(gentle upbeat music) >> Everyone welcome to the AWS Startup Showcase presented by theCUBE. I'm John Furrier, host of theCUBE. We are here talking about the next big thing in cloud featuring Explorium. For the AI track, we've got AI cybersecurity and life sciences. Obviously AI is hot, machine learning powering that. Today we're joined by Zach Booth, director of global partnerships and channels like Explorium. Zach, thank you for joining me today remotely. Soon we'll be in person, but thanks for coming on. We're going to talk about rethinking external data. Thanks for coming on theCUBE. >> Absolutely, thanks so much for having us, John. >> So you guys are a hot startup. Congratulations, we just wrote about on SiliconANGLE, you're a new $75 million of fresh funding. So you're part of the Amazon partner network and growing like crazy. You guys have a unique value proposition looking at external data and that having a platform for advanced analytics and machine learning. Can you take a minute to explain what you guys do? What is this platform? What's the value proposition and why do you exist? >> Bottom line, we're bringing context to decision-making. The premise of Explorium and kind of this is consistent with the framework of advanced analytics is we're helping customers to reach better, more relevant, external data to feed into their predictive and analytical models. It's quite a challenge to actually integrate and effectively leverage data that's coming from beyond your organization's walls. It's manual, it's tedious, it's extremely time consuming and that's a problem. It's really a problem that Explorium was built to solve. And our philosophy is it shouldn't take so long. It shouldn't be such an arduous process, but it is. So we built a company, a technology that's capable for any given analytical process of connecting a customer to relevant sources that are kind of beyond their organization's walls. And this really impacts decision-making by bringing variety and context into their analytical processes. >> You know, one of the things I see a lot in my interviews with theCUBE and talking to people in the industry is that everyone talks a big game about having some machine learning and AI, they're like, "Okay, I got all this cool stuff". But at the end of the day, people are still using spreadsheets. They're wrangling data. And a lot of it's dominated by these still fenced-off data warehousing and you start to see the emergence of really companies built on the cloud. I saw the snowflake IPO, you're seeing a whole new shift of new brands emerging that are doing things differently, right? And because there's such a need for just move out of the archaic spreadsheet and data presentation layers, it's a slower antiquated, outdated. How do you guys solve that problem? You guys are on the other side of that equation, you're on the new wave of analytics. What are you guys solving? How do you make that work? How do you get on that way? >> So basically the way Explorium sees the world, and I think that most analytical practitioners these days see it in a similar way, but the key to any analytical problem is having the right data. And the challenge that we've talked about and that we're really focused on is helping companies reach that right data. Our focus is on the data part of data science. The science part is the algorithmic side. It's interesting. It was kind of the first frontier of machine learning as practitioners and experts were focused on it and cloud and compute really enabled that. The challenge today isn't so much "What's the right model for my problem?" But it's "What's the right data?" And that's the premise of what we do. Your model's only as strong as the data that it trains on. And going back to that concept of just bringing context to decision-making. Within that framework that we talked about, the key is bringing comprehensive, accurate and highly varied data into my model. But if my model is only being informed with internal data which is wonderful data, but only internal, then it's missing context. And we're helping companies to reach that external variety through a pretty elegant platform that can connect the right data for my analytical process. And this really has implications across several different industries and a multitude of use cases. We're working with companies across consumer packaged goods, insurance, financial services, retail, e-commerce, even software as a service. And the use cases can range between fraud and risk to marketing and lifetime value. Now, why is this such a challenge today with maybe some antiquated or analog means? With a spreadsheet or with a rule-based approach where we're pretty limited, it was an effective means of decision-making to generate and create actions, but it's highly limited in its ability to change, to be dynamic, to be flexible. And with modeling and using data, it's really a huge arsenal that we have at our fingertips. The trick is extracting value from within it. There's obviously latent value from within our org but every day there's more and more data that's being created outside of our org. And that is a challenge to go out and get to effectively filter and navigate and connect to. So we've basically built that tech to help us navigate and query for any given analytical question. Find me the right data rather than starting with what's the problem I'm looking for, now let me think about the right data. Which is kind of akin to going into a library and searching for a specific book. You know which book you're looking for. Instead of saying, there's a world, a universe of data outside there. I want to access it. I want to tap into what's right. Can I use a tool that can effectively query all that data, find what's relevant for me, connect it and match it with my own and distill signals or features from that data to provide more variety into my modeling efforts yielding a robust decision as an output. >> I love that paradigm of just having that searchable kind of paradigm. I got to ask you one of the big things that I've heard people talk about. I want to get your thoughts on this, is that how do I know if I even have the right data? Is the data addressable? Can I find it? Is it even, can I even be queried? How do you solve that problem for customers when they say, "I really want the best analytics but do I even have the data or is it the right data?" How do you guys look at that? >> So the way our technology was built is that it's quite relevant for a few different profile types of customers. Some of these customers, really the genesis of the company started with those cloud-based, model-driven since day one organizations, and they're working with machine learning and they have models in production. They're quite mature in fact. And the problem that they've been facing is, again, our models are only as strong as the data that they're training on. The only data that they're training on is internal data. And we're seeing diminishing returns from those decisions. So now suddenly we're looking for outside data and we're finding that to effectively use outside data, we have to spend a lot of time. 60% of our time spent thinking of data, going out and getting it, cleaning it, validating it, and only then can we actually train a model and assess if there's an ROI. That takes months. And if it doesn't push the needle from an ROI standpoint, then it's an enormous opportunity cost, which is very, very painful, which goes back to their decision-making. Is it even worth it if it doesn't push the needle? That's why there had to be a better way. And what we built is relevant for that audience as well as companies that are in the midst of their digital transformation. We're data rich, but data science poor. We have lots of data. A latent value to extract from within our own data and at the same time tons of valuable data outside of our org. Instead of waiting 18, 36 months to transform ourselves, get our infrastructure in place, our data collection in place, and really start having models in production based on our own data. You can now do this in tandem. And that's what we're seeing with a lot of our enterprise customers. By using their analysts, their data engineers, some of them in their innovation or kind of center of excellences have a data science group as well. And they're using the platform to inform a lot of their different models across lines of businesses. >> I love that expression, "data-rich". A lot of people becoming full of data too. They have a data problem. They have a lot of it. I think I want to get your thoughts but I think that connects to my next question which is as people look at the cloud, for instance, and again, all these old methods were internal, internal to the company, but now that you have this idea of cloud, more integration's happening. More people are connecting with APIs. There's more access to potentially more signals, more data. How does a company go to that next level to connect in and acquire the data and make it faster? Because I can almost imagine that the signals that come from that context of merging external data and that's the topic of this theme, re-imagining external data is extremely valuable signaling capability. And so it sounds like you guys make it go faster. So how does it work? Is it the cloud? Take us through that value proposition. >> Well, it's a real, it's amazing how fast the rate of change organizations have been moving onto the cloud over the past year during COVID and the fact that alternative or external data, depending on how you refer to it, has really, really blown up. And it's really exciting. This is coming in the form of data providers and data marketplaces, and everybody is kind of, more and more organizations are moving from rule-based decision-making to predictive decision making, and that's exciting. Now what's interesting about this company, Explorium, we're working with a lot of different types of customers but our long game has a real high upside. There's more and more companies that are starting to use data and are transformed or already are in the midst of their transformation. So they need outside data. And that challenge that I described is exists for all of them. So how does it really work? Today, if I don't have data outside, I have to think. It's based on hypothesis and it all starts with that hypothesis which is already prone to error from the get-go. You and I might be domain experts for a given use case. Let's say we're focusing on fraud. We might think about a dozen different types of data sources, but going out and getting it like I said, it takes a lot of time harmonizing it, cleaning it, and being able to use it takes even more time. And that's just for each one. So if we have to do that across dozens of data sources it's going to take far too much time and the juice isn't worth the squeeze. And so I'm going to forego using that. And a metaphor that I like to use when I try to describe what Explorium does to my mom. I basically use this connection to buying your first home. It's a very, very important financial decision. You would, when you're buying this home, you're thinking about all the different inputs in your decision-making. It's not just about the blueprint of the house and how many rooms and the criteria you're looking for. You're also thinking external variables. You're thinking about the school zone, the construction, the property value, alternative or similar neighborhoods. That's probably your most important financial decision or one of the largest at least. A machine learning model in production is an extremely important and expensive investment for an organization. Now, the problem is as a consumer buying a home, we have all this data at our fingertips to find out all of those external-based inputs. Organizations don't, which is kind of crazy when I first kind of got into this world. And so, they're making decisions with their first party data only. First party data's wonderful data. It's the best, it's representative, it's high quality, it's high value for their specific decision-making and use cases but it lacks context. And there's so much context in the form of location-based data and business information that can inform decision-making that isn't being used. It translates to sub-optimal decision-making, let's say. >> Yeah, and I think one of the insights around looking at signal data in context is if by merging it with the first party, it creates a huge value window, it gives you observational data, maybe potentially insights into customer behavior. So totally agree, I think that's a huge observation. You guys are definitely on the right side of history here. I want to get into how it plays out for the customer. You mentioned the different industries, obviously data's in every vertical. And vertical specialization with the data it has to be, is very metadata driven. I mean, metadata and oil and gas is different than fintech. I mean, some overlap, but for the most part you got to have that context, acute context, each one. How are you guys working? Take us through an example of someone getting it right, getting that right set up, taking us through the use case of how someone on boards Explorium, how they put it to use, and what are some of the benefits? >> So let's break it down into kind of a three-step phase. And let's use that example of fraud earlier. An organization would have basically past historical data of how many customers were actually fraudulent in the end of the day. So this use case, and it's a core business problem, is with an intention to reduce that fraud. So they would basically provide, going with your description earlier, something similar to an Excel file. This can be pulled from any database out there, we're working with loads of them, and they would provide this what's called training data. This training data is their historical data and would have as an output, the outcome, the conclusion, was this business fraudulent or not? Yes or no. Binary. The platform would understand that data itself to train a model with external context in the form of enrichments. These data enrichments at the end of the day are important, they're relevant, but their purpose is to generate signals. So to your point, signals is the bottom line what everyone's trying to achieve and identify and discover, and even engineer by using data that they have and data that they yet to integrate with. So the platform would connect to your data, infer and understand the meaning of that data. And based on this matching of internal plus external context, the platform automates the process of distilling signals. Or in machine learning this is called, referred to as features. And these features are really the bread and butter of your modeling efforts. If you can leverage features that are coming from data that's outside of your org, and they're quantifiably valuable which the platform measures, then you're putting yourself in a position to generate an edge in your modeling efforts. Meaning now, you might reduce your fraud rate. So your customers get a much better, more compelling offer or service or price point. It impacts your business in a lot of ways. What Explorium is bringing to the table in terms of value is a single access point to a huge universe of external data. It expedites your time to value. So rather than data analysts, data engineers, data scientists, spending a significant amount of time on data preparation, they can now spend most of their time on feature or signal engineering. That's the more fun and interesting part, less so the boring part. But they can scale their modeling efforts. So time to value, access to a huge universe of external context, and scale. >> So I see two things here. Just make sure I get this right 'cause it sounds awesome. So one, the core assets of the engineering side of it, whether it's the platform engineer or data engineering, they're more optimized for getting more signaling which is more impactful for the context acquisition, looking at contexts that might have a business outcome, versus wrangling and doing mundane, heavy lifting. >> Yeah so with it, sorry, go ahead. >> And the second one is you create a democratization for analysts or business people who just are used to dealing with spreadsheets who just want to kind of play and play with data and get a feel for it, or experiment, do querying, try to match planning with policy - >> Yeah, so the way I like to kind of communicate this is Explorium's this one, two punch. It's got this technology layer that provides entity resolution, so matching with external data, which otherwise is a manual endeavor. Explorium's automated that piece. The second is a huge universe of outside data. So this circumvents procurement. You don't have to go out and spend all of these one-off efforts on time finding data, organizing it, cleaning it, etc. You can use Explorium as your single access point to and gateway to external data and match it, so this will accelerate your time to value and ultimately the amount of valuable signals that you can discover and leverage through the platform and feed this into your own pipelines or whatever system or analytical need you have. >> Zach, great stuff. I love talking with you and I love the hot startup action here. Cause you're again, you're on the net new wave here. Like anything new, I was just talking to a colleague here. (indistinct) When you have something new, it's like driving a car for the first time. You need someone to give you some driving lessons or figure out how to operationalize it or take advantage of the one, two, punch as you pointed out. How do you guys get someone up and running? 'Cause let's just say, I'm like, okay, I'm bought into this. So no brainer, you got my attention. I still don't understand. Do you provide a marketplace of data? Do I need to get my own data? Do I bring my own data to the party? Do you guys provide relationships with other data providers? How do I get going? How do I drive this car? How do you answer that? >> So first, explorium.ai is a free trial and we're a product-focused company. So a practitioner, maybe a data analyst, a data engineer, or data scientist would use this platform to enrich their analytical, so BI decision-making or any models that they're working on either in production or being trained. Now oftentimes models that are being trained don't actually make it to production because they don't meet a minimum threshold. Meaning they're not going to have a positive business outcome if they're deployed. With Explorium you can now bring variety into that and increase your chances that your model that's being trained will actually be deployed because it's being fed with the right data. The data that you need that's not just the data that you have. So how a business would start working with us would typically be with a use case that has a high business value. Maybe this could be a fraud use case or a risk use case and B2B, or even B2SMB context. This might be a marketing use case. We're talking about LTV modeling, lookalike modeling, lead acquisition and generation for our CPGs and field sales optimization. Explore and understand your data. It would enrich that data automatically, it would generate and discover new signals from external data plus from your own and feed this into either a model that you have in-house or end to end in the platform itself. We provide customer success to generate, kind of help you build out your first model perhaps, and hold your hands through that process. But typically most of our customers are after a few months time having run in building models, multiple models in production on their own. And that's really exciting because we're helping organizations move from a more kind of rule-based decision making and being their bridge to data science. >> Awesome. I noticed that in your title you handle global partnerships and channels which I'm assuming is you guys have a network and ecosystem you're working with. What are some of the partnerships and channel relationships that you have that you bring to bear in the marketplace? >> So data and analytics, this space is very much an ecosystem. Our customers are working across different clouds, working with all sorts of vendors, technologies. Basically they have a pretty big stack. We're a part of that stack and we want to symbiotically play within our customer stack so that we can contribute value whether they sit here, there, or in another place. Our partners range from consulting and system integration firms, those that perhaps are building out the blueprint for a digital transformation or actually implementing that digital transformation. And we contribute value in both of these cases as a technology innovation layer in our product. And a customer would then consume Explorium afterwards, after that transformation is complete as a part of their stack. We're also working with a lot of the different cloud vendors. Our customers are all cloud-based and data enrichment is becoming more and more relevant with some wonderful machine-learning tools. Be they AutoML, or even some data marketplaces are popping up and very exciting. What we're bringing to the table as an edge is accelerating the connection between the data that I think I want as a company and how to actually extract value from that data. Being part of this ecosystem means that we can be working with and should be working with a lot of different partners to contribute incremental value to our end customers. >> Final question I want to ask you is if I'm in a conference room with my team and someone says, "Hey, we should be rethinking our external data." What would I say? How would I pound my fist on the table or raise my hand in saying, "Hey, I have an idea, we should be thinking this way." What would be my argument to the team, to re-imagine how we deal with external data? >> So it might be a scenario that rather than banging your hands on the table, you might be banging your heads on the table because it's such a challenging endeavor today. Companies have to think about, What's the right data for my specific use cases? I need to validate that data. Is it relevant? Is it real? Is it representative? Does it have good coverage, good depth and good quality? Then I need to procure that data. And this is about getting a license from it. I need to integrate that data with my own. That means I need to have some in-house expertise to do so. And then of course, I need to monitor and maintain that data on an ongoing basis. All of this is a pretty big thing to undertake and undergo and having a partner to facilitate that external data integration and ongoing refresh and monitoring, and being able to trust that this is all harmonized, high quality, and I can find the valuable ones without having to manually pick and choose and try to discover it myself is a huge value add, particularly the larger the organization or partner. Because there's so much data out there. And there's a lot of noise out there too. And so if I can through a single partner or access point, tap into that data and quantify what's relevant for my specific problem, then I'm putting myself in a really good position and optimizing the allocation of my very expensive and valuable data analysts and engineering resources. >> Yeah, I think one of the things you mentioned earlier I thought was a huge point was good call out was it goes beyond the first party data because and even just first party if you just in an internal view, some of the best, most successful innovators that we've been covering with cloud scale is they're extending their first party data to external providers. So they're in the value chains of solutions that share their first party data with other suppliers. And so that's just, again, more of an extension of the first party data. You're kind of taking it to a whole 'nother level of there's another external, external set of data beyond it that's even more important. I think this is a fascinating growth area and I think you guys are onto it. Great stuff. >> Thank you so much, John. >> Well, I really appreciate you coming on Zach. Final word, give a quick plug for the company. What are you up to, and what's going on? >> What's going on with Explorium? We are growing very fast. We're a very exciting company. I've been here since the very early days and I can tell you that we have a stellar working environment, a very, very, strong down to earth, high work ethic culture. We're growing in the sense of our office in San Mateo, New York, and Tel Aviv are growing rapidly. As you mentioned earlier, we raised our series C so that totals Explorium to raising I think 127 million over the past two years and some change. And whether you want to partner with Explorium, work with us as a customer, or join us as an employee, we welcome that. And I encourage everybody to go to explorium.ai. Check us out, read some of the interesting content there around data science, around the processes, around the business outcomes that a lot of our customers are seeing, as well as joining a free trial. So you can check out the platform and everything that has to offer from machine learning engine to a signal studio, as well as what type of information might be relevant for your specific use case. >> All right Zach, thanks for coming on. Zach Booth, director of global partnerships and channels that explorium.ai. The next big thing in cloud featuring Explorium and a part of our AI track, I'm John Furrier, host of theCUBE. Thanks for watching.

