's not worth it to re factor everything. But then, for your core applications, the business where the business makes money, you want a leverage, the latest instead of technologies to really drive, drive your business there. >> I got to get your take on this because you're the head of architecture solutions at Open Systems. Um, is a marketing tagline that I saw that you guys promote, which I live. I want to get your thoughts on. It says, Stop treating your network like a network little marketing. I love it, but it's kind of like stop trying your network like a network implying that the networks changing may be inadequate. Antiquated needs to modernize. I'm kind of feeling the vibe there on that. What do you mean by that? Slow Stop treating your network like a network. What's what's the purpose >> behind that? But yeah, in the end, it to be a little flaw provoking. But I mean, even est even in its pure forms, where you have a softer controller that steers your traffic along different path. Already. For me, as an engineer, I'm gonna lose my mind because I want to know where routing is going. I want deterministic. Lee defined my policy, so I always have things under control. But now it's a softer agent that takes care. Furred takes care of it for me so that already I lose control in favor off. Yeah, more capabilities. And I think that's cloud just kind of accelerate. >> So you guys really put security kind of in between the network and application? Is that the way you're thinking about it? It used to be Network was at the bottom. You built the application, had security. Now you're thinking differently. Explain that the the architectural thinking around this because this is a modern approach you guys were taking, and I want to get this on the record. Applications have serving users and machines network delivers packets, and then you're saying security's wrapping up between them explain. >> So when we go back again to the traditional model Central Data Center, you had a security stack full rack of appliances that the care of your security was easy to manage. Now, if you wanna go ask you when connect every brand side to the Internet, you cannot replicate such an infrastructure to every branch. Location just doesn't skill. So what do you do? Why do you say I cannot benefit of this where I use new methods? And that's where we say we integrate security directly into our networking stack. So to be able to not rely on the service training but have everything compiled into one platform and be able to leverage that data is passing through our network. You've eyes. But then why not apply the same security functions that we used to do in our headquarter directly at the edge and therefore every branch benefits of the same security posture that I typically were traditionally only had in my data center? >> You guys so but also weighing as a strategic infrastructure critical infrastructure opponent. I would agree with that. That's obvious, but as we get into hybrid cloud and multi cloud infrastructures of service support. Seamless integration is critical. This has become a topic, will certainly be talking about for the rest of the year Of'em world and reinvented other conferences like Marcel that night as well. This is the big challenge for customers. Do I invest in Azure A. W as Google in another cloud? Who knows how many clouds coming be another cloud potentially around the corner? I don't want to fork my development team. I want to do one of the great different code bases. This has become kind of like the challenge. How do you see this playing out? Because again, the applications want to run on the best cloud possible. I'm a big believer in that. I think that the cloud should dictate the AP should dictate which cloud runs. That's why I'm a believer in the single cloud for the workload, not a single cloud for all workloads. So your thoughts, >> I think, from an application point of view. As you say, the application guys have to determine more cloud is best for them, I think from a networking point of view, as a network architect, we need to we can't work against this but enable them and be able to find ways that the network can seamlessly connect to whatever cloud the business wants to use. And there's plenty of opportunity to do that today and to integrate or partner with other providers that actually have partnered with dozens of cloud providers. And as we now can architect, we have solutions to directly bring you as a customer within milliseconds, to each cloud, premise is a huge advantage. It takes a few clicks in a portal. You have a new clouds instance up and running, and now you're connected. And the good thing is, we have different ways to do that. Either. We spin up our virtual instance virtual esti one appliance in cloud environments so we can leverage the Internet to go. They're still all secured, all encrypted, ordering me again. Use different cloud connect interconnections to access the clouds. Depending on the business requirements, >> you guys have been very successful. A lot of comfort from financial service is the U. N. With NGOs, variety of industries. So I want to get your thoughts on this. I've been we've been covering the Department of Defense is joining and Chet I joint and the presentation of defense initiative where the debate was soul single purpose Cloud. Now the reality is and we've covered this on silicon angle that D O D is going multi cloud as an organization because they're gonna have Microsoft Cloud for collaboration and other contracts. They're gonna win $8,000,000,000. So that a Friday cloud opportunities, but for the particular workload for the military, they have unique requirements. Their workload has chosen one cloud. That was the controversy. Want to get your thoughts on this? Should the workloads dictate the cloud? And is that okay? And certainly multi cloud is preferred Narada instances. But is it okay to have a single cloud for a workload? >> Yeah, again, from if the business is okay with that, that's fine from our side of you. We see a lot of lot of business that have global presence, so they're spread across the globe. So for them, it's beneficial to done distribute workloads again across different regions, and it could still be the same provider, but across different regions. And then already, question is How do you now we're out traffic between those workloads? Do we? Do you love right? Your esteem and infrastructure or do you actually use, for example, the backbone that the cloud provider provides you in case of Microsoft? They guarantee you the traffic between regions stay in their backbone. So gifts, asshole, new opportunities to leverage large