(upbeat music) >> Hey, everyone, welcome back to Las Vegas, "theCube" is on our fourth day of covering AWS re:Invent, live from the Venetian Expo Center. This week has been amazing. We've created a ton of content, as you know, 'cause you've been watching. But, there's been north of 55,000 people here, hundreds of thousands online. We've had amazing conversations across the AWS ecosystem. Lisa Martin, Paul Gillan. Paul, what's your, kind of, take on day four of the conference? It's still highly packed. >> Oh, there's lots of people here. (laughs) >> Yep. Unusual for the final day of a conference. I think Werner Vogels, if I'm pronouncing it right kicked things off today when he talked about asymmetry and how the world is, you know, asymmetric. We build symmetric software, because it's convenient to do so, but asymmetric software actually scales and evolves much better. And I think that that was a conversation starter for a lot of what people are talking about here today, which is how the cloud changes the way we think about building software. >> Absolutely does. >> Our next guest, Holger Mueller, that's one of his key areas of focus. And Holger, welcome, thanks for joining us on the "theCube". >> Thanks for having me. >> What did you take away from the keynote this morning? >> Well, how do you feel on the final day of the marathon, right? We're like 23, 24 miles. Hit the ball yesterday, right? >> We are going strong Holger. And, of course, >> Yeah. >> you guys, we can either talk about business transformation with cloud or the World Cup. >> Or we can do both. >> The World Cup, hands down. World Cup. (Lisa laughs) Germany's out, I'm unbiased now. They just got eliminated. >> Spain is out now. >> What will the U.S. do against Netherlands tomorrow? >> They're going to win. What's your forecast? U.S. will win? >> They're going to win 2 to 1. >> What do you say, 2:1? >> I'm optimistic, but realistic. >> 3? >> I think Netherlands. >> Netherlands will win? >> 2 to nothing. >> Okay, I'll vote for the U.S.. >> Okay, okay >> 3:1 for the U.S.. >> Be optimistic. >> Root for the U.S.. >> Okay, I like that. >> Hope for the best wherever you work. >> Tomorrow you'll see how much soccer experts we are. >> If your prediction was right. (laughs) >> (laughs) Ja, ja. Or yours was right, right, so. Cool, no, but the event, I think the event is great to have 50,000 people. Biggest event of the year again, right? Not yet the 70,000 we had in 2019. But it's great to have the energy. I've never seen the show floor going all the way down like this, right? >> I haven't either. >> I've never seen that. I think it's a record. Often vendors get the space here and they have the keynote area, and the entertainment area, >> Yeah. >> and the food area, and then there's an exposition, right? This is packed. >> It's packed. >> Maybe it'll pay off. >> You don't see the big empty booths that you often see. >> Oh no. >> Exactly, exactly. You know, the white spaces and so on. >> No. >> Right. >> Which is a good thing. >> There's lots of energy, which is great. And today's, of course, the developer day, like you said before, right now Vogels' a rockstar in the developer community, right. Revered visionary on what has been built, right? And he's becoming a little professorial is my feeling, right. He had these moments before too, when it was justifying how AWS moved off the Oracle database about the importance of data warehouses and structures and why DynamoDB is better and so on. But, he had a large part of this too, and this coming right across the keynotes, right? Adam Selipsky talking about Antarctica, right? Scott against almonds and what went wrong. He didn't tell us, by the way, which often the tech winners forget. Scott banked on technology. He had motorized sleds, which failed after three miles. So, that's not the story to tell the technology. Let everything down. Everybody went back to ponies and horses and dogs. >> Maybe goes back to these asynchronous behavior. >> Yeah. >> The way of nature. >> And, yesterday, Swami talking about the bridges, right? The root bridges, right? >> Right. >> So, how could Werner pick up with his video at the beginning. >> Yeah. >> And then talk about space and other things? So I think it's important to educate about event-based architecture, right? And we see this massive transformation. Modern software has to be event based, right? Because, that's how things work and we didn't think like this before. I see this massive transformation in my other research area in other platforms about the HR space, where payrolls are being rebuilt completely. And payroll used to be one of the three peaks of ERP, right? You would size your ERP machine before the cloud to financial close, to run the payroll, and to do an MRP manufacturing run if you're manufacturing. God forbid you run those three at the same time. Your machine wouldn't be able to do that, right? So it was like start the engine, start the boosters, we are running payroll. And now the modern payroll designs like you see from ADP or from Ceridian, they're taking every payroll relevant event. You check in time wise, right? You go overtime, you take a day of vacation and right away they trigger and run the payroll, so it's up to date for you, up to date for you, which, in this economy, is super important, because we have more gig workers, we have more contractors, we have employees who are leaving suddenly, right? The great resignation, which is happening. So, from that perspective, it's the modern way of building software. So it's great to see Werner showing that. The dirty little secrets though is that is more efficient software for the cloud platform vendor too. Takes less resources, gets less committed things, so it's a much more scalable architecture. You can move the events, you can work asynchronously much better. And the biggest showcase, right? What's the biggest transactional showcase for an eventually consistent asynchronous transactional application? I know it's a mouthful, but we at Amazon, AWS, Amazon, right? You buy something on Amazon they tell you it's going to come tomorrow. >> Yep. >> They don't know it's going to come tomorrow by that time, because it's not transactionally consistent, right? We're just making every ERP vendor, who lives in transactional work, having nightmares of course, (Lisa laughs) but for them it's like, yes we have the delivery to promise, a promise to do that, right? But they come back to you and say, "Sorry, we couldn't make it, delivery didn't work and so on. It's going to be a new date. We are out of the product.", right? So these kind of event base asynchronous things are more and more what's going to scale around the world. It's going to be efficient for everybody, it's going to be better customer experience, better employee experience, ultimately better user experience, it's going to be better for the enterprise to build, but we have to learn to build it. So big announcement was to build our environment to build better eventful applications from today. >> Talk about... This is the first re:Invent... Well, actually, I'm sorry, it's the second re:Invent under Adam Selipsky. >> Right. Adam Selipsky, yep. >> But his first year. >> Right >> We're hearing a lot of momentum. What's your takeaway with what he delivered with the direction Amazon is going, their vision? >> Ja, I think compared to the Jassy times, right, we didn't see the hockey stick slide, right? With a number of innovations and releases. That was done in 2019 too, right? So I think it's a more pedestrian pace, which, ultimately, is good for everybody, because it means that when software vendors go slower, they do less width, but more depth. >> Yeah. >> And depth is what customers need. So Amazon's building more on the depth side, which is good news. I also think, and that's not official, right, but Adam Selipsky came from Tableau, right? >> Yeah. So he is a BI analytics guy. So it's no surprise we have three data lake offerings, right? Security data lake, we have a healthcare data lake and we have a supply chain data lake, right? Where all, again, the epigonos mentioned them I was like, "Oh, my god, Amazon's coming to supply chain.", but it's actually data lakes, which is an interesting part. But, I think it's not a surprise that someone who comes heavily out of the analytics BI world, it's off ringside, if I was pitching internally to him maybe I'd do something which he's is familiar with and I think that's what we see in the major announcement of his keynote on Tuesday. >> I mean, speaking of analytics, one of the big announcements early on was Amazon is trying to bridge the gap between Aurora. >> Yep. >> And Redshift. >> Right. >> And setting up for continuous pipelines, continuous integration. >> Right. >> Seems to be a trend that is common to all database players. I mean, Oracle is doing the same thing. SAP is doing the same thing. MariaDB. Do you see the distinction between transactional and analytical databases going away? >> It's coming together, right? Certainly coming together, from that perspective, but there's a fundamental different starting point, right? And with the big idea part, right? The universal database, which does everything for you in one system, whereas the suite of specialized databases, right? Oracle is in the classic Oracle database in the universal database camp. On the other side you have Amazon, which built a database. This is one of the first few Amazon re:Invents. It's my 10th where there was no new database announced. Right? >> No. >> So it was always add another one specially- >> I think they have enough. >> It's a great approach. They have enough, right? So it's a great approach to build something quick, which Amazon is all about. It's not so great when customers want to leverage things. And, ultimately, which I think with Selipsky, AWS is waking up to the enterprise saying, "I have all this different database and what is in them matters to me." >> Yeah. >> "So how can I get this better?" So no surprise between the two most popular database, Aurora and RDS. They're bring together the data with some out of the box parts. I think it's kind of, like, silly when Swami's saying, "Hey, no ETL.". (chuckles) Right? >> Yeah. >> There shouldn't be an ETL from the same vendor, right? There should be data pipes from that perspective anyway. So it looks like, on the overall value proposition database side, AWS is moving closer to the universal database on the Oracle side, right? Because, if you lift, of course, the universal database, under the hood, you see, well, there's different database there, different part there, you do something there, you have to configure stuff, which is also the case but it's one part of it, right, so. >> With that shift, talk about the value that's going to be in it for customers regardless of industry. >> Well, the value for customers is great, because when software vendors, or platform vendors, go in depth, you get more functionality, you get more maturity you get easier ways of setting up the whole things. You get ways of