>>from >>around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel AWS and our community partners. >>Hey, welcome back. You're ready, Jeffrey here with the Cube coming to you from our Palo Alto studios with our continuing coverage of aws reinvent 2020 the virtual event. We're excited to be back. We've been coming to reinvent for years and years and years, I think since 2013 1st years virtual But that's the way it is. And we're gonna jump into Cloud and government and D o d. And we're really excited to have our next guest. You know a lot about the topic. We have Robert Grote. He is the VP of technology and strategy from spark Tronics coming to us from Virginia. Great to see you, Robert. >>Great. Thank you. >>And joining him is Anthony Voltaggio, the CTO of Smartronix. Anthony. Good to see you as well. Thank you. Great. So let's jump into it. I think Rob, we had you on a couple of years ago. I I looked it up. It was early October 18 and you guys were getting a lot of success with cloud in government and I think it was before the Jedi and all that other stuff was going down. Two years is forever in cloud time. I wonder if you could just share a little bit about how the market has changed since I think it was February or March of 2018 to now late November 2020 in terms of cloud and government and Department of Defense. And you're highly regulated customers. >>Sure, I think one of the things that's changed is that security certainly used to be a headwind on bond. Now we're actually seeing it more of a tailwind where our customers, especially are heavily regulated, compliance driven customers in the public sector and the D. O. D are really looking at new ways of embracing the value of the cloud. So one of the things that has changed is that maybe two years ago, we were looking at How do we move digital estate from on premise into the cloud environment? We're now we're looking at. How do we actually achieve value in the cloud? How do we allow our customers to optimize their portfolio? How do they modernize their application footprint in a in a secure way and some of the things that we focused on, particularly smartronix, is how do we remove that friction that exists when a new kind of legacy customer really wants to transform the way that they deliver services. So we built, uh, capabilities that really allow them to more rapidly migrate their services into the cloud environment. We created and have an 80 0, now for a cloud assured manage services, which means that our customers who want to meet the rigorous security mandates now have that ability to utilize our services when they're deploying these services. And it really enables them to focus on the development of the modernization, you know, versus having to do the cumbersome components of security compliance and operation on def. You if you look at what we're trying to build and trying Thio intersect with where our customers we're going, they really want to get to that pace of innovation that the cloud provides. Um, you know, I think I've said this before to the Cube that the slope of disruption is correlated to the pace of innovation. And if you continue to build technical debt like our customers may have done in the past, they're gonna fall behind and it might be okay, um, for, you know, Blockbuster to fall behind the Netflix or for uber disrupted industry. But for our customers, there's national security consequences when they fall behind. So we've got to create a platform and a capability that enables them to innovate on, deliver very agile services rapidly. >>And then I wanna go. I wanna go to you because I think Robin, in your last interview, talked about your customers very secure, highly regulated, compliance driven environments. Right? And? And to be clear, you guys sell a lot to Department of Defense and all the various branches of the U. S. Military etcetera. You know, Anthony, a lot of talk of digital transformation on the commercial side and and people going right And then, of course, all the jokes and memes about Covic, you know, being the accelerator to that for >>your >>customers. The accelerators thio at modernization in the digital transformation are very different. It's not about necessarily the competitors down the street, but it's about some nasty competitors that want to cause this real harm. How how have they adopted? You know, kind of this this digital transformation and what's different in terms of accelerating it in your customer base. >>We're looking our defense customers and national security customers. Absolutely. The velocity and scale of cloud is becoming an enabler again. Looking at those information work was that they have looking at the nation state adversaries that we're facing right now. Information is information warfare. So if we're not ready to scale, innovate at much higher velocity than we have in the past, we're gonna become victim to those attacks. Methodologies that score matters of using so that the scale and power of the cloud as well is that tailwind of all these authorized services that are offered by Amazon that are already at the federal federal high and D o D. Impact. Those for higher, up to impact level six really, really enable them to go ahead and meet that mission. But mad and speed and agility. They need toe mash that for necessary, >>right? Well lets you just talked about impact level, and I want to dig into that for a little bit because in doing research on you guys and a lot of the solutions that customers you talk about, there's there's constant conversation about these impact levels Impact level for impact level five Impact Level six Again. It's highly regulated industry. You guys have a very, very high bar that you have to hit in your solutions. What does impact level mean and why is it important? And how are you basically working your way up the chart, which I assume is a much more impactful? Not not no pun intended, but much more significant solution delivery. >>So impact levels really have to do with information risk. So what is the level of information that that system is processing? So as you move up the impact levels, that information