(upbeat music) >> Welcome back to Supercloud 2, which is an open industry collaboration between technologists, consultants, analysts, and of course, practitioners, to help shape the future of cloud. And at this event, one of the key areas we're exploring is the intersection of cloud and data, and how building value on top of hyperscale clouds and across clouds is evolving, a concept we call supercloud. And we're pleased to welcome Harvir Singh, who's the chief data architect and global head of data at Western Union. Harvir, it's good to see you again. Thanks for coming on the program. >> Thanks, David, it's always a pleasure to talk to you. >> So many things stand out from when we first met, and one of the most gripping for me was when you said to me, "When data moves, money moves." And that's the world we live in today, and really have for a long time. Money has moved as bits, and when it has to move, we want it to move quickly, securely, and in a governed manner. And the pressure to do so is only growing. So tell us how that trend is evolved over the past decade in the context of your industry generally, and Western Union, specifically. Look, I always say to people that we are probably the first ones to introduce digital currency around the world because, hey, somebody around the world needs money, we move data to make that happen. That trend has actually accelerated quite a bit. If you look at the last 10 years, and you look at all these payment companies, digital companies, credit card companies that have evolved, majority of them are working on the same principle. When data moves, money moves. When data is stale, the money goes away, right? I think that trend is continuing, and it's not just the trend is in this space, it's also continuing in other spaces, specifically around, you know, acquisition of customers, communication with customers. It's all becoming digital, and it's, at the end of the day, it's all data being moved from one place or another. At the end of the day, you're not seeing the customer, but you're looking at, you know, the data that he's consuming, and you're making actionable items on it, and be able to respond to what they need. So I think 10 years, it's really, really evolved. >> Hmm, you operate, Western Union operates in more than 200 countries, and you you have what I would call a pseudo federated organization. You're trying to standardize wherever possible on the infrastructure, and you're curating the tooling and doing the heavy lifting in the data stack, which of course lessens the burden on the developers and the line of business consumers, so my question is, in operating in 200 countries, how do you deal with all the diversity of laws and regulations across those regions? I know you're heavily involved in AWS, but AWS isn't everywhere, you still have some on-prem infrastructure. Can you paint a picture of, you know, what that looks like? >> Yeah, a few years ago , we were primarily mostly on-prem, and one of the biggest pain points has been managing that infrastructure around the world in those countries. Yes, we operate in 200 countries, but we don't have infrastructure in 200 countries, but we do have agent locations in 200 countries. United Nations says we only have like 183 are countries, but there are countries which, you know, declare themselves countries, and we are there as well because somebody wants to send money there, right? Somebody has an agent location down there as well. So that infrastructure is obviously very hard to manage and maintain. We have to comply by numerous laws, you know. And the last few years, specifically with GDPR, CCPA, data localization laws in different countries, it's been a challenge, right? And one of the things that we did a few years ago, we decided that we want to be in the business of helping our customers move money faster, security, and with complete trust in us. We don't want to be able to, we don't want to be in the business of managing infrastructure. And that's one of the reasons we started to, you know, migrate and move our journey to the cloud. AWS, obviously chosen first because of its, you know, first in the game, has more locations, and more data centers around the world where we operate. But we still have, you know, existing infrastructure, which is in some countries, which is still localized because AWS hasn't reached there, or we don't have a comparable provider there. We still manage those. And we have to comply by those laws. Our data privacy and our data localization tech stack is pretty good, I would say. We manage our data very well, we manage our customer data very well, but it comes with a lot of complexity. You know, we get a lot of requests from European Union, we get a lot of requests from Asia Pacific every pretty much on a weekly basis to explain, you know, how we are taking controls and putting measures in place to make sure that the data is secured and is in the right place. So it's a complex environment. We do have exposure to other clouds as well, like Google and Azure. And as much as we would love to be completely, you know, very, very hybrid kind of an organization, it's still at a stage where we are still very heavily focused on AWS yet, but at some point, you know, we would love to see a world which is not reliant on a single provider, but it's more a little bit more democratized, you know, as and when what I want to use, I should be able to use, and pay-per-use. And the concept started like that, but it's obviously it's now, again, there are like three big players in the market, and, you know, they're doing their own thing. Would love to see them come collaborate at some point. >> Yeah, wouldn't we all. I want to double-click on the whole multi-cloud strategy, but if I understand it correctly, and in a perfect world, everything on-premises would be in the cloud is, first of all, is that a correct statement? Is that nirvana for you or not necessarily? >> I would say it is nirvana for us, but I would also put a caveat, is it's very tricky because from a regulatory perspective, we are a regulated entity in many countries. The regulators would want to see some control if something happens with a relationship with AWS in one country, or with Google in another country, and it keeps happening, right? For example, Russia was a good example where we had to switch things off. We should be able to do that. But if let's say somewhere in Asia, this country decides that they don't want to partner with AWS, and majority of our stuff is on AWS, where do I go from there? So we have to have some level of confidence in our own infrastructure, so we do maintain some to be able to fail back into and move things it needs to be. So it's a tricky question. Yes, it's nirvana state that I don't have to manage infrastructure, but I think it's far less practical than it said. We will still own something that we call it our own where we have complete control, being a financial entity. >> And so do you try to, I'm sure you do, standardize between all the different on-premise, and in this case, the AWS cloud or maybe even other clouds. How do you do that? Do you work with, you know, different vendors at the various places of the stack to try to do that? Some of the vendors, you know, like a Snowflake is only in the cloud. You know, others, you know, whether it's whatever, analytics, or storage, or database, might be hybrid. What's your strategy with regard to creating as common an experience as possible between your on-prem and your clouds? >> You asked a question which I asked when I joined as well, right? Which question, this is one of the most important questions is how soon when I fail back, if I need to fail back? And how quickly can I, because not everything that is sitting on the cloud is comparable to on-prem or is backward compatible. And the reason I say backward compatible is, you know, there are, our on-prem cloud is obviously behind. We haven't taken enough time to kind of put it to a state where, because we started to migrate and now we have access to infrastructure on the cloud, most of the new things are being built there. But for critical application, I would say we have chronology that could be used to move back if need to be. So, you know, technologies like Couchbase, technologies like PostgreSQL, technologies like Db2, et cetera. We still have and maintain a fairly large portion of it on-prem where critical applications could potentially be serviced. We'll give you one example. We use Neo4j very heavily for our AML use cases. And that's an important one because if Neo4j on the cloud goes down, and it's happened in the past, again, even with three clusters, having all three clusters going down with a DR, we still need some accessibility of that because that's one of the biggest, you know, fraud and risk application it supports. So we do still maintain some comparable technology. Snowflake is an odd one. It's obviously there is none on-prem. But then, you know, Snowflake, I also feel it's more analytical based technology, not a transactional-based technology, at least in our ecosystem. So for me to replicate that, yes, it'll probably take time, but I can live with that. But my business will not stop because our transactional applications can potentially move over if need to. >> Yeah, and of course, you know, all these big market cap companies, so the Snowflake or Databricks, which is not public yet, but they've got big aspirations. And so, you know, we've seen things like Snowflake do a deal with Dell for on-prem object store. I think they do the same thing with Pure. And so over time, you see, Mongo, you know, extending its estate. And so over time all these things are coming together. I want to step out of this conversation for a second. I just ask you, given the current macroeconomic climate, what are the priorities? You know, obviously, people are, CIOs are tapping the breaks on spending, we've reported on that, but what is it? Is it security? Is it analytics? Is it modernization of the on-prem stack, which you were saying a little bit behind. Where are the priorities today given the economic headwinds? >> So the most important priority right now is growing the business, I would say. It's a different, I know this is more, this is not a very techy or a tech answer that, you know, you would expect, but it's growing the business. We want to acquire more customers and be able to service them as best needed. So the majority of our investment is going in the space where tech can support that initiative. During our earnings call, we released the new pillars of our organization where we will focus on, you know, omnichannel digital experience, and then one experience for customer, whether it's retail, whether it's digital. We want to open up our own experience stores, et cetera. So we are investing in technology where it's going to support those pillars. But the spend is in a way that we are obviously taking away from the things that do not support those. So it's, I would say it's flat for us. We are not like in heavily investing or aggressively increasing our tech budget, but it's more like, hey, switch this off because it doesn't make us money, but now switch this on because this is going to support what we can do with money, right? So that's kind of where we are heading towards. So it's not not driven by technology, but it's driven by business and how it supports our customers and our ability to compete in the market. >> You know, I think Harvir, that's consistent with what we heard in some other work that we've done, our ETR partner who does these types of surveys. We're hearing the same thing, is that, you know, we might not be spending on modernizing our on-prem stack. Yeah, we want to get to the cloud at some point and modernize that. But if it supports revenue, you know, we'll invest in that, and get the, you know, instant ROI. I want to ask you about, you know, this concept of supercloud, this abstracted layer of value on top of hyperscale infrastructure, and maybe on-prem. But we were talking about the integration, for instance, between Snowflake and Salesforce, where you got different data sources and you were explaining that you had great interest in being able to, you know, have a kind of, I'll say seamless, sorry, I know it's an overused word, but integration between the data sources and those two different platforms. Can you explain that and why that's attractive to you? >> Yeah, I'm a big supporter of action where the data is, right? Because the minute you start to move, things are already lost in translation. The time is lost, you can't get to it fast enough. So if, for example, for us, Snowflake, Salesforce, is our actionable platform where we action, we send marketing campaigns, we send customer communication via SMS, in app, as well as via email. Now, we would like to be able to interact with our customers pretty much on a, I would say near real time, but the concept of real time doesn't work well with me because I always feel that if you're observing something, it's not real time, it's already happened. But how soon can I react? That's the question. And given that I have to move that data all the way from our, let's say, engagement platforms like Adobe, and particles of the world into Snowflake first, and then do my modeling in some way, and be able to then put it back into Salesforce, it takes time. Yes, you know, I can do it in a few hours, but that few hours makes a lot of difference. Somebody sitting on my website, you know, couldn't find something, walked away, how soon do you think he will lose interest? Three hours, four hours, he'll probably gone, he will never come back. I think if I can react to that as fast as possible without too much data movement, I think that's a lot of good benefit that this kind of integration will bring. Yes, I can potentially take data directly into Salesforce, but I then now have two copies of data, which is, again, something that I'm not a big (indistinct) of. Let's keep the source of the data simple, clean, and a single source. I think this kind of integration will help a lot if the actions can be brought very close to where the data resides. >> Thank you for that. And so, you know, it's funny, we sometimes try to define real time as before you lose the customer, so that's kind of real time. But I want to come back to this idea of governed data sharing. You mentioned some other clouds, a little bit of Azure, a little bit of Google. In a world where, let's say you go more aggressively, and we know that for instance, if you want to use Google's AI tools, you got to use BigQuery. You know, today, anyway, they're not sort of so friendly with Snowflake, maybe different for the AWS, maybe Microsoft's going to be different as well. But in an ideal world, what I'm hearing is you want to keep the data in place. You don't want to move the data. Moving data is expensive, making copies is badness. It's expensive, and it's also, you know, changes the state, right? So you got governance issues. So this idea of supercloud is that you can leave the data in place and actually have a common experience across clouds. Let's just say, let's assume for a minute Google kind of wakes up, my words, not yours, and says, "Hey, maybe, you know what, partnering with a Snowflake or a Databricks is better for our business. It's better for the customers," how would that affect your business and the value that you can bring to your customers? >> Again, I would say that would be the nirvana state that, you know, we want to get to. Because I would say not everyone's perfect. They have great engineers and great products that they're developing, but that's where they compete as well, right? I would like to use the best of breed as much as possible. And I've been a person who has done this in the past as well. I've used, you know, tools to integrate. And the reason why this integration has worked is primarily because sometimes you do pick the best thing for that job. And Google's AI products are definitely doing really well, but, you know, that accessibility, if it's a problem, then I really can't depend on them, right? I would love to move some of that down there, but they have to make it possible for us. Azure is doing really, really good at investing, so I think they're a little bit more and more closer to getting to that state, and I know seeking our attention than Google at this point of time. But I think there will be a revelation moment because more and more people that I talk to like myself, they're also talking about the same thing. I'd like to be able to use Google's AdSense, I would like to be able to use Google's advertising platform, but you know what? I already have all this data, why do I need to move it? Can't they just go and access it? That question will keep haunting them (indistinct). >> You know, I think, obviously, Microsoft has always known, you know, understood ecosystems. I mean, AWS is nailing it, when you go to re:Invent, it's all about the ecosystem. And they think they realized they can make a lot more money, you know, together, than trying to have, and Google's got to figure that out. I think Google thinks, "All right, hey, we got to have the best tech." And that tech, they do have the great tech, and that's our competitive advantage. They got to wake up to the ecosystem and what's happening in the field and the go-to-market. I want to ask you about how you see data and cloud evolving in the future. You mentioned that things that are driving revenue are the priorities, and maybe you're already doing this today, but my question is, do you see a day when companies like yours are increasingly offering data and software services? You've been around for a long time as a company, you've got, you know, first party data, you've got proprietary knowledge, and maybe tooling that you've developed, and you're becoming more, you're already a technology company. Do you see someday pointing that at customers, or again, maybe you're doing it already, or is that not practical in your view? >> So data monetization has always been on the charts. The reason why it hasn't seen the light is regulatory pressure at this point of time. We are partnering up with certain agencies, again, you know, some pilots are happening to see the value of that and be able to offer that. But I think, you know, eventually, we'll get to a state where our, because we are trying to build accessible financial services, we will be in a state that we will be offering those to partners, which could then extended to their customers as well. So we are definitely exploring that. We are definitely exploring how to enrich our data with other data, and be able to complete a super set of data that can be used. Because frankly speaking, the data that we have is very interesting. We have trends of people migrating, we have trends of people migrating within the US, right? So if a new, let's say there's a new, like, I'll give you an example. Let's say New York City, I can tell you, at any given point of time, with my data, what is, you know, a dominant population in that area from migrant perspective. And if I see a change in that data, I can tell you where that is moving towards. I think it's going to be very interesting. We're a little bit, obviously, sometimes, you know, you're scared of sharing too much detail because there's too much data. So, but at the end of the day, I think at some point, we'll get to a state where we are confident that the data can be used for good. One simple example is, you know, pharmacies. They would love to get, you know, we've been talking to CVS and we are talking to Walgreens, and trying to figure out, if they would get access to this kind of data demographic information, what could they do be better? Because, you know, from a gene pool perspective, there are diseases and stuff that are very prevalent in one community versus the other. We could probably equip them with this information to be able to better, you know, let's say, staff their pharmacies or keep better inventory of products that could be used for the population in that area. Similarly, the likes of Walmarts and Krogers, they would like to have more, let's say, ethnic products in their aisles, right? How do you enable that? That data is primarily, I think we are the biggest source of that data. So we do take pride in it, but you know, with caution, we are obviously exploring that as well. >> My last question for you, Harvir, is I'm going to ask you to do a thought exercise. So in that vein, that whole monetization piece, imagine that now, Harvir, you are running a P&L that is going to monetize that data. And my question to you is a there's a business vector and a technology vector. So from a business standpoint, the more distribution channels you have, the better. So running on AWS cloud, partnering with Microsoft, partnering with Google, going to market with them, going to give you more revenue. Okay, so there's a motivation for multi-cloud or supercloud. That's indisputable. But from a technical standpoint, is there an advantage to running on multiple clouds or is that a disadvantage for you? >> It's, I would say it's a disadvantage because if my data is distributed, I have to combine it at some place. So the very first step that we had taken was obviously we brought in Snowflake. The reason, we wanted our analytical data and we want our historical data in the same place. So we are already there and ready to share. And we are actually participating in the data share, but in a private setting at the moment. So we are technically enabled to share, unless there is a significant, I would say, upside to moving that data to another cloud. I don't see any reason because I can enable anyone to come and get it from Snowflake. It's already enabled for us. >> Yeah, or if somehow, magically, several years down the road, some standard developed so you don't have to move the data. Maybe there's a new, Mogli is talking about a new data architecture, and, you know, that's probably years away, but, Harvir, you're an awesome guest. I love having you on, and really appreciate you participating in the program. >> I appreciate it. Thank you, and good luck (indistinct) >> Ah, thank you very much. This is Dave Vellante for John Furrier and the entire Cube community. Keep it right there for more great coverage from Supercloud 2. (uplifting music)

>>Hey everyone. Welcome back to Las Vegas. This is the Cube's live coverage of day. One of snowflake summit 22 fourth annual. We're very happy to be here. A lot of people here, Lisa Martin with Dave Valante, David's always great to be at these events with you, but me. This one is shot out of the cannon from day one, data, data, data, data. That's what you heard of here. First, we have two guests joining us next, please. Welcome Matthew Scalian. Who's an alumni of the cube CEO and founder of Matillion and Jer staying chief data architect and global head of data engineering from Western union. Welcome gentlemen. Thank >>You. Great to be here. >>We're gonna unpack the Western union story in a second. I love that, but Matthew, I wanted to start with you, give the audience who might not be familiar with Matillion an overview, your vision, your differentiators, your joint value statement with snowflake, >>Of course. Well, first of all, thank you for having me on the cube. Again, Matillion S mission is to make the world's data useful, and we do that by providing a technology platform that allows our customers to load transform, synchronize, and orchestrate data on the snowflake data cloud. And on, on the cloud in general, we've been doing that for a number of years. We're co headquartered in the UK and the us, hence my dat accents. And we work with all sorts of companies, commercial scale, large end enterprises, particularly including of course, I'm delighted to say our friends at Western union. So that's why we're here today. >>And we're gonna talk about that in a second, but I wanna understand what's new with the data integration platform from Matillion perspective, lots of stuff coming out, give us an overview. >>Yeah, of course, it's been a really busy year and it's great to be here at snowflake summit to be able to share some of what we've been working on. You know, the Matillion platform is all about making our customers as productive as possible in terms of time to value insight on that analytics, data science, AI projects, like get you to value faster. And so the more technology we can put in the platform and the easier we can make it to use, the better we can achieve that goal. So this year we've, we've shipped a product that we call MDL 2.0, that's enterprise focused, exquisitely, easy to use batch data pipelines. So customers can load data even more simply into the snowflake data cloud, very excitingly we've also launched Matillion CDC. And so this is an industry first cloud native writer, head log based change data capture. >>I haven't come up with a shorter way of saying that, but, and surprise customers need this technology and it's been around for years, but mostly pre-cloud technology. That's been repurposed for the cloud. And so Matillion has rebuilt that concept for the cloud. And we launched that earlier this year. And of course we've continued to build out the core Matillion ETL platform that today over a thousand joint snowflake Matillion customers use, including Western union, of course we've been adding features there such as universal connectivity. And so a challenge that all data integration vendors have is having the right connectors for their source systems. Universal connectivity allows you to connect to any source system without writing code point and click. We shape that as well. So it's been a busy year, >>Was really simple. Sorry. I love that. He said that and it also sounded great with your accent. I didn't wanna >>Thank you. Excellent. Javier, talk about your role at Western union in, in what you've seen in terms of the evolution of the, the data stack. >>So in the last few years, well, a little bit of Western union, a 70 or 170 year old company, pretty much everybody knows what Western union is, right? Driving an interesting synergy from what Matthew says, when data moves money moves, that's what we do when he moves the da, he moves the data. We move the money. That's the synergy between, you know, us and the organization that support us from data move perspective. So what I've seen in the last few years is obviously a shift towards the cloud, but, you know, within the cloud itself, obviously there's a lot of players as well. And we as customers have always been wishing to have a short, smaller footprint of data so that the movement becomes a little lesser. You know, interestingly enough, in this conference, I've heard some very interesting stuff, which kind of helping me to bring that footprint down to a manageable number, to be more governed, to be more, you know, effective in terms of delivering more end results for my customers as well. >>So Matillion has been a great partner for us from our cloud adoption perspective. During the COVID times, we were a re we are a, you know, multi-channel organization. We have retail stores as well, our digital presence, but people just couldn't go to the retail stores. So we had to find ways to accelerate our adoption, make sure our systems are scaling and making sure that we are delivering the same experience to our customers. And that's where, you know, tools like Matillion came in and really, really partnered up with us to kind of bring it up to the level. >>So talk specifically about the stack evolution. Cause I have this sort of theory that everybody talks about injecting data and, and machine intelligence and AI and machine learning into apps. But the application development stack is like totally separate from the, the data analytics and the data pipeline stack. And the database is somewhere over here as well. How is that evolving? Are those worlds coming together? >>Some part of those words are coming together, but where I still see the difference is your heavy lifting will still happen on the data stack. You cannot have that heavy lifting on the app because if once the apps becomes heavy, you'll have trouble communicating with, with, with the organizations. You know, you need to be as lean as possible in the front end and make sure things are curated. Things are available on demand as soon as possible. And that's why you see all these API driven applications are doing really, really well because they're delivering those results back to the, the leaner applications much faster. So I'm a big proponent of, yes, it can be hybrid, but the majority of the heavy lifting still needs to happen down at the data layer, which is where I think snowflake plays a really good role >>In APIs are the connective tissue >>APIs connections. Yes. >>Also I think, you know, in terms of the, the data stack, there's another parallel that you can draw from applications, right? So technology is when they're new, we tend to do things in a granular way. We write a lot of code. We do a lot of sticking of things together with plasters and sticky tape. And it's the purview of high end engineers and people enthusiastic about that to get started. Then the business starts to see the value in this stuff, and we need to move a lot faster. And technology solutions come in and this is what the, the data cloud is all about, right? The technology getting out of the way and allowing people to focus on higher order problems of innovating around analytics, data applications, AI, machine learning, you know, that's also where Matillion sit as well as other companies in this modern enterprise data stack is technology vendors are coming in allowing organizations to move faster and have high levels of productivity. So I think that's a good parallel to application development. >>And's just follow up on that. When you think about data prep and you know, all the focus on data quality, you've got a data team, you know, in the data pipeline, a very specialized, maybe even hyper specialized data engineers, quality engineers, data, quality engineers, data analysts, data scientist, but they, and they serve a lot of different business lines. They don't necessarily have the business, they don't have the business context typically. So it's kind of this back and forth. Do you see that changing in your organization or, or the are the lines of business taking more responsibility for the data and, and addressing that problem? It's, >>It's like you die by thousand paper cuts or you just die. Right? That's the kind >>Of, right, >>Because if I say it's, it's good to be federated, it comes with its own flaws. But if I say, if it's good to be decentralized, then I'm the, the guy to choke, right? And in my role, I'm the guy to choke. So I've selectively tried to be a pseudo federated organization, where do I do have folks reporting into our organization, but they sit close to the line of business because the business understands data better. We are working with them hand in glove. We have dedicated teams that support them. And our problem is we are also regional. We are 200 countries. So the regional needs are very different than our us needs. Majority of the organizations that you probably end up talking to have like very us focused, 50 per more than 50% of our revenue is international. So we do, we are dealing with people who are international, their needs for data, their needs for quality and their needs for the, the delivery of those analytics and the data is completely different. And so we have to be a little bit more closer to the business than traditionally. Some, some organizations feel that they need >>To, is there need for the underlying infrastructure and the operational details that as diverse, or is that something that you bring standardization to the, >>So the best part about this, the cloud that happened to us is exactly that, because at one point of time, I had infrastructure in one country. I had another infrastructure sitting in another country, regional teams, making different different decisions of bringing in different tools. Now I can standardize. I will say, Matillion is our standard for doing ETL work. If this is the use case, but then it gets deployed across the geographies because the cloud helps us or the cloud platform helps us to manage it. Sitting down here. I have three centers around the world, you know, Costa Rica, India, and the us. I can manage 24 7 sitting here. No >>Problem. So the underlying our infrastructure is, is global, but the data needs are dealt with locally. Yep. >>One of the pav question, I was just thinking JVE is super well positioned funds for you, which is around that business domain knowledge versus technical expertise. Cause again, early in technology journeys tend, things tend to be very technical and therefore only high end engineers can do it, but high end engineers are scar. Right? Right. And, and also, I mean, we survey our hundreds of large enterprise customers and they tell us they spend two thirds of their time doing stuff they don't really want to do like reinventing the wheel, basic data movement and the low order staff. And so if you can make those people more productive and allow them to focus on higher value problems, but also bring pseudo technical people into it. Overall, the business can go a lot faster. And the way you do that is by making it easier. That's why Matillion is a low code NOCO platform, but Jer and Western union are doing this right. I >>Mean, I can't compete with AWS and Google to hire people. So I need to find people who are smart to figure the products that we have to make them work. I don't want them to spend time on infrastructure, Adam, I don't want them to spend time on trying to manage platforms. I want them to deliver the data, deliver the results to the business so that they can build and serve their customers better. So it's a little bit of a different approach, different mindset. I used to be in consulting for 17 years. I thought I knew it all, but it changed overnight when I own all of these systems. And I'm like, I need to be a little bit more smarter than this. I need to be more proactive and figure out what my business needs rather than what just from a technology needs. It's more what the business needs and how I can deliver that needs to them. So simple analogy, you know, I can build the best architecture in the world. It's gonna cost me an arm and leg, but I can't drive it because the pipeline is not there. So I can have a Ferrari, but I can't drive it. It's still capped at 80, 80 miles an hour. So rather than spend, rather than building one Ferrari, let me have 10 Toyotas or 10 Fs, which will go further along and do better for my cus my, for my customers. >>So how do you see this whole, we hearing about the data cloud. We hear about the marketplace, data products now, application development inside the data cloud. How do you see that affecting not so much the productivity of the data teams. I don't wanna necessarily say, but the product, the value that, that customers like you can get out >>Data. So data is moving closer to the business. That's the value I see, because you are injecting the business and you're injecting the application much more closer to the data because it, in the past, it was days and days of, you know, churn the data to actually clear results. Now the data has moved much closer. So I have a much faster turnaround time. The business can adapt and actually react much, much faster. It took us like 16 to 30 days to deliver, you know, data for marketing. Now I can turn it down in four hours. If I see something happening, I'll give you an example. The war in Ukraine happened. Let is shut down operations in Russia. Ukraine is cash swamp. There's no cash in Ukraine. We have cash. We roll out campaign, $0 money, transferred to Ukraine within four hours of the world going on. That's the impact that we have >>Massive impact. That's huge, especially with such a macro challenge going on, on the, in, in the world. Thank you so much for sharing the Matillion snowflake partnership story, how it's helping Western union really transform into a data company. We love hearing stories of organizations that are 170 years old that have always really been technology focused, but to see it come to life so quickly is pretty powerful. Guys. Thank you so much for your time. Thanks >>Guys. Thank you, having it. Thank >>You >>For Dave Velante and our guests. I'm Lisa Martin. You're watching the cubes live coverage of snowflake summit 22 live from Las Vegas. Stick around. We'll be back after a short break.

