(light string music) Hi, I'm Peter Burris, and welcome to another CUBE Conversation. From our super duper studios, here in beautiful Palo Alto, California. Today we're going to get a chance to talk about database migration and database technology evolution as it pertains to Cloud computing. And to have that conversation, we've got Datometry here. Mike Waas is the CEO and Founder of Datometry. Mike, welcome back to theCUBE. >> Thanks for having us. Excited to be here. >> So, let's get the company update out of the way. What's going on with Datometry first? >> All right, well, quickly for everybody. We are a venture-backed startup in San Francisco, and we're taking on, if you will, the database market, this $40 billion behemoth. From a very unique angle. And that is, not yet another database, but we give IT leaders, for the first time, that opportunity to actually liberate themselves from the database vendor lock in. Take their applications the way they are today, written for a particular database, usually one of these legacy data warehouses. Take 'em to the Cloud just the way they are. Without the hassle of rewriting and reinventing their business. >> So, keep the applications that are creating value in place. Move the data and the structure associated with the data, so that it can be re-platformed to a new database manager, but still serve those applications and generate business value through those applications. >> Exactly, because the value really is in the application, not in the database. This is what enterprises have been curating and investing in for the last 10, 20, sometimes even more years. And so for them, going to the Cloud suddenly poses this huge problem of, do I really want to rewrite these applications? Just to end up with something that looks exactly like that in the Cloud now? So we allow them to do this at a fraction of the cost, the time, and the risk. >> So you're on the road talkin' with a lot of customers these days, >> That's right. >> about this challenge. What are you encountering? >> So it's very interesting to see how the Global 2000, and we're speaking primarily to the Global 2000, Fortune 500, are coming around now to really address this problem. And people are on kind of different trajectories and differently far along on this. And so there are a number of enterprises that are ready to pull the trigger. That have maybe another nine, 12 months of a runway on their data center right now. And they are really kind of looking for a tactical solution to get there. It's all or nothing. Very excited. Very great customer to work with. Then there are customers who are kind of still in the process of figuring it out. They know they have a little more of a runway. And they kind of get into the point of, well I understand what workloads probably would work in the Cloud, let's start with those. And so it's great for us to kind of work with these customers to help them understand, which are these workloads? How can you actually come up with a prioritized order of, this goes first, this goes next, and so on and so forth. And then, to some extent, my favorite are the ones that are really in the early stages of the journey. Because for them, it's really about getting kind of a familiarity, getting acquainted with all this. And so for them it's kind of an exploratory phase, it's kind of a lot of research, and trying to understand what they have today, and how it would map to the Cloud. And obviously, as you can imagine, they have a lot of questions in their mind. And so, as a company, we work with all three of these. And our product naturally allows all of them kind of to get a value out of this. At that very moment, right away. Especially without having to wait for two, three years of planning and rewriting and remodeling applications. >> Well let's leave that third group aside. Because one can spend about 20 years just trying to discover what they have. And instead look at the workloads. What types of workloads are candidates today for this type of an approach? Again, keeping the application relatively extant, relatively unchanged. Moving the data, and re-platforming it to a more modern technology. What kinds of workloads are especially open to this approach? >> So, first off, I have good news. And that is, it is way more than you actually would think. And, coming from a database background myself, for the last 20 years, 25 years, implementing databases. We database people have always very much looked at operations at optimizing the last iota out of the machine, et cetera. >> Mm-hmm. >> What we are seeing in the Cloud is really a fundamental change. It's no longer about millisecond parity, but it's about getting your data into the Cloud, and unlocking scalability, performance price performance ratio, the benefit that you get brand new hardware every coupla' months as a refresh. Continuous software updates and improvements. And so all of this suddenly changes the migration from kind of one to one, or one for one, and millisecond parity. To a real quantum leap. From on-premise, into the Cloud is a much different story. >> Well, let me impact that a little bit, because really, if I have a right, what you're saying is that in the old way of thinking about database management, with enormous amounts of tuning, the point was to try to get as much performance out of whatever hardware platform you were running on as you possibly could. Now, when we go to the Cloud, that constraint starts to go away. So we're not focused on getting the last iota of performance out of the hardware, we're focused on getting the last stretch or last stream of value out of the data in the application. Because the hardware constraint no longer obtains in the same way, have I got that right? >> Absolutely, yes. So it's really about IT running faster, figuratively, rather than running a particular workload faster on a piece of metal. And that really changes the equation, fundamentally. Because then, a lot of the workloads, coming back to your previous question, a lot workloads certainly benefit from going to the Cloud. And initially, when we started tackling the problem of data warehousing, I personally thought, it's probably going to be mostly about the analytics, about the downstream consumers of the data. But then very quickly, it turned out that ETL is very often such a, let's call it a complex, very involved process. That moving that wholesale to the Cloud, without having to undo it, and then reinvent it, and rewrite it, is just such a Godsend for the enterprise. And so, back to your original question, it's really workloads across the entire board. >> So, if I were to then think through the process, let's say that I'm a CIO and I'm thinkin' this process through, number one, by not having to focus on like-to-like, I'm changing my thought process. Because historically, it's been, oh, you can't move that database manager, because you're focused on that like-to-like kind of move, and you never get, as you said, that millisecond parity. So if you relax that constraint, now I can focus on, look, I'm just going to get it up there, and have it run, utilizing the more modern technology. I can go back over time and improve and tune the performance if I want to. But, day one, I'm not focused on the underlying hardware being the same. And the stack being the same. I'm just focused on the output and the outcome of using the application being the same. >> Exactly, and there is something very critical you just pointed on. That is, in a migration, in a kind of classic migration, what happens is, the moment somebody opens the hood on the current system, and says, "hey, we're re-platforming this to the cloud." There is a myriad of people coming out of the woodworks and saying, "hey, I have all these janitorial tasks I've been sitting on for the last five years." And so migration very quickly has that scope creep and turns into a huge furball of all sorts of unmanageable stuff. And that is why, I believe Gardner put it at 60 to 70% of migrations failing, because it's just spiraling out of control. What we give IT leaders is the ability to take these two things apart. Move, move first, move everything. Move right now. Move at an incredibly short timeline. And then afterwards, look at your application. And there's usually three categories. One of them is, run these forever. That's kind of your mission critical, but fairly established applications. Then there's a second category of well, we always wanted to rewrite this thing, we just never found time, and for all sorts of business reasons, we want to rewrite this. So modernize this at your own kind of, pace on your own dime. >> But on that one, just to interrupt for a second, your focus on modernizing, maybe the user interface, how the integration, how it gets, gathers data from other places. Making it faster, cheaper, simpler. You're not focused on modernizing the underlying hardware. >> Right, yeah, you're really looking at the business at this point. And that's the critical piece. And then the last category is stuff that, well, we should probably deprecate these applications anyways, and it's usually a much smaller group. But that separation of migration and modernization, that is what really resonates well with the IT leaders. >> Yeah, 'cause I mean at the end of the day, as you said, a lot of the people that come out of the woodwork are the people who have built their careers on tuning the database manager to a particular set of targets. And when you say, whoa, the target no longer is the operating constraint. The constraint now is, can we achieve the same outcome and we'll focus on improving it, or adjusting it, or changing it, later, based on the business needs. >> Exactly. >> Okay, so let's get now to the last one. This leads to a different way of thinking about your database manager. Whereas historically, database professionals have thought in terms of, to get this outcome, how much do I have to pay? When we think about the notion of digital business, data being an asset that can be combined and recombined, and applied, and copied, a lot of different ways, to create potentially derivative value, it sounds as though you're proposing that we can unlock a potential unlimited streams of future value out of data once we get it to a place where we're not worried about the impact on the underlying hardware. Have I got that right? >> Yeah, think of it as doing away with the data silos. It's not about getting your database into the Cloud, and then having it sit in the database, but really getting the data into the Cloud, and making it available to all the myriad of processing techniques and applications that Cloud service providers and third parties put out there. And having the ability to process your data with AI, ML, you name it, advanced analytics, et cetera. Without having to shovel it out of the database and back in every time you do that. And so, getting the data really there is kind of the holy grail for enterprise in the next five to 10 years, that's what they need to solve. >> Now, we've seen a lot of our clients are talking about 2019 being the year that they actually put their first strategic stake in the ground about how they're going to use Cloud. By that I mean, not the emergent, or the optimistic Greenfield stuff, or not moving personal productivity, but actually starting to think about those high-value, what we call HVTA, high value traditional applications, and starting to think about what role they're going to play. So as you look forward, where do you think this technology is in a couple of years, in terms of simplifying this whole process for enterprises? >> So, first off, 2019 I believe is going to be the year of the Cloud for the enterprise. >> Yeah, we do too, yeah. >> And it's been a long time coming, but finally I think we've reached critical threshold. And it's a wildfire out there right now. It's fantastic to watch. Now, taking this kind of technology that we're building and kind of spinning this quick forward, think of it a little bit like VMware for databases is what, one of our first prospects called it, once I explained what it is. And we first scratched our heads, like, hmm, I'm not quite sure how that kind of fits the description. But then we did some archeology and realized the parallels between these approaches. First off, what we do is virtualization. So, naturally there's a technical parallel there. But then when you look at today, Vmware doesn't make the money with the hypervisor. What they make the money with is all the functionality that they were able to layer on top of it. Dozens and dozens of V products. That's where the real value comes from. And similar in our environment, building that hypervisor today is great for that immediate shift to the Cloud, et cetera. But then long-term, there's a much larger value proposition. And that's really about functionality that can be layered on top of this. And think about it that way, we're creating a new geography, that didn't exist before. Where you had either functionality sitting in the application, and then copied across thousands of applications. Or try to shoehorn it into the database. And that usually didn't go so well either. So we give people, long-term, that whole vision of there's functionality in the space in between, that is much richer than actually a database, or the application itself. So that's where we go. >> All right, so I got one last question, Mike, and then I'll let you go. So, you mentioned earlier that there are certain workloads that people may be more willing to move, but it's not necessarily limited by technology. But, I'm a CIO, I get the Datometry diving rod, and I walk into my shop, and I start moving around. What class of applications is that stick looking at? Or what, is there a particular environment, or a particular machine, or particular database manager that the stick keeps pointing towards? >> We give you something way better than that stick. And that is, since we sit so low in the stack, we're agnostic to the application. And it really depends on what are the parameters of an application, et cetera, which we have no visibility into it. So what we give you is a system that we call Q-Insight. That allows you to run your workload logs from your existing data warehouse, for example. And simulate it through our system. And we actually tell you what would happen if you ran on one or the other database. And at the end of this process, we give you a scorecard. That lets you tease apart, what are the applications? That do one or the other thing. What are the features? What's the complexity that's in there? And we give people that at a high-resolution that they've never seen before. And that is the kind of, the stepping stone or the beginning, that's the rod, really. That allows people to select, okay, this application first, this next, and so on and so forth. And that is why I said at the beginning, I love talking to enterprises at the beginning of their journey, because this is where we already bring a huge benefit to the table. That they were really struggling with not having. And so, this is where the kind of circle closes. >> Wow, interesting stuff, Mike. So, once again, Mike Waas, the CEO of Datometry. We've been talking about database migration and new tooling and technologies for facilitating that and simplifying that in large organizations. Mike, thank you very much for being on theCUBE. >> It's been a great pleasure, thanks for having us. >> And once again, I'm Peter Burris, and this has been another CUBE Conversation. Until next time. (triumphant string music)

(lively music) >> Everyone, welcome to this special CUBE Conversation, here in theCUBE's Palo Alto studios. I'm John Furrier, the cohost of theCUBE and co-founder of SiliconANGLE Media, theCUBE. Here with Mike Waas who is the CEO and founder of Datometry, a hot startup doing some interesting things in the cloud with data. We love data, great. Welcome to theCUBE Conversation. Thanks for coming in today. >> Thanks for having me. >> So you guys have an interesting approach. Interesting, I love the model. You're in the tornado as we say. You kind of got the cloud game going on around you, a unique approach, very focused solution. I love the, I want to get into it because it's really compelling. But I want you to take a minute first to explain what the business is, how you guys founded, how'd you get here, what's the core value proposition that you guys do? >> All right, well, Datometry is a venture-funded startup. We are still in the early stages, but we've seen great traction across the market. What we realized was really that as cloud catches on, every IT leader is scratching their heads, how do I get my data assets into the cloud. And one of the interesting elements there is that it's really the applications that's the difficult thing to move to the cloud. Because you end up rewriting them and very quickly people realize it's pretty bad ROI. And so they're looking for a solution that effectively allows them to take these applications, move them to the cloud as is and cut down time, be it three, five years and obviously time and risk dramatically. And that exactly is Datometry. Think of it as the VMware for databases so to speak. >> So is it software as a service? Is it a software approach? What's the product business model real quick? >> It's a software platform and we have SaaS platform delivery as well. But think of it as really almost like a logical hypervisor that sits between the application and the database. >> So I buy software from you, I'm the customer? >> Yes, well, you buy a subscription from us. >> Okay, got it. Okay, great. So what's the core challenge that you guys solve? Because obviously the migrations to the cloud. I talked to Andy Jassy at Amazon, and he's like, everyone's going to be in the public cloud. You talk to someone at VMware, hybrid cloud, multi-cloud. So, again, different biased perspectives, and I appreciate Andy's view. But also, customers want choice. But we know that everyone wants to go to the cloud. Every startup that I know never starts with a data center unless they have a unique situation. They go to the cloud. So cloud's a nice place to go. The challenge is how do they go there, and how do I just go to Microsoft and Amazon. How do I use multiple clouds? What's your solution do for that? >> So first off, we love all databases. We are multi-cloud and what we really see IT leaders struggle with is kind of figuring out A what's the right cloud for them and that's very often driven by business decisions, by all sorts of additional stuff that we kind of stay out of it. But then it very quickly comes down to the technical bits and pieces. And that is I have my applications today in the data center. I need to get them to the cloud. And I don't want to spend these egregious amounts of money to rewrite everything. And if you think of it from a CIO perspective, this is an enormous amount of risk. Typically, these migration projects are currently slated for three to five years which is pretty much all the time you got as a CIO. So this better work or you're going to look really, really bad at the end of that. >> You'll be gone or shelved. >> Exactly. >> The CIO could be. It's like a sports athlete, four years and then you're a free agent again or you get renewed as a franchise player kind of thing. But this is interesting. I want to get into this. So moving the data is one thing. Migration to the cloud is a number one concern we hear from people because obviously there are some economic benefits. But there's all kinds of challenges around data, data mobility, lock in, am I going to get stuck in the cloud. I have a vendor selection on premise. I have multi-year licenses. It just becomes kind of like, I give up. But they want a path there. So I want to ask you about a concept that you and I were talking about before we came on called the migration paradox. >> Yeah. And you brought that up. Explain what the migration paradox is for an enterprise who wants to move to the cloud. >> So it's a very interesting thing that when we start talking to people who are facing migration to the cloud, we realize that most of them actually have not really kind of found yet how big of a challenge that's going to be. So a lot of people believe when they first look at database migration, they believe it's all about transferring the content. And that's kind of where their thinking almost ends. But the interesting or paradoxical thing is the hard thing about database migration is actually not migrating the content of the database, but it's the applications. Moving the schema, moving the data, this is something that people have down. >> Amazon's been a great tool. >> It takes three to six months something like that >> You can snowmobile it. You can snowplow, whatever they have, those tools. They do it, a lot of Oracle environments, we see that. But that's not enough. >> Exactly, so there's a lot of tooling that takes care of this. But then you're left with modifying or even rewriting you applications. And that typically is about 80 or even more percent of your actually cost. And so that's what we call the paradox about the migration, that you really need to take care of the applications. The content of the database, that's the easy part. >> So the paradox is interesting, but the other question that comes up is, which is good, thanks for clarifying that. The other challenge is as a technical person, architect, CIO, whoever, where do I optimize my time? And this is a question they're asking themselves. So I got to ask you, if I'm moving to the cloud, say, now I got multi-cloud. I want to have Amazon and Azure, Microsoft Azure and Amazon Web Services, where do I spend my time? Do I optimize my database? Do I think about my database as the main source of truth? Or do I think about database as a now cloud world which is borderless? You have applications that have database needs. So kind of the thinking around the database becomes challenged in terms of how you think about it. >> And it changes fundamentally from we've seen, let's say 10, 20 years ago where the database is really kind of your ivory tower where all the functionality, the complexity is really residing there and your applications are just satellites to it. And nobody ever wanted that. People would rather solve data problems than database problems. But the database was always so dominant. And that was the only way of getting there. And so what we feel is going to be the model of the future is that you an actually focus on your applications. That's where your business is. This is where the value for your business comes from. And the database really becomes a commodity. When was the last time you bought a file system? These things just come with the platform. And you really want to focus on your investment in the application. >> Databases are in everything now. So it's not like the market for databases is basically every application (laughs). >> Exactly. >> So I want to ask you something because I've been thinking about this. I want to get your thoughts on it because you're a founder and CEO of a company and you're in the middle of the database world. So we've been on the DevOps thing since day one. We've been early. And back in the old days, networks were, they dictated terms. The network guys and the network architecture dictated what was enabled on top of it. In comes the cloud and DevOps which smashes that paradigm. It says, hey, you know what? Let's make the network programmable. So that changes the game in terms of who's now in charge. DevOps created an extraction layer that allows for programmable infrastructures. The infrastructure is code. We know how that turned out. That's the cloud. Hello, everyone's being disrupted. Now Ciscos of the world are actually doing better because they're actually bringing the programing to a whole other level. So they're now riding that wave. So at the end of the day, it was better for the networking industry to go DevOps. You could say the same thing's happening in the database world. Where the database used to dictate terms, now the applications are in charge. They're all going to have databases. So do you see a similar paradigm with that where I don't really care what database is out there as long as my app runs. I should be programming my databases in the similar way that DevOps used to program the network. So database is code? >> Absolutely. And you're touching on really the core revolution of IT over the last 10, 15 years. And that's virtualization. Everything in the IT stack has been shredded over the last 20 years. And the only thing that has been holding out is the database. And when you look closely virtualization really means that two things that are otherwise bonded tightly together, kind of get pried apart, an abstraction gets put in between, and suddenly you create that new geography for functionality, for all sorts of things including additional companies and opportunities that kind of spring up in that space. We've seen this with software-defined networking, as you said, with storage, with compute anyways. But databases were the last kind of corner in the data center that managed to hold out with this very strong, well, every application is bolted on my database principle. And that's exactly what we want to kind of take apart now, where we think the time is ready for this. >> And web services and services now, microservices and containers you're seeing amazing new capabilities around software, software needs databases. Sometimes it's stateless, stateful. These things are interesting new innovation areas. How is that changing the database world and the database architecture? And two, how is that, obviously it's helping the cloud service providers. So this new paradigm that's happening at the application level has kind of flipped things upside down. Your thoughts and reactions to that. >> I think the database people have always been a bit envious of all the other adjacent spaces because they did have that virtualization component to it. And so you had a lot more flexibility. You have the liberty to just move your stuff, mix and match, whatever makes most sense. And on the database side, you've always kind of been locked in to, well, this is the choice that I made 10 years ago, and it's going to be really difficult to get out of this. So we obviously believe that's the future. People really want that liberty. And what we see from talking to CIOs and IT leaders is that's one of the biggest problems that they've always had in their IT stack. But they just couldn't move their applications, that they were always kind of tied to decisions they made in the past to legacy. And we think it's time to completely redefine that space. >> So you guys have been very successful. I'm going to give you some props. I know that Amazon and Microsoft who are really killing it in the cloud. Obviously Amazon that's really the present creation creating cloud. As your numbers are off the charts Look at Microsoft's stock price. It's been very successful. Satya Nadella has turned that ship to be complete cloud first. And they really are moving a lot of the Microsoft legacy business into the cloud and, with it, their ecosystem which is the enterprises. What has been some of the challenges that you've seen for those enterprises? Because we know that they have a relationship with Microsoft over many, many years on their side. Amazon has a lot of cloud native enterprises and developers. Their challenge is to get to the cloud, but they got to really kind of build the airplane at 30,000 feet if you will. >> Oh absolutely. >> John: This is a huge challenge. >> The interesting little detail is that where we are right now with cloud, it's no longer for the early adopters. Ironically, it's actually not the early adopters. The early adopters are still