(gentle upbeat music) >> Hello, everyone, welcome to theCUBE's coverage of International Women's Day. I'm John Furrier host here in Palo Alto, California. theCUBE's second year covering International Women's Day. It's been a great celebration of all the smart leaders in the world who are making a difference from all kinds of backgrounds, from technology to business and everything in between. Today we've got a great guest, Dominique Bastos, who's the senior Vice President of Cloud at Persistent Systems, formerly with AWS. That's where we first met at re:Invent. Dominique, great to have you on the program here for International Women's Day. Thanks for coming on. >> Thank you John, for having me back on theCUBE. This is an honor, especially given the theme. >> Well, I'm excited to have you on, I consider you one of those typecast personas where you've kind of done a lot of things. You're powerful, you've got great business acumen you're technical, and we're in a world where, you know the world's coming completely digital and 50% of the world is women, 51%, some say. So you got mostly male dominated industry and you have a dual engineering background and that's super impressive as well. Again, technical world, male dominated you're in there in the mix. What inspires you to get these engineering degrees? >> I think even it was more so shifted towards males. When I had the inspiration to go to engineering school I was accused as a young girl of being a tomboy and fiddling around with all my brother's toys versus focusing on my dolls and other kind of stereotypical toys that you would give a girl. I really had a curiosity for building, a curiosity for just breaking things apart and putting them back together. I was very lucky in that my I guess you call it primary school, maybe middle school, had a program for, it was like electronics, that was the class electronics. So building circuit boards and things like that. And I really enjoyed that aspect of building. I think it was more actually going into engineering school. Picking that as a discipline was a little bit, my mom's reaction to when I announced that I wanted to do engineering which was, "No, that's for boys." >> Really. >> And that really, you know, I think she, it came from a good place in trying to protect me from what she has experienced herself in terms of how women are received in those spaces. So I kind of shrugged it off and thought "Okay, well I'm definitely now going to do this." >> (laughs) If I was told not to, you're going to do it. >> I was told not to, that's all I needed to hear. And also, I think my passion was to design cars and I figured if I enroll in an industrial engineering program I could focus on ergonomic design and ultimately, you know have a career doing something that I'm passionate about. So yeah, so my inspiration was kind of a little bit of don't do this, a lot of curiosity. I'm also a very analytical person. I've been, and I don't know what the science is around left right brain to be honest, but been told that I'm a very much a logical person versus a feeler. So I don't know if that's good or bad. >> Straight shooter. What were your engineering degrees if you don't mind sharing? >> So I did industrial engineering and so I did a dual degree, industrial engineering and robotics. At the time it was like a manufacturing robotics program. It was very, very cool because we got to, I mean now looking back, the evolution of robotics is just insane. But you, you know, programmed a robotic arm to pick things up. I actually crashed the Civil Engineering School's Concrete Canoe Building Competition where you literally have to design a concrete canoe and do all the load testing and the strength testing of the materials and basically then, you know you go against other universities to race the canoe in a body of water. We did that at, in Alabama and in Georgia. So I was lucky to experience that two times. It was a lot of fun. >> But you knew, so you knew, deep down, you were technical you had a nerd vibe you were geeking out on math, tech, robotics. What happened next? I mean, what were some of the challenges you faced? How did you progress forward? Did you have any blockers and roadblocks in front of you and how did you handle those? >> Yeah, I mean I had, I had a very eye-opening experience with, in my freshman year of engineering school. I kind of went in gung-ho with zero hesitation, all the confidence in the world, 'cause I was always a very big nerd academically, I hate admitting this but myself and somebody else got most intellectual, voted by the students in high school. It's like, you don't want to be voted most intellectual when you're in high school. >> Now it's a big deal. (laughs) >> Yeah, you want to be voted like popular or anything like that? No, I was a nerd, but in engineering school, it's a, it was very humbling. That whole confidence that I had. I experienced prof, ooh, I don't want to name the school. Everybody can google it though, but, so anyway so I had experience with some professors that actually looked at me and said, "You're in the wrong program. This is difficult." I, and I think I've shared this before in other forums where, you know, my thermodynamic teacher basically told me "Cheerleading's down the hall," and it it was a very shocking thing to hear because it really made me wonder like, what am I up against here? Is this what it's going to be like going forward? And I decided not to pay attention to that. I think at the moment when you hear something like that you just, you absorb it and you also don't know how to react. And I decided immediately to just walk right past him and sit down front center in the class. In my head I was cursing him, of course, 'cause I mean, let's be real. And I was like, I'm going to show this bleep bleep. And proceeded to basically set the curve class crushed it and was back to be the teacher's assistant. So I think that was one. >> But you became his teacher assistant after, or another one? >> Yeah, I gave him a mini speech. I said, do not do this. You, you could, you could have broken me and if you would've done this to somebody who wasn't as steadfast in her goals or whatever, I was really focused like I'm doing this, I would've backed out potentially and said, you know this isn't something I want to experience on the daily. So I think that was actually a good experience because it gave me an opportunity to understand what I was up against but also double down in how I was going to deal with it. >> Nice to slay the misogynistic teachers who typecast people. Now you had a very technical career but also you had a great career at AWS on the business side you've handled 'em all of the big accounts, I won't say the names, but like we're talking about monster accounts, sales and now basically it's not really selling, you're managing a big account, it's like a big business. It's a business development thing. Technical to business transition, how do you handle that? Was that something you were natural for? Obviously you, you stared down the naysayers out of the gate in college and then in business, did that continue and how did you drive through that? >> So I think even when I was coming out of university I knew that I wanted to have a balance between the engineering program and business. A lot of my colleagues went on to do their PEs so continue to get their masters basically in engineering or their PhDs in engineering. I didn't really have an interest for that. I did international business and finance as my MBA because I wanted to explore the ability of taking what I had learned in engineering school and applying it to building businesses. I mean, at the time I didn't have it in my head that I would want to do startups but I definitely knew that I wanted to get a feel for what are they learning in business school that I missed out in engineering school. So I think that helped me when I transitioned, well when I applied, I was asked to come apply at AWS and I kind of went, no I'm going to, the DNA is going to be rejected. >> You thought, you thought you'd be rejected from AWS. >> I thought I'd be, yeah, because I have very much a startup founder kind of disruptive personality. And to me, when I first saw AWS at the stage early 2016 I saw it as a corporation. Even though from a techie standpoint, I was like, these people are insane. This is amazing what they're building. But I didn't know what the cultural vibe would feel like. I had been with GE at the beginning of my career for almost three years. So I kind of equated AWS Amazon to GE given the size because in between, I had done startups. So when I went to AWS I think initially, and I do have to kind of shout out, you know Todd Weatherby basically was the worldwide leader for ProServe and it was being built, he built it and I went into ProServe to help from that standpoint. >> John: ProServe, Professional services >> Professional services, right. To help these big enterprise customers. And specifically my first customer was an amazing experience in taking, basically the company revolves around strategic selling, right? It's not like you take a salesperson with a conventional schooling that salespeople would have and plug them into AWS in 2016. It was very much a consultative strategic approach. And for me, having a technical background and loving to solve problems for customers, working with the team, I would say, it was a dream team that I joined. And also the ability to come to the table with a technical background, knowing how to interact with senior executives to help them envision where they want to go, and then to bring a team along with you to make that happen. I mean, that was like magical for me. I loved that experience. >> So you like the culture, I mean, Andy Jassy, I've interviewed many times, always talked about builders and been a builder mentality. You mentioned that earlier at the top of this interview you've always building things, curious and you mentioned potentially your confidence might have been shaken. So you, you had the confidence. So being a builder, you know, being curious and having confidence seems to be what your superpower is. A lot of people talk about the confidence angle. How important is that and how important is that for encouraging more women to get into tech? Because I still hear that all the time. Not that they don't have confidence, but there's so many signals that potentially could shake confidence in industry >> Yeah, that's actually a really good point that you're making. A lot of signals that women get could shake their confidence and that needs to be, I mean, it's easy to say that it should be innate. I mean that's kind of like textbook, "Oh it has to come from within." Of course it does. But also, you know, we need to understand that in a population where 50% of the population is women but only 7% of the positions in tech, and I don't know the most current number in tech leadership, is women, and probably a smaller percentage in the C-suite. When you're looking at a woman who's wanting to go up the trajectory in a tech company and then there's a subconscious understanding that there's a limit to how far you'll go, your confidence, you know, in even subconsciously gets shaken a little bit because despite your best efforts, you're already seeing the cap. I would say that we need to coach girls to speak confidently to navigate conflict versus running away from it, to own your own success and be secure in what you bring to the table. And then I think a very important thing is to celebrate each other and the wins that we see for women in tech, in the industry. >> That's awesome. What's, the, in your opinion, the, you look at that, the challenges for this next generation women, and women in general, what are some of the challenges for them and that they need to overcome today? I mean, obviously the world's changed for the better. Still not there. I mean the numbers one in four women, Rachel Thornton came on, former CMO of AWS, she's at MessageBird now. They had a study where only one in four women go to the executive board level. And so there's still, still numbers are bad and then the numbers still got to get up, up big time. That's, and the industry's working on that, but it's changed. But today, what are some of the challenges for this current generation and the next generation of women and how can we and the industry meet, we being us, women in the industry, be strong role models for them? >> Well, I think the challenge is one of how many women are there in the pipeline and what are we doing to retain them and how are we offering up the opportunities to fill. As you know, as Rachel said and I haven't had an opportunity to see her, in how are we giving them this opportunity to take up those seats in the C-suite right, in these leadership roles. And I think this is a little bit exacerbated with the pandemic in that, you know when everything shut down when people were going back to deal with family and work at the same time, for better or for worse the brunt of it fell on probably, you know the maternal type caregiver within the family unit. You know, I've been, I raised my daughter alone and for me, even without the pandemic it was a struggle constantly to balance the risk that I was willing to take to show up for those positions versus investing even more of that time raising a child, right? Nevermind the unconscious bias or cultural kind of expectations that you get from the male counterparts where there's zero understanding of what a mom might go through at home to then show up to a meeting, you know fully fresh and ready to kind of spit out some wisdom. It's like, you know, your kid just freaking lost their whatever and you know, they, so you have to sort a bunch of things out. I think the challenge that women are still facing and will we have to keep working at it is making sure that there's a good pipeline. A good amount of young ladies of people taking interest in tech. And then as they're, you know, going through the funnel at stages in their career, we're providing the mentoring we're, there's representation, right? To what they're aspiring to. We're celebrating their interest in the field, right? And, and I think also we're doing things to retain them, because again, the pandemic affected everybody. I think women specifically and I don't know the statistics but I was reading something about this were the ones to tend to kind of pull it back and say well now I need to be home with, you know you name how many kids and pets and the aging parents, people that got sick to take on that position. In addition to the career aspirations that they might have. We need to make it easier basically. >> I think that's a great call out and I appreciate you bringing that up about family and being a single mom. And by the way, you're savage warrior to doing that. It's amazing. You got to, I know you have a daughter in computer science at Stanford, I want to get to that in a second. But that empathy and I mentioned Rachel Thornton, who's the CMO MessageBird and former CMO of AWS. Her thing right now to your point is mentoring and sponsorship is very key. And her company and the video that's on the site here people should look at that and reference that. They talk a lot about that empathy of people's situation whether it's a single mom, family life, men and women but mainly women because they're the ones who people aren't having a lot of empathy for in that situation, as you called it out. This is huge. And I think remote work has opened up this whole aperture of everyone has to have a view into how people are coming to the table at work. So, you know, props are bringing that up, and I recommend everyone look at check out Rachel Thornton. So how do you balance that, that home life and talk about your daughter's journey because sounds like she's nerding out at Stanford 'cause you know Stanford's called Nerd Nation, that's their motto, so you must be proud. >> I am so proud, I'm so proud. And I will say, I have to admit, because I did encounter so many obstacles and so many hurdles in my journey, it's almost like I forgot that I should set that aside and not worry about my daughter. My hope for her was for her to kind of be artistic and a painter or go into something more lighthearted and fun because I just wanted to think, I guess my mom had the same idea, right? She, always been very driven. She, I want to say that I got very lucky that she picked me to be her mom. Biologically I'm her mom, but I told her she was like a little star that fell from the sky and I, and ended up with me. I think for me, balancing being a single mom and a career where I'm leading and mentoring and making big decisions that affect people's lives as well. You have to take the best of everything you get from each of those roles. And I think that the best way is play to your strengths, right? So having been kind of a nerd and very organized person and all about, you know, systems for effectiveness, I mean, industrial engineering, parenting for me was, I'm going to make it sound super annoying and horrible, but (laughs) >> It's funny, you know, Dave Vellante and I when we started SiliconANGLE and theCUBE years ago, one of the things we were all like sports lovers. So we liked sports and we are like we looked at the people in tech as tech athletes and except there's no men and women teams, it's one team. It's all one thing. So, you know, I consider you a tech athlete you're hard charging strong and professional and smart and beautiful and brilliant, all those good things. >> Thank you. >> Now this game is changing and okay, and you've done startups, and you've done corporate jobs, now you're in a new role. What's the current tech landscape from a, you know I won't say athletic per standpoint but as people who are smart. You have all kinds of different skill sets. You have the startup warriors, you have the folks who like to be in the middle of the corporate world grow up through corporate, climb the corporate ladder. You have investors, you have, you know, creatives. What have you enjoyed most and where do you see all the action? >> I mean, I think what I've enjoyed the most has been being able to bring all of the things that I feel I'm strong at and bring it together to apply that to whatever the problem is at hand, right? So kind of like, you know if you look at a renaissance man who can kind of pop in anywhere and, oh, he's good at, you know sports and he's good at reading and, or she's good at this or, take all of those strengths and somehow bring them together to deal with the issue at hand, versus breaking up your mindset into this is textbook what I learned and this is how business should be done and I'm going to draw these hard lines between personal life and work life, or between how you do selling and how you do engineering. So I think my, the thing that I loved, really loved about AWS was a lot of leaders saw something in me that I potentially didn't see, which was, yeah you might be great at running that big account but we need help over here doing go to market for a new product launch and boom, there you go. Now I'm in a different org helping solve that problem and getting something launched. And I think if you don't box yourself in to I'm only good at this, or, you know put a label on yourself as being the rockstar in that. It leaves room for opportunities to present themselves but also it leaves room within your own mind to see yourself as somebody capable of doing anything. Right, I don't know if I answered the question accurately. >> No, that's good, no, that's awesome. I love the sharing, Yeah, great, great share there. Question is, what do you see, what do you currently during now you're building a business of Persistent for the cloud, obviously AWS and Persistent's a leader global system integrator around the world, thousands and thousands of customers from what we know and been reporting on theCUBE, what's next for you? Where do you see yourself going? Obviously you're going to knock this out of the park. Where do you see yourself as you kind of look at the continuing journey of your mission, personal, professional what's on your mind? Where do you see yourself going next? >> Well, I think, you know, again, going back to not boxing yourself in. This role is an amazing one where I have an opportunity to take all the pieces of my career in tech and apply them to building a business within a business. And that involves all the goodness of coaching and mentoring and strategizing. And I'm loving it. I'm loving the opportunity to work with such great leaders. Persistent itself is very, very good at providing opportunities, very diverse opportunities. We just had a huge Semicolon; Hackathon. Some of the winners were females. The turnout was amazing in the CTO's office. We have very strong women leading the charge for innovation. I think to answer your question about the future and where I may see myself going next, I think now that my job, well they say the job is never done. But now that Chloe's kind of settled into Stanford and kind of doing her own thing, I have always had a passion to continue leading in a way that brings me to, into the fold a lot more. So maybe, you know, maybe in a VC firm partner mode or another, you know CEO role in a startup, or my own startup. I mean, I never, I don't know right now I'm super happy but you never know, you know where your drive might go. And I also want to be able to very deliberately be in a role where I can continue to mentor and support up and coming women in tech. >> Well, you got the smarts but you got really the building mentality, the curiosity and the confidence really sets you up nicely. Dominique great story, great inspiration. You're a role model for many women, young girls out there and women in tech and in celebration. It's a great day and thank you for sharing that story and all the good nuggets there. Appreciate you coming on theCUBE, and it's been my pleasure. Thanks for coming on. >> Thank you, John. Thank you so much for having me. >> Okay, theCUBE's coverage of International Women's Day. I'm John Furrier, host of theCUBE here in Palo Alto getting all the content, check out the other interviews some amazing stories, lessons learned, and some, you know some funny stories and some serious stories. So have some fun and enjoy the rest of the videos here for International Women's Days, thanks for watching. (gentle inspirational music)

(upbeat music) >> Hello and welcome to theCube's coverage of International Women's Day. I'm John Furrier, your host of "theCUBE." We've got great two remote guests coming into our Palo Alto Studios, some tech athletes, as we say, people that've been in the trenches, years of experience, Lena Smart, CISO at MongoDB, Cube alumni, and Tara Hernandez, VP of Developer Productivity at MongoDB as well. Thanks for coming in to this program and supporting our efforts today. Thanks so much. >> Thanks for having us. >> Yeah, everyone talk about the journey in tech, where it all started. Before we get there, talk about what you guys are doing at MongoDB specifically. MongoDB is kind of gone the next level as a platform. You have your own ecosystem, lot of developers, very technical crowd, but it's changing the business transformation. What do you guys do at Mongo? We'll start with you, Lena. >> So I'm the CISO, so all security goes through me. I like to say, well, I don't like to say, I'm described as the ones throat to choke. So anything to do with security basically starts and ends with me. We do have a fantastic Cloud engineering security team and a product security team, and they don't report directly to me, but obviously we have very close relationships. I like to keep that kind of church and state separate and I know I've spoken about that before. And we just recently set up a physical security team with an amazing gentleman who left the FBI and he came to join us after 26 years for the agency. So, really starting to look at the physical aspects of what we offer as well. >> I interviewed a CISO the other day and she said, "Every day is day zero for me." Kind of goofing on the Amazon Day one thing, but Tara, go ahead. Tara, go ahead. What's your role there, developer productivity? What are you focusing on? >> Sure. Developer productivity is kind of the latest description for things that we've described over the years as, you know, DevOps oriented engineering or platform engineering or build and release engineering development infrastructure. It's all part and parcel, which is how do we actually get our code from developer to customer, you know, and all the mechanics that go into that. It's been something I discovered from my first job way back in the early '90s at Borland. And the art has just evolved enormously ever since, so. >> Yeah, this is a very great conversation both of you guys, right in the middle of all the action and data infrastructures changing, exploding, and involving big time AI and data tsunami and security never stops. Well, let's get into, we'll talk about that later, but let's get into what motivated you guys to pursue a career in tech and what were some of the challenges that you faced along the way? >> I'll go first. The fact of the matter was I intended to be a double major in history and literature when I went off to university, but I was informed that I had to do a math or a science degree or else the university would not be paid for. At the time, UC Santa Cruz had a policy that called Open Access Computing. This is, you know, the late '80s, early '90s. And anybody at the university could get an email account and that was unusual at the time if you were, those of us who remember, you used to have to pay for that CompuServe or AOL or, there's another one, I forget what it was called, but if a student at Santa Cruz could have an email account. And because of that email account, I met people who were computer science majors and I'm like, "Okay, I'll try that." That seems good. And it was a little bit of a struggle for me, a lot I won't lie, but I can't complain with how it ended up. And certainly once I found my niche, which was development infrastructure, I found my true love and I've been doing it for almost 30 years now. >> Awesome. Great story. Can't wait to ask a few questions on that. We'll go back to that late '80s, early '90s. Lena, your journey, how you got into it. >> So slightly different start. I did not go to university. I had to leave school when I was 16, got a job, had to help support my family. Worked a bunch of various jobs till I was about 21 and then computers became more, I think, I wouldn't say they were ubiquitous, but they were certainly out there. And I'd also been saving up every penny I could earn to buy my own computer and bought an Amstrad 1640, 20 meg hard drive. It rocked. And kind of took that apart, put it back together again, and thought that could be money in this. And so basically just teaching myself about computers any job that I got. 'Cause most of my jobs were like clerical work and secretary at that point. But any job that had a computer in front of that, I would make it my business to go find the guy who did computing 'cause it was always a guy. And I would say, you know, I want to learn how these work. Let, you know, show me. And, you know, I would take my lunch hour and after work and anytime I could with these people and they were very kind with their time and I just kept learning, so yep. >> Yeah, those early days remind me of the inflection point we're going through now. This major C change coming. Back then, if you had a computer, you had to kind of be your own internal engineer to fix things. Remember back on the systems revolution, late '80s, Tara, when, you know, your career started, those were major inflection points. Now we're seeing a similar wave right now, security, infrastructure. It feels like it's going to a whole nother level. At Mongo, you guys certainly see this as well, with this AI surge coming in. A lot more action is coming in. And so there's a lot of parallels between these inflection points. How do you guys see this next wave of change? Obviously, the AI stuff's blowing everyone away. Oh, new user interface. It's been called the browser moment, the mobile iPhone moment, kind of for this generation. There's a lot of people out there who are watching that are young in their careers, what's your take on this? How would you talk to those folks around how important this wave is? >> It, you know, it's funny, I've been having this conversation quite a bit recently in part because, you know, to me AI in a lot of ways is very similar to, you know, back in the '90s when we were talking about bringing in the worldwide web to the forefront of the world, right. And we tended to think in terms of all the optimistic benefits that would come of it. You know, free passing of information, availability to anyone, anywhere. You just needed an internet connection, which back then of course meant a modem. >> John: Not everyone had though. >> Exactly. But what we found in the subsequent years is that human beings are what they are and we bring ourselves to whatever platforms that are there, right. And so, you know, as much as it was amazing to have this freely available HTML based internet experience, it also meant that the negatives came to the forefront quite quickly. And there were ramifications of that. And so to me, when I look at AI, we're already seeing the ramifications to that. Yes, are there these amazing, optimistic, wonderful things that can be done? Yes. >> Yeah. >> But we're also human and the bad stuff's going to come out too. And how do we- >> Yeah. >> How do we as an industry, as a community, you know, understand and mitigate those ramifications so that we can benefit more from the positive than the negative. So it is interesting that it comes kind of full circle in really interesting ways. >> Yeah. The underbelly takes place first, gets it in the early adopter mode. Normally industries with, you know, money involved arbitrage, no standards. But we've seen this movie before. Is there hope, Lena, that we can have a more secure environment? >> I would hope so. (Lena laughs) Although depressingly, we've been in this well for 30 years now and we're, at the end of the day, still telling people not to click links on emails. So yeah, that kind of still keeps me awake at night a wee bit. The whole thing about AI, I mean, it's, obviously I am not an expert by any stretch of the imagination in AI. I did read (indistinct) book recently about AI and that was kind of interesting. And I'm just trying to teach myself as much as I can about it to the extent of even buying the "Dummies Guide to AI." Just because, it's actually not a dummies guide. It's actually fairly interesting, but I'm always thinking about it from a security standpoint. So it's kind of my worst nightmare and the best thing that could ever happen in the same dream. You know, you've got this technology where I can ask it a question and you know, it spits out generally a reasonable answer. And my team are working on with Mark Porter our CTO and his team on almost like an incubation of AI link. What would it look like from MongoDB? What's the legal ramifications? 'Cause there will be legal ramifications even though it's the wild, wild west just now, I think. Regulation's going to catch up to us pretty quickly, I would think. >> John: Yeah, yeah. >> And so I think, you know, as long as companies have a seat at the table and governments perhaps don't become too dictatorial over this, then hopefully we'll be in a good place. But we'll see. I think it's a really interest, there's that curse, we're living in interesting times. I think that's where we are. >> It's interesting just to stay on this tech trend for a minute. The standards bodies are different now. Back in the old days there were, you know, IEEE standards, ITF standards. >> Tara: TPC. >> The developers are the new standard. I mean, now you're seeing open source completely different where it was in the '90s to here beginning, that was gen one, some say gen two, but I say gen one, now we're exploding with open source. You have kind of developers setting the standards. If developers like it in droves, it becomes defacto, which then kind of rolls into implementation. >> Yeah, I mean I think if you don't have developer input, and this is why I love working with Tara and her team so much is 'cause they get it. If we don't have input from developers, it's not going to get used. There's going to be ways of of working around it, especially when it comes to security. If they don't, you know, if you're a developer and you're sat at your screen and you don't want to do that particular thing, you're going to find a way around it. You're a smart person. >> Yeah. >> So. >> Developers on the front lines now versus, even back in the '90s, they're like, "Okay, consider the dev's, got a QA team." Everything was Waterfall, now it's Cloud, and developers are on the front lines of everything. Tara, I mean, this is where the standards are being met. What's your reaction to that? >> Well, I think it's outstanding. I mean, you know, like I was at Netscape and part of the crowd that released the browser as open source and we founded mozilla.org, right. And that was, you know, in many ways kind of the birth of the modern open source movement beyond what we used to have, what was basically free software foundation was sort of the only game in town. And I think it is so incredibly valuable. I want to emphasize, you know, and pile onto what Lena was saying, it's not just that the developers are having input on a sort of company by company basis. Open source to me is like a checks and balance, where it allows us as a broader community to be able to agree on and enforce certain standards in order to try and keep the technology platforms as accessible as possible. I think Kubernetes is a great example of that, right. If we didn't have Kubernetes, that would've really changed the nature of how we think about container orchestration. But even before that, Linux, right. Linux allowed us as an industry to end the Unix Wars and as someone who was on the front lines of that as well and having to support 42 different operating systems with our product, you know, that was a huge win. And it allowed us to stop arguing about operating systems and start arguing about software or not arguing, but developing it in positive ways. So with, you know, with Kubernetes, with container orchestration, we all agree, okay, that's just how we're going to orchestrate. Now we can build up this huge ecosystem, everybody gets taken along, right. And now it changes the game for what we're defining as business differentials, right. And so when we talk about crypto, that's a little bit harder, but certainly with AI, right, you know, what are the checks and balances that as an industry and as the developers around this, that we can in, you know, enforce to make sure that no one company or no one body is able to overly control how these things are managed, how it's defined. And I think that is only for the benefit in the industry as a whole, particularly when we think about the only other option is it gets regulated in ways that do not involve the people who actually know the details of what they're talking about. >> Regulated and or thrown away or bankrupt or- >> Driven underground. >> Yeah. >> Which would be even worse actually. >> Yeah, that's a really interesting, the checks and balances. I love that call out. And I was just talking with another interview part of the series around women being represented in the 51% ratio. Software is for everybody. So that we believe that open source movement around the collective intelligence of the participants in the industry and independent of gender, this is going to be the next wave. You're starting to see these videos really have impact because there are a lot more leaders now at the table in companies developing software systems and with AI, the aperture increases for applications. And this is the new dynamic. What's your guys view on this dynamic? How does this go forward in a positive way? Is there a certain trajectory you see? For women in the industry? >> I mean, I think some of the states are trying to, again, from the government angle, some of the states are trying to force women into the boardroom, for example, California, which can be no bad thing, but I don't know, sometimes I feel a bit iffy about all this kind of forced- >> John: Yeah. >> You know, making, I don't even know how to say it properly so you can cut this part of the interview. (John laughs) >> Tara: Well, and I think that they're >> I'll say it's not organic. >> No, and I think they're already pulling it out, right. It's already been challenged so they're in the process- >> Well, this is the open source angle, Tara, you are getting at it. The change agent is open, right? So to me, the history of the proven model is openness drives transparency drives progress. >> No, it's- >> If you believe that to be true, this could have another impact. >> Yeah, it's so interesting, right. Because if you look at McKinsey Consulting or Boston Consulting or some of the other, I'm blocking on all of the names. There has been a decade or more of research that shows that a non homogeneous employee base, be it gender or ethnicity or whatever, generates more revenue, right? There's dollar signs that can be attached to this, but it's not enough for all companies to want to invest in that way. And it's not enough for all, you know, venture firms or investment firms to grant that seed money or do those seed rounds. I think it's getting better very slowly, but socialization is a much harder thing to overcome over time. Particularly, when you're not just talking about one country like the United States in our case, but around the world. You know, tech centers now exist all over the world, including places that even 10 years ago we might not have expected like Nairobi, right. Which I think is amazing, but you have to factor in the cultural implications of that as well, right. So yes, the openness is important and we have, it's important that we have those voices, but I don't think it's a panacea solution, right. It's just one more piece. I think honestly that one of the most important opportunities has been with Cloud computing and Cloud's been around for a while. So why would I say that? It's because if you think about like everybody holds up the Steve Jobs, Steve Wozniak, back in the '70s, or Sergey and Larry for Google, you know, you had to have access to enough credit card limit to go to Fry's and buy your servers and then access to somebody like Susan Wojcicki to borrow the garage or whatever. But there was still a certain amount of upfrontness that you had to be able to commit to, whereas now, and we've, I think, seen a really good evidence of this being able to lease server resources by the second and have development platforms that you can do on your phone. I mean, for a while I think Africa, that the majority of development happened on mobile devices because there wasn't a sufficient supply chain of laptops yet. And that's no longer true now as far as I know. But like the power that that enables for people who would otherwise be underrepresented in our industry instantly opens it up, right? And so to me that's I think probably the biggest opportunity that we've seen from an industry on how to make more availability in underrepresented representation for entrepreneurship. >> Yeah. >> Something like AI, I think that's actually going to take us backwards if we're not careful. >> Yeah. >> Because of we're reinforcing that socialization. >> Well, also the bias. A lot of people commenting on the biases of the large language inherently built in are also problem. Lena, I want you to weigh on this too, because I think the skills question comes up here and I've been advocating that you don't need the pedigree, college pedigree, to get into a certain jobs, you mentioned Cloud computing. I mean, it's been around for you think a long time, but not really, really think about it. The ability to level up, okay, if you're going to join something new and half the jobs in cybersecurity are created in the past year, right? So, you have this what used to be a barrier, your degree, your pedigree, your certification would take years, would be a blocker. Now that's gone. >> Lena: Yeah, it's the opposite. >> That's, in fact, psychology. >> I think so, but the people who I, by and large, who I interview for jobs, they have, I think security people and also I work with our compliance folks and I can't forget them, but let's talk about security just now. I've always found a particular kind of mindset with security folks. We're very curious, not very good at following rules a lot of the time, and we'd love to teach others. I mean, that's one of the big things stem from the start of my career. People were always interested in teaching and I was interested in learning. So it was perfect. And I think also having, you know, strong women leaders at MongoDB allows other underrepresented groups to actually apply to the company 'cause they see that we're kind of talking the talk. And that's been important. I think it's really important. You know, you've got Tara and I on here today. There's obviously other senior women at MongoDB that you can talk to as well. There's a bunch of us. There's not a whole ton of us, but there's a bunch of us. And it's good. It's definitely growing. I've been there for four years now and I've seen a growth in women in senior leadership positions. And I think having that kind of track record of getting really good quality underrepresented candidates to not just interview, but come and join us, it's seen. And it's seen in the industry and people take notice and they're like, "Oh, okay, well if that person's working, you know, if Tara Hernandez is working there, I'm going to apply for that." And that in itself I think can really, you know, reap the rewards. But it's getting started. It's like how do you get your first strong female into that position or your first strong underrepresented person into that position? It's hard. I get it. If it was easy, we would've sold already. >> It's like anything. I want to see people like me, my friends in there. Am I going to be alone? Am I going to be of a group? It's a group psychology. Why wouldn't? So getting it out there is key. Is there skills that you think that people should pay attention to? One's come up as curiosity, learning. What are some of the best practices for folks trying to get into the tech field or that's in the tech field and advancing through? What advice are you guys- >> I mean, yeah, definitely, what I say to my team is within my budget, we try and give every at least one training course a year. And there's so much free stuff out there as well. But, you know, keep learning. And even if it's not right in your wheelhouse, don't pick about it. Don't, you know, take a look at what else could be out there that could interest you and then go for it. You know, what does it take you few minutes each night to read a book on something that might change your entire career? You know, be enthusiastic about the opportunities out there. And there's so many opportunities in security. Just so many. >> Tara, what's your advice for folks out there? Tons of stuff to taste, taste test, try things. >> Absolutely. I mean, I always say, you know, my primary qualifications for people, I'm looking for them to be smart and motivated, right. Because the industry changes so quickly. What we're doing now versus what we did even last year versus five years ago, you know, is completely different though themes are certainly the same. You know, we still have to code and we still have to compile that code or package the code and ship the code so, you know, how well can we adapt to these new things instead of creating floppy disks, which was my first job. Five and a quarters, even. The big ones. >> That's old school, OG. There it is. Well done. >> And now it's, you know, containers, you know, (indistinct) image containers. And so, you know, I've gotten a lot of really great success hiring boot campers, you know, career transitioners. Because they bring a lot experience in addition to the technical skills. I think the most important thing is to experiment and figuring out what do you like, because, you know, maybe you are really into security or maybe you're really into like deep level coding and you want to go back, you know, try to go to school to get a degree where you would actually want that level of learning. Or maybe you're a front end engineer, you want to be full stacked. Like there's so many different things, data science, right. Maybe you want to go learn R right. You know, I think it's like figure out what you like because once you find that, that in turn is going to energize you 'cause you're going to feel motivated. I think the worst thing you could do is try to force yourself to learn something that you really could not care less about. That's just the worst. You're going in handicapped. >> Yeah and there's choices now versus when we were breaking into the business. It was like, okay, you software engineer. They call it software engineering, that's all it was. You were that or you were in sales. Like, you know, some sort of systems engineer or sales and now it's,- >> I had never heard of my job when I was in school, right. I didn't even know it was a possibility. But there's so many different types of technical roles, you know, absolutely. >> It's so exciting. I wish I was young again. >> One of the- >> Me too. (Lena laughs) >> I don't. I like the age I am. So one of the things that I did to kind of harness that curiosity is we've set up a security champions programs. About 120, I guess, volunteers globally. And these are people from all different backgrounds and all genders, diversity groups, underrepresented groups, we feel are now represented within this champions program. And people basically give up about an hour or two of their time each week, with their supervisors permission, and we basically teach them different things about security. And we've now had seven full-time people move from different areas within MongoDB into my team as a result of that program. So, you know, monetarily and time, yeah, saved us both. But also we're showing people that there is a path, you know, if you start off in Tara's team, for example, doing X, you join the champions program, you're like, "You know, I'd really like to get into red teaming. That would be so cool." If it fits, then we make that happen. And that has been really important for me, especially to give, you know, the women in the underrepresented groups within MongoDB just that window into something they might never have seen otherwise. >> That's a great common fit is fit matters. Also that getting access to what you fit is also access to either mentoring or sponsorship or some sort of, at least some navigation. Like what's out there and not being afraid to like, you know, just ask. >> Yeah, we just actually kicked off our big mentor program last week, so I'm the executive sponsor of that. I know Tara is part of it, which is fantastic. >> We'll put a plug in for it. Go ahead. >> Yeah, no, it's amazing. There's, gosh, I don't even know the numbers anymore, but there's a lot of people involved in this and so much so that we've had to set up mentoring groups rather than one-on-one. And I think it was 45% of the mentors are actually male, which is quite incredible for a program called Mentor Her. And then what we want to do in the future is actually create a program called Mentor Them so that it's not, you know, not just on the female and so that we can live other groups represented and, you know, kind of break down those groups a wee bit more and have some more granularity in the offering. >> Tara, talk about mentoring and sponsorship. Open source has been there for a long time. People help each other. It's community-oriented. What's your view of how to work with mentors and sponsors if someone's moving through ranks? >> You know, one of the things that was really interesting, unfortunately, in some of the earliest open source communities is there was a lot of pervasive misogyny to be perfectly honest. >> Yeah. >> And one of the important adaptations that we made as an open source community was the idea, an introduction of code of conducts. And so when I'm talking to women who are thinking about expanding their skills, I encourage them to join open source communities to have opportunity, even if they're not getting paid for it, you know, to develop their skills to work with people to get those code reviews, right. I'm like, "Whatever you join, make sure they have a code of conduct and a good leadership team. It's very important." And there are plenty, right. And then that idea has come into, you know, conferences now. So now conferences have codes of contact, if there are any good, and maybe not all of them, but most of them, right. And the ideas of expanding that idea of intentional healthy culture. >> John: Yeah. >> As a business goal and business differentiator. I mean, I won't lie, when I was recruited to come to MongoDB, the culture that I was able to discern through talking to people, in addition to seeing that there was actually women in senior leadership roles like Lena, like Kayla Nelson, that was a huge win. And so it just builds on momentum. And so now, you know, those of us who are in that are now representing. And so that kind of reinforces, but it's all ties together, right. As the open source world goes, particularly for a company like MongoDB, which has an open source product, you know, and our community builds. You know, it's a good thing to be mindful of for us, how we interact with the community and you know, because that could also become an opportunity for recruiting. >> John: Yeah. >> Right. So we, in addition to people who might become advocates on Mongo's behalf in their own company as a solution for themselves, so. >> You guys had great successful company and great leadership there. I mean, I can't tell you how many times someone's told me "MongoDB doesn't scale. It's going to be dead next year." I mean, I was going back 10 years. It's like, just keeps getting better and better. You guys do a great job. So it's so fun to see the success of developers. Really appreciate you guys coming on the program. Final question, what are you guys excited about to end the segment? We'll give you guys the last word. Lena will start with you and Tara, you can wrap us up. What are you excited about? >> I'm excited to see what this year brings. I think with ChatGPT and its copycats, I think it'll be a very interesting year when it comes to AI and always in the lookout for the authentic deep fakes that we see coming out. So just trying to make people aware that this is a real thing. It's not just pretend. And then of course, our old friend ransomware, let's see where that's going to go. >> John: Yeah. >> And let's see where we get to and just genuine hygiene and housekeeping when it comes to security. >> Excellent. Tara. >> Ah, well for us, you know, we're always constantly trying to up our game from a security perspective in the software development life cycle. But also, you know, what can we do? You know, one interesting application of AI that maybe Google doesn't like to talk about is it is really cool as an addendum to search and you know, how we might incorporate that as far as our learning environment and developer productivity, and how can we enable our developers to be more efficient, productive in their day-to-day work. So, I don't know, there's all kinds of opportunities that we're looking at for how we might improve that process here at MongoDB and then maybe be able to share it with the world. One of the things I love about working at MongoDB is we get to use our own products, right. And so being able to have this interesting document database in order to put information and then maybe apply some sort of AI to get it out again, is something that we may well be looking at, if not this year, then certainly in the coming year. >> Awesome. Lena Smart, the chief information security officer. Tara Hernandez, vice president developer of productivity from MongoDB. Thank you so much for sharing here on International Women's Day. We're going to do this quarterly every year. We're going to do it and then we're going to do quarterly updates. Thank you so much for being part of this program. >> Thank you. >> Thanks for having us. >> Okay, this is theCube's coverage of International Women's Day. I'm John Furrier, your host. Thanks for watching. (upbeat music)

