(upbeat music) (logo shimmers) >> Good afternoon everyone, and welcome back to AWS re Invent 2022. We are live here from the show floor in Las Vegas, Nevada, we're theCUBE, my name is Savannah Peterson, joined by John Furrier, John, are you excited for the next segment? >> I love the innovation story, this next segment's going to be really interesting, an example of ecosystem innovation in action, it'll be great. >> Yeah, our next guests are actually award-winning, I am very excited about that, please welcome Alan and Becky from IBM. Thank you both so much for being here, how's the show going for ya? Becky you got a, just a platinum smile, I'm going to go to you first, how's the show so far? >> No, it's going great. There's lots of buzz, lots of excitement this year, of course, three times the number of people, but it's fantastic. >> Three times the number of people- >> (indistinct) for last year. >> That is so exciting, so what is that... Do you know what the total is then? >> I think it's over 55,000. >> Ooh, loving that. >> John: A lot. >> It's a lot, you can tell by the hallways- >> Becky: It's a lot. >> John: It's crowded, right. >> Yeah, you can tell by just the energy and the, honestly the heat in here right now is pretty good. Alan, how are you feeling on the show floor this year? >> Awesome, awesome, we're meeting a lot of partners, talking to a lot of clients. We're really kind of showing them what the new IBM, AWS relationship is all about, so, beautiful time to be here. >> Well Alan, why don't you tell us what that partnership is about, to start us off? >> Sure, sure. So the partnership started with the relationship in our consulting services, and Becky's going to talk more about that, right? And it grew, this year it grew into the IBM software realm where we signed an agreement with AWS around May timeframe this year. >> I love it, so, like you said, you're just getting started- >> Just getting started. >> This is the beginning of something magic. >> We're just scratching the surface with this right? >> Savannah: Yeah. >> But it represents a huge move for IBM to meet our clients where they are, right? Meet 'em where they are with IBM technology, enterprise technology they're used to, but with the look and feel and usage model that they're used to with AWS. >> Absolutely and so to build on that, you know, we're really excited to be an AWS Premier Consulting Partner. We've had this relationship for a little over five years with AWS, I'd say it's really gone up a notch over the last year or two as we've been working more and more closely, doubling down on our investments, doubling down on our certifications, we've got over 15,000 people certified now, almost 16,000 actually- >> Savannah: Wow. >> 14 competencies, 16 service deliveries and counting. We cover a mass of information and services from Data Analytics, IoT, AI, all the way to Modernization, SAP, Security Services, right. So it's pretty comprehensive relationship, but in addition to the fantastic clients that we both share, we're doing some really great things around joint industry solutions, which I'll talk about in a few minutes and some of those are being launched at the conference this year, so that's even better. But the most exciting thing to me right now is that we just found out that we won the Global Innovator Partner of the Year award, and a LATAM Partner of the Year award. >> Savannah: Wow. >> John: That's (indistinct) >> So, super excited for IBM Consulting to win this, we're honored and it's just a great, exciting part to the conference. >> The news coming out of this event, we know tomorrow's going to be the big keynote for the new Head of the ecosystem, Ruba. We're hearing that it's going to be all about the ecosystem, enabling value creation, enabling new kinds of solutions. We heard from the CEO of AWS, this nextGen environment's upon us, it's very solution-oriented- >> Becky: Absolutely. >> A lot of technology, it's not an either or, it's an and equation, this is a huge new shift, I won't say shift, a continuation for AWS, and you guys, we've been covering, so you got the and situation going on... Innovation solutions and innovation technology and customers can choose, build a foundation or have it out of the box. What's your reaction to that? Do you think it's going to go well for AWS and IBM? >> I think it fits well into our partnership, right? The the thing you mentioned that I gravitate to the most is the customer gets to choose and the thing that's been most amazing about the partnership, both of these companies are maniacally focused on the customer, right? And so we've seen that come about as we work on ways the customer to access our technology, consume the technology, right? We've sold software on-prem to customers before, right, now we're going to be selling SaaS on AWS because we had customers that were on AWS, we're making it so that they can more easily purchase it by being in the marketplace, making it so they can draw down their committed spin with AWS, their customers like that a lot- [John] Yeah. >> Right. We've even gone further to enable our distributor network and our resellers, 'cause a lot of our customers have those relationships, so they can buy through them. And recently we've enabled the customer to leverage their EDP, their committed spend with AWS against IBM's ELA and structure, right, so you kind of get a double commit value from a customer point of view, so the amazing part is just been all about the customers. >> Well, that's interesting, you got the technology relationship with AWS, you mentioned how they're engaging with the software consumption in marketplace, licensed deals, there's all kinds of new business model innovations on top of the consumption and building. Then you got the consulting piece, which is again, a big part of, Adam calls it "Business transformation," which is the result of digital transformation. So digital transformation is the process, the outcome is the business transformation, that's kind of where it all kind of connects. Becky, what's your thoughts on the Amazon consulting relationships? Obviously the awards are great but- >> They are, no- >> What's the next step? Where does it go from here? >> I think the best way for me to describe it is to give you some rapid flyer client examples, you know, real customer stories and I think that's where it really, rubber meets the road, right? So one of the most recent examples are IBM CEO Arvind Krishna, in his three key results actually mentioned one of our big clients with AWS which is the Department of Veterans Affairs in the US and is an AI solution that's helped automate claims processing. So the veterans are trying to get their benefits, they submit the claims, snail mail, phone calls, you know, some in person, some over email- >> Savannah: Oh, it gives me all the feels hearing you talk about this- >> It's a process that used to take 25 to 30 days depending on the complexity of the claims, we've gotten it down with AWS down to within 24 hours we can get the veterans what they need really quickly so, I mean, that's just huge. And it's an exciting story that includes data analytics, AI and automation, so that's just one example. You know, we've got examples around SAP where we've developed a next generation SAP for HANA Platform for Phillips Carbon Black hosted on AWS, right? For them, it created an integrated, scalable, digital business, that cut out a hundred percent the capital cost from on-prem solutions. We've got security solutions around architectures for telecommunications advisors and of course we have lots of examples of migration and modernization and moving workloads using Red Hat to do that. So there's a lot of great client examples, so to me, this is the heart of what we do, like you said, both companies are really focused on clients, Amazon's customer-obsessed, and doing what we can for our clients together is where we get the impact. >> Yeah, that's one of the things that, it sounds kind of cliche, "Oh we're going to work backwards from the customer," I know Amazon says that, they do, you guys are also very customer-focused but the customers are changing. So I'd love to get your reaction because we're now in that cloud 2.0, I call that 2.0 or you got the Amazon Classic, my word, and then Next Gen Cloud coming, the customers are different, they're transforming because IT's not a department anymore, it's in the DevOps pipeline. The developers are driving a lot of IT but security and on DataOps, it's the structural change happening at the customer, how do you guys see that at IBM? I know we cover a lot of Red Hat and Arvind talks to us all the time, meeting the customer where they are, where are they? Where are the customers? Can you share your perspective on where they are? >> It's an astute observation, right, the customer is changing. We have both of those sets of customers, right, we still have the traditional customer, our relationship with Central IT, right, and driving governance and all of those things. But the folks that are innovating many times they're in the line of business, they're discovering solutions, they're building new things. And so we need our offerings to be available to them. We need them to understand how to use them and be convenient for these guys and take them through that process. So that change in the customer is one that we are embracing by making our offerings easy to consume, easy to use, and easy to build into solutions and then easy to parlay into what central IT needs to do for governance, compliance, and these types of things, it's becoming our new bread and butter. >> And what's really cool is- >> Is that easy button- >> We've been talking about- >> It's the easy button. >> The easy button a lot on the show this week and if you just, you just described it it's exactly what people want, go on Becky. >> Sorry about that, I was going to say, the cool part is that we're co-creating these things with our clients. So we're using things like the Amazon Working Backward that you just mentioned.` We're using the IBM garage methodology to get innovative to do design working, design thinking workshops, and think about where is that end user?, Where is that stakeholder? Where are they, they thinking, feeling, doing, saying how do we make the easier? How do we get the easy button for them so that they can have the right solutions for their businesses. We work mostly with lines of business in my part of the organization, and they're hungry for that. >> You know, we had a quote on theCUBE yesterday, Savannah remember one of our guests said, you know, back in the, you know, 1990s or two 2000s, if you had four production apps, it was considered complex >> Savannah: Yeah. >> You know, now you got hundreds of workloads, thousands of workloads, so, you know, this end-to-end vision that we heard that's playing out is getting more complex, but the easy button is where these abstraction layers and technology could come in. So it's getting more complex because there's more stuff but it's getting easier because- >> Savannah: What is the magnitude? >> You can make it easier. This is a dynamic, share your thoughts on that. >> It's getting more complex because our clients need to move faster, right, they need to be more agile, right, so not only are there thousands of applications there are hundreds of thousands microservices that are composing those applications. So they need capabilities that help them not just build but govern that structure and put the right compliance over that structure. So this relationship- >> Savannah: Lines of governance, yeah- >> This relationship we built with AWS is in our key areas, it's a strategic move, not a small thing for us, it covers things like automation and integration where you need to build that way. It covers things like data and AI where you need to do the analytics, even things like sustainability where we're totally aligned with what AWS is talking about and trying to do, right, so it's really a good match made there. >> John: It really sounds awesome. >> Yeah, it's clear. I want to dig in a little bit, I love the term, and I saw it in my, it stuck out to me in the notes right away, getting ready for you all, "maniacal", maniacal about the customer, maniacal about the community, I think that's really clear when we're talking about 24 days to 24 hours, like the veteran example that you gave right there, which I genuinely felt in my heart. These are the types of collaborations that really impact people's lives, tell me about some of the other trends or maybe a couple other examples you might have because I think sometimes when our head's in the clouds, we talk a lot about the tech and the functionality, we forget it's touching every single person walking around us, probably in a different way right now than we may even be aware- >> I think one of the things that's been, and our clients have been asking us for, is to help coming into this new era, right, so we've come out of a pandemic where a lot of them had to do some really, really basic quick decisions. Okay, "Contact Center, everyone work from home now." Okay, how do we do that? Okay, so we cobbled something together, now we're back, so what do we do? How do we create digital transformation around that so that we are going forward in a really positive way that works for our clients or for our contact center reps who are maybe used to working from home now versus what our clients need, the response times they need, and AWS has all the technology that we're working with like Amazon Connect to be able to pull those things together with some of our software like Watson Assistant. So those types of solutions are coming together out of that need and now we're moving into the trend where economy's getting tougher, right? More cost cutting potentially is coming, right, better efficiencies, how do we leverage our solutions and help our clients and customers do that? So I think that's what the customer obsession's about, is making sure we really understand where their pain points are, and not just solve them but maybe get rid of 'em. >> John: Yeah, great one. >> Yeah. And not developing in a silo, I mean, it's a classic subway problem, you got to be communicating with your community if you want to continue to serve them. And IBM's been serving their community for a very long time, which is super impressive, do you think they're ready for the challenge? >> Let's do it. >> So we have a new thing on theCUBE. >> Becky: Oh boy. >> We didn't warn you about this, but here we go. Although you told, Alan, you've mentioned you're feeling very cool with the microphone on, so I feel like, I'm going to put you in the hot seat first on this one. Not that I don't think Becky's going to smash it, but I feel like you're channeling the power of the microphone. New challenges, treat it like a 32nd Instagram reel-style story, a hot take, your thought leadership, money clip, you know, this is your moment. What is the biggest takeaway, most important thing happening at the show this year? >> Most important thing happening at the show? Well, I'm glad you mentioned it that way, because earlier you said we may have to sing (presenters and guests all laughing) >> So this is much better than- >> That's actually part of the close. >> John: Hey, hey. >> Don't worry, don't worry, I haven't forgotten that, it's your Instagram reel, go. (Savannah laughs) >> Original audio happening here on theCUBE, courtesy of Alan and IBM, I am so here for it. >> So what my takeaway and what I would like for the audience to take away, out of this conversation especially, but even broadly, the IBM AWS relationship is really like a landmark type of relationship, right? It's one of the biggest that we've established on both sides, right- >> Savannah: It seems huge, okay you are too monolith in the world of companies, like, yeah- >> Becky: Totally. >> It's huge. And it represents a strategic change on both sides, right? With that customer- >> Savannah: Fundamentally- >> In the middle right? >> Savannah: Yeah. >> So we're seeing things like, you know, AWS is working with us to make sure we're building products the way that a AWS client likes to consume them, right, so that we have the right integration, so they get that right look and feel, but they still get the enterprise level capabilities they're used to from IBM, right? So the big takeaway I like for people to take, is this is a new IBM, it's a new AWS and IBM relationship, and so expect more of that goodness, more of those new things coming out of it. [John] Excellent, wow. >> That was great, well done, you nailed it. and you're going to finish with some acapella, right? (Alan laughs) >> You got a pitch pipe ready? (everyone laughs) >> All right Becky, what about you? Give us your hot take. >> Well, so for me, the biggest takeaway is just the way this relationship has grown so much, so, like you said, it's the new IBM it's the new AWS, we were here last year, we had some good things, this year we're back at the show with joint solutions, have been jointly funded and co-created by AWS and IBM. This is huge, this is a really big opportunity and a really big deal that these two companies have come together, identified joint customer needs and we're going after 'em together and we're putting 'em in the booth. >> Savannah: So cool. And there's things like smart edge for welding solutions that are out there. >> Savannah: Yes. >> You know, I talked about, and it's, you know you wouldn't think, "Okay, well what's that?" There's a lot to that, a lot of saving when you look at how you do welding and if you apply things like visual AI and auditory AI to make sure a weld is good. I mean, I think these are, these things are cool, I geek out on these things- >> John: Every vertical. >> I'm geeking out with you right now, just geeking- >> Yeah, yeah, yeah, so- >> Every vertical is infected. >> They are and it's so impactful to have AWS just in lockstep with us, doing these solutions, it's so different from, you know, you kind of create something that you think your customers like and then you put it out there. >> Yeah, versus this moment. >> Yeah, they're better together. >> It's strategic partnership- >> It's truly a strategic partnership. and we're really bringing that this year to reinvent and so I'm super excited about that. >> Congratulations. >> Wow, well, congratulations again on your awards, on your new partnership, I can't wait to hear, I mean, we're seven months in, eight months in to this this SaaS side of the partnership, can't wait to see what we're going to be talking about next year when we have you back on theCUBE. >> I know. >> and maybe again in between now and then. Alan, Becky, thank you both so much for being here, this was truly a joy and I'm sure you gave folks a taste of the new IBM, practicing what you preach. >> John: Great momentum. >> And I'm just, I'm so impressed with the two companies collaborating, for those of us OGs in tech, the big companies never collaborated before- >> Yeah. >> John: Yeah. Joint, co-created solutions. >> And you have friction between products and everything else. I mean's it's really, co-collaboration is, it's a big theme for us at all the shows we've been doing this year but it's just nice to see it in practice too, it's an entirely different thing, so well done. >> Well it's what gets me out of the bed in the morning. >> All right, congratulations. >> Very clearly, your energy is contagious and I love it and yeah, this has been great. Thank all of you at home or at work or on the International Space Station or wherever you might be tuning in from today for joining us, here in Las Vegas at AWS re Invent where we are live from the show floor, wall-to-wall coverage for three days with John Furrier. My name is Savannah Peterson, we're theCUBE, the source for high tech coverage. (cheerful upbeat music)

>> We're back at the Seaport in Boston. Dave Vellante and Paul Gill. You're watching The Cubes coverage of Red Hat Summit, 2022. A little different this year, a smaller venue. Maybe a thousand people. Love the keynotes, compressed. Big virtual audience. So we're happy to be coming to you live, face to face. It's been a while since we've had these, for a lot of folks, this is their first in person event. You know, it's kind of weird getting used to that, but I think in the next few months, it's going to become the new, sort of quasi abnormal. Francis Chow is here. He's the Vice President and GM of In-Vehicle OS and Edge at Red Hat. Francis, welcome. That's the most interesting title we've had all week. So thanks for coming here. >> Thank you, Dave. Thank you, Paul, for having me here. >> So The Edge, I mean The Edge is, we heard about the International Space Station. We heard about ski boots, of course In-Vehicle. What's the Edge to you? >> Well, to me Edge actually could mean many different things, right? The way we look at Edge is, there is the traditional enterprise Edge, where this is the second tier, third tier data centers that this extension from your core, the network and your centralized data center, right to remote locations. And then there are like Telco Edge, right? where we know about the 5G network, right Where you deploy bay stations and which would have a different size of requirements right. Of traditional enterprise edge networks. And then there are Operational Edge where we see the line of business operating on those locations, right? Things like manufacturing for oil rigs, retail store, right? So very wide variety of Edge that are doing OT type of technology, and then last but not least there is the customer on or kind of device edge where we now putting things into things like cars, as you said, like ski booth, and have that interaction with the end consumers. >> Is this why? I mean, there's a lot of excitement at Red. I could tell among the Red hat people about this GM deal here is this why that's so exciting to them? This really encompasses sort of all of those variants of the edge in automotive, in automobile experience. Doesn't it? >> I think why this is exciting to the industry and also to us is that if you look at traditionally how automotive has designed, right the way the architect vehicle today has many subsystems, they are all purpose viewed, very tight cut, coupled with hardware and software. And it's very difficult to reuse, right? So their cause of development is high. The time to develop is long and adding to that there is a lengthy safety certification process which also kind of make it hard. Because every time you make a change in the system you have to re-certify it again. >> Right. >> And typically it takes about six to 12 months to do so. Every time you make a change. So very lengthy passes, which is important because we want to ensure occupants are safe in a vehicle. Now what we bring to the table, which I think is super exciting is we bring this platform approach. Now you can use a consistent platform that is open and you can actually now run multiple doming applications on the same platform which means automakers can reuse components across model years and brands. That will lower the development cost. Now I think one of the key things that we bring to the table is that we introduce a new safety certification approach called Continuous Safety Certification. We actually announced that in our summit last year with the intent, "Hey, we're going to deliver this functional certified Linux platform" Which is the first four Linux. And the way we do it is we work with our partner Excedr to try to define that approach. And at the high level the idea really is to automate that certification process just like how we automate software development. Right, we are adding that monitoring capabilities with functional safety related artifacts in our CI three pipeline. And we are able to aim to cut back that kind of certification time to a fraction of what is needed today. So what we can do, I think with this collaboration with GM, is help them get faster time to market, and then lower development costs. Now, adding to that, if you think about a modern Linux platform, you can update it over the air, right? This is the capability that we are working with GM as well. Now what customers can expect now, right for future vehicle is there will be updates on apps and services, just like your cell phone, right. Which makes your car more capable over time and more relevant for the long term. >> So there's some assumptions you're making at the edge. First of all, you described a spectrum retail store which you know, to me, okay, it's Edge, but you can take an X-86 box or a hyper converged infrastructure throw it in there. And there's some opportunities to do some stuff in real time, but it's kind of an extension natural extension of IT. Whereas in vehicle you got to make some assumptions spotty connectivity to do software download and you can't do truck rolls at the far edge, right? None of that is okay, and so there's some assumptions there and as you say, your role is to compress the time to market, but also deliver a better consumer >> Absolutely. >> Experience, so what can we expect? You started to talk about the future of in vehicle, you know, or EVs, if you will, what should we expect as consumers? You, you're saying over the year software we're seeing that with some of the EV makers, for sure. But what's the future look like? >> I think what consumers can expect is really over a period of time, right? A similar experience, like what you have with your mobile mobile device, right? If you look back 15, 20 years, right? You buy a phone, right? That's the feature that you have with your phone, right? No update, it is what it is right, for the lifetime of the product which is pretty much what you have now, if you buy a vehicle, right. You have those features capabilities and you allow it for the lifetime of the vehicle. >> Sometimes you have to drive in for a maintenance, a service to get a software update. >> We can talk about that too right. But as we make the systems, update-able right you can now expect more frequent and seamless update of both the operating system and the application services that sit on top of that. Right, so I think right in the future consumers can expect more capable vehicles after you purchase it because new developmental software can now be done with an update over the air. >> I assume this relationship with GM is not exclusive. Are you talking with other automakers as well? >> We are talking to auto makers, other auto makers. What we working with GM is really a product that could work for the industry, right? This is actually what we both believe in is the right thing to do right? As we are able to standardize how we approach the infrastructure. I think this is a good thing for the whole industry to help accelerate innovation for the entire industry. >> Well which is sort of natural next question. Are we heading toward an open automotive platform? Like we have an open banking platform in that industry. Do you see the possibility that there could be a single platform that all or most of the auto makers will work on? >> I wouldn't use the word single, but I definitely would use the word open. Right? Our goal is to build this open platform, right. Because we believe in open source, right. We believe in community, right. If we make it open, we have more contributors to come in and help to make the system better in a way faster. And actually like you said, right. Improve the quality, right, better. Right, so that the chance of recall is now lower with, with this approach. >> You're using validated patterns as part of this initiative. Is that right? And what is a validated pattern? How is it different from a reference architecture? Is it just kind of a new name for reference architecture? or what value does it bring to the relation? >> For automotive right, we don't have a validated pattern yet but they can broadly kind of speak about what that is. >> Yeah. >> And how we see that evolve over time. So validated pattern basically is a combination of Red Hat products, multiple Red Hat products and partner products. And we usually build it for specific use case. And then we put those components together run rigorous tests to validate it that's it going to work, so that it becomes more repeatable and deployable for those particular edge use cases. Now we do work with our partners to make it happen, right. Because in the end, right we want to make a solution that is about 80% of the way and allow our partners to kind of add more value and their secret sauce on top and deploy it. Right, and I'll give you kind of one example, right You just have the interview with the Veterans Affairs team, right. One of our patents, right? The Medical Diagnosis Pattern, right. Actually we work with them in the early development stage of that. Right, what it does is to help make assessments on pneumonia with chest X rates, right. So it's a fully automated data pipeline. We get the chest x-ray from an object store use AIML to diagnose whether there's new pneumonia. And then I'll put that in a dashboard automated with the validated pattern. >> So you're not using them today, but can we expect that in the future? It sounds like >> Yes absolutely it's in the works, yes. >> It would be a perfect vertical. >> How do you believe your work with GM? I mean, has implications across Red hat? It seems like there are things you're going to be doing with GM that could affect other parts of your own product portfolio. >> Oh, absolutely. I think this actually is, it's a pivotal moment for Red Hat and the automotive industry. And I think broadly speaking for any safety conscious industry, right. As we create this Proof-point right that we can build a Linux system that is optimized for footprint performance, realtime capabilities, and be able to certify it for safety. Right I think all the adjacent industry, right. You think about transportation, healthcare, right. Industry that have tight safety requirements. It's just opened up the aperture for us to adjust those markets in the future. >> So we talked about a lot about the consumerization of IT over the last decade. Many of us feel as though that what's going on at the Edge, the innovations that are going on at the Edge realtime AI inferencing, you know, streaming data ARM, the innovations that ARM and others are performing certainly in video until we heard today, this notion of, you know, no touch, zero touch provisioning that a lot of these innovations are actually going to find their way into the enterprise. Kind of a follow on fault of what you were just talking about. And there's probably some future disruptions coming. You can almost guarantee that, I mean, 15 years or so we get that kind of disruption. How are you thinking about that? >> Well, I think you company, right. Some of the Edge innovation, right. You're going to kind of bring back to enterprise over time. Right but the one thing that you talk about zero touch provisioning right. Is critical right? You think about edge deployments. You're going to have to deal with a very diverse set of environments on how deployments are happen. Right think about like tail code based stations, right. You have somewhere between 75,000 to 100,000 base stations in the US for each provider right. How do you deploy it? Right, if you let's say you push one update or you want the provision system. So what we bring to the table in the latest open shift release is that, hey we make provisioning zero touch right, meaning you can actually do that without any menu intervention. >> Yeah, so I think the Edge is going to raise the bar for the enterprise, I guess is my premise there. >> Absolutely. >> So Francis, thanks so much for coming on The Cube. It's great to see you and congratulations on the collaboration. It's a exciting area for you guys. >> Thank you again, Dave and Paul. >> Our pleasure, all right keep it right there. After this quick break, we'll be back. Paul Gill and Dave Vellante you're watching The Cubes coverage Red Hat Summit 2022 live from the Boston Seaport. Be right back.

