>> From the Salesforce Tower in downtown San Francisco, it's theCUBE. Covering Accenture Tech Vision 2019. Brought to you by SiliconANGLE Media. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're in downtown San Francisco in the Salesforce Tower. Accenture's taken over five floors of the Salesforce Tower, and they're opening their brand new Innovation Hub. It's pretty cool, formal ribbon cutting earlier today. We're excited to be here. It's three floors of cool innovation, then a couple work floors, so if you get a chance come check it out. A lot co-creation, a lot of neat technology happening. But we're here to talk about something a little bit different, that's championship basketball. So we're excited to be joined by Jeremy Thum, he's the senior director of digital experience from the Golden State Warriors, Jeremy, great to see you. >> Great to see you, thank you. >> And he's accompanied by Greg Jensen managing director from Accenture. Welcome. >> Thank you, great to be here. >> So digital experience, you guys are getting ready to embark on a big new adventure, a big construction project just south of, I was going to say AT&T Park, Oracle Park now at the new Chase Center. >> Yeah. >> A lot of talk, really excitement, tell us about what is going on at the Chase Center. >> There's never a dull moment at the offices these days as the Golden State Warriors organization is going through a pretty big transition. A transformation from basketball team that leases a building 50 nights a year into an entertainment company that owns and operates a world-class facility. And so all eyes are pointing to this project. All thought is going onto the project, and it's a really exciting time in the organization. >> It's really an amazing story of how much impact leadership really has. I mean, you had a perennial doormat franchise, right, that hadn't been to the playoffs for a long time. And David Lee shows up as the first all-star in Lord knows how long, and they have completely transformed their franchise on the basketball side. And now you see the same kind of energy vision, vision, probably, is really the best word, and now moving from Oracle Arena, one of the most beloved basketball home courts into the new Chase Center. So I what if you can just share some insight on what it is like to work for these guys? You know, what is the passion? How do they drive it down through the whole organization? >> It's incredible. I say that on a daily basis there is an energy level and an excitement about taking this organization to the next level, and there is no rest. We know that sports is cyclical, and the performance on the court is going to be cyclical, but the business can operate in a way, and create an environment that a business can succeed and thrive. And that's part of the move into Chase Center is the organization is expanding. The business is expanding into different areas, that we've never been in before, so it's exciting. >> Right. So how long have you been working with the Warriors? >> About 18 months. >> 18 months? And why did they bring you in? What are you helping them with? >> So we are the Warriors' official technology innovation partner. And as Jeremy and the team were thinking through the fan experience, they where assembling a really great team of partners, and one of those partners is Accenture. And so the reason that I'm here is because I spent about 3 1/2 years working with other media companies on transformations, doing sort of similar fan experience design. And it's really my job to bring the best of Accenture to the Warriors and make sure that as they're innovating on the fan experience, that we're helping them and that we're there as great partners to support them along the way. >> So what are some of the things that win the new fan experience besides just being the loudest arena in the NBA? >> Well, I think the most exciting thing that I'm working on with Greg and the Accenture team is the mobile application of the future. We have a Warriors App that exists now that serves a very specific purpose. As we move into a new building in a new district that surrounds the building and have a variety of events, we need a new mobile experience, also, so we will be building this new mobile experience as an application built specifically for the local fan. Anyone that can, or should, or will be coming to the district to enjoy an event at Chase Center. And of course, as we have a global fan base, there will still be content and interesting things to bring in a global audience to the mobile app. But this is really designed for the local fan to say how can we help you if you have a ticket to an upcoming event, or if you don't have a ticket to an event but just kind of want to see what's happening on the district, how can we help that experience along the way? And all the different touchpoints that go along with a game or an event experience. >> Right. So how much of the mobile app is kind of a launching point into the other things that are happening at the Chase Center versus being kind of its self-contained experience in it of itself? >> I'd love for your opinion on this, too. >> Yeah, I think the thing that the Warriors have done really well is they've positioned technology as enabler of the overall end-to-end experience. And so think of the mobile app as sort of the gateway that ties a lot of that experience together. But certainly there are other exciting activations that will happen within the Chase Center throughout the district, and the Warriors know how to put on a great show, both on the court and off. And so it's really that blend of sort of that background technology that's orchestrating this in concert along with that front, in-your-face, exciting Warrior brand and anthem that is really going to get folks excited. >> Yeah, we talk an awful lot about how we don't want technology to be the story. We want it to live in the background and help enhance the fan experience rather than being the headline. >> Right, I was going to say I'm sure the purists are like, I want to come watch a basketball game. It's a beautiful game, this is why I'm paying a big ticket price because this is what I want to watch. I don't need all these distractions of all these other things. So when you think about the experience and integrating it, as you said, as an amplification of watching the basketball game versus a distraction or something that takes away from the core. How do you kind of balance those priorities? How do you kind of level set a new feature request or a new workflow request? Versus, you know, don't forget at the end of the day, it's still about the basketball game first. >> It is, and in addition to the basketball game, it's all about the 200 other events that will be there. Think of all the concerts and family shows that could be coming to a facility that San Francisco has never had before. So the mobile experience is supposed to get enhanced, and I think were spending a lot of time thinking through. The moment you think about coming to an event, is when that sort of experience begins, and the mobile app should be a conduit to help and not get in the way of the experience, which is that thing that's on the stage or on the court. >> Right. A really good friend of mine is Bill Schlough, he's the CIO of the Giants, right, and every year they go through some big huge technology play, whether it's a new jumbo tron or it's new wifi under the seats. It's this really cool, like you said, this delicate balance where you want to bring in the tech, and people are expected to have tech. They want their Instagram to work when they send a picture with the kids. But, again, it's got to be, I don't want to say secondary, but it is secondary or a little bit behind the scenes. >> And I think the Warriors have been really thoughtful around using the application to help coming to the district and Chase Center become an experience. And what I mean by that is, your ability to do wayfinding from your home to get to your seat. Your ability to book a car service if you choose to leave the district or after a game. The ability to just sort of make your life more simplistic around the game, so that getting to and getting from the event is much simpler and much more streamlined for the fan. But when your in that experience, sure, you can pull up the stats to see that Stephs hit 11 three pointers in a row and broken Clay's most recent record. Or you certainly can just enjoy the game for what it is. >> Right, right. All right, before I let you go, thanks for bringing the trophy, too, Jeremy. Very nice. What's one or two totally unique nuggets that you can share at the Chase Center that are completely new and maybe kind of fall below the radar that you think are pretty cool? >> Well, I don't know if I want to give too many secrets away, but I will say that I think the experience will be something that cannot miss. From the visuals and where it's placed, I think just the visuals when you see the aesthetics is going to blow everyone away. And I think, hopefully, if we do it right, the technology and the mobile experience will be an element to it, but won't be the leading story. >> All right. Well, thanks for stopping by. Congrats on all the rings. And I look forward to one more season, right? We have one more season to go? >> Here we go! >> All right, thanks a lot. >> Thank you. >> All right he's Greg, he's Jeremy, I'm Jeff, you're watching theCUBE. We're at the Accenture Innovation Hub in downtown San Francisco. Thanks for watching, we'll see you next time. (upbeat music)

(upbeat music) >> Good morning everybody. Welcome back to Las Vegas. This is day four of theCUBE's wall-to-wall coverage of our Super Bowl, aka AWS re:Invent 2022. I'm here with my co-host, Paul Gillin. My name is Dave Vellante. Sanjay Poonen is in the house, CEO and president of Cohesity. He's sitting in as our guest market watcher, market analyst, you know, deep expertise, new to the job at Cohesity. He was kind enough to sit in, and help us break down what's happening at re:Invent. But Paul, first thing, this morning we heard from Werner Vogels. He was basically given a masterclass on system design. It reminded me of mainframes years ago. When we used to, you know, bury through those IBM blue books and red books. You remember those Sanjay? That's how we- learned back then. >> Oh God, I remember those, Yeah. >> But it made me think, wow, now you know IBM's more of a systems design, nobody talks about IBM anymore. Everybody talks about Amazon. So you wonder, 20 years from now, you know what it's going to be. But >> Well- >> Werner's amazing. >> He pulled out a 24 year old document. >> Yup. >> That he had written early in Amazon's evolution about synchronous design or about essentially distributed architectures that turned out to be prophetic. >> His big thing was nature is asynchronous. So systems are asynchronous. Synchronous is an illusion. It's an abstraction. It's kind of interesting. But, you know- >> Yeah, I mean I've had synonyms for things. Timeless architecture. Werner's an absolute legend. I mean, when you think about folks who've had, you know, impact on technology, you think of people like Jony Ive in design. >> Dave: Yeah. >> You got to think about people like Werner in architecture and just the fact that Andy and the team have been able to keep him engaged that long... I pay attention to his keynote. Peter DeSantis has obviously been very, very influential. And then of course, you know, Adam did a good job, you know, watching from, you know, having watched since I was at the first AWS re:Invent conference, at time was President SAP and there was only a thousand people at this event, okay? Andy had me on stage. I think I was one of the first guest of any tech company in 2011. And to see now this become like, it's a mecca. It's a mother of all IT events, and watch sort of even the transition from Andy to Adam is very special. I got to catch some of Ruba's keynote. So while there's some new people in the mix here, this has become a force of nature. And the last time I was here was 2019, before Covid, watched the last two ones online. But it feels like, I don't know 'about what you guys think, it feels like it's back to 2019 levels. >> I was here in 2019. I feel like this was bigger than 2019 but some people have said that it's about the same. >> I think it was 60,000 versus 50,000. >> Yes. So close. >> It was a little bigger in 2019. But it feels like it's more active. >> And then last year, Sanjay, you weren't here but it was 25,000, which was amazing 'cause it was right in that little space between Omicron, before Omicron hit. But you know, let me ask you a question and this is really more of a question about Amazon's maturity and I know you've been following them since early days. But the way I get the question, number one question I get from people is how is Amazon AWS going to be different under Adam than it was under Andy? What do you think? >> I mean, Adam's not new because he was here before. In some senses he knows the Amazon culture from prior, when he was running sales and marketing prior. But then he took the time off and came back. I mean, this will always be, I think, somewhat Andy's baby, right? Because he was the... I, you know, sent him a text, "You should be really proud of what you accomplished", but you know, I think he also, I asked him when I saw him a few weeks ago "Are you going to come to re:Invent?" And he says, "No, I want to leave this to be Adam's show." And Adam's going to have a slightly different view. His keynotes are probably half the time. It's a little bit more vision. There was a lot more customer stories at the beginning of it. Taking you back to the inspirational pieces of it. I think you're going to see them probably pulling up the stack and not just focused in infrastructure. Many of their platform services are evolved. Many of their, even application services. I'm surprised when I talk to customers. Like Amazon Connect, their sort of call center type technologies, an app layer. It's getting a lot. I mean, I've talked to a couple of Fortune 500 companies that are moving off Ayer to Connect. I mean, it's happening and I did not know that. So it's, you know, I think as they move up the stack, the platform's gotten more... The data centric stack has gotten, and you know, in the area we're working with Cohesity, security, data protection, they're an investor in our company. So this is an important, you know, both... I think tech player and a partner for many companies like us. >> I wonder the, you know, the marketplace... there's been a big push on the marketplace by all the cloud companies last couple of years. Do you see that disrupting the way softwares, enterprise software is sold? >> Oh, for sure. I mean, you have to be a ostrich with your head in the sand to not see this wave happening. I mean, what's it? $150 billion worth of revenue. Even though the growth rates dipped a little bit the last quarter or so, it's still aggregatively between Amazon and Azure and Google, you know, 30% growth. And I think we're still in the second or third inning off a grand 1 trillion or 2 trillion of IT, shifting not all of it to the cloud, but significantly faster. So if you add up all of the big things of the on-premise world, they're, you know, they got to a certain size, their growth is stable, but stalling. These guys are growing significantly faster. And then if you add on top of them, platform companies the data companies, Snowflake, MongoDB, Databricks, you know, Datadog, and then apps companies on top of that. I think the move to the Cloud is inevitable. In SaaS companies, I don't know why you would ever implement a CRM solution on-prem. It's all gone to the Cloud. >> Oh, it is. >> That happened 15 years ago. I mean, begin within three, five years of the advent of Salesforce. And the same thing in HR. Why would you deploy a HR solution now? You've got Workday, you've got, you know, others that are so some of those apps markets are are just never coming back to an on-prem capability. >> Sanjay, I want to ask you, you built a reputation for being able to, you know, forecast accurately, hit your plan, you know, you hit your numbers, you're awesome operator. Even though you have a, you know, technology degree, which you know, that's a two-tool star, multi-tool star. But I call it the slingshot economy. This is like, I mean I've seen probably more downturns than anybody in here, you know, given... Well maybe, maybe- >> Maybe me. >> You and I both. I've never seen anything like this, where where visibility is so unpredictable. The economy is sling-shotting. It's like, oh, hurry up, go Covid, go, go go build, build, build supply, then pull back. And now going forward, now pulling back. Slootman said, you know, on the call, "Hey the guide, is the guide." He said, "we put it out there, We do our best to hit it." But you had CrowdStrike had issues you know, mid-market, ServiceNow. I saw McDermott on the other day on the, on the TV. I just want to pay, you know, buy from the guy. He's so (indistinct) >> But mixed, mixed results, Salesforce, you know, Octa now pre-announcing, hey, they're going to be, or announcing, you know, better visibility, forward guide. Elastic kind of got hit really hard. HPE and Dell actually doing really well in the enterprise. >> Yep. >> 'Course Dell getting killed in the client. But so what are you seeing out there? How, as an executive, do you deal with such poor visibility? >> I think, listen, what the last two or three years have taught us is, you know, with the supply chain crisis, with the surge that people thought you may need of, you know, spending potentially in the pandemic, you have to start off with your tech platform being 10 x better than everybody else. And differentiate, differentiate. 'Cause in a crowded market, but even in a market that's getting tougher, if you're not differentiating constantly through technology innovation, you're going to get left behind. So you named a few places, they're all technology innovators, but even if some of them are having challenges, and then I think you're constantly asking yourselves, how do you move from being a point product to a platform with more and more services where you're getting, you know, many of them moving really fast. In the case of Roe, I like him a lot. He's probably one of the most savvy operators, also that I respect. He calls these speedboats, and you know, his core platform started off with the firewall network security. But he's built now a very credible cloud security, cloud AI security business. And I think that's how you need to be thinking as a tech executive. I mean, if you got core, your core beachhead 10 x better than everybody else. And as you move to adjacencies in these new platforms, have you got now speedboats that are getting to a point where they are competitive advantage? Then as you think of the go-to-market perspective, it really depends on where you are as a company. For a company like our size, we need partners a lot more. Because if we're going to, you know, stand on the shoulders of giants like Isaac Newton said, "I see clearly because I stand on the shoulders giants." I need to really go and cultivate Amazon so they become our lead partner in cloud. And then appropriately Microsoft and Google where I need to. And security. Part of what we announced last week was, last month, yeah, last couple of weeks ago, was the data security alliance with the biggest security players. What was I trying to do with that? First time ever done in my industry was get Palo Alto, CrowdStrike, Wallace, Tenable, CyberArk, Splunk, all to build an alliance with me so I could stand on their shoulders with them helping me. If you're a bigger company, you're constantly asking yourself "how do you make sure you're getting your, like Amazon, their top hundred customers spending more with that?" So I think the the playbook evolves, and I'm watching some of these best companies through this time navigate through this. And I think leadership is going to be tested in enormously interesting ways. >> I'll say. I mean, Snowflake is really interesting because they... 67% growth, which is, I mean, that's best in class for a company that's $2 billion. And, but their guide was still, you know, pretty aggressive. You know, so it's like, do you, you know, when it when it's good times you go, "hey, we can we can guide conservatively and know we can beat it." But when you're not certain, you can't dial down too far 'cause your investors start to bail on you. It's a really tricky- >> But Dave, I think listen, at the end of the day, I mean every CEO should not be worried about the short term up and down in the stock price. You're building a long-term multi-billion dollar company. In the case of Frank, he has, I think I shot to a $10 billion, you know, analytics data warehousing data management company on the back of that platform, because he's eyeing the market that, not just Teradata occupies today, but now Oracle occupies or other databases, right? So his tam as it grows bigger, you're going to have some of these things, but that market's big. I think same with Palo Alto. I mean Datadog's another company, 75% growth. >> Yeah. >> At 20% margins, like almost rule of 95. >> Amazing. >> When they're going after, not just the observability market, they're eating up the sim market, security analytics, the APM market. So I think, you know, that's, you look at these case studies of companies who are going from point product to platforms and are steadily able to grow into new tams. You know, to me that's very inspiring. >> I get it. >> Sanjay: That's what I seek to do at our com. >> I get that it's a marathon, but you know, when you're at VMware, weren't you looking at the stock price every day just out of curiosity? I mean listen, you weren't micromanaging it. >> You do, but at the end of the day, and you certainly look at the days of earnings and so on so forth. >> Yeah. >> Because you want to create shareholder value. >> Yeah. >> I'm not saying that you should not but I think in obsession with that, you know, in a short term, >> Going to kill ya. >> Makes you, you know, sort of myopically focused on what may not be the right thing in the long term. Now in the long arc of time, if you're not creating shareholder value... Look at what happened to Steve Bomber. You needed Satya to come in to change things and he's created a lot of value. >> Dave: Yeah, big time. >> But I think in the short term, my comments were really on the quarter to quarter, but over a four a 12 quarter, if companies are growing and creating profitable growth, they're going to get the valuation they deserve. >> Dave: Yeah. >> Do you the... I want to ask you about something Arvind Krishna said in the previous IBM earnings call, that IT is deflationary and therefore it is resistant to the macroeconomic headwinds. So IT spending should actually thrive in a deflation, in a adverse economic climate. Do you think that's true? >> Not all forms of IT. I pay very close attention to surveys from, whether it's the industry analysts or the Morgan Stanleys, or Goldman Sachs. The financial analysts. And I think there's a gluc in certain sectors that will get pulled back. Traditional view is when the economies are growing people spend on the top line, front office stuff, sales, marketing. If you go and look at just the cloud 100 companies, which are the hottest private companies, and maybe with the public market companies, there's way too many companies focused on sales and marketing. Way too many. I think during a downsizing and recession, that's going to probably shrink some, because they were all built for the 2009 to 2021 era, where it was all about the top line. Okay, maybe there's now a proposition for companies who are focused on cost optimization, supply chain visibility. Security's been intangible, that I think is going to continue to an investment. So I tell, listen, if you are a tech investor or if you're an operator, pay attention to CIO priorities. And right now, in our business at Cohesity, part of the reason we've embraced things like ransomware protection, there is a big focus on security. And you know, by intelligently being a management and a security company around data, I do believe we'll continue to be extremely relevant to CIO budgets. There's a ransomware, 20 ransomware attempts every second. So things of that kind make you relevant in a bank. You have to stay relevant to a buying pattern or else you lose momentum. >> But I think what's happening now is actually IT spending's pretty good. I mean, I track this stuff pretty closely. It's just that expectations were so high and now you're seeing earnings estimates come down and so, okay, and then you, yeah, you've got the, you know the inflationary factors and your discounted cash flows but the market's actually pretty good. >> Yeah. >> You know, relative to other downturns that if this is not a... We're not actually not in a downturn. >> Yeah. >> Not yet anyway. It may be. >> There's a valuation there. >> You have to prepare. >> Not sales. >> Yeah, that's right. >> When I was on CNBC, I said "listen, it's a little bit like that story of Joseph. Seven years of feast, seven years of famine." You have to prepare for potentially your worst. And if it's not the worst, you're in good shape. So will it be a recession 2023? Maybe. You know, high interest rates, inflation, war in Russia, Ukraine, maybe things do get bad. But if you belt tightening, if you're focused in operational excellence, if it's not a recession, you're pleasantly surprised. If it is one, you're prepared for it. >> All right. I'm going to put you in the spot and ask you for predictions. Expert analysis on the World Cup. What do you think? Give us the breakdown. (group laughs) >> As my... I wish India was in the World Cup, but you can't get enough Indians at all to play soccer well enough, but we're not, >> You play cricket, though. >> I'm a US man first. I would love to see one of Brazil, or Argentina. And as a Messi person, I don't know if you'll get that, but it would be really special for Messi to lead, to end his career like Maradonna winning a World Cup. I don't know if that'll happen. I'm probably going to go one of the Latin American countries, if the US doesn't make it far enough. But first loyalty to the US team, and then after one of the Latin American countries. >> And you think one of the Latin American countries is best bet to win or? >> I don't know. It's hard to tell. They're all... What happens now at this stage >> So close, right? >> is anybody could win. >> Yeah. You just have lots of shots of gold. I'm a big soccer fan. It could, I mean, I don't know if the US is favored to win, but if they get far enough, you get to the finals, anybody could win. >> I think they get Netherlands next, right? >> That's tough. >> Really tough. >> But... The European teams are good too, but I would like to see US go far enough, and then I'd like to see Latin America with team one of Argentina, or Brazil. That's my prediction. >> I know you're a big Cricket fan. Are you able to follow Cricket the way you like? >> At god unearthly times the night because they're in Australia, right? >> Oh yeah. >> Yeah. >> I watched the T-20 World Cup, select games of it. Yeah, you know, I'm not rapidly following every single game but the World Cup games, I catch you. >> Yeah, it's good. >> It's good. I mean, I love every sport. American football, soccer. >> That's great. >> You get into basketball now, I mean, I hope the Warriors come back strong. Hey, how about the Warriors Celtics? What do we think? We do it again? >> Well- >> This year. >> I'll tell you what- >> As a Boston Celtics- >> I would love that. I actually still, I have to pay off some folks from Palo Alto office with some bets still. We are seeing unprecedented NBA performance this year. >> Yeah. >> It's amazing. You look at the stats, it's like nothing. I know it's early. Like nothing we've ever seen before. So it's exciting. >> Well, always a pleasure talking to you guys. >> Great to have you on. >> Thanks for having me. >> Thank you. Love the expert analysis. >> Sanjay Poonen. Dave Vellante. Keep it right there. re:Invent 2022, day four. We're winding up in Las Vegas. We'll be right back. You're watching theCUBE, the leader in enterprise and emerging tech coverage. (lighthearted soft music)

>>Hi, we're back. We're watching, you're watching the cube coverage of Falcon 2022 live from the aria in Las Vegas, Dave Valante with Dave Nicholson and we, yes, folks, there are females in the cyber security industry. Amanda Adams is here. So the vice president of America Alliance at CrowdStrike. Thanks for coming on. >>Thank you so much for having me. >>We it's, it's fantastic to, to actually, as I was starting to wonder, but we >>Do have females in leadership. >>Wait, I'm just kidding. There are plenty of females here, but this cybersecurity industry in general, maybe if we have time, we can talk about that, but I wanna talk about the, the Alliance program, but before I do, yeah. You know, you, you got a nice career here at CrowdStrike, right? You've kind of seen the ascendancy, the rocket ship you've been on it for five years. Yep. So what's that been like? And if you had to put on the binoculars and look five years forward, what can you tell us in that 10 year span? Oh >>My goodness. What a journey it's been over the last five, six years. I've been with CrowdStrike almost six years and really starting with our first core group of partners and building out the alliances, seen obviously the transformation with our sales organization. And as we scaled, I think of our, of our technology. We started with, I think, two products at that time, we were focused on reinventing how our customers thought about NextGen AB but also endpoint detection response. From there, the evolution is really driving towards that cloud security platform, right? How our partners fit into that. And, and how we've evolved is it's not just resell. It's not just focusing on the margin and transactions. We really have focused on building the strategic relationships with our partners, but also our customers and fitting them in that better together story with that CrowdStrike platform. It's been the biggest shift. Yeah. >>And you've got that. The platform chops for that. It's just, I think you're up to 22 modules now. So you're not a point product. You guys make that, that, that point lot now in terms of the, the partners and the ecosystem, you know, it's, it's, it's good here. I mean, it's, this it's buzzing. I've said it's like service. I've said, number of times, it's like service. Now back in 2013, I was there now. They didn't have the down market, the SMB that you have that's right. And I think you you're gonna have an order. You got 20,000 customers. That's right. I predict CrowdStrike's gonna have 200,000. I, I'm not gonna predict when I need to think about that. But, but in thinking about the, the, the co your colleagues and the partners and the skill sets that have evolved, what's critical today. And, and, and what do you see as critical in the future? >>So from a skill set standpoint, if I'm a partner and engaging with CrowdStrike and our customers, if you think about, again, evolving away from just resell, we have eight routes to market. So while that may sound complicated, the way that I like to think about it is that we truly flex to our partners, go to market their business models of what works best for their organization, but also their customers. The way that they've changed, I think from a skillset standpoint is looking beyond just the technology from a platform, building a better together story with our tech Alliance partners or store, if thinking about the XDR Alliance, which we are focusing on, there's so much great value in bringing that to our customers from a skillset standpoint, beyond those services services, we've talked about every day. I know that this is gonna be a top topic for the week yesterday through our partner summit, George, our CEO, as well as Jim Cidel, that's really the opportunity as we expand in new modules. If you think about humo or log scale identity, and then cloud our partners play a critical role when it comes into the cloud migration deployment integration services, really, we're not gonna get bigger from a services organization. And that's where we need our partners to step in. >>Yeah. And, you know, we we've talked a lot about XDR yeah. Already in day one here. Yeah. With, with the X extending into other areas. That's right. I think that services be, would become even more critical at that point, you know, as you spread out into the, really the internet of things that's right. Especially all of the old things that are out there that maybe should be on the internet, but aren't yet. Yeah. But once they are security is important. So what are you doing in that arena from a services perspective to, to bolster that capability? Is it, is it, is it internally, or is it through partners generally? >>It's definitely, I think we look to our partners to extend beyond the core of what we do. We do endpoint really well, right? Our services is one of the best in the business. When you look at instant response, our proactive services, supporting our customers. If you think to XDR of integration, building out those connect air packs with our customers, building the alliances, we really do work with our partners to drive that successful outcome with our customers. But also too, I think about it with our tech alliances of building out the integration that takes a lot of effort and work. We have a great team internally, which will help guide those services to be, to be built. Right. You have to have support when you're building the integrations, which is great, but really from like a tech Alliance and store standpoint, looking to add use cases, add value to more store apps for our customers, that's where we're headed. Right. >>What about developers? Do you see that as a component of the ecosystem in the future? Yeah, >>Without a doubt. I mean, I think that as our partner program evolves right now working with our, our developers, I mean, there's different personas that we work with with our customer standpoint, but from a partner working with them to build our new codes, the integration that's gonna be pretty important. >>So we were, we sort of tongue in cheek at the beginning of this interview yeah. With women in tech. And it's a, it's a topic that, on the cube that we've been very passionate about since day one yep. On the cube. So how'd you get in to this business? H how did your, your career progress, how did you get to where you are? >>You know, I have been incredibly fortunate to have connections, and I think it's who, you know, and your network, not necessarily what, you know, to a certain extent, you have to be smart to make it long term. Right. You have to have