maintaining things. And you, ultimately, get lower TCO to build them, which is super important for enterprise. Because, here, this is the developer cloud, right? Developers love AWS. Developers are scarce, expensive. Might not be want to work for you, right? So developer velocity getting more done with same amount of developers, getting less done, less developers getting more done, is super crucial, super important. So this is all good news for enterprise banking on AWS and then providing them more efficiency, more automation, out of the box. >> Some of your customer conversations this week, talk to us about some of the feedback. What's the common denominator amongst customers right now? >> Customers are excited. First of all, like, first event, again in person, large, right? >> Yeah. >> People can travel, people meet each other, meet in person. They have a good handle around the complexity, which used to be a huge challenge in the past, because people say, "Do I do this?" I know so many CXOs saying, "Yeah, I want to build, say, something in IoT with AWS. The first reference built it like this, the next reference built it completely different. The third one built it completely different again. So now I'm doubting if my team has the skills to build things successfully, because will they be smart enough, like your teams, because there's no repetitiveness and that repetitiveness is going to be very important for AWS to come up with some higher packaging and version numbers.", right? But customers like that message. They like that things are working better together. They're not missing the big announcement, right? One of the traditional things of AWS would be, and they made it even proud, as a system, Jassy was saying, "If we look at the IT spend and we see something which is, like, high margin for us and not served well and we announced something there, right?" So Quick Start, Workspaces, where all liaisons where AWS went after traditional IT spend and had an offering. We haven't had this in 2019, we don't have them in 2020. Last year and didn't have it now. So something is changing on the AWS side. It's a little bit too early to figure out what, but they're not chewing off as many big things as they used in the past. >> Right. >> Yep. >> Did you get the sense that... Keith Townsend, from "The CTO Advisor", was on earlier. >> Yep. >> And he said he's been to many re:Invents, as you have, and he said that he got the sense that this is Amazon's chance to do a victory lap, as he called it. That this is a way for Amazon to reinforce the leadership cloud. >> Ja. >> And really, kind of, establish that nobody can come close to them, nobody can compete with them. >> You don't think that- >> I don't think that's at all... I mean, love Keith, he's a great guy, but I don't think that's the mindset at all, right? So, I mean, Jassy was always saying, "It's still the morning of the day in the cloud.", right? They're far away from being done. They're obsessed over being right. They do more work with the analysts. We think we got something right. And I like the passion, from that perspective. So I think Amazon's far from being complacent and the area, which is the biggest bit, right, the biggest. The only thing where Amazon truly has floundered, always floundered, is the AI space, right? So, 2018, Werner Vogels was doing more technical stuff that "Oh, this is all about linear regression.", right? And Amazon didn't start to put algorithms on silicon, right? And they have a three four trail and they didn't announce anything new here, behind Google who's been doing this for much, much longer than TPU platform, so. >> But they have now. >> They're keen aware. >> Yep. >> They now have three, or they own two of their own hardware platforms for AI. >> Right. >> They support the Intel platform. They seem to be catching up in that area. >> It's very hard to catch up on hardware, right? Because, there's release cycles, right? And just the volume that, just talking about the largest models that we have right now, to do with the language models, and Google is just doing a side note of saying, "Oh, we supported 50 less or 30 less, not little spoken languages, which I've never even heard of, because they're under banked and under supported and here's the language model, right? And I think it's all about little bit the organizational DNA of a company. I'm a strong believer in that. And, you have to remember AWS comes from the retail side, right? >> Yeah. >> Their roll out of data centers follows their retail strategy. Open secret, right? But, the same thing as the scale of the AI is very very different than if you take a look over at Google where it makes sense of the internet, right? The scale right away >> Right. >> is a solution, which is a good solution for some of the DNA of AWS. Also, Microsoft Azure is good. There has no chance to even get off the ship of that at Google, right? And these leaders with Google and it's not getting smaller, right? We didn't hear anything. I mean so much focused on data. Why do they focus so much on data? Because, data is the first step for AI. If AWS was doing a victory lap, data would've been done. They would own data, right? They would have a competitor to BigQuery Omni from the Google side to get data from the different clouds. There's crickets on that topic, right? So I think they know that they're catching up on the AI side, but it's really, really hard. It's not like in software where you can't acquire someone they could acquire in video. >> Not at Core Donovan. >> Might play a game, but that's not a good idea, right? So you can't, there's no shortcuts on the hardware side. As much as I'm a software guy and love software and don't like hardware, it's always a pain, right? There's no shortcuts there and there's nothing, which I think, has a new Artanium instance, of course, certainly, but they're not catching up. The distance is the same, yep. >> One of the things is funny, one of our guests, I think it was Tuesday, it was, it was right after Adam's keynote. >> Sure. >> Said that Adam Selipsky stood up on stage and talked about data for 52 minutes. >> Yeah. Right. >> It was timed, 52 minutes. >> Right. >> Huge emphasis on that. One of the things that Adam said to John Furrier when they were able to sit down >> Yeah >> a week or so ago at an event preview, was that CIOs and CEOs are not coming to Adam to talk about technology. They want to talk about transformation. They want to talk about business transformation. >> Sure, yes, yes. >> Talk to me in our last couple of minutes about what CEOs and CIOs are coming to you saying, "Holger, help us figure this out. We have to transform the business." >> Right. So we advise, I'm going quote our friends at Gartner, once the type A company. So we'll use technology aggressively, right? So take everything in the audience with a grain of salt, followers are the laggards, and so on. So for them, it's really the cusp of doing AI, right? Getting that data together. It has to be in the cloud. We live in the air of infinite computing. The cloud makes computing infinite, both from a storage, from a compute perspective, from an AI perspective, and then define new business models and create new best practices on top of that. Because, in the past, everything was fine out on premise, right? We talked about the (indistinct) size. Now in the cloud, it's just the business model to say, "Do I want to have a little more AI? Do I want a to run a little more? Will it give me the insight in the business?". So, that's the transformation that is happening, really. So, bringing your data together, this live conversation data, but not for bringing the data together. There's often the big win for the business for the first time to see the data. AWS is banking on that. The supply chain product, as an example. So many disparate systems, bring them them together. Big win for the business. But, the win for the business, ultimately, is when you change the paradigm from the user showing up to do something, to software doing stuff for us, right? >> Right. >> We have too much in this operator paradigm. If the user doesn't show up, doesn't find the click, doesn't find where to go, nothing happens. It can't be done in the 21st century, right? Software has to look over your shoulder. >> Good point. >> Understand one for you, autonomous self-driving systems. That's what CXOs, who're future looking, will be talked to come to AWS and all the other cloud vendors. >> Got it, last question for you. We're making a sizzle reel on Instagram. >> Yeah. >> If you had, like, a phrase, like, or a 30 second pitch that would describe re:Invent 2022 in the direction the company's going. What would that elevator pitch say? >> 30 second pitch? >> Yeah. >> All right, just timing. AWS is doing well. It's providing more depth, less breadth. Making things work together. It's catching up in some areas, has some interesting offerings, like the healthcare offering, the security data lake offering, which might change some things in the industry. It's staying the course and it's going strong. >> Ah, beautifully said, Holger. Thank you so much for joining Paul and me. >> Might have been too short. I don't know. (laughs) >> About 10 seconds left over. >> It was perfect, absolutely perfect. >> Thanks for having me. >> Perfect sizzle reel. >> Appreciate it. >> We appreciate your insights, what you're seeing this week, and the direction the company is going. We can't wait to see what happens in the next year. And, yeah. >> Thanks for having me. >> And of course, we've been on so many times. We know we're going to have you back. (laughs) >> Looking forward to it, thank you. >> All right, for Holger Mueller and Paul Gillan, I'm Lisa Martin. You're watching "theCube", the leader in live enterprise and emerging tech coverage. (upbeat music)