>> Announcer: Live from New Orleans, Louisiana, it's the Cube, covering .NEXT Conference 2018. Brought to you by Nutanix. >> Welcome back to the Cube, I'm here with Keith Townsend and I'm Stu Miniman. Happy to have on the program first-time guest Joe Zarb, who's with SAP Labs. He's the Vice President of Global Technology Partners. And welcome back to the Cube, long-time guest, Venugopal Pai, Vice President of Customer Success with Nutanix. Gentlemen, thanks so much for joining us. >> Great to be here, Stu, great to be here, Keith. >> All right, so Venugopal, our audience has seen him a few times. Joe, let's start, your role and inside SAP Labs what your organization does. >> Sure, happy to do that. So Joe Zarb, I head up our global technology partners within our global business development and ecosystems team. Basically helping our customers to respond to their needs and their wants for solutions that span not only SAP, but their whole digital transformation agenda. So we do that with the partners, and we do it with global service providers, we do it with software technology partners, and hardware technology partners. >> And Pai, we talked to Inder earlier today about customer success, but from an application standpoint, tell us why you're here. >> Of course, no thank you, Stu, thank you, Keith. Very good to be here again. So the reason that I'm here with Joe from SAP is we've had a long-standing relationship with SAP. Spanning almost four years. And the reason it's important is as Nutanix becomes the platform that customers start to depend on for the infrastructure, the key elements of what value we provide the customer is to mitigate a lot of the complexity that comes from infrastructure and allow them to focus on the business value of the application. And the predominant application as you start to global enterprises, large customers, SAP tends to be the lifeblood of that company. And the business value of how they drive value. So our partnership with SAP is to really make sure that as we start looking at transforming the data center and moving them to a digital platform that makes it very easy to consume, the ability for transcending the value to an SAP application, making sure that customers have that trust of, if I run SAP on Nutanix, the trust of availability, performance, capability, all the things that they need enterprise vendors to stand up to, we wanted to make sure that our journey with SAP started up early. Our journey with SAP in making sure they understand the concept of hyper-convergence and the impact of what it does for them has been a very fulfilling one and has been a journey that will continue on for a long ways to come. So that's why we're here. >> So, Joe, let's talk about digital transformation and the drivers. You know SAP, rich set of data is, I've heard it called a cash register of the world. So many transactions go through that. With that said, it's also one of those areas that we say, oh thoust dare not touch SAP. It is the system of record. However, it's a rich, rich area for digital transformation. The go fast, break things, part of the IT team, wants access to SAP, they want to get the data from there, they want to update transactions. Talk about that conflicting role that SAP has of, we're steady, rock solid versus go fast and break stuff. >> Right, so that's a great question. And what we're facing at SAP are demands that are coming from our customers around what people term as bimodal IT. They got to run their business, but they also have to innovate. So a big part of our strategy going forward is centered around HANA as you know, which is our real-time database, and it's a translytics database, right? So you could do transactions in it, you could also do analytics with the database within the same data set. So it provides a very powerful platform so that you could do your transactional operations and the analytics in a way where you could innovate. So that bimodal IT, and the relationship with Nutanix and the other hyper-convergent infrastructure players that we work with is really to focus on driving down the total cost of ownership in those operational areas, get to market quicker with those, and free up a technical center of excellence and functional center of excellence resources so that they can help the enterprise innovate. We have an entire platform that's dedicated just to innovation. It's our SAP Leonardo platform with our SAP Cloud platform, with Nutanix, and other hyper-converged players, and our transactional system. So that whole digital transformation really needs to take into account, hey, you got to protect the base, you got to run those core applications, but you can't take your eye off of innovation 'cause digital transformation's all about innovations. Business model reinvention as well as business process reinvention. So I think that's a big part of what we're focused on. >> So talk about Nutanix's role. How do you help customers with that goal of saying, the things that we do before are critically important, you need to keep doin' 'em, we need to do it cheaper, we need to do it faster, and we need to do it more reliably while we look to innovation. >> Absolutely. And I think that's a great story in terms of what Joe talked about in terms of SAP's lead into making sure that the ship is steady as it goes while making sure that the innovation engine is not forgotten, right? Where we start seeing is that the amalgamation between the two saying, I've got the traditional applications running as is, but I got to embrace innovation. And if we look at what Nutanix has done, and continues to do as you saw in some of the announcements at this event, is bringing the innovation in, but making sure that that innovation is brought with the respect of applications running in the data center, and still giving the customer the flexibility of hey, I want to embrace Cloud. I want to embrace the concept of what Cloud means to me, not just taking my data and moving it into the public Cloud, but giving me the way to get the Cloud-like heuristics, the Cloud-like management, Cloud-like flexibility, Cloud-like agility, the consumption of Cloud DevOps capabilities, so the combination of what we delivered in infrastructure layer, become where hardware to software, and tie it to what SAP is doing to drive that innovation from an application level is a very good partnership conversation to have, is hey, how do we now blend this software base in terms of what we're doing in the data center, and tie that to the innovation that SAP's driving at the application level, and together that's when true innovation for customers starts bringing to light. Because they focus the applications, we got the infrastructure, but this partnership then brings the two together. >> So, Pai, let's put some meat on the bone. It takes nine months, 12 months, to deploy SAP infrastructure period. Nutanix rack and stack, I can get a whole cluster up in less than an hour. However, there's still that SAP layer that basis layer that has to be laid out. How are you helping customers get more agile in that so that they wow the business? >> Absolutely. And just to put things in context, our SAP partner who has been around for four years, right? We've been SAP certified for 2 1/2 years, right? Both for SAP NetWeaver running on VMware hypervisors, and then as of a year and a half ago, running on our AHV hypervisor. So we're bringing that hypervisor innovation into the SAP world. Right, so that's one side. When you start looking at our software stack that start disseminating the focus on why things take so long for deploying an application is because the application layer is complex and the infrastructure layer is complex. So what we're doing is with the 40 to 50 customers you already have running on SAP is what we bring is if we can reduce the complexity of the infrastructure layer, the speed to value of deploying an application becomes much, much faster. So that's why customers are gravitating to Nutanix is because the infrastructure complexity has been eliminated as hey, it takes me six months to spin up a infrastructure that's meet variety of where they apply the amount of VM, which server, which storage, and you figure we're networking, and then I spin up the application. When we bring in Nutanix, the ability for us to disaggregate all that layered complexity that comes into play, speeds up the deployment of the application, therefore better time to value for customers saying, hey, I got to spin up the application a few months. I can't wait for nine months because the infrastructure's slowing me down. We start eliminating that complexity. >> Joe, one of the more interesting things to watch in the industry is the change in how customers are purchasing. Especially from software. The days of everything fully shrink-wrapped are long behind us. It's the subscription economy now. Nutanix is going along that journey from buying to software to fully subscription model. Can you touch on what you're seeing in maybe either you or Pai'll connect how that comes together with Nutanix. >> Yeah, I'd be happy to do that. So what we are seeing, and this is implemented in our strategy and our go-to market approach, is really that we live in a hybrid world. And I thought that that was a wonderful quote that I heard here at the conference or driven home in the keynote. So we do. We live in a hybrid world. SAP's strategy recognizes that. That's what our customers want. So we work very closely with Cloud partners like Microsoft Azure and Google, and of course Amazon and others. And of course we have an on-premise suite of solutions. So when we start to look at these business models, it's oftentimes about right-sizing the business model for the workload and the need of that particular customer sometimes for a particular industry. Now where Nutanix comes into play in this hyper-converged infrastructure is, there's some really difficult things that need to get done to make this world a reality. Right if you're going to move workloads and have them run in the Cloud, you might have them run at the edge if it's an IoT solution leveraging our Leonardo platform you might have them running in the core or you might have it running in a branch office. Every time you start adding those layers, you're adding complexity, you're adding cost, and you're adding a requirement for skills. So when we can work with close partners to downgrade the skills, downgrade some of the number of people you might need, create simplicity and create an environment where really it's a Nutanix statement but where our customers have that freedom to move their workload to the right environment to take advantage of it. Those are the partners who we want to work with. >> So SAP Labs, you can't get out of a Labs conversation without talking, well no we can't get out of a SAP Labs conversation without talking mobile and Fiori and all of the great stuff that's happening on just taking advantage of the deep data. Data's the biggest accessor, and mobile and giving that data to mobile, let's talk a little bit about the itch. What's the story between Nutanix, SAP, when it comes to stuff that CIOs care about today and that's Fiori. >> Yeah, so a great question. So if we look at Satyam presented yesterday in terms of our direction around IoT and looking at the edge as a very critical component of the entire operating system, enterprise called operating system model. One of the key things that we are spending a lot of time on is understanding the use cases for verticals and understanding okay when you look at a specific vertical, let's say it's oil and gas, or energy, or manufacturing, right? All of those verticals have a unique perspective on what IoT means to them. So IoT is a good buzzword and a good catchword, but when it comes to use cases and verticals, there's a very specific nomenclature on what they mean by IoT for them, right? So spending a lot of steam and Nutanix making a lot of time in deciphering what IoT means for customers, defining what use cases mean for that vertical and then working with SAP in determining okay, what does Leonardo mean for them because Leonardo is again, is a platform. Within the verticals, we're working with SAP and okay within the Leonardo platform, within the vertical, how do we define what our value prop within the IoT landscape is when it comes to the edge? And so you can see more coming from us, but we truly understand the importance of data like you said, and the creation of data at the edge, and the importance of analyzing the data, maybe in the Cloud. And that transformation of where the edge of data's created and where it needs to be analyzed, that journey is very complex. And if we can make that journey simple, then SAP customers win, SAP application, deployment wins, and we're able to therefore mitigate some of the complexity that comes with making that journey simple. >> You know I might add to that is again, what Pai said is spot on, but if you look at it from a manufacturing point of view, moving to the edge, customers are confronted with the reality of the networking complexity and they're either going to take the processing and move it to the problem or bring the problem to the processing. And so to do that takes hard work. And servers, and so there's a whole new genre of high-performance gateways and hardware that's emerging on the market from players like Fujitsu and Hewlett-Packard Enterprise and Dell, what have you. And you end up having a plethora of these devices at every well head, on every AMI, AMR meter-reading infrastructure in the utility system or in every single plant floor. So how do you take that level of innovation that's happening now at the plant floor and make it part, not only of your operational system, but of your IT and your data center so you could manage it with all the ilities that IT people do. And I think Nutanix and SAP are working to solve that problem. And our Leonardo platform is what we have to drive that edge and with Nutanix it's a very manageable environment. >> Great well, Joe and Pai, really appreciate the update on where you are today, where some of the direction are, we're going to the future. Getting towards the end of two days of live coverage here at Nutanix .NEXT 2018. For Keith Townsend, I'm Stu Miniman. Thanks for watching the Cube. >> Thank you. (upbeat music)

>> Announcer: Live from Copenhagen Denmark, it's theCUBE covering Kubecon and CloudnativeCon Europe 2018. Brought to you by the Cloud Native Computing Foundation and its ecosystem partners. >> Welcome back everyone, live here at Copenhagen, Denmark, Cube's coverage of Kubecon 2018 in Europe, this is all about the Kubernetes the future of cloud native, CloudNativeCon part of the CNCF Cloud Native Foundation, I'm John Furrier and my co-host Lauren Cooney, founder of Spark Labs industry expert of open source. So, we have two end user customers of Kubernetes and Cloud Native, Zach Arnold, software engineer Ygenre energy fund, and Austin Adams software development manager, same company. You guys are doing really interesting business model around energy and equity in buildings and homes, but you're writing code, so you have to make all this stuff work, so I'm sure you're cloud native, why have a data center when you can have the cloud >> Austin : We were born in the cloud. >> You were born in the cloud. So take us through, explain the business real quick, and then what's your back end, technical scaling situation look like in terms of infrastructure, software and what's the make up of the systems. >> Zach: You know the business best. >> Yeah, so Ygrene operates under something called PACE, property assess clean energy. We operate in a couple of different states. We work with local governments to create a PACE program that is accepted in different counties or jurisdictions within the state, and then we allow homeowners and contracting companies to provide financing for home improvements that are specifically within the domain of renewable energy or energy efficiency. >> So, you basically finance a solar panel that I put on my house or building if there's benefits there, and then you guys get the financing and you tie in with the government so the property taxes, the leverage the security is the building right, or the asset. >> Yeah, and the way that we're chartered is basically we can put a tax on the property which gives us some guarantees on repayment and things like that, and it's a great model so far. >> It's a new financial engineering around energy efficiancy so you've got to build systems, so you're working with government, so now we all know how government systems work, so you've got to be agile and nimble. Take us through how the back end works, what's it look like, what's the system look like, you're hosted in the cloud, is it Amazon, Google? >> So everything that we have is in a cloud provider that starts with an A, and ends with an S, it's AWS I don't know if I can say that, I think I can say that, AWS all the way-- >> Yes, it's good. >> And we have tons of services, we have Kubernetes running most of our main services. Within our migration we actually started with our main service. A lot of people start with, you know, their smallest microservice, we just went whole-hog and just went in for it, so they system is mainly a lone-management system. Underwriting data aggregation and underwriting processing, so every application that comes in we have to underwrite it and make sure every little thing checks out, and our underwriting system has won awards for how accurate it is and how high quality it is as well. >> So, I'm doing a mental white board in my mind, just kind of graphing this so just help me out here and take us through this. So, you guys are a cutting edge company, new progressive business model, real innovative, great stuff. Cloud native, so you're born in the cloud no data center, cool, check, it's what everyone does, and now you're like okay, now I've got to deal with these legacy systems. So, you're putting containers around things, so you have to interface, you build your own system so that's cool, but you're dealing with other systems and then how are you handling that, you are just containerizing it, so take us through some of those linkages. >> Yeah, so where we're creating, a lot of times when we have to integrate with another system, we'll create a small service that is code that we own, and we'll reach out to those integrations, those vendors and we'll do aggregation within our system and provide an interface back to our systems. You know, like everyone, we're breaking up the monolith or whatever, maybe in 10 years we'll go back to a monolith, who knows but you know we're slicing out things, making microservices, it looks like a mess on the back end, just tons of microservices going everywhere and that's why we're using all these Cloud Native tools to be able to manage that. So, in order to move quickly, we're wanting to containerize everything, everything runs in a container at this point. >> Lauren: Great. >> A lot of our services follow this kind of we're kind of calling the container adaptor pattern, it follows the software adaptor pattern where, just like Austin was saying, let's say for example we're interfacing with a credit vendor, we create a service where we talk to our own service that has a well defined interface that we know will always get a credit report back with the following fields, but then where that information actually comes from, whether it's one of the big three credit vendors or someone else who has a well defined API, that's largely not the concern of the main loan management system, it's the concern of the microservice that's responsible for reaching out to that other entity there. So, that's how we've kind of gotten to beat around the legacy interfacing of all these other different financial services and tools that help to aggregate data.. >> It's super clever you can optimize on a service basis but now you have to orchestrate and kind of conduct everything through-- >> And keep everything secure. >> That's really interesting, I mean I think what I'm looking at here is a huge ecosystem of partners and companies and end users coming together and one of the questions, beyond why you are here, what are you looking at here, what is interesting to you, what do you want to learn about that you might bring into your, you know, architecture essentially? >> Austin and I were talking about this, we kind of tend to look at the CNCF list of projects as a dinner menu. (laughs) >> We're refreshing that page frequently, because we're adding projects at an alarming rate, but one project we're using FluentD, Notary, Kubernetes, of course, Prometheus, things like that, we want to start using those things more extensively. One's that we're really excited about are Spire and Spiffy, the identity, kind of a new take, not necessarily new but new for cloud native take on identity of services and authentication, as well as the open policy agent to provide a single DSL to do all of your policy and authorization-- >> Lauren: That's a lot of work, load and management and identity correct? >> Yeah, yes. >> Authorization and authentication are two of the most important things that happen in our system and we have so many different ways that it happens right now, it can tend to look a little clogy, just from the sense of the fact that we need a little more coordination or standardization around it, I mean we have well written policies that are documented but the way that those actually get enforced are, it's individualized based on the service, you know, if it's a cloud based policy, then it's AWS IAM, if it's Kubernetes based policy it's RBAC using Kubernetes RBAC, so it kind of looks like if we can abstact a lot of that functionality out of the services, the containers, the orchestration tool or the cloud, to making those decisions, that would really, really simplify things for us. >> So, you guys are end users, so are you part of like an end user group that gives feedback directly into the community or how does that work, and do you contribute to that? >> Yes, so we're on the fringes of the contributor community as well, and we're definitely on GitHub on all these projects posting issues and in some cases providing our own PR's or whatever. None of us are within the Kubernetes orb but that's definitely something we all are achieving or aspiring to be is jumping into some of these projects, especially some of the smaller projects that we're using on a daily basis on our build servers like, Portheurs or Notary, some of those things we're actively contributing to those. >> So, you've traded on mastery of product but being active on the project is the key, the balance there. >> Yeah, I mean typically what you find in the fiance industry is when they go for a solution, they lead with their wallet as for what we can purchase, or what we can sponsor, but Ygrene has been, our managers and management have been incredibly empowering this way, they say well what can we give, we lead with our hands. >> Yeah, and this is interesting, if you have a good business model innovation, which you guys have, you can be a completely clean sheet of paper to build it. >> Right >> So, that's the best thing about the cloud. You can really move fast and go from, you know, point A to point B, move the needle. >> Yeah, with it at the same time there's kind of a clean slate, there's even a clean slate in terms of best practices within our industry. Now if we were in mortgage, there's a lot of rules, there's a lot of clear guidelines on how to do security and auditing and things that you need, where in our industry that's all emerging, so we have a chance to also set the pace, set the tone for what security might look like, or what cloud usage might look like within the PACE industry. But at the same time, we're getting increasing government regulations, so we're having to make these decisions around, what are the tools that are going help us achieve maximum customer protection and audit-ability while maintaining our business model without totally-- >> And you're going to need flexibility because you don't know what's going to come next you've got to be ready for anything, and that is what leads to my next question, two points, how do you guys prepare for what's next, what's the main ethos around, technical architecture around being prepared for that, ready state that's coming to you, and then two, what have you learned over the, what's the scar tissue look like, what's the moments of joy and despair going on because you're reiterating, your learning, you're always constantly getting knocked down, standing back up. so this is what innovation is, it can be fun and also grueling at the same time. >> Yeah, so how we deal with what's new beyond our like software process, we have a well-defined process that everything gets churned into. Government is really good about giving us notice about when stuff's going into effect, so we always have target dates that we're going toward. But, in terms of what's next in terms of our software, we have this interesting culture within our organization, everyone wants to improve everything, I think it's called a Kaizen culture, just people are looking at stuff they want to improve it, and so our process allows for anyone to throw something on the backlog. It will get prioritized and put around, but we're allowing all of our engineers to say, hey we want to do this, and you know, putting it into an open forum where, you know, we might not do it but we have the discussion, and we have all the channels to have those discussions and, like most technology companies or technology focused companies, we spend a lot of time talking about technologies, and making those decisions. >> You guys really have the cultural ethos but the people to bate and then commit. >> And that's one of my, you know, recommendations for any company trying to move to cloud native or Kubernetes is, always, you have to have your evangelists, on your team, because you can't expect people who have been doing it one way forever to instantly be onboard. You need some sort of technical evangelist whether that's outside company, it works best, I think, if it's someone you've hired, or someone in your organization who's preaching the gospel of Kubernetes or cloud native. >> Spark Labs, Lauren's company's doing a lot of that work, but that really nails it, I mean, you got to just, it's not a technical issue, per se-- >> Exactly. >> We're hearing that all through the show here. What's on your wish list, what is the holiday's want to bring for you? If you could throw your wish list out there, and you can, a magic wand, crystal ball >> EKS, if Amazon would respond to our request. >> Okay, we just had AG on yesterday, he said it's coming >> It's coming. >> He said, months, >> Did he say months, I thought it was a few months, So maybe >> We'll check the transcripts. >> Alright >> Yeah, it wasn't tomorrow. >> That's alright. >> And that's one of our, that's our scar tissue right? We're doing this ourself, you know, there's this huge control board and we got people, you know, doing the knobs and things and we're relatively small, you know, we're a small engineering organization so we're doing a lot of this ourselves where we can abstract a lot of that work out to a cloud provider that we are already on. >> Well it's going to be good reps for you guys as this thing gets abstracted away, you're going to have a great core competencies in Kubernetes, I think that is a notable thing there. >> Austin: For sure. >> One of the things on my wish list, I was speaking to Jace and Josh Burkus and a lot of the core contributors in Kubernetes at the Contributors Summit, I kind of realized that I would love to see a coordinated cross cutting after, either on part of the CNCF or on part of The Kubernetes Project proper, to have a proactive security, I wouldn't call it a working group, I guess a SIG, a Special Interest Group. It would be, I know that we can deal with zero day issues really, really quickly. For example, the Azure host path mapping issue that was a few months ago, but right now it's kind of on the responsibility of each SIG to implement whatever security looks like to them individually, which is great, it means there are people thinking about security, that makes me sleep better at night. But, seeing some coordination around that and kind of driving towards, okay we have this tool that seems to be changing the game, how are we going to change the game with security? Like is there a way to look at that and even, 'cause authentication and authorization have been around since more than one user used a terminal in the 1960's and 70's. But, even with this new step of admission controllers, where we have more fine grain control around how stuff gets into the cluster. I think it would be great to look at what a coordinated cloud native security effort would look like. >> I think that's great, I mean we've been talking to a lot of vendors here and a lot of folks that have projects, and we bring security every single time and they kind of have an answer, but they really don't. >> They body swerve you, we've got this we've got that. >> Or you're the developer and you have to build it in yourself, so I totally agree with that recommendation I think it's fabulous. >> Yeah, Kubernetes is making so many things simpler at certain levels. Now, if we can focus those efforts at making security simple for people, because they're security experts, they can put their two cents in >> Lauren: Let's build it in and not block it on. >> Build it in and not expect every developer to know. >> Zach: Don't bolt it on, build it in. >> Build it from the beginning, there are all kinds of new ways. The fact there is no perimeter with the cloud brings up, really kind of throws everyone for a loop because you have to go to the chipset down, I mean what Google got, I think is a very interesting approach, they're trying to push forward this multilayer approach from chip to kernel to OS to app, interesting. They've got, managing through all their security, they've got android, I mean spear phishing is a huge problem right now, we're seeing and a lot of enterprises we talk to are like, well, it's like the firewalls and VPN's like that's old school, they need to modernize that so this is going to get them thinking about that. So great, hey guys, thank you for coming on and sharing your feedback-- >> Thank you. >> And your data and your place and how you are architected on AWS and your work with Kubernetes. Congratulations. >> Thank you. >> Cube coverage here in Copenhagen. It's theCUBE's coverage at Kubecon 2018. We'll be back with more after this short break.