busy kind of figuring their stuff out in their data center and wanting to be-- >> Out launching and decentralized applications and doing ICOs really. (laughs) >> Yeah, and they want to be a software company and what have you. But it's actually the much more later or laterish adopters of technology that really go to cloud now. And it's very interesting to see this because we kind of jump over the chiasm if you will in the classic adopter curve. And what we see there is different verticals, different types of companies gravitate to different clouds simply because it matches their DNA. >> What they have a track record in. I mean, Microsoft has years of experience. >> Exactly. >> And even Oracle has success in the cloud. You're seeing what they're doing. Well, they claim it, we'll see the numbers. But they still have the licensing issue as a database vendor. I think the IT you brought up is interesting, and I want to just double click on that because IT has changed. I think there's a realization now in IT that, okay, it's a serverless model. It's not about provisioning on top of racketing or doing all this data center traditional stuff. It's about cloud operations on prem and also on the cloud. How do you guys fit into that story? Is that the kind of customer you guys want to reach? Or is it someone doing a full wholesale changeover? What's the kind of profile customer? Because they're looking at cloud and saying, hey, we get the IT game has changed. It's a services business. We got security challenges. We got to have this multicloud. Where do you fit in? >> So there is not kind of a cookie cutter customer for us, but it's really the Fortune 500, the Global 2,000. It's the big guys. And what we see there is, they're kind of trying to figure this out for them right now. And that's a fantastic challenge to be part of. At the same time, they are the ones who realize that the only thing that they love about their database is the create interface and maybe the way how they get data in and out. What they really loathe about it is operations and maintenance. And so they look at the cloud databases now as, wow, somebody, kind of reduced all of this to an API. And I don't need to have all this other stuff, all the operations, all the stuff that I always hated about my database is suddenly gone. And so for them, this is monumental shift. >> It's freedom. >> Yeah. This is unique. >> They're freed from the hostage situation that's been in place for many years. >> That's an interesting way of putting it. (John laughs) So they really like the idea that it's down to an API, and, more importantly, they don't have to tune the heck out of this anymore. I've been in databases for 20 years, and one of the big disciplines has always been tune this thing and kind of shave a couple milliseconds here an there. And that was primarily because there was always a fixed hardware footprint that constrained people. Now, in the cloud, you have a single slider, and you say more or less. And it's a couple of dollars a month more. And you kind of get yourself out of that pickle. >> And also, you now have IT operations, another area that's been kind of automated, well, automated in a good way to see everything in terms of latency and whatnot. So I got to ask you the question around from a database perspective since you're a pro at it, the multicloud dilemma is interesting because there's no doubt that multicloud is on a lot of people's minds especially ones that have large applications because there's different use cases. I have a relationship with this or this is good for me, that's good for me, but also working workloads around clouds. I want to move to better pricing an Azure down the road. So there's definitely a leaning into multicloud. What is the trade offs for multicloud in your opinion? What's the pros and cons for someone who's thinking about migrating their applications and data to a multicloud architecture? >> I think we've seen only kind of the very beginning of the multicloud story yet. And when you look at the different clouds kind of from a performance or a scale perspective, there are a lot of similarities. There are a couple interesting differences. But one thing that from a database perspective is going to be really interesting is these databases that we see on the clouds that are really integrated now, they have access to special hardware, what have you. They're really fundamentally a part of the cloud. And kind of really become a commodity. And so for an enterprise, one of the the things that they need to kind of go through is what's the premium for multicloud that they're willing to pay versus optimizing for a specific cloud. And that's not an easy decision. Now, we're multicloud >> And what's the difference >> between those two? >> Well, as as separate cloud, as a third-party database on a cloud, you're effectively kind of catering to the common denominator across all clouds. >> You're just hosting on their cloud, basically. >> Right, and so, you take what you get. And you're not really optimizing that well for a specific cloud. And that kind of gives your product a completely different look and feel than, let's say, an integrated cloud database. And, at the same time, it kind of gives you that freedom of being multicloud and flexible. And that's a thing where I think the jury is still out. >> The integrated side, you're taking about the integrated side. >> Well for the third-party database vendors where, okay, you have that freedom to just move across the cloud so you pay a premium for that compared to the databases that are integrated. But it's unclear today, I think, is that premium really worth it. And how will people deal with this going forward. >> Basically, it's a moving train because they that to constantly trace latency and basically run operations on the cloud, someone's cloud, basically. >> Exactly, yeah. >> So integrated seems to me a better approach if I was going to look at that technically. So how ideal with that because that would be the preferred. Now, as say a developer or an IT guy, well, integrated database on Microsoft, I got an integrated database on Amazon. Two different code bases. (laughs) I got EC2, S3 and all this stuff on Amazon, and I got different. Do I have to hire different coders to do that? So what's your response to that? >> We let you take whatever you've got and whatever your skillset is today and move that across different platforms, across different databases so that you can find out what's the one that's best for your business. And we love all databases >> Do I have to hire separate coders for each platform or do you do that for me? >> No, you can keep whatever you have. Whatever skillset you already have in-house, whatever familiarity you have for the database that your folks have already started out with, you just take that along to the next platform. And that's a very unique liberty. >> Whatever they want, they don't want to hire new people. The whole goal is to-- >> Exactly >> have people focused on high-yield tasks. >> And they'll be productive on day one. They hit the ground running. >> All right, so what's the ideal customer for you? Obviously, you have a great relationship with the cloud, sounds like on the integrated side. If someone's watching this video or might be interested in your product, what are some of the ping points that they would have, what are some of the conversations they may have in their meetings that would tell them that they should be talking to you guys? >> Absolutely, so most of our customers as we talked about before, really come through our partners. Our partners stand a lot to gain from this. And so we go to market with the big cloud service providers, and what we see as a typical pattern is people have kind of matured in their journey to the cloud from just being aspirational, I want to go to the cloud to I figured out which cloud I want to go or even have done some experimentation. And so at that point, they're ready to pull the trigger. They say, okay, I realize this is cloud, this is the data warehouse that I want to go to. And then they realize the next step, okay, this would take me three to five years to migrate all that stuff. And it's going to take me anywhere between five to 10 to 20 million dollars, and it's this enormous amount of risk. And that is usually the point where we have that conversation with that customer to kind of completely upend that equation and say, well, we can do this in actually just a few months at at fraction of the cost, at a fraction of the risk. >> Yeah, and it could've cost them $20 million to move it (laughs). All right, I have two final questions for you to end this segment. Thanks for coming, it's been great to chat with you. The first one is to the decision-maker of your customer base if you're on a joint call with one of the big clouds, what's the message to the decision-maker if you had to just tighten up that message? And the second part is, to the user, the person who gets to move the action over. Two audiences, decision-maker, what's the main benefits of what you guys do, and to the person who's going to end up deploying it, what's the message to those guys? >> So for the decision maker, I think the message is simply, you cannot afford not talking to us because the economics of what we do are just so overwhelming or not going with us, is going to be really overwhelming for you. And so that is really about we let you get to the cloud quick. What we see there right now is it's not about kind of change your platform and your hardware. Smart enterprises, I think, get that huge opportunity right now to outmaneuver their competition if they get to the cloud rapidly. And so this is really at the decision-maker's mind of all the major companies. For the end user, the message is simply keep what you're doing. Keep doing what you're doing right now. You don't need to acquire a new skillset. Now you can as you go to the cloud. We don't keep you in whatever you do right now. We give you the ability to mix and match to do all sorts of things. But you don't need to just relearn everything just because you moved to the cloud. >> Awesome, Mike, thanks for coming in and explaining the value of proposition and talk about some of the industry trends around the databases. Certainly, everyone knows I love to talk about databases, especially when you have the big guys out there. And some of them have been called hostage holders, but, I mean, the freeing up of the data is what we believe in. We think that the cloud and movements like decentralized internet, around decentralized applications is a big trend coming, blockchain is certainly significant when the ICO hype dies away in the next year or so, you're going to start to see a lot new new generation of applications in charge and programing the data. So I think that's going to be big. It's CUBE Conversation here in Palo Alto. I'm John Furrier, thanks for watching. (lively music)

>>from around the globe. It's the Cube with digital coverage of aws reinvent 2024 sponsored by Intel and AWS. Yeah. >>Welcome back here to our coverage here on the Cube of AWS reinvent 2020. It's now pleasure. Welcome. Sean. Vice to the program was the vice president of databases at AWS and Sean. Good day to you. How you doing, sir? >>I'm doing great. Thank you for having me. >>You bet. You bet. Thanks for carving out time. I know it was a very a busy couple of weeks for the A. W s team on DSO certainly was kicked off key notes today. We heard right away that there's some fairly significant announcements that I know certainly affect your world at AWS. Tell us a little bit about those announcements, and then we'll do a little deeper divers. You you go through >>sure, you know. And he made three big announcements this morning as it relates to databases, one of whom was around Aurora serverless V two on. Do you could just think of that as, uh um, no infrastructure whatsoever to manage and Aurora server list that can scale for, you know, from zero to hundreds of thousands of transactions in a fraction of a second, literally with no infrastructure to manage. So it's a really easy way to build applications in the cloud. Eso excited about that? Another big announcement WAAS related to a lot of our customers today are really they're using the right tool for the right job. In other words, they're not trying toe GM all of their data into one database management systems. They're breaking app down into smaller parts. They pick the right tool for the right job. And with that context, we announce glue elastic views, which just allows you to very easily write a sequel. Query most. There's a lot of developers that understand sequel. So if I could easily write a sequel query to reach out to the source databases and then materialize, um, that data into a different target, Um, that's a really simple way toe. Build new customer experiences and make the most of the databases you have. Aan den. The third big announcement remained today was called Babble Eso Babel. Babel Fish is really a a compatibility or a sequel server compatibility layer on Aurora post grass. So if you have ah sequel server application. You've been trying to migrate it to post grass, and you've been wishing for an easier way to get that done. Babel Fish allows you to take your T sequel or your Microsoft sequel server application connected to post grass. Using your same client drivers with little to no code change eso That's a big deal for those that are trying to migrate from commercial systems to open source. And then finally, we didn't stop there as we thought about Babel, Um, and talked to a lot of customers about it. We actually are open sourcing the technology, so it will be available later in 21. All the development will be done open transparently hosted on get hub and licensed under Apache 20 so those that's kind of one lap around the track, if you will, of the big announcements from today How big >>the open source announcement to me. I mean, that's fairly significant that that you're opening up this new opportunity thio the entire community, um, that you're willing to open it up, and I'm sure you're gonna have you know, I mean, this is this is gonna be I would imagine Ah, very popular destination for a lot of folks. >>Yeah, I think so, too. You know, I'm I'm personally, I'm a believer that every customer can use data to build a foundation for future innovation. And to me, a lot of things start and end with data. As we know, data really is a foundational component of at a swell A systems and, you know, and you know, what we found is not every customer can plan for every contingency that happens. But what they can do is build a strong foundation. So, you know, and with a strong foundation, you really stand the best chance to overcome whatever that next unexpected thing is or innovate new ways. And with that is a backdrop. We think this open source piece is a big deal. Why? I'll tell you, you know, it's just us right now. But if I told you the story behind the story, I have met so many customers over the last few years that you know, John, if you and I were sitting down with them, it kind of sounds like this. You sit down, you talk to somebody and they'll say things like, Hey, I've built, you know, we've built years and years and years of application development against sequel server. We really don't like the punitive commercial licensing and, you know, we're trying to get over Thio open source, but we need an easier way and, you know, and we thought about that long and hard and, you know, we came up with the team, came up with a wonderful solution for this, But to tell you the truth, as we were building Babel fish and talking to customers, what became really clear with the community enterprises in I S V s and s eyes is they all basically said, Hey, if there was a way where we could go and extend this, um for, you know, like it could be Boy, if this thing supported to more features, that would be awesome. But if it was open source, that would be even better, because then we could we could take things under our own control so that that's what truly motivated this decision to go open source and based on conversations we've had in the decisions we made, we actually think it's it's really big. It's really big for everybody who has been trying to move off of commercial systems and over toe open source. You. >>Let's talk about transforming your kind of your database mindset in general right now from a client's perspective, especially for somebody who was considering, you know, substantial moves, you know, a major reconfigurations off their processes. What's the process that you go through with them to evaluate their needs, to evaluate their capabilities, to evaluate their storage? All that, you know, that comes into play here and help them to get thio kind of the end of the rainbow >>because it z absolutely, you know, so it really depends on who you're talking Thio and no, at this stage of the game, the clouds been around now for 10, 14 years. I think it is something in that range, you know? So a lot of the early cloud adopters, you know, they've been here and they've been building in a certain way. Um and you know, you and I know early cloud adopters by way of watching streaming media, ordering rideshare, taking a selfie, you know, and you know, we have these great application experiences and we expect them to work all the time at Super Low. Leighton See, they should always be available. So you know, the single biggest thing we learned from Early Cloud builders was there's no such thing as one size football. There's one thing doesn't fit anything at all. Um, that's kind of the way data was, you know, 20 years ago. But today, if you take the learning from these early cloud builders, the journey that we go on with, let's say a mid to late stage cloud a doctor. We're all excited on, you know, sort of. If they can start now today, where Early Cloud Wilders have done a bunch of pioneering, they get excited. So So what happens is, um, there's usually to kind of conversations. One is how do we you know, we've got all these databases that we self managed on premise. How do we bring those into the cloud? And then how do we stop doing undifferentiated heavy lifting? In other words, what they're saying is, we don't want to do patching and back up and monitoring that Z instead, our precious resources should be working on innovations for the business. So in that context, you and I would end up talking to somebody about moving to fully managed services like an already s, for example, um and then the other conversation we have with customers is is the one about breaking free, which is hey, a burn on commercial. I wanna move for open source. And in that context, there are a lot of customers today that they'll move to the cloud. And then and then when they get there as a first step, their second step is to is to migrate over toe open source. And then that third piece is folks that are trying to build for the cloud, these modern APS. And in that context, they follow the playbook of these early cloud builders, which is what you take this big app. You break it into smaller parts and then they pick the right tool for the right job. So that's that's kind of the conversation that we go through there. And finally, what I would say is, most customers say that they'll say to me, What do you mean by picking the right tool for the right job? And the mindset is very different than the one that we all grew up in from 20 years ago. 20 years ago, you just bought a database platform. And then whatever the business was trying to do, you you you would try to support that access pattern on on that database choice. But today, the new world that we live in, it really is. Let's start with the business use case first, understand the access pattern and then pick the best optimized database storage for that. So that's that's kind of how those conversations go. >>You've got what, 15, 14, 15 different data based instruments, you know, like in your tool chest? Um, how how is that evolution occurred? Um because I'm sure, you know one, but got another big at another big at another, looking at different capabilities, different needs. So I mean, >>kind of walked me >>through that a little bit and how you've gotten to the point that you've got 15 >>Tonto eso. So one of the things that you know I'd start off with here, like the question is, Well, if there's 15 today, is there gonna be 100 tomorrow? The real answer is, I don't know, you know, And but what I do know is there's really a handful of categories around data models and access patterns that if you will kind of fill out the portfolio if you will. Um, the first one is around relation. Also, relational databases have been around for a long time. It has a certain set of characteristics that people have come to appreciate and understand and, you know, and we provide a set of services that provide fully managed relational services. Let it be for things like Oracle or sequel, server or open source, like Maria DB or my sequel or Post Press and even Aurora, which provides commercial grade performance availability and scale it about 1/10 the cost of commercial. So you know, there's a handful of different services in that context. But there's new services in this key value. And think of a key value access pattern along the lines of you. Imagine. We order you order a ride share and you're trying to track a vehicle every second. So on your phone you can see it moving across your phone. And now imagine if you were building that at our a million people going to do that all at the same time or 10. So in that kind of access pattern, a product like dynamodb is excellent because It's designed for basically unlimited scale, really high throughput. So developer doesn't have toe really worry about a million people. 10 million people are one. This thing can just scale inevitably. Yeah, it's just not an issue. And, you know, I'll give you one other example like, um, in Neptune, which is a graph database. So you and I would know graph databases by way of seeing a product recommendation, for example, Um, and you know, grab the beauty of a graph databases. It's optimized for highly connected data. In other words, as a developer, I can what I can do with a few lines of code and a graph database because it's optimized for all these different relationships. I might try to do that in a different system that I might write 1500 lines of codes and because it was never designed for something like highly connect the data like graph. So that's kind of the evolution of how things there's just these different categories that have to do with access patterns and data models. And our strategy is simple. In each category, we wanna have the very best AP is available for our customers. Let's >>talk about security here for a moment because you have, you know, these just these tremendous reservoirs now, right that you've built up in capabilities got, you know, new data centers going up every day. It seems like around around the country and around the world, security or securing data nevermore important on dnep ver mawr, I guess on the radar of the bad actors to at the same time because of the value of that data. So just if you would paint the picture in terms of security awareness three encryption devices that you're now deploying the stuff that's keeping you up at night, I would think probably falls into this category a little bit. Eso Let's just take it on security and the level of concern. And then what you at a w s are doing about that? >>Yeah. So, you know, when I talked to customers, I always remind people security is a shared responsibility on De So Amazon's piece of that is the infrastructure that we build the processes that we have, you know, from how people you know can enter a building toe, what they can do in an environment. The auditing to the encryption systems that rebuild. Um, there's there's three infrastructure responsibility, which, you know, we think about every second of every day. Um, Andi, it's, you know, yes, it's one of those things that keeps you up at night. But you have to kind of have this level of paranoia, if you will. There's bad actors everywhere. And, you know, that mindset is kind of, you know, kind of helps you stay focused on Ben. There's the customers responsibility to in in terms of how they think about security. So, you know, um and what that means is, uh, you know, best practices around how they how they integrate identity and access management into their solution. Um, you know how they use how they rotate encryption keys, how they apply encryption and all the safeguards that you would expect the customer do so together, you know, we work with our customers to ensure that our systems are are secure. Um, and the only other thing that I would add to this is that, you know, kind of in the old world. And I keep bringing up the old world because security in the old world was sort of one of those things. Like if you go back 20 years ago. You know, security sometimes is one of those things that you think about a little bit later in the cycle. And I've met a lot of customers that tryto bolt on security and it never works. It's just hard to just bolt it into an app. But the really nice thing about thes fully managed services in the cloud they have security built right in. So security, performance and availability is built right into these fully managed A p I s eso customer doesn't have to think about Well, how do I add this capability onto it? You know, in some sense, it could be a simple is turning a feature on or something like encryption being turned on by default, and they don't have to do anything. So, you know, there it's just a completely different world that we live in today, and we try to improve it every second of every day. >>Well, Sean, it's nice to know that you're experiencing the paranoia for all your customers. That Zaveri very gracious yesterday There. Hey, thanks for the time. I appreciate it. I know you're very busy the next couple of weeks with the number of leadership sessions and intermediate sessions as well with AWS reinvent. So thanks again for carving a little bit of time for us here today on the Cube. >>You bet, John. Thank you. I really appreciate it. >>Take care.