>> Narrator: TheCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. >> All right, welcome back to the Fira in Barcelona. This is Dave Vellante with Dave Nicholson. Day 4 of coverage MWC 23. We've been talking all week about the disaggregation of the telco networks, how telcos need to increase revenue how they're not going to let the over the top providers do it again. They want to charge Netflix, right? And Netflix is punching back. There maybe are better ways to do revenue acceleration. We're going to talk to that topic with Dave Trigg who's the Global Vice President of Telecom systems business at Dell Technologies. And Ken Burns, who's a global telecom partner, sales lead. Guys, good to see you. >> Good to see you. Great to be here. >> Dave, you heard my, you're welcome. You heard my intro. It's got to be better ways to, for the telcos to make money. How can they accelerate revenue beyond taxing Netflix? >> Yeah, well, well first of all, sort of the promise of 5G, and a lot of people talk about 5G as the enterprise G. Right? So the promise of 5G is to really help drive revenue enterprise use cases. And so, it's sort of the promise of the next generation of technology, but it's not easy to figure out how we monetize that. And so we think Dell has a pretty significant role to play. It's a CEO conversation for every telco and how they accelerate. And so it's an area we're investing heavily into three different areas for telcos. One is the IT space. Dell's done that forever. 90% of the companies leaning in on that. The other places network, network's more about cost takeout. And the third area where we're investing in is working with what we call their line of businesses, but it's really their business units, right? How can we sit down with them and really understand what services do they take to market? Where do they go? So, we're making significant investments. So one way they can do it is working with Dell and and we're making big investments 'cause in most Geos we have a fairly significant sales force. We've brought in an industry leader to help us put it together. And we're getting very focused on this space and, you know, looking forward to talking more about it. >> So Ken, you know, the space inside and out, we just had at AT&T on... >> Dave Trigg: Yep. >> And they were saying we have to be hypersensitive because of our platinum brand to the use of personal information. >> Ken: Yeah. >> So we're not going to go there yet. We're not going to go directly monetize, but yet I'm thinking well, Netflix knows what I'm watching and they're making recommendations and they're, and and that's how they make money. And so the, the telcos are, are shy about doing that for right reasons, but they want to make better offers. They want to put, put forth better bundles. You know, they don't, they don't want to spend all their time trying to figure that out and not being able to change when they need to change. So, so what is the answer? If they're not going to go toward that direct monetization of data? >> Ken: Yeah. >> How do they get there? >> So I, I joined Dell in- at the end of June and brought on, as David said, to, to build and lead this what we call the line of business strategy, right? And ultimately what it is is tying together Dell technology solutions and the best of breed of what the telecoms bring to bear to solve the business outcomes of our joint customers. And there's a few jewels inside of Dell. One of it is that we have 35,000 sellers out there all touching enterprise business customers. And we have a really good understanding of what those customer needs are and you know what their outcomes needs to be. The other jewel is we have a really good understanding of how to solve those business outcomes. Dell is an open company. We work with thousands of integrators, and we have a really good insight in terms of how to solve those business outcomes, right? And so in my conversations with the telecom companies when you talk about, you know combining the best assets of Dell with their capabilities and we're all talking to the same customers, right? And if we're giving them the same story on these solutions solving business outcomes it's a beautiful thing. It's a time to market. >> What's an example of a, of a, of a situation where you'll partner with telcos that's going to drive revenue for, for both of you and value for the customer? >> Yeah, great question. So we've been laser focused on four key areas, cyber, well, let me start off with connected laptops, cyber, private mobility, and edge. Right? Now, the last two are a little bit squishy, but I'll I'll get to that in a bit, right? Because ultimately I feel like with this 5G market, we could actually make the market. And the way that we've been positioning this is almost, almost on a journey for IOT. When we talk about laptops, right? Dell is the, is the number one company in the world to sell business laptops. Well, if we start selling connected laptops the telcos are starting to say, well, you know what? If all of those laptops get connected to my network, that's a ton of 5G activations, right? We have the used cases on why having a connected workforce makes sense, right? So we're sharing that with the telcos to not simply sell a laptop, but to sell the company on why it makes sense to have that connected workforce. >> Dave Vellante: Why does it make sense? It could change the end customer. >> Ken: Yeah. So, you know, I'm probably not the best to answer that one right? But, but ultimately, you know Dell is selling millions and millions of laptops out there. And, and again, the Verizon's, the AT&T's, the T-mobile's, they're seeing the opportunity that, you know, connecting those laptops, give those the 5G activations right? But Dave, you know, the way that we've been positioning this is it's not simply a laptop could be really a Trojan horse into this IOT journey. Because ultimately, if you sell a thousand laptops to an enterprise company and you're connecting a thousand of their employees, you're connecting people, right? And we can give the analytics around that, what they're using it for, you know, making sure that the security, the bios, all of that is up to date. So now that you're connecting their people you could open up the conversation to why don't we we connect your place and, you know, allowing the telecom companies to come in and educate customers and the Dell sales force on why a private 5G mobility network makes sense to connecting places. That's a great opportunity. When you connect the place, the next part of that journey is connecting things in that place. Robotics, sensors, et cetera, right? And, and so really, so we're on the journey of people, places, things. >> So they got the cyber angle angle in there, Dave. That, that's clear benefit. If you, you know, if you got all these bespoke laptops and they're all at different levels you're going to get, you know, you're going to get hacked anyway. >> Ken: That's right. >> You're going to get hacked worse. >> Yeah. I'm curious, as you go to market, do you see significant differences? You don't have to name any names, but I imagine that there are behemoths that could be laggards because essentially they feel like they're the toll booth and all they have to do is collect, keep collecting the tolls. Whereas some of the smaller, more nimble, more agile entities that you might deal with might be more receptive to this message. That seems to be the sort of way the circle of life are. Are you seeing that? Are you seeing the big ones? Are you seeing the, you know, the aircraft carriers realizing that we got to turn into the wind guys and if we don't start turning into the wind now we're going to be in trouble. >> So this conference has been absolutely fantastic allowing us to speak with, you know, probably 30 plus telecom operators around this strategy, right? And all of the big guys, they've invested hundreds of billions of dollars in their 5G network and they haven't really seen the ROI. So when we're coming into them with a story about how Dell can help monetize their 5G network I got to tell you they're pretty excited >> Dave Nicholson: So they're receptive? >> Oh my God. They are very receptive >> So that's the big question, right? I mean is, who's, is anybody ever going to make any money off of 5G? And Ken, you were saying that private mobility and edge are a little fuzzy but I think from a strategy standpoint I mean that is a potential gold mine. >> Yeah, but it, for, for lot of the telcos and most telcos it's a pretty significant shift in mentality, right? Cause they are used to selling sim cards to some degree and how many sim cards are they selling and how many, what other used cases? And really to get to the point where they understand the use case, 'cause to get into the enterprise to really get into what can they do to help power a enterprise business more wholly. They've got to understand the use case. They got to understand the more complete solution. You know, Dell's been doing that for years. And that's where we can bring our Salesforce, our capabilities, our understanding of the customer. 'cause even your original question around AT&T and trying to understand the data, that's just really a how do you get better understanding of your customer, right? >> Right. Absolutely. >> And, and combined we're better together 'cause we bring a more complete picture of understanding our customers and then how can we help them understand what the edge is. Cause nobody's ever bought an Edge, right? They're buying an Edge to get a business outcome. You know, back in the day, nobody ever bought a data lake, right? Like, you know, they're buying an outcome. They want to use, use that data lake or they want to use the edge to deliver something. They want to use 5G. And 5G has very real capabilities. It's got intrinsic security, which, you know a lot of the wifi doesn't. It's got guaranteed on time, you know, for areas where you can't lose connectivity: autonomous vehicles, et cetera. So it's got very real capabilities that helps deliver that outcome. But you got to be able to translate that into the en- enterprise language to help them solve a problem. And that's where we think we need the help of the telcos. I think the telcos we can help them as well and, and really go drive that outcome. >> So Dell's bringing its go to market expertise and its technology. The telcos obviously have the the connectivity piece and what they do. There's no overlap in terms of the... >> Yeah. >> The, the equipment and the software that you're selling. I mean, they're going to, they're going to take your equipment and create new networks. Beautiful. And, and it's interesting you, like, you think about how Dell has transformed prior to EMC, Dell was, you know, PC maker with a subpar enterprise business, right? Kind of a wannabe enterprise business. Sorry Dell, it's the truth. And then EMC was largely, you know, a company sold storage boxes, but you owned VMware and then brought those two together. Now all of a sudden you had Dell powerhouse leader and Michael Dell, you had VMware incredibly strategic and important and it got EMC with amazing go to market. All of a sudden this Dell, Dell technologies became incredibly attractive to CIOs, C-level executives, board level. And you've come out of that transition VMware's now a separate company, right? And now, but now you have these relationships and you got the shops to be able to go into these edge locations at companies And actually go partner with the telcos. And you got a very compelling value proposition. >> Well, it's been interesting as in, in this show, again most telcos think of Dell as a server provider, you know? Important, but not overly strategic in their journey. But as we've started to invest in this business we've started to invest in things like automation. We've brought together things in our Infra Blocks and then we help them develop revenue. We're not only helping 'em take costs out of their network we're not helping 'em take risk out of deploying that network. We're helping them accelerate the deployment of that network. And then we're helping 'em drive revenue. We are having, you know, they're starting to see us in a new light. Not done yet, but, you know, you can start to see, one, how they're looking at Dell and two, and then how we can go to market. And you know, a big part of that is helping 'em drive and generate revenue. >> Yeah. Well, as, as a, as a former EMC person myself, >> Yeah? >> I will assert that that strategic DNA was injected into Dell by the acquisition of, of EMC. And I'm sticking... >> I won't say that. Okay I'll believe you on that. >> I'm sticking with the story. And it makes sense when you think about moving up market, that's the natural thing. What's, what's what's nearly impossible is to say, we sell semi-trucks but we want to get into the personal pickup truck market. That's that, that doesn't work. Going the other way works. >> Dave Trigg: Yeah. >> Now, now back to the conversation that you had with, with, with AT&T. I'm not buying this whole, no offense to AT&T, but I'm not buying this whole story that, you know, oh we're concerned about our branded customer data. That sounds like someone who's a little bit too comfortable with their existing revenue stream. If I'm out there, I want to be out partnering with folks who are truly aggressive about, about coming up with the next cool thing. You guys are talking about being connected in a laptop. Someone would say, well I got wifi. No, no, no. I'm thinking I want to sim in my laptop cause I don't want to screw around with wifi. Okay, fine. If I know I'm going to be somewhere with excellent wifi connectivity, great. But most of the time it's not excellent. >> That's right. >> So the idea that I could maybe hit F2 and have it switch over to my sim and know that anywhere that I've got coverage, I have high speed connections. Just the convenience of that. >> Ken: Absolutely. >> I'd pay extra for that as an end user consumer. >> Absolutely. >> And I pay for the service. >> Like I tell you, if it interests AT&T I think it's more not, they ask, they're comfortable. They don't know how to monetize that data. Now, of course, AT&T has a media >> Dave Nicholson: Business necessity is the mother of invention. If they don't see the necessity then they're not going to think about it. >> It's a mentality shift. Yes, but, but when you start talking about private mobility and edge, there's there's no concern about personal information there. You're going in with basically a business transformation. Hey, your, your business is, is not, not digital. It's not automated. Now we're going to automate that and digitize that. It's like the, the Dell booth with the beer guys. >> Right. >> You saw that, right? >> I mean that's, I mean that's a simple application. Yeah, a perfect example of how you network and use this technology. >> I mean, how many non-digital businesses are that that need to go digital? >> Dave Nicholson: Like, hundred percent of them. >> Everyone. >> Dave Nicholson: Pretty much. >> Yeah. And this, and this jewel that we have inside of Dell our global industries group, right, where we're investing really heavily in terms of what is the manufacturing industry looking for retail, finance, et cetera. So we have a CTO that came in, that it would be the CTO of manufacturing that gives us a really good opportunity to go to at AT&T or to Verizon or any telco out there, right? To, to say, these are the outcomes. There's Dell technology already in place. How do we connect it to your network? How do we leverage your assets, your manager professional services to provide a richer experience? So it's, there's, you said before Dave, there's really no overlap between Dell and, and our telecom partners. >> You guys making some serious investments here. I mean I, I've been, I was been critical over the years of, hey, you can't just take an X86 block, put a name on it that says edge something and throw it over the fence because that's what you were doing. >> Dave Trigg: And we would agree. >> Yeah. Right. But, of course, but that's all you had at the time. And so you put some... >> We may not have agreed then, but we would agree. >> You bought, brought some people in, you know, like Ken, who really know the business. You brought people into the technical side and you can really see it happening. It's not going to happen overnight. You know, I mean, you know if I were an investor in Dell, I'd be like, okay when are you going to start making money at this business? I'd be like, be patient. You know, it's going to take some time but look at the TAM. >> Yep. >> You know, you guys do a good, good TAM. Tennis is a pro at this stuff. >> We've been at, we've been at this two, three years and we're just now coming with some real material products. You've seen our server line really start to get more purpose-built, really start to get in there as we've started to put out some software that allows for quicker automation, quicker deployments. We have some telcos that are using it to deploy at 10,000 locations. They're literally turning up thousands of locations a week. And so yeah, we're starting to put out some real capability. Got a long way to go. A lot of exciting things on the roadmap. But to your point, it doesn't, you know the ship doesn't turn overnight, you know. >> It could be a really meaningful portion of Dell's business. I'm, I'm excited for the day that Tom Sweet starts reporting on it. Here's our telco business. Yeah. The telco business. But that's not going to happen overnight. But you know, Dell's pretty good at things like ROI. And so you guys do a lot of planning a lot of TAM analysis, a lot of technical analysis, bringing the ecosystem together. That's what this business needs. I, I just don't, it's, it feels unstoppable. You know, you're at this show everybody recognizes the need to open up. Some telcos are moving faster than others. The ones that move faster are going to disrupt. They're going to probably make some mistakes, you know but they're going to get there first. >> Well we've, we've seen the disruptors are making some mistakes and are kind of re- they're already at the phase where they're reevaluating, you know, their approach. Which is great. You know, you, you learn and adjust. You know, you run into a wall, you, you make a turn. And the interesting thing, one of the biggest learnings I've taken out of the show is talking to a bunch of the telcos that are a little bit more of the laggards. They're like, Nope, we, we don't believe in open. We don't think we can do it. We don't have the skillset. They're maybe in a geo that it's hard to find the skillset. As they've been talking to us, and we've been talking about, there's almost a glimmer of hope. They're not convinced yet, but they're like, well wait, maybe we can do this. Maybe open, you know, does give us choice. Maybe it can help us accelerate revenue. So it's been interesting to see a little bit of the, just a little bit, but a little bit of that shift. >> We all remember at 2010, 2011, you talked to banks and financial services companies about, the heck, the Cloud is happening, the Cloud's going to take over the world. We're never going to go into the Cloud. Now they're the biggest, you know Capital One's launching Cloud businesses, Western Union, I mean, they're all in the cloud, right? I mean, it's the same thing's going to happen here. Might, it might take a different pattern. Maybe it takes a little longer, but it's, it's it's a fate are completely >> I was in high school then, so I don't remember all that. >> Sorry, Dave. >> Wow, that was a low blow, like you know? >> But, but the, but the one thing that is for sure there's money to be made convincing people to get off of the backs of the dinosaurs they're riding. >> Dave Vellante: That's right. >> And also, the other thing that's a certainty is that it's not easy. And because it's not easy, there's opportunity there. So I know, I know it's, it, it, it, it, it all sounds great to talk about the the wonderful vision of the future, but I know how hard the the road is that you have to go down to get people, especially if you're comfortable with the revenue stream, if you're comfortable running the plumbing. If you're so comfortable that you can get up on stage and say, I want more money from you to pump your con- your content across my network. I love the Netflix retort, right Dave? >> Yeah, totally Dave. And, but the, the other thing is, telco's a great business. It's, they got monopolies that print money. So... >> Dave Nicholson: It's rational. It's rational. I understand. >> There's less of an incentive to move but what's going to be the incentive is guys like Dish Network coming in saying, we're going to, we're going to disrupt, we're going to build new apps. >> That's right. >> Yeah. >> Well and it's, you know, revenue acceleration, the board level, the CEO level know that they have to, you know, do things different. But to your point, it's just hard, and there's so much gravity there. There's hundreds of years literally of gravity of how they've operated their business. To your point, a lot of them, you know, lot- most of 'em were regulated and most Geos around the world at one point, right? They were government owned or government regulated entities. It's, it's a big ship to turn and it's really hard. We're not claiming we can help them turn the ship overnight but we think we can help evolve them. We think we can go along with the journey and we do think we are better together. >> IT the network and the line of business. Love the strategy. Guys, thanks so much for coming in theCUBE. >> Thank you so much. >> Thank you. >> All right, for Dave, Nicholson, Dave Vellante here, John Furrier is in our Palo Alto studio banging out all the news, keep it right there. TheCUBE's coverage of MWC 23. We'll be right back.

(bright music) >> Hi, everybody, this is Dave Vellante, welcome back to Supercloud 2. Last August, at the first Supercloud event, we invited the broader community to help further define Supercloud, we assessed its viability, and identified the critical elements and deployment models of the concept. The objectives here at Supercloud too are, first of all, to continue to tighten and test the concept, the second is, we want to get real world input from practitioners on the problems that they're facing and the viability of Supercloud in terms of applying it to their business. So on the program, we got companies like Walmart, Sachs, Western Union, Ionis Pharmaceuticals, NASDAQ, and others. And the third thing that we want to do is we want to drill into the intersection of cloud and data to project what the future looks like in the context of Supercloud. So in this segment, we want to explore the concept of data architectures and what's going to be required for Supercloud. And I'm pleased to welcome one of our Supercloud sponsors, ChaosSearch, Ed Walsh is the CEO of the company, with Thomas Hazel, who's the Founder, CTO, and Chief Scientist. Guys, good to see you again, thanks for coming into our Marlborough studio. >> Always great. >> Great to be here. >> Okay, so there's a little debate, I'm going to put you right in the spot. (Ed chuckling) A little debate going on in the community started by Bob Muglia, a former CEO of Snowflake, and he was at Microsoft for a long time, and he looked at the Supercloud definition, said, "I think you need to tighten it up a little bit." So, here's what he came up with. He said, "A Supercloud is a platform that provides a programmatically consistent set of services hosted on heterogeneous cloud providers." So he's calling it a platform, not an architecture, which was kind of interesting. And so presumably the platform owner is going to be responsible for the architecture, but Dr. Nelu Mihai, who's a computer scientist behind the Cloud of Clouds Project, he chimed in and responded with the following. He said, "Cloud is a programming paradigm supporting the entire lifecycle of applications with data and logic natively distributed. Supercloud is an open architecture that integrates heterogeneous clouds in an agnostic manner." So, Ed, words matter. Is this an architecture or is it a platform? >> Put us on the spot. So, I'm sure you have concepts, I would say it's an architectural or design principle. Listen, I look at Supercloud as a mega trend, just like cloud, just like data analytics. And some companies are using the principle, design principles, to literally get dramatically ahead of everyone else. I mean, things you couldn't possibly do if you didn't use cloud principles, right? So I think it's a Supercloud effect, you're able to do things you're not able to. So I think it's more a design principle, but if you do it right, you get dramatic effect as far as customer value. >> So the conversation that we were having with Muglia, and Tristan Handy of dbt Labs, was, I'll set it up as the following, and, Thomas, would love to get your thoughts, if you have a CRM, think about applications today, it's all about forms and codifying business processes, you type a bunch of stuff into Salesforce, and all the salespeople do it, and this machine generates a forecast. What if you have this new type of data app that pulls data from the transaction system, the e-commerce, the supply chain, the partner ecosystem, et cetera, and then, without humans, actually comes up with a plan. That's their vision. And Muglia was saying, in order to do that, you need to rethink data architectures and database architectures specifically, you need to get down to the level of how the data is stored on the disc. What are your thoughts on that? Well, first of all, I'm going to cop out, I think it's actually both. I do think it's a design principle, I think it's not open technology, but open APIs, open access, and you can build a platform on that design principle architecture. Now, I'm a database person, I love solving the database problems. >> I'm waited for you to launch into this. >> Yeah, so I mean, you know, Snowflake is a database, right? It's a distributed database. And we wanted to crack those codes, because, multi-region, multi-cloud, customers wanted access to their data, and their data is in a variety of forms, all these services that you're talked about. And so what I saw as a core principle was cloud object storage, everyone streams their data to cloud object storage. From there we said, well, how about we rethink database architecture, rethink file format, so that we can take each one of these services and bring them together, whether distributively or centrally, such that customers can access and get answers, whether it's operational data, whether it's business data, AKA search, or SQL, complex distributed joins. But we had to rethink the architecture. I like to say we're not a first generation, or a second, we're a third generation distributed database on pure, pure cloud storage, no caching, no SSDs. Why? Because all that availability, the cost of time, is a struggle, and cloud object storage, we think, is the answer. >> So when you're saying no caching, so when I think about how companies are solving some, you know, pretty hairy problems, take MySQL Heatwave, everybody thought Oracle was going to just forget about MySQL, well, they come out with Heatwave. And the way they solve problems, and you see their benchmarks against Amazon, "Oh, we crush everybody," is they put it all in memory. So you said no caching? You're not getting performance through caching? How is that true, and how are you getting performance? >> Well, so five, six years ago, right? When you realize that cloud object storage is going to be everywhere, and it's going to be a core foundational, if you will, fabric, what would you do? Well, a lot of times the second generation say, "We'll take it out of cloud storage, put in SSDs or something, and put into cache." And that adds a lot of time, adds a lot of costs. But I said, what if, what if we could actually make the first read hot, the first read distributed joins and searching? And so what we went out to do was said, we can't cache, because that's adds time, that adds cost. We have to make cloud object storage high performance, like it feels like a caching SSD. That's where our patents are, that's where our technology is, and we've spent many years working towards this. So, to me, if you can crack that code, a lot of these issues we're talking about, multi-region, multicloud, different services, everybody wants to send their data to the data lake, but then they move it out, we said, "Keep it right there." >> You nailed it, the data gravity. So, Bob's right, the data's coming in, and you need to get the data from everywhere, but you need an environment that you can deal with all that different schema, all the different type of technology, but also at scale. Bob's right, you cannot use memory or SSDs to cache that, that doesn't scale, it doesn't scale cost effectively. But if you could, and what you did, is you made object storage, S3 first, but object storage, the only persistence by doing that. And then we get performance, we should talk about it, it's literally, you know, hundreds of terabytes of queries, and it's done in seconds, it's done without memory caching. We have concepts of caching, but the only caching, the only persistence, is actually when we're doing caching, we're just keeping another side-eye track of things on the S3 itself. So we're using, actually, the object storage to be a database, which is kind of where Bob was saying, we agree, but that's what you started at, people thought you were crazy. >> And maybe make it live. Don't think of it as archival or temporary space, make it live, real time streaming, operational data. What we do is make it smart, we see the data coming in, we uniquely index it such that you can get your use cases, that are search, observability, security, or backend operational. But we don't have to have this, I dunno, static, fixed, siloed type of architecture technologies that were traditionally built prior to Supercloud thinking. >> And you don't have to move everything, essentially, you can do it wherever the data lands, whatever cloud across the globe, you're able to bring it together, you get the cost effectiveness, because the only persistence is the cheapest storage persistent layer you can buy. But the key thing is you cracked the code. >> We had to crack the code, right? That was the key thing. >> That's where the plans are. >> And then once you do that, then everything else gets easier to scale, your architecture, across regions, across cloud. >> Now, it's a general purpose database, as Bob was saying, but we use that database to solve a particular issue, which is around operational data, right? So, we agree with Bob's. >> Interesting. So this brings me to this concept of data, Jimata Gan is one of our speakers, you know, we talk about data fabric, which is a NetApp, originally NetApp concept, Gartner's kind of co-opted it. But so, the basic concept is, data lives everywhere, whether it's an S3 bucket, or a SQL database, or a data lake, it's just a node on the data mesh. So in your view, how does this fit in with Supercloud? Ed, you've said that you've built, essentially, an enabler for that, for the data mesh, I think you're an enabler for the Supercloud-like principles. This is a big, chewy opportunity, and it requires, you know, a team approach. There's got to be an ecosystem, there's not going to be one Supercloud to rule them all, so where does the ecosystem fit into the discussion, and where do you fit into the ecosystem? >> Right, so we agree completely, there's not one Supercloud in effect, but we use Supercloud principles to build our platform, and then, you know, the ecosystem's going to be built on leveraging what everyone else's secret powers are, right? So our power, our superpower, based upon what we built is, we deal with, if you're having any scale, or cost effective scale issues, with data, machine generated data, like business observability or security data, we are your force multiplier, we will take that in singularly, just let it, simply put it in your object storage wherever it sits, and we give you uniformity access to that using OpenAPI access, SQL, or you know, Elasticsearch API. So, that's what we do, that's our superpower. So I'll play it into data mesh, that's a perfect, we are a node on a data mesh, but I'll play it in the soup about how, the ecosystem, we see it kind of playing, and we talked about it in just in the last couple days, how we see this kind of possibly. Short term, our superpowers, we deal with this data that's coming at these environments, people, customers, building out observability or security environments, or vendors that are selling their own Supercloud, I do observability, the Datadogs of the world, dot dot dot, the Splunks of the world, dot dot dot, and security. So what we do is we fit in naturally. What we do is a cost effective scale, just land it anywhere in the world, we deal with ingest, and it's a cost effective, an order of magnitude, or two or three order magnitudes more cost effective. Allows them, their customers are asking them to do the impossible, "Give me fast monitoring alerting. I want it snappy, but I want it to keep two years of data, (laughs) and I want it cost effective." It doesn't work. They're good at the fast monitoring alerting, we're good at the long-term retention. And yet there's some gray area between those two, but one to one is actually cheaper, so we would partner. So the first ecosystem plays, who wants to have the ability to, really, all the data's in those same environments, the security observability players, they can literally, just through API, drag our data into their point to grab. We can make it seamless for customers. Right now, we make it helpful to customers. Your Datadog, we make a button, easy go from Datadog to us for logs, save you money. Same thing with Grafana. But you can also look at ecosystem, those same vendors, it used to be a year ago it was, you know, its all about how can you grow, like it's growth at all costs, now it's about cogs. So literally we can go an environment, you supply what your customer wants, but we can help with cogs. And one-on one in a partnership is better than you trying to build on your own. >> Thomas, you were saying you make the first read fast, so you think about Snowflake. Everybody wants to talk about Snowflake and Databricks. So, Snowflake, great, but you got to get the data in there. All right, so that's, can you help with that problem? >> I mean we want simple in, right? And if you have to have structure in, you're not simple. So the idea that you have a simple in, data lake, schema read type philosophy, but schema right type performance. And so what I wanted to do, what we have done, is have that simple lake, and stream that data real time, and those access points of Search or SQL, to go after whatever business case you need, security observability, warehouse integration. But the key thing is, how do I make that click, click, click answer, and do it quickly? And so what we want to do is, that first read has to be fast. Why? 