(upbeat music) >> Hello, welcome back to this cube conversation, on cube on cloud startups. I'm John Furrier host of theCUBE. We're wrapping up the closing keynote fireside chat of the AWS showcase, the hottest startups in data and cloud. We've got some great guests here to eluminate what's happened and why it's important. And Michael Skok who's the founding partner, Michael Skok founding partner of Underscore VC, Mike Feinstein, principal business development manager, and the best Ben Haynes CIO advisor Lincoln Center for the Performing Arts. Gentlemen, thank you for joining me for this closing keynote for the AWS showcase. >> Pleasure to be here. >> So, first of all-- >> Happy to be here >> Guys, do you guys have a unique background from startup funding, growing companies, managing these partners at AWS and being a practitioner with Ben here. The first question I have is, what is the real market opportunity? We've heard from McKinsey that there's a trillion dollars of unlocked value in cloud and that really is going to come from all enterprises big and small. So the question is that that's what every wants to know. What's the secret answer key to the to the test if you are a business. 'Cause you don't want to be on the wrong side of cloud history here. There is a playbook, there's some formation of patterns and there's some playbook things happening out there. How do you guys see this? >> Well, I can try to take a crack at that. First of all I think, there's not only one playbook, you know, only one recipe. If it's a trillion dollar opportunity, that's in the aggregate. There's many different types of opportunities. I think you could have existing companies that are maybe older line companies that need to change the way they're doing things. You can have the younger companies that are trying to take advantage of all the data they've already collected and try to get more value out of it. There could be some radically different types of opportunities with newer technology. I think, you know, for each company just like each of the companies here at the showcase today, they are targeting some, you know, segment of this. Each of those segments is already large. And I think you're going to see a wide range of solutions taking hold here. >> Yeah, cloud drives a lot of value. Michael, I want to get your thoughts. You know, you've seen the software revolution you know, over the years. This time it seems to be accelerated, the time to value, if you're a startup. I mean, you couldn't ask for the perfect storm for our innovation if you're coming out of MIT, Stanford, any college. If you're not even going to school you can get in cloud, do anything. Starting software now is not as hard as it was or its different. What's your perspective because you know, these companies are adding treated value and they're going into an enterprise market that wants scale, they want the reliability. How do you see this evolving? >> You know, the very first time I saw Bezos get on stage and pitch AWS he said one thing which is, "We take away all the hard stuff about starting a software business and let you focus on the innovation." And I think that's still applies. So you're dead right John. And honestly, most founders don't want to spend any time on anything other than unique piece of innovation that they're going to deliver for their customers. So, I think that is fabulous news. I'm going to joke for a second, so I think we're all under shooting on this number. I mean, the reality is that every part of compute infrastructure that we talk about today was built from an infrastructure that's you know, decades old. By which I mean 30 to 50 decades in some 30 to 50 years in some cases. And we look forward in 30 to 50 years, we won't be talking about cloud or everything else. We'll be just talking about computing or whatever it is that we want to talk about at the edge. Or the application of data that you know, in a car and an ARVR heads up display that's helping surgeons work across the world. The fact is the only way this is really going to work is on the cloud. So I think it's a multi-trillion dollar opportunity, we're just taking a snapshot of it right now. And we're in an interesting point because of course digital transformation has been rapidly accelerated. I mean, there's all these jokes about you know, we've had five years of transformation in five months. I don't really care what the number is but what is obvious is that we couldn't have gone off to work and to play and to teach and all these other things without the cloud. And we just took it for granted but a year ago, that's what we all did and look, they're thriving. This whole thing is that, you know, a live broadcast that we're doing on the cloud. So yeah, I think it's a very big opportunity and whatever sector I think to Mike's point, that you look at and all the companies that you've seen this morning prove that, if you want to innovate today, you start on the cloud. Your cloud native as I would say. And as you grow, you will be a cloud assumed. It will be the basis on which everybody wants to access your products and services. So I'm excited about the future if you can't tell. >> I totally subscribe to that. Ben, I want to get your take as the CIO, now advisor to companies. If you're going to look at what Michael's laying out, which is born in the cloud native, they have an advantage, an inherent advantage right out of the gate. They have speed agility and scale. If you're an existing business you say, "Wait a minute I'm going to be competed against these hot startups." There's some serious fear of missing out and fear of getting screwed, right? I mean, you might go out of business. So this is the real threat. This is not just talked about, there's real examples now playing out. So as a practitioner, thinking about re-architecting or rejuvenating or pivoting or just being competitive. It's really the pressure's there. How do you see this? >> Yeah I know it really is. And every enterprise company and through every decade is it's a buyer versus build conversation. And with the cloud opportunities, you can actually build a lot quicker or you can leverage companies that can even go quicker than you that have a focus on innovation. 'Cause sometimes enterprise companies, it's hard to focus on the really cool stuff and that's going to bring value but maybe it won't. So if you can partner with someone and some of these companies that you just showcase, start doing some amazing things. That can actually help accelerate your own internal innovation a lot quicker than trying to spool up your own team. >> We heard some companies talking about day two operations lift and shift, not a layup either. I mean, lift and shift if not done properly as it's well discussed. And McKinsey actually puts that in their report as there's other point outs. It's not a no brainer. I mean, it's a no brainer to go to the cloud but if you lift and shift without really thinking it through or remediating anything, it could be, it could cost more. And you got the CAPEX and OPEX dynamics. So, certainly cloud is happening and this kind of gives a great segue into our next topic that I'd love to get you guys to weigh in on. And that is the business model, the business structure, business organization. Michael you brought up some interesting topics around, some of the new ideas that could be, you know, decentralized or just different consumption capabilities on both sides of the equation. So, the market's there, trillions and trillions of dollars are shifting and the spoils will go to the ones who are smart and agile and fast. But the business model, you could have it, you could be in the right market, but the wrong business model. Who wants to take the first cut at that? >> Mike do you want to go? >> Sure, I'd be happy to. I think that, you know, I mean again, there's not there only going to be one answer but I think one of the things that really make sense is that the business models can be much more consumption-based. You're certainly not going to see annual software licenses that you saw in the old world. Things are going to be much more consumption-based obviously software is a service type of models. And you're going to see, I think lots of different innovations. I've also seen a lot of companies that are starting up kind of based on open source as like a first foray. So there's an open source project that really catches hold. And then a company comes up behind it to both enhance it and to also provide support and to make it a real enterprise offering. But they get there early quick adoption of the frontline engineers by starting off with an open source project. And that's a model that I've seen work quite well. And I think it's a very interesting one. So, you know, the most important thing is that the business model has to be one that's as flexible as what the solutions are that you're trying to get the customers to adopt. The old way of everything being kind of locked in and rigid isn't going to work in this world 'cause you have to just really be agile. >> I want to come back to you Mike in a second on this 'cause I know Amazon's got some innovative go to market stuff. Michael you've written about this, I've read many blog posts on your side about SaaS piece. What's your take on business structure. I mean, obviously with remote, it's clear people are recognizing virtual companies are available. You mentioned you know, edge and compute, and these new app, these emerging technologies. Does the business structure and models shift? Do you have to be on certain side of this business model innovation? How do you view? 