integrity. Do what you're saying. You're gonna do. I first started at Cisco and I had a connection of, it was actually a parent of somebody I grew up with. And they're like, you would fit in very nicely to Cisco. And I started with their channel marketing team, learned a ton about the business, how to structure, how to support. And that was the first step into technology. If you would've asked me 20 years ago, what did I wanna do? I actually wanted to be a GM of an organization. And I was coming outta I come on, which is great, which I'm, it really is right up. >>If you knew me, you're like, that actually makes a lot of sense. But coming outta college, I had an opportunity. I was interviewing with the golden state warriors in California, and I was interviewing with Cisco and that I had two ops and I was living in San Jose at the time. The golden state warriors of course paid less. It was a better opportunity in sales, but it was obviously where I wanted to go from athletics. And I grew up in athletics, playing volleyball. Cisco paid me more, and it was in San Jose. And really the, the golden state warriors seemed that I was having that conversation. They said, one year community is gonna be awful. It's awful from San Jose to Oakland, but also too, like you have more money on the table. Go take that. And so I could have very much ended up in athletics, most likely in the back office, somewhere. Like I would love that. And then from there, I went from Cisco. I actually worked for a reseller for quite some time, looking at, or selling into Manhattan when I moved from California to Manhattan, went to tenable. And that was when I shifted really into channel management. I love relationships, getting snow people, building partnerships, seeing that long term, that's really where I thrive. And then from there came to CrowdStrike, which in itself has been an incredible journey. I bet. Yeah. >>Yeah. I think there's an important thread there to pull on. And that is, we, we put a lot of emphasis on stem, which people, some sometimes translate into one thing, writing code that's right. There are, but would you agree? There are many, many, many opportunities in tech that aren't just coding. >>Absolutely. >>And I think I, as a father of three daughters, it's, it's a message that I have shared with them. Yeah. They are not interested in the coding part of things, but still, they need to know that there are so many opportunities and, and it's always, sometimes it's happenstance in terms of finding the opportunity in your case, it was, you know, cosmic connection that's right. But, but that's, you know, that's something that we can foster is that idea that it's not just about the hardcore engineering and coding aspect, it's business >>That's right. So if, if there was one thing that I can walk away from today is I say that all the time, right? If you look at CrowdStrike in our mission, we really don't have a mission statement. We stop breaches every single day. When I come to work and I support our partners, I'm not super technical. I obviously know our technology and I, I enable and train our partners, but I'm not coding. Right. And I make an impact to our business, our partners, more importantly, our customers, every single day, we have folks that you can come from a marketing operations. There is legal, there's finance. I deal with folks all across the business that aren't super technical, but are making a huge impact. And I, I don't think that we talk about the opportunities outside of engineering with the broader groups. We talk about stem a lot, but within college, and I look to see like getting those early in career folks, either through an intern program could be sales, but too, if they don't like, like sales, then they shift into marketing or operations. It's a great way to get into the industry. >>Yeah. But I still think you gotta like tech to be in the tech business. Oh, you >>Do? Yeah. You do. I'm >>Not saying it's like deep down is like, not all of us, but a lot of us are kind of just, you know, well, at least you, >>At least you can't hate it. >>Right. Okay. But so women, 50% of the population, I think the stat is 17% in the technology. Yeah. Industry, maybe it's changed a little bit, but you know, 20% or, or less, why do you think that is? >>I, you know, I always go back to within technology, people hire from their network and people that they know, and usually your network are people that are very like-minded or similar to you. I have referred females into CrowdStrike. It's a priority of mine. I also have a circle that is also men, but also too, if you look at the folks that are hired into CrowdStrike, but also other technology companies, that's the first thing that I go to also too. I think it's a little bit intimidating. Right. I have a very strong personality and I'm very direct, but also too, like I can keep up with our industry when it comes to that stereotypes essentially. And some people maybe are introverted and they're not quite sure where they fit in. Right. Whether it's marketing operations, et cetera. So they, they're not sure of the opportunities or even aware of where to get started. You know what I mean? >>Yeah. I mean, I think there is a, a, a stereotype today, but I'm not sure why it's, is it unique to the, to the technology industry? No. Is it not? Right? It happens >>Thinking, I mean, there's so many industries where healthcare, >>Maybe not so much. Right. Because you know, >>You have nurses versus doctors. I feel like that is flipped. >>Yeah. That's true. Nurses versus doctors. Right. Well, I, I know a lot of women doctors though, but >>Yeah. That's kind of flipped. It's better. >>Yeah. Says >>Flipped over. Yeah. I think it's more women in medical school now, but than than men. But, >>And, and I do think in our industry, you know, when you look at companies like IBM, HPE, Cisco, Dell, and, and, and many others. Yeah. They are making a concerted effort for on round diversity. They typically have somebody who's in charge of diversity. They report, you know, maybe not directly to the CEO, but they certainly have a seat at the table. That's right. And you know, maybe you call it, oh, it's quotas. Maybe the, the old white guys feel, you know, a little slighted, whatever. It's like, nobody's crying for us. I mean, it's not like we got screwed. >>See, I know problema we can do this in Spanish. Oh, oh, >>Oh, you're not a old white guy. Sorry. We can do >>This in Spanish if you want. >>Okay. Here we go. So, no, but, but, but I, so I do think that, that the industry in general, I talked to John Chambers about this recently and he was like, look, we gotta do way better. And I don't disagree with that. But I think that, I think the industry is doing better, but I wonder if like a rocket ship company, like CrowdStrike who has so many other things going on, you know, maybe they gotta get you a certain size. I mean, you've reached escape velocity. You're doing obviously a lot of corporate, you know, good. Yeah. You know, and, and, and, and we just had earlier on we, you know, motor motor guides was very cool. Yeah. So maybe it's a maturity thing. Maybe these larger companies with you crowd size $40 billion market cap, but maybe the, the hundred plus billion dollar market cap companies. I don't know. I don't know. You guys got a bigger market cap than Dell. So >>I, I don't think it's necessarily related to market cap. I think it's the size of the organization of how many roles are open that we currently write. So we're at just over 6,000 employees. If you look at Cisco, how many thousands of employees they have there's >>Right. Maybe a hundred thousand employees. >>That's right. There's >>More opportunities. How many, what's a headcount of crowd strike >>Just over 6,000, >>6,000. So, okay. But >>If you think about the, the areas of opportunity for advancement, and we were talking about this earlier, when you look at early and career or entry level, it's actually quite, even right across the Americas of, we do have a great female population. And then as progression happens, that's where it, it tees off from a, a female in leadership. And we're doing, we're focusing on that, right? Under JC Herrera's leadership, as well as with George. One of the things that I always think is important though, is that you're mindful as, as the female within the organization and that you're out seeking somebody, who's not only a mentor, but is a direct champion for you when you're not in the room. Right. This is true of CrowdStrike. It's true of every organization. You're not gonna be aware of the opportunities as the roles are being created. And really, as the roles are being created, they probably have somebody in mind. Right. And so if you have somebody that's in that room says, you know what, Amanda Adams would be perfect for that. Let's go talk to her about it. You have to have somebody who's your champion. Yeah. >>There there's, there's, there's a saying that 80% of the most important moments in your life happen in your absence. Yeah. And that's exactly right. You know, when they're, when someone needs to be there to champion, you, >>Did that happen for you? >>Yes. I have a very strong champion. >>So I mean, I, my observation is if, if you are a woman in tech and you're in a senior leadership position, like you are, or you're a, you're a general manager or a P and L manager or a CEO, you have to be so incredibly talented because all things being equal, maybe it's changing somewhat in some of those companies I talked about, but for the last 30 years, all takes be equal. A, a, a woman is gonna lose out to a man who is as qualified. And, and I think that's maybe slowly changing. Maybe you agree with that, maybe you don't. And maybe that's, some people think that's unfair, but you know, think about people of color. Right. They, they, they, they grew up with less op opportunities for education. And this is just the statistics that's right. Right. So should society overcompensate for that? I personally think, yes, the, the answer is just, they should, there should still be some type of meritocracy that's right. You know, but society has a responsibility to, you know, rise up all ships. >>I think there's a couple ways that you can address that through Falcon funds, scholarship programs, absolutely. Looking at supporting folks that are coming outta school, our internship program, providing those opportunities, but then just being mindful right. Of whether or not you publish the stats or not. We do have somebody who's responsible for D I, within CrowdStrike. They are looking at that and at least taking that step to understand what can we do to support the advancement across minorities. But also women is really, really important. >>Did you not have a good educational opportunity when you were growing up where you're like you had to me? Yeah, no, seriously, >>No. Seriously. I went to pretty scary schools. Right. >>Okay. So you could have gone down a really bad path. >>I, a lot of people that I grew up with went down really, really bad paths. I think the inflection point at, at least for me what the inflection point was becoming aware of this entire universe. Yeah. I was, I was headed down a path where I wasn't aware that any of this existed, when I got out of college, they were advertising in the newspaper for Cisco sales engineers, $150,000 a year. We will train. I'm a smart guy. I had no idea what that meant. Right. I could have easily gone and gotten one of those jobs. It was seven or eight years before I intersected with the tech world again. And so, you know, kind of parallel with your experience with you had someone randomly, it's like, you'd be great at Cisco. Yeah. But if, if you're not around that, and so you take people in different communities who are just, this might as well be a different planet. Yes. Yeah. The idea of eating in a restaurant where someone is serving you, food is uncomfortable, right? The idea of checking into a hotel, the idea of flying somewhere on an airplane, we talk about imposter syndrome. That's right. There are deep seated discomfort levels that people have because they just, this is completely foreign, but >>You're saying you could have foreign, you could have gone down a path where selling drugs or jacking cars was, was, was lucrative. >>I had, I had, yeah. I mean, we're getting, we're getting like deep into societal things. I was, I was very lucky. My parents were very, very young, but they're still together to this day. I had loving parents. We were very, very poor. We were surrounded by really, really, really bad stuff. So. >>Okay. So, so, okay. So this, >>I, I don't, I don't compare my situation to others. >>White woman. That's I guess this is my point. Yeah. The dynamic is different than, than a kid who grew up in the inner city. Yes. Right. And, and, and they're both important to address, but yeah. I think you gotta address them in different ways. >>Yes. But if they're, but if they're both completely ignorant of this, >>They don't know it. So it's lack of >>A, they'll never be here. >>You >>Never be here. And it's such a huge, this is such a huge difference from the rest of the world and from the rest, from the rest of our economy. >>So what would you tell a young girl? My daughters, aren't interested in tech. They want to go into fashion or healthcare, whatever Dave's daughters maybe would be a young girl, preteen, maybe teen interested in, not sure which path, why tech, what would advice would you give? >>I think just understanding what you enjoy about life, right? Like which skills are you great at? What characteristics about roles and not really focusing on a specific product. Definitely not cybersecurity versus like the broader network. I mean, literally what do you enjoy doing? And then the roles of, you know, from the skillset that's needed, whether that be marketing, and then you can start to dive into, do I wanna support marketing for a corporate environment for retail, for technology like that will come and follow your passion, which I know is so easy to say, right? But if you're passionate about certain things, I love relationships. I think that holding myself from integrity standpoint, leading with integrity, but building strong relationships on trust, that's something I take really pride in and what I get enjoyment with. It's >>Obviously your superpower. >>It, >>It is. >>But >>Then it will go back to OST too, just being authentic in the process of building those relationships, being direct to the transparency of understanding, like again, knowing what you're good at and then where you can fit into an organization, awareness of technology opportunities, I think will all lend that to. But I also wouldn't worry, like when I was 17 year old, I, I thought I would be playing volleyball in college and then going to work for a professional sports team. You know, life works out very differently. Yeah. >>Right. And then, and for those of you out there, so I love that. Thank you for that great interview. Really appreciate letting us go far field for those of you might say, well, I don't know, man. I don't know what my passion is. I'll give you a line from my daughter, Alicia, you don't learn a lot for your kids. She said, well, if you don't know what your passion is, follow your curiosity. That's great. There you go. Amanda Adams. Thanks so much. It was great to have you on. Okay. Thank you. Keep it right there. We're back with George Kurtz. We're to the short break. Dave ante, Dave Nicholson. You watching the cube from Falcon 22 in Las Vegas.

>> Hey everyone, welcome to theCUBE's coverage of the AWS startup showcase. This is season two, episode three of our ongoing series featuring AWS and its big ecosystem of partners. This particular season is focused on MarTech, emerging cloud scale customer experiences. I'm your host, Lisa Martin, and I'm pleased to be joined by James Fang, the VP of product marketing at mparticle. James, welcome to the program. Great to have you on. >> Thanks for having me. >> Tell us a little bit about mparticle, what is it that you guys do? >> Sure, so we're mparticle, we were founded in 2013, and essentially we are a customer data platform. What we do is we help brands collect and organize their data. And their data could be coming from web apps, mobile apps, existing data sources like data warehouses, data lakes, et cetera. And we help them help them organize it in a way where they're able to activate that data, whether it's to analyze it further, to gather insights or to target them with relevant messaging, relevant offers. >> What were some of the gaps in the market back then as you mentioned 2013, or even now, that mparticle is really resolving so that customers can really maximize the value of their customer's data. >> Yeah. So the idea of data has actually been around for a while, and you may have heard the buzzword 360 degree view of the customer. The problem is no one has really been actually been able to, to achieve it. And it's actually, some of the leading analysts have called it a myth. Like it's a forever ending kind of cycle. But where we've kind of gone is, first of all customer expectations have really just inflated over the years, right? And part of that was accelerated due to COVID, and the transformation we saw in the last two years, right. Everyone used to, you know, have maybe a digital footprint, as complimentary perhaps to their physical footprint. Nowadays brands are thinking digital first, for obvious reasons. And the data landscape has gotten a lot more complex, right? Brands have multiple experiences, on different screens, right? And, but from the consumer perspective, they want a complete end to end experience, no matter how you're engaging with the brand. And in order to, for a brand to deliver that experience they have to know, how the customers interacted before in each of those channels, and be able to respond in as real time as possible, to those experiences. >> So I can start an interaction on my iPad, maybe carry it through or continue it on my laptop, go to my phone. And you're right, as a, as a consumer, I want the experience across all of those different media to be seamless, to be the same, to be relevant. You talk about the customer 360, as a marketer I know that term well. It's something that so many companies use, interesting that you point out that it's really been, largely until companies like mparticle, a myth. It's one of those things though, that everybody wants to achieve. Whether we're talking about healthcare organization, a retailer, to be able to know everything about a customer so that they can deliver what's increasingly demanded that personalized, relevant experience. How does mparticle fill some of the gaps that have been there in customer 360? And do you say, Hey, we actually deliver a customer 360. >> Yeah, absolutely. So, so the reason it's been a myth is for the most part, data has been- exists either in silos, or it's kind of locked behind this black box that the central data engineering team or sometimes traditionally referred to as IT, has control over, right? So brands are collecting all sorts of data. They have really smart people working on and analyzing it. You know, being able to run data science models, predictive models on it, but the, the marketers and the people who want to draw insights on it are asking how do I get it in, in my hands? So I can use that data for relevant targeting messaging. And that's exactly what mparticle does. We democratize access to that data, by making it accessible in the very tools that the actual business users are are working in. And we do that in real time, you don't have to wait for days to get access to data. And the marketers can even self-service, they're able to for example, build audiences or build computed insights, such as, you know, average order value of a customer within the tool themselves. The other main, the other main thing that mparticle does, is we ensure the quality of that data. We know that activation is only as as good, when you can trust that data, right? When there's no mismatching, you know, first name last names, identities that are duplicated. And so we put a lot of effort, not only in the identity resolution component of our product but also being able to ensure that the consistency of that data when it's being collected meets the standard that you need. >> So give us a, a picture, kind of a topology of a, of a customer data platform. And what are some of the key components that it contains, then I kind of want to get into some of the use cases. >> Yeah. So at, at a core, a lot of customer data platforms look similar. They're responsible first of all for the collection of data, right? And again, that could be from web mobile sources, as well as existing data sources, as well as third party apps, right? For example, you may have e-commerce data in a Shopify, right. Or you may have, you know, a computer model from a, from a warehouse. And then the next thing is to kind of organize it somehow, right? And the most common way to do that is to unify it, using identity resolution into this idea of customer profiles, right. So I can look up everything that Lisa or James has done, their whole historical record. And then the third thing is to be able to kind of be able to draw some insights from that, whether to be able to build an audience membership on top of that, build a predictive model, such as the churn risk model or lifetime value of that customer. And finally is being able to activate that data, so you'll be able to push that data again, to those relevant downstream systems where the business users are actually using that data to, to do their targeting, or to do more interesting things with it. >> So for example, if I go to the next Warrior's game, which I predict they're going to win, and I have like a mobile app of the stadium or the team, how, and I and I'm a season ticket holder, how can a customer data platform give me that personalized experience and help to, yeah, I'd love to kind of get it in that perspective. >> Yeah. So first of all, again, in this modern day and age consumers are engaging with brands from multiple devices, and their attention span, frankly, isn't that long. So I may start off my day, you know, downloading the official warriors app, right. And I may be, you know browsing from my mobile phone, but I could get distracted. I've got to go join a meeting at work, drop off my kids or whatever, right? But later in the day I had in my mind, I may be interested in purchasing tickets or buying that warriors Jersey. So I may return to the website, or even the physical store, right. If, if I happen to be in the area and what the customer data platform is doing in the background, is associating and connecting all those online and offline touchpoints, to that user profile. And then now, I have a mar- so let's say I'm a marker for the golden state warriors. And I see that, you know, this particular user has looked at my website even added to their cart, you know, warriors Jersey. I'm now able to say, Hey, here's a $5 promotional coupon. Also, here's a special, limited edition. We just won, you know, the, the Western conference finals. And you can pre-book, you know, the, you know the warriors championships Jersey, cross your fingers, and target that particular user with that promotion. And it's much more likely because we have that contextual data that that user's going to convert, than just blasting them on a Facebook or something like that. >> Right. Which all of us these days are getting less and less patient with, Is those, those broad blasts through social media and things like that. That was, I love that example. That was a great example. You talked about timing. One of the things I think that we've learned that's in very short supply, in the last couple of years is people's patience and tolerance. We now want things in nanoseconds. So, the ability to glean insights from data and act on it in real time is no longer really a nice to have that's really table stakes for any type of organization. Talk to us about how mparticle facilitates that real time data, from an insights perspective and from an activation standpoint. >> Yeah. You bring up a good point. And this is actually one of the core differentiators of mparticle compared to the other CDPs is that, our architecture from the ground up is built for real time. And the way we do that is, we use essentially a real time streaming architecture backend. Essentially all the data points that we collect and send to those downstream destinations, that happens in milliseconds, right? So the moment that that user, again, like clicks a button or adds something to their shopping cart, or even abandons that shopping cart, that downstream tool, whether it's a marketer, whether it's a business analyst looking at that data for intelligence, they get that data within milliseconds. And our audience computations also happens within seconds. So again, if you're, if you have a targeted list for a targeted campaign, those updates happen in real time. >> You gave an- you ran with the Warrior's example that I threw at you, which I love, absolutely. Talk to me. You must have though, a favorite cu- real world customer example of mparticle's that you think really articulates the value to organizations, whether it's to marketers operators and has some nice, tangible business outcomes. Share with me if you will, a favorite customer story. >> Yeah, definitely one of mine and probably one of the- our most well known's is we were actually behind the scenes of the Whopper jr campaign. So a couple of years ago, Burger King ran this really creative ad where the, effectively their goal was to get their mobile app out, as well as to train, you know, all of us back before COVID days, how to order on our mobile devices and to do things like curbside checkout. None of us really knew how to do that, right. And there was a challenge of course that, no one wants to download another app, right? And most apps get downloaded and get deleted right out away. So they ran this really creative promotion where, if you drove towards a McDonald's, they would actually fire off a text message saying, Hey, how about a Whopper for 99 cents instead? And you would, you would, you would receive a text message personalized just for you. And you'd be able to redeem that at any burger king location. So we were kind of the core infrastructure plumbing the geofencing location data, to partner of ours called radar, which handles you geofencing, and then send it back to a marketing orchestration vendor to be able to fire that targeted message. >> Very cool. I, I, now I'm hungry. You, but there's a fine line there between knowing that, okay, Lisa's driving towards McDonald's let's, you know, target her with an ad for a whopper, in privacy. How do you guys help organizations in any industry balance that? Cause we're seeing more and more privacy regulations popping up all over the world, trying to give consumers the ability to protect either the right to forget about me or don't use my data. >> Yeah. Great question. So the first way I want to respond to that is, mparticle's really at the core of helping brands build their own first party data foundation. And what we mean by that is traditionally, the way that brands have approached marketing is reliant very heavily on second and third party data, right? And most that second-third party data is from the large walled gardens, such as like a Facebook or a TikTok or a Snapchat, right? They're they're literally just saying, Hey find someone that is going to, you know fit our target profile. And that data is from people, all their activity on those apps. But with the first party data strategy, because the brand owns that data, we- we can guarantee that or the brands can guarantee to their customers it's ethically sourced, meaning it's from their consent. And we also help brands have governance policies. So for example, if the user has said, Hey you're allowed to collect my data, because obviously you want to run your business better, but I don't want any my information sold, right? That's something that California recently passed, with CPRA. Then brands can use mparticle data privacy controls to say, Hey, you can pass this data on to their warehouses and analytics platforms, but don't pass it to a platform like Facebook, which potentially could resell that data. >> Got it, Okay. So you really help put sort of the, the reigns on and allow those customers to make those decisions, which I know the mass community appreciates. I do want to talk about data quality. You talked about that a little bit, you know, and and data is the lifeblood of an organization, if it can really extract value from it and act on it. But how do you help organizations maintain the quality of data so that what they can do, is actually deliver what the end user customer, whether it's a somebody buying something on a, on a eCommerce site or or, a patient at a hospital, get what they need. >> Yeah. So on the data quality front, first of all I want to highlight kind of our strengths and differentiation in identity resolution. So we, we run a completely deterministic algorithm, but it's actually fully customizable by the customer depending on their needs. So for a lot of other customer data providers, platform providers out there, they do offer identity resolution, but it's almost like a black box. You don't know what happens. And they could be doing a lot of fuzzy matching, right. Which is, you know, probabilistic or predictive. And the problem with that is, let's say, you know, Lisa your email changed over the years and CDP platform may match you with someone that's completely not you. And now all of a sudden you're getting ads that completely don't fit you, or worse yet that brand is violating privacy laws, because your personal data is is being used to target another user, which which obviously should not, should not happen, right? So because we're giving our customers complete control, it's not a black box, it's transparent. And they have the ability to customize it, such as they can specify what identifiers matter more to them, whether they want to match on email address first. They might've drawn on a more high confidence identifier like a, a hash credit card number or even a customer ID. They have that choice. The second part about ensuring data quality is we act actually built in schema management. So as those events are being collected you could say that, for example, when when it's a add to cart event, I require the item color. I require the size. Let's say it's a fashion apparel. I require the size of it and the type of apparel, right? And if, if data comes in with missing fields, or perhaps with fields that don't match the expectation, let's say you're expecting small, medium, large and you get a Q, you know Q is meaningless data, right? We can then enforce that and flag that as a data quality violation and brands can complete correct that mistake to make sure again, all the data that's flowing through is, is of value to them. >> That's the most important part is, is to make sure that the data has value to the organization, and of course value to whoever it is on the other side, the, the end user side. Where should customers start, in terms of working with you guys, do you recommend customers buy an all in one marketing suite? The best, you know, build a tech stack of best of breed? What are some of those things that you recommend for folks who are going, all right, We, maybe we have a CDP it's been under delivering. We can't really deliver that customer 360, mparticle, help us out. >> Yeah, absolutely. Well, the best part about mparticle is you can kind of deploy it in phases, right. So if you're coming from a world where you've deployed a, all in one marketing suite, like a sales force in Adobe, but you're looking to maybe modernize pieces of a platform mparticle can absolutely help with that initial step. So let again, let's say all you want to do is modernize your event collection. Well, we can absolutely, as a first step, for example, you can instrument us. You can collect all your data from your web and mobile apps in real time, and we can pipe to your existing, you know Adobe campaign manager, Salesforce, marketing cloud. And later down the line, let's say, you say I want to, you know, modernize my analytics platform. I'm tired of using Adobe analytics. You can swap that out, right again with an mparticle place, a marketer can or essentially any business user can flip the switch. And within the mparticle interface, simply disconnect their existing tool and connect a new tool with a couple of button clicks and bam, the data's now flowing into the new tool. So it mparticle really, because we kind of sit in the middle of all these tools and we have over 300 productized prebuilt integrations allows you to move away from kind of a locked in, you know a strategy where you're committed to a vendor a hundred percent to more of a best of breed, agile strategy. >> And where can customers that are interested, go what's your good and market strategy? How does that involve AWS? Where can folks go and actually get and test out this technology? >> Yeah. So first of all, we are we are AWS, a preferred partner. and we have a couple of productized integrations with AWS. The most obvious one is for example, being able to just export data to AWS, whether it's Redshift or an S3 or a kinesis stream, but we also have productized integrations with AWS, personalized. For example, you can take events, feed em to personalize and personalize will come up with the next best kind of content recommendation or the next best offer available for the customer. And mparticle can ingest that data back and you can use that for personalized targeting. In fact, Amazon personalize is what amazon.com themselves use to populate the recommended for use section on their page. So brands could essentially do the same. They could have a recommended for you carousel using Amazon technology but using mparticle to move the data back and forth to, to populate that. And then on top of that very, very soon we'll be also launching a marketplace kind of entry. So if you are a AWS customer and you have credits left over or you just want to transact through AWS, then you'll have that option available as well. >> Coming soon to the AWS marketplace. James, thank you so much for joining me talking about mparticle, how you guys are really revolutionizing the customer data platform and allowing organizations and many industries to really extract value from customer data and use it wisely. We appreciate your insights and your time. >> Thank you very much, Lisa >> For James Fang, I'm Lisa Martin. You're watching theCube's coverage of the AWS startup showcase season three, season two episode three, leave it right here for more great coverage on theCube, the leader in live tech coverage.

