>> live from London, England. It's the queue covering a ws summat. London twenty nineteen, brought to you by Amazon Web services. >> Welcome back to London, Everybody. This is David Lamont and you watch the Cube. The leader and live tech coverage has been a incredible week for the Cube. Three events this week in London that we had six events worldwide. We started out yesterday with a public sector session. Special mini session We did for Teresa Carlson at eight of US headquarters. And we did it impact investor event last night, Of course. All day here at the eight of US Summit in London at Excel Centre. Twelve thousand people. We're going to wrap up now. My good friend Kim Myers here is the managing director of M. C. I experience Kim. Thanks for coming on. My pleasure. First time on the Cube You got to give you a sticker. >> Thank you. Make you know, great to see you is also great to be here >> to have you. So you are branding expert. We've had a lot of conversations about this. You and I go way back. Do you brand Is everything every touch point? I mean, you would tell me a story last night and I let you pick it up from here of Apple. You see the apple logo, but so why is Brandon so important? What's M. C I experience and how are you helping brands? >> Yeah, Well, Dave, I think it's really amazing, like this event today. You know, we have a lot of technology out there today. We're really digitally enabled, and that's great. I mean, it's amazing what we can do now with technology, but, you know, it also is a little distracting. And and some in fact, there was a recent study that said that kids air haven't developed social skills because there is, they feel more comfortable communicating online, you know? So I think the technology is really great and it's important. But that human human connection is really the thing that makes the difference. And I think brands are starting to recognize that that actually live experiences do cut through the clutter, the digital clutter and getting people together with common interests, getting them engaged. Letting them participate really makes a difference in terms of their affinity and loyalty and even advocacy for your brand. >> So M. C. I experience does that. >> Yeah, that's were essentially work with companies across a lot of industries, but certainly the tech industry. But helping companies, um, developed ways of engaging with their audiences and more meaningful ways. And actually, it's a very human centric approach. So basically the way we look at it is it's not so much about logistics. That's important. Of course, right. You gotta register people. You're gonna have so many breakout rooms got over that gotta, gotta thank you guys. But it's really more about understanding your audience on DH, where they drive benefit and making sure that you're meeting that need. And that's really where your band, your brand, starts to benefit. So we use a design thinking methodology. We're really very focused on the audience using empathy and ideation and you know, just really, really getting to know who those guys are like this crowd and making sure that every touch point of the experience, how it smells the temperature, the lighting, everything smells house. No, seventy percent of your memory is from smell, you know, and yet we never even think about >> it. It's weird when you run a defense, >> you don't even think about it. really. It's just like Exactly. So it's, uh, that sort of multi sensory, engaging aspect of what we do is what m. C. A Experienced specializes in and working with clients to help them sort of look at new ways of creating experiences that really engaged their audiences and really create community around those audiences in terms of loyal fans and customers. >> So we hear it at Amazon. You see this audience? Obviously a developer crowd? Yeah. Um what, do your thoughts here just walking around? >> Well, as I was saying, I think you know, we were talking about this earlier. You know, developer crowd doesn't like flashy marketing because they're suspicious of it, right? You think I like you? David Tyree? Exactly. Uh, Mrs Perfect Tone. I think the tone created here is great. It's a little rough and ready, and that's great. And that's how it should be because that's ah, developers and warranted in the content than the show. And I think it's got the audience bang on. >> So how do you use data to inform this brand experience? >> Yeah, so date is becoming obviously really important, and event technology is you know, it's amazing today the kinds of things we can do. I mean, we can track people and monitor them and take their temperature. I mean, if we want to, you know, you could do an amazing number of things, see >> how they smell >> exactly. And the thing about it is, that date is important. Of course it is. But insights even more important. And that means using data in the right way the right analytics asking the right questions, not just relying on demographics, but really getting to know people on building personas and understanding who your audience is. And I think it's the two things need to fit hand in hand in hand. >> Data is plentiful, actionable insights, you're saying are not necessary, >> not necessarily, not necessarily, and that that that, I think, is really, really important. You know, we call an empathy planning, but it's kind of like walking in the shoes of your audience like, would you like this? Would you be happy with this, or would you find this long queue to register annoying? You know, you have to sort of, you know, actually get in there, get in their shoes and and feel it just like you're going to feel it. >> Well, it's sometimes it's hard to predict it. It is. This is a pretty large venue. But it was packed today, but I don't think they could hold many more people. So I guess you have to say sorry. We've got to cut it off of this because of the experience. I mean, making hard decisions like that. Is that what you recommend? Yeah, >> I think of you. Well, the other thing, too, is, you know, our our attention span time. Someone told me recently that our attention spans like less than a gold fish. I don't know, I don't know anymore, but, you know, it's ah, you know what I want. One thing about the audience now is that they don't need to be polite, and they don't need to pay attention to boring content. And they don't need to do any of that because they're in power, right? Exactly. You know how many bent So I've been to where the entire audience is like looking at their phones with their ipads or the computers on DH checking out on the content, you know. So if you really want to engage people, you need to make sure that the experience really resonates with them. And having said that, you need to use technology because we live in this kind of on live world and people say to me like What's on line like you ever drive was sat Now you know you're driving, but you're being instructed by an application and a lot of what we do today, whether you're finding the bank on your phone, your dentist or your phone or you're doing this or that, we're connected in both ways. And so I think that's really important that we recognize that you can't tell people to turn their phones off. You can't necessarily, you know, use technology and interruptive way. It needs to be part of how people live their lives around this. >> So I have observed that we do a lot of these events and that's it becomes like rock concerts, and sometimes you say, Wow, this is a little over the top Now that's not from inferring right. That's not necessarily a bad thing. If your audience is into it, if your audience is, you know, some guy who provisions lungs, you know every day and gets out to Las Vegas once a year. Maybe that's an OK thing. I think it is. It's really understanding the audience. >> It is understanding the audience. And I think it is a good okay thing. And, you know, you want to have your audience entertained, engaged and, you know, have fun. And I want to tell people about it. Like I'm in Las Vegas. You're not, You know, they're like, you want people to get really fired up about what you're doing. And and and by the way, they're going to give your brand credit for that. They're going to say, you know, bam. I was at this event. Was it rocked? It was amazing. There was great entertainment. There is also a great content. There was great networking, you know, And the beer wasn't all that cheap. So, you know, you get all that stuff together and you have a really great time. >> So you're built your now building out a team? Yeah. Yeah. Tell me about tell me about the team and your vision. >> Okay, So, m c. I is a big company. We're in sixty three countries around the world, so we're not small fry. But the truth is, you know, the A big part of our business had been P. C. A. Is PCO professional. Congress organizes a lot of association events, and that's something and meetings, planning. And that's one thing. And of course, today experiences. They're changing. And it's not about just the logistics. It's really about again. Understand your audience, using strategy and creative to create compelling experiences. And that's what I'm CIA experience is doing. And we're doing it here in the UK we're getting set up, and it's going really, really well, and we're going to roll it out, you know, it's going to It's going to go around the world. So, um, we're working with some Fantastic brand's doing some fantastic project so we're all really excited. >> So what? Follow up question. But other than that, you're awesome. You are. You really have been an expert at this. You've You've worked. You know, I'd G worked G p j worked at Freeman, and I'm not on. Yeah, yeah. You've seen it around too much. You've seen the good, the bad and the ugly. And now you've taken that experience and you're bringing it to M. C. I experience no pun intended and you're trying to build out a sort of a next generation experience from Butt. But other than the fact that you're awesome, why should I work with you? >> Well, I tell you, you know, I think that the most of the clients that we work with come to us saying, You know, we don't know. We don't know And I think that's really, really important. I always tell this story. It's called the It's called the Drunkards Paradox, where a drunk man is underneath the lamppost pounding the ground and another man walks by. And so So what do you doing? And he says, I'm looking for my keys. And so the other guy gets down on his hands and knees. He's padding around. And then he said, Did you drop your keys right here under the lamppost? Because no, I dropped them across the street in the dark. Well, then why are you looking here? Because the light is much better here. And I have I tell you that I have a lot of experience in this business and events professionals on DH. Even some experience agencies tend to look where the light is better not where the breakthrough ideas are, and I think we are committed to making sure that we were really closely replying to really understand their brand, really understand who they're trying to build relationships with and and beg, borrow and steal from other disciplines, you know, in an intersectional way to create new kinds of opportunities for engagement. >> One of the things that mantra inside one of the many monsters inside of Amazon has raised the bar. I was at their UK headquarters yesterday, and she raised the bar signs all over the place. It's not a rinse and repeat culture. That's really what you're saying here that is easy to rinse and repeat. It's easy to look for the keys where the light the light is better, right? But that's not transformational. That's not transformation. It's really awesome. Having I'LL give you the last word the conference >> are Well, I think the conference was It was a great day here, and I think, you know, just just testimony to that is how long people stayed and stayed till the very end. You know, they were they were engaged and lots of great conversations were going on, you know, so fantastic. Well done. A WS and Amazon Web services and, um, yeah. More to come. >> Pleasure having you. Thanks for coming. All right. Thank you for watching everybody. That's a wrap here from London. Check out silicon angle dot com for all the news. The cube dot net is where all you find all these videos. Wicked bond dot com for the research Is David Dante signing out from London? Thanks for watching.