'Cause you're seeing the startups who are usually crazy at first, but then they become correct at the end of the day. What's your take? >> Well first of all, I love this debate because it's over. We used to have things that were not successful that would become shelfware. And that just doesn't work in the cloud. There is no shelfware. You're either live and being used or you're dead. So the great news about this is, it's very visible. You know, you can measure every person's connection to you for how long and what they're doing. And so the people that are smart, don't start with this question, the business model. They start with what am I actually doing for my user that's in value them? So I'll give you some examples like build on Mike's team. So, you know, I backed a company called Acquia. But it was based on an open source project called Drupal. Which was initially used for content management. Great, but people started building on it and over time, it became used for everything from the Olympics and hosting, you know, theirs to the Grammy's, to you know, pick your favorite consumer brand that was using it to host all of their different brands and being very particular about giving people the experiences. So, it's now a digital experience platform. But the reason that it grew successfully as a company is because on top of the open source project, we could see what people were doing. And so we built what in effect was the basis for them to get comfortable. By the way, Amazon is very fundamental partner in this was, became an investor extremely helpful. And again, took away all the heavy lifting so we could focus on the innovation. And so that's an example of what's going on. And the model there is very simple. People are paying for what they use to put that digital experience of that, to create a great customer journey. And for people to have the experience that obviously you know, makes the brand look good or makes the audience feel great if it's the Grammy's or whatever it is. So I think that's one example, but I'll give you two others because they are totally different. And one of the most recent investments we made is in a company called Coder. Which is a doc spelled backwards. and it's a new kind of doc that enables people to collaborate and to bring data and graphics and workflow and everything else, all into the simplicity of what's like opening up a doc. And they don't actually charge anybody who uses their docs. They just charge for people who make their docs. So its a make a best pricing, which is very interesting. They've got phenomenal metrics. I mean they're like over 140% net dollar retention, which is astoundingly good. And they grew over three and a half times last year. So that's another model, but it's consumer and it's, you know, as I said, make a price. And then, you know, another company we've been involved with if I look at it way back was Demand Web. It was the first e-commerce on demand company. We didn't charge for the software at all. We didn't charge for anything in fact. what we did was to take a percentage of the sales that went through the platform. And of course everybody loved that because, you know, if we were selling more or getting better uplift then everybody started to do very well. So, you know, the world's biggest brands moved online and started using our platform because they didn't want to create all that infrastructure. Another totally different model. And I could go on but the point is, if you start from the customer viewpoint like what are you doing for the customer? Are you helping them sell more? Or are you helping them build more effective business processes or better experiences? I think you've got a fantastic opportunity to build a great model in the cloud. >> Yeah, it's a great point. I think that's a great highlight also call out for expectations become the experience, as the old saying goes. If a customer sees value in something, you don't have to be tied to old ways of selling or pricing. And this brings up, Ben, I want to tie in you in here and maybe bring Mike back in. As an enterprise, it used to be the old adage of, well startups are unreliable, blah, blah, blah, you know, they got to get certified and enterprise usually do things more complicated than say consumer businesses. But now Amazon has all kinds of go to market. They have the marketplace, they have all kinds of the partner networks. This certification integration is a huge part of this. So back to, you know, Michael's point of, if you're dead you're dead or knows it, but if you're alive you usually have some momentum it's usually well understood, but then you have to integrate. So it has to be consumable for the enterprise. So Ben, how do you see that? Because at the end of the day, there's this desire for the better product and the better use case. That can, how do I procure it? Integration? These used to be really hard problems. Seems to be getting easier or are they? What's your take? >> Not 100%. I mean, even five years ago you would have to ask a lot of startups for a single sign on and as table stakes now. So the smart ones are understanding the enterprise principles that we need and a lot of it is around security. And then, they're building that from the start, from the start of their products. And so if you get out of that security hurdle, the stability so far is a lot more improved because they are, you know, a lot more focused and moving in a really, really quick way which can help companies, you know, move quickly. So definitely seen an improvement and there's still, the major entry point is credit card, small user base, small pricing, so you're not dealing with procurement. And building your way up into the big purchase model, right? And that model hasn't changed except the start is a lot lot quicker and a lot easier to get going. >> You know, I remember the story of the Amazon web stores, how they won the CIA contract is someone put a test on a credit card and IBM had the deal in their back pocket. They had the Ivory Tower sales call, Michael, you know the playbook on enterprise sales, you know, you got the oracles and you guys call it the top golf tournament smoothing and then you got the middle and then you got the bottoms up you got the, you know, the data dogs of the world who can just come in with freemium. So there's different approaches. How do you guys see that? Michael and Mike, I'd love for you to weigh in on this because this is really where there's no one answer, but depending upon the use case, there's certain motions that work better. Can you elaborate on which companies should pay attention to what and how customers should understand how they're buying? >> Yeah, I can go first on that. I think that first of all, with every customer it's going to be a little different situation, depends on the scale of the solution. But I find that, these very large kind of, you know, make a huge decision and buy some really big thing all at once. That's not happening very much anymore. As you said John, people are kind of building up it's either a grassroots adoption that then becomes an enterprise sale, or there is some trials or smaller deployments that then build up at enterprise sales. Companies can't make those huge mistake. So if they're going to make a big commitment it's based on confidence, that's come from earlier success. And one of the things that we do at AWS in addition to kind of helping enterprises choose the right technology partners, such as many of the companies here today. We also have solutions partners that can help them analyze the market and make the choice and help them implement it. So depending on the level of help that they need, there's lots of different resources that are going to be available to help them make the right choice the first time. >> Michael, your thoughts on this, because ecosystems are a part of the entire thing and partnering with Amazon or any cloud player, you need to be secure. You need to have all the certifications. But the end of the day, if it works, it works. And you can consume it whatever way you can. I mean, you can buy download through the marketplace. You can go direct, it's free. What do you see as the best mix of go to market from a cloud standpoint? Given that there's a variety of different use cases. >> Well, I'm going to play off Ben and Mike on this one and say, you know, there's a perfect example of what Ben brought up, which is single sign on. For some companies, if you don't have that you just can't get in the door. And at the other extreme to what Mike is saying, you know, there are reasons why people want to try stuff before they buy it. And so, you've got to find some way in between these two things to either partner with the right people that have the whole product solution to work with you. So, you know, if you don't have single sign on, you know, go work with Okta. And if you don't have all the certification that's needed well, work with AWS and you know, take it on that side of cash and have better security than anybody. So there's all sorts of ways to do this. But the bottom line is I think you got to be able to share value before you charge. And I'll give you two examples that are extreme in our portfolio, because I think it will show the sort of the edge with these two things. You know, the first one is a company called Popcart. It's been featured a lot in the press because when COVID hit, nobody could find whatever it was, that TP or you know, the latest supplies that they wanted. And so Popcart basically made it possible for people to say, "Okay, go track all the favorite suppliers." Whether it's your Walmarts or your Targets or your Amazons, et cetera. And they would come back and show you the best price and (indistinct) it cost you nothing. Once you started buying of course they were getting (indistinct) fees and they're transferring obviously values so everybody's doing well. It's a win-win, doesn't cost the consumer anything. So we love those strategies because, you know, whenever you can make value for people without costing them anything, that is great. The second one is the complete opposite. And again, it's an interesting example, you know, to Ben's point about how you have to work with existing solutions in some cases, or in some cases across more things to the cloud. So it's a company called Cloud Serum. It's also one we've partnered with AWS on. They basically help you save money as you use AWS. And it turns out that's important on the way in because you need to know how much it's going to cost to run what you're already doing off premises, sorry off the cloud, into the cloud. And secondly, when you move it there to optimize that spend so you don't suddenly find yourself in a situation where you can't afford to run the product or service. So simply put, you know, this is the future. We have to find ways to specifically make it easy again from the customer standpoint. The get value as quickly as possible and not to push them into anything that feels like, Oh my God, that's a big elephant of a risk that I don't obviously want to take on. >> Well, I'd like to ask the next question to Michael and Ben. This is about risk management from an enterprise perspective. And the reason Michael we just want to get you in here 'cause you do risk for living. You take risks, you venture out and put bets on horses if you will. You bet on the startups and the growing companies. So if I'm a customer and this is a thing that I'm seeing both in the public and private sector where partnerships are super critical. Especially in public right now. Public private partnerships, cybersecurity and data, huge initiatives. I saw General Keith Alexander talking about this, about his company and a variety of reliance on the private problem. No one winning formula anymore. Now as an enterprise, how do they up level their skill? How do you speak to enterprises who are watching and learning as they're taking the steps to be cloud native. They're training their people, they're trying to get their IT staff to