(upbeat music) >> Hello everyone, welcome to this special Cube conversation. I'm John Furrier, host of theCube. We're here in Palo Alto. We've got some remote guests. Going to break down the Fortinet vulnerability, which was confirmed last week as a critical vulnerability that exposed a zero-day flaw for some of their key products, obviously, FortiOS and FortiProxy for remote attacks. So we're going to break this down. It's a real time vulnerability that happened is discovered in the industry. Horizon3.ai is one of the companies that was key in identifying this. And they have a product that helps companies detect and remediate and a bunch of other cool things you've heard on the cube here. We've got James Horseman, an exploit developer. Love the title. Got to got to say, I'm not going to lie. I like that one. And Zach Hanley, who's the chief attack engineer at Horizon3.ai. Gentlemen, first, thank you for joining the Cube conversation. >> Thank you. It's good to be here. >> Yeah, thank you so much for having us. >> So before we get into the whole Fortinet, this vulnerability that was exposed and how you guys are playing into this I just got to say I love the titles. Exploit developer, Chief Attack Engineers, you don't see that every day. Explain the titles Zach, let's start with you. Chief Attack Engineer, what do you do? >> Yeah, sure. So the gist of it is, is that there is a lot to do and the cybersecurity world. And we made up a new engineering title called Attack Engineer because there's so many different things an attacker will actually do over the course of attack. So we just named them an engineer. And I lead that team that helps develop the offensive capabilities for our product. >> Got it. James, you're the Exploit Developer, exploiting. What are you exploiting? What's going on there? >> So what I'll do in a day to day is we'll take N-days, which are vulnerabilities that have been disclosed to a vendor, but not yet publicly patched necessarily or a pocket exists for them. And I'll try to reverse engineer and find them, so we can integrate them into our product and our customers can use them to make sure that they're actually secure. And then if there's no interesting N-days to go after, we'll sometimes search for zero-days, which are vulnerabilities in products that the vendor doesn't yet know about. >> Yeah, and those are most critical. Those things can being really exploited and cause a lot of damage. Well James, thanks for coming on. We're here to talk about the vulnerability that happened with Fortinet and their products zero-day vulnerability. But first with the folks, for context, Horizon3.ai is a new startup rapidly growing. They've been on theCube. The CEOs, Snehal and team have described their product as an autonomous pen testing. But as part of that, they also have more of a different approach to testing environment. So they're constantly putting companies under pressure. Let's get into it. Let's get into this hack. So you guys are kind of like, I call it the early warning detection system. You're seeing things early because your product's constantly testing infrastructure. Okay? Over time, all the time always on. How did this come come about? How did you guys see this? What happened? Take us through. >> Yeah, sure. I'll start off. So on Friday, we saw on Twitter, which is actually a really good source of threat intelligence these days, We saw a person released details that 40 minutes sent advanced warning email that a critical vulnerability had been discovered and that an emergency patch was released. And the details that we saw, we saw that was an authentication bypass and we saw that it affected the 40 OS, 40 proxy and the 40 switch manager. And we knew right off the bat those are some of their most heavily used products. And for us to understand how this vulnerability worked and for us to actually help our clients and other people around the world understand it, we needed to get after it. So after that, James and I got on it, and then James can tell you what we did after we first heard. >> Yeah. Take us through play by play. >> Sure. So we saw it was a 9.8 CVSS, which means it's easy to exploit and low complexity and also kind of gives you the keys that take them. So we like to see those because they're easy to find, easy to go after. They're big wins. So as soon as we saw this come out we downloaded some firmware for 40 OS. And the first few hours were really about unpacking the firmware, seeing if we could even to get it run. We got it running a a VMware VMDK file. And then we started to unpack the firmware to see what we could find inside. And that was probably at least half of the time. There seemed to be maybe a little bit of obfuscation in the firmware. We were able to analyze the VDMK files and get them mounted and we saw that they were, their operating system was compressed. And when we went to decompress them we were getting some strange decompression errors, corruption errors. And we were kind of scratching our heads a little bit, like you know, "What's going on here?" "These look like they're legitimately compressed files." And after a while we noticed they had what seemed to be a different decompression tool than what we had on our systems also in that VMDK. And so we were able to get that running and decompress the firmware. And from there we were off to the races to dive deeper into the differences between the vulnerable firmware and the patch firmware. >> So the compressed files were hidden. They basically hid the compressed files. >> Yeah, we're not so sure if they were intentionally obfuscated or maybe it was just a really old version of that compression algorithm. It was the XZ compression tool. >> Got it. So what happens next? So take us through. So you discovered, you guys tested. What do you guys do next? How did this thing... I mean, I saw the news it hit heavily. You know, they updated, everyone updated their catalog for patching. So this kind of hangs out there. There's a time lag out there. What's the state of the security at that time? Say Friday, it breaks over the weekend, potentially a lot of attacks might have happened. >> Yeah, so they chose to release this emergency pre-warning on Friday, which is a terrible day because most people are probably already swamped with work or checking out for the weekend. And by Sunday, James and I had actually figured out the vulnerability. Well, to make the timeline a little shorter. But generally what we do between when we discover or hear news of the CV and when we actually pocket is there's a lot of what we call patch diffing. And that's when we take the patched version and the unpatched version and we run it through a tool that kind of shows us the differences. And those differences are really key insight into, "Hey, what was actually going on?" "How did this vulnerability happen?" So between Friday and Sunday, we were kind of scratching our heads and had some inspiration Sunday night and we actually figured it out. So Sunday night, we released news on Twitter that we had replicated the exploit. And the next day, Monday morning, finally, Fortinet actually released their PSIRT notice, where they actually announced to the world publicly that there was a vulnerability and here are the mitigation steps that you can take to mitigate the vulnerability if you cannot patch. And they also release some indicators of compromise but their indicators of compromise were very limited. And what we saw was a lot of people on social media, hey asking like, "These indicators of compromise aren't sufficient." "We can't tell if we've been compromised." "Can you please give us more information?" So because we already had the exploit, what we did was we exploited our test Fortinet devices in our lab and we collected our own indicators of compromise and we wrote those up and then released them on Tuesday, so that people would have a better indication to judge their environments if they've been already exploited in the wild by this issue. Which they also announced in their PSIRT that it was a zero-day being exploited in the wild It wasn't a security researcher that originally found the issue. >> So unpack the difference for the folks that don't know the difference between a zero-day versus a research note. >> Yeah, so a zero-day is essentially a vulnerability that is exploited and taken advantage of before it's made public. An N-day, where a security researcher may find something and report it, that and then once they announce the CVE, that's considered an N-day. So once it's known, it's an N-day and once if it's exploited before that, it's a zero-day. >> Yeah. And the difference is zero-day people can get in there and get into it. You guys saw it Friday on Twitter you move into action Fortinet goes public on Monday. The lag between those days is critical time. What was going on? Why are you guys doing this? Is this part of the autonomous pen testing product? Is this part of what you guys do? Why Horizon3.ai? Is this part of your business model? Or was this was one of those things where you guys just jumped on it? Take us through Friday to Monday. >> James, you want to take this one? >> Sure. So we want to hop on it because we want to be able to be the first to have a tool that we can use to exploit our customer system in a safe manner to prove that they're vulnerable, so then they can go and fix it. So the earlier that we have these tools to exploit the quicker our customers can patch and verify that they are no longer vulnerable. So that's the drive for us to go after these breaking exploits. So like I said, Friday we were able to get the firmware, get it decompressed. We actually got a test system up and running, familiarized ourself with the system a little bit. And we just started going through the patch. And one of the first things we noticed was in their API server, they had a a dip where they started including some extra HTTP headers when they proxied a connection to one of their backend servers. And there were, I believe, three headers. There was a HTTP forwarded header, a Vdom header, and a Cert header. And so we took those strings and we put them into our de-compiled version of the firmware to kind of start to pinpoint an area for us to look because this firmware is gigantic. There's tons of files to look at. And so having that patch is really critical to being able to quickly reverse engineer what they did to find the original exploit. So after we put those strings into our firmware, we found some interesting parts centered around authorization and authentication for these devices. And what we found was when you set a specific forwarded header, the system, for lack of better term, thought that you were on the inside. So a lot of these systems they'll have kind of, two methods of entry. One is through the front door, where if you come in you have to provide some credentials. They don't really trust you. You have to provide a cookie or some kind of session ID in order to be allowed to make requests. And the other side is kind of through the back door, where it looks like you are part of the system itself. So if you want to ask for a particular resource, if you look like you're part of the system they're not going to scrutinize you too much. They'll just let you do whatever you want to do. So really the nature of this exploit was we were able to manipulate some of those HTP headers to trick the system into thinking that we were coming in through the back door when we really coming in through the front. >> So take me through that that impact. That means remote execution. I can come in remotely and anonymous and act like I'm on the inside system. >> Yeah. >> And that's the case of the kingdom as you said earlier, right? >> Yeah. So the crux of the vulnerability is it allows you to make any kind of request you want to this system as if you were an administrator. So it lets you control the interfaces, set them up or down, lets you create packet captures, lets you add and remove users. And what we tried to do, which surprisingly the exploit didn't let us do was to create a new admin user. So there was some kind of extra code in there to stop somebody that did get that extra access to create an admin user. And so that kind of bummed us out. And so after we discovered the exploit we were kind of poking around to see what we could do with it, couldn't create an admin user. We were like, "Oh no, what are we going to do?" And eventually we came up with the idea to modify the existing administrator user. And that the exploit did allow us to do. So our initial POC, took some SSH keys adding them to an existing administrative user and then we were able to SSH in through the system. >> Awesome. Great, description. All right, so Zach, let's get to you for a second. So how does this happen? What does this... How did we get here? What was the motivation? If you're the chief attacker and you want to make this exploit happen, take me through what the other guy's thinking and what he did or she. >> Sure. So you mean from like the attacker's perspective, why are they doing this? >> Yeah. How'd this exploit happen? >> Yeah. >> And what was it motivated by? Was it a mistake? Was it intentional? >> Yeah, ultimately, like, I don't think any vendor purposefully creates vulnerabilities, but as you create a system and it builds and builds, it gets more complex and naturally logic bugs happen. And this was a logic bug. So there's no blame Fortinet for like, having this vulnerability and like, saying it's like, a back door. It just happens. You saw throughout this last year, F5 had a very similar vulnerability, VMware had a very similar vulnerability, all introducing authentication bypasses. So from the attacker's mindset, why they're actually going after this is a lot of these devices that Fortinet has, are on the edge of corporate networks and ransomware and whatever else. If you're a an APT, you want to get into organizations. You want to get from the outside to the inside. So these edge devices are super important and they're going to get a lot of eyes from attackers trying to figure out different ways to get into the system. And as you saw, this was in the wild exploited and that's how Fortinet became aware of it. So obviously there are some attackers out there doing this right now. >> Well, this highlights your guys' business model. I love what you guys do. I think it's a unique and needed approach. You take on the role of, I guess white hacker as... white hat hacker as a service. I don't know what to call it. You guys are constantly penetrating, testing, creating value for the customers to avoid in this case a product that's popular that just had the situation and needed to be resolved. And the hard part is how do you do it, right? So again, there's all these things are going on. This is the future of security where you need to have these, I won't say simulations, but constant kind of testing at scale. >> Yeah. >> I mean, you got the edge, it takes one little entry point to get into the network. It could be anywhere. >> Yeah, it definitely security, it has to be continuous these days. Because if you're only doing a pen test once a year or twice a year you have a year to six months of risk just building and building. And there's countless vulnerabilities and countless misconfigurations that can be introduced into a your network as the time goes on. >> Well, autonomous pen testing- >> Just because you're- >> ... is great. That's awesome stuff. I think it just frees up the talent in the organization to do other things and again, get on the real important stuff. >> Just because your network was secure yesterday doesn't mean it's going to be secure today. So in addition to your defense in depth and making sure that you have all the right configurations, you want to be continuously testing the security of your network to make sure that no new vulnerabilities have been introduced. >> And with the cloud native modern application environment we have now, hardware's got to keep up. More logic potential vulnerability could emerge. You just never know when that one N-vulnerability is going to be there. And so constantly looking out for is a really big deal. >> Definitely. Yeah, the switch to cloud and moving into hybrid cloud has introduced a lot more complexity in environments. And it's definitely another hole attackers going and after. >> All right. Well I got you guys here. I really appreciate the commentary on this vulnerability and this exploit opportunity that Fortinet had to move fast and you guys helped them and the customers. In general, as you guys see the security business now and the practitioners out there, there's a lot of pain points. What are the most powerful acute pain points that the security ops guys (laughing) are dealing with right now? Is it just the constant barrage of attacks? What's the real pain right now? >> I think it really matters on the organization. I think if you're looking at it from a in the news level, where you're constantly seeing all these security products being offered. The reality is, is that the majority of companies in the US actually don't have a security staff. They maybe have an IT guy, just one and he's not a security guy. So he's having to manage helping his company have the resources he needs, but also then he's overwhelmed with all the security things that are happening in the world. So I think really time and resources are the pain points right now. >> Awesome. James, any comment? >> Yeah, just to add to what Zach said, these IT guys they're put under pressure. These Fortinet devices, they could be used in a company that just recently transitioned to a lot of work from home because of COVID and whatnot. And they put these devices online and now they're under pressure to keep them up to date, keep them configured and keep them patched. But anytime you make a change to a system, there's a risk that it goes down. And if the employees can't VPN or log in from home anymore, then they can't work. The company can't make money. So it's really a balancing act for that IT guy to make sure that his environment is up to date, while also making sure it's not taken down for any reason. So it's a challenging position to be in and prioritizing what you need to fix and when is definitely a difficult problem. >> Well, this is a great example, this news article and this. Fortinet news highlights the Horizon3.ai advantage and what you guys do. I think this is going to be the table stakes for security in the industry as people have to build their own, I call it the militia. You got to have your own testing. (laughing) You got to have your own way to help protect yourself. And one of them is to know what's going on all the time every day, today and tomorrow. So congratulations and thanks for sharing the exploit here on this zero-day flaw that was exposed. Thanks for for coming on. >> Yeah, thanks for having us. >> Thank you. >> Okay. This is theCube here in Palo Alto, California. I'm John Furrier. You're watching security update, security news, breaking down the exploit, the zero-day flaw that was exploited at least one attack that was documented. Fortinet devices now identified and patched. This is theCube. Thanks for watching. (upbeat music)

>>Hello, and welcome back to the cubes coverage of.com. Splunk's annual conference is virtual this year. I'm John furrier, host of the cube and a very special guest Sean vice president of product and technology cube, alumni, Sean, great to see you. Thanks for coming on the cube and chatting with us. Thanks. It's great to be here. It's been a while since we chatted, you were at AWS. Now it's Splunk heading up the entire products and technology group here, um, which we've been covering sponsors 2012. So we kinda know a lot about what's going on and, and followed your career. Um, your keynote, we kind of went into this cloud vision is hitting Splunk with the data because the cloud scale, which you know a lot about and data is now taking Splunk to a whole nother level. And that's the big theme you observability multi-cloud and security excuse has been for one there for a while. What's your, what's your assessment. >>Yeah, I mean, you know, uh, you and I have talked a number of times before, and what I found is that, you know, there's a lot of companies through this pandemic that, you know, some are thriving and some are not. And the ones that are really thriving, they have this strong data foundation. Like when you, when you talk to them, they're not stuck. Like they're there. When they talk about scaling or adding capacity or building new co uh, uh, customer experiences, they can, uh, their data platform allows that to happen. But the ones that are are stuck, you know, they just can't, they can't, they can't get to the data. They can't ask those questions that they otherwise, you know, love too. So that's, you know, I think Splunk is right in the middle of that. And that's the fun part of it. >>Yeah. You told me you have the strong foundation when thinking about Splunk is every inflection point in the industry. Over the past decade, you see Splunk do something new operationalized data, do something new, operationalize it. We saw security, I think around 2015, come on the radar at.com. And then since then a whole nother level of data, you've got edge. You have now cybersecurity, even, even more advanced than ever before. And then enterprise is just trying to develop modern applications. So you have this whole rapid scale of CICB pipeline, modern applications and the role of data. Isn't just storing it and managing it. It's like making it addressable. This is like, uh, the, the new current phenomenon of cloud. >>I mean, I liked the way you just put it, it, it really, you know, making data addressable, we put it in terms of like turn data into doing so, you know, if you have data that you're storing it, oh, that's one thing. If you don't, you don't want to leave data behind because you don't know what question you may want to ask. And when, but to your point making it addressable is if you and I decided, Hey, we want to build a new customer experience where we're thinking about doing this thing, and we're going to have a million questions to ask that data is going to help you be, uh, to know whether what you're trying to do for your customers is right or wrong. So it is a, it's remarkable to see how many customers are in pursuit of really turning data into >>Doing so. We've got to you, we had the formula one team on here, McLaren, um, Zach brown. I got a little selfie with, uh, the drivers that kind of cool. My son loved it, but that's an IOT application in my mind, first, the coolest of the sports. Awesome. But like the car going in real time, you know, driving that, driving an advantage with data. So it's an IOT IOT. Then you got just the blocking and tackling >>Data warehouse in the cloud. And then you got companies who are trying to transform a data. So I have to ask you as customers out there, look at Splunk and look at the next level of their architecture with multicloud coming around the corner. How should they be thinking about data? Get the foundation with Splunk. What's the next chapter in your mind? I mean, you know, a lot of customers that I meet they're in multiple clouds. They're not just in one. It means they've got data in Amazon or Google or Azure. A lot of them still have data on prem, you know, but when I talk to customers, they don't say things to me like, Hey, I'm in different clouds, I'm on prem. Can you make sure I have different observability and security experiences for each one? Like they don't, they really, at the end of the day, they're like, look, I need a consistent observability experience, consistent security, regardless of where my data is. >>So what that means to Splunk is, you know, wherever your data is, we're going to be Splunk will just work that that's kinda, as you know, it's how we think about it. And speaking that I had dinner with Lando the other night and it was, I hadn't met Lando before, but man, what an awesome, awesome person. We were just kind of hanging out, talking about data and I ask, this is the kind of stuff you wouldn't normally get. I asked him like, Hey, if you could, if technology could do anything to help you win formula one races, what would it be? A totally open-ended question. And I wasn't sure how he was going to answer it, but he didn't pause this guy. Like you talk about, you think of these scenarios. He's very quickly. He's like, oh man, if we had data, could help me do this and this and this and this because in his business, a millisecond can be the difference between winning or losing a race. And for some of you like, oh, that can't be, but for him, that's how his mind works. So it's crazy to see how excited he was to use tech, to get to data, ask questions that can ultimately help them. >>What was the number one thing pitting the right time or tires? What was he, what did he come up there? He is. >>You know, I can't, unfortunately >>I don't want to put you on the spot. I will be. >>This is like, you know, I, I wouldn't, uh, that would put him in a bad spot, but I will tell you though, I mean, this guy is, and that whole team is really about using data to win. >>Well, you know, I was joking. Um, but these guys can, they came on. Cause you know, I'm a big fan, obviously with the Netflix special driving two survives the name of the title. They become hugely popular to a new fan base, especially techies. Um, I said, Hey, you're driving the advantage with data kind of my little, little comeback to that, but that's really kind of a real encapsulates a real world scenario. I mean, well, there are 10,000 people working on McLaren. You have the driver in the car, you have the car itself with all this instrumentation that kind of encapsulates the enterprise experience right now. They don't have the right app doing the right thing with customers. It could be the difference between having a successful digital transformation or not. So it's kind of like parallel. I mean, I know that's kind of the tie in with the, with the sponsorship, but that's the real world now. >>Yeah, it is. And I mean, if you think about it, there's two drivers per car, 10 teams. There's so many races, there's a tremendous amount of money that they're all spending. But you know, when, when your season is really composed of a certain number of races and you got millions of people tuning in you're right. There's hundreds of people working behind the seat. Could you imagine if they didn't use data and you're trying to, you're, you're trying to race and formula one against the best drivers and the best engineers in the world. I just, you know, it goes to show you're right. It is, it's a perfect example of them transforming as any other enterprise, basically using data to get an advantage. >>And just before we move on to the next topic, the e-sports thing is fascinating as well, because now they're taking this memento verse kind of vibe where they're moving people on the e-sports, where they're having the shadow competition. It's a very interesting kind of bringing the fan base in, but there's probably gonna be a lot of data involved in that as well. Maybe identify the next driver who knows, hopefully, you know, good stuff. So Sean, you're in charge of process technology. I have to ask you, um, as customers look at all the different solutions out there, I'll say multicloud check, you guys have a good vision on that. Like that observability. I mean, that's the fashion right now. Let's talk about observability that there's so many companies out there doing quote observability. How should customers think about what that means in context to the decision of they make everyone's coming into the, the CSO or the CIO saying, um, your observability solution? >>Yeah, I mean first, um, you know, what is observability? I always like to just sort of map it back to things we might understand. So back in the day, monitoring really was connect to a machine. It has a monolith app, you know this and you just try to debug this one thing. That's not the world we live in today. Today when you're building apps in the cloud, you're you, you have hundreds of these services behind the scenes. Like no one person can actually comprehend all of it. So now all of a sudden tools become, they really matter. And what I would say is from a Splunk perspective, when we talk to customers, it's not like one person there, one team is quote, you know, working and making the whole system work. Oftentimes you have different teams like network teams, app teams, security teams, and they all kind of need to work together in one way shape or another. But this is why, you know, when rebuild our systems, it's off of shared data so that, you know, if I'm an operator, you're an app developer. And if I need to work with you, at least I can share something with you in context. So we, we, while there are individual tools to do certain things, our mental model is that they all do work together. That's super, super important for any observability thing you're looking at. You just want to make sure that you can see things end to end. Otherwise you get in trouble >>Quick. You know, I'd love to get your perspective being new to Splunk as you come in and new, the industry obviously has experienced that in the cloud has been well documented, certainly in the cube. What's it like there because as you come in, it's not a utility anymore. It's not a tool anymore. It's a platform and it's getting bigger and growing. So you have probably a lot of things going on. So you walk in and you, you say, okay, let me see the price of technology. Were you blown away? What was your reaction? What can you share some, uh, color around what's uh, what was it like when you open up the doors of the kingdom of the product? >>Yeah. Well, I mean, these t-shirts are real men and there's like ponies running around this. The Splunkers love to have fun. And you know, before I came to Splunk, the one thing I noticed, anytime I asked my thoughts long, they were fired up. Like they were really, really excited about the tech, but when I got into it, the truth is, you know, you don't know what you don't know until you see it, but I was just done to, to then sort of connect the dots like wow. Splunk is in the core data plane of tens of thousands of enterprises all over the world, like the data plane for all of their architecture and applications. So with that becomes a great responsibility, as you could imagine, but it is not just a tool. It is something that customers like. I dunno, the university of Illinois, you know, with COVID, they'll they'll track, uh, they'll track 3.2 million saliva tests just for contract tracing and behind the scenes, they're using Splunk for a real thing. Or we've talked about F1 or you think of slack, like we're all kind of using slack. These days, slack is using, um, uh, Splunk to make sure that their environment of slackers and everything's building it's all secure. So th it's those stories that go on and on are just incredible. When you learn that, >>I started at Teresa Carlson yesterday, and we were talking about the growth opportunity and I spent speculating that, you know, my opinion, my opinion, that's looking, hang on the cube is that Splunk's that this new inflection point that another elbow, another kickoff, the growth, the way it's positioned. If you look at kind of where it's been, kind of where it's going with security now as a platform with the enterprises, how do you describe that growth in your mind? Because obviously this market's changing an edge real time. All these things are happening. What's, what's the, where's the growth going to be? >>Yeah, I think it's in the cloud. I mean, if you think of Splunk, I think the company is about 18, 19 years old. So its history is an almost 20 years of on-premise software. In some sense, you might go, Hey, is that a liability? But Rio, the reality is it's a strength because we're already part of these enterprise infrastructures and application stacks. And then when you now move that group to the cloud, and then you got all others coming to the cloud, that's where they're, I mean, it is just the tip of what is happening. So, you know, if I'm a customer and I moved to the cloud in the cloud, it's like, I don't have to really scale or size anything. Like it just works. And it, to me, it's just an end point and I load data. So in that context, the number of new use cases that customers are able to get after is actually pretty awesome. But really at the end of the day it's cloud. >>Well, great to have you on, I know you've got to go. Thanks for coming on the queue. One final question. What's your vision for the next year or two, what's your to do items. What's the message to the marketplace. >>You know, I'm, I'm thrilled to be here, but at the end of the day, you know, my message to the marketplaces, we're all excited to work with our customers to really help them have that strong foundation so they can turn data into doing and actually pull off these digital transformation. >>One final final question for the companies that get the cloud scale combined with putting data into action for the, for the value what's the result going to be is they can put more competitive advantage. Is it more agility? What do you see happening when you combine the cloud scale with a great data plane? >>Yeah, I think at the end of the day, these companies would tell you that they can move faster than ever before. They're more competitive there. They have confidence that their environments secure, they can build new customer experiences. And when you put all of that together, honestly, that is what these digital transformations are all >>Great to be in the product and technology business these days. Isn't it a lot of fun, a lot of action. Thanks for coming on the cube. Really appreciate it. Yeah, you bet. Good to be here. It's the cube coverage here, here at the live studio for Splunk studios, for their virtual events, the cube bring you all the action. I'm John for a, your host. Thanks for watching.