>> From our studios in the heart of Silicon Valley. HOLLOWAY ALTO, California It is a cube conversation. >> Hello and welcome to Cube conversations. I'm James Kabila's lead analyst at Wicked Bond. Today we've got an excellent guest. Who's a Cube alumnus? Par excellence. It's your own Haviv who is the founder and CEO of a guajillo. Hello. You're wrong. Welcome in. I think you're you're coming in from Tel Aviv. If I'm not mistaken, >> right? Really? Close the deal of any thanks from my seeing you again. >> Yeah. Nice to see you again. So I'm here in our Palo Alto studios. And so I'm always excited when I can hear your own and meet with your room because he always has something interesting in new to share. But what they're doing in the areas of cloud and serve earless and really time streaming analytics And now, data science. I wasn't aware of how deeply they're involved in the whole data Science pipelines, so ah, your own. This is great to have you. So my first question really is. Can you sketch out? What are the emerging marketplace requirements that USA gua Si are seeing in the convergence of all these spaces? Especially riel time streaming analytics edge computing server lis and data science and A I can you give us a sort of ah broad perspective and outlook on the convergence and really the new opportunities or possibilities that the convergence of those technologies enable for enterprises that are making deep investments. >> Yeah, so I think we were serving dissipated. What's happening now? We just call them different names will probably get into into this discussion in a minute. I think what you see is the traditional analytics and even data scientist Science was starting at sort of a research labs, people exploring cancer, expressing, you know, impact. Whether on, you know, people's moved its era. And now people are trying to make real or a Y from a guy in their assigned, so they have to plug it within business applications. Okay, so it's not just a veil. A scientist Inning the silo, you know, with a bunch of large that he got from his friends, the data engineer in the scan them and Derrickson Namesake runs to the boss and says, You know what? You know, we could have made some money in a year ago. We've done something so that doesn't make a lot of impact on the business, where the impact on the business is happening is when you actually integrate a I in jackpot in recommendation engines in doing predictive analytics on analyzing failures and saving saving failures on, you know, saving people's life. Those kind of use cases. Doctors are the ones that record a tighter integration between the application and the data and algorithms that come from the day I. And that's where we started to think about our platform. Way worked on a real time data, which is where you know, when you're going into more production environment of not fatal accident. Very good, very fast integration with data. And we have this sort of fast computation layer, which was a one micro services, and now everyone talks about micro services. We sort of started with this area, and that is allowing people to build those intelligent application that are integrated into the business applications. And the biggest challenges they see today for organizations is moving from this process of books on research, on data in a historical data and translating that into a visit supplication or into impact on business application. This is where people can spend the year. You know, I've seen the tweet saying with build a machine learning model in, like, a few weeks. And now we've waited eleven months for the product ization. So that artifact, >> Yes, that's what we're seeing it wicked bomb. Which is that A. I is the heart of modern applications in business and the new generation of application developers, in many ways, our data scientists, or have you know, lovers the skills and tools for data science. Now, looking at a glass zeros portfolio, you evolve so rapidly and to address a broader range of use cases I've seen. And you've explained it over the years that in position to go, as well as being a continuous data platform and intelligent edge platform, a surveillance platform. And now I see that you're a bit of a data science workbench or pipeline tooling. Clever. Could you connect these dots here on explain what is a guajillo fully >> role, Earl? Nice mark things for this in technology that we've built, OK, just over the years, you know, people, four years when we started, So we have to call it something else. Well, that I thought that analytic sort of the corporate state of science. And when we said continued analytics, we meant essentially feeding data and running, some of them speaking some results. This is the service opposed to the trend of truth which was dating the lady Throw data in and then you run the batch that analytic and they're like, Do you have some insight? So continue statistics was served a term that we've came up with a B, not the basket. You know, describe that you're essentially thinking, needing from different forces crunching it, Prue algorithms and generating triggers and actions are responsible user requests. Okay on that will serve a pretty unique and serve the fireman here in this industry even before they called it streaming or in a real time, data science or whatever. Now, if you look at our architecture are architecture, as I explained before, is comprised of three components. The first event is a real time, full time model database. You know, you know about it really exceptional in his performance and its other capabilities. The second thing is a pursue miss engine that allows us to essentially inject applications. Various guys, initially we started with application. I sense you do analytics, you know, grouping joining, you know, correlating. And then we start just adding more functions and other things like inference, saying humans recognitions and analysis. It's Arab is we have dysfunction engine. It allows us a lot of flexibility and find the really fast for the engine on a really fast data there endure it, remarkable results and then this return calling this turn this micro assume it's finger serve Ellis who certainly even where have the game of this or service gang. And the third element of our platform is a sense she having a fully manage, passed a platform where a ll those micro services our data and it threw a self service into face surfing over there is a mini cloud. You know, we've recently the last two years we've shifted to working with coronaries versus using our own A proprietary micro spurs does or frustration originally. So we went into all those three major technologies. Now, those pit into different application when they're interesting application. If you think about edge in the engine in serving many clouds, you need variety of data, sources and databases. With you, no problem arose streaming files. Terra. We'LL support all of them when our integrated the platform and then you need to go micro services that developed in the cloud and then just sort of shift into the enforcement point in the edge. And you need for an orchestration there because you want to do suffer upgrades, you need to protect security. So having all the integrated separated an opportunity for us to work with providers of agin, you may have noticed our joint announcement with Google around solution for hedge around retailers and an i O. T. We've made some announcement with Microsoft in the fast. We're going to do some very interesting announcement very soon. We've made some joint that nonsense with Samsung and in video, all around those errands, we continue. It's not that we're limited to EJ just what happens because we have extremely high density data platform, very power of fish and very well integrated. It has a great feat in the India, but it's also the same platform that we sell in. The cloud is a service or we sell two on from customers s so they can run. The same things is in the clouds, which happens to be the fastest, most real time platform on the Advantage service. An essential feature cannot just ignore. >> So you're wrong. Europe. Yeah, Iguazu is a complete cloud, native development and run time platform. Now serve earless in many ways. Seems to be the core of your capability in your platform. New Cleo, which is your technology you've open sourced. It's bill for Prem bays to private clouds. But also it has is extensible to be usable in broader hybrid cloud scenarios. Now, give us a sense for how nuclear and civilised functions become valuable or useful for data science off or for executing services or functions of data of the data science pipeline kick you connect the dots of nuclear and data science and a I from the development standpoint >> church. So So I think you know, the two pillars that we have technology that the most important ones are the data. You know, we have things like twelve batons on our data engine is very high performance and nuclear functions, and also they're very well integrated because usually services stateless. So you know, you you end up. If you want to practice that they have some challenges with service with No, no, you can't. You stay for use cases. You can mount files. You have real time connections to data, so that makes it a lot more interesting than just along the functions. The other thing, with no clothes that is extremely high performance has about two hundred times faster than land. So that means that you can actually go and build things like the stream processing and joins in real time all over practice, their base activities. You can just go and do collectors. We call them those like things. Go fetch information from whether services from routers for the X cybersecurity analysis for all sorts of sensors. So those functions are becoming like, you know, those nanobots technology of off the movies is that you just send them over to go and do things for you, whether it's the daily collection and crunching, whether it's the influencing engines, those things that, for example, get a picture of very put the model, decide what's in the picture, and that this is where we're really comes into play. They nothing important you see now an emergence off a service patterns in data science. So there are many companies that do like mother influencing as a service city what they do, they launch an end point of your eleven point and serve runs the model inside you send the Vector America values and get back in the Americans and their conversion. It's not really different and service it just wait more limited because I don't just want to send a vector off numbers because usually I understand really like a geo location of my cellphone, which are user I D. And I need dysfunction to cross correlated with other information about myself with the location. Then came commendation of which a product they need to buy. So and then those functions also have all sorts of dependency exam on different packages. Different software environment, horribles, build structures, all those. This is really where service technologies are much more suitable now. It's interesting that if you'LL go to Amazon, they have a product called Sage Maker. I'm sure yes, which is dinner, then a science block. Okay, now sage mint for although you would say that's a deal use case for after Onda functions actually don't use Amazon London functions in sage maker, and you ask yourself, Why aren't they using Lambda Stage Maker just telling you, you know you could use Lambda is a blue logic around sage maker. And that's because because London doesn't feed the use case. Okay, because lambda doesn't it is not capable of storing large content and she learning miles could be hundreds of megabytes or Landa is extremely slow. So you cannot do hi concurrency influencing with will land the function so essentially had to create another surveillance and college with a different name. Although if they just would have approved Landa, maybe it was one or a Swiss are So we're looking, We've took it, were taken the other approach We don't have the resources that I have so we created a monster virus Engine one servant attention does batch Frost is saying scream processing, consort, lots of data, even rocketeer services to all the different computation pattern with a single engine. And that's when you started taking all this trend because that's about yeah, we need two version our code. We need to, you know, record all our back into dependencies. And although yes, service doesn't so if we just had to go and tied more into the existing frameworks and you've looked at our frantically product called Tokyo Jupiter, which is essentially a scientist, right, some code in his data's passport book and then in clicks. One command called nuclear Deploy, it automatically compiles, is their science artifact in notebooks, that server and converted into a real hand function that can listen in on your next city. People can listen on streams and keep the scheduled on various timing. It could do magic. So many other things. So, and the interesting point is that if you think about their scientists there, not the farmers, because they should be a scientist on this's means that they actually have a bigger barrier to write in code. So if you serve in this framework that also automates the law daughter scaling the security provisioning of data, the versions of everything in fact fantasies, they just need to focus on writing other them's. It's actually a bigger back for the book. Now, if you just take service into them, Epstein's and they will tell you, Yeah, you know, we know how to explain, Doctor. We know all those things, so they're very their eyes is smaller than the value in the eyes of their scientists. So that's why we're actually seeing this appeal that those those people that essentially focus in life trying math and algorithms and all sorts of those sophisticated things they don't want to deal with. Coding and maintenance are refreshed. And by also doing so by oppression analyzing their cool for service, you can come back to market. You can address calle ability to avoid rewriting of code. All those big challenges the organizations are facing. >> You're gonna have to ask you, that's great. You have the tools to build, uh, help customers build serve Ellis functions for and so forth inside of Jupiter notebooks. And you mentioned Sage Maker, which is in a WS solution, which is up in coming in terms of supporting a full data science tool chain for pipeline development. You know, among teams you have a high profile partnerships with Microsoft and Google and Silver. Do you incorporate or integrator support either of these cloud providers own data science workbench offerings or third party offerings from? There's dozens of others in this space. What are you doing in terms of partnerships in that area? >> Yeah, obviously we don't want to lock us out from any of those, and, you know, if someone already has his work bench that I don't know my customers say they were locking me into your world back in our work when things are really cool because like our Jupiter is connected for real time connections to the database. And yes, serve other cool features that sentir getting like a huge speed boost we have. But that's on A with an within vigna of round Heads and Integration, which reviews are creating a pool of abuse from each of one of the data scientist running on African essentially launch clubs on this full of civilians whose off owning the abuse, which are extremely expensive, is you? No. But what we've done is because of her. The technology beside the actual debate engine is open source. We can accept it essentially just going any sold packages. And we demonstrate that to Google in danger. The others we can essentially got just go and load a bunch of packages into their work match and make it very proposed to what we provide in our manage platform. You know, not with the same performance levels. Well, functionality wise, the same function. >> So how can you name some reference customers that air using a guajillo inside a high performance data science work flows is ah, are you Are there you just testing the waters in that market for your technology? Your technology's already fairly mature. >> That says, I told you before, although you know, sort of changed messaging along the lines. We always did the same thing. So when we were continuous analytics and we've spoken like a year or two ago both some news cases that we Iran like, you know, tell cooperators and running really time, you know, health, a predictive health, monitoring their networks and or killing birds and those kind of things they all use algorithms. You control those those positions. We worked with Brian nailing customers so we can feed a lot of there there in real time maps and do from detection. And another applications