>> Announcer: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hey, welcome back everybody Jeff Frick here with the cube. This is a special week it's Grace Hopper week, and Grace Hopper is the best name in tech conferences. The celebration of women in computing, and we've been going there for years we're not there this year, but one of the themes that comes up over and over at Grace Hopper is women and girls need to see women in positions that they can envision themselves being in someday. That is a really important piece of the whole diversity conversation is can I see people that I can role model after and I just want to bring up something from a couple years back from 2016 when we were there, we were there with Mimi Valdez, Christina Deoja and Dr. Jeanette Epps, Dr. Jeanette Epps is the astronaut on the right. They were there talking about "The Hidden Figures" movie. If you remember it came out 2016, it was about Katherine Johnson and all the black women working at NASA. They got no credit for doing all the math that basically keep all the astronauts safe and they made a terrific movie about it. And Janet is going up on the very first Blue Origin Space Mission Next year. This was announced a couple of months ago, so again, phenomenal leadership, black lady astronaut, going to go into space and really provide a face for a lot of young girls that want to get into that and its clearly a great STEM opportunity. So we're excited to have four terrific women today that well also are the leaders that the younger women can look up to and follow their career. So we're excited to have them so we're just going to go around. We got four terrific guests, our first one is Annabel Chang, She is the Head of State Policy and Government Regulations at Waymo. Annabel great to see you, where are you coming in from today? >> from San Francisco >> Jeff: Awesome. Next up is Inamarie Johnson. She is the Chief People and Diversity Officer for Zendesk Inamarie, great to see you. Where are you calling in from today? >> Great to be here. I am calling in from Palos Verdes the state >> Jeff: awesome >> in Southern California. >> Jeff: Some of the benefits of a virtual sometimes we can, we couldn't do that without the power of the internet. And next up is Jennifer Cabalquinto she is the Chief Financial Officer of the Golden State Warriors. Jennifer, great to see you Where are you coming in from today? >> Well, I wish I was coming in from the Chase Center in San Francisco but I'm actually calling in from Santa Cruz California today. >> Jeff: Right, It's good to see you and you can surf a lot better down there. So that's probably not all bad. And finally to round out our panelists, Kate Hogan, she is the COO of North America for Accenture. Kate, great to see you as well. Where are you coming in from today? >> Well, it's good to see you too. I am coming in from the office actually in San Jose. >> Jeff: From the office in San Jose. All right, So let's get into it . You guys are all very senior, you've been doing this for a long time. We're in a kind of a crazy period of time in terms of diversity with all the kind of social unrest that's happening. So let's talk about some of your first your journeys and I want to start with you Annabel. You're a lawyer you got into lawyering. You did lawyering with Diane Feinstein, kind of some politics, and also the city of San Francisco. And then you made this move over to tech. Talk about that decision and what went into that decision and how did you get into tech? 'cause we know part of the problem with diversity is a pipeline problem. You came over from the law side of the house. >> Yes, and to be honest politics and the law are pretty homogenous. So when I made the move to tech, it was still a lot of the same, but what I knew is that I could be an attorney anywhere from Omaha Nebraska to Miami Florida. But what I couldn't do was work for a disruptive company, potentially a unicorn. And I seized that opportunity and (indistinct) Lyft early on before Ride Hailing and Ride Sharing was even a thing. So it was an exciting opportunity. And I joined right at the exact moment that made myself really meaningful in the organization. And I'm hoping that I'm doing the same thing right now at Waymo. >> Great, Inamarie you've come from one of my favorite stories I like to talk about from the old school Clorox great product management. I always like to joke that Silicon Valley needs a pipeline back to Cincinnati and Proctor and Gamble to get good product managers out here. You were in the classic, right? You were there, you were at Honeywell Plantronics, and then you jumped over to tech. Tell us a little bit about that move. Cause I'm sure selling Clorox is a lot different than selling the terrific service that you guys provide at Zendesk. I'm always happy when I see Zendesk in my customer service return email, I know I'm going to get taken care of. >> Oh wow, that's great. We love customers like you., so thank you for that. My journey is you're right from a fortune 50 sort of more portfolio type company into tech. And I think one of the reasons is because when tech is starting out and that's what Zendesk was a few five years back or so very much an early stage growth company, two things are top of mind, one, how do we become more global? And how do we make sure that we can go up market and attract enterprise grade customers? And so my experience having only been in those types of companies was very interesting for a startup. And what was interesting for me is I got to live in a world where there were great growth targets and numbers, things I had never seen. And the agility, the speed, the head plus heart really resonated with my background. So super glad to be in tech, but you're right. It's a little different than a consumer products. >> Right, and then Jennifer, you're in a completely different world, right? So you worked for the Golden State Warriors, which everybody knows is an NBA team, but I don't know that everyone knows really how progressive the Warriors are beyond just basketball in terms of the new Chase Center, all the different events that you guys put on it. And really the leadership there has decided we really want to be an entertainment company of which the Golden State Warrior basketball team has a very, very important piece, you've come from the entertainment industry. So that's probably how they found you, but you're in the financial role. You've always been in the financial role, not traditionally thought about as a lot of women in terms of a proportion of total people in that. So tell us a little bit about your experience being in finance, in entertainment, and then making this kind of hop over to, I guess Uber entertainment. I don't know even how you would classify the warriors. >> Sports entertainment, live entertainment. Yeah, it's interesting when the Warriors opportunity came up, I naturally said well no, I don't have any sports background. And it's something that we women tend to do, right? We self edit and we want to check every box before we think that we're qualified. And the reality is my background is in entertainment and the Warriors were looking to build their own venue, which has been a very large construction project. I was the CFO at Universal Studios Hollywood. And what do we do there? We build large attractions, which are just large construction projects and we're in the entertainment business. And so that sort of B to C was a natural sort of transition for me going from where I was with Universal Studios over to the Warriors. I think a finance career is such a great career for women. And I think we're finding more and more women entering it. It is one that you sort of understand your hills and valleys, you know when you're going to be busy and so you can kind of schedule around that. I think it's really... it provides that you have a seat at the table. And so I think it's a career choice that I think is becoming more and more available to women certainly more now than it was when I first started. >> Yeah, It's interesting cause I think a lot of people think of women naturally in human resources roles. My wife was a head of human resources back in the day, or a lot of marketing, but not necessarily on the finance side. And then Kate go over to you. You're one of the rare birds you've been at Accenture  for over 20 years. So you must like airplanes and travel to stay there that long. But doing a little homework for this, I saw a really interesting piece of you talking about your boss challenging you to ask for more work, to ask for a new opportunity. And I thought that was really insightful that you, you picked up on that like Oh, I guess it's incumbent on me to ask for more, not necessarily wait for that to be given to me, it sounds like a really seminal moment in your career. >> It was important but before I tell you that story, because it was an important moment of my career and probably something that a lot of the women here on the panel here can relate to as well. You mentioned airplanes and it made me think of my dad. My father was in the air force and I remember him telling stories when I was little about his career change from the air force into a career in telecommunications. So technology for me growing up Jeff was, it was kind of part of the dinner table. I mean it was just a conversation that was constantly ongoing in our house. And I also, as a young girl, I loved playing video games. We had a Tandy computer down in the basement and I remember spending too many hours playing video games down there. And so for me my history and my really at a young age, my experience and curiosity around tech was there. And so maybe that's, what's fueling my inspiration to stay at Accenture for as long as I have. And you're right It's been two decades, which feels tremendous, but I've had the chance to work across a bunch of different industries, but you're right. I mean, during that time and I relate with what Jennifer said in terms of self editing, right? Women do this and I'm no exception, I did this. And I do remember I'm a mentor and a sponsor of mine who called me up when I'm kind of I was at a pivotal moment in my career and he said you know Kate, I've been waiting for you to call me and tell me you want this job. And I never even thought about it. I mean I just never thought that I'd be a candidate for the job and let alone somebody waiting for me to kind of make the phone call. I haven't made that mistake again, (laughing) but I like to believe I learned from it, but it was an important lesson. >> It's such a great lesson and women are often accused of being a little bit too passive and not necessarily looking out for in salary negotiations or looking for that promotion or kind of stepping up to take the crappy job because that's another thing we hear over and over from successful people is that some point in their career, they took that job that nobody else wanted. They took that challenge that really enabled them to take a different path and really a different Ascension. And I'm just curious if there's any stories on that or in terms of a leader or a mentor, whether it was in the career, somebody that you either knew or didn't know that was someone that you got kind of strength from kind of climbing through your own, kind of career progression. Will go to you first Annabel. >> I actually would love to talk about the salary negotiations piece because I have a group of friends about that we've been to meeting together once a month for the last six years now. And one of the things that we committed to being very transparent with each other about was salary negotiations and signing bonuses and all of the hard topics that you kind of don't want to talk about as a manager and the women that I'm in this group with span all types of different industries. And I've learned so much from them, from my different job transitions about understanding the signing bonus, understanding equity, which is totally foreign to me coming from law and politics. And that was one of the most impactful tools that I've ever had was a group of people that I could be open with talking about salary negotiations and talking about how to really manage equity. Those are totally foreign to me up until this group of women really connected me to these topics and gave me some of that expertise. So that is something I strongly encourage is that if you haven't openly talked about salary negotiations before you should begin to do so. >> It begs the question, how was the sensitivity between the person that was making a lot of money and the person that wasn't? And how did you kind of work through that as a group for the greater good of everyone? >> Yeah, I think what's really eye opening is that for example, We had friends who were friends who were on tech, we had friends who were actually the entrepreneurs starting their own businesses or law firm, associates, law firm partners, people in PR, so we understood that there was going to be differences within industry and frankly in scale, but it was understanding even the tools, whether I think the most interesting one would be signing bonus, right? Because up until a few years ago, recruiters could ask you what you made and how do you avoid that question? How do you anchor yourself to a lower salary range or avoid that happening? I didn't know this, I didn't know how to do that. And a couple of women that had been in more senior negotiations shared ways to make sure that I was pinning myself to a higher salary range that I wanted to be in. >> That's great. That's a great story and really important to like say pin. it's a lot of logistical details, right? You just need to learn the techniques like any other skill. Inamarie, I wonder if you've got a story to share here. >> Sure. I just want to say, I love the example that you just gave because it's something I'm super passionate about, which is transparency and trust. Then I think that we're building that every day into all of our people processes. So sure, talk about sign on bonuses, talk about pay parody because that is the landscape. But a quick story for me, I would say is all about stepping into uncertainty. And when I coach younger professionals of course women, I often talk about, don't be afraid to step into the role where all of the answers are not vetted down because at the end of the day, you can influence what those answers are. I still remember when Honeywell asked me to leave the comfort of California and to come to the East coast to New Jersey and bring my family. And I was doing well in my career. I didn't feel like I needed to do that, but I was willing after some coaching to step into that uncertainty. And it was one of the best pivotal moment in my career. I didn't always know who I was going to work with. I didn't know the challenges and scope I would take on, but those were some of the biggest learning experiences and opportunities and it made me a better executive. So that's always my coaching, like go where the answers aren't quite vetted down because you can influence that as a leader. >> That's great, I mean, Beth Comstock former vice chair at GE, one of her keynotes I saw had a great line, get comfortable with being uncomfortable. And I think that its a really good kind of message, especially in the time we're living in with accelerated change. But I'm curious, Inamarie was the person that got you to take that commitment. Would you consider that a sponsor, a mentor, was it a boss? Was it maybe somebody not at work, your spouse or a friend that said go for it. What kind of pushed you over the edge to take that? >> It's a great question. It was actually the boss I was going to work for. He was the CHRO, and he said something that was so important to me that I've often said it to others. And he said trust me, he's like I know you don't have all the answers, I know we don't have this role all figured out, I know you're going to move your family, but if you trust me, there is a ton of learning on the other side of this. And sometimes that's the best thing a boss can do is say we will go on this journey together. I will help you figure it out. So it was a boss, but I think it was that trust and that willingness for him to stand and go alongside of me that made me pick up my family and be willing to move across the country. And we stayed five years and really, I am not the same executive because of that experience. >> Right, that's a great story, Jennifer, I want to go to you, you work for two owners that are so progressive and I remember when Joe Lacob came on the floor a few years back and was booed aggressively coming into a franchise that hadn't seen success in a very long time, making really aggressive moves in terms of personnel, both at the coaches and the players level, the GM level. But he had a vision and he stuck to it. And the net net was tremendous success. I wonder if you can share any of the stories, for you coming into that organization and being able to feel kind of that level of potential success and really kind of the vision and also really a focus on execution to make the vision real cause vision without execution doesn't really mean much. If you could share some stories of working for somebody like Joe Lacob, who's so visionary but also executes so very, very effectively. >> Yeah, Joe is, well I have the honor of working for Joe, for Rick Welts to who's our president. Who's living legend with the NBA with Peter Guber. Our leadership at the Warriors are truly visionary and they set audacious targets. And I would say from a story the most recent is, right now what we're living through today. And I will say Joe will not accept that we are not having games with fans. I agree he is so committed to trying to solve for this and he has really put the organization sort of on his back cause we're all like well, what do we do? And he has just refused to settle and is looking down every path as to how do we ensure the safety of our fans, the safety of our players, but how do we get back to live entertainment? And this is like a daily mantra and now the entire organization is so focused on this and it is because of his vision. And I think you need leaders like that who can set audacious goals, who can think beyond what's happening today and really energize the entire organization. And that's really what he's done. And when I talked to my peers and other teams in there they're talking about trying to close out their season or do these things. And they're like well, we're talking about, how do we open the building? And we're going to have fans, we're going to do this. And they look at me and they're like, what are you talking about? And I said, well we are so fortunate. We have leadership that just is not going to settle. Like they are just always looking to get out of whatever it is that's happening and fix it. So Joe is so committed His background, he's an epidemiologist major I think. Can you imagine how unique a background that is and how timely. And so his knowledge of just around the pandemic and how the virus is spread. And I mean it's phenomenal to watch him work and leverage sort of his business acumen, his science acumen and really think through how do we solve this. Its amazing. >> The other thing thing that you had said before is that you basically intentionally told people that they need to rethink their jobs, right? You didn't necessarily want to give them permission to get you told them we need to rethink their jobs. And it's a really interesting approach when the main business is just not happening, right? There's just no people coming through the door and paying for tickets and buying beers and hotdogs. It's a really interesting talk. And I'm curious, kind of what was the reception from the people like hey, you're the boss, you just figure it out or were they like hey, this is terrific that he pressed me to come up with some good ideas. >> Yeah, I think when all of this happened, we were resolved to make sure that our workforce is safe and that they had the tools that they needed to get through their day. But then we really challenged them with re imagining what the next normal is. Because when we come out of this, we want to be ahead of everybody else. And that comes again from the vision that Joe set, that we're going to use this time to make ourselves better internally because we have the time. I mean, we had been racing towards opening Chase Center and not having time to pause. Now let's use this time to really rethink how we're doing business. What can we do better? And I think it's really reinvigorated teams to really think and innovate in their own areas because you can innovate anything, right?. We're innovating how you pay payables, we're all innovating, we're rethinking the fan experience and queuing and lines and all of these things because now we have the time that it's really something that top down we want to come out of this stronger. >> Right, that's great. Kate I'll go to you, Julie Sweet, I'm a big fan of Julie Sweet. we went to the same school so go go Claremont. But she's been super aggressive lately on a lot of these things, there was a get to... I think it's called Getting to 50 50 by 25 initiative, a formal initiative with very specific goals and objectives. And then there was a recent thing in terms of doing some stuff in New York with retraining. And then as you said, military being close to your heart, a real specific military recruiting process, that's formal and in place. And when you see that type of leadership and formal programs put in place not just words, really encouraging, really inspirational, and that's how you actually get stuff done as you get even the consulting businesses, if you can't measure it, you can't improve it. >> Yeah Jeff, you're exactly right. And as Jennifer was talking, Julie is exactly who I was thinking about in my mind as well, because I think it takes strong leadership and courage to set bold bold goals, right? And you talked about a few of those bold goals and Julie has certainly been at the forefront of that. One of the goals we set in 2018 actually was as you said to achieve essentially a gender balance workforce. So 50% men, 50% women by 2025, I mean, that's ambitious for any company, but for us at the time we were 400,000 people. They were 500, 6,000 globally. So when you set a goal like that, it's a bold goal and it's a bold vision. And we have over 40% today, We're well on our path to get to 50%, I think by 2025. And I was really proud to share that goal in front of a group of 200 clients the day that it came out, it's a proud moment. And I think it takes leaders like Julie and many others by the way that are also setting bold goals, not just in my company to turn the dial here on gender equality in the workforce, but it's not just about gender equality. You mentioned something I think it's probably at as, or more important right now. And that's the fact that at least our leadership has taken a Stand, a pretty bold stand against social injustice and racism, >> Right which is... >> And so through that we've made some very transparent goals in North America in terms of the recruitment and retention of our black African American, Hispanic American, Latinex communities. We've set a goal to increase those populations in our workforce by 60% by 2025. And we're requiring mandatory training for all of our people to be able to identify and speak up against racism. Again, it takes courage and it takes a voice. And I think it takes setting bold goals to make a change and these are changes we're committed to. >> Right, that's terrific. I mean, we started the conversation with Grace Hopper, they put out an index for companies that don't have their own kind of internal measure to do surveys again so you can get kind of longitudinal studies over time and see how you're improving Inamarie, I want to go to you on the social justice thing. I mean, you've talked a lot about values and culture. It's a huge part of what you say. And I think that the quote that you use, if I can steal it is " no culture eats strategy for breakfast" and with the social injustice. I mean, you came out with special values just about what Zendesk is doing on social injustice. And I thought I was actually looking up just your regular core mission and value statement. And this is what came up on my Google search. So I wanted to A, you published this in a blog in June, taking a really proactive stand. And I think you mentioned something before that, but then you're kind of stuck in this role as a mind reader. I wonder if you can share a little bit of your thoughts of taking a proactive stand and what Zendesk is doing both you personally, as well as a company in supporting this. And then what did you say as a binder Cause I think these are difficult kind of uncharted waters on one hand, on the other hand, a lot of people say, hello, this has been going on forever. You guys are just now seeing cellphone footage of madness. >> Yeah Wow, there's a lot in there. Let me go to the mind reader comments, cause people are probably like, what is that about? My point was last December, November timing. I've been the Chief People Officer for about two years And I decided that it really was time with support from my CEO that Zendesk have a Chief Diversity Officer sitting in at the top of the company, really putting a face to a lot of the efforts we were doing. And so the mind reader part comes in little did I know how important that stance would become, in the may June Timing? So I joked that, it almost felt like I could have been a mind reader, but as to what have we done, a couple of things I would call out that I think are really aligned with who we are as a company because our culture is highly threaded with the concept of empathy it's been there from our beginning. We have always tried to be a company that walks in the shoes of our customers. So in may with the death of George Floyd and the world kind of snapping and all of the racial injustice, what we said is we wanted to not stay silent. And so most of my postings and points of view were that as a company, we would take a stand both internally and externally and we would also partner with other companies and organizations that are doing the big work. And I think that is the humble part of it, we can't do it all at Zendesk, we can't write all the wrongs, but we can be in partnership and service with other organizations. So we used funding and we supported those organizations and partnerships. The other thing that I would say we did that was super important along that empathy is that we posted space for our employees to come together and talk about the hurt and the pain and the experiences that were going on during those times and we called those empathy circles. And what I loved is initially, it was through our mosaic community, which is what we call our Brown and black and persons of color employee resource group. But it grew into something bigger. We ended up doing five of these empathy circles around the globe and as leadership, what we were there to do is to listen and stand as an ally and support. And the stories were life changing. And the stories really talked about a number of injustice and racism aspects that are happening around the world. And so we are committed to that journey, we will continue to support our employees, we will continue to partner and we're doing a number of the things that have been mentioned. But those empathy circles, I think were definitely a turning point for us as an organization. >> That's great, and people need it right? They need a place to talk and they also need a place to listen if it's not their experience and to be empathetic, if you just have no data or no knowledge of something, you need to be educated So that is phenomenal. I want to go to you Jennifer. Cause obviously the NBA has been very, very progressive on this topic both as a league, and then of course the Warriors. We were joking before. I mean, I don't think Steph Curry has ever had a verbal misstep in the history of his time in the NBA, the guy so eloquent and so well-spoken, but I wonder if you can share kind of inside the inner circle in terms of the conversations, that the NBA enabled right. For everything from the jerseys and going out on marches and then also from the team level, how did that kind of come down and what's of the perception inside the building? >> Sure, obviously I'm so proud to be part of a league that is as progressive and has given voice and loud, all the teams, all the athletes to express how they feel, The Warriors have always been committed to creating a diverse and equitable workplace and being part of a diverse and equitable community. I mean that's something that we've always said, but I think the situation really allowed us, over the summer to come up with a real formal response, aligning ourselves with the Black Lives Matter movement in a really meaningful way, but also in a way that allows us to iterate because as you say, it's evolving and we're learning. So we created or discussed four pillars that we wanted to work around. And that was really around wallet, heart, beat, and then tongue or voice. And Wallet is really around putting our money where our mouth is, right? And supporting organizations and groups that aligned with the values that we were trying to move forward. Heart is around engaging our employees and our fan base really, right? And so during this time we actually launched our employee resource groups for the first time and really excited and energized about what that's doing for our workforce. This is about promoting real action, civic engagement, advocacy work in the community and what we've always been really focused in a community, but this really hones it around areas that we can all rally around, right? So registration and we're really focused on supporting the election day results in terms of like having our facilities open to all the electorate. So we're going to have our San Francisco arena be a ballot drop off, our Oakland facilities is a polling site, Santa Cruz site is also a polling location, So really promoting sort of that civic engagement and causing people to really take action. heart is all around being inclusive and developing that culture that we think is really reflective of the community. And voice is really amplifying and celebrating one, the ideas, the (indistinct) want to put forth in the community, but really understanding everybody's culture and really just providing and using the platform really to provide a basis in which as our players, like Steph Curry and the rest want to share their own experiences. we have a platform that can't be matched by any pedigree, right? I mean, it's the Warriors. So I think really getting focused and rallying around these pillars, and then we can iterate and continue to grow as we define the things that we want to get involved in. >> That's terrific. So I have like pages and pages and pages of notes and could probably do this for hours and hours, but unfortunately we don't have that much time we have to wrap. So what I want to do is give you each of you the last word again as we know from this problem, right? It's not necessarily a pipeline problem, it's really a retention problem. We hear that all the time from Girls in Code and Girls in Tech. So what I'd like you to do just to wrap is just a couple of two or three sentences to a 25 year old, a young woman sitting across from you having coffee socially distanced about what you would tell her early in the career, not in college but kind of early on, what would the be the two or three sentences that you would share with that person across the table and Annabel, we'll start with you. >> Yeah, I will have to make a pitch for transportation. So in transportation only 15% of the workforce is made up of women. And so my advice would be that there are these fields, there are these opportunities where you can make a massive impact on the future of how people move or how they consume things or how they interact with the world around them. And my hope is that being at Waymo, with our self driving car technology, that we are going to change the world. And I am one of the initial people in this group to help make that happen. And one thing that I would add is women spend almost an hour a day, shuttling their kids around, and we will give you back that time one day with our self driving cars so that I'm a mom. And I know that that is going to be incredibly powerful on our daily lives. >> Jeff: That's great. Kate, I think I might know what you're already going to say, but well maybe you have something else you wanted to say too. >> I don't know, It'll be interesting. Like if I was sitting across the table from a 25 year old right now I would say a couple of things first I'd say look intentionally for a company that has an inclusive culture. Intentionally seek out the company that has an inclusive culture, because we know that companies that have inclusive cultures retain women in tech longer. And the companies that can build inclusive cultures will retain women in tech, double, double the amount that they are today in the next 10 years. That means we could put another 1.4 million women in tech and keep them in tech by 2030. So I'd really encourage them to look for that. I'd encouraged them to look for companies that have support network and reinforcements for their success, and to obviously find a Waymo car so that they can not have to worry where kids are on for an hour when you're parenting in a few years. >> Jeff: I love the intentional, it's such a great word. Inamarie, >> I'd like to imagine that I'm sitting across from a 25 year old woman of color. And what I would say is be authentically you and know that you belong in the organization that you are seeking and you were there because you have a unique perspective and a voice that needs to be heard. And don't try to be anything that you're not, be who you are and bring that voice and that perspective, because the company will be a better company, the management team will be a better management team, the workforce will be a better workforce when you belong, thrive and share that voice. >> I love that, I love that. That's why you're the Chief People Officer and not Human Resources Officer, cause people are not resources like steel and cars and this and that. All right, Jennifer, will go to you for the wrap. >> Oh my gosh, I can't follow that. But yes, I would say advocate for yourself and know your value. I think really understanding what you're worth and being willing to fight for that is critical. And I think it's something that women need to do more. >> Awesome, well again, I wish we could go all day, but I will let you get back to your very, very busy day jobs. Thank you for participating and sharing your insight. I think it's super helpful. And there and as we said at the beginning, there's no better example for young girls and young women than to see people like you in leadership roles and to hear your voices. So thank you for sharing. >> Thank you. >> All right. >> Thank you. >> Okay thank you. >> Thank you >> All right, so that was our diversity panel. I hope you enjoyed it, I sure did. I'm looking forward to chapter two. We'll get it scheduled as soon as we can. Thanks for watching. We'll see you next time. (upbeat music)