be superpowers. They got to do all these. They got to rejuvenate, they got to innovate. So one of the things that they got to take in is new partnerships. How can an enterprise look at these 10 companies and others as partners? And how should the startups that are growing, become partners for the enterprise? Because if they can crack that code, some say that's the magical formula. Can you guys weigh in on that? (overlapping chatter) >> Look, the unfortunate starting point is that they need to have a serious commitment to wanting to change. And you're seeing a lot of that 'cause it is popping up now and they're all nodding their heads. But this needs people, it needs investment, and it needs to be super important, not just to prior, right? And some urgency. And with that behind you, you can find the right companies and start partnering to move things forward. A lot of companies don't understand their risk profile and we're still stuck in this you know, the old days of global network yet infiltrated, right? And that's sort of that its like, "Oh my God, we're done." And it's a lot more complicated now. And there needs to be a lot of education about the value of privacy and trust to our consumers. And once the executive team understands that then the investments follow. The challenge there is everyone's waiting, hoping that nothing goes wrong. When something goes wrong, oh, we better address that, right? And so how do we get ahead of that? And you need a very proactive CSO and CIO and CTO and all three if you have them really pushing this agenda and explaining what these risks are. >> Michael, your thoughts. Startups can be a great enabler for companies to change. They have their, you know, they're faster. They bring in new tech to the scenario scene. What's your analysis? >> Again, I'll use an example to speak to some of the things that Ben's talking about. Which is, let's say you decide you want to have all of your data analysis in the cloud. It turns out Amazon's got a phenomenal set of services that you can use. Do everything from ingest and then wrangle your data and get it cleaned up, and then build one of the apps to gain insight on it and use AI and ML to make that whole thing work. But even Amazon will be the first to tell you that if you have all their services, you need a team understand the development, the operations and the security, DevSecOps, it's typically what it's referred to. And most people don't have that. If you're sure and then say you're fortune 1000, you'll build that team. You'll have, you know, a hundred people doing that. But once you get below that, even in the mid tier, even in a few billion dollar companies, it's actually very hard to have those skills and keep them up to date. So companies are actually getting built that do all of that for you, that effectively, you know, make your services into a product that can be run end to end. And we've invested in one and again we partnered with Amazon on gold Kazina. They effectively make the data lake as a service. And they're effectively building on top of all the Amazon services in orchestrating and managing all that DevSecOps for you. So you don't need that team. And they do it in, you know, days or weeks, not months or years. And so I think that the point that Ben made is a really good one. Which is, you know, you've got to make it a priority and invest in it. And it doesn't just happen. It's a new set of skills, they're different. They require obviously everything from the very earliest stage of development in the cloud, all the way through to the sort of managing and running a bit. And of course maintaining it all securely and unscalable, et cetera. (overlapping chatter) >> It's interesting you bring up that Amazon's got great security. You mentioned that earlier. Mike, I wanted to bring you in because you guys it's graduating a lot of startups, graduating, it's not like they're in school or anything, but they're really, you're building on top of AWS which is already, you know, all the SOC report, all the infrastructure's there. You guys have a high bar on security. So coming out of the AWS ecosystem is not for the faint of heart. I mean, you got to kind of go through and I've heard from many startups that you know, that's a grueling process. And this is, should be good news for the enterprise. How are you guys seeing that partnership? What's the pattern recognition that we can share with enterprises adopting startups coming on the cloud? What can they expect? What are some best practices? What are the things to look for in adopting startup technologies? >> Yeah, so as you know we have a shared security model where we do the security for the physical infrastructure that we're operating, and then we try to share best practices to our partners who really own the security for their applications. Well, one of the benefits we have particularly with the AWS partner network is that, we will help vet these companies, we will review their security architecture, we'll make recommendations. We have a lot of great building blocks of services they can use to build their applications, so that they have a much better chance of really delivering a more secure total application to the enterprise customer. Now of course the enterprise customers still should be checking this and making sure that all of these products meet their needs because that is their ultimate responsibility. But by leveraging the ecosystem we have, the infrastructure we have and the strength of our partners, they can start off with a much more secure application or use case than they would if they were trying to build it from scratch. >> All right. Also, I want to get these guys out of the way in on this last question, before we jump into the wrap up. products and technologies, what is the most important thing enterprises should be focused on? It could be a list of three or four or five that they should be focused on from emerging technologies or a technology secret sauce perspective. Meaning, I'm going to leverage some new things we're going to build and do or buy from cloud scale. What are the most important product technology issues they need to be paying attention to? >> I think I'll run with that first. There's a major, major opportunity with data. We've gone through this whole cycle of creating data lakes that tended to data's forms and big data was going to solve everything. Enterprises are sitting on an amazing amount of information. And anything that can be done to, I actually get insights out of that, and I don't mean dashboards, PI tools, they're like a dime a dozen. How can we leverage AI and ML to really start getting some insights a lot quicker and a lot more value to the company from the data they owns. Anything around that, to me is a major opportunity. >> Now I'm going to go just a little bit deeper on that 'cause I would agree with all those points that Ben made. I think one of the real key points is to make sure that they're really leveraging the data that they have in kind of in place. Pulling in data from all their disparate apps, not trying to generate some new set of data, but really trying to leverage what they have so they can get live information from the disparate apps. Whether it's Salesforce or other systems they might have. I also think it's important to give users the tools to do a lot of their own analytics. So I think definitely, you know, kind of dashboards are a dime a dozen as Ben said, but the more you can do to make it really easy for users to do their own thing, so they're not relying on some central department to create some kind of report for them, but they can innovate on their own and do their own analytics of the data. I think its really critical to help companies move faster. >> Michael? >> I'll just build on that with an example because I think Ben and Mike gave two very good things, you know, data and making it self service to the users et cetera So, an example is one of our companies called Salsify, which is B2B commerce. So they're enabling brands to get their products out into the various different channels the day that people buy them on. Which by the way, an incredible number of channels have been created, whether it's, you know, Instagram at one extreme or of course you know, traditional commerce sites is another. And it's actually impossible to get all of the different capabilities of your product fully explained in the right format in each of those channels humanly. You actually have to use a computer. So that highlights the first thing I was thinking is very important is, what could you not do before that you can now do in the cloud? And you know, do in a distributed fashion. So that's a good example. The second thing is, and Mike said it very well, you know, if you can give people the data that Ben was referring to in a way that they line a business user, in this case, a brand manager, or for example the merchandiser can actually use, they'll quickly tell you, "Oh, these three channels are really not worth us spending a lot of money on. We need waste promotion on them. But look at this one, this one's really taking up. This TikTok thing is actually worth paying attention to. Why don't we enable people to buy, you know, products there?" And then focus in on it. And Salsify, by the way, is you know, I can give you stats with every different customer they've got, but they've got huge brands. The sort of Nestlés, the L'Oreals et cetera. Where they're measuring in terms of hundreds of percent of sales increase, because of using the data of Ben's point and making itself service to Mike's point. >> Awesome. Thought exercise for this little toss up question, for anyone who wants to grab it. If you had unlimited budget for R&D, and you wanted to play the long game and you wanted to take some territory down in the future. What technology and what area would you start carving out and protecting and owning or thinking about or digging into. There's a variety of great stuff out there and you know, being prepared for potentially any wildcards, what would it be? >> Well, I don't mind jumping in. That's a tough question. Whatever I did, I would start with machine learning. I think we're still just starting to see the benefits of what this can do across all of different applications. You know, if you look at what AWS has been doing, we, you know, we recently, many of our new service offerings are integrating machine learning in order to optimize automatically, to find the right solution automatically, to find errors in code automatically. And I think you're going to see more and more machine learning built into all types of line of business applications. Sales, marketing, finance, customer service. You know, you already see some of it but I think it's going to happen more and more. So if I was going to bet on one core thing, it