are on all those things that we've noticed that all of the use cases that we're working with involved in a science in some cases, by the way, because of sort of politics that with once we've said, we have analytics for continuous analytics, we were serving send into sent into the analytic schools with the organization, which more focused on survey data warehouse because I know the case is still serve. They were saying, and I do. And after the people that build up can serve those data science applications and serve real time. Aye, aye. OK, Ianto. Business applications or more, the development and business people. This is also why we sort of change are our name, because we wanted to make it very clear that we're aren't the carnage is about building a new applications. It's not about the warehousing or faster queries. On a day of Eros is about generating value to the business, if you ask it a specific amplification. And we just announced two weeks in the investment off Samsung in Iguazu, former that essentially has two pillars beyond getting a few million dollars, It says. One thing is that they're adopted. No cure. Is there a service for the internal clouds on the second one is, we're working with them on a bunch of us, Della sighs. Well, use case is one of them was even quoted in enough would make would be There are no I can not say, but says she knows our real business application is really a history of those that involves, you know, in in intercepting data from your sister's customers, doing real time on analytics and responding really quickly. One thing that we've announced it because of youse off nuclear sub picture. We're done with inferior we actually what were pulled their performance. >> You're onto you see if you see a fair number of customers embedding machine learning inside of Realtor time Streaming stream computing back ones. This is the week of Flink forward here in San San Francisco. I I was at the event earlier this week and I I saw the least. They're presenting a fair amount of uptake of ml in sight of stream computing. Do you see that as being a coming meet Mainstream best practice. >> Streaming is still the analytics bucket. OK, because what we're looking for is a weakness which are more interactive, you know, think about like, uh, like a chatterbox or like doing a predictive analytic. It's all about streaming. Streaming is still, you know, it's faster flow data, but it's still, sir has delay the social. It's not responses, you know. It's not the aspect of legacy. Is that pickle in streaming? Okay, the aspect of throughput is is higher on streaming, but not necessarily the response that I think about sparks streaming. You know, it's good at crossing a lot of data. It's definitely not good at three to one on would put spark as a way to respond to user request on the Internet S O. We're doing screaming, and we see that growth. But think where we see the real growth is panic to reel of inches. The ones with the customer logs in and sends a request or working with telcos on scenarios where conditions of LA car, if the on the tracks and they settled all sorts of information are a real time invent train. Then the customer closer says, I need a second box and they could say No, this guy needs to go away to that customer because how many times you've gotten technician coming to your house and said I don't have that more exactly. You know, they have to send a different guy. So they were. How do you impact the business on three pillars of business? Okay, the three pillars are one is essentially improving your china Reducing the risk is essentially reducing your calls. Ask him. The other one is essentially audio, rap or customer from a more successful. So this is around front and application and whether it's box or are doing, you know our thing or those kind of us kisses. And also under you grow your market, which is a together on a recommendation in at this time. So all those fit you if you want, have hey, I incorporated in your business applications. In few years you're probably gonna be dead. I don't see any bits of sustained competition without incorporating so ability to integrate really real data with some customer data and essentially go and react >> changes. Something slightly you mentioned in video as a partner recently, Of course, he announced that few weeks ago. At their event on, they have recently acquired Melon ox, and I believe you used to be with Melon Axe, so I'd like to get your commentary on that acquisition or merger. >> Right? Yes, yes, I was VP Data Center man Ox. Like my last job, I feel good friends off off the Guider, including the CEO and the rest of the team with medicines. And last week I was in Israel's with talk to the media. Kansas. Well, I think it's a great merger if you think about men in Ox Head as sort of the best that breaking and storage technology answer Silicon Side and the video has the best view technologies, man. It's also acquired some compute cheap technologies, and they also very, very nice. Photonics technologies and men are today's being by all the club providers. Remiss Troll was essentially only those technical engagement would like the seizures and you know the rest of the gas. So now VP running with the computation engine in and minerals coming, we serve the rest of the pieces were our storage and make them a very strong player. And I think it's our threatens intel because think about it until they haven't really managed to high speed networking recently. They haven't really managed to come with Jiffy use at your combat and big technology, and so I think that makes a video, sort of Ah, pretty. You know, vendor and suspect. >> And another question is not related to that. But you're in Tel Aviv, Israel. And of course, Israel is famous for the start ups in the areas of machine learning. And so, especially with a focus on cyber security of the Israel, is like near the top of the world in terms of just the amount of brainpower focused on cyber security there. What are the hot ML machine? Learning related developments or innovations you see, coming out of Israel recently related to cybersecurity and distributed cloud environments, anything in terms of just basic are indeed technology that we should all be aware of that will be finding its way into mainstream Cloud and Cooper Netease and civilised environments. Going forward, your thoughts. >> Yes, I think there are different areas, you know, The guys in Israel also look at what happens in sort of the U. S. And their place in all the different things. I think with what's unique about us is a small country is always trying to think outside of the box because we know we cannot compete in a very large market. It would not have innovation. So that's what triggers this ten of innovation part because of all this tippy expects in the country. And also there's a lot of cyber, you know, it's time. I think I've seen one cool startup. There's also backed by our VC selling. Serve, uh, think about like face un recognition, critical technology off sent you a picture and make it such that you machine learning will not be able to recognize Recognize that, you know, sort of out of the cyber attack for image recognition. So that's something pretty unique that I've heard. But there are other starts working on all the aspects on their ops and information in our animal and also cyber automated cyber security and hope. Curious aspect. >> Right, Right. Thank you very much. Your own. This has been an excellent conversation, and we've really enjoyed hearing your comments. And Iguazu. It was a great company. Quite quite an innovator is always a pleasure to have you on the Cube. With that, I'm going to sign off. This is James Kabila's with wicked bond with your own haviv on dh er we bid You all have a good day. >> Thank you.

>>live from Las Vegas. It's the Cube covering. Inform Attica, World 2018 Not you. Buy in for Monica. >>I am Peter Burroughs Wellcome. Back to Day two. Coverage on a cube of in from Attica, World 2018. We're broadcasting from the Venetian here in beautiful Las Vegas. Certainly a lot of excitement. A lot of the buzz just heard the general session empty. Probably 1000 people in the room looking at various moods. Excited to be here this morning. We're being joined by my co host. Jim Kabila's Jim is lead analyst to Wicked Bond. Silicon Angle. Looking at a lot of the data and data practice issues on our first guest is want Te'o One is a principle of data management on architecture at Deloitte one. Welcome to the Cube. >>Great. Thank you, guys. Thank you guys for having me. >>So let's kick it off. What's do you do with Deloitte? What's interesting? What a customer is talking about? >>Yeah. No, absolutely. I mean, I think you know, we are absolutely at the what I would call inflection point around the importance of data. And so my role at the Lloyd is to lead our data management and architecture practice, which essentially deals with everything from data strategy today to execution and how we enable all their transformational initiatives right to truly take advantage of the power that data has to unlock. You know, better business processes to unlock better insights, right to take better action, right? I mean everything that we've been historically talking about, right? In terms of what can organizations do around their data asset? My job is to ensure that we are leading guiding, driving and developing these solutions for our clients. >>So here's a simple question. Just kind of kick it off and see where it goes way. Think that data is becoming more important? You think the day is coming on or important? Are you finding yourself still talking to people that are data administrators or you finding yourselves being pulled into higher level conversations within the business? Talk about data asset, date ass, information, data, asset returns. How is that changing? >>I would say it's evolving, right? I mean, if I and so I have the privilege of running or practice nationally, right? So I have the approach of looking at all of the various industries and sectors right. And so I think, you know, if you take the financial service is life science, healthcare industries, right where there's a lot more regulatory demand on data ensuring that you know what it is, where it's coming from. It's got the right data standards and qualities. I would say they they've gotten it long ago, right? And they've put in place data management organizations. We hear the chief data officer, right? I would say those industries and sectors are a lot more prominent on DSO the conversations absolutely at the executive level, right? There is an executive owner that's responsible for ensuring that the data is correct. >>Tell us about changing data landscape one. Why do enterprises need to change their data strategy and architecture? What do you What do you hear from clients telling them? >>Yeah, I think it's quite simple, right? It is so absolutely enable their business strategy right. You can no longer enable your business strategy without without the data dimension, right? I mean, for many, many years we've talked about, you know, people process technology, right? Well, now there's 1/4 dimension, right? People process technology and data on dhe. That's how we like to think about it. Is that important? Right? You need that executive, and I'll use two words very, very distinctly, right. You don't need an executive data sponsor. You need an executive data owner. Right? And that's the transformation, right? In the evolution that we're seeing in the market and that we're actually advocating for right to truly unlocked that business strategy, that business outcome that they're looking >>for. So let's talk about if we're gonna do that, then we need tools to do it. Yeah, absolutely. So we're talking about data we're talking about data owners we're talking about practice is to actually create generate value out of data. That's not something we're going to manually, right? Talk about some of the tools generally that your clients are starting to apply to improve their productivity of doing these things. >>Yeah. I mean, I would say there's a sort of standard spectrum of data management tools ride from, you know, the database to master data management to quality to meta data management. Right. So each of these technical capabilities and tools right provide the capabilities required to manage that sort of data supply chain right? There is infinite sources of data and there's infinite sources of demand, right? And it is the responsibility of, you know, the data management organization, too, to manage that supply chain. And obviously you need tools and you need technology to sort of support that entire life cycle. >>What is the one thing that you tell clients that need to do with their data in order to stay competitive? Is there one imperative thing that they all need to do with their data just to stay in the thick of whatever it is they do in their industry? >>Yes. So the one thing I always advise our clients is all data is not created equal, right? So fine and identify the data that truly Dr Value for your organization. Because that's been, I would say, one of the biggest challenges in this space, right is everyone's drowning in data, right? And so to bring all these capabilities for your entire, you know, sort of landscape in your organization, it's massive, right? It's just too big, right? So ty value and outcomes to the data that matters, right? So I'll give an example, right? So in retail, right, I mean their values around knowing their customers and the products that they So to those customers, right? So let's start double clicking underneath that and figuring out and ensuring that that data right has all the rights standards is up to quality so it can meet those business strategies, right? Don't go after everything, Right, map business outcome and value to the data that supports that. >>What's the role of the chief data officer and the other C level executives in driving that sort of transformation? Yeah. How is their role changing? >>So I would say the chief date officer role is again evolving and still maturing. Not everyone has it, but I do see them as the when the next executive sea level rose. That will truly be a catalyst for change and innovation. Right where, you know, I think we traditionally think about the CTO or the C I o. Or the chief strategy officer, right? Sort of back to the now four dimensions. It's no longer three their ability to understand the business strategy, understand where their data is to support that and bring new, innovative ways to enable that, right? So it's absolutely critical. >>So what we think ultimately on justice on you is that a chief is a is an executive that's responsible for demonstrating that they're generating, return and share older capital. Exactly. Chief data officer. Therefore, be the individual that's demonstrating that they're generating return on the company state assets. When you take an asset approach, you could think about portfolio. But think about portfolio now. You're discriminating, which values most valuable. Which date is less valuable. If you agree, that suggest that there is a new class of tool that has to be bought in around this notion of port folio catalogs, minute master data management and give us a sense of that kind of new tool kit that's gonna be at the core of not just managing data inside an application like a D B. M s right, but something that's actually managing data assets, >>right? Yeah, I think it's It's the entire ecosystem of how we bring it together and how we prove we create. What I would say is, products and service is around data right so back to this construct of your managing the data supply chain, right? And so the responsibility of the CDO and how you measure and manage that too, you know, outcomes. Right and shareholder value is I've just created a product around this data, and we talked a lot about data monetization. Andi. I would say It's from a outside in perspective. Am I selling my data? Am I making money? Right? Well, and of course, that's one angle. But I would say there's also the inside out view where your monetizing to create value back to your organization, Right? So increase, you know, customer cells, right? Reduced turn right. All those things matter. And so time data products to those business outcomes. I think how you get to, you know, the return on investment shareholder value as it relates to this role in the products and service is that it's creating. >>All right, we're out of time. I want a oh, principal date architecture er and management management architecture. Sorry at Deloitte. Thank you very much for being on the Cube. >>Thank you. >>All right, so we'll be right back with another event or another segment from in Dramatic World 2018 here in Las Vegas.