>> Announcer: From San Francisco, it's theCUBE covering Accenture Tech Vision 2020, brought to you by Accenture. >> Hey, welcome back, everybody. Jeff Rick here with theCUBE. We are high atop San Francisco, at the Accenture Innovation Hub, 33rd floor of the Salesforce Tower at the Accenture Technology Vision 2020 party. The party's getting started. Paul, and Mike, and the team are going to present the findings, and we're excited to have, actually, the hostess of this great facility. She's Ashley Miller, managing director of the San Francisco Innovation Hub. Ashley, great to see you. >> Great to see you again. >> So, congratulations once again. We were here last year. It was the grand opening of this facility. >> Ashley: Yes, sure was. >> You've had it open for a year now. >> We sure have. It's been a year. We also have a soft launch in September, so a little more than a year under our belt, and as you can see, the place is busy. >> Right, so you had the hard job, right? So Mike, and Paul, and all the big brains, they put together pretty pictures, and great statements. You're the one that actually has to help customers implement this stuff, so tell us a little bit about how you use the Tech Vision because it's pretty insightful. It's a lot deeper than cloud's going to be big, or mobile's going to be big, but to take some of these things to help you with your customers drive this innovation. >> Yeah, well, I don't know about having the hard job against theirs. They certainly have the hard job understanding what these technology trends are that are going to have an impact on business three to five years out, but I certainly do have the fun job, and the exciting job. I get to work with our clients every day here in the hub, and work with our 250 dedicated innovation teammates here in the hub to think about the impact of these trends to their business, so clients come in for a day, two days, a week, and we'll sit with technologists. We'll get our hands on some of these emerging technologies, on quantum computing, on artificial intelligence, machine vision, machine learning, natural language processing. You name it, we have it here. We have a smart materials showcase going on upstairs that a lot of these clients have checked out, so they can come here, they can get their hands on these technologies that are driving these trends, and then, they can sit and work with strategists, and others who can think about, what are the application of these technologies to their business? And then, what's really exciting is we have engineers here who can then help build prototypes to actually test these technologies to see what their impacts are for the business, and then, finally, support the rollout of pilots that prove successful, so it's, again, it's a fun job. I love it. >> And how does it actually work in terms of best practices? Is it starting out as some strategy conversation with the top-level people about trying to integrate say, more AI into their products, or is it maybe more of within a product group, where they're trying to be a little bit more innovative, and it really challenges on the product development path? You talked about the material science that they want to go down, what are some of the ways that people actually work with you, and work with your teams, and leverage this asset here at the hub? >> Yeah, so ultimately, it's both, and it's at all ends of the spectrum. We are here in the Silicon Valley, where clients are coming from all over the globe to understand what the trends are that are going to shape their business operations in the future, so we have clients that are coming through. Some people call them digital safaris, or innovation safaris. Some people may say that's not valuable. I think it is valuable to come and get firsthand experience, knowledge, touch and feel these things, and really dedicate time to think about the application to your business. On the other end of the spectrum, we'll have clients who are here for days, weeks, and months, and we have ongoing partnerships with clients. We've been open for about a year and a half, for that and longer to actually embed this innovation capabilities into their business, so I think maybe an answer is, what is the most successful model I see? I really get to dig into these clients who are using our services as an innovation engine to help them drive their business, and to help augment their innovation capabilities, and it's those clients I see who are continuously testing, continuously learning, understanding the impact of these technologies, driving proofs of concepts to test them who are able to make progress. >> Can it happen without top down support? I mean, we talked, unfortunately Clayton Christensen just passed away. Innovator's Dilemma, my favorite business book of all time because he said smart people making sound business decisions based on customers, profitability, and business, logical business priorities, will always miss discontinuous change. Jeff Bezos talks about AWS had a seven-year head start on their public cloud because no one down in Redwood Shores, or Waldorf was paying attention to the bookseller in Seattle, so it's hard for big companies to innovate, so is it really necessary for that top down, that, hey, we are going to invest, and we are going to saddle up, and get our hands dirty with some of these technologies for them to be successful, and drive innovation because it's not easy for big enterprises. >> You're exactly right. Innovation is hard. Change is difficult. I was a student of Clayton Christensen, and like you and many others, are mourning his passing. He made a significant impact, this area of research. Change is hard. It's difficult, so we see a lot of clients who are coming in, and are doing interesting things to overcome that inertia to stay put, and I think tops down leadership is a significant piece of that. You need to have leaders who are supporting movement, who are enabling decision making quickly, so they are supporting small decisions they're making frequently so that there's not a massive decision that happens at the end of a pilot, but rather, micro-decisions that help ensure things are being moved along, building pilots and proof of concepts, of course, helped in that movement to get buy-in, to get leaders to see the value, and to also pivot if something isn't working, so innovation is hard. Accenture's Innovation Hub helps to fill some of those gaps because really, we are a sandbox, where you can come in, build the proof of concepts, test these ideas, and then, in an ongoing, continuous way, help understand their impacts to your business. >> Right, and I'm just curious how often, as order of magnitude, this innovation around a particular, existing business, maybe it's the new materials, the new way of thinking about it, versus maybe, is this a way for them to really explore wild ideas, or go out a little bit beyond the edge of what they're going to execute in their normal, day to day, say, product development because which of those do you find is best use of your resources? >> Yeah, so again, it runs the spectrum. I mean, I think the companies who are innovating around the edges, they're spending a lot of money to run pilots, and tests, proof of concepts that may not have significant value to the core of their business, so of course, it's the companies who are really thinking about how they're going to innovate new business models, how they're going to build on these trends to figure out where their company is going in the future, and be ready, and be ahead of the curve, but in order to get there, maybe you do need to get your hands dirty, and run some tests, run some proof of concepts to understand the technology. The key is, in order to ensure that the investment in those activities is actually helping you move the needle. >> Right, so how should people, if somebody's watching this, and they want to get involved, or I'm busting my head. We're not moving as fast as we need to. I'm nervous. I have an imperative. I need to accelerate this stuff. How do they get involved, and how do they end up here getting their hands dirty with some of your team? >> Yeah, thanks for that, appreciate that. Accenture works with the largest organizations around the globe, and there's typically a client account leader, partner, from Accenture embedded into the biggest organizations, and so, for those who are existing clients, they can reach out to their client account lead, and we would be delighted to welcome them in, and do some, either, exploratory research into these technologies, or actually, do some longer-term innovation engine work, where we're helping to augment their capabilities. For those who, maybe, aren't an Accenture client, then, we do have open houses. We do quarterly open events, not only for potential new clients, but also, for people in the community for partners, for schools. We're really committed to helping to be an asset for San Francisco, for this community, so keep your eyes peeled for opportunities to come in. >> Yeah, that's great because last time when we were here when we opened there was a lot of conversation about being a very active participant in the community. You guys are sponsors with the Warriors at the Chase Center, but no, I think we had a number of people from the city and county of San Francisco in talking about the opportunities, and being an active, engaged member of the community beyond just a for-profit company. >> Absolutely, and the undercurrent of this year's Tech Vision, which is about to launch is all about thinking beyond the edges of your organization, and understanding the choices that you make, how they impact the communities you serve, so it's really important to us to be a good steward of that here at Accenture, and we have teammates accessible within the hub. For example, data enthesis, who can help you understand the decisions you're making around artificial intelligence. Are you using data securely? Are you using it in a way that makes people feel comfortable? So we have teammates here who can help clients consider the impact of these decisions that goes beyond the four walls, to really be a good steward for the next generation. >> Okay, well, next time I come, I'm wearing a white coat, so we can go get our hands dirty. >> I like it. >> All right, Ashley, well, again, congratulations to you and the team, and have a great evening. >> Thank you so much. >> All right, she's Ashley, I'm Jeff. You're watching theCUBE. We're at the Accenture Innovation Hub for the Technology Vision 2020. Thanks for watching, and we'll see you next time. (funky electronic music)

(funky jazz music) >> From our studios in the heart of Silicon Valley, Palo Alto, California, this is a CUBE conversation. >> Hello, and welcome to theCUBE studios in Palo Alto, CA for another CUBE Conversation, where we go in-depth with thought leaders driving innovation across tech industry. I'm your host, Peter Burris. Everybody talks about the unbelievable explosion in the amount of data that digital business is going to generate. That's true. But there's an analogue to that, and that is the unbelievable explosion in software that's going to be created over the next decade. The difference, though, is that if you create data, sometimes it's good, sometimes it's bad, different quality levels, but it's really easy to create really bad software, and bad software can take down a business. So as a consequence, every business, from the CIO down to the most lowly person in the organization, has to participate in the process of creating great software, either in the design or conceptualization standpoint, to a use standpoint. It's a very important topic and it's one I'm really excited about, and to have that conversation, we're joined by two great thought leaders in this space. Dominik Tornow is the principal engineer at the office of CTO at Cisco, and Sara Lynn Hua is a UX designer at Chegg, Inc. Thanks for joining us on theCUBE. >> Thanks for having us. >> So, Sara. Let's talk to you first. Tell us a little bit about Chegg. >> Yeah, so Chegg is an education technology company that provides both physical and fiscal services to students. >> Okay, great. So with that in mind, I want to come to this issue of the marriage of UX and the marriage of cloud native. Let's start here, what is UX? >> So UX stands for user experience design and user experience design is the process of creating a meaningful and intuitive experience in a product, like a software application for a user. >> So, cloud native. >> Well, cloud native applications, as we talked about, are applications that are scalable and reliable by construction. So in order to have a cloud native system, you need a system that is capable of detecting and mitigating load in failure, and you can basically say cloud and cloud native applications have as much in common as Java and JavaScript, or, if you want to avoid the bar fight, have as much in common as car and carpet. So cloud native application or cloud native systems have effects on your entire organization. >> So, Sara, as a UX person, a person who's really worried about having a, building software that is intuitive and useful for human beings, how do you think about the impact of cloud native? Is that something that is good, bad, indifferent? Where's cloud native at Chegg? >> So, Chegg is in the process of adopting cloud native principles. Chegg has three million subscribers and is actively growing especially in the international space, so obviously reliability and scalability are one of our highest priorities. We have a lot of different applications and we have a lot of different teams, so, due to a lot of different acquisitions, we're at different stages of adopting cloud native principles. >> So it's something that has immediate implications, not only as you talk to students and people who you are trying to inculturate to great UX design, but also in your business as well. >> Exactly. >> Alright, so let's get into this. Because there is a lot of excitement about cloud native and building applications faster, but as I said up front, it's not uncommon for people to build really bad applications fast. So, how does UX and cloud native come together? From your perspective, Sara, what do you think that marriage needs to look like? >> So I think a lot of what ends up happening with cloud native, adopting cloud native principles, is that user experience designers are sometimes left outside of that decision. We learn about it later on and there are lot of far-reaching implications of adopting cloud native principles that we normally don't think about from a design perspective, and one of them would be, we don't know to design for partial failure. If certain components depend on a service, and that part of the system then fails, then from a user experience perspective, a user using that component may have an awful experience, but we're not necessarily thinking about that in terms of reliability. >> So it's a reliability question, so some of the precepts of cloud native aren't recognized as potential constraints as you imagine the nature of the application, but still, you're still focused on translating user insights and user practices and user realities into design elements that can be built. But it starts with at least into design elements. You're trying to build the right application. Have I got that right? >> Mm-hmm. I think when we talk about how cloud native relates to design we also have to talk a bit about how designers and developers collaborate. >> So you've got UX folks that are really focused on building the right application. How does that impact the way cloud native developers have to start thinking? >> Well, if Sara is responsible for building the right application, I am responsible for building the application right, and there is, of course, there is a collaboration. There is a peer relationship between design and development, and design happens to be the first step in the process. So while designers uncover the requirements of the application, right, it is my job to implement these requirements. And in this case I am a service provider to the UX and UI designers, and I get to veto only on three counts. That is, if a certain design negatively impacts scalability, negatively impacts reliability, or, of course, negatively impacts security. Other than that, I only communicate the consequences. For example, consequences in terms of costs. So if designers lay out a few alternatives, design alternatives for an application, I can, of course, communicate, how long is it going to take to implement it? Or how costly is this solution going to be? However, it is, at the end of the day, the business and the design makes the decision. >> So if I think about it, if I can, just let me throw out kind of how I think about some of this stuff. I imagine you really focusing on the social dynamics that have to be reflected in the software, given, you know, human constraints and human experiences, and quite frankly whether or not people are going to find the system useful and meaningful and enjoyable to use, otherwise they don't adopt it, and I think of you in terms of the technology dynamics. So both of you are thinking about the underlying dynamics of how it's going to work. You facing the system and you facing the user. Have I got that right? >> Yes, you absolutely got that right. So if you make people happy, I make systems happy, and you see this is also a core conflict, right? So even though we are working on the same application, right, there is, of course, a lot of tension because we are pulling in two different directions. >> Mm-hmm. >> Well, you mentioned earlier what cloud native is and the idea, you know, all the things by design at the system level, but there are a number of techniques that cloud native developers are starting to apply. We talked a little bit about one of them up front, partial failure, that has to be accommodated because we're talking about a greater distribution of systems. One of them is eventual consistency. Historically we like to say, "Oh, when I tell the computer to do something, "it's going to do it "irrefutably and absolutely." But that doesn't work in cloud native. Talk a little bit about eventual consistency and what that's going to mean from a design standpoint. >> So for some applications, scalability and reliability may benefit, as you said, for applying eventual consistency. So eventual consistency, meaning that the effects of the last write converge in the different parts of the system at different times, right, and yes, while that benefits the scalability and reliability of the system, that may absolutely negatively impact the user experience. >> How? >> Well, for example if you have, let's say a sports app, right? So two users are using ESPN to get their sports updates on how the game is going, and these two users are getting information. If they're getting information from the same node then we don't have a problem, but if these two users are getting information from different nodes, there's a delay in when they get the game score. This doesn't matter unless the two users are actually sitting in the same room. So someone might get an update about this game way earlier that someone else might, and then they'll be like, "Oh, look at this, the Warriors just scored!" And the other person is like, "What are you talking about?" So once you have the use case of them being in the same room then that actually creates this negative user experience of someone assuming their app is slower. Something like that. >> I'm going to take that example and I'm going to add another one, because I think that this has significant importance when we talk about the implications. Let's talk about financial transactions. So we're, you know, stock trading. That, it shouldn't necessarily be that the fact that I'm a few thousand kilometers away necessarily puts me at a disadvantage, but metaphorically if my node is processing slower than your node and you get that information about what's happening with stocks faster than I do, then I'm at a disadvantage. That has a pretty significant impact, social as well as technical, on subsequent behaviors. So there's this notion of blast radius, of how those impacts affect not just a particular transaction at a particular terminal, you're going to have impacts in much broader social settings. Tell us a little bit about that. >> Yeah, so for blast radius, the way I like to look at it, is the parts of the system that are directly or indirectly affected by the failure of another part of the system. Would you say you agree with that? >> Perfect definition. So the blast radius being the parts of the system that are transitively affected by one part of the system failing. And even so we share the same definition of blast radius, our experience is actually very different. >> Mm-hmm. >> So let's talk a little bit about, for example, a recommendation service like in an e-commerce application or a video streaming service that takes my past behavior into account and recommends additional items to consume in the future. So, I would say in typical systems the recommendation service is a standalone service. Not many services depend on the recommendation service. Right. So if the recommendation service fails, for me the blast radius is very small. I may not necessarily want to get up at a Saturday night in order to fix the recommendation system. >> You, being the cloud native person. >> Correct, but the UX designer may have a complete different view of that. >> Yeah, so at Chegg, for example, we use recommendations to give our users certain parts of content, so users really rely on our recommendations to really master a subject that they are studying, and we have all these pages dedicated to just having recommendations for the user. You're studying math, great. Here's a list of practice problems that you probably should go through before your quiz. So imagine they're studying for a math exam tomorrow and they're up at two a.m. and going through these practice problems and bam! That recommendations module suddenly fails. That is something that keeps me up at night because the parts of this system that, or what I think about as parts of the system, are user flows and user interactions, and if we do not provide that service to that user at that time, it could result in them leaving us as a subscriber because of that negative user experience. >> So it's very clear today that we need to factor the practical constraints of the system as we do UX, but more importantly, we need to really accommodate the real human experience, those user interactions, user flows, in how we design the systems. It's not really what's happening today the way we want it to. Give us one simple step, Sara, we'll start with you. One simple step that you think would improve these two groups working together. >> Well, like I mentioned before, having those conversations with designers because when a company is moving towards cloud native principals, and towards adopting cloud native principals, and they leave designers out of the conversation, designers aren't aware that they need to design for partial failure. >> So get designers into those sprints early on in the system design and not just later on as you get close to thinking about what the user is going to experience. >> Right, exactly. >> That is, I 100% agree with that. It is first and foremost a conversation to be had, and you have to have this conversation on the very first step of the journey. You cannot bring in, whether UX or UI, designers at a late stage in time. You have to bring them in at the very first moment. And you have to establish the peer relationship, and you do have to understand that as a developer you are a service provider to the designers. >> And you know, I'll make a quick observation, and my quick observation is having been in this world a little bit. It's actually a lot more fun to think about the human element early on in the process. It just makes the constraints on the technical side a little bit more interesting and a little bit more meaningful. >> That is very true, I agree. I very much like the examples that Sara brought up because if you think about a cold-hearted technology, you would think about nodes that scale up, for example, in the example of the eventual consistency. You think of nodes to scale up but you do not think of the consequences. Yet, if you have this conversation early on with the designers, right, you see the consequence of what it does if your system scales, and you can actually apply simple remedies that have great effect on the user experience. In that case if there is geographical proximity to users you route them to the same node and you make the user experience so much better. It is very fulfilling. >> Sara Lynn Hua, Chegg. Dominik Tornow, Cisco. Thank you very much for being on theCUBE. Great conversation. >> Thanks for having us. >> And once again, I want to thank you for participating in another CUBE conversation. Until next time. (funky jazz music)

>> Announcer: From the Cosmopolitan Hotel in Las Vegas, Nevada, it's theCUBE. Covering Coupa Inspire 2019. Brought to you by Coupa. >> Welcome to theCUBE. Lisa Martin on the ground at Coupa Inspire '19 from the Vegas. I'm very pleased to welcome not Bono, not Sting, it's Chandar, the CMO of Coupa. Chandar, welcome to theCUBE. >> Lisa, thank you, it's great to be here today. >> This is a really cool event. Procurement is sexy. >> It is sexy. >> It can be so incredibly transformative to any organization. I loved how the last two days, what you guys have done is a great job of articulating Coupa's value in procurement, invoicing, payments, expense, through the voices of your customers and I think there's no better brand value that you can get. >> Sure, absolutely. >> Tell us a little bit about your role as the CMO of Coupa and marketing in a fast-growing company with a product that people might go, "I haven't heard of that, what is that again?" >> Yeah, it's a good question. I think if I look at it, my role is at Coupa, especially, for Coupa, what's interesting about it, as you said, is that every company makes money, every company spends money. So, invariably, Coupa can be used across a set of different companies. One from the Golden State Warriors to Procter & Gamble to the Lukemia & Lymphoma Society. Across the board. And then, from our perspective, holistically, we're looking at business, but managed from different aspects of spend. You said procurement was in expenses. So, my role is to build a marketing engine to get the flywheel effect of first you drive awareness. All marketing starts with awareness and you said people haven't heard of it. And so, to first to drive awareness in a very thoughtful way to the right contextual community we want to go after. And, two, drive acquisition, we'll drive close synergies between sales and marketing to ultimately drive pipeline and win rates and ultimately deals. And then, very importantly in today's world, is to drive the advocacy and get your most passionate customers to evangelize about the brand, so that you create the flywheel effect of awareness, acquisition, and advocacy. And, that's really what my role today is. >> And, I love how I read an article where you call that the stairway to marketing heaven. So, I thought, I wonder if you're a guitar guy, but you're right. It's how to drive awareness, but in a meaningful, thoughtful way. Especially today, with all all the technology, we wake up with it, right? Our phone is our alarm clock. We are bombarded by ads. If we're on Instagram, following our favorite celebrities or whatnot and it's scary when they have the right context, but it has to be thoughtful. We need to know our audience. So, you describe this stairway to marketing heaven, as you just mentioned, it's awareness, it's acquisition, which is key. But, I feel like a lot of companies don't forget the advocacy part, but they don't invest enough in it because that's the best salesperson for your technology, is the people that are using it successfully, right? >> Totally. Yeah, so, in fact, there was a study about a couple of years which looked at how balanced the boat is in terms of spending in presale versus post-sale. And, it's interesting that 87% of B2B marketing spend was presale. In other words, only 13% of people were investing in retention marketing, adoption mastery, customer marketing, and this is what advocacy marketing. And, in today's world, that doesn't work because you got to balance the boat because, to your point, you're getting in a peer-bond world where your existing customers are your best sellers. And, prospects who have all the buying power today are looking to your existing customers to guide them in their purchasing decisions. So, as an organization, if you balance the boat, then you're going to get the flywheel effect going for you in terms of driving the right advocacy across all channels. Just not your own channel if you earn channels to ultimately drive that acquisition going. >> Do you think that's actually more valuable? 