providers. Backbone. >> And this is an interesting nuance point because multi cloud doesn't have to be. That's workload. Spreading the workload across three different clouds. It's this workload works on saving Amazon. This workload works on Azure. This workload works on another cloud that's multi cloud from a reality standpoint today, so that implies that most every country will be multi cloud for sure. But workloads might have a single cloud for either the routing and the transit security with the data stored. And that's okay, too. >> Yeah, yeah, and keep in mind, Cloud is not only infrastructure or platform is the service. It's also software as a service. So as soon as we have sales forests, work day office 3 65 dropbox or box, then we are multiplied. >> So basically the clouds are fighting it out by the applications that they support and the infrastructure behind. Exactly. All right, well, what's next for you? You're on the road. You guys doing a lot of customer activity. What's the coolest thing that you're seeing in the customer base from open system standpoint that you like to share with the audience? >> Um, so again, it's just cool to see that customers realized that there's plenty of opportunities. And just to see how we go through that evolution with our customers, were they initially or little concerned? But then eventually we see that actually, the network change drives new business project and customers air happy that they launched or collaborate with us. That's what that's what makes me happy and makes me and a continuing down that path >> and securing it is a key. Yeah, he wins in this market Having security? >> Absolutely. Yeah, Sylvia saying mind and not wake up at 2 a.m. Full sweat, because here >> we'll manage. Service is a preferred for my people like to consume and procure product in So congratulations and congressional on your Silicon Valley office looking for chatting more. I'm John for here in the keep studios for cute conversation. Thanks for watching

>> Live from Stanford University. It's the Cube covering global Women in Data Science conference brought to you by Silicon Angle media. >> Welcome back to the key. We air live at Stanford University for the fourth annual Women in Data Science Conference. The Cube has had the pleasure of being here all four years on I'm welcoming Back to the Cube, one of our distinguished alumni Janet George, the fellow chief data officer, scientists, big data and cognitive computing at Western Digital. Janet, it's great to see you. Thank you. Thank you so much. So I mentioned yes. Fourth, Annie will women in data science. And it's been, I think I met you here a couple of years ago, and we look at the impact. It had a chance to speak with Margo Garrett's in a about an hour ago, one of the co founders of Woods saying, We're expecting twenty thousand people to be engaging today with the Livestream. There are wigs events in one hundred and fifty locations this year, fifty plus countries expecting about one hundred thousand people to engage the attention. The focus that they have on data science and the opportunities that it has is really palpable. Tell us a little bit about Western Digital's continued sponsorship and what makes this important to you? >> So Western distal has recently transformed itself as a company, and we are a data driven company, so we are very much data infrastructure company, and I think that this momentum off A is phenomenal. It's just it's a foundational shift in the way we do business, and this foundational shift is just gaining tremendous momentum. Businesses are realizing that they're going to be in two categories the have and have not. And in order to be in the half category, you have started to embrace a You've got to start to embrace data. You've got to start to embrace scale and you've got to be in the transformation process. You have to transform yourself to put yourself in a competitive position. And that's why Vest Initial is here, where the leaders in storage worldwide and we'd like to be at the heart of their data is. >> So how has Western Digital transform? Because if we look at the evolution of a I and I know you're give you're on a panel tan, you're also giving a breakout on deep learning. But some of the importance it's not just the technical expertise. There's other really important skills. Communication, collaboration, empathy. How has Western digital transformed to really, I guess, maybe transform the human capital to be able to really become broad enough to be ableto tow harness. Aye, aye, for good. >> So we're not just a company that focuses on business for a We're doing a number of initiatives One of the initiatives were doing is a I for good, and we're doing data for good. This is related to working with the U. N. We've been focusing on trying to figure out how climate change the data that impacts climate change, collecting data and providing infrastructure to store massive amounts of species data in the environment that we've never actually collected before. So climate change is a huge area for us. Education is a huge area for us. Diversity is a huge area for us. We're using all of these areas as launching pad for data for good and trying to use data to better mankind and use a eye to better mankind. >> One of the things that is going on at this year's with second annual data fun. And when you talk about data for good, I think this year's Predictive Analytics Challenge was to look at satellite imagery to train the model to evaluate which images air likely tohave oil palm plantations. And we know that there's a tremendous social impact that palm oil and oil palm plantations in that can can impact, such as I think in Borneo and eighty percent reduction in the Oregon ten population. So it's interesting that they're also taking this opportunity to look at data for good. And how can they look at predictive Analytics to understand how to reduce deforestation like you talked about climate and the impact in the potential that a I and data for good have is astronomical? >> That's right. We could not build predictive models. We didn't have the data to put predictive boats predictive models. Now we have the data to put put out massively predictive models that can help us understand what change would look like twenty five years from now and then take corrective action. So we know carbon emissions are causing very significant damage to our environment. And there's something we can do about it. Data is helping us do that. We have the infrastructure, economies of scale. We can build massive platforms that can store this data, and then we can. Alan, it's the state at scale. We have enough technology