(soft music) >> Hi, everyone. Welcome back to the Cube's covers of Splunk's dot com virtual event, their annual summit. I'm John Ferry, host of the cube. We've been covering dot conf since twenty twelve. Usually a physical event in person. This year it's virtual. I'm here with Claire Hockin, the CMO of Splunk. She's been here three and a half years. Your first year as CMO, and you got to go virtual from physical. Welcome to the cube. Good to see you. >> Thank you very much, John. Great. >> I got to ask you, I mean, this has been the most impressive virtual venue, you've taken over the hotel here in Silicon valley. You're entire teams here. It feels like there's a dynamic of like the teamwork. You can kind of feel the vibe. It's almost like a little VIP Splunk event, but you're broadcasting it to the world. Tell us what's happening. >> Yeah, it's been, I think for everyone a year where we really hope to be back to having a hybrid event, so having a big virtual component, but running dot conf as we had before from Las Vegas, which wasn't possible. So what we thought in the last six weeks is that we would actually bring the Splunk studio to a physical location. So we've been live all of this week from California, where we're sitting today and really thought through bringing the best of that programming to our, you know, our amazing audience of twenty six thousand people. So we were sitting here in a studio, we have a whole live stage and we've activated the best of dot conf to bring as many Splunkers as we can. And as many external guests to make it feel as real and as vibrant as possible. So. >> I have to say I'm very impressed. Since twenty twelve we've been watching the culture evolve. Splunk has always been that next big thing. And then the next big thing again, it seems to be the theme as data becomes so bigger and more important even than ever. There's a new Splunk emerging, another kind of next big thing. And this kind of says the patterns like do something big, that's new, operationalize it and do something new again. This is a theme, big part of this culture here. Can you share more about how you see this evolving? >> Sure. And I think that's what makes Splunk such a great place to be. And I think it attracts people who like to continually challenge reinvent. And I think we've spent a lot of time this year building out our portfolio, going through this cloud transformation. It just gives you a whole new landscape of how you unlock that power of data and how customers use it. So we've had a lot of fun, always building on top of that building, you know, our partnerships, what customers do and really having fun with it. I think one of the best things about Splunk is we do have this incredibly fun and playful brand and as data just becomes something that is more and more powerful, it's really relatable. And we have fun with activating that and storytelling. So, yeah. >> And you have a new manager, Teresa Carlson came in from Amazon web services. You have a lot more messaging kind of building on previous messaging. How are you handling and looking at the aperture of, that's growing from a messaging standpoint, you have a partner verse, which has rebranded of your solution of your ecosystem, kind of a lot of action going on in your world. What's the update? >> Yeah. It keeps us busy. And I think at one end, you know, the number of people that are using Splunk inside any customer base is just growing. So you have different kinds of users. And this year we're really working hard on how to partner and position Splunk with developers, but at the top end of that, the value of data and the idea of having a data foundation is something that's incredibly compelling for CTOs. So working really hard about looking at Splunk and data from that perspective, as well as the individual uses across areas like security and observability. So. >> You know, one of the things I wanted to ask you is, I was thinking about this when I was driving in this morning, Splunk has a lot of customers and you keep your customers and you've have a lot of customers that organically came into the Splunk through the product leadership and just great product. And then as security became more important, Splunk kind of takes that territory now. Now mainstream enterprise with the platform are leaning into Splunk solutions, and now you've got an ecosystem. So it's just becoming bigger and bigger just seems that the scale of the Splunk is growing radically bigger than it was, Is that happening? And what's your take on that? >> I think that's definitely a thing, John. So I think that the power of the ecosystem is amazing. We have customers, partners, as you've seen and everything just joins up. So we're seeing more and more dot joining through data. And we're just seeing this incredible velocity in terms of what's possible and how we can co-build with our partners and do more and more with our customers. So Splunk moves incredibly quickly. And I think if anything, we're just, gaining velocity, which is fun and also really challenging. >> Cloud-scale. And certainly during the pandemic, you guys had a tailwind on the business side, talk about the journey that you've had with Splunk as in your career and also for the customers. How are they reacting and what can they expect as Splunk continues to evolve? >> I think we're working really hard to make sure that Splunk is easier to use. Everything gets every more integrated. And I think our goal and our vision is you just capture your data and you can apply it to any use case using Splunk. And to make it sort of easier see that data in action. And one of the things I love from today was the dashboard studio. They're just these beautiful visualizations that really are inspiring around how data is working in your organization. And for me, I've been a Splunker for three and a half years. And I just think there is just so much to do, and there's so much of our story ahead of us and so much potential. So just really enjoying working with customers on the next data frontier, really. >> You have the Jedi Knight from Star Wars speaking, you had the F1 car racing. Lando was here, kind of the young Jedi, the old Jedi. The generations are coming together. You're seeing that old IT world, which relied on Splunk. And now you have this new developer real-time shifting left with security DevOps now going mainstream, you kind of have the confluences of these cultures coming together. It's not really clashing. It's kind of jelling. How are you handling that? How do you see that? What's Splunk kind of doing? Because I can see the themes, am I right? >> No, no. One of the stories from this morning that really struck me is we have Cal Poly and we worked with Cal Poly on their security and they actually have their students using Splunk and they run their whole security environment. And at the very top end, you have Walmart, the Fortune one, just using Splunk at a massive, incredible scale. And I think that's the power of data. I mean, data is something that everyone should and can be able to use. And that's what we're really seeing is unlocking the ability to bring, you know, bring all of your data in service of what you're trying to do, which is fun. And it just keeps growing. >> We had Zach Brown, the CEO of F1 McLaren Racing Team, here on the queue earlier. And it was interesting cause I was like driving the advantage with data, you know, kind of cliche, but they're using data very specifically, highly competitive. It almost kind of feels like a cloud kind of scale model because we've got thousands of people working on the team. They're on the track, they're competing, they're using data, they got to be agile and they got to be fast real time. Kind of sounds like the current enterprise's these days. >> Absolutely. And I think what's interesting about McLaren that the thing I love is either they have hundreds of terabytes of data moving at just at incredible speed through Splunk Enterprise, but it all goes back to their mission control in the UK. And there are 32 people that look at all that data. And I think it's got a half second delay and they make all the decisions for the car on the track. And that I think is a great lesson to any enterprises you have to, you know, you have to bring all that data together and you have to look at it and take decisions centrally for the benefit of your whole team. And I think McLaren is a really good example of when you do that it pays dividends and the team has had a really, really great season. >> Well, I want to say congratulations for pulling off a great virtual event. I know you had your physical event was on track and literally canceled the last minute because of the pandemic with the Delta virus. But it was amazing, made for digital TV kind of event. >> Absolutely, >> This is the future of media. >> Absolutely. And it is a lot of fun. And I think I'm really proud. We have done all of this with our in-house team, the brand, the experiences that you see, which is really fantastic. And it's given us a lot of ideas for sort of, you know, digital media and how we story tell, and really connect to our twenty thousand customers or two hundred and thirty thousand community members and keep everyone connected through digital. So this has been a lot of fun and a really nice moment for us this week. >> You know it's interesting, I was saying to the team here on one of our breaks, is that when you have this kind of agility with media to tell your own story directly, you're almost telling more stories there before. And there's a lot to tell you have a lot of successful customers, the new partners. What's the coolest story that you've seen. What would you share that you think is your favorite? If you could pick one or a few of them, what are your top stories that you see happening? >> So I've talked about Cal Poly, which I love because it's students and you know, the scale of Walmart, but there are so many stories. And I think the ones that I love most are the data heroes. We talk about the data here is a lot of Splunk and the people that are able to harness that data and to take action on that data and make something amazing happen. And we just see that time and time again, across all kinds of organizations where data heroes are surfacing, those insights. Those red flags, if you like and helping organizations stay on step ahead. And Conf is really a celebration of that. I think that's why we do this every year. And we really celebrate those data heroes. So across the program, probably too many to mention, but in every industry and at every scale, people are, you know, making things happen with data and that's an incredibly exciting place to be. >> Well you have a lot of great customers to, to use as references. But I got to ask you that as you go forward this year in marketing, what are your plans to take on this new dynamic? You've got hybrid events, you've got the community is always popular and thriving with Splunk at large-scale enterprises, global system integrators, doing business deals with you guys, as you guys are continuing to grow and grow and grow, what's the strategy? How do you keep the Splunk coolness going? Cause that's, you know, you guys are growing so fast. That's your job, is to keep things on track. What's your strategy? >> I think I look at that and just, we put the customer at the heart of that. And we think, you know, who are the personas, who are the people that use Splunk? What's their experience? What are they trying to do? What are those challenges? And we design those moments to help them move forward faster. And so that I think is just a really good north star. It is really unifying and our partners and customers, and every Splunker gets really behind that. So stay focused on that. >> Thanks for coming on the Cube, really appreciate it. Congratulations for great event. And thanks for having the Cube. We love coming in and sharing our media partnership with you. Thank you for coming. >> Thank you so much. And next year is your tenth year John. So we look forward to celebrating that as well. Thank you very much. >> Thank you. Thanks for coming on. Okay it's the Cube coverage here live in the Splunk studios. We are a virtual event, but it's turning out to be a hybrid event. It's like a VIP event, a lot of great stories. Check them out online. They'll be recycling through so much digital content. This is truly a great digital event. Jeffery, hot of the Cube. Thanks for watching. (soft music)

>>Hello. Welcome back to the cubes coverage of splunk.com virtual this year. I'm John ferry, host of the cube. And one of the great reasons of great reasons of being on site with the team here is we have to bring remote guests in real guests from all no stories, too small. We bring people into the cube to have the right conversations. We've got Brooke Cunningham area, VP of global partner marketing experience. Brooke, welcome to the cube. Thanks for coming on. >>Hey, thank you, John. This is my sixth dot conflict, but this is actually my first time being on the cube. So I'm delighted. >>Great to have you on these new hybrid events. We can bring people in. You don't have to be here. All the execs are here, the partners are here. Great news is happening all around the world. You guys just announced a new partner program for the cloud called partner verse program. This is kind of, you know, mostly partner news is okay. Okay. Partner news partner ecosystem. But I think this is an important story because Splunk is kind of going to the next level of scale. That's to me is my observations walking away from the keynote, a lot of the partners, great technology, great platform, a lot of growth with cloud. We had formula one on you guys have a growing ecosystem. What is the new announcement partner versus about? >>Yes. Thanks, John. And you are spot on. We are growing for scale and Splunk's partner ecosystem is 2200 strong and we were so delighted to have so much partner success highlighted today on the keynotes. And specifically we have announced an all new spunk Splunk partner program called the Splunk partner verse. So we're taking it to new frontiers for our partners, really built for the cloud to help our partners lean into those cloud transformations with their customer. >>Great. Fro can you walk me through some of the numbers inside the numbers for a second? How many partners do you have and what is this program about specifically? >>Yeah, so 2200 partners that we featured some amazing stories in the keynotes today, around some of the momentum we have with partners like AWS, a center blue buoyant, a partner that just recently rearchitected all of their managed services from Splunk enterprise to Splunk cloud, because as they put it, Splunk is the only solution that can truly offer that hybrid solution for their customers. So all new goodness for our partners to help them lean in, to get enabled around all of the Splunk products, as well as to differentiate, differentiate their offerings with a new badging system. And we're going to help our partners really take that to the market by extending and expanding our marketing and creating an all new solutions catalog for our partners to differentiate themselves to their customers. >>You mentioned a couple things I want to double down on this badging thing, get in some of the nuances, but I want to just point out that, you know, and get your reaction to this when you see growth. And I saw this early on with AWS early on, when they performing, when you start to see the ecosystem grow like this, you start to see more enablement. You see more, money-making going on more, more, um, custom solutions, more agility you. So you started to see these things develop around you guys. So what does all this badging mean? How what's in it for me as a partner? Like how do I win on this? >>Yeah, great question. So first of all, John partner listening is a big part of what we do here at Splunk. And it's specifically a major part of what I do in my role. So we create a lot of forums to get that real deal partner feedback. What do they need to be successful with their customers? Especially as Splunk continues to expand our portfolio. And we heard some really clear feedback from our partners. Number one, they need more enablement faster, especially all those new products. They really want to get enabled around new product areas like observability, their customers are asking for it. They secondly told us that being able to differentiate themselves to customers was key. And that showing that they had core expertise around specific solution areas, types of services, as well as specializations. For example, some of our partners that are authorized learning partners, they really want it to be able to showcase these skills and differentiate that to their customers in the market. And it's not a role for us at Splunk to really help them do that. And so we took that feedback and really incorporated it into this new program, badging specifically will help to address some of those things I mentioned. So for example, a lot of badging around those use case areas, security, observability, AOD migrations, as well as specializations. Like I mentioned, for things like, uh, partners that are doing, uh, learning specific partners that are really helping us extend our reach in, in different international markets and so on. >>Okay. Let me just ask a question on the badge if you don't mind. Um, so you mentioned, you mentioned almost like you were going through like verticals is badging to be much more about discovery from a client customer, uh, end user customer standpoint. Are you looking to create kind of much more categorical differentiation is what's the, what, what's the purpose of the badge? Cause I noticed it was like different verticals. I heard security and >>Yeah, so I would say it's think of it as both. So for example, our partners go to market with us in many different ways. Some of them are selling servicing building. So there'll be partner motion badges to really differentiate the different ways that they're supporting customers from a go-to-market approach and then additional badging to help really identify some of those specialization areas around whether that's clunky use cases, specializations and more, uh, for example, a specific badge that we're rolling out right here at.com is around cloud migrations and partners will be able to get started to get engaged on that badge in preparation for our full-scale launch in February, we'll, they'll start to be able to take advantage of learning pathways, get their teams skilled up, and that will then unlock some new incentives as well as, uh, benefits that they can take advantage of things like accessing or of the Splunk's I've experience and the proof of concept platform and really giving their teams more, uh, capability. And, >>You know, I such a recent cross in the hallway here at dot confidence. She was, she and I were talking about how AI and data is enabling a lot of people to create these solutions. So, you know, you got kind of this almost like Amazon web services dynamic, where it's growing really fast and we're hearing stories, how data is driving value. We had formula one on the cube, the keynotes were giving some examples as you start to see this momentum kind of scaling up to the next level, if you're enabling customers, which you are with data, the monetization or the economic shifts, right? So it's healthy ecosystems, the partners create solutions, they deal with the customer, they're making some money, right? So, so can you share your vision on the unit on the economic equation of how partners are tapping into this? Because I almost imagine, um, a thousand flowers are blooming and then you start to see more value being created and Splunk also gets a cut of it, but there's, there should be that kind of deck. And you can talk about that. >>Yeah, absolutely. In fact, one of the things that I have the opportunity to do with our partners is study our partners, success and profitability. And some of the things that we learned from those studies with our partners is that what's really helping our partners to grow their practices with Blanca and their profitability with that business is really the stickiness that they have with their customers, being able to deliver solutions and services and really be those subject matter experts for their customers. And we know that our most successful and profitable partners are servicing their customers across the Splunk cases. So for example, many of our partners came from a security background and they are super deep, super knowledgeable around security, and they are trusted by their customers as the, you know, subject matter experts around security. And so many of them are starting to lean in on some of the new, additional use cases. Observability is a hot topic with our partners right now it's a new and emerging use cases case for them to transition some of the same sets of data that they are addressing in their current appointments with our customers and bring new value with those new use cases. But that's where we're seeing partner profitability growth. >>I love the channel dynamic. There we go, indirect and real and value creation. I got to ask you about the day-to-day dynamic. Of course we all know about the mark injuries and story. Software's eating the world, okay. Software ate the world. Okay. Now that's done. Now we're data is continuing to drive the value proposition. And so that's going to have an impact on how customer your partners serve their customers, ultimately your customer at the end of the day. How, how is that happening? And from a success standpoint, how would you talk to, uh, where people are on the progress of bringing the most innovative solutions? What, where's the headroom, where do you see that going Brook >>There's? I would say there's just endless opportunity here. And we just see so much innovation in our partner ecosystem to create purpose built solutions for their customers business problems. And that's where I think the value of the data comes to life. Really turning that data into doing as is really the Matic for all the things that we're talking about here, uh, at.com 21, that our partners really see these opportunities and then can replicate some of those same solutions for other customers in the same spaces. So for example, you know, really specialized solutions for healthcare where they're, uh, providing, you know, access to all the data across the hospital, or, um, you heard in guard's keynote about unlocking the value of SAP data. This is just a huge opportunity accessing all that data and really turning that data into doing. And we'll be talking even more about the new SAP relationship and the value for the partner ecosystem to go address those FP data sets in their customers. We'll be talking more about that on our partner feature session, which is tomorrow in day two of dotcom. >>Well, you guys to have a nice mix of business in the partner ecosystem from, you know, small boutiques to high-end system integrators and everything in between, I noticed you're doing a lot with censure. Could you talk about how you guys are partnering with the large global system integrators because they're becoming their own clouds. So, you know, as Jerry Chen at Greylock says, are these castles being built in the cloud with real competitive advantage with data? Again, this is a new phenomenon in the past really two years, you're starting to see explosion of, of scale and refactoring business models with data. What's your, what's your reaction to that? >>Absolutely. In fact, we are really leading in with some of these global systems integrators, and you've heard this exciting news in Theresa Carlson's portion of the keynote earlier today, where we've announced a partner, a center partner business group together. And we're so excited about the center and Splunk partner business group. It's going to elevate the Splunk and essential partnership eCenter has invested in thousands and thousands of joint professionals that are skilled up on flunk. They are building a purpose patients. We have so many amazing examples where Splunk and essential work together to solve real life problems. For example, there's a joint solution that helps address anti-human trafficking. Uh, there's a joint solution that helped with vaccine tracking. I mean, just really powerful examples that are just really extending value to customers and solving real life, data problems. >>Well, you guys have a lot of momentum, bro. Congratulations on the success and partner versus we're going to follow it again. It was built for the cloud. I know it's in the headline. It says flunked launches, new partner program for the cloud. Was there a partner program for the on premises and what's different about on the cloud? Was it kind of new, everything is cloud what's that? What does that mean? That statement? Yeah, >>Absolutely. So we, you know, as we've all seen, customers are leaning into the class that growth to the movement, to the cloud, just accelerated during COVID. And so part of that feedback that I referenced earlier that we heard from our partners, they said, we need help. We need help moving faster. And so that's really the underpinning of the all-new Splunk partner vers program is to really that acceleration to skill up our partners and give them the tools to be successful. And so with that, we did want to rebrand and reinvigorate it to really signal this newness. And as it was mentioning earlier, when we were talking about the badges, it's really about making sure we're providing the partners the right enablement so that they can be ready and able to support their customers on this journey, to the cloud, as well as the access, the resources, the support and the marketing so that they can be successful and really featured their expertise and value in the market. >>Well, Brooke, I want to get one final question before we go. Cause I know you have a lot of experience in the partner ecosystems and over your career. And we just interviewed the formula one CEO, uh, Zach brown, and, and they've been very popular with the, with the Netflix series driving to survive. And I was joking with him driving value with data as channel partners and your partners look to the post pandemic survive and thrive trend that people are going through right now. What should they be thinking about when they look at partner versus, and how Splunk can help them drive an advantage, not only just survive, but to actually drive to an advantage. >>I, I just see this as an opportunity for partners that haven't already leaned into the cloud and helping their customers migrate to the cloud now is the time rapid five acceleration is just essential for organizations to reach their most critical missions and their outcomes. And this one partner versus program is a significant move forward for Splunk partners. And we want to pursue a massive market opportunity focused on the cloud with our partners, for our customers. So I just really encourage our partners to engage, participate and join us on this journey. >>Well, it's a lot of evidence to support this vision. Uh, with pandemic, we saw refab replatforming and refactoring the businesses in the cloud at speeds, that unprecedented deployments. So, uh, cloud can, can bring that scale and speed to the table. It's really incredible. So thank you very much for coming on the cube remotely. Thanks have you had, >>Thank you. This was a delight. Really appreciate the time, John and very excited to have my first opportunity to be a >>Okay. You're a cube alumni. We are here in the studios, Splunk studios for their virtual event here with all the top executives and partners bringing in guests remotely. It's a virtual event. So we'll be back in person. I'm Jennifer, the cube. Thanks for watching.