>>Yeah. Hello and welcome back to the cubes coverage of AWS public sector summit here in Washington D. C. We're live on the ground for two days. Face to face conference and expo hall and everything here but keith brooks who is the director and head of technical business development for a dress government Govcloud selling brains 10th birthday. Congratulations. Welcome to the cube. Thank you john happy to be E. C. 2 15 S three is 9.5 or no, that maybe they're 10 because that's the same day as sqs So Govcloud. 10 years, 20 years. What time >>flies? 10 years? >>Big milestone. Congratulations. A lot of history involved in Govcloud. Yes. Take us through what's the current situation? >>Yeah. So um let's start with what it is just for the viewers that may not be familiar. So AWS Govcloud is isolated. AWS cloud infrastructure and services that were purposely built for our U. S. Government customers that had highly sensitive data or highly regulated data or applications and workloads that they wanted to move to the cloud. So we gave customers the ability to do that with AWS Govcloud. It is subject to the fed ramp I and D O D S R G I L four L five baselines. It gives customers the ability to address ITAR requirements as well as Seaga's N'est ce MMC and Phipps requirements and gives customers a multi region architecture that allows them to also designed for disaster recovery and high availability in terms of why we built it. It starts with our customers. It was pretty clear from the government that they needed a highly secure and highly compliant cloud infrastructure to innovate ahead of demand and that's what we delivered. So back in august of 2011 we launched AWS GovCloud which gave customers the best of breed in terms of high technology, high security, high compliance in the cloud to allow them to innovate for their mission critical workloads. Who >>was some of the early customers when you guys launched after the C. I. A deal intelligence community is a big one but some of the early customers. >>So the Department of Health and Human Services, the Department of Veterans Affairs, the Department of Justice and the Department of Defense were all early users of AWS GovCloud. But one of our earliest lighthouse customers was the Nasa jet propulsion laboratory and Nasa Jpl used AWS GovCloud to procure Procure resources ahead of demand which allowed them to save money and also take advantage of being efficient and only paying for what they needed. But they went beyond just I. T. Operations. They also looked at how do they use the cloud and specifically GovCloud for their mission programs. So if you think back to all the way to 2012 with the mars curiosity rover, Nasa Jpl actually streamed and processed and stored that data from the curiosity rover on AWS Govcloud They actually streamed over 150 terabytes of data responded to over 80,000 requests per second and took it beyond just imagery. They actually did high performance compute and data analytics on the data as well. That led to additional efficiencies for future. Over there >>were entire kicking they were actually >>hard core missing into it. Mission critical workloads that also adhere to itar compliance which is why they used AWS GovCloud. >>All these compliance. So there's also these levels. I remember when I was working on the jetty uh stories that were out there was always like level for those different classifications. What does all that mean like? And then this highly available data and highly high availability all these words mean something in these top secret clouds. Can you take us through kind of meetings >>of those? Yeah absolutely. So it starts with the federal compliance program and the two most popular programs are Fed ramp and Dodi srg fed ramp is more general for federal government agencies. There are three levels low moderate and high in the short and skinny of those levels is how they align to the fisma requirements of the government. So there's fisma low fisma moderate fisma high depending on the sensitivity of the government data you will have to align to those levels of Fed ramp to use workloads and store data in the cloud. Similar story for D. O. D. With srg impact levels to 45 and six uh impacts levels to four and five are all for unclassified data. Level two is for less sensitive public defense data levels. Four and five cover more sensitive defense data to include mission critical national security systems and impact level six is for classified information. So those form the basis of security and compliance, luckily with AWS GovCloud celebrating our 10th anniversary, we address Fed ramp high for our customers that require that and D. O. D impact levels to four and five for a sensitive defense guy. >>And that was a real nuanced point and a lot of the competition can't do that. That's real people don't understand, you know, this company, which is that company and all the lobbying and all the mudslinging that goes on. We've seen that in the industry. It's unfortunate, but it happens. Um, I do want to ask you about the Fed ramp because what I'm seeing on the commercial side in the cloud ecosystem, a lot of companies that aren't quote targeting public sector are coming in on the Fed ramp. So there's some good traction there. You guys have done a lot of work to accelerate that. Any new, any new information to share their. >>Yes. So we've been committed to supporting the federal government compliance requirements effectively since the launch of GovCloud. And we've demonstrated our commitment to Fed ramp over the last number of years and GovCloud specifically, we've taken dozens of services through Fed ramp high and we're 100% committed to it because we have great relationships with the Fed ramp, Jabor the joint authorization board. We work with individual government agencies to secure agency A. T. O. S. And in fact we actually have more agency A. T. O. S. With AWS GovCloud than any other cloud provider. And the short and skinny is that represents the baseline for cloud security to address sensitive government workloads and sensitive government data. And what we're seeing from industry and specifically highly regulated industries is the standard that the U. S. Government set means that they have the assurance to run control and classified information or other levels of highly sensitive data on the cloud as well. So Fed ramp set that standard. It's interesting >>that the cloud, this is the ecosystem within an ecosystem again within crossover section. So for instance um the impact of not getting Fed ramp certified is basically money. Right. If you're a supplier vendor uh software developer or whatever used to being a miracle, no one no one would know right bed ramp. I'm gonna have to hire a whole department right now. You guys have a really easy, this is a key value proposition, isn't it? >>Correct. And you see it with a number of I. S. V. S. And software as the service providers. If you visit the federal marketplace website, you'll see dozens of providers that have Fed ramp authorized third party SAAS products running on GovCloud industry leading SAAS companies like Salesforce dot com driven technology Splunk essay PNS to effectively they're bringing their best of breed capabilities, building on top of AWS GovCloud and offering those highly compliant fed ramp, moderate fed ramp high capabilities to customers both in government and private industry that need that level of compliance. >>Just as an aside, I saw they've got a nice tweet from Teresa Carlson now it's plunk Govcloud yesterday. That was a nice little positive gesture uh, for you guys at GovCloud, what other areas are you guys moving the needle on because architecturally this is a big deal. What are some areas that you're moving the needle on for the GovCloud? >>Well, when I look back across the last 10 years, there were some pretty important developments that stand out. The first is us launching the second Govcloud infrastructure region in 2018 And that gave customers that use GovCloud specifically customers that have highly sensitive data and high levels of compliance. The ability to build fault tolerant, highly available and mission critical workloads in the cloud in a region that also gives them an additional three availability zones. So the launch of GovCloud East, which is named AWS GovCloud Us East gave customers to regions a total of six availability zones that allowed them accelerate and build more scalable solutions in the cloud. More recently, there is an emergence of another D O D program called the cybersecurity maturity model, C M M C and C M M C is something where we looked around the corner and said we need to Innovate to help our customers, particularly defense customers and the defense industrial based customers address see MMC requirements in the cloud. So with Govcloud back in December of 2020, we actually launched the AWS compliant framework for federal defense workloads, which gives customers a turnkey capability and tooling and resources to spin up environments that are configured to meet see MMC controls and D. O. D. Srg control. So those things represent some of the >>evolution keith. I'm interested also in your thoughts on how you see the progression of Govcloud outside the United States. Tactical Edge get wavelength coming on board. How does how do you guys look at that? Obviously us is global, it's not just the jet, I think it's more of in general. Edge deployments, sovereignty is also going to be world's flat, Right? I mean, so how does that >>work? So it starts back with customer requirements and I tie it back to the first question effectively we built Govcloud to respond to our U. S. Government customers and are highly regulated industry customers that had highly sensitive data and a high bar to meet in terms of regulatory compliance and that's the foundation of it. So as we look to other customers to include those outside of the US. It starts with those requirements. You mentioned things like edge and hybrid and a good example of how we marry the two is when we launched a W. S. Outpost in Govcloud last year. So outpost brings the power of the AWS cloud to on premises environments of our customers, whether it's their data centers or Coehlo environments by bringing AWS services, a. P. I. S and service and points to the customer's on premises facilities >>even outside the United States. >>Well, for Govcloud is focused on us right now. Outside of the U. S. Customers also have availability to use outpost. It's just for us customers, it's focused on outpost availability, geography >>right now us. Right. But other governments gonna want their Govcloud too. Right, Right, that's what you're getting at, >>Right? And it starts with the data. Right? So we we we spent a lot of time working with government agencies across the globe to understand their regulations and their requirements and we use that to drive our decisions. And again, just like we started with govcloud 10 years ago, it starts with our customer requirements and we innovate from there. Well, >>I've been, I love the D. O. D. S vision on this. I know jet I didn't come through and kind of went scuttled, got thrown under the bus or whatever however you want to call it. But that whole idea of a tactical edge, it was pretty brilliant idea. Um so I'm looking forward to seeing more of that. That's where I was supposed to come in, get snowball, snowmobile, little snow snow products as well, how are they doing? And because they're all part of the family to, >>they are and they're available in Govcloud and they're also authorized that fed ramp and Gov srg levels and it's really, it's really fascinating to see D. O. D innovate with the cloud. Right. So you mentioned tactical edge. So whether it's snowball devices or using outposts in the future, I think the D. O. D. And our defense customers are going to continue to innovate. And quite frankly for us, it represents our commitment to the space we want to make sure our defense customers and the defense industrial base defense contractors have access to the best debris capabilities like those edge devices and edge capable. I >>think about the impact of certification, which is good because I just thought of a clean crows. We've got aerospace coming in now you've got D O. D, a little bit of a cross colonization if you will. So nice to have that flexibility. I got to ask you about just how you view just in general, the intelligence community a lot of uptake since the CIA deal with amazon Just overall good health for eight of his gum cloud. >>Absolutely. And again, it starts with our commitment to our customers. We want to make sure that our national security customers are defense customers and all of the customers and the federal government that have a responsibility for securing the country have access to the best of breed capability. So whether it's the intelligence community, the Department of Defense are the federal agencies and quite frankly we see them innovating and driving things forward to include with their sensitive workloads that run in Govcloud, >>what's your strategy for partnerships as you work on the ecosystem? You do a lot with strategy. Go to market partnerships. Um, it's got its public sector pretty much people all know each other. Our new firms popping up new brands. What's the, what's the ecosystem looks like? >>Yeah, it's pretty diverse. So for Govcloud specifically, if you look at partners in the defense community, we work with aerospace companies like Lockheed martin and Raytheon Technologies to help them build I tar compliant E. R. P. Application, software development environments etcetera. We work with software companies I mentioned salesforce dot com. Splunk and S. A. P. And S. To uh and then even at the state and local government level, there's a company called Pay It that actually worked with the state of Kansas to develop the Icann app, which is pretty fascinating. It's a app that is the official app of the state of Kansas that allow citizens to interact with citizens services. That's all through a partner. So we continue to work with our partner uh broad the AWS partner network to bring those type of people >>You got a lot of MST is that are doing good work here. I saw someone out here uh 10 years. Congratulations. What's the coolest thing uh you've done or seen. >>Oh wow, it's hard to name anything in particular. I just think for us it's just seeing the customers and the federal government innovate right? And, and tie that innovation to mission critical workloads that are highly important. Again, it reflects our commitment to give these government customers and the government contractors the best of breed capabilities and some of the innovation we just see coming from the federal government leveraging the count now. It's just super cool. So hard to pinpoint one specific thing. But I love the innovation and it's hard to pick a favorite >>Child that we always say. It's kind of a trick question I do have to ask you about just in general, the just in 10 years. Just look at the agility. Yeah, I mean if you told me 10 years ago the government would be moving at any, any agile anything. They were a glacier in terms of change, right? Procure Man, you name it. It's just like, it's a racket. It's a racket. So, so, but they weren't, they were slow and money now. Pandemic hits this year. Last year, everything's up for grabs. The script has been flipped >>exactly. And you know what, what's interesting is there were actually a few federal government agencies that really paved the way for what you're seeing today. I'll give you some examples. So the Department of Veterans Affairs, they were an early Govcloud user and way back in 2015 they launched vets dot gov on gov cloud, which is an online platform that gave veterans the ability to apply for manage and track their benefits. Those type of initiatives paved the way for what you're seeing today, even as soon as last year with the U. S. Census, right? They brought the decennial count online for the first time in history last year, during 2020 during the pandemic and the Census Bureau was able to use Govcloud to launch and run 2020 census dot gov in the cloud at scale to secure that data. So those are examples of federal agencies that really kind of paved the way and leading to what you're saying is it's kind >>of an awakening. It is and I think one of the things that no one's reporting is kind of a cultural revolution is the talent underneath that way, the younger people like finally like and so it's cooler. It is when you go fast and you can make things change, skeptics turned into naysayers turned into like out of a job or they don't transform so like that whole blocker mentality gets exposed just like shelf where software you don't know what it does until the cloud is not performing, its not good. Right, right. >>Right. Into that point. That's why we spend a lot of time focused on education programs and up skilling the workforce to, because we want to ensure that as our customers mature and as they innovate, we're providing the right training and resources to help them along their journey, >>keith brooks great conversation, great insight and historian to taking us to the early days of Govcloud. Thanks for coming on the cube. Thanks thanks for having me cubes coverage here and address public sector summit. We'll be back with more coverage after this short break. Mhm. Mhm mm.