would be that. >> I'll jump on that just because I-- >> You're VC, do you think about this as an easy one for you. >> Well, yes or no (indistinct) that I've been a VC now for too long. I was you know (indistinct) for 21 years. I could have answered that question pretty well but in the last 19 of becoming a VC, I've become ruined by just capital being put behind things. But in all seriousness, I think Mike is right. I think every single application is going to get not just reinvented completely reimagined by ML. Because there's so much of what we do that there is indeed managing the data to try to understand how to improve the business process. And when you can do that in an automated fashion and with a continuous close loop that improves it, it takes away all the drudgery and things like humans or the other extreme, you know, manufacturing. And in-between anything that goes from border to cash faster is going to be good for business. And that's going to require ML. So it's an exciting time ahead. That's where we're putting our money. >> Ben, are you going to go off the board here or you're going to stay with machine learning and dating, go wild card here. Blockchain? AR? VR? (overlapping chatter) >> Well I'd have to say ML and AI applying to privacy and trust. Privacy and trust is going to be a currency that a lot of companies need to deal with for a long time coming. And anything you can do to speed that up and honestly remove the human element, and like Michael said, there's a lot of, before there's a lot of services on AWS that are very creative. There's a lot of security built-in But it's that one S3 bucket that someone left open on the internet, that causes the breach. So how are we automating that? Like how do we take the humans out of this process? So we don't make human errors to really get some security happening. >> I think trust is an interesting one. Trust is kind of data as well. I mean, communities are, misinformation, we saw that with elections, huge. Again, that's back to data. We're back to data again. >> You know, John if I may, I'd like to add to that though. It's a good example of something that none of us can predict. Which is, what will be a fundamentally new way of doing this that we haven't really thought of? And, you know, the blockchain is effectively created a means for people to do distributed computing and also, you know, sharing of data, et cetera. Without the human being in the middle and getting rid of many of the intermediaries that we thought were necessary. So, I don't know whether it's the next blockchain or there's blockchain itself, but I have a feeling that this whole issue of trust will become very different when we have new infrastructure. >> I think I agree with everyone here. The data's key. I come back down to data whether you're telling the sovereignty misinformation, the data is there. Okay. Final, final question before we wrap up. This has been amazing on a more serious note for the enterprise folks out there and people in general and around the world. If you guys could give a color commentary answer to, what the post COVID world will look like. With respect to technology adoption, societal impact and technology for potentially good and aura for business. Now that we're coming closer to vaccines and real life again, what is the post COVID world going to look like? What do we learn from it? And how does that translate into everyday in real life benefits? >> Well, I think one of the things that we've seen is that people have realized you can do a lot of work without being in the office. You could be anywhere as long as you can access the data and make the insights from it that you need to. And so I think there's going to be an expectation on the part of users, that there'll be able to do that all the time. They'll be able to do analytics on their phone. They'll be able to do it from wherever they are. They'll be able to do it quickly and they'll be able to get access to the information that they need. And that's going to force companies to continue to be responsive to the expectations and the needs of their users, so that they can keep people productive and have happy employees. Otherwise they're going to go work somewhere else. >> Michael, any thoughts? Post COVID, what do we learn? What happens next? >> You said one key thing Mike, expectations. And I think we're going to live in a very difficult world because expectations are completely unclear. And you might think it's based on age, or you might think it's based on industry or geography, etc. The reality is people have such wildly different expectations and you know, we've tried to do surveys and to try and understand, you know, whether there are some patterns here. I think it's going to be one word, hybrid. And how we deal with hybrid is going to be a major leadership challenge. Because it's impossible to predict what people will do and how they will behave and how they want to for example, go to school or to you know, go to work or play, et cetera. And so I think the third word that I would use is flexibility. You know, we just have to be agile and flexible until we figure out, you know, how this is going to settle out, to get the best of both worlds, because there's so much that we've learned that has been to your point, really beneficial. The more productivity taking out the community. But there's also a lot of things that people really want to get back to such as social interaction, you know, connecting with their friends and living their lives. >> Ben, final word. >> So I'll just drill in on that a little bit deeper. The war on talent, if we talk about tech, if we talk a lot about data, AI, ML. That it's going to be a big differentiator for the companies that are willing to maintain a work from home and your top level resources are going to be dictating where they're working from. And they've seen our work now. And you know, if you're not flexible with how you're running your organization, you will start to lose talent. And companies are going to have to get their head around that as we move forward. >> Gentlemen, thank you very much for your time. That's a great wrap up to this cube on cloud, the AWS startup showcase. Thank you very much on behalf of Dave Vellante, myself, the entire cube team and Amazon web services. Thank you very much for closing out the keynote. Thanks for your time. >> Thank you John and thanks Amazon for a great day. >> Yeah, thank you John. >> Okay, that's a wrap for today. Amazing event. Great keynote, great commentary, 10 amazing companies out there growing, great traction. Cloud startup, cloud scale, cloud value for the enterprise. I'm John Furrier on behalf of theCUBE and Dave Vellante, thanks for watching. (bright music)

>> And one topic. I want to get onto that. You mentioned it up and you opened the can of worms on this. So I blame you. His blood flow restriction training you called B F R. And Freeman listening chases the well, the most well versed individuals in this area. I was, I learned from him probably weekly on it, and I get studies from him. I used to be daily. Probably. It will lessen consistent now, because he's probably realizing that I can't read that fast. But I'm gonna chase to talk a little bit about some of protocols that you used be a far and harder you can use it for. Not yet. That's like development for individuals who might just be seeking an alternative way to work out whether the older adults, people who travel on the road and what it does physiologically for not only muscle growth, but the tendon thickness, like you said, and some of the other other >> protocols. Such a cellular swelling protocols. >> Yeah, yeah, I think you know, the one thing I would say about our previous of conversation with incense Thing is, I'm not telling people not to take him out like running around saying that that's the devil and all that. So I make sure that I'm not like one of those zealots about that stuff. It's it's just Hey, do you need it? You know, like this, that thought process is critical. Is this necessary? Not let me just problem cause I'm sore today, right? I think that's the caveat I want people to walk away with is that everything is necessary if it's necessary. And if it's not, is there a better alternative, or is it just part of life? Is that part of being a division one athlete or, you know, somebody who's recreational? E fit is you're going to feel a little sore and tired. Is it necessary to take that pill that made negatively? Thank you. So I think that's one thing I want to say, but kind of moving on to the >> You are not a dealer. I will vouch for it. Yeah. Interesting topic to talk about. And I give you credit for being open minded on both ends. Yes, everyone was concerned. >> Yeah, Yeah, I want to throw that out there. But I think with the Bee Afar stuff, it's I'm so ill. I've learned a lot from the man. Dr Headless Sarah. Hey, Works is Smart tools company, which they're just absolutely revolutionising how available and the education that's associative willful restrictions. So I you know, I I'm gonna kind of pass on that credit and say that, uh, they're really pushing the field forward, and I'm not affiliated with the company. I just think what they're doing is is fantastic work, because local restriction obviously has been around for a long time. It's not new, you know, we're not pretending it's new, but you know, it's really the availability of cuffs for sort of affordable prices has made it seem no refreshed and kind of a new life to it started in the late nineties in Japan, really doing a lot of the early research on it. Ah, lot of people started with tine off with different straps and and, ah, bands that they're just wrapping around their arms and looking for, you know, in a partial occlusion and some cases probably dangerously a full ischemia. But I think you saw it. And most recent years, with some of the owns recovery and the Delphi's, which come in a pretty high price tag and as I mentioned, smart tools has come out. They have much more affordable. I think it's, you know, a tenth of the price. And so now you're able tto. But these types of you know it's tool and everybody's hands. And I think it's is changing the landscape as faras, a modality that has multiple uses. And that's one thing when we talk sports science, we talked technology. You know, everything has a time in place. But when I look and evaluate and vet out technology, or whatever we're going to bring on is as a new resource. I always looked forward to have multiple uses, doesn't have a bang for your buck, and I think the blood flow restriction does. It's versatile. It can be used in rehab. You can be used to build muscle confused for strength. It can be used as, ah, activity potentially ater so you can use it. Potentially increase your subsequent performance with an acute