>>Hello, and welcome back to the cubes coverage of splunk.com here in the virtual studios in Silicon valley broadcasting around the world's a virtual event. Um, John four-year host of the queue. We've got a great guest, Zach brown, chief executive officer of McLaren racing, really looking forward to this interview, Zach, welcome to the queue. Well, thanks for coming on. Thanks for having me. So we have a huge fan base in the tech community. A lot of geeks love the neurons. They love the tech behind the sport. Uh, and Netflix is driving to survive. Series has absolutely catapulted the popularity of F1 in the tech community. So congratulations on all the success in that program and on, and then on the >>Thank you very much, it's been a, it's been a good run. We've won our first race in a while, but we still have a ways to go to get in that, uh, world championship that, uh, >>So for the techies out there and the folks in our audience that aren't familiar with, the specifics of the racing team and the dynamics, take a minute to explain what you guys do. >>Uh, so McLaren racing, uh, which has a variety of, uh, racing teams, uh, a formula one team in indie car team and extremely team and an e-sports team. Uh, we're the second most successful form of the one team in the history of sport. Now 183 wins 182, uh, when I joined 20 world championships and, uh, we're, we're close to a thousand people to, to run a couple of racing cars and, uh, currently third in the championship, uh, with Lando Norris and, uh, Daniel, Ricardo. >>So talk about the, um, the, the dynamics of the spore. Obviously data is big part of it. Uh, we see the, a lot of the coverage. You can see anything can happen overnight. It's very quick. Um, technology has been being, uh, playing a big role in sport. What's your vision on how that's evolving? Are you happy with where things are, uh, and where do you see it going? >>Yeah, it does some interesting stats. So, um, the car that qualifies first at the beginning of the year, if you didn't touch, it would be last by the end of the year. So that's the pace of a development of a, of a formula one car. We change a, uh, and develop a new part on the car every 14 minutes, 365 days, days a year. Um, and technology plays a huge role. Uh, it's, it's probably the most technical, um, evolved sport in the world. Uh, both safety data, uh, the innovation it's it's awesome. And what a lot of people don't know is a lot of what we develop in a formula. One car ends up in other parts of the world, whether it was a ventilators that we helped develop for the UK government, uh, to working with our, uh, various partners or safety and innovation in the automotive industry. >>You know, I love it. I always loved the IOT internet of things, story around cars, because sensors or instrumentation is a big part of it. Um, and it all comes together. So it's pretty, it's not simple. No, give it feel, give it a taste a little bit about what's it. How complicated is it, how you guys pay attention to the details? What's important. Take us through some of the, some of the inside the ropes around the IOT of the sensors and all the data. >>Yeah. So we have over 300 sensors on our race car. We collect the one and a half terabytes of data. Every race weekend, we have a thousand people, um, and the strong majority of those are working around data and technology, as opposed to physically touching the car out of those thousand people, you probably only have about 60 or 70. They're actually touch the race card at a race weekend. We've been doing connected cars for about 25 years. So that's kind of a new thing here to, to most people, but we've been communicating back and forth with our race car for, for decades all around the world. And what a lot of people don't realize is it all starts in our mission control back in our factory in Woking, England. So wherever we are around the world, the racing team actually starts in England. >>So I want to ask you about the personalities on the team. How big is the staff? What's the makeup of the personnel has to get the drivers. They're critical. They're a very dynamic personalities. We'll come to the side question on that later, but what's the staff look like on when you guys put this together. So you get, you get race day and you got back office support. >>What's the team look like? Yeah. So you've got about a thousand people that, that make up the collective team. You'll have about a hundred in marketing. Uh, you'll have about a hundred in finance, HR, and then you kind of get to the, the racing team. If you'd like 800 people, you have about a hundred people traveling to each race, uh, about 50 people back at the factory, working with data and communications that are grand Prix weekend. And then everybody else is designing manufacturing, production laminating. So we run 24, 7 shifts, uh, three shifts, uh, in certain parts. Uh, we develop, uh, 85% of the car changes of what's allowed to be changed start of the year to the, the end of the year. So the development is, is unbelievable. >>I know you're here in the U S for the U S grand Prix in Austin. Um, coming up, I'm just curious how cars get transported. >>Uh, w when we're traveling around the world, uh, they, they travel on 7 47 and are flown around the world. And then when we're in Europe, we have about 18 trucks that were communing around when we're kind of in the European part of the circuit is usually in the middle of the year. But when we're going to Australia or Singapore, Bahrain, those are, those are on planes form of the one actually does that. They give us an allocation of, of space, and then we have to write a check if we need more space than where >>Yeah. We're allowed. Yeah. And that brings up the security question, because honestly, there's a lot of fans, a lot of people are into it. Also, this potentially security risks. Have you guys thought about that obviously like physical moving the supply chain around from event event, but also technology risk. Um, how do you guys think about security? >>Yeah, it's, it's critically important. We've had, uh, fortunately we've not had any breach of our technology. We have had a breach in the late nineties of our radio communications and, uh, it was in Australia, Mika Hakkinen and a fan, uh, who I think was probably having some fun and were able to break into our radio channel and actually asked Mika to pit. He pitted team wasn't ready. And fortunately, we will run in one, two, but we actually had to reverse the drivers. So security is >>Critically important, probably Katie Scrivener, and they all look, I just hack the radio, was talking to the driver. That is a funny story, but it could be serious. I mean, now you have all kinds of >>The stuff going on and, and, you know, there's a lot of money at stake, you know, so, you know, we're fortunate in this particular instance, it didn't hurt us cause we were running one, two, so we could reverse the drivers and the right guide one. Um, but you know, that could decide, uh, a world championship and you have, you know, tens of millions of dollars online, but even besides the economics, we want to win races. >>You know, what's funny is that you guys have a lot of serious on the line stakes with these races, but you're known for having a lot of fun, the team team dynamic. I have to ask you, when you finish on the podium one and two, there's a Shui with the drivers. How'd that go down. It was pretty, pretty a big spectacle online and >>Yeah, it was, it was good, fun. That's something, obviously Daniel Ricardo is kind of developed as his thing when he, uh, when he wins. And, uh, when we were, uh, before we went on the podium, he said to me, you're going to do the shoe. Yes, of course. In the car show you got to do, we have to like a bunch of 12 year old kids, uh, on the podium, but that's where we're just big kids going, motor racing and >>The end of the day. Well, I gotta say you guys come across really strong as a team, and I love the fun and, you know, competitive side. So congratulations on that, I think is good on the competitive side, take me through the advantage, driving the advantage with data, because that's really the theme here at.com, which is Splunk, which they're a big partner, as well as your other sponsors. Data's big, you know, and it's striving an advantage. Where do you see that coming from? Take us through where you guys see the advantages. Yes. >>So, you know, everything we do is, is precision and, you know, every second, every 10th counts and, um, you know, you can get all this data in, but what do you do with this data? And the humans can, uh, real, uh, react as quickly as is, you know, people like Splunk who can help us, uh, not only collect data, but help us understand data. And, um, you know, typically there's one pit stop, which can be the difference between winning and losing. Um, you have all these different scenarios playing out with weather with tire wear competition. And so, you know, we live by data. We didn't, uh, when, in, in Russia, when we, uh, could have, and it was because we got a bit emotionally caught up in the excitement of trying to win the race instead of staying disciplined and focused on, on data. And so it's a very data-driven sport when I'm on the pit wall, there's a thing called racer instinct, which is my 30 years in the sport. And, uh, your experience and your kind of your gut to make decisions. And every time our team makes a decision that I'm sitting there going, I'm not sure that was the right decision. They're staring at data. I'm not, I'm trusting my 30 years of experience. They'd beat me nine out of 10. >>Yeah. I mean, you know, this is a huge topic too, in the industry, explainable AI is one of the hottest trends in computer science where there's so much algorithms involved. The gut instinct is now coming back. What algorithms are available, knowing when to deploy what algorithms or what data to pay attention to is a huge new gut factor. Yep. Can you explain how the young drivers and the experience folks in the industry are dealing with this new instinct full data-driven? >>Yeah. That's, you know, that's what we have 50 people back at the factory doing, and they're looking at all sorts of information coming in, and then they're taking that information and they're feeding it to our head of strategy. Who's then feeding it to our racing director. Who's getting all these data points in from tire to performance, to reliability, and then the human data from both drivers coming through their engineers. And then he gets all that information in. He has to process it immediately and make decisions, but it's, it's a data-driven sport. >>I saw Lando walking around, got a selfie with them. It's great. Everyone's loving it on Twitter. My family, like get an autograph, the future of the sport. He's a young young driver. So that instincts coming in the future sport comes up all the time. The tires are a big discussion point, but also you've got a lot of presets going on, a lot of data, a lot of going on and you see the future where there's remote, you know, kind of video game you're in the pit wall and you can make decisions and deploy on behalf of the drivers. Is that something that >>Well, that technology is there and we used to do that, but now it's been outlawed because there's a real push to make sure the drivers are driving the car. So that technology is here. It has been deployed in the past. We could do it, but we're trying to find as a sport, the balance between, you know, letting the driver do it. So he, or she might make a mistake and a little bit of excitement to it. So, um, we now there are certain protocols on what we communicate. Um, we can't, um, everything has to be driver fed into the car. So we can now you'll hear all sorts of codes that we're talking through, which there are, um, about 300 different adjustments the driver can make on the steering wheel, which is unbelievable. And so that's us seeing information, getting data in coming to conclusions that we're giving him or her information that we think will help make the car >>A lot of new dimensions for drivers to think about when they're being successful with the gut, that the track data everything's kind of coming together. >>Yeah. It's amazing. Um, when you listen to these drivers on the radio, you forget that they're going 200 plus miles an hour. Cause they sound quite relaxed in this very, you know, open and easy communication of here's what I'm feeling with. Again, we're talking all these codes and then we all, because we can hear each other, there's a lot of trickery that goes on. So for a driver to be going to turn a miles an hour, taking this information and then know what code we're talking, are we kind of throwing a code out there to put the competition off is pretty amazing that they can take this all in. >>You know, I wish I was younger again, like we're old school and the younger generation, I was having a few conversations with a lot of the young audience. They wanted me to ask you, when are you guys going to metaverse the tracks? When can I get involved and participate and maybe even make the team, or how do I become more active, engaged with the McLaren racing team? >>And that technology is almost, we're actually, um, that's in development. So I, I think it won't be long before, you know, Sunday you can log on, uh, and, and race Lando around Monaco and be in the race. So that, that technology is around the corner. >>That's the shadow thing to developing. I see that. E-sports just quick. I know you've got to go on, but last minute we have here, e-sports, what's the future of e-sports with the team, >>But e-sports been great for the sport. You know, it's gone from, you know, when I was growing up, it was video games and now it's real simulation. And, uh, so we've held, I think we're going four years into it. Now we were the first team to really develop any sports platform and we've had competitors go on to help us with our simulation. So it's, it's real racially developed the race car before it goes on the racetrack it's in simulation. And that's where e-sports, >>And this is the new advantage. This is a new normal, this is where you guys see the data driving. The >>Definitely. And I think the other thing it is, you know, somewhat stick and ball sports, you can play in school. And motor racing has historically been partying, which can cost hundreds of thousands of dollars. Now with e-sports you have a less expensive platform to let young men and women around the world, but a steering wheel in their hand and go motor racing. So I think it's also going to kind of bring that younger generation of fan and >>There's so much collective intelligence, potentially competitive advantage data. Again, data coming up final word to end the segment, Splunk, big partner on the data side, obviously helping you guys financially, as well as you do need some sponsorship support to make the team run. Um, what's the relationship with Splunk? Take a minute to talk about the plug. >>It's been a, it's been great, you know, they're, they're two big contributors. We need a lot of money to run the racing team. So they're a great partner in that respect, but more importantly, they're helping us with our whole data journey, making smarter, quicker decisions. So their contribution to being part of the race team. And, uh, we used our technology. Um, it has been great. And I think, um, you know, if I look at our technology partners, uh, we have many that all contribute to making a >>Yeah. I mean, it really is nice. It's data inaction, it's teamwork, it's competitive, it's fun. That's kind of a good, good, >>I think fun is the center of everything that we do. It's the center of everything spunk does. Cause I think if you have fun, people enjoy going to working a little bit harder. We're seven days a week. And uh, you know, a lot of teammates you've got to work well together. So I think if you're having fun, you enjoy what you're doing and it doesn't feel like work. >>Congratulations on climbing up in the rankings and everything on your team. Two great drivers. Thanks for coming on the cube. We appreciate it. Thank you. All right. We're here. The key. We like to have fun here and get all the action on the tech side. Honestly, F1 is technology enabled data, driving the advantage and driving to is a great Netflix series. Check it out. McLaren's featured heavily in there and got a great team. Zach brown Siegel. Thanks for coming on. Appreciate it. I'm sure for your host. Thank you for watching.

>>From around the globe. If the cube with digital coverage of AWS reinvent 20, 20 special coverage sponsored by AWS worldwide public sector. >>Okay. Welcome back everyone. To the cubes, virtual coverage of AWS reinvent 2020, this is the cube virtual. I'm your host John farrier with the cube. The cube normally is there in person this year. It's all virtual. This is the cube virtual. We're doing the remote interviews and we're bringing in commentary and discussion around the themes of re-invent. And this today is public sector, worldwide public sector day. And the theme from Teresa Carlson, who heads up the entire team is to think big and look at the data. And I wanted to bring in a special cube alumni and special guests. Alan Cohen. Who's a partner at data collective venture capital or DCVC, um, which we've known for many, many years, founders, Matt OCO and Zachary Bogue, who started the firm, um, to over at about 10 years ago. We're on the really the big data wave and have grown into a really big firm thought big data, data, collective big ideas. That's the whole purpose of your firm. Alan. You're now a partner retired, retired, I mean a venture capitalist over at being a collective. Great to see you. Thanks for coming on. >>Great to see you as well. John, thanks for being so honest this morning. >>I love to joke about being retired because the VC game, it's not, um, a retirement for you. You guys made, you made some investments. Data collective has a unique, um, philosophy because you guys invest in essentially moonshots or big ideas, hard problems. And if I look at what's going on with Amazon, specifically in the public sector, genome sequencing now available in what they call the open data registry. You've got healthcare expanding, huge, you got huge demand and education, real societal benefits, uh, cybersecurity contested in space, more contention and congestion and space. Um, there's a lot of really hard science problems that are going on at the cloud. And AI are enabling, you're investing in entrepreneurs that are trying to solve these problems. What's your view of the big ideas? What are people missing? >>Well, I don't know if they're missing, but I think what I'd say, John, is that we're starting to see a shift. So if you look at the last, I don't know, forever 40, 50 years in the it and the tech industry, we took a lot of atoms. We built networks and data warehouses and server farms, and we, we kind of created software with it. So we took Adam's and we turned them into bets. Now we're seeing things move in the other direction where we're targeting bits, software, artificial intelligence, massive amount of compute power, which you can get from companies like, like AWS. And now we're creating better atoms. That means better met medicines and vaccines we're investor, um, and a company called abs Celera, which is the therapeutic treatment that J and J has, um, taken to market. Uh, people are actually spaces, a commercial business. >>If it's not a science fiction, novel we're investors in planet labs and rocket labs and compel a space so people can see right out. So you're sitting on your terrorists of your backyard from a satellite that was launched by a private company without any government money. Um, you talked about gene sequencing, uh, folding of proteins. Um, so I think the big ideas are we can look at some of the world's most intractable issues and problems, and we can go after them and turn them into commercial opportunities. Uh, and we would have been able to do that before, without the advent of big data and obviously the processing capabilities and on now artificial intelligence that are available from things like AWS. So, um, it's kind of, it's kind of payback from the physical world to the physical world, from the virtual world. Okay. >>Pella space was featured in the keynote by Teresa Carlson. Um, great to tie that in great tie in there, but this is the kind of hard problems. And I want to get your take because entrepreneurs, you know, it reminds me of the old days where, you know, when you didn't go back to the.com, when that bubble was going on, and then you got the different cycles and the different waves, um, the consumer always got the best kind of valuations and got the most attention. And now B to B's hot, you got the enterprise is super hot, mainly because of Amazon >>Sure. Into the Jordash IPO. Obviously this morning, >>Jordache IPO, I didn't get a phone call for friends and family and one of their top customers. They started in Palo Alto. We know them since the carton Jordache, these are companies that are getting massive, uh, zoom. Um, the post pandemic is coming. It's going to be a hybrid world. I think there's clear recognition that this some economic values are digital being digitally enabled and using cloud and AI for efficiencies and philosophy of new things. But it's going to get back to the real world. What's your, it's still hard problems out there. I mean, all the valuations, >>Well, there's always hard problems, but what's different now. And from a perspective of venture and, and investors is that you can go after really hard problems with venture scale level of investments. Uh, traditionally you think about these things as like a division of a company like J and J or general electric or some very massive global corporation, and because of the capabilities that are available, um, in the computing world, um, as well as kind of great scientific research and we fund more PhDs probably than any other, uh, any other type of background, uh, for, for founders, they can go after these things, they can create. Uh, we, uh, we have a company called pivot bio, uh, and I think I've spoken to you about them in the past, Sean, they have created a series of microbes that actually do a process called nitrogen fixation. Um, so it attaches the nitrogen to the roots of corn, sorghum and wheat. >>So you don't have to use chemical fertilizer. Well, those microbes were all created through an enormous amount of machine learning. And where did that machine learning come from? So what does that mean? That means climate change. That means more profitable farmers. Uh, that means water and air management, all major issues in our society where if we didn't have the computing capabilities we have today, we wouldn't have been able to do that. We clearly would have not been able to do that, um, as a venture level of investments to get it started. So I think what's missing for a lot of people is a paucity of imagination. And you have to actually, you know, you actually have to take these intractable problems and say, how can I solve them and then tear it apart to its actual molecules, just the little inside joke, right? And, and then move that through. >>And, you know, this means that you have to be able to invest in work on things. You know, these companies don't happen in two or three years or five years. They take sometimes seven, 10, 15 years. So it's life work for people. Um, but though, but we're seeing that, uh, you know, that everywhere, I mean, rocket lab, a company of ours out of New Zealand and now out of DC, which we actually launched the last couple of space, um, satellites, they print their rocket engines with a 3d printer, a metal printer. So think about that. How did all that, that come to bear? Um, and it started as a dangerous scale style of investments. So, you know, Peter Beck, the founder of that company had a dream to basically launch a rocket, you know, once a year, once a month, once a week, and eventually to once a day. So he's effectively creating a huge, um, huge upswing in the ability of people to commercialize space. And then what does space do? It gives you better observability on the planet from a, not just from a security point of view, but from a weather and a commerce point of view. So all kinds of other things that looked like they were very difficult to go after it now starts to become enabled. Yeah. >>I love the, uh, your investment in Capella space because I think that speaks volumes. And one of the things that the founder was talking about was getting the data down is the hard part. He he's up, he's up there now. He can see everything, but now I've got to get the data down because say, say the wildfires in California, or whether, um, things happening around the globe now that you have the, uh, the observation space, you got to get the data down there. This is the huge scale challenge. >>Well, let me, let me, let me give you something. That's also, so w you know, we are in a fairly difficult time in this country, right? Because of the covert virus, uh, we are going to maybe as quickly as next week, start to deliver, even though not as many as we'd like vaccines and therapeutics into this virus situation, literally in a year, how did all these things, I mean, obviously one of the worst public health crisis of our lifetimes, and maybe, you know, uh, of the past century, uh, how did that happen? How did it all day? Well, you know, some, I mean, the ability to use, um, computing power in, in assistance, in laboratory, in, in, uh, in, um, development of, of pharmaceutical and therapeutics is a huge change. So something that is an intractable problem, because the traditional methods of creating vaccines that take anywhere from three to seven years, we would have a much worse public health crisis. I'm not saying that this one is over, right. We're in a really difficult situation, but our ability to start to address it, the worst public health crisis in our lifetime is being addressed because of the ability of people to apply technology and to accelerate the ability to create vaccines. So great points, absolutely amazing. >>Let's just, let's just pause that let's double down on that and just unpack that, think about that for a second. If you didn't, and then the Amazon highlight is on Andy Jesse's keynote carrier, which makes air conditioning. They also do refrigeration and transport. So one IOT application leveraging their cloud is they may call it cold chain managing the value chain of the transport, making sure food. And in this case vaccine, they saw huge value to reduce carbon emissions because of it does the waste involved in food alone was a problem, but the vaccine, they had the cold, the cold, cold, cold chain. Can you hear me? >>Maybe this year, the cold chain is more valuable than the blockchain. Yeah. >>Cold don't think he was cold chain. Sounds like a band called play. Um, um, I had to get that in and Linda loves Coldplay. Um, but if you think about like where we are to your point, imagine if this hit 15 years ago or 20 years ago, um, you know, YouTube was just hitting the scene 20 years ago, 15 years ago, you know, so, you know, that kind of culture, we didn't have zoom education would be where we would be Skyping. Um, there's no bandwidth. So, I mean, you, you know, the, the bandwidth Wars you would live through those and your career, you had no bandwidth. You had no video conferencing, no real IOT, no real supply chain management and therapeutics would have taken what years. What's your reaction to, to that and compare and contrast that to what's on full display in the real world stage right now on digital enablement, digital transformation. >>Well, look, I mean, ultimately I'm an optimist because of what this technology allows you to do. I'm a realist that, you know, you know, we're gonna lose a lot of people because of this virus, but we're also going to be able to reduce a lot of, um, uh, pain for people and potentially death because of the ability to accelerate, um, these abilities to react. I think the biggest and the, the thing that I look for and I hope for, so when Theresa says, how do you think big, the biggest lesson I think we're going to we've learned in the last year is how to build resilience. So all kinds of parts of our economy, our healthcare systems, our personal lives, our education, our children, even our leisure time have been tested from a resilience point of view and the ability of technology to step in and become an enabler for that of resilience. >>Like there isn't like people don't love zoom school, but without zoom school, what we're going to do, there is no school, right? So, which is why zoom has become an indispensable utility of our lives, whether you're on a too much, or you've got zoom fatigue, does it really matter the concept? What we're going to do, call into a conference call and listen to your teacher, um, right in, you know, so how are you going to, you're going to do that, the ability to repurpose, um, our supply chain and, you know, uh, we, we, we see this, we're going to see a lot of change in the, in the global supply chain. You're going to see, uh, whether it's re domestication of manufacturing or tightening of that up, uh, because we're never going to go without PPE again, and other vital elements. We've seen entire industries repurposed from B2B to B to C and their ability to package, deliver and service customers. That is, those are forms of resilience. >>And, and, and, and taking that to the next level. If you think about what's actually happening on full display, and again, on my one-on-one with Andy Jassy prior to the event, and he laid this out on stage, he kind of talks about this, every vertical being disrupted, and then Dr. Matt wood, who's the machine learning lead there in Swami says, Hey, you know, cloud compute with chips now, and with AI and machine learning, every industry, vertical global industry is going to be disrupted. And so, you know, I get that. We've been saying that in the queue for a long time, that that's just going to happen. So we've been kind of on this wave of horizontal, scalability and vertical specialization with data and modern applications with machine learning, making customization really high-fidelity decisions. Or as you say, down to the molecule level or atomic level, but this is clear what, what I found interesting. And I want to get your thoughts because you have one been there, done that through many ways of innovation and now investor leading investor >>Investor, and you made up a word. I like it. Okay. >>Jesse talks about leadership to invent and reinvent. Can't fight gravity. You've got to get talent hungry for invention, solve real-world problems. Speed. Don't complexify. That's his message. I said to him, in my interview, you need a wartime conciliary cause he's a big movie buff. I quote the godfather. Yeah. Don't you don't want to be the Tom Hagen. You don't want to be that guy, right? You're not a wartime. Conciliary this is a time there's times in companies' histories where there's peace and there's wartime, wartime being the startup, trying to find its way. And then they get product market fit and you're growing and scaling. You're operating, you're hiring people to operate. Then you get into a pivot or a competitive situation. And then you got to get out there and, and, and get dirty and reinvent or re-imagine. And then you're back to peace. Having the right personnel is critical. So one of the themes this year is if you're in the way, get out of the way, you know, and some people don't want to hold on to hold onto the past. That's the way we did it before I built this system. Therefore it has to work this way. Otherwise the new ways, terrible, the mainframe, we've got to keep the mainframe. So you have a kind of a, um, an accelerated leadership, uh, thin man mantra happening. What is your take on this? Because, >>Sorry. So if you're going to have your F R R, if you're going to, if you are going to use, um, mob related better for is I'll share one with you from the final season of the Soprano's, where Tony's Prado is being hit over the head with a bunch of nostalgia from one of his associates. And he goes, remember, when is the lowest form of conversation and which is iconic. I think what you're talking about and what Andy is talking about is that the thing that makes great leadership, and what I look for is that when you invest in somebody or you put somebody in a leadership position to build something, 50% of their experience is really important. And 50% of it is not applicable in the new situation. And the hard leadership initiative has to understand which 50 matters in which 50 doesn't matter. >>So I think the issue is that, yeah, I think it is, you know, lead follow or get out of the way, but it's also, what am I doing? Am I following a pattern for a, for a, for an, a, for a technology, a market, a customer base, or a set of people are managing that doesn't really exist anymore, that the world has moved on. And I think that we're going to be kind of permanent war time on some level we're going to, we're going to be co we're because I think the economy is going to shift. We're going to have other shocks to the economy and we don't get back to a traditional normal any time soon. Yep. So I, I think that is the part that leadership in, in technology really has to, would adopt. And it's like, I mean, uh, you know, the first great CEO of Intel reminded us, right. Then only the paranoid survive. Right. Is that it's you, some things work and some things don't work and that's, that's the hard part on how you parse it. So I always like to say that you always have to have a crisis, and if there is no crisis, you create the crisis. Yeah. And, you know, >>Sam said, don't let a good crisis go to waste. You know? Um, as a manager, you take advantage of the crisis. >>Yeah. I mean, look, it wouldn't have been bad to be in the Peloton business this year. Right, too. Right. Which is like, when people stayed home and like that, you know, you know, th that will fade. People will get back on their bikes and go outside. I'm a cyclist, but you know, a lot more people are going to look at that as an alternative way to exercise or exercising, then when it's dark or when the weather is inclement. So what I think is that you see these things, they go in waves, they crest, they come back, but they never come back all the way to where they were. And as a manager, and then as a builder in the technology industry, you may not get like, like, like, okay, maybe we will not spend as much time on zoom, um, in a year from now, but we're going to still spend a lot of time on zoom and it's going to still be very important. >>Um, what I, what I would say, for example, and I, and looking at the COVID crisis and from my own personal investments, when I look at one thing is clear, we're going to get our arms around this virus. But if you look at the history of airborne illnesses, they are accelerating and they're coming every couple of years. So being able to be in that position to, to more react, more rapidly, create vaccines, the ability to foster trials more quickly to be able to use that information, to make decisions. And so the duration when people are not covered by therapeutics or vaccines, um, short, and this, that is going to be really important. So that form of resilience and that kind of speed is going to happen again and again, in healthcare, right. There's going to be in, you know, in increasing pressure across that in part of the segment food supply, right. I mean, the biggest problem in our food supply today is actually the lack of labor. Um, and so you have far, I mean, you know, farmers have had a repurpose, they don't sell to their traditional, like, so you're going to see increased amount of optimization automation and mechanization. >>Lauren was on the, um, keynote today talking about how their marketplaces collected as a collective, you know, um, people were working together, um, given that, given the big ideas. Well, let's, let's just, as we end the segment here, let's connect big ideas. And the democratization of, I mean, you know, the old expression Silicon Valley go big or go home. Well, I think now we're at a time where you can actually go big and stay and, and, and be big and get to be big at your own pace because the, the mantra has been thinking big in years, execute plan in months and execute weekly and month daily, you know, you can plan around, there's a management technique potentially to leverage cloud and AI to really think about bit the big idea. Uh, if I'm a manager, whether I'm in public sector or commercial or any vertical industry, I can still have that big idea that North star and then work backwards and figure that out. >>That sounds to the Amazon way. What's your take on how people should be. What's the right way to think about executing down that path so that someone who's say trying to re-imagine education. And I know a, some people that I've talked to here in California are looking at it and saying, Hey, I don't need to have silos students, faculty, alumni, and community. I can unify them together. That's an idea. I mean, execution of that is, you know, move all these events. So they've been supplying siloed systems to them. Um, I mean, cause people want to interact online. The Peloton is a great example of health and fitness. So there's, there's everyone is out there waiting for this playbook. >>Yeah. Unfortunately I, I had the playbook. I'd mail it to you. Uh, but you know, I think there's a couple of things that are really important to do. Maybe good to help the bed is one where is there structural change in an industry or a segment or something like that. And sorry to just people I'm home today, right? It's, everybody's running out of the door. Um, and you know, so I talked about this structural change and you, we talked about the structural change in healthcare. We talked about kind of maybe some of the structural change that's coming to agriculture. There's a change in people's expectations and how they're willing to work and what they're willing to do. Um, you, as you pointed out the traditional silos, right, since we have so much information at our fingertips, um, you know, people's responsibility as opposed to having products and services to deliver them, what they're willing to do on their own is really changed. >>Um, I think the other thing is that, uh, leadership is ultimately the most important aspect. And we have built a lot of companies in the industry based on forms of structural relations industry, um, background, I'm a product manager, I'm a sales person, I'm a CEO, I'm a finance person. And what we're starting to see is more whole thinking. Um, uh, particularly in early stage investors where they think less functionally about what people's jobs are and more about what the company is trying to get done, what the market is like. And it's infusing a lot more, how people do that. So ultimately most of this comes down to leadership. Um, uh, and, and that's what people have to do. They have to see themselves as a leader in their company, in their, in the business. They're trying to build, um, not just in their function, but in the market they're trying to win, which means you go out and you talk to a lot more people. >>You do a lot, you take a lot fewer things for granted. Um, you read less textbooks on how to build companies and you spend more time talking to your customers and your engineers, and you start to look at enabling. So the, we have made between machine learning, computer vision, and the amount of processing power that's available from things like AWS, including the services that you could just click box in places like the Amazon store. You actually have to be much more expansive in how you think about what you can get done without having to build a lot of things. Cause it's actually right there at your fingertips. Hopefully that kind of gets a little bit to what you were asking. >>Well, Alan, it's always great to have you on and great insight and, uh, always a pleasure to talk candidly. Um, normally we're a little bit more boisterous, but given how terrible the situation is with COVID while working at home, I'm usually in person, but you've been great. Take a minute to give a plug for the data collective venture capital firm. DCVC you guys have a really unique investment thesis you're in applied AI, computational biology, um, computational care, um, enterprise enablement. Geospatial is about space and Capella, which was featured carbon health, smart agriculture transportation. These are kind of like not on these are off the beaten path of like traditional herd mentality of venture capital. You guys are going after big problems. Give us an update on the firm. I know that firm has gotten bigger lately. You guys have >>No, I mean the further firm has gotten bigger, I guess since Matt, Zach started about a decade ago. So we have about $2.3 billion under management. We also have bio fund, uh, kind of a sister fund. That's part of that. I mean, obviously we are, uh, traditionally an early stage investor, but we have gone much longer now with these additional, um, um, investment funds and, and the confidence of our LPs. Uh, we are looking for bears. You said John, really large intractable, um, industry problems and transitions. Uh, we tend to back very technical founders and work with them very early in the creation of their business. Um, and we have a huge network of some of the leading people in our industry who work with us. Uh, we, uh, it's a little bit of our secret weapon. We call it our equity partner network. Many of them have been on the cube. >>Um, and these are people that work with us in the create, uh, you know, the creation of this. Uh, we've never been more excited because there's never been more opportunity. And you'll start to see, you know, you're starting to hear more and more about them, uh, will probably be a couple of years of report. We're a household name. Um, but you know, we've, we we're, we're washing deal flow. And the good news is I think more people want to invest in and build the things that we've. So we're less than itchy where people want to do what we're doing. And I think some of the large exits that starting to come our way or we'll attract more, more great entrepreneurs in that space. >>I really saw the data models, data, data trend early, you saw a Realty impacted, and I'll say that's front and center on Amazon web services reinvent this year. You guys were early super important firm. I'm really glad you guys exist. And you guys will be soon a household name if not already. Thanks for coming on. Right, >>Alan. Thanks. Thank you. Appreciate >>It. Take care. I'm John ferry with the cube. You're watching a reinvent coverage. This is the cube live portion of the coverage. Three weeks wall to wall. Check out the cube.net. Also go to the queue page on the Amazon event page, there's a little click through the bottom and the metadata is Mainstage tons of video on demand and live programming there too. Thanks for watching.