(high intensity music) >> Everyone, welcome back to theCube coverage of AWS, Amazon Web Services, Public Sector Summit live in D.C. We're in-person, I'm John Furrier, the host of theCube. I'm here with Max Peterson, the Head of Public Sector, Vice President. Max, great to see you in in-person event. >> Great to be here. We're in-person and we're also live streaming. So, we're here, however customers, however partners want to participate. >> I got to say, I'm very impressed with the turnout. The attendance is strong. People excited to be here. We're not wearing our masks cause we're on stage right now, but great turnout. But it's a hybrid event. >> It is. >> You've got engagement here physically, but also digitally as well with theCube and other live streams everywhere. You're putting it everywhere. >> It's been a great event so far. We did a pre-day yesterday. We had great participation, great results. It was about imagining education. And then today, from the executive track to the main tent, to all of the learning, live streaming 'em, doing things in person. Some things just don't translate. So, they'll won't be available, but many things will be available for viewing later as well. So all of the breakout sessions. >> The asynchronous consumption, obviously, the new normal, but I got to say, I was just on a break. I was just walking around. I heard someone, two people talking, just cause I over walk pass them, over hear 'em, "Yeah, we're going to hire this person." That's the kind of hallway conversations that you get. You got the programs, you got people together. It's hard to do that when you're on a virtual events. >> Max: It's hard. The customers that we had up on stage today, the same sort of spontaneity and the same sort of energy that you get from being in-person, it's hard to replicate. Lisa from State of Utah, did a great job and she got an opportunity to thank the team back home who drove so much of the innovation and she did it spontaneously and live. You know, it's a great motivator for everybody. And then Lauren from Air force was phenomenal. And Suchi, our "Imagine Me and You" artist was just dynamite. >> I want to unpack some of that, but I want to just say, it's been a really change of a year for you guys at Public Sector. Obviously, the pandemic has changed the landscape of Public Sector. It's made it almost like Public-Private Sector. It's like, it seems like it's all coming together. Incredible business performance on your end. A lot of change, a lot of great stuff. >> We had customers we talked today with SBA, with VA, with NASA, about how they just embraced the challenge and embraced digital and then drove amazing things out onto AWS. From the VA, we heard that they took tele-health consultations. Get this from 25,000 a month to 45,000 a day using AWS and the Cloud. We heard SBA talk about how they were able to turn around the unemployment benefits programs, you know, for the unemployed, as a result of the traumatic impact of the COVID-19 pandemic in a matter of weeks. And then, scaled their systems up just to unbelievable heights as President Biden announced the news. >> You had a lot of announcement. I want to get to a couple of them. One of them was the health equity thing. What is that about? Take us through that announcement. >> So the pandemic, it was hard. It was traumatic in a lot of different ways. It also turned into this little innovation laboratory, but one of the things that it laid bare more than anything else where the inequities associated with some of these systems that had to spring into action. And in particular, in the space of health, healthcare equity. We saw simply communities that didn't have access and weren't included in the same sorts of responses that the rest of the community may have been included in. And so we launched this global initiative today to power health equity solutions. It's a $40 million program. Lasts for three years. And it's open to customers or it's open to partners. Anybody who can contribute to three different areas of health equity. It's people who are leveraging data to build more equal, more sustainable health systems. Is people that are using analytics to do greater study of socioeconomic and social situational conditions that contribute to health inequities. And then finally, it's about building systems that deliver more equitable care to those who are underserved around the world. >> So, just to get this right, 40 million. Is that going to go towards the program for three years and are you going to dolo that out or as funding, or is that just a fund the organization? >> It's actually very similar to the development diagnostic initiative that we ran when COVID hit. We've launched the program. We're welcoming applications from anybody who is participating in those three developmental areas. They'll get Cloud credits. They'll get technical consulting. They may need professional services. They'll get all manner of assistance. And all you have to do is put in an application between now and November 15th for the first year. >> That's for the health equity? >> For the health equity. >> Got it. Okay, cool. So, what's the other news? You guys had some baseline data, got a lot of rave reviews from ACORE. I interviewed Constance and Thompson on the Cube earlier. That's impressive. You guys really making a lot of change. >> Well, you're hundred percent right. Sustainability is a key issue from all of our customers around the world. It's a key issue for us, frankly, as inhabitants of planet earth, right? >> John: Yeah. >> But what's really interesting is we've now got governments around the world who are starting to evaluate whether they're not their vendors have the same values and sustainability. And so that the AWS or the Amazon Climate Pledge is a game changer in terms of going carbon zero by 2040, 10 years ahead of most sort of other programs of record. And then with ACORE, we announced the ability to actually start effecting sustainability in particular parts around the world. This one's aim at that. >> But the key there is that, from what I understand is that, you guys are saying a baseline on the data. So, that's an Amazonian kind of cultural thing, right? Like you got to measure, you can't know what you're doing. >> The world is full of good intentions, but if you want to drive change at scale, you've got to figure out a way to measure the change. And then you've got to set aggressive goals for yourself. >> That's really smart. Congratulations! That's a good move. Real quick on the announcement at re:Invent, you've talked about last re:Invent, you're going to train 29 million people. Where are you on that goal? >> Well, John, we've been making tremendous progress and I'm going to use theCube here to make a small teaser. You know, stay tuned for our re:Invent conference that comes up shortly because we're actually going to be sharing some more information about it. But we've done digital trainings, self-training, online skills workshops. We just took a program called re/Start, which serves an unemployed or underemployed individuals. We launched that around the world and we're really excited. Today, we announced we're bringing it to Latin America too. So we're expanding into Colombia, Mexico, Peru, Brazil, and Argentina. And the amazing thing about that re/Start program, it's a 12 week intensive program. Doesn't require skills in advance. And after 12 weeks, 90% of the people graduating from that course go right onto a job interview. And that's the real goal, not just skills, but getting people in jobs. >> Yeah. The thing about the Cloud. I keep on banging the drum. I feel like I'm beating a dead horse here, but the level up, you don't need to have a pedigree from some big fancy school. The Cloud, you can be like top tier talent from anywhere. >> And you heard it from some of our speakers today who said they literally helped their teams bootstrap up from old skills like COBOL, you know, to new skills, like Cloud. And I will tell you, you know, right now, Cloud skills are still in a critical shortage. Our customers tell us all the time they can use every single person we can get to 'em. >> I'm going to tell my son, who's a sophomore in CS. I'm like, "Hey, work on COBOL Migration to AWS. You'll be a zillionaire." (John and Max laughs) No one knows what the passwords of the COBOL. I love that 80s jazzy jokes from two re:Invents ago. (John laughs) I got to ask you about the National-Local Governments, how they're monetizing Cloud of the past 18 months. What have you seeing at that level? >> Yeah. National and Local Governments, of course, were tremendously impacted first by the pandemic itself and the health concerns around it, but then all of the secondary effects, you know, unemployment. And immediately, you needed to put into action unemployment benefits systems. We work with the U.S. Small Business Administration, 15 other States across the U.S. You know, to have those systems in place in like weeks to be able to serve the unemployed as a result of the COVID-19 pandemic. Then you saw things progress, to the point where we had States across the country, standing up call centers on Amazon Connect. Instantly, they could have a high scalable volume call center that was situated for their instantly remote workforce, as opposed to their old call center technology. So, across the U.S. we saw those. And in fact, around the world, as governments mobilized to be able to respond to citizens. But the final thing that I think is really incredible, is though is the way that the AWS teams and partners sprung into action to work with National Governments around the world. Over 26 National Governments run their vaccine management scheduling systems on AWS. The largest to date, being in India, where in a single day, the vaccine management system scheduled and conducted 22.5 million vaccinations. Which is more than the population of New York State in one week and one day. >> Wow. That's good. That's great progress. I got to say, I mean, that kind of impact is interesting. And we had Shannon Kellogg on earlier, talking about the Virginia impact with the Amazon $220 million being spread over a few Counties just in one year. The partnership between business... and governments with the Cloud, so much more agility. This really strikes at the core of the future of government. >> Max: I think so. People have talked about private-public partnerships for a long time. I'm really proud of some of the work that Amazon and the whole team is doing around the world in those types of public private partnerships. Whether they're in skilling and workforce with partnerships, like eight different States across the U.S. to deliver skills, training through community college based systems. Whether it's with healthcare systems. Like NHS or GEL over in the UK, to really start applying cloud-scale analytics and research to solve the problems that eventually you're going to get us to personalized healthcare. >> That's a great stuff. Cloud benefits are always good. I always say the old joke is, "You hang around the barbershop long enough, you'll get a haircut." And if you get in the Cloud, you can take advantage of the wave. If you don't get on the wave, your driftwood. >> And States found that out, in fact. You'd have customers who were well on their journey. They were really able to turn on a dime. They pivoted quickly. They delivered new mission systems with customers. Those who hadn't quite progressed to the same state, they found out their legacy. IT systems were just brittle and incapable of pivoting so quickly to the new needs. And what we found, John, was that almost overnight, a business, government, which was largely in-person and pretty high touch had to pivot to the point where their only interaction was now a digital system. And those who- >> John: Middle of the day, they could have race car on the track, like quickly. >> Well, we've got it. We do have race cars on the track, right? Every year we've got the artificial intelligence powered Amazon DeepRacer and Red River on the track. >> I can see it. Always a good showing. Final question. I know you got to go on and I appreciate you coming on- >> It's been great. >> with all your busy schedule. Looking ahead. What tech trends should we be watching as Public Sector continues to be powered by this massive structural change? >> Well, I think there's going to be huge opportunity in healthcare. In fact, this afternoon at four o'clock Eastern, we're talking with Dr. Shafiq Rab from Wellforce. He and folks at Veterans Affairs to tell you telehealth and telemedicine are two, the areas where there's still the greatest potential. The number of people who now are serviced, and the ability to service a population far more broadly dispersed, I think has dramatic potential in terms of simply making the planet more healthy. >> Like you said, the pandemics have exposed the right path and the wrong path. And agility, speed, new ways of doing things, telemedicine. Another example, I interviewed a great company that's doing a full stack around healthcare with all kinds of home, agents, virtual agents, really interesting stuff. >> It is. I think it's going to change the world. >> John: Max Peterson, Head of Public Sector. Thank you for coming on theCube, as always. >> John, it's my pleasure. Love the cube. We've always had a good time. >> Yeah. Great stuff. >> Peter: We'll keep on making this difference. >> Hey, there's too many stories. We need another Cube here. So many stories here, impacting the world. Here at the Amazon Web Services Public Sector Summit. I'm John Furrier, your host. Thanks for watching. (soft music)

>> Narrator: From around the globe, it's theCUBE, covering Fortinet Security Summit brought to you by Fortinet. >> Welcome to theCUBE. I'm Lisa Martin. We are live at the Fortinet Championship, the PGA Tour Kickoff to the 2021-2022 FedEx Regular Season Cup. And this is so exciting to be here with Fortinet, to be at an in-person event, and to be talking about a very important topic of cybersecurity. One of our alumni is back with me, Sandra Wheatley is here, the SVP of Marketing, Threat Intelligence, and Influencer Communications at Fortinet. Sandra, it's great to see you. >> You too, Lisa. Thank you for having me. >> This is a great event. >> Yeah, it's awesome, yeah. >> Great to be outdoors, great to see people again, and great for Fortinet for being one of the first to come back to in-person events. One of the things I would love to understand is here we are at the PGA tour, what's the relationship with Fortinet and the PGA Tour? >> Well, first of all, I think the PGA tour is an amazing brand. You just have to look around here and it's extremely exciting, but beyond the brand, there's a lot of synergies between the PGA tour and Fortinet CSR initiatives, particularly around STEM, diversity inclusion, as well as veterans rescaling. And so some of the proceeds from the Fortinet Championship will go to benefit local nonprofits and the local community. So that's something we're very excited about overall. >> Lisa: Is this a new partnership? >> It is a new partnership and we will be the Fortinet Championship sponsor for about the next five years. So we're looking forward to developing this partnership and this relationship, and benefiting a lot of nonprofits in the future. >> Excellent, that's a great cause. One of the things, when you and I last saw each other by Zoom earlier in the summer, we were talking about the cybersecurity skills gap. And it's in its fifth consecutive year, and you had said some good news on the front was that data show that instead of needing four million professionals to fill that gap, it's down to three, and now there's even better news coming from Fortinet. Talk to me about the pledge that you just announced to train one million people in the next five years. >> Absolutely, we're very excited about this. You know, Fortinet has been focused on reducing the skills gap for many years now. It continues to be one of the biggest issues for cybersecurity leaders if you think about it. You know, we still need about 3.1 million professionals to come into the industry. We have made progress, but the need is growing at about 400,000 a year. So it's something that public and private partnerships need to tackle. So last week we did announce that we are committed to training a million professionals over the next five years. We're very excited about that. We're tackling this problem in many, many ways. And this really helps our customers and our partners. If you really think about it, in addition to the lack of skills, they're really tackling cybersecurity surface that's constantly changing. In our most recent FortiGuard's threat report, we saw that ransomware alone went up 10 times over the last year. So it's something that we all have to focus on going forward. And this is our way of helping the industry overall. >> It's a huge opportunity. I had the opportunity several times to speak with Derek Manky and John Maddison over the summer, and just looking at what happened in the first half, the threat landscape, we spoke last year, looking at the second half, and ransomware as a service, the amount of money that's involved in that. The fact that we are in this, as Fortinet says, this work from anywhere environment, which is probably going to be somewhat persistent with the attack surface expanding, devices on corporate networks out of the home, there's a huge opportunity for people to get educated, trained, and have a great job in cybersecurity. >> Absolutely, I like to say there's no job security like cybersecurity, and it is. I mean, I've only been in this industry about, I'm coming up on six years, and it's definitely the most dynamic industry of all of the IT areas that I've worked in. The opportunities are endless, which is why it's a little bit frustrating to see this big gap in skills, particularly around the area of women and minorities. Women make up about 20%, and minorities are even less, maybe about 3%. And so this is a huge focus of ours. And so through our Training Advancement Agenda, our TAA initiative, we have several different pillars to attack this problem. And at the core of that is our Network Security Expert Training or NSC training and certification program. We made that freely available to everybody at the beginning of COVID. It was so successful, at one point we we're seeing someone register every five minutes. And that was so successful, we extended that indefinitely. And so to date, we've had about almost 700,000 certifications. So it's just an amazing program. The other pillars are Security Academy Program, where we partner with nonprofits and academia to train young students. And we have something like 419 academies in 88 countries. >> Lisa: Wow. >> And then the other area that's very important to us is our Veterans Program. You know, we have about 250,000 veterans every year, transfer out of the service, looking for other jobs in the private sector. And so not only do we provide our training free, but we do resume building, mentoring, all of these types of initiatives. And we've trained about 2,000 veterans and spouses, and about 350 of those have successfully got jobs. So that's something we'll continue to focus on. >> That's such a great effort. As the daughter of a Vietnam combat veteran, that really just hits me right in the heart. But it's something that you guys have been dedicated for. This isn't something new, this isn't something that is coming out of a result of the recent executive order from the Biden administration. Fortinet has been focused on training and helping to close that gap for a while. >> That's exactly true. While we made the commitment to train a million people on the heels of the Biden administration at Cybersecurity Summit about two weeks ago, we have been focused on this for many years. And actually, a lot of the global companies that were part of that summit happened to be partners on this initiative with us. For example, we work with the World Economic Forum, IBM, and Salesforce offer our NSC training on their training platforms. And this is an area that we think it's really important and we'll continue to partner with larger organizations over time. We're also working with a lot of universities, both in the Bay Area, local like Berkeley, and Stanford and others to train more people. So it's definitely a big commitment for us and has been for many years. >> It'll be exciting to see over the next few years, the results of this program, which I'm sure will be successful. Talk to me a little bit about this event here. Fortinet is 100% partner driven company, more than 300 or so partners and customers here. Tell me a little bit about what some of the interesting topics are that are going to be discussed today. >> Sure, yeah, so we're delighted to bring our partners and customers together. They will be discussing some of the latest innovations in cybersecurity, as well as some of the challenges and opportunities. We are seeing, you know, during COVID we saw a lot of change with regards to cybersecurity, especially with remote working. So we'll discuss our partnership with LYNX that we just announced. We'll also be talking about some of the emerging technologies like CTNA, 5G, SASE, cloud, and really understanding how we can best help protect our customers and our partners. So it's very exciting. In addition to our Technology Summit, we have a technology exhibition here with many of our big sponsors and partners. So it's definitely going to be a lot of dynamic conversation over the next few days. >> We've seen so much change in the last year and a half. That's just an understatement. But one of the things that you touched on this a minute ago, and we're all feeling this is is when we all had to shift to work from home. And here we are using corporate devices on home networks. We're using more devices, the edge is expanding, and that became a huge security challenge for enterprises to figure out how do we secure this. Because for some percentage, and I think John Maddison mentioned a few months ago to me, at least 25% will probably stay remote. Enterprises have to figure out how to keep their data secure as people are often the weakest link. Tell me about what you guys announced with LYNX that will help facilitate that. >> Well, we're announcing an enterprise grade security offering for people who are working remotely. And the nice thing about this offering is it's very easy to set up and implement, so consumers and others can easily set this up. It also provides a dashboard for the enterprise, IT organization to, they can see who's on the network, devices, everything else. So this should really help because we did see a big increase in attacks, really targeting remote workers. As cyber criminals try to use their home as a foothold into the enterprise. So we're very excited about this partnership, and definitely see big demand for this going forward. >> Well, can you tell me about the go-to market for that and where can enterprises and people get it? >> Well, we're still working through that. I know you'll talk with John later on, he'll have more details on that. But definitely, we'll be targeting both of our different sets of customers and the channel for this. And I definitely think this is something that will, it's something that enterprises are definitely looking for, and there'll be more to come on this over the next few months. >> It's so needed. The threat landscape just exploded last year, and it's in a- >> Sandra: Yeah, absolutely. >> Suddenly your home. Maybe your kids are home, your spouse is working, you're distracted, ransomware, phishing emails, so legitimate. >> Sandra: They do. >> Lisa: But the need for what you're doing with LYNX is absolutely essential these days. >> Sandra: Yeah, these threats are so sophisticated. They're really difficult. And the other thing we did in addition to LYNX was as we got into COVID, we saw that, or the most successful organizations were really using this as an opportunity to invest for the longterm in cybersecurity. We also saw that, and this continues to be the case that, the insider threat continues to be one of the biggest challenges, where an employee will accidentally hit on a phishing email. So we did roll out an infosec awareness training, and we made that free for all of our customers and partners. So we're trying to do everything we can to really help our customers through this demanding time. >> Lisa: Right, what are some of the feedback that you're hearing from customers? I'm sure they're very appreciative of the education, the training, the focus effort from Fortinet. >> Sandra: Absolutely, it's definitely huge. And more and more we're seeing partners who want to work with us and collaborate with us on these initiatives. We've had a really positive response from some of the companies that I mentioned earlier, some of the big global names. And we're very excited about that. So we feel like we have some key initiatives on pillars, and we'll continue to expand on those and bring more partners to work with us over time. >> Lisa: Expansion as the business is growing amazingly well. Tell me a little bit about that. >> Sandra: Yeah, I think, in our last quarter we announced our largest billings growth for many, many years. And so, Fortinet, we're been very fortunate over the last few years, has continued to grow faster than the market. We now have half a million customers, and I think our platform approach to security is really being adopted heavily. And we continue to see a lot of momentum, especially around our solutions like SD-WAN. I think we're the only vendor who provides security in SD-WAN appliance. And so that's been a key differentiator for us. The other thing that's increasingly important, especially with the rollout of 5G is performance. And, you know, Fortinet, from the very beginning, created its own customized ASX or SPU, which really provides the best performance in security compute ratings in the industry. So all of this is really helping us with our growth, and we're very excited about the opportunities ahead. >> Lisa: And last question, on that front, what are some of the things that you're excited about as we wrap up 2021 calendar year and go into 2022? >> Sandra: Well, this been very exciting year for Fortinet. And I think we're in a great position to take advantage of many of the different growth areas we're seeing in this new and changing space. And, you know, we're all on board and ready to take advantage of those opportunities, and really fire ahead. >> Lisa: Fire ahead, I like that. Sandra, thank you so much for joining me today, talking about the commitment, the long standing commitment that Fortinet has to training everybody from all ages, academia, veterans, to help close that cybersecurity skills gap. And such an interesting time that we've had. There's so much opportunity, and it's great to see how committed you are to helping provide those opportunities to people of all ages, races, you name it. >> Sandra: Thank you, Lisa, I really appreciate it. >> Lisa: Ah, likewise. For Sandra Wheatley, I'm Lisa Martin. You're watching theCube at the Fortinet Championship Security Summit. (soft bright music)