becomes more more critical to national security. So on impact Level four system may have to do with standard mission operations and Ministry of Task, etcetera, where when you go up the staff to impeccable five and even to impact level six or higher, you're really dealing with, let's say, in the d. O d, uh, perspective, the horror fighter eso. Now you're dealing with where that war fighters deployed the capabilities of the water fighter that they're leveraging To fight that battle against the adversary eso you have to put more and more rigorous controls around that information to ensure the adversaries can gain the tactical advantage over our war fighters. >>It's really interesting. You know how all these systems are really designed? Uh, toe work together. And as you said, kind of for that, that warfighter, if you you know, you you watch anything on defense, it's kind of the point into the stick, but there's a whole lot of support behind that behind that person at the very end to help them get the information to be successful in their job and support them. Um, etcetera. But I'm curious. Have you seen a change in attitude in terms of not only the data and the information in the systems as a support for the war fighter, but in fact, that data itself being a significant asset as well as a significant target, probably bigger and more valuable than an aircraft carrier or any other kind of traditional defense assets? >>Yeah, I would say we've definitely seen that change. Our our our customers air really looking at data and aggregate and when you're when you're building a cloud profile when you're building a portfolio systems, um, and it's all in a single type environment or an enclave where you can unlock the value of that data, the aggregate of all of those applications. The aggregate of that data has increased value, and that allows you to do a lot more things with it. Allows you to innovate a lot. Mawr toe. Learn more about that data on We're seeing our customers really looking at. How can they unlock that value? Whether it's looking at improving the supply chain, looking at data feeds that they're able to aggregate from commercial sources as well as sources that they're getting in a distributed fashion or whether it's just, you know, looking at, how can they improve the efficiency of of delivering services to the to the warfighter? Um, it really is about unlocking that value of data. So that's why it's also important that we have capabilities that protect that data. And then we provide more capabilities that allow our customers to be able to leverage as the C. S. P s as AWS innovates. Allow them to leverage these new capabilities much more rapidly than they could in the past, >>right? Well, and you talk about technical debt and you know there's kind of technical dead and There's application dead, and there's kind of application portfolio stuff that that you have right that may or may not work well, that's probably running and has been running for years. That doesn't necessarily all have to be modernized. You said Sometimes you know it's it's best to leave. Leave it as it lies. How are you helping people figure out? You know what, what to modernize, what to leave it as as it is. And then you know, or you know how much effort should really be spent on new on new applications and new development. You know, taking taking advantage of the latest because that's kind of a tricky portfolio strategy. And as you said, there's a whole lot of legacy stuff that's still running in those old data centers. >>You mentioned the key word there and that strategy. Our our customers are looking to us to help them evaluate their portfolio, determine what things that they should be doing next, the sequencing events and how they can unlock some of those values in the cloud. So, you know, one of the things that we talk about is that ability to even if you're taking stuff from a legacy environment and moving that estate into the cloud. There's certain things that you can do to opportunistically re factor and get value out of the cloud. You don't have to rewrite the application every time there's things that you can do to just re factor. Um, and one of those components is that when you look at cloud and you look at the a p I nature of the cloud, um, transparency is the gift of the cloud. And automation is how you get value out of that gift. And when when you look at how automation and transparency you're kind of tied together for our customers and you look at the fact that again everything's in a P I based, you know, with, you know, full non repudiation who made that call when they made that call? You've got an ability to create this autonomic response system, and this is This is a key part of application modernization, giving that customer the ability to rapidly respond to an event, create automation, create run books, use you know, advanced technologies like machine learning for anomaly detection, create, you know, security orchestration, all of those components when you could build that framework. Then your customers can even take some of their legacy assets and be able to utilize, you know, the high value of the cloud and respond to events much faster and in, um, or automated an autonomic manner. >>I love that transparency in automation. And I want to go back to you. Anthony, you've been doing this for a long time. Um, you didn't have these tools at your disposal before, and you didn't have necessarily the automation that you have before. And I think more importantly, you know, interesting thing that Rob you touched on on on your earlier interview a couple of years back, you know, kind of this scale learning something identified by by Bill Chamorro's I once in terms of calling it out where you learn something in one place and you can apply that learning, you know, across many, many places. And then the other piece. I want you to comment on its automation because, as we know, a lot of errors happen from silly things, fat fingers, bad copy paste, putting in a wrong config code. This that and the other. So, by adding mawr and Mawr automation and continuing to kind of remove