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. Yeah, welcome back to the Cubes. Live coverage of AWS reinvent 2020. It's virtual this year over three weeks. Next three weeks we're here on the ground, covering all the live action. Hundreds of videos Walter Wall coverage were virtual not in person this year. So we're bringing all the interviews remote. We have Deepak Singh, vice president of Compute Services. A range of things within Amazon's world. He's the container guy. He knows all what's going on with open source. Deepak, great to see you again. Sorry, we can't be in person, but that's the best we could do. Thanks for coming on. And big keynote news all year all over the keynote. Your DNA is everywhere in the keynote. Thanks for coming on. >>Yeah. Now, no thanks for having me again. It's always great to be on the Cube. Unfortunately, not sitting in the middle of the floral arrangement, which I kind of miss. I know, but it waas great morning for us. We had a number of announcements in the container space and sort of adjacent to that in the developer and operator experience space about making it easy for people to adopt things like containers and serverless. So we're pretty excited about. And his keynote today and the rest agreement. >>It's interesting, You know, I've been following Amazon. Now start a three invent. I've been using Amazon since easy to started telling that garment that story. But you look like the mainstream market right now. This is a wake up call for Cloud. Um, mainly because the pandemic has been forced upon everybody. I talked to Andy about that he brought up in the keynote, but you start to get into the meat on the bone here. When you're saying OK, what does it really mean? The containers, the server Lis, Uh, the machine learning all kind of tied together with computers getting faster. So you see an absolute focus of infrastructures of service, which has been the bread and butter for Amazon web services. But now that kinda you know, connective tissue between where the machine learning kicks in. This is where I see containers and lambda and serve Earless really kicking ass and and really fill in the hole there because that's really been the innovation story and containers air all through that and the eks anywhere was to me the big announcement because it shows Amazon's wow vision of taking Amazon to the edge to the data center. This is a big important announcement. Could you explain E. K s anywhere? Because I think this is at the heart of where customers are looking to go to its where the puck is going. You're skating to where the puck is. Explain the importance of eks anywhere. >>Yeah, I'll actually step back. And I talked about a couple of things here on I think some of the other announcements you heard today like the smaller outposts, uh, you know, the one you and do you outpost skills are also part of that story. So I mean, if you look at it, AWS started thinking about what will it take for us to be successful in customers data centers a few years ago? Because customers still have data centers, they're still running there On our first step towards that Waas AWS in many ways benefits a lot from the way we build hardware. How what we do with nitro all the way to see C two instance types that we have. What we have a GPS on our post waas. Can we bring some of the core fundamental properties that AWS has into a customer data center, which then allowed PCs any KS and other AWS services to be run on output? Because that's how we run today. But what we started hearing from customers waas That was not enough for two reasons. One, not all of them have big data centers. They may want to run things on, you know, in a much smaller location. I like to think about things like oil rates of point of sale places, for they may have existing hardware that they still plan to use and intend to use for a very long time with the foundational building blocks easy to EBS. Those get difficult when we go on to hardware. That is not a W s hardware because be very much depend on that. But it containers we know it's possible. So we started thinking about what will it take for us to bring the best of AWS toe help customers run containers in their own data center, so I'll start with kubernetes, so with que binaries. People very often pick Kubernetes because they start continue rising inside their own data centers. And the best solution for them is Cuban Aires. So they learn it very well. They understand it, their organizations are built around it. But then they come to AWS and run any chaos. And while communities is communities, if you're running upstream, something that runs on Prem will run on AWS. They end up in two places in sort of two situations. One, they want to work with AWS. They want to get our support. They want to get our expertise second, most of them once they start running. Eks realized that we have a really nice operational posture of a D. K s. It's very reliable. It scales. They want to bring that same operational posture on Prem. So with the ts anywhere what we decided to do Waas start with the bits underlying eks. The eks destroyed that we announced today it's an open source communities distribution with some additional pieces that that we had some of the items that we use that can be run anywhere. They're not dependent on AWS. You don't even have be connected to a W s to use eks destro, but we will Patrick. We will updated. It's an open source project on get help. So that's a starting point that's available today. No, Over the next several months, what will add is all of the operational to link that we have from chaos, we will make available on premises so that people can operate the Cuban and these clusters on Prem just the way they do on AWS. And then we also announced the U. K s dashboard today which gives you visibility into our communities clusters on AWS, and we'll extend that so that any communities clusters you're running will end up on the dashboard to get a single view into what's going on. And that's the vision for eks anywhere, which is if you're running communities. We have our operational approach to running it. We have a set of tools that we're gonna that we have built. We want everybody to have access to the same tools and then moving from wherever you are to aws becomes super easy cause using the same tooling. We did something similar with the C s as well the DCs anywhere. But we did it a little bit differently. Where in the CSU was centralized control plane and all we want for you is to bring a CPU and memory. The demo for that actually runs in a bunch of raspberry PiS. So as long as you can install the C s agent and connect to an AWS region, you're good to go. So same problem. Different, slightly different solutions. But then we are customers fall into both buckets. So that's that's the general idea is when we say anywhere it means anywhere and we'll meet you there >>and then data centers running the case in the data center and cloud all good stuff. The other thing that came out I want you to explain is the importance of what Andy was getting to around this notion of the monolith versus Micro Services at one slightly put up. And that's where he was talking about Lambda and Containers for smaller compute loads. What does it mean? What was he talking about there? Explain what he means by that >>that Z kind of subtle and quite honestly, it's not unique to London containers. That's the way the world was going, except that with containers and with several functions with panda. You got this new small building blocks that allow you to do it that much better. So you know you can break your application off. In the smaller and smaller pieces, you can have teams that own each of those individual pieces each other pieces. Each of these services can be built using architecture that you secret, some of them makes sense. Purely service, land and media gateway. Other things you may want to run on the C s and target. Ah, third component. You may have be depending on open source ecosystem of applications. And there you may want to run in communities. So what you're doing is taking up what used to be one giant down, breaking up into a number of constituent pieces, each of which is built somewhat independently or at least can be. The problem now is how do you build the infrastructure where the platform teams of visibility in tow, what all the services are they being run properly? And also, how do you scale this within an organization, you can't train an entire organ. Communities overnight takes time similar with similarly with server list eso. That's kind of what I was talking about. That's where the world is going. And then to address that specific problem we announced AWS proton, uh, AWS program is essentially a service that allows you to bring all of these best practices together, allows the centralized team, for example, to decide what are the architectures they want to support. What are the tools that they want to support infrastructure escort, continuous delivery, observe ability. You know all the buzzwords, but that's where the world's going and then give them a single framework where they can deploy these and then the developers can come into self service. It's like I want to build a service using Lambda. I don't even learn how toe put it all together. I'm just gonna put my coat and pointed at this stock that might centralized team has built for me. All I need to do is put a couple of parameters, um, and I'm off to the races and not scale it to end, and it gives you the ability to manage also, So >>it's really kind of the building blocks pushing that out to the customer. I gotta ask you real quick on the proton. That's a fully managed service created best. Could you explain what that means for the developer customer? What's the bottom line? What's the benefit to >>them? So the biggest benefit of developers if they don't need to become an expert at every single technology out there, they can focus on writing application court, not have to learn how to crawl into structure and how pipelines are built and what are the best practices they could choose to do. So the developers, you know, modern and companies Sometimes developers wear two hats and the building off, the sort of underlying scaffolding and the and the build applications for application development. Now all you have to do is in writing an application code and then just go into a proton and say, This is architecture, that I'm going to choose your self, service it and then you're off to the races. If there's any underlying component that's changing, or any updates are coming on, put on it automatically take care off updates for you or give you a signal that says, Hey, the stock has to be updated first time to redeploy accord so you can do all of that in a very automated fashion. That's why everything is done. Infrastructures Gold. It's like a key, uh, infrastructure and told us, and continuous delivery of sort of key foundational principles off put on. And what they basically do is doing something that every company that we talked oh wants to do. But only a handful have the teams and the skill set to do that. It takes a lot of work and it takes ah lot of retraining. And now most companies don't need to do that. Or at least not in that here. So I think this is where the automation and manageability that brings makes life a lot easier. >>Yeah, a lot of drugs. No docker containers. They're very familiar with it. They want to use that. Whatever. Workflow. Quickly explain again to me so I can understand fully the benefit of the lamb container dynamic. Because what was the use case there? What's the problem that you solve? And what does it mean for the developer? What specifically is going on there? What's the What's the benefit? Why would I care? >>Yeah, eso I'll actually talked about one of the services that my team runs called it of your stature. AWS batch has a front time that's completely serverless. It's Lambda and FBI did play its back in the PCs running on the city right? That's the better the back end services run on their customers. Jobs in the running. Our customers are just like that. You know, we have many customers out there that are building services that are either completely service, but they fit that pattern. They are triggered by events. They're taking an event from something and then triggering a bunch of services or their triggering an action which is doing some data processing. And then they have these long running services, which almost universally in our running on containment. How do you bring all of this together into a single framework, as opposed to some people being experts on Lambda and some people being experts and containers? That's not how the real world works. So trying to put all of this because these teams do work together into a single framework was our goal, because that's what we see our customers doing, and I think they'll they'll do it. More related to that is the fact that Lambda now supports Dr Images containing images as a packaging format because a lot of companies have invested in tooling, toe build container images and our land. I can benefit from that as well. While customers get all the, you know, magic, The Lambda brings you >>a couple of years ago on this on the Cube. I shared this tweet out earlier in the week. Andy, we pressed and even services launches like, would you launch build Amazon on Lamb? Day says we probably would. And then he announced to me And he also I think you mentioned the keynote that half of Amazon's new APS are built on lambda. >>Yeah, that's good. This >>is a new generation of developers. >>Oh, absolutely. I mean, you should talk to the Lambda today also, but even like even in the container side, almost half of the new container customers that we have on AWS in 2020 have chosen target, which is serverless containers. They're not picking E c s or E. T. S and running at least two. They're running it on target the vast majority of those two PCs, but we see that trend on the container side as well, and actually it's accelerating. More and more and more new customers will pick target, then running containers on the city. >>Deepak, great to chat with you. I know you gotta go. Thanks for coming on our program. Breaking down the keynote analysis. You've got a great, um, focus area is only going to get hotter and grow faster and a lot more controversy and goodness coming at the same time. So congratulations. >>Thank you. And always good to be here. >>Thanks for coming on. This is the Cube Virtual. We are the Cube. Virtual. I'm John for your host. Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of AI ops. Virtual forum Brought to you by Broadcom >>Welcome today, I Office Virtual Forum Finally So Martin, excited to be talking with Rich Lane now senior analyst serving infrastructure and operations professionals at Forrester Rich, it's great to have you today. >>Hey, thank you for having me. I think it's gonna be a really fun conversation at today. >>It is. We're gonna be setting the stage for with Richard for the I T operations challenges and the need for a I ops. That's kind of our objective here in the next 15 minutes. So which talk to us about some of the problems that enterprise I T operations are facing now, in this year, that is 2020 that are gonna be continuing into the next year. >>Yeah. I mean, I think we've been on this path for a while. It's certainly that the last eight months has has accelerated this problem and and brought a lot of things toe light that people are, you know, they were going through the day to day firefighting as their goal way of life. It's just not sustainable anymore. New highly distributed environment or in the need for digital services. And, you know, one of them has been building for a while, really, is in the digital age. You know, we're providing so many of the interactions with customers online. We've added these layers of complexity, um, toe applications to infrastructure. You know, we're in the in the cloud where hybrid were multi cloud. You know, you name it using cloud native technologies, reason legacy stuff. We still have mainframe out there. Uh, you know, just the vast amount of things we have to keep track of now in process and look at the data and signals from It's just it's really untenable for humans to do that in silos now, Andi. And when you add to that, you know, when cos air so heavily invested in going on the digital transformation path, and it's accelerated so much the last year so that, you know, we're getting so much for our business in revenue drive from the services that they become core to the business. They're not afterthoughts anymore. It's not just about having a website presence, it's it's about to arrive in core business value from the services you're providing to York through your customers and a lot of cases customers you're never gonna meet or see at that. So it is even more important to be vigilant on top of the quality of that service that you're giving them. And then when you think about just the staffing issues we have, there's just not enough bodies to go around in operations anymore. Um, you know, we're not gonna be able to hire, you know, like we did 10 years ago. Even eso That's where we need the systems to be able to bring those operational efficiencies to bear. When we say operational insufficiencies, we don't mean, you know, lessening headcount because we can't do the other be foolish. What we mean is getting the headcount we have back to broking on higher level things, you know, working on technology refreshes and project work that that brings better digital services to customers and get them out of doing these sort of low complexity, high volume task that they're spending a tely east 20% if not more on of their day each day. So I think the more we could bring intelligence to bear on automation to take those things out of their hands, the better off we are going forward. >>And I'm sure those workers are wanting to be able to have the time to deliver more value, more strategic value to the organization, to their role. And as you're saying you know, is the demand for digital services this spiking, it's not going to go down. And its consumers, If we have another option on, we're not satisfied, we're gonna go somewhere else. So So it's really about not just surviving this time right now. It's about how do I become a business distance Gonna thrive going forward and exceeding expectations that are now just growing and growing. So let's talk about AI ops as a facilitator. Collaboration across business folks. I t folks, developers, operations. How can it facilitate collaboration, which is even more important these days? >>Yeah, So one of the great things about it is now, you know, years ago, bygone years, as they say, we would buy a tool to fit each situation and, you know, somebody that worked in networking out their school. Somebody infrastructure from a, you know, Linux standpoint have their tools. Somebody is from stores would have their tool. What we found Waas, we would have an incident overy high impacting incident occur. Everybody would get on the phone 2030 people. I'll be looking at their siloed tool. They're silent pieces of data and then we would still have to try a like link point A to B to C together, you know, just to institutional knowledge. And there was just ended up being a lot of gaps there because we couldn't understand that a certain thing happening over here was related to an event over here. Now, when we bring all that data under one umbrella one Data Lake where we wanna call it a lot of smart analytics to that data on normalize that data in a way we can contextualize it from, you know, point a to point B all the way through the application infrastructure stack. Now the conversation changes. Now the conversation changes to here is the problem. How are we going to fix it? We're getting there immediately versus 345 hours of hunting and pecking and looking at things and trying toe trying to extrapolate what we're seeing across the spirit systems. Andi, that's really valuable. And what that does is now we can change the conversation for measuring things in corrupt time and data center performance metrics is to How >>are we >>performing as a business? How are we overall in in real time? How is a business be impacted by hey, service disruption. We know how much money we're losing per minute hour. What have you on what that translates lights into brand damage and things along those lines that people are very interested in that. And you know, what is the effect of making decisions either from a product change side, You know, if we're always changing the mobile app So we're always changing the website. But do we understand what value that brings us or what negative impact that has? We could measure that now And also sales marketing, Um, they run a campaign. Here's your, you know, coupon for 12% off today only. What does that drive to us with user engagement? We can measure that now in real time. We don't know. Wait for those answers anymore, E, I think you know having all this data and understand the cause and effect of things increases and enhances thes feedback loops of we're making decisions as a business as a whole to make bring better value to our customers. You know? How does that tie into Office and Dev initiatives? How does everything that we do if I make a change, the underlying architectures that help move the needle forward is that hinder things? All these things factor into it in factor into customer experience, which is what we're trying to do with the end of the day, whether operations people like it or not. We are all in the customer experience business now, and we have to realize that and work closer than ever with our business and Dev partners to make sure we're delivering the highest level of customer experience we can >>now. Customer experience is absolutely critical for a number of reasons, always kind of think it's it's inextricably linked with employee experience. But let's talk about long term value because as organizations and every industry have pivoted multiple times this year and will probably continue to do so for the foreseeable future, for them to be able to get immediate value that let's let's not just stop the bleeding, but let's allow them to get, you know, a competitive advantage and we really become resilient. What are some of the applications that AI ops can deliver with respect to long term value for an organization? >>Yeah, I think that it's, you know, and you touched upon this very important point that there is a set of short term goals you want to achieve. But they're really gonna be looking towards 12, 18 months down the road. What is it gonna have done for you? And I think this helps framing out for you. What's most important? Because it be different for every enterprise. Um, and it also shows the arrow I of doing this because there is some, you know, change is gonna be involved in things you're gonna have to do. But when you look at the longer time horizon, what it brings to your business is the whole, uh to me, at least it all seems it seems like a no brainer to not do it. Um, you're thinking about the basic things, like, you know, faster re mediation of client impacting incidents, or maybe maybe even predictive, sort of detection of these incidents that will affect clients. So now you're getting, you know, at scale, you know, it's very hard to do when you have hundreds of thousands of objects on the management that relate to each other. But now you're having letting the machines and intelligence layer find out where that problem is. You know, it's it's not the red thing, it's the yellow thing. Go look at that. Um, it's reducing the amount of finger pointing. And what have you like? It was on between teens. Now everybody's looking at the same day to the same sort of symptoms and like, Oh, yeah, okay, this is telling us, you know, here's the root cause you should investigate this huge, huge thing on. Does something we never thought we'd get. Thio, where decisions. We smart enough to tell us these things, But this again, this is the power of having all the data under one umbrella and smart analytics. Andi, I think, really, You know, it's about if you look at where infrastructure in operations people are today and especially, you know, eight months and nine months, whatever it is into the pandemic. Ah, lot of them getting really burnt out with doing the same repetitive tasks over and over again. Just trying to keep the lights on, you know, we need we need to extract those things for those people just because it just makes no sense to do something over and over again. The same remediation step. Just we should automate those things. So getting that sort of, you know, drudgery off their hands, if you will, and get them into into other important things they should be doing, you know, they're really hard to solve problems. That's where the human shine on. And that's where you know, having ah, you know, really high level engineers. That's what they should be doing, you know, and just being able to do things I think in a much faster, in more efficient manner. When you think about an incident occurring right in a level, one technician picks that up and he goes in triage that maybe run some tests. He has a script or she, uh and you know, they over a ticket. They enrich the ticket, they call some lock files, they go look up for the service on you're in an hour and a half into an incident before anyone's even looked at it. If we could automate all of that, why wouldn't we? That makes it easier for everyone on guy. And I really think that's where the future is. Is bringing this intelligent automation to bear to take knocked down all the little things that consume the really the most amount of time when you think about it? If you aggregated over the course of, like, a quarter or year Ah, great deal of your time is spent just doing that menu Sha again. Why don't we automate that? We should So I really think that's that's where you gonna look long term, I think also the sense of we're going to be able to measure everything in the sense of business. KP eyes versus just I t Central KP eyes. That's really where we gonna get to in a digital age. And I think we waited too long to do that. I think our operations models were all voted. I think, uh, you know, a lot of ah, a lot of the KPs we look at today are completely outmoded. They don't really change if you think about it. We look at the monthly reports over the course of a year s, so let's do something different. And now, having all this data and a smart analytics. We can do something different. >>Absolutely. I'm glad that you brought up kind of looking at the impact that AI ops can make on on minutia and burn up. That's a really huge problem that so many of us are facing in any industry, and we know that there's some amount of this that's going to continue for a while longer. So let's get our let's let leverage intelligent automation present your point because we can to be able to allow our people to not just be more efficient but to be making a bigger impact. And there's that mental component there that I think is absolutely critical. I do want to ask you, what are some of these? So for those folks going all right, we've We've got to do this. It makes sense. We see some short term things that we need. We need short term value. We need long term value, as you've just walked us through. What are some of the obstacles that you to hate be on the lookout for this toe? Wipe it out of >>the way? Yeah, I think there's, You know, when you think about the obstacles I think people don't think about what are big. Changes this for their organization, right? You know, they're they're going to change process. They're gonna change the way teams interact there. They're going to change a lot of things, but the off of the better. So what were traditionally really bad in infrastructure operations is communication marketing a new initiative, right? We don't go out and get our peers agreement to it over the product owner is, you know, and say Okay, this is what gets you. This is what it changes. People just here. I'm losing something. I'm losing control over something. You're going to get rid of the tools that I have, but I love I've spent years building out perfecting Andi That's threatening to people, and understandably so, because people think if I start losing tools, I start losing head count. Then where's my department at that point? But that's not what this is all about. This this isn't a replacement for people. This is a replacement for teams. This is an augmentation. This is getting them back to doing the things they should be doing in less of the stuff they shouldn't be doing. And frankly, it's a it's about providing better services. So when they in the end it's counterintuitive, be against it because it's gonna make I t operations look better. He's gonna make a show us that we are the thought leaders and delivering digital services that we can constantly being perfected the way we're doing it. And, oh, by the way, we can help the business be better. Also, at the same time, I think some of the mistakes people really don't make really do make, uh is not looking at their processes today, trying to figure out what they're gonna look like tomorrow when we bring in advanced automation and intelligence, but also being prepared, prepared for what the future state is, you know, in talking toe one company they