(bright music) >> Well, hey, everybody. John Walls here with theCUBE continuing coverage at AWS re:Invent '22. It has been three really fantastic days here at the Venetian in Las Vegas. And we still have more to come with us to talk about Persistent Systems, the Senior Vice President of Cloud at Persistent Dominique Bastos. Dominique, good to see you. >> Pleasure to see you. >> Thanks for joining us here on the queue. >> Thank you for having me. >> Oh, you bet. You bet. >> Thank you. All right. Tell us about Persistent Systems. So, first off, core focus, what you're up to and then we'll jump in from there. >> Sure, sure. So Persistent Systems is a digital engineering solutions and services provider. They've been around for 32 years doing software engineering, innovating in several areas within different verticals. There's over 22,500 people at Persistent now as of my last count. We're in 18 countries. >> Mm. >> And in October we hit the $1 billion annualized recurring revenue mark. >> Oh, that's a good number right there. >> It's a good number. It's a great company. It's been such an interesting journey. I was with AWS for almost seven years before recently joining Persistent, and it almost felt like a such a logical transition in terms of bringing what I've seen in my entire career of interacting with customers and businesses to what Persistent can provide as people are looking to make their journey to the cloud whatever stage they might be at so. >> Right. And we should point out is that SVP of Cloud, but your focus is AWS. >> My focus AWS. >> Other options, other opportunities. >> Right. >> But you're AWS all the way. >> Right. It's a multicloud company because, you know, we really don't believe in dictating to a customer what they need. I think the benefit, one of the differentiators for Persistent is the amount of legacy history that they have across these industries and customers. I mean, 32 years is a lot, and in terms of like software engineering. So it's like really doing the hard work, the heavy lifting. And then seeing what can actually be commoditized, repeatable building solutions within these verticals to help customers accelerate their transformations. >> Mm hmm. >> So... >> You know, when we talk about cloud, I mean, this has been something that's been on the forefront feel like a long time. Right? But yet there are still many and maybe you can help me out with that percentage, whatever of companies who are either haven't begun yet, are just beginning, they're really in a nascent stage of this transformation. And yeah, I found it curious this week as we've talked with different people about where are you in your journey and so and so forth. A lot of people are way back just starting pass go, and aren't as mature as I would've thought. I mean, do you find that to be the case? >> Absolutely. And there's many reasons for that. I mean, I think what I've started, I mean I've been seeing it over the years, but we all know IT and business back then was very much kept separate. >> Two separate animals. >> Two separate animals. >> Yeah. >> IT made the decisions, not in a vacuum, but almost in a vacuum, right? Now, obviously companies who know it's necessary and have embraced it, bring together the function of looking at the technological solutions that they're adopting to solve a business problem. Right? But that business problem really is dictated by the customer need. >> Mm hmm. >> So I think I have seen, you know, in terms of like the life cycle of a business adopting technology, post cloud, there's a lot of enterprises that are still, they've made such big investments in their legacy infrastructure. >> Mm hmm. >> And in actually, you know, the developers and the people that are maintaining those systems, and the different connections to put it in layman's terms between their systems and their customers systems, right? So, that entire scenario makes it very difficult for them to move. >> Mm hmm. >> It's like moving a mountain. So, I would say there's like three ways of looking at it. You have those that kind of want to revitalize their technology, right? Their backend systems, they want to optimize costs, they want to, and my background in technology is specifically in data, kind of I came up as a DBA and built data models, and I've always loved data before it was a thing to love data. (John chuckles) So... >> You were so far ahead of the curve. >> I was ahead of the curve. I was a trendsetter. >> What a trendsetter? >> I'm a trendsetter. (Dominique chuckles) So I think from that perspective they're looking at, you know, these enormous of amounts of data that they've been capturing in these legacy systems that they're so heavily invested in, but they're not able to derive the insights to better serve their customers or to even innovate new revenue streams from that data. But, they're taking the first step to say, look, you know, we can actually operate more smoothly at a lower cost by moving to the cloud. >> Mm hmm. >> So there's that. Then there are those that are looking to actually innovate and create new revenue streams, monetize their data, look at opportunities to integrate feedback that they've been getting from their customers to provide new services. So they're using the cloud journey, they've probably already moved into the cloud. They're starting to look at analytics, and potentially using AIML to facilitate creating these solutions and services. And then there's those that, you know, want to pioneer, and break into new inventions and ways of solving the big world problems. >> Mm hmm. >> Right? I mean, I think that's one thing I noticed in this re:Invent that I thought was so special is there's like a really big focus on humanity, on humans, on you know, as we were talking earlier everything and I myself have like holding books and I don't like people being on their phone when we're having a conversation. (John chuckles) >> Right. But I think, you know, we are where we are. The reality is the world has evolved in such a way that community is no longer, it takes a small village, all, you know everybody knows each other. You have face to face interactions. You're not doing that with your customers either. There's digitally native businesses that have for a long time cropped up in the FinTech space in you know, you name the space, there's a startup that was born in the cloud that can reach customers immediately, and can provide a service that an enterprise that's kind of like weighed down with their legacy systems. They can't pivot fast enough. So, I think, you know, the pioneers think beyond that. How do we use quantum computing? You know, how do we use 3D simulation to anticipate solving big world problems? Whether it's, you know, people no longer, I don't know what the statistics are, but it's very sad. That elderly people, you know, the amount of human contact that they have is very little. You know, and if you could provide, I don't know, an experience, an immersive experience where their memories are triggered, you know, to help them with dementia, or Alzheimer's. >> Sure. >> I mean, those types of things, those are the things that I think that's what excites me about the launches that I see at re:Invent. And I think the innovation, you know, you have to take that journey. Unless you're born in the cloud, you do have to kind of take that journey. >> You got to get there. >> You have to get there. >> Right. Sure. >> But it's so worth it. >> So how about, let's just say, if I'm a health sciences company, or I'm a pharmaceutical or whatever, and so I've got this desire to create this new opportunity you know, with a human, I say, but yeah, but if you're also Persistent Systems and you're working with you know, somebody in FinTech, or somebody in EEG or whatever, you can't really understand my challenges or my problems. I mean, how do you wear those different hats so you can identify not only what the focus of that client is, but also their technology and how you're going to get them to marry up so they can achieve their goals? >> Well, the beauty of being, you know, in a company with teams of people that you work with, I cut across industries. Right? So we have vertical leaders that have very deep subject matter expertise in any number of those areas. You know, we're working with genomics for example. So, for example, you know, we engage with a customer that we've been helping over the past 32 years use technology to bring services to their customers. And now we are seeing an opportunity to help them innovate to keep up for their business for obvious reasons, but also to supply their customers with the new innovative solutions within that industry, right? 'Cause you need that vehicle to kind of deploy and deliver what customers need. The way we do it is from end to end, right? So, we have in the partnership with AWS, we're a partner of AWS, and as such we are able to collaborate with AWS and their customers or bring our customers to the cloud for all the way from assessment to planning to execution. And even within Persistent, we have ways to main operationalize the maintenance of these solutions. So it's really very easy managed services type framework that we work under. In terms of like migration planning, we have competencies within AWS. For looking at migrations we have AIML, we have DevOps. So we have the various competencies aligned with AWS to be able to execute at whatever stage the customer is. But also in terms of like the accelerators that we provide or the frameworks to look at total cost, that cuts across, right? And then we don't kind of like, here's what you needed and buy, never speak to us again. (John chuckles) I mean, I think the beauty of this company and what I really loved when I was first speaking to them is the depth of the relationships with their customers and the longevity of them. So they've really seen their customers grow. And you can only do that if you're there for the long run. >> You've got to be present. >> You have to be present. >> Sure. So how do you handle if people are making this transformation and they're moving into the cloud, but the people they have on staff might not be familiar with it, right? They have great expertise in what they've been doing on these legacy systems, but now you're moving, you're migrating to a new world, new culture, new environment, and you got to get 'em up to speed. And that's not easy. >> No. >> Right? So what do you do, or what does Persistent suggest or what are you doing and with regard to closing that gap into making that bridge so that they can maintain a little bit on their own. >> Yeah. >> They can execute and implement on their own. >> Yep. >> A little bit. They don't need somebody there to stand over their shoulder the whole time. >> I won't geek out on having joined AWS in professional services way back when to migrate a major company to the cloud, and having lived through painstakingly all those problems and blockers and adoption roadblocks that you speak of. >> Mm hmm. >> You know, I think the way Persistent handles it is what I would've done myself, right? If I were to start a company and say how do we help customers simplify their cloud journey, and remove the complexity? I think that's what Persistent Systems does. We, there's training programs that we are aligned to with AWS. So there's up-skilling of development teams, application developers. We collaborate from the top down with executives to look at the resources that they have available. Obviously mission critical systems that cannot sacrifice having engineers pulled away for a new project. You know, you take that into account. I think, you know, when I spoke earlier about assessments, you're not just assessing what needs to be lifted and shifted or refactored or rearchitected, you're looking at, you know, all these applications that are going to move to the cloud. Who owns them? >> Mm hmm. >> You know, do you have a CI/CD pipeline, or a data pipeline built? Well, we're going to need that, right? So, the continuous integration, continuous development of applications, that type of DevOps, obviously security also DevSecOps, we look at it from end to end as well. We have a very strong security practice. So, all those advisory pieces we have, but we also have the capability to execute on it. Where we're not just coming in and saying well this is what you should do. We're kind of in there saying, this is what you should do, here's how we can get you started. And then, you know, it's a collaborative effort with our customers to see how much they still want us to stay versus how much they want to take over. >> Right. It's nice to have a friend. >> Yeah. (John laughs) Who doesn't need a friend. (Dominique laughs) And Persistent Systems is your friend. Dominique, thanks for the time. >> Oh, my pleasure. >> I appreciate it. >> Thanks again for having me. >> Thanks for being here on theCUBE. You bet. >> Absolutely. >> You are watching theCUBE as you well know the leader in high tech coverage. (soft music)

(bright upbeat music) >> Welcome back everyone to theCUBE's live coverage here in Las Vegas for wall-to-wall coverage. It is re:Invent 2022, our 10th year with theCUBE. Dave and I started this journey 10 years ago here at re:Invent. There are two sets, here, a set upstairs. Great content, I'm here with Paul Gillin, my cohost. Paul's out reporting on the floor, doing some interviews. Paul, what do you think so far? It's pretty crazy activity going on here. >> Well, the activity hasn't declined at all. I mean here we are in day three of the show and it's just as busy out there as it was in day one. And there's just an energy here that you can feel, it's palpable. There is a lot of activity around developers, a lot around data. Which actually brings us a good segue into our next guest because one of the leaders in data management in the cloud is MariaDB. And John Bakke is the CRO at MariaDB, and here to talk to us about your cloud version and how open source is going for you. >> Yeah, thanks for having me. >> Paul: Thanks for joining us. >> To get the update on the product, what do you guys do on the relation to AWS? How's that going? Give us a quick update. >> In the relational database? >> No, no. The relationship with AWS >> Oh, with AWS? >> And SkySQL, what's the update? >> There's no relationship that we have that's more important than the AWS relationship. We're building our cloud, our premier cloud service called SkySQL on AWS. And they offer the best in class infrastructure for a SaaS company to build what they're building. And for us, it's a database service, right? And then beyond that, they help you from the business side, right? They try to get you lined up in the marketplace and make it possible for you to work best with customers. And then from a customer perspective, they're super helpful in not only finding prospective customers, but making that customer successful. 'Cause everybody's got a vested interest in the outcome. Right? >> Yeah, a little tongue twister there. Relational data-based relationship. We've got relational databases, we've got unstructured, data is at the center of the value proposition. Swami's keynote today and the Adam CEO's keynote, data and security dominated the keynotes >> John: Yes. >> and the conversations. So, this is real. The customers are really wanting to accelerate the developer experience, >> John: Yep. >> Developer pipe lining, more code faster, more horsepower under the hood. But this data conversation, it just never goes away. The world's keeping on coming around. >> John: It never goes away. I've been in this business for almost 30 years and we're still talking about the same key factors, right? Reliability, availability, performance, security. These things are pervasive in the data management because it's such a critical aspect to success. >> Yeah, in this case of SkySQL, you have both a transactional and an analytical engine in one. >> John: That's correct. >> Right? >> John: Yep. >> And that was a, what has the customer adoption been like of that hybrid, or I guess not a hybrid, but a dual function? >> Yeah. So the thing that makes that important is that instead of having siloed services, you have integrated data services. And a lot of times when you ask a question that's analytical it might depend on a transaction. And so, that makes the entire experience best for the developer, right? So, to take that further, we also, in SkySQL, offer a geospatial offering that integrates with all of that. And then we even take it further than that with distributed database with Xpand or ready to be Xpand. >> A lot of discussion. Geospatial announcement today on stage, just the diversity of data, and your experience in the industry. There's not the one database that rule them all anymore. There's a lot of databases out there. How are customers dealing with, I won't say database for all, 'Cause you need databases. And then you've got real time transactional, you got batch going on, you got streaming data, all kinds of data use cases now, all kind of having to be rolled together. What's your reaction? What's your take on the state of data and databases? >> Yeah, yeah, yeah. So when I started in this business, there were four databases, and now there's 400 databases. And the best databases really facilitate great application development. So having as many of those services in real time or in analytics as possible means that you are a database for everyone or for all users, right? And customers don't want to use multiple databases. Sometimes they feel like they're forced to do that, but if you're like MariaDB, then you offer all of those capabilities in an integrated way that makes the developer move faster. >> Amazon made a number of announcements this morning in the data management area, including geospatial support on RDS, I believe. How do you, I guess, coordinate yourself, your sales message with their sales message, given that you are partners, but they are competing with you in some ways? >> Yeah, there's always some cooperatition, I guess, that happens with AWS in the various product silos that they're offering their customers. For us, we're one of thousands of obviously partners that they have. And we're out there trying to do what our customers want, which is to have those services integrated, not glued together with a variety of different integration software. We want it integrated in the service so that it's one data provision, data capability for the application developer. It makes for a better experience for the developer in the end. >> On the customer side, what's the big activity? I mean, you got the on-premises database, you've got the cloud. When should a customer decide, or what's the signals to them that they should either move to the cloud, or change, be distributed? What are some of the forcing functions? What does the mark look like? >> Yeah, I've come a long way on this, but my opinion is that every customer should be in the cloud. And the reason simply is the economies that are involved, the pace of execution, the resilience and dependability of the cloud, Amazon being the leader in that space. So if you were to ask me, right now is the time to be in SkySQL because it's the premier data service in the cloud. So I would take my customer out of their on-prem and put them all in AWS, on SkySQL, if I could. Not everybody's ready for that, but my opinion is that the security is there, the reliability, the privacy, all of the things that maybe are legacy concerns, it's all been proven to be adequate and probably even better because of all of the economies of scale that you get out of being in the cloud just generally. >> Now, MariaDB, you started on-premise though. You still have a significant customer base on-premise. What, if anything are you doing to encourage them to migrate to the cloud? >> Well, so we have hundreds and hundreds of customers as MariaDB, and we weren't the first database company to put their database in the cloud, but watching it unfold helped us realize that we're going to put MariaDB in its best form factor in SkySQL. It's the only place you could get the enterprise version of MariaDB in a cloud service, right? So when we look at our customers on-prem, we're constantly telling them, obviously, that we have a cloud service. When they subscribe, we show them the efficiencies and the economies, and we do get customers that are moving. We had a customer go to Telefonica over in the UK that moved from an on-premise to manage their wifi services across Europe. And they're very happy. They were one of our very first SkySQL customers. And that has routinely proven itself to be a path towards not only a better operation for the customer, they're up more, they have fewer outages because they're not inflicting their own self wounds that they have in their own data center. They're running on world class infrastructure on world class databases. >> What are some of those self wounds? Is it personnel, kind of manual mistakes, just outages, reliability? What's the real cause, and then what's the benefit alternative in the cloud that is outside? >> Yeah. I mean, I think, when you repeat the same database implementation over and over on the infrastructure, it gets tested thousands and thousands of times. Whereas if I'm a database team and I install it once, I've tested it one time, and I can't account for all of the things that might happen in the future. So the benefit of the cloud is that you just get that repeat ability that happens and all of the sort of the kinks and bugs and issues are worked out of the system. And that's why it's just fundamentally better. We get 99.9999% uptime because all of those mistakes have been made, solved, and fixed. >> Fully managed, obviously. >> Yes. Right. >> Huge benefit. >> John: Right. >> And people are moving, it's just a great benefit. >> John: Yeah. >> So I'm a fan obviously. I think it's a great way to go. I got to ask about the security though, because big conversation here is security. What's the security posture? What's the security story to customers with SkySQL and MariaDB? >> Right, right, right. So we've taken the server, which was the initial product that MariaDB was founded upon, right? And we've come a long way over the several years that we've been in business. In SkySQL, we have SOC 2 compliance, for example. So we've gone through commercial certifications to make sure that customers can depend that we are following processes, we have technology in place in order to secure and protect their data. And in that environment, it is repeatable. So every time a customer uses our DBaaS infrastructure, databases a service infrastructure called SkySQL, they're benefiting from all of the testing that's been done. They go there and do that themselves, they would've to go through months and months of processes in order to reach the same level of protection. >> Now MariaDB is distributed by design. Is that right? >> Yes. So we have a distributed database, it's called Xpand, MariaDB Xpand. And it's an option inside of SkySQL. It's the same cost as MariaDB server, but Xpand is distributed. And the easiest way to understand what distributed database is is to understand what it is not first. What it is not is like every other cloud database. So most of the databases strangely in the cloud are not distributed databases. They have one single database node in a cluster that is where all of the changes and rights happen. And that creates a bottleneck in the database. And that's why there's difficulties in scale. AWS actually talked about this in the keynote which is the difficulty around multi writer in the cloud. And that's what Xpand does. And it spreads out the reads and the rights to make it scalable, more performant, and more resilient. One node goes down, still stays up, but you get the benefit of the consistency and the parallelization that happens in Xpand. >> So when would a customer choose Xpand versus SkySQL Vanilla? >> So we have, I would say a lot of times, but the profile of our customers are typically like financial services, trade stores. We have Samsung Cloud, 500,000 transactions per second in an expand cluster where they run sort of their Samsung cloud for their mobile device unit. We have many customers like that where it's a commercial facing website often or a service where the brand depends on uptime. Okay. So if you're in exchange or if you are a mobile device company or an IOT company, you need those databases to be working all the time and scale broadly and have high performance. >> So you have resiliency built in essentially? >> Yes, yeah. And that's the major benefit of it. It hasn't been solved by anybody other than us in the cloud to be quite honest with you. >> That's a differentiator for sure. >> It is a huge differentiator, and there are a lot of interested parties. We're going to see that be the next discussion probably next year when we come back is, what's the state of distributed database? Because it's really become really the tip of the spear with the database industry right now. >> And what's the benefits of that? Just quickly describe why that's important? >> Obviously the performance and the resilience are the two we just talked about, but also the efficiency. So if you have a multi-node cluster of a single master database, that gets replicated four times, five times over, five times the cost. And so we're taking cost out, adding performance in. And so, you're really seeing a revolution there because you're getting a lot more for a lot less. And whenever you do that, you win the game. Right? >> Awesome. Yeah, that's true. And it seems like, okay, that might be more costly but you're not replicating. >> That's right. >> That's the key. >> Replicating just enough to be resilient but not excessively to be overly redundant. Right. >> Yeah. I find that the conversation this year is starting to unpack some of these cloud native embedded capabilities inside AWS. So are you guys doing more around, on the customer side, around marketplace? Are you guys, how do people consume products? >> Yeah. It's really both. So sometimes they come to us from AWS. AWS might say, "Hey, you know what," "we don't really have an answer." And that's specifically true on the expand side. They don't really have that in their list of databases yet. Right. Hopefully, we'll get out in front of them. But they oftentimes come through our front door where they're a MariaDB customer already, right? There's over a hundred thousand production systems with MariaDB in the world, and hundreds of thousands of users of the database. So they know our brand, not quite as well as AWS, but they know our brand... >> You've got a customer base. >> We do. Right. I mean people love MariaDB. They just think it's the database that they use for application development all the time. And when they see us release an offering like Xpand just a few years ago, they're interested, they want to use that. They want to see how that works. And then when they take it into production and it works as advertised, of course, success happens. Right? >> Well great stuff, John. Great to have you on theCUBE. Paul, I guess time we do the Insta challenge here. New format on theCUBE, we usually say at the end, summarize what's most important story for you or show, what's the bumper sticker? We kind of put it around more of an Instagram reel. What's your sizzle reel? What's your thought leadership statement? 30 seconds >> John: Thought leadership. >> John? >> So the thought leadership is really in scaling the cloud to the next generation. We believe MariaDB's Xpand product will be the the technology that fronts the next wave of database solutions in the cloud. And AWS has become instrumental in helping us do that with their infrastructure and all the help that they give us, I think at the end of the day, when the story on Xpand is written, it's going to be a very fun ride over the next few years. >> John, thank you. CRO, chief revenue officer of MariaDB, great to have you on. >> Thank you. >> 34-year veteran or so in databases. (laughs) >> You're putting a lot of age on me. I'm 29. I'm 29 again. (all laugh) >> I just graduated high school and I've been doing this for 10 years. Great to have you on theCUBE. Thanks for coming on. >> Thanks guys. Yeah. >> Thanks for sharing. >> Appreciate it. >> I'm John Furrier with Paul Gillin here live on the floor, wall-to-wall coverage. We're already into like 70 videos already. Got a whole another day, finish out day three. Keep watching theCUBE, thanks for watching. We'll be right back. (calm music)

>>How do y'all, and welcome to Dallas, where we're proud to be live from Supercomputing 2022. My name is Savannah Peterson, joined here by my cohost David on the Cube, and our first guest today is a very exciting visionary. He's a leader at Dell. Please welcome Travis Vhi. Travis, thank you so much for being here. >>Thank you so much for having me. >>How you feeling? >>Okay. I I'm feeling like an exciting visionary. You >>Are. That's, that's the ideas why we tee you up for that. Great. So, so tell us, Dell had some huge announcements Yes. Last night. And you get to break it to the cube audience. Give us the rundown. >>Yeah. It's a really big show for Dell. We announced a brand new suite of GPU enabled servers, eight ways, four ways, direct liquid cooling. Really the first time in the history of the portfolio that we've had this much coverage across Intel amd, Invidia getting great reviews from the show floor. I had the chance earlier to be in the whisper suite to actually look at the gear. Customers are buzzing over it. That's one thing I love about this show is the gear is here. >>Yes, it is. It is a haven for hardware nerds. Yes. Like, like well, I'll include you in this group, it sounds like, on >>That. Great. Yes. Oh >>Yeah, absolutely. And I know David is as well, sew up >>The street. Oh, big, big time. Big time hardware nerd. And just to be clear, for the kids that will be watching these videos Yes. We're not talking about alien wear gaming systems. >>No. Right. >>So they're >>Yay big yay tall, 200 pounds. >>Give us a price point on one of these things. Re retail, suggested retail price. >>Oh, I'm >>More than 10 grand. >>Oh, yeah. Yeah. Try another order of magnitude. Yeah. >>Yeah. So this is, this is the most exciting stuff from an infrastructure perspective. Absolutely. You can imagine. Absolutely. But what is it driving? So talk, talk to us about where you see the world of high performance computing with your customers. What are they, what are they doing with this? What do they expect to do with this stuff in the future? >>Yeah. You know, it's, it's a real interesting time and, and I know that the provenance of this show is HPC focused, but what we're seeing and what we're hearing from our customers is that AI workloads and traditional HPC workloads are becoming almost indistinguishable. You need the right mix of compute, you need GPU acceleration, and you need the ability to take the vast quantities of data that are being generated and actually gather insight from them. And so if you look at what customers are trying to do with, you know, enterprise level ai, it's really, you know, how do I classify and categorize my data, but more, more importantly, how do I make sense of it? How do I derive insights from it? Yeah. And so at the end of the day, you know, you look, you look at what customers are trying to do. It's, it's take all the various streams of data, whether it be structured data, whether it be unstructured data, bring it together and make decisions, make business decisions. >>And it's a really exciting time because customers are saying, you know, the same things that, that, that, you know, research scientists and universities have been trying to do forever with hpc. I want to do it on industrial scale, but I want to do it in a way that's more open, more flexible, you know, I call it AI for the rest of us. And, and, and customers are here and they want those systems, but they want the ecosystem to support ease of deployment, ease of use, ease of scale. And that's what we're providing in addition to the systems. We, we provide, you know, Dell's one of the only providers on the on in the industry that can provide not only the, the compute, but the networking and the storage, and more importantly, the solutions that bring it all together. Give you one example. We, we have what we call a validated design for, for ai. And that validated design, we put together all of the pieces, provided the recipe for customers so that they can take what used to be two months to build and run a model. We provide that capability 18 times faster. So we're talking about hours versus months. So >>That's a lot. 18 times faster. I just wanna emphasize that 18 times faster, and we're talking about orders of magnitude and whatnot up here, that makes a huge difference in what people are able to do. Absolutely. >>Absolutely. And so, I mean, we've, you know, you've been doing this for a while. We've been talking about the, the deluge of data forever, but it's gotten to the point and it's, you know, the, the disparity of the data, the fact that much of it remains siloed. Customers are demanding that we provide solutions that allow them to bring that data together, process it, make decisions with it. So >>Where, where are we in the adoption cycle early because we, we've been talking about AI and ML for a while. Yeah. You, you mentioned, you know, kind of the leading edge of academia and supercomputing and HPC and what that, what that conjures up in people's minds. Do you have any numbers or, you know, any, any thoughts about where we are in this cycle? How many, how many people are actually doing this in production versus, versus experimenting at this point? Yeah, >>I think it's a, it's a reason. There's so much interest in what we're doing and so much demand for not only the systems, but the solutions that bring the systems together. The ecosystem that brings the, the, the systems together. We did a study recently and ask customers where they felt they were at in terms of deploying best practices for ai, you know, mass deployment of ai. Only 31% of customers said that they felt that they self-reported. 31% said they felt that they were deploying best practices for their AI deployments. So almost 70% self reporting saying we're not doing it right yet. Yeah. And, and, and another good stat is, is three quarters of customers have fewer than five AI applications deployed at scale in their, in their IT environments today. So, you know, I think we're on the, you know, if, if I, you think about it as a traditional S curve, I think we're at the first inflection point and customers are asking, Can I do it end to end? >>Can I do it with the best of breed in terms of systems? But Dell, can you also use an ecosystem that I know and understand? And I think that's, you know, another great example of something that Dell is doing is, is we have focused on ethernet as connectivity for many of the solutions that we put together. Again, you know, provenance of hpc InfiniBand, it's InfiniBand is a great connectivity option, but you know, there's a lot of care and feeding that goes along with InfiniBand and the fact that you can do it both with InfiniBand for those, you know, government class CU scale, government scale clusters or university scale clusters and more of our enterprise customers can do it with, with ethernet on premises. It's a great option. >>Yeah. You've got so many things going on. I got to actually check out the million dollar hardware that you have just casually Yeah. Sitting in your booth. I feel like, I feel like an event like this is probably one of the only times you can let something like that out. Yeah, yeah. And, and people would actually know what it is you're working >>With. We actually unveiled it. There was a sheet on it and we actually unveiled it last night. >>Did you get a lot of uz and os >>You know, you said this was a show for hardware nerds. It's been a long time since I've been at a shoe, a show where people cheer and u and a when you take the sheet off the hardware and, and, and Yes, yes, >>Yes, it has and reveal you had your >>Moment. Exactly, exactly. Our three new systems, >>Speaking of u and os, I love that. And I love that everyone was excited as we all are about it. What I wanna, It's nice to be home with our nerds. Speaking of, of applications and excitement, you get to see a lot of different customers across verticals. Is there a sector or space that has you personally most excited? >>Oh, personally most excited, you know, for, for credibility at home when, when the sector is media and entertainment and the movie is one that your, your children have actually seen, that one gives me credibility. Exciting. It's, you can talk to your friends about it at, at at dinner parties and things like that. I'm like, >>Stuff >>Curing cancer. Marvel movie at home cred goes to the Marvel movie. Yeah. But, but, but you know, what really excites me is the variety of applications that AI is being used, used in healthcare. You know, on a serious note, healthcare, genomics, a huge and growing application area that excites me. You know, doing, doing good in the world is something that's very important to Dell. You know, know sustainability is something that's very important to Dell. Yeah. So any application related to that is exciting to me. And then, you know, just pragmatically speaking, anything that helps our customers make better business decisions excites me. >>So we are, we are just at the beginning of what I refer to as this rolling thunder of cpu. Yes. Next generation releases. We re recently from AMD in the near future it'll be, it'll be Intel joining the party Yeah. Going back and forth, back and forth along with that gen five PCI e at the motherboard level. Yep. It's very easy to look at it and say, Wow, previous gen, Wow, double, double, double. It >>Is, double >>It is. However, most of your customers, I would guess a fair number of them might be not just N minus one, but n minus two looking at an upgrade. So for a lot of people, the upgrade season that's ahead of us is going to be not a doubling, but a four x or eight x in a lot of, in a lot of cases. Yeah. So the quantity of compute from these new systems is going to be a, it's gonna be a massive increase from where we've been in, in, in the recent past, like as in last, last Tuesday. So is there, you know, this is sort of a philosophical question. We talked a little earlier about this idea of the quantitative versus qualitative difference in computing horsepower. Do we feel like we're at a point where there's gonna be an inflection in terms of what AI can actually deliver? Yeah. Based on current technology just doing it more, better, faster, cheaper? Yeah. Or do we, or do we need this leap to quantum computing to, to get there? >>Yeah. I look, >>I think we're, and I was having some really interesting conversations with, with, with customers that whose job it is to run very, very large, very, very complex clusters. And we're talking a little bit about quantum computing. Interesting thing about quantum computing is, you know, I think we're or we're a ways off still. And in order to make quantum computing work, you still need to have classical computing surrounding Right. Number one. Number two, with, with the advances that we're, we're seeing generation on generation with this, you know, what, what has moved from a kind of a three year, you know, call it a two to three year upgrade cycle to, to something that because of all of the technology that's being deployed into the industry is almost more continuous upgrade cycle. I, I'm personally optimistic that we are on the, the cusp of a new level of infrastructure modernization. >>And it's not just the, the computing power, it's not just the increases in GPUs. It's not, you know, those things are important, but it's things like power consumption, right? One of the, the, the ways that customers can do better in terms of power consumption and sustainability is by modernizing infrastructure. Looking to your point, a lot of people are, are running n minus one, N minus two. The stuff that's coming out now is, is much more energy efficient. And so I think there's a lot of, a lot of vectors that we're seeing in, in the market, whether it be technology innovation, whether it be be a drive for energy efficiency, whether it be the rise of AI and ml, whether it be all of the new silicon that's coming in into the portfolio where customers are gonna have a continuous reason to upgrade. I mean, that's, that's my thought. What do you think? >>Yeah, no, I think, I think that the, the, the objective numbers that are gonna be rolling out Yeah. That are starting to roll out now and in the near future. That's why it's really an exciting time. Yeah. I think those numbers are gonna support your point. Yeah. Because people will look and they'll say, Wait a minute, it used to be a dollar, but now it's $2. That's more expensive. Yeah. But you're getting 10 times as much Yeah. For half of the amount of power boom. And it's, and it's >>Done. Exactly. It's, it's a >>Tco It's, it's no brainer. It's Oh yeah. You, it gets to the point where it's, you look at this rack of amazing stuff that you have a personal relationship with and you say, I can't afford to keep you plugged in anymore. Yeah. >>And Right. >>The power is such a huge component of this. Yeah. It's huge, huge. >>Our customer, I mean, it's always a huge issue, but our customers, especially in Amia with what's going on over there are, are saying, I, you know, I need to upgrade because I need to be more energy efficient. >>Yeah. >>Yeah. I I, we were talking about 20 years from now, so you've been at Dell over 18 years. >>Yeah. It'll be 19 in in May. >>Congratulations. Yeah. What, what commitment, so 19 years from now in your, in your second Dell career. Yeah. What are we gonna be able to say then that perhaps we can't say now? >>Oh my gosh. Wow. 19 years from now. >>Yeah. I love this as an arbitrary number too. This is great. Yeah. >>38 year Dell career. Yeah. >>That might be a record. Yeah. >>And if you'd like to share the winners of Super Bowls and World Series in advance, like the world and the, the sports element act from back to the future. So we can play ball bets power and the >>Power ball, but, but any >>Point building Yeah. I mean this is what, what, what, what do you think ai, what's AI gonna deliver in the next decade? >>Yeah. I, I look, I mean, there are are, you know, global issues that advances in computing power will help us solve. And, you know, the, the models that are being built, the ability to generate a, a digital copy of the analog world and be able to run models and simulations on it is, is amazing. Truly. Yeah. You know, I, I was looking at some, you know, it's very, it's a very simple and pragmatic thing, but I think it's, it, it's an example of, of what could be, we were with one of our technology providers and they, they were, were showing us a digital simulation, you know, a digital twin of a factory for a car manufacturer. And they were saying that, you know, it used to be you had to build the factory, you had to put the people in the factory. You had to, you know, run cars through the factory to figure out sort of how you optimize and you know, where everything's placed. >>Yeah. They don't have to do that anymore. No. Right. They can do it all via simulation, all via digital, you know, copy of, of analog reality. And so, I mean, I think the, you know, the, the, the, the possibilities are endless. And, you know, 19 years ago, I had no idea I'd be sitting here so excited about hardware, you know, here we are baby. I think 19 years from now, hardware still matters. Yeah. You know, hardware still matters. I know software eats the world, the hardware still matters. Gotta run something. Yeah. And, and we'll be talking about, you know, that same type of, of example, but at a broader and more global scale. Well, I'm the knucklehead who >>Keeps waving his phone around going, There's one terabyte in here. Can you believe that one terabyte? Cause when you've been around long enough, it's like >>Insane. You know, like, like I've been to nasa, I live in Texas, I've been to NASA a couple times. They, you know, they talk about, they sent, you know, they sent people to the moon on, on way less, less on >>Too far less in our pocket computers. Yeah. It's, it's amazing. >>I am an optimist on, on where we're going clearly. >>And we're clearly an exciting visionary, like we said, said the gate. It's no surprise that people are using Dell's tech to realize their AI ecosystem dreams. Travis, thank you so much for being here with us David. Always a pleasure. And thank you for tuning in to the Cube Live from Dallas, Texas. My name is Savannah Peterson. We'll be back with more supercomputing soon.