(soft music) >> Welcome back to Sin City, guys and girls we're glad you're with us. You've been watching theCUBE all week, we know that. This is theCUBE's live coverage of AWS re:Invent 22, from the Venetian Expo Center where there are tens of thousands of people, and this event if you know it, covers the entire strip. There are over 55,000 people here, hundreds of thousands online. Dave, this has been a fantastic show. It is clear everyone's back. We're hearing phenomenal stories from AWS and it's ecosystem. We got a great customer story coming up next, featured on the main stage. >> Yeah, I mean, you know, post pandemic, you start to think about, okay, how are things changing? And one of the things that we heard from Adam Selipsky, was, we're going beyond digital transformation into business transformation. Okay. That can mean a lot of things to a lot of people. I have a sense of what it means. And I think this next interview really talks to business transformation beyond digital transformation, beyond the IT. >> Excellent. We've got two guests. One of them is an alumni, Scott Mullins joins us, GM, AWS Worldwide Financial Services, and Brad Peterson is here, the EVP, CIO and CTO of NASDAQ. Welcome guys. Great to have you. >> Hey guys. >> Hey guys. Thanks for having us. >> Yeah >> Brad, talk a little bit, there was an announcement with NASDAQ and AWS last year, a year ago, about how they're partnering to transform capital markets. It was a highlight of last year. Remind us what you talked about and what's gone on since then. >> Yeah, so, we are very excited. I work with Adena Friedman, she's my boss, CEO of NASDAQ, and she was on stage with Adam for his first Keynote as CEO of AWS. And we made the commitment that we were going to move our markets to the Cloud. And we've been a long time customer of AWS and everyone said, you know the last piece, the last frontier to be moved was the actual matching where all the messages, the quotes get matched together to become confirmed orders. So that was what we committed to less than a year ago. And we said we were going to move one of our options markets. In the US, we have six of them. And options markets are the most challenging, they're the most high volume and high performance. So we said, let's start with something really challenging and prove we can do it together with AWS. So we committed to that. >> And? Results so far? >> So, I can sit here and say that November 7th so we are live, we're in production and the MRX Exchange is called Mercury, so we shorten it for MRX, we like acronyms in technology. And so, we started with a phased launch of symbols, so you kind of allow yourself to make sure you have all the functionality working then you add some volume on it, and we are going to complete the conversion on Monday. So we are all good so far. And I have some results I can share, but maybe Scott, if you want to talk about why we did that together. >> Yeah. >> And what we've done together over many years. >> Right. You know, Brian, I think it's a natural extension of our relationship, right? You know, you look at the 12 year relationship that AWS and NASDAQ have had together, it's just the next step, in the way that we're going to help the industry transform itself. And so not just NASDAQ's business transformation for itself, but really a blueprint and a template for the entire capital markets industry. And so many times people will ask me, who's using Cloud well? Who's doing well in the Cloud? And NASDAQ is an easy example to point to, of somebody who's truly taking advantage of these capabilities because the Cloud isn't a place, it's a set of capabilities. And so, this is a shining example of how to use these capabilities to actually deliver real business benefit, not just to to your organization, but I think the really exciting part is the market technology piece of how you're serving other exchanges. >> So last year before re:Invent, we said, and it's obvious within the tech ecosystem, that technology companies are building on top of the Cloud. We said, the big trend that we see in the 2020s is that, you know, consumers of IT, historically, your customers are going to start taking their stacks, their software, their data, their services and sassifying, putting it on the Cloud and delivering new services to customers. So when we saw Adena on stage last year, we called it by the way, we called it Super Cloud. >> Yeah. >> Okay. Some people liked the term but I love it. And so yeah, Super Cloud. So when we saw Adena on stage, we said that's a great example. We've seen Capital One doing some similar things, we've had some conversations with US West, it's happening, right? So talk about how you actually do that. I mean, because you've got a lot, you've got a big on-premises stay, are you connecting to that? Is it all in the Cloud? Paint a picture of what the architecture looks like? >> Yeah. And there's, so you started with the business transformation, so I like that. >> Yeah. >> And the Super Cloud designation, what we are is, we own and operate exchanges in the United States and in Europe and in Canada. So we have our own markets that we're looking at modernizing. So we look at this, as a modernization of the capital market infrastructure, but we happen to be the leading technology provider for other markets around the world. So you either build your own or you source from us. And we're by far the leading provider. So a lot of our customers said, how about if you go first? It's kind of like Mikey, you know, give it to Mikey, let him try it. >> See if Mikey likes it. >> Yeah. >> Penguin off the iceberg thing. >> Yeah. And so what we did is we said, to make this easy for our customers, so you want to ask your customers, you want to figure out how you can do it so that you don't disrupt their business. So we took the Edge Compute that was announced a few years ago, Amazon Outposts, and we were one of their early customers. So we started immediately to innovate with, jointly innovate with Amazon. And we said, this looks interesting for us. So we extended the region into our Carteret data center in Northern New Jersey, which gave us all the services that we know and love from Amazon. So our technical operations team has the same tools and services but then, we're able to connect because in the markets what we're doing is we need to connect fairly. So we need to ensure that you still have that fairness element. So by bringing it into our building and extending the Edge Compute platform, the AWS Outpost into Carteret, that allowed us to also talk very succinctly with our regulators. It's a familiar territory, it's all buttoned up. And that simplified the conversion conversation with the regulators. It simplified it with our customers. And then it was up to us to then deliver time and performance >> Because you had alternatives. You could have taken a more mature kind of on-prem legacy stack, figured out how to bolt that in, you know, less cloudy. So why did you choose Outposts? I am curious. >> Well, Outposts looked like when it was announced, that it was really about extending territory, so we had our customers in mind, our global customers, and they don't always have an AWS region in country. So a lot of you think about a regulator, they're going to say, well where is this region located? So finally we saw this ability to grow the Cloud geographically. And of course we're in Sweden, so we we work with the AWS region in Stockholm, but not every country has a region yet. >> And we're working as fast as we can. - Yes, you are. >> Building in every single location around the planet. >> You're doing a good job. >> So, we saw it as an investment that Amazon had to grow the geographic footprint and we have customers in many smaller countries that don't have a region today. So maybe talk a little bit about what you guys had in mind and it's a multi-industry trend that the Edge Compute has four or five industries that you can say, this really makes a lot of sense to extend the Cloud. >> And David, you said it earlier, there's a trend of ecosystems that are coming onto the Cloud. This is our opportunity to bring the Cloud to an ecosystem, to an existing ecosystem. And if you think about NASDAQ's data center in Carteret, there's an ecosystem of NASDAQ's clients there that are there to be with NASDAQ. And so, it was actually much easier for us as we worked together over a really a four year period, thinking about this and how to make this technological transition, to actually bring the capabilities to that ecosystem, rather than trying to bring the ecosystem to AWS in one of our public regions. And so, that's been our philosophy with Outpost all along. It's actually extending our capabilities that our customers know and love into any environment that they need to be able to use that in. And so to Brad's point about servicing other markets in different countries around the world, it actually gives us that ability to do that very quickly, very nimbly and very succinctly and successfully. >> Did you guys write a working backwards document for this initiative? >> We did. >> Yeah, we actually did. So to be, this is one of the fully exercised. We have a couple of... So by the way, Scott used to work at NASDAQ and we have a number of people who have gone from NASDAQ data to AWS, and from AWS to NASDAQ. So we have adopted, that's one of the things that we think is an effective way to really clarify what you're trying to accomplish with a project. So I know you're a little bit kidding on that, but we did. >> No, I was close. Because I want to go to the like, where are we in the milestone? And take us through kind of what we can expect going forward now that we've worked backwards. >> Yep, we did. >> We did. And look, I think from a milestone perspective, as you heard Brad say, we're very excited that we've stood up MRX in production. Having worked at NASDAQ myself, when you make a change and when you stand up a market that's always a moment where you're working with your community, with your clients and you've got a market-wide call that you're working and you're wanting to make sure that everything goes smoothly. And so, when that call went smoothly and that transition went smoothly I know you were very happy, and in AWS, we were also very happy as well that we hit that milestone within the timeframe that Adena set. And that was very important I know to you. >> Yeah. >> And for us as well. >> Yeah. And our commitment, so the time base of this one was by the end of 2022. So November 7th, checked. We got that one done. >> That's awesome. >> The other one is we said, we wanted the performance to be as good or better than our current platform that we have. And we were putting a new version of our derivative or options software onto this platform. We had confidence because we already rolled it to one market in the US then we rolled it earlier this year and that was last year. And we rolled it to our nordic derivatives market. And we saw really good customer feedback. So we had confidence in our software was going to run. Now we had to marry that up with the Outpost platform and we said we really want to achieve as good or better performance and we achieved better performance, so that's noticeable by our customers. And that one was the biggest question. I think our customers understand when we set a date, we test them with them. We have our national test facility that they can test in. But really the big question was how is it going to perform? And that was, I think one of the biggest proof points that we're really proud about, jointly together. And it took both, it took both of us to really innovate and get the platform right, and we did a number of iterations. We're never done. >> Right. >> But we have a final result that says it is better. >> Well, congratulations. - Thank you. >> It sounds like you guys have done a tremendous job. What can we expect in 2023? From NASDAQ and AWS? Any little nuggets you can share? >> Well, we just came from the partner, the partner Keynote with Adam and Ruba and we had another colleague on stage, so Nick Ciubotariu, so he is actually someone who brought digital assets and cryptocurrencies onto the Venmo, PayPal platform. He joined NASDAQ about a year ago and we announced that in our marketplace, the