'Cause then you're going to do all this siloing, layers, complexity. If your first read's not fast, you're at a disadvantage, particularly in cost. And nobody says I want less data, but everyone has to, whether they say we're going to shorten the window, we're going to use AI to choose, but in a security moment, when you don't have that answer, you're in trouble. And that's why we are this service, this Supercloud service, if you will, providing access, well-known search, well-known SQL type access, that if you just have one access point, you're at a disadvantage. >> We actually talked about Snowflake and BigQuery, and a different platform, Data Bricks. That's kind of where we see the phase two of ecosystem. One is easy, the low-hanging fruit is observability and security firms. But the next one is, what we do, our super power is dealing with this messy data that schema is changing like night and day. Pipelines are tough, and it's changing all the time, but you want these things fast, and it's big data around the world. That's the next point, just use us alongside, or inside, one of their platforms, and now we get the best of both worlds. Our superpower is keeping this messy data as a streaming, okay, not a batch thing, allow you to do that. So, that's the second one. And then to be honest, the third one, which plays you to Supercloud, it also plays perfectly in the data mesh, is if you really go to the ultimate thing, what we have done is made object storage, S3, GCS, and blob storage, we made it a database. Put, get, complex query with big joins. You know, so back to your original thing, and Muglia teed it up perfectly, we've done that. Now imagine if that's an ecosystem, who would want that? If it's, again, it's uniform available across all the regions, across all the clouds, and it's right next to where you are building a service, or a client's trying, that's where the ecosystem, I think people are going to use Superclouds for their superpowers. We're really good at this, allows that short term. I think the Snowflakes and the Data Bricks are the medium term, you know? And then I think eventually gets to, hey, listen if you can make object storage fast, you can just go after it with simple SQL queries, or elastic. Who would want that? I think that's where people are going to leverage it. It's not going to be one Supercloud, and we leverage the super clouds. >> Our viewpoint is smart object storage can be programmable, and so we agree with Bob, but we're not saying do it here, do it here. This core, fundamental layer across regions, across clouds, that everyone has? Simple in. Right now, it's hard to get data in for access for analysis. So we said, simply, we'll automate the entire process, give you API access across regions, across clouds. And again, how do you do a distributed join that's fast? How do you do a distributed join that doesn't cost you an arm or a leg? And how do you do it at scale? And that's where we've been focused. >> So prior, the cloud object store was a niche. >> Yeah. >> S3 obviously changed that. How standard is, essentially, object store across the different cloud platforms? Is that a problem for you? Is that an easy thing to solve? >> Well, let's talk about it. I mean we've fundamentally, yeah we've extracted it, but fundamentally, cloud object storage, put, get, and list. That's why it's so scalable, 'cause it doesn't have all these other components. That complexity is where we have moved up, and provide direct analytical API access. So because of its simplicity, and costs, and security, and reliability, it can scale naturally. I mean, really, distributed object storage is easy, it's put-get anywhere, now what we've done is we put a layer of intelligence, you know, call it smart object storage, where access is simple. So whether it's multi-region, do a query across, or multicloud, do a query across, or hunting, searching. >> We've had clients doing Amazon and Google, we have some Azure, but we see Amazon and Google more, and it's a consistent service across all of them. Just literally put your data in the bucket of choice, or folder of choice, click a couple buttons, literally click that to say "that's hot," and after that, it's hot, you can see it. But we're not moving data, the data gravity issue, that's the other. That it's already natively flowing to these pools of object storage across different regions and clouds. We don't move it, we index it right there, we're spinning up stateless compute, back to the Supercloud concept. But now that allows us to do all these other things, right? >> And it's no longer just cheap and deep object storage. Right? >> Yeah, we make it the same, like you have an analytic platform regardless of where you're at, you don't have to worry about that. Yeah, we deal with that, we deal with a stateless compute coming up -- >> And make it programmable. Be able to say, "I want this bucket to provide these answers." Right, that's really the hope, the vision. And the complexity to build the entire stack, and then connect them together, we said, the fabric is cloud storage, we just provide the intelligence on top. >> Let's bring it back to the customers, and one of the things we're exploring in Supercloud too is, you know, is Supercloud a solution looking for a problem? Is a multicloud really a problem? I mean, you hear, you know, a lot of the vendor marketing says, "Oh, it's a disaster, because it's all different across the clouds." And I talked to a lot of customers even as part of Supercloud too, they're like, "Well, I solved that problem by just going mono cloud." Well, but then you're not able to take advantage of a lot of the capabilities and the primitives that, you know, like Google's data, or you like Microsoft's simplicity, their RPA, whatever it is. So what are customers telling you, what are their near term problems that they're trying to solve today, and how are they thinking about the future? >> Listen, it's a real problem. I think it started, I think this is a a mega trend, just like cloud. Just, cloud data, and I always add, analytics, are the mega trends. If you're looking at those, if you're not considering using the Supercloud principles, in other words, leveraging what I have, abstracting it out, and getting the most out of that, and then build value on top, I think you're not going to be able to keep up, In fact, no way you're going to keep up with this data volume. It's a geometric challenge, and you're trying to do linear things. So clients aren't necessarily asking, hey, for Supercloud, but they're really saying, I need to have a better mechanism to simplify this and get value across it, and how do you abstract that out to do that? And that's where they're obviously, our conversations are more amazed what we're able to do, and what they're able to do with our platform, because if you think of what we've done, the S3, or GCS, or object storage, is they can't imagine the ingest, they can't imagine how easy, time to glass, one minute, no matter where it lands in the world, querying this in seconds for hundreds of terabytes squared. People are amazed, but that's kind of, so they're not asking for that, but they are amazed. And then when you start talking on it, if you're an enterprise person, you're building a big cloud data platform, or doing data or analytics, if you're not trying to leverage the public clouds, and somehow leverage all of them, and then build on top, then I think you're missing it. So they might not be asking for it, but they're doing it. >> And they're looking for a lens, you mentioned all these different services, how do I bring those together quickly? You know, our viewpoint, our service, is I have all these streams of data, create a lens where they want to go after it via search, go after via SQL, bring them together instantly, no e-tailing out, no define this table, put into this database. We said, let's have a service that creates a lens across all these streams, and then make those connections. I want to take my CRM with my Google AdWords, and maybe my Salesforce, how do I do analysis? Maybe I want to hunt first, maybe I want to join, maybe I want to add another stream to it. And so our viewpoint is, it's so natural to get into these lake platforms and then provide lenses to get that access. >> And they don't want it separate, they don't want something different here, and different there. They want it basically -- >> So this is our industry, right? If something new comes out, remember virtualization came out, "Oh my God, this is so great, it's going to solve all these problems." And all of a sudden it just got to be this big, more complex thing. Same thing with cloud, you know? It started out with S3, and then EC2, and now hundreds and hundreds of different services. So, it's a complex matter for a lot of people, and this creates problems for customers, especially when you got divisions that are using different clouds, and you're saying that the solution, or a solution for the part of the problem, is to really allow the data to stay in place on S3, use that standard, super simple, but then give it what, Ed, you've called superpower a couple of times, to make it fast, make it inexpensive, and allow you to do that across clouds. >> Yeah, yeah. >> I'll give you guys the last word on that. >> No, listen, I think, we think Supercloud allows you to do a lot more. And for us, data, everyone says more data, more problems, more budget issue, everyone knows more data is better, and we show you how to do it cost effectively at scale. And we couldn't have done it without the design principles of we're leveraging the Supercloud to get capabilities, and because we use super, just the object storage, we're able to get these capabilities of ingest, scale, cost effectiveness, and then we built on top of this. In the end, a database is a data platform that allows you to go after everything distributed, and to get one platform for analytics, no matter where it lands, that's where we think the Supercloud concepts are perfect, that's where our clients are seeing it, and we're kind of excited about it. >> Yeah a third generation database, Supercloud database, however we want to phrase it, and make it simple, but provide the value, and make it instant. >> Guys, thanks so much for coming into the studio today, I really thank you for your support of theCUBE, and theCUBE community, it allows us to provide events like this and free content. I really appreciate it. >> Oh, thank you. >> Thank you. >> All right, this is Dave Vellante for John Furrier in theCUBE community, thanks for being with us today. You're watching Supercloud 2, keep it right there for more thought provoking discussions around the future of cloud and data. (bright music)

(bright upbeat melody) >> Hello everyone, welcome back to Supercloud2. I'm John Furrier, my co-host Dave Vellante, here at theCUBE in Palo Alto, California, for our live stage performance all day for Supercloud2. Unpacking this next generation movement in cloud computing. Dave, Supercloud1 was in August. We had great response and acceleration of that momentum. We had some haters too. We had some folks out there throwing shade on this. But at the same time, a lot of leaders came out of the woodwork, a lot of practitioners. And this Supercloud2 event I think will expose and illustrate some of the examples of what's happening in the industry and more importantly, kind of where it's going. >> Well it's great to be back in our studios in Palo Alto, John. Seems like just yesterday was August 9th, where the community was really refining the definition of Super Cloud. We were identifying the essential characteristics, with some of the leading technologists in Silicon Valley. We were digging into the deployment models. Whereas this Supercloud, Supercloud2 is really taking a practitioner view. We're going to hear from Walmart today. They've built a Supercloud. They called it the Walmart Cloud native platform. We're going to hear from other data practitioners, like Saks. We're going to hear from Western Union. They've got 200 locations around the world, how they're dealing with data sovereignty. And of course we've got some local technologists and practitioners coming in, analysts, consultants, theCUBE community. I'm really excited to be here. >> And we've got some great keynotes from executives at VMware. We're going to expose some of the things that they're working on around cross cloud services, which leads into multicloud. I think the practitioner angle highlights my favorite part of this program, 'cause you're starting to see the builders, a term coined by Andy Jassy, early days of AWS. That builder movement has been continuing to go. And you're seeing the enterprise, global enterprises adopt this builder mentality with Cloud Native. This is going to power the next generation global economy. And I think the role of the cloud computing vendors like AWS, Azure, Google, Alibaba are going to be the source engine of innovation. And what gets built on top of and with the clouds will be a big significant market value for all businesses and their business models. So I think the market wants the supercloud, the business models are pointing to Supercloud. The technology needs supercloud. And society, from an economic standpoint and from a use case standpoint, needs supercloud. You're seeing it today. Everyone's talking about chat GPT. This is an example of what will come out of this next generation and it's just getting started. So to me, you're either on the supercloud side of the camp or you're on the old school, hugging onto the old school mentality of wait a minute, that's cloud computing. So I think if you're not on the super cloud wave, you're going to be driftwood. And that's a term coined by Pat Gelsinger. And this is really the reality. Are you on the super cloud side? Or are you on the old huggin' the old model? And that's going to be a determinant. And you're going to see who's going to be the players on that, Dave. This is going to be a real big year. >> Everybody's heard the phrase follow the money. Well, my philosophy is follow the data. And that's a big part of what Supercloud2 is, because the data is where the money is across the clouds. And people want more simplicity, or greater simplicity across the clouds. So it's really, there's two forces here. You've got the ecosystem that's saying, hey the hyperscalers, they've done a great job but there's problems that they're not solving. So we're going to lean in and solve those problems. At the same time, you have the practitioners saying we have multicloud, we have to deal with this, help us. It's got to be simpler. Because we want to share data across clouds. We want to build data products, we want to monetize and drive revenue and cut costs. >> This is the key thing. The builder movement is hitting a wall, and that wall will be broken down because the business models of the companies themselves are demanding that the value from the data with security has to be embedded. So I think you're going to see a big year this next year or so where the builders will accelerate through this next generation, supercloud wave, will be a builder's wave for business. And I think that's going to be the nuance here. And all the people that are on the side of Supercloud are all pro-business, pro-technology. The ones that aren't are like, wait a minute I used to do things differently. They're stuck. And so I think this is going to be a question of are we stuck? Are builders accelerating? Will the business models develop around it? That's digital transformation. At the end of the day, the market's speaking, Dave. The market wants more. Chat GPT, you're seeing AI starting to flourish, powered by data. It's unstoppable, supercloud's unstoppable. >> One of our headliners today is Zhamak Dehghani, the creator of Data Mesh. We've got some news around her. She's going to be live in studio. Super excited about that. Kit Colbert in Supercloud, the first Supercloud in last August, laid out an initial architecture for Supercloud. He's going to advance that today, tell us what's changed, and really dig into and really talk about the meat on the bone, if you will. And we've got some other technologists that are coming in saying, Hey, is it a platform? Is it an architecture? What's the right model here? So we're going to debate that a little bit today. >> And before we close, I'll just say look at the guests, look at the talk tracks. You're seeing a diversity of startups doing cloud networking, you're seeing big practitioners building their own thing, being builders for business value and business model advantages. And you got companies like VMware, who have been on the wave of virtualization. So the, everyone who's involved in super cloud, they're seeing it, they're on the front lines. They're seeing the trend. They are riding that wave. And they have, they're bringing data to the table. So to me, you look at who's involved and you judge it that way. To me, that's the way I look at this. And because we're making it open, Supercloud is going to continue to be debated. But more importantly, the results are going to come in. The market supports it, the business needs it, tech's there, and will it happen? So I think the builders movement, Dave, is going to be big to watch. And then ultimately how that business transformation kicks in, and I think those are the two variables that I would watch on Supercloud. >> Our mission has always been around free content, giving back to the community. So I really want to thank our sponsors today. We've had a great partnership with VMware, who's not only contributed some financial support, but also great content. Alkira, ChaosSearch, prosimo, all phenomenal, allowing us to achieve our mission of serving our audiences and really trying to give more than we take from. >> Free content, that's our mission. Dave, great to kick it off. Kickin' off Supercloud2 all day, we've got some great programs here. We've got VMware coming up next. We have Victoria Viering, who's been on before. He's got a great vision for cross cloud service. We're getting also a keynote with Kit Colbert, who's going to lay out the fragmentation and the benefits that that solves, from solvent fragmentation and silos, breaking down the silos and bringing multicloud future to the table via Super Cloud. So stay with us. We'll be right back after this short break. (bright upbeat music) (music fades)

(gentle music) >> Okay, welcome back to Supercloud 2, live here in Palo Alto, California for our live stage performance. Supercloud 2 is our second Supercloud event. We're going to get these out as fast as we can every couple months. It's our second one, you'll see two and three this year. I'm John Furrier, my co-host, Dave Vellante. A panel here to break down the Supercloud momentum, the wave, and the developer impact that we bringing back Vittorio Viarengo, who's a VP for Cross-Cloud Services at VMware. Sarbjeet Johal, industry influencer and Analyst at StackPayne, his company, Cube alumni and Influencer. Sarbjeet, great to see you. Vittorio, thanks for coming back. >> Nice to be here. >> My pleasure. >> Vittorio, you just gave a keynote where we unpacked the cross-cloud services, what VMware is doing, how you guys see it, not just from VMware's perspective, but VMware looking out broadly at the industry and developers came up and you were like, "Developers, developer, developers", kind of a goof on the Steve Ballmer famous meme that everyone's seen. This is a huge star, sorry, I mean a big piece of it. The developers are the canary in the coal mines. They're the ones who are being asked to code the digital transformation, which is fully business transformation and with the market the way it is right now in terms of the accelerated technology, every enterprise grade business model's changing. The technology is evolving, the builders are kind of, they want go faster. I'm saying they're stuck in a way, but that's my opinion, but there's a lot of growth. >> Yeah. >> The impact, they got to get released up and let it go. Those developers need to accelerate faster. It's been a big part of productivity, and the conversations we've had. So developer impact is huge in Supercloud. What's your, what do you guys think about this? We'll start with you, Sarbjeet. >> Yeah, actually, developers are the masons of the digital empires I call 'em, right? They lay every brick and build all these big empires. On the left side of the SDLC, or the, you know, when you look at the system operations, developer is number one cost from economic side of things, and from technology side of things, they are tech hungry people. They are developers for that reason because developer nights are long, hours are long, they forget about when to eat, you know, like, I've been a developer, I still code. So you want to keep them happy, you want to hug your developers. We always say that, right? Vittorio said that right earlier. The key is to, in this context, in the Supercloud context, is that developers don't mind mucking around with platforms or APIs or new languages, but they hate the infrastructure part. That's a fact. They don't want to muck around with servers. It's friction for them, it is like they don't want to muck around even with the VMs. So they want the programmability to the nth degree. They want to automate everything, so that's how they think and cloud is the programmable infrastructure, industrialization of infrastructure in many ways. So they are happy with where we are going, and we need more abstraction layers for some developers. By the way, I have this sort of thinking frame for last year or so, not all developers are same, right? So if you are a developer at an ISV, you behave differently. If you are a developer at a typical enterprise, you behave differently or you are forced to behave differently because you're not writing software.- >> Well, developers, developers have changed, I mean, Vittorio, you and I were talking earlier on the keynote, and this is kind of the key point is what is a developer these days? If everything is software enabled, I mean, even hardware interviews we do with Nvidia, and Amazon and other people building silicon, they all say the same thing, "It's software on a chip." So you're seeing the role of software up and down the stack and the role of the stack is changing. The old days of full stack developer, what does that even mean? I mean, the cloud is a half a stack kind of right there. So, you know, developers are certainly more agile, but cloud native, I mean VMware is epitome of operations, IT operations, and the Tan Zoo initiative, you guys started, you went after the developers to look at them, and ask them questions, "What do you need?", "How do you transform the Ops from virtualization?" Again, back to your point, so this hardware abstraction, what is software, what is cloud native? It's kind of messy equation these days. How do you guys grokel with that? >> I would argue that developers don't want the Supercloud. I dropped that up there, so, >> Dave: Why not? >> Because developers, they, once they get comfortable in AWS or Google, because they're doing some AI stuff, which is, you know, very trendy right now, or they are in IBM, any of the IPA scaler, professional developers, system developers, they love that stuff, right? Yeah, they don't, the infrastructure gets in the way, but they're just, the problem is, and I think the Supercloud should be driven by the operators because as we discussed, the operators have been left behind because they're busy with day-to-day jobs, and in most cases IT is centralized, developers are in the business units. >> John: Yeah. >> Right? So they get the mandate from the top, say, "Our bank, they're competing against". They gave teenagers or like young people the ability to do all these new things online, and Venmo and all this integration, where are we? "Oh yeah, we can do it", and then build it, and then deploy it, "Okay, we caught up." but now the operators are back in the private cloud trying to keep the backend system running and so I think the Supercloud is needed for the primarily, initially, for the operators to get in front of the developers, fit in the workflow, but lay the foundation so it is secure.- >> So, so I love this thinking because I love the rift, because the rift points to what is the target audience for the value proposition and if you're a developer, Supercloud enables you so you shouldn't have to deal with Supercloud. >> Exactly. >> What you're saying is get the operating environment or operating system done properly, whether it's architecture, building the platform, this comes back to architecture platform conversations. What is the future platform? Is it a vendor supplied or is it customer created platform? >> Dave: So developers want best to breed, is what you just said. >> Vittorio: Yeah. >> Right and operators, they, 'cause developers don't want to deal with governance, they don't want to deal with security, >> No. >> They don't want to deal with spinning up infrastructure. That's the role of the operator, but that's where Supercloud enables, to John's point, the developer, so to your question, is it a platform where the platform vendor is responsible for the architecture, or there is it an architectural standard that spans multiple clouds that has to emerge? Based on what you just presented earlier, Vittorio, you are the determinant of the architecture. It's got to be open, but you guys determine that, whereas the nirvana is, "Oh no, it's all open, and it just kind of works." >> Yeah, so first of all, let's all level set on one thing. You cannot tell developers what to do. >> Dave: Right, great >> At least great developers, right? Cannot tell them what to do. >> Dave: So that's what, that's the way I want to sort of, >> You can tell 'em what's possible. >> There's a bottle on that >> If you tell 'em what's possible, they'll test it, they'll look at it, but if you try to jam it down their throat, >> Yeah. >> Dave: You can't tell 'em how to do it, just like your point >> Let me answer your answer the question. >> Yeah, yeah. >> So I think we need to build an architect, help them build an architecture, but it cannot be proprietary, has to be built on what works in the cloud and so what works in the cloud today is Kubernetes, is you know, number of different open source project that you need to enable and then provide, use this, but when I first got exposed to Kubernetes, I said, "Hallelujah!" We had a runtime that works the same everywhere only to realize there are 12 different distributions. So that's where we come in, right? And other vendors come in to say, "Hey, no, we can make them all look the same. So you still use Kubernetes, but we give you a place to build, to set those operation policy once so that you don't create friction for the developers because that's the last thing you want to do." >> Yeah, actually, coming back to the same point, not all developers are same, right? So if you're ISV developer, you want to go to the lowest sort of level of the infrastructure and you want to shave off the milliseconds from to get that performance, right? If you're working at AWS, you are doing that. If you're working at scale at Facebook, you're doing that. At Twitter, you're doing that, but when you go to DMV and Kansas City, you're not doing that, right? So your developers are different in nature. They are given certain parameters to work with, certain sort of constraints on the budget side. They are educated at a different level as well. Like they don't go to that end of the degree of sort of automation, if you will. So you cannot have the broad stroking of developers. We are talking about a citizen developer these days. That's a extreme low, >> You mean Low-Code. >> Yeah, Low-Code, No-code, yeah, on the extreme side. On one side, that's citizen developers. On the left side is the professional developers, when you say developers, your mind goes to the professional developers, like the hardcore developers, they love the flexibility, you know, >> John: Well app, developers too, I mean. >> App developers, yeah. >> You're right a lot of, >> Sarbjeet: Infrastructure platform developers, app developers, yes. >> But there are a lot of customers, its a spectrum, you're saying. >> Yes, it's a spectrum >> There's a lot of customers don't want deal with that muck. >> Yeah. >> You know, like you said, AWS, Twitter, the sophisticated developers do, but there's a whole suite of developers out there >> Yeah >> That just want tools that are abstracted. >> Within a company, within a company. Like how I see the Supercloud is there shouldn't be anything which blocks the developers, like their view of the world, of the future. Like if you're blocked as a developer, like something comes in front of you, you are not developer anymore, believe me, (John laughing) so you'll go somewhere else >> John: First of all, I'm, >> You'll leave the company by the way. >> Dave: Yeah, you got to quit >> Yeah, you will quit, you will go where the action is, where there's no sort of blockage there. So like if you put in front of them like a huge amount of a distraction, they don't like it, so they don't, >> Well, the idea of a developer, >> Coming back to that >> Let's get into 'cause you mentioned platform. Get year in the term platform engineering now. >> Yeah. >> Platform developer. You know, I remember back in, and I think there's still a term used today, but when I graduated my computer science degree, we were called "Software engineers," right? Do people use that term "Software engineering", or is it "Software development", or they the same, are they different? >> Well, >> I think there's a, >> So, who's engineering what? Are they engineering or are they developing? Or both? Well, I think it the, you made a great point. There is a factor of, I had the, I was blessed to work with Adam Bosworth, that is the guy that created some of the abstraction layer, like Visual Basic and Microsoft Access and he had so, he made his whole career thinking about this layer, and he always talk about the professional developers, the developers that, you know, give him a user manual, maybe just go at the APIs, he'll build anything, right, from system engine, go down there, and then through obstruction, you get the more the procedural logic type of engineers, the people that used to be able to write procedural logic and visual basic and so on and so forth. I think those developers right now are a little cut out of the picture. There's some No-code, Low-Code environment that are maybe gain some traction, I caught up with Adam Bosworth two weeks ago in New York and I asked him "What's happening to this higher level developers?" and you know what he is told me, and he is always a little bit out there, so I'm going to use his thought process here. He says, "ChapGPT", I mean, they will get to a point where this high level procedural logic will be written by, >> John: Computers. >> Computers, and so we may not need as many at the high level, but we still need the engineers down there. The point is the operation needs to get in front of them >> But, wait, wait, you seen the ChatGPT meme, I dunno if it's a Dilbert thing where it's like, "Time to tic" >> Yeah, yeah, yeah, I did that >> "Time to develop the code >> Five minutes, time to decode", you know, to debug the codes like five hours. So you know, the whole equation >> Well, this ChatGPT is a hot wave, everyone's been talking about it because I think it illustrates something that's NextGen, feels NextGen, and it's just getting started so it's going to get better. I mean people are throwing stones at it, but I think it's amazing. It's the equivalent of me seeing the browser for the first time, you know, like, "Wow, this is really compelling." This is game-changing, it's not just keyword chat bots. It's like this is real, this is next level, and I think the Supercloud wave that people are getting behind points to that and I think the question of Ops and Dev comes up because I think if you limit the infrastructure opportunity for a developer, I think they're going to be handicapped. I mean that's a general, my opinion, the thesis is you give more aperture to developers, more choice, more capabilities, more good things could happen, policy, and that's why you're seeing the convergence of networking people, virtualization talent, operational talent, get into the conversation because I think it's an infrastructure engineering opportunity. I think this is a seminal moment in a new stack that's emerging from an infrastructure, software virtualization, low-code, no-code layer that will be completely programmable by things like the next Chat GPT or something different, but yet still the mechanics and the plumbing will still need engineering. >> Sarbjeet: Oh yeah. >> So there's still going to be more stuff coming on. >> Yeah, we have, with the cloud, we have made the infrastructure programmable and you give the programmability to the programmer, they will be very creative with that and so we are being very creative with our infrastructure now and on top of that, we are being very creative with the silicone now, right? So we talk about that. That's part of it, by the way. So you write the code to the particle's silicone now, and on the flip side, the silicone is built for certain use cases for AI Inference and all that. >> You saw this at CES? >> Yeah, I saw at CES, the scenario is this, the Bosch, I spoke to Bosch, I spoke to John Deere, I spoke to AWS guys, >> Yeah. >> They were showcasing their technology there and I was spoke to Azure guys as well. So the Bosch is a good example. So they are building, they are right now using AWS. I have that interview on camera, I will put it some sometime later on there online. So they're using AWS on the back end now, but Bosch is the number one, number one or number two depending on what day it is of the year, supplier of the componentry to the auto industry, and they are creating a platform for our auto industry, so is Qualcomm actually by the way, with the Snapdragon. So they told me that customers, their customers, BMW, Audi, all the manufacturers, they demand the diversity of the backend. Like they don't want all, they, all of them don't want to go to AWS. So they want the choice on the backend. So whatever they cook in the middle has to work, they have to sprinkle the data for the data sovereign side because they have Chinese car makers as well, and for, you know, for other reasons, competitive reasons and like use. >> People don't go to, aw, people don't go to AWS either for political reasons or like competitive reasons or specific use cases, but for the most part, generally, I haven't met anyone who hasn't gone first choice with either, but that's me personally. >> No, but they're building. >> Point is the developer wants choice at the back end is what I'm hearing, but then finish that thought. >> Their developers want the choice, they want the choice on the back end, number one, because the customers are asking for, in this case, the customers are asking for it, right? But the customers requirements actually drive, their economics drives that decision making, right? So in the middle they have to, they're forced to cook up some solution which is vendor neutral on the backend or multicloud in nature. So >> Yeah, >> Every >> I mean I think that's nirvana. I don't think, I personally don't see that happening right now. I mean, I don't see the parody with clouds. So I think that's a challenge. I mean, >> Yeah, true. >> I mean the fact of the matter is if the development teams get fragmented, we had this chat with Kit Colbert last time, I think he's going to come on and I think he's going to talk about his keynote in a few, in an hour or so, development teams is this, the cloud is heterogenous, which is great. It's complex, which is challenging. You need skilled engineering to manage these clouds. So if you're a CIO and you go all in on AWS, it's hard. Then to then go out and say, "I want to be completely multi-vendor neutral" that's a tall order on many levels and this is the multicloud challenge, right? So, the question is, what's the strategy for me, the CIO or CISO, what do I do? I mean, to me, I would go all in on one and start getting hedges and start playing and then look at some >> Crystal clear. Crystal clear to me. >> Go ahead. >> If you're a CIO today, you have to build a platform engineering team, no question. 