were like, Yeah, we're so excited for this. We we got rid of our 15 year old monitoring system on the same day we step the new system. One problem we had So it waas We weren't ready for the amount of incidents that had generated on day one, and it wasn't because we did anything wrong or the system was wrong or what have you? It did the right thing actually almost too well. What it did is it uncovered a lot of really small incidents through advanced correlations. We didn't know we had. So there was things lying out there. They're always like how that's where the system acts strange sometimes that we could never pin it down. We found all those things, which is good, because but it kind of made us all kind of sit back and think. And then our readership, these guys doing their job right Then we had to go through evolution of just explaining. We were 15 years behind from invisibility standpoint into our environment. But technologies that we deployed applications had moved ahead, modernized. So this is like a cautionary tale of falling too far behind from a sort of monitoring and intelligence and automation standpoint. Eso I thought that was a really good story for something like think about as you go to deploy these modern systems. But I think if you really you know the marketing to people, so they're not threatened, I think thinking about your process and then what's what's your day one and then look like And then what's your six and 12 months after that looks like I think settling all that stuff up front just sets you up for success. >>Alright, Rich. Take us home here. Let's summarize. How can clients build a business case for AI ops? What do you recommend? >>Yeah, you know, I actually get that question a lot. It's usually almost always the number one question and you know, webinars like this and conversations that that the audience puts in. So I wouldn't be surprised if that was true going forward from this one. Um, yeah. People are like, you know, Hey, we're all in. We want to do this. We know this is the way forward. But the guy who writes the checks, the CEO, the VP of ops is like, you know, I've signed lots of checks over the years for tools wise is different on, but I got people to do is to sit back and start doing some hard math, right? One of the things that that resonates with the leadership is dollars and cents. It's not percentages. So saying, you know, it's brings us a 63% reduction and empty TR is not going to resonate. Oh, even though it's a really good number, you know. I think what it is you have to put it in terms of of if we could avoid that 63% right? You know, what does that mean for our digital services as faras revenue? Right. We know that every our system down, I think, you know, typically in the market, you see, is about $500,000 an hour for enterprise. We'll add that up over the course of the year. What are you losing in revenue? Add to that brand damage loss of customers. You know, Forrester puts out a really big casino, uh, customer experience in next every year. That measures that if you're delivering digital services, bad digital services, if you could raise that up, what is that return to you in revenue on? That's a key thing. And then you just look at the hours of lost productivity. I call it I call it something else. I think it's catching name meaning if if a core internal system is down, say, you know, you have ah customer service desk of 1000 customer service people and they can't do that, look up or fix that problem for clients for an hour. How much money. Does that lose you and you multiply it? Oh, you know, average customer service desk. You know, person makes X amount in our times, this amount of time, this many times it happens. Then you start seeing the rial sort of power of a layoffs for this, this incident avoidance or be least lowering the impact of these incidents. And people have put out in graphs and spreadsheets and all this. And then I'm doing some research around this, actually to toe put out something that people can use to say The project funds itself in 6 to 12 months. It's paid for itself. And then after that, it's returning money to the business. Why would you not do that? And we start framing of the conversation that way, little lightbulbs turned on for the people who signed the checks For sure. >>That's great advice for folks to be thinking about. I love how you talked about 63% reduction in something you think that's great. What is it? Impact. How does it impact the revenue for the organization? If we're avoiding costs here, how do we drive up revenue? So having that laser focus on revenue is great advice for folks in any industry looking to build a business case for AI ops. I think you set the stage for that rich beautifully. And you are right. This was a fun conversation. Thank you for your time. Thank you. And thanks for watching.

>>from around the globe. It's the Cube with digital coverage of workplace next made possible by Hewlett Packard Enterprise. >>Thanks very much. Welcome back to the Cube. 3 65. Coverage of workplace next HP. I'm your host, Rebecca. Night. There was some great discussion there in the past panel, and we now are coming to you for some reaction. We have a panel of three people. Harold Senate in Miami. He is the prominent workplace futurist and influencer. Thanks so much for joining us, Harold. >>My pleasure. My pleasure. Way having me, >>we have Herbert loaning Ger. He is a digital workplace expert. And currently see Iot of University of Salzburg. Thanks so much for coming on the show. >>Thank you very much for the invitation. >>And last but not least, Chip McCullough. He is the executive director of partner Ecosystems and one hey is coming to us from Tampa, Florida. >>Thank you, Rebecca. Great to be here. >>Right. Well, I'm really looking forward to this. We're talking today about the future of work and co vid. The pandemic has certainly transformed so much about the way we live and the way we were is changed the way we communicate the way we collaborate, the way we accomplish what we want to accomplish. I want to start with you. Harold, can you give us, um, broad brush thoughts about how this pandemic has changed the future of >>work? Well, this is quite interesting because we were talking about the future of work as something that was going to come in the future. But the future waas very, very long, far away from where we are right now. Now, suddenly, we brought the future of work to our current reality covered, transformed or accelerated the digital transformation that was already happening. So digital transformation was something that we were pushing somehow or influencing a lot because it's a need because everything is common digital. All our life has transformed because of the digital implementation, off new technologies in all areas. But for companies, what was quite interesting is the fact that they were looking for or thinking about when toe implement or starting implementing nuisance in terms of technology. On suddenly the decision Waas, where now we are in this emergency emergency mode that the Covic that the pandemic created in our organizations on this prompted and push a lot of this decision that we were thinking maybe in the future to start doing to put it right now. But this gay also brought a lot of issues in terms off how we deal with customers. Because this is continuity is our priority. How we deal with employees, how we make sure that employees, customers on we and the management this in relation are all connected in the street and work together to provide our president services to our customers. >>So you're talking about Kobe is really a forcing mechanism that has has really accelerated the digital transformation that so many companies in the U. S. And also around the world. Um, we heard from the previous panel that there was this Yes. We can attitude this idea that we can make this happen, um, things that were ordinarily maybe too challenging or something that we push a little bit further down the road. Do you think that that is how pervasive is that attitude and is that yes, we can. And yes, we have Thio. >>Absolutely, absolutely. You know, here in Miami, in Florida, we are used to have the hurricanes. When we have a hurricane is something that Everybody gets an alarm mode emergency mode and everybody started running. But we think or we work on business continuity implementing the product culture policies. But at the same time we think, Okay, people before a couple of which no more than that. Now, when we have those situations we have really see, we really see this positive attitude. Everybody wants to work together. Everybody wants to push to make things happen. Everybody works in a very collaborative mode. Everybody really wants to team and bring ideas and bring the energy that is necessary so we can make it happen. So I would say that now that is something that the pandemic product to the new situation where we don't know how long this mist ake this will take maybe a couple of months more, maybe a year. Maybe more than that, we still don't know. But we really know is that digital transformation on the future of work that we were thinking was going to be on the wrong way Now is something that we're not going back with this >>chip. I want to bring you in here. We're hearing that the future of work is now and this shift toward the new normal. I want to hear you talk a little bit about what you're seeing in terms of increased agility and adaptability and flexibility. How is that playing out, particularly with regard to technology? >>Yeah, I think the the yes, we can attitude. We see that all over the place and many instances it's like heroic efforts. And we heard that from the panel, right? Literally heroic efforts happening and people are doing that. It reminds me of an example with the UK National Health System, where we rolled out 1.2 million teams, Microsoft teams users in seven days. I mean, those are the kinds of things we're seeing all over the place, and and now that yes, we can approach is kind of sinking in. And I think Harold was kind of talking about that, right? It's sinking in tow, how we're looking at technology every day. We're seeing things like, you know, the the acceleration of the move to cloud, for example, a substantial acceleration to the movement, the cloud, a substantial acceleration to be more agile, and we're just seeing that kind of in in all of our work now and and That's the focus for organizations they want to know now. How do we capture this amazing innovation that happened as a result of this event and take it forward in their organizations going forward? >>And so they're thinking about how they captured this. But Herbert, at this time of tremendous uncertainty and at a time when the economic recovery, the global economic recovery, is stop and start, how are you thinking about prioritizing? What kinds of criteria are you using and how are you evaluating what needs to happen? >>I think that's very simple, and I use my standard procedure here in the most e think it must be possible for the users and therefore, for the companies to work and be productive. That's that's, I think, the most important thing technology should be provided the best possible support here, for example, of the state off the our digital workplace. But in this uncertain times, we have some new demands At the moment. That means we have new priorities, for example, conducting teamwork ships online. Normally, we have conducted such events in special conference rooms or in a hotel for the will of the world, for example, we now have the requirement create all off our workshops and also the documentation off it we had to Allah instead of using, for example, physical pain, port to group topics and so on. So we saw here a change that larger events to We need the factions for breakout rooms and so on. And honestly, at the moment, big events in the with the world will not Still the same leg in a physical world, for example Ah, big conferences, technology conferences and so on. >>No, Absolutely. And what you're describing is this this hybrid world in which some people are going into offices and and others of us are not, And we are we're doing what we need to dio in in digital formats. I wanna ask you chip about this hybrid workplace. This appears to be this construct that we're seeing more and more in the marketplace. We heard Gen. Brent of HP talking about this in the previous panel. How do you see this playing out in the next 12 to 24 months and beyond, even in our pandemic and and post pandemic lives? And what do you see as the primary advantages and drawbacks of having this hybrid workforce. >>Well, I I think it's very interesting, right? And I think it s century. We were very lucky because we are 500,000 employees that have been fully, you know, kind of hybrid work or remote enabled, even going into the pandemic. And many other companies and organizations did not have that in place, right? The key to me is you had this protective environment will call the office right where everybody went in tow work to they had their technology there. The security was in place around that office, and everything was kind of focused on that office and all sudden, that office, it didn't disappear, but it became distributed. And the key behind we are a big user of Aruba Technologies within Accenture. And it became very important, in my view, to be able to take >>ah, >>lot of the concepts that you brought into the office and distributed it out. So we're we have offerings where we're using technologies such as Aruba's remote access points in virtual desktop technologies, right that enable us to take all the rules >>and >>capability and functionality and security that you had in that nice controlled office environment and roll it out, thio the workers wherever they may be sitting now, whether it be at home, whether it be sitting on the road someplace, um, traveling whatever. And that's really important. And I did see a couple instances with organizations where they had security incidents because of the way they rolled out that office of the future. So it's really important as we go forward that not only do we look at the enablement, but we also make sure we're securing that to our principles and standards going >>forward. >>So the principles and standards I wanna I wanna talk to you a little bit about that. Harold. There are the security elements that we that we just heard about. But there's also the culture, the workplace culture, the mission, the values of the organization when employees air not co located. When we are talking about distributed teams, how do you make sure that those values are are consistent throughout the organization and that employees do feel that they are part of something bigger, even if they're not in the cubicle next door or just in the hallway? >>That that is a great question, because here what happens now is that we still need to find a balance in the way we work. Maybe some company says we need to fool the day with busier conferences so we can see each other so we can make sure what we're doing and we're connected. But also we need to get some balance because we need to make sure that we have time to do the job. Everybody needs to do their job but also need to communicate to each other on communication, in the whole group, in a video in several video conferences in the day. Maybe it's not enough or not with effective for that communication. So we need to find the right balance because we have a lot of tools, a lot of technology that can help us on by helping us in this moment to make sure that we are sharing our values, values that common set off values that makes or defines on how organizations need to be present in every interaction that we have with our employees on. We need to also make sure that we're taking care off the needs off employees because when we see from a former employee standpoint, what is going on we need to understand the context that we're working today instead of working on at the office. We're working from home at home. Always. We have also we have our partners wife, Children also that are in the same place. We're also connected with work or with distance learning so that there is a new environment, the home environment, that from a company perspective, also needs to be taken into consideration now how we share our values well, it's a time something that we need to understand. Also, that we all always try to understand is that every crisis bring on opportunity together. So we should see. This also is an opportunity toe. Refocus our strategies on culture not to emerge stronger on to put everybody with the yes attitude with really desire to make things happen every day in this time in this same symphony. Oh, but how we do that also, it's an opportunity for delivering training. Delivery is an opportunity to make sure that we identify those skills that are needed for the future of work in the digitals, because we have a lot of digital training that is needed on those skills that are not exactly a tech, but they are needed also, from the human perspective to make sure that we are creating a strong culture that even working in a hybrid or or remote work, we can be strong enough in the market. >>So I wanna let everyone here have the last word in picking up on on that last point that this is an exceedingly complex time for everyone, Unprecedented. There's so much uncertainty. What is your best advice for leaders as they navigate their employees through this hybrid remote work environment? Um, I want to start with you, Herbert. >>From my opinion, I think communication is very important. So communicate with your team and your employees much more than in the past and toe and be clear in your statements and in your answers. I think it's very important for the team >>chip. Best advice. >>So you know, it feels like we've jumped maybe two years ahead and innovation, and I think you know, from a non organization standpoint, except that, you know, embrace it, capture it. But then also at the same time, make sure you're applying your principles of security and those pieces to it, so do it in the right way, but embrace the change that's that's happened, >>Harold. Last last. Best advice for for managers during this time >>he communication are absolutely essential. Now let's look for new way of communicating that it's not only sending emails is not only sending text messages, we need to find ways to connect to each other in this remote working environment on may be coming again. Toe pick up the phone on, Have a chat conversation with our employees are working remotely. But doing that with kind off frequently, I would say that would be very effective toe. Improve the communication on to create this environment where everybody feels part off an organization >>everyone feels part of the team. Well, thank you so much. All of you. To Harold, Herbert and Chip. I really appreciate a great conversation here. >>My pleasure. My pleasure. Very much. >>They tuned for more of the Cube 3 65 coverage of HPV workplace Next

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to you by Dell Technologies. Welcome to the cubes Coverage of Dell Technologies World 2020. The digital version I'm Lisa Martin welcoming back to the Cuba One of our distinguished alumni, Travis V. Hild s VP of product management for Dell Technologies. Travis, nice to see you today. >>Hey, how's it going, Lisa? >>Not bad. Nice to connect a few, virtually. Of course, this year everything is so different. You've already done Virtual Cube. So welcome back our very socially distance program. 3rd 1 13 market. Alright. Eso back in May, you were on the Cube talking about the launch of power store. Really? What Dell Technologies was doing thio, um, kind of converged, Formerly overlapping technologies. My acquisitions compelling extreme io give us an update last few months of what's going on with power store customer adoption, mo mentum stuff like that. >>Yeah, you know, it's it's been, um, almost six months that we've launched the product and it's been a nun. Believable experience. Um, you know, let let me kind of break it up into a couple of different aspects. First of all, you know, we had Thio launch power store into a very different world than we had anticipated. Um, the global pandemic is obviously affecting everybody and everybody, you know, and everything around the world. You know, our first priority, Adele, is the health and safety of our customers of our team members of our partners. And, you know, it was a very interesting experience in that this technology is extremely important to many of our customers that are in essential businesses or businesses that are impacted by what's going on in the world. So even though there's this broad, um, you know, backdrop against which we had tow launch the product, we're still seeing fantastic adoption and fantastic mo mentum. Since launch, we've shipped worldwide over 40. We've we've shipped into over 40 different countries already. Um, but, you know, I think to really talk about mo mentum and what's going on, it's it's better to talk about specific customers and what they're doing and what they're finding advantageous about the product. Um, start maybe with a health care example. Healthcare provider in North America chose to adopt power stories, a multimillion dollar deal and what they were trying to do Waas modernize their data centers. They had many heritage storage devices in their data centers. Um, there was a lot of technical debt and they wanted toe modernize things, make things more autonomous and at the same time consolidate multiple different data centers into, uh, you know, still, they had data centers across across the country and across the world, but they were consolidating into fewer sites and with power store because of the efficiency because of the D duplication capability, because of the performance of the array, they were actually able to reduce the annual optics they had related to storage expenditures by $3 million per year. By going to PowerMax. I'm sorry by going to PowerStore, Um, so that that was a big one. Another, another good example was in a me, a high tech customer. They adopted power store because of power stores, ability to scale performance and capacity independently and in the business that they're in, they have two things that they're trying to balance. One is kind of a spiky performance requirement across their different applications. And the other is, uh, kind of ah, variable. And you know and uncertain growth of data. So the ability to scale performance when they need it and capacity when they need it allowed us to win this this nearly million dollar deal with them and then and then one other one that that's one of my favorites. Uh um entertainment company in the A P J region. Obviously, with with all of us staying home, I can speak for my my kids that air, you know, remote learning right over my shoulder. There is a lot more video games going on, and so this particular provider was able to do three things by installing power store. First, they were able to decrease their backup window from, uh, multiple weeks to a half a day because of the performance of the array. And the other thing they were able to do was to increase video game development efficiency by 25% and decrease cost a storage by 25%. So faster backups, more efficient game development and decreased cost. So those were just a couple of the examples that we have for power store. We were seeing great adoption, great traction and really, uh, customers and partners are are really excited about what we brought to market. >>He talked about, you know, some of the things that are essential that even back in May, when power Start was launched, no one would have thought here in October 2020. We'd still be in such a state of massive remote workforce businesses that we wouldn't have thought like a gaming company in a p j being essential as really being essential. Talk to me about the speed of adoption. For example, the health care organization that you talked about North America. How quickly were you able to enable that organization Thio upgrade or migrate to power store so that they could achieve not only those business objectives or outcomes that you talked about but do so in a way where only essential folks needed to be on site if it was on Prem? Because, of course, all the challenges there, right? >>Yeah, you know it, za Really good question on. We have to Do you know, this was a brand new product for us And in order to enable proof of concepts in order in order to enable our partners to be able to demonstrate the product is taken an enormous amount of coordination, an enormous amount of doing things remotely. And so you know, it's actually taken a little bit more time than, you know, had we've been ableto fly people around the world to do it. But we've gotten very proficient at organizing, with the customer being ableto host. The demonstrations or the proof of concepts remotely be able to do our. You know, our customer briefing is remotely eso. It is a new world and a new way of doing it, but we're doing it very effectively. >>So Power Start was big. In the beginning, there was like 1000 engineers working on this. This was the largest beta launch in Dell's history, the >>largest launch that we never did that we've ever done, >>launching it during a pandemic, unpredictable, and you're seeing tremendous momentum. So walk me through when you're talking to customers. What are some of the key differentiators that really make power store unique? >>Yeah, you know, I like to start at at the architecture of the product when I'm talking to a customer about power store because, um, with storage products, the architecture er is the thing that all future features and capabilities air built on. And so when you look at the core architecture of power store, it was a ground up design, a clean sheet design optimized for the way the world is today in the way the world is going to be. And so it was optimized for the latest and greatest in terms of media, whether that the NBN me or NBN me or ECM it was micro services based so that, you know, it's much more modular in the way that we can develop. And, uh, it was built from the ground up with things like performance and efficiency in mind. You know, when we first launched this this array and this this fact is true. Today we were bringing a product to market because of the fact that we had built it and optimized it at its core for the way the world is today. That was seven times more performance and three times more responsive than any previous mid range array that we had brought to market. So that that core performance is kind of point number one point number two Data reduction data reduction is the new normal. And with power store, we have a guaranteed Fourtou one data reduction. We've actually had a partner that did a test across a broad array of of midrange storage devices. That and in their particular environment, they saw 4.6 to 1 data reduction. And the closest competitive array that they had in their environment was getting less than 4 to 1. So being, you know, very competitive industry leading in data reduction is another key capability. And then if you go back to the core architecture, er and I talked about it in the in the high tech company that I mentioned the European high tech company, the ability to scale, performance and capacity independently in our scale. Out design is another differentiator. Um, for folks that have been around storage arrays a long time traditional storage array. You know, you you would add capacity sometimes when you need it performance or you that performance. Sometimes when you need to capacity by being ableto separate. Those two things customers can really get optimized in their environment for what they're trying toe. What their needs are. They need more