(upbeat music) >> Hello, friends. Welcome back to The Cube's live coverage of AWS re:Invent 2022. We're in Vegas. Lovely Las Vegas. Beautiful outside, although I have only seen outside today once, but very excited to be at re:Invent. We're hearing between 50,000 and 70,000 attendees and it's insane, but people are ready to be back. This morning's keynote by CEO Adam Selipsky was full of great messages, big focus on data, customers, partners, the ecosystem. So excited. And I'm very pleased to welcome back one of our alumni to the program, David Shacochis, VP Enterprise Portfolio Strategy Product Management at Lumen. David, welcome back. >> Lisa, good to be here. The Five Timers Club. >> You are in the Five Timers Club. This is David's fifth appearance on the show. And we were talking before we went live- >> Do we do the jacket now and do we do the jacket later? >> Yeah, the jacket will come later. >> Okay. >> The Five Timers Club, like on SNL. We're going to have that for The Cube. We'll get you measured up and get that all fitted for you. >> That'd be better. >> So talk a little bit about Lumen. 'Cause last time you hear it wasn't Lumen. >> We weren't Lumen last time. So this is the first time... last time we were here on The Cube at re:Invent. This was probably 2019 or so. We were a different company. The company was called CenturyLink back then. We rebranded in 2020 to really represent our identity as a delivery of...as a solutions provider over our fiber network. So Lumen is the corporate brand, the company name. It represents basically a lot of the fiber that's been laid throughout the world and in North America and in enterprise metropolitan areas over the past 10 to 15 years. You know, companies like CenturyLink and Quest and Level 3, all those companies have really rolled up into building that core asset of the network. So Lumen is really the brand for the 21st century for the company, really focused on delivering services for the enterprise and then delivering a lot of value added services around that core network asset. >> So rebranding during the pandemic, what's been the customer feedback and sentiment? >> Yeah, I think customers have really actually appreciated it as certainly a more technology oriented brand, right? Sort of shifting away a little bit from some of the communications and telecom background of the company and the heritage. And while those assets that were built up during that period of time have been substantial, and we still build off of those assets going forward, really what a lot of the customer feedback has been is that it puts us in a posture to be a little bit more of a business solutions provider for customers, right? So there's a lot of things that we can do with that core network asset, the fiber networking a lot of the services that we launch on that in terms of public IP, you know, public internet capacity, private networking, private VPNs, VoIP and voice services. These are services that you'd expect from a company like that. But there's a lot of services inside the Lumen brand that you might surprise you, right? There's an edge computing capability that can deliver five milliseconds of latency within 95% of North American enterprise. >> Wow. >> There's a threat detection lab that goes and takes all of the traffic flowing over the public side of our network and analyzes it in a data lake and turns it into threat intelligence that we then offer off to our customers on a subscription basis. There's a production house that goes and, you know, does production networking for major sports arenas and sports events. There's a wide range of services inside of Lumen that really what the Lumen brand allows us to do is start talking about what those services can do and what networking can do for our customers in the enterprise in a more comprehensive way. >> So good changes, big brand changes for Lumen in the last couple of years. Also, I mean, during a time of such turmoil in the world, we've seen work change dramatically. You know, everybody...companies had to pivot massively quickly a couple years ago. >> Yep. >> Almost approaching three years ago, which is crazy amazing to be digital because they had to be able to survive. >> They did >> Now they're looking at being able to thrive, but now we're also in this hybrid work environment. The future of work has changed. >> Totally. >> Almost permanently. >> Yep. >> How is Lumen positioned to address some of the permanent changes to the work environments? Like the last time we were at re:Invented- >> Yeah. >> In person. This didn't exist. >> That's right. So really, it's one of the things we talk to our customers almost the most about is this idea of the future of work. And, you know, we really think about the future of work as about, you know, workers and workloads and the networks that connect them. You think about how much all of those demands are shifting and changing, right? What we were talking about, and it's very easy for all of us to conceptualize what the changing face of the worker looks like, whether those are knowledge workers or frontline workers the venues in which people are working the environments and that connectivity, predictability of those work desk environments changes so significantly. But workloads are changing and, you know we're sitting here at a trade show that does nothing but celebrate the transformation of workloads. Workloads running in ways in business logic and capturing of data and analysis of data. The changing methodologies and the changing formats of workloads, and then the changing venues for workloads. So workloads are running in places that never used to be data centers before. Workloads are running in interesting places and in different and challenging locations for what didn't used to be the data center. And so, you know, the workloads and the workloads are in a very dynamic situation. And the networks that connect them have to be dynamic, and they have to be flexible. And that's really why a lot of what Lumen invests in is working on the networks that connect workers and workloads both from a visibility and a managed services perspective to make sure that we're removing blind spots and then removing potential choke points and capacity issues, but then also being adaptable and dynamic enough to be able to go and reconfigure that network to reach all of the different places that, you know, workers and workloads are going to evolve into. What you'll find in a lot of cases, you know, the workers...a common scenario in the enterprise. A 500 person company with, you know, five offices and maybe one major facility. You know, that's now a 505 office company. >> Right. >> Right? The challenge of the network and the challenge of connecting workers and workloads is really one of the main conversations we have with our customers heading into this 21st century. >> What are some of the things that they're looking forward to in terms of embracing the future of work knowing this is probably how it's going to remain? >> Yeah, I think companies are really starting to experiment carefully and start to think about what they can do and certainly think about what they can do in the cloud with things like what the AWS platform allows them to do with some of the AWS abstractions and the AWS services allow them to start writing software for, and they're starting to really carefully, but very creatively and reach out into their you know, their base of enterprise data, their base of enterprise value to start running some experiments. We actually had a really interesting example of that in a session that Lumen shared here at re:Invent yesterday. You know, for the few hundred people that were there. You know, I think we got a lot of great feedback. It was really interesting session about the...really gets at this issue of the future of work and the changing ways that people are working. It actually was a really cool use case we worked on with Major League Baseball, Fox Sports, and AWS with the... using the Lumen network to essentially virtualize the production truck. Right? So you've all heard that, you know, the sports metaphor of, you know, the folks in the booth were sitting there started looking down and they're saying, oh great job by the guys or the gals in the truck. >> Yep. >> Right? That are, you know, that bring in that replay or great camera angle. They're always talking about the team and their production truck. Well, that production truck is literally a truck sitting outside the stadium. >> Yep. >> Full of electronics and software and gear. We were able to go and for a Major League Baseball game in...back in August, we were able to go and work with AWS, using the Lumen network, working with our partners and our customers at Fox Sports and virtualize all of that gear inside the truck. >> Wow. That's outstanding. >> Yep. So it was a live game. You know, they simulcast it, right? So, you know, we did our part of the broadcast and many hundreds of people, you know, saw that live broadcast was the first time they tried doing it. But, you know, to your point, what are enterprises doing? They're really starting to experiment, sort to push the envelope, right? They're kind of running things in new ways, you know, obviously hedging their bets, right? And sort of moving their way and sort of blue-green testing their way into the future by trying things out. But, you know, this is a massive revenue opportunity for a Major League Baseball game. You know, a premier, you know, Sunday night baseball contest between the Yankees and the Cardinals. We were able to go and take the entire truck, virtualize it down to a small rack of connectivity gear. Basically have that production network run over redundant fiber paths on the Lumen network up into AWS. And AWS is where all that software worked. The technical director of the show sitting in his office in North Carolina. >> Wow. >> The sound engineer is sitting in, you know, on his porch in Connecticut. Right? They were able to go and do the work of production anywhere while connected to AWS and then using the Lumen network, right? You know, the high powered capabilities of Lumens network underlay to be able to, you know, go and design a network topology and a worked topology that really wasn't possible before. >> Right. It's nice to hear, to your point, that customers are really embracing experimentation. >> Right. >> That's challenging to, obviously there was a big massive forcing function a couple of years ago where they didn't have a choice if they wanted to survive and eventually succeed and grow. >> Yeah. >> But the mindset of experimentation requires cultural change and that's a hard thing to do especially for I would think legacy organizations like Major League Baseball, but it sounds like they have the appetite. >> Yeah. They have the interest. >> They've been a fairly innovative organization for some time. But, you know, you're right. That idea of experimenting and that idea of trying out new things. Many people have observed, right? It's that forcing function of the pandemic that really drove a lot of organizations to go and make a lot of moves really quickly. And then they realized, oh, wait a minute. You know... I guess there's some sort of storytelling metaphor in there at some point of people realizing, oh wait, I can swim in these waters, right? I can do this. And so now they're starting to experiment and push the envelope even more using platforms like AWS, but then using a lot of the folks in the AWS partner network like Lumen, who are designing and sort of similarly inspired to deliver, you know, on demand and virtualized and dynamic capabilities within the core of our network and then within the services that our network can and the ways that our network connects to AWS. All of that experimentation now is possible because a lot of the things you need to do to try out the experiment are things you can get on demand and you can kind of pat, you can move back, you can learn. You can try new things and you can evolve. >> Right. >> Yep. >> Right. Absolutely. What are some of the things that you're excited about as, you know, here was this forcing function a couple years ago, we're coming out of that now, but the world has changed. The future of work as you are so brilliantly articulated has changed permanently. What are you excited about in terms of Lumen and AWS going forward? As we saw a lot of announcements this morning, big focus on data, vision of AWS is really that flywheel with Adams Selipsky is really, really going. What are you excited about going forward into 2023? >> Yeah, I mean we've been working with AWS for so long and have been critical partners for so long that, you know, I think a lot of it is continuation of a lot of the great work we've been doing. We've been investing in our own capabilities around the AWS partner network. You know, we're actually in a fairly unique position, you know, and we like to think that we're that unique position around the future of work where between workers, workloads and the networks that connect them. Our fingers are on a lot of those pulse points, right? Our fingers are on at really at the nexus of a lot of those dynamics. And our investment with AWS even puts us even more so in a position to go where a lot of the workloads are being transformed, right? So that's why, you know, we've invested in being one of the few network operators that is in the AWS partner network at the advanced tier that have the managed services competency, that have the migration competency and the network competency. You can count on one hand the number of network operators that have actually invested at that level with AWS. And there's an even smaller number that is, you know, based here in the United States. So, you know, I think that investment with AWS, investment in their partner programs and then investment co-innovation with AWS on things like that MLB use case really puts us in a position to keep on doing these kinds of things within the AWS partner network. And that's one of the biggest things we could possibly be excited about. >> So what does the go to market look like? Is it Lumen goes in, brings in AWS, vice versa? Both? >> Yeah, so a lot of being a member of the AWS partner network you have a lot of flexibility. You know, we have a lot of customers that are, you know, directly working with AWS. We have a lot of customers that would basically look to us to deliver the solution and, you know, and buy it all as a complete turnkey capability. So we have customers that do both. We have customers that, you know, just look to Lumen for the Lumen adjacent services and then pay, you know, pay a separate bill with AWS. So there's a lot of flexibility in the partner network in terms of what Lumen can deliver as a service, Lumen can deliver as a complete solution and then what parts of its with AWS and their platform factors into on an on-demand usage basis. >> And that would all be determined I imagine by what the customer really needs in their environment? >> Yeah, and sort of their own cloud strategy. There's a lot of customers who are all in on AWS and are really trying to driving and innovating and using some of the higher level services inside the AWS platform. And then there are customers who kind of looked at AWS as one of a few cloud platforms that they want to work with. The Lumen network is compatible and connected to all of them and our services teams are, you know, have the ability to go and let customers sort of take on whatever cloud posture they need. But if they are all in on AWS, there's, you know. Not many networks better to be on than Lumen in order to enable that. >> With that said, last question for you is if you had a bumper sticker or a billboard. Lumen's rebranded since we last saw you. What would that tagline or that phrase of impact be on that bumper sticker? >> Yeah, I'd get in a lot of trouble with our marketing team if I didn't give the actual bumper sticker for the company. But we really think of ourselves as the platform for amazing things. The fourth industrial revolution, everything going on in terms of the future of work, in terms of the future of industrial innovation, in terms of all the data that's being gathered. You know, Adam in the keynote this morning really went into a lot of detail on, you know, the depth of data and the mystery of data and how to harness it all and wrangle it all. It requires a lot of networking and a lot of connectivity. You know, for us to acquire, analyze and act on all that data and Lumen's platform for amazing things really helps forge that path forward to that fourth industrial revolution along with great partners like AWS. >> Outstanding. David, it's been such a pleasure having you back on The Cube. We'll get you fitted for that five timers club jacket. >> It sounds good. (Lisa laughs) >> I'll be back. >> Thanks so much for your insights and your time and well done with what you guys are doing at Lumen and AWS. >> Thanks Lisa. >> For David Shacochis, I'm Lisa Martin. You've been watching The Cube hopefully all day. This is our first full day of coverage at AWS re:Invent '22. Stick around. We'll be back tomorrow, and we know we're going to see you then. Have a great night. (upbeat music)

>>Welcome back to the aria in Las Vegas, Dave Valante with Dave Nicholson, Falcon 22, the Cube's continuous coverage. Sean Henry is here. He's the president of the services division and he's the chief security officer at CrowdStrike. And he's joined by Kevin mania, CEO of Mandy. Now part of Google Jens. Welcome to the cube. Thank you. Congrats on closing the Google deal. Thank you. That's great. New chapter, >>New >>Chapter coming fresh off the keynote, you and George. I really en enjoyed that. Let's start there. One of the things you talked about was the changes you've been, you've been in this business for a while. I think you were talking about, you know, doing some of these early stuff in the nineties. Wow. Things have changed a lot the queen, right? Right. You used to put the perimeter around the queen. Yeah. Build the Mo the Queen's left or castle new ballgame. But you were talking about the board level knowledge of security in the organization. Talk about that change. That's occurred in the last >>Decade. You know, boards are all about governance, right? Making sure everybody's doing the right things. And they've kind of had a haul pass on cybersecurity for a long time. Like we expect them to be great at financial diligence, they understand the financials of an organization. You're gonna see a maturity, I think in cybersecurity where I think board members all know, Hey, there's risk out there. And we're on our own to kind of defend ourselves from it, but they don't know how to quantify it. And they don't know how to express it. So bottom line boards are interested in cyber and we just have to mature as an industry to give them the tools they need to measure it appropriately. >>Sean, one of the things I wanted to ask you. So Steven Schmidt, I noticed changed his title from CISOs chief inf information security officer, the chief security officer. Your title is chief security officer. Is that a nuance that has meaning to you or is it just less acronym? >>It depends on the organization that you're in, in our organization, the chief security officer owns all risks. So I have a CISO that comes underneath me. Yep. And I've got a security folks that are handling our facilities, our personnel, those sorts of things, all, all of our offices around the globe. So it's all things security. One of the things that we've found and Kevin and I were actually talking about this earlier is this intersection between the physical world and the virtual world. And if you've got adversaries that want gain access to your organization, they might do it remotely by trying to hack into your network. But they also might try to get one of your employees to take an action on their behalf, or they might try to get somebody hired into your company to take some nefarious acts. So from a security perspective, it's about building an envelope around all things valuable and then working it in a collaborative way. So there's a lot of interface, a lot of interaction and a lot of value in putting those things together. And, >>And you're also president of the services division. Is that a P and L role or >>It is, we have a it's P P O P and L. And we have an entire organization that's doing incident response and it's a lot of the work that we're doing with, with Kevin's folks now. So I've got both of those hats today. >>Okay. So self-funded so in a way, okay. Where are companies most at risk today? >>Huh? You wanna go on that one first? Sean, you talk fast than me. So it's bigger bang for the buck. If >>You >>Talk, you know, when I, when I think about, about companies in terms of, of their risk, it's a lot of it has to do with the expansion of the network. Companies are adding new applications, new devices, they're expanding into new areas. There are new technologies that are being developed every day and that are being embraced every day. And all of those technologies, all of those applications, all of that hardware is susceptible to attack. Adversaries are looking for the vulnerabilities they can exploit. And I think just kind of that sprawl is something that is, is disconcerting to me from a security perspective, we need to know where our assets are, where the vulnerabilities lie, how do we plug the holes? And having that visibility is really critical to ensure that you're you're in, involved in mitigating that, that new architecture, >>Anything you >>Did. Yeah. I would like when I, so I can just tell you what I'm hearing from CISOs out there. They're worried about identity, the lateral movement. That's been kind of part of every impactful breach. So in identity's kind of top three of mind, I would say zero trust, whatever that means. And we all have our own definitions of migration to zero trust and supply chain risk. You know, whether they're the supplier, they wanna make sure they can prove to their customers, they have great security practices. Or if they're a consumer of a supply chain, you need to understand who's in their supply chain. What are their dependencies? How secure are they? Those are just three topics that come up all the time. >>As we extend, you know, talking about XDR the X being extend. Do you see physical security as something that's being extended into? Or is it, or is it already kind of readily accepted that physical security goes hand in hand with information security? >>I, I don't think a lot of people think that way there certainly are some and Dave mentions Amazon and Steve Schmidt as a CSO, right? There's a CSO that works for him as well. CJ's clear integration. There's an intelligence component to that. And I think that there are certain organizations that are starting to recognize and understand that when we say there's no real perimeter, it, it expands the network expands into the physical space. And if you're not protecting that, you know, if you don't protect the, the server room and somebody can actually walk in the doors unlocked, you've got a vulnerability that might be exploited. So I think to, to recognize the value of that integration from a security perspective, to be holistic and for organizations to adopt a security first philosophy that all the employees recognize they're, they're the, the first line of defense. Oftentimes not just from a fish, but by somebody catching up with them and handing 'em a thumb drive, Hey, can you take a look at this document? For me, that's a potential vulnerability as well. So those things need to be integrated. >>I thought the most interesting part of the keynote this morning is when George asked you about election security and you immediately went to the election infrastructure. I was like, yeah. Okay. Yeah. But then I was so happy to hear you. You went to the disinformation, I learned something there about your monitoring, the network effects. Sure. And, and actually there's a career stream around that. Right. The reason I had so years ago I interviewed was like, this was 2016, Robert Gates. Okay. Former defense. And I, I said, yeah, but don't we have the best cyber can't we go on the offense. He said, wait a minute, we have the most to lose. Right. But, but you gave an example where you can identify the bots. Like let's say there's disinformation out there. You could actually use bots in a positive way to disseminate the, the truth in theory. Good. Is, is that something that's actually happening >>Out there? Well, I think we're all still learning. You know, you can have deep fakes, both audible files or visual files, right. And images. And there's no question. The next generation, you do have to professionalize the news that you consume. And we're probably gonna have to professionalize the other side critical thinking because we are a marketplace of ideas in an open society. And it's hard to tell where's the line between someone's opinion and intentional deception, you know, and sometimes it could be the source, a foreign threat, trying to influence the hearts and minds of citizens, but there's gonna be an internal threat or domestic threat as well to people that have certain ideas and concepts that they're