>> Welcome back to the Cuban Peterborough's chief research officer of Silicon Angle and general manager of Wicked Bond. We're as part of our continuing coverage of the arse a show. We have a great guest Z scaler amid sin. Ha! Welcome to the Cube. >> Thank you for having me here. It's a pleasure to be here. >> So, um, it what exactly does Z scaler? D'oh >> Z's killer is in the business of providing the entire security stack as a service for large enterprises. We sit in between enterprise users and the Internet and various destinations they want to goto, and we want to make sure that they have a fast, nimble Internet experience without compromising any security. >> So if I can interpret what that means, that means that as Maur companies are trying to serve their employees that Air Mobile or customers who aren't part of their corporate network they're moving more. That communication in the Cloud Z scale is making it possible for them to get the same quality of security on that communication in the cloud is he would get on premise. >> Absolutely. If you look at some of the big business transformations that are happening, work lords for enterprises are moving to the cloud. For example, enterprises are adopting Office 3 65 instead, off traditional exchange based email and on your desktop applications. They might be adopting sales force for CR M Net suite for finance box for storage. So as these workloads are moving to the cloud and employees are becoming more and more mobile, you know they might be at a coffee shop. They might be on an iPad. Um, and they might be anywhere in the world. That begs the basic security question. Where should that enterprise DMC the security stack be sitting back in the day? Enterprises had a hub and spokes model, right? They might have 50 branch offices across the world. A few mobile workers, all of them, came back over private networks to a central hub, and that hub was where racks and racks of security appliances were deployed. Maybe they started off with a firewall. Later on, they added a proxy. You are l filtering some d e l P er down the road. People realized that you need to inspect us to sell. So they added some SSL offload devices. Someone said, Hey, we need to do some sand boxing for behavioral analysis. People started adding sandboxes. And so, over time the D. M. Z got cluttered and complicated and fast forward to Today. Users have become mobile. Workloads have moved to the cloud. So if I'm sitting in a San Francisco office on my laptop trying to do my regular work, my email is in the cloud. My my court applications are sitting in the cloud. Why should I have to vpn back to my headquarters in Cincinnati over a private network, you know, incurring all the Leighton see and the delays just so that I can get inspected by some legacy appliances that are sitting in that DMC, right? So we looked at that network transformation on We started this journey at Ze scale or eight years ago, and we said, Look, if users are going to be mobile and workloads are going to be in the cloud, the entire security stack should be as close as possible to where the users are. In that example, I described, I'm sitting here. I'm going to Salesforce. We're probably going to the same data center in San Francisco. Shouldn't my entire security stag be available right where I am, um, and my administrators should have full visibility, full control from a single pane of glass. I get a fast, nimble user experience. The enterprise doesn't have to compromise in any security, and that's sort of the vision that we have executing towards. >> But it's not just for some of the newer applications or some of the newer were close. We're also seeing businesses acknowledge that the least secure member of their community has an impact on overall security. So the whole concept of even the legacy has to become increasingly a part of this broad story. So if anybody accesses anything from anywhere through the cloud that those other workloads increasing, they're gonna have to come under the scrutiny of a cloud based security option. >> Absolutely. I mean, that's a brilliant point, Peter. >> I >> think of >> it this way. Despite all those security appliances that have been deployed over time, they're still security breach is happening. And why is that? That is because users are the weakest link, right? If I'm a mobile work user, I'm sitting in a branch office. It's just painful for me to go back to those headquarter facilities just for additional scanning so two things happen either I have a painful user experience. What? I bypassed security, right? Um, and more and more of the attacks that we see leverage the user as the weakest link. I send you a phishing email. It looks like it came from HR. It has a excel sheet attached to it to update some information. But, you know, inside is lurking a macro, right? You open it. It is from a squatter domain that looks very similar to the company you work for. You click on it and your machine is infected. And then that leads to further malware being downloaded, data being expatriated out. So the Z scaler solution is very, very simple. Conceptually, we want to sit between users and the destinations they goto all across the world. And we built this network of 100 data centers. Why? Because you cannot travel faster than the speed of light. So if you're in San Francisco, you better go through our San Francisco facility. All your policies will show up here. All the latest and greatest security protections will be available. We serve 5000 large enterprises. So if we discover a new security threat because of an employee from, let's say, a General Electric. Then someone from United Airlines automatically gets protection simply because the cloud is live all the time. You're not waiting for your security boxes to get, you know, the weekly patch updates for new malware indicators and so on. Right, So, um, you get your stack right where you are. It's always up to date. User experience is not compromised. Your security administrators get a global view off things. And one >> of the >> things that that I that we haven't talked about here it is the dramatic cost savings that this sort of network transformation brings for enterprises. To put that in perspective, let's say you're a Fortune 100 organization with 100,000 employees worldwide in that, huh? Been spoke model. You are forcing all those workloads to come toe a few choke points, right? That is coming over. Very expensive. NPLs circuits private circuits from service providers. You're double trombone in traffic, back and forth. You know, you and I are in a branch. We might be on. Ah, Skype session. Ah, Google Hangout session. All our traffic goes to H Q. Goes to the cloud comeback comes back to h. Q comes back to you, there's this is too much back and forth, and you're paying for those expensive circuits and getting a poor user experience. Wouldn't it be great if you and I could go straight to the Internet? And that can only be enabled if we can provide that pervasive security stack wherever you are? And for that, we built this network of 100 data centers worldwide. Always live, always up to date you. You get routed to the closest the scaler facility. All your policy show up. They're automatically and you get the latest and greatest protection. >> So it seems as though you end up with three basic benefits. One is you get the cost benefit of being able to, uh, have being able to leverage a broader network of talent, skills and resources You reduce. Your risk is not the least of which is that the cost and the challenges configuring a whole bunch of appliances has not gotten any easier over the last. No, it hasn't cheaters. And so not only do you have user error, but you also Administrator Erin, absolutely benign, but nonetheless it's there, and then finally and this is what I want to talk about. Increasingly, the clot is acknowledged as the way that companies are going to improve their portfolio through digital assets. Absolutely. Which means new opportunities, new competition, new ways of improving customer experience. But security has become the function of no within a lot of organizations. Absolutely. So How does how does AE scaler facilitate the introduction of new business capabilities that can attack these opportunities in a much more timely way by reducing doesn't reduce some of those some of those traditional security constraints. >> Absolutely right, and we call it the Department of No right. We've talked to most people in the industry. They view their I t folks there, security forces, the department of Know Why? Because there's this big push from users to adopt newer, nimble, faster cloud based ah solutions that that improved productivity. But often I t comes in the way. No, If you look at what Izzy's killer is doing, it's trying to transform the adoption of these Cloud service. Is that do improve business productivity? In fact, there is no debate now because there are many, many industries that ever doubt adopted a cloud first strategy. Well, that means is, as they think of the network and their security, they want to make sure that cloud is front and center. Words E scaler does is it enables that cloud for a strategy without any security compromise. I'll give you some specific examples. Eight out of 10 c I ose that we talk to our thinking about office 3 65 or they have already deployed it right. One of the first challenge is that happens when you try to adopt office. 3 65 is that your legacy network and security infrastructure starts to come crumble. Very simple things happen. You have your laptop. Suddenly, that laptop has many, many persistent SSL connections to the clothes. Because exchange is moved to the cloudy directory, service is are moving to the cloud. If you have a small branch office with 2000 users, each of them having 30 40 persistent connections to the cloud will your edge firewall chokes. Why? Because it cannot maintain so many active ports at the same time, we talked about the double trombone ing of traffic back and forth. If you try to not go direct to the Internet but force everyone to go through a couple of hubs. So you pay for all the excessive band with your traditional network infrastructure, and your security infrastructure might need a forklift upgrades. So a cloud transformation project quickly becomes a network in a security transformation project. And this is where you nosy scaler helps tremendously because we were born and bred in the cloud. Many of these traditional limitations that you have with appliance based security or networking, you know, in the traditional sense don't exist for the scaler, right? We can enable your branch officers to go directly to the cloud. In fact, we've started doing some very clever things. For example, we peer with Microsoft in about 20 sites worldwide. So what that means is, when you come to the scaler for security, there's a very high likelihood that Microsoft has a presence in the same data center. We might be one or two or three millisecond hops away because we're in the same equinox facility in New York or San Jose. And so not only are you getting your full security stack where you are, you're getting the superfast peered connections to the end Cloud service is that you want to goto. You don't have to work. Worry about you know your edge Firewalls not keeping up. You don't have to worry about a massive 30 40% increase in back hole costs because you were now shipping all this extra traffic to those couple of hubs. And more importantly, you know, you've adopted these transformative technologies on your users don't have to complain about how slow they are because you know, most of the millennials hitting the workforce. I used to a very fast, nimble experience on their mobile phones with consumer APS. And then they come into the enterprise and they quickly realize that, well, this is all cumbersome and old and legacy stuff >> in me s. So let's talk a little bit about Let's talk a bit about this notion of security being everywhere and increasingly is removed to a digital business or digital orientation. With digital assets being the basis for the value proposition, which is certainly happening on a broad scale right now, it means it's security going back to the idea of security being department. No security has to move from an orientation of limiting access to appropriately sharing. Security becomes the basis for defining the digital brand. So talk to us a little bit about how the how you look out, how you see the world, that you think security's gonna be playing in ultimately defining this notion of digital brand digital perimeters from a not a iittie standpoint. But from a business value standpoint, >> absolutely. I would love to talk about that. So Izzy's killer Our cloud today sees about 30,000,000,000 transactions a day from about 5000 enterprises. So we have a very, very good pulse on what is happening in large enterprises, from from a cloud at perspective or just what users are doing on the Internet. So here are some of the things that we see. Number one. We see that about 50 60% of the threats are coming inside SSL, so it's very important to inspect SSL. The second thing that we observe is without visibility. It is very different, very difficult for your security guys to come up with a Chris policy, right? If you cannot see what is happening inside an SSL connection, how are you going to have a date? A leakage policy, right? Maybe your policy is no P I information should leak out. No source code should leak out. How can you make sure that an engineer is not dropping something in this folder, which is sinking to Google Drive or drop box in an in an SSL tano, Right. How do you prioritize mission Critical business applications like office 3 65 over streaming media, Right. So for step two, crafting good policy is 100% real time visibility. And that's what happens when you adopt the Siskel a network. You can see what any user is doing anywhere in the world within seconds. And once you have that kind of visibility, you can start formulating policies, both security and otherwise that strike a good balance between business productivity that you want to achieve without compromising security. >> That's the policy's been 10 more net. You can also end that decisions. >> Yes, right. So, for example, you can you can have a more relaxed social media policy, right? You can say Well, you know, everyone is allowed access, but they can. Maybe streaming media is restricted to one hour a day. You know, after hours, or you can say, I want to adopt um, storage applications in the clothes here are some sanctioned APS These other raps were not going to allow right. You can do policies by users, by locations by departments, right? And once you have the visibility, you can. You can be very, very precise and say, Well, boxes, my sanction story, Jap other APS are not allowed right and hear other things that a particular group of users can do on box. Or they cannot do because we were seeing every transaction between the user on going to the destination and as a result, begin, you know, we can enable the enterprise administrator to come up with very, very specific policies that are tailored for that. >> You said something really interesting. I'm gonna ask you one more question, but I'm gonna make a common here. And that common is that the power of digital technology is that it can be configured and copied and changed, and it's very mutable. It's very plastic, but at the end of the day it has to be precise, and I've never heard anybody talk about the idea of precise and security, and I think it's a very, very powerful concept. But what are what's What's the scale are talking about in our say this year. >> Well, we're going to talk about a bunch of very interesting things. First, we'll talk about the scale of private access. This is a new offering on the scale of platform. We believe that VP ends have become irrelevant because of all the discussions we just had, um, Enterprises are treating their Internet as though it was the Internet, right? You know, sort of a zero trust model. They're moving the crown jewel applications to either private cloud offerings are, you know, sort of restricting that in a very micro segmented way. And the question is, how do you access those applications? Right? And the sea skill immortal is very straightforward. You have a pervasive cloud users authenticate to the cloud and based on policies, we can allow them to go to the Internet to sites that have been sanctioned and allowed. We make sure nothing good is leaking out. Nothing bad is coming in, and that same cloud model can be leveraged for private access to crown jewel applications that traditionally would have required a full blown vpn right. And the difference between a VPN and the skill of private access is VP ends basically give you full network access keys to the kingdom, right? Whether it's a contractor with, it's an employee just so that you could access, you know, Internet application. You allow full network access, and we're just gonna getting rid of that whole notion. That's one thing we're gonna stroke ISS lots of cloud white analytics, As I mentioned, you know, we process 30,000,000,000 transactions a day. To put that in perspective, Salesforce reports about four and 1 30,000,000,000 4 1/2 to 5,000,000,000 transactions. They're about three and 1/2 1,000,000,000 Google searches done daily, right? So it is truly a tin Internet scale. We're blocking over 100,000,000 threats every day for, ah, for all our enterprise user. So we have a very good pulse on you know what's what's an average enterprise user doing? And you're going to see some interesting cloud? Wait, Analytics. Just where we talk about a one of the top prevalent Claude APs, what are the top threats? You know, by vertical buy by geography, ese? And then, you know, we as a platform has emerged. We started off as a as a sort of a proxy in the cloud, and we've added sand boxing capabilities. Firewall capabilities, you know, in our overall vision, as I said, is to be that entire security stack that sits in your inbound and outbound gateway in that DMC as a pure service. So everything from firewall at layer three to a proxy at Layer seven, everything from inline navy scanning right to full sand. Boxing everything from DLP to cloud application control. Right? And all of that is possible because, you know, we have this very scalable architecture that allows you to to do sort of single scan multiple action right in that appliance model that I describe. What ends up happening is that you have many bumps in the wire. One of the examples we use is if you wanted to build a utility company, you don't start off with small portable generators and stack them in a warehouse, right? That's inefficient. It requires individual maintenance. It doesn't scale properly. Imagine if you build a turbine and ah, and then started your utility company. You can scale better. You can do things that traditional appliance vendors cannot think about. So we build this scalable, elastic security platform, and on that platform it's very easy for us to add. You know, here's a firewall. Here's a sandbox. And what does it mean for end users? You know, you don't need to deploy new boxes. You just go and say, I want to add sand boxing capabilities or I want to add private access or I want to add DLP. And it is as simple as enabling askew, which is what a cloud service offering should be. >> Right. So we're >> hardly know software. >> So we're talking about we're talking about lower cost, less likelihood of human error, which improves the quality, security, greater plasticity and ultimately, better experience, especially for your non employees. Absolutely. All right, so we are closing up this particular moment I want Thank you very much for coming down to our Pallotta studio is part of our coverage on Peter Boris. And we've been talking to the scanner amidst, huh? Thank you very much. And back to Dio Cube.