[Music] hello and welcome to this power panel where we go deep with three storage industry vets two from infinidat in an analyst view to find out what's happening in the high-end storage business and what's new with infinidat which has recently added significant depth to its executive ranks and we're going to review the progress on infinidat's infinibox ssa a low-latency all-solid state system designed for the most intensive enterprise workloads to do that we're joined by phil bullinger the chief executive officer of it finidet ken steinhardt is the field cto at infinidat and we bring in the analyst view with eric bergener who's the vice president of research infrastructure systems platforms and technologies group at idc all three cube alums gents welcome back to the cube good to see you thanks very much dave good to be here thanks david as always a pleasure phil let me start with you as i mentioned up top you've been top grading your team we covered the herzog news beefing up your marketing and also upping your game and emea and apj go to market recently give us the business update on the company since you became ceo earlier this year yeah dave i'd be happy to you know the uh i joined the company in january and it's been a it's been a fast 11 months uh exciting exciting times at infinidad as you know really beginning last fall the company has gone through quite a renaissance a change in the executive leadership team uh i was really excited to join the company we brought on you know a new cfo new chief human resources officer new chief legal officer operations head of operations and most recently as has been you know widely reported we brought in eric to head up our marketing organization as a cmo and then last week richard bradbury in in london to head up international sales so very excited about the team we brought together it's uh it's resulted in or it's been the culmination of a lot of work this year to accelerate the growth of infinidat and that's exactly what we've done it's the company has posted quarter after quarter of significant revenue growth we've been accelerating our rate and pace of adding large new fortune 500 global 2000 accounts and the results show it definitely the one of the most exciting things i think this year has been infinidat has pretty rapidly evolved from a single product line uh company around the infinibox architecture which is what made us unique at the start and still makes us very unique as a company and we've really expanded out from there on that same common software-defined architecture to the ssa the solid state array which we're going to talk about in some in some depth today and then our backup appliance our data protection appliance as well all running the same software and what we see now in the field uh many customers are expanding quickly beyond you know the traditional infinibox business uh to the other parts of our portfolio and our sales teams in turn are expanding their selling motion from kind of an infinibox approach to a portfolio approach and it's it's really helping accelerate the growth of the company yeah that's great to hear you really got a deep bench and of course you you know a lot of people in the industry so you're tapping a lot of your your colleagues okay let's get into the market i want to bring in uh the analyst perspective eric can you give us some context when we talk about things like ultra low latency storage what's the market look like to you help us understand the profile of the customer the workloads the market segment if you would well you bet so i'll start off with a macro trend which is clearly there's more real-time data being captured every year in fact by 2024 24 of all of the data captured and stored will be real-time and that puts very different performance requirements on the storage infrastructure than what we've seen in years past a lot of this is driven by digital transformation we've seen new workload types come in big data analytics real-time big data analytics and obviously we've got legacy workloads that need to be handled as well one other trend i'll mention that is really pointing up this need for low latency consistent low latency is workload consolidation we're seeing a lot of enterprises look to move to fewer storage platforms consolidate more storage workloads onto fewer systems and to do that they really need low latency consistent low latency platforms to be able to achieve that and continue to meet their service level agreements great thank you for that all right ken let's bring you into the conversation steiny what are the business impacts of of latency i want you to help us understand when and why is high latency a problem what are the positive impacts of having a consistent low latency uh opportunity or option and what kind of workloads and customers need that right the world has really changed i mean when when dinosaurs like me started in this industry the only people that really knew about performance were the people in the data center and then as things moved into online computing over the years then people within your own organization would care about performance if things weren't going well and it was really the erp revolution the 1990s that sort of opened uh people's eyes to the need for performance particularly for storage performance where now it's not just your internal users but your suppliers are now seeing what your systems look like fast forward to today in a web-based internet world everyone can see with customer facing applications whether you're delivering what they want or not and to answer your question it really comes down to competitive differentiation for the users that can deliver a better user customer experience if you and i'm sure everybody can relate if you go online and try to place an order especially with the holiday season coming up if there's one particular site that is able to give you instantaneous response you're more likely to do business there than somebody where you're going to be waiting and it literally is that simple it used to be that we cared about bandwidth and we used to care about ios per second and the third attribute latency really has become the only one that really matters going forward we found that most customers tell us that these days almost anyone can meet their requirements for bandwidth and ios per second with very few outlying cases where that's not true but the ever unachievable zero latency instantaneous response that's always going to be able to give people competitive differentiation in everything that they do and whoever can provide that is going to be in a very good position to help them serve their customers better yeah eric that stat you threw out of 24 real time uh and that that sort of underscores the need but phil i wonder how how this fits if you could talk about how that fits into your tam expansion strategy i think that's the job of of every ceo is to think about the expanding the tam it seems like you know a lot of people might say it's not necessarily the largest market but it's strategic and maybe opens up some downstream opportunities is that how you're thinking about it or based on what ken just said you expect this to to grow over time oh we definitely expect it to grow uh dave you know the the history of infinidat has been around our infinibox product targeting the primary storage market at the at the higher end of that market you know it's we've enjoyed operating in a eight nine 10 billion dollar tan through the years and that it continues to grow and we continue to outpace market growth within that tam which is exciting what this uh what the ssa really does is it opens up a tier of workload performance that we see more and more emerging in the primary data center the infinibox classic infinibox architecture we have very very fast as we say it typically outperforms most of our all-flash uh array competitors but clearly there there are a tier of workloads that are growing in the data center that require very very tight tail latencies and and that segment is certainly growing it's where some of the most demanding workloads are on the infinibox ssa was really built to expand our participation in those segments of the market and as i mentioned up front at the same time also taking that that software architecture and moving it into the the data protection space as well which is a whole nother market space that we're opening up for the company so we really see our tam this year with more of the this portfolio approach expanding quite a bit eric how how do you see it well those real-time applications that you talked about that require that consistent ultra-low latency grow kind of in in parallel with that that time curve you know will they become a bigger part of that the the overall storage team and and the workload mix how does idc see it yeah so so they actually are going to be growing over time and a lot of that's driven by the fact of the expectations that um steinhart mentioned a little bit earlier just on the part of customers right what they expect when they interact with your i.t infrastructure so we see that absolutely growing going forward i will make a quick comment about you know when all flash arrays first hit back in 2012 um in the 10 years since they started shipping they now generate over 80 of the primary revenues out there in in the primary storage arena so clearly they've taken over an interesting aspect of what's going on here is that a lot of companies now write rfps specifically requiring an all-flash array and what's going to be interesting for infinidat is despite the fact that they could deliver better performance than many of those systems in the past they couldn't really go after the business where that rfp was written for an afa spec well now they'll certainly have the opportunity to do that in my estimation that's going to give them access to about an additional 5 billion in tam by 2025 so this is big for them as a company yeah that's a 50 increase in tamp so okay well eric you just set up my my follow-up question to you ken was going to be the tougher questions uh which we've you and i have had some healthy debates about this but i know you'll have answers so so for years you've argued that your cached architecture and magic sauce algorithms if i caught that could outperform all flash arrays we're using spinning disks so eric talked about the sort of check off item but are there other reasons for the change of heart why and why does the world need another afa doesn't this cut against your petabyte scale messaging i wonder if you could sort of add some color to that sure a great question and the good news is infinibox still does typically outperform all flash arrays but usually that's for average of latency performance and we're tending to get because we're a a caching architecture not a tiered architecture and we're caching to dram which is an order of magnitude faster than flash or even storage class memory technologies it's our software magic and that software defined storage approach that we've had that now effectively is extended to solid state arrays and some customers told us that you know we love your performance it's incredible but if you could let us effectively be confident that we're seeing you know some millisecond sub half millisecond performance consistently for every single io you're going to give us competitive differentiation and this is one of the reasons why we chose to call the product a solid state array as opposed to merely an all-flash array the more common ubiquitous term and it's because we're not dependent on a specific technology we're using dram we can use virtually any technology on the back end and in this case we've chosen to use flash but it's the software that is able to provide that caching to the front end dram that makes things different so that's one aspect is it's the software that really makes the difference it's been the software all along and still on this architecture still mentions going to across the multiple products it's still the software it's also that in that class of ultra high performance architecturally because it is based on the infinibox architecture we're able to deliver 100 availability which is another aspect that the market has evolved to come to expect and it's not rocket science or magic how we do it the godfather of computer science john von neumann all the way back in the 1950s theorized all the way back then that the right way to do ultra high availability and integrity in i.t systems of any type is in threes triple redundancy and in our case amazingly we're the only architecture that uses triple redundant active active components for every single mission critical component on the system and that gives a level of confidence to people from an availability perspective to go with that performance that is just unmatched in the market and then bring all of that together with a set it and forget it mentality for ease of use and simplicity of management and as phil mentioned being able to have a single architecture that can address now not only the ultra high performance but across the entire swath of as eric mentioned consolidation which is a key aspect as well driving this in addition to those real-time applications that he mentioned and even being able to take it down into our our infiniguard data protection device but all with the same common base of software common interface common user experience and unmatched availability and we've got something that we really think people are going to like and they've certainly been proving that of late well i was going to ask you you know what makes the the infinibox ssa different but i think you just laid it out but your contention is this is totally unique in the marketplace is that right ken yes indeed this is a unique architecture and i i literally as a computer scientist myself truly am genuinely surprised that no other vendor in the market has taken the wisdom of the godfather of computer science john von neumann and put it into practice except in the storage world for this particular architecture which transcends our entire realm all the way from the performance down to the data protection phil i mean you have a very wide observation space in this industry and a good strong historical perspective do you think the expectations for performance and this notion of ultra low latencies you know becoming more demanding is is there a parallel so first of all why is that we've talked about a little bit but is there a parallel to the way availability remember you could have escalated over the years um because it was such a problem and now it's really become table stakes and that last mile is so hard but what are your thoughts on that i i think i think absolutely dave you know the the hallmark of infinidat is this white glove concierge level customer experience that we deliver and it's it's affirmed uh year after year in unsolicited enterprise customer feedback uh above every other competitor in our space uh infinidat sets itself apart for this um and i think that's a big part of what continues to drive and fuel the growth and success of the company i just want to touch on a couple things that ken and and eric mentioned the ssa absolutely opens up our tan because we get to we get a lot more at bats now but i think a lot of the industry looks at infinidat as well those guys are are hard drive zealots right they've their architecture is all based on rotating disk that's what they believe in and it's a hybrid versus afa world out there and they were increasingly not on the right bus and that's just absolutely not true in that our our neural cache and what ken talked about what made us unique at the start i think actually only increasingly differentiates us going forward in terms of the the set it and forget it the intelligence of our architecture the ability of that dram based cache to adapt so dynamically without any knobs and and configuration changes to massive changes in workload scale and user scale and it does it with no drama in fact most of our customers the most common feedback we get is that your platform just kind of disappears into our data infrastructure we don't think about it we don't worry about it when we install an infiniti an infinidat rack our intentions are never to come back you know we're not there showing up with trays of disk under our arms trying to upgrade a mission-critical platform that's just not our model what the ssa does is it gives our customers choice it's not about infinidat saying that used to be the shiny object now this is our new shiny object please everybody now go buy that what where where we position our ssa is it's a it's a tco latency sla choice that they can make between exactly identical customer experiences so instead of an old hybrid and a new afa we've got that same software architecture set it and forget it the neural cache and customers can choose what back-end persistent store they want based on the tco and the sla that they want to deliver to a given set of applications so probably the most significant thing that i've seen happen in the last six months at infinidat is a lot of our largest customers the the fortune 15s the fortune 50s the fortune 100s who have been long-standing infinidat customers are now on almost every sort of re-tranche of or trancha purchase orders into us we're now seeing a mix we're seeing a mix of some ssa and some classic infinibox because they're mixing and matching in a given data center down a given row these applications need this sla these applications need this la and we're able to give them that choice and frankly we don't we don't intentionally try to steer them one direction or the other they they're smart they do the math they can pick and choose what experience they want knowing that irrespective of what front door they go through into the infinidat portfolio they're going to get that same experience so i'm hearing it's not just a an rfp check off item it's more than that the market is heading in that direction eric's data on on real time and we're certainly seeing that the data-driven applications the injection of ai and you know systems making decisions in in real time um and i i'm also hearing phil that you're building on your core principles i'm hearing the white glove service the media agnostic the set it and forget it sort of principles that you guys were founded on is you're carrying that through to this this opportunity we absolutely are in the reason and you ask a good question before and i want to more completely answer it i think availability and customer experience are incredibly important today more so than ever because data center economics and data center efficiency um are more important than ever before is as customers evaluate what workloads belong in the public cloud what workloads do i want on-prem irrespective of those decisions they're trying to optimize their their operational expenses their capex expenses and so one thing that infinidat has always excelled at is consolidation bringing multiple users multiple workloads into the same common platform in the data center it says floor space and watts and and uh you know storage administration resources but to do consolidation well you've got to be incredibly reliable and incredibly predictable without a lot of fuss and drama associated with it and so i think the thing that has made infinidat really strong through the years with being a very good consolidation platform is more important now than ever before in in the enterprise storage space because it is really about data center efficiency and uh administration efficiency associated with that yeah thank you for that phil now actually ken let me come back to you i want to ask you a question about consolidation and you and i and and doc our business friend rest his soul have had some some great conversations about this over time but but as you consolidate people are sometimes worried about the blast radius could you address that concern sure well um phil alluded to software and uh it is the cornerstone of everything we bring to the table and it's not just that deep learning that transcends all the intelligence phil talked about in terms of that full wide range of product it's also protection of data across multiple sites and in multiple ways so we were very fortunate in that when we started to create this product since it is a modern product we got to start with a clean sheet of paper and basically look at everything that had been done before and even with some of the very people who created some of the original software for replication in the market were able to then say if i could do it again how would i do it today and how would it be better so we started with local replication and snapshot technology which is the foundation for being able to do full active active replication across two sites today where you can have true zero rpo no data loss even in the face of any kind of failure of a site of a server of a network of a storage device of a connection as well as zero rto immediate consistent operation with no human intervention and we can extend from that out to remote sites literally anywhere in the world in multiples where you can have additional copies of information and at any of them you can be using not only for protection against natural disasters and floods and things like that but from a cyber security perspective immutable snapshots being able to provide data that you know the bad actors can't compromise in multiple locations so we can protect today against virtually any kind of failure scenario across the swath of infinibox or infinibox ssa you can even connect infinite boxes and infinibox ssas because they are the same architecture exactly as phil said what we're seeing is people deploying mostly infinibox because it addresses the wide swath from a consolidation perspective and usually just infinibox ssa for those ultra high performance environments but the beauty of it is it looks feels runs and operates as that one single simple environment that's set it and forget it and just let it run okay so you can consolidate with with confidence uh let's end with the the independent analyst perspective eric you know how do you see this offering what do you think it means for the market is this a new category is it an extension to an existing space how do you look at that uh so i don't see it as a new category i mean it clearly falls into the current definition of afas i think it's more important from the point of view of the customer base that likes this architecture likes the availability the functionality the flexibility that it brings to the table and they can leverage it with tier zero workloads which was something that in the past they didn't have that latency consistency to do that you know i'll just make one one final comment on the software side as well so the reason software is eating the world mark andreessen is basically because of the flexibility the ease of use and the economics and if you take a look at how this particular vendor infinidat designed their product with a software-based definition they were able to swap out underneath and create a different set of characteristics with this new platform because of the flexibility in the software design and that's critical one if you think about how software is dominating so today for 2021 68 of the revenue in the external storage market that's the size of the software defined storage market that's going to be going to almost 80 by 2024 so clearly things are moving in the direction of systems that are defined in a software-defined manner yeah and data is eating software which is why you're going to need ultra low latency um okay we got to wrap it eric you've just published a piece uh this summer called enterprise storage vendor infinidat expands total available market opportunities with all flash system introduction i'm sure they can get that on your website here's a little graphic that shows you how to get that but so guys thanks so much for coming on the cube congratulations on the progress and uh we'll be watching thanks steve thanks very much dave thank you as always a pleasure all right thank you for watching this cube conversation everybody this is dave vellante and we'll see you next time [Music] you

>> From "theCUBE" studios in Palo Alto in Boston, bringing you data-driven insights from "theCUBE" in ETR. This is breaking analysis with Dave Vellante. >> Chief Information Security Officer's site trust, is the number one value attribute, they can deliver to their organizations. And when it comes to security, identity is the new attack surface. As such identity and access management, continue to be the top priority among technology decision makers. It also happens to be one of the most challenging and complicated areas of the cybersecurity landscape. Okta, a leader in the identity space has announced its intent to converge privileged access and Identity Governance in an effort to simplify the landscape and re-imagine identity. Our research shows that interest in this type of consolidation is very high, but organizations believe technical debt, compatibility issues, expense and lack of talent are barriers to reaching cyber nirvana, with their evolving Zero-Trust networks. Hello and welcome to this week's Wikibon CUBE insights, powered by ETR. In this breaking analysis, we'll explore the complex and evolving world of identity access and privileged account management, with an assessment of Okta's market expansion aspirations and fresh data from ETR, and input from my colleague Eric Bradley. Let's start by exploring identity and why it's fundamental to digital transformations. Look the pandemic accelerated digital and digital raises the stakes in cybersecurity. We've covered this extensively, but today we're going to drill into identity, which is one of the hardest nuts to crack in security. If hackers can steal someone's identity, they can penetrate networks. If that someone has privileged access to databases, financial information, HR systems, transaction systems, the backup corpus, well. You get the point. There are many bespoke tools to support a comprehensive identity access management and privilege access system. Single sign-on, identity aggregation, de-duplication of identities, identity creation, the governance of those identities, group management. Many of these tools are open source. So you have lots of vendors, lots of different systems, and often many dashboards. Practitioners tell us that it's the paper cuts that kill them, patches that aren't applied, open ports, orphan profiles that aren't disabled. They'd love to have a single dashboard, but it's often not practical for large organizations because of the bespoke nature of the tooling and the skills required to manage them. Now, adding to this complexity, many organizations have different identity systems for privileged accounts, the general employee population and customer identity. For example, around 50 percent of ETR respondents in a recent survey use different systems for workforce identity and consumer identity. Now this is often done because the consumer identity is a totally different journey. The consumer is out in the wild and takes an unknown, nonlinear path and then enters the known space inside a brand's domain. The employee identity journey is known throughout. You go onboarding, to increasing responsibilities and more access to off-boarding. Privileged access may even have different attributes, does usually like no email and, or no shared credentials. And we haven't even touched on the other identity consumers in the ecosystem like selling partners, suppliers, machines, etcetera. Like I said, it's complicated and meeting the needs of auditors is stressful and expensive for CSOs. Open chest wounds, such as sloppy histories of privileged access approvals, obvious role conflicts, missing data, inconsistent application of policy and the list goes on. The expense of securing digital operations goes well beyond the software and hardware acquisition costs. So there's a real need and often desire, to converge these systems. But technical debt makes it difficult. Companies have spent a lot of time, effort and money on their identity systems and they can't just rip and replace. So they often build by integrating piece parts or they add on to their Quasi-integrated monolithic systems. And then there's the whole Zero-Trust concept. It means a lot of different things to a lot of different people, but folks are asking if I have Zero-Trust, does it eliminate the need for identity? And what does that mean for my architecture, going forward. So, let's take a snapshot of some of the key players in identity and PAM, Privileged Access Management. This is an X-Y graph that we always like to show. It shows the net score or spending velocity, spending momentum on the vertical axis and market share or presence in the ETR dataset on the horizontal axis. It's not like revenue market share. It's just, it's mentioned market share if you will. So it's really presence in the dataset. Now, note the chart insert, the table, which shows the actual data for Net Score and Shared In, which informs the position of the dot. The red dotted line there, it indicates an elevated level. Anything over 40 percent that mark, we consider the strongest spending velocity. Now within this subset of vendors that we've chosen, where we've tried to identify some, most of them are pure plays, in this identity space. You can see there are six above that 40 percent mark including Zscaler, which tops the charts, Okta, which has been at or near the top for several quarters. There's an argument by the way, to be made that Okta and Zscaler are on a collision course as Okta expands it's TAM, but let's just park that thought for a moment. You can see Microsoft with a highly elevated spending score and a massive presence on the horizontal axis, CyberArk and SailPoint, which Okta is now aiming to disrupt and Auth zero, which Okta officially acquired in may of this year, more on that later now. Now, below that 40 percent mark you can see Cisco, which is largely acquired companies in order to build its security portfolio. For example, Duo which focuses on access and multi-factor authentication. Now, word of caution, Cisco and Microsoft in particular are overstated because, this includes their entire portfolio of security products, whereas the others are more closely aligned as pure plays in identity and privileged access. ThycotyicCentrify is pretty close to that 40 percent mark and came about as a result of the two companies merging in April of this year. More evidence of consolidation in this space, BeyondTrust is close to the red line as well, which is really interesting because this is a company whose roots go back to the VAX VMS days, which many of you don't even know what a VAX VMS is in the mid 1980s. It was the mini computer standard and the company has evolved to provide more modern PAM solutions. Ping Identity is also notable in that, it essentially emerged after the dot com bust in the early 2000s as an identity solution provider for single sign-on, SSO and multifactor authentication, MFA solutions. In IPO'd in the second half of 2019, just prior to the pandemic. It's got a $2 billion market cap-down from its highs of around $3 billion earlier this year and last summer. And like many of the remote work stocks, they bounced around, as the reopening trade and lofty valuations have weighed on many of these names, including Okta and SailPoint. Although CyberArk, actually acted well after its August 12th earnings call as its revenue growth about doubled year on year. So hot space and a big theme this year is around Okta's acquisition of Auth zero and its announcement at Oktane 2021, where it entered the PAM market and announced its thrust to converge its platform around PAM and Identity Governance and administration. Now I spoke earlier this week with Diya Jolly, who's the Chief Product Officer at Okta and I'll share some of her thoughts later in this segment. But first let's look at some of the ETR data from a recent drill down study that our friends over there conducted. This data is from a drill down that was conducted early this summer, asking organizations how important it is to have a single dashboard for access management, Identity Governance and privileged access. This goes directly to Okta strategy that it announced this year at it's Oktane user conference. Basically 80 percent of the respondents want this. So this is no surprise. Now let's stay on this theme of convergence. ETR asks security pros if they thought convergence between access management and Identity Governance would occur within the next three years. And as you can see, 89% believe this is going to happen. They either strongly agree, agree, or somewhat agree. I mean, it's almost as though the CSOs are willing this to occur. And this seemingly bodes well for Okta, which in April announced its intent to converge PAM and IGA. Okta's Diya jolly stressed to me that this move was in response to customer demand. And this chart confirms that, but there's a deeper analysis worth exploring. Traditional tools of identity, single sign-on SSO and multi-factor authentication MFA, they're being commoditized. And the most obvious example of this is OAuth or Open Authorization. You know, log in with Twitter, Google, LinkedIn, Amazon, Facebook. Now Okta currently has around a $35 billion market cap as of today, off from its highs, which were well over 40 billion earlier this year. Okta stated, previously stated, total addressable market was around 55 billion. So CEO, Todd McKinnon had to initiate a TAM expansion play, which is the job of any CEO, right? Now, this move does that. It increases the company's TAM by probably around $20 to $30 billion in our view. Moreover, the number one criticism of Okta is, "Your price is too high." That's a good problem to have I say. Regardless, Okta has to think about adding more value to its customers and prospects, and this move both expands its TAM and supports its longer-term vision to enable a secure user-controlled ubiquitous, digital identity, supporting federated users and data within a centralized system. Now, the other thing Jolly stressed to me is that Okta is heavily focused on the user experience, making it simple and consumer grade easy. At Oktane 21, she gave a keynote laying out the company's vision. It was a compelling presentation designed to show how complex the problem is and how Okta plans to simplify the experience for end users, service providers, brands, and the overall technical community across the ecosystem. But look, there are a lot of challenges, the company faces to pull this off. So let's dig into that a little bit. Zero-Trust has been the buzz word and it's a direction, the industry is moving towards, although there are skeptics. Zero-Trust today is aspirational. It essentially says you don't trust any user or device. And the system can ensure the right people or machines, have the proper level of access to the resources they need all the time, with a fantastic user experience. So you can see why I call this nirvana earlier. In previous breaking analysis segments, we've laid out a map for protecting your digital identity, your passwords, your crypto wallets, how to create Air Gaps. It's a bloody mess. So ETR asked security pros if they thought a hybrid of access management and Zero-Trust network could replace their PAM systems, because if you can achieve Zero-Trust in a world with no shared credentials and real-time access, a direction which Diya jolly clearly told me Okta is headed, then in theory, you can eliminate the need for Privileged Access Management. Another way of looking at this is, you do for every user what you do for PAM users. And that's how you achieve Zero-Trust. But you can see from this picture that there's more uncertainty here with nearly 50 percent of the sample, not in agreement that this is achievable. Practitioners in Eric Bradley's round tables tell us that you'll still need the PAM system to do things, like session auditing and credential checkouts and other things. But much of the PAM functionality could be handled by this Zero-Trust environment we believe. ETR then asks the security pros, how difficult it would be to replace their PAM systems. And this is where it gets interesting. You can see by this picture. The enthusiasm wanes quite a bit when the practitioners have to think about the challenges associated with replacing Privileged Access Management Systems with a new hybrid. Only 20 percent of the respondents see this as, something that is easy to do, likely because they are smaller and don't have a ton of technical debt. So the question and the obvious question is why? What are the difficulties and challenges of replacing these systems? Here's a diagram that shows the blockers. 53 percent say gaps in capabilities. 26 percent say there's no clear ROI. IE too expensive and 11 percent interestingly said, they want to stay with best of breed solutions. Presumably handling much of the integration of the bespoke capabilities on their own. Now speaking with our Eric Bradley, he shared that there's concern about "rip and replace" and the ability to justify that internally. There's also a significant buildup in technical debt, as we talked about earlier. One CSO on an Eric Bradley ETR insights panel explained that the big challenge Okta will face here, is the inertia of entrenched systems from the likes of SailPoint, Thycotic and others. Specifically, these companies have more mature stacks and have built in connectors to legacy systems over many years and processes are wired to these systems and would be very difficult to change with skill sets aligned as well. One practitioner told us that he went with SailPoint almost exclusively because of their ability to interface with SAP. Further, he said that he believed, Okta would be great at connecting to other cloud API enabled systems. There's a large market of legacy systems for which Okta would have to build custom integrations and that would be expensive and would require a lot of engineering. Another practitioner said, "We're not implementing Okta, but we strongly considered it." The reason they didn't go with was the company had a lot of on-prem legacy apps and so they went with Microsoft Identity Manager, but that didn't meet the grade because the user experience was subpar. So they're still searching for a solution that can be good at both cloud and on-prem. Now, a third CSO said, quote, " I've spent a lot of money, writing custom connectors to SailPoint", and he's stressed a lot of money, he said that several times. "So, who was going to write those custom connectors for me? Will Okta do it for free? I just don't see that happening", end quote. Further, this individual said, quote, "It's just not going to be an easy switch. And to be clear, SailPoint is not our PAM solution. That's why we're looking at CyberArk." So the complexity that, unquote. So the complexity and fragmentation continues. And personally I see this as a positive trend for Okta, if it can converge these capabilities. Now I pressed Okta's Diya Jolly on these challenges and the difficulties of replacing them over to our stacks of the competitors. She fully admitted, this was a real issue But her answer was that Okta is betting on the future of microservices and cloud disruption. Her premise is that Okta's platform is better suited for this new application environment, and they're essentially betting on organizations modernizing their application portfolios and Okta believes that it will be ultimately a tailwind for the company. Now let's look at the age old question of best of breed versus incumbent slash integrated suite. ETR and it's drilled down study ask customers, when thinking about identity and access management solutions, do you prefer best of breed and incumbent that you're already using or the most cost efficient solution? The respondents were asked to force rank one, two and three, and you can see, incumbent just edged out best in breed with a 2.2 score versus a 2.1, with the most cost-effective choice at 1.7. Now, overall, I would say, this is good news for Okta. Yes, they faced the issues that we brought up earlier but as digital transformations lead to modernizing much of the application portfolio with container and microservices, Okta will be in a position, assuming it continues to innovate, to pick up much of this business. And to the point earlier, where the CSO told us they're going to use both SailPoint and CyberArk. When ETR asked practitioners which vendors are in the best position to benefit from Zero-Trust, the Zero-Trust trend, the answers were not surprisingly all over the place. Lots of Okta came up. Zscaler came up a lot too, hmm. There's that collision course. But plenty of SailPoint, Palo Alto, Microsoft, Netskope, Dichotic, Centrify, Cisco, all over the map. So now let's look specifically at how practitioners are thinking about Okta's latest announcements. This chart shows the results of the question. Are you planning to evaluate Okta's recently announced Identity Governance and PAM offerings? 45 to nearly 50 percent of the respondents either were already using or plan to evaluate, with just around 40 percent saying they had no plans to evaluate. So again, this is positive news for Okta in our view. The huge portion of the market is going to take a look at what Okta's doing. Combined with the underlying trends that we shared earlier related to the need for convergence, this is good news for the company. Now, even if the blockers are too severe to overcome, Okta will be on the radar and is on the radar as you can see from this data. And as with the Microsoft MIM example, the company will be seen as increasingly strategic, Okta that is, and could get another bite at the apple. Moreover, Okta's acquisition of Auth zero is strategically important. One of the other things Jolly told me is they see initiative starting both from devs and then hand it over to IT to implement, and then the reverse where IT may be the starting point and then go to devs to productize the effort. The Auth zero acquisition gives Okta plays in both games, because as we've reported earlier, Okta wasn't strong with the devs, Auth zero that was their wheelhouse. Now Okta has both. Now on the one hand, when you talk to practitioners, they're excited about the joint capabilities and the gaps that Auth zero fills. On the other hand, it takes out one of Okta's main competitors and customers like competition. So I guess I look at it this way. Many enterprises will spend more money to save time. And that's where Okta has traditionally been strong. Premium pricing but there's clear value, in that it's easier, less resources required, skillsets are scarce. So boom, good fit. Other enterprises look at the price tag of an Okta and, they actually have internal development capabilities. So they prefer to spend engineering time to save money. That's where Auth zero has seen its momentum. Now Todd McKinnon and company, they can have it both ways because of that acquisition. If the price of Okta classic is too high, here's a lower cost solution with Auth zero that can save you money if you have the developer talent and the time. It's a compelling advantage, that's unique. Okay, let's wrap. The road to Zero-Trust networks is long and arduous. The goal is to understand, support and enable access for different roles, safely and securely, across an ecosystem of consumers, employees, partners, suppliers, all the consumers, (laughs softly) of your touch points to your security system. You've got to simplify the user experience. Today's kluge of password, password management, security exposures, just not going to cut it in the digital future. Supporting users in a decentralized, no-moat world, the queen has left her castle, as I often say is compulsory. But you must have federated governance. And there's always going to be room for specialists in this space. Especially for industry specific solutions for instance, within healthcare, education, government, etcetera. Hybrids are the reality for companies that have any on-prem legacy apps. Now Okta has put itself in a leadership position, but it's not alone. Complexity and fragmentation will likely remain. This is a highly competitive market with lots of barriers to entry, which is both good and bad for Okta. On the one hand, unseating incumbents will not be easy. On the other hand, Okta is both scaling and growing rapidly, revenues are growing almost 50% per annum and with it's convergence agenda and Auth zero, it can build a nice moat to its business and keep others out. Okay, that's it for now. Remember, these episodes are all available as podcasts, wherever you listen, just search braking analysis podcast, and please subscribe. Thanks to my colleague, Eric Bradley, and our friends over at ETR. Check out ETR website at "etr.plus" for all the data and all the survey action. We also publish a full report every week on "wikibon.com" and "siliconangle.com". So make sure you check that out and browse the breaking analysis collection. There are nearly a hundred of these episodes on a variety of topics, all available free of charge. Get in touch with me. You can email me at "david.vellante@siliconangle.com" or "@dvellante" on Twitter. Comment on our LinkedIn posts. This is Dave Vellante for "theCUBE" insights powered by ETR. Have a great week everybody. Stay safe, be well And we'll see you next time. (upbeat music)