Amazon marketplace, we are going to offer digital custody, digital assets custody solution. So that is certainly going to be something we're excited about in 2023. >> I know we got to go, but I love this story because it fits so great at the Super cloud but we've learned so much from Amazon over the years. Two pieces of teams, we talked about working backwards, customer obsession, but this is a story of NASDAQ pointing its internal capabilities externally. We're already on that journey and then, bringing that to the Cloud. Very powerful story. I wonder what's next in this, because we learn a lot and we, it's like the NFL, we copy it. I think about product market fit. You think about scientific, you know, go to market and seeing that applied to the financial services industry and obviously other industries, it's really exciting to see. So congratulations. >> No, thank you. And look, I think it's an example of Invent and Simplify, that's another Amazon principle. And this is, I think a great example of inventing on behalf of an industry and then continually working to simplify the way that the industry works with all of us. >> Last question and we've got only 30 seconds left. Brad, I'm going to direct it to you. If you had the opportunity to take over the NASDAQ sign in Times Square and say a phrase that summarizes what NASDAQ and AWS are doing together, what would it say? >> Oh, and I think I'm going to put that up on Monday. So we're going to close the market together and it's going to say, "Modernizing the capital market's infrastructure together." >> Very cool. >> Excellent. Drop the mic. Guys, this was fantastic. Thank you so much for joining us. We appreciate you joining us on the show, sharing your insights and what NASDAQ and AWS are doing. We're going to have to keep watching this. You're going to have to come back next year. >> All right. >> For our guests and for Dave Vellante, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage. (soft music)

(upbeat music) >> You got it, it's theCUBE. We are in Vegas. This is the Cube's live coverage day one of the full event coverage of AWS reInvent '22 from the Venetian Expo Center. Lisa Martin here with Dave Vellante. We love being in Vegas, Dave. >> Well, you know, this is where Super Cloud sort of was born. >> It is. >> Last year, just about a year ago. Steve Mullaney, CEO of of Aviatrix, you know, kind of helped us think it through. And we got some fun stories around. It's happening, but... >> It is happening. We're going to be talking about Super Cloud guys. >> I guess I just did the intro, Steve Mullaney >> You did my intro, don't do it again. >> Sorry I stole that from you, yeah. >> Steve Mullaney, joined just once again, one of our alumni. Steve, great to have you back on the program. >> Thanks for having me back. >> Dave: It's happening. >> It is happening. >> Dave: We talked about a year ago. Net Studio was right there. >> That was two years. Was that year ago, that was a year ago. >> Dave: It was last year. >> Yeah, I leaned over >> What's happening? >> so it's happening. It's happening. You know what, the thing I noticed what's happening now is the maturity of the cloud, right? So, if you think about this whole journey to cloud that has been, what, AWS 12 years. But really over the last few years is when enterprises have really kind of joined that journey. And three or four years ago, and this is why I came out of retirement and went to Aviatrix, was they all said, okay, now we're going to do cloud. You fast forward now three, four years from now, all of a sudden those five-year plans of evacuating the data center, they got one year left, two year left, and they're going, oh crap, we don't have five years anymore. We're, now the maturity's starting to say, we're starting to put more apps into the cloud. We're starting to put business critical apps like SAP into the cloud. This is not just like the low-hanging fruit anymore. So what's happening now is the business criticality, the scale, the maturity. And they're all now starting to hit a lot of limits that have been put into the CSPs that you never used to hit when you didn't have business critical and you didn't have that scale. They were always there. The rocks were always there. Just it was, you never hit 'em. People are starting to hit 'em now. So what's happening now is people are realizing, and I'm going to jump the gun, you asked me for my bumper sticker. The bumper sticker for Aviatrix is, "Good enough is no longer good enough." Now it's funny, it came in a keynote today, but what we see from our customers is it's time to upgrade the native constructs of networking and network security to be enterprise-grade now. It's no longer good enough to just use the native constructs because of a lack of visibility, the lack of controls, the lack of troubleshooting capabilities, all these things. "I now need enterprise grade networking." >> Let me ask you a question 'cause you got a good historical perspective on the industry. When you think about when Maritz was running VMWare. He was like any app, he said basically we're building a software mainframe. And they kind of did that, right? But then they, you know, hit the issue with scale, right? And they can't replicate the cloud. Are there things that we can draw from that experience and apply that to the cloud? What's the same, what's different? >> Oh yeah. So, 1992, do you remember what happened in 1992? I do this, weird German software company called SAP >> Yeah, R3. announced a release as R/3. Which was their first three-tier client-server application of SAP. Before that it ran on mainframes, TCP/IP. Remember that Protocol War? Guess what happened post-1992, everybody goes up like this. Infrastructure completely changes. Cisco, EMC, you name it, builds out these PCE client-server architectures. The WAN changes, MPLS, the campus, everything's home running back to that data center running SAP. That was the last 30 years ago. Great transformation of SAP. They've did it again. It's called S/4Hana. And now it's running and people are switching to S/4Hana and they're moving to the cloud. It's just starting. And that is going to alter how you build infrastructure. And so when you have that, being able to troubleshoot in hours versus minutes is a big deal. This is business critical, millions of dollars. This is not fun and games. So again, back to my, what was good enough for the last three or four years for enterprises no longer good enough, now I'm running business critical apps like SAP, and it's going to completely change infrastructure. That's happening in the cloud right now. And that's obviously a significant seismic shift, but what are some of the barriers that customers have been able to eliminate in order to get there? Or is it just good enough isn't good enough anymore? >> Barriers in terms of, well, I mean >> Lisa: The adoption. Yeah well, I mean, I think it's all the things that they go to cloud is, you know, the complexity, really, it's the agility, right? So the barrier that they have to get over is how do I keep the developer happy because the developer went to the cloud in the first place, why? Swipe the credit card because IT wasn't doing their job, 'cause every time I asked them for something, they said no. So I went around 'em. We need that. That's what they have to overcome in the move to the cloud. That is the obstacle is how do I deliver that visibility, that control, the enterprise, great functionality, but yet give the developer what they want. Because the minute I stop giving them that swipe the card operational model, what do you think they're going to do? They're going to go around me again and I can't, and the enterprise can't have that. >> That's a cultural shift. >> That's the main barrier they've got to overcome. >> Let me ask you another question. Is what we think of as mission critical, the definition changing? I mean, you mentioned SAP, obviously that's mission critical for operations, but you're also seeing new applications being developed in the cloud. >> I would say anything that's, I call business critical, same thing, but it's, business critical is internal to me, like SAP, but also anything customer-facing. That's business critical to me. If that app goes down or it has a problem, I'm not collecting revenue. So, you know, back 30 years ago, we didn't have a lot of customer-facing apps, right? It really was just SAP. I mean there wasn't a heck of a lot of cust- There were customer-facing things. But you didn't have all the digitalization that we have now, like the digital economy, where that's where the real explosion has come, is you think about all the customer-facing applications. And now every enterprise is what? A technology, digital company with a customer-facing and you're trying to get closer and closer to who? The consumer. >> Yeah, self-service. >> Self-service, B2C, everybody wants to do that. Get out of the middle man. And those are business critical applications for people. >> So what's needed under the covers to make all this happen? Give us a little double click on where you guys fit. >> You need consistent architecture. Obviously not just for one cloud, but for any cloud. But even within one cloud, forget multicloud, it gets worst with multicloud. You need a consistent architecture, right? That is automated, that is as code. I can't have the human involved. These are all, this is the API generation, you've got to be able to use automation, Terraform. And all the way from the application development platform you know, through Jenkins and all other software, through CICD pipeline and Terraform, when you, when that developer says, I want infrastructure, it has to go build that infrastructure in real time. And then when it says, I don't need it anymore it's got to take it away. And you cannot have a human involved in that process. That's what's completely changed. And that's what's giving the agility. And that's kind of a cloud model, right? Use software. >> Well, okay, so isn't that what serverless does, right? >> That's part of it. Absolutely. >> But I might still want control sometimes over the runtime if I'm running those mission critical applications. Everything in enterprise is a heterogeneous thing. It's like people, people say, well there's going to, the people going to repatriate back to on-prem, they are not repatriating back to on-prem. >> We were just talking about that, I'm like- >> Steve: It's not going to happen, right? >> It's a myth, it's a myth. >> And there's things that maybe shouldn't have ever gone into the cloud, I get that. Look, do people still have mainframes? Of course. There's certain things that you just, doesn't make sense to move to the new generation. There were things, certain applications that are very static, they weren't dynamic. You know what, keeping it on-prem it's, probably makes sense. So some of those things maybe will go back, but they never should have gone. But we are not repatriating ever, you know, that's not going to happen. >> No I agree. I mean, you know, there was an