performance, they can have more performance, they need more capacity, they can add more capacity. So I put those three things in the core architectural, um, differentiation that's resonating with customers and partners and then above and beyond that we brought some industry Onley capability to market. Um, in that we are the Onley purpose built storage appliance with a built in vm ware s X i hyper visor. So what this allows customers to do is run bm where based applications on the same hardware as they're hosting for storage. That's being fed to clients in the more traditional model. And this enables the whole new host of use cases where customers can, um, changed the way that they're optimized in the core. And also, there's a lot of good edge, uh, deployments that this that this new capability can help enable. So it z, you know, being architecturally advanced in performance efficiency and scale up and scale out and bringing industry Onley capabilities in our integration, especially with VM, where to market that have really resonated with our customers. >>How about some of those new use cases that the VM ware integration is enabling, especially in today's climate, with massively that scattered workforce that you know, some big execs predict 50% of the workforce is going to stay remote. We've got the edge expanding with device proliferation. What >>are some >>of the new use cases That that what Power Mac power store can deliver, uniquely as you said is gonna be able to drive and help many businesses thrive? >>Yeah, you know, I think that there there's a change in the way that you can do things in the core. But I think the new, uh, you know, either remote, uh, site or kind of the distributed edge benefits from the ability to do more with less less. And so if you can have hardware that is ableto, you know, provide some compute capability and a lot of storage capability. Those applications and use cases that are migrating to the edge or to a remote site can be enabled with a single device which leads toe, you know, easier manageability, lower total cost of ownership than having toe deploy multiple multiple devices. >>So you're great with the stats you show you you articulated the value that Dell Technologies set out to establish with power store all the testing, what you're seeing actually, in customer, uh, environments, which is fantastic when you're talking with analysts looking at what Dell Technologies has done when it's in to develop our store. And like I said, you know, merging technologies from compelling and extreme Iot, uh, etcetera, our analysts looking at this is maybe a benchmark in terms of what storage array companies should be doing. >>Uh, yeah. You know, there was was some press that was written when we announced that that that the release of Power Store established a new benchmark of what was expected from a million very storage array, which is, you know, it was something that that was really fulfilling, especially all after all of the work and all of that engineering that we talked about that that and the innovation that we have put into it over the course of a multi multi year journey. And so you know what? We're what we're seeing, you know, whether it be from partners, whether it be from analysts, whether it be from customers, is people really understanding that we have, um, taken a huge step forward in simplifying our portfolio, that we're able to direct our R and D investments into a single platform to bring mawr and more capability to that platform over time, and that message is resonating very strongly. >>So wrapping things up here, Power Store is in its first five or six months. And during that time, you know, crazy things have happened in the world were in a state still disarray, if you will, no pun intended what is next for the second half of power stores? First year. How is Dele? Technology is going to enable businesses to really continue to get past that survival mode right now into thriving so that they could be the winners of tomorrow. >>Yeah. You know, I think the second half of this year, the first half of this year was was all about getting the product out into market, getting people educated on it, getting partners, trained up on it, getting those key early wins, you know, established establishing that thought leadership on what we're doing with the with the overall storage portfolio. The second half of this year is really about adoption and getting it into the hands of mawr customers. Getting into that that, you know, enabling our partners to, you know, amplify our message into the market. And so I think you're gonna You're gonna see a continual drumbeat from us in terms of mawr adoption mawr mo mentum and mawr success on power store. Uh, and for me, that is the foundation going back to the architecture er comment I made earlier of good things to come in the future. The architecture, er is so flexible and is built for the future. And so when new things come when new media comes when new, uh, you know, interfaces or interconnect technologies come when we, uh, you know, invest in even tighter integration with VM where, like at VM World? Just a couple of weeks ago, we announced that we're partnering with VM Ware on a new interconnect technology nbn me over TCP that core architectures so flexible that it can adopt, you know, with software upgrades to the way the world is going to be in the future. And so for me, it was getting it out into the market, getting it adopted, adopted and then continuing to provide new features and new capabilities as the market of alls. >>And as our evolution is sort of unclear, the flexibility that you talked about the simplification are needed everywhere. I'll take those as well, Travis. Thank you. So much for sharing with us. The moments, um, for the first half of power stores, first year and what we can look to see. And it's not just second half that going forward. We appreciate your time. >>Thank you so much, Lisa. >>My pleasure for Travis, Be Hill. I'm Lisa Martin. You're watching the Cubes coverage of Dell Technologies World 2020 The Digital Experience.

>>Hi, everyone. My name is my uncle. My uncle Poor I worked with Geo reminds you in India. We call ourselves Geo Platforms. Now on. We've been recently in the news. You've raised a lot off funding from one of the largest, most of the largest tech companies in the world. And I'm here to talk about Geos Cloud Journey, Onda Mantis Partnership. I've titled it the story often, Underdog becoming the largest telecom company in India within four years, which is really special. And we're, of course, held by the cloud. So quick disclaimer. Right. The content shared here is only for informational purposes. Um, it's only for this event. And if you want to share it outside, especially on social media platforms, we need permission from Geo Platforms limited. Okay, quick intro about myself. I am a VP of engineering a geo. I lead the Cloud Services and Platforms team with NGO Andi. I mean the geo since the beginning, since it started, and I've seen our cloud footprint grow from a handful of their models to now eight large application data centers across three regions in India. And we'll talk about how we went here. All right, Let's give you an introduction on Geo, right? Giorgio is on how we became the largest telecom campaign, India within four years from 0 to 400 million subscribers. And I think there are There are a lot of events that defined Geo and that will give you an understanding off. How do you things and what you did to overcome massive problems in India. So the slide that I want to talkto is this one and, uh, I The headline I've given is, It's the Geo is the fastest growing tech company in the world, which is not a new understatement. It's eggs, actually, quite literally true, because very few companies in the world have grown from zero to 400 million subscribers within four years paying subscribers. And I consider Geo Geos growth in three phases, which I have shown on top. The first phase we'll talk about is how geo grew in the smartphone market in India, right? And what we did to, um to really disrupt the telecom space in India in that market. Then we'll talk about the feature phone phase in India and how Geo grew there in the future for market in India. and then we'll talk about what we're doing now, which we call the Geo Platforms phase. Right. So Geo is a default four g lt. Network. Right. So there's no to geo three g networks that Joe has, Um it's a state of the art four g lt voiceover lt Network and because it was designed fresh right without any two D and three G um, legacy technologies, there were also a lot of challenges Lawn geo when we were starting up. One of the main challenges waas that all the smart phones being sold in India NGOs launching right in 2000 and 16. They did not have the voice or lt chip set embedded in the smartphone because the chips it's far costlier to embed in smartphones and India is a very price and central market. So none of the manufacturers were embedding the four g will teach upset in the smartphones. But geos are on Lee a volte in network, right for the all the network. So we faced a massive problem where we said, Look there no smartphones that can support geo. So how will we grow Geo? So in order to solve that problem, we launched our own brand of smartphones called the Life um, smartphones. And those phones were really high value devices. So there were $50 and for $50 you get you You At that time, you got a four g B storage space. A nice big display for inch display. Dual cameras, Andi. Most importantly, they had volte chip sets embedded in them. Right? And that got us our initial customers the initial for the launch customers when we launched. But more importantly, what that enabled other oh, EMS. What that forced the audience to do is that they also had to launch similar smartphones competing smartphones with voltage upset embedded in the same price range. Right. So within a few months, 3 to 4 months, um, all the other way EMS, all the other smartphone manufacturers, the Samsung's the Micromax is Micromax in India, they all had volte smartphones out in the market, right? And I think that was one key step We took off, launching our own brand of smartphone life that helped us to overcome this problem that no smartphone had. We'll teach upsets in India and then in order. So when when we were launching there were about 13 telecom companies in India. It was a very crowded space on demand. In order to gain a foothold in that market, we really made a few decisions. Ah, phew. Key product announcement that really disrupted this entire industry. Right? So, um, Geo is a default for GLT network itself. All I p network Internet protocol in everything. All data. It's an all data network and everything from voice to data to Internet traffic. Everything goes over this. I'll goes over Internet protocol, and the cost to carry voice on our smartphone network is very low, right? The bandwidth voice consumes is very low in the entire Lt band. Right? So what we did Waas In order to gain a foothold in the market, we made voice completely free, right? He said you will not pay anything for boys and across India, we will not charge any roaming charges across India. Right? So we made voice free completely and we offer the lowest data rates in the world. We could do that because we had the largest capacity or to carry data in India off all the other telecom operators. And these data rates were unheard off in the world, right? So when we launched, we offered a $2 per month or $3 per month plan with unlimited data, you could consume 10 gigabytes of data all day if you wanted to, and some of our subscriber day. Right? So that's the first phase off the overgrowth and smartphones and that really disorders. We hit 100 million subscribers in 170 days, which was very, very fast. And then after the smartphone faith, we found that India still has 500 million feature phones. And in order to grow in that market, we launched our own phone, the geo phone, and we made it free. Right? So if you take if you took a geo subscription and you carried you stayed with us for three years, we would make this phone tree for your refund. The initial deposit that you paid for this phone and this phone had also had quite a few innovations tailored for the Indian market. It had all of our digital services for free, which I will talk about soon. And for example, you could plug in. You could use a cable right on RCR HDMI cable plug into the geo phone and you could watch TV on your big screen TV from the geophones. You didn't need a separate cable subscription toe watch TV, right? So that really helped us grow. And Geo Phone is now the largest selling feature phone in India on it. 100 million feature phones in India now. So now now we're in what I call the geo platforms phase. We're growing of a geo fiber fiber to the home fiber toe the office, um, space. And we've also launched our new commerce initiatives over e commerce initiatives and were steadily building platforms that other companies can leverage other companies can use in the Jeon o'clock. Right? So this is how a small startup not a small start, but a start of nonetheless least 400 million subscribers within four years the fastest growing tech company in the world. Next, Geo also helped a systemic change in India, and this is massive. A lot of startups are building on this India stack, as people call it, and I consider this India stack has made up off three things, and the acronym I use is jam. Trinity, right. So, um, in India, systemic change happened recently because the Indian government made bank accounts free for all one billion Indians. There were no service charges to store money in bank accounts. This is called the Jonathan. The J. GenDyn Bank accounts. The J out off the jam, then India is one of the few countries in the world toe have a digital biometric identity, which can be used to verify anyone online, which is huge. So you can simply go online and say, I am my ankle poor on duh. I verify that this is indeed me who's doing this transaction. This is the A in the jam and the last M stands for Mobil's, which which were held by Geo Mobile Internet in a plus. It is also it is. It also stands for something called the U. P I. The United Unified Payments Interface. This was launched by the Indian government, where you can carry digital transactions for free. You can transfer money from one person to the to another, essentially for free for no fee, right so I can transfer one group, even Indian rupee to my friend without paying any charges. That is huge, right? So you have a country now, which, with a with a billion people who are bank accounts, money in the bank, who you can verify online, right and who can pay online without any problems through their mobile connections held by G right. So suddenly our market, our Internet market, exploded from a few million users to now 506 106 100 million mobile Internet users. So that that I think, was a massive such a systemic change that happened in India. There are some really large hail, um, numbers for this India stack, right? In one month. There were 1.6 billion nuclear transactions in the last month, which is phenomenal. So next What is the impact of geo in India before you started, we were 155th in the world in terms off mobile in terms of broadband data consumption. Right. But after geo, India went from one 55th to the first in the world in terms of broadband data, largely consumed on mobile devices were a mobile first country, right? We have a habit off skipping technology generation, so we skip fixed line broadband and basically consuming Internet on our mobile phones. On average, Geo subscribers consumed 12 gigabytes of data per month, which is one of the highest rates in the world. So Geo has a huge role to play in making India the number one country in terms off broad banded consumption and geo responsible for quite a few industry first in the telecom space and in fact, in the India space, I would say so before Geo. To get a SIM card, you had to fill a form off the physical paper form. It used to go toe Ah, local distributor. And that local distributor is to check the farm that you feel incorrectly for your SIM card and then that used to go to the head office and everything took about 48 hours or so, um, to get your SIM card. And sometimes there were problems there also with a hard biometric authentication. We enable something, uh, India enable something called E K Y C Elektronik. Know your customer? We took a fingerprint scan at our point of Sale Reliance Digital stores, and within 15 minutes we could verify within a few minutes. Within a few seconds we could verify that person is indeed my hunk, right, buying the same car, Elektronik Lee on we activated the SIM card in 15 minutes. That was a massive deal for our growth. Initially right toe onboard 100 million customers. Within our and 70 days. We couldn't have done it without be K. I see that was a massive deal for us and that is huge for any company starting a business or start up in India. We also made voice free, no roaming charges and the lowest data rates in the world. Plus, we gave a full suite of cloud services for free toe all geo customers. For example, we give goTV essentially for free. We give GOTV it'll law for free, which people, when we have a launching, told us that no one would see no one would use because the Indians like watching TV in the living rooms, um, with the family on a big screen television. But when we actually launched, they found that GOTV is one off our most used app. It's like 70,000,080 million monthly active users, and now we've basically been changing culture in India where culture is on demand. You can watch TV on the goal and you can pause it and you can resume whenever you have some free time. So really changed culture in India, India on we help people liver, digital life online. Right, So that was massive. So >>I'm now I'd like to talk about our cloud >>journey on board Animal Minorities Partnership. We've been partners that since 2014 since the beginning. So Geo has been using open stack since 2014 when we started with 14 note luster. I'll be one production environment One right? And that was I call it the first wave off our cloud where we're just understanding open stack, understanding the capabilities, understanding what it could do. Now we're in our second wave. Where were about 4000 bare metal servers in our open stack cloud multiple regions, Um, on that around 100,000 CPU cores, right. So it's a which is one of the bigger clouds in the world, I would say on almost all teams, with Ngor leveraging the cloud and soon I think we're going to hit about 10,000 Bama tools in our cloud, which is massive and just to give you a scale off our network, our in French, our data center footprint. Our network introduction is about 30 network data centers that carry just network traffic across there are there across India and we're about eight application data centers across three regions. Data Center is like a five story building filled with servers. So we're talking really significant scale in India. And we had to do this because when we were launching, there are the government regulation and try it. They've gotten regulatory authority of India, mandates that any telecom company they have to store customer data inside India and none of the other cloud providers were big enough to host our clothes. Right. So we we made all this intellectual for ourselves, and we're still growing next. I love to show you how we grown with together with Moran says we started in 2014 with the fuel deployment pipelines, right? And then we went on to the NK deployment. Pipelines are cloud started growing. We started understanding the clouds and we picked up M C p, which has really been a game changer for us in automation, right on DNA. Now we are in the latest release, ofem CPM CPI $2019 to on open stack queens, which on we've just upgraded all of our clouds or the last few months. Couple of months, 2 to 3 months. So we've done about nine production clouds and there are about 50 internal, um, teams consuming cloud. We call as our tenants, right. We have open stack clouds and we have communities clusters running on top of open stack. There are several production grade will close that run on this cloud. The Geo phone, for example, runs on our cloud private cloud Geo Cloud, which is a backup service like Google Drive and collaboration service. It runs out of a cloud. Geo adds G o g S t, which is a tax filing system for small and medium enterprises, our retail post service. There are all these production services running on our private clouds. We're also empaneled with the government off India to provide cloud services to the government to any State Department that needs cloud services. So we were empaneled by Maiti right in their ego initiative. And our clouds are also Easter. 20,000 certified 20,000 Colin one certified for software processes on 27,001 and said 27,017 slash 18 certified for security processes. Our clouds are also P our data centers Alsop a 942 be certified. So significant effort and investment have gone toe These data centers next. So this is where I think we've really valued the partnership with Morantes. Morantes has has trained us on using the concepts of get offs and in fries cold, right, an automated deployments and the tool change that come with the M C P Morantes product. Right? So, um, one of the key things that has happened from a couple of years ago to today is that the deployment time to deploy a new 100 north production cloud has decreased for us from about 55 days to do it in 2015 to now, we're down to about five days to deploy a cloud after the bear metals a racked and stacked. And the network is also the physical network is also configured, right? So after that, our automated pipelines can deploy 100 0 clock in five days flight, which is a massive deal for someone for a company that there's adding bear metals to their infrastructure so fast, right? It helps us utilize our investment, our assets really well. By the time it takes to deploy a cloud control plane for us is about 19 hours. It takes us two hours to deploy a compu track and it takes us three hours to deploy a storage rack. Right? And we really leverage the re class model off M C. P. We've configured re class model to suit almost every type of cloud that we have, right, and we've kept it fairly generous. It can be, um, Taylor to deploy any type of cloud, any type of story, nor any type of compute north. Andi. It just helps us automate our deployments by putting every configuration everything that we have in to get into using infra introduction at school, right plus M. C. P also comes with pipelines that help us run automated tests, automated validation pipelines on our cloud. We also have tempest pipelines running every few hours every three hours. If I recall correctly which run integration test on our clouds to make sure the clouds are running properly right, that that is also automated. The re class model and the pipelines helpers automate day to operations and changes as well. There are very few seventh now, compared toa a few years ago. It very rare. It's actually the exception and that may be because off mainly some user letter as opposed to a cloud problem. We also have contributed auto healing, Prometheus and Manager, and we integrate parameters and manager with our even driven automation framework. Currently, we're using Stack Storm, but you could use anyone or any event driven automation framework out there so that it indicates really well. So it helps us step away from constantly monitoring our cloud control control planes and clothes. So this has been very fruitful for us and it has actually apps killed our engineers also to use these best in class practices like get off like in France cord. So just to give you a flavor on what stacks our internal teams are running on these clouds, Um, we have a multi data center open stack cloud, and on >>top of that, >>teams use automation tools like terra form to create the environments. They also create their own Cuba these clusters and you'll see you'll see in the next slide also that we have our own community that the service platform that we built on top of open stack to give developers development teams NGO um, easy to create an easy to destroy Cuban. It is environment and sometimes leverage the Murano application catalog to deploy using heats templates to deploy their own stacks. Geo is largely a micro services driven, Um um company. So all of our applications are micro services, multiple micro services talking to each other, and the leverage develops. Two sets, like danceable Prometheus, Stack stone from for Otto Healing and driven, not commission. Big Data's tax are already there Kafka, Patches, Park Cassandra and other other tools as well. We're also now using service meshes. Almost everything now uses service mesh, sometimes use link. Erred sometimes are experimenting. This is Theo. So So this is where we are and we have multiple clients with NGO, so our products and services are available on Android IOS, our own Geo phone, Windows Macs, Web, Mobile Web based off them. So any client you can use our services and there's no lock in. It's always often with geo, so our sources have to be really good to compete in the open Internet. And last but not least, I think I love toe talk to you about our container journey. So a couple of years ago, almost every team started experimenting with containers and communities and they were demand for as a platform team. They were demanding community that the service from us a manage service. Right? So we built for us, it was much more comfortable, much more easier toe build on top of open stack with cloud FBI s as opposed to doing this on bare metal. So we built a fully managed community that a service which was, ah, self service portal, where you could click a button and get a community cluster deployed in your own tenant on Do the >>things that we did are quite interesting. We also handle some geo specific use cases. So we have because it was a >>manage service. We deployed the city notes in our own management tenant, right? We didn't give access to the customer to the city. Notes. We deployed the master control plane notes in the tenant's tenant and our customers tenant, but we didn't give them access to the Masters. We didn't give them the ssh key the workers that the our customers had full access to. And because people in Genova learning and experimenting, we gave them full admin rights to communities customers as well. So that way that really helped on board communities with NGO. And now we have, like 15 different teams running multiple communities clusters on top, off our open stack clouds. We even handle the fact that there are non profiting. I people separate non profiting I peoples and separate production 49 p pools NGO. So you could create these clusters in whatever environment that non prod environment with more open access or a prod environment with more limited access. So we had to handle these geo specific cases as well in this communities as a service. So on the whole, I think open stack because of the isolation it provides. I think it made a lot of sense for us to do communities our service on top off open stack. We even did it on bare metal, but that not many people use the Cuban, indeed a service environmental, because it is just so much easier to work with. Cloud FBI STO provision much of machines and covering these clusters. That's it from me. I think I've said a mouthful, and now I love for you toe. I'd love to have your questions. If you want to reach out to me. My email is mine dot capulet r l dot com. I'm also you can also message me on Twitter at my uncouple. So thank you. And it was a pleasure talking to you, Andre. Let let me hear your questions.