'Cause if we agree that we cannot tell the great developers what to do, we have to create a platform engineering team that using pieces of the Supercloud can build, and let's make this very pragmatic and give examples. First you need to be able to lay down the run time, okay? So you need a way to deploy multiple different Kubernetes environment in depending on the cloud. Okay, now we got that. The second part >> That's like table stakes. >> That are table stake, right? But now what is the advantage of having a Supercloud service to do that is that now you can put a policy in one place and it gets distributed everywhere consistently. So for example, you want to say, "If anybody in this organization across all these different buildings, all these developers don't even know, build a PCI compliant microservice, They can only talk to PCI compliant microservice." Now, I sleep tight. The developers still do that. Of course they're going to get their hands slapped if they don't encrypt some messages and say, "Oh, that should have been encrypted." So number one. The second thing I want to be able to say, "This service that this developer built over there better satisfy this SLA." So if the SLA is not satisfied, boom, I automatically spin up multiple instances to certify the SLA. Developers unencumbered, they don't even know. So this for me is like, CIO build a platform engineering team using one of the many Supercloud services that allow you to do that and lay down. >> And part of that is that the vendor behavior is such, 'cause the incentive is that they don't necessarily always work together. (John chuckling) I'll give you an example, we're going to hear today from Western Union. They're AWS shop, but they want to go to Google, they want to use some of Google's AI tools 'cause they're good and maybe they're even arguably better, but they're also a Snowflake customer and what you'll hear from them is Amazon and Snowflake are working together so that SageMaker can be integrated with Snowflake but Google said, "No, you want to use our AI tools, you got to use BigQuery." >> Yeah. >> Okay. So they say, "Ah, forget it." So if you have a platform engineering team, you can maybe solve some of that vendor friction and get competitive advantage. >> I think that the future proximity concept that I talk about is like, when you're doing one thing, you want to do another thing. Where do you go to get that thing, right? So that is very important. Like your question, John, is that your point is that AWS is ahead of the pack, which is true, right? They have the >> breadth of >> Infrastructure by a lot >> infrastructure service, right? They breadth of services, right? So, how do you, When do you bring in other cloud providers, right? So I believe that you should standardize on one cloud provider, like that's your primary, and for others, bring them in on as needed basis, in the subsection or sub portfolio of your applications or your platforms, what ever you can. >> So yeah, the Google AI example >> Yeah, I mean, >> Or the Microsoft collaboration software example. I mean there's always or the M and A. >> Yeah, but- >> You're going to get to run Windows, you can run Windows on Amazon, so. >> By the way, Supercloud doesn't mean that you cannot do that. So the perfect example is say that you're using Azure because you have a SQL server intensive workload. >> Yep >> And you're using Google for ML, great. If you are using some differentiated feature of this cloud, you'll have to go somewhere and configure this widget, but what you can abstract with the Supercloud is the lifecycle manage of the service that runs on top, right? So how does the service get deployed, right? How do you monitor performance? How do you lifecycle it? How you secure it that you can abstract and that's the value and eventually value will win. So the customers will find what is the values, obstructing in making it uniform or going deeper? >> How about identity? Like take identity for instance, you know, that's an opportunity to abstract. Whether I use Microsoft Identity or Okta, and I can abstract that. >> Yeah, and then we have APIs and standards that we can use so eventually I think where there is enough pain, the right open source will emerge to solve that problem. >> Dave: Yeah, I can use abstract things like object store, right? That's pretty simple. >> But back to the engineering question though, is that developers, developers, developers, one thing about developers psychology is if something's not right, they say, "Go get fixing. I'm not touching it until you fix it." They're very sticky about, if something's not working, they're not going to do it again, right? So you got to get it right for developers. I mean, they'll maybe tolerate something new, but is the "juice worth the squeeze" as they say, right? So you can't go to direct say, "Hey, it's, what's a work in progress? We're going to get our infrastructure together and the world's going to be great for you, but just hang tight." They're going to be like, "Get your shit together then talk to me." So I think that to me is the question. It's an Ops question, but where's that value for the developer in Supercloud where the capabilities are there, there's less friction, it's simpler, it solves the complexity problem. I don't need these high skilled labor to manage Amazon. I got services exposed. >> That's what we talked about earlier. It's like the Walmart example. They basically, they took away from the developer the need to spin up infrastructure and worry about all the governance. I mean, it's not completely there yet. So the developer could focus on what he or she wanted to do. >> But there's a big, like in our industry, there's a big sort of flaw or the contention between developers and operators. Developers want to be on the cutting edge, right? And operators want to be on the stability, you know, like we want governance. >> Yeah, totally. >> Right, so they want to control, developers are like these little bratty kids, right? And they want Legos, like they want toys, right? Some of them want toys by way. They want Legos, they want to build there and they want make a mess out of it. So you got to make sure. My number one advice in this context is that do it up your application portfolio and, or your platform portfolio if you are an ISV, right? So if you are ISV you most probably, you're building a platform these days, do it up in a way that you can say this portion of our applications and our platform will adhere to what you are saying, standardization, you know, like Kubernetes, like slam dunk, you know, it works across clouds and in your data center hybrid, you know, whole nine yards, but there is some subset on the next door systems of innovation. Everybody has, it doesn't matter if you're DMV of Kansas or you are, you know, metaverse, right? Or Meta company, right, which is Facebook, they have it, they are building something new. For that, give them some freedom to choose different things like play with non-standard things. So that is the mantra for moving forward, for any enterprise. >> Do you think developers are happy with the infrastructure now or are they wanting people to get their act together? I mean, what's your reaction, or you think. >> Developers are happy as long as they can do their stuff, which is running code. They want to write code and innovate. So to me, when Ballmer said, "Developer, develop, Developer, what he meant was, all you other people get your act together so these developers can do their thing, and to me the Supercloud is the way for IT to get there and let developer be creative and go fast. Why not, without getting in trouble. >> Okay, let's wrap up this segment with a super clip. Okay, we're going to do a sound bite that we're going to make into a short video for each of you >> All right >> On you guys summarizing why Supercloud's important, why this next wave is relevant for the practitioners, for the industry and we'll turn this into an Instagram reel, YouTube short. So we'll call it a "Super clip. >> Alright, >> Sarbjeet, you want, you want some time to think about it? You want to go first? Vittorio, you want. >> I just didn't mind. (all laughing) >> No, okay, okay. >> I'll do it again. >> Go back. No, we got a fresh one. We'll going to already got that one in the can. >> I'll go. >> Sarbjeet, you go first. >> I'll go >> What's your super clip? >> In software systems, abstraction is your friend. I always say that. Abstraction is your friend, even if you're super professional developer, abstraction is your friend. We saw from the MFC library from C++ days till today. Abstract, use abstraction. Do not try to reinvent what's already being invented. Leverage cloud, leverage the platform side of the cloud. Not just infrastructure service, but platform as a service side of the cloud as well, and Supercloud is a meta platform built on top of these infrastructure services from three or four or five cloud providers. So use that and embrace the programmability, embrace the abstraction layer. That's the key actually, and developers who are true developers or professional developers as you said, they know that. >> Awesome. Great super clip. Vittorio, another shot at the plate here for super clip. Go. >> Multicloud is awesome. There's a reason why multicloud happened, is because gave our developers the ability to innovate fast and ever before. So if you are embarking on a digital transformation journey, which I call a survival journey, if you're not innovating and transforming, you're not going to be around in business three, five years from now. You have to adopt the Supercloud so the developer can be developer and keep building great, innovating digital experiences for your customers and IT can get in front of it and not get in trouble together. >> Building those super apps with Supercloud. That was a great super clip. Vittorio, thank you for sharing. >> Thanks guys. >> Sarbjeet, thanks for coming on talking about the developer impact Supercloud 2. On our next segment, coming up right now, we're going to hear from Walmart enterprise architect, how they are building and they are continuing to innovate, to build their own Supercloud. Really informative, instructive from a practitioner doing it in real time. Be right back with Walmart here in Palo Alto. Thanks for watching. (gentle music)

>> Welcome back everyone to the closing remarks here before we kick off our ecosystem portion of the program. We're live in Palo Alto for theCUBE special presentation of Supercloud 2. It's the second edition, the first one was in August. I'm John Furrier with Dave Vellante. Here to wrap up with our special guest analyst George Gilbert, investor and industry legend former colleague of ours, analyst at Wikibon. George great to see you. Dave, you know, wrapping up this day what in a phenomenal program. We had a contribution from industry vendors, industry experts, practitioners and customers building and redefining their company's business model. Rolling out technology for Supercloud and multicloud and ultimately changing how they do data. And data was the theme today. So very, very great program. Before we jump into our favorite parts let's give a shout out to the folks who make this possible. Free contents our mission. We'll always stay true to that mission. We want to thank VMware, alkira, ChaosSearch, prosimo for being sponsors of this great program. We will have Supercloud 3 coming up in a month or so, or two months. We'll see. Or sooner, we don't know. But it'll be more about security, but a lot more momentum. Okay, so that's... >> And don't forget too that this program not going to end now. We've got a whole ecosystem speaks track so stay tuned for that. >> John: Yeah, we got another 20 interviews. Feels like it. >> Well, you're going to hear from Saks, Veronika Durgin. You're going to hear from Western Union, Harveer Singh. You're going to hear from Ionis Pharmaceuticals, Nick Taylor. Brian Gracely chimes in on Supecloud. So he's the man behind the cloud cast. >> Yeah, and you know, the practitioners again, pay attention to also to the cloud networking interviews. Lot of change going on there that's going to be disruptive and actually change the landscape as well. Again, as Supercloud progresses to be the next big thing. If you're not on this next wave, you'll drift what, as Pat Gelsinger says. >> Yep. >> To kick off the closing segments, George, Dave, this is a wave that's been identified. Again, people debate the word all you want Supercloud. It is a gateway to multicloud eventually it is the standard for new applications, new ways to do data. There's new computer science being generated and customer requirements being addressed. So it's the confluence of, you know, tectonic plates shifting in the industry, new computer science seeing things like AI and machine learning and data at the center of it and new infrastructure all kind of coming together. So, to me, that's my takeaway so far. That is the big story and it's going to change society and ultimately the business models of these companies. >> Well, we've had 10, you know, you think about it we came out of the financial crisis. We've had 10, 12 years despite the Covid of tech success, right? And just now CIOs are starting to hit the brakes. And so my point is you've had all this innovation building up for a decade and you've got this massive ecosystem that is running on the cloud and the ecosystem is saying, hey, we can have even more value by tapping best of of breed across clouds. And you've got customers saying, hey, we need help. We want to do more and we want to point our business and our intellectual property, our software tooling at our customers and monetize our data. So you have all these forces coming together and it's sort of entering a new era. >> George, I want to go to you for a second because you are big contributor to this event. Your interview with Bob Moglia with Dave was I thought a watershed moment for me to hear that the data apps, how databases are being rethought because we've been seeing a diversity of databases with Amazon Web services, you know, promoting no one database rules of the world. Now it's not one database kind of architecture that's puling these new apps. What's your takeaway from this event? >> So if you keep your eye on this North Star where instead of building apps that are based on code you're building apps that are defined by data coming off of things that are linked to the real world like people, places, things and activities. Then the idea is, and the example we use is, you know, Uber but it could be, you know, amazon.com is defined by stuff coming off data in the Amazon ecosystem or marketplace. And then the question is, and everyone was talking at different angles on this, which was, where's the data live? How much do you hide from the developer? You know, and when can you offer that? You know, and you started with Walmart which was describing apps, traditional apps that are just code. And frankly that's easier to make that cross cloud and you know, essentially location independent. As soon as you have data you need data management technology that a customer does not have the sophistication to build. And then the argument was like, so how much can you hide from the developer who's building data apps? Tristan's version was you take the modern data stack and you start adding these APIs that define business concepts like bookings, billings and revenue, you know, or in the Uber example like drivers and riders, you know, and ETA's and prices. But those things execute still on the data warehouse or data lakehouse. Then Bob Muglia was saying you're not really hiding enough from the developer because you still got to say how to do all that. And his vision is not only do you hide where the data is but you hide how to sort of get at all that code by just saying what you want. You define how a car and how a driver and how a rider works. And then those things automatically figure out underneath the cover. >> So huge challenges, right? There's governance, there's security, they could be big blockers to, you know, the Supercloud but the industry's going to be attacking that problem. >> Well, what's your take? What's your favorite segment? Zhamak Dehghani came on, she's starting in that company, exclusive news. That was big notable moment for theCUBE. She launched her company. She pioneered the data mesh concept. And I think what George is saying and what data mesh points to is something that we've been saying for a long time. That data is now going to flip the script on how apps behave. And the Uber example I think is illustrated 'cause people can relate to Uber. But imagine that for every business whether it's a manufacturing business or retail or oil and gas or FinTech, they can look at their business like a game almost gamify it with data, riders, cars you know, moving data around the value of data. This is something that Adam Selipsky teased out at AWS, Dave. So what's your takeaway from this Supercloud? Where are we in your mind? Well big thing is data products and decentralizing your data architecture, but putting data in the hands of domain experts who can actually monetize the data. And I think that's, to me that's really exciting. Because look, data products financial industry has always been doing building data products. Mortgage backed securities is a data product. But why should the financial industry have all the fun? I mean virtually every organization can tap its ecosystem build data products, take its internal IP and processes and software and point it to the world and actually begin to make money out of it. >> Okay, so let's go around the horn. I'll start, I'll get you guys some time to think. Next question, what did you learn today? I learned that I think it's an infrastructure game and talking to Kit Colbert at VMware, I think it's all about infrastructure refactoring and I think the data's going to be an ingredient that's going to be operating system like. I think you're going to see the infrastructure influencing operations that will enable Superclouds to be real. And developers won't even know what a Supercloud is because they'll be using it. It's the operations focus is going to be very critical. Just like DevOps movements started Cloud native I think you're going to see a data native movement and I think infrastructure is critical as people go to the next level. That's my big takeaway today. And I'll say the data conversation is at the center. I think security, data are going to be always active horizontally scalable concepts, but every company's going to reset their infrastructure, how it looks and if it's not set up for data and or things that there need to be agile on, it's going to be a non-starter. So I think that's the cloud NextGen, distributed computing. >> I mean, what came into focus for me was I think the hyperscaler is going to continue to do their thing, you know, and be very, very successful and they're each coming at it from different approaches. We talk about this all the time in theCUBE. Amazon the best infrastructure, you know, Google's got its you know, data and AI thing and it's playing catch up and Microsoft's got this massive estate. Okay, cool. Check. The next wave of innovation which is coming from data, I've always said follow the data. That's where the where the money's going to be is going to come from other places. People want to be able to, organizations want to be able to share data across clouds across their organization, outside of their ecosystem and make money with that data sharing. They don't want to FTP it anymore. I got it. You take it. They want to work with live data in real time and I think the edge, we didn't talk much about the edge today is going to even take that to a new level real time inferencing at the edge, AI and and being able to do new things with data that we haven't even seen. But playing around with ChatGPT, it's blowing our mind. And I think you're right, it's like when we first saw the browser, holy crap, this is going to change the world. >> Yeah. And the ChatGPT by the way is going to create a wave of machine learning and data refactoring for sure. But also Howie Liu had an interesting comment, he was asked by a VC how much to replicate that and he said it's in the hundreds of millions, not billions. Now if you asked that same question how much does it cost to replicate AWS? The CapEx alone is unstoppable, they're already done. So, you know, the hyperscalers are going to continue to boom. I think they're going to drive the infrastructure. I think Amazon's going to be really strong at silicon and physics and squeeze every ounce atom out of every physical thing and then get latency as your bottleneck and the rest is all going to be... >> That never blew me away, a hundred million to create kind of an open AI, you know, competitor. Look at companies like Lacework. >> John: Some people have that much cash on the balance sheet. >> These are security companies that have raised a billion dollars, right? To compete. You know, so... >> If you're not shifting left what do you do with data, shift up? >> But, you know. >> What did you learn, George? >> I'm listening to you and I think you're helping me crystallize something which is the software infrastructure to enable the data apps is wide open. The way Zhamak described it is like if you want a data product like a sales and operation plan, that is built on other data products, like a sales plan which has a forecast in it, it has a production plan, it has a procurement plan and then a sales and operation plan is actually a composition of all those and they call each other. Now in her current platform, you need to expose to the developer a certain amount of mechanics on how to move all that data, when to move it. Like what happens if something fails. Now Muglia is saying I can hide that completely. So all you have to say is what you want and the underlying machinery takes care of everything. The problem is Muglia stuff is still a few years off. And Tristan is saying, I can give you much of that today but it's got to run in the data warehouse. So this trade offs all different ways. But again, I agree with you that the Cloud platform vendors or the ecosystem participants who can run across Cloud platforms and private infrastructure will be the next platform. And then the cloud platform is sort of where you run the big honking centralized stuff where someone else manages the operations. >> Sounds like middleware to me, Dave >> And key is, I'll just end with this. The key is being able to get to the data, whether it's in a data warehouse or a data lake or a S3 bucket or an object store, Oracle database, whatever. It's got to be inclusive that is critical to execute on the vision that you just talked about 'cause that data's in different systems and you're not going to put it all into some new system. >> So creating middleware in the cloud that sounds what it sounds like to me. >> It's like, you discovered PaaS >> It's a super PaaS. >> But it's platform services 'cause PaaS connotes like a tightly integrated platform. >> Well this is the real thing that's going on. We're going to see how this evolves. George, great to have you on, Dave. Thanks for the summary. I enjoyed this segment a lot today. This ends our stage performance live here in Palo Alto. As you know, we're live stage performance and syndicate out virtually. Our afternoon program's going to kick in now you're going to hear some great interviews. We got ChaosSearch. Defining the network Supercloud from prosimo. Future of Cloud Network, alkira. We got Saks, a retail company here, Veronika Durgin. We got Dave with Western Union. So a lot of customers, a pharmaceutical company Warner Brothers, Discovery, media company. And then you know, what is really needed for Supercloud, good panels. So stay with us for the afternoon program. That's part two of Supercloud 2. This is a wrap up for our stage live performance. I'm John Furrier with Dave Vellante and George Gilbert here wrapping up. Thanks for watching and enjoy the program. (bright music)

>> Narrator: From theCUBE Studios in Palo Alto and Boston bringing you data-driven insights from theCUBE and ETR. This is breaking analysis with Dave Vellante >> Enterprise tech practitioners, like most of us they want to make their lives easier so they can focus on delivering more value to their businesses. And to do so, they want to tap best of breed services in the public cloud, but at the same time connect their on-prem intellectual property to emerging applications which drive top line revenue and bottom line profits. But creating a consistent experience across clouds and on-prem estates has been an elusive capability for most organizations, forcing trade-offs and injecting friction into the system. The need to create seamless experiences is clear and the technology industry is starting to respond with platforms, architectures, and visions of what we've called the Supercloud. Hello and welcome to this week's Wikibon Cube Insights powered by ETR. In this breaking analysis we give you a preview of Supercloud 2, the second event of its kind that we've had on the topic. Yes, folks that's right Supercloud 2 is here. As of this recording, it's just about four days away 33 guests, 21 sessions, combining live discussions and fireside chats from theCUBE's Palo Alto Studio with prerecorded conversations on the future of cloud and data. You can register for free at supercloud.world. And we are super excited about the Supercloud 2 lineup of guests whereas Supercloud 22 in August, was all about refining the definition of Supercloud testing its technical feasibility and understanding various deployment models. Supercloud 2 features practitioners, technologists and analysts discussing what customers need with real-world examples of Supercloud and will expose thinking around a new breed of cross-cloud apps, data apps, if you will that change the way machines and humans interact with each other. Now the example we'd use if you think about applications today, say a CRM system, sales reps, what are they doing? They're entering data into opportunities they're choosing products they're importing contacts, et cetera. And sure the machine can then take all that data and spit out a forecast by rep, by region, by product, et cetera. But today's applications are largely about filling in forms and or codifying processes. In the future, the Supercloud community sees a new breed of applications emerging where data resides on different clouds, in different data storages, databases, Lakehouse, et cetera. And the machine uses AI to inspect the e-commerce system the inventory data, supply chain information and other systems, and puts together a plan without any human intervention whatsoever. Think about a system that orchestrates people, places and things like an Uber for business. So at Supercloud 2, you'll hear about this vision along with some of today's challenges facing practitioners. Zhamak Dehghani, the founder of Data Mesh is a headliner. Kit Colbert also is headlining. He laid out at the first Supercloud an initial architecture for what that's going to look like. That was last August. And he's going to present his most current thinking on the topic. Veronika Durgin of Sachs will be featured and talk about data sharing across clouds and you know what she needs in the future. One of the main highlights of Supercloud 2 is a dive into Walmart's Supercloud. Other featured practitioners include Western Union Ionis Pharmaceuticals, Warner Media. We've got deep, deep technology dives with folks like Bob Muglia, David Flynn Tristan Handy of DBT Labs, Nir Zuk, the founder of Palo Alto Networks focused on security. Thomas Hazel, who's going to talk about a new type of database for Supercloud. It's several analysts including Keith Townsend Maribel Lopez, George Gilbert, Sanjeev Mohan and so many more guests, we don't have time to list them all. They're all up on supercloud.world with a full agenda, so you can check that out. Now let's take a look at some of the things that we're exploring in more detail starting with the Walmart Cloud native platform, they call it WCNP. We definitely see this as a Supercloud and we dig into it with Jack Greenfield. He's the head of architecture at Walmart. Here's a quote from Jack. "WCNP is an implementation of Kubernetes for the Walmart ecosystem. We've taken Kubernetes off the shelf as open source." By the way, they do the same thing with OpenStack. "And we have integrated it with a number of foundational services that provide other aspects of our computational environment. Kubernetes off the shelf doesn't do everything." And so what Walmart chose to do, they took a do-it-yourself approach to build a Supercloud for a variety of reasons that Jack will explain, along with Walmart's so-called triplet architecture connecting on-prem, Azure and GCP. No surprise, there's no Amazon at Walmart for obvious reasons. And what they do is they create a common experience for devs across clouds. Jack is going to talk about how Walmart is evolving its Supercloud in the future. You don't want to miss that. Now, next, let's take a look at how Veronica Durgin of SAKS thinks about data sharing across clouds. Data sharing we think is a potential killer use case for Supercloud. In fact, let's hear it in Veronica's own words. Please play the clip. >> How do we talk to each other? And more importantly, how do we data share? You know, I work with data, you know this is what I do. So if you know I want to get data from a company that's using, say Google, how do we share it in a smooth way where it doesn't have to be this crazy I don't know, SFTP file moving? So that's where I think Supercloud comes to me in my mind, is like practical applications. How do we create that mesh, that network that we can easily share data with each other? >> Now data mesh is a possible architectural approach that will enable more facile data sharing and the monetization of data products. You'll hear Zhamak Dehghani live in studio talking about what standards are missing to make this vision a reality across the Supercloud. Now one of the other things that we're really excited about is digging deeper into the right approach for Supercloud adoption. And we're going to share a preview of a debate that's going on right now in the community. Bob Muglia, former CEO of Snowflake and Microsoft Exec was kind enough to spend some time looking at the community's supercloud definition and he felt that it needed to be simplified. So in near real time he came up with the following definition that we're showing here. I'll read it. "A Supercloud is a platform that provides programmatically consistent services hosted on heterogeneous cloud providers." So not only did Bob simplify the initial definition he's stressed that the Supercloud is a platform versus an architecture implying that the platform provider eg Snowflake, VMware, Databricks, Cohesity, et cetera is responsible for determining the architecture. Now interestingly in the shared Google doc that the working group uses to collaborate on the supercloud de definition, Dr. Nelu Mihai who is actually building a Supercloud responded as follows to Bob's assertion "We need to avoid creating many Supercloud platforms with their own architectures. If we do that, then we create other proprietary clouds on top of existing ones. We need to define an architecture of how Supercloud interfaces with all other clouds. What is the information model? What is the execution model and how users will interact with Supercloud?" What does this seemingly nuanced point tell us and why does it matter? Well, history suggests that de facto standards will emerge more quickly to resolve real world practitioner problems and catch on more quickly than consensus-based architectures and standards-based architectures. But in the long run, the ladder may serve customers better. So we'll be exploring this topic in more detail in Supercloud 2, and of course we'd love to hear what you think platform, architecture, both? Now one of the real technical gurus that we'll have in studio at Supercloud two is David Flynn. He's one of the people behind the the movement that enabled enterprise flash adoption, that craze. And he did that with Fusion IO and he is now working on a system to enable read write data access to any user in any application in any data center or on any cloud anywhere. So think of this company as a Supercloud enabler. Allow me to share an excerpt from a conversation David Flore and I had with David Flynn last year. He as well gave a lot of thought to the Supercloud definition and was really helpful with an opinionated point of view. He said something to us that was, we thought relevant. "What is the operating system for a decentralized cloud? The main two functions of an operating system or an operating environment are one the process scheduler and two, the file system. The strongest argument for supercloud is made when you go down to the platform layer and talk about it as an operating environment on which you can run all forms of applications." So a couple of implications here that will be exploring with David Flynn in studio. First we're inferring from his comment that he's in the platform camp where the platform owner is responsible for the architecture and there are obviously trade-offs there and benefits but we'll have to clarify that with him. And second, he's basically saying, you kill the concept the further you move up the stack. So the weak, the further you move the stack the weaker the supercloud argument becomes because it's just becoming SaaS. Now this is something we're going to explore to better understand is thinking on this, but also whether the existing notion of SaaS is changing and whether or not a new breed of Supercloud apps will emerge. Which brings us to this really interesting fellow that George Gilbert and I RIFed with ahead of Supercloud two. Tristan Handy, he's the founder and CEO of DBT Labs and he has a highly opinionated and technical mind. Here's what he said, "One of the things that we still don't know how to API-ify is concepts that live inside of your data warehouse inside of your data lake. These are core concepts that the business should be able to create applications around very easily. In fact, that's not the case because it involves a lot of data engineering pipeline and other work to make these available. So if you really want to make it easy to create these data experiences for users you need to have an ability to describe these metrics and then to turn them into APIs to make them accessible to application developers who have literally no idea how they're calculated behind the scenes and they don't need to." A lot of implications to this statement that will explore at Supercloud two versus Jamma Dani's data mesh comes into play here with her critique of hyper specialized data pipeline experts with little or no domain knowledge. Also the need for simplified self-service infrastructure which Kit Colbert is likely going to touch upon. Veronica Durgin of SAKS and her ideal state for data shearing along with Harveer Singh of Western Union. They got to deal with 200 locations around the world in data privacy issues, data sovereignty how do you share data safely? Same with Nick Taylor of Ionis Pharmaceutical. And not to blow your mind but Thomas Hazel and Bob Muglia deposit that to make data apps a reality across the Supercloud you have to rethink everything. You can't just let in memory databases and caching architectures take care of everything in a brute force manner. Rather you have to get down to really detailed levels even things like how data is laid out on disk, ie flash and think about rewriting applications for the Supercloud and the MLAI era. All of this and more at Supercloud two which wouldn't be complete without some data. So we pinged our friends from ETR Eric Bradley and Darren Bramberm to see if they had any data on Supercloud that we could tap. And so we're going to be analyzing a number of the players as well at Supercloud two. Now, many of you are familiar with this graphic here we show some of the players involved in delivering or enabling Supercloud-like capabilities. On the Y axis is spending momentum and on the horizontal accesses market presence or pervasiveness in the data. So netscore versus what they call overlap or end in the data. And the table insert shows how the dots are plotted now not to steal ETR's thunder but the first point is you really can't have supercloud without the hyperscale cloud platforms which is shown on this graphic. But the exciting aspect of Supercloud is the opportunity to build value on top of that hyperscale infrastructure. Snowflake here continues to show strong spending velocity as those Databricks, Hashi, Rubrik. VMware Tanzu, which we all put under the magnifying glass after the Broadcom announcements, is also showing momentum. Unfortunately due to a scheduling conflict we weren't able to get Red Hat on the program but they're clearly a player here. And we've put Cohesity and Veeam on the chart as well because backup is a likely use case across clouds and on-premises. And now one other call out that we drill down on at Supercloud two is CloudFlare, which actually uses the term supercloud maybe in a different way. They look at Supercloud really as you know, serverless on steroids. And so the data brains at ETR will have more to say on this topic at Supercloud two along with many others. Okay, so why should you attend Supercloud two? What's in it for me kind of thing? So first of all, if you're a practitioner and you want to understand what the possibilities are for doing cross-cloud services for monetizing data how your peers are doing data sharing, how some of your peers are actually building out a Supercloud you're going to get real world input from practitioners. If you're a technologist, you're trying to figure out various ways to solve problems around data, data sharing, cross-cloud service deployment there's going to be a number of deep technology experts that are going to share how they're doing it. We're also going to drill down with Walmart into a practical example of Supercloud with some other examples of how practitioners are dealing with cross-cloud complexity. Some of them, by the way, are kind of thrown up their hands and saying, Hey, we're going mono cloud. And we'll talk about the potential implications and dangers and risks of doing that. And also some of the benefits. You know, there's a question, right? Is Supercloud the same wine new bottle or is it truly something different that can drive substantive business value? So look, go to Supercloud.world it's January 17th at 9:00 AM Pacific. You can register for free and participate directly in the program. Okay, that's a wrap. I want to give a shout out to the Supercloud supporters. VMware has been a great partner as our anchor sponsor Chaos Search Proximo, and Alura as well. For contributing to the effort I want to thank Alex Myerson who's on production and manages the podcast. Ken Schiffman is his supporting cast as well. Kristen Martin and Cheryl Knight to help get the word out on social media and at our newsletters. And Rob Ho is our editor-in-chief over at Silicon Angle. Thank you all. Remember, these episodes are all available as podcast. Wherever you listen we really appreciate the support that you've given. We just saw some stats from from Buzz Sprout, we hit the top 25% we're almost at 400,000 downloads last year. So really appreciate your participation. All you got to do is search Breaking Analysis podcast and you'll find those I publish each week on wikibon.com and siliconangle.com. Or if you want to get ahold of me you can email me directly at David.Vellante@siliconangle.com or dm me DVellante or comment on our LinkedIn post. I want you to check out etr.ai. They've got the best survey data in the enterprise tech business. This is Dave Vellante for theCUBE Insights, powered by ETR. Thanks for watching. We'll see you next week at Supercloud two or next time on breaking analysis. (light music)