now to adapt to our ecosystem, to look at disappearing grillers, you know, to look at disappearing insects, to look at just equal system that be living, how, how the ecosystem is going to survive and be better in the next ten years. There's a >> tremendous amount of power that data for good has, when often times whether the Cube is that technology conferences or events like this. The word trust issues yes, a lot in some pretty significant ways. And we often hear that data is not just the life blood of an organization, whether it's in just industry or academia. To have that trust is essential without it. That's right. No, go. >> That's right. So the data we have to be able to be discriminated. That's where the trust comes into factor, right? Because you can create a very good eh? I'm odder, or you can create a bad air more so a lot depends on who is creating the modern. The authorship of the model the creator of the modern is pretty significant to what the model actually does. Now we're getting a lot of this new area ofthe eyes coming in, which is the adversarial neural networks. And these areas are really just springing up because it can be creators to stop and block bad that's being done in the world next. So, for example, if you have malicious attacks on your website or hear militias, data collection on that data is being used against you. These adversarial networks and had built the trust in the data and in the so that is a whole new effort that has started in the latest world, which is >> critical because you mentioned everybody. I think, regardless of what generation you're in that's on. The planet today is aware of cybersecurity issues, whether it's H vac systems with DDOS attacks or it's ah baby boomer, who was part of the fifty million Facebook users whose data was used without their knowledge. It's becoming, I won't say accepted, but very much commonplace, Yes, so training the A I to be used for good is one thing. But I'm curious in terms of the potential that individuals have. What are your thoughts on some of these practices or concepts that we're hearing about data scientists taking something like a Hippocratic oath to start owning accountability for the data that they're working with. I'm just curious. What's >> more, I have a strong opinion on this because I think that data scientists are hugely responsible for what they are creating. We need a diversity of data scientists to have multiple models that are completely divorce, and we have to be very responsible when we start to create. Creators are by default, have to be responsible for their creation. Now where we get into tricky areas off, then you are the human auto or the creator ofthe Anay I model. And now the marshal has self created because it a self learned who owns the patent, who owns the copyright to those when I becomes the creator and whether it's malicious or non malicious right. And that's also ownership for the data scientist. So the group of people that are responsible for creating the environment, creating the morals the question comes into how do we protect the authors, the uses, the producers and the new creators off the original piece of art? Because at the end of the day, when you think about algorithms and I, it's just art its creation and you can use the creation for good or bad. And as the creation recreates itself like a learning on its own with massive amounts of data after an original data scientist has created the model well, how we how to be a confident. So that's a very interesting area that we haven't even touched upon because now the laws have to change. Policies have to change, but we can't stop innovation. Innovation has to go, and at the same time we have to be responsible about what we innovate >> and where do you think we are? Is a society in terms of catching As you mentioned, we can't. We have to continue innovation. Where are we A society and society and starting to understand the different principles of practices that have to be implemented in order for proper management of data, too. Enable innovation to continue at the pace that it needs. >> June. I would say that UK and other countries that kind of better than us, US is still catching up. But we're having great conversations. This is very important, right? We're debating the issues. We're coming together as a community. We're having so many discussions with experts. I'm sitting in so many panels contributing as an Aye aye expert in what we're creating. What? We see its scale when we deploy an aye aye, modern in production. What have we seen as the longevity of that? A marker in a business setting in a non business setting. How does the I perform and were now able to see sustained performance of the model? So let's say you deploy and am are in production. You're able inform yourself watching the sustained performance of that a model and how it is behaving, how it is learning how it's growing, what is its track record. And this knowledge is to come back and be part of discussions and part of being informed so we can change the regulations and be prepared for where this is going. Otherwise will be surprised. And I think that we have started a lot of discussions. The community's air coming together. The experts are coming together. So this is very good news. >> Theologian is's there? The moment of Edward is building. These conversations are happening. >> Yes, and policy makers are actively participating. This is very good for us because we don't want innovators to innovate without the participation of policymakers. We want the policymakers hand in hand with the innovators to lead the charter. So we have the checks and balances in place, and we feel safe because safety is so important. We need psychological safety for anything we do even to have a conversation. We need psychological safety. So imagine having a >> I >> systems run our lives without having that psychological safety. That's bad news for all of us, right? And so we really need to focus on the trust. And we need to focus on our ability to trust the data or a right to help us trust the data or surface the issues that are causing the trust. >> Janet, what a pleasure to have you back on the Cube. I wish we had more time to keep talking, but it's I can't wait till we talk to you next year because what you guys are doing and also your pact, true passion for data science for trust and a I for good is palpable. So thank you so much for carving out some time to stop by the program. Thank you. It's my pleasure. We want to thank you for watching the Cuba and Lisa Martin live at Stanford for the fourth annual Women in Data Science conference. We back after a short break.