'Cause it's one thing to have on your .com site, your social media sites, all these great things about your technologies, etc., coming from customers or from product experts, from influencers. Talk about the value. As technology advances so much and we are influenced by so many other channels, the value of the earned channel and that peer-to-peer relationship. >> Yeah, I think, as I say, that every mom says her baby is good-looking. But, in software, not every baby is really good-looking. Which means, if you take that analogy and extend it, if you're coming to your own channel, invariably, you're going to see some great customer videos about your product, you're going to see some great endorsements and testimonials, you're going to see some great quotes about your product. The reality, there's no bad news about your product on your own website, on your own channel. But, the reality is there are some, some people who might have different opinions. If you go to Glassdoor, no company gets a five on Glassdoor. And, if you take the same thing and extend it to earned channels for advocacy, folks like G2 Crowd, TrustRadius, and B2B, for example, are becoming more relevant today than before because two things. One is 85% of our customers' journey is self-directed. >> Lisa: That much? >> That much and Forrester has anywhere from 60 to 80, but reality is whether you're buying a car or you're buying Coupa. Today, a customer is discovering more journeys. And, in that process, they are looking to more of these earned channels as validation of which ones to go after than just your own channels. So, that's why we got to balance the boat and distribute our advocacy spend dollars across both your own channels and your earned channels. And, that's really important for you and the flywheel will pay off for you over time from that perspective. >> It will and that seems like a lot of the things that Suzy Irwin was talking about to the audience earlier. That's common sense. Why is it that you see these marketing budgets that are so heavily weighted towards just getting awareness, getting customers acquired, and then not thinking about retention marketing account based marketing. >> I'll tell you why. I think any smart CMO will conceptually agree with you. Nobody's going to say, of course, this is not important for me to get advocacy. The challenge comes in in terms of how that marketing department is measured. What gets measured gets funding at the end of the day. >> Lisa: That's a good point. >> And, reality is a lot of these B2B companies are still measuring marketing based on, what's the pipeline you're driving and what's at the top of the funnel metrics that you're driving? In reality, that's a little bit of a skewed thing because then if that's what you're being measured at the board level, at the executive level, then guess what? All your funding is going to go towards that. But, really, the true measurement of marketing, one, is about, yes, you have to get pipeline. You have to influence win rates at the bottom of the funnel and that's where product marketing comes in. But, as importantly, you have to look at the number of brand advocates you create and lifetime value of a customer. >> Yes, CLV, yes. >> And, that's really, really, customer lifetime value is so important because in a SaaS business, ultimately, the Mufasa metric, I'm a Lion King fan. The Mufasa metric is really lifetime value because if a customer stays longer with you, pays you more, and is shouting from the rooftop, then, invariably, that SaaS business is doing well. And, that's why you have to balance the boat in terms of post-advocacies, post-acquisition spend into advocacy, as much as you've done in pre-acquisition. >> When you came into Coupa a couple of years ago, have you been able to shift those budgets because you're able to demonstrate the value that that advocacy piece generates with the flywheel? >> Absolutely and I have a very progressive-thinking CEO who's partners with me on this too. So, we've been absolutely able to do that. In fact, what we're trying to do at the end of the day and most software companies, the real goal should be creating a tribe. In technology, you have to create a tribe to be a titan. And, it's just not about the capability, it's about the community. And, that's really what we're trying to do at Coupa is to create the tribal community feeling. So, if the community is bigger than the brand, it is about the community itself and learning, sharing, and growing with each other and being successful. And, we're just fostering that. So, from that perspective, if you look at this conference and the investment we're making here, some of the programs we're doing in terms of advocacy, what we call spend sellers, etc., is all about that community tribal feeling and go establish that. To use some inspiration from our consumer brands, if you really think about it, people don't buy what they want. People buy what they want to be. So, let me give you what I mean by that. What I want could be a bike. It could be any motorbike, but what I want to be could be part of a very special community and that's why Harley Davidson is successful. What I want could be any stationary bike today, but what I want to be is part of some cool community like Peloton. That's why Peloton is successful. So, similarly for us, what I want could be some spend management software, but what I want to be is part of this community, this cool club, and that's the feeling we're trying to create in the post-acquisition cycle. >> I love that you said that because you talked about that this morning and I loved how you had the word community on the slide and then broke that out into communication unity. And, one of the senses that I got yesterday when-- >> Chandar: Rob was talking about it. >> Yeah, when Rob kicked off everything is this is a very collaborative community. We think about that in terms in terms even like a developer community or something like that. But, Coupa is now managing $1.2 trillion of spend through the platform that every other business that's using Coupa gets to benefit from. It's customer-centric, it's supplier-centric, but it's about applying the right technologies, AI, machine learning, to all this data, so everybody benefits. >> That's right and one of the interesting aspects of community building is one aspect of community building is that Marc Benioff had a great, evangelistic marketing was a way of community building. He would come in and really evangelize and this is where we're going and you all need to come with us. When I was at Marketo, it was interesting. Community building was through more educational marketing and doing it through this, I'm going to educate you through though leadership. Another good way of community building is through product intelligence, which is community intelligence. So, collectively, the sum of all parts are smarter than the parts themselves. And, Rob has a great line, which says, "None of us is as smart as all of us." And, the fundamental community intelligence offering is based on this first principle. So, example, if I'm the community of Coupa customers, the next customer is smarter than the previous customer because the collective intelligence grew, which means I can then go benchmark it myself. I gave an example this morning of USO, the company that provides services to the United States troops. And, when Rick Quaintance at USO benchmarked himself using community intelligence, versus the rest of the community, he realizes that his invoice cycle times are seven times lower. So, that kind of intelligence is extremely beneficial and invaluable to companies. So, that's the value of the community, is providing the collective intelligence. Waze is a great consumer example. Those of us who use Waze for traffic know that it's all community driven and each one of us is smarter because we're collectively using it. It's the same concept in applying that to B2B software. >> So, as we see, you mentioned the over 80% of the buying decision is self-directed whether we're buying a car or Coupa software. Did Coupa foresee that in the last decade to see we're going to have to go to a more community-driven collaboration because the consumer of any thing, any product or service, is going to be so empowered 'cause that's a part of the Coupa foundation. >> It is. >> Lisa: Which, we don't see a lot in companies that are 10 plus years old. >> Yeah, and credit to Rob for his vision for this. It's because I think early part of the company, he wrote into the contracts that the company can benefit. Collectively, every company can benefit by being part of this community. And, the fact is data's aggregated, abstracted, there's no information that is sensitive, etc. But, the fact is we all can collectively benefit through it. That was a great vision of Rob and early people and that's benefited us because the benefit is really over scale and time. Now, your $1.2 trillion, it is really statistically significant in each different industry to get that intelligence. And, that is one of the other reasons we launched our business spend index. It's called spendindex.com. Where we can use the billions of dollars spent in the community to provide a leading indicator of economic growth based on current business spend sentiment. You think of ADP as this payroll, it's called ADP payroll thing that comes out and the gross domestic product report comes out. Those tend to be rear-view mirror lagging indicators. But, as we're using community-based intelligence to provide a windshield, a leading indicator of where the economy is going. So, there's so many different use cases. Benefiting based on spend you're doing as well as where the economy is going and all this is based on the intelligence. >> It's so powerful because, to your point, you're not looking behind. >> Chandar: It's the windshield. >> Exactly, able to be looking forward. So, with all the announcements and the great things that have come out with the AWS expansion, what you guys are doing with Coupa Pay. I was shocked to learn the percentages of businesses that are still writing paper checks. Or, the fact that a lot of companies have 10 plus banks that they're working with. There's still so much manual processes. You must just be, the future is so bright, you got to wear shades with Coupa. But, what excites you about what you guys have announced the last coupe of days and the feedback that you're hearing from your tribe? >> I think there's two kinds of things. One is continue to set the innovation agenda for the industry. And, really, you have to look at every customer on their unique journey of maturity and maturation, so we have a very thoughtful, what we call, maturity index, The business spend management index. Whereas, you are seeing some of these customers, for example, you mentioned, may be in the first stage of this maturity, where, for them, it's just getting automation and going from paper to paperless could be the first step. But, some other customers might say, "I've gotten there, "but I want to get the next level of sophistication "to orchestrate these business spend processes." So, what's exciting for us in the feedback is we're creating product capability across this maturation journey for our customers to make them successful at each of those places. And, Coupa Pay is one example of that. Whereas, some of the other pieces we talked about, we announced about some of the community offerings that we did also is on that. So, that's one exciting piece. The other exciting piece that customers tell us at this conference is, "Foster platforms for us "to engage with each other, learn from each other, "share from each other, and grow with each other." So, even stuff that Rob talked about, which is sourced together. This concept of customers coming together to drive a sourcing process and, again, the collective intelligence in the community, that, we're getting very, very positive feedback from that perspective. And, ultimately, Rob has a really good saying that, "It is not about customer satisfaction. "It is about customer success." That's a delineation there. A customer could be very satisfied with you, but they may not be necessarily successful. And, we say, it's not about satisfaction. It's about success. And, by creating this innovation cycle and then having a post-implementation process that's getting true value, that's truly how we drive customer success. >> And, something that I've heard over and over as I've talked to a number of your customers yesterday and today is how much they're feeling Coupa is listening. Their feedback is being incorporated. They're actually influencing the development of the technology and that was loud and clear the last two days. >> Yeah, I think there is, Rob talked about the number of features that are being influenced by the community and we have these-- >> 300 plus in the last 12 months. >> Yes, 300 plus in the last 12 months. And, there's this concept of two ears, one mouth. And, listen, learn, and innovate and that's the philosophy here. But, it's a right mix of listening to customers, learning from them, and getting the right input from them for driving innovation, as well as having strategic vision on where this market is going and having the right mix of those to provide the capability to customers. >> Wow, you're on a rocket ship. Chandar, it was great to have you on theCUBE. You'll have to come back. >> Yes, Lisa, absolutely, I'll come back and it was a pleasure being here. Awesome. >> Awesome, thank you so much. For Chandar, I'm Lisa Martin and you're watching theCUBE from Coupa Inspire '19. Thanks for watching. (techno music)

>> Narrator: Live from San Diego, California it's theCUBE covering Cisco Live, US, 2019. Brought to you by Cisco and its eco system partners. >> Welcome back to San Diego everybody. This is theCUBE the leader in live tech coverage, My name is Dave Vellante, Stu Miniman is here, Lisa Martin as well but we've got a very special guest now Ken O'Reilly my good friend is here. He's the director of customer experience for Cisco Stealthwatch. Kenny great to see you thanks for coming on. >> Well, thanks for having me, Dave. Good seeing you as well. >> Yes so customer experience, people think about customer experience and security it's not always great right? It's a challenging environment they're constantly sort of chasing their tails it's like the arms race with the bad guy so what is customer experience all about in the context of security? >> So our number one goal for our security customers is to accelerate their value realization so our challenge is to make sure that they get the value out of the product that they're buying because every minute of every day the bad guys are trying to get their assets and their IP and when they buy a technology the quicker you can get it up and running and protect the better it is for our customer. >> So how do you measure like value? It's like reducing the amount of data that you're exposed to losing? Is it increasing the cost of the bad guys getting in? 'cause if I'm a bad guy and it costs me more to get in I would maybe go somewhere else, how do you measure that? >> Right so, you're right, so our whole product strategy is to increase the cost for the bad guy to get the IP or the assets and so for us we have to understand what the value proposition is for our product so that the customers can realize that value, so whether it's tryna help them with the use cases or operationalize the product or in our case what we try to do we have both network users and security users we try to get both groups to adopt the technology and then expand it from there, operation centers to the guys that are doing the thread hunting to the investigations et cetera. So that's how we sort of gauge the value is the number of people that are using the technology and the number of use cases that are actually implemented. >> So we've been talking about security all week Stealthwatch obviously you know one of the flagship products Cisco security business grew 21% last quarter so that's kind of an interesting stat services is 25% of the companies revenue so you're the intersection of two pretty important places for Cisco so specifically when you come into a customer engagement who are you engaging with is it a multidisciplinary are you primarily dealing with the SecOps group or do you touch other parts of the organization? >> Yeah, so typically when a company's looking, it's usually they're looking for network visibility so we're dealing with the network architecture teams and they typically bring in the security architects 'cause today they're working hand in hand, and then from there that's where we say preach the gospel of Stealthwatch we always say you can never have enough Stealthwatch okay? Because you can never have enough visibility 'cause once you turn the lights on and they can see what's going on in their network it's very illuminating for them and then they realize the challenges that they have and what they have to do to protect their assets. >> Yeah I joked at Google Cloud Next it's like the cockroaches all scrambling you know for the corners when you turn the lights on and Stealthwatch at its core is you don't need a lot of fancy AI even though you can apply fancy AI but you start with the basics right? What do ya got, where are the gaps okay, so now once it's exposed what do you do with that information is the customer experience group come in and help implement it faster? That's part of the value so time to value to that? >> So time to value with our experts of course we understand the space we understand our product we understand the challenge and of course our network and security customers are overwhelmed you know the stat that they throw out there is that our large customers have anywhere from 50-100 security products so how do you stand out? So as a vendor our number one goal is to build that relationship with the customer to become the trusted security advisor so we know better than anybody how to get that value how to get it quickly and you know the number one problem that they have Dave is how to operationalize all these tools 'cause Stealthwatch sits in the middle we're a big integration platform we take data, telemetry, NetFlow from a lot of different products and we bring that data together to figure out, to help that customer figure out how to make sense of it update their policies create better policies and really tighten up their security posture. >> Okay so they might like to reduce the number of tools but they really can't right? 'cause their using 'em and so what you do is you bring in a layer to help manage that. >> Absolutely. >> But you're also solving a problem just in terms of exposing gaps and then do you also have tooling to fill those gaps? Or is that partners tools is that Stealthwatch? >> So we have our own what we call integration platform where we have a platform that helps integrate other, not only other Cisco security technologies into our platform but other security technologies as well outside of Cisco so you know it's a platform that we've built it's part of our customer experience sort of tool set but it's a tool set unlike anybody else ever has so that along with what we do with the DevNet group we've built our own set of API's to integrate in with the product API's so we can pump data out to data lakes we can pump data out to SIMS like Splunk and some of the others so you know that's where we are we're a solutions group that's what we do we work on the solutions, long term value you know we work on the lifecycle sort of value chain with customers. We're there with 'em the whole time you know our goal; retention, we want them to renew which means they're investing in us again and of course as Cloud, as their infrastructure is moving the the Cloud and our technologies are moving to the Cloud we have to be there to help them get through all those technology challenges. >> So the pricing model is a subscription model is that right? >> Yeah. >> Or can be or? >> Yes, well we call it term all right? But it's essentially subscription we have switched over the last 18 months from a perm to a term based model. >> Which I mean Chuck Robbins in the conference calls in the earnings calls talks about the importance of you know increasingly having a rateable model and recognizing subscription, so when you say a term so I got to what, sign up for a year, two years, three years or something like that? >> We like three yep. >> So who doesn't right? Okay so you sign up for three years but the price book says monthly I'm sure right so you (laughs) make it look smaller, but it makes sense though because you're not going to start stop, start stop with your security, you really want to get success out of it so you got to have some kind of commitment, let's talk a little bit more about the analytics side of it and how you're applying machine intelligence I mean there's always been some form of analytics largely for reporting and things of that nature but now it's getting more automated so take us on that analytics journey Stealthwatch has been around for what five years? >> 15 yeah over 15 years. >> 15? >> Ken: Yes, yes, yes. >> Oh wow maybe I just found out about it five years ago. >> (laughs) right yeah, not but I mean-- >> Dave: Take us back five years. >> Five years? So the big thing for us in the data that we collect is context. Right so you've talked to TK about the more context you can add to that data the better you are at analyzing that data so for us that's one of the things that we do we add a lot of context to that data through ICE so identity information, what kind of assets they are and that's where we get to through our tools add more context so that our analytical engines so like the cognitive thread analytics, the encrypted thread analytics that we have, that they're able to analyze that data a lot better and that's what we've been doing now for the past three plus years since we were acquired by Cisco is to find a way to add more context to the data so that helps our analytics become much more effective. >> And you can interact with through API's say for instance Splunk you mentioned that so you got that data that you can operate on do you see a point where the machines are actually going to plug the holes? I mean are we on the cusp of that? In other words you see a gap >> Right. >> Dave: Today a human has to take action correct? >> Yes, right, right, right. >> Do you see a point maybe it's two, three, five 10 years but are we going to get to that point? >> I think so down the line I mean because we've seen as we've been able to get better visibility and better context about that data we can make better decisions through the machine all right? So it doesn't take an army of people to read the matrix right, we're getting better at you know synthesizing that matrix down you take our network segmentation capabilities that we've built as part of the Stealthwatch customer experience team we can get to well over 90% identification of the assets on the network which is a lot better than anybody else in the industry all right? So we're getting there and through sort of the final stages of reading that metrics, reading the matrix we're getting to the point where we understand a lot more what's on peoples networks what those assets are. >> So as a security practitioner how do you think we're doing as an industry? I mean I used to go back every year and say okay how much was spent on security? are we more secure, less secure? And it felt like you know as data grew it felt like we were getting more and more and more exposed you've seen the stats where when a company gets infiltrated it takes on average you know 250 days for them to realize they've been infiltrated is that changing, are we getting better as an industry? >> I think in Cisco we are because of the products that we have in that integrated architecture so when we first joined three years ago that was the drum beat and now today we integrate with ICE we're going to integrate with next generation firewall through the integration of the sort of analytics that we've got in the Cloud that's happening right? And we're trying to integrate with other products but you know you go down on the floor and you see the number of point products that is a nightmare for our customers so for us through the customer experience in our organization we're there to take that complexity out and bring all of those technologies together and when you get to that point then you're really making progress with a customer, a customer that's got 50-100 products in the mix that's a recipe for disaster and if it's still like that five years from now customers are still going to be challenged. >> So a big part of your customer experience mission is simplification, speed time, time to value. >> Yes. >> Raise the cost to the bad guys and then do it all over again. >> Yeah, yeah it's just rinse and repeat and that's a life cycle journey and that's what we take our customers through right. >> Now I noticed you have on your phone you got the Bruins logo. >> That's right, right here proud. >> So big game tomorrow any predictions? >> 4-3 in overtime Bruins. >> Oh my God I don't think my heart could take that. >> Could you not take that Dave? It's going to be an overtime game. >> Well it's you know it's rare to have a game seven in any, at the very final one, a lot of game sevens but not to win it all I think the last time at Boston was 1984. >> Ken: Is that right? >> Yeah it's been a long time, so you know I'm excited. >> I know you are (laughs) that's right. >> Warriors fans too we got that thing going out I mean I don't know for all you hoop fans out there so, >> Hopefully there's a game seven for that as well. >> Yeah let's go right, why not? >> Why not, game seven all round. >> All right so Chara is going to play with his broken jaw or whatever's going on. >> Matt Grzelcyk I hope is back. >> Dave: Yeah that would be key. >> That would be key yeah so, >> Dave: sure up the defense >> That's right. (crosstalk) >> Ken: He's a plus minus leader Chara. >> Oh yeah. >> That's right all time. >> Even though we give him a lot of grief. (laughter) he may look slow but he's all time plus minus leader. >> All right Kenny hey thanks so much-- >> All right Dave thanks for having me on all right go Bruins. >> All right keep it right there everybody go Bruins we will be right back Dave Vellante, Stu Miniman and Lisa Martin we're live from Cisco Live in San Diego you're watching theCUBE. (electronic jingle)

>> Narrator: Live, from San Diego, California, it's The Cube, covering Cisco Live, US, 2019. Brought to you by Cisco, and it's Ecosystem Partners. >> Welcome back to San Diego, everybody, you're watching The Cube, the leader in live tech coverage. My name is Dave Volante. I'm here with my co-host Stu Miniman, we're covering day two here of Cisco Live, 2019. Anand Oswal is here, he's the Senior Vice President of Enterprise Networking Engineering at Cisco, and John Apostolopoulos. The Italians and the Greeks, we have a lot in common. He is the VP and CTO of Enterprise Networking at Cisco. Gentlemen, welcome to The Cube. How did I do? >> You did awesome. >> Dave: Not too bad, right? Thank you. (chuckles) All right. Anand, let's start with you. You guys have had a bunch of news lately. You're really kind of re-thinking access to the network. >> Anand: Yeah. >> Can you explain what's behind that, to our audience? >> Yeah. If you think about it, the network is running more and more critical infrastructure. At the same time, it's increasing modern scale and complexity. What we expect, is that you always need wireless on. The workspace is on the move. You're working here, in your office, in the cafe, in the soccer field, everywhere. You want an uninterrupted, unplugged experience. For that, it's wireless first, it's cloud-driven, and it's data-optimized. So, we had to rethink how we do access. It's not just about your laptops and your phones on the wireless network, in the enterprise it's digital management systems. IOD devices, everything's connected wirelessly. And we need to rethink the access, on that part. >> So John, this obviously ties in to, you know, you hear all the buzz about 5G and WIFI 6. Can you explain the connection and, you know, what do we need to know about that? >> Okay, so 5G and WIFI 6 are two new wireless technologies, which are coming about now, and they're really awesome. So, WIFI 6 is the new version of WIFI. It's available today, and it's going to be available predominantely indoors. As we use WIFI indoors, in high-density environments, where we need a large database per square meter. And the new WIFI 6, the coverage indoors. 5G is going to be used predominately outdoors, in the cellular frequency. Replacing conventional 4G or LTE, and it'll provide you the broad coverage as you roam around, outdoors. And what happens though, is we need both. You need great coverage indoors, which WIFI 6 can provide, and you need great coverage outdoors, which 5G will provide. >> So, the 4G explosion kind of coincided with mobile-- >> Anand: Yep. >> Obviously, and that caused a huge social change-- >> Anand: Yep. >> And of course, social media took off. What should we expect with 5G, is it, you know, I know adoption is going to take a while, we'll talk about that, but it feels like it's more, sort of, B-to-B driven, but maybe not. Can you, sort of, give us your thoughts there. >> Well think about it, if you see WIFI 6 and 5G have actually been on some similar fundamental technology building blocks. You know, you've all been at a ball game. Or the Warriors game, like a few weeks ago, when they were winning. And, after a great play, you're trying to send that message, a video to your kid or something, and the WIFI is slow, latency. With WIFI 6, you won't have that problem. 