>>Yeah, >>approximately two years after HP split into two separate companies, antonioni Ranieri was named president and Ceo of Hewlett Packard Enterprise. Under his tenure, the company has streamlined its operations, sharpened his priorities, simplified the product portfolio and strategically aligned its human capital with key growth initiatives. He's made a number of smaller but high leverage acquisitions and return the company to growth while affecting a massive company wide pivot to an as a service model. Welcome back to HPD discovered 2021. This is Dave Volonte for the cube and it's my pleasure to welcome back Antonio Neary to the program. Antonio it's been a while. Great to see you again. >>Hi, Dave. Thanks for having me. >>That's really our pleasure. It was just gonna start off with the big picture. Let's talk about trends. You're a trend spotter. What do you see today? Everybody talks about digital transformation. We had to force marks to digital last year. Now it's really come into focus. But what are the big trends that you're seeing that are affecting your customers transformations? >>Well, Dave, I mean obviously we have been talking about digital transformation for some time uh in our view is no longer a priority is a strategic imperative. And through the last 15 months or so since we have been going through the pandemic, we have seen that accelerated to a level we haven't never seen before. And so what's going on is that we live in a digital economy and through the pandemic now we are more connected than ever. We are much more distributed than ever before and an enormous amount of data is being created and that data has tremendous value. And so what we see in our customer's name, more connectivity, they need a platform from the edge to the cloud to manage all the data and most important they need to move faster and extracting that inside that value from the data and this is where HP is uniquely positioned to deliver against those experiences and way we haven't imagined before. >>Yeah, we're gonna dig into that now, of course you and I have been talking about data and how much data for decades, but I feel like we're gonna look back at 2030 and say, wow, we never, we're not gonna do anything like that. So we're really living in a data centric era as the curves are going exponential, What do you see? How do you see customers handling this? How are they thinking about the opportunities? >>Well, I think, you know, customer realized now that they need to move faster, they need to absolutely be uh much more agile and everything. They do, they need to deploy a cloud experience for all the work clothes and data that they manage and they need to deliver business outcomes to stay ahead of the competition. And so we believe technology now plays even a bigger role and every industry is a technology industry in many ways, every company, right, is a technology company, whether your health care, your manufacturer, your transportation company, you are an education, everybody needs more. It no less. It but at the same time they want the way they want to consumer dave is very different than ever before, right? They want an elastic consumption model and they want to be able to scale up and down based on the needs of their enterprise. But if you recall three years ago, I knew and I had this conversation, I predicted that enterprise of the future will be edge century, cloud enable and data driven. The edge is the next frontier, we said in 2018 and think about it, you know, people now are working remotely and that age now is much more distribute than we imagined before. Cloud is no longer a destination, it is an experience for all your apps and data, but now we are entering what we call the edge of insight, which is all about that data driven approach and this is where all three have to come together in ways that customer did envision before and that's why they need help. >>So I see that, I see the definition of cloud changing, it's no longer a set of remote services, you know, somewhere up there in the cloud, it's expanding on prem cross clouds, you mentioned the edge and so that brings complexity. Every every company is a technology company but they may not be great at technology. So it seems that there are some challenges around there, partly my senses, some of some of what you're trying to do is simplify that for your customers. But what are the challenges that your customers are asking you to solve? >>Well, the first they want a consistent and seamless experience, whatever that application and data lives, so, you know, for them, you know, they want to move away from running it to innovate in our 90 and then obviously they need to move much faster. As I said earlier about this data driven approaches. So they need help because obviously they need to digitize every every aspect of the company, but at the same time they need to do it in a much more cost effective way. So they're asking for subject matter expertise on process engineering. They're asking for the fighting the right mix of hybrid experiences from the edge to cloud and they need to move much faster at scale in deploying technologies like Ai deep learning and machine learning and Hewlett Packard Enterprise uh is extremely well positioned because we have been building an age to club platform where you provide connectivity where you bring computing and storage uh in a softer, define scalable way that you can consume as a service. And so we have great capabilities without HP Point next technology services and advice and run inside. But we have a portfolio with HP Green Lake, our cloud services, the cloud that comes to you that are addressing the most critical data driven warlords. >>Probably about 24 months ago you announced that HP was was going to basically go all in on as a service and get there by by 2022 for all your solutions. I gotta get, I gotta say you've done a good job communicating the Wall Street, I think, I think culturally you've really done a good job of emphasizing that to your, to the workforce. Uh, but but how should we measure the progress that you've made toward that goal? How our customers responding? I I know how the markets responding, you know, three or four year big competitors have now announced. But how should we measure, you know, how you're tracking to that goal? >>Well, I think, you know, the fact that our competitors are entering the other service market is a validation that our vision was right. And that's that's that's good because in the end, you know, it tells us we are on the right track. However, we have to move much faster than than ever before. And that's why we constantly looking for ways to go further and faster. You're right. The court of this is a cultural transformation. Engineering wise, once you state, once you state the North Star, we need to learn our internal processes to think Cloud first and data first versus infrastructure. And we have made great progress. The way we measure ourselves. Dave is very simple is by giving a consistent and transparent report on our pivot in that financial aspect of it, which is what we call the annualized revenue run rate, which we have been disclosed enough for more than a year and a half. And this past quarter grew 30% year over year. So we are on track to deliver a 30-40% Kegel that we committed two years ago And this business going to triple more than uh more than one year from now. So it's gonna be three times as bigger as we enter 2022 and 2023. But in the end, it's all about the experience you deliver and that's why architecturally uh while we made great progress. I know there is way more work to be done, but I'm really excited because what we just announced here this week is just simply remarkable. And you will see more as we become more a cloud operating driven company in the in the next months and years to come. >>I want to ask you kind of a personal question. I mean, COVID-19 is you know, sharpened our sensitivity and empathy to to a lot of different things. Uh and I think uh ceos in your position of a large tech company or any large company, they really can't just give lip service to things like E. S. G. Or or ethical uh digital transformation, which is something that you've talked about in other words, making sure that it's inclusive. Everybody is able to participate in this economy and not get left behind. What does this mean to you personally? >>Well, they remember I'm in a privileged position, right? Leading a company like Hewlett Packard Enterprise that has Hewlett and Packard on the brand is an honor, but it's also a big responsibility. Let's remember what this company stands for and what our purpose is, which is to advance the way people live and work, and in that we have to be able to create a more equitable society and use this technology to solve some of the biggest societal challenge you have been facing The last 18 months has been really hard on a number of dimensions, not just for the business but for their communities. Uh, we saw disruption, we saw hardships on the financial side, we saw acts of violence and hatred. Those are completely unacceptable. But if we work together, we can use these technologies to bring the community together and to make it equitable. And that's one is one of my passion because as we move into this digital economy, I keep saying that connecting people is the first step and if you are not connected, you're not going to participate. Therefore we cannot afford to create a digital economy for only few. And this is why connectivity has to become an essential service, not different than water and electricity. And that's why I have passion and invest my own personal time working with entities like World Economic Forum, educating our government, right, Which is very important because both the public sector and the private sector have to come together. And then from the technology standpoint, we have to architect these things that are commercially accessible and viable to everyone. And so it's uh it's I will say that it's not just my mission. Uh this is top of mind for many of my colleagues ceos that talked all the time and you can see of movement, but at the same time it's good for business because shareholders now want to invest in companies that take care about this, how we make, not just a word more inclusive and equitable, but also how we make a more sustainable and we with our technologies, we can make the world way more sustainable with circular economy, power, efficiency and so forth. So a lot of work to be done dave but I'm encouraged by the progress but we need to do way way more. >>Thank you for that Antonio. I want to ask you about the future and I want to ask you a couple of different angles. So I want to start with the edge. So it seems to me that you're you're building this vision of what I call a layer that abstracts the underlying complexity of the whether it's the public cloud across clouds on prem and and and the edge and it's your job to simplify that. So I as the customer can focus on more strategic initiatives and that's clearly the vision that you guys are setting forth on. My question is is how far do you go on the edge? In other words, it seems to me that Aruba for example, for example, awesome acquisition could go really, really deep into the far edge, maybe other parts of your portfolio, you're kind of more looking at horizontal. How should we think about HP. Es, positioning and participation in that edge opportunity? >>Well, we believe we are becoming one of the merger leaders at the intelligent edge. Right? These edges becoming way more intelligent. We live in a hyper connected world and that will continue to grow at an exponential pace. Right? So today we we may have billions of people and devices pursue. We're entering trillions of things that will be connected to the network. Uh, so you need a platform to be able to do with the scale. So there is a horizontal view of that to create these vertical experiences which are industry driven. Right? So one thing is to deliver a vertical experience in healthcare versus manufacturer transportation. And so we take a really far dave I mean, to the point that we just, you know, put into space 256 miles above the Earth, a supercomputer that tells you we take a really far, but in the end, it's about acting where the data is created and bringing that knowledge and that inside to the people who can make a difference real time as much as possible. And that's why I start by connecting things by bringing a cloud experience to that data, whatever it lives because it's cheaper and it's way more economical and obviously there's aspects of latest in security and compliance. They have to deal with it and then ultimately accelerate that inside into some sort of outcome. And we have many, many use cases were driving today and Aruba is the platform by the way, which we have been using now to extend from the edge all the way to the core into the cloud business. And that's why you HP has unique set of assets to deliver against that opportunity. >>Yes, I want to talk about some of the weapons you have in your arsenal. You know, some people talk about, hey, well we have to win the architectural battle for hybrid cloud. I've heard that statement made, certainly HP is in that battle. It's not a zero sum game, but you're a player there. And so when I, when I look at as a service, great, you're making progress there. But I feel like there's more, there's, there's architecture there, you're making acquisitions, you're building out as moral, which is kind of an interesting data platform. Uh, and so I want to ask you how you see the architecture emerging and where H. P. S sort of value add, I. P. Is your big player and compute you've got actually, you've got chops and memory disaggregate asian, you've done custom silicon over the years. How how should we think about your contribution to the next decade of innovation? >>Well, I think it's gonna come different layers of what we call the stock, right? Obviously, uh, we have been known for an infrastructure company, but the reality is what customers are looking for. Our integrated solutions that are optimized for the given world or application. So they don't have to spend time bringing things together. Right? And and spend weeks sometimes months when they can do it in just in a matter of minutes a day so they can move forward innovative on I. T. And so we were really focused on that connectivity as the first step. And Aruba give us an enormous rich uh through the cloud provisioning of a port or a wifi or a one. As you know, as we move to more cloud native applications. Much of the traffic through the connectivity will go into the internet, not through the traditional fixed networks. And that's what we did acquisitions like Silver Peak because now we can connect all your ages and all your clouds in an autonomous softer. The final way as we go to the other spectrum. Right? We talk about one load optimization and uh for us H. P. S my role is the recipe by which we bring the infrastructure and the software in through that integrated solution that can run autonomously that eventually can consume as a service. And that's why we made the introduction here of HP Green like Lighthouse, which is actually a fully optimised stack. They with the push of a bottom from HP Green Lake cloud platform, we can deploy whatever that that is required and then be able to Federated so we can also address other aspects like disaster recovery and be able to share all the knowledge real time. Swarm learning is another thing that people don't understand. I mean if you think about it. So I'm learning is a distributed Ai learning ecosystem and think about what we did with the D. C. Any in order to find cures for Alzheimer's or dementia. But so I'm learning is going to be the next platform sitting on this age to cloud architecture. So that instead of people worrying about sharing data, what we're doing is actually sharing insights And be able to learn through these millions of data points that they can connect with each other in a secure way. Security is another example, right? So today on an average takes 28 days to find a bridge in your enterprise with project Aurora, which we're going to make available at the end of the year by the end of the year. We actually can address zero day attacks within seconds. And then we're work in other areas like disaster recovery when you get attacked. Think about the ransom ramp somewhere that we have seen in the last few weeks, right? You know, God forbid you have to pay for it. But at the same time, recovery takes days and weeks. Sometimes we are working on technology to do it within 23 seconds. So this is where HP can place across all spectrums of the stack And at the same time of course people expect us to innovate in infrastructure layer. That's why we also partner with companies like Intel were with the push of a bottom. If you need more capacity of the court, you don't have to order anything. She's pushed the bottle, we make more calls available so that that warlord can perform and when you don't need it, shut it off so you don't have to pay for it. And last finalist, you know, I will say for us is all about the consumption availability of our solutions And that's what I said, you know, in 2019 we will make available everything as a service by 2022. You know, we have to say as you know, there is no need to build the church for Easter Sunday when you can rent it for that day. The point here is to grow elastically. And the fact that you don't need to move the data is already a cost savings because cost of aggression data back and forth is enormous and customers also don't want to be locked in. So we have an open approach and we have a true age to cloud architecture and we are focusing on what is most valuable aspect for the customer, which is ultimately the data. >>Thank you for that. One of the other things I wanted to ask you about, again, another weapon in your arsenal is you mentioned supercomputing before. Up in space, we're on the cusp of exa scale and that's the importance of high performance computing. You know, it used to be viewed as just a niche. I've had some great conversations with DR go about this, but that really is the big data platform, if you will. Uh can I wonder if you could talk a little bit about how that fits into the future. Your expertise in HPC, you're obviously a leader in that space. What's the fit with this new vision you're laying out? >>Well, HPC, high performance computing in memory computer are the backbone to be able to manage large data sets at massive scale. Um, and, you know, deployed technologies like deep learning or artificial intelligence for this massive amount of data. If we talked about the explosion of data all around us and uh, you know, and the algorithms and the parameters to be able to extract inside from the day is getting way more complex. And so the ability to co locate data and computed a massive scale is becoming a necessity, whether it's in academia, whether it's in the government obviously to protect your, your most valuable assets or whether it is in the traditional enterprise. But that's why with the acquisition of cray as G. I. And our organic business, we are absolutely the undisputed leader to provide the level of capabilities. And that's why we are going to build five of the top six exa scale systems, which is basically be able to process the billion billion, meaning billion square transactions per second. Can you imagine what you can do with that? Right. What type of problems you can go solve climate problems? Right. Um you know, obviously be able to put someone back into the moon and eventually in mars, you know, the first step to put that supercomputer as an edge computer into the international space station. It's about being able to process data from the images that take from the ice caps of the of the earth to understand climate changes. But eventually, if you want to put somebody in in into the Marks planet, you have to be able to communicate with those astronauts as they go and you know, you can't afford the latency. Right? So this is what the type of problems we are really focused on. But HPC is something that we are absolutely super committed and it's something that honestly, we have the full stack from silicon to software to the system performance that nobody else has in the industry. >>Well, I think it's a real tailwind for you because the industry is moving in that direction and everybody talks about the data and workloads are shifting. We used to be uh I got O. L. T. P. And I got reporting. Now you look at the workloads, there's so much diversity so I'll give you the last word. What what really is the most exciting to you about the future of HPV? >>Well, I'm excited about the innovation will bring it to the market and honestly as the Ceo I care about the culture of the company. For me, the last almost 3.5 years have been truly remarkable. As you said at the beginning, we are transforming every aspect of this company. When I became Ceo I had three priorities for myself. One is our customers and partners. That's why we do these events right to communicate, communicate, communicate. They are our North Star, that's why we exist. Second is our innovation right? We compete and win with the best innovation, solving the most complex problems in a sustainable and equitable way. And third is the culture of the company, which are the core is how we do things in our Team members and employees. You know, I represent my colleagues here, the 60,000 strong team members that had incredible passion for our customers and to make a contribution every single day. And so for me, I'm very optimistic about what we see the recovery of the economy and the possibilities of technology. Uh, but ultimately, you know, we have to work together hand in hand and I believe this company now is absolutely on the right track to not just be relevant, but really to make a difference. And remember That in the end we we have to be a force for good. And let's not forget that while we do all of this, we have some farm with technology. We have to also help some, uh, to address some of the challenges we have seen in the last 18 months and H. P. E. is a whole different company uh, that you knew 3.5 years ago. >>And as you said, knowledge is the right thing to do. It's good. It's good for business Antonio. Neary, thanks so much for coming back to the cube is always a pleasure to see you. >>Thanks for having me. Dave and >>thank you for watching this version of HP discover 2021 on the cube. This is David want to keep it right there for more great coverage. Mm

>>approximately two years after HP split into two separate companies, antonioni Ranieri was named president and Ceo of Hewlett Packard Enterprise. Under his tenure, the company has streamlined its operations, sharpened his priorities, simplified the product portfolio and strategically aligned its human capital with key growth initiatives. He's made a number of smaller but high leverage acquisitions and return the company to growth while affecting a massive company wide pivot to an as a service model. Welcome back to HPD discovered 2021. This is Dave Volonte for the cube and it's my pleasure to welcome back Antonio. Neary to the program Antonio it's been a while. Great to see you again. >>Dave Thanks for having me. >>That's really our pleasure. I was just gonna start off with >>the big picture. >>Let's talk about trends. You're a trend spotter. What do you see today? Everybody talks about digital transformation. We had to force marks to digital last year now it's really come into focus. But what are the big trends that you're seeing that are affecting your customers transformations? >>Okay. I mean obviously we have been talking about digital transformation for some time uh in our view is no longer a priority is a strategic imperative. And through the last 15 months or so since we have been going through the pandemic we have seen that accelerated to a level we haven't never seen before. And so what's going on is that we live in a digital economy and through the pandemic now we are more connected than ever. We are much more distributed than ever before and an enormous amount of data is being created and that data has tremendous value. And so what we see in our customers need more connectivity, they need a platform from the edge to the cloud to manage all the data and most important they need to move faster and extracting that inside that value from the data and this is where HP is uniquely positioned to deliver against those experiences the way we haven't imagined before. >>Yeah, we're gonna dig into that now, of course, you and I have been talking about data and how much data for decades, but I feel like we're gonna look back at, you know, in 2030 and say, Wow, we never, we're not gonna do anything like that. So we're really living in a data centric era as the curves are going exponential. What do you see? How do you see customers handling this? How are they thinking about the opportunities? >>Well, I think, you know, customer realized now that they need to move faster, they need to absolutely be uh much more agile and everything. They do. They need to deploy a cloud experience for all the war clothes and data that they manage and they need to deliver business outcomes to stay ahead of the competition. And so we believe technology now plays even a bigger role and every industry is a technology industry in many ways. Every company right, is a technology company, whether your health care, your manufacturer, your transportation company, you are an education, everybody needs more. It no less I. T. But at the same time they want the way they want to consumer Dave is very different than ever before, right? They want an elastic consumption model and they want to be able to scale up and down based on the needs of their enterprise. But if you recall three years ago I knew and I had this conversation, I predicted that enterprise of the future will be edge centric cloud enable and data driven. The edge is the next frontier. We said in 2018 and think about it, you know, people now are working remotely and that age now is much more distribute than we imagined before. Cloud is no longer a destination, it is an experience for all your apps and data, but now we are entering what we call the edge of insight which is all about that data driven approach and this is where all three have to come together in ways that customer did envision before and that's why they need help. >>So I see that I see the definition of cloud changing, it's no longer a set of remote services, you know, somewhere up there in the cloud, it's expanding on prem cross clouds, you mentioned the Edge and so that brings complexity. Every every company is a technology company but they may not be great at technology. So it seems that there are some challenges around there, partly my senses, some of some of what you're trying to do is simplify that for your customers. But what are the challenges that your customers are asking you to solve? >>Well the first they want a consistent and seamless experience, whatever that application and data lives. And so um you know for them you know they want to move away from running I. T. to innovate in our 90 and then obviously they need to move much faster. As I said earlier about this data driven approaches. So they need help because obviously they need to digitize every every aspect of the company but at the same time they need to do it in a much more cost effective way. So they're asking for subject matter expertise on process engineering. They're asking for the fighting the right mix of hybrid experiences from the edge to cloud and they need to move much faster as scale in deploying technologies like Ai deep learning and machine learning. Hewlett Packard Enterprise uh is extremely well positioned because we have been building an age to cloud platform where you provide connectivity where you bring computing and storage uh in a soft of the fine scalable way that you can consume as a service. And so we have great capabilities without HP Point next technology services and advice and run inside. But we have a portfolio with HP Green Lake, our cloud services, the cloud that comes to you that are addressing the most critical data driven warlords. >>Probably about 24 months ago you announced that HP was, was going to basically go all in on as a service and get there by by 2022 for all your solutions. I gotta get, I gotta say you've done a good job communicating the Wall Street, I think. I think culturally you've really done a good job of emphasizing that to your, to the workforce. Uh, but but how should we measure the progress that you've made toward that goal? How our customers responding? I know how the markets responding, you know, three or four year big competitors have now announced. But how should we measure, you know, how you're tracking to that goal? >>Well, I think, you know, the fact that our competitors are entering the other service market is a validation that our vision was right. And that's that's that's good because in the end, you know, it tells us we are on the right track. However, we have to move much faster than than ever before. And that's why we constantly looking for ways to go further and faster. You're right. The court of this is a cultural transformation. Engineering wise, once you step, once you state the North Star, we need to learn our internal processes to think cloud first and data first versus infrastructure. And we have made great progress. The way we measure ourselves. Dave is very simple is by giving a consistent and transparent report on our pivot in that financial aspect of it, which is what we call the annualized revenue run rate, Which we have been disclosed enough for more than a year and a half. And this past quarter grew 30% year over year. So we are on track to deliver at 30 to 40% cake or that we committed two years ago And this business going to triple more than uh more than one year from now. So it's gonna be three times as bigger as we enter 2022 and 2023. But in the end it's all about the experience you deliver and that's why architecturally uh while we made great progress. I know there is way more work to be done, but I'm really excited because what we just announced here this week is just simply remarkable. And you will see more as we become more a cloud operating driven company in the next month and years to come. >>I want to ask you kind of a personal question. I mean, COVID-19 has sharpened our sensitivity and empathy to a lot of different things. And I think ceos in your position of a large tech company or any large company, they really can't just give lip service to things like E. S. G. Or or ethical uh digital transformation, which is something that you've talked about in other words, making sure that it's inclusive. Everybody is able to participate in this economy and not get left behind. What does this mean to you personally? >>Well, they remember I'm in a privileged position, right? Leading a company like Hewlett Packard Enterprise that has Hewlett and Packard on the brand is an honor, but it's also a big responsibility. Let's remember what this company stands for and what our purpose is, which is to advance the way people live and work. And in that we have to be able to create a more equitable society and use this technology to solve some of the biggest societal challenge you have been facing Last 18 months has been really hard on a number of dimensions, not just for the business but for their communities. Uh, we saw disruption, we saw hardships on the financial side, we saw acts of violence and hatred. Those are completely unacceptable. But if we work together, we can use these technologies to bring the community together and to make it equitable. And that's one is one of my passion because as we move into this digital economy, I keep saying that connecting people is the first step and if you are not connected you're not going to participate. Therefore we cannot afford to create a digital economy for only few. And this is why connectivity has to become an essential service, not different than water and electricity. And that's why I have passion and invest my own personal time working with entities like World Economic Forum, educating our government, which is very important because both the public sector and the private sector have to come together. And then from the technology standpoint, we have to architect these things. They are commercially accessible and viable to everyone. And so it's uh it's I will say that it's not just my mission. Uh this is top of mind for many of my colleagues ceos that talked all the time and you can see of movement, but at the same time it's good for business because shareholders now want to invest in companies that take care about this. How we make, not just a world more inclusive and equitable, but also how we make a more sustainable and we with our technologies we can make the world way more sustainable with circular economy, power, efficiency and so forth. So a lot of work to be done dave but I'm encouraged by the progress but we need to do way way more. >>Thank you for that Antonio I want to ask you about the future and I want to ask you a couple of different angles. So I want to start with the edge. So it seems to me that you're you're building this vision of what I call a layer that abstracts the underlying complexity of the whether it's the public cloud across clouds on prem and and and the edge And it's your job to simplify that. So I as the customer can focus on more strategic initiatives and that's clearly the vision that you guys are setting forth on. My question is is how far do you go on the edge? In other words, it seems to me that Aruba for example, for example, awesome acquisition can go really, really deep into the far edge. Maybe other parts of your portfolio, you're kind of more looking at horizontal. How should we think about HP es positioning and participation in that edge opportunity? >>Well, we believe we are becoming one of the merger leaders at the intelligent edge. Right. These edges becoming more intelligent. We live in a hyper connected world and that will continue to grow at an exponential pace. Right? So today we we might have billions of people and devices pursue. We're entering trillions of things that will be connected to the network. Uh, so you need a platform to be able to do with the scale. So there is a horizontal view of that to create these vertical experiences which are industry driven. Right? So one thing is to deliver a vertical experience in healthcare versus manufacturer transportation. And so we take a really far dave I mean, to the point that we just, you know, put into space 256 miles above the earth, a supercomputer that tells you we take a really far, but in the end it's about acting where the data is created and bringing that knowledge and that inside to the people who can make a difference real time as much as possible. And that's why I start by connecting things by bringing a cloud experience to that data wherever it lives because it's cheaper and it's where more economical and obviously there is aspects of latest in security and compliance that you have to deal with it and then ultimately accelerate that inside into some sort of outcome and we have many, many use cases were driving today and Aruba is the platform by the way, which we have been using now to extend from the edge all the way to the core into the cloud business and that's why you HP has unique set of assets to deliver against that opportunity. >>Yes, I want to talk about some of the weapons you have in your arsenal. You know, some people talk about a week and we have to win the architectural battle for hybrid cloud. I've heard that statement made, certainly HPV is in that balance is not a zero sum game, but but you're a player there. And so when I when I look at as a service, great, you're making progress there. But I feel like there's more, there's there's architecture there, you're making acquisitions, you're building out as moral, which is kind of an interesting data platform. Uh, and so I want to ask you, so how you see the architecture emerging and where H. P. S sort of value add i. P. Is your big player and compute you've got actually you've got chops and memory disaggregate asian, you've done custom silicon over the years. How how should we think about your contribution to the next decade of innovation? >>Well, I think it's gonna come different layers of what we call the stock, right? Obviously, uh, we have been known for an infrastructure company, but the reality is what customers are looking for Our integrated solutions that are optimized for the given workload or application. So they don't have to spend time bringing things together. Right? And and spend weeks sometimes months when they can do it in just in a matter of minutes a day so they can move forward innovative or 90. And so we we are really focused on that connectivity as the first step. And Aruba give us an enormous rich uh through the cloud provisioning of a port or a wifi or a one. As you know, as we move to more cloud native applications. Much of the traffic through the connectivity will go into the internet, not through the traditional fixed networks. And that's what we did acquisitions like Silver Peak because now we can connect all your ages and all your clouds in an autonomous software defined way as you go to the other spectrum, right. We talk about what load optimization and uh for us H. P. S. My role is the recipe by which we bring the infrastructure and the software in through that integrated solution that can run autonomously that eventually can consume as a service. And that's why we made the introduction here of HP Green like lighthouse which is actually I fully optimised stack the with the push of a bottom from HP Green Lake cloud platform we can deploy whatever that that is required and then be able to Federated so we can also address other aspects like disaster recovery and be able to share all the knowledge real time. So I'm learning is another thing that people don't understand. I mean if you think about it. So I'm learning is a distributed Ai learning uh ecosystem and think about what we did with the D. C. Any in order to find cures for Alzheimer's or dementia. But swam learning is gonna be the next platform sitting on this age to cloud architecture so that instead of people worrying about sharing data, what we're doing is actually sharing insights And be able to learn to these millions of data points that they can connect with each other in a secure way. Security is another example, right? So today on an average takes 28 days to find a bridge in your enterprise with project Aurora, which we're gonna make available at the end of the year, by the end of the year. We actually can address zero day attacks within seconds. And then we're work in other areas like disaster recovery when you get attacked. Think about the ransom ramp somewhere that we have seen in the last few weeks, right? You know, God forbid you have to pay for it. But at the same time, recovery takes days and weeks. Sometimes we are working on technology to do it within 23 seconds. So this is where HP can place across all spectrums of the stack. And at the same time, of course, people expect us to innovate in infrastructural layer. That's why we also partnered with companies like Intel, we're with the push of a bottle. If you need more capacity of the court, you don't have to order anything, just push the bottle. We make more calls available so that that will load can perform and when you don't need to shut it off so you don't have to pay for it. And last finalist, you know, I will say for us is all about the consumption availability of our solutions And that's what I said, you know, in 2019 we will make available everything as a service by 2022. You know, we have to say as you know, there is no need to build the church for easter sunday when you can rent it for that day. The point here is to grow elastically and the fact that you don't need to move the data is already a cost savings because cost of aggression data back and forth is enormous and customers also don't want to be locked in. So we have an open approach and we have a through age to cloud architecture and we are focusing on what is most valuable aspect for the customer, which is ultimately the data. >>Thank you for that. One of the other things I wanted to ask you about, and again, another weapon in your arsenal is you mentioned uh supercomputing before up in space where we're on the cusp of exa scale and that's the importance of high performance computing. You know, it used to be viewed as just a niche. I've had some great conversations with Dr go about this, but that really is the big data platform, if you will. Uh can I wonder if you could talk a little bit about how that fits into the future. Your expertise in HPC, you're obviously a leader in that space. What's the fit with this new vision? You're laying out? >>Well, HPC, high performance computer in memory computer are the backbone to be able to manage large data sets at massive scale. Um and, you know, deployed technologies like deep learning or artificial intelligence for this massive amount of data. If we talked about the explosion of data all around us and uh, you know, and the algorithms and the parameters to be able to extract inside from the day is getting way more complex. And so the ability to co locate data and computed a massive scale is becoming a necessity, whether it's in academia, whether it's in the government obviously to protect your, your most valuable assets or whether it is in the traditional enterprise. But that's why with the acquisition of Cray, S. G. I. And our organic business, we are absolutely the undisputed leader to provide the level of capabilities. And that's why we are going to build five of the top six exa scale systems, which is basically be able to process they billion billion, meaning billion square transactions per second. Can you imagine what you can do with that? Right. What type of problems you can go solve climate problems? Right. Um you know, obviously be able to put someone back into the moon and eventually in mars you know, the first step to put that supercomputer as an edge computer into the international space station. It's about being able to process data from the images that take from the ice caps of the, of the earth to understand climate changes. But eventually, if you want to put somebody in in into the Marks planet, you have to be able to communicate with those astronauts as they go and you know, you can't afford the latency. Right? So this is where the type of problems we are really focused on. But HPC is something that we are absolutely uh, super committed. And it's something that honestly we have the full stack from silicon to software to the system performance that nobody else has in the industry. >>Well, I think it's a real tailwind for you because the industry is moving that direction. Everybody talks about the data and workloads are shifting. We used to be uh, I got LTP and I got reporting. Now you look at the workloads, there's so much diversity. So I'll give you the last word. What what really is the most exciting to you about the future of HPV? >>Well, I'm excited about the innovation, will bring it to the market and honestly, as the Ceo, I care about the culture of the company. For me, the last almost 3.5 years have been truly remarkable. As you said at the beginning, we are transforming every aspect of this company. When I became CEO, I had three priorities for myself. One is our customers and partners. That's why we do these events right to communicate, communicate, communicate. Uh they are our North Star, that's why we exist. Uh, second is our innovation right? We compete to win with the best innovation, solving the most complex problems in a sustainable and equitable way. And third is the culture of the company, which are the core is how we do things in our Team members and employees. You know, I represent my colleagues here, the 60,000 strong team members that have incredible passion for our customers and to make a contribution every single day. And so for me, I'm very optimistic about what we see the recovery of the economy and the possibilities of technology. But ultimately, you know, we have to work together hand in hand. Uh and I believe this company now is absolutely on the right track to not just be relevant, but really to make a difference. And remember that in the end we we have to be a force for good. And let's not forget that while we do all of this, we have some farm with technology. We have to also help some uh to address some of the challenges we have seen in the last 18 months. An H. P. E is a whole different company, uh, that you knew 3.5 years ago. >>And as you said, it's, it's knowledge is the right thing to do. It's good. It's good for business Antonio. Neary. Thanks so much for coming back to the cube. Is always a pleasure to see you. >>Thanks for having me Dave >>and thank you for watching this version of HP discover 2021 on the cube. This is David want to keep it right there for more great coverage. >>Mm

>>from around the globe. It's the Cube covering space and cybersecurity. Symposium 2020 hosted by Cal Poly. Yeah, Lauren, Welcome to the Space and Cybersecurity Symposium 2020 put on by Cal Poly and hosted with Silicon Angle acute here in Palo Alto, California for a virtual conference. Couldn't happen in person this year. I'm John for a year. Host the intersection of space and cybersecurity. I'll see critical topics, great conversations. We got a great guest here to talk about the addressing the cybersecurity workforce gap, and we have a great guest, a feature speaker. Stewart Knox, the undersecretary with California's Labor and Workforce Development Office. Stewart Thanks for joining us today. >>Thank you so much, John. Appreciate your time today and listening to a little bit of our quandaries with making sure that we have the security that's necessary for the state of California and making sure that we have the work force that is necessary for cybersecurity in space. >>Great, I'd love to get started. I got a couple questions for you, but first take a few minutes for an opening statement to set the stage. >>Sure, realizing that in California we lead the nation in much of cybersecurity based on Department of Defense contractors within the Santa California leading the nation with over $160 billion within the industry just here in California alone and having over 800,000 bus workers. Full time employment in the state of California is paramount for us to make sure that we face, um, defense manufacturers approximate 700,000 jobs that are necessary to be filled. There's over 37,000 vacancies that we know of in California, just alone in cybersecurity. And so we look forward to making sure that California Workforce Development Agency is leading the charge to make sure that we have equity in those jobs and that we are also leading in a way that brings good jobs to California and to the people of California, a good education system that is developed in a way that those skills are necessarily met for the for the employers here in California and the nation, >>One of the exciting things about California is obviously look at Silicon Valley, Hewlett Packard in the garage, storied history space. It's been a space state. Many people recognize California. You mentioned defense contractors. It's well rooted with with history, um, just breakthroughs bases, technology companies in California. And now you've got technology. This is the cybersecurity angle. Um, take >>them into >>Gets more commentary to that because that's really notable. And as the workforce changes, these two worlds are coming together, and sometimes they're in the same place. Sometimes they're not. This is super exciting and a new dynamic that's driving opportunities. Could you share, um, some color commentary on that dynamic? >>Absolutely. And you're so correct. I think in California we lead the nation in the way that we developed programs that are companies lead in the nation in so many ways around, uh, cyberspace cybersecurity, Uh, in so many different areas for which in the Silicon Valley is just, uh, such a leader in those companies are good qualified companies to do so. Obviously, one of the places we play a role is to make sure that those companies have a skilled workforce. Andi, also that the security of those, uh, systems are in place for our defense contractors onda For the theater companies, those those outlying entities that are providing such key resource is to those companies are also leading on the cutting edge for the future. Also again realizing that we need to expand our training on skills to make sure that those California companies continue to lead is just, um, a great initiative. And I think through apprenticeship training programs on By looking at our community college systems, I think that we will continue to lead the nation as we move forward. >>You know, we've had many conversations here in this symposium, virtually certainly around. The everyday life of consumer is impacted by space. You know, we get our car service Uber lyft. We have maps. We have all this technology that was born out of defense contracts and r and D that really changed generations and create a lot of great societal value. Okay, now, with space kind of on the next generation is easier to get stuff into space. The security of the systems is now gonna be not only paramount for quality of life, but defending that and the skills are needed in cybersecurity to defend that. And the gap is there. What >>can we >>do to highlight the opportunities for career paths? It used to be the day when you get a mechanical engineering degree or aerospace and you graduated. You go get a job. Not anymore. There's a variety of of of paths career wise. What can we do to highlight this career path? >>Absolutely correct. And I think it starts, you know, k through 12 system on. I know a lot of the work that you know, with this bow and other entities we're doing currently, uh, this is where we need to bring our youth into an age where they're teaching us right as we become older on the uses of technology. But it's also teaching, um, where the levels of those education can take them k through 12. But it's also looking at how the community college system links to that, and then the university system links above and beyond. But it's also engage in our employers. You know, One of the key components, obviously, is the employers player role for which we can start to develop strategies that best meet their needs quickly. I think that's one of the comments we hear the most labor agency is how we don't provide a change as fast as we should, especially in technology. You know, we buy computers today, and they're outdated. Tomorrow it's the same with the technology that's in those computers is that those students are going to be the leaders within that to really develop how those structures are in place. S O. K. Through 12 is probably primary place to start, but also continuing. That passed the K 12 system and I bring up the employers and I bring them up in a way, because many times when we've had conversations with employers around what their skills needs were and how do we develop those better? One of the pieces that of that that I think is really should be recognized that many times they recognized that they wanted a four year degree, potentially or five year, six year degree. But then, when we really looked at the skill sets, someone coming out of the community college system could meet those skill sets. And I think we need to have those conversations to make sure not that they shouldn't be continue their education. They absolutely should. Uh, but how do we get those skill sets built into this into 12 plus the two year plus the four year person? >>You know, I love the democratization of these new skills because again. There's no pattern matching because they weren't around before, right? So you gotta look at the exposure to your point K through 12 exposure. But then there's an exploration piece of whether it's community, college or whatever progression. And sometimes it's nonlinear, right? I mean, people are learning different ways, combining the exposure and the exploration. That's a big topic. Can you share your view on this because this now opens up mawr doors for people choice. You got new avenues. You got online clock and get a cloud computing degree now from Amazon and walk in and help. I could be, you know, security clearance, possibly in in college. So you know you get exposure. Is there certain things you see? Is it early on middle school? And then I'll see the exploration Those air two important concepts. Can you unpack that a little bit exposure and exploration of skills? >>Absolutely. And I think this takes place, you know, not only in in the K 12 because somebody takes place in our community colleges and universities is that that connection with those employers is such a key component that if there's a way we could build in internships where experiences what we call on the job training programs apprenticeship training pre apprenticeship training programs into a design where those students at all levels are getting an exposure to the opportunities within the Space and Cybersecurity Avenue. I think that right there alone will start to solve a problem of having 37 plus 1000 openings at any one time in California. Also, I get that there's there's a burden on employers. Thio do that, and I think that's a piece that we have to acknowledge. And I think that's where education to play a larger role That's a place we had. Labor, Workforce, Development Agency, player role With our apprenticeship training programs are pre apprenticeship training programs. I could go on all day of all of our training programs that we have within the state of California. Many of the list of your partners on this endeavor are partners with Employment Training Panel, which I used to be the director of the Brown administration of um, That program alone does incumbent worker training on DSO. That also is an exposure place where ah worker, maybe, you know, you know, use the old adage of sweeping the floors one day and potentially, you know, running a large portion of the business, you know, within years. But it's that exposure that that employee gets through training programs on band. Acknowledging those skill sets and where their opportunities are, is what's valid and important. I think that's where our students we need to play a larger role in the K 12. That's a really thio Get that pushed out there. >>It's funny here in California you're the robotics clubs in high school or like a varsity sport. You're seeing kids exposed early on with programming. But you know, this whole topic of cybersecurity in space intersection around workforce and the gaps and skills is not just for the young. Certainly the young generations gotta be exposed to the what the careers could be and what the possible jobs and societal impact and contributions what they could be. But also it's people who are already out there. You know, you have retraining re Skilling is plays an important role. I know you guys do a lot of thinking on this is the under secretary. You have to look at this because you know you don't wanna have a label old and antiquated um systems. And then a lot of them are, and they're evolving and they're being modernized by digital transformation. So what does the role of retraining and skill development these programs play? Can you share what you guys are working on in your vision for that? >>Absolutely. That's a great question. And I think that is where we play a large role, obviously in California and with Kobe, 19 is we're faced with today that we've never seen before, at least in my 27 years of running program. Similar Thio, of course, in economic development, we're having such a large number of people displaced currently that it's unprecedented with unemployment rates to where we are. We're really looking at How do we take? And we're also going to see industries not return to the level for which they stood at one point in time. Uh, you know, entertainment industries, restaurants, all the alike, uh, really looking at how do we move people from those jobs that were middle skill jobs, topper skilled jobs? But the pay points maybe weren't great, potentially, and there's an opportunity for us to skill people into jobs that are there today. It may take training, obviously, but we have dollars to do that generally, especially within our K 12 and are que 14 systems and our universities. But we really wanna look at where those skill sets are are at currently. And we want to take people from that point in time where they said today, and try to give them that exposure to your point. Earlier question is, how do we get them exposed to a system for which there are job means that pay well with benefit packages with companies that care about their employees? Because that's what our goal is. >>You know. You know, I don't know if you have some visibility on this or ah opinion, but one observation that I've had and talking to whether it's a commercial or public sector is that with co vid uh, there have been a lot of awareness of the situation. We're adequately prepared. There's, um, readiness. But as everyone kind of deals with it, they're also starting to think about what to do. Post covert as we come out of it, Ah, growth strategy for a company or someone's career, um, people starting to have that on the top of their minds So I have to ask you, Is there anything that you see that they say? Okay, certain areas, maybe not doubling down on other areas. We're gonna double down on because we've seen some best practices on a trajectory of value for coming out of co vid with, you know, well, armed skills or certain things because you because that's what a lot of people are thinking right now. It's probably cyber is I mean, how many jobs are open? So you got well, that that's kind of maybe not something double down on here are areas we see that are working. Can you share your current visibility to that dynamic? >>Absolutely. Another great question. One of the key components that we look at Labor Workforce Development Agency. And so look at industries and growth modes and ones that are in decline boats. Now Kobe has changed that greatly. We were in a growth rate for last 78 years. We saw almost every industry might miss a few. You know that we're all in growth in one way or enough, obviously, that has changed. Our landscape is completely different than we saw 67 months ago. So today we're looking at cybersecurity, obviously with 30 plus 1000 jobs cos we're looking at Defense Department contractor is obviously with federal government contracts. We were looking at the supply chains within those we're looking at. Health care, which has always been one, obviously are large one of our large entities that has has grown over the years. But it's also changed with covered 19. We're looking at the way protective equipment is manufactured in the way that that will continue to grow over time. We're looking at the service industry. I mean, it will come back, but it won't come back the way we've seen it, probably in the past, but where the opportunities that we develop programs that we're making sure that the skill sets of those folks are transferrable to other industries with one of the issues that we face constant labor and were forced moment programs is understanding that over the period of time, especially in today's world again, with technology that people skill sets way, don't see is my Parents Day that you worked at a job for 45 years and you retired out of one job. Potentially, that is, that's been gone for 25 years, but now, at the pace for which we're seeing systems change. This is going to continue to amp up. I will stay youth of today. My 12 year old nephew is in the room next door to me on a classroom right now online. And so you know, there. It's a totally different atmosphere, and he's, you know, enjoying actually being in helping learning