(upbeat music) >> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hey, welcome back, everybody Jeff Frick here with theCUBE coming to you from our Palo Alto studios today for a cube conversation, you know we're like six, seven, eight months into this COVID thing. We're going to be dealing with it for a while. And one of the themes we've heard about over and over as kind of a result of COVID is an increased in the attack surfaces. More people are working from home or work from anywhere. And security has only been increasing in importance. And we're excited to have somebody from the alumni group who's been on before she is Sandra Wheatley the SVP marketing threat intelligence and influencer communications at Fortinet. Sandra great to see you. >> Thank you Jeff, I'm happy to be here. >> Yeah, I think actually I misspoke. We've had a ton of great Fortinet people on we've talked to John and Ken and Phil and Tony, but actually I'm not sure that we've had you on before, so great to have you. >> No, this is my first time. >> Awesome, so let's jump into it but we're going to take a slightly different tack today and we're not going to talk about the technology as much as this other pesky little problem, which is people. And, you know we know there's a huge skills gap in tech in general right. There's tons and tons of open recs. If you go into all the big sites and then security it's even a more specific and a more acute problem. I wonder if you can tell us a little bit about kind of your perspective on this problem, being a senior executive you know, at a security company, people is a big issue. How do you guys kind of look at the problem? How should people think about it and what are we going to do about it? >> Well, Jeff, you were completely right. The Cyber security skills gap. It's one of the biggest challenges that's facing organizations today. I mean if you look at the larger landscape, cyber crime is one of the fastest growing crimes in the world, in fact by 2021, it'll cost the world about 6 trillion in total. And so tackling this issue continues to be a big problem. And it's exasperated by this the skills gap we recently did a study of Fortinet and 73% of respondents acknowledged that at least one intrusion could be attributed to the lack of skilled professionals. So it's a huge problem. We know that it would take about 4 million professionals to close that gap. And in particular with COVID, it's become even more increased. We've seen a big uptick in attacks from cyber criminals, really targeting remote workers. It's a way into the enterprise network. We've seen a resurgence of ransomware and phishing targeting that workforce. And so as this threat landscape continues to increase it's definitely a problem that cybersecurity organizations public and private partnerships really need to tackle. >> It's interesting because we talk a lot about automation and we talk about the scale of the attacks and the scale of data and you know, everything is just going so up until the right that without automation, you know you have no hope and you need some help to basically separate signal from noise. That said you still need people. And really that automation is going to hopefully get the high visibility the high priority issues to the right people. But ultimately that's an enabler for a person, not a replacement for person, for people. And it doesn't take away this tremendous need for more security professionals. And the other thing that we hear Sandra over and over right, is that security is no longer a bolt on it's no longer, you know, you just build the wall around the outside of everything, right? It's got to be baked in throughout the entire process of the product development and deployment. So the importance and kind of the reach and the breadth of security people in the influence of the building new products and shipping new products has never been greater and yet we've got this huge shortage. >> Exactly and I think you touched on it. You know, what we're hearing from our customers is that they're really using this period during COVID to really take a long-term look at their cybersecurity investments and strategy. And so you're right increasingly organizations are taking more of a platform approach to security, where they have more automation integration and AI that's one help. The other area is organizations need to be making their employees more cyber aware because it impacts everyone even employees working at home organizations. We just released InfoSec training and we offered it we made it available for free, and it really enables organizations to help educate their employees about the risk of cybersecurity and helping them to understand not to hit on the phishing email because, you know, 68% of intrusions happened as a result of careless mistakes by employees. That's a big issue, but also really making sure that we bring more professionals into the industry. I like to say, there's no job security like cybersecurity. So at the beginning of COVID, we made all of our training free and to the public in general. And I believe we had 500,000 registrations in the first six months. So that really underscores the demand for cybersecurity skills. And then organizations can also really be tapping into underrepresented of demographics, like veterans like women who make up only 14% of the workforce overall. So there was a lots of things we can be doing and working together on this problem. >> Yeah, you touched on a whole bunch of things there. So let's unpack a couple of them specifically. One of the cool things about security is that you guys do work together and that there is a big benefit from working together. So it's a great place for kind of coopetition, especially as new threats come in and you guys can share that information. So there is an interesting kind of an ecosystem that there's, you know shared basically resources against the bad guys. But you guys did a really interesting thing with Salesforce, with the world economic forum specifically to go after this problem. So where did that come from, Why Salesforce? Why world economic forum and why take you know, kind of, I guess, out of the industry approach to really addressing getting more people as cybersecurity professionals? >> Well, for dinette as a founding member of the C foresee cybersecurity forum, it was created by the world economic forum about two years ago. And right from the beginning one of the initiatives that we began working on was to reduce the skills gap. And so we started working with the world economic forum Salesforce, which is another founding member and others to tackle this problem. And so we're provide all of our training we provide our training and curriculum on the salesforce Trailhead platform. We've also entered into another partnership with IBM, where we're providing our training on there as cyber skills platform. We're working with local universities like Berkeley and others to make sure that we're getting more of the curriculum into their certifications and degree programs. Interestingly enough, one of the issues with this challenges is that there's not a lot of universities offering degrees in cybersecurity, which is really surprising. And so we're seeing a lot more uptick and interest around awareness around this area. And so it's very encouraging to see the results of some of these partnerships. >> I don't, I mean, you I'm going to tease you kind of buried the lead but so people understand what you just said. You guys basically opened up your training catalog for free, during COVID as a reaction to help basically get more people trained. Am I getting that right? >> That's completely right. We saw that this is something that can really help our customers during this time. It's something we're committed to closing and we felt this was a really impactful way to help with that issue. >> That's amazing. And I saw you in an interview with Rob Rashad I believe is his name from your team. I wonder if you can, again, share with us some of the details in terms of the numbers of people that have gone through this program. Cause he mentioned them, somebody didn't write them down this is pretty significant numbers that you guys are running through this free program. >> Yeah, so we just passed a great big milestone of 500,000 certifications. Half of those have just been this year and that program's been in place for many, many years. So there's no doubt that this is something that's in huge demand. And so we continue to offer those trainings. This was one of the reasons why we just rolled out the InfoSec training for our customers and others to educate their employees. I mean, that's one point I think we had someone registering every seven minutes. And so the response to that was excellent. And that training program has eight different modules and the curriculum in that program actually provides credits for ISC, which is a a big certification in cybersecurity and CIISSP. So, you know, it's just an invaluable training program. >> That's wild, and again, it's free all the way, not just to register for, you know, the one-on-ones, but all the way through the certification process at the end. >> Well at the end, if you want to get the actual certification that's something that you can do separately after you do the training. Although we're working with some nonprofits to help pay for those certifications so that there's no financial burden to people. >> Wow, that's tremendous. And then the other piece that you mentioned but I just want to highlight it is the opportunity to go after underrepresented groups. And you specifically mentioned that you have a program for veterans and again, it seems so logical but some people just don't get it right. Then you've got a skills shortage and you've got a talent shortage. Why not tap into those markets and of those pools of people that are under utilized because, Oh, by the way, they probably have a bunch of good qualified people in there that you can leverage. >> That's exactly right, like vets if you look at take veterans for an example, they already have a lot of the skills that really work well for cybersecurity like situational awareness. They work very well under pressure. And so we started our veterans program about two years ago. And in addition to our training we offer mentoring curriculum, resume building, interviews skills building and now at this point, trained about a thousand veterans many have had jobs on one thing that we do that's different to other programs is that we bridge those candidates to our partners and customers who are looking for talent and really closed that whole loop. So it's not just about the training, but it's also finding them as well at the end of the training once it's been completed. >> Right, that's great. I also want to touch on another thing that you do beyond just training and this comes from you published a blog on July eighth of this year talking about overcoming the cybersecurity gap skills gap. But you talked about other things beyond just the people. And I want to highlight really some attitudinal things that you suggest for people to get over this world view, cyber security as an enabler, right? Not an obstacle recognize cybersecurity is a team effort. It's not just some superstar, get the C-suite involved collaborate on cybersecurity awareness and you know, thinking about these this issue at a little broader and a more kind of macro company-wide scale versus it's just the security people's job over in the security people's corner. And that's really the best way to take care of it. >> Absolutely, and that goes back to my earlier point. I mean the insider threat continues to be the biggest vector for attacks. A lot of times it's, you know, employees hitting on a phishing email I'm sure you've seen the increase in those. And so it's really, you're right. It's more, the responsibility just doesn't lie with the folks who lead the cybersecurity organization. We all have a responsibility to be much more educated and aware. And so I think you know, the board has to get them more involved. Executive management needs to make sure that they're providing the right training and education to their employees, that they're providing mentoring that the really encouraging more employees to move into cybersecurity and become certified. So there's lots of things that organizations need to be doing that include education training. And then also making sure that you're making the right technology investments so that you have an infrastructure in place that's agile and can be flexible enough to meet the increasing demands of the threat landscape. >> Right, I just wonder if you can share some insight on the conversation that happened before you guys opened this up to be free. 'Cause it's clearly, it's a move to do the right thing. It's a move to you know, to respond to the community that's suffering and it's something that you guys could do you had at your disposal, but I'm sure there was some naysayers in there they're saying "No, we can't give this away. This is super valuable stuff." How, you know how did you kind of make that decision to move forward? And I'm curious how it's kind of played out over time now that you've basically, as you said increased your exposure and people that are trained and you know, I'm sure a lot of positive, you know kind of second order benefits that you really didn't plan on when you were just trying to make a decision to help the community. >> Well, this was a decision that came from the top. Our CEO has always been committed to training. I mean, this is why we even started the program which our NSE program is one of the most robust in the industry. And so it's something that the founders have always been committed to. It's something that we've invested in. So there really wasn't any obstacles to doing this. This was something that everyone jumped on board with. The other thing is we really wanted to help our customers during this time. And we felt that this was one really meaningful way. We could help them by providing this training for free. And making sure that they have the talent that they need to really address all of the, you know, the expanding attack surface. But we were surprised by the demand and the response that was outstanding, right from the get-go. And so while we, you know, we've talked about this being offered to the end of the year we haven't really made any plans to change that. And so that it may continue beyond the end of the year because the demand is so great and the results have been so positive. >> Right. And I'm just curious, do you have in the training and I didn't go through exhaustively through the whole list of all the courses, but beyond just the professionals do you have all the basic training just for employees? I just don't click on the link. You know, it's so funny. I was at, I think it was RSA. One of the keynotes was a, a Cisco executive and she said you know, we tell people not to click links but that's what we do all day long. We click links, that's what we do, it's part of our job. And, you know, it's such a a weird behavior to tell people not to do. And I'm still confused how SurveyMonkey gets people to click on SurveyMonkey links but that's a different conversation for another day but I mean, are you offering the whole suite? And I just love to get your perspective as a security executive, when you talk to clients how to think about things beyond just the obvious you know, don't click on phishing emails and, you know, tighten up everything, but you know, more kind of high level how to think about security in this increasingly complex and dangerous world, if you will. >> Yeah, well, the training program has eight modules. It goes from the most basic training to the most advanced training. So our NSE one and two are really more about educating people about the threat landscape the threats out there, what it looks like the most basic emphasis security awareness around what you should do and what you should be looking out for. And all of our employees afforded that take that training. We take up to NSE 4, that's, something that's mandated. And so at the very basic level all organizations should be leveraging those modules for their employees and for individuals who are just interested at large. And then it really advances very quickly after that. And it's the most advanced, you know, it covers, you know cloud, the whole attack surface, AI, threat intelligence. And actually, as I mentioned earlier, provides credits for some of that top cybersecurity certifications in the industry, especially at the level of CSO. So it's very broad, it's extremely robust. And addition to those modules we also have what we call fast track training and that's really utilized by our customers and partners. And that's more focused on specific technology areas. It's very condensed, it may be a day or two days. And the demand for that has been phenomenal. So that's been another program we added about two years ago. That's been very well received. >> Wow, well, good for you guys. Good for you guys for making a proactive move in a very positive way to help your customers and help the community at large. It's just great to see, these are just tough times. They're going to be tough times for a little while longer. So, you know, it's nice that you have resources available that you're able to make to make available to the larger community. And I'm sure it's nothing, but goodness will come from it. So good move by you guys. And I'm sure there's a lot of tangential benefits as well. >> Thank you Jeff. >> Well, thank you Sandra for sharing the story and great to meet you and expand our our community over on the fourth tenet side, we've had a lot of great guests over the year so it was great to great to have you on as well. >> Thank you very much. We really appreciate all the support. >> Absolutely, thank you. All right, so go out and get your free training. Go to fortinet.com and sign up and you too could be a security expert, or at least as far as you want to go all the way up to certification. I'm Jeff, she's Sandra you're watching theCUBE. Thanks for watching, we'll see you next time. (upbeat music)

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to You by Dell Technologies. Welcome to the Cubes Coverage of Dell Technologies. World 2020. The Digital Experience. I'm Lisa Martin, and I'm pleased to welcome back one of our Cube alumni. John Shirley is with us. The vice president of unstructured storage product management. John. Welcome back to the Cube. >>Thank you for having me. It's great to be back. >>So so much has changed since we last saw you were very socially distant. But talk to me from from a storage and unstructured of data perspective, lot of changes in the year of 2020. >>Yeah, a lot of changes everywhere, but especially in our spaces. While we're seeing just a phenomenal amount of growth with storage. Still, that's continuing. But what we've really seen is things changing pretty pretty rapidly, actually, two new cloud based applications and it almost seems like everything that's happened during the pandemic has kind of been an accelerant to getting to that next level of technology. And so we're really excited to be working with our customers, really guide them in the journey to get into, you know, new cloud based applications, cloud native applications and really just helping them take advantage of all of this on structure data that's being generated. >>Yeah, we've heard about acceleration in so many facets this year and that it's, you know, we're accelerated by, you know, 24 to 36 months. Talk to me about, For example. I was talking Thio, Adele Technologies customer Earth down the other day. And, of course, the massive amount of video that they're generating 24 by seven by 3. 65 from all over the world. The edge, cloud core, So much growth there. How are you seeing customers be able to pivot quickly and adapt to how different things are? >>Yeah, you know, the interesting part two isn't just a collection of data anymore. It's how customers want to treat that data. And what we're seeing over and over again is that we get the video streams coming in. But there's also all of these sensors in the world and so marrying up the video streams with sensor information and keeping that in a repository so that you can do things like, uh, real Time analytics, but also be able to take that same data set and also get the historical view is becoming critically important. And that's the thing that's really changed, is how the data is being used yesterday that keeps coming in. But customers are really, really taking a different view in terms of how they want to go use that data. So we have a lot of tools that we've created over the last year or two that are helping our customers harness and really use that data, something that they just weren't able to do a couple years ago. >>Now we always talk about data as currency or data as gold or data equals trust and the most important factor for any businesses extracting value from that data. I think now, really time is even more important if you think of contact tracing, for example, or the accelerated work going on to develop a vaccine, so much access has to be now because data from yesterday isn't good enough. It's not gonna help solve some of these big use cases. What is she gonna key use cases that you're seeing accelerate in the last few months? >>You just hit it right on the head. So the way we look at it, it kind of two points within the timeline of data. That's the most valuable. And, of course, what you just said. Get the right away in the here. Now that's that's one of the times that is the most valuable toe have that data. But then if we kind of take a look at that data as it ages because it get less important, well, some of it might. But actually the data has a big scale data like data repository and be able to extract value out of that kind of holistically as a big set of data is extremely important as well. And so we we have tools, everything from our streaming data platform that talks about how we can extract value from that data, right as it's coming off the sensor of the videos video streams, we've got our power scale product, which provides very, very high performance storage so that customers 10 stream a bunch of data and get some of that AI and ml off of that data. And then we've got our PCs object storage based product what customers want exabytes of data, and they just want a really long term, robust storage repositories. So we've kind of got all the tools together that really helping our customers extract that value. >>Talk to me about doing a migration. That's always a big challenge, especially as many businesses live in a hybrid or multi cloud world where they've got or using public cloud services on from edge maybe, for example, but in terms of being able to get to the data and run algorithms on it to do a I. How can a customer give me, like a snapshot of a of an example infrastructure that, you see is common with customers that allows them to harness data wherever it is and be able to run a I on wherever it is without having to move it around and pale those charges and, of course, lose precious time? >>Yeah, that's a great question. What we're seeing a lot, too, is customers wanting to take advantage of things like the cloud, the power that compete in the cloud, and, uh, they don't necessarily want to move the data in and out of the cloud. But at the same time, you know, we want to make sure that the customers have the flexibility to choose which cloud that they want to go to. So we have multiple cloud offerings that were given to our customers, specifically the ability to take the data. We host the service for the customer so that it's all in all operated within the Dell EMC, uh, infrastructure team. And then we can map that data data up to the clouds. Whether they want to go to any of the Big three cloud providers, we could map that out. There's no egress fees, and they could go ahead and take advantage of the data very quickly, easily. >>So really, from a flexibility perspective, being able to meet them where they are, >>that's absolutely right. So whether the customers are in the edge or in their in their core or in the cloud will be there to help their needs. >>So this is the first Dell Technologies world that is digital, a lot of opportunity for folks. Thio learn and still be able to have as much engagement as possible. Talk to us about some of the things that you're excited about. The customers are gonna learn in terms of how you're helping them get more value out of the data faster in a time of such massive change. >>Yeah, so we're doing so much within the within the team. So earlier this year we introduced a new product called Power Scale which is taking our industry leading one FS software for scale out file. And we have put that in and really taken advantage of what we have within the Dell family and taking the best server hard work power edge. We've taken on one of one FS software married and together we're really extracting the best value of the data with those platforms. So again, the industry leading scale of file solution marrying that up with the industry leading server solution. And now we've got even though even more robust solution. On top of that, we have, uh, announced our objects scale solution. And so objects Scale is a knob decked store solution that's specifically targeted for customers running kubernetes. We've partnered up with our friends over at VM Ware and we've developed an object store specifically for developers on top of kubernetes environment, so that when customers want to go and start generating new applications with object store on new cloud native app they can really quickly spin up new object, store new buckets and start writing data. It's very simple and easy to use, and then when they want to grow at scale, we've got our PCs object store, too, into that petabytes scale. So it's it's very exciting. >>Can you give us an example of a customer that's that's already doing that That, you see, is really achieving some significant benefits? >>Yeah, yeah, So, uh, probably the one that's the most fun toe watches were working with a company that's doing amusement park rides and really taking a look at all the sensor information so that they can get predictive analytics in terms of the maintenance of the rides, making sure that if there is maintenance that needs to get done, they could get that fixed as quickly as possible so that customers going through those rights a. If, of course, they're going to be safety. Safety is always number one. But being able to make shape, make sure those rides are maintained so that the lines move quickly and they can keep customers going through. And you get us many people enjoying those rises. You can, and that's all coming from our streaming data platform, which is again taking that information. All of that sensors feet, and they need that that real time value that we talked about before to get that real time value. But they also get the historical view so they could see how the maintenance is kind of evolved over time. So that's that's one that's been, ah, lot of fun to work with here over the last couple. >>And hopefully we get to go back to amusement parks and calendar year 2021. Wouldn't that be nice? You mentioned safety and and that Yeah, that kind of makes me think about security. We've seen so much about increases like companies like Zoom, for example, with increased scrutiny on their data security, a more compliance requirements, Um, data protection being even mawr. Important as there was this massive pivot toe work from home seven months ago, and a lot of folks are still there are not going to be there. Tell me a little bit about some of the things that you're doing it to facilitate that this data, this massive increase in unstructured data, is managed securely so that if there's any sort of breach or incident, your customers air in good shape. >>We We have a lot of focus on security within the organization, and that's really across the board. That's really across all of Dell Technologies products. Eso We do a lot of things around encrypted drives to make sure that if the driver ever pulled out of the system, there's no way to go access that data. There's just no way to go do that without the original keys. You can't get those original kids when they're not in the system, so we make sure that we do a lot of hard enough the system at that level. We work very closely with the broader partner and ecosystem community to make sure that we provide things like ransom or protection, uh, isolated. So in case if something does happen a you identified as quickly as you can but be you make sure that you have a good data set, like a good golden copy of that data that you can always go back. Thio, >>you mentioned ransom where it's it's really been on the rise in 2020. I read a stat a couple days ago that every 11 seconds are Ransomware attack occurs when we think about how many new industries are exposed. I saw I read recently that the the New Zealand Stock Exchange was hit a couple of times. Carnival Cruise Line, the Department of veterans of There's a social media with Facebook Tick Toke Instagram on 235 million user profile straight from a unsecured cloud database. So not only is that threat landscape expanding, but we've got more people accessing. Um, you know, corporate networks with maybe personal devices for those phishing emails are probably even getting more sophisticated. >>Yeah, we spend. Like I said, we spend a lot of time. We have a whole security team within the storage group that does nothing but thanks about security and how we can harden the products to make sure they stay secure and robust. And we keep the bad, the bad people away. >>Now that's excellent. Alright, So any predictions what we might see in the next 6 to 9 months, who from Dell Technologies with respect to helping customers who are hopefully have pivoted from this survival mode to now being able to thrive, leverage data extract values from it to identify new revenue streams renew products are new innovation. What do you see on the horizon? >>Yeah, I see just the continued acceleration of the technology. I see Dell Technologies spending a lot of our time focused on solutions so that when we can go into a customer environment, we talk about solutions. We talk about how we can get time to value. So how quickly can we get up the customer up and running with a known good configuration? You know, supportable. It's enterprise grade on. We can have our customers spend time writing code and developing new applications and not worrying about how to go build that infrastructure. So you're gonna see a lot of things. A lot of partnerships across our entire infrastructure team, which internally we call I S G. And we're really working together is one SG team to make sure all of our networking, our storage and our compute and all of the software that goes around that we act as 111 overall family for our customers provide that solution. And we also partner very close with VM ware to provide that software layer. So that again when we go to our customers, uh, and they want to start a new project. We have all of the tools within our portfolio. Uh, we've been around for a very long time. We have very strong focus on both the horizontal, the various workloads that customers were running and also very specific vertical through the industry and teams that just are dedicated on that. So But I think you're going to see a lot more. Is the solution based approaches where we could go into customers? We can provide that solution, and it's up and running in the very, very short amount. All right, >>last question. You said you mentioned you guys have been doing this a long time. I know you've been with Dell for 10 years. What are the three things that you would say if you're in a customer situation and they're looking at Dell and maybe they're looking at HP, for example, or some other competitors? One of the three things that you think really differentiate what Dell Technologies can deliver with respect to extracting value from massive amounts of unstructured data. >>Absolutely. I mean, this is where I get really excited when I'm so proud to be at del, uh, because if I look at all of the advantages that we have that we could bring to our customers. We have just the knowledge. So I think first and foremost when it comes to on structure data, we have been the most prevalent player in the market. And again, if you take a look at different verticals, think about like media and entertainment. We've won an Emmy just because we've been around and we have the technology that's really met the needs. We, um but that's one. We have all of the deep knowledge, and that's really going to give a lot of benefit to our customers to we've got the breath of the portfolio. So not only do we have very specific knowledge in one area where actually cover all of the unstructured portfolio for our customers needs, whether that's file or object or streaming data might even be the data management data management. When we have data I Q. To help our customers understand that data. Our portfolio is really broad, so deep knowledge we have a broad portfolio and then we have the overall Dell Technologies family that that we go forward with. So again, it's not just about the unstructured data. It's everything that goes around that it's the servers. It's that computes all the infrastructure. But it's the software that's also our partners and that whole ecosystem that we built up across the technologies. That's what really makes us strong and really the best person to partner with >>excellent knowledge, bread and a large ecosystem. John, thank you so much for joining us on the Cube today, talking to us about all the exciting things that you're working on. What's to come? We appreciate your time. >>Thank you very much >>for John Shirley. I'm Lisa Martin. You're watching the Cubes Coverage of Dell Technologies World 2020.