time window. You can use it as a recovery tool, so I think the the utilization of it is still we're learning about it. There's still no definitive. Here's how this happens in this sequence but I think that's what Everything right? The human body. We're learning so much about it. But the science that's there has proven that low load with local restriction, where we're including one hundred percent venous return, but partially including arterial inflow. So there is blood flow going into the muscles and the periphery, but there is no blood flow returning, and so it creates a cooling effect. We're essentially you're gonna limit the availability of oxygen. You're going to decrease the pH and more acidic. You're goingto deplete foster creating stores. You're essentially going to run through the size of principle and use up small of slow twitch fibers and skip essentially rights of fast switch fivers with a low load or even a non loaded exercise. So I think when you talk about somebody who's got limitations, maybe they just had surgery. They can't run. They can't have the impulse of the impact that you would need or you would want to see toe. I kind of developed the most cultures. They come back. Little restriction is a great way because takes a low load exercise and you realise, is that restricted bowling and you get a subsequent fast, which adaptation? So you're you're simulating the big boys, the ones that move us, the ones that make us jump and run faster. Ah, and I think you're seeing time Windows of adaptation that air a sixth of the time Faster, you're getting strength. And I purchased three Adaptation in two weeks, whereas in traditional resistance training it was taking eight to twelve. Um, so And when you talk about, I had an athlete rolled her ankle and I want to make sure that they're not having atrophy is they walk around in a boot. I need to make sure that the muscles around the knees and the hamstrings, the name of the elders, critical drivers and sport aren't just wasting away. So we would have athletes obviously in the rehab sitting, doing protocols to develop muscle but also just sitting the act of just sitting with occlusion passively not doing anything has been shown to cut atrophy by fifty percent. So it's fantastic because it's not invasive. You're not doing anything into him. They're just sitting. So, uh, we don't you know, promote them to play on their phones constantly, but they can sit there and have their phone out and, you know, twenty minutes goes by and they just hopefully of, you know, benefited their return to play and a, you know, a faster, more efficient way than just sitting around. So lots of lots of utility for it. >> Interesting. So for those not familiar bloodflow restriction training the way it works, you gotta cuss. Arms hopefully cast. Not just, uh, elastic band, you tying on. But that's how I started originally from Kat to training out in Japan. So it's a cuff. The attach is approximately on the whim, typically by the shoulder or up along the thigh, and it includes the amount of blood so reduces the amount of blood. Don't go into the muscle, which then allows these Siri's of physiological effects that chase alluded to. That is a difference between Venus and arterial occlusion and chase in. Regards to that were Some of the specifics are for people who aren't as familiar with blood flow. You rattle off a bunch of stuff regarding blood flow and from the adaptations of it. But people who aren't familiar with it you measure the occlusion through Doppler. I believe Smart tools uses a remote Doppler. They're attached to you on the distal limb and everyone using this, what percentages do use? How do you know what you too much occlusion that to type that not tight enough. And we're the protocols that you use once you have the right conclusion for that limb to increase some of these hypertrophy, some muscle growing activities or, you know, just sitting there play on your phone activities that reduces hypertrophy for your athletes. >> Yeah. So what you're doing is you're actually going to take an external Doppler or something that's gonna allow you to magnify the sound of the pulse, right? So if you take radio pulse, you know, right here you would replace the Doppler on it. You would actually be able to hear the heartbeat as it from service, >> due stew, stew, sh >> and up top. They're wearing the cuff. You're going to slowly start to inflate it. It gets tighter, tighter, tighter. And you will eventually get to a point where that, uh, false will start to fade of >> this dish dish. >> And it comes to a point where it's non existent. And so that's when you know that there's been full arterial occlusion that's there one hundred percent. There is no blood flow into that arm. There's no blood flow out. It is included. And so research has shown that basically anywhere from thirty percent in ninety percent, you're gonna have the same amount of occlusion. So if I was explained that, ah, a little bit more detail is so I'm going to take that one hundred percent occlusion number. So if you've ever done your blood pressure and the typical one of perfect blood pressure's one twenty of Brady and that's the same device we're going to use I mean its's stigmata. I'm anemometer the tough one to say, um and you're going to get a number up there like, let's just say two fifty. Alright, so that's your hundred percent occlusion. What again research has shown is that in thirty percent of two. Fifty all the way up to ninety percent of two. Fifty, that's the sweet spot or including arterial, that actually doesn't improve occlusion as the higher you go. So we stick to fifty percent. So, you know, fifty per cent of two fifty is one twenty five. And, ah, you're goingto have Justus. Much of you did it at ninety percent. And really, the differences is pain perception. Because if you start getting up one hundred percent inclusion and telling somebody to exercise, they're not going to like it. It's not going to feel good. So it's a nice sweet spot of saying, Hey, we have included Arterial but not fully restricted, but we have researched it, Venus. But we can still move and be act on DSO with that what you're really looking to do. There's a thirty fifteen fifteen fifteen protocol that's seen pretty commonly, but ultimately you just need to fatigue the muscles. Ito have a low load exercise that's done for high volume, typically fifteen plus wraps for multiple sets with a minimal respirations. So what we're trying to do is we're trying Teo, allow for blood to be flung, pumped into the muscle. You're goingto actively, you know, contract. Over time, it's going to stimulate fast twitch fibers. You're going to rest for a very short period. More blood flow is going to go to the area. It's gonna keep getting more acidic. It's going to keep activating Mohr fast twitch, and you're going to just repeat that. And so I mean it really, really magnifies the response of typically a weight or resistance that would be almost no impact on you at all. You would have no performance benefit from using a weight that light. So you can really use it as you know, when I was in a rehab setting with an athlete who has very little capability to handle load. Or you could use it as a finisher in your body builder. And you wantto stimulate ah, muscle group that's lagging, and you really want to build it up. Ah, it's the fantastic thing I think about It is it's a minimally damaging activity. And what I mean by that is that you're gonna have a dramatic reduction and creating stores of CK levels. Lt's myoglobin. You're not going to get the same mechanical breakdown that you see what too difficult resistance training when we start talking about internal load and H R V. If you were to substitute and in season lift with the Afar, you're still going to get strengthened and have virtually adaptation without the potential systemic load. That may be a typical resistance training session. Does the now you start talking about minimizing, uh, internal responses? Bye. Still getting annotation, so it's it's pretty, pretty amazing. >> Yeah, that's that's something. So I've seen personally as well. I use smart tools, smart tools. I'm not feeling it with a big fan of whom, because they made it affordable for individuals like you, of myself actually use them. So we're talking about occlusion. We're talking about reducing amount of arterial occlusion, but not with the amount of Venus inclusions here allowing blood to pool. It's an extent you get large amounts of violation. You increase the amount of capital area is in that area, but you're also not breaking down the muscle in the same way that you would otherwise. So we're lifting a heavy load. You have the fibers himself begin to essentially tear apart. Your body has to rebuild these, but now we're increasing hypertrophy, so growing them also, without having to have this break down response in the muscle itself. But that being said, the loads that you're using are also twenty percent of your one rat max. So a very, very light load you're using to fatigue. How does that affect the tendon itself? Because one thing I've noticed personally, this is I'm not I'm not saying you should do this, Okay, this is what I did and maybe stupid or whatever you wanna call it. I had a really bad Tanaka, the issue of my knee where I couldn't play basket. I couldn't go upstairs well, and I didn't be afar. Traditional trailer at tempo work. But when I started doing be fr low level plyometrics when I started inducing some of the shearing forces on the tendon to increase adaptation that area that otherwise might not be there with a >> low load, >> I started Teo see much better results in my knee compared to some of the tempo work. Do you do anything specifically with B a far that might target attendant outside of the traditional thirty wraps, fifteen wraps, fifteen reps. Fifteen reps with >> a low load. >> Yeah, yeah, absolutely. I think you know some of the ice of measures that we talked about when you were working in Stanford and having that Anil Jessica effect. So having the ability to have the mitigation on acute windows of what, fifteen, forty five minutes, but also the college and proliferation. So you're getting an increase in human growth hormone that there's like one hundred seventy percent times greater after ah workout, which we know. H gh doesn't necessarily build bigger muscles, but it does stimulate collagen growth. So when you're having somebody who is maybe coming back from a ruptured Achilles or another, you know IDA cirrhosis issue, You know, it's a great way to help promote and environment and maybe in a vascular area and the kind of forces, nutrients and a hormonal shift that may promote a more appealing environment. I think you know, we talked about it briefly. The training piece, I think you know, the more that