from on all online system. I would not have been able to learn that way, but I think we do see through the K Through 12 system where we're moving, um, people's interest will change, and I think that they will start to see things in a different way than we have in the past. They were forced systems. We are an old system been around since the thirties. Some even will say prior to the thirties came out of the Great Depression in some ways, and that system we have to change the way we develop our programs are should not be constant, and it should be an evolving system. >>It's interesting a lot of the conversation between the private and public partnerships and industry. You're seeing an agile mind set where it's a growth mindset. It's also reality based mindset and certainly space kind of forces. This conversation with cyber security of being faster, faster, more relevant, more modern. You mentioned some of those points, and with co vid impact the workforce development, it's certainly going to put a lot of pressure on faster learning. And then you mentioned online learning. This has become a big thing. It's not just putting education online per se. There's new touch points. You know you got APS, you got digital. This digital transformation is also accelerating. How do you guys view the workforce development? Because it's going to be open. It's gonna be evolving. There's new data coming in, and maybe kids don't want to stare at a video conference. Is there some game aspect to it? Is there how do you integrate thes new things that are coming really fast? And it's happening kind of in real time in front of our eyes. So I love to get your thoughts on how you guys see that, because it will certainly impact their ability to compete for jobs and or to itself learn. >>I think one of the key components of California's our innovation right and So I think one of the things that we pride ourselves in California is around that, um that said, that is the piece that I think the Silicon Valley and there's many areas in California that that have done the same, um, or trying to do the same, at least in their economy, is to build in innovation. And I think that's part of the K through 12 system with our with our our state universities and our UCS is to be able to bridge that. I think that you we see that within universities, um, that really instill an innovative approach to teaching but also instill innovation within their students. I'm not sure there yet with our fully with our K 12 system. And I think that's a place that either our community colleges could be a bridge, too, as well. Eso that's one component of workforce development I think that we look at as being a key. A key piece you brought up something that's really interesting to me is when you talk about agile on day, one of the things that even in state government on this, is gonna be shocking to you. But we have not been an agile system, Aziz. Well, I think one of the things that the Newsome administration Governor Newsom's administration has brought is. And when I talk about agile systems, I actually mean agile systems. We've gone from Kobol Systems, which are old and clunky, still operating. But at the same time, we're looking at upgrading all of our systems in a way that even our technology in the state of California should be matching the technology that our great state has within our our state. So, um, there in lies. It's also challenges of finding the qualified staff that we need in the state of California for all of our systems and servers and everything that we have. Um, currently. So you know, not only are we looking at external users, users of labor, workforce development, but we're looking at internal users that the way we redevelop our systems so that we are more agile in two different ways. >>You just got me. I triggered with COBOL. I programmed in the eighties with COBOL is only one credit lab in college. Never touched it again. Thank God. But this. But this >>is the >>benefit of cloud computing. I think this is at the heart, and this is the undertone of the conference and symposium is cloud computing. You can you can actually leverage existing resource is whether there legacy systems because they are running. They're doing a great job, and they do a certain work load extremely well. Doesn't make sense to replace what does a job, but you can integrate it in this. What cloud does this is Opening up? Can mawr more and more capabilities and workloads? This is kind of the space industry is pointing to when they say we need people that can code. And that could solve data problems. Not just a computer scientist, but a large range of people. Creative, um, data, science, everything. How does California's workforce solve the needs of America's space industry? This is because it's a space state. How do you see that? Let your workforce meeting those needs. >>Yeah, I think I think it's an investment. Obviously, it's an investment on our part. It's an investment with our college partners. It's an investment from our K 12 system to make sure that that we are allocating dollars in a way through meeting the demand of industry Onda, we do look at industry specific around there needs. Obviously, there's a large one. We wanna be very receptive and work with our employers and our employee groups to make sure that we need that demand. I think it's putting our money where our mouth is and and designing and working with employer groups to make sure that the training meets their needs. Um, it's also working with our employer groups to make sure that the employees are taken care of. That equity is built within the systems, Um, that we keep people employed in California on their able to afford a home, and they're able to afford a life here in California. But it's also again, and I brought up the innovation component. I think it's building an innovation within systems for which they are employers but are also our incoming employees are incumbent workers. And you brought this up earlier. People that already employed and people that are unemployed currently with the skill set that might match up, is how do we bridge those folks into employment that they maybe have not thought about. We have a whole career network of systems out throughout the city, California with the Americans job Centers of California on day will be working, and they already are working with a lot of dislocated workers on day. One of the key components of that is to really look at how do we, um, take what their current skills that might be and then expose them to a system for which we have 37 plus 1000 job openings to Andi? How do we actually get those books employed? It's paying for potentially through those that local Workforce Innovation Opportunity Act, funding for Americans job centers, um, to pay for some on the job, training it Z to be able to pay for work experiences. It's to be able to pay for internships for students, um, to get that opportunity with our employers and also partner with our employers that they're paying obviously a percentage of that, too. >>You know, one of the things I've observed over my, um, career 54 times around the sun is you know, in the old days when I was in college in school, you had career people have longer jobs, as you mentioned. Not like that anymore. But also I knew someone I'm gonna be in line to get that job, maybe nepotism or things of that nature. Now the jobs have no historical thing or someone worked longer in a job and has more seniority. Ah, >>lot of these >>jobs. Stewart don't HAVA requirements like no one's done them before. So the ability for someone who, um, is jumping in either from any college, there's no riel. It's all level set. It's like complete upside down script here. It's not like, Oh, I went to school. Therefore I get the job you could be Anyone could walk into these careers because the jobs air so new. So it's not where you came from or what school you went to or your nationality or gender. The jobs have been democratized. They're not discriminating against people with skills. So this opens up mawr. How >>do you >>see that? Because this really is an opportunity for this next generation to be more diverse and to be mawr contributed because diversity brings expertise and different perspectives. Your thoughts on that? >>Absolutely. And that was one of the things we welcome. Obviously we want to make sure that that everybody is treated equally and that the employers view everyone as employer employer of choice but an employee of choices. Well, we've also been looking at, as I mentioned before on the COVITZ situation, looking at ways that books that are maybe any stuck in jobs that are don't have a huge career pathway or they don't have a pathway out of poverty. I mean, we have a lot of working for people in the state of California, Um, that may now do to cope and lost their employment. Uh, this, you know, Let's let's turn back to the old, you know? Let's try, eliminate, eliminate, eliminate. How do we take those folks and get them employed into jobs that do have a good career pathway? And it's not about just who you knew or who you might have an in with to get that job. It is based on skills, I think, though that said there we need to have a better way to actually match those jobs up with those employers. And I think those are the long, ongoing conversations with those employer groups to make sure that one that they see those skill sets is valid and important. Um, they're helping design this crew sets with us, eh? So that they do match up and that were quickly matching up those close skills. That so that we're not training people for yesterday skills. >>I think the employer angles super important, but also the educators as well. One of the things that was asked in another question by the gas they they said. She said The real question to ask is, how early do you start exposing the next generation? You mentioned K through 12. Do you have any data or insight into or intuition or best practice of where that insertion point is without exposure? Point is, is that middle school is a elementary, obviously high school. Once you're in high school, you got your training. Wheels are off, you're off to the races. But is there a best practice? What's your thoughts? Stewart On exposure level to these kinds of new cyber and technical careers? >>Sure, absolutely. I I would say kindergarten. We San Bernardino has a program that they've been running for a little bit of time, and they're exposing students K through 12 but really starting in kindergarten. One is the exposure Thio. What a job Looks like Andi actually have. I've gone down to that local area and I've had three opportunity to see you know, second graders in a health care facility, Basically that they have on campus, built in on dear going from one workstation as a second grader, Uh, looking at what those skills would be and what that job would entail from a nurse to a Dr Teoh physician's assistant in really looking at what that is. Um you know, obviously they're not getting the training that the doctor gets, but they are getting the exposure of what that would be. Andi, I think that is amazing. And I think it's the right place to start. Um, it was really interesting because I left. This was pre covet, but I jumped on the plane to come back up north. I was thinking to myself, How do we get this to all school district in California, where we see that opportunity, um, to expose jobs and skill sets to kids throughout the system and develop the skill set so that they do understand that they have an opportunity. >>We're here at Cal Poly Space and Cybersecurity Symposium. We have educators. We have, um, students. We have industry and employers and government together. What's your advice to them all watching and listening about the future of work. Let's work force. What can people do? What do you think you're enabling? What can maybe the private sector help with And what are you trying to do? Can you share your thoughts on that? Because we have a range from the dorm room to the boardroom here at this event. Love to get your thoughts on the workforce development view of this. >>Yeah, absolutely. I think that's the mix. I mean, I think it's going to take industry to lead A in a lot of ways, in terms of understanding what their needs are and what their needs are today and what they will be tomorrow. I think it takes education, toe listen, and to understand and labor and workforce development also listen and understand what those needs will look like. And then how do we move systems? How do we move systems quickly? How do we move systems in a way that meets those needs? How do we, uh, put money into systems where the most need is, but also looking at trends? What is that trend going to look like in two years? What does that train gonna look like in five years. But that's again listening to those employers. Um, it's also the music community based organizations. I think, obviously some of our best students are also linked to CBS. And one way or another, it may be for services. It maybe for, uh, faith based. It may be anything, but I think we also need to bring in the CBS is Well, ah, lot of outreach goes through those systems in conjunction with, but I think that's the key component is to make sure that our employers are heard on. But they sit at the table like you said to the boardroom of understanding, and I think bringing students into that so that they get a true understanding of what that looks like a well, um, is a key piece of this. >>So one of the things I want to bring up with you is maybe a bit more about the research side of it. But, um, John Markoff, who was a former New York Times reporter with author of the book What the Dormouse, said It was a book about the counter culture of the sixties and the computer revolution, and really there was about how government defense spending drove the computer revolution that we now saw with Apple and PC, and then the rest is history in California has really participated. Stanford, uh, Berkeley and the University of California School system and all the education community colleges around it. That moment, the enablement. And now you're seeing space kind of bringing that that are a lot of research coming in and you eat a lot of billionaires putting money in. You got employers playing a role. You have this new focus space systems, cybersecurity, defending and making it open and and not congested and peaceful is going to enable quickly new inflection points for opportunities. E want to get your thoughts on that? Because California is participate in drove these revolutions that created massive value This next wave seems to be coming upon us. >>Yeah, absolutely. And again, Nazis covered again as too much of ah starting point to this. But I think that is also an opportunity to actually, because I think one of the things that we were seeing seven months ago was a skill shortage, and we still see the skills shortage, obviously. But I think a key piece to that is we saw people shortage. Not only was it skills shortage, but we didn't have enough people really to fill positions in addition to and I think that people also felt they were already paying the bills and they were making ends meet and they didn't have the opportunities. Thio get additional skills This again is where we're looking at. You know that our world has changed. It changed in the sixties based on what you're you're just expressing in terms of California leading the way. Let's like California lead the way again in developing a system from which labor, workforce development with our universities are, you know, are amazing universities and community college system and structure of how do we get students back into school? You know, a lot of graduates may already have a degree, but how do they now take a skill so that they already have and develop that further with the idea that they those jobs have changed? Whales have a lot of folks that don't have a degree, and that's okay. But how do we make that connection to a system that may have failed? Ah, lot of our people over the years, um, and our students who didn't make it through the school system. How do we develop in adult training school? How do we develop contract education through our community college system with our employer sets that we developed cohorts within those systems of of workers that have amazing talents and abilities to start to fill these needs? And I think that's the key components of hearing Agency, Labor, Workforce Development Agency. We work with our community. Colleges are UCS in our state universities t develop and figure that piece out, and I think it is our opportunity for the future. >>That's such a great point. I want to call that out This whole opportunity to retrain people that are out there because these air new jobs, I think that's a huge opportunity, and and I hope you keep building and investing in those programs. That's that's really worth calling out. Thank you for doing that. And, yeah, it's a great opportunity. Thes jobs they pay well to cyber security is a good job, and you don't really need to have that classical degree. You can learn pretty quickly if you're smart. So again, great call out there question for you on geography, Um, mentioned co vid we're talking about Covic. Virtualization were virtual with this conference. We couldn't be in person. People are learning virtually, but people are starting to relocate virtually. And so one observation that I have is the space state that California is there space clusters of areas where space people hang out or space spaces and whatnot. Then you got, like, the tech community cybersecurity market. You know, Silicon Valley is a talented in these hubs, and sometimes cyber is not always in the same hubs of space. Maybe Silicon Valley has some space here, Um, and some cyber. But that's not generally the case. This is an opportunity potentially to intersect. What's your thoughts on this? Because this is This is something that we're seeing where your space has historical, you know, geography ease. Now, with borderless communication, the work boat is not so much. You have to move the space area. You know what I'm saying? So okay. What's your thoughts on this? How do you guys look at this? Is on your radar On how you're viewing this this dynamic? >>It's absolute on our radar, Like you said, you know, here we are talking virtually on and, you know, 75% of all of our staff currently in some of our department that 80% of our staff are now virtual. Um you know, seven months ago, uh, we were not were government again being slow move, we quickly transitioned. Obviously, Thio being able to have a tele work capacity. We know employers move probably even quickly, more quickly than we did, but we see that as an opportunity for our rural areas. Are Central Valley are north state um, inland Empire that you're absolutely correct. I mean, if you didn't move to a city or to a location for which these jobs were really housed, um, you didn't have an opportunity like you do today. I think that's a piece that we really need to work with our education partners on of to be able to see how much this has changed. Labor agency absolutely recognizes this. We are investing funding in the Central Valley. We're investing funding in the North State and empire to really look a youth populations of how the new capacity that we have today is gonna be utilized for the future for employers. But we also have to engage our universities around. This is well, but mostly are employers. I know that they're already very well aware. I know that a lot of our large employers with, um, Silicon Valley have already done their doing almost 100% tele work policies. Um, but the affordability toe live in rural areas in California. Also, it enables us to have, ah, way thio make products more affordable is, well, potentially in the future. But we want to keep California businesses healthy and whole in California. Of course, on that's another way we can We can expand and keep California home to our 40 plus million people, >>most to a great, great work. And congratulations for doing such a great job. Keep it up. I gotta ask about the governor. I've been following his career since he's been office. A za political figure. Um, he's progressive. He's cutting edge. He likes toe rock the boat a little bit here and there, but he's also pragmatic. Um, you're starting to see government workers starting to get more of a tech vibe. Um um just curious from your perspective. How does the governor look at? I mean, the old, almost the old guard. But like you know, used to be. You become a lawyer, become a lawmaker Now a tech savvy lawmaker is a premium candidates, a premium person in government, you know, knowing what COBOL is. A start. I mean, these are the things. As we transform and evolve our society, we need thinkers who can figure out which side the streets, self driving cars go on. I mean, who does that? I mean, it's a whole another generation off thinking. How does the Governor how do you see this developing? Because this is the challenge for society. How does California lead? How do you guys talk about the leadership vision of Why California and how will you lead the future? >>Absolutely no governor that I'm aware of that I've been around for 26 27 years of workforce development has led with an innovation background, as this governor has a special around technology and the use of technology. Uh, you know, he's read a book about the use of technology when he was lieutenant governor, and I think it's really important for him that we, as his his staff are also on the leading edge of technology. I brought a badge. I'll systems. Earlier, when I was under the Brown administration, we had moved to where I was at a time employment training panel. We moved to an agile system and deported that one of the first within within the state to do that and coming off of an old legacy system that was an antique. Um, I will say it is challenging. It's challenging on a lot of levels. Mostly the skill sets that are folks have sometimes are not open to a new, agile system to an open source system is also an issue in government. But this governor, absolutely. I mean, he has established three Office of Digital Innovation, which is part of California and department technology, Um, in partnership with and that just shows how much he wants. Thio push our limits to make sure that we are meeting the needs of Californians. But it's also looking at, you know, Silicon Valley being at the heart of our state. How do we best utilize systems that already there? How do we better utilize the talent from those those folks is well, we don't always pay as well as they dio in the state. But we do have great benefit packages. Everybody does eso If anybody's looking for a job, we're always looking for technology. Folks is well on DSO I would say that this governor, absolute leads in terms of making sure that we will be on cutting edge of technology for the nation, >>you know, and, you know, talk about pay. I mean, I know it's expensive to live in some parts of California, but there's a huge young population that wants a mission driven job and serving, um, government for the governments. Awesome. Ah, final parting question for you, Stuart, is, as you look at, um, workforce. Ah, lot of people are passionate about this, and it's, you know, you you can't go anywhere without people saying, You know, we got to do education this way and that way there's an opinion everywhere you go. Cybersecurity is a little bit peaked and focused, but there are people who are paying attention to education. So I have to ask you, what creative ways can people get involved and contribute to workforce development? Whether it's stem underrepresented minorities, people are looking for new, innovative ways to contribute. What advice would you give these people who have the passion to contribute to the next cyber workforce. >>Yeah, I appreciate that question, because I think is one of the key components. But my secretary, Julie Sue, secretary of Labor and Workforce Development Agency, talks about often, and a couple of us always have these conversations around. One is getting people with that passion to work in government one or on. I brought it up community based organizations. I think I think so many times, um, that we didn't work with our CBS to the level of in government we should. This administration is very big on working with CBS and philanthropy groups to make sure that thing engagement those entities are at the highest level. So I would say, You know, students have opportunities. Thio also engage with local CBS and be that mission what their values really drives them towards Andi. That gives them a couple of things to do right. One is to look at what ways that we're helping society in one way or another through the organizations, but it also links them thio their own mission and how they could develop those skills around that. But I think the other piece to that is in a lot of these companies that you are working with and that we work with have their own foundations. So those foundations are amazing. We work with them now, especially in the new administration. More than we ever have, these foundations are really starting to help develop are strategies. My secretary works with a large number of foundations already. Andi, when we do is well in terms of strategy, really looking at, how do we develop young people's attitudes towards the future but also skills towards the future? >>Well, you got a pressure cooker of a job. I know how hard it is. I know you're working hard, appreciate you what you do and and we wish you the best of luck. Thank you for sharing this great insight on workforce development. And you guys working hard. Thank you for what you do. Appreciate it. >>Thank you so much. Thistle's >>three cube coverage and co production of the space and cybersecurity supposed in 2020 Cal Poly. I'm John for with silicon angle dot com and the Cube. Thanks for watching

>>from around the globe. It's the Cube covering >>space and cybersecurity. Symposium 2020 hosted by Cal Poly >>Over On Welcome to this Special virtual conference. The Space and Cybersecurity Symposium 2020 put on by Cal Poly with support from the Cube. I'm John for your host and master of ceremonies. Got a great topic today in this session. Really? The intersection of space and cybersecurity. This topic and this conversation is the cybersecurity workforce development through public and private partnerships. And we've got a great lineup. We have Jeff Armstrong's the president of California Polytechnic State University, also known as Cal Poly Jeffrey. Thanks for jumping on and Bang. Go ahead. The second director of C four s R Division. And he's joining us from the office of the Under Secretary of Defense for the acquisition Sustainment Department of Defense, D O D. And, of course, Steve Jake's executive director, founder, National Security Space Association and managing partner at Bello's. Gentlemen, thank you for joining me for this session. We got an hour conversation. Thanks for coming on. >>Thank you. >>So we got a virtual event here. We've got an hour, have a great conversation and love for you guys do? In opening statement on how you see the development through public and private partnerships around cybersecurity in space, Jeff will start with you. >>Well, thanks very much, John. It's great to be on with all of you. Uh, on behalf Cal Poly Welcome, everyone. Educating the workforce of tomorrow is our mission to Cal Poly. Whether that means traditional undergraduates, master students are increasingly mid career professionals looking toe up, skill or re skill. Our signature pedagogy is learn by doing, which means that our graduates arrive at employers ready Day one with practical skills and experience. We have long thought of ourselves is lucky to be on California's beautiful central Coast. But in recent years, as we have developed closer relationships with Vandenberg Air Force Base, hopefully the future permanent headquarters of the United States Space Command with Vandenberg and other regional partners, we have discovered that our location is even more advantages than we thought. We're just 50 miles away from Vandenberg, a little closer than u C. Santa Barbara, and the base represents the southern border of what we have come to think of as the central coast region. Cal Poly and Vandenberg Air force base have partner to support regional economic development to encourage the development of a commercial spaceport toe advocate for the space Command headquarters coming to Vandenberg and other ventures. These partnerships have been possible because because both parties stand to benefit Vandenberg by securing new streams of revenue, workforce and local supply chain and Cal Poly by helping to grow local jobs for graduates, internship opportunities for students, and research and entrepreneurship opportunities for faculty and staff. Crucially, what's good for Vandenberg Air Force Base and for Cal Poly is also good for the Central Coast and the US, creating new head of household jobs, infrastructure and opportunity. Our goal is that these new jobs bring more diversity and sustainability for the region. This regional economic development has taken on a life of its own, spawning a new nonprofit called Reach, which coordinates development efforts from Vandenberg Air Force Base in the South to camp to Camp Roberts in the North. Another factor that is facilitated our relationship with Vandenberg Air Force Base is that we have some of the same friends. For example, Northrop Grumman has has long been an important defense contractor, an important partner to Cal poly funding scholarships and facilities that have allowed us to stay current with technology in it to attract highly qualified students for whom Cal Poly's costs would otherwise be prohibitive. For almost 20 years north of grimness funded scholarships for Cal Poly students this year, their funding 64 scholarships, some directly in our College of Engineering and most through our Cal Poly Scholars program, Cal Poly Scholars, a support both incoming freshman is transfer students. These air especially important because it allows us to provide additional support and opportunities to a group of students who are mostly first generation, low income and underrepresented and who otherwise might not choose to attend Cal Poly. They also allow us to recruit from partner high schools with large populations of underrepresented minority students, including the Fortune High School in Elk Grove, which we developed a deep and lasting connection. We know that the best work is done by balanced teams that include multiple and diverse perspectives. These scholarships help us achieve that goal, and I'm sure you know Northrop Grumman was recently awarded a very large contract to modernized the U. S. I. C B M Armory with some of the work being done at Vandenberg Air Force Base, thus supporting the local economy and protecting protecting our efforts in space requires partnerships in the digital realm. How Polly is partnered with many private companies, such as AWS. Our partnerships with Amazon Web services has enabled us to train our students with next generation cloud engineering skills, in part through our jointly created digital transformation hub. Another partnership example is among Cal Poly's California Cybersecurity Institute, College of Engineering and the California National Guard. This partnership is focused on preparing a cyber ready workforce by providing faculty and students with a hands on research and learning environment, side by side with military, law enforcement professionals and cyber experts. We also have a long standing partnership with PG and E, most recently focused on workforce development and redevelopment. Many of our graduates do indeed go on to careers in aerospace and defense industry as a rough approximation. More than 4500 Cal Poly graduates list aerospace and defense as their employment sector on linked in, and it's not just our engineers and computer sciences. When I was speaking to our fellow Panelists not too long ago, >>are >>speaking to bang, we learned that Rachel sins, one of our liberal arts arts majors, is working in his office. So shout out to you, Rachel. And then finally, of course, some of our graduates sword extraordinary heights such as Commander Victor Glover, who will be heading to the International space station later this year as I close. All of which is to say that we're deeply committed the workforce, development and redevelopment that we understand the value of public private partnerships and that were eager to find new ways in which to benefit everyone from this further cooperation. So we're committed to the region, the state in the nation and our past efforts in space, cybersecurity and links to our partners at as I indicated, aerospace industry and governmental partners provides a unique position for us to move forward in the interface of space and cybersecurity. Thank you so much, John. >>President, I'm sure thank you very much for the comments and congratulations to Cal Poly for being on the forefront of innovation and really taking a unique progressive. You and wanna tip your hat to you guys over there. Thank you very much for those comments. Appreciate it. Bahng. Department of Defense. Exciting you gotta defend the nation spaces Global. Your opening statement. >>Yes, sir. Thanks, John. Appreciate that day. Thank you, everybody. I'm honored to be this panel along with President Armstrong, Cal Poly in my long longtime friend and colleague Steve Jakes of the National Security Space Association, to discuss a very important topic of cybersecurity workforce development, as President Armstrong alluded to, I'll tell you both of these organizations, Cal Poly and the N S. A have done and continue to do an exceptional job at finding talent, recruiting them in training current and future leaders and technical professionals that we vitally need for our nation's growing space programs. A swell Asare collective National security Earlier today, during Session three high, along with my colleague Chris Hansen discussed space, cyber Security and how the space domain is changing the landscape of future conflicts. I discussed the rapid emergence of commercial space with the proliferations of hundreds, if not thousands, of satellites providing a variety of services, including communications allowing for global Internet connectivity. S one example within the O. D. We continue to look at how we can leverage this opportunity. I'll tell you one of the enabling technologies eyes the use of small satellites, which are inherently cheaper and perhaps more flexible than the traditional bigger systems that we have historically used unemployed for the U. D. Certainly not lost on Me is the fact that Cal Poly Pioneer Cube SATs 2020 some years ago, and they set the standard for the use of these systems today. So they saw the valiant benefit gained way ahead of everybody else, it seems, and Cal Poly's focus on training and education is commendable. I especially impressed by the efforts of another of Steve's I colleague, current CEO Mr Bill Britain, with his high energy push to attract the next generation of innovators. Uh, earlier this year, I had planned on participating in this year's Cyber Innovation Challenge. In June works Cal Poly host California Mill and high school students and challenge them with situations to test their cyber knowledge. I tell you, I wish I had that kind of opportunity when I was a kid. Unfortunately, the pandemic change the plan. Why I truly look forward. Thio feature events such as these Thio participating. Now I want to recognize my good friend Steve Jakes, whom I've known for perhaps too long of a time here over two decades or so, who was in acknowledge space expert and personally, I truly applaud him for having the foresight of years back to form the National Security Space Association to help the entire space enterprise navigate through not only technology but Polly policy issues and challenges and paved the way for operational izing space. Space is our newest horrifying domain. That's not a secret anymore. Uh, and while it is a unique area, it shares a lot of common traits with the other domains such as land, air and sea, obviously all of strategically important to the defense of the United States. In conflict they will need to be. They will all be contested and therefore they all need to be defended. One domain alone will not win future conflicts in a joint operation. We must succeed. All to defending space is critical as critical is defending our other operational domains. Funny space is no longer the sanctuary available only to the government. Increasingly, as I discussed in the previous session, commercial space is taking the lead a lot of different areas, including R and D, A so called new space, so cyber security threat is even more demanding and even more challenging. Three US considers and federal access to and freedom to operate in space vital to advancing security, economic prosperity, prosperity and scientific knowledge of the country. That's making cyberspace an inseparable component. America's financial, social government and political life. We stood up US Space force ah, year ago or so as the newest military service is like the other services. Its mission is to organize, train and equip space forces in order to protect us and allied interest in space and to provide space capabilities to the joint force. Imagine combining that US space force with the U. S. Cyber Command to unify the direction of space and cyberspace operation strengthened U D capabilities and integrate and bolster d o d cyber experience. Now, of course, to enable all of this requires had trained and professional cadre of cyber security experts, combining a good mix of policy as well as high technical skill set much like we're seeing in stem, we need to attract more people to this growing field. Now the D. O. D. Is recognized the importance of the cybersecurity workforce, and we have implemented policies to encourage his growth Back in 2013 the deputy secretary of defense signed the D. O d cyberspace workforce strategy to create a comprehensive, well equipped cyber security team to respond to national security concerns. Now this strategy also created a program that encourages collaboration between the D. O. D and private sector employees. We call this the Cyber Information Technology Exchange program or site up. It's an exchange programs, which is very interesting, in which a private sector employees can naturally work for the D. O. D. In a cyber security position that spans across multiple mission critical areas are important to the d. O. D. A key responsibility of cybersecurity community is military leaders on the related threats and cyber security actions we need to have to defeat these threats. We talk about rapid that position, agile business processes and practices to speed up innovation. Likewise, cybersecurity must keep up with this challenge to cyber security. Needs to be right there with the challenges and changes, and this requires exceptional personnel. We need to attract talent investing the people now to grow a robust cybersecurity, workforce, streets, future. I look forward to the panel discussion, John. Thank you. >>Thank you so much bomb for those comments and you know, new challenges and new opportunities and new possibilities and free freedom Operating space. Critical. Thank you for those comments. Looking forward. Toa chatting further. Steve Jakes, executive director of N. S. S. A Europe opening statement. >>Thank you, John. And echoing bangs thanks to Cal Poly for pulling these this important event together and frankly, for allowing the National Security Space Association be a part of it. Likewise, we on behalf the association delighted and honored Thio be on this panel with President Armstrong along with my friend and colleague Bonneau Glue Mahad Something for you all to know about Bomb. He spent the 1st 20 years of his career in the Air Force doing space programs. He then went into industry for several years and then came back into government to serve. Very few people do that. So bang on behalf of the space community, we thank you for your long life long devotion to service to our nation. We really appreciate that and I also echo a bang shot out to that guy Bill Britain, who has been a long time co conspirator of ours for a long time and you're doing great work there in the cyber program at Cal Poly Bill, keep it up. But professor arms trying to keep a close eye on him. Uh, I would like to offer a little extra context to the great comments made by by President Armstrong and bahng. Uh, in our view, the timing of this conference really could not be any better. Um, we all recently reflected again on that tragic 9 11 surprise attack on our homeland. And it's an appropriate time, we think, to take pause while the percentage of you in the audience here weren't even born or babies then For the most of us, it still feels like yesterday. And moreover, a tragedy like 9 11 has taught us a lot to include to be more vigilant, always keep our collective eyes and ears open to include those quote eyes and ears from space, making sure nothing like this ever happens again. So this conference is a key aspect. Protecting our nation requires we work in a cybersecurity environment at all times. But, you know, the fascinating thing about space systems is we can't see him. No, sir, We see Space launches man there's nothing more invigorating than that. But after launch, they become invisible. So what are they really doing up there? What are they doing to enable our quality of life in the United States and in the world? Well, to illustrate, I'd like to paraphrase elements of an article in Forbes magazine by Bonds and my good friend Chuck Beans. Chuck. It's a space guy, actually had Bonds job a fuse in the Pentagon. He is now chairman and chief strategy officer at York Space Systems, and in his spare time he's chairman of the small satellites. Chuck speaks in words that everyone can understand. So I'd like to give you some of his words out of his article. Uh, they're afraid somewhat. So these are Chuck's words. Let's talk about average Joe and playing Jane. Before heading to the airport for a business trip to New York City, Joe checks the weather forecast informed by Noah's weather satellites to see what pack for the trip. He then calls an uber that space app. Everybody uses it matches riders with drivers via GPS to take into the airport, So Joe has lunch of the airport. Unbeknownst to him, his organic lunch is made with the help of precision farming made possible through optimized irrigation and fertilization, with remote spectral sensing coming from space and GPS on the plane, the pilot navigates around weather, aided by GPS and nose weather satellites. And Joe makes his meeting on time to join his New York colleagues in a video call with a key customer in Singapore made possible by telecommunication satellites. Around to his next meeting, Joe receives notice changing the location of the meeting to another to the other side of town. So he calmly tells Syria to adjust the destination, and his satellite guided Google maps redirects him to the new location. That evening, Joe watches the news broadcast via satellite. The report details a meeting among world leaders discussing the developing crisis in Syria. As it turns out, various forms of quote remotely sensed. Information collected from satellites indicate that yet another band, chemical weapon, may have been used on its own people. Before going to bed, Joe decides to call his parents and congratulate them for their wedding anniversary as they cruise across the Atlantic, made possible again by communications satellites and Joe's parents can enjoy the call without even wondering how it happened the next morning. Back home, Joe's wife, Jane, is involved in a car accident. Her vehicle skids off the road. She's knocked unconscious, but because of her satellite equipped on star system, the crash is detected immediately and first responders show up on the scene. In time, Joe receives the news books. An early trip home sends flowers to his wife as he orders another uber to the airport. Over that 24 hours, Joe and Jane used space system applications for nearly every part of their day. Imagine the consequences if at any point they were somehow denied these services, whether they be by natural causes or a foreign hostility. And each of these satellite applications used in this case were initially developed for military purposes and continue to be, but also have remarkable application on our way of life. Just many people just don't know that. So, ladies and gentlemen, now you know, thanks to chuck beans, well, the United States has a proud heritage being the world's leading space faring nation, dating back to the Eisenhower and Kennedy years. Today we have mature and robust systems operating from space, providing overhead reconnaissance to quote, wash and listen, provide missile warning, communications, positioning, navigation and timing from our GPS system. Much of what you heard in Lieutenant General J. T. Thompson earlier speech. These systems are not only integral to our national security, but also our also to our quality of life is Chuck told us. We simply no longer could live without these systems as a nation and for that matter, as a world. But over the years, adversary like adversaries like China, Russia and other countries have come to realize the value of space systems and are aggressively playing ketchup while also pursuing capabilities that will challenge our systems. As many of you know, in 2000 and seven, China demonstrated it's a set system by actually shooting down is one of its own satellites and has been aggressively developing counter space systems to disrupt hours. So in a heavily congested space environment, our systems are now being contested like never before and will continue to bay well as Bond mentioned, the United States has responded to these changing threats. In addition to adding ways to protect our system, the administration and in Congress recently created the United States Space Force and the operational you United States Space Command, the latter of which you heard President Armstrong and other Californians hope is going to be located. Vandenberg Air Force Base Combined with our intelligence community today, we have focused military and civilian leadership now in space. And that's a very, very good thing. Commence, really. On the industry side, we did create the National Security Space Association devoted solely to supporting the national security Space Enterprise. We're based here in the D C area, but we have arms and legs across the country, and we are loaded with extraordinary talent. In scores of Forman, former government executives, So S s a is joined at the hip with our government customers to serve and to support. We're busy with a multitude of activities underway ranging from a number of thought provoking policy. Papers are recurring space time Webcast supporting Congress's Space Power Caucus and other main serious efforts. Check us out at NSS. A space dot org's One of our strategic priorities in central to today's events is to actively promote and nurture the workforce development. Just like cow calling. We will work with our U. S. Government customers, industry leaders and academia to attract and recruit students to join the space world, whether in government or industry and two assistant mentoring and training as their careers. Progress on that point, we're delighted. Be delighted to be working with Cal Poly as we hopefully will undertake a new pilot program with him very soon. So students stay tuned something I can tell you Space is really cool. While our nation's satellite systems are technical and complex, our nation's government and industry work force is highly diverse, with a combination of engineers, physicists, method and mathematicians, but also with a large non technical expertise as well. Think about how government gets things thes systems designed, manufactured, launching into orbit and operating. They do this via contracts with our aerospace industry, requiring talents across the board from cost estimating cost analysis, budgeting, procurement, legal and many other support. Tasker Integral to the mission. Many thousands of people work in the space workforce tens of billions of dollars every year. This is really cool stuff, no matter what your education background, a great career to be part of. When summary as bang had mentioned Aziz, well, there is a great deal of exciting challenges ahead we will see a new renaissance in space in the years ahead, and in some cases it's already begun. Billionaires like Jeff Bezos, Elon Musk, Sir Richard Richard Branson are in the game, stimulating new ideas in business models, other private investors and start up companies. Space companies are now coming in from all angles. The exponential advancement of technology and microelectronics now allows the potential for a plethora of small SAT systems to possibly replace older satellites the size of a Greyhound bus. It's getting better by the day and central to this conference, cybersecurity is paramount to our nation's critical infrastructure in space. So once again, thanks very much, and I look forward to the further conversation. >>Steve, thank you very much. Space is cool. It's relevant. But it's important, as you pointed out, and you're awesome story about how it impacts our life every day. So I really appreciate that great story. I'm glad you took the time Thio share that you forgot the part about the drone coming over in the crime scene and, you know, mapping it out for you. But that would add that to the story later. Great stuff. My first question is let's get into the conversations because I think this is super important. President Armstrong like you to talk about some of the points that was teased out by Bang and Steve. One in particular is the comment around how military research was important in developing all these capabilities, which is impacting all of our lives. Through that story. It was the military research that has enabled a generation and generation of value for consumers. This is kind of this workforce conversation. There are opportunities now with with research and grants, and this is, ah, funding of innovation that it's highly accelerate. It's happening very quickly. Can you comment on how research and the partnerships to get that funding into the universities is critical? >>Yeah, I really appreciate that And appreciate the comments of my colleagues on it really boils down to me to partnerships, public private partnerships. You mentioned Northrop Grumman, but we have partnerships with Lockie Martin, Boeing, Raytheon Space six JPL, also member of organization called Business Higher Education Forum, which brings together university presidents and CEOs of companies. There's been focused on cybersecurity and data science, and I hope that we can spill into cybersecurity in space but those partnerships in the past have really brought a lot forward at Cal Poly Aziz mentioned we've been involved with Cube set. Uh, we've have some secure work and we want to plan to do more of that in the future. Uh, those partnerships are essential not only for getting the r and d done, but also the students, the faculty, whether masters or undergraduate, can be involved with that work. Uh, they get that real life experience, whether it's on campus or virtually now during Covic or at the location with the partner, whether it may be governmental or our industry. Uh, and then they're even better equipped, uh, to hit the ground running. And of course, we'd love to see even more of our students graduate with clearance so that they could do some of that a secure work as well. So these partnerships are absolutely critical, and it's also in the context of trying to bring the best and the brightest and all demographics of California and the US into this field, uh, to really be successful. So these partnerships are essential, and our goal is to grow them just like I know other colleagues and C. S u and the U C are planning to dio, >>you know, just as my age I've seen I grew up in the eighties, in college and during that systems generation and that the generation before me, they really kind of pioneered the space that spawned the computer revolution. I mean, you look at these key inflection points in our lives. They were really funded through these kinds of real deep research. Bond talk about that because, you know, we're living in an age of cloud. And Bezos was mentioned. Elon Musk. Sir Richard Branson. You got new ideas coming in from the outside. You have an accelerated clock now on terms of the innovation cycles, and so you got to react differently. You guys have programs