>>from around the globe. It's the Cube with digital coverage of enterprise data automation, an event Siri's brought to you by Iot. Tahoe, >>my buddy, We're back. And this is Dave Volante, and we're covering the whole notion of automating data in the Enterprise. And I'm really excited to have Paul Damico here. She's a senior vice president of enterprise data Architecture at Webster Bank. Good to see you. Thanks for coming on. >>Hi. Nice to see you, too. Yes. >>So let's let's start with Let's start with Webster Bank. You guys are kind of a regional. I think New York, New England, uh, leave headquartered out of Connecticut, but tell us a little bit about the bank. >>Yeah, Um, Webster Bank >>is regional Boston And that again, and New York, Um, very focused on in Westchester and Fairfield County. Um, they're a really highly rated saying regional bank for this area. They, um, hold, um, quite a few awards for the area for being supportive for the community and, um, are really moving forward. Technology lives. They really want to be a data driven bank, and they want to move into a more robust Bruce. >>Well, we got a lot to talk about. So data driven that is an interesting topic. And your role as data architect. The architecture is really senior vice president data architecture. So you got a big responsibility as it relates to It's kind of transitioning to this digital data driven bank. But tell us a little bit about your role in your organization, >>right? Um, currently, >>today we have, ah, a small group that is just working toward moving into a more futuristic, more data driven data warehouse. That's our first item. And then the other item is to drive new revenue by anticipating what customers do when they go to the bank or when they log into there to be able to give them the best offer. The only way to do that is you >>have uh huh. >>Timely, accurate, complete data on the customer and what's really a great value on off something to offer that or a new product or to help them continue to grow their savings or do and grow their investment. >>Okay. And I really want to get into that. But before we do and I know you're sort of part way through your journey, you got a lot of what they do. But I want to ask you about Cove. It how you guys you're handling that? I mean, you had the government coming down and small business loans and P p p. And huge volume of business and sort of data was at the heart of that. How did you manage through that? >>But we were extremely successful because we have a big, dedicated team that understands where their data is and was able to switch much faster than a larger bank to be able to offer. The TPP longs at to our customers within lightning speeds. And part of that was is we adapted to Salesforce very, for we've had salesforce in house for over 15 years. Um, you know, pretty much, uh, that was the driving vehicle to get our CPP is loans in on and then developing logic quickly. But it was a 24 7 development role in get the data moving, helping our customers fill out the forms. And a lot of that was manual. But it was a It was a large community effort. >>Well, think about that. Think about that too. Is the volume was probably much, much higher the volume of loans to small businesses that you're used to granting. But and then also, the initial guidelines were very opaque. You really didn't know what the rules were, but you were expected to enforce them. And then finally, you got more clarity. So you had to essentially code that logic into the system in real time, right? >>I wasn't >>directly involved, but part of my data movement Team Waas, and we had to change the logic overnight. So it was on a Friday night was released. We've pushed our first set of loans through and then the logic change, Um, from, you know, coming from the government and changed. And we had to re develop our our data movement piece is again and we design them and send them back. So it was It was definitely kind of scary, but we were completely successful. We hit a very high peak and I don't know the exact number, but it was in the thousands of loans from, you know, little loans to very large loans, and not one customer who buy it's not yet what they needed for. Um, you know, that was the right process and filled out the rate and pace. >>That's an amazing story and really great support for the region. New York, Connecticut, the Boston area. So that's that's fantastic. I want to get into the rest of your story. Now let's start with some of the business drivers in banking. I mean, obviously online. I mean, a lot of people have sort of joked that many of the older people who kind of shunned online banking would love to go into the branch and see their friendly teller had no choice, You know, during this pandemic to go to online. So that's obviously a big trend you mentioned. So you know the data driven data warehouse? I wanna understand that. But well, at the top level, what were some of what are some of the key business drivers there catalyzing your desire for change? >>Um, the ability to give the customer what they need at the time when they need it. And what I mean by that is that we have, um, customer interactions in multiple ways, right? >>And I want >>to be able for the customer, too. Walk into a bank, um, or online and see the same the same format and being able to have the same feel, the same look, and also to be able to offer them the next best offer for them. But they're you know, if they want looking for a new a mortgage or looking to refinance or look, you know, whatever it iss, um, that they have that data, we have the data and that they feel comfortable using it. And that's a untethered banker. Um, attitude is, you know, whatever my banker is holding and whatever the person is holding in their phone, that that is the same. And it's comfortable, so they don't feel that they've, you know, walked into the bank and they have to do a lot of different paperwork comparative filling out paperwork on, you know, just doing it on their phone. >>So you actually want the experience to be better. I mean, and it is in many cases now, you weren't able to do this with your existing against mainframe based Enterprise data warehouse. Is is that right? Maybe talk about that a little bit. >>Yeah, we were >>definitely able to do it with what we have today. The technology we're using, but one of the issues is that it's not timely, Um, and and you need a timely process to be able to get the customers to understand what's happening. Um, you want you need a timely process so we can enhance our risk management. We can apply for fraud issues and things like that. >>Yeah, so you're trying to get more real time in the traditional e g W. It's it's sort of a science project. There's a few experts that know how to get it. You consider line up. The demand is tremendous, and often times by the time you get the answer, you know it's outdated. So you're trying to address that problem. So So part of it is really the cycle time, the end end cycle, time that you're pressing. And then there's if I understand it, residual benefits that are pretty substantial from a revenue opportunity. Other other offers that you can you can make to the right customer, Um, that that you, you maybe know through your data. Is that right? >>Exactly. It's drive new customers, Teoh new opportunities. It's enhanced the risk, and it's to optimize the banking process and then obviously, to create new business. Um, and the only way we're going to be able to do that is that we have the ability to look at the data right when the customer walks in the door or right when they open up their app. And, um, by doing, creating more to New York time near real time data for the data warehouse team that's giving the lines of business the ability to to work on the next best offer for that customer. >>Paulo, we're inundated with data sources these days. Are there their data sources that you maybe maybe had access to before? But perhaps the backlog of ingesting and cleaning and cataloging and you know of analyzing. Maybe the backlog was so great that you couldn't perhaps tap some of those data sources. You see the potential to increase the data sources and hence the quality of the data, Or is that sort of premature? >>Oh, no. Um, >>exactly. Right. So right now we ingest a lot of flat files and from our mainframe type of Brennan system that we've had for quite a few years. But now that we're moving to the cloud and off Prem and on France, you know, moving off Prem into like an s three bucket. Where That data king, We can process that data and get that data faster by using real time tools to move that data into a place where, like, snowflake could utilize that data or we can give it out to our market. >>Okay, so we're >>about the way we do. We're in batch mode. Still, so we're doing 24 hours. >>Okay, So when I think about the data pipeline and the people involved, I mean, maybe you could talk a little bit about the organization. I mean, you've got I know you have data. Scientists or statisticians? I'm sure you do. Ah, you got data architects, data engineers, quality engineers, you know, developers, etcetera, etcetera. And oftentimes, practitioners like yourself will will stress about pay. The data's in silos of the data quality is not where we want it to be. We have to manually categorize the data. These are all sort of common data pipeline problems, if you will. Sometimes we use the term data ops, which is kind of a play on Dev Ops applied to the data pipeline. I did. You just sort of described your situation in that context. >>Yeah. Yes. So we have a very large data ops team and everyone that who is working on the data part of Webster's Bay has been there 13 14 years. So they get the data, they understand that they understand the lines of business. Um, so it's right now, um, we could we have data quality issues, just like everybody else does. We have. We have places in him where that gets clans, Um, and we're moving toward. And there was very much silo data. The data scientists are out in the lines of business right now, which is great, cause I think that's where data science belongs. We should give them on. And that's what we're working towards now is giving them more self service, giving them the ability to access the data, um, in a more robust way. And it's a single source of truth. So they're not pulling the data down into their own like tableau dashboards and then pushing the data back out. Um, so they're going to more not, I don't want to say a central repository, but a more of a robust repository that's controlled across multiple avenues where multiple lines of business can access. That said, how >>got it? Yes, and I think that one of the key things that I'm taking away from your last comment is the cultural aspects of this bite having the data. Scientists in the line of business, the line of lines of business, will feel ownership of that data as opposed to pointing fingers, criticizing the data quality they really own that that problem, as opposed to saying, Well, it's it's It's Paulus problem, >>right? Well, I have. My problem >>is, I have a date. Engineers, data architects, they database administrators, right, Um, and then data traditional data forwarding people. Um, and because some customers that I have that our business customers lines of business, they want to just subscribe to a report. They don't want to go out and do any data science work. Um, and we still have to provide that. So we still want to provide them some kind of regimen that they wake up in the morning and they open up their email. And there's the report that they just drive, um, which is great. And it works out really well. And one of the things is why we purchase I o waas. I would have the ability to give the lines of business the ability to do search within the data. And we read the data flows and data redundancy and things like that help me cleanup the data and also, um, to give it to the data. Analysts who say All right, they just asked me. They want this certain report, and it used to take Okay, well, we're gonna four weeks, we're going to go. We're gonna look at the data, and then we'll come back and tell you what we dio. But now with Iot Tahoe, they're able to look at the data and then, in one or two days of being able to go back and say, yes, we have data. This is where it is. This is where we found that this is the data flows that we've found also, which is that what I call it is the birth of a column. It's where the calm was created and where it went live as a teenager. And then it went to, you know, die very archive. Yeah, it's this, you know, cycle of life for a column. And Iot Tahoe helps us do that, and we do. Data lineage has done all the time. Um, and it's just takes a very long time. And that's why we're using something that has AI and machine learning. Um, it's it's accurate. It does it the same way over and over again. If an analyst leads, you're able to utilize talked something like, Oh, to be able to do that work for you. I get that. >>Yes. Oh, got it. So So a couple things there is in in, In researching Iot Tahoe, it seems like one of the strengths of their platform is the ability to visualize data the data structure and actually dig into it. But also see it, um, and that speeds things up and gives everybody additional confidence. And then the other pieces essentially infusing AI or machine intelligence into the data pipeline is really how you're attacking automation, right? And you're saying it's repeatable and and then that helps the data quality, and you have this virtuous cycle. Is there a firm that and add some color? Perhaps >>Exactly. Um, so you're able to let's say that I have I have seven cause lines of business that are asking me questions and one of the questions I'll ask me is. We want to know if this customer is okay to contact, right? And you know, there's different avenues, so you can go online to go. Do not contact me. You can go to the bank and you can say I don't want, um, email, but I'll take tests and I want, you know, phone calls. Um, all that information. So seven different lines of business asked me that question in different ways once said okay to contact the other one says, you know, customer one to pray All these, You know, um, and each project before I got there used to be siloed. So one customer would be 100 hours for them to do that and analytical work, and then another cut. Another analysts would do another 100 hours on the other project. Well, now I can do that all at once, and I can do those type of searches and say, Yes, we already have that documentation. Here it is. And this is where you can find where the customer has said, you know, you don't want I don't want to get access from you by email, or I've subscribed to get emails from you. >>Got it. Okay? Yeah. Okay. And then I want to come back to the cloud a little bit. So you you mentioned those three buckets? So you're moving to the Amazon cloud. At least I'm sure you're gonna get a hybrid situation there. You mentioned Snowflake. Um, you know what was sort of the decision to move to the cloud? Obviously, snowflake is cloud only. There's not an on Prem version there. So what precipitated that? >>Alright, So, from, um, I've been in >>the data I t Information field for the last 35 years. I started in the US Air Force and have moved on from since then. And, um, my experience with off brand waas with Snowflake was working with G McGee capital. And that's where I met up with the team from Iot to house as well. And so it's a proven. So there's a couple of things one is symptomatic of is worldwide. Now to move there, right, Two products, they have the on frame in the offering. Um, I've used the on Prem and off Prem. They're both great and it's very stable and I'm comfortable with other people are very comfortable with this. So we picked. That is our batch data movement. Um, we're moving to her, probably HBR. It's not a decision yet, but we're moving to HP are for real time data which has changed capture data, you know, moves it into the cloud. And then So you're envisioning this right now in Petrit, you're in the S three and you have all the data that you could possibly want. And that's Jason. All that everything is sitting in the S three to be able to move it through into snowflake and snowflake has proven cto have a stability. Um, you only need to learn in train your team with one thing. Um, aws has is completely stable at this 10.2. So all these avenues, if you think about it going through from, um, you know, this is your your data lake, which is I would consider your s three. And even though it's not a traditional data leg like you can touch it like a like a progressive or a dupe and into snowflake and then from snowflake into sandboxes. So your lines of business and your data scientists and just dive right in, Um, that makes a big, big win. and then using Iot. Ta ho! With the data automation and also their search engine, um, I have the ability to give the data scientists and eight analysts the the way of they don't need to talk to i t to get, um, accurate information or completely accurate information from the structure. And we'll be right there. >>Yes, so talking about, you know, snowflake and getting up to speed quickly. I know from talking to customers you get from zero to snowflake, you know, very fast. And then it sounds like the i o Ta ho is sort of the automation cloud for your data pipeline within the cloud. This is is that the right way to think about it? >>I think so. Um, right now I have I o ta >>ho attached to my >>on Prem. And, um, I >>want to attach it to my offering and eventually. So I'm using Iot Tahoe's data automation right now to bring in the data and to start analyzing the data close to make sure that I'm not missing anything and that I'm not bringing over redundant data. Um, the data warehouse that I'm working off is not a It's an on Prem. It's an Oracle database and its 15 years old. So it has extra data in it. It has, um, things that we don't need anymore. And Iot. Tahoe's helping me shake out that, um, extra data that does not need to be moved into my S three. So it's saving me money when I'm moving from offering on Prem. >>And so that was a challenge prior because you couldn't get the lines of business to agree what to delete or what was the issue there. >>Oh, it was more than that. Um, each line of business had their own structure within the warehouse, and then they were copying data between each other and duplicating the data and using that, uh so there might be that could be possibly three tables that have the same data in it. But it's used for different lines of business. And so I had we have identified using Iot Tahoe. I've identified over seven terabytes in the last, um, two months on data that is just been repetitive. Um, it just it's the same exact data just sitting in a different scheme. >>And and that's not >>easy to find. If you only understand one schema that's reporting for that line of business so that >>yeah, more bad news for the storage companies out there. Okay to follow. >>It's HCI. That's what that's what we were telling people you >>don't know and it's true, but you still would rather not waste it. You apply it to, you know, drive more revenue. And and so I guess Let's close on where you see this thing going again. I know you're sort of part way through the journey. May be you could sort of describe, you know, where you see the phase is going and really what you want to get out of this thing, You know, down the road Midterm. Longer term. What's your vision or your your data driven organization? >>Um, I want >>for the bankers to be able to walk around with on iPad in their hands and be able to access data for that customer really fast and be able to give them the best deal that they can get. I want Webster to be right there on top, with being able to add new customers and to be able to serve our existing customers who had bank accounts. Since you were 12 years old there and now our, you know, multi. Whatever. Um, I want them to be able to have the best experience with our our bankers, and >>that's awesome. I mean, that's really what I want is a banking customer. I want my bank to know who I am, anticipate my needs and create a great experience for me. And then let me go on with my life. And so that is a great story. Love your experience, your background and your knowledge. Can't thank you enough for coming on the Cube. >>No, thank you very much. And you guys have a great day. >>Alright, Take care. And thank you for watching everybody keep it right there. We'll take a short break and be right back. >>Yeah, yeah, yeah, yeah.