>>from Miami Beach, Florida It's the >>Q covering >>a Cronus Global Cyber Summit 2019. Brought to you by a Cronus. Welcome back to the cubes coverage here in Miami Beach of the Blue Hotel. I'm John Kerry. Hosting the Cube for Cronus is global Cyber. Summit 2019. We're here with the chief marketing officer CMO Guide. Our magnet. Nora. Welcome to the Cube. Thanks for having us. And thanks for coming on. Thank you for talking to me. Not a bad venue. Miami Beach People like it here. It's got a good vibe. >>Yes, a lot of entertainment, actually. For an event perspective, having people in such a nice place is very tough because you have to keep them inside somehow. And you cannot lock their doors. So we have to have really good content. >>People are feeling good. I can see a lot of people smiling people very happy. Congratulations. Take us through the event. Why the event here? What's the main theme? What's the top story that you're telling here at the global Cyber summit? 2019? Sure. So >>way were talking about cyber protection for quite a while. And cyber protection is simple. Terms is combining data protection of cyber security because what we see is happening in the digital world is that traditional data protection, not enough anymore cannot really protect you against all of the threats that you have out there and the number of messages growing. So cyber protection super important and we're developing and selling it for quite a while. But now it is time to keep off really a big push for cyber protection because we have the products that can enable our partners, resellers, service providers, enable and customers and enterprise I t. To deliver seven protection to their work clothes. What we do here at the Summit way, announcing three major things One is a furnace cyber infrastructure, which is a secure, hyper converged infrastructure for running cyber protection. That's external port on the edge workloads because when you run something in the data center, you have the perimeter security. You can protect you with moment. You get out of the data center, you need something really secure and easy to use and also cost efficient because the number of foreclosures growing outside of data center rapidly. So we have this cyber infrastructure way prevented here. Second piece is cyber platform. Cyber is the way for any third party to customize, integrate or extend cyber protection so they can take parts and pieces and integrated into their applications, for they can integrate an application support for customers so they can expand the portfolio of solutions. So that's another picnic. It's a huge thing. No, everybody can integrate cyber protection in any solution and support any type of work. And the third thing going on here is the product, according Cyber Protect, which is basically combination off back up, just a recovery. Cyber security. We have a non to virus. We have anti malware capabilities, but we also have vulnerability assessment, Hatch management, remote management. So it's a combination of multiple tools into one package. So that's really designed for a guy who is already tied off agent for teeth. They don't lots of obligations and doing different things. Tired of managing many things so way, offering them a tool that combines everything that they need to manage outside of the data center. >>You know, I've been really impressed with you guys and do my research for this. Two things jumped out at anyone recover cybersecurity, most from the enterprise space, but also from a data space. You guys have been around for a long time. Great growth, a lot of customers. Great channel relationship with Go to market, which has been successful for you guys in cyber. So cyber security has been your wheelhouse is company, but it's interesting. This theme of the enterprise is coming into focus. So to me, I think it's a huge opportunity. From a market standpoint on the enterprise, you're Tim has traditionally been cyber security. But story is interesting. Your since you're telling an i t story with cyber telling a data story in context to cyber these air coming together, these worlds are here. Talk about that dynamic in the market because that's a market you're targeting specifically. >>So, first of all, a little correction. We do cyber protection, and it's an important difference between several protection of several security, because what we do wait combined data protection so traditional backup disaster recovery file, sink and share all those tools with security. That's vision what is needed for the border protection. So Christ was a traditional data protection company for quite a while, and then we realized that there is this need for security integrated with data protection way started to implement that. So now we're introducing to the market a new type of solution that everybody now recognizes integrated solution between data protection and cyber security. So the market without solution is virtually anybody. But when you talk about the enterprise, the key workloads where you really need that is the edge. So everything outside of the data center edge and end points. And the thing here is that you have just a tiny fraction of all of the devices in your data center. Everything is outside and protecting it, managing it. It's really complicated. That's what we offer now. So you can start protecting those workloads and the edge, what it's like for clothes and >>talk about the product specifically because this platform enabling is interesting. You have a P eyes. You're opening up your developer network of S, V S and M S P's and your customer base. How is that platform going to help that EJ problem and simplify the protection has taken years. >>That helps in a different expects. So in one hand, way as a company would never be able to support all types of work clothes because there's so many different applications and people want to have application and wear protection. So any third party, any eyes via have the expertise with a particular application, they can develop their own workload support so they can support more loads that can support different type of stores. Destinations they can create. Different service is on top off the data so they can process the data. So, for example, they can deliver a malware scanner on top of the back of that will be integrated in the backup solution right so they can extend the platform in that sense. But also it's an opportunity for service providers because full service provided they trying thio differentiate. They all look for something that I will help them to tell the story that they different from the others because the major problem is that if you a service provider you have multiple customers for them, it's very easy to switch to another service providers. So the old for those differentiators and without blood when they can customize they can integrate it with a particular systems and they can focus on specific application. So let's say electronic medical records they can support that for their particular customers. And the customers are going to switch to another provider because they have this customization. And they have a lot of expertise that they can implement through the platform and create a custom my solution, that only them can develop and deliver. So that's That's another aspect of the platform. Only four eyes, these wonderful service providers. Then we talk about resellers and distributors. They can integrate the plot, thicken, integrated with their market places they can. Cell service is directly from the tools that they're building already or the solution marketplace ability. >>Talk about the difference between data protection and cyber protection, because those are kind of now coming together. As you're pointing out target persona for I t. Has been C i o or T buyer on, then you have a C so chief of security from large firms way, Who's buying? Who's using the product, is it? See I owe with staffers in the sea so and because it's like a data protection the old way, it's like, OK, storage, that's the I t. Fire down the list. Five. Storage, both on data protection. That's the old way. The new way is kind of bring it together. Who's that? Is a very good >>question. So I would think about the traditional data center, and we think about the rows of people who work with the data center, their storage guys, working guy, security guys. They may have different goals, different budget. They can be separate. Organization may not even be talking to each other. So selling a combination integrate solution to the data percent. It's complicated, and we've seen that stories many times. C'mon taken very. They try to sell security together. They failed just because it's very difficult to do that. But what we do is we go to the other type of person to the edge guy, the guy who's responsible for the whole infrastructure outside of a data center. Usually it's one team of one person, and they cover everything and they have a problem. They have multiple solution. They have to manage more solutions. You have people, you have to hire more training you have to make, and the reliability of this is just going down because you have to manage multiple tools. Update on different schedules and it's a disaster for a lot of companies. So we go to that guy with the department and tell them, Hey, here's a solution. Now we'll cover most of your knees >>and the number one problem you're solving. What? What's the problem? Statement. Take the high order bid on the promise the >>protection of the device So you protect data application and system that device. Talk >>aboutthe. Range the platform protection. Get the core platform protection infrastructure. Cloud backup. You've got core areas in the model, which one is the most popular in terms of where customers start to rethink their architecture when they start thinking platform versus tools? Because a lot of custom that we talk to and we pull in our community are all in the sea, so specifically are hard core way Don't want another tool way have a lot of tools in the tool shed, so to speak way want to get data horizontally scalable? We don't want to have an enabling platform software, but they have a machine learning and may I be very specific in service is that we use so trying to balance that architecture is what's on there. That's essentially what you guys are doing. So why that's important and why it's important for the customer. >>Exactly. And I I would take a step back here. So a lot of people want to think about protection of data, sleeping in traditional terms, data protection back up. I have a coffee somewhere. So in case something bad happens, I will be able to get back to that coffee. But now people started to understand it's not enough. First of all, they want to get value from the data, so data should be available. It should be fresh, and it should be authentic, So they want to make sure that they have the data they can trust. So the moment the shift from traditional having a coffee to having data that I can use and get Mellie from the data we start thinking about how they can make it work in a way that you always have data available. You don't wasting time, you know, losing anything. And you have a proof that you have that regional data thistles where we play. So we come to them and tell them that simple story. So in the past, you hit by run somewhere for you hit by malware. Attack somebody. A Texas system. You would say, OK, I'll go back to my backup, I'll find those files. I'll recover them. I would hope that they're not too old way offer them is the automatic recovery. They get everything back and they have everything. That was the most fresh data that they need. And we have guarantee that this is the original data they have because what's happening now in the cyber security market? And there were a lot of people Aquino they were talking about it and security experts. Is that the hackers Not on Lee, corrupting a day of stealing your data, the old so mortifying in a way, to influence your decisions. So they do like small, tiny modification, and you're sending your paychecks to somebody else. That's what they basically trying to do all the time. So you have to be able to trust the day of the job. So the moment you think about the chocks enough in the city of the Data, you think, OK, it's not just back up anymore. I need cyber protection. I need something that will actually help me to trust my data. >>You see in the examples everywhere you pointed out visual threats, you know the automation of cyber crime. You're seeing Ransomware. That's killer. And then just personal attacks. This is a really key area. I gotta ask you a question that came up on Twitter the other day. We were talking to folks. This comes up a lot with C. Sosa's well on. This is a quote from acute conversation I had with C. So said, Lookit my environment becoming more complex and costly going up. So that's one killer problem that he has in terms of what he's dealing with his environment. So complexity is going up. You mentioned the edge. It's a big one, right of other things out there wearables and then costs too many vendors, not enough sharing data. So again, this is a very complex and nuanced point. But how did you guys answer that question? So I see it costs. I want cost to go down. I want Plus, he's never gonna go down your abstract thataway. >>Yeah, even more. It's only complexity and cost is also security. More complexity that surfaces. Attack of attack is getting bigger, so you have to find a way to protect it. So answer is integrated type of protection. So what we do. We address five acres of protection and in the digital world, way we call him a Comsat passes safety. You have a copy, you can recover accessibility. You have a copy that you can access when you need it, where you need it. On privacy. You have control where your data is and who can access the data. That authenticity. You have a way to prove that. This is your reach, Dana. And then security. You have protection against external attacks. So we combine it all together into one solution. So you deploy one single agent that will provide backup just recovery. Crossing in. Sure. Hold the service that you need to work with your data Creative copy of the data to share your data, but also its integrated security. So we'll ensure that we passed your system. You have up to date Aly update installed. You have everything up to date. Everything's protected. Then we have an antivirus we have on tomorrow where we have the ability to manage the system. So everything is packed, packaged into one solution. So you don't have multiple agents that are incompatible. Multiple agencies have to update on different schedules multiple people who have to support different types of agents. Everything is combined. So that way we decrease the complexity and then increase the security because security is already integrated. And then the last final piece of the cost is the infrastructure solution that way. So what? We have a current seven infrastructure. It's either a softer applying to heart of our clients that is designed specifically for cyber protection were close, so it can't replace your standard H c I. But it gives you an ability to store data in the mosque obstetrician way. You get our appliance like in the hardware. You have a cheap stories for your secondary data for disaster. Recovery you can do that is to recover that appliance, or you can take our soccer appliance and deployed to commodity hardware. You don't have to buy a very expensive story track. You just deployed to the hard way that you have and use it on there. So that way we sold. It caused problems >>to get multiple options basically on that. Okay, so I gotta ask you the hard question that's going through everyone's mind is okay. I hear this story is too good to be true. Everyone must be. It must be a platform from wars are out there, sees this. They're pandering to customers. What makes you different? Prove that you're valuable to me. Show some evidence Where your differentiation How do you answer the differentiation? What makes you guys different? >>I would say the answer to that is innovation. So everybody has a platform. Everybody's building a glass from I. D. C was proclaiming its in Europe platforms probably three or four years ago. So everybody's talking about it, right? So way do they have the platform about the core differentiation is the innovation that we have Where the first company to use Blockchain for authenticity so we can record way hash coats Oh, files to change And then you can use it to get the verification that you have the original copy of the file in a time step where the 1st 1 to integrate the anti ransomware protection into the back so you don't really have to recover after my run somewhere you get all the files back, it will be the most recent files that you had. So you're getting it all back and it works there, So those innovation they already implemented off platform. So the moment you get a lot from you have all that you need. Old basics. You have user management quarter management so you can deploy and feel for you. Can you? Can? >>Was interesting is you have a holistic view on data, not just narrow view on day that Zach Lights and the I think the integrated is killer customer success. Anecdotal sound bites you can share. What are some of that? Some of feedback you hear from customers on this >>so feedback from customers. The best feedback is that we're hearing from our customers have issues, right? That's the best thing to d'oh. So when things go right with customers happy and you can go online and check out the mosque. Interesting case that >>we have with our scores partnerships because sports of becoming digital so >>everything's difficult depends on data. When you think Formula One isn't data, they lose data, they lose the race, so they have a tremendous amount of data and they have to transfer to a different location to transfer from the track to the headquarters. So we had implemented our cyber protection for a few teams in Formula One and you can just go online and check out that way. Ken Story, Williams Formula One. Great story. They actually tell people how they use it, how it helps them way. Have a bunch of those stories. >>You know, industrial I o. T. Is a huge area. I think you guys have a great opportunity there. People talk about digital threats and getting hacked as individuals. Equipment, machinery can get back to a device on your car. Certainly sports betting on it. Certainly someone's gonna want to manipulate it everything >>now, because we have our separate protects Operation center. We have engineers and security expert watching What's going on. We're collecting feedbacks from our customers and partners. We kill some crazy story all the time. Like what hikers now do. They would have into your email start fortifying your e mails and your documents that you had there because it's digital. There is no trace. You don't really know what was their original documents, so they eventually it will get you to transfer money to wrong account or do something with your assets. You will not going todo and it's just becoming more and more prominent because every digital. Now you don't even have a cocky or a document that's stating how much money you have in your bank. What if you wake up tomorrow instead of $1,000,000? You see $1000 you have no proof that you actually had something else, right? >>Cyber protections of data problem. You guys tackling with creative platform? Yes. Congratulations. Better. Thanks for coming on the Cube. Thanks for your insights. It's a cube jumper. You're watching us here at Miami Beach of the Crows Global Cyber Summit 2019. More coverage after this short break.