>> Live from New York City, it's buck you. Here is your host, Jeff Frick. >> Hey, welcome back. I'm Jeff. Rick. We're here at the Cubes. Fifth birthday party. A big date in Icy in Manhattan is part of the big Date. A week. It's got Stratos cough, a dupe world. And, of course, big Aidan. I see. So now having our party, which is always good to have, and I'm joined department X gas. Kerry McFadden from Parodi Research. Carrie. Welcome. Well, thank you very much. So last last we saw he was actually a big data and twenty thirteen, So it's lots changing the year. >> Absolutely, Absolutely. I think the whole hoodoo thing is really taken off. And the thing that interests me the most about show or or the exhibitors at the show is that Bye. You could get a lot of data into Duke, but how do you get it out? How do you make it useful? What do you do with it when you get it out? You know, I said on structure data is structured. Date. Is that a combination? Is it ski Melis? >> All the above all the above, >> right? Exactly. So I think really, that's been on and actually have been Jeff to all the shows, right? Since the beginning, when it was just a new world. Okay, Cube started back. And I think two thousand ten two thousand filling our fifth birthday. Right? So at least at least at least twenty ten. So since then, you've seen, you know, progression off vendors coming in to provide services that actually enable Duke to do more than it does started is kind of a batch oriented type of solution that now, because of these other value added solutions can to really or near real time processing, you can take the data out of it a lot more easily. You can use do basically as a as a repository, right on DH. And a lot of the solutions out there are are evolving to the point where you can, uh, you could basically make a sense of the information, and I think that's a really important rights. Dated information information inside, right? That's where we want to go with this thing. Business decisions made in real time. Which way? Define as in time to do something about it. Right? Right. Yes. Some of the players, I mean, you've got the map. Our guys. You've got the act. Aeon folks that just bought pervasive software. So they've got the Predictive Analytics piece sort of covered. Obviously. That's stone breakers. Old company, you know, a variant of ing gris, right? You've got. Obviously, IBM is a player in this space. With their blue mix and their cloud capabilities and all of their information management pieces, every major vendor is got a piece of is part of the action, if you will. Trying to build something on top of a dupe to make it more useful and make it more valuable. Yeah, the floor was filled with little companies, big companies, and everyone is certainly jumping in. So let me get your prospectus that you've been coming for a lot of years on this thing. Where are we on the journey? How? How? You know, I think we're past the P E O C stage, right? People are getting stuff into production deployments, but it's still early days. You know, the Giants are playing tonight. Go Giants, are we? First inning, third inning, seventh inning. Where are we? I think we're probably in the second or third any second. I think we got a ways to go. And what's the next big hurdle to get us to the next inning. I think one of the problems is this storage issue, right? So you've got this issue of being able to scale out theoretically, exponentially, right? The nice thing about do piss If you need Teo, if you need more space, you just add No J had storage and whatnot, But what happens when you get too much information? You're into the pedal bike, multiple PETA right range now, and most of that data, you know you're not going to access. You may access only two percent of it overtime. I think they're a lot of figures around that. But actually, a wicked bon article that I read recently is very interesting, one called Flake Flake or what they were doing. Flake. I want to make sure he gets a slave by a herd where he said it to me off camera, right? It's a f L a P. It's a combination of flash and tape on DH. Basically, there's a great article on the Wicked Bond site by Wicked Bonds CTO, David's lawyer Okay, and his premises that at some point, relatively soon a cz thie as data grows exponentially into the multiple petabytes ranges and maybe even beyond The thing is gonna get squeezed is the traditional HDD or hardening is spinning disc, right? So tape has become much more, uh, much more resilient. Uh, tape last has a meat time failure of about twenty six or thirty years versus disc, which is about five. And obviously flash is much, much faster, right? Right in some cases don't get into all the nuances of almost feet feet, but flavor going to squeeze out disks and the men think so. And what that'll offer customers is a is a much lower TCO from managing those huge petabytes scale environments and also accessing it at a relatively quick speed. So I think that's that's a piece. It's interesting that the other part that's very interesting to me, Mr Cognitive Computing face. So I was at the no SQL event last week last month in in San Jose, and with that they had a cognitive computing component on DH. I think thie idea of trying to get machines to think more like people building neuro morphing chips to two. It's kind of mimic the way synapses or electricity, electricity in the brain, you know, works how neurons fire and so forth is very interesting. And I think once you Khun Get Dupe is the repository. You've got the data there. But how do you make use of it? And I think that's the challenge. That's going to be, well, paramount the next few years. Exciting days ahead. Well, Gary, thanks for taking a few minutes. We're at the fifth birthday party at the Cube. Were at Big Data and nice jefe. Rick, we're on the ground. Thanks for watching.

>> A cube at DMC World twenty fourteen is brought to you by D. M. C. Redefine, see innovating the world's first converged infrastructure solution for private cloud computing brocade. Say goodbye to the status quo and hello to Brocade. >> Welcome back to the Cube. This silken angle TVs live wall to wall Coverage of DMC World twenty fourteen here in the Sands Convention Center in Las Vegas. We've got three days to stage is over eighty guests. Lots of practitioners, execs, business leaders got a special segment. I'm bringing you today, bringing onto two thirds of the geek whispers, podcasts, Those in the story for the virtual ization and Claude Communities. No art is to guess. Well, let me introduce it's John Troyer, who's making his debut as the founder of tech reckoning. >> Thanks for having me. >> And we've got Amy Lewis influence marketing from Cisco. Name is your first time on the Cube, so, you know, welcome to the program. >> Thank you for having me on. >> All right, so So, guys, you know, we've been to a lot of conferences way we've hung out with, You know, the various influencers bloggers. It's changed a lot. This is my twelfth year coming M. C World. If you had told me twelve years ago some of things I'd be doing at this show, I wouldn't have believed you. I mean, I was one of the guys in a polo that only got out of out of the office once a year to give a presentation and, you know, talks in people about some cool tak um, and you know, social media is one of those things that, you know turn my career. Eleven. So you know what? Let's have a conversation about what's going on in the industry with kind of community influences and everything. John, maybe you could start us often. You know, Maybe if it leads in tow your new gigs? >> Sure, sure, on one on one, and things have changed. On the other hand, the same dynamics are playing out. Buying the buying cycle has changed. The buying process has changed. Customers are looking much more to their peers and not to traditional media analysts. Marketing folks, they can't find more ads. You can't send out more E mail. So what do you do? You need to get part of the conversation. We've been saying that for five or ten years, that's actually happened. Now the folks that were early on into the blogging space have turned themselves into communicators as well as technologists. We've seen, you know, their careers have have gone and all sorts of interesting places, for instance, you. But I think now that even we could talk about his art Is blogging dead? But I think now we're seeing it. We're seeing social media not as a trade or a practice practice, but simply a tool set that we all use. So that's all I'm saying is it's a It's more of a it spread throughout our organization. Not so much in one tiny niche, right? >> Yeah, Jonah, I love that point. I I I've been preaching for a bunch of years that this is an important skill, something you have to have their wonderful tools. But you've been doing community for a lot longer than Social Media has been around, and, you know, so it's peace, Amy, your influence marketing. What would please way out on this? >> Yeah, I chose the title, actually myself on purpose. To say it's not just social media, think social Media is very important, but like John was saying that to me is a set of tools. They're important platforms or important communications channels, but influencers the people who between the term citizen analysts they are unpaid analyst. But people are very passionate about technology, and they want to write on block and share, really engage their community. That's an important group of people. It's a really a buying center, and we have to find new ways to address them. So community is more important than >> ever. Citizen analysts thought, Let's focus that >> some of the >> people you know, I say some people goto event and they get it, get it, get wined and dined and they get to, you know, write about a bunch of stuff I'm like, you know you're better than journalists, you know, you'll You know you do some really good stuff and sometimes it's a little bit too friendly to the people that are doing it. So you know where do you see the role of kind of the press? You know, the analyst and the influencer? >> It's a great question I've been checking. We need to abstract the or chart. It is. It is a complicated question, but I think the traditional presses really trained and rightfully so in giving us that neutrality. So that is still a very important role. I think the analysts are paid Tio Tio, analyze particular sets, etcetera. They have nation specialty. I think the citizen analyst is interesting because they are what you don't know about the neutrality. But you do know that there are people who roll up their sleeves and really touched the technology. So that becomes a very interesting set because they really care about the technology Kazakh but could become their problem if they don't, you know, raise our voice and sort of engaged with technology and let the community know what, what the new trends are, what they need, what business needs. Our etcetera gives us a really applied version, the PR in the e R outside. >> Don't you want to comment on matter? >> I mean, these are the folks that they lose their jobs if they picked the wrong technology. So they have much more. Their discussions have it. They have more skin in the game. >> Aye, that's right. If you've got the practitioner, you know whether it be the end user sometime times it's the you know channel guy that they do that that's good, You know? What about the people inside the corporations that are also using these? >> I'm super bullish about the use of employees as advocates and evangelists in our community, both for technical education. And for the commercial part of our conversation in the enterprise space, we don't sell solutions with Russia. Your hair's a pressure and very nice calm. Give me a call. We sell it with relationships with people. I've been working on the social media since it existed, I suppose. And what we've seen over and over again is the social channels are really great for getting the word out. But without that personal component, it's like just handing out brochures. So you need your employees out there. You need your employees talking to folks. You need your employees without their representing your brand, just like they would have an event. I've seen that at something. On one hand, it's something that's so trivial that we all agree it's true. On the other hand, I don't. I think a lot of people are just realizing that now. >> So, John, you know, there's some some big companies, you know, creative certification programs to do some of this. There's some companies that just, you know, sign everybody up and, you know, it could be kind of an echo chamber or things like that. You know what? What do you see in these days? To kind of help out. You know the community >> well. There's a lot of software and a lot of programmatic things you could do. Those may be useful in terms of organizing you. It comes down to the people in the culture of the company and help much. You trust your people to go out. I think the best thing we can do is sit up platform for folks to be able to, to communicate. I think that's actually what Amy does really well at Cisco. >> X. It's, um I always talk about influence marketing as being people, platforms in content. And so I agree. I think that we sorted out some of the platform issues as we've learned about social media and grew up with it. I think that we are still working out the people in the content side and what's appropriate, how we can join together and do that and how we can creates a mute platforms may be using the tools of social tio to drive the conversation forward. >> All right. So, I mean, I got one for you. You know, how do we balance the kind of creation of information and kind of the community and fund? I mean, you do a lot of fun event you've got, you know, awful club this week. You've got, you know, bacon, stack and B bacon and bacon. I e I mean, I can't keep track of you, deport vacants and everything. And, you know, there'd be some executives here that would be like that, That social stuff. And they're playing games and things like that. So how do we balance kind of attic business value and greeting, you know, value to the community. And, you know, having fun in building community. >> No, it's a great question. A couple of years ago, I got a text in the middle of the night that said, Please explain to me how the bacon is a marketing play. Please explain this and you know, I need a power point slide. So if you've never had to explain, be bacon on the power points, I for that challenge out to everyone. But I think in the last couple of years people started to see it more and more as we're, uh, we're similar to the sales role, and that's how we've sort of changed the language. So I perform a sales like function, except I don't carry a quota. So it is about building the relationship like John was saying, and it is about balancing fun