zealots about. >>Is it enough to, is it enough to simply expose where the information is coming from? Because, you know, look, I, I could make the case that the red Sox, right. Or a horrible baseball team, and you should never go to Fenway >>And your Yankees Jersey. >>Right. Right. So is that disinformation, is that misinformation? He'd say yes. Someone else would say no, but it would be good to know that a thousand bots from some troll farm, right. Are behind us. >>There's, it's helpful to know if something can be tied to identity or is totally anonymous. Start just there. Yeah. Yeah. You can still protect the identity over time. I think all of us, if you're gonna trust the source, you actually know the source. Right. So I do believe, and, and by the way, much longer conversation about anonymity versus privacy and then trust, right. And all three, you could spend this whole interview on, but we have to have a trustworthy internet as well. And that's not just in the tech and the security of it, but over time it could very well be how we're being manipulated as citizens and people. >>When you guys talk to customers and, and peers, when somebody gets breached, what's the number one thing that you hear that they wished they'd done that they didn't. >>I think we talked about this earlier, and I think identity is something that we're talking about here. How are you, how are you protecting your assets? How do you know who's authorized to have access? How do you contain the, the access that they have? And the, the area we see with, with these malware free attacks, where adversaries are using the existing capabilities, the operating system to move laterally through the network. I mean, Kevin's folks, my folks, when we respond to an incident, it's about looking at that lateral movement to try and get a full understanding of where the adversary's been, where they're going, what they're doing, and to try to, to find a root cause analysis. And it really is a, a critical part. >>So part of the reason I was asking you about, was it a P and L cuz you, you wear two hats, right? You've got revenue generation on one side and then you've got you protect, you know, the company and you've got peer relationships. So the reason I bring this up is I felt like when stucks net occurred, there was a lot of lip service around, Hey, we, as an industry are gonna work together. And then what you saw was a lot of attempts to monetize, you know, private data, sell private reports and things of that nature you were referencing today, Kevin, that you think the industry's doing a much better job of, of collaboration. Is it, can you talk about that and maybe give some examples? >>Absolutely. I mean, you know, I lived through it as a victim of a breach couple years ago. If you see something new and novel, I, I just can't imagine you getting away with keeping it a secret. I mean, I would even go, what are you doing? Harboring that if you have it, that doesn't mean you tell the whole world, you don't come on your show and say, Hey, we got something new novel, everybody panic, you start contacting the people that are most germane to fixing the problem before you tell the world. So if I see something that's new in novel, certainly con Sean and the team at CrowdStrike saying, Hey, there's because they protect so many endpoints and they defend nations and you gotta get to Microsoft. You have to talk to pan. You have to get to the companies that have a large capability to do shields up. And I think you do that immediately. You can't sit on new and novel. You get to the vendor where the vulnerability is, all these things have to happen at a great rate to speak. >>So you guys probably won't comment, but I'm betting dollars to donuts. This Uber lapses hack you guys knew about. >>I turned to you. >>No comment. I'm guessing. I'm guessing that the, that wasn't novel. My point being, let me, let me ask it in a more generic fashion that you can maybe comment you you're. I think you're my, my inference is we're com the industry is compressing the time between a zero day and a fix. Absolutely. Absolutely. Like dramatically. >>Yes. Oh, awareness of it and AIX. Yes. Yeah. >>Okay. Yeah. And a lot of the hacks that we see as lay people in the media you've known about for quite some time, is that fair or no, not necessarily. >>It's, you know, it's harder to handle an intrusion quietly and discreetly these days, especially with what you're up against and, and most CEOs, by the way, their intent isn't, let's handle it quietly and discreetly it's what do we do about it? And what's the right way to handle it. And they wanna inform their customers and they wanna inform people that might be impacted. I wouldn't say we know it all that far ahead of time >>And, and depends. And, and I, I think companies don't know it. Yeah. Companies don't know they've been breached for weeks or months or years in some cases. Right. Which talks about a couple things, first of all, some of the sophistication of the adversaries, but it also talks about the inability of companies to often detect this type of activity when we're brought in. It's typically very quickly after the company finds out because they recognize they've gotta take action. They've got liability, they've got brand protection. There, whole sorts of, of things they need to take care of. And we're brought in it may or may not be, become public, but >>CrowdStrike was founded on the premise that the unstoppable breach is a myth. Now that's a, that's a bold sort of vision. We're not there yet, obviously. And a and a, and a, a CSO can't, you know, accept that. Right. You've gotta always be vigilant, but is that something that is, that we're gonna actually see manifest, you know, in any, any time in the near term? I mean, thinking about the Falcon platform, you guys are users of that. I don't know if that is part of the answer, but part of it's technology, but without the cultural aspects, the people side of things, you're never gonna get there. >>I can tell you, I started Maning in 2004 at the premise security breaches are inevitable, far less marketable. Yeah. You know, stop breaches. >>So >>Yeah. I, I think you have to learn how to manage this, right? It's like healthcare, you're not gonna stop every disease, but there's a lot of things that you can do to mitigate the consequences of those things. The same thing with network security, there's a lot of actions that organizations can take to help protect them in a way that allows them to live and, and operate in a, in a, a strong position. If companies are lackadaisical that irresponsible, they don't care. Those are companies that are gonna suffer. But I think you can manage this if you're using the right technology, the right people, you've got the right philosophy security first >>In, in the culture. >>Well, I can tell you very quickly, three reasons why people think, why is there an intrusion? It should just go away. Well, wherever money goes, crime follows. We still have crime. So you're still gonna have intrusions, whether it has to be someone on the inside or faulty software and people being paid the right faulty software, you're gonna have war. That's gonna create war in the cyber domain. So information warriors are gonna try to have intrusions to get to command and control. So wherever you have command and control, you'll have a war fighter. And then wherever you have information, you have ESP Espino. So you're gonna have people trying to break in at all times. >>And, and to tie that up because everything Kevin said is absolutely right. And what he just said at the very end was people, there are human beings that are on the other side of every single attack. And think about this until you physically get physically get to the people that are doing it and stop them. Yes, this will go on forever because you can block them, but they're gonna move and you can block them again. They're gonna move their objectives. Don't change because the information you have, whether it's financial information, intellectual property, strategic military information, that's still there. They will always come at it, which is where that physical component comes in. If you're able to block well enough and they can't get you remotely, they might send somebody in. Well, >>I, in the keynote, I, I'm not kidding. I'm looking around the room and I'm thinking there's at least one person here that is here primarily to gather intelligence, to help them defeat. What's being talked about here. >>Well, you said it's, >>It's kind >>Of creepy. You said the adversary is, is very well equipped and motivated. Why do you Rob banks? Well, that's where the money is, but it's more than that. Now with state sponsored terrorism and, you know, exfiltration of state secrets, I mean, there's, it's high stake's games. You got, this >>Has become a tool of nation states in terms from a political perspective, from a military perspective, if you look at what happened with Ukraine and Russia, all the work that was done in advanced by the Russians to soften up the Ukrainians, not just collection of intelligence, not just denial of services, but then disruptive attacks to change the entire complexity of the battlefield. This, this is a, an area that's never going away. It's becoming ingrained in our lives. And it's gonna be utilized for nefarious acts for many, many decades to come. >>I mean, you're right, Sean, we're seeing the future of war right before us is, is there's. There is going to be, there is a cyber component now in war, >>I think it signals the cyber component signals the silent intention of nations period, the silent projection of power probably before you see kinetics. >>And this is where gates says we have a lot more to lose as a country. So it's hard for us to go on the offense. We have to be very careful about our offensive capabilities because >>Of one of the things that, that we do need to, to do though, is we need to define what the red lines are to adversaries. Because when you talk about human beings, you've gotta put a deterrent in place so that if the adversaries know that if you cross this line, this is what the response is going to be. It's the way things were done during nuclear proliferation, right? Right. During the cold war, here's what the actions are gonna be. It's gonna be, it's gonna be mutual destruction and you can't do it. And we didn't have a nuclear war. We're at a point now where adversaries are pushing the envelope constantly, where they're turning off the lights in certain countries where they're taking actions that are, are quite detrimental to the host governments and those red lines have to be very clear, very clearly defined and acted upon if they're >>Crossed as security experts. Can you always tie that signature back to say a particular country or a particular group? >>Absolutely. 100% every >>Time I know. Yeah. No, it it's. It's a great question. You, you need to get attribution right. To get to deterrence, right. And without attribution, where do you proportionate respond to whatever act you're responding to? So attribution's critical. Both our companies work hard at doing it and it, and that's why I think you're not gonna see too many false flag operations in cyberspace, but when you do and they're well crafted or one nation masquerades is another, it, it, it's one of the last rules of the playground I haven't seen broken yet. And that that'll be an unfortunate day. >>Yeah. Because that mutually assure destruction, a death spot like Putin can say, well, it wasn't wasn't me. Right. So, and ironically, >>It's human intelligence, right. That ultimately is gonna be the only way to uncover >>That human intelligence is a big component. >>For sure. Right. And, and David, like when you go back to, you were referring to Robert Gates, it's the asymmetry of cyberspace, right? One person in one nation. That's not a control by asset could still do an act. And it, it just adds to the complexity of, we have attribution it's from that nation, but was it in order? Was it done on behalf of that nation? Very complicated. >>So this is an industry of superheroes. Thank you guys for all you do and appreciate you coming on the cube. Wow. >>I love your Cape. >>Thank all right. Keep it right there. Dave Nicholson and Dave ante be right back from Falcon 22 from the area you watching the cue.

>>Hello, welcome back to the cubes coverage of Monaco, crypto summit presented by digital bits. It's a conference where a lot of the people using digital bits and the industry coming together around the future of crypto in the applicates got a great guest garage, rod cot, founder, and CEO of an innovative company. Love this co I love this company, Luke mogul, Rob, thanks for coming on the queue. Appreciate it. Oh, >>Thank you for having >>Us. Yeah. So I checked out what you guys are doing. You've got the sports metaverse angle going on with super valuable, cuz sports is super entertaining. Uh, people are engaged. There's huge fan base, huge online now, digital convergence going on with the physical, you know, you see all kinds of sports betting going on now everything's going digital. There's a whole nother consumer experience going on with sports and the game is still the same on the, on the field or so to, or the court. That's correct. Yeah. Now it's going to digital take a minute to explain what you guys are working on. >>Yeah, so yes, we are building out a sports ERs where we are bringing athletes, whether they're NBA stars, NFL stars, w N B a many of those athletes into meows giving them the ownership of the entire, um, meows commerce along with gameplay. So that's something from our perspective, this, uh, this is something that we're focused on. We're building out stadiums. Athletes can own stadiums. Athlete can create their own training centers, media hubs. Um, and imagine Lisa, Leslie for example, is building out a woman leadership sports academy, right? We have Michael Cooper building out defensive academy. So those are all the brands. We have 174 NBA w N B stars. And, um, and we are building out this, >>The brand is the brand, is the platform that's correct. That's the trend we're seeing. And it's, it's also an extension of their reach in community. So there's, they can convert their star power and athlete with owner's approval. If they probably write it on to the contracts, he, they can imagine all the complications, but they bring that online and extend that energy and brand equity yep. To fans and social network. Yeah. >>And many of these athletes are tremendous successful in their web two careers, right? Yeah. Um, some are current athletes, some are former athletes, but they have built such a brand persona where people are following them on Instagram. For example, Carlos Boozer. He has like almost 6 million followers between Twitter and Instagram and those kind of brands are looking or how do I give back to the community? How do I engage with my community and web three? And especially with our platform, we are giving that power back to the players. >>So you guys got some big names booers on there. You mentioned Carlos Boozer. You mentioned that Lisa, Leslie others among others, Michael Cooper throw back to the old Lakers, uh, magic. Johnson's kind actually here in crypto. We just saw him in the lobbies and in dinner and the other night, um, at Nobu, um, you got a lot of NBA support. Take a take, take, even explain how you're working this angle. Uh, you got some great traction, uh, momentum. Um, you got great pedigree, riot games in your career. Uh, you kind of get the world, the tech world, the media world, as it comes together. What's the secret sauce here? Is it the NBA relationship combination of the team explained >>It's really focusing on what, uh, we are building on me was focusing on players first, right? So players are literally, we call our platform as, uh, owned by the players, made for the players. Uh, and engagement is really all done through the players, right? So that's our key sauce. And when we worked out with NBA, we, we are part of the NBA BPA acceleration program for 2022 that is funded by a six Z, uh, and, and many others. Um, and our partnership with league is very critical. So it's not only partnered with player association partnered with leagues, whether it's NBA, w N B a NFL. So those are the venues. And this becomes almost a program, especially for athletes to really generate this lifetime engagement and royalty model because some of this famous athletes really want to give back to the communities. So like for example, I use Lisa Leslie a lot, but Lisa, Leslie really wants to empower women leadership, leadership, and really help, um, women in sports, for example. Right? So those are the angles that, um, that really people are excited about. >>Well, for the people watching that might not understand some of the ins and outs of sports and, and rod, your background in your team, it's interesting. The sports teams have been on the big day to train for many, many years. You look at all the stadiums. Now they've got mobile devices, they got wifi under the chairs. They use data and technology to manage the team. Mm-hmm, <affirmative> manage the stadium and venue and operations suppliers, whatnot. And then also the fans. So you, they, they got about a decade or so experience already in the digital world. This is not new to the, to the sports world. Yeah. So you guys come to the table kind of at a good time. >>Yeah. Especially the defi of the sports, right? So there's a defi of the finance, but this is the really, uh, a, a decentralization of the sports is something that there's a lot of traction. And there are many companies that are really focusing on that. Our focus obviously is players first, right? How do we give power to the players? Uh, and those are really driving the entire engagement. And also the brands >>How's the NBA feel about this because, you know, you got the NBA and you get the team, you got the owners. I mean, the democratization of the players, which I love by the way that angle kind of brings their power. Now's the new kind of balance of power. How is the NBA handling this? What's some of the conversations you've had with the, the organization. >>Yeah. So obviously there are a lot of things that, uh, people have to be careful about, right? They have existing contracts, existing, digital media rights. Um, so that's something that, uh, we have to be very tactful when we are working with NBA and NPA, uh, on what we can say, we cannot say. So that is obviously they have a lot of existing multimillion or billion dollar contracts that they cannot void with the web because the evolution of web three, >>You know, I love, uh, riffing on the notion of contract compliance when there's major structural change happening. Remember back in baseball, back in the days before the internet, the franchise rights was geographic territory. Mm-hmm <affirmative> well, if you're the New York Yankees, you're doing great. If you're Milwaukee, you're not doing too good, but then comes the internet. That's good. That's no geography. There's no boundaries. That's good. So you're gonna have stadiums have virtual Bo. So again, how do they keep up with the contracts? Yeah. I mean, this is gonna be a fundamental issue. >>That's >>Good. Good. And I think if they don't move, the players are gonna fill that void. >>That's correct. Yeah. And especially with this, this an IL deal, right. That happened for the players, uh, especially college athletes. So we are in process of onboarding 1.5 million college athletes. Uh, and those athletes are looking for not only paying for the tuition for the colleges, but also for engagement and generating this early on, uh, >>More okay. Rod, we're gonna make a prediction here in the cube, 20, 20 we're in Monaco, all the NBA, NHL, the teams they're gonna be run by player Dows. Yeah. What do you think? A very good prediction. Yeah. Very good prediction. Yeah. I mean you, I mean, that's a joke, I'm joking aside. I mean, it's kind of connecting the dots, but you know, whether that happens or not, what this means is if this continues to go down this road, that's correct. Get the players collectively could come together. Yeah. And flip the script. >>Yeah. And that's the entire decentralization, right. So it's like the web three has really disrupted this industry as you know. Um, and, and I know your community knows that too. >>Of course, course we do. We love it. >>Something from sports perspective, we are very excited. >>Well, I love it. Love talking. Let's get to the, to the weeds here on the product, under the hood, tell about the roadmap, obviously NFTs are involved. That's kind of sexy right now. I get the digital asset model on there. Uh, but there's a lot more under the coverage. You gotta have a platform, you gotta have the big data and then ultimately align into connecting other systems together. How do you view the tech roadmap and the product roadmap? What's your vision? >>Yeah. So the, the one thing that you had to be T full, uh, as a company, whether it's LUT, mogul or any other startup, is you have to be really part of the ecosystem. So the reason why we are here at Monaco is that we obviously are looking at partnership with digital bits, um, and those kind of partnership, whether it's fourth centric, centric are very critical for the ecosystem in the community to grow. Um, and that's one thing you cannot build a, another, uh, isolated metaverse right? So that's one thing. Many companies have done it, but obviously not. >>It's a wall garden doesn't work. >>Exactly. So you have to be more open platform. So one things that we did early on in our platform, we have open APIs and SDKs where not only you as an athlete can bring in your, uh, other eCommerce or web, uh, NFTs or anything you want, but you can also bring in other real estate properties. So when we are building out this metaverse, you start with real estate, then you build out obviously stadiums and arenas and academies training academies, but then athletes can bring their, uh, web commerce, right. Where it's NFT wearables shoe line. So >>Not an ecosystem on top of Luke Mo. So you're like, I'm almost like you think about a platform as a service and a cloud computing paradigm. Yeah. Look different, not decentralized, but similarly enabling others, do the heavy lifting on their behalf. Yeah. Is that right? >>So that's correct. Yes. So we are calling ourself as the sports platform as a service, right. So we want to add the word sports because we, uh, in, in many contexts, right. When you're building metaverse, you can get distracted with them, especially we are in Los Angeles. Right. >>Can I get a luxury box for the cube and some of the metaverse islands and the stadiums you're doing? >>We, we are working >>On it. We're >>Definitely working on, especially the, uh, Los Angeles, uh, stadium. Yeah. >>Well, we're looking for some hosts, anyone out there looking for some hosts, uh, for the metaverse bring your avatar. You can host the cube, bro. Thanks for coming on the cube. Really appreciate. What's the, what's next for you guys, obviously, continuing to build momentum. You got your playful, how many people on the team what's going on, give a plug for the company. What are you looking for share with the audience, some of the, some of your goals. Yeah. >>So, uh, the main thing we're looking for is really, um, from a brand perspective, if you are looking at buying properties, this would be an amazing time to buy virtual sports stadium. Um, so we are, obviously we have 175 stadiums in roadmap right now. We started with Los Angeles. Then we are in San Francisco, New York, Qatar, Dubai. So all those sports stadiums, whether they're basketball, football, soccer are all the properties. And, uh, from a community perspective, if you want to get an early access, we are all about giving back to the community. Uh, so you can buy it at a much better presale price right now. Uh, so that's one, the second thing is that if you have any innovative ideas or a player that you want to integrate into, we have an very open platform from a community engagement perspective. If you have something unique from a land sale perspective yeah. Or the NFD perspective plug, contact us at, at Raj lumo.com. >>And I'm assuming virtual team, you in LA area where where's your home. >>So, yeah, so I live in Malibu, um, and our office is in Santa Monica. We have an office in India. Uh, we have few developers also in Europe. So, uh, and then we are team of 34 people right now >>Looking to hire some folks >>We are looking for, what >>Are you, what are you looking for? >>So, uh, we are looking for a passionate sports, uh, fanatics. >>It's a lot, not hard to find. Yeah. >><laugh> who knows how to also code. Right? So from blockchain perspective, we are, uh, chain agnostic. Uh, but obviously right now we are building on polygon, but we are chain agnostic. So if you have any blockchain development experience, uh, that's something we, we are looking for. Yeah. >>RA, thanks for coming out. Luke Mo check him out. I'm John furry with the cube here in Monaco for the mono crypto summit presented by digital bits. We got all the action, a lot of great guests going on, stay with us for more coverage. Um, John furrier, thanks for watching.