you can start to get people into. I'm not overly dramatic, sport specific person, but I think the more you can get people into activities that are going to be replicated on the field, know whether it's sled pushes and walks or whether it's, you know, having some type of, um, you know, activity. If your picture where you're getting your arm through these range of emotions that are going to be necessary while using the inclusion is actually gonna promote a lot of ongoing benefit. I think toe rehabilitate the area on a functional manner and develop not only the musculature, but also remote the properties around that specific tissue that needs to be healed. So I think there's some really cool things that are just now kind of being played with Just because we can actually die. Elin, the proper collusions. We can actually die. Elin. What we want to see happen with you whether it's, uh, some of the cells, whole protocols that we're doing are these giving preconditions. Bread falls. Where were haven't athletes sit for extended period time passively with their occlusion of set? And then they're gonna reap, refuse. We're in, Allow blood flow back, and we're going to do that repeated intervals prior to activity and see a potential for increased power output. Oxygen. Connectix. The research is pretty amazing with some of the human reconditioning and that they're saying, um, increase time to exhaustion, decrease time trial performances. But they don't really know why. You know, there isn't like a clear mechanisms for performance gains that's been totally identified just yet. There has been stuff where it's shown to attenuate lacked eight levels. So you're obviously no cellular. Respiration is enhanced because you're not getting that amount of hydrogen present in the blood. So you may be potentially more efficient energy user using more, more fat and oxygen, so that's great there. But I think you know, as the research are sketching out, that piece is that's one thing that I'm looking at doing for my research focus for school. Is that potentially a shin piece? If I'm already going to be sitting around before a game, or I'm gonna have time between events like a track and field event are, you know, Cool event. And I know I can sit here passively, not use energy, provide a stimulus to the body that's gonna potentially open up neural pathways or physiological mechanisms to increase contract ability of the muscles. I'm going to, then maybe get that extra tenth of a second. I'm going to throw an extra, you know, a couple feet on the javelin. I'm going to do whatever I need to dio potentially at a higher level. I think that's really as we're pushing towards performance. Why do you take, you know, choose during the game like you want increase performance, you want to run longer, and I think this is going to add one more a little layer to it. That from an investment piece is minimally invasive is minimally changing to their to their schedule. They're not. They don't have to do anything crazy. They feel good. And that's the biggest thing. Is the anecdotal feedback on it is man, I feel great. I feel like I have to I don't have to do a full warm up. I feel like I can just kind of get out there, move around. We still have him do stuff, but they just feel like they've warmed up faster. And I think of that piece is gonna be really cool to see if we can demonstrate some of empirical evidence on it. >> Yeah, that I'm excited to see the research, >> and I know you're working hard on it. >> It's kind of a great stop. Making Brava kind really brings us full circle because you look at be fr it, increases their sit in the area and lacked a production and increases economic nervous system arousal, which has been shown both to increase cognitive abilities. Um, neural plasticity and ability to enhance memory. And so why you're doing this? It's also the only prime main the body for the coming activity. We also prime ing the body is a hole in regards to it's mental capacity and not just the muscular area. And so when you start looking at that, you know, full system, the human body and how we can talk about a little bit here, some dynamical systems where you know the body is really complex. What happens in one area affects another. You can't differentiate between your physical mental side because the physical side of the Afar is now enhancing your mental side. Just like your perception. Ten hands a workout. And so you have feedback up and feedback back down. And that's just a great, you know, highlight You brought up because now it's really inclusive. Were we're so often thinking this isolated manner. Oh, if we've been to this or we run this, this will happen. But we don't think about it in this recursive loop manor where what I did to my muscle, right, our muscle releases these myo times. I go talk to our brain, which then go back and talk to our muscle. And we have the endocrine system working together to orchestrate this all and just the whole idea of be a farm for a game It's not just right the muscles and the scheming Preconditioning, but it's also a fact that you're putting the person in a state That's more conducive. Two performance itself, because so often and this isn't to go on a rant and I apologise. And this is something you buy a top about, right? Avoiding the sympathetic states, All right, we don't want to be sitting there before game doing deep belly breathing because we need to be ready to roll. There's a reason why you get excited in these situations and a really excellent full loop example. How Don't comes together there. >> Yeah, I think one last little piece with that, too, is black. Tate has been shown and exercise of a specific lactate now to have been associated with BDNF, right? So that brain derived neurotrophic factor that exercise stimulates like Miracle Gro for the brain, >> and that if >> you're sitting around watching, you know, lecture for an hour, get up to ten SWATs. Walk around, and all of a sudden you have a renewed focus. And so with that to your point of it's all connected is you have an athlete who essentially is going to get a benefit from that. But we're also, you know, and there they'll never watch this, so I'll say it. I do planting that placebo. My burbage is really, really careful. And hey, just so you know, you wear this attempt ten, fifteen minutes before you do some ISOs, your ankle will feel better. It has an ability to mitigate. Think like him. Planting that sense of this is gonna work because we'll see Bo Effect works. We know it does. So there's a little bit of, you know, mix of art and science and how we imply these technologies and saying they like, Hey, Logan, just say no, you wear this before that game, your ankle will feel better. You're gonna feel looser, going to hell faster and just letting them roll with that and don't need to tell him anything else. And I think that to your point of it's all connected can then maximise whatever intervention you want to, then increase performance. >> Yeah, and I'll avoid a rant here. I'll keep it short, I promise. But what you hit on? Perfect. Especially since that. Look at some of studies regarding attendance, they'll look at it and see that the timid itself is healthy, yet they feel pain, and they've done lost studies where they're saying an external stimulus. So something like a metre gnome in the background going Ping Ping Ping and you're focused on the stimulus instead of the pain. And you now begin to de associate your knee with pain because the stimulus and regards to the tempo that's going on the background, you're doing it. Why didn't exercise So now? Because you're focused on this external stimulus fall during exercise, you begin to disassociate pain with your, you know, near tendon during that movement and just really shows how coupled the system is and how our brain talks your body body. And if we perceive that we're healthy right? You said, Oh, mixing the heart and the science while you're mixing the science of the science, right? Your you understand that perception is reality is not necessarily. We like to call it art because there's no number to put behind it. Really. It's, you know, the science that our body is deeply into connected and how are neurons from the brain talked to our muscles? Are muscles tough back to our brain are all essentially one and how everything from your nutrition, your perception to your stress from school, you're emotional state, whether you got a text message from someone that made you upset all effects, your internal load off the body itself. And regardless of what external only put and no matter how hard you want to work, if your internal system isn't able to handle the stimulus they're going to put on it in terms of the load you're going to give then what we're doing is it? It's really falling short of what we're actually trying to accomplish because we're essentially using external load to infer what's going on. But there's so many things that go on inside the body outside of external load that we're only using one system to monitor the internal system. We're kind of I was a falling short, but not maybe doing all that we can. >> D'oh Yeah, I mean, I think the you know not to rant myself, but that's one of the biggest mistakes that we as a sissy practitioners make, is the assumption with general adaptation Centrum theory that you're getting people and that they're adapting at the rate into the dose that you think is appropriate that we're making that assumption as to where they're at. So when we say, Oh, they're at home, you know, stasis. And we're going to apply to weeks of ah loading scheme, and then we're gonna unload, and then we're gonna push it higher because they're going to super compensate. I think that is a load of crap. I think that we want that to be the case because we want to feel justified and feel good ofwhat we d'oh. But in many cases, you really have to dial in all the factors associated with overreaching all the factors associated with performance and mix them and have checks and balances to see truly, if somebody is where you think they are and if you got them where they are and if not, what was the reason why was there an energy insufficiency? Was there a Micronesian problem? Was there associated stress damaging the functioning, The A access All those things have you know they come in to play, but we are so rigid and and a lot of our thinking me included Holy, guilty. This we work in four to six week block. So yeah, you know, my own load is gonna be a three week three. Well, maybe your own unload should be a week nine. You know, like, how do you know that they're not ready for Maura. Maura, Amore. Um, you know, so that I think that assumption of not necessarily taking into consideration that connectedness between all these systems Ah, can get us into trouble to make us have false