interesting paper by Andreessen, >> Yeah. >> But, I mean- >> Steve: Yeah it was a little self-serving for some company that need more funding, yeah. You look at the numbers. >> Steve: Yeah. >> It tells the story. It's just not happening. >> No. And the reason is, it's that agility, right? And so that's what people, I would say that what you need to do is, and in order to get that agility, you have to have that consistency. You have to have automation, you have to get these people out of the way. You have to use software, right? So it's that you have that swipe the card operational model for the developers. They don't want to hear the word no. >> Lisa: Right. >> What do you think is going to happen with AWS? Because we heard, I don't know if you heard Selipsky's keynote this morning, but you've probably heard the hallway talk. >> Steve: I did, yeah. >> Okay. You did. So, you know, connecting the dots, you know doubling down on all the primitives, that we expected. We kind of expected more of the higher level stuff, which really didn't see much of that, a little bit. >> Steve: Yeah. So, you know, there's a whole thing about, okay, does the cloud get commoditized? Does it not? I think the secret weapon's the ecosystem, right? Because they're able to sell through with guys like you. Make great margins on that. >> Steve: Yeah, well, yeah. >> What are your thoughts though on the future of AWS? >> IAS is going to get commoditized. So this is the fallacy that a lot of the CSPs have, is they thought that they were going to commoditize enterprise. It never happens that way. What's going to happen is infrastructure as a service, the lower level, which is why you see all the CSPs talking about what? Oracle Cloud, industry cloud. >> Well, sure, absolutely, yeah. >> We got to get to the apps, we got to get to SAP, we got to get to all that, because that's not going to get commoditized, right. But all the infrastructural service where AWS is king that is going to get commoditized, absolutely. >> Okay, so, but historically, you know Cisco's still got 60% plus gross margins. EMC always had good margin. How pure is the lone survivor in Flash? They got 70% gross margins. So infrastructure actually has always been a pretty good business. >> Yeah that's true. But it's a hell of a lot easier, particularly with people like Aviatrix and others that are building these common architectural things that create simplicity and abstract the way the complexities of underneath such that we allow your network to run an AWS, Azure, Google, Oracle, whatever, exactly the same. So it makes it a hell of a lot easier >> Dave: Super cloud. >> to go move. >> But I want to tap your brain because you have a good perspective of this because servers used to be a great margin business too on-prem and now it's not. It's a low margin business 'cause all the margin went to Intel. >> Yeah. But the cloud guys, you know, AWS in particular, makes a ton of dough on servers, so, or compute. So it's going to be interesting to see over time if that gets com- that's why they're going so hard after silicon. >> I think if they can, I think if you can capture the workload. So AWS and everyone else, as another example, this SAP, they call that a gravity workload. You know what gravity workload is? It's a black hole. It drags everything else with it. If you get SAP or Oracle or a mainframe app, it ain't going anywhere. And then what's going to happen is all your other apps are going to follow it. So that's what they're all going to fight for, is type of app. >> You said something earlier about, forget multicloud, for a moment, but, that idea of the super cloud, this abstraction layer, I mean, is that a real business value for customers other than, oh I got all these clouds, I need 'em to work together. You know, from your perspective from Aviatrix perspective, is it an opportunity for you to build on top of that? Or are you just looking at, look, I'm going to do really good work in AWS, in Azure? Now we're making the same experience. >> I hear this every single day from our customers is they look and they say, good enough isn't good enough. I've now hit the point, I'm hitting route limitations. I'm hitting, I'm doing things manually, and that's fine when I don't have that many applications or I don't have mission critical. The dogs are eating the dog food, we're going into the cloud and they're looking and then saying this is not an operational model for me. I've hit the point where I can't keep doing this, I can't throw bodies at this, I need software. And that's the opportunity for us, is they look and they say, I'm doing it in one cloud, but, and there's zero chance I'm going to be able to figure that out in the two or three other clouds. Every enterprise I talk to says multicloud is inevitable. Whether they're in it now, they all know they're going to go, because it's the business units that demand it. It's not the IT teams that demand it, it's the line of business that says, I like GCP for this reason. >> The driver's functionality that they're getting. >> It's the app teams that say, I have this service and GCP's better at it than AWS. >> Yeah, so it's not so much a cost game or the end all coffee mug, right? >> No, no. >> Google does this better than Microsoft, or better than- >> If you asked an IT person, they would rather not have multicloud. They actually tried to fight it. No, why would you want to support four clouds when you could support one right? That's insane. >> Dave and Lisa: Right. If they didn't have a choice and, and so it, the decision was made without them, and actually they weren't even notified until day before. They said, oh, good news, we're going to GCP tomorrow. Well, why wasn't I notified? Well, we're notifying you now. >> Yeah, you would've said, no. >> Steve: This is cloud bottle, let's go. >> Super cloud again. Did you see the Berkeley paper, sky computing I think they call it? Down at Berkeley, yep Dave Linthicum from Deloitte. He's talking about, I think he calls it meta cloud. It's happening. >> Yeah, yeah, yeah. >> It's happening. >> No, and because customers, customers want that. They... >> And talk about some customer example or two that you think really articulates the value of why it's happening and the outcomes that it's generating. >> I mean, I was just talking to Lamb Weston last night. So we had a reception, Lamb Weston, huge, frozen potatoes. They serve like, I dunno, some ungodly percentage of all the french fries to all the fast food. It's unbelievable what they do. Do you know, they have special chemicals they put on the french fries. So when you get your DoorDash, they stay crispy longer. They've invented that patented it. But anyway, it's all these businesses you've never heard of and they do all the, and again, they're moving to SAP or they're actually SAP in the cloud, they're one of the first ones. They did it through Accenture. They're pulling it back off from Accenture. They're not happy with the service they're getting. They're going to use us for their networking and network security because they're going to get that visibility and control back. And they're going to repatriate it back from a managed service and bring it back and run it in-house. And the SAP basis engineers want it to happen because they see the visibility and control that the infrastructure guy's going to get because of us, which leads to, all they care about is uptime and performance. That's it. And they're going to say the infrastructure team's going to lead to better uptime and better performance if it's running on Aviatrix. >> And business performance and uptime, business critical >> That is the business. That is the business. >> It is. So what are some of the things next coming down the pike from Aviatrix? Any secret sauce you can share? >> Lot of secrets. So, two secrets. One, the next thing people really want to do, embedded network security into the network. We've kind of talked about this. You're going to be seeing some things from us. Where does network security belong? In the network. Embedded in the fabric of the network, not as this dumb device called the next-gen firewall that you steer traffic to. It has to be into the fabric of what we do, what we call airspace. You're going to see us talk about that. And then the next thing, back to the maturity of the cloud, as they build out the core, guess what they're doing? It's this thing called edge, Dave, right? And guess what they're going to do? It's not about connecting the cloud to the edge to the cloud with dumb things like SD-WAN, right? Or SaaS. It's actually the other way around. Go into the cloud, turn around, look out at the edge and say, how do I extend the cloud out to the edge, and make it look like a VPC. That's what people are doing. Why, 'cause I want the operational model. I want all the things that I can do in the cloud out at the edge. And everyone knows it's been in networking. I've been in networking for 37 years. He who wins the core does what? Wins the edge, 'cause that's what happens. You do it first in the core and then you want one architecture, one common architecture, one consistent way of doing everything. And that's going to go out to the edge and it's going to look like a VPC from an operational model. >> And Amazon's going to support that, no doubt. >> Yeah, I mean every, you know, every, and then it's just how do you want to go do that? And us as the networking and network security provider, we're getting dragged to the edge by our customer. Because you're my networking provider. And that means, end to end. And they're trying to drag us into on-prem too, yeah. >> Lot's going on, you're going to have to come back- >> Because they want one networking vendor. >> But wait, and you say what? >> We will never do like switches and any of the keep Arista, the Cisco, and all that kind of stuff. But we will start sucking in net flow. We will start doing, from an operational perspective, we will integrate a lot of the things that are happening in on-prem into our- >> No halfway house. >> Copilot. >> No halfway house, no two architectures. But you'll take the data in. >> You want one architecture. >> Yeah. >> Yeah, totally. >> Right play. >> Amazing stuff. >> And he who wins the core, guess what's more strategic to them? What's more strategic on-prem or cloud? Cloud. >> It flipped three years ago. >> Dave: Yeah. >> So he who wins in the clouds going to win everywhere. >> Got it, We'll keep our eyes on that. >> Steve: Cause and effect. >> Thank you so much for joining us. We've got your bumper sticker already. It's been a great pleasure having you on the program. You got to come back, there's so, we've- >> You posting the bumper sticker somewhere? >> Lisa: It's going to be our Instagram. >> Oh really, okay. >> And an Instagram sto- This is new for you guys. Always coming up with new ideas. >> Raising the bar. >> It is, it is. >> Me advance, I mean, come on. >> I love it. >> All right, for our guest Steve Mullaney and Dave Vellante, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage.