>>Okay. We're back in Boston covering AWS reinvent 2022. This is our second live reinvent. We've done the other ones, uh, in between as digital. Uh, my name is Dave Lanta and you're watching the cube. Peter McKay is here. He's the CEO of sneaking ad Shani is the chief technical officer guys. Great to see you again. Awesome. Being here in Boston >>In July. It is Peter. You can't be weather's good weather. Yeah, red SOS. Aren't good. But everything else >>Is SOS are ruin in our sub, you know, >>Hey, they're still in the playoff, the hunt, you >>Know, all you gotta do is make it in. Yes. >>Right. And there's a new season. Simple >>Kinda like hockey, but you know, I'm worried they're gonna be selling at the trading >>Deadline. Yeah. I think they should be. I think it's you think so it's not looking good. Oh, >>You usually have a good angle on this stuff, but uh, well, Hey, we'll see. We'll go. I got a lot of tickets. We'll go and see the Yankees at least we'll see a winning team. Anyway, we last talked, uh, after your fundraising. Yeah. You know, big, big round at your event last night, a lot of buzz, one of the largest, I think the largest event I saw around here, a lot of good customers there. >>It's great. Great time. >>So what's new. Give us the update. You guys have made some, an acquisition since then. Integration. We're gonna talk >>About that. Yeah. It's been, uh, a lot has happened. So, uh, the business itself has done extremely well. We've been growing at 170% year, over year, a hundred percent growth in our number of customers added. We've done six acquisitions. So now we have, uh, five products that we've added to the mix. We've tripled the size of the company. Now we're 1300 people, uh, in the organization. So quite a bit in a very short period of time. >>Well, and of course my, in my intro, I, I said, reinvent, I'm getting ahead of myself. Right. >>Of course we'll >>Reinforced. We'll be at reinve >>In November. Are that's the next one at >>Reinforced. We've done a lot of reinvents by the way, you know? >>So there's a lot, lot of reinvention >>Here. So of course, well, you're reinventing security, right? Yes. So, you know, I try to, I think about when I go to these events, like, what's the takeaway, what's the epiphany. And we're really seeing the, the developer security momentum, and it's a challenge. They gotta worry about containers. They gotta worry about run time. They gotta worry about platform. Yeah. You guys are attacking that problem. Maybe describe that a >>Little bit for us. Yeah. I mean, for years it was always, um, you know, after the fact production fixing security in run time and billions and billions of dollars spent in fixing after the fact. Right. And so the realization early on with the was, you know, you gotta fix these issues earlier and earlier, we started with open source was the first product at wait. Then six, six years ago, then we added container security and we added infrastructure's code. We added code security. We added, um, most recently cloud security with the F acquisition. So one platform, one view that a developer can look at to fix all the issues through the, be from the beginning, all the way through the software development life cycle. So we call it developer security. So allowing developers to develop fast, but stay secure at the same time. >>So I like the fact that you're using some of your capital to do acquisitions. Yeah. Now a lot of M and a is, okay, we're gonna buy this company. We're gonna leave them alone. You guys chose to integrate them. Maybe describe what that process was like. Yeah. Why you chose that. Yeah. How hard it was, how long it took. Take us through that. >>Yeah. Yeah. I'll give, uh, two examples, maybe one on sneak, which was an acquisition of, of the company that was focused on, uh, code analysis, actually not for security. And we have identified the merit of what we need in terms of the first security solution, not an ability to take a security product and put it in the end of developer, but rather build something that will build into the dev motion, which means very fast, very accurate things that it can rely on source and not just on the build code and so on. And we have built that into the platform and by that our customers can gain all of their code related issues together with all of their ISE related issues together with all of the container issues in one platform that they can prioritize accordingly. >>Yeah. Okay. So, so talk more about the, the, the call, the few, the sneak cloud, right? Yeah. So the few name goes away. I presume, right. Or yes, it does. Okay. So you retire that and bring it in the brand is sneak. Yeah. Right. So talk about the cloud, what it does, what problems >>It's solving. Yeah. Awesome. And, and this goes exactly the same. As we mentioned on, on the code, we have looked at the, the, the cloud security solutions for a while now. And what we loved about the few team is that they were building their product with their first approach. Okay. So the notion is as followed as you are, you know, you're a CSO, you have your pro you have your program, you're looking, you have different types of controls and capabilities. And your team is constantly looking for threats. When we are monitoring your cloud environment, we can detect problems like, you know, your FL bucket is not exposing the right permissions and is exposed to the world or things like that. But from a security perspective, it might be okay to stop there. But if you're looking at an operation perspective, you need to know who needs to fix, how do they need to fix it? >>Where do they need to fix it? What will the be the impact if they would fix it? So what do we actually doing is we are connecting all the dots of the platform. So on one end, you know, the actual resources that are running and what's the implication in the actual deployed environment. On the other end, we get correlation back to the actual code that generates that. And then I can give that context both to the security person, the context of how it affects the application. But more importantly, the context for the developer is required to fix the problem. What's the context of the cloud. Yeah. And a lot of things are being exposed this way. And we can talk about that. Uh, >>So this is really interesting because, and look, I love AWS to do an amazing job. One of the other things I really like about 'em is it seems like they're not trying to go hard and monetize their security products. Mm-hmm, they're leaving that to the ecosystem, which I like. Yeah. Microsoft taken a little different approach, right? Yeah, yeah, yeah. Ton a lot. But this, this, this example you're giving ad about the S3 bucket. So we heard in the keynotes yesterday about, you know, reasoning, AI reasoning, they said, we can say, is this S3 bucket exposed to the public? We can do that with math. Right. Yeah. But you're what I'm inferring is you don't stop there. Yeah. Yeah. There's a lot of other stuff that has to, >>And sometimes have to, not as simple, just as a configuration change, sometimes the correlation between what your application is doing affects what is the resulted experience of, you know, the remote user or in this case, the attacker, right. I mean, >>The application has access, who has access to the application, is this, this the chain. >>So propagates, you have to, you have to have a, a solution that looks both at have very good understanding of the application context. A very good understanding of what we refer to as the application graph, like understanding how it works, being able to analyze that and apply the same policies, both at development time, as well as run time. >>So there's, there's human to app. There's also a machine to machine. Can you guys help with that problem as well? Or is that sort of a futures thing or >>Could you, I'm not sure. I understand what >>Referring, so machines talking to machines, right. I mean, there's data flowing. Yep. You know, between those machines, right. It's not just the humans interacting with the application. Is that a trend that you see and is that something that you guys can solve? >>So at, at the end of the day, there is a lot of automation that happens both for, by humans for good reasons, as well as by humans for bads. Right. <laugh> and, and the notion is that we are really trying to focus on what matters to the developer as they're trying to improve their business around that. So both improves making sure they know, you know, quality problems or things of this kind. But as part of that, more importantly, when we're looking at security as a quality problem, making sure that we have a flow in the development life cycle that streamline what the developer is expecting to do as they're building the solution. And if every single point, whether it's the ID, whether it's the change management, whether it's the actual build, whether it's the deployed instance on the cloud, making sure that we identify with that and connect that back to the code. >>Okay. So if there's machine automation coming in, that shouldn't be there, you can sort of identify that and then notify remediate or whatever action should be >>Taken. Yeah. Identify, identify remediate. Yep. >>Yeah. We, we really focus on making sure that we help developers build better products. So our core focus is identify areas where the product is not built way in a good way, and then suggest the corrective action that is required to make that happen. >>And I think part of this is the, you know, just, uh, the speed of the software development today. I mean, you look at developers are constantly and not just look at sneak you're, you're trying to get so much more productivity outta the developers that you have. Every company is trying to get more productivity out of developers, incredible innovation, incredible pace, get those is a competitive advantage. And so what we're trying to do is we make it easier for developers to go fast innovate, but also do it securely and embed it without slowing them down, develop fast and secure. >>So again, I love, I love AWS love what they're doing. We heard, uh, yesterday from, from CJ, you know, a lot of talk about, you know, threat detection and, you know, some talk about DevOps, et cetera. But yeah, I, I, I didn't hear a lot about how to reduce the complexity for the CSO. And the reason I bring this up is it feels like the cloud is now the first level of defense and the CISO is, is becoming the next level, which is on the developer. So the developer is becoming responsible for security at a whole shift left, maybe shield. Right. But, but shift left is becoming critical. Seems like your role and maybe others in the ecosystem is to address my concern about simplifying the life of the CISO. Is that a reasonable way to think about it? I >>Think it's changing the role of the CISO. How so? You know, really it's, I, I think it's before it, in this, in the security organization and D you should chime in here is, you know, it used to be, I did, I owned all application security, I owned the whole thing and they couldn't keep up. Like, I think it's just every security organization is totally overwhelmed. And so they have to share the responsibility. They have to get that fix the issues earlier and earlier, because it's waiting too long. It's after the fact. And then you gotta throw this over the fence and developers have to fix it. So they've gotta find a new way because they're the bottleneck they're slowing down the company from, in innovating and bringing these applications to market. So we are the kind of this bridge between the security teams that wanna make sure the, that we're staying secure and the development organizations and engineering and CEOs go fast. We need you guys to go faster and faster. So we, we tend to be the bridge between the two of them. >>One of the things I really love happening these days is that we change the culture of the organization from a culture where the CSO is trying to, you know, push and enforce and dictate the policy, which, which they should, but they really wanna see the development team speak up like that. The whole motion of DevOps is that we are empowering them to make the decisions that are right for the business, right? And then there is a gap because on one hand, this is always like, you need to do this, you need to do this. You need to do that. And the dev teams don't understand how that impacts their business. Good enough. And they don't have the tools and, you know, the ability to add a source problem. So with the solution liken, we really empower the developers to bake security as part of their cycle, which is what was done in many other fields, quality, other things, everything, it, everything moves into development already, right? So we're doing that. And the entire discussion now changes into an enablement discussion. >>So interesting. Cause you saw, this is the role of the CSOs changing. How so? I see that in a way like frees, sneak the CSO with the cloud is becoming a compliance officer. Like you do this, you do this, you do this, you do this, you third >>One would take a responsibility >>Trying. Yeah. Right, right. And so you're flipping that equation saying, Hey, we're gonna actually make this an accelerant to your business. >>So, so set the policy, determine compliance, but make sure that the teams, the developers are building applications in compliance with your policy. Right. So make sure and, and don't allow them to do something. If they're doing, if they're developing an application with a number of vulnerabilities, you can stop that from happening so you can oversee it, but you don't have to be the one who owns it all the way through from beginning to, >>Or, or get it before it's deployed. So you don't have to go back after the fact and, and remediate it with, you know, but, >>But think about deploy, they're deploying apps today. I mean, they're updating by the hour, right? Where, you know, six years ago, five years ago, two years ago was every six to nine months. Right? So the pace of this innovation from developers is so fast that the old way of doing security can't keep up. Like they're built for six month release cycles. This is six hour release cycles. And so we had to, it has to change security. Can't stay the way it is. So what we've been doing for se seven years for application security is exactly what we're doing for cloud security is moving all that earlier. All these products that we've been building over the years is really taking these afterthought security components and bringing 'em all earlier, you know, bringing everything like cloud security is done after the fact. Now we can take those issues and bring 'em right to the developers who created that and can fix the issues. So it's code to cloud back to code in a very automated fashion. So doesn't slow developers down. >>Okay. So what's the experience. We all know there's, everybody has more than one cloud. What's the experience across clouds. Can you create a consistent, continuous experience, cloud agnostic, >>Agnostic, cloud agnostic, uh, development environment, agnostic, you know, language agnostic. So that's kind of the beauty oft where you have maybe other certain tools for certain clouds, uh, or certain languages or certain development environments, but you have to learn different tools, you know, and, and they all roll up to security in a different way. And so what we have done is consolidated all that spend for open source security, container security infrastructure, now, cloud security, all that spend and all that fragmentation all under one platform. So it's one company that brings all those pieces >>Together. So it's a single continuous experience. Yeah. The developer experience you're saying is identical. Yes. >>Actually one product >>It's entitlement that we're getting. Yes. So you're hiding the underlying complexities of the respective clouds and those primitives developer doesn't have to worry about them. No, I call that a super cloud super >>Cloud. >>Okay. But no, but essentially that's what you're, you're building, building on the, on this ed Walsh would say on the shoulders of giants. Yeah, exactly. You know, you don't have to worry about the hyperscale infrastructure. Yep. Right. That you're building a layer of value on top of that. Yes. Is, is that essentially a PAs layer or is it, is it, can I think of it that way or is it not? Hmm. Is it platform? I >>Mean, yeah. I, I, I would say that at the end of the day, the, the way developers want to use a security tool is the same. Right. So we expose our functionality to them in those ways, if you're using, you know, uh, uh, one GI repository or another, if you're using one cloud or we, we are agnostic to data, don't, it's not, it doesn't really affect us in that manner. Um, I want to add another thing about the, the experience and associated with the consolidation that Peter referred to, uh, earlier, when you have a motion that automatically assess, you know, uh, problems that the developer is putting as part of the change management, as example, you do creating pool request. Now adding more capabilities into that motion is easy. So from enablement of the team, you can add another functionality, add cloud at ISC, add code and so on like that, because you already, you already made the decisions on how you are looking at that. And now you're integrated at, into your developer workflows, >>Right? So it's, it's already, it's already integrated for open source, adding container and ISD is real easy. It's all, you've already done all the integrations. And so for us going to five products and eventually 6, 7, 8, all, all based on the integrations that you already have in the same workflows that developers have become a use accustomed >>To. And that's what we, a lot of work from the company perspective. Right. >>I can ask you about another sort of trend we're seeing where you see Goldman Sachs last reinvent announced a cloud product, essentially bringing their data, their tools, their software. They're gonna run it on AWS at the snowflake summit, uh, capital one announced the service running on snowflake, Oracle by Cerner, right? Yeah. You know, they're gonna be, do something on OCI. Of course, make 'em do that. But it's, it's a spin on Andreessens every company's a software company. It's like every company's now becoming digital, a software company building their own SAS, essentially building their own clouds, or maybe, maybe something they'll be super clouds. Are you seeing industry come to sneak and say, Hey, help us build products that we can monetize >>There companies. So, first off, I think kind of the first iteration is, you know, all these industries of becoming software driven, like you said, and more software is more software risk. And so that kind of led us down this journey of now financial services, you know, tech, you know, media and entertainment, financial services, healthcare. Now it's this long tail of, of low tech. Yeah. Within those companies, they are offering services to the other parts of the organization. We have >>So far, mostly >>Internal, mostly internal, other than the global SI. And some of the companies who do that for a living, you know, they build the apps for companies and they are offering a sneak service. So before I give you these, I update these applications. I'm gonna make sure I'm running. I'm, I'm, I'm signifying those applications to make sure that they're secure before you get them. And so that now a company like a capital one coming to us saying, I wanna offer this to others. I think that's a, that's a leap because you know, companies are taking on security of someone else's and I think that's a, that's not there yet. It may be, >>Do you think it'll happen? >>We do have the, uh, uh, threat Intel that we, we have a very, a very strong security group that constantly monitors and analyzing the threat. And we create this vulnerability database. So in open sources, an example, we're the fact of standard, uh, in the field. So many of our partners are utilizing the threat Intel feed of snake as part of their offering. Okay. If you go to dock as an example, you can scan with, with snake intelligence immediately out of the gate over there, right? Yeah. >>And tenable, rapid seven trend micro. They all use the vulnerability database as well. Okay. So a lot of financial institutions use it because they had, they'd have seven, 10 people doing re security research on their own. And now they can say, well, I don't have to have those seven. I've got the industry standard for vulnerability database from Steve. >>And they don't have to throw out their existing tool sets where they have skills. >>Yes, exactly. >>Peter bring us homes, give us the bumper sticker, summarize, you know, reinforce and kind what we can expect going forward. >>Yeah, no, I mean, we're gonna continue the pace. We don't see anything slowing, slowing us down in terms of, um, just the number of customers that are, that are shifting left. Everybody's talking about, Hey, I need to embed this earlier and earlier. And I think what they're finding is this, this need to rein reinnovate like get innovation back into their business. And a lot of it had to slow down because, well, you know, you, we can't let developers develop an app without it going through security. And that takes time. It slows you down and allows you not to like slow the pace of innovation. And so for us, it's it help developers go fast, incredibly, you know, quickly, aggressively, creatively, but do it in a secure way. And I think that balance, you know, making sure that they're doing what they're doing, they're increasing developer productivity, increasing the amount of innovation that developers are trying to do, but you gotta do it securely. And that's where we compliment really what every CEO is pushing companies. I need more productivity. I need more aggressive creativity, innovation, but you better be secure at the same time. And that's what we bring together for our customers. >>And you better do that without slowing us down. That's >>Don't trade off, slow >>Us down. Always had to make. Yes, guys. Thanks so much for coming to the cube. Thanks, David. Always great to see you guys see ID. Appreciate it. All right. Keep it right there. This is the Cube's coverage of reinforced 2022 from Boston. We'll be right back right after the short break.