(soft music) >> From theCUBE studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is theCUBE Conversation. >> Hi, I'm Stu Miniman coming to you from our Boston area studio here for a CUBE conversation. Really like when we can dig into help some of the nonprofits in our industry, going to be talking about, training, helping other people lift up their careers. Happy to welcome to the program, first time guests, Jerome Hardaway. He's the founder of vets who code coming down from Nashville, Jerome, I seem to remember a time where I was able to travel. I did some lovely hiking even saw bear last time I was down in Nashville. Thanks so much for joining us. Roger that. Thank you, a funny story. I saw a cow on the loose while driving on the highway yesterday. So not much has changed. (Jerome laughs) Thank you guys for having me. >> Yeah, it is a little bit of strange times here in the Covert area. I live kind of suburban Massachusetts area. One of my neighbors did report a small bear in the area. I'm definitely seeing more than just the usual, what kind of wild turkeys and the like that we get up in New England, but let's talk about Vets Who Code. So, you're the founder, the name doesn't leave much up for us to guess what you do, but tell us a little bit as to the inspiration and the goals of your organization. Roger that, Vets Who Code is the first veteran founded, operated and led, a remote 501 C three that focuses on training veterans regardless where they are and modern age of technologies. Our stack right now, I would say is focused more towards front-end DevOps with a lot of serverless technologies being built-in. And that's pretty much what exactly what we do well. >> Well awesome, I had been loving digging into the serverless ecosystem the last few years. Definitely an exciting area, help us understand a little bit, who comes and joins this? What skill set do they have to have coming in? And explain a little bit the programs that they can offer that they can be part of. >> Yeah, cool. So we run Vets Who Code like a mixture between a tech company or a tech nonprofit, I guess, using those practices while also using military practices as well. And the people that come in are veterans and military spouses. And we try to use what we call a pattern matching practice, showcasing like. Hey, these are the things, he's been in military. This is how it translates to the tech side. Like, our sit reps is what you guys would call stand up. Kanban is what we would call like systems checks and frag orders, Op orders, things like that, or, our SLPs. So we turn around, we just train them, retrain them. So that way they can understand the lingo, understand how things, how you code, move and communicate and make sure that these guys and girls, they know how the work as JavaScript engineers and a serverless community. As of right now, we've helped 252 veterans in 37 States get jobs, our social economic impacts, then I think it's at 17.6 million right now. So it all from the comfort of their homes, that's like the cool and free, and those are like the coolest things that we've been able to do. >> Wow, that's fascinating. Jerome, I heard something that you've talked about, leveraging the military organizational styles. I'm just curious, there's in the coding world a lot of times we talk about Conway's law, which is that the code will end up resembling the look of the organization. And you talk about DevOps, DevOps is all about various organizations collaborating and working together. It seems a little bit different from what I would think of traditional military command and control. So is that anything you've given any thought to? Is there some of the organizational pieces that you need to talk to people about? Moving into these environments compared to what they might've had in the military. >> Negative, I think the biggest misconception that we have is that people, when you're talking about how the military moves, they're thinking of the military of yesteryear of 20, 30, 40 years ago. They're not thinking of global war on terrorism veterans and how we move and things like that. We understand distributed chains. We understand cause we call, that's what we've done at CENTAF and CENTCOM in Iraq and Afghanistan. So we honored, like we are already doing a lot of this stuff, we just naming it different. So that's part of the thing that we have as an advantage as the, cause all the people who are educators, there are veterans who learn how to code and they've been working in industry and they know. And so when they're teaching, they know the entire process that a veteran's going to go through. So that's how now we focus on things. And so the organizational structure for us first term to second term veterans is pretty normal. If you're coming out within the last, heck 10 years. (Jerome laughs) >> Yeah, absolutely. That's wonderful. And I I've had the opportunity to work with plenty of people that had come from the military. Very successful in the tech industry, definitely tend to be hard workers and engaged in what they'r doing. Curious, you talked about being able to do this remotely and then it is free. What's the impact of the current global pandemic? Everything that's happening here in 2020 been on what you're doing in your resources. >> Of the impact, unfortunately, I mean, not unfortunately, fortunately it has been nothing but positive. It's been crazy, we've gotten more applications. We have people are seeing that during, I was the crazy person in the room, when in 2014, when I was saying nonprofits should move to remote first protocols. So that way they could have greater impact for less, with less financial resources. And back then I was the, like what are you talking about? This is the way we've always done. Well now everybody was scrambling to try to figure out how to help people without being in same room with them. We were like, Oh, okay, lt's do today. So we got an influx of people applying, influx of people, sending me, trying to get into our next cohort in August. It's just, the biggest thing that has happened for Vets Who Code is yet, it's been a really positive experience for us, which is really weird to say, but I think it has, my doomsday Murphy's law style of preparing, I assume that anything that can go wrong will go wrong. So I try to prepare for that. So being open source, being serverless, being having everything in a manner to where--in case I was out of the pot, out of the situation, other people operate having this distributed teams, or there are other leaders that can take over and do things. It's all stuff that, I guess I got from the military. So, we were know we were prepared because there was absolutely zero pivot for us. If anything, it has been more resources. We've been able to dive deeper in more subjects because people have had more time, but, we can do, we can dive deeper into AWS. We started a lunch and learn every two weeks. We actually have a lunch and learn next week with Dr. Lee Johnson. And she's going to be talking, we open that to it by all juniors and entry level devs, developers, regardless of whether you're a veteran or not, we just throw it on Twitter and let them get in. And the focus will be on tech ethics. We all know, right now we've been leading the charge on trying to make sure people are supercharging their skills during this time frame. So that's what, it's been very positive. I've been working with magazine, front-end masters. It's been awesome. >> Well, that's wonderful. Wish everyone had the mindset coming into 2020, because it does seem that anything that could go wrong has, (both laugh) I'm curious, once people have skilled up and they've gone through the program, what connections do you have with industry? How do you help with job placement in that sort of activity? >> That is the most asked question, because that is the thing that people expect because of code schools, because of our educational program protocols. We don't really need that issue because our veterans are skilled enough to where to hiring managers know the quality that we produce. I live in Nashville and I've only been able to place one veteran that I've trained locally in the community because of fame companies have snatched up every other veteran I've ever trained in the community, so things like that, it's not a problem because no, a usually 80% of our veterans have jobs before they even graduate. So you're literally picking up, picking people who, they know they have the potential to get a bit companies if they put the work in and it's just as they come, we actually have people. I think a company reached out to me yesterday and I was like, I don't even have people for you. They already have jobs. (jerome laughs) Or I'm in a situation now where all my senior devs are looking for fame companies. Cause that's one of the things we do is that we support our veterans from reentry to retirement. So we're not like other code schools where they only focus on that 30 to 60 to 90 days, so that first job, our veterans, they keep coming back to re-skill, get more skills, come up to the lunch and learns, come to our Slack side chats to become better programmers. And once they're, so we've helped several of our programmers go from entry-level dev to senior dev, from absolutely zero experience. And so, I think that's the most rewarding thing. When you see a person who they came in knowing nothing. And three years later, like after the cohort safe they got their job and then they come back after they got the jobs, they want to get more skills and they get another job and then they come back. And the next thing, my favorite, one of my favorites Schuster, he starts at a local web shop, a web dev shop in Savannah, Georgia. And then next thing, oh, he's on Amazon, he's at Amazon three years later and you're like, Oh wow, we did that, that's awesome. So that's the path that we do is awesome. >> I'm curious, are there certain skill sets that you see in more need than other? And I'm also curious, do you recommend, or do you help people along with certain certifications? Thinking, the cloud certifications definitely have been on the rise, the last couple years. >> I feel like the cloud, the cloud certifications have been on the rise because it's expensive to like test for that stuff. If a person messes up, unless you have a very dedicated environment to where they can't mess up, they can cost you a lot of money, right? So you want that certain, right? But for us, it's been, we just focused on what we like to call front-end DevOps. We focus on Jamstack, which is JavaScript, APIs and markup, also along with a lot of serverless. So we're using AWS, we're using, also they're, they're learning Lambda functions, all this stuff. We're using a query language called GraphQL. We're using Apollo with that query language. We're using some node, React, GET, Speed. And a lot of third party API has to do like a lot of heavy lifting cause we believe that the deeper dive that a person has in a language and being able to manipulate and utilize APIs that they can, the better they will be, Right? So, same way that colleges do it, but a more modern take like colleges, they give you the most painful language to learn, which is usually like C right? Where you had to make everything a very low-level language. And then you're going through this process of building. And because of that, other languages are easier because you felt the pain points. We do the same thing, but with JavaScript, because it's the most accessible, painful language on earth, that's what I called it with Wire magazine last year anyway. (jerome laughs) >> So Jerome, you've laid out how you you're well organized. You're lean and financially, making sure that things are done responsibly. We want to give you the opportunity though. What's the call to action? Vets Who Code, you're looking for more people to participate. Is it sponsorships? Work in the community, look to engage. >> Roger that, we are looking for two things. One, we're always looking for people to help support us. We're open source, we're on GitHub sponsors. Like the people who we we're up, we're open source. But the people that do most of our tickets are the students themselves. So that's one of the best things about us. there is no better move, feeling that having something in production that works, right? It actually does something right? Like, Oh, this actually helps people, right? So we help have our veterans like actually pull tickets and do things like that. But, we also, we build, we're building out teams that they're on all the time as well. We have our new tutorials team or veterans. They literally built front facing tutorials for people on the outside. So that way they can learn little skills as we also have podcasts team and they're always podcasting, always interviewing people that in community, from our mentors to our students, to our alumni. And so just, let's throw our podcasts on Spotify. Let's do some codes, the best Code podcast and sponsor song get up. >> Wonderful, Jerome. We want to give you the final word. you're very passionate. You've got a lot interested, loved hearing about some of the skill sets that you're helping others with. What's exciting you these days? What kind of things are you digging into, beyond Vets Who Code? >> Oh man, everything serverless dude. As a front-end, as a person who was full stack and move to front-end. This has never been a more exciting time to learn how to code because there's so many serverless technologies and is leveling the playing field for front-end engineers, just knowing a little bit of like server-side code and having DevOp skills and being able to work in a CLI, you can do like Jamstack and the people that are using it. You have Nike, you have governments. It's just, it's such an exciting time to be a front-end. So I'm just like, and just seeing also how people are like really turning towards wanting their data more open source. So that's another thing that's really exciting for me. I've never been a person that was very highbrow when it came to talking about code. I felt like that was kind of boring, but seeing how, when it comes to like how code is actually helping normal, average everyday people and how the culture as a whole is starting to get more hip to how, API is like our running the world and how tech is being leveraged for. And it gets them, I'm on fire with these conversations, so I try to contain it cause I don't want to scare anyone on TV, but we could talk like, we could talk hours of that stuff. Love it. >> Well, Jerome, thank you so much for sharing with our community, everything you're doing and wonderful activity Vets Who Code, definitely call out to the community, make sure check it out, support it. If you can and tie so much in Jerome, I've got a regular series I do called Cloud Native Insights that are poking at some of those areas that you were talking about serverless and some of the emerging areas. So Jerome, thanks so much for joining, pleasure having you on the program. >> Roger that, thank you for having me. >> All right. Be sure to check out thecube.net for all of the videos that we have as well as Siliconangle.com for the news an6d the writeups, what we do. I'm Stu Miniman and thank you for watching theCUBE. (soft music)

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back to the Cube. Here live in Las Vegas for aws reinvent I'm John for a devil on the ads, always extracting the signal from the noise. We're here for 1/7 reinvent of the eight years that they've had at what a wave. One of the biggest waves is the modernization of procurement, the modernization of business, commercial business and the rapid acceleration of public sector. We're here with the chief of public sector for AWS. Teresa Carlson, vice president publics that globally great to have you >>so great to have the Q begin this year. We appreciate you being here, >>so we're just seeing so much acceleration of modernization. Even in the commercial side, 80 talks about transformation. It's just a hard core on the public sector side. You have so many different areas transforming faster because they haven't transformed before. That's correct. This is a lot of change. What's changed the most for you in your business? >>Well, again, I'll be here 10 years this mad that A B s and my eighth reinvent, and what really changed, which was very exciting this year, is on Monday. We had 550 international government executives here from 40 countries who were talking about their modernization efforts at every level. Now again, think about that. 40 different governments, 550 executives. We had a fantastic day for them planned. It was really phenomenal because the way that these international governments or think about their budget, how much are they going to use that for maintaining? And they want to get that lesson last. Beckett for Modernization The Thin John It's a Beckett for innovation so that they continue not only modernized, but they're really looking at innovation cycles. So that's a big one. And then you heard from somewhere customers at the breakfast this morning morning from from a T. F. As part of the Department of Justice. What they're doing out. I'll call to back on firearms. They completely made you the cloud. They got rid of 20 years of technical debt thio the Veterans Administration on what they're digging for V A benefits to educational institutions like our mighty >>nose, and he had on stages Kino, Cerner, which the health care companies and what struck me about that? I think it relates to your because I want to get your reaction is that the health care is such an acute example that everyone can relate to rising costs. So cloud helping reduce costs increase the efficiencies and patient care is a triple win. The same thing happens in public sector. There's no place to hide anymore. You have a bona fide efficiencies that could come right out of the gate with cloud plus innovation. And it's happening in all the sectors within the public sector. >>So true. Well, Cerner is a great example because they won the award at V a Veteran's administration to do the whole entire medical records modernization. So you have a company on stage that's commercial as I met, commercial as they are public sector that are going into these large modernization efforts. And as you sit on these air, not easy. This takes focus and leadership and a real culture change to make these things happen. >>You know, the international expansion is impressive. We saw each other in London. We did the health care drill down at your office is, of course, a national health. And then you guys were in Bahrain, and what I deserve is it's not like these organizations. They're way behind. I mean, especially the ones that it moved to. The clouds are moving really fast. So well, >>they don't have as much technical debt internationally. It's what we see here in the U. S. So, like I was just in Africa and you know what we talked about digitizing paper. Well, there's no technology on that >>end >>there. It's kind of exciting because they can literally start from square one and get going. And there's a really hunger and the need to make that happen. So it's different for every country in terms of where they are in their cloud journey. >>So I want to ask you about some of the big deals. I'll see Jet eyes in the news, and you can't talk about it because it's in protest and little legal issues. But you have a lot of big deals that you've done. You share some color commentary on from the big deals and what it really means. >>Yeah, well, first of all, let me just say with Department of Defense, Jet are no jet. I We have a very significant business, you know, doing work at every part of different defense. Army, Navy, Air Force in the intelligence community who has a mission for d o d terminus a t o N g eight in a row on And we are not slowing down in D. O d. We had, like, 250 people at a breakfast. Are Lantian yesterday giving ideas on what they're doing and sharing best practices around the fence. So we're not slowing down in D. O d. We're really excited. We have amazing partners. They're doing mission work with us. But in terms of some really kind of fend, things have happened. We did a press announcement today with Finn Rat, the financial regulatory authority here in the U. S. That regulates markets at this is the largest financial transactions you'll ever see being processed and run on the cloud. And the program is called Cat Consolidated Audit Trail. And if you remember the flash crash and the markets kind of going crazy from 2000 day in 2008 when it started, Finneran's started on a journey to try to understand why these market events were happening, and now they have once have been called CAT, which will do more than 100 billion market points a day that will be processed on the cloud. And this is what we know of right now, and they'll be looking for indicators of nefarious behavior within the markets. And we'll look for indicators on a continuous basis. Now what? We've talked about it. We don't even know what we don't know yet because we're getting so much data, we're going to start processing and crunching coming out of all kinds of groups that they're working with, that this is an important point even for Finn rep. They're gonna be retiring technical debt that they have. So they roll out Cat. They'll be retiring other systems, like oats and other programs that they >>just say so that flash crash is really important. Consolidated, honest, because the flash crash, we'll chalk it up to a glitch in the system. Translation. We don't really know what happened. Soto have a consolidated auto trail and having the data and the capabilities, I understand it is really, really important for transparency and confidence in the >>huge and by the way, thinner has been working with us since 2014. They're one of our best partners and are prolific users of the cloud. And I will tell you it's important that we have industries like thin red regulatory authorities, that air going in and saying, Look, we couldn't possibly do what we're doing without cloud computing. >>Tell me about the technical debt because I like this conversation is that we talk about in the commercial side and developer kind of thinking. Most businesses start ups, Whatever. What is technical debt meet in public sector? Can you be specific? >>Well, it's years and years of legacy applications that never had any modernization associated with them in public sector. You know now, because you've talked about these procurement, your very best of your very savvy now public sector >>like 1995 >>not for the faint of heart, for sure that when you do procurement over the years when they would do something they wouldn't build in at new innovations or modernizations. So if you think about if you build a data center today a traditional data center, it's outdated. Tomorrow, the same thing with the procurement. By the time that they delivered on those requirements. They were outdated. So technical debt then has been built up years of on years of not modernizing, just kind of maintaining a status quo with no new insides or analytics. You couldn't add any new tooling. So that is where you see agencies like a T F. That has said, Wow, if I'm gonna if I'm gonna have a modern agency that tracks things like forensics understands the machine learning of what's happening in justice and public safety, I need to have the most modern tools. And I can't do that on an outdated system. So that's what we kind of call technical death that just maintains that system without having anything new that you're adding to >>their capabilities lag. Everything's products bad. Okay, great. Thanks for definite. I gotta ask you about something that's near and dear to our heart collaboration. If you look at the big successes in the world and within Amazon Quantum Caltex partnering on the quantum side, you've done a lot of collaboration with Cal Cal Poly for ground station Amazon Educate. You've been very collaborative in your business, and that's a continuing to be a best practice you have now new things like the cloud innovation centers. Talk about that dynamic and how collaboration has become an important part of your business model. >>What we use their own principles from Amazon. We got building things in our plan. Innovation centers. We start out piloting those two to see, Could they work? And it's really a public private partnership between eight MPs and universities, but its universities that really want to do something. And Cal Poly's a great example. Arizona State University A great example. The number one most innovative university in the US for like, four years in a row. And what we do is we go in and we do these public sector challenges. So the collaboration happens. John, between the public sector Entity, university with students and us, and what we bring to the table is technical talent, air technology and our mechanisms and processes, like they're working backwards processes, and they were like, We want you to bring your best and brightest students. Let's bring public sector in the bowl. They bring challenges there, riel that we can take on, and then they can go back and absorb, and they're pretty exciting. I today I talked about we have over 44 today that we've documented were working at Cal Poly. The one in Arizona State University is about smart cities. And then you heard We're announcing new ones. We've got two in France, one in Germany now, one that we're doing on cybersecurity with our mighty in Australia to be sitting bata rain. So you're going to see us Add a lot more of these and we're getting the results out of them. So you know we won't do if we don't like him. But right now we really like these partnerships. >>Results are looking good. What's going on with >>you? All right. And I'll tell you why. That why they're different, where we are taking on riel public sector issues and challenges that are happening, they're not kind of pie in the sky. We might get there because those are good things to do. But what we want to do is let's tackle things that are really homelessness, opioid crisis, human sex trafficking, that we're seeing things that are really in these communities and those air kind of grand. But then we're taking on areas like farming where we talked about Can we get strawberries rotting on the vine out of the field into the market before you lose billions of dollars in California. So it's things like that that were so its challenges that are quick and riel. And the thing about Cloud is you can create an application and solution and test it out very rapidly without high cost of doing that. No technical Dan, >>you mentioned Smart Cities. I just attended a session. Marty Walsh, the mayor of Boston's, got this 50 50 years smart city plan, and it's pretty impressive, but it's a heavy lift. So what do you see going on in smart cities? And you really can't do it without the cloud, which was kind of my big input cloud. Where's the data? What do you say, >>cloud? I O. T is a big part at these. All the centers that Andy talked about yesterday in his keynote and why the five G partnerships are so important. These centers, they're gonna be everywhere, and you don't even know they really exist because they could be everywhere. And if you have the five G capabilities to move those communications really fast and crypt them so you have all the security you need. This is game changing, but I'll give you an example. I'll go back to the kids for a minute at at Arizona State University, they put Io TI centers everywhere. They no traffic patterns. Have any parking slots? Airfield What Utilities of water, if they're trash bins are being filled at number of seats that are being taken up in stadiums. So it's things like that that they're really working to understand. What are the dynamics of their city and traffic flow around that smart city? And then they're adding things on for the students like Alexis skills. Where's all the activity? So you're adding all things like Alexa Abs, which go into a smart city kind of dynamic. We're not shop. Where's the best activities for about books, for about clothes? What's the pizza on sale tonight? So on and then two things like you saw today on Singapore, where they're taking data from all different elements of agencies and presenting that bad to citizen from their child as example Day one of a birth even before, where's all the service is what I do? How do I track these things? How do I navigate my city? to get all those service is the same. One can find this guy things they're not. They're really and they're actually happening. >>Seems like they're instrumented a lot of the components of the city learning from that and then deciding. Okay, where do we double down on where do we place? >>You're making it Every resilient government, a resilient town. I mean, these were the things that citizens can really help take intro Web and have a voice in doing >>threes. I want to say congratulations to your success. I know it's not for the faint of heart in the public sector of these days, a lot of blockers, a lot of politics, a lot of government lockers and the old procurement system technical debt. I mean, Windows 95 is probably still in a bunch of PCs and 50 45 fighters. 15 fighters. Oh, you've got a great job. You've been doing a great job and riding that wave. So congratulations. >>Well, I'll just say it's worth it. It is worth it. We are committed to public sector, and we really want to see everyone from our war fighters. Are citizens have the capabilities they need. So >>you know, you know that we're very passionate this year about going in the 2020 for the Cube and our audience to do a lot more tech for good programming. This'll is something that's near and dear to your heart as well. You have a chance to shape technology. >>Yes, well, today you saw we had a really amazing not for profit on stage with It's called Game Changer. And what we found with not for profits is that technology can be a game changer if they use it because it makes their mission dollars damage further. And they're an amazing father. And send a team that started game changer at. Taylor was in the hospital five years with terminal cancer, and he and his father, through these five years, kind of looked around. Look at all these Children what they need and they started. He is actually still here with us today, and now he's a young adult taking care of other young Children with cancer, using gaming technologies with their partner, twitch and eight MPs and helping analyze and understand what these young affected Children with cancer need, both that personally and academically and the tools he has He's helping really permit office and get back and it's really hard, Warren says. I was happy. My partner, Mike Level, who is my Gran's commercial sales in business, and I ran public Sector Day. We're honored to give them at a small token of our gift from A to B s to help support their efforts. >>Congratulates, We appreciate you coming on the Cube sharing the update on good luck into 2020. Great to see you 10 years at AWS day one. Still, >>it's day one. I feel like I started >>it like still, like 10 o'clock in the morning or like still a day it wasn't like >>I still wake up every day with the jump in my staff and excited about what I'm gonna do. And so I am. You know, I am really excited that we're doing and like Andy and I say we're just scratching the surface. >>You're a fighter. You are charging We love you, Great executive. You're the chief of public. Get a great job. Great, too. Follow you and ride the wave with Amazon and cover. You guys were documenting history. >>Yeah, exactly. We're in happy holidays to you all and help seeing our seventh and 20 >>so much. Okay, Cube coverage here live in Las Vegas. This is the cube coverage. Extracting the signals. Wanna shout out to eight of us? An intel for putting on the two sets without sponsorship, we wouldn't be able to support the mission of the Cube. I want to thank them. And thank you for watching with more after this short break.