>>from San Francisco. It's the queue covering our essay conference. 2020. San Francisco Brought to you by Silicon Angle Media's >>Welcome Back Around Here at the Cube. Coverage for our conference. Mosconi, South Floor. Bring you all the action day one of three days of cube coverage where the security game is changing, the big players are making big announcements. The market's changing from on premise to cloud. Then hybrid Multi cloud was seeing that wave coming. A great guest here. Barr, our VP of product strategy and co founder of the Mystery, was acquired by Palo Alto Networks. Worries employed now, Rishi. Thanks for coming on. Thank you. Absolutely happy to be here. So, first of all, great journey for your company. Closed a year ago. Half a 1,000,000,000. Roughly give or take 60. Congratulations. Thank you. Big accomplishments. You guys were taken out right in the growth phase. Now at Palo Alto Networks, which we've been following, you know, very careful. You got a new CMO over there, Jean English? No, we're very well. We're very bullish on Palo Alto. Even though that the on premise transitions happening cloud. You guys are well positioned. How's things going things are going fantastic. We're investing a lot in the next Gen security business across the board, as mentioned Prisma Cloud is big business. And then on the other side, which is what I'm part of the cortex family focused on the Security operations center and the efficiencies That's fantastic and, ah, lot off product innovations, investment and the customer pull from an operations perspective. So very excited. You guys had a big announcement on Monday, and then yesterday was the earnings, which really kind of points to the trend that we're seeing, which is the wave to the cloud, which you're well positioned for this transition going on. I want to get to the news first. Then we get into some of the macro industry questions you guys announced the X ore, which is redefining orchestration. Yes. What is this about? What's this news about? Tell us. >> So this news is about Mr was acquired about a year ago as well. This is taking that Mr Platform and expanding it on, expanding it to include a very core piece, which is Intel management. If you look at a traditional saw, what has happened is soccer teams have had the same dead and over the last few years acquired a sword platform such as a mystery security orchestration, automation and response platform. But the Edge Intel team has always been still separate the threat Intel feeds that came in with separate. With this, we are expanding the power of automation and applying doc to the threat intelligence as well. That is, thread intelligence, current state of the art right now. So the current state of the art of threat intelligence is are the larger organizations typically subscribe to a lot of faith, feeds open source feeds and aggregate them. But the challenge is to aggregate them the sit in a repository and nobody knows what to do with them. So the operationalization of those feeds is completely missing. >> So basically, that is going to have data pile. Corpus is sitting there. No one touches it, and then everyone has to. It's a heavy lift. It's a heavy lift, and nobody knows. Cisco sees the value coming out of it. How do you proactively hunt using those? How do you put them to protecting proactively to explain cortex X, or what is it? And what's the value? So the cortex X or as a platform. There are four core pieces, three off which for the core tenants of the misto since the big one is automation and orchestration. So today we roughly integrate with close to 400 different products security and I t products. Why are the FBI on let customers build these work flows come out of the box with close to 80 or 90 different workloads. The idea of these workloads is being able to connect to one product for the data go to another taken action there Automation, orchestration builds a visual book second s case management and this is very critical, right? I mean, if you look at the process side of security, we have never focused as an industry and the process and the human side of security. So how do you make sure every security alert on the process the case management escalation sl A's are all managed. So that's a second piece off cortex. Third collaboration. One of the core tenants of Mr Waas. We heard from customers that analysts do not talk to each other effectively on when they do. Nobody captures that knowledge. So the misto has an inbuilt boardroom which now Cortex X or has the collaboration war room on that is now available to be able to chat among analysts. But not only that charged with the board take actions. The fourth piece, which is the new expanded platform, is the personal management to be able to now use the power of orchestration, automation collaboration, all for threat intelligence feeds as well. Not only the alerts >> so and so you're adding in the threat. Intelligence feeds, yes. So is that visualize ai on the machine Learning on that? How is that being process in real time? How does that on demand work for that fills. So the biggest piece is applying the automation and intelligence to automatically score that on being able to customize the scoring the customer's needs. Customized confidence score perfect. And once you have the high fidelity indicators automatically go block them as an example. If you get a very high fidelity IOC from FBI that this particular domain is the militias domain, you would want to block that in. Your firewall is executed immediately, and that is not happening today. That is the core, and that's because of the constraint is I don't know the data the way we don't know the data and it's manual. Some human needs to review it. Some human needs to go just not being surfaced, just not. So let's get back into some of the human piece. I love the collaboration piece. One of things that I hear all the time in my cube interviews across all the hundreds of events we go to is the human component you mentioned. Yes, people have burnt out. I mean, like the security guys. I mean, the joke was CIOs have good days once in a while, CSOs don't have any good days, and it's kind of a job board pejorative to that. But that's the reality. Is that it works? Yes. We actually okay, if you have another job. Talking of jokes, we have this. Which is what do you call and overwork security analyst. A security analyst, because every one of them >>is over word. >>So this is a huge thing. So, like the ai and some of the predictive analytics trend Is tourist personalization towards the analyst Exactly. This is a trend that we're seeing. What's your view on this? What? You're absolutely We're seeing that trend which is How do you make sure analyst gets to see the data they're supposed to see at the right time? Right. So there's one aspect is what do you bring up to the analyst? What is relevant and you bring it up at the right time to be able to use it. Respond with that. So that comes in one from an ML perspective and machine learning. And our cortex. XDR suite of products actually does a fantastic job of bringing very rich data to the analyst at the right time. And then the second is, can we help analyst respond to it? Can we take the repetitive work away from them with a playbook approach? And that's what the cortex platform brings to that. I love to riff on some future scenarios kind of. I won't say sci fi, but I got to roll a little bit of a future to me. I think security has to get to like a multi player gaming environment because imagine like a first person shooter game, you know where or a collaborative game where it's fun. Because once you start that collaboration, yes, then you're gonna have some are oi around. I saw that already. Don't waste your time or you get to know people. So sharing has been a big part? Yes. How soon do you think we're gonna get to an environment where I won't say like gaming? But that notion of a headset on I got some data. I know you are your reputation. I think your armor, you're you're certifications. Metaphorically putting. I think way have a lot of these aspects and I think it's a very critical point. You mentioned right one of the things which we call the virtual war room and like sex or I was pointing out the fact that you can have analysts sit in front of a collaboration war room not only charge for the appears but charged with a boat to go take care of. This is equivalent to remember that matrix movie plugging and says, you know how to fly this helicopter data and now I do. That's exactly what it is. I think we need to point move to a point where, no matter what the security tool is what your endpoint is, you should not have to learn every endpoint every time the normalization off, running those commands via the collaboration War Room should be dead. I would say we're starting to see in some of the customers are topics or they're using the collaboration war room to run those commands intractably, I would say, though, there's a big challenge. Security vendors do not do a good job normalizing that data, and that is where we're trying to reach you. First of all, you get the award for bringing up a matrix quote in The Cube interview. So props to that. So you have blue teams. Red teams picked the pill. I mean, people are people picking their teams. You know what's what's going on. How do you see the whole Red Team Blue team thing happening? I think that's a really good stuff happening. In my opinion, John, what's going on is right now so far, if you see if I go back three years our adversaries were are committing. Then we started to see this trend off red teaming automation with beach automation and bunch of companies starting to >>do that >>with Cortex X or on similar products, we're starting to now automate the blue team side of things, which is how do you automatically respond how do you protect yourself? How do you put the response framework back there? I think the next day and I'm starting to see is these things coming together into a unified platform where the blue team and the team are part of the same umbrella. They're sharing the data. They're sharing the information on the threat Intel chair. So I see we are a very, very good part. Of course, the adversities. I'm not gonna sit idle like you said about the Dev ops mindset. Heavens, notion of knowledge coming your way and having sharing packages all baked out for you. She doesn't do the heavy lifting. That's really the problem. The data is a problem. So much demand so much off it. And you don't know what is good and what is not. Great. Great conversation again. The Matrix reference about your journey. You've been an entrepreneur and sold. You had a great exit again. Politics is world class blue chip company in the industry public going through a transition. What's it like from an entrepreneur now to the big company? What's the opportunity is amazing. I think journey has been very quick. One. We saw some crazy growth with the misto on. Even after the acquisition, it's been incredibly fast pace. It's very interesting lot of one of the doctors like, Hey, you must be no resting is like, No, the journey is amazing. I think he s Polito Networks fundamentally believe that. We need to know where it really, really fast to keep the adversaries out on. But that's been the journey. Um, and we have accelerated, in fact, some of our product plans that we hard as a start up on delivering much faster. So the journey has been incredible, and we have been seeing that growth Will they picked you guys write up? There's no vesting interesting going on when you guys were on the uphill on the upslope growth and certainly relevance for Palo Alto. So clearly, you know, you haven't fun. People vested arrest when they checked out, You guys look like you're doing good. So I got to ask you the question that when you started, what was the original mission? Where is it now? I mean this Is there any deviation? What's been the kind? Of course you know, this is very, very relevant questions. It's very interesting. Right after the acquisition, we went and looked at a pitch deck, which we presented overseas in mid 2015. Believe it or not, the mission has not changed, not changing iron. It had the same competent off. How do you make the life off a security person? A security analyst? Easy. It's all the same mission by automating more by applying AI and learning to help them further by letting them collaborate. All the aspects off case management process, collaboration, automation. It's not changed. That's actually very powerful, because if you're on the same mission, of course you're adding more and more capabilities. But we're still on the same path on going on that. So every company's got their own little nuanced. Moore's Law for Intel. What made you guys successful was that the culture of Dev ops? It sounds like you guys had a certain either it was cut in grain. I think I would say, by the way, making things easy. But you got to do it. You got to stay the course. What was that? I think that's a fundamental cultural feature. Yeah, there's one thing really stand by, and I actually tweeted about a few weeks ago, this which is every idea, is as good as good as its execution. So there's two things between really focus on which is customer focused on. We were really, really portable about customer needs to get the product needs to use the product, customer focus and execution. As we heard the customers loud and clear, every small better. And that's what we also did. You guys have this agile mindset as well, absolutely agile mindset and the development that comes with the customer focus because way kind of these micro payments customer wants this like, why do they want this? What is the end goal? Attributed learner. Move on to make a decision making line was on Web services Way debate argue align! Go Then go. And then once you said we see great success story again Startup right out of the gate 2015. Acquire a couple years later, conventions you and your team and looking forward to seeing your next Palo Alto Networks event. Or thanks for coming on. Great insight here on the cube coverage. I'm John Furrier here on the ground floor of our S e commerce on Mosconi getting all the signal extracting it from the noise here on the Cube. Thanks for watching. >>Yeah, yeah,

>>from New York. It's the Q covering escape. 19. Hey, welcome back to the Cube coverage here in New York City for the first inaugural multi cloud conference called Escape. We're in New York City. Was staying in New York, were not escapee from New York were in New York. So about Multi Cloud. And we're here. Lisa Marie Nancy, developer advocate for report works, and Eric Conn, vice president of products. Welcome back with you. >>Thank you, John. >>Good to see you guys. So whenever the first inaugural of anything, we want to get into it and find out why. Multiplied certainly been kicked around. People have multiple clouds, but is there really multi clouding going on? So this seems to be the theme here about setting the foundation, architecture and data to kind of consistent themes. What's your guys take? Eric, What's your take on this multi cloud trend? >>Yeah, I think it's something we've all been actively watching for a couple years, and suddenly it is becoming the thing right? So every we just had a customer event back in Europe last week, and every customer there is already running multi cloud. It's always something on their consideration. So there's definitely it's not just a discussion topic. It's now becoming a practical reality. So this event's been perfect because it's both the sense of what are people doing, What are they trying to achieve and also the business sense. So it's definitely something that is not necessarily mainstream, but it's becoming much more how they're thinking about building all their applications Going forward. >>You know, you have almost two camps in the world to get your thoughts on this guy's because like you have a cloud native people that are cloud needed, they love it. They're born in the cloud that get it. Everything's bringing along. The developers are on micro service's They're agile train with their own micro service is when you got the hybrid. I t trying to be hybrid developer, right? So you kind of have to markets coming together. So to me, Essie multi Cloud as a combination of old legacy Data Center types of I t with cloud native not just optioned. It was all about trying to build developer teams inside enterprises. This seems to be a big trend, and multi cloud fits into them because now the reality is that I got azure, I got Amazon. Well, let's take a step back and think about the architecture. What's the foundation? So that to me, is more my opinion. But I want to get your thoughts and reactions that because if it's true, that means some new thinking has to come around around. What's the architecture, What we're trying to do? What's the workloads behavior outcome look like? What's the workflow? So there's a whole nother set of conversations. >>Yeah, that happened. I agree. I think the thing that the fight out there right now that we want to make mainstream is that it's a platform choice, and that's the best way to go forward. So it's still an active debate. But the idea could be I want to do multi club, but I'm gonna lock myself into the Cloud Service is if that's the intent or that's the design architecture pattern. You're really not gonna achieve the goals we all set out to do right, So in some ways we have to design ourselves or have the architecture that will let us achieve the business schools that were really going for and that really means from our perspective or from a port Works perspective. There's a platform team. That platform team should run all the applications and do so in a multi cloud first design pattern. And so from that perspective, that's what we're doing from a data plane perspective. And that's what we do with Kubernetes etcetera. So from that idea going forward, what we're seeing is that customers do want to build a platform team, have that as the architecture pattern, and that's what we think is going to be the winning strategy. >>Thank you. Also, when you have the death definition of cod, you have to incorporate, just like with hybrid a teeny the legacy applications. And we saw that you throughout the years those crucial applications, as we call them. People don't always want them to refer to his legacy. But those are crucial applications, and our customers were definitely thinking about how we're gonna run those and where is the right places it on Prem. We're seeing that a lot, too. So I think when we talk about multi cloud, we also talk about what what is in your legacy? What is your name? I mean, I >>like you use legacy. I think it's a great word because I think it really nail the coffin of that old way because remember, if you think about some of the large enterprises these legacy applications didn't optimized for harden optimize their full stack builds up from the ground up. So they're cool. They're running stuff, but it doesn't translate to see a new platform design point. So how do you continue? This is a great fit for that, cos obviously is the answer. You guys see that? Well, okay, I can keep that and still get this design point. So I guess what I want to ask you guys, as you guys are digging into some of the customer facing conversations, what are they talking about? The day talking about? The platform? Specifically? Certainly on the security side, we're seeing everyone running away from buying tools were thinking about platform. What's the conversation like on the outside >>before your way? Did a talk are multiplied for real talk at Barcelona. Q. Khan put your X three on son. Andrew named it for reals of busy, but we really wanted to talk about multiplied in the real world. And when we said show of hands in Barcelona, who's running multi pod. It was very, very few. And this was in, what, five months? Four months ago? Whereas maybe our customers are just really super advanced because of our 100 plus customers. At four words, we Eric is right. A lot of them are already running multi cloud or if not their plan, in the planning stage right now. So even in the last +56 months, this has become a reality. And we're big fans of your vanities. I don't know if you know, Eric was the first product manager for Pernetti. T o k. He's too shy to say it on dhe. So yeah, and we think, you know, And when it does seem to be the answer to making all they caught a reality right now. >>Well, I want to get back into G k e. And Cooper was very notable historical. So congratulations. But your point about multi cloud is interesting because, you know, having multiple clouds means things, right? So, for instance, if I upgrade to office 3 65 and I killed my exchange server, I'm essentially running azure by their definition. If I'm building a stack I need of us, I'm a Navy best customer. Let's just say I want to do some tensorflow or play with big table. Are spanner on Google now? I have three clouds. No, they're not saying they have worked low specific objectives. I am totally no problem. I see that all the progressive customers, some legacy. I need to be people like maybe they put their tone a file. But anyone doing meaningful cloud probably has multiple clouds, but that's workload driven when you get into tying them together. It's interesting. I think that's where I think you guys have a great opportunity in this community because it open source convene the gateway to minimize the locket. What locket? I mean, like locking the surprise respect if its value, their great use it. But if I want to move my data out of the Amazon, >>you brought up so many good points. So let me go through a few and Lisa jumping. I feel like locking. People don't wanna be locked in at the infrastructure level. So, like you said, if there's value at the higher levels of Stack and it helps me do my business faster, that's an okay thing to exchange. But if it's just locked in and it's not doing anything. They're that's not equal exchange, right? So there's definitely a move from infrastructure up the platform. So locking in infrastructure is what people are trying to move away from. From what we see from the perspective of legacy, there is a lot of things happening in industry that's pretty exciting. How legacy will also start to run in containers, and I'm sure you've seen that. But containers being the basis you could run a BM as well. And so that will mean a lot for in terms of how VM skin start to be matched by orchestrators like kubernetes. So that is another movement for legacy, and I wanted to acknowledge that point now, in terms of the patterns, there are definitely applications, like a hybrid pattern where connect the car has to upload all its data once it docks into its location and move it to the data center. So there are patterns where the workflow does move the ups are the application data between on Prem into a public cloud, for instance, and then coming back from that your trip with Lisa. There is also examples where regulations require companies to enterprise is to be able to move to another cloud in a reasonable time frame. So there's definitely a notion of Multi Cloud is both an architectural design pattern. But it's also a sourcing strategy and that sourcing strategies Maura regulation type o. R in terms of not being locked in. And that's where I'm saying it's all those things. >>You love to get your thoughts on this because I like where you're going with this because it kind of takes it to a level of Okay, standardization kubernetes nights containing one does that. But then you're something about FBI gateways, for instance. Right? So if I'm a car, have five different gig weighs on my device devices or I have multiple vendors dealing with control playing data that could be problematic. I gotta do something. So I started envisioned. I just made that this case up. But my point is, is that you need some standards. So on the A p I side was seeing some trends there once saying, Okay, here's my stuff. I'll just pass Paramus with FBI, you know, state and stateless are two dynamics. What do you make of that? What? What what has to happen next to get to that next level of happiness and goodness because Ruben is has got it, got it there, >>right? I feel like next level. I feel like in Lisa. Please jump. And I feel like from automation perspective, Kubernetes has done that from a P I gateway. And what has to happen next. There's still a lot of easy use that isn't solved right. There's probably tons of opportunities out there to build a much better user experience, both from operations point of view and from what I'm trying to do is an intense because what people aren't gonna automate right now is the intent to automate a lot of the infrastructure manual tasks, and that's goodness. But from how I docked my application, how the application did, it gets moved. We're still at the point of making policy driven, easy to use, and I think there's a lot of opportunities for everyone to get better there. >>That's like Logan is priority looking fruity manual stuff >>and communities was really good at the food. That's a really use case that you brought up really. People were looking at the data now, and when you're talking about persistent mean Cooney's is great for stateless, but for St Paul's really