>> Announcer: From Miami Beach, Florida, it's The Cube, covering Acronis Global Cyber Summit 2019. Brought to you by Acronis. >> Welcome back everyone. We are here with The Cube coverage for two days. We're wrapping up, getting down on day one in the books for the Acronis Global Cyber Summit 2019. I'm John Furrier, your host of The Cube. We are in Miami Beach, the Fontainebleau Hotel. I'm personally excited for this next guest because I'm a huge Red Sox fan, even though I got moved out to California. Giants is in a different area. National League is different than American League, still my heart with the Red Sox. And we're here with an industry veteran, seasoned professional in IT and data, Brian Shield. Boston Red Sox Vice President of Technology and IT. Welcome to The Cube, thanks for joining us. >> Thank you. It's great to be here. >> John: So congratulations on the rings. Since I moved out of town, Red sox win their World Series, break the curse of the Bambino. >> Hey we appreciate that. Thank you. >> My family doesn't want me back. You got to show >> Yeah, maybe I'll put this one up for the, maybe someone can zoom in on this. Which camera is the good one? This one here? So, there ya go. So, World Series champs for at least for another week. (laughter) >> Bummer about this year. Pitching just couldn't get it done. But, good team. >> Happens. >> Again, things move on, but you know. New regime, new GM going to come on board. >> Yup. >> So, but in general, Red Sox, storied franchise. Love it there. Fenway Park, the cathedral of baseball parks. >> Brian: Defnitely. >> And you're seeing that just play out now, standard. So just a great place to go. We have tickets there. So, I got to ask you. Technology, sports, really is modernized faster than I think any category. And certainly cyber security forced to modernize because of the threats. But sports, you got a business to run, not just IT and making the planes run on time. >> Sure. >> Scouts, money, whatever. >> Fans. >> You got fan experience. >> Stadium opportunities. >> Club management, scouts are out there. So you got business, team, fans. And data's a big part of it. That's part of your career. Tell us what the cutting edge innovation is at the Red Sox these days. >> I think baseball in general, as you indicated, it's a very evolving kind of environment. I mean historically I think people really sort of relish the nostalgia of sports and Fenway Park being as historic as it is, was probably the pinnacle of that, in some respects. But Red Sox have always been leaders and baseball analytics, you know. And everyone's pretty familiar with "Moneyball" and Brad Pitt. >> John: Is that a true story, he turned down the GM job? >> I'm told it is. (laughter) I don't know if I fully vetted that question. But over the last six, seven years, you know we've really turned our attention to sort of leveraging sort of technology across the businesses, right? Not just baseball and analytics and how we do scouting, which continues to evolve at a very rapid pace. But also as you pointed out, running a better business, understanding our fans, understanding fan behavior, understanding stadiums. There's a lot of challenges around running an effective stadium. First and foremost to all of us is really ensuring it's a great fan experience. Whether it's artificial intelligence, or IoT technologies or 5G or the latest Wifi, all those things are coming up at Fenway Park. You and I talked earlier about we're about to break ground for a new theater, so a live theater on the outside, beyond the bleachers type of thing. So that'll be a 5,400-seat arena, 200 live performances a year, and with e-sports, you know, complementing it. It just gives you an example of just how fast baseball is sort of transitioning. >> And the theater, is that going to be blown out from where that parking garage is, structure and going towards >> So the corner of Landsdown and Ipswich, if you think of that sort of corner back there, for those that are familiar with the Fenway area. So it's going to be a very big change and you'll see the difference too from within the ballpark. I think we'll lose a couple of rows of the bleachers. That'll be replaced with another gathering area for fans and things like that, on the back end of that theater. So build a great experience and I think it really speaks to sort of our ability to think of Fenway as more of a destination, as a venue, as a complementary experience. We want people to come to the area to enjoy sports and to enjoy entertainment and things. >> You know Brian, the consumerization of IT has been kicked around. Last decade, that was a big buzzword. Now the blending of a physical event and digital has certainly consumed the world. >> Absolutely. >> And we're starting to see that dynamic. You speak to a theater. That's a physical space. But digital is also a big part of kind of that complementary. It's not mutually exclusive for each other. They're integrated business models. >> Absolutely. >> So therefore, the technology has to be seamless. The data has to be available. >> Yup. >> And it's got to be secure. >> Well the data's got to be ubiquitous, right? I mean you don't want to, if we're going to have fans attending theater and then you're going to go to Fenway Park or they leave a game and then go to some other event or they attend a tour of Fenway Park, and beyond maybe the traditional what people might think about, is certainly when you think about baseball and Fenway Park. You know we have ten to twelve concerts a year. We'll host Spartan games, you know. This Christmas, I'm sorry, Christmas 2020 we now have sort of the Fenway Bowl. So we'll be hosting the AAC ACC championship games there with ESPN. >> John: Hockey games? >> Hockey games. Obviously we have Liverpool soccer being held there so it's much more of a destination, a venue for us. How we leverage all the wonderful things about Fenway Park and how we modernize, how we get basically the best of what makes Fenway Park as great as it is, yet as modern as we can make it, where appropriate to create a great fan experience. >> It's a tough balance between balancing the brand and having things on brand as well. >> Sure. >> Does that come into your job a lot around IT? Saying being on brand, not kind of tearing down the old. >> Yeah absolutely. I think our CEOs and leadership team, I mean it's not success for us if you pan to the audience and everyone is looking at their phone, right? That's not what we aspire to. We aspire to leverage technology to simplify people's experience of how do you get to the ballpark, how do I park, how do I get if I want to buy concessions or merchandise, how do I do it easily and simply? How do we supplement that experience with maybe additional data that you may not have had before. Things like that, so we're doing a lot of different testing right now whether it's 4D technologies or how we can understand, watch a play from different dimensions or AI and be able to perhaps see sort of the skyline of Boston since 1912, when Fenway Park launched... And so we sort of see all these technologies as supplemental materials, really kind of making it a holistic experience for fans. >> In Las Vegas, they have a section of Las Vegas where they have all their test beds. 5G, they call it 5G, it's really, you know, evolution, fake 5G but it's a sandbox. One of the challenges that you guys have in Boston, I know from a constraint standpoint physically, you don't have a lot of space. How do you sandbox new technologies and what are some of the things that are cool that people might not know about that are being sandboxed? So, one, how do you do it? >> Yeah. >> Effectively. And then what are some of the cool things that you guys are looking at or things they might not know about that would be interesting. >> Sure. Yeah so Fenway Park, we struggle as you know, a little bit with our footprint. You know, honestly, I walk into some of these large stadiums and I get instant jealousy, relative to just the amount of space that people have to work with and things. But we have a great relationship with our partners so we really partner, I think, particularly well with key partners like Verizon and others. So we now have 5G partially implemented at Fenway Park. We expect to have it sort of fully live come opening day next year. So we're really excited about that. We hope to have a new version of Wifi, the latest version of Wifi available, for the second half of the year. After the All-Star Break, probably after the season's over. But before our bowl game hopefully. We're looking at some really interesting ways that we can tease that out. That bowl game, we're really trying to use that as an opportunity, the Fenway Bowl, as an opportunity to make it kind of a high-tech bowl. So we're looking at ways of maybe doing everything from hack-a-thons to a pre-egaming sort of event to some interesting fan experiential opportunities and things like that. >> Got a lot of nerds at MIT, Northeastern, BU, Bentley, Babson, all the schools in the area. >> Yeah, so we'll be reaching out to colleges and we'll be reaching out to our, the ACC and AACs as well, and see what we can do to kind of create sort of a really fun experience and capitalize on the evolving role of e-sports and the role that technology can play in the future. >> I want to get to the e-sports in a second but I want to just get the plug in for Acronis. We're here at their Global Cyber Summit. You flew down for it, giving some keynote speeches and talks around security. It's a security company, data protection, to cyber protection. It is a data problem, not a storage appliance problem. It's a data problem holistically. You get that. >> Sure. Sure. >> You've been in the business for a long time. What is the security kind of posture that you guys have? Obviously you want to protect the data, protect privacy. But you got to business. You have people that work with you, supply chain, complex but yet dynamic, always on environment. >> That's a great question. It's evolving as you indicated. Major League Baseball, first and foremost, does an outstanding job. So the last, probably last four plus years, Major League Baseball has had a cyber security program that all the clubs partake in. So all 30 clubs are active participants in the program. They basically help build out a suite of tools as well as the ability to kind of monitor, help participate in the monitoring, sort of a lot of our cyber security assets and logs And that's really elevated significantly our posture in terms of security. We supplement that quite a bit and a good example of that is like Acronis. Acronis, for us, represents the ability for us to be able to respond to certain potential threats like ransom-ware and other things. As well as frankly, what's wonderful about a tool like this is that it allows us to also solve other problems. Making our scouts more efficient. We've got these 125 scouts scattered around the globe. These guys are the lifeblood of our, you know, the success of our business. When they have a problem, if they're in Venezuela or the Dominican or someplace else, in southeast Asia, getting them up and running as quickly as we can, being able to consume their video assets and other things as they're scouting prospects. We use Acronis for those solutions. It's great to kind of have a partner who can both double down as a cyber partner as well as someone who helps drive a more efficient business. >> People bring their phone into the stadiums too so those are end points now connecting to your network. >> Definitely. And as you pointed out before, we've got great partnerships. We've got a great concession relationship with Aramark and they operate, in the future they'll be operating off our infrastructure. So we're in the point of rolling out all new point-of-sale terminals this off-season. We're excited about that 'cause we think for the first time it really allows us to build a very comprehensive, very secure environment for both ourselves and for all the touchpoints to fans. >> You have a very stellar career. I noticed you were at Scudder Investments back in the '80s, very cutting-edge firm. FTD that set the whole standard for connecting retailers. Again, huge scale play. Can see the data kind of coming out, they way you've been a CIO, CTO. The EVP CIO at The Weather Channel and the weather.com again, first mover, kind of pioneer. And then now the Red Sox, pioneering. So I got to ask you the modernization question. Red Sox certainly have been cutting-edge, certainly under the last few owners, and the previous Henry is a good one, doing more and more, Has the business model of baseball evolved, 'cause you guys a franchise. >> Sure. >> You operate under the franchisor, Major League Baseball, and you have jurisdictions. So has digital blurred the lines between what Advanced Media unit can do. You got communities developing outside. I watch the games in California. I'm not in there but I'm present digitally. >> Sure. Sure. >> So how has the business model flexed with the innovation of baseball? >> That's a great question. So I mean, first off, the relationship between clubs like ours and MLB continue to evolve. We have a new commissioner, relatively new commissioner, and I think the whole one-baseball model that he's been promoting I think has been great. The boundaries sometimes between digital assets and how we innovate and things like that continues to evolve. Major League Baseball and technology groups and product groups that support Major League Baseball have been a fantastic partner of ours. If you look at some of the innovations with Statcast and some of the other types of things that fans are now becoming more familiar with. And when they see how fast a runner goes or how far a home run goes and all those sort of things, these kinds of capabilities are on the surface, but even like mobile applications, to make it easy for fans to come into ballparks and things like that really. What we see is really are platforms for the future touchpoints to all of our customers. But you're right, it gets complicated. Streaming videos and people hadn't thought of before. >> Latin America, huge audience for the Red Sox. Got great players down there. That's outside the jurisdiction, I think, of the franchise agreement, isn't it? (laughs) >> Well, it's complicated. As this past summer, we played two games in England, right? So we enjoy two games in London, sadly we lost to the Yankees in both of those, but amazing experience and Major League Baseball really hats off to those guys, what they did to kind of pull that together. >> You mentioned Statcast. Every year when I meet with Andy Jassy at AWS, he's a sports fan. We love to talk sports. That's a huge, kind of shows the power of data and cloud computing. >> No doubt. >> How do you guys interface with Statcast? Is that an Amazon thing? Do they come to you? Are they leveraging dimensions, camera angles? How does that all work? Are you guys involved in that or? >> Brian: Oh yeah, yeah. >> Is that separate? >> So Statcast is just one of many data feeds as you can imagine. One of the things that Major League Baseball does is all that type of data is readily available to every club. So every club has access to the data. The real competitive differentiator, if you will, is how you use it internally. Like how your analysts can consume that data. We have a baseball system we call Beacon. We retired Carmine, if you're familiar with the old days of Carmine. So we retired Carmine a few years ago with Beacon. And Beacon for us represents sort of our opportunity to effectively collapse all this information into a decision-making environment that allows us to hopefully to kind of make the best decisions to win the most games. >> I love that you're answering all these questions. I really appreciate it. The one I really want to get into is obviously the fan experience. We talked about that. No talent on the field means no World Series so you got to always be constantly replenishing the talent pool, farm system, recruiting, scouting, all these things go on. They're instrumental. Data's a key driver. What new innovations that the casual fan or IT person might be interested in what's going on around scouting and understanding the asset of a human being? >> Right. Sure. I mean some of this gets highly confidential and things, but I think at a macro level, as you start to see both in the minor leagues and in some portions of the major leagues, wearable technologies. I think beyond just sort of player performance information that you would see traditionally with you might associate it with like Billy Beane, and things like that with "Moneyball" which is evolved obviously considerably since those days. I mean understanding sort of player wellness, understanding sort of how to get the most out of a player and understanding sort of, be able to kind of predict potential injuries and accelerate recoveries and being able to use all of this technology where appropriate to really kind of help sort of maximize the value of player performance. I mean, David Ortiz, you know, I don't know where we would have been in 2018 without, you know, David. >> John: Yeah. >> But like, you know >> Longevity of a player. >> Absolutely. >> To when they're in the zone. You wear a ring now to tell you if you're sleeping well. Will managers have a visual, in-the-zone, don't pull 'em out, he can go an extra inning? >> Well, I mean they have a lot of data. We currently don't provide all that data to the clubhouse. I mean, you know, and so If you're in the dugout, that information isn't always readily available type of thing. But players know all this information. We continue to evolve it. At the end of the day though, it's finding the balancing act between data and the aptitudes of our coaching staff and our managers to really make the wise decisions. >> Brian, final question for you. What's the coolest thing you're working on right now? Besides the fan having a great experience, 'cause that's you kind of touched on that. What's the coolest thing that you're excited about that you're working on from a tech perspective that you think is going to be game-changing or interesting? >> I think our cloud strategy coming up in the future. It's still a little bit early stage, but our hope would be to kind of have clarity about that in the next couple months. I think is going to be a game-changer for us. I think having, you know, we enjoy a great relationship with Dell EMC and yet we also do work in the cloud and so being able to leverage the best of both of those to be able to kind of create sort of a compelling experience for both fans, for both player, baseball operations as well as sort of running an efficient business, I think is really what we're all about. >> I mean you guys are the poster child for hybrid cloud because you got core, data center, IoT, and >> No doubt. So it's exciting times. And we're very fortunate that with our relationship organizations like Dell and EMC, we have leading-edge technologies. So we're excited about where that can go and kind of what that can mean. It'll be a big step. >> Okay two personal questions from me as a fan. One is there really a money-counting room like in the movie "The Town"? Where they count a big stack of dollar bills. >> Well, I'm sure there is. I personally haven't visited it. (laughs) I know it's not in the room that they would tell you it is on the movie. (laughter) >> And finally, can The Cube get press passes to cover the games, next to NESN? Talk tech. >> Yeah, we'll see what we can do. >> They can talk baseball. We can talk about bandwidth. Right now, it's the level five conductivity. We're looking good on the pipes. >> Yeah we'll give you a tech tour. And you guys can sort of help us articulate all that to the fans. >> Thank you so much. Brian Shield, Vice President of Technology of the Boston Red Sox. Here talking about security and also the complications and challenges but the mega-opportunities around what digital and fan experiences are with the physical product like baseball, encapsulates kind of the digital revolution that's happening. So keep covering it. Here in Miami, I'm John Furrier. We'll be right back after this short break. (techno music)

>> Hey, welcome back, everybody. Jeffrey here with the Cube were Rhetorical Park in San Francisco on the shores of McCovey Cove. I just love saying that we >> haven't been here since >> 2014. We're excited to be back for a really interesting event is called Sports Tech Tokyo World Demo Day. This next guest has been at it for a number of years. A really cool technology. We're excited for the conversation and to welcome Mark Philip. He's the founder and CEO of Are >> You watching this Mark? >> Great to see you. Good to see you, too. Absolutely. So, first off, you've been Thio Park before. Here I have. It's been way too long. >> There are >> a few iconic stadiums in the world, and this has got to be one of the great. So let's get into it. So what is are you watching this all about? >> We are the best friend that is >> giving the digital tap on the shoulder when it's time to run to the couch. We monitor pitch by pitch, shot by shot data to figure out when the game gets exciting. I love my Yankees till death, but the >> Yankees Red Sox occasionally tend to >> take over my entire night when they play each other. So being able to get that tap on the shoulder saying, Hey, it's time to tune in or stop raking the leaves, there's a no hitter through eight. Okay, that's what we try to do. Okay, so let's break it down before we get some of the applications into which actor doing So You guys air, You're actively watching these games. You've got some type of an algorithm based on scoring plays. Pitch count. Are we? What are some of the things that drive? Whether this is an exciting game or not, it's a great question. The easiest way to think about it is if you imagine what a win probability graph looks like. So game probably starts off in the middle. Might go up or down based on who's winning, the more violently that graph goes up and down generally, the more exciting the game is, so when probability is a big factor. But also you think about rarity whether it's we had a no hitter last night, we had the Astros with a four picture no hitter a few weeks ago. You know, those sort of things that you don't see often, even if the game's nine nothing, even if the wind probabilities and changing. If that's a no hitter, that's something you want to turn into, right? And so are you tapping into just kind of some of the feeds that are out there in terms of what's happening in the game or you actually watching and using a I in terms of actually looking at a screen and making judgments? Sure, thankfully, I'm not watching or else I would never leave the house. But for us, it's about getting that real time live data. Okay, so I can see balls and strikes on my servers faster than I can see it on live TV, which is a little bit mind bending of time. So we work with the the official data sources. So whether it's a company like sport radar or stats or opt or Abels and pretty much anyone around the globe, we pull in that real time data so we can give people that tap on. The show says Hey, run to the couch. Run to the bar, tune in. Something interesting is about to happen, right? But what's entering your B to B play. So your customers are not me. Jeff, go to the couch. You're working through other people that might be motivated to have me run to the count. So how does your business model work? Who are some of your customers? What are some of the ways that they use your service? >> I'm I'm the guy behind the guy. I'm behind the >> Red Curtain, pulling the strings, you know, for us not to paint with an overly broad brush. But we're based in Austin, Texas, and one of the big things about a city like ours versus the city like this is that our companies tend to skew very B to B versus the Bay Area, which generally excuse a lot more B to C. So pitching to the cable companies, the sports providers, probably CBS Sports is our oldest customer right now. We work with small startups, more established folks, and everyone uses this differently. But the goal is the vision. Is that whether it's your DVR recording automatically when the game gets good or just making sure that, you know, maybe you want to place a bet on the Giants or if you are, ah, glutton for punishment my lowly Knicks if the if the spreads. Good enough, you know, getting that nudge when games get exciting is an accelerant. Not just for watching in, but I think, for fandom. Yeah, well, when Kevin Durant comes back, you'll get a bit more exciting >> Nets, not Nick's. I'm gonna give you one free one. So we had a conversation >> before we turn the cameras on about, you know, kind of this. This never ending attention span competition and the never ending shrinking of consumable media. And how you guys really play an interesting role in that evolution, where if you can give us a little bit deeper background, >> I think it's fascinating. You look at >> the N B A. That really any league. If you rewind five years ago, you have to pay to 5300 bucks to get access to anything digitally, and then you got access to everything, and then the NBA's said, Well, maybe just want to buy one team, so we'll let you pay things around 80 bucks and they just want to watch. One game will sell it to you for eight. I just want 1/4 with such for dollar 99 if you just want a few minutes with silty for 99 >> cents, and now they've done that really, really quietly. >> But I think it's seismic because I think all leagues we're gonna have to follow and do this. So if you look at these snack passes and especially as thes NFL rights are coming up, I could easily imagine someone like a YouTube or, I should say, a Google if they were to grab these rights, how easy would be to go to YouTube and get a game for a few bucks and how well their entire infrastructure would work. But rewind to today when you have 10 to 20 states that are online. As far as gambling goes, you take gambling. You take excitement analytics and you take the snack passes and you kind of mix him up in a pot and you get this vision of I can send you a Texas is Hey, LeBron has 60 points with 3/4. Do you want to pay 99 cents tow, Watch the finish, or do you want, let's say, place a wager on if he's gonna be Kobe's 81 point Lakers record and then we'll let you watch for free. And so getting both sides of that equation, whether your die hard or casual fan, it's hard to say no to both those options, right? And do you see within your customer base that drive to the smaller segmentation of snack packs? Is that driven by customer demand, or are they trying to get ahead of it a little bit and offer, you know, kind of different sizes of consumption, I guess, would be the right. >> Sure, I think the horse is out of the barn. I mean, imagine if >> we were still buying complete albums. Of course, we're buying tracks when we just wanna track the idea that we have to buy an entire season. No foul, 2430 games in an MLB season. Why won't you let me buy just one game? I say MLB leaves a million dollars on the table every single time is no hit bid because there's tons of people who have cut the cord, don't want to run to the bar, but would happily pay 99 cents to stream the last inning of a game on their phone on their commute. So I think it is a combination of digital. What shoring in that We're able to do these three single track sort of purchases, but also its people continue to cut the cord and rethink about how they spend their media dollars. It makes sense really interesting. So we're here. It's sports Tech, World Demo Day. What do you hope to get out of today? Why are you here? Gosh, at least to pay homage to the reason why I went to Tokyo for the first time and had life changing Rama and I feel like I need to sort of complete >> the cycle. Uh, sports like >> Tokyo is an amazing program. There's lots of different events that have shaped different ways. But there's something really unique about this. And when we all lands in Tokyo, I think it was something like 80 different entrepreneurs that came into met to meet with all of the Japanese sponsors. Everyone had the same vibe of just really happy >> to be there. >> They didn't take a percentage of these startups coming in, so you really saw different sizes, not just early stage, but late stages well and everyone was there, too. Connects and innovate and do interesting things together. So many of us were there for the first time that there's just a vibe to this event that I haven't seen in my 10 plus years in sports. Tak interesting. Well, Mark, great to sit down with you. Really cool story. And, um, I guess I'll be watching for your watching for your app. Is the man behind the man coming through my phone? Real sand Sounds great. >> All right. He's >> Mark. I'm Jeff. You're watching the Cube World. World Tech demo today here at Oracle Park. Thanks for watching. We'll see you next time.