(upbeat techno music) >> Hey everyone, and welcome back to theCUBE's coverage of Snowflake Summit '22 live from Caesar's Forum in beautiful, warm, and sunny Las Vegas. I'm Lisa Martin. I got the Chris and Chris show, next. Bear with me. Chris Degnan joins us again. One of our alumni, the Chief Revenue Officer at Snowflake. Good to have you back, Chris. >> Thank you for having us. >> Lisa: Chris Grusz also joins us. Director of Business Development AWS Marketplace and Service Catalog at AWS. Chris and Chris, welcome. >> Thank you. >> Thank you. >> Thank you. Good to be back in person. >> Isn't it great. >> Chris G: It's so much better. >> Chris D: Yeah. >> Nothing like it. So let's talk. There's been so much momentum, Chris D, at Snowflake the last few years. I mean the momentum at this show since we launched yesterday, I know you guys launched the day before with partners, has been amazing. A lot of change, and it's like this for Snowflake. Talk to us about AWS working together with Snowflake and some of the benefits in it from your customer. And then Chris G, I'll go to you for the same question. >> Chris G: Yep. >> You know, first of all, it's awesome. Like, I just, you know, it's been three years since I've had a Snowflake Summit in person, and it's crazy to see the growth that we've seen. You know, I can't, our first cloud that we ever launched on top of was, was AWS, and AWS is our largest cloud, you know, in in terms of revenue today. And they've been, they just kind of know how to do it right. And they've been a wonderful partner all along. There's been challenges, and we've kind of leaned in together and figured out ways to work together, you know, and to solve those challenges. So, been a wonderful partnership. >> And talk about it, Chris G, from your perspective obviously from a coopetition perspective. >> Yep. >> AWS has databases, cloud data forms. >> Chris G: Yeah. >> Talk to us about it. What was the impetus for the partnership with Snowflake from AWS's standpoint? >> Yeah, well first and foremost, they're building on top of AWS. And so that, by default, makes them a great partner. And it's interesting, Chris and I have been working together for, gosh, seven years now? And the relationship's come a really long way. You know, when we first started off, we were trying to sort out how we were going to work together, when we were competing, and when we're working together. And, you know, you fast forward to today, and it's just such a good relationship. Because both companies work backwards from customers. And so that's, you know, kind of in both of our DNA. And so if the customer makes that selection, we're going to support them, even from an AWS perspective. When they're going with Snowflake, that's still a really good thing for AWS, 'cause there's a lot of associated services that Snowflake either integrates to, or we're integrating to them. And so, it's really kind of contributed to how we can really work together in a co-sell motion. >> Talk to us, talk about that. The joint GOTO market and the co-selling motion from Snowflake's perspective, how do customers get engaged? >> Well, I think, you know, typically we, where we are really good at co-selling together is we identify on premise systems. So whether it's, you know, some Legacy UDP system, some Legacy database solution, and they want to move to the cloud? You know, Amazon is all in on getting everyone to the cloud. And I think that's their approach they've taken with us is saying we're really good at accelerating that adoption and moving all these, you know, massive workloads into the cloud. And then to Chris's point, you know, we've integrated so nicely into things like SageMaker and other tool sets. And we, we even have exciting scenarios where they've allowed us to use, you know, some of their Amazon.com retail data sets that we actually use in data sharing via the partnership. So we continue to find unique ways to partner with our great friends at Amazon. >> Sounds like a very deep partnership. >> Chris D: Yeah. Absolutely. >> Chris G: Oh, absolutely, yeah. We're integrating into Snowflake, and they're integrating to AWS. And so it just provides a great combined experience for our customers. And again, that's kind of what we're both looking forward from both of our organizations. >> That customer centricity is, >> Yeah. >> is I think the center of the flywheel that is both that both of you, your companies have. Chris D, talk about the the industry's solutions, specific, industry-specific solutions that Snowflake and AWS have. I know we talked yesterday about the pivot from a sales perspective >> Chris D: Yes. >> That snowflake made in recent months. Talk to us about the industries that you are help, really targeting with AWS to help customers solve problems. >> Yeah. I think there's, you know, we're focused on a number of industries. I think, you know, some of the examples, like I said, I gave you the example of we're using data sharing to help the retail space. And I think it's a really good partnership. Because some of the, some companies view Amazon as a competitor in the retail space, and I think we kind of soften that blow. And we actually leverage some of the Amazon.com data sets. And this is where the partnership's been really strong. In the healthcare space, in the life sciences space, we have customers like Anthem, where we're really focused on helping actually Anthem solve real business problems. Not necessarily like technical problems. It's like, oh no, they want to get, you know, figure out how they can get the whole customer and take care of their whole customer, and get them using the Anthem platform more effectively. So there's a really great, wonderful partnership there. >> We've heard a lot in the last day and a half on theCUBE from a lot of retail customers and partners. There seems to be a lot of growth in that. So there's so much change in the retail market. I was just talking with Click and Snowflake about Urban Outfitters, as an example. And you think of how what these companies are doing together and obviously AWS and Snowflake, helping companies not just pivot during the pandemic, but really survive. I mean, in the beginning with, you know, retail that didn't have a digital presence, what were they going to do? And then the supply chain issues. So it really seems to be what Snowflake and its partner Ecosystem is doing, is helping companies now, obviously, thrive. But it was really kind of like a no-go sort of situation for a lot of industries. >> Yeah, and I think the neat part of, you know, both the combined, you know, Snowflake and AWS solution is in, a good example is DoorDash, you know. They had hyper growth, and they could not have handled, especially during COVID, as we all know. We all used DoorDash, right? We were just talking about it. Chipotle, like, you know, like (laughter) and I think they were able to really take advantage of our hyper elastic platforms, both on the Amazon side and the Snowflake side to scale their business and meet the high demand that they were seeing. And that's kind of some of the great examples of where we've enabled customer growth to really accelerate. >> Yeah. Yeah, right. And I'd add to that, you know, while we saw good growth for those types of companies, a lot of your traditional companies saw a ton of benefit as well. Like another good example, and it's been talked about here at the show, is Western Union, right? So they're a company that's been around for a long time. They do cross border payments and cross currency, you know, exchanges, and, you know, like a lot of companies that have been around for a while, they have data all over the place. And so they started to look at that, and that became an inhibitor to their growth. 'Cause they couldn't get a full view of what was actually going on. And so they did a lengthy evaluation, and they ended up going with Snowflake. And, it was great, 'cause it provided a lot of immediate benefits, so first of all, they were able to take all those disparate systems and pull that into Snowflake. So they finally had a single source of the truth, which was lacking before that. So that was one of the big benefits. The second benefit, and Chris has mentioned this a couple times, is the fact that they could use data sharing. And so now they could pull in third data. And now that they had a holistic view of their entire data set, they could pull in that third party data, and now they could get insights that they never could get before. And so that was another large benefit. And then the third part, and this is where the relationship between AWS and Snowflake is great, is they could then use Amazon SageMaker. So one of the decisions that Western Union made a long time ago is they use R for their data science platform, and SageMaker supports R. And so it really allowed them to dovetail the skill sets that they had around data science into SageMaker. They could now look across all of Snowflake. And so that was just a really good benefit. And so it drove the cost down for Western Union which was a big benefit, but the even bigger benefit is they were now able to start to package and promote different solutions to their customers. So they were effectively able to monetize all the data that they were now getting and the information they were getting out of Snowflake. And then of course, once it was in there, they could also use things like Tableau or ThoughtSpot, both of which available in AWS Marketplace. And it allowed them to get all kinds of visualization of data that they never got in the past. >> The monetization piece is, is interesting. It's so challenging for organizations, one, to get that single source view, to be able to have a customer 360, but to also then be able to monetize data. When you're in customer conversations, how do you help customers on that journey, start? Because the, their competitors are clearly right behind them, ready to take first place spot. How do you help customers go, all right this is what we're going to do to help you on this journey with AWS to monetize your data? >> I think, you know, it's everything from, you know, looking at removing the silos of data. So one of the challenges they've had is they have these Legacy systems, and a lot of times they don't want to just take the Legacy systems and throw them into the cloud. They want to say, we need a holistic view of our customer, 360 view of our customer data. And then they're saying, hey, how can we actually monetize that data? That's where we do everything from, you know, Snowflake has the data marketplace where we list it in the data marketplace. We help them monetize it there. And we use some of the data sets from Amazon to help them do that. We use the technologies like Chris said with SageMaker and other tool sets to help them realize the value of their data in a real, meaningful way. >> So this sounds like a very strategic and technical partnership. >> Yeah, well, >> On both sides. >> It's technical and it's GOTO market. So if you take a look at, you know, Snowflake where they've built over 20 integrations now to different AWS services. So if you're using S3 for object storage, you can use Snowflake on top of that. If you want to load up Snowflake with Glue which is our ETL tool, you can do that. If you want to use QuickSite to do your data visualization on top of Snowflake, you can do that. So they've built integration to all of our services. And then we've built integrations like SageMaker back into Snowflake, and so that supports all kinds of specific customer use cases. So if you think of people that are doing any kind of cloud data platform workload, stuff like data engineering, data warehousing, data lakes, it could be even data applications, cyber security, unistore type things, Snowflake does an excellent job of helping our customers get into those types of environments. And so that's why we support the relationship with a variety of, you know, credit programs. We have a lot of co-sell motions on top of these technical integrations because we want to make sure that we not only have the right technical platform, but we've got the right GOTO market motion. And that's super important. >> Yeah, and I would add to that is like, you know one of the things that customers do is they make these large commitments to Amazon. And one of the best things that Amazon did was allow those customers to draw down Snowflake via the AWS Marketplace. So it's been wonderful to his point around the GOTO market, that was a huge issue for us. And, and again, this is where Amazon was innovative on identifying the ways to help make the customer have a better experience >> Chris G: Yeah. >> Chris D: and put the customer first. And this has been, you know, wonderful partnership there. >> Yeah. It really has. It's been a great, it's been really good. >> Well, and the customers are here. Like we said, >> Yep. >> Yes. Yes they are. >> we're north of 10,000 folks total, and customers are just chomping at the bit. There's been so much growth in the last three years from the last time, I think I heard the 2019 Snowflake Summit had about 1500 people. And here we are at 10,000 plus now, and standing-room-only keynote, the very big queue to get in, people turned away, pushed back to an overflow area to be able to see that, and that was yesterday. I didn't even get a chance to see what it was like today, but I imagine it was probably the same. Talk about the, when you're in customer conversations, where do you bring, from a GTM perspective, Where do you bring Snowflake into the conversation? >> Yeah >> Obviously, there's Redshift there, what does that look like? I imagine it follows the customer's needs, challenges. >> Exactly. >> Compelling events. >> Yeah. We're always going to work backwards from the customer need, and so that is the starting point for kindling both organizations. And so we're going to, you know, look at what they need. And from an AWS perspective, you know, if they're going with Snowflake, that's a very good thing. Right? 'Cause one of the things that we want to support is a selection experience to our AWS customers and make sure that no matter what they're doing, they're getting a very good, supported experience. And so we're always going to work backwards from the customer. And then once they make that technology decision, then we're going to support them, as I mentioned, with a whole bunch of co-sell resources. We have technical resources in the field. We have credit programs and in, you know, and, of course, we're going to market in a variety of different verticals as well with Snowflake. If you take a look at all the industry clouds that Snowflake has spun up, financial services and healthcare, and media entertainment, you know, those are all very specific use cases that are very valuable to an AWS customer. And AWS is going more and more to market on a vertical approach, and so Snowflake really just fits right in with our overall strategy. >> Right. Sounds like very tight alignment there. That mission alignment that Frank talked about yesterday. I know he was talking about that with respect to customers, but it sounds like there's a mission alignment between AWS and Snowflake. >> Mission alignment, yeah. >> I live that every week. (laughter) >> Sorry if I brought up a pain point. >> Yeah. Little bit. No. >> Guys, what's, in terms of use cases, obviously we've been here for a couple days. I'm sure you've had tremendous feedback, >> Chris G: Yeah. >> from, from customers, from partners, from the ecosystem. What's next, what can we expect to hear next? Maybe give us a preview of re:Invent in the few months. >> Preview of re:Invent. Yeah. No, well, one of the things we really want to start doing is just, you know, making the use case of, of launching Snowflake on AWS a lot easier. So what can we do to streamline those types of experiences? 'Cause a lot of times we'll find that customers, once they buy a third party solution like Snowflake, they have to then go through a whole series of configuration steps, and what can we do to streamline that? And so we're going to continue to work on that front. One of the other places that we've been exploring with Snowflake is how we work with channel partners. And, you know, when we first launched Marketplace it was really more of an app store model that was ISVs on one side and channel partners on the other, and there wasn't really a good fit for channel partners. And so four years ago we retrofitted the platform and have opened it up to resellers like an SHI or SIs like Salam or Deloitte who are top, two top SIs for Snowflake. And now they can use Marketplace to resell those technologies and also sell their services on top of that. So Snowflake's got a big, you know, practice with Salam, as I mentioned. You know, Salam can now sell through Marketplace and they can actually sell that statement of work and put that on the AWS bill all by virtue of using Marketplace, that automation platform. >> Ease of use for customers, ease of use for partners as well. >> Yes. >> And that ease of use is it's no joke. It's, it's not just a marketing term. It's measurable and it's about time-to-value, time-to-market, getting customers ahead of their competition so that they can be successful. Guys, thanks for joining me on theCUBE today. Talking about AWS and >> Nice to be back. Nice to be back in person. >> Isn't it nice to be back. It's great to be actually sitting across from another human. >> Exactly. >> Thank you so much for your insights, what you shared about the partnership and where it's going. We appreciate it. >> Thank you. >> Cool. Thank you. >> Thank you. >> All right guys. For Chris and Chris, I'm Lisa Martin, here watching theCUBE live from Las Vegas. I'll be back with my next guest momentarily, so stick around. (Upbeat techno music)

>> You're watching theCUBE. Welcome to our continuous coverage of AWS re-Invent 2021. I'm Dave Nicholson. We've got an amazing event that's been going on for the last four days with two live sets, two studios, more than 100 guests, and two very distinguished gentlemen here on the set with us live in Las Vegas. I'd like to welcome Krishna Mohan, Vice President and Global Head of TCS's AWS Business Unit. Welcome Krishna. >> Thank you Dave. >> Dave: And also with us Aditya Jagapal Nagarajan. >> Thank you. >> Dave: I hope I did your name justice. >> Perfect. >> Right, I tried. And Aditya is Head of Strategy and Business Operations for the TCS AWS Business Unit. Krishna, starting with you, tell us about TCS and AWS over the last year. What's been going on. >> Yeah. >> Thank you Dave for having me here. It's great to be in person actually, back in re-Invent, back in person, 25,000 people, but still we have pretty good measures, health measures that way. So I'm very happy to be here. TCS AWS business unit was formed three quarters back and we actually had always AWS partnership, but we actually felt that it's important to kind of have a separate business unit, which is the full stack, multi dimensional unit providing cloud migration modernization across applications, data, and infrastructure, and also main focus on industry solutions. So it has been a great three quarters, and our partnership only enhanced significantly, predominantly what we're actually seeing in the last one year. The cloud overall transformation, I think it kind of taken a different shape. It used to be cloud migration, modernization, cloud native development, but from there it has moved to enterprise transformation, that's happening on cloud, and specifically AWS majority of the time. So with that, we actually see a lot of customers. Broadly you can categorize them into three, cloud for IT, cloud for business, and cloud for innovation. And we're definitely seeing maximum traction there with our customers across the three categories. So I'm super excited to be here at the re-Invent, you know, a couple of our customers were in the keynote, Abort and Adam and Doug. In the Western Union was the keynote, Shelly covered at Western union transformation in the partner keynote with Doug, and very happy to see Linda Cower, the transformation in the United Headlines with Adam. So it's really great to see how we are helping the customers on the transformation. That's definitely, you know, the way that we see. And we have made significant progress on the overall in the last three quarters. And these kinds of wins and business transformation that has actually happened is what resulted in TCS getting the Raising Star GSA award for us. So I'm pretty happy to actually carry this little thing here. >> Is that what this is? >> Absolutely. So it means a lot because our customer in our kind of reinforcing the value, the TCS, along with AWS is bringing to the customer. >> So I wasn't going to say anything. I just assumed that you were a 2001 Space Odyssey fan and you just brought, you know, a version of the monolith with you. I wasn't sure. Congratulations. >> Thank you. That's a quite an achievement especially in the relatively short period of time. And especially with the constraints that have been placed upon all of us. Did they give you like a schwag bag with a bunch of, with, you know, like they do at the academy awards? Are you familiar with that. >> We had a great fun event on Monday afternoon. >> Fantastic. >> Yeah. >> Aditya, talk about, you're a consultancy, your organization is a consultancy. Talk about how you engage with the customers that you are helping to bridge the divide between what their business requirements are, and the technology that AWS is delivering. Because I think we all agree that everything we're seeing here from AWS is wonderful, but without an organization like yours, actual end users, actual customers, have a hard time driving benefits. So, how do you approach that? >> Gladly thank you, Dave, and thank you for theCUBE for having us here. And just borrowing from what Krishna talked about, the three layers of value creation, the cloud for IT, cloud for business and cloud for innovation. We see the journeys clients take, to start with how they look at IT modernization, and go all the way to business transformation, and look at ecosystem transformation as well. For example, we just heard about Western Union and we just came off of one with SWBC where they have completely modernized the payment systems on AWS and TCS has been the partner for transforming that for them. And that not only just means the technology layers, but also re imagining business processes in the cloud. Moving on from the financial side, if you look at the digital farming, for example, we have been working with some of the leading, the transmitter players in the healthcare industry and in the manufacturing space to look at helping farmers with AI. Right? And helping them look at how they can ensure better analytics and drone capabilities for digital farming. Drug trial development and acceleration for time to market has been a front and center for all of us in the last two years where I've been helping pharmacy organizations get better and will bring up drug trials and reach the end customers better with cloud. So there's various examples here. >> I want to poke on that a little bit. >> Aditya: Yeah. So when TCS is engaging a customer, say in farming versus pharma, how much of your interaction with them is specialized by industry vertical or specific area expertise versus the generic workings that are going to be supporting that effort in the background? What does that look like? Are you going in first with a pharma discussion, first with the farm discussion, as opposed to an overall discussion? >> It's a great point you mentioned Dave because that's the sort of essence of TCS. Because the way we look at it, we actually appeal to the industry specific. So our domain and contextual knowledge is very important to appeal to the customers and to the various stakeholders, no longer are the days where you talk about technology as a means to an end. We talk about how end customers can benefit in that context of what they're going through in that industry. And how can then technology be part of that strategy, right? So, hence, as you rightly said, domain and context first, followed by technology powering the outcome. >> Even though farm and pharma sound a lot alike. >> Right, I showed you the very difference. >> And they may share some things in common. Yes, very, very different. Krishna, talk about your go to market motion. How are clients aware of TCS? Do you have teams that engage clients directly and then bring AWS into the conversation? Or are you being brought in by AWS? Is it a combination? What does that look like? >> So, very good relevant question. So our GTM strategies is TCS has been in the, you know, serving the enterprise customers and IT transformation for 52 years now. So we have a huge base. But specifically from an AWS BU perspective, we are focusing on selective verticals, banking financial services and insurance is large, life sciences, health care, and travel, transportation and hospitality. So these are the verticals that we're actually focusing on, and given our presence in the enterprise sector, we already have a direct sales teams who are engaging with the customers directly on enterprise transformation and business transformation. And once we have that conversation, we actually take all these solutions that we have built on AWS and along with AWS. There are few customers in the last three quarters, after farming the AWS business unit, one thing that we did is with AWS we're proactively going and identifying the logos and the customers. And with the focus not on technology, with the focus on how to solve their problems on the business side and how to create new business models. So it's kind of both. We bring in, AWS brings in logos as well, so Greenfield accounts, and as well as our contextual knowledge of the industry is how the GTM is working out, and working out pretty good. >> You mentioned, you've been at this for 52 years. >> Aditya: Yeah. >> You must've been very young when you started doing this. Talk about the internal dynamics. So think of TCS, the larger organization. You represent the AWS business unit. TCS has been doing this for a long time, predating what we think now of as cloud. I'm sure that you have long existing relationships with customers, where you've been doing things for them that aren't cloudy, and those things keep the lights on at TCS, right? Important sources of revenue. Yet you're going in and you're consulting and saying, hey, you know, it might be better for you, Mr. Customer, to work with AWS and TCS, as opposed to maybe being at a data center that TCS manages, I mean, how do you manage that internal dynamic? You've got to have people at TCS who are saying, stay away, that's my revenue, don't move my cheese. What does that look like? >> Very valid question Dave. So the way that TCS is actually looking at is, twin engine strategy. There's a cost and optimization strategy, which we have. We sell the customers and operations, running the BAU if you will, business as usual, then you have something called growth and transformation. So as a strategy that we are very clear that the path of business transformation is growth and transformation channel. So we as a company are very comfortable cannibalizing our C and O in a business because we want to be relevant to the market, relevant to the customer, and relevant to the partner ecosystem. So the only way you are relevant is actually to challenge yourself, cannibalize your own business, and for the long, you know, strategy of looking at how to grow. And that's how our twin engine strategy is working. And there are a lot of customers where we have developer with contextual knowledge serving 20 years, 25 years of the customers. We know how they work, what their business is actually, you know, what's going to be the future of the business. So we are in a better position to actually transform them. And as a company, we already took cannibalize our revenue. >> So Adi, give us an example of working with a customer and give us an idea of what that customer's perspective is in terms of their place on the spectrum of, I don't want to move anything if I don't have to versus, hey, you guys can't move fast enough to deliver what I want. Where are you seeing that spectrum of customer requirements at this point? Do you feel like you're having to lead people to water still? Where are we with that? >> Well, if you asked me this question a couple of years ago, it would be about, hey, look, here's a beautiful water and the lake looks good, why don't we spend by the side and see what it tastes like? Now the question is, how much water to drink? Right? So the point being that customers have fast realized that cloud is not just an IT decision, it's a business transformation decision. So if I may just call it back what Krishna talked about, the dual engine strategy. A clear Testament to that is some of our relationships, most of our relationships are the matter has been over two decades with our clients. And that's a perfect indication of being constantly relevant for them because as their models change, as their markets change, customer expectations change, we need to constantly innovate ourselves. >> You're innovating your business just like that. >> Absolutely. >> Correct. >> So you know, as we say, you're in the boat with them and you're going through the same changes. >> And so coming back to the question which you asked, the point was we give them a point of what experience they can have with cloud by each stakeholder. The CIO wants to look at how we can look at better sustainability of their operations, keep the lights on as you said, enhance stability with more automatable capabilities, looking at DevOps, the business is completely looking at how can cloud fundamentally change my business model. And you have both these stakeholders coexisting with the same outcome towards enterprise transformation. And that's the experience which we work with them to shape. To say what the starting point is? Where would they like to go? And how can we go to them in the journey? What's interesting here is, nobody has all the answers. Neither is AWS nor customer the TCS, but we are here to create a culture of discovering the right goal and the right answers. It's very important. That's the approach to getting it working. >> Krishna and our last minute together. You've just received the Rising Star Award, 2022 is rapidly approaching, this doesn't put any pressure on you at all for 2022 because people are going to ask, what are those rising stars do again in 2022? What's on the horizon, what are the two of you excited about for next year? >> I think we are super excited with how AWS, you know, definitely in Adam's keynote, if I had to take a couple of points that I'm taking away is in addition to enhancing their core cloud capabilities, but if there's pivoted on industry solutions, you know, the fin space that they have announced, and the industrial solutions that they have announced. So that is where it very clearly aligns to our strategy of TCS, helping customers look for change their business models, implement new business models, create ecosystem play. And that's basically where we are really super excited. And another point which I took from Adam is the, they're focused on Edge with IOT and private 5G. And that's very, very important especially when you look at it both IT, as well as the IOT transformation. So we are super excited with the potential, all the new bells and whistles AWS is rolled out in last four days, And looking forward for few more of this. >> Congratulations again. It's a fantastic acknowledgement of what you've been able to do over the last, just three quarters as you mentioned, closing out 2021 in a very, very good way. Looking forward to 2022. Thank you gentlemen for joining us today here on theCUBE, and thank all of you for joining us, for continuing continuous Cube coverage of AWS re-Invent 2021. We are the leader in hybrid technology event coverage. I'm Dave Nicholson stay tuned for more from theCUBE.