crucial data. So that's where we really come in. And a number of other companies in the cloud native storage ecosystem come in and have really fought through this problem and that data management problem. That's where this platform that Aaron was talking about >>We'll get to that state problem. Talk about your company. I wanna get back Thio, Google Days, um, many war stories around kubernetes. We'll have the same fate as map reduce. You know, the debates internally and Google. What do we do with it? You guys made a good call. Congratulations doing that. What was it like to be early on? Because you already had large scale. You already had. Borg already had all these things in place. Was it like there was >>a few things I'll say One is. It was intense, right? It was intense in the sense that amazing amount of intelligence, amazing amount of intent, and right back then a lot of things were still undecided, right? We're still looking at how containers are package. We're still looking at how infrastructure Kate run and a lot of the service's were still being rolled out. So what it really meant is howto build something that people want to build, something that people want to run with you and how to build an ecosystem community. A lot of that the community got was done very well, right? You have to give credit to things like the Sig. A lot of things like how people like advocates like Lisa had gone out and made it part of what they're doing. And that's important, right? Every ecosystem needs to have those advocates, and that's what's going well, a cz ah flip side. I think there's a lot of things where way always look back, in which we could have done a few things differently. But that's a different story for different >>will. Come back and get in the studio fellow that I gotta ask you now that you're outside. Google was a culture shock. Oh my God. People actually provisioning software. Yeah, I was in a data center. Cultures. There's a little >>bit of culture shock. One thing is, and the funny thing is coming full circle in communities now, is that the idea of an application, right? The idea of what is an application eyes something that feels very comfortable to a lot of legacy traditional. I wanna use traditional applications, but the moment you're you've spent so much time incriminates and you say, What's the application? It became a very hard thing, and I used to have a lot of academic debates wise saying there is no application. It's it's a soup of resources and such. So that was a hard thing. But funny thing is covered, as is now coming out with definitions around application, and Microsoft announced a few things in that area to so there are things that are coming full circle, but that just shows how the movement has changed and how things are becoming in some ways meeting each other halfway. >>Talk about the company. What you guys are doing. Taking moments explaining contacts. Multi Cloud were here. Put worse. What's the platform? It's a product. What's the value proposition? What's the state of the company? >>Yes. So the companies? Uh well, well, it's grown from early days when Lisa and I joined where we're probably a handful now. We're in four or five cities. Geography is over 100 people over 150 customers and there. It's been a lot of enterprises that are saying, like, How do I take this pattern? Doing containers and micro service is, and how do I run it with my mission? Critical business crinkle workloads And at that point, there is no mission critical business critical workload that isn't stable so suddenly they're trying to say, How do I run These applications and containers and data have different life cycles. So what they're really looking for is a data plane that works with the control planes and how controlled planes are changing the behavior. So a lot of our technology and a lot of our product innovation has been around both the data plane but a storage control plane that integrates with a computer controlled plane. So I know we like to talk about one control plane. There's actually multiple control planes, and you mentioned security, right? If I look at how applications are running way, acting now securely access for applications and it's no longer have access to the data. Before I get to use it, you have to now start to do things like J W. T. Or much higher level bear tokens to say I know how to access this application for this life cycle for this use case and get that kind of resiliency. So it's really around having that >>storage. More complexity, absolutely needing abstraction layers and you compute. Luckily, work there. But you gotta have software to do it >>from a poor box perspective. Our products entirely software right down loans and runs using kubernetes. And so the point here is we make remarries able to run all the staple workloads out of the box using the same comment control plane, which is communities. So that's the experiences that we really want to make it so that Dev Ops teams can run anywhere close. And that's that's in some ways been part of the mix. >>Lisa, we've been covering Jeff up. Go back to 2010. Remember when I first I was hanging around? San Francisco? Doesn't eight Joint was coming out the woodwork and all that early days. You look at the journey of how infrastructures code. We'll talk about that in 2008 and now we'll get 11 years later. Look at the advancements you've been through this now the tipping point just seems like this wave is big and people are on developers air getting it. It's a modern renaissance of application developers, and the enterprise it's happening in the enterprise is not just like the energy. You're one Apple geeks or the foundation. It's happening in >>everyone's on board this time, and you and I have been in the trenches in the early stages of many open source projects. And I think with kubernetes Arab reference of community earlier, I'm super proud to be running the world's largest CNC F for user group. And it's a great community, a diverse community, super smart people. One of my favorite things about working poor works is we have some really smart engineers that have figured out what companies want, how to solve problems, and then we'll go credible open source projects. We created a project called autopilot, really largely because one of our customers, every who's in the G s space and who's running just incredible application, you can google it and see what the work they're doing. It's all out there publicly. Onda we built, you know, we've built an open source project for them to help them get the most out of kubernetes we can say so there's a lot of people in the community system doing that. How can we make communities better? Half We make competitive enterprise grade and not take years to do that. Like some of the other open source projects that we worked on, it took. So it's a super exciting time to be here, >>and open source is growing so fast. Now just think about having project being structured. More and more projects are coming online and user profit a lot more. Vendor driven projects, too used mostly and used with. Now you have a lot of support vendors who are users, so the line is blurring between then their user in open source is really fast. >>Will you look at the look of the landscape on the C N. C. F? You know the website. I mean, it's what 400 that are already on board. It's really important. >>They don't have enough speaking slasher with >>right. I know, and it's just it. It is users and vendors. Everybody's in the community together. It's one of things that makes it super exciting, and it's how we know this is This was the right choice for us. Did they communities because that's what? Everybody? >>You guys are practically neighbors. We look for CNN Studio, Palo Alto. I wanna ask you one final question on the product side. Road map. What you guys thinking As Kubernetes goes, the next level state, a lot of micro service is observe. Ability is becoming a key part of it. The automation configuration management things are developing fast. State. What's the road for you guys? For >>us, it's been always about howto handle the mission critical and make that application run seamlessly. And then now we've done a lot of portability. So disaster recovery is one of the biggest things for us is that customers are saying, How do I do a hybrid pattern back to your earlier question of running on Prem and in Public Cloud and do a D. R fail over into a Some of the things, at least, is pointing out. That we're announcing soon is non Terry's autopilot in the idea of automatically managing applications scale from a volume capacity. And then we're actually going to start moving a lot more into some of what you do with data after the life cycle in terms of backup and retention. So those are the things that everyone's been pushing us, and the customers are all asking, >>You know, I think data that recovery is interesting. I think that's going to change radically. And I think we look at the trend of how yeah, data backup recovery was built. It was built because of disruption of business, floods, our games. That's right. It is in their failure. But I think the biggest disruptions ransomware that malware. So security is now a active disruptor, So it's not like it After today. If we hadn't have ah, fire, we can always roll back. So you're infected and you're just rolling back infected code. That's a ransomware dream. That's what's going on. So I think data protection needs to redefine. >>What do you think? Absolutely. I think there's a notion of how do I get last week's data last month and then oftentimes customers will say If I have a piece of data volume and I suddenly have to delete it, I still need to have some record of that action for a long time, right? So those are the kinds of things that are happening and his crew bearnaise and everything, it gets changed. Suddenly, the important part is not what was just that one pot it becomes. How do I reconstruct everything? Action >>is not one thing. It's everywhere That's right, protected all through the platform. It is a platform decision. It's not some cattlemen on the side. >>You can't be a single lap. It has to be entire solution. And it has to handle things like, Where do you come from? Where is it allowed to go? >>You guys have that philosophy? >>We absolutely. And it's based on the enterprises that are adopting port works and saying, Hey, this is my romance. I'm basing it on Kubernetes here, my data partner. How do you make it happen? >>This speaks to your point of why the enterprise is in the vendors jumped in. This is what people care about security. How do you solve this last mile problem? Storage, Networking. How do you plug those holes and kubernetes? Because that is crucial. >>One personal private moment. Victory moment for me personally, Waas been a big fan of Cuban, is actually, you know, for years in there when it was created, talked about one of moments that got me was personal. Heartfelt moment was enterprise buyer on. The whole mindset in the enterprise has always been You gotta kill the old to bring in the new. And so there's always been that tension of a you know, the shame, your toy from Silicon Valley or whatever. You know, I'm not gonna just trash this and have a migration is a pain in the butt fried. You don't want that to do that. They hate doing migrations, but with containers and kubernetes, they actually they don't end of life to bring in the new project they could do on their own or keep it around. So that took a lot of air out of the tension in on the I t. Side. Because it's a great I can deal with the life cycle of my app on my own terms and go play with Cloud native and said to me, I was like, That was to be like, Okay, there it is. That was validation. That means this is real because now they will be without compromising. >>I think so. And I think some of that has been how the ecosystems embraced it, right, So now it's becoming all the vendors are saying My internal stack is also based on company. So even if you as an application owner or not realizing it, you're gonna take a B M next year and you're gonna run it and it's gonna be back by something like >>the submarine and the aircon. Thank you for coming on court. Worse Hot started Multiple cities Kubernetes Big developer Project Open Source Talking about multi cloud here at the inaugural Multi Cloud Conference in New York City Secu Courage of Escape Plan 19 John Corey Thanks for watching.

>> from the Cosmopolitan Hotel in Las Vegas, Nevada. It's the Cube covering Cooper inspired 2019. Brought to You by Cooper. >> Welcome to the Cube. Lisa Martin on the ground at Koopa Inspired 19 from Las Vegas. Very excited to welcome one of Cooper's spend centers from the USO acquaintance, senior director of procurement and contract management. Hey, welcome. >> Thank you. I'm glad to be here. >> Yeah, so this is one of the things that I really appreciate it with. All of the tech conference is that we go to on the Q, which is many, Many a year is when vendors like Cooper really share their success is through the voices and the stories of their successful customers. You got called out yesterday during general session today. There's a big cardboard cutout of you behind us there. But one of the things also that I find intriguing is looking at older organizations, and USO is 77 years young. We think of older organizations challenging Thio maneuver that in this digital era and really be able to transform the business so that you could d'oh, what the mission of the U. S. It was, which is to help men and women in our U. S. Armed forces from the time that they enter to the time that they transition back to civilian life. Talked a little bit about us. So what your role is in for cumin and then we'll talk about how you're achieving these great things. >> Well, I've been with us for four years, almost four years. When I first interviewed for this position with my boss, the VP controller, I asked her if they had a secure to pay solution. She said No again when I was hired for this position, My, you know, my goal was to get the organization automated. They were processing everything by paper. All the requisitioning was being processed by paper. It would take for seven seven 10 days. It's for a requisition to be approved because it would literally be something printed out and move from desk to desk, desk on approvals and on the back end for invoicing would occur the same filling out a cover sheet. Everything was printed out, processed manually, so that was kind of my first project when I started and my position was new, procurement had been under the director of canning operation. So, um came. It was just a small piece of it. So they made a decision After he left to create my position on DSO I. Again. That was my goal initially when I started. So So it was going through an R P process, looking, looking our requirements and then selecting vendor gets the best value to the USO, which was Coop up. And Cooper is what I think we all love about. It is it's so customizable, and the USO has a lot of, ah, a lot of different requirements in our barbecue elements. From, you know, we've entertainment tours to our programs, care packages we send out to the military. Our operations are USO Center's construction projects, our development campaigns for on line and direct mail. So there are a lot of different requirements. I really work with each department and kind of setting up those requirements, and Cooper was able to do that for us. We were able to customize a lot of it, But for us, the innovation part is really thinking outside the box because >> tough to do 77 year old organization, right, especially one that has paper everywhere. You guys air now 90.4% paper. Yes, with Cooper, that's a massive Yes, it's cultural change. It's a >> huge and it took again. Another thing. When I interviewed Waas, I interviewed with the CFO as well and I said If you don't support me, I will not be successful. So they have been very supportive. My supervisor, the CFO, the entire organization CEO. It's been extreme. He loves Cooper, so loves the app in improving a breathing invoices requisitions. So it was really that that communication, the socialization training because it was a huge cultural shift and some were embraced it. It was a little tougher for others moving. But eventually you move in line because that is, you know, that's the new process for us as an organization. So it's it's become very successful. We're moving towards new modules contracts, Clm expends sourcing. So we're really expanding the group A picture at us. Oh, >> so what would you say before you came on board when there was so much paper floating around everywhere? You can imagine the security risk of all these, you know, personal information or what have you lying around on someone's desk? What waas The percent, if you could guess visibility into where the U. S. I was spending money prior to bringing on Cooper versus what is it today? >> Uh, extremely small percentage would have been a very small. I mean, we just had a you know, we operate on our European system. Is Great Plains pretty clunky? Not, You know, it's It's hard to see the visibility. Now. It's 100% visibility. We see all of all of the requisitioning occurring overseas. You know, we have centers all over the world, and they all have access to Cooper now because they have to submit requisitions through Cooper. And so we now have 100% visibility. And for our reporting, you know, able to pull all that information and we've got controls in place gave us the ability to put some controls in place and our approval work flows and making sure that contracts were reviewed before budgets air approved, etcetera. A lot of those things were able to set those controls in place in >> that control. Word that you bring up is spot on. We've been talking about that for the last couple of days, and it's the same when we were talking with Suzie Orman earlier, who was one of the key nodes. And when she talks about personal finance, it's sort of the same thing. We all as individuals, whether we're consumers, you know, in our personal lives, buying whenever we want from anything dot com to being buyers or managers of even lines of business. Within whatever company we work for. We need to have that picture that control and control is really that kind of accountability and that awareness. Are we managing everything appropriately? Are there other parts of the business that are doing the same thing that there may be getting the same service is at a better price, and we're we should know that right, but without having that visibility will be able to control of this process is it's an inhibitor to any business being able to transform digitally and be competitive and right to really get back to your core >> mission. Exactly. And that's what's helping you know us with the control way are a 501 c three. So we need tohave that visibility on dhe. Make sure that our donor dollars are being spent wisely, and this enabled enables us to do that enables toe have that that total visibility and making sure those controls are in place. >> Actually, speaking of donor dollars, has this actually been a facilitator of actually being able to increase donations? Because the donors now have this much easier transaction process that can imagine that would be a positive impact there. >> Well, I mean that this is more for our procurements. Mean, Coop is kind of more for our actual procurement. What it does do is it does create process savings and avoidance savings, which we can reinvest in, you know, in our program. Right. So that's where we're seeing it. That's where Steve always seeing it. We've communicated that to him, and then we're also able to provide arse CFO with reporting tools. So we create. We pull all this information from Cooper through reports, and there were able to create a spreadsheet, and he can see how we spend is an organization. You know how we spend in commodities, How where are unbudgeted, you know, kind of get a total of much I budgeted we have for for a specific period of time. So we're able to see all this kind of information. He conceal this in kind of information on one spreadsheet that we created through all the reports that way >> in Crete. >> So I want to get your perspectives on the changing role of the chief procurement officer and the chief financial officer. You know, now they have the opportunity to leverage technology, emerging technologies like artificial intelligence and machine learning to be able to get that visibility and that control, but also be former strategic and really drive top line bought online for their business. Your perspective on this the last few years alone and how were you able to help a 77 year old organization like us so embraced the opportunities that these emerging technologies can deliver? >> Well, I think one key is as because our our organization is all over the world. And then there are centers that could be, you know, roll. And they, you know, they it's the whole vendor presence and the amount of vendors that we as an organization, do bring on. And some of them it's totally understandable where some of them they do need to bring on based on, you know, their availability. But what I'm trying to do, what Cooper has helped me try to do with Cooper advantages to try to leverage our volume organizational volume that was not occurring previously. I think people were just, you know, when the new defender they brought it on because we have a lot of events, you know, supplies for the centers, et cetera. So really trying to, strategically, as an organization to be able to work with the region's on where can we find synergies to kind of consolidating leverage our values for Henderson with Cooper work, we've been able to do that. We can see the span where it's occurring, kind of all the duplications that are occurring. So that's where I'm seeing a bit opportunity and trying to work. >> One of the coolest things about what you guys are doing in procurement with Cooper is this is affecting human lives. Give us a little bit of an overview of what you guys were able to facilitate with Hurricane hearty. Wish struck Houston just about two years ago. I loved that story that >> those kind of those spur of the moment emergency type requisitions that we get and were able to those get processed a lot quicker when when we have group as opposed to previously the way they had processed. It was very labor intensive manually, verbally instead of being able to see it in. You know what's great about the requisitioning piece of it is the comments kind of audit that people can see in all the conversations. So those types of requests that are considered emergencies, they can go a lot sooner on so we can get those service's or the goods out to to that particular project. So that's what we're able to do with that. That particular one is well, being able to support the National Guard and during the Hurricane Harvey >> and accelerate things that really based on the data that you can see, I really need to have acceleration on all the action. >> I mean distant just to our programs team. They support the care packages that we send to the military. Now that we have coop in place, we use 1/3 party fulfillment center. When they receive the product, the receipts are automatically fed into Cooper and applied against the purchase orders, and then they're approved a lot quicker, So then they can receive kicked, tip the product and ship it out overseas because we get. These are based on requests. The military bases have requested to have this particular product being sent over. So this turns the process is cut in half to get the care packages out to the millet. >> That's awesome. Getting care packages to the troops 50% Bastard is outstanding. Last question for you, Rick. Some of the things that Cooper has announced in the last day and 1/2 what excites you about the direction that this company is going in >> for me? The constant changing, I mean, and I was not in the military, so I'm way moved around a lot. I was when I was growing up. I adopt to change a very quickly, but understands some people don't write quickly, but it's bettering themselves, finding the operative, listening to the customer and really making those enhancements based on customer feedback. And I think it helps with the community intelligence that we talk with, you know, with the communities and find out. What are you doing? How how are you doing this? Because a lot of companies will say, Well, I have specific requirements and a lot of them are pretty similar. If people talk, you know, community talks. So that's kind of that's I like getting together and again meeting other, you know, people, customers. And so it's Yeah, it's pretty exciting. >> I like what? How tender this morning, you know, showed the word community and said, Really, it's communication and unity, and you just articulated that beautifully. Listen to the customers. Get the synergies from them. That's why we should. Any software business should be developing right soccer. So thank you so much for joining me on the Cube today, sharing the big impact that you guys are making at the USO charity. Near and dear to my heart. We appreciate your time. >> Thank you very much >> for your acquaintance. I'm Lisa Martin. You're watching the Cube from Cooper inspired 19. Thanks for watching.