positives. I think I think we really congrats pawn the stuff that's not there >> now, that's that's couldn't be said better because we like to make it simple, because we can understand Simple. And when we make it complex, we realize we don't really understand that much. But the more we appreciate as complex, the more we can appreciate how applying something simple, like we think a load ten push ups really isn't as simple as it may be. And that at times, can cause paralysis by analysis. Where you have so many things >> going on at once and to consider I'm not saying that we just sit there and measure every single subsystem. I know you're not either, >> but the idea that we need to appreciate that and see where can we maybe refer. Teo, Turn, Tio. That isn't just in the lane off. How much weight do we lift? How much low do we give someone But what other factors could be involved and that athletes life. That's not getting the results that we think this external load should be leading. Tio, it's a great check engine light, because now we have this external load. Hey, I expected to be here in three months, and you're not there. That's okay. Who knows whose fault it is? No one's. But the idea is that now we can turn different people because we didn't see the expected results. We can dive a little deeper, and that's allowing us to utilize our resource is whether it's a friend. You know, a doctor. You know, another practitioner, you know, to help arm us with the information to be the best that we can be. >> Yeah, I think that's what the external load comes in, right. You gotta know if they're not meeting expectations or the desired outcomes. No. Are they typically matching people in practice? You know that are similar positional demands. Are they typically being asked to do something that isn't looking normal? That would then we can kind of backtrack and see how they were doing it. What the fuck? Jack is associated with an internal load work, and again, we don't. We don't monitor everything. We don't think it's necessary. We try and find what's appropriate for his team and scenario. But I think again, if you're mindful and you know you're athletes and you know the scenario of what you're trying to put them in, you can then kind of use your your coaching, I to say, Okay, what are the things that I think may be influencing? Yeah, providing Malad a patient, you know, orange, the desired stimulus, you know, desired outcome. Now, what are we doing to them that we should be seeing or think we should be saying. And if I know them, what is essentially a confounding variable to that? >> Yeah, No, that's perfect. You don't assess everything. A because you can't and be known as time. But you assess what's pertinent and you're aware of what's apartment and you act out the check engine light and facilitate where you can now, well said, because I think both ends resettle. Let's be so simple and just do this or let's on Lee do this aspect over here. But when you take in consideration, all of it, you allow yourself to be the best you can be in your position that you're in because you're not trying to solve everything. You just try to facilitate where you can. Yeah, perfect for Chase. And I want to hold you up too long, and I really appreciate you being here. I want to wrap it up before finishing up here. I got, I guess, two questions for you. I didn't send them to you ahead of time so that I can if you don't have a quick answer, that's fine. The first one is it's pretty simple. I'm not going. I don't mean Resource is in terms of O go to Pub Med or go to this paper. But are there any individuals out there that you can possibly listen to or find that you have found the very informative and not just in terms of all that's good information, but sometimes change the way you think about how you do your job. >> I'm talking to you right now. It's a lot of my my thoughts and know how I address of, you know, some of the the bio mechanics and physics of what we're doing. You know, it's definitely not an area that I'm strong in, and I think you've done a great job of putting information out there for the public tio toe, you know, be able to digest an easy manner, man, you know, a public resource. You know, this may sound kind of cheesy and maybe a little bit of roast sci fi, but I still re t Nation and Goto like all those you know, you know, Jim Wendler sites and freed all the Westside stuff. And, you know, I think you can't isolate sports science and sail. It's just Dad are, Oh, it's just, you know, pumping out research out of the lab or Oh, it's physiology or urge technology. I think each practitioners gonna have their own flavour and what they like and what they bring to the table. And I think that we need to cater to that. Each person should say, Hey, this is what I'm good at. These are my skills. I want to learn more about tax and if X s o happens to be baseball and throwing and overhead athletes than you're going to find the Mike Ryan holds air crises and really dive into that. And if you want to know about traditional pure ization schemes and force plays, you're gonna look at the stone stuff. You're gonna look at half, you're going to look at people who are early pioneers in it. So I think, you know, I don't have ah, necessarily a one person go follow, but it's more of a question to the question is what do you want to know about? What do you like? What's something that's really really, you know, kind of hits the button for you and then just start Googling stuff start, you know, typing these these keywords in and people will start popping up. And I think that's my development has come has jumped. The greatest, I guess Leaves is when I started diving into these rabbit holes of what I want to learn about right now and just saying for the next two weeks, I'm going all in on, you know, let's see saturation lost muscle from Samo, too. You know, I'm just learn everything I can about my loving and hemoglobin and mad a crit and all that stuff. So it's really more about finding what you want to know at that time and just doing a deep dive and then finding something else, doing a deep that and before you know it, you're times years to that and you have a, you know, a well rounded hopefully, you know, face of knowledge to pull from. >> And my last question for you chase. And this might be a tough one for you to answer the that you are the ghost of social media. Yeah, That the king of the King of trolling my page. You know that you are interested. People are interested in following up on what you're doing. Where can they find more information about yourself? What links or handles either. Twitter, Instagram. Would you advise him to look up into and keep a tab on yourself? >> So the only thing I'm using, as I have on Instagram and at Underscore Chase felt so It's It's simple. It's like toe like to troll you and fight in every now and then. But, ah, that's basically what I got. I got a couple post up there. But maybe maybe if, uh, I get a little help, we'll see how it Ah, how it grows. >> Yeah. I highly advise you guys following him because we continue to push him to post more stuff. I shouldn't be the only one privileged to get his text messages at obscure hours, highlighting some interesting topics I would love for it to be shared publicly. So I'm not being the third party siphoning off his knowledge and posting there. Yeah, well, they could chase. I really appreciate you hanging here and be able to be our first guest again here. The reason why I wanted you on first you quite a bit played a big role in my development and continue, Tio. And we all wish the best for you. Um, it really was great to have you here and thank you. >> All right, man, I appreciate it was a lot of fun. >> All right. Awesome. Well, thank you guys for listening again. My handle here is strong. Sorry. At strong underscore by science. I did that all wrong. It's at strong. Underscored by underscore science. I should know my own handled by now. I use Instagram, I think my Twitter's handles at strong underscore science. Who knows? We'll make a link to it. We'll be sharing this podcast here shortly with different clips as well. For those of you who don't have the attention span to listen to an hour toy mint podcast will die some of this up. So thank you guys for listening. Really appreciate it and take care.

>> Announcer: Live from Manhattan, it's the CUBE. Covering AWS Summit, New York City, 2017. Brought to you by Amazon web services. >> And we are live here at AWS Summit here at the Javits Center, New York City, we're midtown, Manhattan, a lot of activity going on outside, you can imagine all the buzz inside as well. Somewhere between 6, 7, 8,000 attendees, kind of tough to tell right now, but everybody's jammed inside here on the show floor and they've been here all day and they're going to stay for a while I think too. As I said, a lot of buzz going on, and good buzz too. Along with Stu Miniman, I'm John Walls and we're now joined by Erica Windisch who is the Co-founder and the CTO of IOpipe. Erica, thanks for being with us here on the CUBE. >> Thank you, thank you for having me. >> You have had a big day. >> Yes we have, yeah. >> It's always fun to talk about money but you did have a fairly significant announcement this morning to make. Tell us about that. >> Yeah, so this morning we announced funding, $2.5 million from several investors including NEA, Madrona, and Underscore. >> So, yeah, you don't often get to high-five everybody for a day like that. I mean that kind of validation, obviously is something that not you just take to the bank, you take it to the marketplace too. >> Yeah, absolutely. And we actually started, our first check was from Techstars so we joined Techstars here in New York City and did that last year for their summer program and it was really great and that was the first foundation that we really had, and then having that further validation from major VCs like NEA and Madrona, Underscore, you know that really was really validating for us as well as just the fact that we're building, we're hiring and we're building and having what I think is an increasingly awesome product. >> Sure, well tell us about IOpipe, for folks at home who are watching might not be familiar with your space, what you do and how you do it. >> Yeah, so we provide tools for software developers to build and manage their applications on Amazon Lambda. So, basically, it's all serverless, we're actually built on serverless as well, we monitor with IOpipe, we dogfood everything. And we are providing deeper insights into those application workloads as well as correlating that information in more useful ways. Deeper knowledge of what exactly is happening in the run times, so we're able to see the data we ingest tells us information on the processes and the containers and the virtual machines