to go outside >>of >>the Defense Department. How important is this? Because the workforce that air in schools and our folks re skilling are out there and you've been on both sides of the table. So share your thoughts. >>No, thanks, John. Thanks for the opportunity responded. And that's what you hit on the notes back in the eighties, R and D in space especially, was dominated by my government funding. Uh, contracts and so on. But things have changed. As Steve pointed out, A lot of these commercial entities funded by billionaires are coming out of the woodwork funding R and D. So they're taking the lead. So what we can do within the deal, the in government is truly take advantage of the work they've done on. Uh, since they're they're, you know, paving the way to new new approaches and new way of doing things. And I think we can We could certainly learn from that. And leverage off of that saves us money from an R and D standpoint while benefiting from from the product that they deliver, you know, within the O D Talking about workforce development Way have prioritized we have policies now to attract and retain talent. We need I I had the folks do some research and and looks like from a cybersecurity workforce standpoint. A recent study done, I think, last year in 2019 found that the cybersecurity workforce gap in the U. S. Is nearing half a million people, even though it is a growing industry. So the pipeline needs to be strengthened off getting people through, you know, starting young and through college, like assess a professor Armstrong indicated, because we're gonna need them to be in place. Uh, you know, in a period of about maybe a decade or so, Uh, on top of that, of course, is the continuing issue we have with the gap with with stamps students, we can't afford not to have expertise in place to support all the things we're doing within the with the not only deal with the but the commercial side as well. Thank you. >>How's the gap? Get? Get filled. I mean, this is the this is again. You got cybersecurity. I mean, with space. It's a whole another kind of surface area, if you will, in early surface area. But it is. It is an I o t. Device if you think about it. But it does have the same challenges. That's kind of current and and progressive with cybersecurity. Where's the gap Get filled, Steve Or President Armstrong? I mean, how do you solve the problem and address this gap in the workforce? What is some solutions and what approaches do we need to put in place? >>Steve, go ahead. I'll follow up. >>Okay. Thanks. I'll let you correct. May, uh, it's a really good question, and it's the way I would. The way I would approach it is to focus on it holistically and to acknowledge it up front. And it comes with our teaching, etcetera across the board and from from an industry perspective, I mean, we see it. We've gotta have secure systems with everything we do and promoting this and getting students at early ages and mentoring them and throwing internships at them. Eyes is so paramount to the whole the whole cycle, and and that's kind of and it really takes focused attention. And we continue to use the word focus from an NSS, a perspective. We know the challenges that are out there. There are such talented people in the workforce on the government side, but not nearly enough of them. And likewise on industry side. We could use Maura's well, but when you get down to it, you know we can connect dots. You know that the the aspect That's a Professor Armstrong talked about earlier toe where you continue to work partnerships as much as you possibly can. We hope to be a part of that. That network at that ecosystem the will of taking common objectives and working together to kind of make these things happen and to bring the power not just of one or two companies, but our our entire membership to help out >>President >>Trump. Yeah, I would. I would also add it again. It's back to partnerships that I talked about earlier. One of our partners is high schools and schools fortune Margaret Fortune, who worked in a couple of, uh, administrations in California across party lines and education. Their fifth graders all visit Cal Poly and visit our learned by doing lab and you, you've got to get students interested in stem at a early age. We also need the partnerships, the scholarships, the financial aid so the students can graduate with minimal to no debt to really hit the ground running. And that's exacerbated and really stress. Now, with this covert induced recession, California supports higher education at a higher rate than most states in the nation. But that is that has dropped this year or reasons. We all understand, uh, due to Kobe, and so our partnerships, our creativity on making sure that we help those that need the most help financially uh, that's really key, because the gaps air huge eyes. My colleagues indicated, you know, half of half a million jobs and you need to look at the the students that are in the pipeline. We've got to enhance that. Uh, it's the in the placement rates are amazing. Once the students get to a place like Cal Poly or some of our other amazing CSU and UC campuses, uh, placement rates are like 94%. >>Many of our >>engineers, they have jobs lined up a year before they graduate. So it's just gonna take key partnerships working together. Uh, and that continued partnership with government, local, of course, our state of CSU on partners like we have here today, both Stephen Bang So partnerships the thing >>e could add, you know, the collaboration with universities one that we, uh, put a lot of emphasis, and it may not be well known fact, but as an example of national security agencies, uh, National Centers of Academic Excellence in Cyber, the Fast works with over 270 colleges and universities across the United States to educate its 45 future cyber first responders as an example, so that Zatz vibrant and healthy and something that we ought Teoh Teik, banjo >>off. Well, I got the brain trust here on this topic. I want to get your thoughts on this one point. I'd like to define what is a public private partnership because the theme that's coming out of the symposium is the script has been flipped. It's a modern error. Things air accelerated get you got security. So you get all these things kind of happen is a modern approach and you're seeing a digital transformation play out all over the world in business. Andi in the public sector. So >>what is what >>is a modern public private partnership? What does it look like today? Because people are learning differently, Covert has pointed out, which was that we're seeing right now. How people the progressions of knowledge and learning truth. It's all changing. How do you guys view the modern version of public private partnership and some some examples and improve points? Can you can you guys share that? We'll start with the Professor Armstrong. >>Yeah. A zai indicated earlier. We've had on guy could give other examples, but Northup Grumman, uh, they helped us with cyber lab. Many years ago. That is maintained, uh, directly the software, the connection outside its its own unit so that students can learn the hack, they can learn to penetrate defenses, and I know that that has already had some considerations of space. But that's a benefit to both parties. So a good public private partnership has benefits to both entities. Uh, in the common factor for universities with a lot of these partnerships is the is the talent, the talent that is, that is needed, what we've been working on for years of the, you know, that undergraduate or master's or PhD programs. But now it's also spilling into Skilling and re Skilling. As you know, Jobs. Uh, you know, folks were in jobs today that didn't exist two years, three years, five years ago. But it also spills into other aspects that can expand even mawr. We're very fortunate. We have land, there's opportunities. We have one tech part project. We're expanding our tech park. I think we'll see opportunities for that, and it'll it'll be adjusted thio, due to the virtual world that we're all learning more and more about it, which we were in before Cove it. But I also think that that person to person is going to be important. Um, I wanna make sure that I'm driving across the bridge. Or or that that satellites being launched by the engineer that's had at least some in person training, uh, to do that and that experience, especially as a first time freshman coming on a campus, getting that experience expanding and as adult. And we're gonna need those public private partnerships in order to continue to fund those at a level that is at the excellence we need for these stem and engineering fields. >>It's interesting People in technology can work together in these partnerships in a new way. Bank Steve Reaction Thio the modern version of what a public, successful private partnership looks like. >>If I could jump in John, I think, you know, historically, Dodi's has have had, ah, high bar thio, uh, to overcome, if you will, in terms of getting rapid pulling in your company. This is the fault, if you will and not rely heavily in are the usual suspects of vendors and like and I think the deal is done a good job over the last couple of years off trying to reduce the burden on working with us. You know, the Air Force. I think they're pioneering this idea around pitch days where companies come in, do a two hour pitch and immediately notified of a wooden award without having to wait a long time. Thio get feedback on on the quality of the product and so on. So I think we're trying to do our best. Thio strengthen that partnership with companies outside the main group of people that we typically use. >>Steve, any reaction? Comment to add? >>Yeah, I would add a couple of these air. Very excellent thoughts. Uh, it zits about taking a little gamble by coming out of your comfort zone. You know, the world that Bond and Bond lives in and I used to live in in the past has been quite structured. It's really about we know what the threat is. We need to go fix it, will design it says we go make it happen, we'll fly it. Um, life is so much more complicated than that. And so it's it's really to me. I mean, you take you take an example of the pitch days of bond talks about I think I think taking a gamble by attempting to just do a lot of pilot programs, uh, work the trust factor between government folks and the industry folks in academia. Because we are all in this together in a lot of ways, for example. I mean, we just sent the paper to the White House of their requests about, you know, what would we do from a workforce development perspective? And we hope Thio embellish on this over time once the the initiative matures. But we have a piece of it, for example, is the thing we call clear for success getting back Thio Uh, President Armstrong's comments at the collegiate level. You know, high, high, high quality folks are in high demand. So why don't we put together a program they grabbed kids in their their underclass years identifies folks that are interested in doing something like this. Get them scholarships. Um, um, I have a job waiting for them that their contract ID for before they graduate, and when they graduate, they walk with S C I clearance. We believe that could be done so, and that's an example of ways in which the public private partnerships can happen to where you now have a talented kid ready to go on Day one. We think those kind of things can happen. It just gets back down to being focused on specific initiatives, give them giving them a chance and run as many pilot programs as you can like these days. >>That's a great point, E. President. >>I just want to jump in and echo both the bank and Steve's comments. But Steve, that you know your point of, you know, our graduates. We consider them ready Day one. Well, they need to be ready Day one and ready to go secure. We totally support that and and love to follow up offline with you on that. That's that's exciting, uh, and needed very much needed mawr of it. Some of it's happening, but way certainly have been thinking a lot about that and making some plans, >>and that's a great example of good Segway. My next question. This kind of reimagining sees work flows, eyes kind of breaking down the old the old way and bringing in kind of a new way accelerated all kind of new things. There are creative ways to address this workforce issue, and this is the next topic. How can we employ new creative solutions? Because, let's face it, you know, it's not the days of get your engineering degree and and go interview for a job and then get slotted in and get the intern. You know the programs you get you particularly through the system. This is this is multiple disciplines. Cybersecurity points at that. You could be smart and math and have, ah, degree in anthropology and even the best cyber talents on the planet. So this is a new new world. What are some creative approaches that >>you know, we're >>in the workforce >>is quite good, John. One of the things I think that za challenge to us is you know, we got somehow we got me working for with the government, sexy, right? The part of the challenge we have is attracting the right right level of skill sets and personnel. But, you know, we're competing oftentimes with the commercial side, the gaming industry as examples of a big deal. And those are the same talents. We need to support a lot of programs we have in the U. D. So somehow we have to do a better job to Steve's point off, making the work within the U. D within the government something that they would be interested early on. So I tracked him early. I kind of talked about Cal Poly's, uh, challenge program that they were gonna have in June inviting high school kid. We're excited about the whole idea of space and cyber security, and so on those air something. So I think we have to do it. Continue to do what were the course the next several years. >>Awesome. Any other creative approaches that you guys see working or might be on idea, or just a kind of stoked the ideation out their internship. So obviously internships are known, but like there's gotta be new ways. >>I think you can take what Steve was talking about earlier getting students in high school, uh, and aligning them sometimes. Uh, that intern first internship, not just between the freshman sophomore year, but before they inter cal poly per se. And they're they're involved s So I think that's, uh, absolutely key. Getting them involved many other ways. Um, we have an example of of up Skilling a redeveloped work redevelopment here in the Central Coast. PG and e Diablo nuclear plant as going to decommission in around 2020 24. And so we have a ongoing partnership toe work on reposition those employees for for the future. So that's, you know, engineering and beyond. Uh, but think about that just in the manner that you were talking about. So the up skilling and re Skilling uh, on I think that's where you know, we were talking about that Purdue University. Other California universities have been dealing with online programs before cove it and now with co vid uh, so many more faculty or were pushed into that area. There's going to be much more going and talk about workforce development and up Skilling and Re Skilling The amount of training and education of our faculty across the country, uh, in in virtual, uh, and delivery has been huge. So there's always a silver linings in the cloud. >>I want to get your guys thoughts on one final question as we in the in the segment. And we've seen on the commercial side with cloud computing on these highly accelerated environments where you know, SAS business model subscription. That's on the business side. But >>one of The >>things that's clear in this trend is technology, and people work together and technology augments the people components. So I'd love to get your thoughts as we look at the world now we're living in co vid um, Cal Poly. You guys have remote learning Right now. It's a infancy. It's a whole new disruption, if you will, but also an opportunity to enable new ways to collaborate, Right? So if you look at people and technology, can you guys share your view and vision on how communities can be developed? How these digital technologies and people can work together faster to get to the truth or make a discovery higher to build the workforce? These air opportunities? How do you guys view this new digital transformation? >>Well, I think there's there's a huge opportunities and just what we're doing with this symposium. We're filming this on one day, and it's going to stream live, and then the three of us, the four of us, can participate and chat with participants while it's going on. That's amazing. And I appreciate you, John, you bringing that to this this symposium, I think there's more and more that we can do from a Cal poly perspective with our pedagogy. So you know, linked to learn by doing in person will always be important to us. But we see virtual. We see partnerships like this can expand and enhance our ability and minimize the in person time, decrease the time to degree enhanced graduation rate, eliminate opportunity gaps or students that don't have the same advantages. S so I think the technological aspect of this is tremendous. Then on the up Skilling and Re Skilling, where employees air all over, they can be reached virtually then maybe they come to a location or really advanced technology allows them to get hands on virtually, or they come to that location and get it in a hybrid format. Eso I'm I'm very excited about the future and what we can do, and it's gonna be different with every university with every partnership. It's one. Size does not fit all. >>It's so many possibilities. Bond. I could almost imagine a social network that has a verified, you know, secure clearance. I can jump in, have a little cloak of secrecy and collaborate with the d o. D. Possibly in the future. But >>these are the >>kind of kind of crazy ideas that are needed. Are your thoughts on this whole digital transformation cross policy? >>I think technology is gonna be revolutionary here, John. You know, we're focusing lately on what we call digital engineering to quicken the pace off, delivering capability to warfighter. As an example, I think a I machine language all that's gonna have a major play and how we operate in the future. We're embracing five G technologies writing ability Thio zero latency or I o t More automation off the supply chain. That sort of thing, I think, uh, the future ahead of us is is very encouraging. Thing is gonna do a lot for for national defense on certainly the security of the country. >>Steve, your final thoughts. Space systems are systems, and they're connected to other systems that are connected to people. Your thoughts on this digital transformation opportunity >>Such a great question in such a fun, great challenge ahead of us. Um echoing are my colleague's sentiments. I would add to it. You know, a lot of this has I think we should do some focusing on campaigning so that people can feel comfortable to include the Congress to do things a little bit differently. Um, you know, we're not attuned to doing things fast. Uh, but the dramatic You know, the way technology is just going like crazy right now. I think it ties back Thio hoping Thio, convince some of our senior leaders on what I call both sides of the Potomac River that it's worth taking these gamble. We do need to take some of these things very way. And I'm very confident, confident and excited and comfortable. They're just gonna be a great time ahead and all for the better. >>You know, e talk about D. C. Because I'm not a lawyer, and I'm not a political person, but I always say less lawyers, more techies in Congress and Senate. So I was getting job when I say that. Sorry. Presidential. Go ahead. >>Yeah, I know. Just one other point. Uh, and and Steve's alluded to this in bonded as well. I mean, we've got to be less risk averse in these partnerships. That doesn't mean reckless, but we have to be less risk averse. And I would also I have a zoo. You talk about technology. I have to reflect on something that happened in, uh, you both talked a bit about Bill Britton and his impact on Cal Poly and what we're doing. But we were faced a few years ago of replacing a traditional data a data warehouse, data storage data center, and we partner with a W S. And thank goodness we had that in progress on it enhanced our bandwidth on our campus before Cove. It hit on with this partnership with the digital transformation hub. So there is a great example where, uh, we we had that going. That's not something we could have started. Oh, covitz hit. Let's flip that switch. And so we have to be proactive on. We also have thio not be risk averse and do some things differently. Eyes that that is really salvage the experience for for students. Right now, as things are flowing, well, we only have about 12% of our courses in person. Uh, those essential courses, uh, and just grateful for those partnerships that have talked about today. >>Yeah, and it's a shining example of how being agile, continuous operations, these air themes that expand into space and the next workforce needs to be built. Gentlemen, thank you. very much for sharing your insights. I know. Bang, You're gonna go into the defense side of space and your other sessions. Thank you, gentlemen, for your time for great session. Appreciate it. >>Thank you. Thank you. >>Thank you. >>Thank you. Thank you. Thank you all. >>I'm John Furry with the Cube here in Palo Alto, California Covering and hosting with Cal Poly The Space and Cybersecurity Symposium 2020. Thanks for watching.

>> Announcer: From around the globe, it's The Cube, covering Space and Cybersecurity Symposium 2020, hosted by Cal Poly. >> Everyone, welcome to this special virtual conference, the Space and Cybersecurity Symposium 2020 put on by Cal Poly with support from The Cube. I'm John Furey, your host and master of ceremony's got a great topic today, and this session is really the intersection of space and cybersecurity. This topic, and this conversation is a cybersecurity workforce development through public and private partnerships. And we've got a great lineup, we've Jeff Armstrong is the president of California Polytechnic State University, also known as Cal Poly. Jeffrey, thanks for jumping on and Bong Gumahad. The second, Director of C4ISR Division, and he's joining us from the Office of the Under Secretary of Defense for the acquisition and sustainment of Department of Defense, DOD, and of course Steve Jacques is Executive Director, founder National Security Space Association, and managing partner at Velos. Gentlemen, thank you for joining me for this session, we've got an hour of conversation, thanks for coming on. >> Thank you. >> So we've got a virtual event here, we've got an hour to have a great conversation, I'd love for you guys to do an opening statement on how you see the development through public and private partnerships around cybersecurity and space, Jeff, we'll start with you. >> Well, thanks very much, John, it's great to be on with all of you. On behalf of Cal Poly, welcome everyone. Educating the workforce of tomorrow is our mission at Cal Poly, whether that means traditional undergraduates, masters students, or increasingly, mid-career professionals looking to upskill or re-skill. Our signature pedagogy is learn by doing, which means that our graduates arrive at employers, ready day one with practical skills and experience. We have long thought of ourselves as lucky to be on California's beautiful central coast, but in recent years, as we've developed closer relationships with Vandenberg Air Force Base, hopefully the future permanent headquarters of the United States Space Command with Vandenberg and other regional partners, We have discovered that our location is even more advantageous than we thought. We're just 50 miles away from Vandenberg, a little closer than UC Santa Barbara and the base represents the Southern border of what we have come to think of as the central coast region. Cal Poly and Vandenberg Air Force Base have partnered to support regional economic development, to encourage the development of a commercial space port, to advocate for the space command headquarters coming to Vandenberg and other ventures. These partnerships have been possible because both parties stand to benefit. Vandenberg, by securing new streams of revenue, workforce, and local supply chain and Cal Poly by helping to grow local jobs for graduates, internship opportunities for students and research and entrepreneurship opportunities for faculty and staff. Crucially, what's good for Vandenberg Air Force Base and for Cal Poly is also good for the central coast and the U.S., creating new head of household jobs, infrastructure, and opportunity. Our goal is that these new jobs bring more diversity and sustainability for the region. This regional economic development has taken on a life of its own, spawning a new nonprofit called REACH which coordinates development efforts from Vandenberg Air Force Base in the South to Camp Roberts in the North. Another factor that has facilitated our relationship with Vandenberg Air Force Base is that we have some of the same friends. For example, Northrop Grumman has as long been an important defense contractor and an important partner to Cal Poly, funding scholarships in facilities that have allowed us to stay current with technology in it to attract highly qualified students for whom Cal Poly's costs would otherwise be prohibitive. For almost 20 years, Northrop Grumman has funded scholarships for Cal Poly students. This year, they're funding 64 scholarships, some directly in our College of Engineering and most through our Cal Poly Scholars Program. Cal Poly scholars support both incoming freshmen and transfer students. These are especially important, 'cause it allows us to provide additional support and opportunities to a group of students who are mostly first generation, low income and underrepresented, and who otherwise might not choose to attend Cal Poly. They also allow us to recruit from partner high schools with large populations of underrepresented minority students, including the Fortune High School in Elk Grove, which we developed a deep and lasting connection. We know that the best work is done by balanced teams that include multiple and diverse perspectives. These scholarships help us achieve that goal and I'm sure you know Northrop Grumman was recently awarded a very large contract to modernize the U.S. ICBM armory with some of the work being done at Vandenberg Air Force Base, thus supporting the local economy and protecting... Protecting our efforts in space requires partnerships in the digital realm. Cal Poly has partnered with many private companies such as AWS. Our partnerships with Amazon Web Services has enabled us to train our students with next generation cloud engineering skills, in part, through our jointly created digital transformation hub. Another partnership example is among Cal Poly's California Cyber Security Institute College of Engineering and the California National Guard. This partnership is focused on preparing a cyber-ready workforce, by providing faculty and students with a hands on research and learning environment side by side with military law enforcement professionals and cyber experts. We also have a long standing partnership with PG&E most recently focused on workforce development and redevelopment. Many of our graduates do indeed go on to careers in aerospace and defense industry. As a rough approximation, more than 4,500 Cal Poly graduates list aerospace or defense as their employment sector on LinkedIn. And it's not just our engineers in computer sciences. When I was speaking to our fellow panelists not too long ago, speaking to Bong, we learned that Rachel Sims, one of our liberal arts majors is working in his office, so shout out to you, Rachel. And then finally, of course, some of our graduates soar to extraordinary heights, such as Commander Victor Glover, who will be heading to the International Space Station later this year. As I close, all of which is to say that we're deeply committed to workforce development and redevelopment, that we understand the value of public-private partnerships, and that we're eager to find new ways in which to benefit everyone from this further cooperation. So we're committed to the region, the state and the nation, in our past efforts in space, cyber security and links to our partners at, as I indicated, aerospace industry and governmental partners provides a unique position for us to move forward in the interface of space and cyber security. Thank you so much, John. >> President Armstrong, thank you very much for the comments and congratulations to Cal Poly for being on the forefront of innovation and really taking a unique, progressive view and want to tip a hat to you guys over there, thank you very much for those comments, appreciate it. Bong, Department of Defense. Exciting, you've got to defend the nation, space is global, your opening statement. >> Yes, sir, thanks John, appreciate that. Thank you everybody, I'm honored to be in this panel along with Preston Armstrong of Cal Poly and my longtime friend and colleague Steve Jacques of the National Security Space Association to discuss a very important topic of a cybersecurity workforce development as President Armstrong alluded to. I'll tell you, both of these organizations, Cal Poly and the NSSA have done and continue to do an exceptional job at finding talent, recruiting them and training current and future leaders and technical professionals that we vitally need for our nation's growing space programs, as well as our collective national security. Earlier today, during session three, I, along with my colleague, Chris Samson discussed space cyber security and how the space domain is changing the landscape of future conflicts. I discussed the rapid emergence of commercial space with the proliferation of hundreds, if not thousands of satellites, providing a variety of services including communications, allowing for global internet connectivity, as one example. Within DOD, we continued to look at how we can leverage this opportunity. I'll tell you, one of the enabling technologies, is the use of small satellites, which are inherently cheaper and perhaps more flexible than the traditional bigger systems that we have historically used and employed for DOD. Certainly not lost on me is the fact that Cal Poly pioneered CubeSats 28, 27 years ago, and they set a standard for the use of these systems today. So they saw the value and benefit gained way ahead of everybody else it seems. And Cal Poly's focus on training and education is commendable. I'm especially impressed by the efforts of another of Steven's colleague, the current CIO, Mr. Bill Britton, with his high energy push to attract the next generation of innovators. Earlier this year, I had planned on participating in this year's cyber innovation challenge in June, Oops, Cal Poly hosts California middle, and high school students, and challenge them with situations to test their cyber knowledge. I tell you, I wish I had that kind of opportunity when I was a kid, unfortunately, the pandemic changed the plan, but I truly look forward to future events such as these, to participate in. Now, I want to recognize my good friend, Steve Jacques, whom I've known for perhaps too long of a time here, over two decades or so, who was an acknowledged space expert and personally I've truly applaud him for having the foresight a few years back to form the National Security Space Association to help the entire space enterprise navigate through not only technology, but policy issues and challenges and paved the way for operationalizing space. Space, it certainly was fortifying domain, it's not a secret anymore, and while it is a unique area, it shares a lot of common traits with the other domains, such as land, air, and sea, obviously all are strategically important to the defense of the United States. In conflict, they will all be contested and therefore they all need to be defended. One domain alone will not win future conflicts, and in a joint operation, we must succeed in all. So defending space is critical, as critical as to defending our other operational domains. Funny, space is the only sanctuary available only to the government. Increasingly as I discussed in a previous session, commercial space is taking the lead in a lot of different areas, including R&D, the so-called new space. So cybersecurity threat is even more demanding and even more challenging. The U.S. considers and futhered access to and freedom to operate in space, vital to advancing security, economic prosperity and scientific knowledge of the country, thus making cyberspace an inseparable component of America's financial, social government and political life. We stood up US Space Force a year ago or so as the newest military service. Like the other services, its mission is to organize, train and equip space forces in order to protect U.S. and allied interest in space and to provide spacecape builders who joined force. Imagine combining that U.S. Space Force with the U.S. Cyber Command to unify the direction of the space and cyberspace operation, strengthen DOD capabilities and integrate and bolster a DOD cyber experience. Now, of course, to enable all of this requires a trained and professional cadre of cyber security experts, combining a good mix of policy, as well as a high technical skill set. Much like we're seeing in STEM, we need to attract more people to this growing field. Now, the DOD has recognized the importance to the cybersecurity workforce, and we have implemented policies to encourage its growth. Back in 2013, the Deputy Secretary of Defense signed a DOD Cyberspace Workforce Strategy, to create a comprehensive, well-equipped cyber security team to respond to national security concerns. Now, this strategy also created a program that encourages collaboration between the DOD and private sector employees. We call this the Cyber Information Technology Exchange program, or CITE that it's an exchange program, which is very interesting in which a private sector employee can naturally work for the DOD in a cyber security position that spans across multiple mission critical areas, important to the DOD. A key responsibility of the cyber security community is military leaders, unrelated threats, and the cyber security actions we need to have to defeat these threats. We talked about rapid acquisition, agile business processes and practices to speed up innovation, likewise, cyber security must keep up with this challenge. So cyber security needs to be right there with the challenges and changes, and this requires exceptional personnel. We need to attract talent, invest in the people now to grow a robust cybersecurity workforce for the future. I look forward to the panel discussion, John, thank you. >> Thank you so much, Bob for those comments and, you know, new challenges or new opportunities and new possibilities and freedom to operate in space is critical, thank you for those comments, looking forward to chatting further. Steve Jacques, Executive Director of NSSA, you're up, opening statement. >> Thank you, John and echoing Bongs, thanks to Cal Poly for pulling this important event together and frankly, for allowing the National Security Space Association be a part of it. Likewise, on behalf of the association, I'm delighted and honored to be on this panel of President Armstrong, along with my friend and colleague, Bong Gumahad. Something for you all to know about Bong, he spent the first 20 years of his career in the Air Force doing space programs. He then went into industry for several years and then came back into government to serve, very few people do that. So Bong, on behalf of the space community, we thank you for your lifelong devotion to service to our nation, we really appreciate that. And I also echo a Bong shout out to that guy, Bill Britton. who's been a long time co-conspirator of ours for a long time, and you're doing great work there in the cyber program at Cal Poly, Bill, keep it up. But Professor Armstrong, keep a close eye on him. (laughter) I would like to offer a little extra context to the great comments made by President Armstrong and Bong. And in our view, the timing of this conference really could not be any better. We all recently reflected again on that tragic 9/11 surprise attack on our homeland and it's an appropriate time we think to take pause. While a percentage of you in the audience here weren't even born or were babies then, for the most of us, it still feels like yesterday. And moreover, a tragedy like 9/11 has taught us a lot to include, to be more vigilant, always keep our collective eyes and ears open, to include those "eyes and ears from space," making sure nothing like this ever happens again. So this conference is a key aspect, protecting our nation requires we work in a cyber secure environment at all times. But you know, the fascinating thing about space systems is we can't see 'em. Now sure, we see space launches, man, there's nothing more invigorating than that. But after launch they become invisible, so what are they really doing up there? What are they doing to enable our quality of life in the United States and in the world? Well to illustrate, I'd like to paraphrase elements of an article in Forbes magazine, by Bongs and my good friend, Chuck Beames, Chuck is a space guy, actually had Bongs job a few years in the Pentagon. He's now Chairman and Chief Strategy Officer at York Space Systems and in his spare time, he's Chairman of the Small Satellites. Chuck speaks in words that everyone can understand, so I'd like to give you some of his words out of his article, paraphrase somewhat, so these are Chuck's words. "Let's talk about average Joe and plain Jane. "Before heading to the airport for a business trip "to New York city, Joe checks the weather forecast, "informed by NOAA's weather satellites, "to see what to pack for the trip. "He then calls an Uber, that space app everybody uses, "it matches riders with drivers via GPS, "to take him to the airport. "So Joe has launched in the airport, "unbeknownst to him, his organic lunch is made "with the help of precision farming "made possible to optimize the irrigation and fertilization "with remote spectral sensing coming from space and GPS. "On the plane, the pilot navigates around weather, "aided by GPS and NOAA's weather satellites "and Joe makes his meeting on time "to join his New York colleagues in a video call "with a key customer in Singapore, "made possible by telecommunication satellites. "En route to his next meeting, "Joe receives notice changing the location of the meeting "to the other side of town. "So he calmly tells Siri to adjust the destination "and his satellite-guided Google maps redirect him "to the new location. "That evening, Joe watches the news broadcast via satellite, "report details of meeting among world leaders, "discussing the developing crisis in Syria. "As it turns out various forms of "'remotely sensed information' collected from satellites "indicate that yet another banned chemical weapon "may have been used on its own people. "Before going to bed, Joe decides to call his parents "and congratulate them for their wedding anniversary "as they cruise across the Atlantic, "made possible again by communication satellites "and Joe's parents can enjoy the call "without even wondering how it happened. "The next morning back home, "Joe's wife, Jane is involved in a car accident. "Her vehicle skids off the road, she's knocked unconscious, "but because of her satellite equipped OnStar system, "the crash is detected immediately, "and first responders show up on the scene in time. "Joe receives the news, books an early trip home, "sends flowers to his wife "as he orders another Uber to the airport. "Over that 24 hours, "Joe and Jane used space system applications "for nearly every part of their day. "Imagine the consequences if at any point "they were somehow denied these services, "whether they be by natural causes or a foreign hostility. "In each of these satellite applications used in this case, "were initially developed for military purposes "and continued to be, but also have remarkable application "on our way of life, just many people just don't know that." So ladies and gentlemen, now you know, thanks to Chuck Beames. Well, the United States has a proud heritage of being the world's leading space-faring nation. Dating back to the Eisenhower and Kennedy years, today, we have mature and robust systems operating from space, providing overhead reconnaissance to "watch and listen," provide missile warning, communications, positioning, navigation, and timing from our GPS system, much of which you heard in Lieutenant General JT Thomson's earlier speech. These systems are not only integral to our national security, but also to our quality of life. As Chuck told us, we simply no longer can live without these systems as a nation and for that matter, as a world. But over the years, adversaries like China, Russia and other countries have come to realize the value of space systems and are aggressively playing catch up while also pursuing capabilities that will challenge our systems. As many of you know, in 2007, China demonstrated its ASAT system by actually shooting down one of its own satellites and has been aggressively developing counterspace systems to disrupt ours. So in a heavily congested space environment, our systems are now being contested like never before and will continue to be. Well, as a Bong mentioned, the United States have responded to these changing threats. In addition to adding ways to protect our system, the administration and the Congress recently created the United States Space Force and the operational United States Space Command, the latter of which you heard President Armstrong and other Californians hope is going to be located at Vandenberg Air Force Base. Combined with our intelligence community, today we have focused military and civilian leadership now in space, and that's a very, very good thing. Commensurately on the industry side, we did create the National Security Space Association, devoted solely to supporting the National Security Space Enterprise. We're based here in the DC area, but we have arms and legs across the country and we are loaded with extraordinary talent in scores of former government executives. So NSSA is joined at the hip with our government customers to serve and to support. We're busy with a multitude of activities underway, ranging from a number of thought-provoking policy papers, our recurring spacetime webcasts, supporting Congress's space power caucus, and other main serious efforts. Check us out at nssaspace.org. One of our strategic priorities and central to today's events is to actively promote and nurture the workforce development, just like Cal-Poly. We will work with our U.S. government customers, industry leaders, and academia to attract and recruit students to join the space world, whether in government or industry, and to assist in mentoring and training as their careers progress. On that point, we're delighted to be working with Cal Poly as we hopefully will undertake a new pilot program with them very soon. So students stay tuned, something I can tell you, space is really cool. While our nation's satellite systems are technical and complex, our nation's government and industry workforce is highly diverse, with a combination of engineers, physicists and mathematicians, but also with a large non-technical expertise as well. Think about how government gets these systems designed, manufactured, launching into orbit and operating. They do this via contracts with our aerospace industry, requiring talents across the board, from cost estimating, cost analysis, budgeting, procurement, legal, and many other support tasks that are integral to the mission. Many thousands of people work in the space workforce, tens of billions of dollars every year. This is really cool stuff and no matter what your education background, a great career to be part of. In summary, as Bong had mentioned as well, there's a great deal of exciting challenges ahead. We will see a new renaissance in space in the years ahead and in some cases it's already begun. Billionaires like Jeff Bezos, Elon Musk, Sir Richard Branson, are in the game, stimulating new ideas and business models. Other private investors and startup companies, space companies are now coming in from all angles. The exponential advancement of technology and micro electronics now allows a potential for a plethora of small sat systems to possibly replace older satellites, the size of a Greyhound bus. It's getting better by the day and central to this conference, cybersecurity is paramount to our nation's critical infrastructure in space. So once again, thanks very much and I look forward to the further conversation. >> Steve, thank you very much. Space is cool, it's relevant, but it's important as you pointed out in your awesome story about how it impacts our life every day so I really appreciate that great story I'm glad you took the time to share that. You forgot the part about the drone coming over in the crime scene and, you know, mapping it out for you, but we'll add that to the story later, great stuff. My first question is, let's get into the conversations, because I think this is super important. President Armstrong, I'd like you to talk about some of the points that was teased out by Bong and Steve. One in particular is the comment around how military research was important in developing all these capabilities, which is impacting all of our lives through that story. It was the military research that has enabled a generation and generation of value for consumers. This is kind of this workforce conversation, there are opportunities now with research and grants, and this is a funding of innovation that is highly accelerated, it's happening very quickly. Can you comment on how research and the partnerships to get that funding into the universities is critical? >> Yeah, I really appreciate that and appreciate the comments of my colleagues. And it really boils down to me to partnerships, public-private partnerships, you have mentioned Northrop Grumman, but we have partnerships with Lockheed Martin, Boeing, Raytheon, Space X, JPL, also member of an organization called Business Higher Education Forum, which brings together university presidents and CEOs of companies. There's been focused on cybersecurity and data science and I hope that we can spill into cybersecurity and space. But those partnerships in the past have really brought a lot forward. At Cal Poly, as mentioned, we've been involved with CubeSat, we've have some secure work, and we want to plan to do more of that in the future. Those partnerships are essential, not only for getting the R&D done, but also the students, the faculty, whether they're master's or undergraduate can be involved with that work, they get that real life experience, whether it's on campus or virtually now during COVID or at the location with the partner, whether it may be governmental or industry, and then they're even better equipped to hit the ground running. And of course we'd love to see more of our students graduate with clearance so that they could do some of that secure work as well. So these partnerships are absolutely critical and it's also in the context of trying to bring the best and the brightest in all demographics of California and the U.S. into this field, to really be successful. So these partnerships are essential and our goal is to grow them just like I know our other colleagues in the CSU and the UC are planning to do. >> You know, just as my age I've seen, I grew up in the eighties and in college and they're in that system's generation and the generation before me, they really kind of pioneered the space that spawned the computer revolution. I mean, you look at these key inflection points in our lives, they were really funded through these kinds of real deep research. Bong, talk about that because, you know, we're living in an age of cloud and Bezos was mentioned, Elon Musk, Sir Richard Branson, you got new ideas coming in from the outside, you have an accelerated clock now in terms of the innovation cycles and so you got to react differently, you guys have programs to go outside of the defense department, how important is this because the workforce that are in schools and/or folks re-skilling are out there and you've been on both sides of the table, so share your thoughts. >> No, thanks Johnny, thanks for the opportunity to respond to, and that's what, you know, you hit on the nose back in the 80's, R&D and space especially was dominated by government funding, contracts and so on, but things have changed as Steve pointed out, allow these commercial entities funded by billionaires are coming out of the woodwork, funding R&D so they're taking the lead, so what we can do within the DOD in government is truly take advantage of the work they've done. And since they're, you know, paving the way to new approaches and new way of doing things and I think we can certainly learn from that and leverage off of that, saves us money from an R&D standpoint, while benefiting from the product that they deliver. You know, within DOD, talking about workforce development, you know, we have prioritized and we have policies now to attract and retain the talent we need. I had the folks do some research and it looks like from a cybersecurity or workforce standpoint, a recent study done, I think last year in 2019, found that the cyber security workforce gap in U.S. is nearing half a million people, even though it is a growing industry. So the pipeline needs to be strengthened, getting people through, you know, starting young and through college, like Professor Armstrong indicated because we're going to need them to be in place, you know, in a period of about maybe a decade or so. On top of that, of course, is the continuing issue we have with the gap with STEM students. We can't afford not have expertise in place to support all the things we're doing within DoD, not only DoD but the commercial side as well, thank you. >> How's the gap get filled, I mean, this is, again, you've got cybersecurity, I mean, with space it's a whole other kind of surface area if you will, it's not really surface area, but it is an IOT device if you think about it, but it does have the same challenges, that's kind of current and progressive with cybersecurity. Where's the gap get filled, Steve or President Armstrong, I mean, how do you solve the problem and address this gap in the workforce? What are some solutions and what approaches do we need to put in place? >> Steve, go ahead., I'll follow up. >> Okay, thanks, I'll let you correct me. (laughter) It's a really good question, and the way I would approach it is to focus on it holistically and to acknowledge it upfront and it comes with our teaching, et cetera, across the board. And from an industry perspective, I mean, we see it, we've got to have secure systems in everything we do, and promoting this and getting students at early ages and mentoring them and throwing internships at them is so paramount to the whole cycle. And that's kind of, it really takes a focused attention and we continue to use the word focus from an NSSA perspective. We know the challenges that are out there. There are such talented people in the workforce, on the government side, but not nearly enough of them and likewise on the industry side, we could use more as well, but when you get down to it, you know, we can connect dots, you know, the aspects that Professor Armstrong talked about earlier to where you continue to work partnerships as much as you possibly can. We hope to be a part of that network, that ecosystem if you will, of taking common objectives and working together to kind of make these things happen and to bring the power, not just of one or two companies, but of our entire membership thereabout. >> President Armstrong-- >> Yeah, I would also add it again, it's back to the partnerships that I talked about earlier, one of our partners is high schools and schools Fortune, Margaret Fortune, who worked in a couple of administrations in California across party lines and education, their fifth graders all visit Cal Poly, and visit our learned-by-doing lab. And you've got to get students interested in STEM at an early age. We also need the partnerships, the scholarships, the financial aid, so the students can graduate with minimal to no debt to really hit the ground running and that's exacerbated and really stress now with this COVID induced recession. California supports higher education at a higher rate than most states in the nation, but that has brought this year