>>Live from San Diego, California at the cue covering to clock in cloud native con brought to you by red hat, the cloud native computing foundation and its ecosystem Marsh. >>Welcome back to the cube here in San Diego for cube con cloud native con 2019. It's our fourth year of doing the cube here. I'm Stu Miniman. It's my fourth time I've done this show. Joining me is Justin Warren. He's actually been to more of the coupons than the cube has, I think at least in North America. And welcome into the program to two veterans of these events from pure storage. Uh, sitting to my right is she'll be uh, Shrivastava who's a director of product marketing and sitting to her right is Anthony lay Ferrario who's a senior product manager, uh, both of you with pure storage. Thank you so much for joining us. Thanks for having us. All right, so, so we, we were kind of joking about veterans here because we know that things are moving faster and faster. You both work for storage companies. Storage is not known to be the fastest moving industry. Um, it's been fascinating for me to watch kind of things picking up the pace of change, especially when you talk about, uh, you know, how developers and you know, software and a multicloud environment, a fit-out. So she'll be maybe, you know, give us a frame for, you know, you, you know, you're in a Cooper ladies tee shirt here pures at the show. How should we be thinking about pure in this ecosystem? >>Sure. Yeah. So, uh, you're, as, you know, we, we side off as all flash on brand storage company, uh, 10 years ago and, uh, we've kept pace with constantly innovating and making sure we're meeting our customer's needs. One of the areas of course that we see a lot of enterprises moving today is two words, microservices, two words, containerized applications. And our goal that you're really is to help customers modernize, modernize their applications while still keeping that store it's seamless and keeping that, uh, invisible to the application developers. >> I think it actually lines up really well if you're do just a pure sort of steam across time has been performance with simplicity. Right? And I think the simplicity argument starts to mean something different over time, but it's a place that we still want to really focus as our customers started to use, uh, try to containerize our applications. >>There are couple of challenges. We saw continued environments, of course, they're known for their, uh, agility, uh, how portable they are. They're lightweight and they're fast. And when they're fast, storage can sometimes be a bottleneck because your storage might not necessarily scale as fast. It might not be able to provision storage volumes as fast, your container environment. And that's the challenge that we at pure why to solve with our Cuban eighties integrations. Anthony, you mentioned simplicity there. So I'm going to challenge you a bit on that because Kubernetes is generally not perceived as being particularly simple and the storage interfaces as well, like stateful sets is kind of only really stabilized over the last 18 months. So how >>is pure actually helping to make the Cuban Eddie's experience simpler for developers? Yeah, and you know, you're totally right. I don't think I was necessarily saying that someone looking for the simplest thing that could ever find would adopt Kubernetes and expect to find that. But what I really meant was, you know, on one hand you have, you know, your more traditional enterprise infrastructure type folks who are trying to build out the underlying private cloud that you're going to deploy, you know, your infrastructure on. And on the other hand, you have your developers, you have your Kubernetes, you have your cloud native applications, right? And really the interface between those is where I'm looking at that simplicity argument because traditionally pure has focused on that simple interface to the end user. But the end user, as we were talking about before, the show has shifted from a person to being a machine, right? >>And the objective for pure and what we're building on the cognitive side is how do we take that simple sort of as a service consumption experience and present that on top of what looks like a traditional infrastructure platform. So I can get more into the, the details of that if you'd like, but really that that layer is where we're focused on the simplicity and really just asking the, the, uh, the end user as few questions as we can. Right. I just want to ask you, what do you need? I don't want to ask you, well, tell me about the, you know, IQN and blah, blah. They don't want that, right? That's the simplicity I'm talking about. Yeah. Well, you run developers generally, I mean, the idea of dev ops and I challenge people whenever they mentioned dev ops, and I'm hearing a pretty consistent message that developers really don't care about infrastructure and don't want to have anything to do with it at all. >>So if you can just bake it into the system and somehow make it easier to operate it, that kind of SRE level, that infrastructure level that, that Kubernetes as a platform. So once that's solved, then as a developer, I can just get on with, with writing some code. We definitely want stories to be invisible. Yeah. So if you want, but if they want stories to be invisible, that's not so great for your brand because you actually want them to know and care about having a particular storage platform. So how do you, how do you balance that idea that we want to show you that we can have to have innovative products that you care about the storage, but you also don't need to care about the storage at all because we'll make it invisible. How does that work? >>So Coupa storage for container environments has been a challenge. And what we are trying to educate the platform level users is that with the right kind of storage, it can actually be easy stores. For QA, these can be easy. And, uh, the way we make it simple or invisible is through the automation that we provide. So pure service orchestrator is our, uh, automation for storage delivery into the containerized environments. And so it's delivered to a CSI plugin, but we tried to do a little more than just develop a plugin into your Cubanetis environments. We tried to make your scalability seamless, so it's super easy to add new storage. And, um, so yeah, I think because a container environments were initially developed for States, less applications when became to staple applications, they still think about, Oh, why should I care about storage? But people are slowly realizing that we need care about it because we don't want to ultimately be bothered by it. Right. >>And if I can make, if I can make a point to just tag on to that I, the conversations I've had at the show this week, I've even helped me sort of crystallize the way I like to explain this to people, which is at first, you know, a lot of people will say, Oh, I don't, I don't do stateful application. I'm doing stateless applications and competitors. And my response is, okay, I understand that you've decided to externalize the state of your system from your Kubernetes deployment. But at some point you have to deal with state. Now, whether that's an Oracle database, you happen to be calling out to outside of your community's cluster, whether that's a service from a public cloud like S3 or whether that's deciding to internalize that state into Coobernetti's and manage it through the same management plane you have to have state. >>Now when we talk about, you know, what we're doing in PSO and why that's valuable and why, you know, to your point about the brand, I don't necessarily worry is because when we can give a seamless experience at the developer layer and we can give the SRE or the cluster manager layer a way where they can have a trusted high performance, high availability storage platform that their developers consume without knowing or worrying about it. And then as we look into the future, how do we handle cross cluster and multi-cloud stateful workloads, we can really add value there. >>Well, yeah, and I'm glad you brought up the multi-cloud piece of it because one of the more interesting things I saw from pure this year is how pure is putting in software cloud native. Um, so when I saw that one of the questions like, okay, when I come to a show like this, how does Kubernetes and containers fit into that old discussion? So how help us connect the dots as to what was announced and everything else that's happening. >>You've heard about cloud block store, which is our software running on the AWS cloud today. And uh, that's basically what we've done is we've people have loved flash array all these years for the simplicity it provides for the automation and performance. You want to give you something similar and something enterprise grade in the public cloud. The cloud, Luxor is basically, you can think of it as a virtual flash array and on the AWS cloud. So with that, you now have D duplication, 10 provisioning capabilities in the cloud. You can, um, be brought an active cluster, which is active, active, synchronous replication between availability zones. So really making your AWS environments ready for mission critical applications. Plus with our, you know, PSO just works the same way on prem as in the cloud. So it's just great for hybrid application mobility. You have the same APIs. >>Yeah, it's actually very cool. Right? One of the, one of the, you know, fun things for me as a software developer at pure, at a software side guy at pure, um, is that the API's that our arrays have are the same API. It's actually the same underlying software version even though it's a totally different hardware, hardware back end implementation. When we run in a cloud native form factor versus when we run in a physical appliance form factor, the replication engines work between the two snapshots, clones. Um, our ability to do instant, um, restores like everything that we do and that has brought value from our, our storage software stack, we still get access to in a cloud native environment and the transports as well. I guess trying to understand, is there Kubernetes involved here or is this just natively in AWS? And then then on premises itself is a, >> is a compute orchestration layer component. So when I look at Kubernetes, I'd say Kubernetes sits above both sides, right? Or potentially above and across both sides, um, depending on how you decide to structure your environment. But the nice part is if you've developed a cloud native application, right, and that's running on Kubernetes, the ability to support that with the same storage interfaces, the same SLS, move it efficiently, copy it efficiently and do that on whatever cloud you care to do. That's where it gets really cool. >>So we developed this really cool demo where you have a container application running on PSO, on flash array, on prem. We migrated that to cloud block store and on AWS and it just runs, you use the same yanno scripts in both places. There is no need to, you know, do a massive rearchitecture anything. Your application just runs when you move it. And we take care of all the data mobility with our asynchronous replications, you can take a snapshot on prem, you can snap it out into AWS, restore it back into cloud block store. So it really opens up a lot of new use cases and make them simple for customers >>that that idea of write once run anywhere. I said I'm, I'm old enough to remember when Java was a brand new thing and that was the promise. And it never quite got there because it turns out it's really, really hard to do that. Um, but we are seeing for from pure and from a lot of vendors here at the show that there's a lot of work and effort being put in into that difficult problem so that other people don't have to care about it. So you're building that abstraction in and, and working on how this particular, how the details of this work. And, uh, I was fortunate enough to get a deep dive into the end of the architecture of cloud Brock's door, just a recent accelerate conference and the way you've actually used cloud resources as if they were kind of infrastructure components and then built the abstraction on top of it, but in the same way that it runs on site, it, that's what gives you that ability to, to keep everything the same and make it simple, is doing a lot of hard work and hard engineering underneath so that no one has to care anymore. >>Yeah. And the way we've architected CloudLock store is that, you know, be as use the highest performance performing, uh, AWS infrastructure. And the highest durability it this infrastructure. So you're actually now able to buy performance and, and durability in one through one single virtual appliance as you would. >>Yeah. How's the adoption of the products going? I know it was, it was very early when it was announced just a few months ago. So what's the feedback from customers been so far about? >>It's been really positive and actually, you know, the one use case that I want to highlight really most is actually dev ops use cases, right? This, the value add of being able to have the same deployment for that application for a test or dev infrastructure in one cloud versus a production to point them in another cloud has been very exciting for folks. So, you know, when you think about that use case in particular, right? The ability to say, okay, I'm coming up to a major quarterly release or whatever I have for my product, I need to establish a bunch more test environments. I don't necessarily want to have bought that and we're not necessarily talking about, you know, bursting over the wire anymore. Right. We're talking about local, uh, local storage under the same interfaces in the cloud that you choose to spin up all of those test environments. So cases like that are pretty interesting for folks. >>Yeah. I think that's how people have started to realize that it's that operation side of things. It's not even day to day 90 and day 147 where I want to be operating this in the same place in the same way no matter where it is because it just saves me so much heartache and time of not having to re implement differently and I don't have to retrain my resources because it all looks the same. So, uh, yeah, Def does definitely have a big use case migration through verbose. That's another use case that we are seeing a lot of customers interested in and uh, disaster recovery, using it as a disaster recovery. How do you, so you can efficiently store backups on Amazon S three, but how do you do an easy fast restore to actually run your applications there? So with CloudLock store, it is now possible to do that, to do a fast, easy restore. Also a couple of weeks ago actually, we started taking registrations for a beta program for cloud Glocks or for Azure as well. Uh, yup. Customers are going multi-cloud. We are going multi-cloud with them. >>Great. I want to give you both a final word, uh, takeaways for a pure storage participation here at the show. >>I think the biggest thing that I, that I want people to understand, and I actually gave this talk at the cloud native storage day on day zero is that cloud native storage is an approach to storage. There's not a location for storage. And I think pure storage that really defines to me the way we're going about this, we're trying to be cloud native storage wherever you need it. So that's, that's really the takeaway I'd like people to have about pure >>and cute and storage for Cuban. It is, doesn't have to be hard. We are here all day today as well. So, um, I mean this is a challenge the industry seeing today and uh, we have a solution to solve that for you. >>All right, well that's a, that's a bold statement, uh, to help end us as Shilpi. Anthony, thank you so much for joining us for Justin Warren. I'm Stu Miniman back with more coverage here from cube con cloud native con 2019 stay classy, San Diego. And thanks for watching the queue.

>> from Cambridge, Massachusetts. It's the Cube covering M I T. Chief data officer and information quality Symposium 2019. Brought to you by Silicon Angle Media. >> Welcome back to M I. T. Everybody. This is the Cube. The leader in live coverage. My name is David wanted. I'm here with my co host, Paul Gill, in this day to coverage of the M I t cdo I Q conference. A lot of acronym stands for M I. T. Of course, the great institution. But Chief Data officer information quality event is his 13th annual event. Lars to Maria's here is the managing partner of Brass Rat Capital. Cool name Lars. Welcome to the Cube. Great. Very much. Glad I start with a name brass around Capitol was That's >> rat is reference to the M I t school. Okay, Beaver? Well, he is, but the students call it a brass rat, and I'm third generation M i t. So it's just seen absolutely appropriate. That is a brass rods and capital is not a reference to money, but is actually referenced to the intellectual capital. They if you have five or six brass rats in the same company, you know, we Sometimes engineers arrive and they could do some things. >> And it Boy, if you put in some data data capital in there, you really explosions. We cause a few problems. So we're gonna talk about some new regulations that are coming down. New legislation that's coming down that you exposed me to yesterday, which is gonna have downstream implications. You get ahead of this stuff and understand it. You can really first of all, prepare, make sure you're in compliance, but then potentially take advantage for your business. So explain to us this notion of open government act. >> Um, in the last five years, six years or so, there's been an effort going on to increase the transparency across all levels of government. Okay, State, local and federal government. The first of federal government laws was called the the Open Data Act of 2014 and that was an act. They was acted unanimously by Congress and signed by Obama. They was taking the departments of the various agencies of the United States government and trying to roll up all the expenses into one kind of expense. This is where we spent our money and who got the money and doing that. That's what they were trying to do. >> Big picture type of thing. >> Yeah, big picture type thing. But unfortunately, it didn't work, okay? Because they forgot to include this odd word called mentalities. So the same departments meant the same thing. Data problem. They have a really big data problem. They still have it. So they're to G et o reports out criticizing how was done, and the government's gonna try and correct it. Then in earlier this year, there was another open government date act which said in it was signed by Trump. Now, this time you had, like, maybe 25 negative votes, but essentially otherwise passed Congress completely. I was called the Open as all capital O >> P E >> n Government Data act. Okay, and that's not been implemented yet. But there's live talking around this conference today in various Chief date officers are talking about this requirement that every single non intelligence defense, you know, vital protection of the people type stuff all the like, um, interior, treasury, transportation, those type of systems. If you produce a report these days, which is machine, I mean human readable. You must now in two years or three years. I forget the exact invitation date. Have it also be machine readable. Now, some people think machine riddle mil means like pdf formats, but no, >> In fact, what the government did is it >> said it must be machine readable. So you must be able to get into the reports, and you have to be able to extract out the information and attach it to the tree of knowledge. Okay, so we're all of sudden having context like they're currently machine readable, Quote unquote, easy reports. But you can get into those SEC reports. You pull out the net net income information and says its net income, but you don't know what it attaches to on the tree of knowledge. So, um, we are helping the government in some sense able, machine readable type reporting that weaken, do machine to machine without people being involved. >> Would you say the tree of knowledge You're talking about the constant >> man tick semantic tree of knowledge so that, you know, we all come from one concept like the human is example of a living thing living beast, a living Beeston example Living thing. So it also goes back, and they're serving as you get farther and farther out the tree, there's more distance or semantic distance, but you can attach it back to concept so you can attach context to the various data. Is this essentially metadata? That's what people call it. But if I would go over see sale here at M I t, they would turn around. They call it the Tree of Knowledge or semantic data. Okay, it's referred to his semantic dated, So you are passing not only the data itself, but the context that >> goes along with the data. Okay, how does this relate to the financial transparency? >> Well, Financial Transparency Act was introduced by representative Issa, who's a Republican out of California. He's run the government Affairs Committee in the House. He retired from Congress this past November, but in 2017 he introduced what's got referred to his H R 15 30 Um, and the 15 30 is going to dramatically change the way, um, financial regulators work in the United States. Um, it is about it was about to be introduced two weeks ago when the labor of digital currency stuff came up. So it's been delayed a little bit because they're trying to add some of the digital currency legislation to that law. >> A front run that Well, >> I don't know exactly what the remember soul coming out of Maxine Waters Committee. So the staff is working on a bunch of different things at once. But, um, we own g was asked to consult with them on looking at the 15 30 act and saying, How would we improve quote unquote, given our technical, you know, not doing policy. We just don't have the technical aspects of the act. How would we want to see it improved? So one of the things we have advised is that for the first time in the United States codes history, they're gonna include interesting term called ontology. You know what intelligence? Well, everyone gets scared by the word. And when I read run into people, they say, Are you a doctor? I said, no, no, no. I'm just a date. A guy. Um, but an intolerant tea is like a taxonomy, but it had order has important, and an ontology allows you to do it is ah, kinda, you know, giving some context of linking something to something else. And so you're able Thio give Maur information with an intolerant that you're able to you with a tax on it. >> Okay, so it's a taxonomy on steroids? >> Yes, exactly what? More flexible, >> Yes, but it's critically important for artificial intelligence machine warning because if I can give them until ology of sort of how it goes up and down the semantics, I can turn around, do a I and machine learning problems on the >> order of 100 >> 1000 even 10,000 times faster. And it has context. It has contacts in just having a little bit of context speeds up these problems so dramatically so and it is that what enables the machine to machine? New notion? No, the machine to machine is coming in with son called SP R M just standard business report model. It's a OMG sophistication of way of allowing the computers or machines, as we call them these days to get into a standard business report. Okay, so let's say you're ah drug company. You have thio certify you >> drugged you manufactured in India, get United States safely. Okay, you have various >> reporting requirements on the way. You've got to give extra easy the FDA et cetera that will always be a standard format. The SEC has a different format. FERC has a different format. Okay, so what s p r m does it allows it to describe in an intolerant he what's in the report? And then it also allows one to attach an ontology to the cells in the report. So if you like at a sec 10 Q 10 k report, you can attach a US gap taxonomy or ontology to it and say, OK, net income annual. That's part of the income statement. You should never see that in a balance sheet type item. You know his example? Okay. Or you can for the first time by having that context you can say are solid problem, which suggested that you can file these machine readable reports that air wrong. So they believe or not, There were about 50 cases in the last 10 years where SEC reports have been filed where the assets don't equal total liabilities, plus cheryl equity, you know, just they didn't add >> up. So this to, >> you know, to entry accounting doesn't work. >> Okay, so so you could have the machines go and check scale. Hey, we got a problem We've >> got a problem here, and you don't have to get humans evolved. So we're gonna, um uh, Holland in Australia or two leaders ahead of the United States. In this area, they seem dramatic pickups. I mean, Holland's reporting something on the order of 90%. Pick up Australia's reporting 60% pickup. >> We say pick up. You're talking about pickup of errors. No efficiency, productivity, productivity. Okay, >> you're taking people out of the whole cycle. It's dramatic. >> Okay, now what's the OMG is rolling on the hoof. Explain the OMG >> Object Management Group. I'm not speaking on behalf of them. It's a membership run organization. You remember? I am a >> member of cold. >> I'm a khalid of it. But I don't represent omg. It's the membership has to collectively vote that this is what we think. Okay, so I can't speak on them, right? I have a pretty significant role with them. I run on behalf of OMG something called the Federated Enterprise Risk Management Group. That's the group which is focusing on risk management for large entities like the federal government's Veterans Affairs or Department offense upstairs. I think talking right now is the Chief date Officer for transportation. OK, that's a large organization, which they, they're instructed by own be at the, um, chief financial officer level. The one number one thing to do for the government is to get an effective enterprise worst management model going in the government agencies. And so they come to own G let just like NIST or just like DARPA does from the defense or intelligence side, saying we need to have standards in this area. So not only can we talk thio you effectively, but we can talk with our industry partners effectively on space. Programs are on retail, on medical programs, on finance programs, and so they're at OMG. There are two significant financial programs, or Sanders, that exist once called figgy financial instrument global identifier, which is a way of identifying a swap. Its way of identifying a security does not have to be used for a que ce it, but a worldwide. You can identify that you know, IBM stock did trade in Tokyo, so it's a different identifier has different, you know, the liberals against the one trading New York. Okay, so those air called figgy identifiers them. There are attributes associated with that security or that beast the being identified, which is generally comes out of 50 which is the financial industry business ontology. So you know, it says for a corporate bond, it has coupon maturity, semi annual payment, bullets. You know, it is an example. So that gives you all the information that you would need to go through to the calculation, assuming you could have a calculation routine to do it, then you need thio. Then turn around and set up your well. Call your environment. You know where Ford Yield Curves are with mortgage backed securities or any portable call. Will bond sort of probabilistic lee run their numbers many times and come up with effective duration? Um, And then you do your Vader's analytics. No aggregating the portfolio and looking at Shortfalls versus your funding. Or however you're doing risk management and then finally do reporting, which is where the standardized business reporting model comes in. So that kind of the five parts of doing a full enterprise risk model and Alex So what >> does >> this mean for first? Well, who does his impact on? What does it mean for organizations? >> Well, it's gonna change the world for basically everyone because it's like doing a clue ends of a software upgrade. Conversion one's version two point. Oh, and you know how software upgrades Everyone hates and it hurts because everyone's gonna have to now start using the same standard ontology. And, of course, that Sarah Ontology No one completely agrees with the regulators have agreed to it. The and the ultimate controlling authority in this thing is going to be F sock, which is the Dodd frank mandated response to not ever having another chart. So the secretary of Treasury heads it. It's Ah, I forget it's the, uh, federal systemic oversight committee or something like that. All eight regulators report into it. And, oh, if our stands is being the adviser Teff sock for all the analytics, what these laws were doing, you're getting over farm or more power to turn around and look at how we're going to find data across the three so we can come up consistent analytics and we can therefore hopefully take one day. Like Goldman, Sachs is pre payment model on mortgages. Apply it to Citibank Portfolio so we can look at consistency of analytics as well. It is only apply to regulated businesses. It's gonna apply to regulated financial businesses. Okay, so it's gonna capture all your mutual funds, is gonna capture all your investment adviser is gonna catch her. Most of your insurance companies through the medical air side, it's gonna capture all your commercial banks is gonna capture most of you community banks. Okay, Not all of them, because some of they're so small, they're not regularly on a federal basis. The one regulator which is being skipped at this point, is the National Association Insurance Commissioners. But they're apparently coming along as well. Independent federal legislation. Remember, they're regulated on the state level, not regularly on the federal level. But they've kind of realized where the ball's going and, >> well, let's make life better or simply more complex. >> It's going to make life horrible at first, but we're gonna take out incredible efficiency gains, probably after the first time you get it done. Okay, is gonna be the problem of getting it done to everyone agreeing. We use the same definitions >> of the same data. Who gets the efficiency gains? The regulators, The companies are both >> all everyone. Can you imagine that? You know Ah, Goldman Sachs earnings report comes out. You're an analyst. Looking at How do I know what Goldman? Good or bad? You have your own equity model. You just give the model to the semantic worksheet and all turn around. Say, Oh, those numbers are all good. This is what expected. Did it? Did it? Didn't you? Haven't. You could do that. There are examples of companies here in the United States where they used to have, um, competitive analysis. Okay. They would be taking somewhere on the order of 600 to 7. How 100 man hours to do the competitive analysis by having an available electronically, they cut those 600 hours down to five to do a competitive analysis. Okay, that's an example of the type of productivity you're gonna see both on the investment side when you're doing analysis, but also on the regulatory site. Can you now imagine you get a regulatory reports say, Oh, there's they're out of their way out of whack. I can tell you this fraud going on here because their numbers are too much in X y z. You know, you had to fudge numbers today, >> and so the securities analyst can spend Mme. Or his or her time looking forward, doing forecasts exactly analysis than having a look back and reconcile all this >> right? And you know, you hear it through this conference, for instance, something like 80 to 85% of the time of analysts to spend getting the data ready. >> You hear the same thing with data scientists, >> right? And so it's extent that we can helped define the data. We're going thio speed things up dramatically. But then what's really instinct to me, being an M I t engineer is that we have great possibilities. An A I I mean, really great possibilities. Right now, most of the A miles or pattern matching like you know, this idea using face shield technology that's just really doing patterns. You can do wonderful predictive analytics of a I and but we just need to give ah lot of the a m a. I am a I models the contact so they can run more quickly. OK, so we're going to see a world which is gonna found funny, But we're going to see a world. We talk about semantic analytics. Okay. Semantic analytics means I'm getting all the inputs for the analysis with context to each one of the variables. And when I and what comes out of it will be a variable results. But you also have semantics with it. So one in the future not too distant future. Where are we? We're in some of the national labs. Where are you doing it? You're doing pipelines of one model goes to next model goes the next mile. On it goes Next model. So you're gonna software pipelines, Believe or not, you get them running out of an Excel spreadsheet. You know, our modern Enhanced Excel spreadsheet, and that's where the future is gonna be. So you really? If you're gonna be really good in this business, you're gonna have to be able to use your brain. You have to understand what data means You're going to figure out what your modeling really means. What happens if we were, You know, normally for a lot of the stuff we do bell curves. Okay, well, that doesn't have to be the only distribution you could do fat tail. So if you did fat tail descriptions that a bell curve gets you much different results. Now, which one's better? I don't know, but, you know, and just using example >> to another cut in the data. So our view now talk about more about the tech behind this. He's mentioned a I What about math? Machine learning? Deep learning. Yeah, that's a color to that. >> Well, the tech behind it is, believe or not, some relatively old tech. There is a technology called rd F, which is kind of turned around for a long time. It's a science kind of, ah, machine learning, not machine wearing. I'm sorry. Machine code type. Fairly simplistic definitions. Lots of angle brackets and all this stuff there is a higher level. That was your distracted, I think put into standard in, like, 2000 for 2005. Called out. Well, two point. Oh, and it does a lot at a higher level. The same stuff that already f does. Okay, you could also create, um, believer, not your own special ways of a communicating and ontology just using XML. Okay, So, uh, x b r l is an enhanced version of XML, okay? And so some of these older technologies, quote unquote old 20 years old, are essentially gonna be driving a lot of this stuff. So you know you know Corbett, right? Corba? Is that what a maid omg you know, on the communication and press thing, do you realize that basically every single device in the world has a corpus standard at okay? Yeah, omg Standard isn't all your smartphones and all your computers. And and that's how they communicate. It turns out that a lot of this old stuff quote unquote, is so rigidly well defined. Well done that you can build modern stuff that takes us to the Mars based on these old standards. >> All right, we got to go. But I gotta give you the award for the most acronyms >> HR 15 30 fi G o m g s b r >> m fsoc tarp. Oh, fr already halfway. We knew that Owl XML ex brl corba, Which of course >> I do. But that's well done. Like thanks so much for coming. Everyone tried to have you. All right, keep it right there, everybody, We'll be back with our next guest from M i t cdo I Q right after this short, brief short message. Thank you