>>Hey everyone. Welcome back to Las Vegas. The cube is live at the Venetian Expo Center for AWS Reinvent 2022. There are thousands and thousands and thousands of people here joining myself, Lisa Martin at Dave Valante. David, it's great to see the energy of day one alone. People are back, they're ready to be back. They're ready to hear from AWS and what it's gonna announce to. >>Yeah, all through the pandemic. Of course, we've talked about digital transformation, but the conversation is evolving beyond that to business transformation now, deeper integration of the cloud to really transform fundamental business operations and And that's a new era. >>It is a new era. It's exciting. We've got a couple of guests that we're gonna unpack that with. Anan. Beji joins us, the President Digital Business Services at HCL Tech and Prar, SVP and Global head of AWS business unit. Also from HCL Tech. Guys, welcome. Thank >>You. Thank you, >>Thank you. >>Let's talk about some of the latest trends anon. We'll start with you. What are some of the latest trends in digitalization, especially as it relates to cloud adoption? What are you hearing out in the marketplace? >>Yeah, I think you said it right. The post pandemic, every industry, every enterprise and every industry realize that for resilience, for their ability to change and adapt change and their ability to increase, you know, velocity of change so that they can move fast and keep up the expectations of their consumers, their partners, their employees, they need to have composability at the core and resilience at the core. And so, digital transformation became all about the ability to change, an ability to pivot faster. Now, it's easier said than done, right? Larger enterprises, especially as you move into complex regulated industries, you know, oil and gas, manufacturing, life sciences, healthcare, utilities, these are industries that are not easy to change. They're not adaptable to change, and yet they had to really become more adaptable. And they saw cloud as an enabler to, to all of that, right? So they started looking at every area of their business, business processes that make up their value chains and really look at how can they increase the adaptability and the ability to change these value chains so that they can engage with their customers better, their partners, better their employees better, and also build some of the composability. >>And what might mean that is that just kind of like Lego blocks, they don't have to make changes that are sweeping and big that are difficult to make, but make them in parts so that they can make them again and again. So velocity of change becomes important. Clouds become an enabler to all of this. And so if I look at the last four years, every industry, whether regulated or not b2c, B2B to C, B2B is adopting cloud for digital acceleration. >>I'm curious to what you're seeing on the front lines, given the macro headwinds. You mentioned business resilience and during the pandemic, it was a lot of CIOs told us, wow, we were, we were kind of focused on disaster recovery, but our business wasn't resilient. We were really optimizing for efficiency. And then they started to okay, build in that business resilience. But now you got the economic headwinds. Yes. People are tapping their brakes a little bit. There's some uncertainty, a longer sales cycle, even the cloud's not immune. Yeah. Even though it's still growing at 30% plus per year. What are you guys seeing in the field with the AWS partnership? How are customers, you know, dealing with some of those more strategic transformation projects? Yeah, >>Yeah. So you know, first off, one thing that's changed and is different is every industry realizes that there is no choice. They don't have a choice to not be resilient. They don't have a choice to not be adaptable. The pandemic has taught them that the markets and the macros are increasingly changing supply chains. It's changing customer behavior for their own industries. It's changing their pricing and their cost models. And for all of that, they need to continue on their digital journeys. Now, what's different though is they wanna prioritize. They wanna prioritize and do more with less. They want to adapt faster, but also make sure that they don't, they don't just try to do everything together. And so there's a lot of focus on what do we prioritize? How do we leverage cloud to move faster, you know, and cheaper in terms of our change. >>And also to decide where do we consume and where do we compose? We'll talk a little bit more about that. There are certain things that you don't want to invent yourself. You can consume from cloud providers, whether it's business features, whether it is cloud capabilities. And so it's, there is a shift from adopting cloud just for cost takeout and just for resilience, but also for composability, which means let's consume what I can consume from the cloud and really build those features faster. So squeeze the go to market time, squeeze the time to market and squeeze the price to market, right? So that's the >>Change and really driving those business outcomes. As we talked about Absolut ard, talk to us about how hcl tech and AWS are working together. How are you enabling customers to achieve what an was talking about? >>Oh, absolutely. I mean, our partnership has started almost 10 years back, but over the last one year, we have created what we call as AWS dedicated business unit to look at end to end stock from an AWS perspective. So what we see in the market as a explained is more drive from clients for optimization, driving, app modernization, driving consolidation, looking at the cost, sustainability angles, looking at the IOT angle, manufacturing platforms, the industry adoption. All this is actually igniting the way the industry would look at AWS and as well as the partnership. So from an HCL tech and AWS partnership, we're actually accelerating most of these conversations by building bespoke accelerated industry solutions. So what I mean is, for example, there is an issue with a manufacturing plant and take Covid situation, people can't get into a a manufacturing plant. So how can AWS help put it in the cloud, accelerate those conversations. So we are building those industry specific solutions so that it can be everybody from a manufacturing sector can adopt and actually go to market. As well as you can access all this applications once it is in the cloud from anywhere, any device with a scalable options. That's where our partnership is actually igniting lot of cloud conversations and playing conversations in the market. So we see a lot of traction there. Lisa, on >>That, incredibly important during the last couple of years alone. >>Absolutely. I mean, last couple of years have been groundbreaking, right? Especially with the covid, for example, Amazon Connect, we use, we used Amazon Connect to roll out, you know, call center at the cloud, right? So you don't have to walk into an office, for example. People are working in the banking sector, especially in the trading platform. They were, they were not able to get there. So, but they need to make calls. How do you do the customer service? So Amazon Connect came right at the junction, so call center in the cloud and you can access, dial the number so the customer don't feel the pain of, you know, somebody not answering. It's accessible. That's where the partnership or the HCL tech partnership and AWS comes into play because we bring the scale, the skill set capability with the services of, you know, aws, Amazon, and that forms a concrete story for the client, right? That's one such example. And you know, many such examples are in the market that we are accelerating in the, in the discussions. >>And connect is a good example. Lisa, we were talking earlier about Amazon doubling down on the primitives, but also moving up up market as well, up chain up the value chain. And it needs partners like HCL to be able to go into various industries and apply that effectively. Absolutely. And that's where business transformation comes >>In. Absolutely. Absolutely. I think some of the aspects that we are looking at is, you know, while we do most of this cloud transformation initiatives from an tech perspective, what we are doing is we are encompassing them into a story, which we call it as cloud smart, right? So we are calling it as cloud smart, which is a go-to market offering from Atcl Tech, where the client doesn't have to look at each of these services from various vendors. So it's a one stop shop, right? From strategy consulting, look, implementation, underpinned by app modernization, consolidation, and the operational. So we do that as end to end service with our offerings, which is why helping us actually accelerate conversations on the crowd. What happen is the clients are also building these capabilities more and more often. You see a lot of new services are being added to aws, so not many clients are aware of it. So it is the responsibility of system integrator like us to make them aware and bring it into a shape where the client can consume in a low cost option, in an optimized way. That's where I think it's, it's, it's working out very well for us. With the partnership of, so >>You curate those services that you know will fit the customer's business. You, you know, the ingredients that you could put together, the, the dinner. >>Absolutely. You're preparing a dish, right? So you're preparing a dish, you know where the ingredients are. So the ingredients are supplied by aws. So you need to prepare a pasta dish, right? So you, you how spicy you want to make it howland, you want to make it, you know what source you want to use. How do you bring all those elements together? That's what, you know, tech has been focusing on. >>And you use the word curation, right? Curation is really industry process down, depending on your industry, every industry, every enterprise, there are things that are differentiating them. There's a business processes that differentiate you and there are business processes that don't necessarily differentiate you but are core to you. For example, if you're a retailer, you know, you're retailing, you're merchandising, how you price your products, how you market your products, your supply chains, those differentiate you. How you run your general ledger, your accounting, your payables. HR is core to your business but doesn't differentiate you. And the choices you make in the cloud for each of these areas are different. What differentiates you? You compose what doesn't differentiate you consume because you don't want to try and compose what >>Telco Exactly. Oh my gosh. >>Our biggest examples are in Telco, right? Right. Their omnichannel marketing, you know, how they connect with their consumers, how they do their billing systems, how they do their pricing systems. Those are their differentiations and things that don't they want to consume. And that's where cloud adoption needs to come with really a curation framework. We call it the Phoenix framework, which defines what differentiates you versus not. And based on that, what are the architectural choices you make at the applications layer, the integration layer, the data layer, and the infrastructure layer all from aws and how do you make those choices? >>Talk about a customer example anon that really articulates that value. >>Yeah, I'll give you an example that sort of, everybody can relate to a very large tools company that manufactures tools that we all use at home for, you know, remodeling our houses, building stuff, building furniture. Their business post pandemic dramatically shifted in every way possible. Nobody was going anymore to Home Depot and Lowe's to buy their tools, their online business surge by 200%. Their supply chains were changing because their manufacturers originally were in China and Malaysia. They were shifting a lot of that