>>From around the globe. It's the cube with digital coverage of IBM. Think 20, 21 brought to you by IBM, >>Welcome back to IBM. Think at 2021, the virtual edition, my name is Dave Volante and you're watching the cubes continuous coverage of think 21. And right now we're going to talk about banking and the post isolation economy. I'm very pleased to welcome our next guests. Look at Wigley's the general manager global banking financial markets at IBM and John diagonal is the global CTO and vice president and distinguished engineer for banking and financial services. Gentlemen, welcome to the cube. That's my pleasure. Look at this current economic upheaval, it's quite a bit different from the last one. Isn't it? I mean, liquidity doesn't seem to be a problem for most banks these days. I mean, if anything, they're releasing loan loss reserves that they didn't need. What's from your perspective, what's the state of banking today and hopefully as we exit this pandemic soon. Okay. >>So, so Dave, I think, like you say, it's a, it's a, it's a state in a picture that, uh, in a significantly different from what people were expecting. And I, and I think some way, in some ways you're seeing the benefits of a number of the regulations that were put into, into place after the, you know, the financial crisis last time round, right? And therefore this time, you know, a health crisis did not become a financial crisis because I think the banks were in better shape. And also, you know, governments clearly have put worldwide a lot of liquidity into the, into the system. Um, I think if you look at it though, um, maybe two or three things ready to call out, firstly, there's a, there's a massive regional variation. So if you look at the U S banking industry, uh, it's extremely buoyant and I'll come back to that in a managing the way in which it's performing. >>Uh, you know, the banks that are starting to report that first quarter results are going to show a profitability that's significantly ahead of where they were last year. And probably some of those, some of that best performance for quite a long time, if you go into Europe, it's a completely different picture. I think the banks are extremely challenged at that. And I think you're going to see a much Bleaker outlook in terms of what those banks report, as far as Asia Pacific is concerned again, you know, because they did, they have come out of the pandemic much faster that consumer businesses back into growth. Again, I think they're showing some pretty buoyant up performance as far as, as far as banking performance is concerned. I think the beast that's particularly interesting. And I think Kim is a bit of a surprise to most, uh, is, is what we've seen in the U S right? >>And in the U S what's actually happened is, uh, the investment banking side of banking businesses has been doing better than they've ever done before. There's been the most unbelievable amount of acquisition activity. You've seen a lot of what's going on with the specs that's driving the res you know, deal based fee income for the banks, the volatility in the marketplace, meaning that trading income is much, much higher than it's ever been. And therefore the banks are very much seeing a profitability on that investment banking side. That was way ahead of what I think they were, they were expecting. Consumer business is definitely down. If you look at the credit card business, it's down, if you look at, uh, you know, lending activity, that's going down, going out, it's substantially less than where it was before. There's hardly any lending growth because the economy is flat at this moment in time. >>But again, the good news that, and I think this is a worldwide, but you're not just in the us. The good news here is that because of the liquidity and some of them are special mentions that government put out that there has not been, uh, the, the level of bankruptcies that people were expecting. Right. And that for most of the provisioning that the banks did, um, in expectation of non-performing loans has been, I think, a much more, much greater than what they're going to need, which is why you're starting to supervision is being released as well, which I kind of flattering, flattering the income flattering. I think going forward though, you're going to see a different picture. >>It's the, thank you for the clarification on the regional divergence is that you're right on, I mean, European central banks are, are not the same, the same position, uh, to, to affect liquidity, but is that nuance, is that variation across the globe? Is that, uh, is that a blind spot? Is that a, is that a, a concern, uh, or the other, other greater concerns, you know, inflation and, and, and the, the, the pace of the, the return to the economy. What are your thoughts on that? >>So I think, I think the, um, the, the, the concern, um, you know, as far as the European marketplace is concerned is, um, you know, whether the, the performance that in particularly, I don't think the level of Verition in there was quite as generous as we saw in other parts of the world. And therefore, um, you know, ease the issue around non-performing loans in, in Europe going to hold the European, uh, European banks back. And are they going to, you know, therefore constrained them under lending that they put into the economy. And that then, um, you know, reduces the level of economic growth that we see in Europe. Right. I think, I think that is certainly that is certainly a concern. Um, I would be surprised and I've been looking at, you know, forecasts that have been brought forward by various people around the world around infection. >>I would be surprised if inflation starts to become a genuine problem in the, in the kind of short to medium term. I think in the industry that are going to be two or three other things that are probably going to be more, you know, going to be more issues. Right. I think the first one, which is becoming top of mind for chief executives is this whole area around operational resiliency. So, you know, regulators universally are making very, very sure that banks do not have a technical debt or a complexity of legacy systems issue. They are. And, you know, the UK has taken the lead on this and they are going so far as even requiring non-executive directors to be liable. If banks are found to not have the right policies in place, this is not being followed by other regulators around the world. Right. So, so that is very much top of mind at this moment in time. >>So I think discretionary investment is going to be, uh, you know, to watch, um, uh, solving that particular problem. I think that that's one issue. I think the other issue is what the pandemic has shown is that, and, and, and this was very evident to me. I mean, I spent the last three years out in Singapore where, you know, banks have become very digital businesses. Right. When I came into the U S in my current role, it was somewhat surprising to me as to where the U S marketplace was in terms of digitization of banking. But if you look in the last 12 months, uh, you know, I think more has been achieved in terms of banks becoming digital businesses. And they've probably done in the last two or three years. Right. And then the real acceleration of that, uh, digitalization, which is going to continue to happen. But the downside of that has been that the threat to the banking industry from essentially fintechs and big decks has exactly, you know, it's really accelerated. Right, right. I mean, just to give you an example, pay Pat is the second largest financial services institution in the us, right. So that's become a real problem of my English. The banking industry is going to have to deal with, >>I want to come back to that, but now let's bring John into the conversation. Let's talk about the tech stack. Look, it was talking about whether it was resiliency going digital. We certainly saw with the pandemic remote work, huge, huge volumes of things like PPP and, and, and, and, and mortgages and with dropping rates, et cetera. So, John, how has the tech stack been altered in the past 14 months? >>Great question, Dave and it's top of mind for almost every single financial services firm, regardless of the sector within the overall industry, every single business has been taking stock of how they handled the pandemic and the economic conditions thereafter, and all of the business needs that were driven by the pandemic. In so many situations, firms were unable to service their clients or were not competitive in serving their clients. And as a result, they've had to do very deep, uh, uh, architectural, uh, transformation and digital transformation around their core platforms, their systems of analytics and their systems, their front end systems of engagement in terms of, uh, the core processing systems that many of these institutions, some in many cases, they're 50 years old. And with any 50 year old application platform, there are inherent limitations as an inflexibility and flexibility as an inability to innovate for the future as a speed of delivery issue. In, in other words, it can be very hard to accelerate delivery of new capabilities onto an aging platform. And so in every single case, um, institutions are looking to hybrid cloud and public cloud technology, and pre-packaged AI and pre-packaged solutions from an ISV ecosystem of software vendor ecosystem to say, as long as we can crack open many of these old monolithic cores and surround them with new digitization, new user experience that spans every channel and automation from the front to back of every interaction, that's where most institutions are prioritizing. Yep. >>Banks, aren't gonna migrate. Uh, they're gonna, they're going to build a abstraction layer. I want to come back to the disruption is so interesting. You had the Coinbase IPO last month, see Tesla and micro strategy. They're putting Bitcoin on their balance sheets. Jamie diamond says traditional banks are playing a smaller role in the financial system because of the new fintechs. Look at, you mentioned PayPal, the Stripe does Robin hood. You get the Silicon Valley giants have this dual disruptive disruption agenda, Apple, Amazon, even Walmart, Facebook. The question is, are traditional banks going to lose control of the payment systems? >>Yeah, I mean, I think to a large extent that is, that is already happened, right? Because I think if you look at, if you look at the experience in Asia, right, and you look at particularly organizations like iron financial, uh, you know, in India, you look at organizations like ATM the, you know, very substantial trends, particularly on the consumer payment side has actually moved, uh, away from the banks. And I think you're starting to see that in the West as well, right. With organizations like, you know, cloud. Now that's coming out with this, um, you know, pay, you know, buying out the later type of schemes. You've got and then, so you've got PayPal. And as you said, Stripe, uh, and, and others as well, but it's not just, um, you know, in the payment side. Right. I think, I think what's starting to happen is that, that are very core part of the banking business, you know, especially things like lending, for instance, where again, you are getting a number of these, um, fintechs and big, big tech companies entering the marketplace. >>And I, and I think the threat for the banks is, and this is not going to be small chunks of market share that you're going to actually lose. Right. It's, it's, it's actually, uh, it could actually be a Kodak moment. Let me give you an example. Uh, you know, you will have just seen that grab is going to be acquired by one of these facts for about $40 billion. I mean, this organization started like the Uber in Singapore. It very rapidly got into both the payment side, right? So it actually went to all of these mom and pop shops and it offered QR based, um, go out code based payment capabilities to these very small retailers. They were charging about half or a third of what MasterCard or visa were charging to run those payment routes. They took market share overnight. You look at the remittance business, right? >>They, they went into the remittance business, they set up these wallets in 28 countries around the ICR and region. They took huge chunks of business completely away from DBS, which is the local bank out there from Western union and all of these, all of these others. So, so I, I think it's a real threat. I think Jamie Dimon is saying what the banking industry has said always, right? Which is the reason we are losing is because the playing field is not even, this is not about playing fields and even right. All of these businesses have been subject to exactly the same regulation that the bank shop subject to regulations in Singapore and India, more onerous than maybe in other parts of the world. This is around the banking business, recognizing that this is a threat. And exactly, as John was saying, you got to get to delivering the customer experience. >>That juniors are wanting at the level of pasta they're prepared to pay. And you're not going to do that by purely shorting out the channels and having a cool app on somebody's smartphone. Right? If that smartphone is 48 by arcade processes and legacy systems, where can I apply? You know, like, like today, you know, you make a payment, your payment does not clear for five days, right? Whereas in Singapore I make a payment, the payment is instantaneously cleared, right? That's where the banking system is going to have to get to in order to get to that. You need to order the whole stack. And the really good news is there are many examples where this has been done very successfully by incumbent banks. You don't have to set up a digital bank on the side to do it. An incumbent bank could do it, and it can do it in a sense of a period of time, or does sense for level of investment. A lot of IBM's business across our consulting, as well as our, our technology stack is very much trying to do that with our clients. So I am personally very bullish about what the industry >>Yeah. I mean, taking friction out of the system sometimes with the case of crypto taking the middle person out of the system. But I think you guys are savvy. You understand that, you know, like, yeah, Jamie diamonds a couple of years ago said, he'd fire anybody doing crypto Janet Yellen and says, ah, I don't really get it. You know, Warren buffet. But I think as technology people, we look at it and say, okay, wait a minute. This is an interesting Petri dish. There's, there's fundamental technology here that has massive funding that is going to inform, you know, the future. I think, you know, big bags are gonna lean in some of them and others, others. Won't, uh, John, give you the last word here, >>But for sure they're leaning in. Uh, so to just, to, to, to think about, uh, uh, something that Likud said a moment ago, the reason these startups were able to innovate fast was because they didn't have the legacy. They didn't have the spaghetti lying around. They were able to be relentlessly laser focused on building new, using the API ecosystem, going straight to public and hybrid cloud and not worrying about everything that had been built for the last 50 years or so. The benefit for existing institutions, the incumbents is that they can use all of the same techniques and tools and hybrid cloud accelerators in terms. And we're not just thinking about, um, uh, retail banking here, your question around the industry, that disruption from Bitcoin, blockchain technologies, new ways of processing securities. It is playing out in every single securities processing and capital markets organization. Right now I'm working with several organizations right now, exactly on how to build custody systems, to take advantage of these non fungible digital assets. It's a hot, hot topic around which there's, uh, incredible, uh, appetite to invest an incredible appetite to innovate. And we know that the center of all these technologies are going to be cloud forward cloud ready, AI infused data infuse technologies. >>So I want to have you back. I wish you had more time. I want to talk about specs. I want to talk about NFTs. I want to talk about technology behind all this really great conversation and really appreciate your time. I'm sorry. We got to go. >>Thank you. Thanks so much indeed, for having us. >>Oh, really? Pleasure. Was mine. Thank you for watching everybody. This is Dave Volante for IBM. Think 2021. You're watching the cube.

>>from >>around the globe. It's the cube with digital >>Coverage of IBM think 2021 brought to you by IBM. >>Welcome back to IBM Think 2021 The virtual edition. My name is Dave Volonte and you're watching the cubes continuous coverage of think 21. And right now we're gonna talk about banking in the post isolation economy. I'm very pleased to welcome our next guest. Look at wag lee is the general manager, Global banking financial markets at IBM and john Degnan is the global ceo and vice president and distinguished engineer for banking and financial services. Gentlemen, welcome to the cube. >>Thank you. Yeah >>that's my pleasure. Look at this current economic upheaval. It's quite a bit different from the last one, isn't it? I mean liquidity doesn't seem to be a problem for most pecs these days. I mean if anything they're releasing loan loss reserves that they didn't need. What's from your perspective, what's the state of banking today and hopefully as we exit this pandemic soon. >>So so dave, I think, like you say, it's, you know, it's a it's a state and a picture that in a significantly different from what people were expecting. And I think some way, in some ways you're seeing the benefits of a number of the regulations that were put into into place after the, you know, the financial crisis last time around, right? And therefore this time, you know, a health crisis did not become a financial crisis, because I think the banks were in better shape. And also, you know, governments clearly have put worldwide a lot of liquidity into the, into the system. I think if you look at it though, maybe two or three things ready to call out firstly, there's a there's a massive regional variation. So if you look at the U. S. Banking industry, it's extremely buoyant and I'll come back to that in a minute in the way in which is performing, you know, the banks that are starting to report their first quarter results are going to show profitability. That's you know significantly ahead of where they were last year and probably some of the some of their best performance for quite a long time. If you go into europe, it's a completely different picture. I think the banks are extremely challenged out there and I think you're going to see a much bleaker outlook in terms of what those banks report and as far as Asia pacific is concerned again, you know because they they have come out of the pandemic much faster than consumer businesses back into growth. Again, I think they're showing some pretty buoyant performance as far as as far as banking performance is concerned. I think the piece that's particularly interesting and I think him as a bit of a surprise to most is what we've seen in the U. S. Right. And in the US what's actually happened is uh the investment banking side of banking businesses has been doing better than they've ever done before. There's been the most unbelievable amount of acquisition activity. You've seen a lot of what's going on with this facts that's driving deal raised, you know, deal based fee income for the banks. The volatility in the marketplace is meaning that trading income is much much higher than it's ever been. And therefore the banks are very much seeing a profitability on that investment banking side. That was way ahead of what I think they were. They were expecting consumer businesses definitely down. If you look at the credit card business, it's down. If you look at, you know, lending activity that's going down going out is substantially less than where it was before. There's hardly any lending growth because the economy clearly is flat at this moment in time. But again, the good news that, and I think this is a worldwide which are not just in us, the good news here is that because of the liquidity and and some of the special measures the government put out there, there has not been the level of bankruptcies that people were expecting, right. And therefore most of the provisioning that the banks did um in expectation of non performing loans has been, I think, a much more, much greater than what they're going to need, which is why you're starting to see provisions being released as well, which are kind of flattering, flattering the income, flattering the engine. I think going forward that you're going to see a different picture >>is the re thank you for the clarification on the regional divergence, is that and you're right on, I mean, european central banks are not the same, the same position uh to to affect liquidity. But is that nuances that variation across the globe? Is that a is that a blind spot? Is that a is that a concern or the other other greater concerns? You know, inflation and and and the the pace of the return to the economy? What are your thoughts on that? >>So, I think, I think the concern, um, you know, as far as the european marketplace is concerned is um you know, whether whether the performance that and particularly, I don't think the level of provisions in there was quite a generous, as we saw in other parts of the world, and therefore, you know, is the issue around non performing loans in in europe, going to hold the european uh european banks back? And are they going to, you know, therefore, constrain the amount of lending that they put into the economy and that then, um, you know, reduces the level of economic growth that we see in europe. Right? I think, I think that is certainly that is certainly a concern. Um I would be surprised and I've been looking at, you know, forecasts that have been put forward by various people around the world around inflation. I would be surprised if inflation starts to become a genuine problem in the, in the kind of short to medium term, I think in the industry that are going to be two or three other things that are probably going to be more, you know, going to be more issues. Right. I think the first one which is becoming top of mind for chief executives, is this whole area around operational resiliency. So, you know, regulators universally are making very very sure that banks do not have a technical debt or a complexity of legacy systems issue. They are and you know, the U. K. Has taken the lead on this and they are going so far as even requiring non executive directors to be liable if banks are found to not have the right policies in place. This is now being followed by other regulators around the world. Right. So so that is very much drop in mind at this moment in time. So I think discretionary investment is going to be put you know, towards solving that particular problem. I think that's that's one issue. I think the other issue is what the pandemic has shown is that and and and this was very evident to me and I mean I spent the last three years out in Singapore where you know, banks have become very digital businesses. Right? When I came into the U. S. In my current role, it was somewhat surprising to me as to where the U. S. Market place was in terms of digitization of banking. But if you look in the last 12 months, you know, I think more has been achieved in terms of banks becoming digital businesses and they've probably done in the last two or three years. Right. And that the real acceleration of that digitization which is going to continue to happen. But the downside of that has been that the threat to the banking industry from essentially fintech and big tex has exactly, it's really accelerated. Right, Right. Just to give you an example, Babel is the second largest financial services institutions in the US. Right. So that's become a real problem I think with the banking industry is going to have to deal with >>and I want to come back to that. But now let's bring john into the conversation. Let's talk about the tech stack. Look, it was talking about whether it was resiliency going digital, We certainly saw over the pandemic, remote work, huge, huge volumes of things like TPP and and and and and mortgages and with dropping rates, etcetera. So john, how is the tech stack Been altered in the past 14 months? >>Great question. Dave. And it's top of mind for almost every single financial services firm, regardless of the sector within the overall industry, every single business has been taking stock of how they handled the pandemic and the economic conditions thereafter and all of the business needs that were driven by the pandemic. In so many situations, firms were unable to service their clients or we're not competitive in serving their clients. And as a result they've had to do very deep uh architectural transformation and digital transformation around their core platforms. Their systems of analytics and their systems different end systems of engagement In terms of the core processing systems that many of these institutions, some in many cases there are 50 years old And with any 50 year old application platform there are inherent limitations. There's an in flex itty inflexibility. There's an inability to innovate for the future. There's a speed of delivery issue. In other words, it can be very hard to accelerate the delivery of new capabilities onto an aging platform. And so in every single case um institutions are looking to hybrid cloud and public cloud technology and pre packaged a ai and prepackaged solutions from an I. S. V. Ecosystem of software vendor ecosystem to say. As long as we can crack open many of these old monolithic cause and surround them with new digitalization, new user experience that spans every channel and automation from the front to back of every interaction. That's where most institutions are prioritizing. >>Banks aren't going to migrate, they're gonna they're gonna build an abstraction layer. I want to come back to the disruption is so interesting. The coin base I. P. O. Last month see Tesla and microstrategy. They're putting Bitcoin on their balance sheets. Jamie diamonds. Traditional banks are playing a smaller role in the financial system because of the new fin text. Look at, you mentioned Paypal, the striped as Robin Hood, you get the Silicon Valley giants have this dual disrupt disruption agenda. Apple amazon even walmart facebook. The question is, are traditional banks going to lose control of the payment systems? >>Yeah. I mean I think to a large extent that is that has already happened, right? Because I think if you look at, you know, if you look at the experience in ASia, right? And you look at particularly organizations like and financial, you know, in India, you look at organizations like A T. M. You know, very substantial chance, particularly on the consumer payments side has actually moved away from the banks. And I think you're starting to see that in the west as well, right? With organizations like, you know, cloud, No, that's coming out with this, you know, you know, buying out a later type of schemes. You've got great. Um, and then so you've got paper and as you said, strike, uh and and others as well, but it's not just, you know, in the payment side. Right. I think, I think what's starting to happen is that there are very core part of the banking business. You know, especially things like lending for instance, where again, you are getting a number of these Frontex and big, big tech companies entering the marketplace. And and I think the threat for the banks is this is not going to be small chunks of market share that you're going to actually lose. Right? It's it's actually, it could actually be a Kodak moment. Let me give you an example. Uh, you know, you will have just seen that grab is going to be acquired by one of these facts for about $40 billion. I mean, this organization started like the Uber in Singapore. It very rapidly got into both the payment site. Right? So it actually went to all of these moment pop shops and then offered q are based um, 12 code based payment capabilities to these very small retailers, they were charging about half or a third or world Mastercard or Visa were charging to run those payment rails. They took market share overnight. You look at the Remittance business, right? They went into the Remittance business. They set up these wallets in 28 countries around the Asean region. They took huge chunks of business completely away from DBS, which is the local bank out there from Western Union and all of these, all of these others. So, so I think it's a real threat. I think Jamie Dimon is saying what the banking industry has said always right, which is the reason we're losing is because the playing field is not even, this is not about playing fields. Been even write, all of these businesses have been subject to exactly the same regulation that the banks are subject to. Regulations in Singapore and India are more onerous than maybe in other parts of the world. This is about the banking business, recognizing that this is a threat and exactly as john was saying, you've got to get to delivering the customer experience that consumers are wanting at the level of cost that they're prepared to pay. And you're not going to do that by purely sorting out the channels and having a cool app on somebody's smartphone, Right? If that's not funny reported by arcade processes and legacy systems when I, you know, like, like today, you know, you make a payment, your payment does not clear for five days, right? Whereas in Singapore, I make a payment. The payment is instantaneously clear, right? That's where the banking system is going to have to get to. In order to get to that. You need to water the whole stack. And the really good news is that many examples where this has been done very successfully by incumbent banks. You don't have to set up a digital bank on the site to do it. And incumbent bank can do it and it can do it in a sensible period of time at a sensible level of investment. A lot of IBM s business across our consulting as well as our technology stack is very much trying to do that with our clients. So I am personally very bullish about what the industry >>yeah, taking friction out of the system, sometimes with a case of crypto taking the middle person out of the system. But I think you guys are savvy, you understand that, you know, you yeah, Jamie Diamond a couple years ago said he'd fire anybody doing crypto Janet Yellen and says, I don't really get a Warren Buffett, but I think it's technology people we look at and say, okay, wait a minute. This is an interesting Petri dish. There's, there's a fundamental technology here that has massive funding that is going to inform, you know, the future. And I think, you know, big bags are gonna lean in some of them and others, others won't john give you the last word here >>for sure, they're leaning in. Uh so to just to to think about uh something that lick it said a moment ago, the reason these startups were able to innovate fast was because they didn't have the legacy, They didn't have the spaghetti lying around. They were able to be relentlessly laser focused on building new, using the app ecosystem going straight to public and hybrid cloud and not worrying about everything that had been built for the last 50 years or so. The benefit for existing institutions, the incumbents is that they can use all of the same techniques and tools and hybrid cloud accelerators in terms And we're not just thinking about uh retail banking here. Your question around the industry that disruption from Bitcoin Blockchain technologies, new ways of processing securities. It is playing out in every single securities processing and capital markets organization right now. I'm working with several organizations right now exactly on how to build custody systems to take advantage of these non fungible digital assets. It's a hard, hard topic around which there's an incredible appetite to invest. An incredible appetite to innovate. And we know that the center of all these technologies are going to be cloud forward cloud ready. Ai infused data infused technologies >>Guys, I want to have you back. I wish I had more time. I want to talk about SPAC. So I want to talk about N. F. T. S. I want to talk about technology behind all this. You really great conversation. I really appreciate your time. I'm sorry. We got to go. >>Thank you. Thanks very much indeed for having us. It was a real pleasure. >>Really. Pleasure was mine. Thank you for watching everybody's day. Volonte for IBM think 2021. You're watching the Cube. Mhm.

>>Yeah, yeah, >>Hello. We're back with Today's the last session in the creating engaging analytics experiences for all track breaking down data silos. A conversation with Snowflake on Western Union Earlier today, we did a few deep dives into the thought spot product with sessions on thoughts about one. Thoughts were everywhere on spot. Take you to close out this track. We're joined by industry leading experts Christian Kleinerman s VP of product at Snowflake and Tom Matzzie, Pharaoh, chief data officer at Western Union, for a thought provoking conversation on data transformation on how to avoid the pitfalls of traditional analytics. They'll be discussing in key challenges faced by organizations, why user engagement matters and looking towards the future of the industry. No Joining Thomas and Christian in conversation is Angela Cooper, vice president of customer success at Thought spot. Thank you all for being here today. We're so excited for what is what this conversation has in store. Handing it over now to Christian to kick things off. >>Hi. So, a few years ago, when when someone asked about Snowflake, the most common answer, it was like, what is snowflake and what do you do? Hopefully in the last couple off months, things have changed and and here I am showing a couple of momentum data points on, uh, where we have accomplished here it Snowflake. So we we have received Ah, a lot of attention and buzz. Recently, we were listed in the New York Stock Exchange And we even though we still think of ourselves as a small start up company, we have crossed the 2000 employees mark. More important, we count with 3 3000 plus amazing customers. And something that we obsess about is the a satisfaction of our customers. We really are working hard. The laboring technology that having a platform for better decisions, better analytics and then the promoters course off 71 depicted here is a testament of that. And last, but certainly not least about snowflake. It's very important that we know that we succeed with our partners. We know that we don't go to market by ourselves. We actually have Ah, fantastic set of partners and of course, thoughts. But it is one of our most important partners. >>Good morning. Good afternoon. Eso Amman Thomas affair on the chief kid officer here at Western Union. It's gonna be a background of a Western union and what we, uh, what we do and how we service our customers. So today we are in over 200 countries and territories worldwide. We have a 550,000 retail Asian network to service all of our customers, uh, needs from what he transfer and picking up in a depositing cash. We also have our digital transformation underway, where we now have educate abilities up and running and over 35 countries with paled options to accounts in over 120 countries. We think about our overall business and how support are over our customers and our services. It really has transformed over the past 12 months with Cove it and it's part of that We have to be able to really accelerate our transformation on a digital front to help to enable in the super those customers going forward. Eso as part of that, You know, a big, big help in a big supporter of that transformation has been snowflake and has been thought spot as part of that transformation. If you go the next to the next slide are our current, uh B I in our illegal tools right to date, uh, have been very useful up until the last one or two years. As data explodes and as as our customer needs transform and as our solutions and our time to act in our time to react in the overall market becomes faster and faster, we need to be able to basically look across our entire company, our entire organization and cross functionally to visit to leverage data leverage our insights to really basically pivot our overall business and our overall model to support our customers and our and to enable those services and products going forward. So as part of that, snowflakes been a huge part of that journey, right, allowing us to consolidate over our 30 plus data stores across the company on able to really leverage that overall data and insights to drive, uh, quick reaction right with the pivot, our business offered to enable new services and improve customer experiences going forward and then being able to use a snowflake and then being put the applications on top of that like thought spot, which allows, uh, users that are both technical and nontechnical to the go in and just, um, ask the question as if the searching on Google or Yahoo or being they can just ask any question they want and then get the results back in real time, made that business call and then really go forward through these is this larger ecosystem as a whole. It's really enabled us to really transform our business and supporter customers going forward. >>Wonderful. Thank you, Tom. Thank you, Christian, for the overview of both snowflake and Western Union. Both have big presence in Denver, which is where Tom and I are tonight. Um, I'm here. I'm the vice president of customer success for Thought spot, and I wanted to ask both of you some questions about the industry and specific things that you're facing within Western Union. So first I was hoping Christian that you could talk to me a little bit about Snowflake has thousands of customers at this point, servicing essentially located data sets. But what are you seeing? Has been the top challenges that businesses air facing and how it snowflake uniquely positioned to help. Yeah, >>so certainly the think the challenges air made. I would say that the macro challenge above everything is how to turn data into a competitive differentiator, their study after study that says companies that embrace data and insights and analytics they are outperforming their competitors. So that would be my macro challenge. Once you go into the next level, maybe I can think of three elements. The first one Tom already perfectly teed up the topic of of silence and the reality For most organizations, data is fragmented across different database systems. Even filed systems in some instances transactional databases, analytical data bases and what customers expect is to have, ah, unified experience like I am dealing with company extra company. Why? And I really don't care if behind the scenes there's 10 different teams or 100 different systems. I just want a unified experience. And the Congress is true. The opportunity to deliver personalized custom experiences is reliant on a single view of the day. The other topic that comes to mind this is the one of data governance, Um, as data becomes more important than a reorganization, understanding the constraints and security and privacy also become critical to not only advanced data capability but do it doing so responsibly and within the norms off regulation and the last one which is something court to tow our vision. We are pioneering the concept of the data cloud and the challenge that that we're addressing there is the problem around access to data, right. You can no longer as an organization think of making decisions just on your own data. But there's lots of data collaboration, data enrichment. Maybe I wanna put my data in context. And that's what we're trying to simplify and democratize access and simplify connecting to the data that improves decisions on all three fronts. Obviously, we're obsessed. That's no bling on on tearing down the silos on delivering a solution that is very focused on data governance. And for sure, the data cloud simplifies access to data. >>Wonderful. Now, I know we we really focused on those data silos is a business challenge. But Tom, going through your digital transformation journey are there specific challenges that you faced with Western Union That thought spot and snowflake have helped you overcome? >>Yeah. So? So first off fully agree what Christian just said, right? Those are absolutely, you know, problems that we faced. And we've had overcome, um, service, any company right being able to the transforming to modernize the cloud. Um, for us, one of the biggest things is being able to not just access our information, but have it in a way that it can be consumed, right? Have it in a way that it could be understood, right? Have it in a way that we can then drive business business decision points and and be able to use that information to either fix a problem that we see or better service our customers or offer a product that we're seeing right now is a miss in the marketplace to service in a underserved community or underserved, um, customer base. Also, from our standpoint, being able toe look, um um, uh and predict in forecast what's going to happen and be able to use that information and use our insights to then be proactive and thio in either, You know, be thoughtful about how do we shift our focus, or how do we then change our strategy to take advantage of that for that forecast in that position that we're seeing into the future? >>Wonderful. I've heard from many customers you could not have predicted what was going to happen to our businesses in the year 2020 with the traditional models and especially with what did you say? 30 plus different data silos. Being able to do that type of prediction across those systems must have been very, very difficult. You also mentioned going through a digital transformation at Western Union. So can you talk to me, Tom? A little bit about kind of present day? And why? Why is it important to enable your frontline knowledge workers with the right data at the right time with the right technology? >>Yeah, so? So you're spot on, by the way. But, uh, no one predicted that that we would have a pandemic that would literally consume the entire globe right And change how consumers, um uh, use and buy services and products, or how economies would either shut down or at the reopening shut down again. And then how different interests to be impacted by this? Right. So, uh, what we learned and what we were able to pivot was being able to do exactly what you just said, right. Being able to understand what's happening the date of the right time, right then being able to with the right technology with the right capabilities, understand? what's happening. I understand. Then what should our pivot be? And how should we then go focus on that pivot to go into go and transform? I think it's e. It's more than just just the front lines. Also, our executives. It's also are back office operations, right, because as you think through this, right as customers were having issues right, go into retail locations that were closed. It end of Q one Earlier, Q two. We obviously had a a large surplus right of phone calls coming into our call centers, asking for help, asking for How can we transact better? Where can we go? Right? How do we handle the operationally? Right? As we had a massive surge onto our digital platform where we were, we had 100% increase year over year in Q one and Q two. How do we make sure that our platform the technology can scale right and still provide the right S L A's and and and and the right, um uh, support to our internal customers as well as our extra customers in the future? Eso so really interesting, though, you know, on on on the front line side, our sales staff, right? And even our front line associates with our agent locations A to retail side, you know, for us, is really around. How do we best support them? So how do we partner with them to understand? You know, when a certain certain governments or certain, uh, regions were going toe lock down, how do we support them to keep them open, right. How do we make them a essential service going forward? How do we enable them? Right, the Wright systems or technology to do things a bit differently than they have in the past to adopt right with the changing times. But, you know, I'll tell you the amount of transformation in the basement we've done this year, I think you know, has a massive and actually on Lee, you know, created a larger wave for us to actually ride into the future as we can, to base to innovate, you know, in partnership with both thought spot and with the snowflake into the future. >>Absolutely. I've seen many, many a industry analyst reports talking about how companies now in 2020 have accelerated that digital transformation movement because of current day. In current time, Christian What are you seeing with the rest of the industry and other global companies about enabling data across the globe at the right time? >>Yeah, so I can't agree more with with with with what? Tom said. And he gave some very, um, compelling and very riel use cases where the timeliness of data and and and and and at the right time concept make a big difference. Right? They aske part of our data marketplace with snowflake with deliver, for example, um, up to date low ladies information on, uh, covert 19 data sets where we're infection spiking. And what were the trends? And the use case was very, very riel. Every single company was trying to make sense of the numbers. Uh, all machine learning models were sort of like, out of whack, because no trends and no patterns may make sense anymore. And it was They need to be able to join my data and my activity with this health data set and make decisions at the right time. Imagine if if the cycle to makes all these decisions waas Ah, monthlong. You would never catch up, right? And he speaks to tow a concept that it that is, um, dear, it wasa snowflake and is the lifetime value data right? The notion of ableto act on a piece of data on an event at the right time and obviously with the slow laden see it's possible, makes a big difference. And and there is no end of example. Stomach gives her all again very compelling ones. Um, there's many others, but if you're running a marketing campaign and would you want to know five minutes later that it's not working out, you're burning your daughters? Or would you want to know the next day? Or if someone is going to give you you have a subscription based business and you're going toe, for example, have a model that predicts the turn of your customer? How useful is if you find out Hey, your customer is gonna turn, but you found out two months later. Once probably you are really toe action and change the outcome. Eyes different and and and this order to manage that I'm talking about days or months are not uncommon. Many organizations today, and that's where the topic of right technology matters. Um, I love asking questions about Do you know, an organization and customers. Do you run data, transformations and ingests at two and three in the morning? And the most common answer is yes. And then you start asking why. And usually the answer is some flavor off technology made me do it and a big part of what we're trying to do, like what we're pioneering is. How about ingesting data, transforming data enriching data when the business needs it at the right time with the right timeliness? Not when the technology had cycles. So they were Scipio available, so the importance can't be overstated. There is value in in in analyzing understanding data on time, and we provide technology and platform to any of this. >>That's such a good point. Christian. We ended up on Lee doing processes and loading in the middle of the night because that's what the technology at that time would allow. You couldn't have the concurrency. You couldn't have, um, data happening all at the same time. And so wonderful point that stuff like enables. I think another piece that's interesting that you guys a hit on is that it's important to have the same user experiencing user interface at the right time. And so what I found talking to customers. And Tom what? You and I have discussed this. When you have 30 different data sets and you have a interface that's different, you have a legacy reports system. Maybe you have excel on top of another. You have thought spot on one. You have your dashboard of choice on another, those different sources in different ways. To view that data, it can all be so disjointed. And the combination of thought spot with snowflake and all the data in one place with a centralized, unified user experience just helps users take advantage off the insights that they need right at that right moment. So kind of finishing up for our last question for today I'm interested to hear about Christian will go back to you quickly about what do you see from snowflakes? Perspective is ahead. Future facing for data and analytics. >>One of the topics you just alluded toe Angela, which is the fact that many data sets are gonna be part of the processes by which we make decisions and that that's where were the experience with thoughts but a single unified search experience for a single unified. Um automatic insects, which is what's para que does That is the future, right? I I don't think that x many years from now on, and I think that that X is a small number. Organizations are going to say I had some business activity. I collected some data. I did some analysis and I have conclusions because it always has to be okay, put it in context or look at industry trends and look at other activity that can help him make more sense about my data. The example of tracking they covert are breaking is ah, timely one. But you can always say go on, put it in context with, I don't know, maybe the GDP of the country or the adoption of a platform and things like that. So I think that's ah big trend on having multiple data sets. Contributing towards better decisions towards better product experience is for better services. And, of course, Snowflake is trying to do its part, is doing its part with vision and simplify answers today and the answer on hot spot simplifying blending the interface so that would be super useful. The other big piece, of course, is, um, Predictive Analytics people Talk machine Learning and AI, which is a little bit to buzz worthy. But it is true that we have the technology to drive predictions and and do a better job of understanding behaviors off what's supposed to happen based on understanding the best and the last one. If if if I'm allowed one. Exco What's ahead for data industry, which sounds obvious, but But we're not all the way. There is both cloud the adoption and moving to the cloud as well as the topic of multi Cloud. Increasingly, I think we we finally shifted conversations from Should I go to the cloud or not? Now it's How fast do I do it? And increasingly what we hear is I may want to take the best of the different clouds and how doe I go in and and and embrace a multi cloud reality without having to learn 100 plus different services and nuances of services on on every car and this work technologies like snowflake and thoughts about that can can support a different multiple deployment are being well received by different customs, nerve fault, >>Tom industry trends, or one thing I know. Western Union is really leading in the digital transformation and in your space, What's next for Western Union? >>Yeah, so just add on Requip Thio Christian before I dive into a Western Union use case just to your point. Christian, I really see a convergence happening between how people today work or or manage their personal life, where the applications, the user experiences and the responses are at your fingertips. Easy to use don't need to learn different tools. It's just all there, right, whether you're an android user or an apple user rights, although your fingertips I ask you the same innovation and transmission happening now on the work side, where I see to your point right a convergence happening where not just that the technology teams but even the business teams. They wanna have that same feature, that same functionality, where all their insights their entire way to interact with the business with the business teams with their data with their systems with their products for their services are at their fingertips right where they can go and they can make a change on an iPad or an iPhone and instant effect. They can go change a rule. They could go and modify Uh uh, an algorithm. They can go and look at expanding their product base, and it's just there. It's instant now. This would take time, right? Because this is going to be a transformational journey right across many different industries, but it's part of that. I really see that type of instant gratification, uh, satisfaction, that type of being able to instantly get those insights. Be able thio to really, you know, do what you do on your personal life in your work life every single day. That trend is absolutely it's actually happening. And it's kind of like tag team that into what we're doing at Western Union is exactly that we are actually transforming how our business teams, uh, in our technology teams are able to interact with our customers, interact with our products, interact with our services, interact with our data and our systems instantly. Right? Perfect example that it's that spot where they could go on typing any question they want. And they instigate an answer like that that that was unheard of a year ago, at least for our business. Right being able to to to go and put in in a new rule and and have it flow through the rules engine and have an instant customer impact that's coming right. Being able to instantly change or configure a new product or service with new fee structure and launch in 15 minutes. That's coming, right? All these new transformations about how do we actually better, uh, leverage our capabilities, our products and our services to meet those customer demands instantly. That's where I see the industry going the next couple of years. >>Wonderful. Um, excited to have both of you on the panel this afternoon. So thank you so much for joining us, Christian and Tom as just a quick wrap up. I, you know, learned quite a bit about industry trends and the problems facing companies today. And from the macro view with snowflake and thousands of customers and thought spots, customers and Western Union. The underlying theme is data unity, right? No more fragmented silos, no more fragmented user experiences, but truly bringing everything together in a governed safe way for users. Toe have trust in the data to have trust in what to answer and what insight is being put in front of them. And all of this pulled together so that businesses can make those better decisions more informed and more personalized. Consumer like experiences for your customers in modern technology stacks. So again, thank you both today for joining us, and we look forward to many more conversations in the future. Thank you >>for having me very happy to be here. >>Thank you so much. >>Thanks. >>Thank you, Angela. And thank you, Tom and Christian for sharing your stories. It was really interesting to hear how the events of this year have prompted Western Union to accelerate their digital transformation with snowflake and thought spot and just reflecting on alot sessions in this track, I love seeing how we're making the search experience even easier and even more consumer like in that first session and then moving on to the second session with our customer Hayes. It was really impressive to see how quickly they'd embedded thought spot into their own MD audit product. And then, of course, we heard about Spot Ike, which is making it easier for everybody to get to the Y faster with automated insights. So I'm afraid that wraps up the sessions in this track. We've come to an end, But remember to join us for the exciting product roadmap session coming right up. And then after that, put your questions to the speakers that you've heard in Track two in I'll meet the Experts Roundtable, creating engaging analytics experiences for all. Now all that remains is for me to say thank you for joining us. We really appreciate you taking the time. I hope it's been interesting and valuable. And if it has, we'd love to pick up with you for a 1 to 1 conversation Bye for now.