for reasons all understand due to COVID. And so our partnerships, our creativity, and making sure that we help those that need the most help financially, that's really key because the gaps are huge. As my colleagues indicated, you know, half a million jobs and I need you to look at the students that are in the pipeline, we've got to enhance that. And the placement rates are amazing once the students get to a place like Cal Poly or some of our other amazing CSU and UC campuses, placement rates are like 94%. Many of our engineers, they have jobs lined up a year before they graduate. So it's just going to take a key partnerships working together and that continued partnership with government local, of course, our state, the CSU, and partners like we have here today, both Steve and Bong so partnerships is the thing. >> You know, that's a great point-- >> I could add, >> Okay go ahead. >> All right, you know, the collaboration with universities is one that we put on lot of emphasis here, and it may not be well known fact, but just an example of national security, the AUC is a national centers of academic excellence in cyber defense works with over 270 colleges and universities across the United States to educate and certify future cyber first responders as an example. So that's vibrant and healthy and something that we ought to take advantage of. >> Well, I got the brain trust here on this topic. I want to get your thoughts on this one point, 'cause I'd like to define, you know, what is a public-private partnership because the theme that's coming out of the symposium is the script has been flipped, it's a modern era, things are accelerated, you've got security, so you've got all of these things kind of happenning it's a modern approach and you're seeing a digital transformation play out all over the world in business and in the public sector. So what is a modern public-private partnership and what does it look like today because people are learning differently. COVID has pointed out, which is that we're seeing right now, how people, the progressions of knowledge and learning, truth, it's all changing. How do you guys view the modern version of public-private partnership and some examples and some proof points, can you guys share that? We'll start with you, Professor Armstrong. >> Yeah, as I indicated earlier, we've had, and I could give other examples, but Northrop Grumman, they helped us with a cyber lab many years ago that is maintained directly, the software, the connection outside it's its own unit so the students can learn to hack, they can learn to penetrate defenses and I know that that has already had some considerations of space, but that's a benefit to both parties. So a good public-private partnership has benefits to both entities and the common factor for universities with a lot of these partnerships is the talent. The talent that is needed, what we've been working on for years of, you know, the undergraduate or master's or PhD programs, but now it's also spilling into upskilling and reskilling, as jobs, you know, folks who are in jobs today that didn't exist two years, three years, five years ago, but it also spills into other aspects that can expand even more. We're very fortunate we have land, there's opportunities, we have ONE Tech project. We are expanding our tech park, I think we'll see opportunities for that and it'll be adjusted due to the virtual world that we're all learning more and more about it, which we were in before COVID. But I also think that that person to person is going to be important, I want to make sure that I'm driving across a bridge or that satellite's being launched by the engineer that's had at least some in person training to do that in that experience, especially as a first time freshman coming on campus, getting that experience, expanding it as an adult, and we're going to need those public-private partnerships in order to continue to fund those at a level that is at the excellence we need for these STEM and engineering fields. >> It's interesting people and technology can work together and these partnerships are the new way. Bongs too with reaction to the modern version of what a public successful private partnership looks like. >> If I could jump in John, I think, you know, historically DOD's had a high bar to overcome if you will, in terms of getting rapid... pulling in new companies, miss the fall if you will, and not rely heavily on the usual suspects, of vendors and the like, and I think the DOD has done a good job over the last couple of years of trying to reduce that burden and working with us, you know, the Air Force, I think they're pioneering this idea around pitch days, where companies come in, do a two-hour pitch and immediately notified of, you know, of an a award, without having to wait a long time to get feedback on the quality of the product and so on. So I think we're trying to do our best to strengthen that partnership with companies outside of the main group of people that we typically use. >> Steve, any reaction, any comment to add? >> Yeah, I would add a couple and these are very excellent thoughts. It's about taking a little gamble by coming out of your comfort zone, you know, the world that Bong and I, Bong lives in and I used to live in the past, has been quite structured. It's really about, we know what the threat is, we need to go fix it, we'll design as if as we go make it happen, we'll fly it. Life is so much more complicated than that and so it's really, to me, I mean, you take an example of the pitch days of Bong talks about, I think taking a gamble by attempting to just do a lot of pilot programs, work the trust factor between government folks and the industry folks and academia, because we are all in this together in a lot of ways. For example, I mean, we just sent a paper to the white house at their request about, you know, what would we do from a workforce development perspective and we hope to embellish on this over time once the initiative matures, but we have a piece of it for example, is a thing we call "clear for success," getting back to president Armstrong's comments so at a collegiate level, you know, high, high, high quality folks are in high demand. So why don't we put together a program that grabs kids in their underclass years, identifies folks that are interested in doing something like this, get them scholarships, have a job waiting for them that they're contracted for before they graduate, and when they graduate, they walk with an SCI clearance. We believe that can be done, so that's an example of ways in which public-private partnerships can happen to where you now have a talented kid ready to go on day one. We think those kinds of things can happen, it just gets back down to being focused on specific initiatives, giving them a chance and run as many pilot programs as you can, like pitch days. >> That's a great point, it's a good segue. Go ahead, President Armstrong. >> I just want to jump in and echo both the Bong and Steve's comments, but Steve that, you know, your point of, you know our graduates, we consider them ready day one, well they need to be ready day one and ready to go secure. We totally support that and love to follow up offline with you on that. That's exciting and needed, very much needed more of it, some of it's happening, but we certainly have been thinking a lot about that and making some plans. >> And that's a great example, a good segue. My next question is kind of re-imagining these workflows is kind of breaking down the old way and bringing in kind of the new way, accelerate all kinds of new things. There are creative ways to address this workforce issue and this is the next topic, how can we employ new creative solutions because let's face it, you know, it's not the days of get your engineering degree and go interview for a job and then get slotted in and get the intern, you know, the programs and you'd matriculate through the system. This is multiple disciplines, cybersecurity points at that. You could be smart in math and have a degree in anthropology and be one of the best cyber talents on the planet. So this is a new, new world, what are some creative approaches that's going to work for you? >> Alright, good job, one of the things, I think that's a challenge to us is, you know, somehow we got me working for, with the government, sexy right? You know, part of the challenge we have is attracting the right level of skill sets and personnel but, you know, we're competing, oftentimes, with the commercial side, the gaming industry as examples is a big deal. And those are the same talents we need to support a lot of the programs that we have in DOD. So somehow we have do a better job to Steve's point about making the work within DOD, within the government, something that they would be interested early on. So attract them early, you know, I could not talk about Cal Poly's challenge program that they were going to have in June inviting high school kids really excited about the whole idea of space and cyber security and so on. Those are some of the things that I think we have to do and continue to do over the course of the next several years. >> Awesome, any other creative approaches that you guys see working or might be an idea, or just to kind of stoke the ideation out there? Internships, obviously internships are known, but like, there's got to be new ways. >> Alright, I think you can take what Steve was talking about earlier, getting students in high school and aligning them sometimes at first internship, not just between the freshman and sophomore year, but before they enter Cal Poly per se and they're involved. So I think that's absolutely key, getting them involved in many other ways. We have an example of upskilling or work redevelopment here in the central coast, PG&E Diablo nuclear plant that is going to decommission in around 2024. And so we have a ongoing partnership to work and reposition those employees for the future. So that's, you know, engineering and beyond but think about that just in the manner that you were talking about. So the upskilling and reskilling, and I think that's where, you know, we were talking about that Purdue University, other California universities have been dealing with online programs before COVID, and now with COVID so many more Faculty were pushed into that area, there's going to be a much more going and talk about workforce development in upskilling and reskilling, the amount of training and education of our faculty across the country in virtual and delivery has been huge. So there's always a silver linings in the cloud. >> I want to get your guys' thoughts on one final question as we end the segment, and we've seen on the commercial side with cloud computing on these highly accelerated environments where, you know, SAS business model subscription, and that's on the business side, but one of the things that's clear in this trend is technology and people work together and technology augments the people components. So I'd love to get your thoughts as we look at a world now, we're living in COVID, and Cal Poly, you guys have remote learning right now, it's at the infancy, it's a whole new disruption, if you will, but also an opportunity enable new ways to encollaborate, So if you look at people and technology, can you guys share your view and vision on how communities can be developed, how these digital technologies and people can work together faster to get to the truth or make a discovery, hire, develop the workforce, these are opportunities, how do you guys view this new digital transformation? >> Well, I think there's huge opportunities and just what we're doing with this symposium, we're filming this on Monday and it's going to stream live and then the three of us, the four of us can participate and chat with participants while it's going on. That's amazing and I appreciate you, John, you bringing that to this symposium. I think there's more and more that we can do. From a Cal Poly perspective, with our pedagogy so, you know, linked to learn by doing in-person will always be important to us, but we see virtual, we see partnerships like this, can expand and enhance our ability and minimize the in-person time, decrease the time to degree, enhance graduation rate, eliminate opportunity gaps for students that don't have the same advantages. So I think the technological aspect of this is tremendous. Then on the upskilling and reskilling, where employees are all over, they can re be reached virtually, and then maybe they come to a location or really advanced technology allows them to get hands on virtually, or they come to that location and get it in a hybrid format. So I'm very excited about the future and what we can do, and it's going to be different with every university, with every partnership. It's one size does not fit all, There's so many possibilities, Bong, I can almost imagine that social network that has a verified, you know, secure clearance. I can jump in, and have a little cloak of secrecy and collaborate with the DOD possibly in the future. But these are the kind of crazy ideas that are needed, your thoughts on this whole digital transformation cross-pollination. >> I think technology is going to be revolutionary here, John, you know, we're focusing lately on what we call visual engineering to quicken the pace of the delivery capability to warfighter as an example, I think AI, Machine Language, all that's going to have a major play in how we operate in the future. We're embracing 5G technologies, and the ability for zero latency, more IOT, more automation of the supply chain, that sort of thing, I think the future ahead of us is very encouraging, I think it's going to do a lot for national defense, and certainly the security of the country. >> Steve, your final thoughts, space systems are systems, and they're connected to other systems that are connected to people, your thoughts on this digital transformation opportunity. >> Such a great question and such a fun, great challenge ahead of us. Echoing my colleagues sentiments, I would add to it, you know, a lot of this has, I think we should do some focusing on campaigning so that people can feel comfortable to include the Congress to do things a little bit differently. You know, we're not attuned to doing things fast, but the dramatic, you know, the way technology is just going like crazy right now, I think it ties back to, hoping to convince some of our senior leaders and what I call both sides of the Potomac river, that it's worth taking this gamble, we do need to take some of these things you know, in a very proactive way. And I'm very confident and excited and comfortable that this is going to be a great time ahead and all for the better. >> You know, I always think of myself when I talk about DC 'cause I'm not a lawyer and I'm not a political person, but I always say less lawyers, more techies than in Congress and Senate, so (laughter)I always get in trouble when I say that. Sorry, President Armstrong, go ahead. >> Yeah, no, just one other point and Steve's alluded to this and Bong did as well, I mean, we've got to be less risk averse in these partnerships, that doesn't mean reckless, but we have to be less risk averse. And also, as you talk about technology, I have to reflect on something that happened and you both talked a bit about Bill Britton and his impact on Cal Poly and what we're doing. But we were faced a few years ago of replacing traditional data, a data warehouse, data storage, data center and we partnered with AWS and thank goodness, we had that in progress and it enhanced our bandwidth on our campus before COVID hit, and with this partnership with the digital transformation hub, so there's a great example where we had that going. That's not something we could have started, "Oh COVID hit, let's flip that switch." And so we have to be proactive and we also have to not be risk-averse and do some things differently. That has really salvaged the experience for our students right now, as things are flowing well. We only have about 12% of our courses in person, those essential courses and I'm just grateful for those partnerships that I have talked about today. >> And it's a shining example of how being agile, continuous operations, these are themes that expand the space and the next workforce needs to be built. Gentlemen, thank you very much for sharing your insights, I know Bong, you're going to go into the defense side of space in your other sessions. Thank you gentlemen, for your time, for a great session, I appreciate it. >> Thank you. >> Thank you gentlemen. >> Thank you. >> Thank you. >> Thank you, thank you all. I'm John Furey with The Cube here in Palo Alto, California covering and hosting with Cal Poly, the Space and Cybersecurity Symposium 2020, thanks for watching. (bright atmospheric music)

>>from the Cube Studios >>in Palo Alto and >>Boston connecting with thought leaders all around the world. This is a cube conversation. >>Hey, welcome back here. Ready? Jeff Frick here with the Cube. We're doing a special presentation today really talking about AI and making ai really with two companies that are right in the heart of the Dell EMC as well as Intel. So we're excited to have a couple Cube alumni back on the program. Haven't seen him in a little while. First off from Intel. Lisa Spelman. She is the corporate VP and GM for the Xeon Group in Jersey on and Memory Group. Great to see you, Lisa. >>Good to see you again, too. >>And we've got Ravi Pinter. Conte. He is the SBP server product management, also from Dell Technologies. Ravi, great to see you as well. >>Good to see you on beast. Of course, >>yes. So let's jump into it. So, yesterday, Robbie, you guys announced a bunch of new kind of ai based solutions where if you can take us through that >>Absolutely so one of the things we did Jeff was we said it's not good enough for us to have a point product. But we talked about hope, the tour of products, more importantly, everything from our workstation side to the server to these storage elements and things that we're doing with VM Ware, for example. Beyond that, we're also obviously pleased with everything we're doing on bringing the right set off validated configurations and reference architectures and ready solutions so that the customer really doesn't have to go ahead and do the due diligence. Are figuring out how the various integration points are coming for us in making a solution possible. Obviously, all this is based on the great partnership we have with Intel on using not just their, you know, super cues, but FPG's as well. >>That's great. So, Lisa, I wonder, you know, I think a lot of people you know, obviously everybody knows Intel for your CPU is, but I don't think they recognize kind of all the other stuff that can wrap around the core CPU to add value around a particular solution. Set or problems. That's what If you could tell us a little bit more about Z on family and what you guys are doing in the data center with this kind of new interesting thing called AI and machine learning. >>Yeah. Um, so thanks, Jeff and Ravi. It's, um, amazing. The way to see that artificial intelligence applications are just growing in their pervasiveness. And you see it taking it out across all sorts of industries. And it's actually being built into just about every application that is coming down the pipe. And so if you think about meeting toe, have your hardware foundation able to support that. That's where we're seeing a lot of the customer interest come in. And not just a first Xeon, but, like Robbie said on the whole portfolio and how the system and solution configuration come together. So we're approaching it from a total view of being able to move all that data, store all of that data and cross us all of that data and providing options along that entire pipeline that move, um, and within that on Z on. Specifically, we've really set that as our cornerstone foundation for AI. If it's the most deployed solution and data center CPU around the world and every single application is going to have artificial intelligence in it, it makes sense that you would have artificial intelligence acceleration built into the actual hardware so that customers get a better experience right out of the box, regardless of which industry they're in or which specialized function they might be focusing on. >>It's really it's really wild, right? Cause in process, right, you always move through your next point of failure. So, you know, having all these kind of accelerants and the ways that you can carve off parts of the workload part of the intelligence that you can optimize betters is so important as you said Lisa and also Rocket and the solution side. Nobody wants General Ai just for ai sake. It's a nice word. Interesting science experiment. But it's really in the applied. A world is. We're starting to see the value in the application of this stuff, and I wonder you have a customer. You want to highlight Absalon, tell us a little bit about their journey and what you guys did with them. >>Great, sure. I mean, if you didn't start looking at Epsilon there in the market in the marketing business, and one of the crucial things for them is to ensure that they're able to provide the right data. Based on that analysis, there run on? What is it that the customer is looking for? And they can't wait for a period of time, but they need to be doing that in the near real time basis, and that's what excellent does. And what really blew my mind was the fact that they actually service are send out close to 100 billion messages. Again, it's 100 billion messages a year. And so you can imagine the amount of data that they're analyzing, which is in petabytes of data, and they need to do real time. And that's all possible because of the kind of analytics we have driven into the power It silver's, you know, using the latest of the Intel Intel Xeon processor couple with some of the technologies from the BGS side, which again I love them to go back in and analyze this data and service to the customers very rapidly. >>You know, it's funny. I think Mark Tech is kind of an under appreciated ah world of ai and, you know, in machine to machine execution, right, That's the amount of transactions go through when you load a webpage on your site that actually ideas who you are you know, puts puts a marketplace together, sells time on that or a spot on that ad and then lets people in is a really sophisticated, as you said in massive amounts of data going through the interesting stuff. If it's done right, it's magic. And if it's done, not right, then people get pissed off. You gotta have. You gotta have use our tools. >>You got it. I mean, this is where I talked about, you know, it can be garbage in garbage out if you don't really act on the right data. Right. So that is where I think it becomes important. But also, if you don't do it in a timely fashion, but you don't service up the right content at the right time. You miss the opportunity to go ahead and grab attention, >>right? Right. Lisa kind of back to you. Um, you know, there's all kinds of open source stuff that's happening also in the in the AI and machine learning world. So we hear things about tense or flow and and all these different libraries. How are you guys, you know, kind of embracing that world as you look at ai and kind of the development. We've been at it for a while. You guys are involved in everything from autonomous vehicles to the Mar Tech. Is we discussed? How are you making sure that these things were using all the available resources to optimize the solutions? >>Yeah, I think you and Robbie we're just hitting on some of those examples of how many ways people have figured out how to apply AI now. So maybe at first it was really driven by just image recognition and image tagging. But now you see so much work being driven in recommendation engines and an object detection for much more industrial use cases, not just consumer enjoyment and also those things you mentioned and hit on where the personalization is a really fine line you walk between. How do you make an experience feel good? Personalized versus creepy personalized is a real challenge and opportunity across so many industries. And so open source like you mentioned, is a great place for that foundation because it gives people the tools to build upon. And I think our strategy is really a stack strategy that starts first with delivering the best hardware for artificial intelligence and again the other is the foundation for that. But we also have, you know, Milat type processing for out of the Edge. And then we have all the way through to very custom specific accelerators into the data center, then on top about the optimized software, which is going into each of those frameworks and doing the work so that the framework recognizes the specific acceleration we built into the CPU. Whether that steel boost or recognizes the capabilities that sit in that accelerator silicon, and then once we've done that software layer and this is where we have the opportunity for a lot of partnership is the ecosystem and the solutions work that Robbie started off by talking about. So Ai isn't, um, it's not easy for everyone. It has a lot of value, but it takes work to extract that value. And so partnerships within the ecosystem to make sure that I see these are taking those optimization is building them in and fundamentally can deliver to customers. Reliable solution is the last leg of that of that strategy, but it really is one of the most important because without it you get a lot of really good benchmark results but not a lot of good, happy customer, >>right? I'm just curious, Lee says, because you kind of sit in the catbird seat. You guys at the core, you know, kind of under all the layers running data centers run these workloads. How >>do you see >>kind of the evolution of machine learning and ai from kind of the early days, where with science projects and and really smart people on mahogany row versus now people are talking about trying to get it to, like a citizen developer, but really a citizen data science and, you know, in exposing in the power of AI to business leaders or business executioners. Analysts, if you will, so they can apply it to their day to day world in their day to day life. How do you see that kind of evolving? Because you not only in it early, but you get to see some of the stuff coming down the road in design, find wins and reference architectures. How should people think about this evolution? >>It really is one of those things where if you step back from the fundamentals of AI, they've actually been around for 50 or more years. It's just that the changes in the amount of computing capability that's available, the network capacity that's available and the fundamental efficiency that I t and infrastructure managers and get out of their cloud architectures as allowed for this pervasiveness to evolve. And I think that's been the big tipping point that pushed people over this fear. Of course, I went through the same thing that cloud did where you had maybe every business leader or CEO saying Hey, get me a cloud and I'll figure out what for later give me some AI will get a week and make it work, But we're through those initial use pieces and starting to see a business value derived from from those deployments. And I think some of the most exciting areas are in the medical services field and just the amount, especially if you think of the environment we're in right now. The amount of efficiency and in some cases, reduction in human contact that you could require for diagnostics and just customer tracking and ability, ability to follow their entire patient History is really powerful and represents the next wave and care and how we scale our limited resource of doctors nurses technician. And the point we're making of what's coming next is where you start to see even more mass personalization and recommendations in that way that feel very not spooky to people but actually comforting. And they take value from them because it allows them to immediately act. Robbie reference to the speed at which you have to utilize the data. When people get immediately act more efficiently. They're generally happier with the service. So we see so much opportunity and we're continuing to address across, you know, again that hardware, software and solution stack so we can stay a step ahead of our customers, >>Right? That's great, Ravi. I want to give you the final word because you guys have to put the solutions together, it actually delivering to the customer. So not only, you know the hardware and the software, but any other kind of ecosystem components that you have to bring together. So I wonder if you can talk about that approach and how you know it's it's really the solution. At the end of the day, not specs, not speeds and feeds. That's not really what people care about. It's really a good solution. >>Yeah, three like Jeff, because end of the day I mean, it's like this. Most of us probably use the A team to retry money, but we really don't know what really sits behind 80 and my point being that you really care at that particular point in time to be able to put a radio do machine and get your dollar bills out, for example. Likewise, when you start looking at what the customer really needs to know, what Lisa hit upon is actually right. I mean what they're looking for. And you said this on the whole solution side house. To our our mantra to this is very simple. We want to make sure that we use the right basic building blocks, ensuring that we bring the right solutions using three things the right products which essentially means that we need to use the right partners to get the right processes in GPU Xen. But then >>we get >>to the next level by ensuring that we can actually do things we can either provide no ready solutions are validated reference architectures being that you have the sausage making process that you now don't need to have the customer go through, right? In a way. We have done the cooking and we provide a recipe book and you just go through the ingredient process of peering does and then off your off right to go get your solution done. And finally, the final stages there might be helped that customers still need in terms of services. That's something else Dell technology provides. And the whole idea is that customers want to go out and have them help deploying the solutions. We can also do that we're services. So that's probably the way we approach our data. The way we approach, you know, providing the building blocks are using the right technologies from our partners, then making sure that we have the right solutions that our customers can look at. And finally, they need deployment. Help weaken due their services. >>Well, Robbie, Lisa, thanks for taking a few minutes. That was a great tee up, Rob, because I think we're gonna go to a customer a couple of customer interviews enjoying that nice meal that you prepared with that combination of hardware, software, services and support. So thank you for your time and a great to catch up. All right, let's go and run the tape. Hi, Jeff. I wanted to talk about two examples of collaboration that we have with the partners that have yielded Ah, really examples of ah put through HPC and AI activities. So the first example that I wanted to cover is within your AHMAD team up in Canada with that team. We collaborated with Intel on a tuning of algorithm and code in order to accelerate the mapping of the human brain. So we have a cluster down here in Texas called Zenith based on Z on and obtain memory on. And we were able to that customer with the three of us are friends and Intel the norm, our team on the Dell HPC on data innovation, injuring team to go and accelerate the mapping of the human brain. So imagine patients playing video games or doing all sorts of activities that help understand how the brain sends the signal in order to trigger a response of the nervous system. And it's not only good, good way to map the human brain, but think about what you can get with that type of information in order to help cure Alzheimer's or dementia down the road. So this is really something I'm passionate about. Is using technology to help all of us on all of those that are suffering from those really tough diseases? Yeah, yeah, way >>boil. I'm a project manager for the project, and the idea is actually to scan six participants really intensively in both the memory scanner and the G scanner and see if we can use human brain data to get closer to something called Generalized Intelligence. What we have in the AI world, the systems that are mathematically computational, built often they do one task really, really well, but they struggle with other tasks. Really good example. This is video games. Artificial neural nets can often outperform humans and video games, but they don't really play in a natural way. Artificial neural net. Playing Mario Brothers The way that it beats the system is by actually kind of gliding its way through as quickly as possible. And it doesn't like collect pennies. For example, if you play Mary Brothers as a child, you know that collecting those coins is part of your game. And so the idea is to get artificial neural nets to behave more like humans. So like we have Transfer of knowledge is just something that humans do really, really well and very naturally. It doesn't take 50,000 examples for a child to know the difference between a dog and a hot dog when you eat when you play with. But an artificial neural net can often take massive computational power and many examples before it understands >>that video games are awesome, because when you do video game, you're doing a vision task instant. You're also doing a >>lot of planning and strategy thinking, but >>you're also taking decisions you several times a second, and we record that we try to see. Can we from brain activity predict >>what people were doing? We can break almost 90% accuracy with this type of architecture. >>Yeah, yeah, >>Use I was the lead posts. Talk on this collaboration with Dell and Intel. She's trying to work on a model called Graph Convolution Neural nets. >>We have being involved like two computing systems to compare it, like how the performance >>was voting for The lab relies on both servers that we have internally here, so I have a GPU server, but what we really rely on is compute Canada and Compute Canada is just not powerful enough to be able to run the models that he was trying to run so it would take her days. Weeks it would crash, would have to wait in line. Dell was visiting, and I was invited into the meeting very kindly, and they >>told us that they started working with a new >>type of hardware to train our neural nets. >>Dell's using traditional CPU use, pairing it with a new >>type off memory developed by Intel. Which thing? They also >>their new CPU architectures and really optimized to do deep learning. So all of that sounds great because we had this problem. We run out of memory, >>the innovation lab having access to experts to help answer questions immediately. That's not something to gate. >>We were able to train the attic snatch within 20 minutes. But before we do the same thing, all the GPU we need to wait almost three hours to each one simple way we >>were able to train the short original neural net. Dell has been really great cause anytime we need more memory, we send an email, Dell says. Yeah, sure, no problem. We'll extended how much memory do you need? It's been really simple from our end, and I think it's really great to be at the edge of science and technology. We're not just doing the same old. We're pushing the boundaries. Like often. We don't know where we're going to be in six months. In the big data world computing power makes a big difference. >>Yeah, yeah, yeah, yeah. The second example I'd like to cover is the one that will call the data accelerator. That's a publisher that we have with the University of Cambridge, England. There we partnered with Intel on Cambridge, and we built up at the time the number one Io 500 storage solution on. And it's pretty amazing because it was built on standard building blocks, power edge servers until Xeon processors some envy me drives from our partners and Intel. And what we did is we. Both of this system with a very, very smart and elaborate suffering code that gives an ultra fast performance for our customers, are looking for a front and fast scratch to their HPC storage solutions. We're also very mindful that this innovation is great for others to leverage, so the suffering Could will soon be available on Get Hub on. And, as I said, this was number one on the Iot 500 was initially released >>within Cambridge with always out of focus on opening up our technologies to UK industry, where we can encourage UK companies to take advantage of advanced research computing technologies way have many customers in the fields of automotive gas life sciences find our systems really help them accelerate their product development process. Manage Poor Khalidiya. I'm the director of research computing at Cambridge University. Yeah, we are a research computing cloud provider, but the emphasis is on the consulting on the processes around how to exploit that technology rather than the better results. Our value is in how we help businesses use advanced computing resources rather than the provision. Those results we see increasingly more and more data being produced across a wide range of verticals, life sciences, astronomy, manufacturing. So the data accelerators that was created as a component within our data center compute environment. Data processing is becoming more and more central element within research computing. We're getting very large data sets, traditional spinning disk file systems can't keep up and we find applications being slowed down due to a lack of data, So the data accelerator was born to take advantage of new solid state storage devices. I tried to work out how we can have a a staging mechanism for keeping your data on spinning disk when it's not required pre staging it on fast envy any stories? Devices so that can feed the applications at the rate quiet for maximum performance. So we have the highest AI capability available anywhere in the UK, where we match II compute performance Very high stories performance Because for AI, high performance storage is a key element to get the performance up. Currently, the data accelerated is the fastest HPC storage system in the world way are able to obtain 500 gigabytes a second read write with AI ops up in the 20 million range. We provide advanced computing technologies allow some of the brightest minds in the world really pushed scientific and medical research. We enable some of the greatest academics in the world to make tomorrow's discoveries. Yeah, yeah, yeah. >>Alright, Welcome back, Jeff Frick here and we're excited for this next segment. We're joined by Jeremy Raider. He is the GM digital transformation and scale solutions for Intel Corporation. Jeremy, great to see you. Hey, thanks for having me. I love I love the flowers in the backyard. I thought maybe you ran over to the Japanese, the Japanese garden or the Rose Garden, Right To very beautiful places to visit in Portland. >>Yeah. You know, you only get him for a couple. Ah, couple weeks here, so we get the timing just right. >>Excellent. All right, so let's jump into it. Really? And in this conversation really is all about making Ai Riel. Um, and you guys are working with Dell and you're working with not only Dell, right? There's the hardware and software, but a lot of these smaller a solution provider. So what is some of the key attributes that that needs to make ai riel for your customers out there? >>Yeah, so, you know, it's a it's a complex space. So when you can bring the best of the intel portfolio, which is which is expanding a lot, you know, it's not just the few anymore you're getting into Memory technologies, network technologies and kind of a little less known as how many resources we have focused on the software side of things optimizing frameworks and optimizing, and in these key ingredients and libraries that you can stitch into that portfolio to really get more performance in value, out of your machine learning and deep learning space. And so you know what we've really done here with Dell? It has started to bring a bunch of that portfolio together with Dell's capabilities, and then bring in that ai's V partner, that software vendor where we can really take and stitch and bring the most value out of that broad portfolio, ultimately using using the complexity of what it takes to deploy an AI capability. So a lot going on. They're bringing kind of the three legged stool of the software vendor hardware vendor dental into the mix, and you get a really strong outcome, >>right? So before we get to the solutions piece, let's stick a little bit into the Intel world. And I don't know if a lot of people are aware that obviously you guys make CPUs and you've been making great CPIs forever. But there's a whole lot more stuff that you've added, you know, kind of around the core CPU. If you will in terms of of actual libraries and ways to really optimize the seond processors to operate in an AI world. I wonder if you can kind of take us a little bit below the surface on how that works. What are some of the examples of things you can do to get more from your Gambira Intel processors for ai specific applications of workloads? >>Yeah, well, you know, there's a ton of software optimization that goes into this. You know that having the great CPU is definitely step one. But ultimately you want to get down into the libraries like tensor flow. We have data analytics, acceleration libraries. You know, that really allows you to get kind of again under the covers a little bit and look at it. How do we have to get the most out of the kinds of capabilities that are ultimately used in machine learning in deep learning capabilities, and then bring that forward and trying and enable that with our software vendors so that they can take advantage of those acceleration components and ultimately, you know, move from, you know, less training time or could be a the cost factor. But those are the kind of capabilities we want to expose to software vendors do these kinds of partnerships. >>Okay. Ah, and that's terrific. And I do think that's a big part of the story that a lot of people are probably not as aware of that. There are a lot of these optimization opportunities that you guys have been leveraging for a while. So shifting gears a little bit, right? AI and machine learning is all about the data. And in doing a little research for this, I found actually you on stage talking about some company that had, like, 350 of road off, 315 petabytes of data, 140,000 sources of those data. And I think probably not great quote of six months access time to get that's right and actually work with it. And the company you're referencing was intel. So you guys know a lot about debt data, managing data, everything from your manufacturing, and obviously supporting a global organization for I t and run and ah, a lot of complexity and secrets and good stuff. So you know what have you guys leveraged as intel in the way you work with data and getting a good data pipeline. That's enabling you to kind of put that into these other solutions that you're providing to the customers, >>right? Well, it is, You know, it's absolutely a journey, and it doesn't happen overnight, and that's what we've you know. We've seen it at Intel on We see it with many of our customers that are on the same journey that we've been on. And so you know, this idea of building that pipeline it really starts with what kind of problems that you're trying to solve. What are the big issues that are holding you back that company where you see that competitive advantage that you're trying to get to? And then ultimately, how do you build the structure to enable the right kind of pipeline of that data? Because that's that's what machine learning and deep learning is that data journey. So really a lot of focus around you know how we can understand those business challenges bring forward those kinds of capabilities along the way through to where we structure our entire company around those assets and then ultimately some of the partnerships that we're gonna be talking about these companies that are out there to help us really squeeze the most out of that data as quickly as possible because otherwise it goes stale real fast, sits on the shelf and you're not getting that value out of right. So, yeah, we've been on the journey. It's Ah, it's a long journey, but ultimately we could take a lot of those those kind of learnings and we can apply them to our silicon technology. The software optimization is that we're doing and ultimately, how we talk to our enterprise customers about how they can solve overcome some of the same challenges that we did. >>Well, let's talk about some of those challenges specifically because, you know, I think part of the the challenge is that kind of knocked big data, if you will in Hadoop, if you will kind of off the rails. Little bit was there's a whole lot that goes into it. Besides just doing the analysis, there's a lot of data practice data collection, data organization, a whole bunch of things that have to happen before. You can actually start to do the sexy stuff of AI. So you know, what are some of those challenges. How are you helping people get over kind of these baby steps before they can really get into the deep end of the pool? >>Yeah, well, you know, one is you have to have the resource is so you know, do you even have the resource is if you can acquire those Resource is can you keep them interested in the kind of work that you're doing? So that's a big challenge on and actually will talk about how that fits into some of the partnerships that we've been establishing in the ecosystem. It's also you get stuck in this poc do loop, right? You finally get those resource is and they start to get access to that data that we talked about. It start to play out some scenarios, a theorize a little bit. Maybe they show you some really interesting value, but it never seems to make its way into a full production mode. And I think that is a challenge that has faced so many enterprises that are stuck in that loop. And so that's where we look at who's out there in the ecosystem that can help more readily move through that whole process of the evaluation that proved the r a y, the POC and ultimately move that thing that capability into production mode as quickly as possible that you know that to me is one of those fundamental aspects of if you're stuck in the POC. Nothing's happening from this. This is not helping your company. We want to move things more quickly, >>right? Right. And let's just talk about some of these companies that you guys are working with that you've got some reference architectures is data robot a Grid dynamics H 20 just down the road in Antigua. So a lot of the companies we've worked with with Cube and I think you know another part that's interesting. It again we can learn from kind of old days of big data is kind of generalized. Ai versus solution specific. Ai and I think you know where there's a real opportunity is not AI for a sake, but really it's got to be applied to a specific solution, a specific problem so that you have, you know, better chatbots, better customer service experience, you know, better something. So when you were working with these folks and trying to design solutions or some of the opportunities that you saw to work with some of these folks to now have an applied a application slash solution versus just kind of AI for ai's sake. >>Yeah. I mean, that could be anything from fraud, detection and financial services, or even taking a step back and looking more horizontally like back to that data challenge. If if you're stuck at the AI built a fantastic Data lake, but I haven't been able to pull anything back out of it, who are some of the companies that are out there that can help overcome some of those big data challenges and ultimately get you to where you know, you don't have a data scientist spending 60% of their time on data acquisition pre processing? That's not where we want them, right? We want them on building out that next theory. We want them on looking at the next business challenge. We want them on selecting the right models, but ultimately they have to do that as quickly as possible so that they can move that that capability forward into the next phase. So, really, it's about that that connection of looking at those those problems or challenges in the whole pipeline. And these companies like data robot in H 20 quasi. Oh, they're all addressing specific challenges in the end to end. That's why they've kind of bubbled up as ones that we want to continue to collaborate with, because it can help enterprises overcome those issues more fast. You know more readily. >>Great. Well, Jeremy, thanks for taking a few minutes and giving us the Intel side of the story. Um, it's a great company has been around forever. I worked there many, many moons ago. That's Ah, that's a story for another time, but really appreciate it and I'll interview you will go there. Alright, so super. Thanks a lot. So he's Jeremy. I'm Jeff Frick. So now it's time to go ahead and jump into the crowd chat. It's crowdchat dot net slash make ai real. Um, we'll see you in the chat. And thanks for watching