with your intent. So I think that if you create a fun environment, if you create an openness and willingness to listen, then the good things will follow. So you form the relationships of people. You open up their ability to create content with you because they don't feel under attack. They're ready to share. And again, it's it's kind of a magical formula. Be nice and create opportunity. >> Yeah, so >> I think we'll part of it's a generational ship. I think part of it a generational shift and part of it is a temperamental she So tradition again, going back to sales traditional enterprise sales. You might go and play golf with somebody, cause that's what you enjoy doing for our kind of geeks. Our golf is eating bacon and talking about the duplication strategies, right? That's where we're having the most fun. So it's It's just it's same sort of thing. Just a shift in generations. >> Yeah, I wonder if you know what, what role this community help in kind of careers. You know, I think you know, we're talking so much of these shows about, you know, if your storage admin. If you're networking admin and you know you're down there, you know, configuring Luns or setting up the land, you know, we're going to have a job in a couple of years because automation is gonna change. You know, how much does the community help in kind of those career paths and education? >> So, John, I think we should interview stew on this one. Should we have the geek whispers takeover. I think this is your great example. You've talked about you, you were on a career path and we hear this a lot, and when you raise your hand to volunteer, we sort of jokingly call the spokes uniforms. You both really enjoy the technology and like to communicate about it. When you raise your hand and make yourself known to the community, to your employers, to the world at large, it gives you different opportunities. And I think I don't think you go into technology really without wanting to have an evolving, exciting career. So I think that he's becoming proficient in these tools. Joining your community is an opportunity to learn from your peers to get back to your peers and to raise her profile and open yourself up to the possibility of a new opportunity or a new idea or different engagement. A new way to learn >> In today's business environment, communication is a key part of whatever you do, even if you're the guy sitting there configuring the lungs, because if you're not communicating with your teams and the application teams and the storage of network virtualization team, you're not going to succeed so I think that's an important part of it, right? Being a communicator, absolutely critical and art. Barney. >> All right, so either one of you feel free to answer, but I think back to my early days, you know, two thousand eight, I was so excited when I got invited to a couple of conferences. A blogger, you could kind of get a pass, and I would, You know, ten might take my own vacation time and usually spend that on expenses because my employer at the time didn't get it. It was this innovation conference in, like, in a New York City with four hundred people, and it was like, kind of amazing. I've seen people go to B m world on their own dime where they can get a pass. I mean, you know, it's great to see when you when you got the passion. So I guess the question I wanted to ask is, you know, with companies today, who should they be inviting? How do they do it? You know? You know. Is it you know, the blogger Or is it the, you know, empty Alexis co expert? You know, bm where be expert, you know, What? How's that? How's that changing? Or is it >> changing? Well, I think what you've seen happen over the years is something that was a little more unstructured, which was a kind of blogger relations program. Working with both customers partners, employees in your ecosystem has turned into something a little more formal. We created the V Expert program in two thousand nine to formalize what we were already doing. It's an analogy to the endless relations, press relations, investor relations, sorts of programs. So I mean, it's it's it's a little more buttoned up. It's a little more of a membership thing, but we I know both of DMC and BM where and it Cisco, Francisco champions to try to embrace all the folks that are out there blogging. I think you know, if you're a market or you need to make sure that you're keep your eyes open and you don't just talk to the people that you've gathered in your living room, Bye. You know, a lot of it's pretty easy if you're enthusiastic about technology, if you're engaged with the technology, if you put some effort into it, it's actually pretty easy to get involved with one of these programs there, there, there and there, there, fourth of people in them right there. They're not there to say the glory of the emcee and glory of Cisco and glory of'em, where they're there to help you with your career. They're there to give you tools to give you networking and, you know, hopefully get you to places like this. So I encourage everybody that that's interested in starting, you know, go ahead and get started. It's easier than you think to get involved. >> I agree with that, and I think that way want to be almost like an airline program that you'd actually want to participate. And it's sort of my job like this is a customer service activity, and I often talk about if you talk about the large pool of influencers. Maybe they haven't identified yet. Or maybe they prefer to stay independent. Or maybe they do have interest in a lot of different technologies. Me for them to engage in one of these programs, that stolen, important set of people that you have to deal with the mark, you know, and again set up these blogger days have longer briefings. But like John was saying, When you have the group of people that you name and give it a program name, this is a little bit of inside baseball if we don't talk about giving program a name and funding can follow. So if you're working in a corporate marketing environment, it's really important to explain to people that marketing structure behind what you're doing and when you treat them as a class, it gives you some advantage is you can scale out a little easier. You can provide more assets to those individuals, and it frees you up to Dio. What I love to do, which is is to really engage with those individuals and create content with them. So, >> yeah, so how is engagement these days? You know, I think back, you know, that you know, ten years ago, you talk. You know, one percent of the community would, you know, be doing almost all the contribution. Ten percent might be a little active and everybody else's lurker. You know, when we founded Wicked Bond Day, Volonte actually has on his business card that he's a one percenter which goes back to you know it. It's, you know, the one percent that causes all the trouble, the one percent that causes all all of the commotion. So, you know, with this wave, I mean, we were founded off of, you know, economics in crowd sourcing and everything else, and the Cube is all about, you know, sharing information. We put it all out there. We want everybody to contribute and, you know, give that feedback. You know, How are we along now? You know that that journey to get more people involved. >> I think the opportunity is there more than ever. I think you're right. I mean, there's always gonna be a percentage of people who want to raise her hand, the class that want to give up their PTO to go to a conference that that had this other life they just can't help themselves. And so in some ways it's finding the most impassioned and giving them opportunities. But I think that with the platforms and the scale, there is a greater opportunity for people. They don't want to start their own block. For instance, one of the things we do it Cisco champions is allowed people to guess, block or allow them to come post a podcast. So I think there are more more ways to and there, you know, that's one example. There's lots of other groups that provide people again a little bit a dose of it so they might not want to run a full media company on their own. They don't wanna build Q, but they want to participate. And I think that we have so many more opportunities for them to do that that we're seeing group. >> We're seeing platform ships over the years. I think we as technologists human beings have a tendency to forget their past relatively quickly, as people have moved from the MySpace world to the Facebook Twitter world. I think actually, we're headed for I don't call it I don't want to call it post Facebook, but it certainly is. A multi platform world made >> it just like >> it's a multi device world. We're not opposed PC world in that. I think you're seeing the rise of more specialized communities. They come back again from from our from our origins back ten or twenty years ago. I think we're seeing that people want more deeper engagement along the company. A lot of the report building and kind of conversation. And hey, how are you? Goes on on Twitter. But I think people are really looking for a place where they can have a better conversation, more interaction, more lasting death that might not be on their own. Blogger in their own kind of indie web sort of style, roll your own block. But there are more and more platforms that people are making available for this kind of connection again. What was once niche eventually permeates the whole >> yes. So, you know, the concern I have is it's tough because it is so dispersed right now, you know? You know, I love Twitter, you know? Hi, I'm stew, you know, on Twitter. And I know you guys are big on it, too. And I don't love the multi platform discussion. You know, I always love when you dropped that kind information on the community. But, you know, how >> do we How do we get that >> depth? It's one of the things I always worry about is, you know, people will read the headline and, you know, just react at it and, you know, they might even share it a bunch, but they haven't read it. Uh, so how do we get that deeper engagement? Deeper understanding. I mean, you know, I always say, you know, the I'm too busy is a poor excuse because, you know, you know Michelangelo and I'd sign that many hours in the day way we did and, you know, sure they didn't have their phone buzzing all over >> the place. >> I actually think we should do less. Not more. I think I think too much information, too many channels, too many corporate channels, too many personal channels, too much bad content. The world does not need more crappy content. So whether you're a individual, blogger or marketer, I'd say just turn the dial back a little bit. Did work on better, longer pieces that add more? I think that's the only way that we can shift the conversation. >> Yeah, long for love it. Oh, no, absolutely. I still read so >> well. It's a curatorial function as well, that we have to be responsible. And that's yet one more way people can participate. We see people rise and in the community because they're really great curator Sze, because they syndicate the content in ways are interesting to others because time is of a value so that becomes a real asset. And the skill is Well, >> yeah, great. Great point. Could you know, so many times I'm like I really like to do a thousand word post on this, but, you know, sometimes all I'll come out of this show and take, you know, I did a year ago. I did it. I didn't article on the federation. You know, the ZPM were pivotal and coming out of the show, I've got a lot of new data, and I could really quickly take some photos. I've done. Takes some of the notes. I take some of the tweets and, you know, put together an order. Won't take me as long. I mean, I'll probably do it on the plane ride home. So what I wanna ask next is, you know, you guys see a lot of things out there. What coolest thing you're seeing either at a at a conference or event or you know what? What? What's catching, right? What? What's interesting? Done. >> There's a whole new side out there called Tech, right? I don't know what's cool out there again. I'm seeing multi channel multi, a lot of experiments. There's some cool stuff going on with the indie web. There's I mean, everything is mobile. I don't know. There's just a lot of places. It >> sounds like you Let's give the plug. Integrity has finally cool things and, you know, solid. But something >> like that tech reckoning is a site that's gonna bring. It's an independent site. It's not associate with any vendor. It's going to bring some of the community and enterprise community together to talk about some of these things about Where is it going as a whole? Where's technology going, where our career is going to try to help us get to whatever this you know, it is a service. Third platform, Whatever you wanna call it, where the heck were going? It looks pretty interesting, and it looks like it isn't gonna be quite the same thing. So we're trying to bring together a set of people and just tackle some of those problem and also work together and collaborate. It's so much easier with open source with cloud. With all the tools we have available, it's so cheap and easy to build new pieces of technology, not just a type of each other words online, but to actually build stuff that I'm very excited about. The power taking going far. This from open source, right? Taking the power of people to come together and build cool new stuff. That's what I would like to. >> Still, I'm just angry that you scooped Matt and I on getting to interview John first about >> tech recognition. So, Amy, you you do some cool things that some of events we talk about, the waffle bacon, you What have you seen out there that that's kind of interesting? Or, you know, how do you find some of the cool new ideas? >> Yeah, I think you always I'm working with a really talented events team right now. And I think one of the things I've seen them sort of transform is that social is not other, you know? And we're seeing the social and this concept of community permeate and really think about our audience to really engage that core base, those those tech enthusiasts, and to see what you can do to in engage them. So I'm saying it in real life and in these community platforms. So I think that's been one of the other great trends is watching people band together and various kinds of consortiums. I won't name names, but there's a few folks outlook community. We're seeing a lot of this happen where they're sort of grouping together, and they're saying if they pull their resource is what happens, they might be able to gather enough money to go to a conference or to fund a buddy or to get a hotel room that they've got extra spaces somebody can crash. So I'm saying it's very cool, sort of stitching together opportunity and working together to learn more. So again, the combination of the platforms, using