base to Taiwan and Germany and Latin America. Their pricing model was changing. Their last mile deliveries were changing cuz they were not used to delivering you and me last mile deliveries. So every aspect of their business was changing. They hadn't thought of their business in the same way, but guess what? That business was growing, but the needs were changing and they needed to rethink every value chain in their business. >>And so they had to adopt cloud. They leverage AWS at their core to rethink every part of their business. Rebuilding their supply chain applications, modernizing their warehouse management systems, modernizing their pricing systems, modernizing their sales and marketing platforms, every aspect you can think of and all of that within 24 months. Cuz otherwise they would lose market share, you know, in any given market. And all of this, while they were, you know, delivering their day to day business, they were manufacturing the goods and they were shipping products. So that was quite a lot to achieve in 24 months. And that's not just one example is across industries, examples like that that we have. That's >>One of the best business transformation examples I think I've heard. >>Absolutely. Absolutely. And so cloud does need to start with a business transformation objective. And that's what's happening to the cloud. It's changing away from an infrastructure consolidation discussion to business task. >>Because I know you guys have a theater session tomorrow on, on continuous modern, it was experiencing cloud transformation and continuous modernization. That's the theme. Pre-cloud. It was just a, you'd, you'd live, you'd rip and replace your infrastructure and it was a big application portfolio assessment and rationalization. It was just, it just became this years long, you know, like an SAP installation. Yes. How has cloud changed that and what's, tell us more about that session and that continuous modernization. Yeah, >>So, so we are doing a John session with a client on how HCL Tech helped the client in terms of transforming the landscape and adopting cloud much faster, you know, into the ecosystem. So what we are currently doing is, so it's a continuous process. So when we talk about cloud adoption transformation, it doesn't stop there. So it, it needs to keep evolving. So what we came up with a framework for the all such clients who are on the cloud transformation part need to look at which we call it a smart waste cloud, cloud smart. Where once it is in the clouds, smart waste to cloud for cloud and in the cloud. So what happens is, when it is to cloud, what do you do? What are the accelerators? What are the frameworks? Smart waste for clouds? How do you look at the governance of it? >>Okay? Consolidation activities of it, once it is in the cloud, how do we optimize, what do you look at? Security aspects, et cetera. So the client doesn't have to go to multiple ecosystem partners to look at it. So he is looking at one such service provider who can actually encompass and give all this onto the plate in a much more granular fashion with accelerated approach. So we build accelerated solutions frameworks, which helps the client to actually pick and choose in a much lower cost, I think. And it has to be a continuous modernization for the client. So why we are calling it as a continuous modernization is we are also also creating what we call cloud foundries and factories. What happens is the client can look at not only in a transformation journey, but also futuristic when there are new services are adapted, how this transformation and factories helping them in a lower cost option and driving that a acceleration story. So we are addressing it in multiple ways. One on the transformation front, one on the TCO front, one on the AX accelerated front, one on the operational front. So all this combined into one single framework, which is what is a continuous modernization of clouded option from xgl tech. >>When you apply this framework with customers, how do you deal with technical debt? Can you avoid technical debt? Can you hide technical debt? Or is it like debt and taxes? We're always gonna have technical debt because Amazon, you know, they'll talk about, they don't ever deprecate anything. Yeah. You know, are they gonna, are we gonna see Amazon take on tech? How do you avoid that? Or at least shield the customer for that technical debt. >>So every cio, right? Key ambitions are digital cloud, TCO optimization, sustainability. So we have a framework for that. So every CIO will look at, okay, I wanna spend, but I want to be optimized. My TCO should not go up. So that's where a system integrator like us comes. We have AOP story where, which does the complete financial analysis of your cloud adoption as to what estate and what technical client already has. How can we optimize that and how can we, how can we overlay on top of that our own services to make it much more optimized solution for the client? And there are several frameworks that we have defined for the CIO organizations where the CIO can actually look at some of these elements and adopt it internally within the system. You wanna pick it from there? >>Yeah, I think, I think it's, it's, it's a great question. First of all, there's a generational shift in the last three years where nobody's doing lift and shift of traditional applications or traditional data systems to the cloud. As you said, nobody's taking their technical debt to the cloud anymore. >>Business value's not there. >>There's no business value, right? The value is really being cloud native, which means you want to continuously modernize your value chains, which means your applications, your integration, your data to leverage the cloud and continuously modernize. Now you will still make priority decisions, right? Things that really differentiate you. You will modernize them through composition things that don't, you'll rather consume them, but in both factors, you're modernizing, I use the word surround and drown enterprises are surrounding their traditional, you know, environments and drowning them over a period of time. So over the next five years, you'll see more and more irrelevant legacy because the relevance is being built in the cloud, cloud for the future. That's the way I see it. >>Speaking of, take us out here, speaking of business value and on, we're almost outta time here. If there's a billboard on 1 0 1 in Palo Alto regarding HCL tech, what's the value prop? What does it say? >>It's a simple billboard. We say we are super charging our customers, our partners, our employees. We are super charging progress. And we believe that the strength that we bring from learnings of over 200,000 professionals that work at hcl working with over half of, you know, 500 of the, the largest Fortune thousands in the world is, is really bringing those learnings that we continuously look at every day that we live with, every day across all kind of regulations, all kind of industries, in adopting new technologies, in modernizing their business strategies and achieving their business transformation goals with the velocity they want. That's kind of the supercharging progress mantra, >>Super charging progress. Love it. Guys, thank you so much for joining. David, me on the program talking about, thank you for having a conversation. Our pleasure. What's going on with HCL Tech, aws, the value that you're delivering for customers. Thank you so much for your time. Thank >>You. Thank you. Thanks. Have a great time. >>Take care for our guests. I'm Lisa Martin, he's Dave Valante. You're watching The Cube, the leader in live enterprise and emerging tech coverage.

>>Hey everyone. Welcome to Las Vegas. The Cube is here, live at the Venetian Expo Center for AWS Reinvent 2022. Amazing attendance. This is day one of our coverage. Lisa Martin here with Day Ante. David is great to see so many people back. We're gonna be talk, we've been having great conversations already. We have a wall to wall coverage for the next three and a half days. When we talk to companies, customers, every company has to be a data company. And one of the things I think we learned in the pandemic is that access to real time data and real time analytics, no longer a nice to have that is a differentiator and a competitive all >>About data. I mean, you know, I love the topic and it's, it's got so many dimensions and such texture, can't get enough of data. >>I know we have a great guest joining us. One of our alumni is back, Evan Kaplan, the CEO of Influx Data. Evan, thank you so much for joining us. Welcome back to the Cube. >>Thanks for having me. It's great to be here. So here >>We are, day one. I was telling you before we went live, we're nice and fresh hosts. Talk to us about what's new at Influxed since the last time we saw you at Reinvent. >>That's great. So first of all, we should acknowledge what's going on here. This is pretty exciting. Yeah, that does really feel like, I know there was a show last year, but this feels like the first post Covid shows a lot of energy, a lot of attention despite a difficult economy. In terms of, you know, you guys were commenting in the lead into Big data. I think, you know, if we were to talk about Big Data five, six years ago, what would we be talking about? We'd been talking about Hadoop, we were talking about Cloudera, we were talking about Hortonworks, we were talking about Big Data Lakes, data stores. I think what's happened is, is this this interesting dynamic of, let's call it if you will, the, the secularization of data in which it breaks into different fields, different, almost a taxonomy. You've got this set of search data, you've got this observability data, you've got graph data, you've got document data and what you're seeing in the market and now you have time series data. >>And what you're seeing in the market is this incredible capability by developers as well and mostly open source dynamic driving this, this incredible capability of developers to assemble data platforms that aren't unicellular, that aren't just built on Hado or Oracle or Postgres or MySQL, but in fact represent different data types. So for us, what we care about his time series, we care about anything that happens in time, where time can be the primary measurement, which if you think about it, is a huge proportion of real data. Cuz when you think about what drives ai, you think about what happened, what happened, what happened, what happened, what's going to happen. That's the functional thing. But what happened is always defined by a period, a measurement, a time. And so what's new for us is we've developed this new open source engine called IOx. And so it's basically a refresh of the whole database, a kilo database that uses Apache Arrow, par K and data fusion and turns it into a super powerful real time analytics platform. It was already pretty real time before, but it's increasingly now and it adds SQL capability and infinite cardinality. And so it handles bigger data sets, but importantly, not just bigger but faster, faster data. So that's primarily what we're talking about to show. >>So how does that affect where you can play in the marketplace? Is it, I mean, how does it affect your total available market? Your great question. Your, your customer opportunities. >>I think it's, it's really an interesting market in that you've got all of these different approaches to database. Whether you take data warehouses from Snowflake or, or arguably data bricks also. And you take these individual database companies like Mongo Influx, Neo Forge, elastic, and people like that. I think the commonality you see across the volume is, is many of 'em, if not all of them, are based on some sort of open source dynamic. So I think that is an in an untractable trend that will continue for on. But in terms of the broader, the broader database market, our total expand, total available tam, lots