'Cause WIFI 6 has four times the latency, sorry, four times the throughput and capacity as existing WIFI. Lower latency. And also, the battery life. You know, people say that batteries are the most important thing today, like in the Maslow Hierarchy Chart-- >> Dave: Yeah, yeah, yeah. >> Three times the battery life, for WIFI 6 endpoints. So, you're going to see a lot of use cases where you have inter-working with WIFI 6 and 5G. WIFI 6 for indoors, and 5G for outdoor, and there'll be some small overlap, but the whole idea is that, how do you ensure that these two disparate access networks are talking to each other? Exchanging security, policy, and there is some visibility. >> Okay, so, well, first of all, you're a Warriors fan, right? >> Anand: Yeah, I am. >> Awesome, we want to see this series keep going. >> Game six, baby! >> That was really exciting. Now of course, I'm a Bruins fan, so we're on the plane the other night, and the JetBlue TV shut down, you know, so I immediately went to the mobile. >> Yeah. >> But it was a terrible experience, I was going crazy. Texting my friends, what's happening? >> Anand: Yeah. >> You're saying that won't happen-- >> Anand: Yeah. >> With 5G and WIFI 6? >> Anand: Yeah. Exactly. >> Oh, awesome. >> So, John, help connect for us, Enterprise Networking. We've been talking about the new re-architectures, you know, there's ACI, there's now intent-based networking, how does this play into the 5G and WIFI 6 discussion that we're having today? >> Okay, so one of the things that really matters to our customers, and to everybody, basically, is that they want the sort of end-to-end capability. They have some devices, they want to talk through applications, they want access to data, they want to talk with other people, or to IoT things. So you need this sort of end-to-end capability, wherever the ends are. So one of the things we've been working on for a number of years now, is first of all intent-based networking, which we announced two and a half years ago. And then, multi-domain, where we try to connect across the different domains. Okay, across campus, and WAN, and data center, all the way to the cloud, and across the service finder network. And to add security, as foundational across all of these. This is something that Dave Goeckeler and Chuck Robbins talked about at their keynote yesterday. And this is a huge area for us, 'cause we're going to make this single-orchestrated capability for our customers, to connect end-to-end, no matter where the end devices are. >> All right, so Anand, I have to believe that it's not the poor, you know, administrator, saying, oh my God, I have all these pieces and I need to manage them. (laughing) Is this where machine learning and AI come in to help me with all these disparate systems? >> Absolutely. Our goal is very simple. Any user, on any device, should have access to any application. Whether it's sitting in a data center, in a cloud, or multiple clouds. Or any network. You want that securely and seamlessly. You also want to make sure that the whole network is orchestrated, automated, and you have the right visibilities. Visibilities for ID, and visibility for business insights. Talk of AI and ML, what's happening is that as the network is growing in complexity and scale, the number of alerts are growing up the wazoo. So you are not able to figure it out. That's where the power of AI and machine learning comes. Think about it. In the industrial revolution, the industrial revolution made sure that you don't have the limitations of what humans can do, right? You had machines. And now, we want to make sure that businesses can benefit in the digital revolution. You're not limited by what I can pass through the logs and scrolls. I want to automate everything. And that's the power of AI and machine learning. >> Are there use cases where you would want some human augmentation, where you don't necessarily want the machine taking over for you, or do you see this as a fully-automated type of scenario? >> Yeah, so what happens is, first of all, visibility is really, really important. The operator of a network wants to have visibility, and they want end-to-end across all these domains. So the first thing we do is we apply a lot of machine learning, to take that immense amount of data, as Anand mentioned, and to translate it into pieces of information, to insights into what's happening. So then we can share to the user and they can have visibility in terms of what's happening and how well it's happening, are they anomalies, or is there a security threat, so forth. And then, we can provide them additional feedback. Hey, this is ananomaly, this could be a problem. This is the root cause of the problem, and we believe these are the solutions for it. What do you want to do? Do you want to actuate one of these solutions? And then they get to choose. >> And if you think about the other way, our goal is really to take the bits and bites of data in the network, convert that data into information. That information into insights. That insights that lead to outcomes. Now, you want to also make sure that you can augment the power of AI and machine learning on those insights, so you can drill down exactly what's happening. So, for example, you want to first baseline your network. What's normal for your environment? And when you have deviations. That's anomalies. Then you narrow down exactly what the problem is. And then you want to automate the remediation of that problem. That's the power of AI and ML. >> When you guys, as engineers, when you think about, you know, applying machine intelligence, there's a lot of innovation going on there. Do you home-grow that? Do you open source it? Do you, you know, borrow? Explain the philosophy there, in terms of from a development standpoint. >> Yeah. From a development point of view it's a combination of all the other aspects. We will not reinvent what already exists, but there's always a lot of secret sauce that you need to apply, because everything flows to the network, right? If everything flows to the network, Cisco has a lot of information. It's not just a data lake. We're a data source as well. So taking this disparate source of information, normalizing it, harmonizing it, creating a language, applying the algorithm of AI and machine learning. For example, we do the model learning and training in the cloud. We do inference in the cloud, and you push the rules down. So it's a combination of all of the aspects we talked about. >> Right, and you use whatever cloud tooling is available. >> Yes. >> But it sounds like from a Cisco engineering standpoint, it's how you apply the machine intelligence, for the benefit of your customers and those outcomes-- >> Anand: Yeah. >> Versus us thinking of Cisco as this new AI company, right? >> Anand: Yeah. >> That's not the latter, it's the former, is that fair? >> So one of the things that's really important is as you know, Cisco's been making, we've been designing our A6 for many years, with really, really rich telemetry. And as you know, data is key to doing good machine learning and stuff. So we've been designing the A6, to do do real time at wire speed telemetry. And also to do various sorts of algorithmic work on the A6 to figure out, hey, what is the real data you want to send up? And then we've optimized the OS, IOS XE, to be able to perform various algorithms there, and also to host containers where you can do more machine learning at the switch, at the router, even in the future, maybe, at the AP. And then with DNA center, we've been able to gather all of the data together, in a single data lake, where we can perform machine learner on top. >> That's a very important point John mentioned, because you want layer one to layer some of the analytics. And that's why the Catalyst 9120 access point we launched has the Cisco RF ASIC, that provides things like clean air for spectrum, we've also got the analytics from layer one level, all the way to layer seven. >> Yeah, I really like the line actually, from Chuck Robbins yesterday, he said, the network sees everything and Cisco wants to you know, give you that visibility. Can you walk us through some of the new pieces, what people, either things that, they might not have been aware of, or new announcements this week. >> So, as part of the Cisco AI network analytics, we announced three things. The first thing is automated baselining. What that really means is that, what's normal for your environment, right? Because what's normal for your own environment might not be the same for my environment. Once I understand what that normal baseline is, then, as I have deviations, I can do anomaly detection. I can correlate and aggregate issues. I can really bring down apply AI and machine learning and narrow down the issues that are most critical for you to look at right now. Once I narrow down the exact issue, I go on to the next thing, and that is what we call machine reasoning. And machine reasoning is all about automating the workflow of all you need to do to debug and fix a problem. You want the network to become smarter and smarter, the more you use it. And all of this is done through model learning and training in the cloud, inference in the cloud, and pushing it down, the rules as we have devices online, on plan. >> So do you see the day, if you think about the roadmap for machine intelligence, do you see the day where the machine will actually do the remediation of that workflow? >> Absolutely. That's where we need to get to. >> When you talk about the automated baselining, I mean there's obviously a security, you know, use case there. Maybe talk about that a little bit, and are there others? Really, it depends on your objective, right? If my objective is to drive more efficiency-- >> Yeah. >> Lower costs, I presume a baseline is where you start, right? So... >> When I say, baseline, what I mean really is like, say if I tell you that on this laptop, to connect to the WIFI network, it took you three seconds. And I ask you is that good or bad? You'll say, I don't know. (laughs) >> What's the baseline for the environment? >> Dave: Yeah. >> What's normal? And next time, if you take eight seconds, and your baseline is three, something is wrong. But, what is wrong? Is it a laptop issue? Is it a version on there, on your device? Is it an application issue? A network issue? An RF issue? I don't know. That's where AI machine learning will determine exactly what the problem is. And then you use machine reasoning to fix the problem. >> Sorry, this is probably a stupid question, but, how much data do you actually need, and how much time do you need, to actually do a good job in that type of use case? >> Well, what happens is you need the right data, okay? And you're not sure where the right data is. (chuckles) >> So originally what we'd do, a lot of our expertise, that Cisco has for 20 years, is figuring out what the right data is. And also, with a lot of the machine learning we've done, as well as machine reasoning, where we put together templates and so forth, we've basically gathered the right data, for the customer, and we refined that over time. So over time, like, this venue here, the way this venue's network, what it is, how it operates and so forth, varies with time, and we need to refine that over time, keep it up to date, and so forth. >> And when we talk about data, we're talking about tons of metadata here, right? I mean, do you ever see the day where there'd be more metadata than data? (laughs) >> Yeah-- >> Rhetorical question. (laughs) >> All right, so-- >> It's true though, it's true. >> Right? (laughing) >> We're here in the DevNet zone, lots of people learning about building infrastructures, code, tell us how the developer angle fits into what we've been discussing here. >> Oh, yes. So what happens is, as part of intent-based networking, a key part's the automation, right? And another key part's the assurance. Well, it's what DevNet's trying to do right now, by working with engineering, with us, and various partners, other customers, is they're putting together, what are the key use cases that people have, and what is code that can help them get that done? And what they're also doing, is they're trying to, they're looking through the code, they're improving it, they're trying to instill best practice and stuff, so it's a reasonably good code, that people can use and start building off of. So we think this can be very valuable for our customers to help move into this more advanced automation, and so forth. >> So, architecture matters, we sort of touched upon it, but I want you to talk more about multi domain architecture. We heard Chuck Robbins, you know, talk about it. What is it, why is it such a big deal, and how does it give Cisco a competitive advantage? >> Think about it, I mean, multi domain architecture's nothing but all the components of a modern enterprise network behind the scenes. From giving access to a user or device, to access to an application, and everything in between. Now traditionally, each of these domains, like an access domain, the WAN domain, can have hundreds of thousands of network nodes and devices. Each of these are configured, generally manually, the the CLI. Multi domain architecture's all about stitching these various domains into one cohesive, data-driven, automated, programmable network. So, your campus, your branch, your WAN, your data center and cloud, with security as an integral part of it, if at all. >> So, it's really a customer view of an architecture, isn't it. >> Absolutely. Yeah. Absolutely. >> Okay. It's good, I like that answer. I thought you were going to come out with a bunch of Cisco-- >> Anand: No. >> Mumbo-jumbo and secret sauce-- >> No. >> But it really is, you guys thinking about, okay, how would our customers need to architect their network? >> Exactly. Because if you think about it, it's all about a customer use case. For example, like, we talked earlier, today we are working everywhere. Like, on the poolside, in the cafe, in the office, and always on the go. You're accessing your business-critical applications, whether that's Webex, salesforce.com, O365. At the same time, you're reading Facebook, and WhatsApp, and YouTube, and other applications. Cisco's SD-WAN domain will talk to Cisco's ACI domain, exchange SLAs and policies, so now you can prioritize that application that you want, which is business-critical. And place the right part, for the best experience for you. Because you want the best experience for that app, no matter where you are. >> Well, and the security implications too, I mean-- >> Anand: Absolutely. >> You're basically busting down the security silos-- >> Yeah. >> Dave: And sort of the intent here, right? >> Yeah. Absolutely. >> Great. All right, last thoughts on the show, San Diego, last year we were Orlando, we were in Barcelona earlier this year, your thoughts about that. >> I think it's been great so far. If you think about it, in the last two years we've filled out the entire portfolio for the new access network. On the Catalyst 9100 access points, with WIFI 6, the switches, next generation campus core, the wireless LAN controller, eyes for unified policy, DNA center for automation, analytics, DNA spaces for business insights, the whole access network has been reinvented, and it's a great time. >> Nice, strong summary, but John, we'll give you the last word. >> What happens here is also, everything Anand says, and we have 5000 engineers who've been doing this over multiple years, and we have a lot more in the pipe. So you're going to see more in six months from now, more in nine months, and so forth. It's a very exciting time. >> Excellent. Guys, it's clear you, like you say, completing the portfolio, positioning for the next wave of access, so congratulations on all the hard work, I know a lot goes into it >> Thank you. >> Thank you very much for coming on The Cube. >> Thank you so much. >> All right, keep right there, Dave Volante with Stu Miniman, Lisa Martin is also in the house. We'll be back with The Cube, Cisco Live 2019, from San Diego. (fast electronic music)

>> Live, from Washington DC it's the Cube. Covering AWS Public-Sector Summit. Brought to you by Amazon Web Services. >> Welcome back everyone to AWS public sector here in Washington DC, the Cube's live coverage, two-day coverage, I'm your host, Rebecca Knight. Co-hosting alongside John Ferrier, and we are welcoming back to the Cube, 13 time Cube alum, Sanjay Poonen in the COO of VM-Ware. Thank you so much for coming back on the show >> VIP status, by the way. >> Yes, absolutely. >> Thank you, Rebecca. >> That's definitely VIP status. >> Yes we have a red carpet rolled out >> Delighted to be here. I've lost track of the number of times, but when you're having fun it's good. >> Exactly, so tell us a little bit about what is VM-ware's role here in the public sector, what are you doing here at this conference? >> VM-ware and AWS announced a partnership in October 2016, and it really was the coming together of the best in the public cloud, with the best in the private cloud for what we describe as the hybrid cloud opportunity. And the past two and a half years, coming up on three years pretty soon, has been incredibly exciting. We started off with some of the key industries that we felt, for us, the public sector is among our top three industries. But financial services, telco, public sector, healthcare, manufacturing, all the key industries, technology, we're looking for ways by which they could take their applications into the cloud without having to re-factor and re-platform those applications. That's a big deal because it's wasted of work, if you can lift and shift and then innovate. And that's the value we brought to the public sector and some of our earliest customers, were customers in the public sector like MIT, schools, most of the regulated industries. In the on premise world, we're very strong in almost every, civilian, military, the legislative advance, the judicial advance, the federal agency, all of them use us. Millions and millions of work loads. The question really is how is they think about modernization can they get the best manifesto of the public cloud while leveraging their VM footprint >> So some would say that modernization may not include the original VM-ware vision because a lot of the governments are tryna replace and equated old systems like coldblow, mainframes, whatever, but you guys have been around dominated the operating side of IT for a while so you're kind of seeing the first wave of virtualization, the first wave of modernization but there's some cloud native people they might see that as like "Whoa, is that old school?" So what is particular perspective on that innovation dynamic? Because a lot of the public sector investors are awakening now going "Oh my god, I can move fast with Cloud" So Cloud is bringing on a new set of disruptors in IT, you guys have already been there on the first wave of disruption, so how do balance that kind of presence, >> Yeah >> But also disruption, you might be viewed that way, I'm not sure. >> Yeah, I would say, actually, that the first wave of our free reign modernization started with this device before Cloud. Okay, in 2007 when the iPhone came out there was a significant move by big parts of the public sector to move away from blackberry, which is kind of what they use for the decade prior to that. And when we brought AirWatch, we began to see some of the earliest industries that were adopting the public sector. Many of the agencies started to look at us now, so we actually began our journey into this modernization discussion in the workplace transformation, part of the discussion before we got to Cloud. So we were prepared for some of what that looked like, for example, census 2020 that entire for all the workers something is being done with mobile devices now as opposed to paper or surveys that were done maybe 10, 20 years ago, and all powered and secured by Workspace ONE. Now, when it got to Cloud we were prepared for that because, you know, we knew a little bit of what that meant and mobile and Cloud were some of the two top discussion items that people were talking about as modernization at first under the banner of digital transformation. We had to begin to showcase to a customer that moving an application, now we're talking clients server three tier architectures as opposed to a cobalt mainframe that's really where we have but the bulk of the 886 architecture that's from virtualized VM-ware if you could take them now to the cloud and then use some of the services that these guys are building whether it's data based, whether it's artificially intelligence, machine learning, if you waste all your time in re-platforming and re-marketing an application it's that much less time you have to do some of those innovative things. And the lift and shift process once we had this sort of highway into the Cloud, so to speak, which is what VM-ware Cloud and AWS does, it became so apparent, so we are that process, we had to then work what we can talk about Fred RAM certification all of these things that I'm (inaudible) >> In AirWatch was really a critical acquisition, turns out a boom for you guys with public sector. >> Oh yeah. >> You guys had the iPhone was a driver not so much the blocking and tackling of virtualizing data centers and IT, which you had a presence in, but it was the mobility piece. >> Well since 1998, 99, since the company was founded, the public sector business of VM-ware has been very important, I mean I would say, like I said it's the top three and so, we have tremendous amount of relationships some of our biggest deals. Eight figures plus deals where done with some of the biggest and many of our partners here. >> So it's a large business. >> Large business. >> Did you break that in the numbers? >> We did but we have always said it so a top three, we have always talked about in our earnings calls, some big, large customer examples like US Army, and then , which is also a sort of representative of this community here. Safe, local education. All the universities are using us. So the footprint of VW-ware premise was well documented, well understood, lots of spent going on there. What we didn't have an access to, we had some virtual desktops, VDIs. This mobile aperture gave us a whole new banner of spending. But then the Cloud aperture is kind of taking this to a whole new level. And quite frankly if you look at the commercial sector, the overall IT spent in the world is about one trillion we track and about 150 to 200 billion of that, 15 to 20 % is being spent on the Cloud. And the public sector, governs sector is starting to track that, they are probably a little bit lagging in certain areas to commercial. But that 15 to 20 % is only going to get 30 or 40 % in the next five years. VM-ware has been one the top infrastructure companies, we are looking at our move, a bigger part of the wall of share that we gain as people move their investment to the Cloud. >> When you are thinking about the different clients and customers that you're working with, the Sled groups and then the corporate customers, what-how different are they and how, what's on the public sector's mind versus your corporate clients? And how do you manage the relationships differently? >> Yeah, we have sort of segment them at VM-ware and many companies have done the same thing into three pockets. One is who we describe as the federal public sector customers that are civilian, military and we mirror that in almost every country so Theresa here, for example, runs AWS and we have a similar type of work structure to hear in each of the key regions. The second big segment is healthcare, many of the healthcare organizations are regulated there's similar characteristics and the third is SLED, state local education. And those three pockets are very similar patterns in the way in which they buy, their CIOs are similar and they also have often very similar security requirements. So the highest maybe something like a FED and FedRAMP and we some specialized needs that they have for certain certifications on the device or certifications on the Cloud and we have to comply with all of those. But then as you get to the ones that are in the state local maybe they don't as many and higher certifications but what it's helped is to basically work with partners with a very similar across this, and the proposition on the initial transformation is really modernization of either the data center and their applications or modernization of the device. And VM-ware is very uniquely provisioned to help on both those fronts. >> And security is really top of mind >> Absolutely >> I mean we've heard on the main stage and we know how big a threat these cyber threats face. These Cyber threats pose. >> Absolutely, and if you think about aspects of security. Security has multiple aspects of where you can think of them as control points. The network, the end-point, the cloud, identity and lots of event management that is collected. These are the five biggest markets of security. In each of those areas VM-ware is starting to play more. For example, network, you know, five, six years ago people didn't think of VM-ware in that area but with NSX our leading software define networking area, we have become the lead on that segment and about half of our use cases are security related for a use case called micro-segmentation. So the government can basically segment out a set of their apps and through software, think of these as on-off switches almost like light switches only allow certain apps to access certain parts of the data center. That's very easily done through NSX. Workspace ONE, the endpoint can now be extremely secure and provide all the levels of security that Blackware provided in their proprietary devices but now on any device. So we've been systematically looking at each of these areas I would estimate about 15 to 20 % of VM-ware revenue is security related use cases and public sector this is a very, very key place where we get grilled on and we have to satisfy their level of requirements for security. >> Sanjay, what are you doing here? I know you said you are speaking at a panel, Fireside chat, what's your agenda of the week? What's the story? What some of the key talking points for VM-ware? >> VM-ware is one of the top sponsors here, I don't know whatever is global or platinum or whatever the highest level is, you will see our name's there. And largely what we did when we announced this partnership was, you know, Andy and I were classmates at school. We wanted to build a very close partnership at their big events, so you will see us at all the major summits. VM-ware is a top sponsor, and you'll see them also at >> Doubling down on the relationships. >> Yep, we're doubling down. And they're doing the same at VM-world, so we said "Listen" and I think I talked about this in one of your previous shows. If you can mingle, VM-ware has collectively about 100,000 people that come to all the VM-ware events across the world and maybe about half a million to people who watch those events online. Amazon has probably twice that number. But if we can mingle each other audiences because they are coming off into both shows and we, the best showing up at AWS summits and we'll give them lots of access to VM-world. >> Ups* >> (laughs) There we go. >> Operations >> Hey, that's got a ring to it. I like it >> That's exactly the vision. So we, first of all, VM-ware is a big presence and the acquisition we've done, also, like Cloud helped also has a big presence, so that's one. Number two, we try as often as possible to have either a key note or some kind of Provence, I've had a good friendship with Theresa. She invited me to speak, I think there's an event with their top five hundred customers, sort of a key note inside that. And I do that a little later this afternoon. And it's also a tremendous opportunity, I think they have 13 or 15,000 attendees here to meet some of our top customers, so those are the three things that I'm doing over the course of the next day and a half. >> You got the CIA deal 2013, what that has done, in gestation period since then, a lot of other folks in the DC circuit here, public sector, government, agencies, they are all going "Hmm, Amazon has got the right formula" so Theresa put the formula together, people are adopting it, you guys do the strategic deal with AWS with your AA gown on, as a student of the game if you will in tech, Sanjay, which you are, knowing what you know now at VM-ware what's your perspective on this? Because you got a big tail wind with Cloud, you get clarity in what you guys do, in what AWS does, you also have multi Cloud with other Clouds, I mean you got NSX with a nice product, you got multi Cloud built-in hybrid, I mean, pretty good at spot for VM-ware for public sector. What's your perspective on this? >> Yeah, two parts to your question. First off, tremendous respect for Andy. I was describing before I go out on the show with both of you, when we were in school, I wouldn't have put him, in 1987 when we graduated, as the person who would of been the pied piper of this public Cloud revolution. But kudos to him, Theresa a fantastic executive and I think that, you know, 2013 CIA deal put them on an incredible place to be, a front runner in this and many other deals they've done similarly. VM-ware, we saw over the last, you know, 3, 4, 5 years is a significant rise of Amazon in our accounts. Customers were asking us "Why can't we get the best of both worlds? Why does it have to be on premise runs and VM-ware and public lines and I've got to portent and refactor and re platform my applications?" So our customers drove a us together and what we've sort to do in our relationship with Amazon is we meet on a quarterly basis, we review feature and function, product road map, we're aggressive, with our sales teams are trying to pursue opportunities together. And that's really helped us, you know, that's part of the reason I'm here, so, the more that we can do together to satisfy customers, customers like seeing big partners come together, even if, it feels a little bit like Berlin wall moment, right? You remember 1987? You had the US and Soviet Union and people were surprised by that. I that that the general consensus was complete surprise in 2016 when we announced the project with Amazon. But with every move we made like for instance, recently we announced the FedRAM status, one of our biggest 8 figure deals we had announced in our queue for was with a major customer that's in this segment, actually. Our public sector SLED and the more that we can do this, I think there's a lot of future ahead of us. >> Berlin is interesting, you know, tearing down that wall that was a moment that came down and the government, the theme that we are hearing over and over again is red tape. Lag with data it hurts application work loads so fast data, make it available, cut the read tape out of procurement, I mean, basically, 1980s, 1990s, procurement rules don't apply to how people consume and deploy technology today. >> Yeah, absolutely. >> Tear down that red tape. >> I think you got that right. I think the governments mandate to go Cloud first in the, you know, last several administrations was absolutely key and certain elementary work loads like websites, I mean why, so if it's a public website that's holding public information, I mean, of course, you've got to worry about security but the data public anyway. Okay, so, what's going to get hacked? I mean, why don't you move all websites that are web content, so some of those early work loads are moved over very easy. I would call it so, the 1-O-1 of posting. Why would you want to have server just to host a website? But once that's done the more mission critical applications, Windows work loads, Oracle's sequel service databases, Virtual desktops, now you are starting to see and I think eventually some of the more mission critical apps like SAP or Oracle apps, I think you see them also now with a lot of customers in both public sectors and commercial- >> Military DOD tactical edges, >> Absolutely. >> The military lives are on the line, it's not a video game, lag actually will kill people. So you want to have that application peaked. >> Exactly. >> With the right architect >> One of the things that are so inspiring about being here at the public sector summit is that we are seeing all these used cases, of using the Cloud for good to solve pressing environmental challenges, health challenges, social challenges, what are you seeing, what is VM-ware working on that is, that is particularly inspiring to you? >> I am glad you asked that Rebecca. I would say that's one the things and Amazon shares a similar value where we think that, you know, technology companies have to think beyond themselves and be a force for good. I think that one of the first times at any major conference, last year we had the Nobel Peace Prize winner who's changed the world, Malala, come and speak and I think everyone who comes to major tech conferences, and we had one of the biggest conferences, was, I mean, we had grown big men, 6 foot tall crying at the end of that. And we had a number of customers that we loved to be able to talk about there stories, Make A wish is an example of an organization that, you know, if someone's with a terminal disease and they want to have some wish that they could wish for, all the infrastructure runs in VM-ware and we can help them serve that audience better, we have a number of charitable organization, Red Cross was on (unintelligible), so we, a big part of pad mind the attire of companies, kind of charter in our EPICC values has been people of integrity, people of work with the customers and the community. Our values EPICC stands for execution, passion, integrity customer and community. And that last C I think is very important, cause, you know, we live in a world and the more important thing is not necessarily how much money you make but what a force you can be for changing people's life. That lasts forever. You can't take your money into the grave but the more you can have on people, impact on people's lives, I mean, John, I am delighted to see your daughter. >> Yeah. >> I mean that generation continues >> Well, it's community right? >> And you're passing on those values onto the next generation or helping people that's the bigger story of life and that gets us equally excited as innovation. >> Communities can now be instrumented via digital technologies, so your faster time to find truth, people who have communities were very active, the data is there, it's all in the data and so you can see the impact >> You know, I think that's absolutely key. So John, I would agree with you and I think you as, you know, you talk to companies that's an important question to ask them. Because we are all in this together. There is no whether it's competitors or what's not, we can all serve the greater community, here for good and make this world a better place, you know there is a lot of what we do that helps the world run better, that's good, infrastructure helps us run better, but helping the world be a better place, it takes both individual and collective will. >> Well one of the talent gaps is not just computer programming and tech people it's architects for the new society that needs help and these key policy questions like governance and responsibilities, you're seeing YouTube and Facebook and our neck of the woods responsible for all this impact and they don't really kind of, there's no oversight. (laughs) >> Well, listen I'm not going to get into the public debate about, you know, privacy and governance and so on. I would say that one thing that, you know, we're also really excited to kind of give back to the community in terms of education. One of the things that is very powerful to VM-ware is our user groups. We call them V-mugs, VM-ware user groups and there's collectively about 150, 200000 of them and it's amazing when you spend time with them, they are really, really, they are members of the community really because they're customers and partners and they dedicate their time to educating others and the more that we can use online forums, I love the way in which you're using your online platform with the AI and other techniques. I think artificial intelligence becomes the ground equalizer, give access to everybody. >> Access to the voice is access to the data but right now as you pointed out we need a society that's going to have shared values and I think that's like where the good is coming from and it's easy to get on the bad tech band wagon which everyone is on right now but there are examples of tech for good, you mentioned- >> But when you say shared values, is that you, I mean is that possible? >> Well, I think there is, there is an awakening going on now from Silicon Valley where I live and here in DC which it's, it's in my face here because people as tech savvy here as they are in say Silicon Valley, no offense, but those people aren't as tech savvy here as they are in Silicon Valley, they don't go deep on the impact of tech but they see the results of bad tech. So I don't see a lot of a vandalizing going on outside of certain areas around tech for good. So I think there's a lot of great examples, human trafficking, you're seeing tech for hiring, new generations onboard training, skills gap, so efficiencies in healthcare, there is so many areas that tech could be used for good and if people were educated on focusing on that and not the bad, I mean bad's got to eradicated, certainly, I'm not for bad things but maybe there's a lot more good, the good pile is much bigger than the bad pile in tech, so, when I say shared values is recognition of that which is let's get on the same page, there's bad and there's good, have that debate and then apply the tech. >> Yeah, interesting. It's a galvanizing force. >> Well, it's just like any invention whether it's the printing press or the use of fire, I mean, there is good use of it and there's bad use of it. And we got to to find ways by which technology while this debate is going on as to as some of these social media platforms, my fundamental belief is that technology is going to transform society, the reason I came to the United States as an immigrant was to study computer science and I felt like the United States had, you know, when I came to this college I hade never heard of called Dartmouth College in Haven New Hampshire, was very fortunate to have a scholarship to go there but that's because I wanted to study computer science and I felt like computer science could change a lot of the way at which, you know, at that time, I was just trying to program and learn how to, you know, create algorithms but if you look at what transformed every aspect whether it's the mobile device which is really a computer in your pocket or Cloud computing which is kind of bringing the super computer into the Cloud. >> (inaudible) >> I think it's tremendous what we can do and we have to constantly find ways by which artificial intelligence and these forces of, you know, the next part of general mobile, Cloud computing can be used for greater good. >> Did you go to scholarship on full bode with basketball? (all laugh) >> Man, we got the Warriors with two ball games. >> So you are a big Warriors and for the folks that don't know Sanjay, we always used to talk about every time Warriors looking good to stay alive but not looking good >> So sad to see. I mean it's sort of, the last game I was watching last night, it was, it was sad, it was, of course, it was a win but also a loss to see KD go down that way was just absolutely tearful, yeah, but, you know, we have one more game. >> It's going to be hard >> It's going to be hard to, you know, kind of beat the crowd and the crowd is really loud at Oracle and get one more game and then, yeah, I think it'll get to game 7, we'll what happens but it's just great to their heart. >> I'm from Boston so I'm kind of over Golden state but I am sure everyone is over Boston and our red socks and our throw-ins and our pads >> Duck tour has only been 15 months? >> I know exactly! Exactly! We're still- >> There will be a Celtic warriors game >> That would have been so good >> That would have been so good like the Lakers (inaudible) >> It was more recent than that. It was the pads victory, so yeah >> Okay >> Yeah, anyway. Just saying, just saying. Sanjay, thank you so much for coming back on The cube, we look forward to your 14th visit on the show. >> Thank you, Rebecca. Thank you, John. >> I'm Rebecca Knight for John Ferrier, stay tuned for more AWS public sector summit here in Washington DC. (Upbeat Music)