the technology and then in real life connection. >> All right, so I've been asking all the questions here. So before we wrap up, you know, Amy, anything you want, Johnny, when as me, John same, we throw it open. When Whenever >> you first signed up for your Twitter account, did you think it would lead you here because you have the best Twitter >> account? No, actually, a friend of mine for me and Steve Todd, who was blogging before I was, and he said, You know, when there's trepidation when you're gonna get published and you never know where it leads. And we were talking about this after he and I were on the stage at Radio City Music Hall right after Bill Clinton had been on because they brought the bloggers down when we were there. And it's like, Come on, you know, I'm, you know, I'm an engineer by training, you know, I've done. You know, I've done some sales. I've done engineering. I've done you no operations. Technologist is hard. So you know, some of the places the people I've met. I mean, if you just reach out to people, it still, even though there's so many people on Twitter, you know, the people that right and our authors and bloggers, If you comment or you reach out to them, a lot of them reach back. I mean, you know, I still amazed at some of the people I've met get to rub elbows with. No, just just have had a blast with him. So >> get another one. So do you think unicorns can be trained? Do you think people have to be born with the skill set, Or do you think you can be a uniformed rancher? >> No, I think I think I think they could be trained. You know, it's absolutely it's Ah, it's a tough skill set. I mean, you know, doing video is not easy. First couple of times you do it. It's different there's there's all these muscles. You know, Writing is one of those things that you know. I thought I was an okay writer, but hadn't done a lot of it. They're things you do. So try it out. And that thing I tell you, you got to stick with it for a while. I thought Twitter was pretty stupid. First Go on it. But, you know, I stuck on it for another six months and have some fun with it. No, here we are six years later and you know it is a lot and, you know, blocking of writing and blogging and everything else you know all over. I >> like the muscle memory idea. >> It's hard. You were on camera, have remember not to scratch my face. Strange. He'll set, I ask. I actually, I'm seeing a lot of interest in short form video. I know the kids are all doing it. I mean, obviously, we're doing it here. You do it. It's part of your practice. But in talking with people about our new activities, it's just so easy to take a chair. I think that's actually, even though it's been coming up for years, I think where I think that's an interesting thing >> on all right now, I'll give one of those inside tips videos. Great. Some people don't like to watch video. Yeah, broadcaster great. Some people don't like to listen to him, you know, writing's great. Some people won't read. So you know what? One of the early lessons I had is when I was, you know, being a, you know, active member on standard evangelizing of solution. I did it everywhere it you know that give presentations that shows you put it up on slide chair. You do you two videos, you blogged about it. You talk to everybody, you bet that you can everywhere. And you know, it just permeates out there. It could be a bunch of works and then there's tools that are out there. >> They're all connected events, right? I've discovered recently, and I can't believe I just realized this. But it was with the conversation with Amy on our Christmas broadcast that even though I've been part of an online group for years, I'm part of digital marketing for BM. Where for years, Uh, actually, most of my work. Half of my work is off line having my workers meeting people in person, getting to meet them and connecting that online and offline. And the synergy there is just is immense. >> Yeah, absolutely. I mean, other than the keynotes, my phone stays in my pocket for the most time. Unless I'm going between events. It's the in real life and nearly getting to know things. I was joking, You know, Twitter went away. Tomorrow might be a little sad, but I can connect the most. All those people, we got him on LinkedIn, Facebook and, you know, email. I still use something. Don't taking their holds. Absolutely. So you know, to wrap. I guess if you want to, just You know what people find more on your podcast. Find your website. You know Amy, Like it start? Well, >> where >> are Equus? Versace, of course. Geek hyphen whispers dot com on way, published every week. So give us a listen. See what you think. And I'm >> Matthew Brender. Sorry you couldn't join this time, but it's a lot as it were. A DMC world and you two are here in Matthew's. >> It's hard. We're going toe to toe. It's true. We're going to record with him like it's a Max headroom figure on a yes tomorrow, so and also I'm on Twitter as calms mention and I block under that same constantly dot com girls have engineers. That's true. I have engineers, unplug dot com as well. And now sixty second Tech, the short first on the popcorn version >> and I. J. Troia on Twitter and tech reckoning dot com. I went inside. >> Hey, Amy, John. Thanks so much. We We love taking the podcast. Inception. Sile inside the Cube. Look forward to seeing you lost events connecting with the community and everybody. Definitely check out their stuff. I'm at stew on Twitter with yvonne dot org's is where most of my articles go, and, of course, silicon angled on TV is where you can find all the video. Thanks for joining us. We will be back with the rest of DMC world covered.

>> wait. >> Okay, We're back. We are in Cambridge, Massachusetts. This is Dave Volante. I'm here with Jeff Kelly. Where with Wicked Bond. This is the Cube Silicon Angles production. We're here at the Mighty Information Quality Symposium in the heart of database design and development. We've had some great guests on Scott Hauser is here. He's the head of marketing at Adapt Company that we've introduced to our community. You know, quite some time ago, Um, really bringing multiple channels into the Duke Duke ecosystem and helping make sense out of all this data bringing insights to this data. Scott, welcome back to the Cube. >> Thanks for having me. It's good to be here. >> So this this notion of data quality, the reason why we asked you to be on here today is because first of all, you're a practitioner. Umm, you've been in the data warehousing world for a long, long time. So you've struggled with this issue? Um, people here today, uh, really from the world of Hey, we've been doing big data for a long time. This whole big data theme is nothing new to us. Sure, but there's a lot knew. Um, and so take us back to your days as a zoo. A data practitioner. Uh, data warehousing, business intelligence. What were some of the data quality issues that you faced and how did you deal with him? So >> I think a couple of points to raise in that area are no. One of things that we like to do is try and triangulate on user to engage them. And every channel we wanted to go and bring into the fold, creating unique dimension of how do we validate that this is the same person, right? Because each channel that you engage with has potentially different requirements of, um, user accreditation or, ah, guarantee of, you know, single user fuel. That's why I think the Holy Grail used to be in a lot of ways, like single sign on our way to triangulate across the spirit systems, one common identity or person to make that world simple. I don't think that's a reality in the in the sense that when you look at, um, a product provider or solution provider and a customer that's external, write those those two worlds Avery spirit and there was a lot of channels and pitch it potentially even third party means that I might want to engage this individual by. And every time I want to bring another one of those channels online, it further complicates. Validating who? That person eighty. >> Okay, so So when you were doing your data warehouse thing again as an I t practitioner, Um, you have you You try to expand the channels, but every time he did that and complex if I hide the data source So how did you deal with that problem? So just create another database and stole five Everything well, >> unfortunately, absolutely creates us this notion of islands of information throughout the enterprise. Because, as you mentioned, you know, we define a schema effectively a new place, Um, data elements into that schema of how you identified how you engage in and how you rate that person's behaviors or engagement, etcetera. And I think what you'd see is, as you'd bring on new sources that timeto actually emerge those things together wasn't in the order of days or weeks. It's on months and years. And so, with every new channel that became interesting, you further complicate the problem and effectively, What you do is, you know, creating these pools of information on you. Take extracts and you try and do something to munch the data and put in a place where you give access to an analyst to say, Okay, here's it. Another, um, Sample said a day to try and figure out of these things. Align and you try and create effectively a new schema that includes all the additional day that we just added. >> So it's interesting because again, one of the themes that we've been hearing a lot of this conference and hear it a lot in many conferences, not the technology. It's the people in process around the technology. That's certainly any person person would agree with that. But at the same time, the technology historically has been problematic, particularly data. Warehouse technology has been challenging you. So you've had toe keep databases relatively small and despair, and you had to build business processes around those that's right a basis. So you've not only got, you know, deficient technology, if you will, no offense, toe data, warehousing friends, but you've got ah, process creep that's actually fair. That's occurred, and >> I think you know what is happening is it's one of the things that's led to sort of the the revolution it's occurring in the market right now about you know, whether it's the new ecosystem or all the tangential technologies around that. Because what what's bound not some technology issues in the past has been the schema right. As important as that is because it gives people a very easy way to interact with the data. It also creates significant challenges when you want to bring on these unique sources of information. Because, you know, as you look at things that have happened over the last decade, the engagement process for either a consumer, a prospect or customer have changed pretty dramatically, and they don't all have the same stringent requirements about providing information to become engaged that way. So I think where the schema has, you know, has value you obviously, in the enterprise, it also has a lot of, um, historical challenges that brings along with >> us. So this jump movement is very disruptive to the traditional market spaces. Many folks say it isn't traditional guy, say, say it isn't but clearly is, particularly as you go Omni Channel. I threw that word out earlier on the channels of discussion that we had a dupe summit myself. John Ferrier, Hobby lobby meta and as your and this is something that you guys are doing that bringing in data to allow your customers to go Omni Channel. As you do that, you start again. Increase the complexity of the corpus of data at the same time. A lot of a lot of times into do you hear about scheme alight ski, but less so how do you reconcile the Omni Channel? The scheme of less It's their scheme alight. And the data quality >> problems, Yes, I think for, you know, particular speaking about adapt one of things that we do is we give customers the ability to take and effectively dump all that data into one common repository that is HD if s and do and leverage some of those open source tools and even their own, you know, inventions, if you will, you know, with m R code pig, whatever, and allow them to effectively normalized data through it orations and to do and then push that into tables effectively that now we can give access to the sequel interface. Right? So I think for us the abilities you're absolutely right. The more channels. You, Khun, give access to write. So this concept of anomie channel where Irrespective of what way we engaged with a customer what way? They touch us in some way. Being able to provide those dimensions of data in one common repository gives the marketeer, if you will, an incredible flexibility and insights that were previous, Who'd be discoverable >> assuming that data qualities this scene >> right of all these So so that that was gonna be my question. So what did the data quality implications of using something like HD FSB. You're essentially scheme unless you're just dumping data and essentially have a raw format and and it's raw format. So now you've gotto reconcile all these different types of data from different sources on build out that kind of single view of a customer of a product, Whatever, whatever is yours. You're right. >> So how do you go >> about doing that in that kind of scenario? So I think the repository in Hindu breach defense himself gives you that one common ground toa workin because you've got, you know, no implications of schema or any other preconceived notions about how you're going toe to toe massage weight if you will, And it's about applying logic and looking for those universal ides. There are a bunch of tools around that are focused on this, but applying those tools and it means that doesn't, um, handy captain from the start by predisposing them to some structure. And you want them to decipher or call out that through whether it's began homegrown type scripts, tools that might be upstairs here and then effectively normalizing the data and moving it into some structure where you can interact with it on in a meaningful way. So that really the kind the old way of trying to bring, you know, snippets of the data from different sources into ah, yet another database where you've got a play structure that takes time, months and years in some cases. And so Duke really allows you to speed up that process significantly by basically eliminating that that part of the equation. Yeah, I think there's and there's a bunch of dimensions we could talk about things like even like pricing exercises, right quality of triangulating on what that pricing should be per product for geography, for engagement, etcetera. I think you see that a lot of those types of work. Let's have transitioned from, you know, mainframe type environments, environments of legacy to the Duke ecosystem. And we've seen cases where people talk about they're going from eight month, you know, exercises to a