of these things are coming together in interesting ways. And so the, the, the wave that will ride that we wanna ride, because it's all big data and it's all increasingly fast data and it's all machine learning and AI is really around that measurement issue. That instrumentation the idea that if you're gonna build any sophisticated system, it starts with instrumentation and the journey is defined by instrumentation. So we view ourselves as that instrumentation tooling for understanding complex systems. And how, >>I have to follow quick follow up. Why did you say arguably data bricks? I mean open source ethos? >>Well, I was saying arguably data bricks cuz Spark, I mean it's a great company and it's based on Spark, but there's quite a gap between Spark and what Data Bricks is today. And in some ways data bricks from the outside looking in looks a lot like Snowflake to me looks a lot like a really sophisticated data warehouse with a lot of post-processing capabilities >>And, and with an open source less >>Than a >>Core database. Yeah. Right, right, right. Yeah, I totally agree. Okay, thank you for that >>Part that that was not arguably like they're, they're not a good company or >>No, no. They got great momentum and I'm just curious. Absolutely. You know, so, >>So talk a little bit about IOx and, and what it is enabling you guys to achieve from a competitive advantage perspective. The key differentiators give us that scoop. >>So if you think about, so our old storage engine was called tsm, also open sourced, right? And IOx is open sourced and the old storage engine was really built around this time series measurements, particularly metrics, lots of metrics and handling those at scale and making it super easy for developers to use. But, but our old data engine only supported either a custom graphical UI that you'd build yourself on top of it or a dashboarding tool like Grafana or Chronograph or things like that. With IOCs. Two or three interventions were important. One is we now support, we'll support things like Tableau, Microsoft, bi, and so you're taking that same data that was available for instrumentation and now you're using it for business intelligence also. So that became super important and it kind of answers your question about the expanded market expands the market. The second thing is, when you're dealing with time series data, you're dealing with this concept of cardinality, which is, and I don't know if you're familiar with it, but the idea that that it's a multiplication of measurements in a table. And so the more measurements you want over the more series you have, you have this really expanding exponential set that can choke a database off. And the way we've designed IIS to handle what we call infinite cardinality, where you don't even have to think about that design point of view. And then lastly, it's just query performance is dramatically better. And so it's pretty exciting. >>So the unlimited cardinality, basically you could identify relationships between data and different databases. Is that right? Between >>The same database but different measurements, different tables, yeah. Yeah. Right. Yeah, yeah. So you can handle, so you could say, I wanna look at the way, the way the noise levels are performed in this room according to 400 different locations on 25 different days, over seven months of the year. And that each one is a measurement. Each one adds to cardinality. And you can say, I wanna search on Tuesdays in December, what the noise level is at 2:21 PM and you get a very quick response. That kind of instrumentation is critical to smarter systems. How are >>You able to process that data at at, in a performance level that doesn't bring the database to its knees? What's the secret sauce behind that? >>It's AUM database. It's built on Parque and Apache Arrow. But it's, but to say it's nice to say without a much longer conversation, it's an architecture that's really built for pulling that kind of data. If you know the data is time series and you're looking for a time measurement, you already have the ability to optimize pretty dramatically. >>So it's, it's that purpose built aspect of it. It's the >>Purpose built aspect. You couldn't take Postgres and do the same >>Thing. Right? Because a lot of vendors say, oh yeah, we have time series now. Yeah. Right. So yeah. Yeah. Right. >>And they >>Do. Yeah. But >>It's not, it's not, the founding of the company came because Paul Dicks was working on Wall Street building time series databases on H base, on MyQ, on other platforms and realize every time we do it, we have to rewrite the code. We build a bunch of application logic to handle all these. We're talking about, we have customers that are adding hundreds of millions to billions of points a second. So you're talking about an ingest level. You know, you think about all those data points, you're talking about ingest level that just doesn't, you know, it just databases aren't designed for that. Right? And so it's not just us, our competitors also build good time series databases. And so the category is really emergent. Yeah, >>Sure. Talk about a favorite customer story they think really articulates the value of what Influx is doing, especially with IOx. >>Yeah, sure. And I love this, I love this story because you know, Tesla may not be in favor because of the latest Elon Musker aids, but, but, but so we've had about a four year relationship with Tesla where they built their power wall technology around recording that, seeing your device, seeing the stuff, seeing the charging on your car. It's all captured in influx databases that are reporting from power walls and mega power packs all over the world. And they report to a central place at, at, at Tesla's headquarters and it reports out to your phone and so you can see it. And what's really cool about this to me is I've got two Tesla cars and I've got a Tesla solar roof tiles. So I watch this date all the time. So it's a great customer story. And actually if you go on our website, you can see I did an hour interview with the engineer that designed the system cuz the system is super impressive and I just think it's really cool. Plus it's, you know, it's all the good green stuff that we really appreciate supporting sustainability, right? Yeah. >>Right, right. Talk about from a, what's in it for me as a customer, what you guys have done, the change to IOCs, what, what are some of the key features of it and the key values in it for customers like Tesla, like other industry customers as well? >>Well, so it's relatively new. It just arrived in our cloud product. So Tesla's not using it today. We have a first set of customers starting to use it. We, the, it's in open source. So it's a very popular project in the open source world. But the key issues are, are really the stuff that we've kind of covered here, which is that a broad SQL environment. So accessing all those SQL developers, the same people who code against Snowflake's data warehouse or data bricks or Postgres, can now can code that data against influx, open up the BI market. It's the cardinality, it's the performance. It's really an architecture. It's the next gen. We've been doing this for six years, it's the next generation of everything. We've seen how you make time series be super performing. And that's only relevant because more and more things are becoming real time as we develop smarter and smarter systems. The journey is pretty clear. You instrument the system, you, you let it run, you watch for anomalies, you correct those anomalies, you re instrument the system. You do that 4 billion times, you have a self-driving car, you do that 55 times, you have a better podcast that is, that is handling its audio better, right? So everything is on that journey of getting smarter and smarter. So >>You guys, you guys the big committers to IOCs, right? Yes. And how, talk about how you support the, develop the surrounding developer community, how you get that flywheel effect going >>First. I mean it's actually actually a really kind of, let's call it, it's more art than science. Yeah. First of all, you you, you come up with an architecture that really resonates for developers. And Paul Ds our founder, really is a developer's developer. And so he started talking about this in the community about an architecture that uses Apache Arrow Parque, which is, you know, the standard now becoming for file formats that uses Apache Arrow for directing queries and things like that and uses data fusion and said what this thing needs is a Columbia database that sits behind all of this stuff and integrates it. And he started talking about it two years ago and then he started publishing in IOCs that commits in the, in GitHub commits. And slowly, but over time in Hacker News and other, and other people go, oh yeah, this is fundamentally right. >>It addresses the problems that people have with things like click cows or plain databases or Coast and they go, okay, this is the right architecture at the right time. Not different than original influx, not different than what Elastic hit on, not different than what Confluent with Kafka hit on and their time is you build an audience of people who are committed to understanding this kind of stuff and they become committers and they become the core. Yeah. And you build out from it. And so super. And so we chose to have an MIT open source license. Yeah. It's not some secondary license competitors can use it and, and competitors can use it against us. Yeah. >>One of the things I know that Influx data talks about is the time to awesome, which I love that, but what does that mean? What is the time to Awesome. Yeah. For developer, >>It comes from that original story where, where Paul would have to write six months of application logic and stuff to build a time series based applications. And so Paul's notion was, and this was based on the original Mongo, which was very successful because it was very easy to use relative to most databases. So Paul developed this commitment, this idea that I quickly joined on, which was, hey, it should be relatively quickly for a developer to build something of import to solve a problem, it should be able to happen very quickly. So it's got a schemaless background so you don't have to know the schema beforehand. It does some things that make it really easy to feel powerful as a developer quickly. And if you think about that journey, if you feel powerful with a tool quickly, then you'll go deeper and deeper and deeper and pretty soon you're taking that tool with you wherever you go, it becomes the tool of choice as you go to that next job or you go to that next application. And so that's a fundamental way we think about it. To be honest with you, we haven't always delivered perfectly on that. It's generally in our dna. So we do pretty well, but I always feel like we can do better. >>So if you were to put a bumper sticker on one of your Teslas about influx data, what would it >>Say? By the way, I'm not rich. It just happened to be that we have two Teslas and we have for a while, we just committed to that. The, the, so ask the question again. Sorry. >>Bumper sticker on influx data. What would it say? How, how would I >>Understand it be time to Awesome. It would be that that phrase his time to Awesome. Right. >>Love that. >>Yeah, I'd love it. >>Excellent time to. Awesome. Evan, thank you so much for joining David, the >>Program. It's really fun. Great thing >>On Evan. Great to, you're on. Haven't Well, great to have you back talking about what you guys are doing and helping organizations like Tesla and others really transform their businesses, which is all about business transformation these days. We appreciate your insights. >>That's great. Thank >>You for our guest and Dave Ante. I'm Lisa Martin, you're watching The Cube, the leader in emerging and enterprise tech coverage. We'll be right back with our next guest.