that are running your Lambda workload, so we can see things like memory leaks and we can see file descriptor leaks and displaced utilization leaks, things like that that Amazon doesn't collect or at least doesn't give you that information. So, we're looking at ways we can provide more value to users of Lambda and also extending it with plugins so we have a plugin for tracing where you can time aspects of your application as well as profiler, so you can enable a profiling plugin and you get a full flame graph. So you can see, these are all the functions and this one ran and this one ran and the stack looks like this and so you can see the full flame graph of what happened and when and full timing information. This kind of insight that nothing else really gives you. >> Yeah, Erica, every time we have a new technology we go through this kind of diffusion of innovation that goes through. Remember back, I go back thinking about when virtualization came, people, what is it, how do I use it? We saw that in containers and each wave seems to be going faster and faster so there's still plenty of people I talked to that were like, "serverless what?" You know, some new as a service, I mean I thought I knew it with SAS and everything else like that. You're digging into these environments further. Can you give us, what are some of the kind of key use cases you're seeing, what are the challenges that customers are having? What works, what doesn't work, help us unpack that some? >> So, I think there's a number of challenges that users run into today. One is the fact that it is new so some of the tools are still evolving. Operations tools, development tools are still evolving. Just this week, Amazon announced SAM local so you can do editing and debugging locally on your machine or your laptop. That wasn't available before, right? So these tools, we're very much still in a learning phase for some of the tools, but some of the things like what we're doing with IOpipe, in some ways is more traditional because we're bringing in some of the basic monitoring tools and capabilities that you would expect from other platforms. But the other side, also innovating because we're bridging that development and operations into a single tool so it's not development and operations, it's, not even just different tools for those two things, but single tools for those. So I think that's part of the solution, part of the problem, in terms of workloads, I think there's a lot of ETLs, streaming applications, very infrequent things like chron jobs, web applications, you can take flask applications or express applications and just port them directly over to Lambda with almost a lift and shift for those, right? So there's a lot of power for bringing on the web 'cause you pay per the request. You don't scale your application and build your application for the number of servers that you need to handle the requests, it scales it per request and you pay per request and that's what's powerful in both scale of operations and team and like financially, but also, yeah, I lost train of thought there, but it all scales that way, right? Like just according to the request. >> Yeah, bring us into a typical customer, I know there are no typical customers, everyone's a little bit different, but you've got the developers, you've got the operators, finance has always had, you know, there's challenges with cloud in general but serverless at least promises that it's going to be less expensive. What are those dynamics from an organizational standpoint that you see inside? >> In terms of cost? >> Not just cost, but do the developers make something and the operators are like, wait, you know, there's challenges there? Or who drives this initiative in general? Does finance come and say, has finance heard about this and said hey, I heard I could save 60-70% on my cloud if you just re-architect this on Lambda. Or is it the developers coming through and saying, oh, wow, this is great, and can do it, or are operators, who's driving the initiatives and what are some of those dynamics? >> So I see a combination of these things. Some organizations, and I don't want to say names 'cause I don't want to like, you know, they did this and that's how it is. But I get the impression that certain organizations they have a top-down approach where they're going like, everything is going to be serverless and the cost really matters. So you're going to build serverless unless you can't, right? Serverless by default, anything else as an exception. Then there's organizations where developers are really pushing for it because it simplifies their requirements, right? It's a self-service aspect, right, even if they can spit out VMs, even if they have self-service VMs, they won't have to spit out VMs, they don't have to build docker images, they don't have to look at how the operating system is configured. They write code and they deploy code. There's no other steps, right? They're not like, oh, what version of Python is on here and how do I install all the libraries and how do I, right, like with serverless you just write the code and you ship the code. Which is really, really nice. So, in a way it's like having a golden image that you can't change, and you just know you're always going to build for in every application and every organization is going to the same golden image. Which simplifies a lot of things. >> Stu and I were talking about serverless, the whole concept, because it's really not truly serverless it's just different server, or it's a different flavor of it basically. So, first off, what gave birth to that and then where do you think, with serverless computering, serverless application, so on and so forth, where's that going? >> Yeah. >> What's going to be the real value at the end of the day of that? >> So, first of all the term "serverless," I look at it as, yes there are servers, serverless is servers are not my concern as a developer, right, I am not worrying about what the server looks like or operating the servers necessarily. I care about building my application which is why we're looking at building tools that are bridging development and operations so that operations is part of your development. But I see, the direction of serverless, really interesting in a few ways. One is that it's going to be available for more use cases. So right now there's certain use cases that make sense and one of the challenges is figuring out which use cases it doesn't work for. Eventually, you're not going to have that question, potentially, right? So maybe we get to a point where you don't have to ask, the challenge isn't, is serverless good for this use case? Maybe it's good for all use cases eventually down the road, maybe. Another thing is... >> If I could just follow up on that. Some of the announcements today like AWS Glue has serverless in the background there. Seems very promising, things like machine learning, artificial intelligence, serverless, IOT where you know, I need to balance the surface area of attack there but with serverless it won't be active as much and there will be links that are a little bit more dynamic. So, lots of those new use cases seem to be built really well for serverless. What are some of the cases today that you just say, hey, don't even go serverless there. >> Oh don't go serverless, where to do that? Well, so, Lambda has an execution time window which can be limiting for some things that you might want to do. So, like, Lambda in particular may not be the best case for all video encoding tasks. Some video encoding tasks if you can time limit it can be fine. But it's not good for all video encoded tasks because it's a batch process, potentially. Serverless processes that can let's say paralyze that and say, we're going to run Lambda but we're going to say split this up into segments, for instance, you can do that, or if you do it as a stream, right? Like you pipe a video and blocks into Kinesis, right, you can make that work. But it becomes a challenge to those kinds of use cases. >> Yeah, there was the example I think in the keynote was, this high process that would have taken five years, we can do 155 seconds. >> Right, but you have to paralyze it, right? >> Stu: Exactly. >> And if you can't paralyze a task and you can't do it within five or ten minutes, you can't use Lambda for it today. But it also depends on how you define serverless, right, because if serverless is Lambda, that's one thing. But if serverless is these other SAS products as well potentially, like AWS Transcode service, well is that serverless? If it is, then there you go. There's a solution potentially for you. So there's very blurry lines sometimes around what is serverless, and we're looking at IOpipe around serverless functions. I feel the same way around cloud in general was that there's cloud compute and it kind of evolved over time and the cloud is everything like all these things are in a cloud. But originally when we're talking cloud, five years ago, ten years ago, it was all compute. That's what we were talking about. So these terms change over time, so it's hard to say what serverless will be in five years or ten years because it'll mean something different. >> Or next week, for that matter. >> Yeah. >> Erica, last question I have. $2.5 million, what's that going to drive, what should we expect to see from your company and give us any final thoughts on what you'd like to see for the maturation of the serverless technology field? >> Yeah, so we've been hiring and building out a team, we're working on improving the user experience of the product, we are adding additional plugins and enhancements to the service. We feel that we have a really good base with our 1.0 announcement, 'cause we're not just the 2.5 million, we also announced our 1.0. And the 1.0 has a really good base of functionality and we're looking at adding additional plugins and additional features that can extend the service. So we're looking at doing that with that money. And with serverless in general, I think this is really compelling, what we're going to see in the next year, because we're going to see more large enterprises and more enterprise adoption, I think. I mean I was involved early in cloud. I was involved early in docker. And this point of serverless is very much at the early days of these technologies, and I definitely see a rocket ship taking off, and I think in the next year it's going to be really interesting to kind of see it starting to orbit a little bit. >> Well, new product, new funding, and a new day for IOpipe. >> Yes. >> So congratulations on a good day and thank you for being with us here on the CUBE. >> Thank you very much. >> You bet, we'll continue here at the Javits Center we're in midtown Manhattan continuing our coverage of the AWS Summit, here on the CUBE. (futuristic music)