week. And I think that's where the value of this ecosystem in you know, the commodity scalability really provides you with flexibility. That was just previously you unachievable. >> So could you provide some examples either >> you know, your own from your own career or from some customers you're seeing in terms of the data quality implications of the type of work they're doing. So one of our kind of *** is that you know the data quality measures required for any given, uh, use case various, in some cases, depending on the type of case. You know, in depending on the speed that you need, the analysis done, uh, the type of data quality or the level data qualities going is going to marry. Are you seeing that? And if >> so, can you give some examples of the different >> types of way data quality Gonna manifest itself in a big data were close. Sure. So I think that's absolutely fair. And you know. Obviously there's there's gonna be some trade off between accuracy and performance, right? And so you have to create some sort of confidence coefficient part, if you will, that you know, within some degree of probability this is good enough, right? And there's got to be some sort of balance between that actor Jerseyan time Um, some of the things that you know I've seen a lot of customers being interested in is it is a sort of market emerging around providing tools for authenticity of engagement. So it's an example. You know, I may be a large brand, and I have very, um, open channels that I engage somebody with my B e mail might be some Web portal, etcetera, and there's a lot of fishing that goes on out there, right? And so people fishing for whether it's brands and misrepresenting themselves etcetera. And there's a lot of, you know, desire to try and triangulate on data quality of who is effectively positioned themselves as me, who's really not me and being able to sort of, you know, take a cybersecurity spin and started to block those things down and alleviate those sort of nefarious activities. So We've seen a lot of people using our tool to effectively understand and be able to pinpoint those activities based upon behavior's based upon, um, out liars and looking at examples of where the engagement's coming from that aren't authentic if that >> makes you feel any somewhat nebulous but right. So using >> analytics essentially to determine the authenticity of a person of intensity, of an engagement rather than taking more rather than kind of looking at the data itself using pattern detection to determine. But it also taking, you know, there's a bunch of, um, there's a bunch of raw data that exists out there that needs you when you put it together again. Back to this notion of this sort of, you know, landing zone, if you will, or Data Lake or whatever you wanna call it. You know, putting all of this this data into one repository where now I can start to do you know, analytics against it without any sort of pre determined schema. And start to understand, you know, are these people who are purporting to be, you know, firm X y Z are there really from X y Z? And if they're not, where these things originating and how, when we start to put filters or things in place to alleviate those sort of and that could apply, it sounds like to certainly private industry. But, I mean, >> it sounds like >> something you know, government would be very interested in terms ofthe, you know, in the news about different foreign countries potentially being the source of attacks on U. S. Corporations are part of the, uh, part of our infrastructure and trying to determine where that's coming from and who these people are. And >> of course, people were trying to get >> complicated because they're trying to cover up their tracks, right? Certainly. But I think that the most important thing in this context is it's not necessarily about being able to look at it after the fact, but it's being able to look at a set of conditions that occur before these things happen and identify those conditions and put controls in place to alleviate the action from taking place. I think that's where when you look at what is happening from now an acceleration of these models and from an acceleration of the quality of the data gathering being able to put those things into place and put effective controls in place beforehand is changing. You know the loss prevention side of the business and in this one example. But you're absolutely right. From from what I see and from what our customers were doing, it is, you know, it's multi dimensional in that you know this cyber security. That's one example. There's pricing that could be another example. There's engagements from, ah, final analysis or conversion ratio that could be yet another example. So I think you're right in it and that it is ubiquitous. >> So when you think about the historical role of the well historical we had Stewart on earlier, he was saying, the first known chief data officer we could find was two thousand three. So I guess that gives us a decade of history. But if you look back at the hole, I mean data quality. We've been talking about that for many, many decades. So if you think about the traditional or role of an organization, trying tio achieved data quality, single version of the truth, information, quality, information value and you inject it with this destruction of a dupe that to me anyway, that whole notion of data quality is changing because in certain use, cases inference just fine. Um, in false positives are great. Who cares? That's right. Now analyzing Twitter data from some cases and others like healthcare and financial services. It's it's critical. But so how do you see the notion of data quality evolving and adapting to this >> new world? Well, I think one of these you mentioned about this, you know, this single version of the truth was something that was, you know, when I was on the other side of the table, >> they were beating you over the head waken Do this, We >> can do this, and it's It's something that it sounds great on paper. But when you look at the practical implications of trying to do it in a very finite or stringent controlled way, it's not practical for the business >> because you're saying that the portions of your data that you can give a single version of the truth on our so small because of the elapsed time That's right. I think there's that >> dimension. But there's also this element of time, right and the time that it takes to define something that could be that rigid and the structure months. It's months, and by that time a lot of the innovations that business is trying to >> accomplish. The eyes have changed. The initiatives has changed. Yeah, you lost the sale. Hey, but we got the data. It would look here. Yeah, I think that's your >> right. And I think that's what's evolving. I think there's this idea that you know what Let's fail fast and let's do a lot of it. Orations and the flexibility it's being provided out in that ecosystem today gives people an opportunity. Teo iterated failed fast, and you write that you set some sort of, you know confidence in that for this particular application. We're happy with you in a percent confidence. Go fish. You are something a little >> bit, but it's good enough. So having said that now, what can we learn from the traditional date? A quality, you know, chief data officer, practitioners, those who've been very dogmatic, particularly in certain it is what can we learn from them and take into this >> new war? I think from my point of view on what my experience has always been is that those individuals have an unparalleled command of the business and have an appreciation for the end goal that the business is trying to accomplish. And it's taking that instinct that knowledge and applying that to the emergence of what's happening in the technology world and bringing those two things together. I think it's It's not so much as you know, there's a practical application in that sense of Okay, here's the technology options that we have to do these, you know, these desired you engaged father again. It's the pricing engagement, the cyber security or whatever. It's more. How could we accelerate what the business is trying to accomplish and applying this? You know, this technology that's out there to the business problem. I think in a lot of ways, you know, in the past it's always been here. But this really need technology. How can I make it that somewhere? And now I think those folks bring a lot of relevance to the technology to say Hey, here's a problem. Trying to solve legacy methodologies haven't been effective. Haven't been timely. Haven't been, uh, scaleable. Whatever hock me. Apply what's happening. The market today to these problems. >> Um, you guys adapt in particular to me any way a good signal of the maturity model and with the maturity of a dupe, it's It's starting to grow up pretty rapidly, you know, See, due to two auto. And so where are we had? What do you see is the progression, Um, and where we're going. >> So, you know, I mentioned it it on the cue for the last time it So it and I said, I believe that you know who do busy operating system of big data. And I believe that, you know, there's a huge transition taking place that was there were some interesting response to that on Twitter and all the other channels, but I stand behind that. I think that's really what's happening. Lookit. You know what people are engaging us to do is really start to transition away from the legacy methodologies and they're looking at. He's not just lower cost alternatives, but also more flexibility. And we talked about, you know, its summit. The notion of that revenue curve right and cost takeouts great on one side of the coin, and I are one side of the defense here. But I think equally and even more importantly, is the change in the revenue curve and the insights that people they're finding because of these unique channels of the Omni Challenge you describe being able to. So look at all these dimensions have dated one. Unified place is really changing the way that they could go to market. They could engage consumers on DH that they could provide access to the analyst. Yeah. I mean, ultimately, that's the most >> we had. Stewart Madness con who's maybe got written textbooks on operating systems. We probably use them. I know I did. Maybe they were gone by the time you got there, but young, but the point being, you know, a dupe azan operating system. The notion of a platform is really it's changing dramatically. So, um, I think you're right on that. Okay. So what's what's next for you guys? Uh, we talked about, you know, customer attraction and proof points. You're working. All right on that. I know. Um, you guys got a great tech, amazing team. Um, what's next for >> you? So I think it's it's continuing toe. Look at the market in being flexible with the market around as the Hughes case is developed. So, you know, obviously is a startup We're focused in a couple of key areas where we see a lot of early adoption and a lot of pain around the problem that we can solve. But I think it's really about continuing to develop those use cases, um, and expanded the market to become more of a, you know, a holistic provider of Angelique Solutions on top of a >> house. Uh, how's Cambridge working out for you, right? I mean, the company moved up from the founders, moved up from New Haven and chose shows the East Coast shows cameras were obviously really happy about. That is East Coast people. You don't live there full time, but I might as well. So how's that working out talent pool? You know, the vibrancy of the community, the the you know, the young people that you're able to tap. So >> I see there's a bunch of dimensions around that one. It's hot. It's really, really hot >> in human, Yes, but it's been actually >> fantastic. And if you look it not just a town inside the team, but I think around the team. So if you look at our board right Jet Saxena. Chris Lynch, I've been very successful. The database community over decades of experience, you know, and getting folks like that onto the board fell. The Hardiman has been, you know, in this space as well for a long time. Having folks like that is, you know, advisors and providing guidance to the team. Absolutely incredible. Hack Reduce is a great facility where we do things like hackathons meet ups get the community together. So I think there's been a lot of positive inertia around the company just being here in Cambridge. But, you know, from AA development of resource or recruiting one of you. It's also been great because you've got some really exceptional database companies in this area, and history will show you like there's been a lot of success here, not only an incubating technology, but building real database companies. And, you know, we're on start up on the block that people are very interested in, and I think we show a lot of, you know, dynamics that are changing in the market and the way the markets moving. So the ability for us to recruit talent is exceptional, right? We've got a lot of great people to pick from. We've had a lot of people joined from no other previously very successful database companies. The team's growing, you know, significantly in the engineering space right now. Um, but I just you know, I can't say enough good things about the community. Hack, reduce and all the resource is that we get access to because we're here in Cambridge. >> Is the hacker deuces cool? So you guys are obviously leveraging that you do how to bring people into the Sohag produces essentially this. It's not an incubator. It's really more of a an idea cloud. It's a resource cloud really started by Fred Lan and Chris Lynch on DH. Essentially, people come in, they share ideas. You guys I know have hosted a number of how twos and and it's basically open. You know, we've done some stuff there. It's it's very cool. >> Yeah, you know, I think you know, it's even for us. It's also a great place to recruit, right. We made a lot of talented people there, and you know what? The university participation as well We get a lot of talent coming in, participate in these activities, and we do things that aren't just adapt related, that we've had people teach had obsessions and just sort of evangelize what's happening in the ecosystem around us. And like I said, it's just it's been a great resource pool to engage with. And, uh, I think it's been is beneficial to the community, as it has been to us. So very grateful for that. >> All right. Scott has always awesome. See, I knew you were going to have some good practitioner perspectives on data. Qualities really appreciate you stopping by. My pleasure. Thanks for having to see you. Take care. I keep right to everybody right back with our next guest. This is Dave a lot. They would. Jeff Kelly, this is the Cube. We're live here at the MIT Information Quality Symposium. We'LL be right back.