>> Live from San Diego, California It's the queue covering Sisqo live US 2019 Tio by Cisco and its ecosystem. Barker's >> Welcome back to San Diego. Everybody watching the Cube, the leader and live check coverage. My name is David Locke. I'm here with my co host student in recovering Day to hear Sisqo live. 2019 on. On On. On on. Oswald is here. Excuse me. Sees the senior vice president of enterprise networking Engineering at Cisco. And John A postal, a polis. Italians in the Greeks. We have a lot in common. He is the VP and CTO of Enterprise Network. And get Sisko. Gentlemen, welcome to the Cube. How'd I do? Do you know it? Also, that you're bad, right? Thank you. All right, Good. Deal it out. Let's start with you. You guys have had a bunch of news lately. Uh, you're really kind of rethinking access to the network. Can you explain what's behind that to our audience? >> Yeah, even think about it. The network is getting has running more and more critical. Infrastructure at the same time is increasing. Bottom scale and complexity. What? We expected that you'll only be obvious. Violence on workspace is on the move. Are you? You're working here in your office, in the cafe, The sock off everywhere you want. An uninterrupted unplugged experience for that is violence. First, it's cloud driven and is dead optimist. So we had to rethink our way to access. It's not just about your laptops and your fool on the wireless network. In the end of the digital management systems, Coyote devices, everything is going to provide us with means reaching the access on that. But >> so, John, this obviously ties into, you know, you hear all the buzz about five g and WiFi. Six. Can you explain the connection? And you know what? We need to know about that. >> Okay, it's so fine. Five. Jean WiFi 62 new wireless technologies coming about now, and they're really awesome. So y fi six is the new version. WiFi. It's available today, and it's going to be available for down predominately indoors as wi WiFi indoors and high density environments where you need a large number. Large data bait for square meter una WiFi. Once again, the new WiFi six fight in the coverage indoors uh, five is going to be used predominately outdoors in the cellular frequency. Replacing conventional for Geo lt will provide you The broad coverage is your roam around outdoors. And what happens, though, is we need both. You need great coverage indoors, which wife Isis can provide, and you need great coverage outdoors. Which five year cried >> for G explosion kind of coincided with mobile yet obviously, and that caused a huge social change. And, of course, social media took off. What should we expect with five G? Is it? You know, I know adoption is gonna take a while. I'll talk about that, but it feels like it's more sort of be to be driven, but but maybe not. Can you >> see why 5 65 gr actually billions Some similar fundamental technology building blocks? You know you will be in the ball game for the Warriors game like a few weeks ago when they were winning on DH. After a bit of time to send that message. Video your kid something on the WiFi slow laden Z with WiFi, 61 have a problem. The WiFi six has four times the late in C 14. The throughput and capacity has existing y find Lowell Agency and also the battery life. You know, people say that that is the most important thing today. Like in the mass Maharaj three times the battery life for WiFi, 16 points. So you're gonna see a lot of use cases where you have inter walking within 556 and five g WiFi six foot indoors and find you for outdoor and some small overlap. But the whole idea is how do you ensure that these two disparate access networks are talking to each other explaining security policy and it is invisibility. >> Okay, so first what? Your warriors fan, right? Yeah. Awesome way. Want to see the Siri's keep going, baby? That was really exciting. Because I'm a Bruins fan, sir, on the plane the other night and in the JetBlue TV. Shut down, you know, So I immediately went to the mobile, But it was terrible experience, and I was going crazy checks in my friends. What's happening? You say that won't happen? Yeah, with five Julia and WiFi sexy. Exactly. Awesome. >> So, John, help connect for us. Enterprise. Not working. We've been talking about the new re architectures. You know, there's a c I there now intent based networking. How does this play into the five G and WiFi six discussion that we're having today? >> So one of the things that really matters to our customers and for everybody, basically, they want these sort of entering capability. They had some device is they want to talk to applications. They want access to data. We want to talk with other people or try ot things. So you need this sort of end twin capability wherever the ends are. So one of the things I've been working on a number of years now it's first all intent Basin that working, which we announced two and 1/2 years ago. And then multi domain, we try to connect across the different domains. Okay, well across campus and when, and data center all the way to the cloud and across the Service Fighter network and trad security has foundational across all of these. This was something that David Buckler and Chuck Robbins talked about at their keynote yesterday, and this is a huge area for us because we're going to make this single orchestrated capability crop customers to connect and to and no matter where the end of ices are >> alright so sewn on I have to believe that it's not the port, you know, administrator saying, Oh my God, I have all these signs of them. Is this where machine learning in A I come in to help me with all these disparate system absolutely are going very simple. Any user on any device had access to any application. Sitting in a data center in a cloud of multiple clouds over any network, you want that securely and seamlessly. You also wanna have nature. Its whole network is orchestrator automated, and you're the right visibility's recipes for idea on with the business insights on the eye. An ML. What's happening is there for the next book is going in complexity and skill. The number of alerts are growing up, so you are not able to figure it out. That's where the power of a I and machine learning comes. Think about it in the industry revolution, the Industrial Revolution made sure that you are. You don't have limitations or what humans can do right, like machines. And now we want to make sure businesses can benefit in the digital revolution, you know, in limited by what I can pass through all the logs and scrolls on ornament. Everything and that's the power of air and machine learning >> are there use cases where you would want some human augmentation. We don't necessarily want the machine taking over for you or Or Do you see this as a fully automated type of scenario? >> Yeah, so what happens is first ball visibility is really, really important. The operator of an effort wants the visibility and they want entwined across all these domains. So the first thing we do is we apply a lot of machine learning to get to take that immense amount of data is an unmentioned and to translate it into piece of information to insights into what's happening so that we could share to the user. And they can have visibility in terms of what's happened, how well it's happening. Are they anomalies? Are is this security threat so forth? And then we can find them additional feedback. Hate. This is anomaly. This could be a problem. This is the root cause of the problem, and we believe these are the solutions for what do you want to do? You wantto Do you want actuate one of these solutions and then they get to choose. >> And if you think of any other way, our goal is really take the bits and bytes of data on a network. Convert that data into information that information into insights that inside that lead to outcomes. Now you want. Also make sure that you can augment the power of a machine. Learning on those insights, you can build on exactly what's happening. For example, you want first baseline, your network, what's normal for your environment and when you have deviations and that anomalies. Then, you know, I don't know exactly what the problem is. Anyone automated the mediation of the problem. That's the power of A and women you >> When you guys as engineers, when you think about, you know, applying machine intelligence, there's a lot of, you know, innovation going on there. Do you home grow that? Do you open source it? Do you borrow? Explain the philosophy there in terms of it. From a development standpoint, >> development point of it is a combination of off all the aspects, like we will not green when they leave it all the exists. But it's always a lot of secrets are that you need to apply because everything flows through the network, right? If everything first netbooks, this quarter of information is not just a data link, their data source as well. So taking this district's also information. Normalizing it, harmonizing it, getting a pretty language. Applying the Alberta and machine learning, for example. We do that model, model learning and training in the clouds. Way to infants in the cloud, and you pushed the rules down. There's a combination, all of all, of that >> right, and you use whatever cloud tooling is available. But it sounds like it's really from an interest from a Cisco engineering standpoint. It's how you apply the machine intelligence for the benefit of your customers and those outcomes versus us. Thinking of Sisko is this new way I company right. That's not the ladder. It's the former. Is that >> fair? One of the things that's really important is that, as you know, Cisco has been making, uh, we've been designing a six for many years with really, really rich telemetry and, as you know, Data's key to doing good machine learning and stuff. So I've been designing the A six to do really time at wire speed telemetry and also to do various sorts of algorithmic work on the A six. Figure out. Hey, what is the real data you want to send up? And then we have optimized the OS Iowa sexy to be able to perform various algorithms there and also post containers where you could do more more machine learning at the switch at the router, even in the future, maybe at the A P and then with DNA Center way, have been able to gather all the data together in a single data life where we could form a machine learning on top. >> That's important, Point John mentioned, because you want Leo want layers and analytics. And that's why the cattle's 91 191 20 access point we launch has Cisco are basic that provides things like cleaning for spectrum were also the analytic from layer one level are literally a seven. I really like the line, actually from Chuck Robbins, yesterday said. The network sees everything, and Cisco wants to give you that visibility. Can you walk us through some of the new pieces? What, what what people, Either things that they might not have been aware of our new announcements this week as part of the Sisko, a network analytics, announced three things. First thing is automated based lining. What it really means. Is that what's normal for your environment, right? Because what's normal for your own environment may not be the same for my environment. Once I understand what that normal baseline is, then, as I have deviations I canto anomaly detection, I can call it an aggregate issues I can really bring down. Apply here and machine learning and narrow down the issues that are most critical for you to look at right now. Once and Aragon exact issue. I wanted the next thing, and that is what we call machine. Reasoning on machine reasoning is all about ordering the workflow off what you need to do to debug and fix the problem. You want the network to become smarter and smarter, the more you use it on. All of this is done through model learning and putting in the clouds infants in the cloud and pushing it down the rules as way have devices on line on time. So, >> do you see the day? If you think about the roadmap for for machine intelligence, do you see the day where the machine will actually do the remediation of that workflow. >> Absolutely. That's what we need to get you >> when you talk about the automated base lining is obviously a security, you know, use case there. Uh, maybe talk about that a little bit. And are there others? It really depends on your objective, right? If my objective is to drive more efficiency, lower costs, I presume. A baseline is where you start, right? So >> when I say baseline what I mean really, like, say, if I tell you that from this laptop to connect on a WiFi network, it took you three seconds and ask, Is that good or bad? You know, I don't know what the baseline for his environment. What's normal next time? If you take eight seconds on your baseline street, something is wrong. But what is wrong isn't a laptop issue isn't a version on the on your device is an application issue on network issue and our issue I don't know. That's why I'm machine learning will do exactly what the problem is. And then you use machine reasoning to fix a problem. >> Sorry. This is probably a stupid question, but how much data do you actually need. And how much time do you need to actually do a good job in that? That type of use case? >> What happens is you need the right data, Okay? And you're not sure where the right data is originally, which we do a lot of our expertise. It's this grass for 20 years is figuring out what the right data is and also with a lot of machine learning. We've done as well as a machine reason where we put together templates and so forth. We've basically gathered the right made for the right cause for the customer. And we refined that over time. So over time, like this venue here, the way this venue network, what it is, how it operates and so forth varies with time. We need to weigh need to refine that over time, keep it up to date and so forth. >> And when we talk about data, we're talking about tons of metadata here, right? I mean, do you see the day where there'll be more metadata than data? Yeah, it's a rhetorical question. All right, so So it's true you were hearing >> the definite zone. Lots of people learning about a building infrastructure is code. Tell us how the developer angle fits into what we've been discussing. >> Here we ask. So what happens is is part of intent based on African key parts of automation, right? And another key parts. The assurance. Well, it's what Devon it's trying to do right now by working with engineering with us and various partners are customers is putting together one of the key use cases that people have and what is code that can help them get that done. And what they're also doing is trying to the looking through the code. They're improving it, trying to instill best practice and stuff. So it's recently good po'd people can use and start building off. So we think this could be very valuable for our customers to help move into this more advanced automation and so forth. >> So architecture matters. We've touched upon it. But I want you to talk more about multi domain architectures wear Chuck Robbins. You know, talk about it. What is it? Why is it such a big deal on DH? How does it give Sisko competitive advantage? >> Think about it. I mean, my dad go being architectures. Nothing but all the components of a modern enterprise that look behind the scenes from giving access to a user or device to access for application and everything in between. Traditionally, each of these domains, like an access domain, the land domain can have 100 thousands off network know that device is. Each of these are configured General Manual to see a live my domain architectures almost teaching these various domains into one cohesive, data driven, automated programmable network. Your campus, your branch, your ran. But he doesn't and cloud with security as an integral part of it if it all. >> So it's really a customer view of an architecture isn't? Yeah, absolutely. Okay, that's good. I like that answer. I thought you're going to come out with a bunch of Cisco No mumbo jumbo in secret sauce. Now it really is you guys thinking about Okay, how would our customers need to architect there? >> But if you think about it, it's all about customer use case, for example, like we talked earlier today, we were walking everywhere on the bull's eye, in the cafe, in office and always on the goal. You're accessing your business school applications, whether it's webex salesforce dot com, 40 65. At the same time you're doing Facebook and what's happened. YouTube and other applications. Cisco has the van Domain will talk to Sisko. The domains action escalates and policies. So now you can cry tears the application that you want, which is business critical and fixing the night watchers but miss experience for you. But you want the best experience for that matter, where you are well >> on the security implications to I mean, you're basically busting down the security silos. Sort of the intent here, right? Right. Last thoughts on the show. San Diego last year. Orlando. We're in Barcelona earlier this year. >> I think it's been great so far. If you think about it in the last two years, we fill out the entire portfolio for the new access network when the cattle is 90. 100. Access points with WiFi six Switches Makes emission Campus core. Waterston, Controller Eyes for Unified Policy Data Center for Automation Analytics. Delia Spaces Business Insights Whole Access Network has been reinvented on It's a great time. >> Nice, strong summary, but John will give you the last word. >> What happens here is also everything about It says that we have 5,000 engineers have been doing this a couple years and we have a lot more in the pipe. So you're going to Seymour in six months from now Morn. Nine months and so forth. It's a very exciting time. >> Excellent. Guys. It is clear you like you say, completing the portfolio positioning for the next wave of of access. So congratulations on all the hard work I know a lot goes into it is Thank you very much for coming. All right, Keep it right there. David. Dante was stupid. And Lisa Martin is also in the house. We'll get back with the Cube. Sisqo live 2019 from San Diego.

>> Live from Miami Beach, Florida, It's theCUBE covering VeeamON 2019. Brought to you by Veeam. >> Welcome back to Miami, everybody. This is Dave Vellante with Peter Burris. We're here at day one at VeeamON 2019. This is CUBE's 3rd year of doing VeeamON. We started in New Orleans, it was a great show. Last year was Chicago, and here, Miami at the Fontainbleau hotel. Marc Crespi is here, he's the vice president of sales engineering for the Americas at ExaGrid Systems Cube. Hello Marc, good to see you again. >> Good to see you. >> Thanks for coming on. So, give us the update. What's happening with ExaGrid? You guys got new headquarters in Marlborough. Marlborough's happening these days, right? We got the new shopping spa, and the mayor's going crazy, so give us the update on ExaGrid. >> Yes, so we just moved into a beautiful new headquarters in Marlborough and share it with some great other companies. The company continues to grow rapidly, double digit growth year over year, one of the few companies in this category that's growing that quickly. So everything's great. >> What's driving the growth? >> Well, customers are looking to fix the economics of backup. They've been spending too much money on it for a lot of years, so they look at products now, they want them to be simple, easy to use, and very cost-effective and we drive that trend very hard. >> Yeah I mean that doesn't really describe- what you just described, simple, easy to use, and cost-effective really doesn't describe backup for the past 20 years. So what are you doing specifically to make it simple, cost-effective, and easy to use? >> Well, first of all, by working with companies like Veeam. Veeam is a very easy-to-use product, it's very intuitive and then our product integrates very well with it so the products work together very well and makes just a very simple solution. >> What do you see as other big trends in backup? showed a slide today, 15 billion dollars. A big chunk of that, maybe close to half of it was backup and recovery, there's all kind of other stuff: data management, analytics, etc, etc, etc. What do you see, obviously cloud, you talked about the big superpowers, what are the big trends that are driving your business and more importantly, your customers transformation? >> Well, customers are looking to reduce the amount of data that they actually have to move. So, incremental technology's a really big- themes of pioneer in that, obviously doing incremental backups and that saves time and effort, saves space, along with data deduplication, it really makes for cost-effective storage solution. >> Talk a little bit more about why you're growing, how you sort of uniquely compete in the marketplace with some of the big whales. >> Sure, so our most unique feature is our architecture, and it has both technical aspects and economic aspects. Because we're a scale-out architecture, meaning that with every capacity increase of your data, we're not just adding storage, we're adding CompuPower network memory, etc. so that we keep the backup times very, very, very low. That also makes for a very cost-effective architecture because what we've done is you can scale out pretty much infinitely and we've also eliminated the concept of the end of a life of products. So we never force our customers into mandatory refreshes so their economics are very predictable over a long period of time. >> What do you see as the biggest use cases today that are driving your business? I mean, obviously, backup and recovery, I talked earlier about some of these emerging data management, cloud obviously, is this big, Edge, you seeing much going on there. What are some of those workloads and use cases that you see? >> I think probably one of the biggest use cases these days is what I would call instant recoveries, meaning that rather than doing a traditional restore, which could take a long number of minutes to hours. Customers will actually run production workloads off of the backup target as a way to get users back productive more quickly than would've been done in the past. >> Yeah, and that's key because you see in RPO and RTO's sort of companies putting more and more pressure on the IT groups to shrink those times, presuming you're seeing that in conjunction with digital, digital business, digital transformation. You talked about architecture before. What about your architecture and maybe with your partnership with Veeam allows customers to shrink those RPO and RTO times? >> I think the other aspect of our architecture that's very unique is what we called adaptive deduplication. One of the things we looked at when we architected the product was deduplication is obviously a very effective technology, but what are potential cons. Things that would make it less effective in backup. And one of the things we realized was if you put deduplication in the middle of the backup window and due to deduplication while the backups are running, then you could interfere with the speed of disk. So we do something called adaptive deduplication which means that we allow the object from the backup software to land and then we deduplicate and replicate them in parallel, but we make sure that we're not throttling the backups. So, we provide disk speeds even though we use deduplication. >> Okay. So, that's an example of one of the things you're doing to sort of improve it. How about Veeam integration? Is there anything specific there that you're doing that we should know about? >> Well, part of it is because of adaptive deduplication and because we maintain complete copies of backups. We uniquely support instant Veeam recovery like no other vendor can. Furthermore, we run what's called the Veeam data remover which is actually Veeam technology runs inside of our appliance and sets up a optimized communication protocol with the Veeam software that allows us to do a number of great things. >> Wait, double click on on that. So, is it an efficient protocol or is there other sort of accelerators that you've got in there? >> The protocol is optimized, and then we do some other acceleration around how you do synthetic folds and things of that sort that are unique to the data mover. >> And you have news with Veeam this week, do you not? >> Yes, we do. We're announcing something called ExaGrid backup with Veemam and what it is in a nutshell is the ability for a customer to purchase both technologies from their preferred reseller by just ordering one part number. So it dramatically simplifies the acquisition of the two technologies and allows customers to simplify the buying process. >> So Veeam, I know, is all channel sales. How about you guys? How do you go to market? >> We also are, yes. >> So, talk more about your go-to market. What do you have? Like, an overlay sales force that it helps facilitate? You got partners? Maybe you can talk more about your ecosystem. >> Well, we have a worldwide sales force and our sales people, the people that do the selling, work directly with our partners, so we don't have a specialized channel workforce, but we have a specialized channel strategy, and our entire sales team is very well trained on the channel, how to work with the channel, and make them happy and successful. >> So, backup for a long time time was kind of an afterthought. It was non-differentiated. You just did what you needed to make sure the devices could be recovered. >> Yeah, you bolted it on. >> You bolted it on. >> Right. >> Increasingly, it's becoming recognized as a central capability to any digital business, because if your data goes away or your data's no longer available, your digital business is gone. >> Right. >> That suggests we're going to get a greater degree of differentiation in the types of devices, in the types of systems, etc, that are going to become part of a backup solution. First of all, do you agree with that? And then secondly, go back to the use cases, where do you guys see yourselves fitting into that increasingly federated backup capability? >> Well, I certainly do agree with it. I mean, it's always been a necessity, but now even with things like Ransomware and the cryptoviruses, and things of that sort, it's even more important than it's ever been. It's no longer just data loss, etc. So, we fit into that trend and we'll continue to fit into that trend by continuing to drive the economics through the floor. Customers want that level of protection, it's a little bit like insurance. You need the protection, but you don't want to pay a dollar more than you have to, right? So you want to put it on an economic diet, and the way our technology evolves, we come out with denser, faster systems at a lower cost per terabyte just about every year. And we'll continue to do that. >> So do you anticipate then that there's going to be specialized use cases or are you just going after taking costs out of the equation? >> It's not so specialized because it's very horizontal. Everybody does it and everybody backs up all their data. So, we don't specialize in any one area of the data center like database or anything of that sort. We go wherever the customer needs us to go inside their data center. >> It's in the data center, sorry David, it's in the data center. >> In the data center, we also have a cloud offering, we have partners that will offer disaster recovery as a service, so they'll have data centers that manage on behalf of the customers, and we also have an offering that goes into Amazon web services. And, shortly, we'll be coming out with one for Azure. >> And that is what? A software based offering that uses the cloud as a target? >> Correct, it's a virtual appliance that you can replicate into the cloud. >> All right. We don't have much time left tonight, we have a really important topic to cover, which is, we talked about last year, but I want to bring it up again, which is sports. >> Yup. Why don't we talk Boston sports, we could talk about Warriors. I got a question for you, but- >> I'll watch >> I asked you last year, and I think it was May, we were in Chicago, I said "Would you have traded Tom Brady?" At a time when the sentiment was, he was done. And you said "No way, absolutely not." You, Peter McKay, and Patrick Osmond all said emphatically no, you made the right call. So good job. >> Thank you. >> Your thoughts? >> Would never trade him. He can play until he's 100 for all I care. As long as he keeps performing at such a high level, why would you lose him? >> And then, of course, the Red Sox, 108 wins, that was an amazing gift that they gave us. So, I don't know if you're a baseball fan. >> I am. >> All right, I got to ask you, Peter. Are the Warriors the greatest basketball team in the history of basketball? >> Well, let's see... >> Brendan says yes. >> They are the best basketball team at a time of the most competitive NBA. Some of the rules have changed, but the athletes are better, they're more conditioned, they are more knowledgeable by how to play this game, and they are the best team in basketball without Kevin Durant and without Boogie Cousins. >> Yeah. >> So ... hard to argue. >> They're sweeping Portland without Durant which is pretty amazing. So Brendan, for years, has been trying to tell me that. You know, Brendan is our local basketball genius so, I don't know. >> Now, would the Warriors have beaten say a Bill Russell Celtics team with the Celtics- Bill Russell Celtics team rules? Maybe not. >> Yeah, I don't know. I would say I'm starting to come around to Brendan's way of thinking. But, Marc, we'll give you the last word here. VeeamON 2019, great venue here in Miami, very hip, hip company, hip venue, ExaGrid growing, double digit growth rate, so congratulations on that. Your final thoughts? >> Just great to be here, I always like coming to Veeam events, they're always very well attended, I get to meet a lot of customers and really enjoy it. >> Marc Crespi, thanks very much for coming to theCUBE. It's great to see you again. >> Thank you. >> All right, keep it right there everybody. Peter and I will be back with our next guest right after this short break. This is VeeamON 2019 and you're watching theCUBE.