>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by >>Red Hat. >>Okay, welcome back. It runs two cubes. Live coverage of Ansel Fest here in Atlanta, Georgia. I'm John for a host of the Cube with stewed Minutemen. Analysts were looking angle. The Cube are next to guest Tom Anderson and most product owner. Red Hat is part of the sensible platform automation properly announced. And Richard Henshaw, product manager. Guys, welcome to the Cube Way had all the execs on yesterday and some customers all pretty jazzed up about this year, mainly around just the timing of how automation is really hitting the scene and some of the scale that's going on. You guys had big news with the answerable automation platform. New addition to the portfolio. What's the feedback? >>So far, I think the feedback has been super positive. We have customers have come to us. A lot of the last little one said, Hey, we're maturing. We're moving along the automation maturity curve, right, and we have multiple teams coming to us and saying, Hey, can you help us connect this other team? We've had a lot of success doing cloud provisioning or doing network automation were doing security automation. What have you and they're coming to us and saying, Help us give us kind of the story if you will, to be able to connect these other teams in our organization. And so that way I kind of feel the pole for this thing to move from a tool that automates this or that. This task for that task. Too much more of a platform center. >>It seems to be scaling out in terms of what automation is touching these days. And look at the numbers six million plus activations on get Hub versus other projects. So activities high in the community. But this seems to be much more broader. Scope now. Bring more things together. What's the rationale behind? What's the reasoning? What's the strategy? But the main thing is, >>automation is got to that point where it's becoming the skill set that we do. So it was always the focus. You know, I'm a database administrator. I'm assists out, man. I'm a middle where I'm a nap deaf on those people, then would do task inside their job. But now we're going to the point off, actually, anybody that can see apiece. Technology can automate piece technology in the clouds have shown This is the way to go forward with the things what we had. We bring that not just in places where it's being created from scratch, a new How do you bring that into what's existing? Because a lot of our customers have 20 or 30 years like a heritage in the I T estate. How do you do with all of that? You can't just rebuild everything into new as well. So you gotta be ableto automate across both of those areas and try and keep. You know, we say it's administrative efficiency versus organization effectiveness. Now how do I get to the point of the organization? Could be effective, supposed just doing things that make my job easier. And that's what we're gonna bring with applying automation capability that anybody can take advantage of. >>Richard. I actually felt the keynote demo this morning did a nice job of that line that they set it up with is this is this is tools that that all the various roles and teams just get it, and it's not the old traditional okay, I do my piece and set it up and then throw it over the wall. There was that, you know? Oh, I've got the notification and then some feedback loops and, you know, we huddled for something and it gets done rather fast, not magic. It's still when I get a certain piece done. Okay, I need to wait for it's actually be up and running, but you know, you're getting everybody into really a enterprise collaboration, almost with the tool driving those activities together >>on that. And that's why yesterday said that focus on collaboration is the great thing. All teams need to do that to be more successful because you get Maur inclusivity, Maurin puts. But organizations also need to coordinate what activities they're doing because they have rules, regulations, structures and standards they have to apply. Make sure that those people can do things in a way that's guided for them so that they're they're effective at what they're trying to do. >>Okay, I think I'm going to explain what's in the platform first because an engine and tower and there, what else is in there, what's new? What's what our customers is going to see. That's new. That's different >>it's the new components are automation Hope Collections, which is a technology inside answer ball itself. On also Automation Analytics and the casing is that engine and terrorist of the beating heart of the platform. But it's about building the body around the outside. So automation is about discover abilities like, What can we find out? What automation can I do that I'm allowed to do? Um, and let six is about the post activity. So I've automated all these things. I've done all this work well, How did it go? Who did what, who did? How much of what? How well did it work? How much did it failed? Succeeds and then, once you build on that, you don't start to expand out into other areas. So what? KP eyes, How much of what I do is automated versus no automated? You can start to instigate other aspects of business change, then Gamification amongst teams. Who's the Who's the boat? The closest motive here into the strategy input source toe How? >>Find out what's working right, essentially and sharing mechanism to for other groups in terms of knowing what's happening >>and how is my platform performing which areas are performing well, which airs might not be performing well. And then, as we move down the road, kind of how my performing against my peers are other organizations that are automating using the ants will automation platform doing? And am I keeping up on my doing better? That kind of stuff. >>So, Tom, there's a robust community as we was talking about. Their platform feels like it builds on yet to change the dynamic a little bit. When you talk about the automation hub and collections, you've already got a long list of the ecosystem vendors that are participating here. Bring us two through a little bit. What led Thio. You know all these announcements and where you expect, you know, how would this change the dynamics of >>the body? And maybe we'll split up that question. I'll talk a little bit about partners because it's both partners and customers in community here that's been driving us this way. I'll talk a little bit about partners and Rich talk about the customer piece here, which is partners have been traditionally distributing their content there. Ansel automation content through our engine capability. So our engine release cycle, or cadence, has been sort of the limiting factor to how fast they can get content out to their users and what what the collections does is part of the platforms allows us to separate those things. Rich talked about it yesterday in his keynote, having that stable platform. But you having yet having content be able to read fast. And our partners love that idea because they can content. They can develop content, create content, get into their users hands faster. So partners like at five and Microsoft you've seen on stage here are both huge contributors. And they've been part of the pole for us to get to the platform >>from a customer perspective. And the thing I love most about doing this job with the gas of customers is because I was a customer on Guy was danceable customer, and then I came over to this side on Dhe. I now go and see customers. I see what they've done, and I know what that's what I want to do. Or that's what I was trying to do. And she started to see those what people wanted to achieve, and I was said yesterday it is moving away from should I automate. How would we automate Maura? What should I automate? And so we'll start to see how customers are building their capabilities. And there's no there's many different ways people do. This is about different customers, >>you know. What's interesting is you guys have such a great success formula first. Well, congratulations. It's great to see how this is turning into such a wider market, because is not just the niche configuration management. More automation become with cloud to point a whole new wider category. So congratulations. The formula we see with success is good product, community customers adopting and then ecosystem that seems to be the successful former in these kinds of growth growth waves you guys experiencing? What is the partnering with you mentioned? S five Microsoft? Because that, to me, is gonna be a tipping point in a tel sign for you guys because you got the community. You got the customers that check check ecosystem. What's the partner angle? How do they involve? Take us through that. What's going on? They're >>so you're absolutely so you know, kind of platform velocity will be driven by partner adoption and how many things customers can automate on that platform or through that platform and for us I mean, the example was in the demo this morning where they went to the automation hub and they pulled down the F five collection, plugged it into a workflow, and they were automating. What are partners? Experience through their customers is Look, if I'm a customer, I have a multi cloud environment or hybrid cloud environment. I've got automation from AWS. I've got azure automation via more automation. Five. Got Sisko. I've got Palo Alto. I've got all these different automation tools to try and string them together, and the customers are coming and telling those vendors Look, we don't want to use your automation to end this automation tooling that one we want to use Ansel is the common substrate if you will automation substrate across this platform. So that's motivating the partners to come to us and say, Hey, I had I was out five Aspire last week, and they're all in a natural. I mean, it's really impressive to see just how much there in unanswerable and how much they're being driven by their customers when they do Ansell workshops without five, they say the attendance is amazing so they're being pulled by their customers and therefore the partners are coming to us. And that's driving our platform kind of usability across the across the scale. >>Another angle we'll see when we talk to the engineers of the partners that are actually doing the work to work with danceable is that they're seeing is ah, change also in how they it's no longer like an individual customer side individual day center because everything is so much more open and so much more visible. You know there's value in there, making it appealing and easy for their customers to gain advantage of what they're doing. And also the fact that the scales across those customers as well because they have their internal team's doing it, saying the same things and so bringing them to an automation capable, like Ansel have to push. That means that they also gained some of the customers appreciation for them, making it easier to do their tasking collaboration with us and you know, the best collaborations. We've got some more partners, all initiated by customers, saying Hey, I want you to go and get danceable content, >>the customer driving a lot of behavior, the guest system. Correct. On the just another point, we've been hearing a lot of security side separate sector, but cyber security. A lot of customers are building teams internally, Dev teams building their own stacks and then telling the suppliers a support my AP eyes. So now you start to see more of a P I integration point. Is that something that is gonna be something that you guys gonna be doubling down on? What's that? What's the approach there? How does that partner connected scale with the customers? So we've >>been eso Ansel security automation, which is the automation connecting I. P. S. C. P. S that kind of stuff. It is almost a replay of what we did the network automation space. So we saw a need in the network automation space. We feel that we became a catalyst in the community with our partners and our customers and our and our contributors. And after about three years now, Ansel Network automation is a huge piece of our business and adoption curve. We're doing the exactly see the exact same thing in the security automation space compliance. The side over here, we're talking about kind of automating the connections between your firewalls, your threat detection systems and all that kind of stuff. So we're working with a set of partners, whether it's Cisco, whether it's Palo Alto, whether it's whether it's resilient by the EMS, resilient and being able to connect and automate the connections between the threat and the response and and all of that kind of >>the same trajectory as the network automation >>Zach. Same trajectory, just runnin the same play and it's working out right now. We're on that kind of early part of that curve, that adoption curve, and we have partners jumping in with us. >>You're talking to customers. We've heard certain stories. You know how I got, you know, 1000 hours of work down to a dozen hours of work there. Is there anything built into the tool today that allows them to kind of generate those those hero stats O. R. Any anything along those lines? >>Talk about analytic committee from yes, >>well, again without any analytic side. I mean, those things starts become possible that one of the things we've been doing is turning on Maur more metrics. And it's actually about mining the data for the customer because Tower gives this great focal point for all the automation that's going on. It's somewhere that everything comes through. So when we export that and then we can we can do that work for all the customers rather than have to duel themselves. Then you start to build those pictures and we start with a few different areas. But as we advance with those and start, see how people use them and start having that conversation customers about what data they want to use and how they want to use it, I think that's gonna be very possible. You know, it's so >>important. E think was laid out here nicely. That automation goes from a tactical solution to more strategic, but more and more how customers can leverage that data and be data driven. That's that's gonna drive them for it. And any good customer examples you have of the outcomes. No, you're talking to a lot of >>PS one from this morning. Yeah, >>so I mean, I'll be Esther up this morning, and I think that the numbers they used in the demo that she's like, you know, last year they did 100,000 from launch to the end of the year. 100,000 changes through their platform on this year so far that in a 1,000,000. So now you know, from my recollection, that's about the same time frame on either side of the year. So that's a pretty impressive acceleration. Side of things. We've had other ones where people have said, You know how many times you were telling some customers yesterday? What used to take eight hours to a D R test with 20 or 30 people in for the weekend now takes 12 minutes for two People on the base is just pushing a few buttons just as they go through and confirm everything worked that that type of you can't get away from that type of change. >>J. P. Morgan example yesterday was pretty compelling. I mean, time savings and people are, I mean, this legit times. I mean, we're talking serious order of magnitude, time savings. So that's awesome. Then I want to ask you guys, Next is we're seeing another pattern in the market where amongst your customer base, where it's the same problem being automated, allover the place so playbooks become kind of key as that starts to happen is that where the insights kind of comes in? Can you help us kind of tie that together? Because if I'm a large enterprise with its I'm decentralized or centralized, are organized problem getting more gear? I'm getting more clouds, game or operations. There's more surface area of stuff and certainly five g I ot is coming around the corner. Mention security. All this is expanding to be much more touchpoints. Automation seems to be the killer app for this automation, those mundane task, but also identifying new things, right? Can you guys comment on that? >>Yeah, so maybe I'll start rich. You could jump in, which is a little bit around, uh, particularly those large accounts where you have these different disparate teams taking a approach to automate something, using Ansel and then be able to repeat or reuse that somewhere else. The organization. So that idea of being for them to be able to curate they're automation content that they've created. Maybe they pulled something down from galaxy. Maybe they've got something from our automation husband. They've made it their own, and now they want to curate that and spread it across the organization to either obviously become more efficient, but also in four standards. That's where automation hub is going to come into play here. Not only will it be a repo for certify content from us and our partners, but it will also be an opportunity for them to curate their own content and share it across the organization. >>Yeah, I think when you tie those two things together and you've got that call discover abilities, I had away go and find what I want. And then the next day, the next day, after you've run the automation, you then got the nerve to say, Well, who's who's using the right corporate approved rolls? Who's using the same set of rolls from the team that builds the standards to make sure you're gonna compliant build again, showing the demo That's just admin has his way of doing it, puts the security baseline application on top and you go, Oh, okay, who's running that security baseline continuously every time. So you can both imposed the the security standards in the way the build works. But you can also validate that everybody is actually doing the security standards. >>You what I find fascinating about what you guys are doing, and I think this is came out clearly yesterday and you guys are talking about it. And some of the community conversations is a social construct here. Going on is that there's a cultural shift where the benefits that you guys are throwing off with the automation is creating a network effect within the companies. So it's not just having a slack channel on texting. The servers are up or down. It's much more of a tighter bond between the stakeholders inside the company's. Because you have people from different geography is you have champions driving change. And there's some solidarity happening between the groups of people, whether they're silo door decentralized. So there's a whole new social network, almost a cultural shift that's happening with the standardization of the substrate. Can you guys comment on this dynamic? Did you see this coming? You planning forward? Are you doubling down on it? >>I think so. And we talk about community right on how important that is. But how did you create that community internally and so ask balls like the catalyst so most teams don't actually need to understand in their current day jobs. Get on all the Dev ops, focus tools or the next generation. Then you bring answer because they want to automate, and suddenly they go. Okay, Now I need to understand source control, and it's honest and version. I need to understand how to get pulls a full request on this and so on and so forth on it changes that provides this off. The catalyst for them to focus on what changed they have to make about how they work, because what they wanted to do was something that requires them to do you no good disciplines and good behaviors that previously there was no motivation or need to do. I think >>Bart for Microsoft hit on that yesterday. You know, if you saw Bart Session but their network engineers having to get familiar with concepts of using automation almost like software development, life cycles right and starting to manage those things in repose. And think of it that way, which is intimidating at first for people who are not used to. But once they're over that kind of humping understand that the answer language itself is simple, and our operations person admin can use it. No problem, >>he said himself. Didn't my network engineers have become network developers. >>It's funny watching and talking to a bunch of customers. They all have their automation journey that they're going through. And I hear the Gamification I'm like, Okay, what if I have certain levels I have to reach in it unlocked capabilities, you know, in the community along the way. Maybe that could build a built in the future. >>Maybe it's swag based, you know, you >>get level C shows that nice work environment when you're not talking about the server's down on some slack channel when you're actually focusing on work. Yeah, so that mean that's the shift. That's what I'm saying, going >>firefighting to being able to >>do for throwing bombs. Yeah, wars. And the guy was going through this >>myself. Now you start a lot of the different team to the deaf teams and the ops teams. And I say it would be nice if these teams don't have to talk to complain about something that hadn't worked. It was Mexican figured it was just like I just like to talk to you because you're my friend. My colleague and I'd like to have a chat because everything's working because it's all automated, so it's consistent. It's repeatable. That's a nice, nice way. It can change the way that people get to interact because it's no longer only phoned me up when something's wrong. I think that absent an interesting dynamic >>on our survey, our customer base in our community before things one of the four things that came up was happier employees. Because if they're getting stuff done and more efficient, they have more time to actually self actualizing their job. That becomes an interesting It's not just a checkbox in some HR manual actually really impact. >>And I kind of think the customers we've heard talk rvs, gentlemen, this morning gave me a lot of the fear initially is, well, I automate myself out of a job, and what we've heard from everybody is that's not absolutely That's not actually true at all. It just allows them to do higher value things that, um or pro >>after that big data, that automation thing. That's ridiculous. >>I didn't use it yesterday. My little Joe Comet with that is when I tried to explain to my father what I do. Andi just said Well, in the 19 seventies, they said that computers you mean we'll do a two day week on? That hasn't come >>true. Trade your beeper and for a phone full of pots. But Richard, Thanks for coming on. Thanks for unpacking the ants. Full automation platforms with features. Congratulations. Great to see the progress. Thank you, Jonah. Everybody will be following you guys to Cuba. Coverage here in Atlanta, First Amendment Stevens for day two of cube coverage after this short break.

>>live from Atlanta, Georgia. It's the Q covering answerable Best 2019. Brought to you by Red Hat >>Hey, welcome back, everyone. This is the Cubes. Live coverage here in Atlanta, Georgia, for Ansel Fast, part of Red Hats Annual event with their customers, their community. I'm Chon hurry with the Cuban stupid men. My co host. Our next guest is Jason Smith, vice president. North America Service is for Red Hat. Jason, welcome to the Cube. >>Thanks. Thanks for having me. >>So mostly the service is wrapped around this or huge opportunity because of the impact that the automation is having the tasks people's jobs shift on the things they can do, more things. That service is opportunity, bigot. You just take us through kind of your strategy of how you look at answerable in context of the red hat portfolio. >>Sure, yeah. So from the service's perspective, we're really responsible for ensuring customer success and sex successful adoption of all of our technologies. So across the entire portfolio and so as opposed to a service. This company that's focused on surfaces were really focused on driving customers success and making sure that customers were successful so overall, from the service's perspective we have obviously are consulting, which really focused on working with customers. Implement solutions around red technology is expanding the use of redhead technologies. We have our training business, which is our education and certification business, which has on sites, open enrollment. But also over the last couple years we released our Red Hat Learning subscription, which is basically gives customers access to the entire portfolio of training on demand in the self paced way, which is been really fast growing part of our business. And then I think we've talked to you a little bit about this before, which is our open innovation labs, which is really focused on people in process and helping customers go through that digital transformation type of journey and focus around culture and things like that. >>It's interesting you look at the interviews we had yesterday with some of your customers. It's actually have a couple different profiles. You have the man. We nailed it. Now I gotta bring us across the entire organization, get a champion driving change. Other groups are standardized with that substrate for answerable. Others were like, Wow, I have other stuff. I need to really figure this out, take us through how you guys would approach those use cases because they're different. But all would want more. Service is some to accelerate either, say a champion, some to get a new prospect on board. >>Right? So, um, we've laid out We'll release is about 90 days ago, which is called Dark Automation Adoption Journey. And this is a five phased approach where we've worked with customers hundreds of customers around the world, in every phase of adoption of automation, obviously specifically around answerable. And this really looks at helping customers go from more of a tactical strategy, typically is what we're seeing today. A lot of customers have and school in different pockets, doing a lot of tactical things that are driving a lot of value. But how do you take that? And then really get two more of an enterprise strategy? So that's really what we've focused on taking what we've learned with customers at all of those phases and really taking those best practices and coming up with a standardized approach that we can really work with customers to be ableto get through that journey with him. >>Jason could bring us inside the customer base a little here. You know, what we hear is it's really easy to get started. But when you lay out those five steps is everybody looking to get to st five? Is that a, you know, year journey? Are some people okay? Just being at phase two or three. Help us understand a little bit, Kind of. And we know it varies greatly, but some of the characteristics as toe how fast they move along where the end journey is for most organizations, >>right. So as I mentioned this, customers are coming in. Some have been early adopters of answerable for a long time. So we've been working at more of a department departmental level with customers where they're driving value at that departmental level. Others were kind of coming to us for the first time, saying we're hearing all about this automation stuff. We know we need it, but we need to get started. And so we're really looking at, um, kind of starting out. We typically start with the Discovery session, and so we're bringing in our architects and consultants to come in and meet with their business and technical stakeholders to really understand where they are in that journey and really defined kind of their goals and objectives. So every customer is different, so really understanding what their goals and priorities are and then being able to help kind of craft that road map with, um to get through that journey. But I'd say most of our customers looking to figure out how to take it from kind of more of those tactical implementations to how do we leverage that in a more scalable, consistent way and be able to manage it more across the enterprise? >>Well, it's a direct software development often is different at different, different parts in an organization. If you look a kind of a dev ops movement, it's, you know, trying to get a little bit consistency across those, and it sounds like answerable plays well, toe help get collaboration and you know those playbooks that could be used across and know that I have something that is supported and works, and my organization buys into it >>exactly. So a lot of customers air doing great things in those pockets. But like you said, how do you take those and not reinvent the wheel every time but take them and kind of break them down into consumable chunks, kind of validate those and then publish them. So you have a standard set of playbooks that people can use and reuse versus developing them again for the first time. Because we know that answerable. You can do things quickly, but you don't want to redo them 10 different ways to do the same thing. So having that kind of blessed standardized way and then publishing them out managing them is really important. >>Great feedback from customers on that two on. Then they get more playbooks to get more. I gotta manage that. But one of the interesting things we talked about yesterday with Stephanie Cheers with on the rail side was connecting, answerable to rail the insights. Was the analytics certainly compelling? A lot of benefits scare coming into the rest of red hat. Well, where is that opportunity? How do you guys servicing those pieces? >>Yes, so we're really looking at answerable to be part of most of the red hat portfolio. So as we're working with customers and they're adopting more and more of the Red Hat technologies, answerable becomes a bigger part of that. So whether it's kind of bringing in our training to help train and enable customer associates on using answerable not only for automation but whether you're a real admin or open shift, or no matter what kind of product you're using, being ableto have the training enablement and service is around that to help everyone learn to understand how to use an school in leverage danceable across any area of the plot. >>You guys aren't new to platforms. Answer would have been a great product. Now the platform approach, any things you guys are gonna do different is going to the same Red Hat playbook dealing with other platforms like Open shift in other things. You guys been successful with similar playbook for you guys, or what's the? Is there a nuance with the platform of sensible automation? Ours business as usual? >>Yes. From the service's perspective, we've tried to really standardize on a set of offerings, um, and leverage kind of a consistent approach, whether it's with open shift for helping customers adopt containers or helping customers build a hybrid cloud. Or we've even got a adoption journey around huts for Tokyo's the leverage to create an NFI architecture. It's the same kind of process and framework. So we try to build a standardized process and no matter kind of what type of solution customers air building We look to follow those types of >>dreams. Nice glue layer kind of fits everywhere on a personal question for you. What's the show been like here for you share with the people watching who weren't here? Why is this year important? This seems to be an inflection point for answerable fest, the vibe, the number of attendees, the moment in history where the cloud journey on premises What's What's your take on? This is your personal view. It's >>been great. I mean, I think just the size talking a lot of people that have been coming here for many, many years, even prior to the redhead acquisition of Answerable. This is really community driven event, and it's still set up like a community driven event. You won't see a big red hat stuff everywhere. It's really kind of by the community for the community. And just to see the sheer size of on the number of attendees here, and really kind of the evolution of what customers are being able to talk about on stage with a value they're getting out of answerable is pretty tremendous. So just seeing the pure return on investment of leveraging, answerable and looking at all of the large customers they're here, speaking even on the panel last night was really incredible to see them talk about their journeys over the last couple of years, going from just starting to be work with, answerable to really kind of driving that across the enterprise and getting continually >>local on feedback. But they're also vocal on success. They have all these building in champions inside your inside the customer base, >>and they're all very, very excited about when you have excited customers. >>So, Jason, I'm wonder if you could help us connect the dots with how automation ties into the other journeys customers are going through. You know, the digital transformation, modernizing their applications, changing their hybrid and cloud hybrid and multi cloud environment. What's the role of automation to, you know, enable that and participate in those journeys? >>Yes, it's and it really has kind of a part in all of those journeys. So we work with lots of large customers that are going through a kind of different parts of those different journeys, and it seems like ants will becomes a part of it. And so, for instance, one of our customers that working we're working with right now through a large digital transformation, kind of across the entire enterprise from a both people process and technology perspective on this is leveraging things like open shift and modernizing all of their applications and breaking down things in the micro Service's and really transforming their business. But part of that is leveraging, answerable. And so one of the CEOs mottoes was, If we do something more than twice, we're gonna automate it. And so I hear that kind of over and over again, no matter what type of customer we're working with, no matter what type of kind of solution we're implementing, they're coming up with these monsters that they get really excited about around automation. Um, so we're not going to do things the old way with these new projects. We wanna automate everything, and I just seeing a ton of value and efficiency out of it. >>Awesome. What's the biggest surprise that you've seen over the past year on the service aside and just in terms of enterprise readiness Enterprise and appetite. Adoption, Any observations you could share around what's going on with automation, Observe, ability, a big part of the business. We're seeing that, too. Automation Observe ability to hot new sectors. Just exploding opportunity. >>Yeah, I think just continuing to see this kind of digital transformation effort across so many different customers and get everybody's really focused on not only the technology and the technology, especially things like open shift in Ansel and Rail. They're enabling all of this change in all of this movement to the cloud and the automation, but really working with customers to focus on the people in process so they can leverage those capabilities because just adopting the platforms doesn't give you all of the benefits without changing your people in process. So we spent a lot of time talking about really around the culture, and customers are looking at us saying Red Hat Service's Don't just come in with the technical experts would help us really understand how we transform our people in process along the way to really take advantage of the innovation that's going around right now with the cloud. >>So, Jason, uh, IBM Zach Wizard Read had been very clear keeping the brand, the products, the people of Red Hat. IBM knows a thing or two about service is though we think that, you know, service is really are the main focus that that will happen there. So give us a little insight as to how the scale of IBM will increase what redhead service is able to be able to dio. >>Yeah, So it's great for Red Hat, right? Because we now have a company the size of IBM out driving the adoption of our technologies. So everything that we're able to dio to date from a red hat perspective got us to one level of scale. But IBM is gonna take us to that next level of scale. And from a service's perspective, IBM already has service's departments around all of their different technologies. And so we really are gonna be treated kind of service department. So we're gonna continue to be the experts around Red Hat Technologies. But it really doesn't change that much for us because we worked with large s eyes. Um, since the time we started here and were always part of a lot of largess, I implementations so although IBM will be a very important partner of ours. They won't be on. The other part of the only partner will still work with all >>the flights. IBM That's right. And so we worked at >>IBM before the acquisition as a partner will work with him after the acquisition. But IBM What will change is on the IBM side, they will be building much larger delivery organizations around Red Hat Technologies, which will allow us to kind of get the the customer started on that journey. But when they look to really scale out than IBM can take in and kind of take that to the next level, that we would never have the scale to be able to get to that side. So it's good for us. It's good for our customers, and it's good for red hat driving adoption. >>Jim pointed this out on the many times on multiple calls around the broad portfolio. You guys have an IBM. They have somewhere broad portfolio. Thanks for coming on, sharing your insights. What's new for you? Take a quick minute to plug in what's going on your organization and what you're up to? >>Yes, So we're just continuing to scale. So, um The good news is IBM has a large service's organization, but that also drives a lot of demand for us. So we're continuing to scale, will continue to improve. Our offerings were continuing to help our customers reach those goals, moving to the cloud and everything they're looking to try to accomplish. >>Great. Thanks for coming. I appreciate it to Cuba. Coverage here. Danceable fast. I'm John for a student. Stay with us. More day, too. Live coverage after this short break.