>> Narrator: Hi, everyone, thanks for joining us today for the Virtual Vertica BDC 2020. Today's breakout session is entitled toward Zero Unplanned Downtime of Medical Imaging Systems using Big Data. My name is Sue LeClaire, Director of Marketing at Vertica, and I'll be your host for this webinar. Joining me is Mauro Barbieri, lead architect of analytics at Philips. Before we begin, I want to encourage you to submit questions or comments during the virtual session. You don't have to wait. Just type your question or comment in the question box below the slides and click Submit. There will be a Q&A session at the end of the presentation. And we'll answer as many questions as we're able to during that time. Any questions that we don't get to we'll do our best to answer them offline. Alternatively, you can also visit the vertical forums to post your question there after the session. Our engineering team is planning to join the forums to keep the conversation going. Also a reminder that you can maximize your screen by clicking the double arrow button in the lower right corner of the slide. And yes, this virtual session is being recorded, and we'll be available to view on demand this week. We'll send you a notification as soon as it's ready. So let's get started. Mauro, over to you. >> Thank you, good day everyone. So medical imaging systems such as MRI scanners, interventional guided therapy machines, CT scanners, the XR system, they need to provide hospitals, optimal clinical performance but also predictable cost of ownership. So clinicians understand the need for maintenance of these devices, but they just want to be non intrusive and scheduled. And whenever there is a problem with the system, the hospital suspects Philips services to resolve it fast and and the first interaction with them. In this presentation you will see how we are using big data to increase the uptime of our medical imaging systems. I'm sure you have heard of the company Phillips. Phillips is a company that was founded in 129 years ago in actually 1891 in Eindhoven in Netherlands, and they started by manufacturing, light bulbs, and other electrical products. The two brothers Gerard and Anton, they took an investment from their father Frederik, and they set up to manufacture and sale light bulbs. And as you may know, a key technology for making light bulbs is, was glass and vacuum. So when you're good at making glass products and vacuum and light bulbs, then there is an easy step to start making radicals like they did but also X ray tubes. So Philips actually entered very early in the market of medical imaging and healthcare technology. And this is what our is our core as a company, and it's also our future. So, healthcare, I mean, we are in a situation now in which everybody recognize the importance of it. And and we see incredible trends in a transition from what we call Volume Based Healthcare to Value Base, where, where the clinical outcomes are driving improvements in the healthcare domain. Where it's not enough to respond to healthcare challenges, but we need to be involved in preventing and maintaining the population wellness and from a situation in which we episodically are in touch with healthcare we need to continuously monitor and continuously take care of populations. And from healthcare facilities and technology available to a few elected and reach countries we want to make health care accessible to everybody throughout the world. And this of course, has poses incredible challenges. And this is why we are transforming the Philips to become a healthcare technology leader. So from Philips has been a concern realizing and active in many sectors in many sectors and realizing what kind of technologies we've been focusing on healthcare. And we have been transitioning from creating and selling products to making solutions to addresses ethical challenges. And from selling boxes, to creating long term relationships with our customers. And so, if you have known the Philips brand from from Shavers from, from televisions to light bulbs, you probably now also recognize the involvement of Philips in the healthcare domain, in diagnostic imaging, in ultrasound, in image guided therapy and systems, in digital pathology, non invasive ventilation, as well as patient monitoring intensive care, telemedicine, but also radiology, cardiology and oncology informatics. Philips has become a powerhouse of healthcare technology. To give you an idea of this, these are the numbers for, from 2019 about almost 20 billion sales, 4% comparable sales growth with respect to the previous year and about 10% of the sales are reinvested in R&D. This is also shown in the number of patents rights, last year we filed more than 1000 patents in, in the healthcare domain. And the company is about 80,000 employees active globally in over 100 countries. So, let me focus now on the type of products that are in the scope of this presentation. This is a Philips Magnetic Resonance Imaging Scanner, also called Ingenia 3.0 Tesla is an incredible machine. Apart from being very beautiful as you can see, it's a it's a very powerful technology. It can make high resolution images of the human body without harmful radiation. And it's a, it's a, it's a complex machine. First of all, it's massive, it weights 4.6 thousand kilograms. And it has superconducting magnets cooled with liquid helium at -269 degrees Celsius. And it's actually full of software millions and millions of lines of code. And it's occupied three rooms. What you see in this picture, the examination room, but there is also a technical room which is full of of of equipment of custom hardware, and machinery that is needed to operate this complex device. This is another system, it's an interventional, guided therapy system where the X ray is used during interventions with the patient on the table. You see on the left, what we call C-arm, a robotic arm that moves and can take images of the patient while it's been operated, it's used for cardiology intervention, neurological intervention, cardiovascular intervention. There's a table that moves in very complex ways and it again it occupies two rooms, this room that we see here and but also a room full of cabinets and hardwood and computers. This is another another characteristic of this machine is that it has to operate it as it is used during medical interventions, and so it has to interact with all kind of other equipment. This is another system it's a, it's a, it's a Computer Tomography Scanner Icon which is a unique, it is unique due to its special detection technology. It has an image resolution up to 0.5 millimeters and making thousand by thousand pixel images. And it is also a complex machine. This is a picture of the inside of a compatible device not really an icon, but it has, again three rotating, which waits two and a half turn. So, it's a combination of X ray tube on top, high voltage generators to power the extra tube and in a ray of detectors to create the images. And this rotates at 220 right per minutes, making 50 frames per second to make 3D reconstruction of the of the body. So a lot of technology, complex technology and this technology is made for this situation. We make it for clinicians, who are busy saving people lives. And of course, they want optimal clinical performance. They want the best technology to treat the patients. But they also want predictable cost of ownership. They want predictable system operations. They want their clinical schedules not interrupted. So, they understand these machines are complex full of technology. And these machines may have, may require maintenance, may require software update, sometimes may even say they require some parts, horrible parts to be replaced, but they don't want to have it unplanned. They don't want to have unplanned downtime. They would hate send, having to send patients home and to have to reschedule visits. So they understand maintenance. They just want to have a schedule predictable and non intrusive. So already a number of years ago, we started a transition from what we call Reactive Maintenance services of these devices to proactive. So, let me show you what we mean with this. Normally, if a system has an issue system on the field, and traditional reactive workflow would be that, this the customer calls a call center, reports the problem. The company servicing the device would dispatch a field service engineer, the field service engineer would go on site, do troubleshooting, literally smell, listen to noise, watch for lights, for, for blinking LEDs or other unusual issues and would troubleshoot the issue, find the root cause and perhaps decide that the spare part needs to be replaced. He would order a spare part. The part would have to be delivered at the site. Either immediately or the engineer would would need to come back another day when the part is available, perform the repair. That means replacing the parts, do all the needed tests and validations. And finally release the system for clinical use. So as you can see, there is a lot of, there are a lot of steps, and also handover of information from one to between different people, between different organizations even. Would it be better to actually keep monitoring the installed base, keep observing the machine and actually based on the information collected, detect or predict even when an issue is is going to happen? And then instead of reacting to a customer calling, proactively approach the customer scheduling, preventive service, and therefore avoid the problem. So this is actually what we call Corrective Service. And this is what we're being transitioning to using Big Data and Big Data is just one ingredient. In fact, there are more things that are needed. The devices themselves need to be designed for reliability and predictability. If the device is a black box does not communicate to the outside world the status, if it does not transmit data, then of course, it is not possible to observe and therefore, predict issues. This of course requires a remote service infrastructure or an IoT infrastructure as it is called nowadays. The passivity to connect the medical device with a data center in enterprise infrastructure, collect the data and perform the remote troubleshooting and the predictions. Also the right processes and the right organization is to be in place, because an organization that is, you know, waiting for the customer to call and then has a number of few service engineers available and a certain amount of spare parts and stock is a different organization from an organization that actually is continuously observing the installed base and is scheduling actions to prevent issues. And in other pillar is knowledge management. So in order to realize predictive models and to have predictive service action, it's important to manage knowledge about failure modes, about maintenance procedures very well to have it standardized and digitalized and available. And last but not least, of course, the predictive models themselves. So we talked about transmitting data from the installed base on the medical device, to an enterprise infrastructure that would analyze the data and generate predictions that's predictive models are exactly the last ingredient that is needed. So this is not something that I'm, you know, I'm telling you for the first time is actually a strategic intent of Philips, where we aim for zero unplanned downtime. And we market it that way. We also is not a secret that we do it by using big data. And, of course, there could be other methods to to achieving the same goal. But we started using big data already now well, quite quite many years ago. And one of the reasons is that our medical devices already are wired to collect lots of data about the functioning. So they collect events, error logs that are sensor connecting sensor data. And to give you an idea, for example, just as an order of magnitudes of size of the data, the one MRI scanner can log more than 1 million events per day, hundreds of thousands of sensor readings and tens of thousands of many other data elements. And so this is truly big data. On the other hand, this data was was actually not designed for predictive maintenance, you have to think a medical device of this type of is, stays in the field for about 10 years. Some a little bit longer, some of it's shorter. So these devices have been designed 10 years ago, and not necessarily during the design, and not all components were designed, were designed with predictive maintenance in mind with IoT, and with the latest technology at that time, you know, progress, will not so forward looking at the time. So the actual the key challenge is taking the data which is already available, which is already logged by the medical devices, integrating it and creating predictive models. And if we dive a little bit more into the research challenges, this is one of the Challenges. How to integrate diverse data sources, especially how to automate the costly process of data provisioning and cleaning? But also, once you have the data, let's say, how to create these models that can predict failures and the degradation of performance of a single medical device? Once you have these models and alerts, another challenge is how to automatically recommend service actions based on the probabilistic information on these possible failures? And once you have the insights even if you can recommend action still recommending an action should be done with the goal of planning, maintenance, for generating value. That means balancing costs and benefits, preventing unplanned downtimes without of course scheduling and unnecessary interventions because every intervention, of course, is a disruption for the clinical schedule. And there are many more applications that can be built off such as the optimal management of spare parts supplies. So how do you approach this problem? Our approach was to collect into one database Vertica. A large amount of historical data, first of all historical data coming from the medical devices, so event logs, parameter value system configuration, sensor readings, all the data that we have at our disposal, that in the same database together with records of failures, maintenance records, service work orders, part replacement contracts, so basically the evidence of failures and once you have data from the medical devices, and data from the failures in the same database, it becomes possible to correlate event logs, errors, signal sensor readings with records of failures and records of part replacement and maintenance operations. And we did that also with a specific approach. So we, we create integrated teams, and every integrated team at three figures, not necessarily three people, they were actually multiple people. But there was at least one business owner from a service organization. And this business owner is the person who knows what is relevant, which use case are relevant to solve for a particular type of product or a particular market. What basically is generating value or is worthwhile tackling as an organization. And we have data scientists, data scientists are the one who actually can manipulate data. They can write the queries, they can write the models and robust statistics. They can create visualization and they are the ones who really manipulate the data. Last but not least, very important is subject matter experts. Subject Matter Experts are the people who know the failure modes, who know about the functioning of the medical devices, perhaps they're even designed, they come from the design side, or they come from the service innovation side or even from the field. People who have been servicing the machines in real life for many, many years. So, they are familiar with the failure models, but also familiar with the type of data that is logged and the processes and how actually the systems behave, if you if you if you if you allow me in, in the wild in the in the field. So the combination of these three secrets was a key. Because data scientist alone, just statisticians basically are people who can all do machine learning. And they're not very effective because the data is too complicated. That's why you more than too complex, so they will spend a huge amount of time just trying to figure out the data. Or perhaps they will spend the time in tackling things that are useless, because it's such an interesting knows much quicker which data points are useful, which phenomenon can be found in the data or probably not found. So the combination of subject matter experts and data scientists is very powerful and together gathered by a business owner, we could tackle the most useful use cases first. So, this teams set up to work and they developed three things mainly, first of all, they develop insights on the failure modes. So, by looking at the data, and analyzing information about what happened in the field, they find out exactly how things fail in a very pragmatic and quantitative way. Also, they of course, set up to develop the predictive model with associated alerts and service actions. And a predictive model is just not an alert is just not a flag. Just not a flag, only flag that turns on like a like a traffic light, you know, but there's much more than that. It's such an alert is to be interpreted and used by highly skilled and trained engineer, for example, in a in a call center, who needs to evaluate that error and plan a service action. Service action may involve the ordering a replacement of an expensive part, it may involve calling up the customer hospital and scheduling a period of downtime, downtime to replace a part. So it has an impact on the clinical practice, could have an impact. So, it is important that the alert is coupled with sufficient evidence and information for such a highly skilled trained engineer to plan the service session efficiently. So, it's it's, it's a lot of work in terms of preparing data, preparing visualizations, and making sure that old information is represented correctly and in a compact form. Additionally, These teams develop, get insight into the failure modes and so they can provide input to the R&D organization to improve the products. So, to summarize these graphically, we took a lot of historical data from, coming from the medical devices from the history but also data from relational databases, where the service, work orders, where the part replacement, the contact information, we integrated it, and we set up to the data analytics. From there we don't have value yet, only value starts appearing when we use the insights of data analytics the model on live data. When we process live data with the module we can generate alerts, and the alerts can be used to plan the maintenance and the maintenance therefore the plant maintenance replaces replacing downtime is creating value. To give an idea of the, of the type of I cannot show you the details of these modules, all of these predictive models. But to give you an idea, this is just a picture of some of the components of our medical device for which we have models for which we have, for which we call the failure modes, hard disk, clinical grade monitoring, monitors, X ray tubes, and so forth. This is for MRI machines, a lot of custom hardware and other types of amplifiers and electronics. The alerts are then displayed in a in a dashboard, what we call a Remote monitoring dashboard. We have a team of remote monitoring engineers that basically surveyors the install base, looks at this dashboard picks up these alerts. And an alert as I said before is not just one flag, it contains a lot of information about the failure and about the medical device. And the remote monitor engineer basically will pick up these alerts, they review them and they create cases for the markets organization to handle. So, they see an alert coming in they create a case. So that the particular call center in in some country can call the customer and schedule and make an appointment to schedule a service action or it can add it preventive action to the schedule of the field service engineer who's already supposed to go to visit the customer for example. This is a picture and high-level picture of the overall data person architecture. On the bottom we have install base install base is formed by all our medical devices that are connected to our Philips and more service network. Data is transmitted in a in a secure and in a secure way to our enterprise infrastructure. Where we have a so called Data Lake, which is basically an archive where we store the data as it comes from, from the customers, it is scrubbed and protected. From there, we have a processes ETL, Extract, Transform and Load that in parallel, analyze this information, parse all these files and all this data and extract the relevant parameters. All this, the reason is that the data coming from the medical device is very verbose, and in legacy formats, sometimes in binary formats in strange legacy structures. And therefore, we parse it and we structure it and we make it magically usable by data science teams. And the results are stored in a in a vertica cluster, in a data warehouse. In the same data warehouse, where we also store information from other enterprise systems from all kinds of databases from SQL, Microsoft SQL Server, Tera Data SAP from Salesforce obligations. So, the enterprise IT system also are connected to vertica the data is inserted into vertica. And then from vertica, the data is pulled by our predictive models, which are Python and Rscripts that run on our proprietary environment helps with insights. From this proprietary environment we generate the alerts which are then used by the remote monitoring application. It's not the only application this is the case of remote monitoring. We also have applications for particular remote service. So whenever we cannot prevent or predict we cannot predict an issue from happening or we cannot prevent an issue from happening and we need to react on a customer call, then we can still use the data to very quickly troubleshoot the system, find the root cause and advice or the best service session. Additionally, there are reliability dashboards because all this data can also be used to perform reliability studies and improve the design of the medical devices and is used by R&D. And the access is with all kinds of tools. So Vertica gives the flexibility to connect with JDBC to connect dashboards using Power BI to create dashboards and click view or just simply use RM Python directly to perform analytics. So little summary of the, of the size of the data for the for the moment we have integrated about 500 terabytes worth of data tables, about 30 trillion data points. More than eighty different data sources. For our complete connected install base, including our customer relation management system SAP, we also have connected, we have integrated data from from the factory for repair shops, this is very useful because having information from the factory allows to characterize components and devices when they are new, when they are still not used. So, we can model degradation, excuse me, predict failures much better. Also, we have many years of historical data and of course 24/7 live feeds. So, to get all this going, we we have chosen very simple designs from the very beginning this was developed in the back the first system in 2015. At that time, we went from scratch to production eight months and is also very stable system. To achieve that, we apply what we call Exhaustive Error Handling. When you process, most of people attending this conference probably know when you are dealing with Big Data, you have probably you face all kinds of corner cases you feel that will never happen. But just because of the sheer volume of the data, you find all kinds of strange things. And that's what you need to take care of, if you want to have a stable, stable platform, stable data pipeline. Also other characteristic is that, we need to handle live data, but also be able to, we need to be able to reprocess large historical datasets, because insights into the data are getting generated over time by the team that is using the data. And very often, they find not only defects, but also they have changed requests for new data to be extracted to distract in a different way to be aggregated in a different way. So basically, the platform is continuously crunching data. Also, components have built-in monitoring capabilities. Transparent transparency builds trust by showing how the platform behaves. People actually trust that they are having all the data which is available, or if they don't see the data or if something is not functioning they can see why and where the processing has stopped. A very important point is documentation of data sources every data point as a so called Data Provenance Fields. That is not only the medical device where it comes from, with all this identifier, but also from which file, from which moment in time, from which row, from which byte offset that data point comes. This allows to identify and not only that, but also when this data point was created, by whom, by whom meaning which version of the platform and of the ETL created a data point. This allows us to identify issues and also to fix only the subset of when an issue is identified and fixed. It's possible then to fix only subset of the data that is impacted by that issue. Again, this grid trusts in data to essential for this type of applications. We actually have different environments in our analytic solution. One that we call data science environment is more or less what I've shown so far, where it's deployed in our Philips private cloud, but also can be deployed in in in public cloud such as Amazon. It contains the years of historical data, it allows interactive data exploration, human queries, therefore, it is a highly viable load. It is used for the training of machine learning algorithms and this design has been such that we it is for allowing rapid prototyping and for large data volumes. In other environments is the so called Production Environment where we actually score the models with live data from generation of the alerts. So this environment does not require years of data just months, because a model to make a prediction does not need necessarily years of data, but maybe some model even a couple of weeks or a few months, three months, six months depending on the type of data on the failure which has been predicted. And this has highly optimized queries because the applications are stable. It only only change when we deploy new models or new versions of the models. And it is designed optimized for low latency, high throughput and reliability is no human intervention, no human queries. And of course, there are development staging environments. And one of the characteristics. Another characteristic of all this work is that what we call Data Driven Service Innovation. In all this work, we use the data in every step of the process. The First business case creation. So, basically, some people ask how did you manage to find the unlocked investment to create such a platform and to work on it for years, you know, how did you start? Basically, we started with a business case and the business case again for that we use data. Of course, you need to start somewhere you need to have some data, but basically, you can use data to make a quantitative analysis of the current situation and also make it as accurate as possible estimate quantitative of value creation, if you have that basically, is you can justify the investments and you can start building. Next to that data is used to decide where to focus your efforts. In this case, we decided to focus on the use cases that had the maximum estimated business impact, with business impact meaning here, customer value, as well as value for the company. So we want to reduce unplanned downtime, we want to give value to our customers. But it would be not sustainable, if for creating value, we would start replacing, you know, parts without any consideration for the cost of it. So it needs to be sustainable. Also, then we use data to analyze the failure modes to actually do digging into the data understanding of things fail, for visualization, and to do reliability analysis. And of course, then data is a key to do feature engineering for the development of the predictive models for training the models and for the validation with historical data. So data is all over the place. And last but not least, again, these models is architecture generates new data about the alerts and about the how good the alerts are, and how well they can predict failures, how much downtime is being saved, how money issues have been prevented. So this also data that needs to be analyzed and provides insights on the performance of this, of this models and can be used to improve the models found. And last but not least, once you have performance of the models you can use data to, to quantify as much as possible the value which is created. And it is when you go back to the first step, you made the business value you you create the first business case with estimates. Can you, can you actually show that you are creating value? And the more you can, have this fitness feedback loop closed and quantify the better it is for having more and more impact. Among the key elements that are needed for realizing this? So I want to mention one about data documentation is the practice that we started already six years ago is proven to be very valuable. We document always how data is extracted and how it is stored in, in data model documents. Data Model documents specify how data goes from one place to the other, in this case from device logs, for example, to a table in vertica. And it includes things such as the finish of duplicates, queries to check for duplicates, and of course, the logical design of the tables below the physical design of the table and the rationale. Next to it, there is a data dictionary that explains for each column in the data model from a subject matter expert perspective, what that means, such as its definition and meaning is if it's, if it's a measurement, the use of measure and the range. Or if it's a, some sort of, of label the spec values, or whether the value is raw or or calculated. This is essential for maximizing the value of data for allowing people to use data. Last but not least, also an ETL design document, it explains how the transformation has happened from the source to the destination including very important the failure and the strategy. For example, when you cannot parse part of a file, should you load only what you can parse or drop the entire file completely? So, import best effort or do all or nothing or how to populate records for which there is no value what are the default values and you know, how to have the data is normalized or transform and also to avoid duplicates. This again is very important to provide to the users of the data, if full picture of all the data itself. And this is not just, this the formal process the documents are reviewed and approved by all the stakeholders into the subject matter experts and also the data scientists from a function that we have started called Data Architect. So to, this is something I want to give about, oh, yeah and of course the the documents are available to the end users of the data. And we even have links with documents of the data warehouse. So if you are, if you get access to the database, and you're doing your research and you see a table or a view, you think, well, it could be that could be interesting. It looks like something I could use for my research. Well, the data itself has a link to the document. So from the database while you're exploring data, you can retrieve a link to the place where the document is available. This is just the quick summary of some of the of the results that I'm allowed to share at this moment. This is about image guided therapy, using our remote service infrastructure for remotely connected system with the right contracts. We can achieve we have we have reduced downtime by 14% more than one out of three of cases are resolved remotely without an engineer having to go outside. 82% is the first time right fixed rate that means that the issue is fixed either remotely or if a visit at the site is needed, that visit only one visit is needed. So at that moment, the engineer we decided the right part and fix this straightaway. And this result on average on 135 hours more operational availability per year. This therefore, the ability to treat more patients for the same costs. I'd like to conclude with citing some nice testimonials from some of our customers, showing that the value that we've created is really high impact and this concludes my presentation. Thanks for your attention so far. >> Thank you Morrow, very interesting. And we've got a number of questions that we that have come in. So let's get to them. The first one, how many devices has Philips connected worldwide? And how do you determine which related center data workloads get analyzed with protocols? >> Okay, so this is just two questions. So the first question how many devices are connected worldwide? Well, actually, I'm not allowed to tell you the precise number of connected devices worldwide, but what I can tell is that we are in the order of tens of thousands of devices. And of all types actually. And then, how would we determine which related sensor gets analyzed with vertica well? And a little bit how I set In the in the presentation is a combination of two approaches is a data driven approach and the knowledge driven approach. So a knowledge driven approach because we make maximum use of our knowledge of the failure modes, and the behavior of the medical devices and of their components to select what we think are promising data points and promising features. However, from that moment on data science kicks in, and it's actually data science is used to look at the actual data and come up with quantitative information of what is really happening. So, it could be that an expert is convinced that the particular range of value of a sensor are indicative of a particular failure. And it turns out that maybe it was too optimistic on the other way around that in practice, there are many other situations situation he was not aware of. That could happen. So thanks to the data, then we, you know, get a better understanding of the phenomenon and we get the better modeling. I bet I answered that, any question? >> Yeah, we have another question. Do you have plans to perform any analytics at the edge? >> Now that's a good question. So I can't disclose our plans on this right now, but at the edge devices are certainly one of the options we look at to help our customers towards Zero Unplanned Downtime. Not only that, but also to facilitate the integration of our solution with existing and future hospital IT infrastructure. I mean, we're talking about advanced security, privacy and guarantee that the data is always safe remains. patient data and clinical data remains does not go outside the parameters of the hospital of course, while we want to enhance our functionality provides more value with our services. Yeah, so edge definitely very interesting area of innovation. >> Another question, what are the most helpful vertica features that you rely on? >> I would say, the first that comes to mind, to me at this moment is ease of integration. Basically, with vertica, we will be able to load any data source in a very easy way. And also it really can be interfaced very easily with old type of ions as an application. And this, of course, is not unique to vertica. Nevertheless, the added value here is that this is coupled with an incredible speed, incredible speed for loading and for querying. So it's basically a very versatile tool to innovate fast for data science, because basically we do not end up another thing is multiple projections, advanced encoding and compression. So this allows us to perform the optimizations only when we need it and without having to touch applications or queries. So if we want to achieve high performance, we Basically spend a little effort on improving the projection. And now we can achieve very often dramatic increases in performance. Another feature is EO mode. This is great for for cloud for cloud deployment. >> Okay, another question. What is the number one lesson learned that you can share? >> I think that would my advice would be document control your entire data pipeline, end to end, create positive feedback loops. So I hear that what I hear often is that enterprises I mean Philips is one of them that are not digitally native. I mean, Philips is 129 years old as a company. So you can imagine the the legacy that we have, we will not, you know, we are not born with Web, like web companies are with with, you know, with everything online and everything digital. So enterprises that are not digitally native, sometimes they struggle to innovate in big data or into to do data driven innovation, because, you know, the data is not available or is in silos. Data is controlled by different parts of the organ of the organization with different processes. There is not as a super strong enterprise IT system, providing all the data, you know, for everybody with API's. So my advice is to, to for the very beginning, a creative creating as soon as possible, an end to end solution, from data creation to consumption. That creates value for all the stakeholders of the data pipeline. It is important that everyone in the data pipeline from the producer of the data to the to the consumers, basically in order to pipeline everybody gets a piece of value, piece of the cake. When the value is proven to all stakeholders, everyone would naturally contribute to keep the data pipeline running, and to keep the quality of the data high. That's the students there. >> Yeah, thank you. And in the area of machine learning, what types of innovations do you plan to adopt to help with your data pipeline? >> So, in the error of machine learning, we're looking at things like automatically detecting the deterioration of models to trigger improvement action, as well as connected with active learning. Again, focused on improving the accuracy of our predictive models. So active learning is when the additional human intervention labeling of difficult cases is triggered. So the machine learning classifier may not be able to, you know, classify correctly all the time and instead of just randomly picking up some cases for a human to review, you, you want the costly humans to only review the most valuable cases, from a machine learning point of view, the ones that would contribute the most in improving the classifier. Another error is is deep learning and was not working on it, I mean, but but also applications of more generic anomaly detection algorithms. So the challenge of anomaly detection is that we are not only interested in finding anomalies but also in the recommended proper service actions. Because without a proper service action, and alert generated because of an anomaly, the data loses most of its value. So, this is where I think we, you know. >> Go ahead. >> No, that's, that's it, thanks. >> Okay, all right. So that's all the time that we have today for questions. I want to thank the audience for attending Mauro's presentation and also for your questions. If you weren't able to, if we weren't able to answer your question today, I'd ask let we'll let you know that we'll respond via email. And again, our engineers will be at the vertica, on the vertica quorums awaiting your other questions. It would help us greatly if you could give us some feedback and rate the session before you sign off. Your rating will help us guide us as when we're looking at content to provide for the next vertica BTC. Also, note that a replay of today's event and a PDF copy of the slides will be available on demand, we'll let you know when that'll be by email hopefully later this week. And of course, we invite you to share the content with your colleagues. Again, thank you for your participation today. This includes this breakout session and hope you have a wonderful day. Thank you. >> Thank you

>>From New York city. It's the cube covering. Welcome to the new edge brought to you by systems. >>Okay, we'll come back. You're ready. Jeff Frick here with the cube. We're in downtown Manhattan at the top of Goldman Sachs, like 43 stories above the Hudson. It was a really beautiful view a couple hours ago, but the cloud has moved in and that's only appropriate cause it's cloud is a big theme of why we're here today. We're here for the Penn Zando event. It's called welcome to the new edge. They just come out of stealth mode after two and a half years, almost three years, raised a ton of money, got a really rockstar team and we're excited to have the CEO with us today to tell us a little bit about more what's going on. And that's prem Jane and again, the CEO of Penn Sandow prem. Great to see you. Nice to see you too. So everything we did running up to this event before we could get any of the news, we, we, we tried to figure out what was going on and all it kept coming up was NPLS, NPLS, NPLS, which I thought was a technology, which it is, but it's really about the team. Tell us a little bit about the team in which you guys have built prior and, and why you're such a, a well functioning and kind of forward thinking group of people. >>So I think the team is working together. Mario Luca, myself and Sony were working together since 1983 except for Sony. Sony joined us after the first company, which has crescendo, got acquired by Cisco in 1993 and since then four of us are working together. Uh, we have done many, uh, spinnings inside the Cisco and demo was the first one. Then we did, uh, uh, Nova systems, which was the second, then we did recently in CMA. Uh, and then after we left we thought we are going to retire, but we talked about it and we says, you know, there is still transitions happening in the industry and maybe we have few more years to go back to the, you know, industry and, and do something which is very challenging and, and uh, impacting. I think everything which we have done in the past is to create a impact in the industry and make that transition which is occurring very successful, >>which is really hard to do. And, and John Chambers who, who's on the board and spoke earlier today, you know, kind of talked about these 10 year cycles of significant change in our industry and you know, Clayton Christianson innovator's dilemma, it's really easy when you are successful at one of those to kind of sit on your laurels. In fact, it's really, really hard to kill yourself and go on to the next thing you guys have done this time and time and time again. Is there a unique chemistry in the way you guys look forward or you just, you just get bored with what you built and you want to build something new. I mean, what is some of the magic, because even John said, as soon as he heard that you were the team behind it, he was like, sign me up. I don't know what they're building but I don't really care cause I know these people can deliver. >>I think it's very good the, whenever you look at any startup, the most important thing which comes up as the team and you're seeing a lot of startup fails because the team didn't work together or they got their egos into this one. Since we are working for so long, they compliment each other. That's the one thing which is very important. Mario, Luca, myself, they come from engineering backgrounds. Sony comes from marketing, sales, uh, type of background and we all lady in terms of the brain, if you think about is the Mario behind the scene, Luca is really the execution machine and I'm, you can think like as a heart, okay. Putting this thing together. Uh, as a team, we work very complimentary with each other. It does not mean that we agree on everything, right? We disagree. We argue. We basically challenge each other. But one thing good about this particular team is that once we come to a conclusion, we just focus and execute. And team is also known to work with customers all the time. I mean, even when we started Penn Sando, we talked to many customers in the very beginning. They shape up our ideas, they shape up the directions, which is we are going and what transitions are occurring in the industries and all that. That's another thing which is we take customer very seriously in our thought process of building a product. >>So when you were thinking around sitting around the table, deciding whether you guys wanted to do it again, what were the challenges that you saw? What was the kind of the feedback loop that came in that, that started this? The, uh, the gym of the idea >>thing is also is that, uh, we had, we had developed so many different products as you saw today in the launch, eight or nine, uh, billion dollar product line and stuff like that. So we all have a very good system experience what is really needed, what transitions are occurring and stuff like that. When we started this one, we were not really sure what we wanted to do it, but in the last one when we did the, uh, NCMA, we realize that the enterprise thing, which we deliver the ACI solution for the enterprise, the realize that these services was the most complex way of incorporating into that particular architectures. So right from the beginning of interview realized that the, this particular thing is nobody has touched it, nobody thought about it out of the box thinking that how can you make it into a distributed fashion, which has also realized that cloud is going, everything distributed. >>They got away from the centralized appliances. So as the enterprise is now thinking of doing it cloud-like architectures and stuff like that. And the third thing which was really triggered us also, there was a company which is a new Poona which got acquired by Amazon in 2016 and we were looking at it what kinds of things they are doing and we said we can do much better architecturally and next generation, uh, architecture, which can really enable all the other cloud vendors. Some of them are our partners to make sure they can leverage that particular technologies and build the next generation cloud. And that's where this idea of new edge came in because we also saw that the new applications like IOT is five G's and artificial intelligence, machine learning, robotics or drones, you just name it intelligent devices, which is going to get connected. What is the best place to process them is at the edge or also at the backend with the application where the server is running these and that is another edge compute edge, right? >>In that particular sense. So our idea was to develop a product so that it can cover wide segment of the market, enterprise cloud providers, service borders, but focus very narrowly delivering these services into existing architectures. Also people who are building, building the next generation architectures. Right, so it's the distributed services platform or the distributed services architecture. So at its core for people that didn't make it today, what is it? It's basically is a distributed service platforms. The foundation of that is really our custom processor, which is we have designed is highly programmable. It's software defined so that all the protocols, which is typically people hardwired in our case is programmable. It's all programs which is we are writing the language which you selected as before and before extensions. The software stack is the major differentiated thing which is running on the top of this particular processor, which is we have designed in such a way that is hardware agnostics. >>The the, the capabilities which we have built is easily integrated into the existing environment. So if people already have cloud and they want to leverage our technologies, they can really deploy it in the enterprise. We are basically replacing lot of appliances, simplifying the architectures, making sure they can enable the service as they grow model, which is really amazing because right now they had to say firewall goes here, load balancer goes here, these a VPN devices goes there. In our case it's very simple. You put in every server of our technologies and our software stack and our Venice, which is our policy manager, which is sitting outside and it's based upon Kubernete X a architectures is basically a microservices, which is we are running and managing the life cycle of this particular product family and also providing the visibility and uh, uh, accountability in terms of exactly what is going on in that particular network. >>And it's all driven by intent-based architecture, which is policy driven, right? So software defined sitting on software defined Silicon. So you get the benefits of the Silicon, but it's also programmable Silicon, but it's still, you're sitting, you've got a software stack on top of that that manages that cloud and then the form factors as small as a Nick. Yes. So he can stick it in the HP HP server. Yeah. It specifically goes into any PCI slot in any server, uh, in the industry. Yes. It's amazing. Well, first incarnation, but, but, but, but, but that's a really simple implementation, right? Just to get radiation and easy to deploy. Right. And you guys are, you're yourself where involved in security that's involved in managing the storage. It's simple low power, which I thought was a pretty interesting attribute that you defined early on. Clearly thinking about edge and these distributed, uh, things all over the place. >>They're metal programmable. And then the other thing that was talked about a lot today was the observability. Yes. Um, why observability why was that so important? What were you hearing from customers that were really leading you down that path? Yeah, it's important. Uh, you know, surprisingly enough, uh, the visibility is one of the biggest challenge. Most of the data center faces today. A lot of people tried to do multiple different things, but they're never able to do it, uh, in, in the way we are doing it. One is that we don't run anything on the host. Some people have done it right on the train running the agent on the host. Some people have tried to run virtual machines on the those particular environment. In our case there's nothing which is running on the host site. It runs on our card and having end to end that visibility we can provide latency, very accurate latency to the, to the applications which is very important for these customers. >>Also, what is really going on there is the problem in the network. Isolation is another big thing. When something get lost they don't know where it got lost. We can provide that thing. Another important thing that you're doing, which is not being done in the industries. Everything which is we are doing is flow based means if I'm talking to you, there is a flow being set up between you and me and we are monitoring every flow and one of the advantages of our processor is we have four to eight gigabytes of memory, so we can keep these States, have these flows inside, and that gives a tremendous advantage for us to do lots of things, which as you can imagine going forward, we will be delivering it such as, for example, behavior of these flows and things from this point of view, once you understand the behavior of the flow, you can also provide lot of security features because if I'm not talking to you and suddenly I start talking to you and I know that there's something went wrong, right, right. >>And they should be able to look at the behavior analysis and should be able to tell exactly what's going on. You mean we want a real time snapshot of what's really happening instead of a instead of a sample of something that happened a little. No, absolutely. You're absolutely connected. Yeah. Yeah. Um, that's terrific. So you put together to accompany and you immediately went out and talked to a whole bunch of customers. I was amazed at the number of customers and partners that you had here at the launch. Um, was that for validation? Were you testing hypotheses or, or were there some things that the customers were telling you about that maybe you weren't aware of or maybe didn't get the right priority? I think it's all of the above. What you mentioned our, it's in our DNA by the way. You know, we don't design products, we don't design things without talking to customers. >>Validation is very important that we are on the right track because you may try to solve the customer problem, which is not today's problem. Maybe future's problem. Our idea was that then you can develop the product it was set on the shelf. We don't want to do that. We wanted to make sure that, that this is the hard problem customer is facing today. At the same time looking at it, what futuristic in their architecture is understanding the customers, how, what are they doing today, how they're deploying it. The use cases are understanding those very well and making sure that we are designing. Because when we design a seeker, when your designer processor, you know, you cannot design for one year, it has to be a longterm, right? And you need to make sure that we understand the current problems, we understand the future problems and design that in pretty much your spark and you've been in this space forever. >>You're at Cisco before. And so just love to get your take on exponential growth. You know, such an interesting concept that people have a really hard time grasping exponential growth and we're seeing it clearly with data and data flows and ultimately everything's got to go through the network. I mean, when you, when you think back with a little bit of perspective at the incredible increase in the data flow and the amount of data is being stored and the distribution of these, um, applications now out to the edge and store and compute and take action at the edge, you know, what do you think about, how do you, how do you kind of stay on top of that as somebody who kind of sees the feature relatively effectively, how do you try to stay on top of exponential curves? As you know, very valuable data is very important for anybody in any business. >>Whether it's financial, whether it's healthcare, whether it's, and it's becoming even more and more important because of machine learning, artificial intelligence, which is coming in to really process this particular data and predict certain things which is going to happen, right? We wanted to be close to the data and the closest place to be data is where the application is running. That's one place clears closest to the data at the edge is where data is coming in from the IOT devices, from the 5g devices, from the, you know, you know all kinds of appliances which is being classified under IOT devices. We wanted to be, make sure that we are close to the data, doesn't matter where you deploy and we want to be agnostic. Actually our technologies and architectures designed that this boundary is between North, South, East, West is going to go away in future cloud. >>A lot of things which is being done in the backend will be become at the edge like we talked about before. So we are really a journey which is just starting in this particular detectors and you're going to see a lot more innovations coming from us continuously in this particular directions. And again, based upon the feedback which you're going to get from cloud customers with enterprise customers, but they were partners and other system ecosystem partners, which is going to give us a lot of feedback. Great. Well again, thanks for uh, for having us out and congratulations to uh, to you and the team. It must be really fun to pull the covers off. absolutely. It is very historical day for us. This is something we were waiting for two years and nine months to see this particular date, to have our customers come on the stage and talk about our technologies and why they think it's very important. Thank you very much for giving me this opportunity to talk to you. Thank you. Alright, thanks prem. Thanks. He's prem. I'm Jeff. You're watching the cube where it depends. Sandow launch at the top of Goldman Sachs in downtown Manhattan. Thanks for watching. We'll see you next time.