>> from Cambridge, Massachusetts. It's the Cube covering M. I. T. Chief Data officer and Information Quality Symposium 2019. Brought to you by Silicon Angle Media. >> Welcome back to M. I. T. In Cambridge, Massachusetts. Everybody You're watching The Cube, the Leader and Live Tech coverage. My name is Dave Volante, and it's my pleasure to introduce Matt Kobe, who's the vice president of business strategy Analytics of Chicago Bulls. We love talking sports. We love talking data. Matt. Thanks for coming on. >> No problem getting a date. So talk about >> your role. Is the head of analytics for the Bulls? >> Sure. So I work exclusively on the business side of the operation. So we have a separate team that those the basketball side, which is kind of your players stuff. But on the business side, um, what we're focused on is really two things. One is being essentially internal consultants for the rest of the customer facing functions. So we work a lot with ticketing, allow its sponsorship, um, marketing digital, all of those folks that engage with our customer base and then on the backside back end of it, we're building out the technical infrastructure for the organization right. So everything from data warehouse to C. R M to email marketing All of that sits with my team. And so we were a lot of hats, which is exciting. But at the end of the day, we're trying to use data to enhance the customer and fan experience. Um and that's our aim. And that's what we're driving towards >> success in sports. In a larger respect. It's come down to don't be offended by this. Who's got the best geeks? So now your side of the house is not about like you say, player performance about the business performances. But that's it. That's a big part of getting the best players. I mean, if it's successful and all the nuances of the N B, A salary cap and everything else, but I think there is one, and so that makes it even more important. But you're helping fund. You know that in various ways, but so are the other two teams that completely separate. Is there a Chinese wall between them? Are you part of the sort of same group? >> Um, we're pretty separate. So the basketball folks do their thing. The business folks do their thing from an analytic standpoint. We meet and we collaborate on tools and other methods of actually doing the analysis. But in terms of, um, the analysis itself, there is a little bit of separation there, and mainly that is from priority standpoint. Obviously, the basketball stuff is the most important stuff. And so if we're working on both sides that we'd always be doing the basketball stuff and the business stuff needs to get done, >> drag you into exactly okay. But which came first? The chicken or the egg was It was the sort of post Moneyball activity applied to the N B. A. And I want to ask you a question about that. And then somebody said, Hey, we should do this for the business side. Or was the business side of sort of always there? >> I think I think, the business side and probably the last 5 to 7 years you've really seen it grown. So if you look at the N. B. A. I've been with the Bulls for five years. If you look at the N. B. A. 78 years ago, there was a handful of Business analytics teams and those those teams had one or two people at him. Now every single team in the NBA has some sort of business analytics team, and the average staff is seven. So my staff is six full time folks pushed myself, so we'll write it right at the average. And I think what you've seen is everything has become more complex in sports. Right? If you look at ticketing, you've got all the secondary markets. You have all this data flowing in, and they need someone to make sense of all that data. If you look at sponsorship sponsorship, his transition from selling a sign that sits on the side of the court for these truly integrated partnerships, where our partners are coming to us and saying, What do we get out of? This was our return. And so you're seeing a lot more part lot more collaboration between analytics and sponsorship to go back to those partners and say, Hey, here's what we delivered And so I think you it started on the basketball side, certainly because that's that's where the, you know that is the most important piece. But it quickly followed on the business side because they saw the value that that type of thinking can bring in the business. >> So I know this is not, you know, your swim lane, but But, you know, the lore of Billy Beane and Moneyball and all that, a sort of the starting point for sports analytics. Is that Is that Is that a fair characterization? Yeah. I mean, was that Was that really the main spring? >> I think it It probably started even before that. I think if you have got to see Billy being at the M I t Sports Analytics conference and him thought he always references kind of Bill James is first, and so I think it started. Baseball was I wouldn't say the easiest place to start, But it was. It's a one versus one, right? It's pitcher versus batter. In a lot of cases, basketball is a little bit more fluid. It's a team. Sport is a little harder, but I think as technology has advanced, there's been more and more opportunities to do the analytics on the basketball side and on the business side. I think what you're seeing is this huge. What we've heard the first day and 1/2 here, this huge influx of data, not nearly to the levels of the MasterCard's and others of the world. But as more and more things moved to the mobile phone, I think you're going to see this huge influx of data on the business side, and you're going to need the same systems in the same sort of approach to tackle it. >> S O. Bill James is the ultimate sports geek, and he's responsible for all these stats that, no, none of us understand. He's why we don't pay attention to batting average anymore. Of course, I still do. So let's talk about the business side of things. If you think about the business of baseball, you know it's all about maximizing the gate. Yeah, there's there's some revenue, a lot of revenue course from TV. But it's not like football, which is dominated by the by the TV. Basketball, I think, is probably a mix right. You got 80 whatever 82 game season, so filling up the stadium is important. Obviously, N v A has done a great job of of really getting it right. Free agency is like, fascinating. Now >> it's 12 months a year >> scored way. Talk about the NBA all the time and of course, you know, people like celebrities like LeBron have certainly helped, and now a whole batch of others. But what's the money side of the n ba look like? Where's the money coming from? >> Yeah, I mean, I think you certainly have broadcast right, but in many ways, like national broadcast sort of takes care of it itself. In some ways, from the standpoint of my team, doesn't have a lot of control over national broadcast money. That's a league level thing. And so the things that we have control over the two big buckets are ticketing and sponsorship. Those those are the two big buckets of revenue that my team spends a lot of time on. Ticketing is, is one that is important from the standpoint, as you say, which is like, How do we fill the building right? We've got 41 home game, supposed three preseason games. We got 44 events a year. Our goal is to fill the building for all 44 of those events. We do a pretty good job of doing it, but that has cascading effects into other revenue streams. Right, As you think about concessions and merchandise and sponsorship, it's a lot easier to spell spot cell of sponsorship when you're building is full, then if you're building isn't full. And so our focus is on. How do we? How do we fill the building in the most efficient way possible? And as you have things like the secondary market and people have access to tickets in different ways than they did 10 to 15 years ago, I think that becomes increasingly complex. Um, but that's the fun area that's like, That's where we spend a lot of time. There's the pricing, There's inventory management. It's a lot of, you know, is you look a traditional cpg. There's there's some of those same principles being applied, which is how do you are you looking airline right there? They're selling a plane. It's an asset you have to fill. We have ah, building. That's an asset we have to fill, and how do we fill it in the most optimal way? >> So the idea of surge pricing demand supply, But so several years ago, the Red Sox went to a tiered pricing. You guys do the same If the Sox are playing Kansas City Royals tickets way cheaper than if they're playing the Yankees. You guys do a similar. So >> we do it for single game tickets. So far are season ticket holders. It's the same price for every game, but on the price for primary tickets for single games, right? So if we're playing, you know this year will be the Clippers and the Lakers. That price is going to be much more expensive, so we dynamically price on a game to game basis. But our season ticket holders pay this. >> Why don't you do it for the season ticket holders? Um, just haven't gone there yet. >> Yeah, I mean, there's some teams have, right, so there's a few different approaches you convey. Lovely price. Those tickets, I think, for for us, the there's in years past. In the last few years, in particular, there's been a couple of flagship games, and then every other game feels similar. I think this will be the first year where you have 8 to 10 teams that really have a shot at winning the title, and so I think you'll see a more balanced schedule. Um, and so we've We've talked about it a lot. We just haven't gone to that made that move yet? >> Well, a season ticket holder that shares his tickets with seven other guys with red sauce. You could buy a BMW. You share the tickets, so but But I would love it if they didn't do the tiered. Pricing is a season ticket holder, so hope you hold off a while, but I don't know. It could maximize revenues if the Red Sox that was probably not a stupid thing is they're smart people. What about the sponsorships? Is fascinating about the partners looking for our ally. How are you measuring that? You're building your forging a tighter relationship, obviously, with the sponsors in these partners. Yeah, what's that are? Why look like it's >> measured? A variety of relies, largely based on the assets that they deliver. But I think every single partner we talk to these days, I also leave the sponsorship team. So I oversee. It's It's rare in sports, but I stayed over business strategy and Alex and sponsorship team. Um, it's not my title, but in practice, that's what I do. And I think everyone we talked to wants digital right? They want we've got over 25,000,000 social media followers with the Bulls, right? We've got 19,000,000 on Facebook alone. And so sponsors see those numbers and they know that we can deliver impression. They know we can deliver engagement and they want access to those channels. And so, from a return on, I always call a return on objectives, right? Return on investment is a little bit tricky, but return on objectives is if we're trying to reel brand awareness, we're gonna go back to them and say, Here's how many people came to our arena and saw your logo and saw the feature that you had on the scoreboard. If you're on our social media channels or a website, here's the number of impressions you got. Here is the number of engagements you got. I think where we're at now is Maura's Bad Morris. Still better, right? Everyone wants the big numbers. I think where you're starting to see it move, though, is that more isn't always better. We want the right folks engaging with our brands, and that's really what we're starting to think about is if you get 10,000,000 impressions, but they're 10,000,000 impressions to the wrong group of potential customers, that's not terribly helpful. for a brand. We're trying to work with our brands to reach the right demographics that they want to reach in order to actually build that brand awareness they want to build. >> What, What? Your primary social channels. Twitter, Obviously. >> So every platform has a different purpose way. Have Facebook, Twitter, instagram, Snapchat. We're in a week. We bow in in China and you know, every platform has a different function. Twitter's obviously more real time news. Um, you know the timeline stuff, it falls off really quick. Instagram is really the artistic piece of it on, and then Facebook is a blend of both, and so that's kind of how we deploy our channels. We have a whole social team that generates content and pushes that content out. But those are the channels we use and those air incredibly valuable. Now what you're starting to see is those channels are changing very rapidly, based on their own set of algorithms, of how they deliver content of fans. And so we're having to continue to adapt to those changing environments in those social >> show impressions. In the term, impressions varies by various platforms. So so I know. I know I'm more familiar with Twitter impressions. They have the definition. It's not just somebody who might have seen it. It's somebody that they believe actually spent a few seconds looking at. They have some algorithm to figure that out. Yeah. Is that a metric that you finding your brands are are buying into, for example? >> Yeah. I mean, I think certainly there they view it's kind of the old, you know, when you bought TV ads, it's how many households. So my commercial right, it's It's a similar type of metric of how many eyeballs saw a piece of content that we put out. I think we're the metrics. More people are starting to care about his engagements, which is how many of you actually engaged with that piece of content, whether it's a like a common a share, because then that's actual. Yeah, you might have seen it for three seconds, but we know how things work. You're scrolling pretty fast, But if you actually stopped to engage it with something, that's where I think brands are starting to see value. And as we think about our content, we have ah framework that our digital team uses. But one of the pillars of that is thumb stopping. We want to create content that is some stopping that people actually engage with. And that's been a big focus of ours. Last couple years, >> I presume. Using video, huge >> video We've got a whole graphics team that does custom graphics for whether it's stats or for history, historical anniversaries. We have a hole in house production team that does higher end, and then our digital team does more kind of straight from the phone raw footage. So we're using a variety of different mediums toe reach our fans >> that What's your background? How'd you get into all of this? >> I spent seven years in consulting, so I worked for Deloitte on their strategy group out of Chicago, And I worked for CPG companies like at the intersection of Retailer and CPG. So a lot of in store promotional work helping brands think through just General Revenue management, pricing strategy, promotional strategy and, um stumbled upon greatness with the Bulls job. A friend gave me the heads up that they were looking to fill this type of role and I was able to get my resume in the mix and I was lucky enough to get get the job, and it's been when I started. We're single, single, single, so it's a team of one. Five years later, we're a team of six, and we'll probably keep growing. So it's been an exciting ride and >> your background is >> maths. That's eyes business. Undergrad. And then I got a went Indian undergrad business and then went to Kellogg. Northwestern got an MBA on strategy, so that's my background. But it's, you know, I've dabbled in sports. I worked for the Chicago 2016 Olympic bid back in the day when I was at Deloitte. Um, and so it's been It's always been a dream of mine. I just never knew how I get there like I was wanted to work in sports. They just don't know the path. And I'm lucky enough to find the path a lot earlier than I thought. >> How about this conference? I know you have been the other M I T. Event. How about this one? How we found some of the key takeaways. Think you >> think it's been great because a lot of the conferences we go to our really sports focus? So you've got the M. I T Sports Analytics conference. You have seat. You have n b a type, um, programming that they put on. But it's nice to get out of sports and sort of see how other bigger industries are thinking about some of the problems specifically around data management and the influx of data and how they're thinking about it. It's always nice to kind of elevated. Just have some room to breathe and think and meet people that are not in sports and start to build those, you know, relationships and with thought leaders and things like that. So it's been great. It's my first time here. What are probably back >> good that Well, hopefully get to see a game, even though that stocks are playing that well. Thanks so much for coming in Cuba. No problems here on your own. You have me. It was great to have you. All right. Keep right, everybody. I'll be back with our next guest with Paul Gill on day Volante here in the house. You're watching the cue from M I T CEO. I cube. Right back

>> from Cambridge, Massachusetts. It's three Cube covering M I T. Chief data officer and information quality Symposium 2019. Brought to you by Silicon Angle Media. >> Hi already. We're back in Cambridge, Massachusetts at the M I t. Chief data officer Information quality event. Hashtag m i t cdo i Q. And I'm David Dante. He's Paul Gillen. Day one of our two day coverage of this event. This is the Cube, the leader in live tech coverage. Joe Caserta is here is the president of Caserta and Doug Laney, who is principal data strategist at Caserta, both Cube alarm guys. Great to see you again, Joe. What? Did you pick up this guy? How did that all came on here a couple of years ago? We had a great conversation. I read the book, Loved it. So congratulations. A nice pickup. >> We're very fortunate to have. >> Thanks. So I'm fortunate to be here, >> so Okay, well, what attracted you to Cassard? Oh, >> it's Joe's got a tremendous reputation. His his team of consultants has a great reputation. We both felt there was an opportunity to build some data strategy competency on top of that and leverage some of those in Phanom. Its ideas that I've been working on over the years. >> Great. Well, congratulations. And so, Joe, you and I have talked many times. And the reason I like talking because you know what's going on in the market place? You could you could siphon. What's riel? What's hype? So what do you see? It is the big trends in this data space, and then we'll get into it. Yeah, sure. Um, trends >> are chief data officer has been evolving over the last couple of years. You know, when we started doing this several years ago, there was just a handful of people, maybe 30 40 people. Now, there's 450 people here today, and it's been evolving. People are still trying to find their feet. Exactly what the chief date officers should be doing where they are in the hierarchy. Should they report to the c e o the C I O u the other CDO, which is a digital officer. So I think you know, hierarchically. That's still figuring it out politically. They're figuring it out, but technically also, they're still trying to figure it out. You know what's been happening over the past three years is the evolution of data going from traditional data warehousing and business intelligence. To get inside out of data just isn't working anymore. Eso evolving that moving it forward to more modern data engineering we've been doing for the past couple of years with quote unquote big data on That's not working anymore either, right? Because it's been evolving so fast. So now we're on, like, maybe Data three dato. And now we're talking about just pure automate everything. We have to automate everything. And we have to change your mindset from from having output of a data solution to an outcome to date a solution. And that's why I hired Doug, because way have to figure out not only had to get this data and look at it and analyze really had to monetize it, right? It's becoming a revenue stream for your business if you're doing it right and Doug is the leader in the industry, how to figure that >> you keep keep premise of your book was you gotta start valuing data and its fundamental you put forth a number of approaches and techniques and examples of companies doing that. Since you've published in phenomena Microsoft Apple, Amazon, Google and Facebook. Of the top five market value cos they've surpassed all the financial service is guys all ExxonMobil's and any manufacturer? Automobile makers? And what of a data companies, right? Absolutely. But intrinsically we know there's value their way any closer to the prescription that you put forth. >> Yeah, it's really no surprise and extra. We found that data companies have, ah, market to book value. That's nearly 33 times the market average, so Apple and others are much higher than that. But on average, if you look at the data product companies, they're valued much higher than other companies, probably because data can be reused in multiple ways. That's one of the core tenets of intra nomics is that Data's is non depleted ble regenerative, reusable asset and that companies that get that an architect of businesses based on those economics of information, um, can really perform well and not just data companies, but >> any company. That was a key takeaway of the book. The data doesn't conform to the laws of scarcity. Every says data is the new oil. It's like, No, it's not more valuable. So what are some examples in writing your book and customers that you work with. Where do you see Cos outside of these big data driven firms, breaking new ground and uses of data? I >> think the biggest opportunity is really not with the big giant Cos it's really with. Most of our most valuable clients are small companies with large volumes of data. You know if and the reason why they can remain small companies with large volumes of data is the thing that holds back the big giant enterprises is they have so much technical. Dad, it's very hard. They're like trying to, you know, raise the Titanic, right? You can't really. It's not agile enough. You need something that small and agile in order to pivot because it is changing so fast every time there's a solution created, it's obsolete. We have to greet the new solution on dhe when you have a big old processes. Big old technologies, big old mind sets on big old cultures. It's very hard to be agile. >> So is there no hope? I mean, the reason I ask the question was, What hope can you give some of these smokestack companies that they can become data centric? Yeah, What you >> see is that there was a There was a move to build big, monolithic data warehouses years ago and even Data Lakes. And what we find is that through the wealth of examples of companies that have benefited in significant ways from data and analytics, most of those solutions are very vocational. They're very functionally specific. They're not enterprise class, yada, yada, kind of kind of projects. They're focused on a particular business problem or monetizing or leveraging data in a very specific way, and they're generating millions of dollars of value. But again they tend to be very, very functionally specific. >> The other trend that we're seeing is also that the technology and the and the end result of what you're doing with your data is one thing. But really, in order to make that shift, if your big enterprises culture to really change all of the people within the organization to migrate from being a conventional wisdom run company to be a data really analytics driven company, and that takes a lot of change management, a lot of what we call data therapy way actually launched a new practice within the organization that Doug is actually and I are collaborating on to really mature because that is the next wave is really we figured out the data part. We figured out the technology part, but now it's the people part people. Part is really why we're not way ahead of where we even though we're way ahead of where we were a couple of years ago, we should be even further. Culturally, it's very, very challenging, and we need to address that head on. >> And that zeta skills issue that they're sort of locked into their existing skill sets and processes. Or is it? It's fear of the unknown what we're doing, you know? What about foam? Oh, yeah, Well, I mean, there are people >> jumping into bed to do this, right? So there is that part in an exciting part of it. But there's also just fear, you know, and fear of the unknown and, you know, part of what we're trying to do. And why were you trying Thio push Doug's book not for sales, but really just to share the knowledge and remove the mystery and let people see what they can actually do with this data? >> Yeah, it's more >> than just date illiteracy. So there's a lot of talk of the industry about data literacy programs and educating business people on the data and educating data people on the business. And that's obviously important. But what Joe is talking about is something bigger than that. It's really cultural, and it's something that is changed to the company's DNA. >> So where do you attack that problem? It doesn't have to go from the top down. You go into the middle. It has to >> be from the top down. It has to be. It has to be because my boss said to do it all right. >> Well, otherwise they well, they might do it. But the organization's because if you do, it >> is a grassroots movement on Lee. The folks who are excited, right? The foam of people, right? They're the ones who are gonna be excited. But they're going to evolve in adopt anyway, right? But it's the rest of the organization, and that needs to be a top down, Um, approach. >> It was interesting hearing this morning keynote speakers. You scored a throw on top down under the bus, but I had the same reaction is you can't do it without that executive buying. And of course, we defined, I guess in the session what that was. Amazon has an interesting concept for for any initiative, like every initiative that's funded has to have what they call a threaded leader. Another was some kind of And if they don't, if they don't have a threat of leader, there's like an incentive system tau dime on initiative. Kill it. It kind of forces top down. Yeah, you know, So >> when we interview our clients, we have a litmus test and the limits. It's kind of a ready in this test. Do you have the executive leadership to actually make this project successful? And in a lot of cases, they don't And you know, we'll have to say will call us when you're ready, you know, or because one of the challenges another part of the litmus test is this IittIe driven. If it's I t driven is gonna be very tough to get embraced by the rest of the business. So way need to really be able to have that executive leadership from the business to say this is something that we need >> to do to survive. Yeah, and, you know, with without the top down support. You could play small ball. But if you're playing the Yankees, you're gonna win one >> of the reasons why when it's I t driven, it's very challenging is because the people part right is a different budget from the i T budget. And when we start talking about data therapy, right and human resource is and training and education of just culture and data literacy, which is not necessary technical, that that becomes a challenge internally figuring out, like how