>> [Introduction Narrator] Live from Washington, D.C., it's theCUBE, covering AWS Public Sector Summit brought to you by Amazon Web Services. >> Welcome back everyone, to theCUBE's live coverage of the AWS Public Sector Summit here in Washington D.C. I'm your host, Rebecca Knight, along with my co-host, John Furrier. We are welcoming to the program Shannon Kellogg. He is the V.P. Public Policy Americas at AWS. Thanks so much for coming on the show. >> Thanks for having me. It's great to be back on theCUBE. >> Yes, I know. A CUBE veteran. >> Yeah, I feel like a CUBE alumni at this point. >> You are indeed, Shannon. >> Well, this is your show, I mean this is a policies front and center, here at AWS. You got Andy Jassy's Fireside Chat. >> Indeed. >> Kind of his first foray into revealing some of his political thoughts and his mission around what Amazon could do to change it. Pretty interesting time. >> Yeah, it was. I thought it was a really interesting Fireside Chat today with Andy and Teresa. You know, Andy talked about, of course, a lot of what's going on at AWS and some of the big picture challenges that our country faces, so it was great to hear him. >> Well, so that's what I want to get into right now, is that we are having this Summit with the backdrop of an emerging tech backlash, where not only are the regulators sharpening their focus on big tech, and a lot of political candidates saying they we want to break up these companies, the public becoming increasingly wary of big tech's power over us. Give us a little bit of a peek into your mindset and how AWS is thinking about all of these issues. >> Sure, well so I've been at Amazon for about seven years, and so I've seen the growth and evolution of the company firsthand. I've focused during that time frame mostly on working with our Amazon web services business, or AWS, which of course is all around us today. And you know we really, when I started working seven years ago here in Washington, D.C., a lot of people didn't even understand what cloud computing was. I remember one of my first conversations was going into a very senior policy maker on the Hill, and explaining to him what cloud was, and it was very hard to kind of understand during those days this transformation that had already begun if you're a policy maker. And there were a lot of questions back then around security and sort of how the cloud computing would fit within the security discussion. And there was even during that time frame a lot of national discussions around cyber security. And now that conversation has completely changed. More people know what cloud computing is, and now policy makers more and more are seeing cloud computing as part of the answer to help organizations and even governments strengthen their cyber security posture. And Andy talked a little bit about that today at the Fireside Chat. So the conversation has changed in areas like that, even though there are these broader, macro conversations going on as well. >> Well, Shannon, I want to get your thoughts, because you have a history in public policy and policy with tech, which is good. More than ever now, one of the things that we heard from Andy was the acceleration of change happening now. The ability to solve big problems now. New kinds of conversations and approaches are being invented to existing ways. So I got to ask you the question of how policy's modernizing with this modernization cloud trend and where it's remaining the same, so in some cases, the game is still the same, just kind of same wine, new bottle kind of thing, or is there areas that got to be changed. So, for instance, is there an approach that can still be evergreen today that's historically been working for government and private enterprises over the years, and where is it different where it needs to really change. >> Yeah. >> You've got to tease us and walk us through where that policy game is evolving to. >> Well when I started Amazon seven years ago, and started having conversations with customers and policy makers, like I was saying, there were still a lot of people even at the agency level who were experimenting very early on with cloud, and trying to figure out how they were going to use commercial cloud computing, right? And I would classify them as first movers. And so the conversation with them back then was really understanding what they were trying to do by moving a few applications to cloud. What kind of services they were trying to offer and new innovations that they were trying to offer. And so, the policy work that we did around that was much different than what we're doing today, because now you have so many organizations that are moving to cloud and you see this big push, not just in the U.S. but around the world toward IT modernization as an example. And if you're going to modernize your systems within government, then you actually ultimately have to do many different kinds of policy changes, unlike seven or eight years ago, right? And some of those include modernizing or updating your procurement policies and acquisition policies. Some of those include how you're budgeting and funding those initiatives, because there's a shift from capital expenditure into operational expenditure. Some of those policy conversations also involve updating your cyber security policies and your data protection policies. And so all of that is happening today, and we're seeing the federal government, Congress here wanting- >> Net new changes. Net new changes. >> Yeah, net new changes, and adapting, those policies and frameworks to how organizations are moving faster and faster to commercial cloud. >> Inside the policy beltway and even Silicon Valley, you've seen a lot of things that has worked and hasn't worked in the past. What do you think works for policy? If you look back histories, we've seen in the short history of technology and computer industries it's not that old, it's still young. We still have the internet, rise of the web, mobile computing, obviously spectrum and all these connectivity issues. What has worked that you think is relevant today that we should double down on and what should be taken away and reinvented? >> Well first of all, I think it's really important for, not just our company, and me as a leader at Amazon on public policy, but quite frankly, the entire industry, all of my peers, we all need to listen to what customers are trying to do to achieve their missions. And so when you think about whether it's NASA and the new initiatives that they have, to not only go back to the moon, but beyond to Mars, or you talk to health and human services or the Veterans Administration or some of our National Security agencies, they all have really, really important missions, so understanding what they are and how you can be supportive is very important. >> Well I mean, but there's all, I get that, that the customer's always right, listen to the customer, that's Andy's line, Amazon's line. But there's some potentially conflicting things, I'll just throw an example out there. Open government, open data creates more observability of data, hence more creativity, that's a theme that's getting a lot of traction in circles. And then customers want security and privacy. >> Right, so lots of unintended consequences to make all that. >> So as this new ground for a real, first-generational problem needs to be solved, you can't just pick one old way. Like you open it up, you're going to expose the data. >> Right. But I'm glad you mentioned open data, because it's actually one of the areas over the last few years that we've actually gotten some really important things done. There was federal legislation here in the U.S. that passed just, I think it was about 18 months ago, the first open data, comprehensive open data legislation. And we're seeing also other governments internationally kind of move in this direction as well. And I was part of those conversations, and other colleagues in my company were part of those conversations, took a lot of education. And took a lot of outreach to policy makers to get them to understand the benefits of open data and how technology could enable those benefits, which by the way, include getting more data sets so people can actually innovate on those data sets and build new businesses, which is a benefit and so- >> Keith Alexander's business, for instance, is all about visibility into threats, as one example. >> Right. But back to your question, what I found that was very helpful to policy makers is to give them a very baseline explanation of what open data was and how technology like cloud computing was enabling more access to that data or protections would need to be in place, but also how organizations and individuals and entrepreneurs were going to use that data, so having that conversation and educating. And I would say, John, that's sort of the new way of lobbying, the new conversations is to actually go in and try to understand, not only what's on a customer's mind, but what is on a policy maker's mind in terms of what do they really care about, and what are they trying to do to support whatever mission or to support whatever big initiative that matters to their district. >> So education is really the blocking and tackling tenet. You keep on pounding the education. Doing things in the open is interesting. You mentioned open data. We're in a world now in digital where everything's out in the open. You can't hide in the shadows. And so I wrote a story about Jedi, which through my sources, I essentially was referring to Oracle having this smear campaign against Amazon, which was supported by many sources. No one wanted to go on the record, so no other journalists reported it. But this is happening out in the open. These are old tactics of lobbying. >> They're old tactics, yeah. >> There's a sea change going on where open, turning the lights on, is more reality for policy lobbyists than ever before. Can you comment on your reaction to that? >> Sure. All anyone has to do, to look at some of the tactics that are being used by companies like Oracle, and we generally look at them as the legacy players, the legacy IT companies that are trying to protect their particular business model and their margins and the way that they're doing business, versus doing what I said earlier, which was listen to your customers, listen where they want to go, and try to align to that, right? Oracle is doing the exact opposite. It doesn't appear that they are listening to their customers at all. But putting Oracle aside as the only company doing this, there are other companies that are doing it as well, and if you look at the history of lobbying over the last 20 years, and you look at companies like Oracle or IBM, some of those players, they have done these kind of things previously, right? I mean, look at the original anti-trust case against Microsoft, or look at what Oracle was doing with Google and the EU on Fair Search. I mean, these are the same old tactics that these companies have used again and again and again, >> Beck and I were talking with the general Keith Alexander on this one point, where misinformation is so elevated now, and with machine learning and AI and openness, you can't do that anymore. There's no place to hide, so the transparency become a big part of processes. >> Right. >> Your reaction to how that's going to change, how policy is shaped, the participants and the actors involved, and potentially accelerated outcomes. Your thoughts on that. >> In terms of what the Department of Defense is trying to do, I think there's been a lot of transparency in that process, and there's been a lot of media coverage and light shown on what's going on there, so I don't probably need to go into those details. You know, I think it's really important for policy makers to always go out and get several perspectives. There are a lot of organizations out there that like policy makers and our general experience are trying to support the mission of these agencies that are trying to transform. And so if you looked at what the Department of Defense is trying to do or if you looked at what the intelligence community has already undergone several years of transformation with commercial cloud and emerging technologies, these are really important missions that policy makers want to support. >> John Furrier: And public policy- >> And you see that again and again and again. And other organizations. National Security think tanks, third party organizations and associations. They want to support that, too. So I would look to those voices versus listening to some of the same old tired IT legacy voices of the past. >> How do I know which entities are tainted or not tainted, because as someone who's not a big D.C. guy or tech guy, we got in through the cloud, and we're seeing all this stuff that's kind of, you see bad behavior and it's out in the open. Wow, I can't believe they're doing that. So the transparency is good, I get that, but how do I know- >> Transparency and learning from history. Look back and read about some of the tactics that have been used previously. I mean this is reported. >> So is there an organization out there that's like we're a think tank for the greater good of society. How do I know that they're not funded by someone? I mean, is there ways to detect- >> Various >> someone's reputation? Is there a working- >> Well there are organizations that are set up just to basically attack either other companies or another audience, and so those are generally known as astroturfing like organizations. >> I've seen those Google fair search, like they're really not a fair search, they're trying- >> And you can usually, if you look under the hood a little bit, you can usually figure out who those are. Not just those of us in the industry who have seen this playbook used again and again and again, by companies like Oracle and IBM, but also policy makers, if they just go out and talk to people they hear different perspectives, they're going to be able to figure out pretty quickly what is an astroturfing organization. Because they use the same old tactics that they've used for many years. >> I want to pick up on something that Andy Jassy was talking about during his Fireside Chat, and then he's talking about the culture of Amazon, which is the culture that tolerates failure, that allows people to go out and pursue these high-risk ideas which could be career-ending in other organizations. I want to hear what your thoughts are about the public sector, and I know the public sector is vast and not monolithic, but how would you describe the culture that you're seeing, the agencies you're working with, also the state and locals, the educational institutions, what are you seeing? >> Yeah, you bet. Well I think it's actually a really critical point in question, because we're seeing, at really every level of government that we work at, we're seeing people who are trying to be creative and innovate and offer new ways of services to citizens or to other constituencies that they serve, but we're also seeing cultural challenges, where you may have this particular group that is trying to come up with a new way to meet the mission, but then you have this other group over here, and they've always managed the data center, they've always been able to hug their box, their iron box, and see the blinking lights and get close to that, and it's hard sometimes for people who have done something for a certain amount of time in a certain way to necessarily embrace a new way of doing things. >> Rebecca Knight: Change is hard. >> For a couple of reasons. Change is hard, but also sometimes because of the, the fact is, if you look at really any level of government, there are always going to be IT failures, right? And there have been some doozies in the past, here at the federal level, as well as at the state and local level. And I would say consistently we've heard from government leaders who are trying to be first movers who are trying to be transformers, that sometimes they are tepid because of the failures of the past. And so then it gets them to step back and maybe go over to this group and do things the way they've always done them, versus take that risk. And what we need to do as citizens and as in our case, industry, and as a company like Amazon that is so customer-focused, we need to go out there and help them be creative, innovative, and have a voice. And that goes back to John's question about how policy has changed. That's the work I want to do. How do you help people who are really change agents who are trying to do the right thing for their constituents, do the right thing for their citizens, do the right thing for the National Security mission of the United States. Do the right thing for the war fighter who is out there executing the mission of the day. How do you help them achieve their goals and to be able to move forward and transform what they're doing. >> Well you got tail winds with the cloud, Andy pointed it out, we've been talking about it, but I think one thing that's key is, as you guys get the policy gurus together, as you lead the younger generation to shape these new territories, it's a - >> [ Shannon Kellogg] Thank you for calling me younger, John. >> Yeah, you're looking good, by the way. But you've been around the block, you've seen a few waves, and you've seen what works and what doesn't work, and when more than ever, younger majors are going to come in, whether they're from science, or different disciplines are going to be, you have to come and bring that interdisciplinary skill to really solve some of these world problems, I mean Andy's laid out a few. >> That's right. That's right. >> It's a critical... These are opportunities now that can be solved. >> Yeah, and by the way, that trend that you're pointing to is something that we're seeing not just domestically here in the U.S., but internationally. And we're seeing a lot of governments set up some kind of innovation units within government, so they bring in younger generation, but also entrepreneurs, folks that have been out in industry, creating and failing, and creating again and innovating, and bringing them in, and really trying to help them transform their missions. We're seeing that in so many different places now. >> Well, we're going to... you need to keep in touch, and check in on your progress and track the accountability of the industry. We've been really passionate about that, so thanks for sharing your vision and perspective. >> You bet. Thanks for having me on theCUBE again. It's really great to be back and to talk to you as always. >> Rebecca Knight: It's been a pleasure. >> Thank you. >> I'm Rebecca Knight for John Furrier. Stay tuned for more of theCUBE's live coverage of the AWS Public Sector Summit. Stay tuned. (upbeat music)

>> Live, from Las Vegas. It's theCUBE! Covering Dell Technologies World 2019, brought to you by Dell Technologies, and its ecosystem partners. >> Welcome to theCUBE's coverage of Dell Technologies World 2019 from Las Vegas at the Sands Expo Center. I'm Lisa Martin with John Furrier, this is day one of two sets of coverage for three days for theCUBE. There are at least 15,000 people here, we just came from a great keynote, Michael Dell, Pat Gelsinger, Jeff Clarks, Sati Netella was here. John and I are pleased to welcome back to theCUBE one of our guests, we've got Doug Schmitt, president of Dell Technologies Services. Doug, welcome back. >> Well, thank you for having me. >> And you've brought a partner in crime, we have Alex Barretto, Senior Vice President of Dell Technologies Services, Strategic Planning, and Technology. Alex, welcome to theCUBE. >> Thank you, happy to be here. >> So guys, I always love the keynotes. Michael always has- Michael and team always have great energy. Lot of cool announcements, all talking about digital transformation. But Doug, let's start with you, let's talk about the transformation of Dell Technologies Services. Give us an overview of your organization, and what you're doing for Dell Technologies Services. >> Yeah, well thank you for having us back. I know we were here last year talking a little bit about Dell Technologies, and wow, what an opening keynote this morning. And following up on that; look, service is key component, obviously. Helping our customers through their transformation. Our number one priority, it's really simple. It's literally about, for, and helping the customers. Whether it be specifically kind of, three areas: to sport, deployment, and their manning services. And helping them not only keep their data centers to the edge, running correctly. Making sure to help them through their transformations that they're going through, that we talked a lot about this morning. And then, what we do is we support our customers really with 60,000 people globally, about half of those are Dell Badge, the others, we leverage partners in various countries for. Look, it's about getting up every day and making sure everything runs correctly for them. And that's our job. >> Alex, talk about the strategy for services. Because one of the highlights in the keynote was Bank of America talking about how they got where they are today, and they go forward. It's not the same, things are changing, you guys have to change. What's changing in sevices? What's the strategy? Because it's a whole new ballgame. >> Yeah, great question. In fact, technology is- we have to ask ourselves of our own transformation. In fact, Doug and I spend quite a bit of time talking about a technology world map. Really, if you open the aperture of 'What is technology?', it's everything from data science, to our bots, to our software engineers, into the AI, engineers are developing both in-house as well as partnering with others. That is really the essence of what we're doing in services, and you see customers like Bank of America really adopting that. Because it's helpful in the value that customers get out of our technology. >> And the data was also important, they mentioned data. How are you guys using data in services? I'm sure you must be data-driven. I mean, the mandate up from high, Michael's like, "It's a data-driven world, it's clear as day." >> Absolutely, data is essential. In fact, if you look at the amount of data that's out there, and the growth of the data, it's just phenomenal. But the way I actually like to talk about data is the insights we get from data, right? Data is interesting, but the value that you get from data comes from the insights. So, we actually spent a lot of time developing models, and that's why we use a lot of data scientists, a lot of software engineers. Again, to develop models to generate value from the data. That value is what customers are looking for, and what we're focused on. >> In terms of value, one of the things that was also talked about this morning in the keynote is people and the workforce being massively distributed for any kind of business. 81% of the average worker, is outside of the traditional office, with over half of these people, I'm one of them, working in at least three different places every week. You've got customers that are highly distributed, as is your workforce. What can you talk to us, Alex, about the unified workspace announced on stage this morning? >> Fantastic new offering that we have, obviously you heard from Jeff onstage talking about that. And if you look at that, there are a couple elements that are interesting to me. First, you see all the pieces of Dell Technologies coming together to create greater value for the customer, and if you look at the value that's generated there, to your point, wherever you are as a customer, you're able to access your specific information, whatever the device. And so, if you think about your whole experience, device independent, as well as from a software standpoint, we can offer all in one. >> How, how is-- Sorry Doug, how is service integral to this, you know? >> Well that's-- yeah. What that's really about is so, you have workspace one, coming from VM, great offer and product. And then you have our services, which would be pro-deploy, are pro-support and in some cases, even the manning services, coming together with that to provide a wrapper around that. So, customers have that end-to-end experience with unified workspace, getting those four great service offerings together. Which really then brings it all together for the customer. So they have to do very little, quite frankly, to make that happen. >> One of the comments from Sati Netella was the whole new renaissance of IT needs infrastructure. You see the VX rail being bundled into data centers and service, the demo of the VM-ware cloud, where the just deploy a data center to the edge. I mean, this is just completely game-changing. How is that changing how you guys do the services? Because you guys, it was self-healing. There was a lot of stuff in the dashboard-- no one was deployed, it was all being done with software. How is this changing your mix of business, personnel, economics? >> Great question. You know, we talk about how we're helping customers transform Dell Technologies, well look, services is going through its own transformation as well. And I think that's what you're bringing up. And really, there's four pivots around that transformation we see inside of services that we have to do to stay up and make sure that we're cutting-edge for our customers. The first is around technology, Alex talked a little bit about that. But really, what that's about is the telemetry to help our customers. Data insights, it's not just the data. The second is around our systems that we're putting in place to leverage all that telemetry. You know, we're basically building a whole new CRM, bringing everything together. Our field capabilities, in terms of systems we're building out as well. So a massive transformation on the infrastructure inside just running this to support really. It's a $150 million install base. >> Can you share just stats or data on what's the most popular services you're deploying? And which ones are trending? Like, which ones are kind of, people kicking the tires on? Obviously, you've got the grooves swing on some of your key products. What's the hottest, services/products that you have? >> Well look, our Pro Support Plus is a very hot product for us, it literally provides end-to-end support for our customers, provides what we call a technical account manager, or service account manager with it. It gives you the insights then to really go help you. So it's not then about break/fix anymore. What it's about is proactive, predictive service, and then actually using that to go to the customer and say, "Hey, you know what? "Here's what we're seeing, here's how you can improve "your environment, not only prevent issues from happening, "but what are we doing to actually improve, "and carry that environment forward." And our customers love that. >> Any up and coming, trending products, services you see? Obviously, I can see yeah, there's probably going to be some new services there, but what are going to be the hot new techniques? >> I think seeing the same spot in ProManage which you'll see us carry forward here, and carrying it into the managing service is how do we continue to provide more of that end-to-end? Really, what you're seeing is a convergence of deployment, support, and managing service all really coming together. Our customers are really looking for more and more of that one-stop shop, but one offer across the board. So that's what we're seeing. >> But just to add to that, if you our ProSupport Suite, we have SupportAssist, which is our technology behind ProSupport. And the insights that we're generating; we have 55 million devices connected now. So you look at the connectivity, and the value customers are getting out of that, it's amazing. 