>> Live from Las Vegas, it's theCUBE, covering Dell Technologies World 2019. Brought to you by Dell Technologies and its ecosystem partners. >> Hey, welcome back to Las Vegas. Lisa Martin with Dave Vellante of theCUBE on our second day of wall-to-wall coverage of Dell Technologies World 2019, and we're welcoming one our guests back to theCUBE. We've got Rüya Barrett, VP of product marketing from the Data Protection Division. Rüya, it's great to have you back on the program. >> Great to be here, thank you for having us. >> And from Under Armor, a brand everybody knows, Nick Hennessy, Senior Manager, Compute and Storage. Nick, welcome, it's great to have you here. >> Great, thank you guys very much. >> So Rüya, we'll start with you. We've had, this is, you can hear all the energy behind us. And if you can hear dogs barking, by the way, that's normal. We've got some dogs next to our-- Lots of energy yesterday and today. Everything about data as this asset, and I think Michael said yesterday, that it's inexhaustible. You guys did an interesting recent survey with over 2,000 IT decision makers. With respect to data and getting their hands on it, what are some of the really interesting things that you've learned about that? >> Yeah, there were some really great takeaways. Great question. One, it's not a surprise to anyone, People have more data than ever to manage. There was over 586% growth in the last two years in terms of how much data on the average customers are managing. So that's a given, not a big surprise. One of the key things that we saw was that they value data. These people surveyed value data more than ever. So it was 96% value data more than they ever did, and 36% of them have already started monetizing data. So it's critical for accounts now, and one of the issues that they brought up for not being able to recover data, around data protection, was that if they can't recover data, they have new concerns now. Loss of opportunity, loss of bringing products to market, loss of competitive advantage, which are issues that we have never heard before because this is the third time we did the survey. We did it first in 2014, 2016, and we just did the 2018 survey. So those were some of the key really big takeaways for me from that survey that we did. >> So if they value it, they've got to protect it. >> Yeah. >> Alright, so Nick, Under Armour, a brand I mentioned everybody knows and wears. You guys have a great brand reputation. And you have some great brand ambassadors. I've got to mention Steph Curry. We have established Nick as a Lakers fan. And I have to point out, Dave, that you're wearing a Warriors colored tie today. Just got to say. >> I won't be if the Celtics make it to the finals though. >> But also Tom Brady's a brand ambassador. We've got Tommy boy covered, Lindsey Vonn. So you've got this great brand of reputation. How does Under Armour, to Rüya's point, value that data and leverage that data to keep and grow that brand reputation? >> Well, you know one of the things about data is, at Under Armour, we call the data is the new gold. So to us, it's very important, especially to our consumers, stuff that we're gathering at the retail stores, and kind of tracking all that stuff. So in order for us to protect that data, we're using Dell Technologies as sweeter products. And it's been working out great for us. >> So paint a picture, Nick, what are you protecting? What's the infrastructure look like, the applications, I know big SAP shop. But what's it look like, what are you protecting? >> So in terms of data, we're protecting over a thousand virtual machines, Two plus petabytes of data, everything in our five regional hubs. So it's quite a bit, it's quite a chore, especially for a small team like we have. >> So you mentioned data is the new gold. I have this idea that it's even more valuable than gold 'cause you can only use gold once. You can't spend it multiple places, data. And I think, correct me if I'm wrong, but Under Armour's ascendancy really coincided with strong technology ethos, very strong use of data, understanding of customers, and technology of sports clothing. So how are you using data to drive competitive advantage? >> Yeah, so very interesting. The brand and the culture is very infectious. So it's like, rah rah, let's go out and get it. That works into how we work IT in our everyday lives. So we kind of take that and kind of run with it. >> So what were you doing before you guys started working with Dell EMC? Talk to us about some of the challenges that you faced before you were using a different solution, so some of those opportunity costs that Rüya mentioned, in terms of if we can't monetize this, we're going to miss opportunities to identify new products our customers want, bring it to market. Walk us through your journey. >> Yeah, so I joined Under Armour about four years ago. And we really set the foundation with our three-year road map. Year one, build the foundation. It was really aligning what we were going to do, right, aligning with Dell Technologies, we're using all of your products. Year two was really architecting the future. And that's where things such as data protection really helped us out. We needed stuff that was easy to deploy, things that, for a small team to manage, that we don't have to think about it. We can sleep easy at night. It really aligned with our road map. >> So historically, data protection has been insurance. Rüya, you and I have talked about this for a long long time. Nobody likes to buy insurance, but you got to do it. Are you trying to move beyond that sort of one use case equation into new areas of value, whether it's compliance, whether it's data analytics. Are you able to use the corpus of data that you're protecting, and the management of that data in new ways? And if so, how? >> Yeah, in terms of the management for our small teams, we need something really easy. But security always comes to mind, so that's built into the product as well. But things moving to the cloud, scalability, things that we want to do in the future, we're really setting that up now. And us doing a huge storage refresh a couple months ago, we really flattened out, and we're using all brand new products. Now we're ready to scale the cloud. >> Rüya, you say that in the customer base, that people are trying to move beyond just straight back-up. >> Definitely. >> It's becoming increasingly new world, digital transformation, hybrid clouds. What are you seeing? >> Oh my god, yeah there's a ton of demand right now for customers to be able to leverage data, regardless of where it lives. So primary data, secondary data, tertiary copies, cloud data. How do you really start gaining business insights regardless of where data is? And how do you make sure that it's constantly recoverable under any circumstance. So one of the other things that we found in that study, again, is that there's new threats. So cyber recovery has become, and ransomware, and cyber recovery has become such a foundational consideration for customers. Being able to also spin up VMs regardless instantly. We just announced the X400 PowerProtect, which is very exciting and was part of today's announcement. It's all flash, and the reason it's all flash is because the use cases such as data reuse, app test and development, being able to test disaster recovery scenarios or cyber recovery scenarios real time, these are all critical use cases that you couldn't imagine doing years ago on your protection data. So we're really excited about both the PowerProtect announcement, as well as the Integrated Data Protection Appliance announcement. So you and I, Dave, have talked a lot about the Integrated Data Protection Appliance and simplicity and efficiency and breadth of coverage and cloud capabilities. Under Armour actually is a big proponent. They use cloud very prolifically, in terms of their IT environment. And IDPA really fit that need for them, in terms of being able to really drive costs out of their environment through efficiency, have that protection performance, just the foundational capabilities, yet still be able to offer some of those new innovation and the cloud capabilities, as well as automation. >> Alright, so we've heard from the marketing pro. Nick, now we got to hear from the customer. I heard simple, efficient, so how simple, how efficient, how do you measure these things? How does it compare with other products that you've looked at? >> Well, the product that we had before, we used Avamar Data Domain, and the problem that we had with it, it was decentralized. So we were managing a regional hub separately. So by refreshing, as we did, it got very simple. Now we have a centralized management. We were able to reduce 40 to 1 ratio. We're getting reductions, before we were getting 92 to 93%. Now we're getting 98, 99%. More importantly, for me, reporting. So able to produce those reports, we didn't have that before, so it's been really great. >> And how do those internal benefits that you talked about manifest out through the organization and really drive, like we talked about earlier, brand reputation or Under Armour being able to use that valuable data to identify new insights and act on the new product streams to delight, say, Tom Brady, for example. >> Well not only does it make-- >> You know he cares. (laughing) >> We certainly care about Tom Brady. >> I know! >> It makes my life a lot easier, right? So I'm able to take this data, it allows me to think, it allows the teams to be agile. Can you use that data to promote other projects, other ideas, things that we really want to do in the future to kind of push the brand even farther. >> When you guys meet privately, what kind of things, Nick, do you ask Rüya and her team at Dell EMC to do that will make your life easier? >> Quite honestly, the Dell team that we work with is wonderful. Really, we ask for a partner, someone that works with us, someone that understands us, understands our pain and is in there with us, so that we can really work on solutions together. >> Okay, obvious question, is that why you work with these guys? 'Cause of the strong partnership? Two part question, and what about the product? Is the product in your opinion, based on what you've evaluated, best of breed relative to other competitive products that are out there. >> Yeah, we did look at some other competitor products. We believe that it is best of breed. And that's why we chose to partner with Dell Technologies. >> So a lot of news yesterday and today, everything around multi-cloud. Customers are in this multi-cloud world for a variety of reasons. With the partnership that you've established with Dell Technologies and Rüya's group, what are some of the things that you've heard from Michael, from Pat, from John, Jeff, that really resonated with you that, ah, Dell Technologies is listening to customers like Under Armour and others as they're developing, helping you to really tackle this multi-cloud world with a lot of success. >> Yeah, so one of the things that was really exciting was part of the keynote yesterday with the SDDC. You can spin up a data center at the click of a button nowadays, and that resonates with us because it's going to make our lives really easy. We're going to be more agile. We can speed up and really take the brand farther. >> So you mentioned cloud before. I think Rüya said you've got multiple clouds. You have multiple clouds, is that right? >> We have a hybrid cloud infrastructure. >> So you've got multiple public clouds, is that correct? Obviously. >> Yes. >> You've got SAS, you've got on-prem stuff, and you try to make them all look the same, substantially similar from a control plan standpoint? >> We try. (laughs) >> It's a journey. >> Yes. >> I get that. But there's also the operating model. And I want to follow up with, are you enabling, whether it's DBAs or application owners, to do their own back-ups, do their own recoveries, do their own analytics, et cetera. Is that where you're headed, are you there today? Is it something that you don't want to do? Can you elaborate? >> That's the idea is to try and make everyone's life a lot easier. And being part of the Compute and Storage team, we're really stuck in the middle of all teams. Applications teams come to us. Sequel teams come to us, networking teams. So we really have a lot of responsibility on our plate. In order to make our lives simpler, we have to enable all these teams to do it themselves, and that's really where we're headed. >> Well, great stuff guys. Nick, Rüya, thank you so much for joining Dave and me on the program this afternoon. And go Warriors. >> Ahh. >> I said it. (laughs) >> For Dave Vellante, who again is wearing a Warriors colored tie. I'm Lisa Martin, you're watching theCUBE live from Las Vegas. Okay. >> I do. >> Alright. >> I like the Warriors. >> Alright, good, see and I mentioned Tom Brady-- >> I like them a lot better than the Lakers, sorry Nick. I can't get over that. >> I'm not sorry. I was saying, we're at VM (laughs). No, we're not at VM World, we're at Dell Technologies World. Oh my goodness, Lisa Martin for Dave Vellante, thanks for watching. (electronic music)

>> live from Las Vegas. It's the queue covering Dell Technologies. World twenty nineteen. Brought to you by Dell Technologies and its ecosystem partners. >> The one Welcome to the Special Cube Live coverage here in Las Vegas with Dell Technologies World 2019. I'm John Furrier with Dave Vellante breaking down day one of three days of wall the wall Coverage - 2 Cube sets. Uh, big news today and dropping here. Dell Technology World's series of announcements Cloud ability, unified work spaces and then multi cloud with, uh, watershed announced with Microsoft support for VMware with Azure are guests here theCUBE alumni that Seo, senior leader of'Em Where Sanjay *** and such a great to see you, >> John and Dave always a pleasure to be on your show. >> So before we get into the hard core news around Microsoft because you and Satya have a relationship, you also know Andy Jassy very well. You've been following the Clouds game in a big way, but also as a senior leader in the industry and leading BM where, um, the evolution of the end user computing kind of genre,  that whole area is just completely transformed with mobility and cloud kind of coming together with data and all this new kinds of applications. The modern applications are different. It's changing the game on how end users, employees, normal people use computing because some announcement here on their What's your take on the ever changing role of cloud and user software? >> Yeah, John, I think that our vision , as  you know, it was the first job I came to do at VMware almost six years ago, to run and use a computing. And the vision we had at that time was that you should be able to work at the speed of life, right? You and I happen to be on a plane at the same time  yesterday coming here, we should be able to pick our amps up on our devices. You often have Internet now even up at thirty thousand feet. In the consumer world, you don't lug around your CDs, your music, your movies come to you. So the vision of any app on any device was what we articulated with the digital workspace We. had Apple and Google very well figured out. IOS later on Mac,  Android,  later on chrome . The Microsoft relationship in end use the computing was contentious because we overlapped. They had a product, PMS and in tune. But we always dreamed of a day. I tweeted out this morning that for five and a half years I competed with these guys. It was always my dream to partner with the With Microsoft. Um, you know, a wonderful person, whom I respect there, Brad Anderson. He's a friend, but we were like LeBron and Steph Curry. We were competing against each other. Today everything changed. We are now partners. Uh, Brad and I we're friends, we'll still be friends were actually partners  now why? Because we want to bring the best of the digital workspace solution VMware brings workspace one to the best of what Microsoft brings in Microsoft 365 , active directory, E3 capabilities around E. M. S and into it and combined those together to help customers get the best for any device. Apple, Google and Microsoft that's a game changer. >> Tell about the impact of the real issue of Microsoft on this one point, because is there overlap is their gaps, as Joe Tucci used to say, You can't have any. There's no there's no overlap if you have overlapped. That's not a >> better to have overlapped and seems right. A gaps. >> So where's the gaps? Where this words the overlapping cloud. Next, in the end user world, >> there is a little bit of overlap. But the much bigger picture is the complementarity. We are, for example, not trying to be a directory in the Cloud That's azure active directory, which is the sequel to Active Directory. So if we have an identity access solution that connect to active directory, we're gonna compliment that we've done that already. With Octo. Why not do that? Also inactive Directory Boom that's clear. Ignored. You overlap. Look at the much bigger picture. There's a little bit of overlap between in tune and air Watch capabilities, but that's not the big picture. The big picture is combining workspace one with E. M s. to allow Office 365 customers to get conditional access. That's a game, so I think in any partnership you have to look past, I call it sort of these Berlin Wall moments. If the U. S and Soviet Union will fighting over like East Germany, vs West Germany, you wouldn't have had that Berlin wall moment. You have to look past the overlaps. Look at the much bigger picture and I find the way by which the customer wins. When the customer wins, both sides are happy. >> Tearing down the access wall, letting you get seamless. Access the data. All right, Cloud computing housely Multi cloud announcement was azure something to tell on stage, which was a surprise no one knew was coming. No one was briefed on this. It was kind of the hush hush, the big news Michael Delll, Pat Girl singer and it's nothing to tell up there. Um, Safia did a great job and really shows the commitment of Microsoft with the M wear and Dell Technologies. What is this announcement? First, give us your take an analysis of what they announced. And what does it mean? Impact the customers? >> Yeah, listen, you know, for us, it's a further That's what, like the chess pieces lining up of'Em wars vision that we laid up many years for a hybrid cloud world where it's not all public cloud, it isn't all on premise. It's a mixture. We coined that Tom hybrid loud, and we're beginning to see that realize So we had four thousand cloud providers starting to build a stack on VM, where we announced IBM Cloud and eight of us. And they're very special relationships. But customers, some customers of azure, some of the retailers, for example, like Wal Mart was quoted in the press, released Kroger's and some others so they would ask us, Listen, we're gonna have a way by which we can host BMO Workloads in there. So, through a partnership now with Virtue Stream that's owned by Dell on DH er, we will be able to allow we, um, where were close to run in Virtue Stream. Microsoft will sell that solution as what's called Azure V M, where solutions and customers now get the benefit of GMO workloads being able to migrate there if they want to. Or my great back on the on premise. We want to be the best cloud infrastructure for that multi cloud world. >> So you've got IBM eight of us Google last month, you know, knock down now Azure Ali Baba and trying you. Last November, you announced Ali Baba, but not a solution. Right >> now, it's a very similar solutions of easy solution. There's similar what's announced with IBM and Nash >> So is it like your kids where you loved them all equally or what? You just mentioned it that Microsoft will sell the VM wear on Azure. You actually sell the eight of us, >> so there is a distinction. So let me make that clear because everything on the surface might look similar. We have built a solution that is first and preferred for us. Called were MacLeod on a W s. It's a V m er manage solution where the Cloud Foundation stack compute storage networking runs on a ws bare metal, and V. Ember manages that our reps sell that often lead with that. And that's a solution that's, you know, we announced you were three years ago. It's a very special relationship. We have now customer attraction. We announce some big deals in queue, for that's going great, and we want it even grow faster and listen. Eight of us is number one in the market, but there are the customers who have azure and for customers, one azure very similar. You should think of this A similar to the IBM ah cloud relationship where the V C P. V Partners host VM where, and they sell a solution and we get a subscription revenue result out of that, that's exactly what Microsoft is doing. Our reps will get compensated when they sell at a particular customer, but it's not a solution that's managed by BM. Where >> am I correct? You've announced that I think a twenty million dollars deal last quarter via MacLeod and A W. And that's that's an entire deal. Or is that the video >> was Oh, that was an entirely with a customer who was making a big shift to the cloud. When I talked to that customer about the types of workloads, they said that they're going to move hundreds off their APs okay on premise onto via MacLeod. And it appears, so that's, you know, that's the type of cloud transformation were doing. And now with this announcement, there will be other customers. We gave an example of few that Well, then you're seeing certain verticals that are picking as yours. We want those two also be happy. Our goal is to be the undisputed cloud infrastructure for any cloud, any cloud, any AP any device. >> I want to get your thoughts. I was just in the analysts presentation with Dell technology CFO and looking at the numbers, the performance numbers on the revenue side Don Gabin gap our earnings as well as market share. Dell. That scales because Michael Delll, when we interviewed many years ago when it was all going down, hinted that look at this benefits that scale and not everyone's seeing the obvious that we now know what the Amazon scale winds so scale is a huge advantage. Um, bm Where has scale Amazon's got scale as your Microsoft have scales scales Now the new table stakes just as an industry executive and leader as you look at the mark landscape, it's a having have not world you'd have scale. You don't If you don't have scale, you're either ecosystem partner. You're in a white space. How do companies compete in this market? Sanjay, what's your thoughts on I thinkit's >> Jonah's? You said there is a benefit to scale Dell, now at about ninety billion in revenue, has gone public on their stock prices. Done where Dellvin, since the ideal thing, the leader >> and sir, is that point >> leader in storage leader inclined computing peces with Vienna and many other assets like pivotal leaders and others. So that scale VM, Where about a ten billion dollar company, fifth largest software company doing verywell leader in the softer to find infrastructure leader, then use a computing leader and softer, defined networking. I think you need the combination of scale and speed, uh, just scale on its own. You could become a dinosaur, right? And what's the fear that every big company should have that you become ossified? And I think what we've been able to show the world is that V M wear and L can move with scale and speed. It's like having the combination of an elephant and a cheetah and won and that to me special. And for companies like us that do have scaled, we've to constantly ask ourselves, How do we disrupt ourselves? How do we move faster? How do we partner together? How do we look past these blind spots? How do we pardon with big companies, small companies and the winner is the customer. That's the way we think. And we could keep doing that, you'll say so. For example, five, six years ago, nobody thought of VMware--this is going before Dell or EMC--in the world of networking, quietly with ten thousand customers, a two million dollar run rate, NSX has become the undisputed leader and software-defined networking. So now we've got a combination of server, storage and a networking story and Dell VMware, where that's very strong And that's because we moved with speed and with scale. >> So of course, that came to an acquisition with Nice Sarah. Give us updates on the recent acquisitions. Hep C e o of Vela Cloud. What's happening there? >> Yeah, we've done three. That, I think very exciting to kind of walk through them in chronological order about eighteen months ago was Velo Cloud. We're really excited about that. It's sort of like the name, velocity and cloud fast. Simple Cloud based. It is the best solution. Ston. How do we come to deciding that we went to talk to our partners like t other service providers? They were telling us this is the best solution in town. It connects to the data center story to the cloud story and allows our virtual cloud network to be the best softer. To find out what you can, you have your existing Mpls you might have your land infrastructure but there's nobody who does softer to find when, like Philip, they're excited about that cloud health. We're very excited about that because that brings a multi cloud management like, sort of think of it like an e r P system on top of a w eso azure to allow you to manage your costs and resource What ASAP do it allows you to manage? Resource is for materials world manufacturing world. In this world, you've got resources that are sitting on a ws or azure. Uh, cloud held does it better than anybody else. Hefty. Oh, now takes a Cuban eighty story that we'd already begun with pivotal and with Google is you remember at at PM world two years ago. And that's that because the founders of Cuban eighties left Google and started FTO. So we're bringing that DNA we've become now one of the top two three contributors to communities, and we want to continue to become the de facto platform for containers. If you go to some of the airports in San Francisco, New York, I think Keilani and Heathrow to you'LL see these ads that are called container where okay, where do you think the Ware comes from Vienna, where, OK, and our goal is to make containers as container where you know, come to you from the company that made vmc possible of'Em where So if we popularized PM's, why not also popularised the best enterprise contain a platform? That's what helped you will help us do >> talk about Coburn at ease for a minute because you have an interesting bridge between end user computing and their cloud. The service is micro. Services that are coming on are going to be powering all these APS with either data and or these dynamic services. Cooper, Nettie sees me the heart of that. We've been covering it like a blanket. Um, I'm gonna get your take on how important that is. Because back Nelson, you're setting the keynote at the Emerald last year. Who burn it eases the dial tone. Is Cooper Netease at odds with having a virtual machine or they complimentary? How does that evolving? Is it a hedge? What's the thoughts there? >> Yeah, First off, Listen, I think the world has begun to realize it is a world of containers and V ems. If you looked at the company that's done the most with containers. Google. They run their containers in V EMS in their cloud platform, so it's not one or the other. It's vote. There may be a world where some parts of containers run a bare metal, but the bulk of containers today run and Beyonce And then I would say, Secondly, you know, five. Six years ago, people all thought that Doctor was going to obliterate VM where, But what happened was doctors become a very good container format, but the orchestration layer from that has not become daugher. In fact, Cuban Eddie's is kind of taking a little of the head and steam off Dr Swarm and Dr Enterprise, and it is Cooper Navy took the steam completely away. So Senses Way waited for the right time to embrace containers because the obvious choice initially would have been some part of the doctor stack. We waited as Borg became communities. You know, the story of how that came on Google. We've embraced that big time, and we've stated a very important ball hefty on All these moves are all part of our goal to become the undisputed enterprise container platform, and we think in a multi cloud world that's ours to lose. Who else can do multi cloud better than VM? Where may be the only company that could have done that was Red Hat. Not so much now, inside IBM, I think we have the best chance of doing that relative. Anybody else >> Sanjay was talking about on our intro this morning? Keynote analysis. Talking about the stock price of Dell Technologies, comparing the stock price of'Em where clearly the analysis shows that the end was a big part of the Dell technologies value. How would you summarize what v m where is today? Because on the Kino there was a Bank of America customers. She said she was the CTO ran, she says, Never mind. How we got here is how we go floors the end wars in a similar situation where you've got so much success, you always fighting for that edge. But as you go forward as a company, there's all these new opportunities you outlined some of them. What should people know about the VM? We're going forward. What is the vision in your words? What if what is VM where >> I think packed myself and all of the key people among the twenty five thousand employees of'Em are trying to create the best infrastructure company of all time for twenty one years. Young. OK, and I think we have an opportunity to create an incredible brand. We just have to his use point on the begins show create platforms. The V's fear was a platform. Innocent is a platform workspace. One is a platform V san, and the hyper convert stack of weeks right becomes a platform that we keep doing. That Carbonetti stuff will become a platform. Then you get platforms upon platforms. One platforms you create that foundation. Stone now is released. ADelle. I think it's a better together message. You take VX rail. We should be together. The best option relative to smaller companies like Nutanix If you take, you know Veum Where together with workspace one and laptops now put Microsoft in the next. There's nobody else. They're small companies like Citrix Mobile. I'm trying to do it. We should be better than them in a multi cloud world. They maybe got the companies like Red Hat. We should have bet on them. That said, the end. Where needs toe also have a focus when customers don't have Dale infrastructure. Some people may have HP servers and emcee storage or Dell Silvers and netapp storage or neither. Dellery emcee in that case, usually via where, And that's the way we roll. We want to be relevant to a multi cloud, multi server, multi storage, any hardware, any cloud. Any AP any device >> I got. I gotta go back to the red hat. Calm in a couple of go. I could see you like this side of IBM, right? So So it looks like a two horse race here. I mean, you guys going hard after multi cloud coming at it from infrastructure, IBM coming at it with red hat from a pass layer. I mean, if I were IBM, I had learned from VM where leave it alone, Let it blossom. I mean, we have >> a very good partisan baby. Let me first say that IBM Global Services GTS is one about top sai partners. We do a ton of really good work with them. Uh, I'm software re partner number different areas. Yeah, we do compete with red hat with the part of their portfolios. Relate to contain us. Not with Lennox. Eighty percent plus of their businesses. Lennox, They've got parts of J Boss and Open Stack that I kind of, you know, not doing so well. But we do compete with open ship. That's okay, but we don't know when we can walk and chew gum so we can compete with Red Hat. And yet partner with IBM. That's okay. Way just need to be the best at doing containing platform is better than open shifter. Anybody, anything that red hat has were still partner with IBM. We have to be able to look at a world that's not black and white. And this partnership with Microsoft is a good example. >> It's not a zero sum game, and it's a huge market in its early days. Talk >> about what's up for you now. What's next? What's your main focus? What's your priorities? >> Listen, we're getting ready for VM World now. You know in August we want to continue to build momentum on make many of these solutions platforms. So I tell our sales reps, take the number of customers you have and add a zero behind that. OK, so if you've got ten thousand customers of NSX, how do we get one hundred thousand customers of insects. You have nineteen thousand customers of Visa, which, by the way, significantly head of Nutanix. How do we have make one hundred ninety thousand customers? And we have that base? Because we have V sphere and we have the Delll base. We have other partners. We have, I think, eighty thousand customers off and use of computing tens of millions of devices. How do we make sure that we are workspace? One is on billion. Device is very much possible. That's the vision. >> I think that I think what's resonating for me when I hear you guys, when you hear you talk when we have conversations also in Pat on stage talks about it, the simplification message is a good one and the consistency of operating across multiple environments because it sounds great that if you can achieve that, that's a good thing. How you guys get into how you making it simple to run I T. And consistent operating environment. It's all about keeping the customer in the middle of this. And when we listen to customs, all of these announcements the partnership's when there was eight of us, Microsoft, anything that we've done, it's about keeping the customer first, and the customer is basically guiding up out there. And often when I sit down with customers, I had the privilege of talking hundreds of thousands of them. Many of these CEOs the S and P five hundred I've known for years from S athe of'Em were they'LL Call me or text me. They want us to be a trusted advisor to help them understand where and how they should move in their digital transformation and compared their journey to somebody else's. So when we can bring the best off, for example, of developer and operations infrastructure together, what's called DEV Ops customers are wrestling threw that in there cloud journey when we can bring a multi device world with additional workspace. Customers are wrestling that without journey there, trying to figure out how much they keep on premise how much they move in the cloud. They're thinking about vertical specific applications. All of these places where if there's one lesson I've learned in my last ten twenty years of it has become a trusted advisor to your customers. Lean on them and they will lean on you on when you do that. I mean the beautiful world of technology is there's always stuff to innovate. >> Well, they have to lean on you because they can't mess around with all this infrastructure. They'LL never get their digital transformation game and act together, right? Actually, >>= it's great to see you. We'Ll see you at PM, >> Rollo. Well, well, come on, we gotta talk hoops. All right, All right, All right, big. You're a big warriors fan, right? We're Celtics fan. Would be our dream, for both of you are also Manny's themselves have a privileged to go up against the great Warriors. But what's your prediction this year? I mean, I don't know, and I >> really listen. I love the warriors. It's ah, so in some senses, a little bit of a tougher one. Now the DeMarcus cousins is out for, I don't know, maybe all the playoffs, but I love stuff. I love Katie. I love Clay, you know, and many of those guys is gonna be a couple of guys going free agents, so I want to do >> it again. Joy. Well, last because I don't see anybody stopping a Celtics may be a good final. That would be fun if they don't make it through the rafters, though. That's right. Well, I Leonard, it's tough to make it all right. That sounds great. >> Come on. Sanjay Putin, CEO of BM Wear Inside the Cube, Breaking down his commentary of you on the landscape of the industry and the big news with Microsoft there. Other partner's bringing you all the action here Day one of three days of coverage here in the Cubicle two sets a canon of cube coverage out there. We're back with more after this short break.