>> live from Boston, Massachusetts. It's the you covering your red hat. Some twenty nineteen brought to you by bread hat. >> Well, good morning. And welcome to Day three of our coverage here, Right? Had some twenty nineteen. We're live here on the Cube, were in Boston, Massachusetts, and was soon Merriman. I'm John Wall's. Glad to have you with us for our last day of coverage. We're now joined by the SPP. Adele Technologies. Pete. Myka, Pete. Good to see you this morning. And Pete, by the way, is coming with I'm sure song in this heart of smile on his face two and a half hours to get in today. >> It was a long drive in, but I'm here now. I'm excited to be here. This is a great show. And here with great partners. >> Yeah, the tough part's over, right? >> We're in Boston, not in Vegas, so that you gotta be a little >> bit there some consolation. Let's just first off, let's paint the umbrella here a little bit about the overall partnership between Delhi, um state right and red hat and how that's evolved. And currently, word stands with all the new releases I've heard about this week. >> Yeah, it's been a great partnership for almost two decades now, right? Della and red hat of working together on a lot of different products from ready stack are ready architectures and ready nodes to software sales. Support customer engagements has been a tremendous partnership for twenty years, and I expect to be going for another twenty years. >> All right, that's digging a little bit walking through the stacks, if you Well, so we understand. You know, Red Hat is an operating system, you know, long history working on, you know, all the del platforms. You've got the converge environment. Where where does red hat fit in? What pieces of there ever broadening portfolio fit in? >> Right. So really, on the ready solution side of the world, which is another part of the products I managed for Del. So within the ready solutions environment, we worked with red hat on open stack way. Deliver hardened, supported open stack products to both. Tell Cohen Enterprise Markets on that. We also deliver open shift and already noted ready solution environment so we can deliver that container men's container environment for those same enterprise and serves customers. >> Yeah, so if you know, the Cubans at, you know Del Technologies World last week and at that show in here, I >> saw a sizable >> break out for telecommunications. You know, we could talk a lot about Enterprise, but, you know, telcos got some certain special requirements needed to make sure it's certified for certain things and, you know, gotta be tested out. Maybe we talk a little bit about what those customers are looking for and why that match you red hat makes sense. >> Sure mean Telco really wants to have control over their environment they wantto have. Open source is a great technology for Tell Cole, right, and they love taking the technology customizing for their environment, reselling components to their end users in open stack from Red Hat is a perfect fit for that market. And so again, we deliver that and the hardened solution on top Adele Technologies on Del Partridge servers deliver that to the telco market and provide them the tools and the capabilities they need to deliver the solutions to their customers. >> What what is it? Let's go dive in just a little bit. Then about those specific traits or attributes, you think in terms of the telecom market goes, you know what is specifically about you think there needs that they find so attractive about open source and what makes them stand apart from other industry sectors. Yet to me, it's controlling >> customization. So rather than taking a packaged app that shrink wrapped in running it like everybody else, they want to get a customized control for their markets. They have certain as to mention they have certain standards and compliance you don't have to deal with. They also want to differentiate within that telecom market. So it's hard to do without having control around the underlying stack. I think those are the big attractiveness around. And then, um, you know that the solution from Red Hat combined with Dellis is such a enterprise quality product for the telecom market, which I think has certain advantages. >> Okay, so you mentioned you know, the ready solutions and open stack piece, and then on top of that, there could be open ships. So that's right, a news, you know, talk to you know, many of the customers, the executive team on the team here, open shift for showing good momentum over thousand customers. So how does that fit in with the solutions you're >> offering well, so we offer a ready solution for open shift this wall, right? And we see that as the container solution for the the market that really wants those open source type products and has a line themselves with red hat in Lenox. And so it's a perfect solution for that. And, you know, we really see Oprah shift as the ability to create a managed environment for containers as we saw from Polish Kino with Over shit for now provides a tremendous hybrid cloud experience for customers at one of my great workloads, both on premises to cloud and back. And so we think that's tremendous technology that we'll add value. And with our hardware technology underneath that we could provide a stack that we think services the market quite well. >> Yeah, it's funny, Pete, you know, you've got a lot of history and I've worked with you for many years on this the ultimate A lot of these technologies, you go back to server virtual ization. You look a container ization in Cuba. Netease. They're like, Well, we want to extract upto, allow the applications to be able to be modernized and do these wonderful things. And I shouldn't have to think about the infrastructure. Right. But we know what the end of the day It lives on something, and it needs to be good talk a little bit of things, like Corinne, eh? Tease. And you know where Del thinks they fit from an infrastructure standpoint compared to communities. >> Yeah. What we want to do is provide the infrastructure that makes it easy to four workloads and applications to preside on, including open shifting cabernets environments. Right? And so, really, what you want to do? And for years, as you say, we've got a lot of history in this. We've been trying to push that complexity and management up the stack. So the hardware and even the virtual ization layer and the container layer becoming afterthought, right? And you know, what I saw from open ship for is that really puts the power back into the application developers and makes it easier to manage and control your underlying harder environment. So, with tight integrations into the open ship community with our del technology Zach, we can provide that sort seamless infrastructure layer that allows the application developers to go do what they need to do not be worried about infrastructure management. >> Do you have any customer examples that might help highlight the partnership? >> Um, no, I >> don't have any good. I >> didn't I'm sorry. I didn't >> know the customer. Well, let's hope out for a little bit. And you talk about hybrid and what that's going to enable there, is that the, uh Oh, here we go for you on this in terms of what's new, What's the latest? I mean, what about the capabilities? You're going to get nowt for what's going to be offered and what is that? That's kind of jumping off the page to you. This is Yeah, this was worth the wait. Well, >> to me, it was all about the management in the automation, the underlying infrastructure just again taking that complexity away from the developers and putting it, um, allowing the application developers tools they need to do to very quickly developed applications, but also migrate them to the proper landing spot and maybe cloud one day and maybe on premises the next. You know, one of the beauties of cloud is is there are classes of applications that may not necessarily fit on a public cloud. You may not know that. Do you? Get there and you want to have the flexibility to push them out, see how they work and bring them back in and open Shift gives you all this capability open shit for yeah, >> eso Absolutely what we hear from customers. It it's not. The future is hybrid and multi cloud. It's today, and the future are voting hybrid and multi class today. To that point, I wonder if you could help us. Just It's not Dell specific, but VM wear made an announcement today that they're supporting open shift for on top of'Em. Where can you maybe t explain where that fits into the overall discussion? >> Yeah, So look, Dell's always writing choices, the customers and we want it we want to be. And we are the essential infrastructure company to the enterprise and commercial environments. And so open shift on VM were just another example of choice and customers. They're gonna have different location environments out there. They're going to run some containers. They're going to run. Some of'em are going to run some native way. Want to be the infrastructure provided for that. We want to work with partners like you had a choice to our customers. >> You know, we've heard a lot this week about flexibility, right on a scale and options and all. And I understand providing choice is a great thing, you know, the customers. But what does that do for you in terms of having to answer to all of that desire? The flexibility? Well, it's it's >> opportunity in this challenge, right? Supporting all these different environments, of course, is a challenge for engineering teams. But it's also opportunity if we want to be. And we are the essential, you know, hardware technology, player in the industry. We have to support all these leading platforms and open shifts. Just example of that. The >> challenge on that side of it. I get opportunity, but you have to develop that expertise We do know throughout your force, and that probably has its own challenges. >> It doesn't mean we have to have expertise only and our own technologies like VM wear, but also open shift and other technologies or red hat technologies. We have to higher and cultivate, um, open source engineers, you know, which is not always easy to find on DH. We have to develop those expertise that know how to integrate those components together. Rights, not just a matter of taking the software and laying on top of the next eighty six architecture and saying it's done way, want Toby to integrate that. So we provide the best experience to the customers. So having that capability to understand what's happening at the hardware infrastructure layer also, what's happening at the virtual ization and container layer is a critical piece of knowledge that we have to. We have to grow and continue to work with >> you. But what about, I mean, as far as the competitive nature of the work force, then I kind of thinking about It's almost like ways. The more people who use that, the tougher it is to get around right, Because so the more people who are moving toward open source, the more which is great. But it also the more competitive the hiring becomes, the training becomes that it does bring with it. Certainly I would say barriers by any means, but a different factor. >> It's a challenge across the entire industry right now, hiring good technical people, and it's not just on open source space. It's an all space is open source is a particular challenge because it takes a certain set of skills to work in that environment. Dell has a philosophy where we are continually looking at university hires and growing from within. We try to hire a CZ. Many new hires, new grads as we can, But the reality is we have to look everywhere in order to try to find those. Resource is very hard to come by, and it's very competitive to get these employees are these candidates. Once you find them, it's hard to get him in the head of environment. >> So it it's interesting. Just step back for a second here last week at your show, it was I opening to see such a nadella, you know, up on stage with Pak else, right? While Microsoft Environments have lived on V EMS for a long time, you know, far as I know the first time the two CEOs have been public scene together fast word to here. And once again we saw touching Adela up on stage with, you know, red hat. It's, you know, for years we think about the industry as to the competitive nature and what's going on and Who's fighting who. Multi cloud. It's not like it's everybody's holding hands and singing, you know, Cooper Netease, Kumbaya. But it is a slightly different dynamic today than it might have been >> is very different in the past. When there are maur infrastructure players, Mohr software players, you could pick your swim lanes. You can compete now, the lines are blurred, and cloud definitely has a lot to do with that. Right and hybrid Multi cloud has everything to do with that, because if your applications going run on eight of us one day on premises the next day in azure the next day you better have tools, processes and procedures that allow those applications the migrate across that multi cloud experience. And so what if forces vendors to do is get together and participate in a cooperative in whatever your favorite word is for competitors working together. But that's really what it is, is we've realized you look a Del Technologies UVM. Where is part of our family? But we're working with Red Hat. What, working with Microsoft and Red Hat, as you see, is doing the same thing. It's necessary in today's market in today's environment that you just have to do that. >> Well, Paul, you mentioned swim lanes. I hope the Express lane is open for you on the ride home. So good luck with that. Thanks for the time this morning, too. Good to see you. It's a home game for you. So it's not all bad. It's not all >> bad. No, this is a great place to be and a great event. I'm glad I could be part of the >> burger. Thanks for being with us. Thank you. Back with more live coverage here. You're watching the Cube. Our coverage, right. Had summat twenty nineteen.

>> Narrator: Live from Washington D.C., it's theCUBE. Covering .conf2017. Brought to you by Splunk. >> Well welcome back here on theCUBE. We continue our coverage of .conf2017, we're in Washington D.C. Along with Dave Vellante, I'm John Walls. And Dave, you know what time it is, by the way? Just about? >> I don't know, this is the penultimate interview. >> It's almost five o'clock. >> Okay. >> And that means it's almost happy hour time. So I was thinking where might we go tonight, so-- >> There's an app for that. >> There was, and so I looked. It turns out that the Penny Whiskey Cafe is just two tenths of a mile from here. And you know how I knew that? >> How's the ratings on that? >> We got four. >> Four and half with 52. >> 52 reviews? >> Yeah, I feel good about that. >> Yeah, that's pretty good. That's a substantive base. >> I feel very solid with that one. We'll make it 53 in about a half hour. Of course I found it on Yelp. We have a couple of gentlemen from Yelp with us tonight. I don't have to tell you what Yelp does, it does everything for everybody, right. Zach Musgrave, technical lead, and Chris Gordon, software engineer at Yelp. Gentlemen, thanks for being here. And U can join us, by the way, later on, at the Penny Whiskey if you'd like to. First off, what are you doing here, right, at Splunk? What's Yelp and Splunk, what's that intersection all about? Zach, if you would. >> Sure, well Yelp uses Splunk for all sorts of purposes. Operational, intelligence, business metrics, pretty much any sort of analytics from event driven data that you can really think of, Yelp has found a way, and our engineers have found a way to get that into Splunk and derive business value from it. So Chris and I are actually here, we just gave a breakout session at .conf, talking about how we find strong business value and how we quantify that value and mutate our Splunk cluster to really drive that. >> Okay. >> So, so how do you find value then, I mean, what was? >> It's hard. Chris was one of the people who really, really drove this for us. And when we looked at this, you know I once had an engineer who came up to our team, we maintain Splunk amongst other things, and the engineer said can I ingest 10 terabytes of data a day into Splunk and then keep it forever? And I said, um, please don't. And then we talked a bit more about what that engineer was actually trying to do and why they needed this massive amount of data, and we found a better way that was much more efficient. And then where we didn't need to keep all the data forever. So, by being able to have those conversations and to quantify with the data you're already ingesting into Splunk, being able to quanitfy that and actually show how many people were searching this, how's it being used, what's the depth of the search look like, how far back are they looking in time. You can really optimize your Splunk cluster to get a lot more business value than just naively setting it up and turning it on. >> So you weren't taking a brute force approach, you were smarter about that, but you weren't deduping, you were identifying the data that was not necessary to keep, did I get that right? >> Correct. Yeah, we essentially kind of identified what are highest cost per search logs, which we basically just totaled up how many times each log was searched, and then tried to quantify how much each logs was costing us. And then this ended up being a really good metric for figuring out what we'd want to remove or something that was a candidate for dislodging the data somehow. >> So, you guys gave a talk today. We were talking off camera about pricing, that's not something you guys get involved in, but I would categorize this as sort of how do you get the most out of that asset, called Splunk, right. Is that sort of the >> Exactly. >> theme of your talk, right? >> Yeah. We talk a lot about expected value amongst our team, and in the talk we just gave. And we don't ever think about this as, oh do this so that you can spend less money on Splunk or on your infrastructure that's backing Splunk. Think about is more as we have this right now and we can utilize it more effectively. We can get more value out of what we already have. >> Okay, so, I wonder if we could just talk a little bit about your environment. We know you run on AWS. How does that cloud fit in with Splunk, paint a picture for us, if you would. What does it all look like? >> Yeah, so we have two clusters actually. One is the high value, high quality of service cluster, it's the larger generic, we call it generic prod, and then we have another one, where we kind of have our more verbose, maybe slightly less valuable per log cluster. And this runs on a D2, which is just instant storage. And then the higher performance cluster runs all on a GP2. So it's basically just SSDs. And we also do, we also have four copies of each log and we have two searchable copies of each log, so it's pretty well replicated. >> Dave: Okay, so that's how you protect the data. >> Yeah. >> Is to make copies, in what, in different zones, or? >> Yeah, we have two copies of each log in each availability zone, and then one searchable copy of each log in each availability zone. >> And you guys are cloud natives, all cloud, just out of school and graduate school. So you talked about infrastructure as code. You don't do any of that on-prem stuff, you're not like installing gear. And so it's not part of your lexicon, right? >> No. >> Okay. So I want to do a little editorial thing. Kristen Nicole, our managing editor, sent the note around today saying 101s get the best traffic on the website. So I want to do a little DevOps 101, okay. Even though, it's second nature to you, and a lot of people in our audience know what it is. How do you describe DevOps? Give us the 101 on DevOps. >> Okay so, DevOps is a complicated thing, but and occasionally you see it as like a role on like a job board or something. And that always strikes me as odd, because it's not really a role. Like it's a philosophy moreso. The way that I always see it, is it used to be like pre DevOps, was the software developers make a thing, and then they throw it over the fence, and operations just picks it up. And they're like well what do we do with this, and deploy it, okay, good luck. And so with this result in a sort of an us against them mentality, where the developers aren't incentivized to really make it resilient, or really document it well, and operations and the sys admins are not incentivized to really be flexible and to be really hard charging and move quickly, because they're the ones who are going to be on call for whatever the developers made. DevOps is a we, instead of an us verses them. So for example, product teams have an on-call rotation. Operations and sys admins write code. There are still definitely specializations, but it all comes together in a much more holistic manner. >> Okay, and the ops guys will write code, as opposed to hacking code, messing up your code, throwing it back over the fence, and saying hey your code doesn't work. >> Exactly. >> And then you say well it worked when I gave it to you. And then like you said that sort of finger pointing. >> We are totally done with works on my machine, it's over. No more. >> Okay, and the benefits obviously are higher quality, faster time to market, less food fighting. >> Yup, exactly. In the old model you'd have a new deployment of like a website like maybe once a week or maybe even once a month. Yelp deploys multiple times everyday over and over again. And each one of those is going to include changes from a dozen different engineers. So we need to be agile in that manner, just like with our Splunk cluster. >> I mean you guys are relatively new, four years and two years, perspectively. But these days it's a long time. How would you describe your Splunk journey. Where did it start and where do you want to take it? >> I would say it started, you actually had Kris Wehner on here last year, and he talked a lot about it. He was the VP of engineering at SeatMe. And he kind of got Yelp onto the whole Splunk train. And at that point it was used mostly by SeatMe and everyone at Yelp was like oh this is fantastic, we want to use this. And we started basically migrating it to our VPC. And have generally, we're starting to now get everything going, get all the kinks worked out, and really now we're trying to see where we can provide the most value and make things as easy as possible for our developers to add logs and add searches and get what they need out of it. >> So what kind of use cases are you envisioning, and where are you getting value out of it? >> So we have our operations teams get a lot of value out of it when there's some outage happening. And it's really useful for them to be able to just look at the access logs and see what's going on. And Splunk makes that very easy. And we also get a lot of value out of Yelp's application logs. Splunk has been great for figuring out when something's not right. And allowing us to dig in further. >> So yeah, at the end of the day, as consumers, what does this mean to us, ultimately? Like our searches are faster, searches are more refined, searches are more accurate? What does it mean to me at the end of the day that you're enabling what activity through this technology. >> Dave: Yeah, it'll be more secure? >> Yeah, what does it mean? >> As an end user of Yelp? >> Yes. >> So, I'll give you one example that always sticks out in my mind. So I don't know if you all know this, but you can actually do things like order food via Yelp, you can make appointments via Yelp, even with like a dentist. You can beauty appointments, all sorts of personal services. >> Hair salon came up today actually, when I was looking for a bar. >> Absolutely. That's not supposed to happen. >> Dave: Well that was the Penny Whiskey Cafe. >> You never know, but what ever's next door I don't know. >> Can you get a haircut while you drink? >> Hair salons in the District are pretty impressive. >> I wasn't planning on it, no. But anyway, I'm sorry. >> Anyway, so we work with a lot of external partners to enable all these different integrations, right. So you press start order, and then eventually you see the menu, and then you add some stuff to your cart, and then you have to pay. And so if you haven't given us your credit card information yet, then you have to enter that, and that has to go to a payment processor, the order of course has to go out to the partner who's going to fulfill your order, and so on. So there's this pipeline of many different micro services plus the main Yelp application, plus this partner who's actually fulfilling your order, plus the payment processor, and so on, and so on. And it ends up with this really complicated state machine. So the way that actually works under the hood, to be very simplistic, is there's a unique order identifier that is assigned to you when you start the order. And then that passed through the whole process. So at every step in this process a bunch of events are emitted out of the various parts of the pipeline and into Splunk, where they're then matched to show that your order is progressing. And the order didn't get stuck. Because you know what's really sad is when you order food and it doesn't show up. So we really have to guard against that. >> Yeah, we hate that. >> Yeah, everybody does. So it's really important that we're able to unify this data, from all these different places, Splunk's really great for that, and to be able to then alert on that and page somebody and say hey, something's not quite right here, we have hungry folks. >> So while I have the smartest guys that we've interviewed all week here, you mentioned, >> Please. You mentioned, aw shucks, I know. You mentioned state machine. Are you playing around with functional programming, so called server lists, probably don't like that word either, but what are you doing there? Are you finding sort of new applications in use cases for so called server lists? >> I would say not so much. I don't know, is anyone at Yelp doing that? >> Yeah, there's some Lambda stuff going on. Like core back end is doing that work right now. A lot of our infrastructure is actually build up before the AWS Lambdas were a thing. So we found other ways to do that, and we have this really cool internal platform as a service, it's a docker, and some scheduling stuff on top of that. So a lot of things, like it's really easy to just launch a batch job in there. And it takes away some of the need for the true server lists. >> Well the reason I ask is because people are saying a lot of the state list IoT apps are going to use that sort of Lambda or homegrown stuff. And I'm not sure what the play is for Yelp in Internet of Things. I would imagine there's actually a play there for you guys though, and I'm curious as to the data angle, and maybe where Splunk might fit in. >> I'm certain that we're going to be using Splunk to read data from all of those different components as they're being launched. I know that there's been a couple early forays into the Lambda space that I've seen go by in code reviews and everything. But of course, with Splunk itself we can get data out of those. So as that happens, like we already have all our pipe lining set up. And it'll be pretty easy for them to analyze their self with Splunk. >> What gets you young folks excited these days? What keeps you enthralled and passionate? What do you look for? >> I don't know I think just in general anything that empowers you to get a lot done without having to fight it constantly. And general DevOps tools have been getting really good at that recently. And yeah, I would say anything that empowers you, gives you the feeling that you can do anything really. >> Yeah, all of the infrastructure is code stuff that's going on right now. So one of the pipelines that we use to get data out of Amazon S3, but it passes notifications through this S3 event notifications to Amazon SNS, to Amazon SQS, to our Splunk forwarders. And so that's a very complicated pipeline. And you have to set it all up, it works really well, but here's the cool part. That's all defined in code. And so this means that if you set up a new integration there's a code review. And we have some verification and validation that it's correct. And furthermore, if anything goes wrong with it, we can just hit a button and it recreates itself. That's what gets me happy. When tools get in my way that's not so good. >> Well and it just leaves more time for higher value activities and that's exciting. the transformation in infrastructure over the last five years has just been mind boggling. So, thanks you guys. >> It does. It does give me a lot of pleasure when something can go catastrophically wrong, and then just like, oh wait, it's self healing, all it can take is give three plays fine. And we're all dandy. >> Well to Dave's point, while I was off camera I did a search on the two smartest guys in the room. And it said one is six feet away the other one is seven feet away, so Yelp works, I mean it really does. But thanks for the time. It's been interesting. Next generation, right? So far over us. >> Yeah, I know. It's kind of depressing, but I love it. (laughing) >> Very good, thanks guys. >> Thank you so much. >> Back with more, here on theCUBE at .conf2017. We are live, Washington D.C. >> Dave: I've kind of had it with millennial. (upbeat music)