20 Terabytes of data per day generated out of those devices. It's a lot of information coming in, customers see the value, they connect more, and again, back to your loop that you're talking about the data. >> Well, the security visibility too, just looking at the data, with all those devices now with Windows, and all the new multiple vendors. I mean, you've got all that data. >> That's right. But I think it's the insights, you know, we keep talking about that. Those insights are really helping us leverage that for the customer so they can see in front of them, and I think what we always say internally is "Look, customers aren't looking for a rear-view mirror. "They're looking through the windshield." The more we can use that insight, to help them see when and where they need to get through for their own transformation, is what it's all about. >> And talk to us about how both of you-- Doug, we'll start with you, how have customers been sort of symbiotic to the digital transformation of services in terms of knowing, "We've got to get predictive"? How are they helping you to evolve what you're delivering so that ultimately, services is part of this technology differentiation and product front that Dell Technologies has? >> Yeah, well, you know the history of Dell Technologies is really the core of our foundation. Culturally, for all 140,000 of us, is listening to the customer. And I think that culture has allowed us to adapt and stay close to not only what the customers are telling us, using the insights we're getting back, but knowing where the customers want to head. And it truly is a one-on-one listening to the customers, listening to where their issues are at, then using this technology and their solutions to solve their problems they're bringing up. But I got to tell you, there's not a big hammer that just- one answer for that. Literally, it's how are we helping consumers? How are we helping small, medium, business? Large? All of them have a variation of what's the same, and all of them have a variation of difference as well. >> Alex, how about strategy for a minute, the strategic landscape, how has Dell Technologies Services changed with the vendor landscape? Now you've got multiple vendors, it turns into multiple clouds, multiple clouds with open source software. You've got all kinds of new things emerging. How do you stay on top of it, what's the strategy, what's the long game look like for you guys? >> If I were to summarize in a nutshell, it's software. We're investing quite a bit in software, whether that is within our predictive capabilites, but as well as in deployment services, and Doug alluded to ProManage. So software is a pivotal, key component. So this is how we are approaching from a services standpoint. Whether you talk support, deploy, or manage services, the umbrella around that is really our capability to do the software component. So that's where we are placing our bets, we think that's where the future is. Whether it's SupportAssist, or our ProManager offering. It's all the backbone based on software development. >> And where is, we talked a lot about digital transformation and services, but the people, the people being essential to, we need the technology to do our jobs in any industry. What about skill, upleveling skills? It's great to have all the technology, but we need to have people to be trained, certified, professionals to be able to maximize the value of the services. Doug, go ahead and start, and then Alex, maybe from a strategic perspective, where is that people, cultural part of the services? >> Well, look it's huge. I don't think it's just for services, I hear our customers talk about it as well. And as Alex just mentioned, that software is driving more and more of it. You know, we use a lot of different acronyms and titles to kind of describe it, Digital Transformation, AI, BI. I mean there's all of this, but it is is all summarized in Digital Transformation. And the impact it has on our team members is vast. So look, open communication, yes, it is changing the way we do business, and quite frankly the world's doing business, the simple tasks are getting more and more automated through these insights, and they're going away. Making it easier for our customers means you're not getting as many break/fix calls, you're not getting these transactions. But what we're doing at the same time is we're upscaling the team, telling them where we need to be in the future, helping them with those skillsets, reset. The interesting thing is our team members are seeing the value of it, their jobs actually become more enriched because you're doing higher value things for our customers. But there is a transformation going on and-- >> And Doug, there's cultural changes as well, as we think about how we measure the business, some of the metrics that we look at, legacy metrics versus new metrics, they are different now. How we think about people development is different. So, I think it's a great question, 'cause the actual talent transformation, it's huge. There's short-term impact, and long-term impact. And if you don't plan that right, obviously you can't execute a strategy. >> How should your customers start rethinking about how they're leveraging the services? Because with unified workspace, data center as a service, and now multi-cloud, architecture is really important. Where the data sits, using real-time data you mentioned in software and data, so as they think about now, looking at not resetting, but taking services for their advantage. 'Cause they look at services, they want to be in the right position. It seems like architectures are more important now. Multi-cloud architecture. So, more technical people involved, the roles are changing. What should customers, how should they expect to be thinking about that? >> It's another great question. Well look, I'll let Alex follow up with his thoughts on this one. But I think this is really about us, the customers have to look as a true partnership. What we're really there trying to help them with every single day, is we talk about keeping the solutions in the system running to what they need, what they wanted. But we can also help by helping their staff free up time through the services we have, so they can stay focused on their transformation and provide the value that their teams and customers are looking for. That's really how we see that. So in other words, go into them and say, "Hey look, "we can take some of these tasks off, whether it be the deployment, unified workspace we talked about, you know, that was announced today. These are all about not only providing better technology for their team members and their customers, but then leveraging their time then to go spend it on their transformation. That's really it, quite frankly, simply put. >> Yeah, I would say it depends. Customers want to do a variety of things, so it depends on their business outcomes. So, at the end of the day, I would say, as you look at Dell Technologies, we have all the Lego blocks. You tell us what you're trying to achieve from a business standpoint, and we have the Lego blocks to make it happen. I think we're in a unique position to be able to deliver that valuable proposition to customers. So it's not a one size fits all. >> More data, more workloads, I've heard the term workload mentioned so many times in all my CUBE interviews, we all talk about workloads, but now with IOT and Edge, you're going to see a proliferation of more workloads, some small, some massive, and managing that workload is a huge challenge for organizations. This comes up as the number one issue. How does services play into that, how do you guys make that easier, and I love the operating model of simplicity, but when you guys take that realization into services, what do you guys bake out of that? What comes out of that? >> Yeah, I would say two things. First, the reason that workloads exists is that it's important for the business. So it's got to be up at times, it's got to be 100 percent. It's got to be up and running. We make sure that that happens. Second, if you look at the workloads, they're actually running critical pieces of the business. So we actually assure that we are providing additional value, beyond actually just running infrastructure, actually keeping value and how you should optimize that infrastructure so you can do more with less. >> Can you give, is there an example of a customer? John mentioned B of A was highlighted this morning, Draper was as well, I think some of the Trailblazer Winners were right before we started. A customer that comes to mind that really demonstrates the value that they're getting from Dell Technologies' suite of services? >> Well, look, I think there's a lot of those. But going back to maybe, we talked about the customers today in the keynote speeches that were happening. But look, there's a lot of small and medium businesses that are one, trying to stay with and ahead of technology. Lots of cases actually farther ahead in their transformation. I think I know of one that I recently had a conversation with, a doctor's office had four or five offices in a town here in the US. And they're staying ahead of that. They want us to "Look, we want to buy things that have "easy deployment, easy install/run. We also need you "to come in and help us tell us how to access "and leverage the technology we have better." Running it easier, staying ahead of that digital transformation, and providing really, their virtual CIO, with a technical account manager pulling all that together. You know, all from the storage, their server, their client products coming together; they don't view it as-- the customer's not coming to us and talking to us about individual products. It's not the discussion. What they're saying is "We need to purchase this, "we know we need this solution, we need to have you guys "come and pull it all together, we're looking "for our people to take care of the patients, "get the information that needs to the government, "and get paid, that's it. "And we need you to help us pull all that together." And we're doing that. >> Doug, my final question for you. Michael Dell always talks about this, within the hallway conversations, or on theCUBE. He says, "The best way to create valuable teams is to attract and retain the best talent." How are you guys attracting and retaining the talent, because the workforces are changing, the technology's changing. What are some of the hard problems? Because people love to solve hard problems. What's the pitch for people out there watching, that might want to work in the services group? What's the environment like? How do you attract great people? What kind of problems do they work on? Give a little taste. >> Well, first of all, you know, you have to love and want to take care of our customers, that's really exciting to me, and I know to the other 60,000 team members. That's why we get up for every day. There's an energy that comes from that. I mean, you're getting up and helping our customers whether they're hospitals, small, medium businesses, or consumers. Really being productive in their lives, whatever it may be. So there's an energy that comes from that, I think a lot of people enjoy doing that. It can't be more exciting than that, right? Second of all, career. Just so many aspects to this. You think about digital future technology, we have everything from being able to go out in the field and help our customers to remote, there's just so many different opportunities. And then we also have our employee resource group. So even participating beyond just work, we have the ability to join all of our different resources groups, whether it be Pride, or Veterans, or whatever they may be. People like and see value to just coming into work, but being able to take their passions that they have on the outside and bring it in as well. >> Real citizenship opportunities to bring and contribute back. >> Exactly right, giving back to our communities. very strong, very strong. You know I get an immense amount of pride in the things that I want to contribute to outside of work, and seeing and getting empowered by Dell to do those things. And then constant learning, constant, constant learning. >> I would also hint at a bit of competitive imagination. (Laughing) If you heard any barking during our interviews, speaking of things to do outside of work, we're next to Michael's Angel Paws, which is near and dear to Michael Dell's heart. That's the service dogs that are actually here for all of us to get our dog fixes on. So Doug, Alex, thank you so much for explaining to us the momentum, the excitement behind the digital transformation of Dell Technologies Services. >> Thank you for having us. >> Our pleasure. >> Thank you. For John Furrier, I'm Lisa Martin, you're watching theCUBE Live at Dell Technologies World 2019. This is day one of two sets of CUBE coverage. Stick around, our next guest will join us shortly.

>> Live from Bellevue, Washington, it's theCUBE, covering Smartsheet ENGAGE'18. Brought to you by Smartsheet. >> Welcome back to theCUBE's continuing coverage of Smartsheet ENGAGE 2018. I am Lisa Martin, sitting here in Bellevue, Washington with a couple of Smart Sheeters. Next to me is Ben Canning, the VP of Product Management. >> Hey Ben. >> Hey. >> And Ignacio Martinez, the VP of Security, Risk and Compliance. Guys, thank you so much for carving out time in a very packed event agenda to come and chat with us on theCUBE. >> Happy to be here. >> Happy to be here. >> So, this is a really interesting event, couple of things that really stood out to me, this morning in the key note, as I was telling you, we cover a lot of events here on theCUBE, of all sizes, and it was really interesting how your CEO Mark Mader, who was on the program earlier this morning, went out into the audience and talked about ENGAGED in action. I thought that was fantastic. And asked customers, randomly, three customers I think, how are you being empowered by Smartsheet? And how these customers were able to get up and articulately talk about the value that Smartsheet is delivering to their business. I thought that customer connection was really quite memorable. And then additionally, product management, when Jean Thoreau came out, and to a round of applause, a number of times, during announcements of the enhancements and features and what that really. >> Multi assign too. >> Yes, what that really, sort of, said to me, is you guys deliver software that is a facilitator of collaboration that is essential to drive businesses, digital transformation, et cetera, but you're collaborating with them because clearly they were very happy to hear about a number of these announcements today. >> Yeah we have very, very passionate customers and it's one of the great things about working here and working with these customers. We're super focused on what do those customers need and how do we enable them to get those things done. We don't typically get imposed from the top down by IT. You're using Smartsheet because you chose to use it. It's the thing that makes your life easier. And we never forget that and we never forget that we need to keep that close connection with our customers and I think you see it here, at the conference today. >> You do, you got 50 customers plus speaking in breakout sessions, which for an event that's got about 2000 people, it's huge percentage. >> Yeah. >> Some great announcements. Before we get into some of the risk and compliance stuff Ignacio, Ben walk us through maybe a high level of some of the key enhancements that were announced this morning. >> Well, so we talked about a lot of things today. I think we had over 23 total announcements. Things from the range of multiple, being able to sign multiple people in the grid, to Dynamic View, which we're incredibly excited about, that allows you to have custom views on a sheet and control who gets access to which view. Really opens up tremendous new possibilities for Smartsheet. Some of the things that I get super excited about, I work a lot in the platform and administrative space. We've announced a number of things this week that are all about helping IT administrators and system admins, manage Smartsheet much more effectively when it gets to large scale. And I'll highlight a couple of them. One is the directory integration capability that we've done. We hear a lot from our customers that managing individual Smartsheet users gets kind of hard once you get over a number and I want to be able to see all the people in my organization and be able to share with them and assign tasks with them, even if they're not yet Smartsheet users. So what we announced today was a way to integrate active directory with Smartsheet so that the company directory of all the users in the company is automatically synchronized into Smartsheet so that those users can be, you can assign things to them, you can @ mention them, they'll show up in the grid with their faces and all their departmental information. It makes it much easier to manage users inside your organization. So when 100 people join the team, they automatically show up in Smartsheet. When someone leaves the organization, they get de-provisioned. And it makes it much easier to collaborate with folks throughout your organization than it ever has been before. So we're really excited to announce that as a product for our enterprise customers, starting a little bit later this year. >> Excellent. You've got customers, I was reading, doing my prep for the show, over 75,000 customers in 190 countries, of all industries. >> Yes. And I imagine, some of the things that we've heard guys from your customers on the program today that they're really benefiting from are the visibility, the configurability of the technology, the ability to have accountability, to not only improve workforce productivity, but to be able to eliminate duplicate tasks, give project owners and initiative owners full visibility, whereas they did not have that full visibility before. Ignacio, another big announcement that came out today, was what you guys are doing in the federal space. So tell us a little bit about FedRAMP, what that is and how you are working with them. >> Sure so without boring you to death on FedRAMP, I'll give you a quick overview. FedRAMP is a requirement of the federal government. It's a program developed by the government to essentially certify or authorize cloud service providers like Smartsheet to be meeting a certain security level of compliance, to be deployed in the federal agency space. So the federal government, every agency, is required to abide by it. So they should be selecting providers that have gone through FedRAMP authorization. So it is essentially security compliance program that companies voluntarily put themselves through to enable themselves to do work in the federal space. And very happy to announce, this morning, that we were not only announcing our intent to develop a program and a product to enter the federal space, to have been selected by the FedRAMP program to go through what they call FedRAMP Connect. That's an accelerated process where the FedRAMP office selects cloud service providers that they feel, based on application, have a high level of demand in the federal agency space. So they select those providers and work very closely with us to go through that compliance exercise and get authorized to be FedRAMP authorized in the FedRAMP program. So the reason the government does that is they have a strong desire to get products like Smartsheet deployed quickly among the federal agencies, because those people, think of them as an enterprise, they want all those great features that Ben talked about that we bring to enterprises in the public sector, they want them in the government agency sector as well. So we are very pleased that we were selected to go through this program and get a product to the market place in the federal space to help them improve how they work as well. >> So this isn't an entry into federal, 'cause Smartsheet has great presence and traction in federal, NASA, the National Institutes of Health and Veterans Administration. I also saw from your website, you've got customers using Smartsheet in city governments and state governments but this FedRAMP Connect Program, you mentioned it as an accelerator, but I think I heard you say that this was from demand from users, so this is that validation coming from the best place it can, right? >> Yeah it's essentially demand in the federal market place. So we're going to go through on an accelerated basis and what that does, you're right, we are currently deployed in a large number of federal agencies, state and local government, but in those cases, we'll get deployed on a limited basis, because we don't have FedRAMP authorization and they will be careful about where we're deployed. Achieving FedRAMP authorizations gives those federal government agency CIOs and CISOs the ability to say, Smartsheet can be deployed agency wide because it's now authorized under the FedRAMP Program. >> So let's talk about that from a product, maybe innovation standpoint. One of the things that's very clear from today, is how collaborative Smartsheet is with its customers and how influential they are in product innovation. From a federal perspective, you mentioned, Ignacio, that a lot of times they have the same requirements as enterprises and other organizations in the private sector, but how are you guys working together? Are there tweaks and enhancements that you need to make to the technology as part of the FedRAMP Connect Program? >> Yeah for sure. So one of the, FedRAMP institutes a very strict regime of compliance, audit, security controls, onto the product. And it ensures that we're really operating at the highest level of rigor and delivering a service that is highly reliable, highly scalable, fully audited and secure. So that requires us to invest in all of those areas. And the nice thing about FedRAMP, for even the non-federal customers, is that we make those investments consistently across the service. So while FedRAMP is an isolated instance of Smartsheet, all of Smartsheet can take advantage of the practices and procedures. We don't want to have to do things two different ways for two different parts of the service, so we impose a lot of those same practices and procedures and hardening of the service, across the board. And so that helps us to meet our promise to our customers that are not federal customers, that we're delivering a true enterprise grade fully scaled and reliable solution that they can depend on. >> And the flip side is true. Everything that Ben's team is working on, as you said, the customers cheer when we announce something, it was on our roadmap because they wanted it. So our federal customers, they would want and desire the same things that Ben's team has been developing, automation, any of those tools, because they want to work efficiently and effectively and collaborate the same way all of the private sectors do. >> Exactly. >> Yeah that's right. I mean you saw that this morning, in the keynote, right, where we heard from the North Carolina Department of Transportation. This is a federal agency that's using the power of Smartsheet to build a solution in mere days, rather than having to outsource it or wait for a large scale IT spend and RFP and all of those things. We're empowering these agencies to build solutions. The people on the ground are able to put together a solution that is really saving people's lives. >> That, exactly, Hurricane Florence that just hit, that's a life and death situation. >> Yeah and it was breathtaking and sort of moment of pride to see how quickly they were able to put that together and that's the power of Smartsheet. So we're really excited to bring that to the rest of the federal government. We see a tremendous amount of desire from them for that. >> So Ignacio, in terms of the FedRAMP Connect Program, you mentioned it's going to allow an acceleration of this process. What would it normally take if you weren't part of this Connect Program? I'm just curious how much advantage you'll get but you'll be able to pass through to your federal and non-federal customers. >> Yeah so very good point, good question. The statistics you often see thrown around about companies, cloud service providers, that want to get a product into the FedRAMP authorization space, is they'll spend on average a couple years, two years, and a million plus dollars. So it's not a small task to get FedRAMP authorized. Being part of that FedRAMP Connect accelerated program, we're working with what's called the JAB, the Joint Advisory Board, so the top three CIOs of the FedRAMP Program, they work along side us if we're wiling to invest the time and the dollars to take our product through to do it on this accelerated basis. So it is literally a joint effort, hand in hand, working with the FedRAMP office, the auditors we use for it, and our people to demonstrate that we've got the enterprise great security and that we can meet the ongoing monitoring submissions that have to be done. >> So the cost avoidance of a million dollars from two years, what are you expecting? And if you can't share that, that's okay, I'm just curious, is it going to be six months, a year? >> Well if you look at the FedRAMP Connect Program, on average, it runs approximately six months. So it's back and forth. It's a three way collaboration between the cloud service provider, the FedRAMP office and the auditors, but that program, their goal is to get it into approximately a six month timeline. So we were announced last week, so I think we said, our goal is to work with them on that timeline and early in calendar year 2019, is the timeline end that we all have on our radar. >> That's like Back to the Future acceleration, no wonder you're excited about that. >> We are and we're going to try to go faster than that, if we can manage it on the product side, but we'll see how quickly it goes. >> Well that's one of the things, that not only is that validation from the users within the federal government that they want this. But Ben, as you were saying we're not developing things in isolation or certain features for this market and this market can't use it, this is all going to be accelerating, I imagine, what Smartsheet is innovating to deliver to all segments globally. >> Yeah I think that's right. We see an increasing need for manageability and security capabilities within the platform. And our customers are asking for this across the board. Great example, another feature we announced today, is what we call the event monitoring service. So enterprise IT wants to understand who is doing what on the system. They want to be able to impose business rules, make sure that highly confidential information isn't being shared inappropriately. So we've invested in a system that we announced today that basically keeps track of all events that happen within the system, anything that's shared, new documents that are created and so forth, and gives the IT administrator a way to track that feed and make business decisions on the basis of it. Integrating with other CASB Solutions to drive business rules. So for example, we have customers that are using this system today to keep track of all of the attachments that are being added into their environment. When they see an attachment being added, they're able to go and look at that attachment and make sure that if it's a highly confidential thing, and that it's shared with an inappropriate set of folks, then they can take business action automatically to manage that environment. And that's the kind of security and audit control that enterprises need in order to feel comfortable deploying Smartsheet at wide scale. So we're very excited to be able to offer that to those enterprise administrators and help them foster Smartsheet adoption in the company. >> So some of the things that we've talked about today are this is technology that was designed for the business user, I've used it. I think I read a quote from Mark Mader that may have been from the press release for the IPO a few months ago, that said, in the beginning in the early days, 12 years ago, there were critics that said, why are you guys building this on a spreadsheet construct, and his answer and Smartsheet's answer, at a very small company, at that time, was 500 million people are familiar with this, so building something for business users, lines of business, finance, IT, sales, for example, tools that I as a marketing person don't need to be an IT expert. I don't need to even know what an API is or what it stands for, right. But you're also now, as you were saying, some of the new enhancements to facilitate IT, so what's that, kind of, yin and yang with designing a tool that is for the average user and ensuring that the IT folks who weren't probably involved in the first place, are able to manage this successfully? >> Yeah well it's definitely a balance that we have to maintain. We can never lose sight of the fact that the end user is at the center of what we do. And that we have to design for solutions that end users can implement themselves and that's at the heart of what Smartsheet does. At the same time, we look at IT administrators as partners. We know that the users love what the product does. They're desperate for it. And in general, I find that IT administrators are not trying to get in the way of what their users want. They want to be the hero and they want to be able to say, yes. So part of my job is to make sure that I give them the tools to enable them to get to a yes. That I can show them that we are secure enough, reliable enough and scalable enough, that we meet their strategic enterprise needs, that we integrate with the other systems that they have so that they're not building an island that they're going to have to deal with and doesn't connect with the rest of their estate and that they've got the tools to manage at scale, so that I'm not asking them to go one by one adding a thousand users, that's just not nice and fair. So I think we keep the end user, the business user, at the center and we look at IT as a partner and we try to find ways to help them get to yes with the product. And I don't think those two things are really in conflict. >> It's interesting, dealing with CIOs of our customers, they'll tell you, it's very strange, and it goes back to what you said earlier, value. So CIOs are tasked with delivering the most value for their organization, doing more for less, efficiently. And that often means selection of tools that then they have to go and force into an organization and deal with users that might be less than happy. I've had CIOs tell me on the phone, I have people putting together petitions to make Smartsheet the tool that we use across the organization. And so he said, that makes my life easy. I just need to work with you guys to make sure you've got the security, you've got all the tools I need as a CIO to protect the enterprise, but I don't have to worry about user acceptance. That's unique spot and we love it when the CIOs say, this makes my life easier with everything we're doing with Smartsheet. >> Oh that's music to your ears. >> Yeah it totally is. I mean, I met with a tech CIO recently as part of our enlist, talking to him about, oh well are you going to come to ENGAGE? And oh well you know, we're busy and we don't have a thing, and I said, oh you know actually there's eight people from your company, business users that are attending. >> Nice. That are attending the conference on their own dime and you can see the light bulb go off in his eyes and he's like, okay if eight people from our business groups are paying their own money to go to a tech conference, that's something I need to be paying attention to. How can you help me get my arms wrapped around this and help our users so it's a nice position to be in. >> It absolutely is. Well congratulations on being in the FedRAMP Connect Program and we're excited to hear next year all the great things coming out of that. And Ben, Ignacio, thanks so much for stopping by. >> Thanks for having us. >> It's busier than ensuring with us what's going on from your perspectives. >> Thanks a lot, thanks for having us. >> We want to thank you for watching theCUBE. I'm Lisa Martin live from Smartsheet ENGAGED, 2018 in Bellevue, Washington. Stick around. I'll be right back with Jeff Frick and our next guest.