>>Yeah, yeah. >>Hello and welcome back. You're just in time for our third session spot. I Q amplify your insights with AI in this session will explore how AI gets you to the why of your data capturing changes and trends in the moment they happen. >>You'll >>start to understand how you can transform your data culture by making it easier for analysts to enable business users to consume insights in real time. >>You >>might think this all sounds too good to be true. Well, since seeing is believing, we're joined by thought spots. Vika Scrotum, senior product manager. Anak Shaped Mirror, principal product manager to walk you through all of this on MAWR. Over to you actually, >>Thank you. Wanna Hello, everyone. Welcome to the session. I am Action Hera, together with my colleague because today we will talk to you about how spot I Q uses a. I to generate meaningful insights for the users Before we dwell into that. Let's see why this is becoming so important. Your business and your data is growing and moving faster than ever. Data is considered the new oil Howard. Only those will benefit who can extract value of it. The data used in most of your organization's is just the tip of the iceberg beneath the tip of the iceberg. What you don't see or what you don't know to ask. That makes the difference in this data driven world. Let's learn how one can extract maximum value of the data to make smarter business decisions. We believe that analytics should require less input while producing more output with higher quality in a traditional approach. To be honest, users generally depend on somebody else to create data models, complex data queries to get answers to their pre anticipated questions. But solution like hot spot business users already have a Google like experience where they can just go and get answers to their questions. Now, if you look at other consumer applications, there are multiple of recommendation engines which are out there, which keep recommending. Which article should I read next? Which product should I buy? Which movie should I watch in a way, helping me optimized? Where should I focus my time on in a Similarly in analytics, as your data is growing, solutions must help users uncovered insights to questions which they may not ask, we believe, and a I automated insights will help users unleash the full potential off their data Across the spectrum, we see a potential in a smart, AI driven solution toe autonomously. Monitor your data and feed in relevant insights when you need them, much like a self driving car navigates our users safely to their desired destination. With this, yeah, I'm happy to introduce you to spot like you are a driven insights engine at scale, which will help you get full potential off your data like you automatically discovers, personalize and drive insights hidden in your data. So whenever you search to create answers, spot that you continues to ask a lot more questions on your behalf as it keeps drilling and related date dimensions and measures employed insights which may be of interest to you. Now you as a user can continue to ask your questions or can dig deeper into the inside, provided by spotted you Spartak. You also provides a comprehensive set of insights, which helps user get answers to their advance business questions. In a few clicks, so spotted it. You can help you detect any outlier, for example, spot that you can not only tell you which seller has the highest returns than others, but also which product that sellers selling has higher returns than other products. Or, like you can quickly detect any trends in your data and help us answer questions like how my account sign ups are trending after my targeted campaign is over. I can quickly use for, like, toe get unanswered how my open pipeline is related to my bookings amount and what's the like there. What it means is that how much time a lead will take to convert into a deal I can use partake. You, too, create multiple clusters off my all my customer base and then get answers to questions that which customer segment is buying which particular brand and what are the attributes last and the most used feature Key drivers of change spotted you helps you get answer to a question. What factors lead to the change in sales off a store in 2020 as compared to 2019? We can do all this and simple fix. That's barbecue. What is so unique about Spartak? You how it works hand in hand with our search experience, the more you search, the smarter. The spot that you get as it keeps learning from your usage behavior on generates relevant insights for you for your users. Spartak. You ensures that users can trust every insights. A generator. It broadly does this and broadly, two ways. It keeps their insights relevant by learning the underlying data model on. By incorporating the users feedback that is, users can provide feedback to the spot I Q similar to any social media back from, they can like watching sites they find useful on dislike. What insights Do not find it useful based on users. Feedback Spot like you can downgrade any insight if the users have not find it useful. In addition to that, users can dig deep into any Spartak you insight on all calculations behind it are available for a user to look and understand. The transparency in these calculations not only increases the analytical trust among the users, but also help them learn how they can use the search bar to do much more. I'm super excited to announce Partake you is now available on embrace so our automated A insights engine can run queries life and in database on these datasets so you do not need to bring your data to thoughts about as you connect your data sources. Touch Part performs full indexing value to the data you have selected, not just the headers in the material and as you run sport in Q, it optimizes and run efficient queries on your data warehouse on. I am super pleased to introduce you. This new spot like you monitor the spot that you monitor will enable all your users to keep track of their key metrics. Spartak, you monitor will not only provide them regular updates off their key metrics, but we also analyze all the underlying data on related dimensions to help them explain. What is leading to the change of a particular metric monitor will also be available on your mobile app so that you can keep track of your metrics whenever and wherever you go, because will talk for further detail about this during the demo. So now let's see Spartak in action. But before we go there, let's meet any. Amy is an analyst at a global retail about form. Amy is preparing for her quarterly sales review meeting with the management, so Amy has to report how the sales has meat performing how, what, what factors lead to the change in the sales? And if there are any other impressing insights, which everyone should off tell to the management? So but this Let's see how immigrant use part like you to prepare for the meeting. So Amy goes to that spot, chooses the sales data set for her company. But before we see how many users what I Q to prepare for the meeting. I just wanted to highlight that all this data which we're going to talk about is residing in Snowflake. >>So >>Touch Part is going to do a life query on the snowflake database on even spot. A Q analysis will run on the Snowflake databases, so we'll go back and see how you can use it. So Amy is preparing for the sales meeting for 2019. We just ended. So images right Sales 2019 on here. She has the graph of the Continent tickets, >>so >>what she does is immediately pence it >>for >>the report. She's creating Andi now. This graph is available >>there now. >>Any Monnet observed >>that >>the Q four sales is significantly higher than Q >>three, so >>you she wants to deep dive into this. So she just select these two data points and does the right click and runs particularities. So now, as we talked earlier, Spartak, you recommends which columns Spartak Things Will best explains this change >>on. >>Not only that, you can look that Spartacus automatically understood that Amy is trying toe identify what led to this change. So the change analysis we selected So now with this, >>Amy >>has a bit more business context when he realizes that she doesn't want to add these columns. So she's been using because she thinks this is too granular for the management right now. >>If >>she wants, she can add even more columns. All columns are available for her, and she can reduce columns. So now she runs 42 analysis. So while this product Unisys is running, what the system will do with the background, this part I Q will drill across all the dimensions, which any is selected and try to explain the difference, which is approximately $10 million in sales. So let's see if Amy's report is ready. Yeah, so with this, what's product you has done is protect you has drilled across all dimensions. Amy has selected and presented how the different values in these dimensions have changed. So it's product. You will not only tell you which values in these dimensions have changed the most, but also does an attribution that how much of this change has led to the overall change scenes. So here in the first inside sport accuse telling that 10 products have the largest change out of the 3 45 values and the account for 39% increase. Overall, there has been look by the prototype category. It's saying that five product types of the largest change out of the 15 values, and they account for 98.6% of total increase. And they're not saying the sailors increased their also demonstrating that in some categories the sales has actually decreased to ensure the sales has decreased. Amy finds this inside should be super useful so immediately pins this on the same pain, but she was preparing for and she's getting ready with that. Amy also wants to dig deeper into this inside. My name goes here. She sees that spot. I Q has not only calculated the change across these product types, but has also calculated person did change. So Amy immediately sorts this by wasn't did change. And then she notices that even though Sweater as a category as a prototype, was not appearing in the change analysis but has the most significant change in terms of percentage in comparison to Q two vs Q four. So she also wants to do this so she can just quickly change the title. And she can pin this insight as well under spin board for the management to look at with this done. Now, Amy, just want to go back to this sales and see if she can find anything else interesting. So now Amy has already figured out the possible causes. What led to the increase in sales? So now, for the whole of 2019, as this is also your closing, Amy looks, uh, the monthly figures for 2019, and she gets this craft now. If Amy has to understand, if there is an interesting insight, she can dig into different dimensions and figure out on her own or immigrant, just click on this product analysis. That's product immediately suggest all the dimensions and measures immigrant analyze sales by Andi many. We will run this What will happen is this barbecue system will try to identify outliers. The different trend analysis Onda cross correlation across different measures. So Amy again realizes that this is a bit too much for her. So she reduces some of these insights, which she thinks are not required for the management right now from the business context and the business meeting. And then she just immediately runs this analysis. So now, with this, Amy is hoping to get some interesting insights from Spartak, which immigrant present to her management meeting. Let's see what sport gets for her. So now the Alice is run within 10 seconds, so spot taken started analyzing. So these are the six anomaly sport like you found across different products, where their total sales are higher than the rest. He also founded Spot. I just found eight insights off different product types which has tired total sales and look across these enemy sees that oh jackets have against the highest sales across all the categories in December as well. Amy wants toe been this to the PIN board on M. It moves further now. Amy's is that it has also shown Total Country purchased their product a me thinks this is not a useful insights. Amy can get this feedback. The system and system asked, Why are you saying you don't find this useful so the system can remember? So you can also say that anomalies are obvious right now and give this feedback and the system will remember. In addition, Amy finds that the system has automatically correlated the total sales in total contrary purchase. Amy Pence this as well to the pin board. Andi. She loves this inside where she she is that not only the total sales have increased, but total quantity purchases have increased a lot more on their training, opposed as well. So she also opens this now anything. She is ready for her meeting with the management. So she just goes and shares the PIN board, which she just created with the management. And you know what happens immediately? The jacket sales category Manager Mr Tom replies back to Amy and says in the request, Any d really like this? So now we will see how Spartak you can help any educators as request doesn't mean really need to create these kind of reports every month to cater toe Tom's request. So with this, I will handle it because to take us walk us through How spot that you can cater this request. Hi, >>everyone. So analysts like Amy are always flooded with such requests from the business users and with Spot and you monitor. Amy can set up everyone who needs updates on a on a metric in just a few simple steps and enable them to drag these metrics whenever and wherever they want. And north of the metrics, they also get the corresponding change analysis on the device off their choice with hot Spot. What I give money being available on both Web and the mobile labs. So let's get started with the demo will be set up a meet and go to the search tab and creator times we start for the metrics you want to monitor, right? And please know if the charges already created is already created. All is available is, um, usually a section in a PIN board. Also dancer. Then there's no need to create a new child. She can simply then uh, right click on the chart and select moisture from the menu, which then shows, which then shows the breakdown off the metric he's going to monitor, including the measure. What it's been grouped by on what it is filtered on. Okay, and also as this is a weekly metric, all the subscribers are going to get a weekly notification for this metric had been a monthly metric. Then the notifications would have been delivered on a monthly cadence. Next she can click on, continue and go to the configure dimensions called on Page. Here A is recommending what all dimensions could best being the change in this metric, she can go ahead with default recommendation, or she can change the columns as she seems very she can click, she conflict, continue and go to the next page, which is the subscriber stage. It is added by default to the subscriber, but she can search everyone who needs update on this metric and add them on this metric by clicking confirmed, she'll see a toast message on the bottom of the page, taking on which will take a me to this page, which is a metric detail page On the top of this page, we can see the movement of the metric and how it is changing over time, 92 you can see that the Mets jacket, since number has increased by 2.5% in the week off 23rd of December has compared toa the week off 16th of December and just below e a has invaded the man is generated in sites which are readily available for consumption. Okay to discharge. Right here says that pain products have the largest change out of all the 28 values and contributes to the 88% of the total increase in the same. And this one right here is that Midwest is the larger Midwest has the largest change and accounts for 55.66% off the total increase. Now, all this goodness is also available on the mobile lab. Right? So let me just show you how business users are going to get notified on the based. On this metric, all the business users who are subscribed to this metric are going to get a regular email as well as push notifications on the mobile lab. And when the click on this, they line on a metric detail page which has all the starts, which I just showed you on the on the bed version, okay. And one cyclic on back burden. They land on this page, which is a monitor tab, and it summarizes all the metrics Which opportunity monitoring and gives them a whole gave you to stay all I want to stay on top of their businesses. Okay. Eso that folks was monitor. Now I'll search back to slaves and cover. Summarize the key takeaways. From what? That she and I just don't know. So it's part of you wanted, uh, Summit Spartak you. It automatically discovers insights and helps you unless the full potential of your data and that's what I do is comprehensive set off analysis. You can answer your advanced business question in just a few simple steps and the end speed of your time. Bring state. And with a new support for embrace, you can run sport like you on your data in your data warehouse and with spotted you monitor, you can monitor all the business metrics and not just died. We can also understand that teaching teaching drivers on those metrics on the platform of your choice. So with that, I'll hand over toe, you know. >>Thank you so much. Both of you That was fantastic. Um, I just love spot like, because it makes me look like much more of a rock star with data than I really am. So thank you guys for that fantastic presentation. Um, so we've got a couple of minutes for a couple of questions for you. The first one is for action. Um, once spot I Q generates a number of insights. Can you run spot I Q again on one of those insights? >>Yeah, As a philosophy off Spiric, you sport like you never takes the user to the dead end Spartak. You also transparently shares the calculation. So user can not only the keeper that on edit Understand how this product you inside has been calculated, but user can also run us for like you analysts is honest for data analysis as well. Which music? And continue to do not on the first level. Second level in the third level as well. >>That's cool. Thank you. Actually on then The next one is for because for spot ik monitor is it possible to edit the dimensions used for explaining the factors to change that was detected? >>Yes. It's an owner of the metric you can change the dimensions whenever you want and save them for everyone else. >>Okay, well, I think that's about all we've got time for in this session. So all that remains is for me to say a huge thank you to Because an Akshay Andi, we've got the last session of this track coming up in a few minutes. So grab a snack. Come right back and listen to an amazing customer story with Snowflake on Western Union, they're up next.

>>Data is at the heart of transformation and the change. Every company needs to succeed, but it takes more than new technology. It's about teams, talent and cultural change. Empowering everyone on the front lines to make decisions all at the speed of digital. The transformation starts with you. It's time to lead the way it's time for thought leaders. >>Welcome to thought leaders, a digital event brought to you by ThoughtSpot. My name is Dave Volante. The purpose of this day is to bring industry leaders and experts together to really try and understand the important issues around digital transformation. We have an amazing lineup of speakers and our goal is to provide you with some best practices that you can bring back and apply to your organization. Look, data is plentiful, but insights are not. ThoughtSpot is disrupting analytics by using search and machine intelligence to simplify data analysis and really empower anyone with fast access to relevant data. But in the last 150 days, we've had more questions than answers. Creating an organization that puts data and insights at their core requires not only modern technology, but leadership, a mindset and a culture that people often refer to as data-driven. What does that mean? How can we equip our teams with data and fast access to quality information that can turn insights into action. >>And today we're going to hear from experienced leaders who are transforming their organizations with data insights and creating digital first cultures. But before we introduce our speakers, I'm joined today by two of my cohosts from ThoughtSpot first chief data strategy officer, the ThoughtSpot is Cindy Hausen. Cindy is an analytics and BI expert with 20 plus years experience and the author of successful business intelligence unlock the value of BI and big data. Cindy was previously the lead analyst at Gartner for the data and analytics magic quadrant. And early last year, she joined ThoughtSpot to help CDOs and their teams understand how best to leverage analytics and AI for digital transformation. Cindy. Great to see you welcome to the show. Thank you, Dave. Nice to join you virtually. Now our second cohost and friend of the cube is ThoughtSpot CEO, sedition air. Hello. Sudheesh how are you doing today? I am validating. It's good to talk to you again. That's great to see you. Thanks so much for being here now Sateesh please share with us why this discussion is so important to your customers and of course, to our audience and what they're going to learn today. >>Thanks, Dave. >>I wish you were there to introduce me into every room that I walk into because you have such an amazing way of doing it. It makes me feel also good. Um, look, since we have all been, you know, cooped up in our homes, I know that the vendors like us, we have amped up know sort of effort to reach out to you with invites for events like this. So we are getting very more invites for events like this than ever before. So when we started planning for this, we had three clear goals that we wanted to accomplish. And our first one that when you finish this and walk away, we want to make sure that you don't feel like it was a waste of time. We want to make sure that we value your time. Then this is going to be used. Number two, we want to put you in touch with industry leaders and thought leaders, generally good people that you want to hang around with long after this event is over. >>And number three, has we planned through this? You know, we are living through these difficult times. You want an event to be this event, to be more of an uplifting and inspiring event. Now, the challenge is how do you do that with the team being change agents? Because teens can, as much as we romanticize it, it is not one of those uplifting things that everyone wants to do, or like through the VA. I think of it changes sort of like if you've ever done bungee jumping and it's like standing on the edges waiting to make that one more step, uh, you know, all you have to do is take that one step and gravity will do the rest, but that is the hardest step to take change requires a lot of courage. And when we are talking about data and analytics, which is already like such a hard topic, not necessarily an uplifting and positive conversation, most businesses, it is somewhat scary. >>Change becomes all the more difficult, ultimately change requires courage, courage. To first of all, challenge the status quo. People sometimes are afraid to challenge the status quo because they are thinking that, you know, maybe I don't have the power to make the change that the company needs. Sometimes they feel like I don't have the skills. Sometimes they've may feel that I'm, I'm probably not the right person to do it. Or sometimes the lack of courage manifest itself as the inability to sort of break the silos that are formed within the organizations, when it comes to data and insights that you talked about, you know, that are people in the company who are going to have the data because they know how to manage the data, how to inquire and extract. They know how to speak data. They have the skills to do that, but they are not the group of people who have sort of the knowledge, the experience of the business to ask the right questions off the data. >>So there is the silo of people with the answers, and there is a silo of people with the questions. And there is gap. This sort of silos are standing in the way of making that necessary change that we all know the business needs. And the last change to sort of bring an external force. Sometimes it could be a tool. It could be a platform, it could be a person, it could be a process, but sometimes no matter how big the company is or how small the company is, you may need to bring some external stimuli to start the domino of the positive changes that are necessarily the group of people that we are brought in. The four people, including Cindy, that you will hear from today are really good at practically telling you how to make that step, how to step off that edge, how to trust the rope, that you will be safe. And you're going to have fun. You will have that exhilarating feeling of jumping for a bungee jump. >>So we're going to take a hard pivot now and go from football to Ternopil Chernobyl. What went wrong? 1986, as the reactors were melting down, they had the data to say, this is going to be catastrophic. And yet the culture said, no, we're perfect. Hide it. Don't dare tell anyone which meant they went ahead and had celebrations in Kiev. Even though that increased the exposure, the additional thousands, getting cancer and 20,000 years before the ground around there and even be inhabited again, this is how powerful and detrimental a negative culture, a culture that is unable to confront the brutal facts that hides data. This is what we have to contend with. And this is why I want you to focus on having fostering a data driven culture. I don't want you to be a laggard. I want you to be a leader in using data to drive your digital transformation. >>So I'll talk about culture and technology. Isn't really two sides of the same coin, real world impacts. And then some best practices you can use to disrupt and innovate your culture. Now, oftentimes I would talk about culture and I talk about technology. And recently a CDO said to me, you know, Cindy, I actually think this is two sides of the same coin. One reflects the other. What do you think? Let me walk you through this. So let's take a laggard. What does the technology look like? Is it based on 1990s BI and reporting largely parameterized reports on premises, data, warehouses, or not even that operational reports at best one enterprise, nice data warehouse, very slow moving and collaboration is only email. What does that culture tell you? Maybe there's a lack of leadership to change, to do the hard work that Sudheesh referred to, or is there also a culture of fear, afraid of failure, resistance to change complacency. >>And sometimes that complacency it's not because people are lazy. It's because they've been so beaten down every time a new idea is presented. It's like, no we're measured on least cost to serve. So politics and distrust, whether it's between business and it or individual stakeholders is the norm. So data is hoarded. Let's contrast that with a leader, a data and analytics leader, what is their technology look like? Augmented analytics search and AI driven insights, not on premises, but in the cloud and maybe multiple clouds. And the data is not in one place, but it's in a data Lake and in a data warehouse, a logical data warehouse, the collaboration is being a newer methods, whether it's Slack or teams allowing for that real time decisioning or investigating a particular data point. So what is the culture in the leaders? It's transparent and trust. There is a trust that data will not be used to punish that there is an ability to confront the bad news. >>It's innovation, valuing innovation in pursuit of the company goals, whether it's the best fan experience and player safety in the NFL or best serving your customers. It's innovative and collaborative. None of this. Oh, well, I didn't invent that. I'm not going to look at that. There's still proud of that ownership, but it's collaborating to get to a better place faster. And people feel empowered to present new ideas, fail fast, and they're energized knowing that they're using the best technology and innovating at the pace that business requires. So data is democratized and double monetized, not just for people, how are users or analysts, but really at the of impact what we like to call the new decision makers or really the front line workers. So Harvard business review partnered with us to develop this study to say, just how important is this? We've been working at BI and analytics as an industry for more than 20 years. >>Why is it not at the front lines? Whether it's a doctor, a nurse, a coach, a supply chain manager, a warehouse manager, a financial services advisor, 87% said they would be more successful if frontline workers were empowered with data driven insights, but they recognize they need new technology to be able to do that. It's not about learning hard tools. The sad reality only 20% of organizations are actually doing this. These are the data driven leaders. So this is the culture and technology. How did we get here? It's because state of the art keeps changing. So the first generation BI and analytics platforms were deployed on premises on small datasets, really just taking data out of ERP systems that were also on premises. And state-of-the-art was maybe getting a management report, an operational report over time, visual based data discovery vendors disrupted these traditional BI vendors, empowering now analysts to create visualizations with the flexibility on a desktop, sometimes larger data sometimes coming from a data warehouse, the current state of the art though, Gartner calls it augmented analytics at ThoughtSpot, we call it search and AI driven analytics. >>And this was pioneered for large scale data sets, whether it's on premises or leveraging the cloud data warehouses. And I think this is an important point. Oftentimes you, the data and analytics leaders will look at these two components separately, but you have to look at the BI and analytics tier in lockstep with your data architectures to really get to the granular insights and to leverage the capabilities of AI. Now, if you've never seen ThoughtSpot, I'll just show you what this looks like. Instead of somebody's hard coding of report, it's typing in search keywords and very robust keywords contains rank top bottom, getting to a visual visualization that then can be pinned to an existing Pinboard that might also contain insights generated by an AI engine. So it's easy enough for that new decision maker, the business user, the non analyst to create themselves modernizing the data and analytics portfolio is hard because the pace of change has accelerated. >>You use to be able to create an investment place. A bet for maybe 10 years, a few years ago, that time horizon was five years now, it's maybe three years and the time to maturity has also accelerated. So you have these different components, the search and AI tier the data science, tier data preparation and virtualization. But I would also say equally important is the cloud data warehouse and pay attention to how well these analytics tools can unlock the value in these cloud data warehouses. So thoughts about was the first to market with search and AI driven insights, competitors have followed suit, but be careful if you look at products like power BI or SAP analytics cloud, they might demo well, but do they let you get to all the data without moving it in products like snowflake, Amazon Redshift, or, or Azure synapse or Google big query, they do not. >>They re require you to move it into a smaller in memory engine. So it's important how well these new products inter operate the pace of change. It's acceleration Gartner recently predicted that by 2022, 65% of analytical queries will be generated using search or NLP or even AI. And that is roughly three times the prediction they had just a couple years ago. So let's talk about the real world impact of culture. And if you read any of my books or used any of the maturity models out there, whether the Gardner it score that I worked on, or the data warehousing Institute also has the maturity model. We talk about these five pillars to really become data driven. As Michelle spoke about it's focusing on the business outcomes, leveraging all the data, including new data sources, it's the talent, the people, the technology, and also the processes. >>And often when I would talk about the people in the talent, I would lump the culture as part of that. But in the last year, as I've traveled the world and done these digital events for thought leaders, you have told me now culture is absolutely so important. And so we've pulled it out as a separate pillar. And in fact, in polls that we've done in these events, look at how much more important culture is as a barrier to becoming data driven. It's three times as important as any of these other pillars. That's how critical it is. And let's take an example of where you can have great data, but if you don't have the right culture, there's devastating impacts. And I will say, I have been a loyal customer of Wells Fargo for more than 20 years. But look at what happened in the face of negative news with data, it said, Hey, we're not doing good cross selling customers do not have both a checking account and a credit card and a savings account and a mortgage. >>They opened fake accounts, basing billions in fines, change in leadership that even the CEO attributed to a toxic sales culture, and they're trying to fix this. But even recently there's been additional employee backlash saying the culture has not changed. Let's contrast that with some positive examples, Medtronic, a worldwide company in 150 countries around the world. They may not be a household name to you, but if you have a loved one or yourself, you have a pacemaker spinal implant diabetes, you know, this brand and at the start of COVID when they knew their business would be slowing down, because hospitals would only be able to take care of COVID patients. They took the bold move of making their IP for ventilators publicly available. That is the power of a positive culture or Verizon, a major telecom organization looking at late payments of their customers. And even though the us federal government said, well, you can't turn them off. >>He said, we'll extend that even beyond the mandated guidelines and facing a slow down in the business because of the tough economy, he said, you know what? We will spend the time upskilling our people, giving them the time to learn more about the future of work, the skills and data and analytics for 20,000 of their employees, rather than furloughing them. That is the power of a positive culture. So how can you transform your culture to the best in class? I'll give you three suggestions, bring in a change agent, identify the relevance, or I like to call it with them and organize for collaboration. So the CDO, whatever your title is, chief analytics, officer chief, digital officer, you are the most important change agent. And this is where you will hear that. Oftentimes a change agent has to come from outside the organization. So this is where, for example, in Europe, you have the CDO of just eat a takeout food delivery organization coming from the airline