to pay for Andi how to get it done with a corporate politics. >> So So the CDO crowd definitely parts of your book that they should be adopting because to me, there their main job is okay. How does data support the monetization of my organization? Raising revenue, cutting costs, improving productivity, saving lives. You call it value. And so that seems to be the starting point. At the same time. In this conference, you grew out of the ashes of back room information quality of the big data height, but exploded and have kind of gone full circle. So But I wonder, I mean, is the CDO crowd still focused on that monetization? Certainly I think we all agree they should be, but they're getting sucked back into a governance role. Can they do both, I guess, is >> my question. Well, governance has been, has been a big issue the past few years with all of the new compliance regulation and focus on on on ensuring compliance with them. But there's often a just a pendulum swing back, and I think there's a swing back to adding business value. And so we're seeing a lot of opportunities to help companies monetize their data broadly in a variety of ways. A CZ you mentioned not just in one way and, um, again those you need to be driven from the top. We have a process that we go through to generate ideas, and that's wonderful. Generating ideas. No is fairly straightforward enough. But then running them through kind of a feasibility government, starting with you have the executive support for that is a technology technologically feasible, managerially feasible, ethically feasible and so forth. So we kind of run them through that gauntlet next. >> One of my concerns is that chief data officer, the level of involvement that year he has in these digital initiatives again is digital initiative of Field of Dreams. Maybe it is. But everywhere you go the CEO is trying to get digital right, and it seems like the chief data officer is not necessarily front and center in those. Certainly a I projects, which are skunk works. But it's the chief digital officer that's driving it. So how how do you see in those roles playoff >> In the less panel that I've just spoken, very similar question was asked. And again, we're trying to figure out the hierarchy of where the CDO should live in an organization. Um, I find that the biggest place it fails typically is if it rolls up to a C I. O. Right. If you think the data is a technical issue, you're wrong, Right? Data is a business issue, Andi. I also think for any company to survive today, they have to have a digital presence. And so digital presence is so tightly coupled to data that I find the best success is when the chief date officer reports directly to the chief digital officer. Chief Digital officer has a vision for the user experience for the customer customers Ella to figure out. How do we get that customer engaged and that directly is dependent on insight. Right on analytics. You know, if the four of us were to open up, any application on our phone, even for the same product, would have four different experiences based on who we are, who are peers are what we bought in the past, that's all based on analytics. So the business application of the digital presence is tightly couple tow Analytics, which is driven by the chief state officer. >> That's the first time I've heard that. I think that's the right organizational structure. Did see did. JJ is going to be sort of the driver, right? The strategy. That's where the budget's gonna go and the chief date office is gonna have that supporting role that's vital. The enabler. Yeah, I think the chief data officer is a long term play. Well, we have a lot of cheap date officers. Still, 10 years from now, I think that >> data is not a fad. I think Data's just become more and more important. And will they ultimately leapfrog the chief digital officer and report to the CEO? Maybe someday, but for now, I think that's where they belong. >> You know what's company started managing their labor and workforce is as an actual asset, even though it's not a balance sheet. Asked for obvious reasons in the 19 sixties that gave rise to the chief human resource officer, which we still see today and his company start to recognize information as an asset, you need an executive leader to oversee and be responsible for that asset. >> Conceptually, it's always been data is an asset and a liability. And, you know, we've always thought about balancing terms. Your book sort of put forth a formula for actually formalizing. That's right. Do you think it's gonna happen our lifetime? What exactly clear on it, what you put forth in your book in terms of organizations actually valuing data specifically on the balance sheet. So that's >> an accounting question and one that you know that you leave to the accounting professionals. But there have been discussion papers published by the accounting standards bodies to discuss that issue. We're probably at least 10 years away, but I think respective weather data is that about what she'd asked or not. It's an imperative organizations to behave as if it is one >> that was your point it's probably not gonna happen, but you got a finger in terms that you can understand the value because it comes >> back to you can't manage what you don't measure and measuring the value of potential value or quality of your information. Or what day do you have your in a poor position to manage it like one. And if you're not manage like an asset, then you're really not probably able to leverage it like one. >> Give us a little commercial for I do want to say that I do >> think in our lifetime we will see it become an asset. There are lots of intangible assets that are on the books, intellectual property contracts. I think data that supports both of those things are equally is important. And they will they will see the light. >> Why are those five companies huge market cap winners, where they've surpassed all the evaluation >> of a business that the data that they have is considered right? So it should be part of >> the assets in the books. All right, we gotta wraps, But give us Give us the The Caserta Commercial. Well, concert is >> a consultancy that does essentially three things. We do data advisory work, which, which Doug is heading up. We do data architecture and strategy, and we also do just implementation of solutions. Everything from data engineering gate architecture and data science. >> Well, you made a good bet on data. Thanks for coming on, you guys. Great to see you again. Thank you. That's a wrap on day one, Paul. And I'll be back tomorrow for day two with the M I t cdo m I t cdo like you. Thanks for watching. We'll see them all.

>> Hi. I'm stupid, man. And this is a special on the ground here a the be Tugg Summer Slam and happy to welcome Thio, the program A longtime friend. But first time on the program. Somebody that's known this community for many years. Louisiana Coast is a senior systems engineer in the hyper convert infrastructure space at BM. Where Luigi great to talk >> to you again. >> Thank you. Stew. Actually, this has been one of my bucket list item since e. M. C. World 2010 when the Cube actually first started. >> Yeah. So you've been watching since the beginning. You knew me back from, you know, disclosure. I used to work at AMC, and I've been working with being work for a long time. So you've had a number of jobs. One of those consistencies out there is. I know when I would go to the winter warmer, I would usually see them. There are. Your wife is helped out at the event here also, So give us a way to start off a little bit. Like what is this event being met? You, Your career. Oh, and your friendships over the years. Oh, >> man, that's That's a great question to do. Actually, um, I don't think I would be where I am today without this particular user group. It was my first ever user group in my first ever, really major exposure into the M. We're in January 2010 at the first winter warmer that I attended. So for me, it it actually gave me exposure into the technology and then to see the community and the user's behind that. And I was already following you on Twitter at the time. And you were kind of my mentor into the social space, Ian getting involved in there and to have it all accumulate together. And it was just for me, honestly was amazing. And it was life changing >> liberty. My apologies for introducing to the quagmire that is currently Twitter. But you know l series, right? You know, you got on. You've been in a huge proponent of community activities there. You've now attended. You really think so? You've been at PM world of numbers. Free tip. There one you've been Tonto discovers with H P. When you were there. You know what's different about, you know, a regional event like this compared >> to some of the big ones. >> Well, I think the conversations that you have at most of those events of the same, I think where the benefit regionally is, you can meet up with these people afterwards for coffee, for tea. You can continue that conversation in person a lot easier on and also having the same being in the same geographical region. It helps you relate to some of it. You can. You can laugh about some of the nuances with weather or just, you know, the local sports and what's happening there. And you could just It's more like home, Right? And you get that sense of comfort when you go out to a big conference, right? Yes, you're gonna know people. Were you in a strange environment? You kind of like your little more reserved. >> Like when I talked to Chris Giladi here. He says they don't like when we talk about the Patriots, but your big patriots, >> I have diarrhea. >> Okay. All right. The other thing, you really talk about jobs here. You know something? I know over the years, I've loved helping introducing people on helping them get jobs. The S E positions are always something that every company is going to walk around this expo floor. You're always going to see people that are hiring, and you're gonna find people that that that need jobs. You know what, your >> ears I I would say that's >> the biggest thing about the regional area is when you're actually in the market for a new job. I mean, for me, if you look at me. I started out years ago as a sys admin. Then I went to Tech marketing, and I went to Social Media Marketing. And now I'm doing Essie work for GM wear, which is still a dream, in my opinion, to be working at GM where but for me, it's you build those connections and you have those conversations, those real world conversations. I was just speaking with a gentleman earlier who's possibly contemplating a job change, right? That's not a conversation he would have. Just normally he feels comfortable with these users in the experiences that they've had and and he wants to learn from that. And I'm happily to share that information with anyone. >> Yeah, Luigi, what are some of the things that you've seen? You change the industry, that impact, you know, you were involved with, You know, Matt and Sean hoping Thio, with the social media aspect of this event, Really? You know, being an open 10 toe embrace, not just >> virtualization cloud computing, obviously things like Dev ops, achieving work words or something that a heavily focused on it. >> Yeah, I would think from, if I look at it, I was actually >> having this conversation last night with Hans and are a friend of his, and I was explaining to her about the V tug and how it came about. And, you know, if you really think about back in 2012 you know, companies weren't talking multi cloud or multi virtualization technologies and the user groups started that. And if you look at where the the trend is now in the marketplace, it's plowed. It's this. It's that, you know. So the user's started to dictate that back then. So for me, it's really about that right? He and you know it allows you to stay abreast with the thing. And I don't know if I really entered your question because I'm a went off on a tangent with my a d d. But it was more about that watching the technology change and being ableto have those conversations with with people in from from NSC roll perspective, it keeps you in the touch of actually what the user's they're going through because you listen to them, you know, they start talking to you, even if you could sit in on some of these sessions like they start posing real challenges to you. >> All right, So, Luigi, you know what? I want to give you the final word. You know, we talk a little about the community, how you participated in at the end of an error. So you know what? You're takeaways here in any final memories >> that you want from the >> final memories would have to be my very first V tug. Or at the time was New England. The mug summer slammed. It was my wife's birthday. And I said, Your baby, I'm going to Maine for the day. And she's like, What's my birthday? Yeah, but this is gonna be important for us in the long run, from a career perspective. And here it is, nine years later. You know, I came home that that day with three lobsters for her. You know, I got a sweet talker. >> Um, but, >> you know, nine years later, she works and participates in the user group and gets back. And I now work for the company that we were supporting as a user in community. So for me, that's gotta go full circle. It's pretty surreal if you ask me. >> I >> had a question for you. Stay. >> Oh, I don't know if you turn the mike on, >> I know that I'm a diehard Yankees fan, But which way do you go? Yankees Red Sox? >> Well, come on, we do. You know that Like you. And like a certain Tom Brady, I am still a Yankee fan born and raised in New Jersey S o. Just don't talk about it and we win too much. But my boss is a die hard Red Sox fan, and New England fans are pretty fanatical. And don't don't you understand? Like Patriots fans have become just like 80 perennial winners. You think that they're always going to drive that and a little bit too arrogant. So looking forward to the banner unveiling for the Patriots number nine. Number six for TB 12 man, Team it, of course I will be there I've been lucky enough to be. It was actually it was the Giants connection with a tree. It's that got me there. But I do love football, and I'll miss having the V tug event. There was fun, you know, not meeting one with the alumni from there s so, uh, already, you know, sharing my share in my allegiance is there. I have not converted to the Red Sox, then was a nice place to go. But I'm more of a football God and the Patriots are my number one t never. Yeah, I think I >> think that's the other thing that I respect about. Yours were both patriots in Yankee things that I had to throw that out there. >> All right, well, Luigi, welcome to the Cube, Alumni. Thanks so much always for your >> support over the year and your contributions community. >> And be sure to check out the cute Dunnett were, of course, at PM world. We've got the entire executive team on all the big flower shows. I'm student event as always. Thank you so >> much for watching

>> from Boston, Massachusetts. It's the queue covering W T. G transformed 2019 by Winslow Technology Group. >> Hi. I'm Stew Minutemen. And this is the Cuban W. T. G. Transformed 2019 here home game in Boston, Massachusetts, our third year. The event happened a Welcome back to the program. Second time on the program in less than a year. Matt Kozlowski, Who's the vice president? Professional services, Winslow Technology Group. Thanks so much for joining. Thank you. Alright, uh, second tie I've had on the program, but first vest and cufflinks you like today. So, you know, showing your own individual style for, >> like, the Ted talk. Look, >> Absolutely. So we will keep this under 18 minutes. Okay? Probably be more like about 12 theirs and no slide. But you tell us a story of change and inspiration. Uh, you know, in all seriousness there what? I actually want to hear the story of change that we're seeing inside of Winslow attack. So, um, you know, question I asked, You know, some of your peers in the company is, you know, if I thought about Winslow attack, you know, just a couple of years ago, it's like, Oh, hey, great deal, partner. No, the pellet side, you know, picking up the servers and some of the other pieces. Yeah, Here, you bring it on Brook board on board. You know, professional services security. Uh, you know, tell us a little bit about you know what? What were you doing since last time we caught up? >> Sure. So if you think about years ago where we had not just winslow but like bars as a whole came from it was, like, way sell boxes and we sell things. And now we're transitioning where people are using cloud or the hybrid cloud models. And they're actually using software in infrastructure as services and way need, like professional services and consulting to help people on that journey. That's like the simplified version of it. >> Yeah, and just, you know, I want to play something back for you and see if it resonates with you. You know, if I go back, you know, let's say 5 to 10 years ago, it was, you know, we get the boxes and the bar gets it, and they've got to spend a lot of work to configure it and do all the pieces. And, you know, that kind of day. One roll out when we talked about OK, how many months from when the equipment got to the bar versus when we're up and running? When we rolled out converged infrastructure, hyper converged infrastructure and all this cloudy stuff, it actually shifted things backwards. Now, before it gets there, there's a lot of work that either the customer or the partner with the customer needs to do so. It shifted it because once it gets on site, well, there's less wiring and cabling. You configuration I need to do. But it just shifted where that engagement service happened. It did not eliminated that what you're saying? >> Yeah, so there's a lot in terms of like planning. I mean, even, like integration work that we do ahead of time. >> I would say things that have changed even over the last, like three or four years is like the complexity of everything is gone up like we're trying to simplify it. We're simplifying maybe the delivery of it and users. But behind the scenes, certainly it's It's more complicated, I would say, than than ever. >> Yeah, you know it. We're no longer just, you know, let's lock the door and Hafiz of Security and put the firewall in place. Right now, it's like, Oh, well, it's micro segmentation in all the places and my application spread out across. You know how many locations, how many services from and therefore write everything has become a little bit >> more and more >> complicated, eh? So how do we make sure we stay secure in 2019? >> So I think there's a couple areas they're so first is, like maintaining that same kind of sense of securing people, infrastructure and things along those lines that we've kind of been doing for a while now that your basic like firewalls and even vulnerability assessments and things like that. But I think over the last couple years and this as we move to like more of like distributed workforce, like people working from home, people working remotely, finding like the right people, there's gonna be more of a focus on like and point protection and, like protecting users at, like the end point >> or the mobile level on them than ever before. >> Um, >> a lot of talking the keynote this morning, amount cloud. Yeah, and you said, you know, where does that put things so, you know, give us from your standpoint. You know, obviously services were hugely important piece of it, you know, a CZ the box. And the location becomes a little bit less important, despite the fact that even when you have things like server list, we know that there's ultimately hardware sure runs underneath it somewhere. You know, what were those Winslow play today and in the future? >> Okay, so I'm gonna give you two kind of conflicting answers to that. So the 1st 1 is, if you look at reasons why people don't go to the cloud, it's there not comfortable in the security of it. I'll say in like the my like, real world, not in the academic or statistical version of it. One of the reasons people do go to the cloud is for security, right? Look a like a lot of health care organizations are goingto like cloud based electronic medical record systems. I feel like that in some ways has insulated or shifted >> some of the burden of the risk and keeping those systems secure to the provider that's hosting them. >> Which is probably better for us, his patients, right, And for the health >> care providers in general. In that case, >> yeah. You know, one of the things we know is that what you need to do as user is you can't just keep doing things the old way because your competition will move faster. Right? And we know from a security standpoint, my friends that aren't even security is like you need to be able to move fast. One of the great things about the cloud is you know, if I'm running on Azure eight of us Hey, that latticed latest patch in that security vulnerability did that get rolled out? Well, I'm not responsible. Yes, they absolutely right. I didn't have to wait for that roll out, you know? So So there's that piece of it. So you know, just how do I keep up obtained? I need to, as as user, do some updates, and therefore, I'm not saying everything goes in the public cloud, but how do I make sure that it's not? Oh, I update my software every two years, or it's I need to make sure that I'm closing those gaps and vulnerabilities of taking advantage of words. I >> think there's going to be like a shift in changing from like normal. CIS admits they're thinking about like patching Windows and patching Lennox and operating systems. But, like once we move information to the cloud and you think about it, more is like information security. So now data is in the cloud. I'm not patching the system's anymore because we'll just assume that, you know, eight of us Microsoft. They're doing a great job with that. But like once data say is in one drive like how my governing, like where that data's going, who's accessing it, who it's being shared with, how it's being backed up things along those lines. It's just a different mindset that people need to adopt, you know, in relation to securing information, not systems. All right, >> man, I'm trying to figure we gotta replace Patch Tuesday with some celebration or some battering event where we can try to tackle some of the some of these new challenges there, You know? What does that mean to some of the changing roles that you're seeing in the customers, though? I guess here here went to attack. You know, I was talking to Arctic wolf in a typical customer, you know, doesn't have their whole security team that runs 24 7 That's where your partner with that. So you know, we're just security fit in. The organization has said, If it was a large enterprise, you know, it's a four level discussion. You know you've got your sea. So where somebody like that, what does the typical kind of mid to small sized company security team look? >> Yeah, it looks like I'm gonna partner with someone. Or that's what it should look like because, like even if companies have like a managed provider, that's doing like patch management and things along those lines, there's something to be said for having like 1/3 party in another party party, like as your security partner, Because if the people that air like doing the patching, they're probably doing a great job at it. But, like you might not want them being the ones also doing like your vulnerability assessments. It's good to have, like different parties in there, So I feel like for smaller medium businesses, it's getting comfortable partnering on and using like professional services. Frankly, Tio to do that. All >> right, so it's really interest Matt next week. Actually, Amazon is holding a cloud security show here in Boston called Reinforced. So, uh, you know, Boston seems an interesting place, You know, the arse. A conference has always been out in San Francisco. Give us kind of the state of security here in the area. >> Okay, so I think I have a unique perspective on this because I'm not from the area. Like I'm from Connecticut. So I come up here. >> You really most people in the United States would be like Connecticut is a suburb of Austin. You know where you are? Yeah, that's that's the one you need to know. Where we are. You on the Yankees Red Sox line that goes down the middle of the state, right? Right around Hartford. >> Yeah, are are like, claim to fame is being in between both city. So yes, um, way do see, though, like Boston emerging as, like, a regional tech hub, if not like the tech hub of the East Coast. Frankly, so I feel like why not have it here? Like, why wouldn't we have it here? Compared to everywhere else? Like there's so many tech companies, and this just doesn't feel like a tech hub of the region's. >> Okay, Well, you know I'm all in favor of things where I could take the trainer drive to rather than have to fly around the president. Huge is part of you Give a session here on Talked about some branch somewhere Give give us so some of the key takeaways and thanks for the audience that they should be thinking about. >> So So in that session, I kind of invented a completely fictional account of a ransomware attack on a hospital. It was Bill on real world scenarios that I just kind of, like merged together. So I would say up front things that I would say that were important to talk about and that we're, you know, cyber security awareness training. I'm making sure people you know are understand. Like the risks involved with female security advance like modern and point protection. We kind of touched on that a little earlier. So, like older, signature based detection is just not not really effective anymore. Um, having a good tamper proof backup strategy is important, too. So let's say, like, systems get ransomware it. Everything's encrypted, like you need a way to restore that data without necessarily paying the ransom on DH like tamperproof backups >> are are the way to do that. Really? So >> all right, that I want to give you the final word. Uh, w t g transform 2019 gives a little inside some of the customers you're talking to. Some of the top of mine, diffuse or any. I don't work >> for me. A lot of the top mine issues around security seriously, but also like modernizing People's Data Center so that delivering on the hybrid cloud message of like installing hardware and software that not just provides, like data storage services on Prem but could do a lot of cloud tearing >> cloud archiving. Also >> because last, we really appreciate the updates. Thank you. Money for Sarah. We're all initiated. I want to thank our audience here. We've had a full day here. Got to talk to some of the users, some of the partners and, of course, our host for the event. Winslow Technology Group. Scott Winslow and the team. Great to see the growth. Always love to be able to dig in with the users and what's happening locally for myself, stupid. And want to thank the whole team here at the Cube for helping us to be ableto support these events and be sure to check out the cute dot net. You could do some searches there. You could find all the guests here and see previously what they've been talking about. See what future events were going out and dig their archive and is always if you have any questions, feel free to reach out myself, the rest of the team and always a pleasure to be able to share with you and thank you for watching.