industry or in Australia, national Australian bank, taking a CDO within the same sector from TD bank going to NAB. >>So these change agents come in disrupt. It's a hard job. As one of you said to me, it often feels like Sisyphus. I make one step forward and I get knocked down again. I get pushed back. It is not for the faint of heart, but it's the most important part of your job. The other thing I'll talk about is with them, what is in it for me? And this is really about understanding the motivation, the relevance that data has for everyone on the frontline, as well as those analysts, as well as the executives. So if we're talking about players in the NFL, they want to perform better and they want to stay safe. That is why data matters to them. If we're talking about financial services, this may be a wealth management advisor, okay. We could say commissions, but it's really helping people have their dreams come true, whether it's putting their children through college or being able to retire without having to work multiple jobs still into your seventies or eighties for the teachers, teachers, you ask them about data. They'll say we don't, we don't need that. I care about the student. So if you can use data to help a student perform better, that is with them. And sometimes we spend so much time talking the technology, we forget, what is the value we're trying to deliver with this? And we forget the impact on the people that it does require change. In fact, the Harvard business review study found that 44% said lack of change. Management is the biggest barrier to leveraging both new technology, but also being empowered to act on those data driven insights. >>The third point organize for collaboration. This does require diversity of thought, but also bringing the technology, the data and the business people together. Now there's not a single one size fits all model for data and analytics. At one point in time, even having a BICC a BI competency center was considered state of the art. Now for the biggest impact, what I recommend is that you have a federated model centralized for economies of scale. That could be the common data, but then in bed, these evangelists, these analysts of the future within every business unit, every functional domain. And as you see this top bar, all models are possible, but the hybrid model has the most impact the most leaders. So as we look ahead to the months ahead to the year ahead and exciting time, because data is helping organizations better navigate a tough economy, lock in the customer loyalty. And I look forward to seeing how you foster that culture. That's collaborative with empathy and bring the best of technology, leveraging the cloud, all your data. So thank you for joining us at thought leaders. And next I'm pleased to introduce our first change agent, Tom Masa, Pharaoh, chief data officer of Western union. And before joining Western union, Tom made his Mark at HSBC and JP Morgan chase spearheading digital innovation in technology, operations, risk compliance, and retail banking. Tom, thank you so much for joining us today. >>Very happy to be here and, uh, looking forward to, uh, to talking to all of you today. So as we look to move organizations to a data-driven, uh, capability into the future, there is a lot that needs to be done on the data side, but also how did it connect and enable different business teams and technology teams into the future. As we look across, uh, our data ecosystems and our platforms and how we modernize that to the cloud in the future, it all needs to basically work together, right? To really be able to drive an organization from a data standpoint into the future. That includes being able to have the right information with the right quality of data at the right time to drive informed business decisions, to drive the business forward. As part of that, we actually have partnered with ThoughtSpot to actually bring in the technology to help us drive that as part of that partnership. >>And it's how we've looked to integrate it into our overall business as a whole we've looked at how do we make sure that our, that our business and our professional lives right, are enabled in the same ways as our personal lives. So for example, in your personal lives, when you want to go and find something out, what do you do? You go on to google.com or you go on to being, you gone to Yahoo and you search for what you want search to find an answer ThoughtSpot for us, it's the same thing, but in the business world. So using ThoughtSpot and other AI capability is it's allowed us to actually enable our overall business teams in our company to actually have our information at our fingertips. So rather than having to go and talk to someone or an engineer to go pull information or pull data, we actually can have the end users or the business executives, right. >>Search for what they need, what they want at the exact time that action needed to go and drive the business forward. This is truly one of those transformational things that we've put in place on top of that, we are on the journey to modernize our larger ecosystem as a whole. That includes modernizing our underlying data warehouses, our technology or our Elequil environments. And as we move that we've actually picked to our cloud providers going to AWS and GCP. We've also adopted snowflake to really drive into organize our information and our data then drive these new solutions and capabilities forward. So the portion of us though, is culture. So how do we engage with the business teams and bring the, the, the it teams together to really hit the drive, these holistic end to end solution, the capabilities to really support the actual business into the future. >>That's one of the keys here, as we look to modernize and to really enhance our organizations to become data driven. This is the key. If you can really start to provide answers to business questions before they're even being asked and to predict based upon different economic trends or different trends in your business, what does this is maybe be made and actually provide those answers to the business teams before they're even asking for it, that is really becoming a data driven organization. And as part of that, it's really then enables the business to act quickly and take advantage of opportunities as they come in based upon industries, based upon markets, as upon products, solutions or partnerships into the future. These are really some of the keys that, uh, that become crucial as you move forward, right, uh, into this, uh, into this new age, especially with COVID with COVID now taking place across the world, right? >>Many of these markets, many of these digital transformations are celebrating and are changing rapidly to accommodate and to support customers. And these, these very difficult times as part of that, you need to make sure you have the right underlying foundation ecosystems and solutions to really drive those, those capabilities. And those solutions forward as we go through this journey, uh, boasted both of my career, but also each of your careers into the future, right? It also needs to evolve, right? Technology has changed so drastically in the last 10 years, and that change has only a celebrating. So as part of that, you have to make sure that you stay up to speed up to date with new technology changes both on the platform standpoint tools, but also what our customers want, what our customers need and how do we then surface them with our information, with our data, with our platform, with our products and our services to meet those needs and to really support and service those customers into the future. >>This is all around becoming a more data driven organization, such as how do you use your data to support the current business lines, but how do you actually use your information, your data, to actually better support your customers and to support your business there's important, your employees, your operations teams, and so forth, and really creating that full integration in that ecosystem is really when he talked to get large dividends from his investments into the future. But that being said, uh, I hope you enjoyed the segment on how to become and how to drive a data driven organization. And I'm looking forward to talking to you again soon. Thank you, >>Tom. That was great. Thanks so much. Now I'm going to have to brag on you for a second as a change agent. You've come in this rusted. And how long have you been at Western union? >>Uh, well in nine months. So just, uh, just started this year, but, uh, there'd be some great opportunities and great changes and we were a lot more to go, but we're really driving things forward in partnership with our business teams and our colleagues to support those customers going forward. >>Tom, thank you so much. That was wonderful. And now I'm excited to introduce you to Gustavo Canton, a change agent that I've had the pleasure of working with meeting in Europe, and he is a serial change agent most recently, Schneider electric, but even going back to Sam's clubs. Gustavo. Welcome. >>So hi everyone. My name is Gustavo Canton and thank you so much, Cindy, for the intro, as you mentioned, doing transformations is a high effort, high reward situation. I have empowerment transformations and I have less many transformations. And what I can tell you is that it's really hard to predict the future, but if you have a North star and you know where you're going, the one thing that I want you to take away from this discussion today is that you need to be bold to evolve. And so in today I'm going to be talking about culture and data, and I'm going to break this down in four areas. How do we get started barriers or opportunities as I see it, the value of AI, and also, how do you communicate, especially now in the workforce of today with so many different generations, you need to make sure that you are communicating in ways that are nontraditional sometimes. >>And so how do we get started? So I think the answer to that is you have to start for you yourself as a leader and stay tuned. And by that, I mean, you need to understand not only what is happening in your function or your field, but you have to be very into what is happening, society, socioeconomically speaking, wellbeing. You know, the common example is a great example. And for me personally, it's an opportunity because the number one core value that I have is wellbeing. I believe that for human potential, for customers and communities to grow wellbeing should be at the center of every decision. And as somebody mentioned is great to be, you know, stay in tune and have the skillset and the Koresh. But for me personally, to be honest, to have this courage is not about Nadina afraid. You're always afraid when you're making big changes in your swimming upstream. >>But what gives me the courage is the empathy part. Like I think empathy is a huge component because every time I go into an organization or a function, I try to listen very attentively to the needs of the business and what the leaders are trying to do. What I do it thinking about the mission of how do I make change for the bigger, eh, you know, workforce? So the bigger, good, despite the fact that this might have a perhaps implication. So my own self interest in my career, right? Because you have to have that courage sometimes to make choices that are not well seeing politically speaking, what are the right thing to do and you have to push through it. So the bottom line for me is that I don't think they're transforming fast enough. And the reality is I speak with a lot of leaders and we have seen stories in the past. >>And what they show is that if you look at the four main barriers that are basically keeping us behind budget, inability to add cultural issues, politics, and lack of alignment, those are the top four. But the interesting thing is that as Cindy has mentioned, these topic about culture is sexually gaining, gaining more and more traction. And in 2018, there was a story from HBR and he wants about 45%. I believe today it's about 55%, 60% of respondents say that this is the main area that we need to focus on. So again, for all those leaders and all the executives who understand and are aware that we need to transform, commit to the transformation in set us state, eh, deadline to say, Hey, in two years, we're going to make this happen. Why do we need to do, to empower and enable this change engines to make it happen? >>You need to make the tough choices. And so to me, when I speak about being bold is about making the right choices now. So I'll give you examples of some of the roadblocks that I went through. As I think the transformations most recently, as Cindy mentioned in Schneider, there are three main areas, legacy mindset. And what that means is that we've been doing this in a specific way for a long time. And here is how having successful while working the past is not going to work. Now, the opportunity there is that there is a lot of leaders who have a digital mindset and their up and coming leaders that are perhaps not yet fully developed. We need to mentor those leaders and take bets on some of these talents, including young talent. We cannot be thinking in the past and just wait for people, you know, three to five years for them to develop because the world is going to in a, in a way that is super fast, the second area, and this is specifically to implementation of AI is very interesting to me because just the example that I have with ThoughtSpot, right? >>We went on implementation and a lot of the way the it team function. So the leaders look at technology, they look at it from the prison of the prior auth success criteria for the traditional BIS. And that's not going to work again, your opportunity here is that you need to really find what success look like. In my case, I want the user experience of our workforce to be the same as this experience you have at home is a very simple concept. And so we need to think about how do we gain that user experience with this augmented analytics tools and then work backwards to have the right talent processes and technology to enable that. And finally, and obviously with, with COVID a lot of pressuring organizations and companies to do more with less. And the solution that most leaders I see are taking is to just minimize costs sometimes and cut budget. >>We have to do the opposite. We have to actually invest some growth areas, but do it by business question. Don't do it by function. If you actually invest. And these kind of solutions, if you actually invest on developing your talent, your leadership to see more digitally, if you actually invest on fixing your data platform, it's not just an incremental cost. It's actually this investment is going to offset all those hidden costs and inefficiencies that you have on your system, because people are doing a lot of work in working very hard, but it's not efficiency, and it's not working in the way that you might want to work. So there is a lot of opportunity there. And you just to put into some perspective, there have been some studies in the past about, you know, how do we kind of measure the impact of data? And obviously this is going to vary by your organization. >>Maturity is going to be a lot of factors. I've been in companies who have very clean, good data to work with. And I've been with companies that we have to start basically from scratch. So it all depends on your maturity level, but in this study, what I think is interesting is they try to put a tagline or attack price to what is the cost of incomplete data. So in this case, it's about 10 times as much to complete a unit of work. When you have data that is flawed as opposed to have imperfect data. So let me put that just in perspective, just as an example, right? Imagine you are trying to do something and you have to do a hundred things in a project, and each time you do something, it's going to cost you a dollar. So if you have perfect data, the total cost of that project might be a hundred dollars. >>But now let's say you have 80% perfect data and 20% flow data by using this assumption that Florida is 10 times as costly as perfect data. Your total costs now becomes $280 as opposed to a hundred dollars. This just for you to really think about as a CIO CTO, CSRO CEO, are we really paying attention and really close in the gaps that we have on our data infrastructure. If we don't do that, it's hard sometimes to see this snowball effect or to measure the overall impact. But as you can tell, the price tag goes up very, very quickly. So now, if I were to say, how do I communicate this? Or how do I break through some of these challenges or some of these various, right. I think the key is I am in analytics. I know statistics obviously, and, and, and love modeling and, you know, data and optimization theory and all that stuff. >>That's what I came to analytics. But now as a leader and as a change agent, I need to speak about value. And in this case, for example, for Schneider, there was this tagline coffee of your energy. So the number one thing that they were asking from the analytics team was actually efficiency, which to me was very interesting. But once I understood that I understood what kind of language to use, how to connect it to the overall strategy and basically how to bring in the right leaders, because you need to focus on the leaders that you're going to make the most progress. You know, again, low effort, high value. You need to make sure you centralize all the data as you can. You need to bring in some kind of augmented analytics solution. And finally you need to make it super simple for the, you know, in this case, I was working with the HR teams and other areas, so they can have access to one portal. >>They don't have to be confused and looking for 10 different places to find information. I think if you can actually have those four foundational pillars, obviously under the guise of having a data driven culture, that's where you can actually make the impact. So in our case, it was about three years total transformation, but it was two years for this component of augmented analytics. It took about two years to talk to, you know, it, get leadership support, find the budgeting, you know, get everybody on board, make sure the success criteria was correct. And we call this initiative, the people analytics, I pulled up, it was actually launched in July of this year. And we were very excited and the audience was very excited to do this. In this case, we did our pilot in North America for many, many manufacturers. But one thing that is really important is as you bring along your audience on this, you know, you're going from Excel, you know, in some cases or Tablo to other tools like, you know, you need to really explain them. >>What is the difference in how these two can truly replace some of the spreadsheets or some of the views that you might have on these other kinds of tools? Again, Tableau, I think it's a really good tool. There are other many tools that you might have in your toolkit. But in my case, personally, I feel that you need to have one portal going back to Cindy's point. I really truly enable the end user. And I feel that this is the right solution for us, right? And I will show you some of the findings that we had in the pilot in the last two months. So this was a huge victory, and I will tell you why, because it took a lot of effort for us to get to the station. Like I said, it's been years for us to kind of lay the foundation, get the leadership in shape the culture so people can understand why you truly need to invest, but I meant analytics. >>And so what I'm showing here is an example of how do we use basically to capture in video the qualitative findings that we had, plus the quantitative insights that we have. So in this case, our preliminary results based on our ambition for three main metrics, our safe user experience and adoption. So for our safe or a mission was to have 10 hours per week per employee save on average user experience or ambition was 4.5 and adoption, 80% in just two months, two months and a half of the pilot, we were able to achieve five hours per week per employee savings. I used to experience for 4.3 out of five and adoption of 60%, really, really amazing work. But again, it takes a lot of collaboration for us to get to the stage from it, legal communications, obviously the operations teams and the users in HR safety and other areas that might be, eh, basically stakeholders in this whole process. >>So just to summarize this kind of effort takes a lot of energy. You hire a change agent, you need to have the courage to make this decision and understand that. I feel that in this day and age, with all this disruption happening, we don't have a choice. We have to take the risk, right? And in this case, I feel a lot of satisfaction in how we were able to gain all these very souls for this organization. And that gave me the confidence to know that the work has been done and we are now in a different stage for the organization. And so for me, it says to say, thank you for everybody who has believed, obviously in our vision, everybody wants to believe in, you know, the word that we were trying to do and to make the life for, you know, workforce or customers that in community better, as you can tell, there is a lot of effort. >>There is a lot of collaboration that is needed to do something like this. In the end, I feel very satisfied. We, the accomplishments of this transformation, and I just, I just want to tell for you, if you are going right now in a moment that you feel that you have to swim upstream, you know, what would mentors, where we, people in this industry that can help you out and guide you on this kind of a transformation is not easy to do is high effort bodies, well worth it. And with that said, I hope you are well. And it's been a pleasure talking to you. Take care. Thank you, Gustavo. That was amazing. All right, let's go to the panel. >>I think we can all agree how valuable it is to hear from practitioners. And I want to thank the panel for sharing their knowledge with the community. And one common challenge that I heard you all talk about was bringing your leadership and your teams along on the journey with you. We talk about this all the time, and it is critical to have support from the top. Why? Because it directs the middle and then it enables bottoms up innovation effects from the cultural transformation that you guys all talked about. It seems like another common theme we heard is that you all prioritize database decision making in your organizations and you combine two of your most valuable assets to do that and create leverage employees on the front lines. And of course the data, as you rightly pointed out, Tom, the pandemic has accelerated the need for really leaning into this. You know, the old saying, if it ain't broke, don't fix it. We'll COVID is broken everything. And it's great to hear from our experts, you know, how to move forward. So let's get right into, so Gustavo, let's start with you. If, if I'm an aspiring change agent and let's say I'm a, I'm a budding data leader. What do I need to start doing? What habits do I need to create for long lasting success? >>I think curiosity is very important. You need to be, like I say, in tune to what is happening, not only in your specific field, like I have a passion for analytics, I can do this for 50 years plus, but I think you need to understand wellbeing other areas across not only a specific business, as you know, I come from, you know, Sam's club, Walmart, retail, I mean energy management technology. So you have to try to push yourself and basically go out of your comfort zone. I mean, if you are staying in your comfort zone and you want to use lean continuous improvement, that's just going to take you so far. What you have to do is, and that's what I try to do is I try to go into areas, different certain transformations that make me, you know, stretch and develop as a leader. That's what I'm looking to do. So I can help to inform the functions organizations and do the change management decision of mindset as required for these kinds of efforts. A thank you for that, that is inspiring. And, and Sydney, you love data. And the data's pretty clear that diversity is a good business, but I wonder if you can add your perspective to this conversation. >>Yeah. So Michelle has a new fan here because she has found her voice. I'm still working on finding mine. And it's interesting because I was raised by my dad, a single dad. So he did teach me how to work in a predominantly male environment, but why I think diversity matters more now than ever before. And this is by gender, by race, by age, by just different ways of working in thinking is because as we automate things with AI, if we do not have diverse teams looking at the data and the models and how they're applied, we risk having bias at scale. So this is why I think I don't care what type of minority you are finding your voice, having a seat at the table and just believing in the impact of your work has never been more important. And as Michelle said more possible, >>Great perspectives. Thank you, Tom. I want to go to you. I mean, I feel like everybody in our businesses in some way, shape or form become a COVID expert, but what's been the impact of the pandemic on your organization's digital transformation plans. We've seen a massive growth actually in a digital business over the last 12 months, really, uh, even in celebration, right? Once, once COBIT hit, uh, we really saw that, uh, that, uh, in the 200 countries and territories that we operate in today and service our customers. And today that, uh, been a huge need, right? To send money, to support family, to support, uh, friends and loved ones across the world. And as part of that, uh, we, you know, we we're, we are, uh, very, uh, honored to get to support those customers that we across all the centers today. But as part of that acceleration, we need to make sure that we had the right architecture and the right platforms to basically scale, right, to basically support and provide the right kind of security for our customers going forward. >>So as part of that, uh, we, we did do some, uh, some the pivots and we did, uh, a solo rate, some of our plans on digital to help support that overall growth coming in there to support our customers going forward, because there were these times during this pandemic, right? This is the most important time. And we need to support those, those that we love and those that we care about and doing that it's one of those ways is actually by sending money to them, support them financially. And that's where, uh, really our part that our services come into play that, you know, we really support those families. So it was really a, a, a, a, a great opportunity for us to really support and really bring some of our products to the next level and supporting our business going forward. Awesome. Thank you. Now, I want to come back to Gustavo, Tom. I'd love for you to chime in too. Did you guys ever think like you were, you were pushing the envelope too much in, in doing things with, with data or the technology that was just maybe too bold, maybe you felt like at some point it was, it was, it was failing or you're pushing your people too hard. Can you share that experience and how you got through it? >>Yeah, the way I look at it is, you know, again, whenever I go to an organization, I ask the question, Hey, how fast you would like to conform. And, you know, based on the agreements on the leadership and the vision that we want to take place, I take decisions. And I collaborate in a specific way now, in the case of COVID, for example, right? It forces us to remove silos and collaborate in a faster way. So to me, it was an opportunity to actually integrate with other areas and drive decisions faster, but make no mistake about it. When you are doing a transformation, you are obviously trying to do things faster than sometimes people are comfortable doing, and you need to be okay with that. Sometimes you need to be okay with tension, or you need to be okay, you know, the varying points or making repetitive business cases onto people, connect with the decision because you understand, and you are seeing that, Hey, the CEO is making a one two year, you know, efficiency goal. >>The only way for us to really do more with less is for us to continue this path. We cannot just stay with the status quo. We need to find a way to accelerate it's information. That's the way, how, how about Utah? We were talking earlier was sedation Cindy, about that bungee jumping moment. What can you share? Yeah. You know, I think you hit upon, uh, right now, the pace of change will be the slowest pace that you see for the rest of your career. So as part of that, right, that's what I tell my team. This is that you need to be, need to feel comfortable being uncomfortable. I mean, that we have to be able to basically, uh, scale, right, expand and support that the ever changing needs in the marketplace and industry and our customers today, and that pace of change that's happening. >>Right. And what customers are asking for and the competition in the marketplace, it's only going to accelerate. So as part of that, you know, as you look at what, uh, how you're operating today and your current business model, right. Things are only going to get faster. So you have to plan into align and to drive the actual transformation so that you can scale even faster in the future. So as part of that is what we're putting in place here, right. Is how do we create that underlying framework and foundation that allows the organization to basically continue to scale and evolve into the future? Yeah, we're definitely out of our comfort zones, but we're getting comfortable with it. So, Cindy, last question, you've worked with hundreds of organizations, and I got to believe that, you know, some of the advice you gave when you were at Gartner, which is pre COVID, maybe sometimes clients didn't always act on it. You know, they're not on my watch for whatever variety of reasons, but it's being forced on them now. But knowing what you know now that you know, we're all in this isolation economy, how would you say that advice has changed? Has it changed? What's your number one action and recommendation today? >>Yeah. Well, first off, Tom just freaked me out. What do you mean? This is the slowest ever even six months ago. I was saying the pace of change in data and analytics is frenetic. So, but I think you're right, Tom, the business and the technology together is forcing this change. Now, um, Dave, to answer your question, I would say the one bit of advice, maybe I was a little more, um, very aware of the power and politics and how to bring people along in a way that they are comfortable. And now I think it's, you know, what? You can't get comfortable. In fact, we know that the organizations that were already in the cloud have been able to respond and pivot faster. So if you really want to survive as, as Tom and Gustavo said, get used to being uncomfortable, the power and politics are gonna happen. Break the rules, get used to that and be bold. Do not, do not be afraid to tell somebody they're wrong and they're not moving fast enough. I do think you have to do that with empathy, as Michelle said, and Gustavo, I think that's one of the key words today besides the bungee jumping. So I want to know where's the dish gonna go on to junk >>Guys. Fantastic discussion, really, thanks again, to all the panelists and the guests. It was really a pleasure speaking with you today. Really virtually all of the leaders that I've spoken to in the cube program. Recently, they tell me that the pandemic is accelerating so many things, whether it's new ways to work, we heard about new security models and obviously the need for cloud. I mean, all of these things are driving true enterprise wide digital transformation, not just as I said before, lip service is sometimes we minimize the importance and the challenge of building culture and in making this transformation possible. But when it's done, right, the right culture is going to deliver tournament, tremendous results. Know what does that mean? Getting it right? Everybody's trying to get it right. My biggest takeaway today is it means making data part of the DNA of your organization. >>And that means making it accessible to the people in your organization that are empowered to make decisions, decisions that can drive you revenue, cut costs, speed, access to critical care, whatever the mission is of your organization. Data can create insights and informed decisions that drive value. Okay. Let's bring back Sudheesh and wrap things up. So these please bring us home. Thank you. Thank you, Dave. Thank you. The cube team, and thanks. Thanks goes to all of our customers and partners who joined us and thanks to all of you for spending the time with us. I want to do three quick things and then close it off. The first thing is I want to summarize the key takeaways that I had from all four of our distinguished speakers. First, Michelle, I was simply put it. She said it really well. That is be brave and drive. >>Don't go for a drive along. That is such an important point. Often times, you know that I think that you have to make the positive change that you want to see happen when you wait for someone else to do it, not just, why not you? Why don't you be the one making that change happen? That's the thing that I picked up from Michelle's talk, Cindy talked about finding the importance of finding your voice, taking that chair, whether it's available or not, and making sure that your ideas, your voices are heard, and if it requires some force and apply that force, make sure your ideas are we start with talking about the importance of building consensus, not going at things all alone, sometimes building the importance of building the Koran. And that is critical because if you want the changes to last, you want to make sure that the organization is fully behind it, Tom, instead of a single take away. >>What I was inspired by is the fact that a company that is 170 years old, 170 years sold 200 companies, 200 countries they're operating in and they were able to make the change that is necessary through this difficult time. So in a matter of months, if they could do it, anyone could. The second thing I want to do is to leave you with a takeaway that is I would like you to go to topspot.com/nfl because our team has made an app for NFL on snowflake. I think you will find this interesting now that you are inspired and excited because of Michelle stock. And the last thing is these go to topspot.com/beyond our global user conferences happening in this December, we would love to have you join us. It's again, virtual, you can join from anywhere. We are expecting anywhere from five to 10,000 people, and we would love to have you join and see what we've been up to since last year, we, we have a lot of amazing things in store for you, our customers, our partners, our collaborators, they will be coming and sharing. You'll be sharing things that you have been working to release something that will come out next year. And also some of the crazy ideas or engineers. All of those things will be available for you at hotspot beyond. Thank you. Thank you so much.