(upbeat electronic music) >> Announcer: Live from Chicago, Illinois, it's theCUBE, covering Veeamon 2018. Brought to you by Veeam. >> Welcome back to Chicago everybody, the Windy City, you're watching theCUBE, the leader in live tech coverage and we're here day two at Veeamon 2018, theCUBE's second year doing Veeamon, and I'm Dave Vellante, with my cohost, Stu Miniman. Patrick Osborne is here, the newly minted VP and GM of big data and secondary storage. >> And CUBE alumni. >> HPE and many time CUBE alumni, did you get a sticker? >> Yeah, it's already on my laptop. >> Oh, awesome, great to see you again. >> Good to see you guys. >> Thanks so much for coming on, always fun at Veeamon. >> Yep. >> They have a big presence. Your show, HPE Discover, they painted the Chi-Town green. >> Patrick: Yep. >> What's going on at the show for you guys? >> So a huge partner for us, in our ecosystem, as you guys know, HPE and the world of virtualized workloads, like, you know, we definitely own the space in terms of the number of Veeams sitting on our infrastructure and they are a great partner. You know, we've got thousands of customers, and I think what we're seeing, too, is that as Veeam grows up into the midsize and enterprise space, that is, you know, that's where our wheelhouse is. And so we're getting a lot of customer interactions in that space, and then, with some of our offerings around Nimble and SimpliVity, where they play very well in the commercial segments, that's a great way for us to go grab new logos, be present in the channel. So it's a really good partnership for us on both ends. >> I definitely want to understand what's going on in big data, but before we get there, let's talk a little bit about secondary storage and your point of view there. We know that data protection is moving way up on the list of CXO priorities, we also know there's a dissonance in the customer base, between the expectations of how much automation is actually there from the line of business, versus what IT can deliver. >> Patrick: Yeah, yeah. >> And so there's this gap and now you have multi-cloud coming on in a big way, digital transformation, and so it feels like backup and recovery and data protection is transforming. Throw in security and it even complicates it further. What's your point of view on what's going on in this mix? >> Well, certainly the sands are shifting in the secondary storage market. I think because of a heightened customer expectation in this area, whether it's, you know, I want to do more with my data, running things that we do at Veeam, like test data, automation, Sandboxing, security, you know, ransomware. All those are higher level data services than just what people were doing in the past around backup and recovery. So for us, we're really focused a lot on automation right in this space. The death of backup and recovery in that traditional space is essentially caused by comPlexxity, right? So automate or die in this space, nobody wants to deal with backup, right? What you want is outcomes, and what we're doing is, for our product line, we've got sort of this three-tiered mantra, of predictive, cloud-ready and timeless. So we want to be able to, through platforms like InfoSite, be able to heavily, heavily automate all those activities. Cloud-ready, because, you know, as we talked before, it's a hybrid world. People, especially in secondary storage, want to have some data on-prem, and certainly a lot of it for archival and retention off-prem. And then, timeless is sort of this scenario around, even though I'm operating a data center, I want the purchasing experience to be elastic, and like, again, the cloud, right? So consumption-based as a service. So that's what we're trying to bring to the market for secondary storage and storage in general. >> Dave: Awesome. >> Patrick, as I look at this space, you talk about that hybrid, multi-cloud world that we talked about. The two big, main things are data and my applications. So you talked a bit about the data, connect for us, kind of the applications and things, cloud native and 12 factor microservices, versus traditional applications. And you've got that whole spectrum, what are you seeing from your customers and how are you helping them? >> Yeah, so, we're definitely seeing a lot of the tech leading customers in the enterprise from HPE, you know, the big logos, right? They're out there disrupting themselves, disrupting industry, are massively betting on analytics, right? So, they've moved certainly from databases to batch now, it's all, you know, I think people call it fast data, streaming analytics, Kafka, Spark. So we're seeing, that part of our business that HPE's growing, like, non-sequentially, right? So it's really good business for us. But what's going on right now, is that the customers who are doing this, these are all net new apps. Kubernetes, you know, new styles of application, it's not a rip and replace, it's more of an augmentation scenario, where you're providing new services on top of existing apps. So that is very new and I think one of the things we'll see over the next couple of years is, how do I protect those workloads? How do I provide multi-cloud for them? So it's an interesting space, it's very nascent, a lot of tech-heavy investment going on for the, you know, the big players in the market. But that's going to have a long tail into the mid range. >> How will the data protection architecture sort of change for those new emerging applications? You know, maybe IoT is another piece of that. And maybe, where does your partnership with Veeam fit into that? >> Yeah, so we are having a number of strategy discussions on that this morning, you know. And I think that space is, you know, there's a lot of identification that has to go on. Do I want to back it up, do I care? Right, are those persistent streams? Or that IoT data that's coming in, do I really have to back it up at the end of the day or can I back up the results? So, a lot of it is not just an availability issue, it's certainly a data management issue. But a lot of the tools that we would need to do that, today, they're focused on bare-metal, VM wear, virtualization, a lot of stuff that hasn't been written yet, right? So I think there's a lot of actual tech development that has to go on in this space and I think we're kind of poised together as partners to deliver in that area the next couple years. >> You guys have this tagline, "We Make Hybrid IT Simple." >> Patrick: Yes. >> IT, you know-- >> Patrick: Very quantifiable. >> It ain't simple. (laughter) So, where does storage fit into that equation? >> Yeah, the stats that blow my mind was, I think IBC came out with this, was that there's essentially around 500 million apps in the data center today. And then, in any sort of spectrum of bare-metal, being virtualized, maybe being containerized, in the next four years there's going to be 500 million net new apps, right? So that's like, it's mind blowing, in terms of, most people have a flat budget, maybe a little increase. So you think that you're doubling the amount of apps you have and all the services around it. So for us, the automation piece is absolutely key, right? So anything we can do with InfoSite as a platform, we're going to be extending that to other products, you see we've done it for 3PAR, we'll be bringing that experience. But anything we can do around automation, analytics, that's going to take a lot of the mystery and comPlexxity out of managing these apps and services, I think is a win for the customers, and that's why they're going to buy into the platforms. >> Yeah, it's like, imagine if you're a young family, you've got two kids and you have twins. >> Patrick: Yeah. (laughter) >> Uh-oh. (laughs) >> Or you decide to have two more, like I did. (laughter) >> Patrick, we've been talking about intelligence in the storage world for decades. >> Yes. >> Why is it real, you know, more real and different now, than it was in some of the previous generations? >> Yeah, I think, you know, some of the techniques... So, we've had systems that have called home and brought telemetry home forever, right? But I think what's going on is that, as you take the tools that we've developed, and a lot of them are new, right, that are allowing you to do this, it's the practition of the data science, which is like the key, at the end of the day. InfoSite is an amazing piece of technology, a lot of the magic is in the way that you set up your teams, and to be able to take that on, right? So, it's no longer a product manager, an engineering guy, support person in a different organization, right? What we have is what's called a peak team, right? Which just takes all the functions, brings them together with a data scientist, to be able to take a look at, how can I do machine learning, AI, a more predictive model, to actually take use of this data, right? And I think the techniques and the organizational design is the big change that's happened over the last couple of years. Data's always been there, right? But now we know what to do with that. >> Yeah, and like you said before, the curve is reshaping, it's not this linear Moore's Law curve anymore. >> Patrick: Yeah. >> It's this exponential curve. >> Patrick: Exactly. >> I can't even draw it anymore you know, it used to be easy, just put the dotted line straight out, now it's twisting. So, that increases the need obviously, for automation. Now talk about how HPE's automation play is differentiable in the marketplace. >> So I think a couple of things from a differentiated perspective. Obviously we talked a lot about InfoSite as a platform, as a portfolio company, we're definitely trying to take out the friction, in terms of the deployment and automation of some of these big data environments. So our mission is to be able to, like you would stand up some analytic workloads in the public cloud, to provide that same experience, on-prem, right? And essentially be the broker for that user experience. So that's an area that we're going to differentiate, and then, you know, in general, there's not that many mega portfolio companies, right, anymore. And I feel like, that we're exploiting that for our customers, bringing together compute networking and storage. And certainly on the automation side. So you know, for us, I really feel that you're no longer going to be buying on horizontal lines anymore. You know, best of breed servers, best of breed networking, best of breed storage, but bringing together a complete, vetted stack for a set of workloads, from a vendor like HPE. >> Yeah, and it was just announced, the deal's not closed yet, but just to mention to the audience, HPE just made an acquisition of Plexxi, a networking specialist-- >> Patrick: Yeah, a good friend, too, Rich Napolitano. >> Rich Napolitano. Just this week, which is interesting, because that brings cloud scale to some of the hyperconvergence infrastructure. It's essentially hyperconverge networking, so really interested to see how that plays out. HPE has made a number of really effective acquisitions over the last several years, starting really with 3PAR, was the one. Clearly Aruba, you know, the Nimble acquisition, you know, SimpliVity, so, SGI. So some really strong, both tactical and strategic moves for HPE, really interested to see how Plexxi sorts out. Okay, we got to talk sports for a minute. I asked Peter McKay this question, I asked his boss, some sports fans, if you were Robert Kraft, would you have traded Tom Brady? >> (sharp inhale) No. >> No way? >> No way, no way. >> Okay, that's consistent with McKay. >> Yeah, no way, that's like trading Montana, that didn't work out. >> That did work out, right? They traded Montana, then they won another Superbowl. >> Yeah, I know, I mean, I think, for me, he's an icon and then he's still operating at maximum efficiency, which is amazing, but I think he got a lot of legs in him. >> What do you think of the... Well hopefully he stays, hopefully he does play 'til 45. What do you think of the Garoppolo trade, though? Are you disappointed that they didn't get more, or do you think it was the right move to hang on, just in case Brady went down again? >> I think it's the right move at the end of the day, right? You're not going to get much from him anyways, and they're certainly not going to pay him out as a backup quarterback. What I don't like, though, is the fact that he's gone to the 49ers, and that's where most of my engineering team is in the Bay Area. So, to have to deal with yahoo 49ers fans, you know, for the next couple years, is going to be painful. But it's good, it's a good renewed rivalry. >> So you're not a-- >> Celtics, Warriors, you know, Patriots, Niners. >> You're not an instant transplanted 49ers fan, because of Garoppolo, right? >> Patrick: No, absolutely not. >> He's a carpet-bagger, right? >> He's out, he's off the team, he's out of the house. >> I love it, okay, Bruins were a big disappointment this year. >> Yeah, yeah. >> We thought that, you know, the Celtics were super exciting, let's go there, I mean. You know, you watched the Celtics early in the year, 'cause your like, after Hayward went down, you're like, kind of' we were all walking around like this. And then you-- >> I felt like, it's like where Kennedy was shot, right? I know exactly where I was, right? >> Right, and you had people blaming Danny Ainge for, like, making a move, I'm like, come on, guys. And you see what happened with the young players, and then they sort of tailed off a little bit, they were struggling, you know, Ky was trying to find his way and now they're the exciting team. Up to on Cleveland, I mean, you got to believe that Lebron is going to step up his game with a little home cooking. But let's assume for a second that they get by Cleveland (laughs) which will be a huge task. I mean, I don't think there's anybody in the NBA who can stop Kevin Durant, but I'd love to see Marcus Smart try. >> So two things in that scenario. One is that, who needs Kyrie Irving more right now, Cleveland or Boston, right? (laughter) Which is amazing, can you imagine saying that a couple months ago? It blows my mind. And then, for me, it's a revamping of the NBA, right? If you get the Celtics versus the Warriors in that style of play, I mean, it's definitely, it's changed the whole game, right? Shooting guards, ballers, I think it's fantastic to see, you know, a whole new style of play in the NBA. >> It's so exciting to see the Celtics back in. >> Team basketball, defense, passing, all of it, it's great. >> And ESPN is losing their minds, they don't know what to do. Stephen A Smith doesn't know what to say. >> Patrick: ESPN Live. >> He's actually pissed I think, yeah. (laughter) So, now, Stu, you're a Yankees fan, of course, and you know my line on the Yankees. Stu's kind of a weekend Yankees fan. My line on the Yankees is, that sucks you can't beat us in April. (laughs) Here it is in May. >> Dave, I'm just quiet around you, because I know where my paycheck comes from. >> I appreciate that perspective, Stu, okay. >> Patriots win, we're in agreement. >> Think about all these renewed rivalries, it's great. Celtics, Sixers, Red Sox, Yankees, it's unbelievable. >> And like I said, San Francisco-- >> Patrick: Phillies! >> And the Pats. >> The Pats! >> Well Patrick, always a pleasure seeing you, thanks for making time out of your busy schedule. >> Yeah, absolutely, it was great. >> For coming on theCUBE. Alright, keep it right there everybody, we'll be back with our next guest, right after this brief break. You're watching theCUBE, Live from Veeamon 2018. (upbeat electronic music)

>> Announcer: Live from Chicago, Illinois, it's theCUBE! Covering VeeamON 2018. Brought to you by Veeam. >> Welcome back to Day Two of VeeamON 2018 in Chicago. My name is Dave Vellante, and I'm here with Stu Miniman. You're watching theCUBE, the leader in live tech coverage. Dante Orsini is here. He's the Senior Vice President of Biz Dev at iland. CUBE alum. Good friend of theCUBE. Great to see you again. >> Great to see ya. >> Thanks for coming on. >> Yeah, thanks for having me. >> What's happening with iland these days, in the world of cloud service providers? >> Well Dave, it's been insane for us. Obviously Veeam's a huge partner of ours. We've been working together for what, seven years now I think. And it's just amazing to see the growth of this company. Right? We've integrated Veeam -- our relationship. We started off basically providing managed backup many, many moons ago. But six years ago we started to build our own platform, on top of Veeam, on top of Cisco, on top of HPE. Customers really wanted to see more control. They wanted greater levels of security. They really wanted a true enterprise cloud. To do that we had to enhance the VMware stack. We had chose to take Veeam and integrate them via their API. Today if somebody deploys anything in the world with iland, it's automatically backed up by Veeam. If you fast forward a bit, as you see what Veeam's done to innovate with cloud and multi cloud, they've really helped build our business. >> Dante, if you go and look back before the whole cloud wave, the typical service provider. They would have one of everything. You'd walk down the aisles and there'd be whatever it was. An EMC box. A digital box. Whatever it was. Did virtualization change that? Were you able to consolidate? Create a platform. Create a simpler environment to manage. Or is there still a lot of bespoke infrastructure lying around? >> Yeah, that's a great question. For us, I'd love to tell you we hit it right the first time twelve years ago. But no. Just like you said. There's all sorts of different technologies right? But I think what we've done is we quickly standardized. We leverage Cisco UCS from a compute perspective. We leverage some of their storage platforms for the things that we do with Veeam Cloud Connect Backup. We actually help them drive the validation of that product before it came to market. We operate at scale with them. Same thing with Veeam. We're their the largest cloud provider in the world right now. As far as leveraging Veeam technologies. In addition to that on the storage front, we also because of the demands of the environment, we really want to deliver a secure cloud service. Encryption is table stakes, and has been for years. HPE Nimble plays a critical role for us there. That's really our stack. Cisco from a network and a compute perspective, VMware with the hypervisor, and HPE from a storage perspective. >> It's sounds like you've taken some very cost effective platforms. Nimble, Veeam, etc. And then architected an enterprise class solution. You guys are adding value around that as an integrator and obviously a service provider. >> Yup, correct. And I think the market is demanding more and more from a cloud provider. People want true transparency. They want control over the infrastructure. For us it's like, how can we develop an API? So we can make this platform extensible. And then still work with the customers that are struggling with the promise of cloud. And Stu, you see this all the time, right? >> Yeah, and Dante, one of the things we're discussing here is it's a very hybrid world. As Veeam said, customers are doing lots of SAAS. They're using service providers. They have their own data centers. They're using a few public clouds. One of the things I've been watching real closely is companies like iland and the other cloud service providers Amazon and Microsoft aren't the enemy anymore. It's, well we actually have to partner with them on some services. We do some things locally. Maybe give us your viewpoint on how that's changed in the last couple of years. >> Yeah, great question. I would tell you that we're not quite there yet, Stu. From my perspective. You guys know, we're known best for providing disaster recovery as a service. That's where we've made a name in the space. But the irony is we've really focused on building this cloud infrastructure. So an I as platform. And ironically that's the majority of our revenue. When we look at public, clearly it is a hybrid world. Where we spend a lot of time, is investing in how can we highly automate the integration? Because we know that people are going to have workloads everywhere. The idea is, think about it from a recovery perspective. If I'm protecting your traditional workloads. And you've got a dev team that's using various different services that are proprietary to a public cloud, that stuff's got to talk to each other in a true resiliency capacity. We wanted to make sure that people could actually highly automate and orchestrate a failover to us, a test to us. But also integrate the connectivity portion of that. Right? Making sure that all these things can talk together is important. You understand as well as I do, as these cloud architectures change, become more modern, and they're more service driven. The traditional, I'm going to move from point A to point B is no longer in play. It's how can I have more diversity amongst my vendor base? If I'm using containers. You've got a globally distributed architecture. If I can deploy some of that with iland, and some of that maybe using Kubernetes, that gives me diversity for recovery. >> Dante, you've hit one of the key things we've been as an industry struggling with. That pace of change is just so rapid. How do you internally deal with that pace of change? As to I architected something today, and tomorrow there's something new. Tell us what you're hearing from your customers as to how they make their decisions and sort through this constantly changing Rubrik? >> Well it's definitely insane. We see all sorts of various different use cases, depending on the industry. And that pressure to innovate at the speed of light is, really people struggle with it. I think from our perspective, there's a couple things that we're doing. One, we actually wrote our own assessment application. We call it iland Catalyst. This was really designed to help both our customers as well as our partners. Cause we go to market through a lot of partners as well, to help streamline this pre-sales process for a customer. Again, we focus squarely on the VMware infrastructure stack. Being able to pull an inventory of what somebody has in their environment. And then go through and select resource pools and VM's, for whatever the purpose. Whether they're looking to work and shift workloads. Or whether they're looking to protect them from a backup or DR perspective, we're able to mitigate all the challenges associated with that. To your point. As people are looking at cloud, it's like okay. Is this cloud thing real? And how's it apply to my business? What can I really do with this? And by the way, I got to deal with my budget also. What's this stuff cost? We've got some really smart people. But you can't scale our smartest people globally. We wanted to really drive that into an application. It's really helped get people to outcomes much quicker. So do it right first. >> Dante, if you reverse back a few years ago, VMware was calling Amazon a book seller. Amazon was calling guys like VMware the old guard. The old way. They kissed and hugged last year. You must've loved that first of all. Because it was like, great, VMware specialist. We'll just drive truck through that opportunity, because we get service provision, cloud, VMware stack, boom. Now fast forward. They've got this little kumbaya thing going on. How do you now differentiate from that? >> Yeah, that's a great question. First of all, VMware, obviously a very strategic partner. I think they've got a long road ahead of them. On some of the things that they're doing. I think the promise of where they're going is great. But I still think there's a lot of folks that struggle with the idea. Think about co-mingling my traditional workloads. And then trying to integrate cloud native services on top of it. I think it's a tall order. We'll see where it goes. We're keeping a close eye on it. But in the interim for us, we continue to see folks that are saying, look I want to get out of the data center business. I've built my data center on VMware. I need to have much greater levels of control and visibility. And you need to make this easy on me. From that perspective, we've been able to do really, really well. We work with a lot of service providers that are looking for that level of a consultative approach. But also want to realize the benefits of a cloud. The point being is, I want a great cloud but it needs to be enterprise class. And I also need to know that I might need help architecting that migration. >> Well that's the key, right? You're not going to get that from an Amazon. They're not going to come into your shop. They're not going to hold your hand through it. They're not going to help you build the architecture route. And help you manage it on an ongoing basis. >> Dante, it's May 2018, so I'd be remiss if I didn't ask about GDPR. >> Hey Stu, I love you man! This is great. You guys know we operate globally, and have for over a decade. GDPR we were way out in front of this. I'm not sure if you follow, The BSI just came out with a new standard. 10012, I believe. I think our Compliance and DPO Officer would be pretty proud of me for remembering that one. >> Dave: I'm proud of ya. >> It's tailor made for GDPR. We've been pre-certified, one of four companies that did it. We do a ton in the security side and the compliance side. And I know they go hand in hand. We went through a global audit last year. On the back of some of the ISO work we do with the CSA, the Cloud Security Alliance. And actually came out with a gold star certification. Sounds juvenile, right? A gold star, woo hoo! But it's a big deal. Only iland and Microsoft have actually achieved that level of certification. Yeah. On the compliance side we're way out in front of GDPR. We're doing a lot from a thought leadership perspective in educating both the partners and the marketplace. I think it's going to see what happens with Brexit also. I think you'll see the rest of the world kind of find their way to their own type of regulation. >> What do all those acronyms mean for your customers in terms of GDPR compliance? How does that turn into value for them, and make their life easier? Can you explain? >> I think right now the whole market's been in my opinion has been ill prepared for this. You see a lot of people scrambling. Being able to identify what data is going to fall under that regulation. How you treat the data. How you're able to account for the data. And also destroy the data. And validate that. Is frankly I see some of the biggest sweeping change in marketing. I see marketing people really scrambling. Because they have to make sure that they double-opt in. Cause the fines for breaching this are unbelievable. I think you're going to see the regulators make an example out of certain people. >> No doubt. >> Quickly. >> There's going to be some examples. They're going to go after the guys with deep pockets first. But the fines are... What are the fines? Four, is it 10% of the turnover? No, 4% of turnover. >> 4% of your previous year's turnover. >> Which is insane. >> Yep, yep. >> That's going to hurt. >> Or something like 20 million pounds, something like that. >> Which ever is greater. >> Which ever is greater. Yes! Yes, exactly. Yup. >> It's pretty onerous. Dante, VeeamON 2018, we'll give you closing thoughts. >> Fantastic event, right. Just super appreciative for our relationship with Veeam. They've been behind us. They've been behind this whole cloud provider community. I mean guys, you know this. Raat Mere and team had the ability to go take this stuff to a public cloud many moons ago. They chose to enable a managed cloud provider market first. We are very grateful for that. >> Awesome. Hey thanks so much for coming on theCUBE. Great to see you. >> My pleasure. >> As always. >> Yup, go Yankees! >> Oh whoa, time out. >> Go Yankees. >> While we're on the topic. Listen, you can't beat the Red Sox in April. Okay, you know that, right? >> Yeah, here we go. >> So it's going to be interesting to see. I mean I have predicted the Yankees take the east, and they go to the World Series. But you got to be excited as a Yankees fan. >> Could be a good year. >> I've always liked Brian Cashman. I think he's one of the best GM's in the business. Watch his moves at the trading deadline. He's going to beef up the bullpen. I hope the Sox can hang tough with him because anything can happen. >> It's true, anything can happen. >> Hey, great to see ya. >> Great to see you guys, thank you. >> Go Sox. >> Dig it. >> Keep it right there everybody. We'll be back with our next guest right after this short break.

>> Voiceover: Live from New York it's theCUBE, covering Machine Learning Everywhere: Build Your Ladder to AI. Brought to you by IBM. (upbeat techno music) >> Welcome back to New York City as theCUBE continues our coverage here at IBM's Machine Learning Everywhere: Build Your Ladder to AI. Along with Dave Vellante, I'm John Walls. We're now joined by Vitaly Tsivan who is Executive Vice President at AMC Networks. And Vitaly, thanks for joining us here this morning. >> Thank you. >> I don't know how this interview is going to go, frankly. Because we've got a die-hard Yankee fan in our guest, and a Red Sox fans who bleeds Red Sox Nation. Can you guys get along for about 15 minutes? >> Dave: Maybe about 15. >> I'm glad there's a bit of space between us. >> Dave: It's given us the off-season and the Yankees have done so well. I'll be humble. Okay? (John laughs) We'll wait and see. >> All right. Just in case, I'm ready to jump in if we have to separate here. But it is good to have you here with us this morning. Thanks for making the time. First off, talk about AMC Networks a little bit. So, five U.S. networks. You said multiple international networks and great presence there. But you've had to make this transition to becoming a data company, in essence. You have content and you're making this merger in the data. How has that gone for you? And how have you done that? >> First of all, you make me happy when you say that AMC Networks have made a transition to be a data company. So, we haven't. We are using data to help our primary business, which is obviously broadcasting our content to our viewers. But yes, we use data to help to tune our business, to follow the lead that viewers are giving us. As you can imagine, in the last so many years, viewers have actually dictating how they want to watch. Whether it's streaming video rather than just turning their satellite boxes or TV boxes on, and pretty much dictating what content they want to watch. So, we have to follow, we have to adjust and be at the cutting edge all for our business. And this is where data come into play. >> How did you get there? You must have done a lot of testing, right? I mean, I remember when binge watching didn't even exist, and then all of a sudden now everybody drops 10 episodes at once. Was that a lot of A-B testing? Just analyzing data? How does a company like yours come to that realization? Or is it just, wow, the competition is doing it, we should too. Explain how -- >> Vitaly: Interesting. So, when I speak to executives, I always tell them that business intelligence and data analytics for any company is almost like an iceberg. So, you can actually see the top of it, and you enjoy it very much but there's so much underwater. So, that's what you're referring to which is that in order to be able to deliver that premium thing that's the tip of the iceberg is that we have to have state of the art data management platforms. We have to curate our own first by data. We have to acquire meaningful third party data. We have to mingle it all together. We have to employ optimization predictive algorithms on top of that. We have to employ statistics, and arm business with data-driven decisions. And then it all comes to fruition. >> Now, your company's been around for awhile. You've got an application -- You're a developer. You're an application development executive. So, you've sort of made your personal journey. I'm curious as to how the company made its journey. How did you close that gap between the data platforms that we all know, the Googles, the Facebooks, etc., which data is the central part of their organization, to where you used to be? Which probably was building, looking back doing a lot of business intelligence, decision support, and a lot of sort of asynchronous activities. How did you get from there to where you are today? >> Makes sense. So, I've been with AMC Networks for four years. Prior to that I'd been with Disney, ABC, ESPN four, six years, doing roughly the same thing. So, number one, we're utilizing ever rapidly changing technologies to get us to the right place. Number two is during those four years with AMC, we've employed various tactics. Some of them are called data democratization. So, that's actually not only get the right data sources not only process them correctly, but actually arm everyone in the company with immediate, easy access to this data. Because the entire business, data business, is all about insights. So, the insights -- And if you think of the business, if you for a minute separate business and business intelligence, then business doesn't want to know too much about business intelligence. What they want insights on a silver plate that will tell them what to do next. Now, that's the hardest thing, you can imagine, right? And so the search and drive for those insights has to come from every business person in the organization. Now, obviously, you don't expect them to build their own statistical algorithms and see the results in employee and machine learning. But if you arm them with that data at the tip of their fingers, they'll make many better decisions on a daily basis which means that they're actually coming up with their own small insights. So, there are small insights, big insights, and they're all extremely valuable. >> A big part of that is cultural as well, that mindset. Many companies that I work with, they're data is very siloed. I don't know if that was the case with your firm, maybe less prior to your joining. I'd be curious as to how you've achieved that cultural mindset shift. Cause a lot of times, people try to keep their own data. They don't want to share it. They want to keep it in a silo, gain political power. How did you address that? >> Vitaly: Absolutely. One of my conversations with the president, we were discussing the fact that if we were to go make recordings of how people talk about data in their organization today and go back in time and show them what they will be doing three years from now, they would be shocked. They wouldn't believe that. So, absolutely. So, culturally, educationally, bringing everyone into the place where they can understand data. They can take advantage of the data. It's an undertaking. But we are successful in doing that. >> Help me out here. Maybe I just have never acquired a little translation here, or simplification. So, you think about AMC. You've got programming. You've got your line up. I come on, I click, I go, I watch a movie and I enjoy it or watch my program, whatever. So, now in this new world of viewer habits changing, my behaviors are changing. What have you done? What have you looked for in terms of data and telling you about me that has now allowed you to modify your business and adapt to that. So, I mean, health data shouldn't drive that on a day to day basis in terms of how I access your programming. >> So, good example to that would be something we called TV everywhere. So, you said it yourself, obviously users or viewers are used to watching television as when the shows were provided via television. So, with new technologies, with streaming opportunities, today, they want to watch when they want to watch, and what they want to watch. So, one of the ways we accommodate them with that is that we don't just television, so we are on every available platform today and we are allowing viewers to watch our content on demand, digitally, when they want to watch it. So, that is one of the ways how we are reacting to it. And so, that puts us in the position as one of the B to C type of businesses, where we're now speaking directly to our consumers not via just the television. So, we're broadcasting, their watching which means that we understand how they watch and we try to react accordingly to that. Which is something that Netflix is bragging about is that they know the patterns, they actually kind of promote their business so we on that business too. >> Can you describe your innovation formula, if you will? How do you go about innovating? Obviously, there's data, there's technology. Presumably, there's infrastructure that scales. You have to be able to scale and have massive speed and infrastructure that heals itself. All those other things. But what's your innovation formula? How would you describe it? So, informally simple. It starts with business. I'm fortunate that business has desire to innovate. So, formulating goals is something that drives us to respond to it. So, we don't just walk around the thing, and look around and say, "Let's innovate." So, we follow the business goals with innovation. A good example is when we promote our shows. So, the major portion of our marketing campaigns falls on our own air. So, we promote our shows to our AMC viewers or WE tv viewers. When we do that, we try to optimize our campaigns to the highest level possible, to get the most out of ROI out of that. And so, we've succeeded and we managed today to get about 30% ROI on that and either just do better with our promotional campaigns or reallocate that time for other businesses. >> You were saying that after the first question, or during responding to the first question, about you saying we're really not ... We're a content company still. And we have incorporated data, but you really aren't, Dave and I have talked about this a lot, everybody's a data company now, in a way. Because you have to be. Cause you've got this hugely competitive landscape that you're operating in, right? In terms of getting more odd calls. >> That's right. >> So, it's got to be no longer just a part of what you do or a section of what you do. It's got to be embedded in what you do. Does it not? Oh, it absolutely is. I still think that it's a bit premature to call AMC Networks a data company. But to a degree, every company today is a data company. And with the culture change over the years, if I used to solicit requests and go about implementing them, today it's more of a prioritization of work because every department in the company got educated to the degree that they all want to get better. And they all want those insights from the data. They want their parts of the business to be improved. And we're venturing into new businesses. And it's quite a bit in demand. >> So, is it your aspiration to become a data company? Or is it more data-driven sort of TV network? How would you sort of view that? >> I'd like to say data-driven TV network. Of course. >> Dave: Okay. >> It's more in tune with reality. >> And so, talk about aligning with the business goals. That's kind of your starting point. You were talking earlier about a gut feel. We were joking about baseball. Moneyball for business. So, you're a data person. The data doesn't lie, etc. But insights sometimes are hard. They don't just pop out. Is that true? Do you see that changing as the time to insight, from insight to decision going to compress? What do you see there? >> The search for insights will never stop. And the more dense we are in that journey the better we are going to be as a company. The data business is so much depends on technologies. So, that when technologies matures, and we manage to employ them in a timely basis, so we simply get better from that. So, good example is machine learning. There are a ton of optimizations, optimization algorithms, forecasting algorithms that we put in place. So, for awhile it was a pinnacle of our deliveries. Now, with machine learning maturing today. We are able or trying to be in tune with the audience that is changing their behavior. So, the patterns that we would be looking for manually in the past, machine is now looking for those patterns. So, that's the perfect example for our strength to catch up with the reality. What I'm hoping for, and that's where the future is, is that one day we won't be just reacting utilizing machine learning to the change in patterns in behavior. We are actually going to be ahead of those patterns and anticipate those changes to come, and react properly. >> I was going to say, yeah, what is the next step? Because you said that you are reacting. >> Vitaly: I was ahead of your question. >> Yeah, you were. (laughter) So, I'm going to go ahead and re-ask it. >> Dave: Data guy. (laughter) >> But you've got to get to that next step of not just anticipating but almost creating, right, in your way. Creating new opportunities, creating news data to develop these insights into almost shaping viewer behavior, right? >> Vitaly: Totally. So, like I said, optimization is one avenue that we pursue and continue to pursue. Forecasting is another. But I'm talking about true predictability. I mean, something goes beyond just to say how our show will do. Even beyond, which show would do better. >> John: Can you do that? Even to the point and say these are the elements that have been successful for this genre and for this size of audience, and therefore as we develop programming, whether it's in script and casting, whatever. I mean, take it all the way down to that micro-level to developing almost these ideals, these optimal programs that are going to be better received by your audience. >> Look, it's not a big secret. Every company that is in the content business is trying to get as many The Walking Deads as they can in their portfolio. Is there a direct path to success? Probably not, otherwise everyone would have been-- >> John: Over do it. >> Yeah, would be doing that. But yeah, so those are the most critical and difficult insights to get ahold of and we're working toward that. >> Are you finding that your predictive capabilities are getting meaningfully better? Maybe you could talk about that a little bit in terms of predicting those types of successes. Or is it still a lot of trial and error? >> I'd like to say they are meaningfully better. (laughter) Look, we do, there are obviously interesting findings. There are sometimes setbacks and we learn from it, and we move forward. >> Okay, as good as the weather or better? Or worse? (laughs) >> Depends on the morning and the season. (laughter) >> Vitaly, how have your success or have your success measurements changed as we enter this world of digital and machine learning and artificial intelligence? And if so, how? >> Well, they become more and more challenging and complex. Like, I gave an example for data democratization. It was such an interesting and telling company-wide initiative. And at the time, it felt as a true achievement when everybody get access to their data on their desktops and laptops. When we look back now a few years, it was a walk in the park to achieve. So, the more complex data and objectives we set in front of ourselves, the more educated people in the company become, the more challenging it is to deliver and take the next step. And we strive to do that. >> I wonder if I can ask you a question from a developers perspective. You obviously understand the developer mindset. We were talking to Dennis earlier. He's like, "Yeah, you know, it's really the data scientists that are loving the data, taking a bath in it. The data engineers and so forth." And I was kind of pushing on that saying, "Well, but eventually the developers have to be data-oriented. Data is the new development kit. What's your take? I mean, granted the 10 million Java developers most of them are not focused on the data per se. Will that change? Is that changing? >> So, first of all, I want separate the classical IT that you just referred to, which are developers. Because this discipline has been well established whether it's Waterfall or Agile. So, every company has those departments and they serve companies well. Business intelligence is a different animal. So, most of the work, if not all of the work we do is more of an R&D type of work. It is impossible to say, in three months I'll arrive with the model that will transform this business. So, we're driving there. That's the major distinction between the two. Is it the right path for some of the data-oriented developers to move on from, let's say, IT disciplines and into BI disciplines? I would highly encourage that because the job is so much more challenging, so interesting. There's very little routine as we said. It's actually challenge, challenge, and challenge. And, you know, you look at the news the way I do, and you see that data scientists becomes the number one desired job in America. I hope that there will be more and more people in that space because as every other department was struggling to find good people, right people for the space, and even within that space, you have as you mentioned, data engineers. You have data scientists or statisticians. And now it's maturing to the point that you have people who are above and beyond that. Those who actually can envision models not to execute on them. >> Are you investigating blockchain and playing around with that at all? Is there an application in your business? >> It hasn't matured fully yet in our hands but we're looking into it. >> And the reason I ask is that there seems to me that blockchain developers are data-oriented. And those two worlds, in my view, are coming together. But it's earlier days. >> Look, I mean, we are in R&D space. And like I said, we don't know exactly, we can't fully commit to a delivery. But it's always a balance between being practical and dreaming. So, if I were to say, you know, let me jump into a blockchain right now and be ahead of the game. Maybe. But then my commitments are going to be sort of farther ahead and I'm trying to be pragmatic. >> Before we let you go, I got to give you 30 seconds on your Yankees. How do you feel about the season coming up? >> As for with every season, I'm super-excited. And I can't wait until the season starts. >> We're always excited when pitchers and catchers show up. >> That's right. (laughter) >> If I were a Yankee fan, I'd be excited too. I must admit. >> Nobody's lost a game. >> That's right. >> Vitaly, thank you for being with us here. We appreciate it. And continued success at AMC Networks. Thank you for having me. >> Back with more on theCUBE right after this. (upbeat techno music)