potential little slip ups that can cause big big problems. It's a really different world that you've got in the tools that you have in your portfolio to offer these solutions up to your clients >>absolutely again, as we've learned MAWR Maura about these repeatable patterns that have happened across our different customers. That allows us to create that run book automation library that then allows our team and our capabilities scale across multiple workloads and kind of like Robert identified earlier. There's a lot of these cognitive services, and I'll take Amazon a specific example. Guard duty. It is a very innovative capability with M. L. A. I behind it that allow you to look at these access patterns and communication patterns of these application workloads and quickly identify threats. But the automation and road book and orchestration that you can build behind this then allows you to leverage that library to immediately respond to these events. When you see a threat and you see that pattern, your your ability to rapidly respond to that and mitigate that threat, Israel allows your business and information systems continue providing no the primary business use case and again in our GOP customer. National security system. Customers dividing to the warfighter complete their mission. >>Yeah, well, what a good and let you give. Give a plug for some of your processes and techniques. You have something that you call fast, um, to help people, you know, go through this decision process. And I think, as you said, Rob, you know, you gotta have some strategy before you start making some decisions. And also, this thing that we're seeing out there called the shift left. Um, what does that mean to you? What does it mean to your customers? Why is that important? Why should people know about it? Start with you, Rob. >>So what? We notice we've been doing cloud services, you know, since 2009, Really? One of the first eight of us public sector partners delivering the first capabilities to that market. And what we noticed is that ah, lot of organizations found it easy to move one or two workloads into the cloud. But they struggled in making a cloud, a true enterprise asset. So we took a step back and we created something that we call foundational agile strategic transformation. And that's fast. It's a It's a program that we developed that allows complex organizations. Security minded organizations understand What are all the foundational things that need to be in place to really treat cloud as an enterprise asset? And it covers much more than just the technical components. It covers the organizational components. It covers all the stakeholders around security. But one of the key things that we've changed in the past couple of years is how do we not only look at, you know, leveraging the cloud is an enterprise asset, But how do we allow them to accelerate how they can get the value out of the cloud, modernize their applications, create thes capabilities? And the shift left component of fast is providing as much capability all the way down to where the developer is, where you have maybe dead set cops when it used to be a developer on one side and operations on the other. Security is kind of a binding function. Now we're talking about how can we create more capability, right at the point of development? How can we shift that capability? And I think the role of the managed service provider is to enable that in an organization provide capability, provide operations capability but also help them in a You know, we use the term SRE quite a bit. Site reliability, engineering. How can we really help them continuously optimize their portfolio and build a set of capabilities and services? So when they're building new applications, they're not adding to their technical debt. >>That's great and so and so, so important. And it's just been so interesting. Toe watch again. A security specifically for Public Cloud in AWS has become from you know, what was potentially a concern and a headwind to now being a tailwind. And all you have to do is go to go to some of the the architectural keynotes my some of my favorites and see the scale in massive investments that they can put into infrastructure. And they can put into security that no single company, unless you have the biggest, biggest ones you know, can possibly invested to be able to leverage that opportunity. And obviously, Teresa Carlson and the Public Sector team have done a really good job and giving you guys the solutions that satisfy the very tight requirements that you're very important customers have. So it's really a great story and really enjoy learning mawr and continued success to you guys And, uh, and your teams and your importance, your customers and all the important stuff that they protect for us. Uh, eso thank you very much. All right. Thank you. All right, well, signing off. That's Robert and Anthony. I'm Jeff. You're watching the Cube. Ongoing coverage of aws reinvent 2020. Thanks for watching. See you next time. Thank you.

>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>Welcome back to the cubes live coverage of AWS reinvent 2020 I'm Lisa Martin and I have with me a cube alumni back, please. Welcome Scott Mullins, the worldwide financial services business development leader at AWS. Scott. Welcome back. Great to have you joining us, >>Lisa. It's great to be back on the cube and to be visiting with you today from virtual re-invent 2020. >>Yes. Reinventing reinvent. The last show that I got to host in-person for the cube was reinvent last year. And here we have this three week virtual event that started last week. So lots more even going on. I think I even saw a hundred thousand or so registered, so massive event, lots of news. So walk us through some of the highlights that have been announced at reinvent this year and some of the things that you're seeing the most interest from customers in. >>Well, I think one of the big highlights is 500,000 registrants that are reinvented 50,000 attendees last year to reinvent or 50,000 or so to 500,000 re registered for the event. So that's, that's, that's worth talking about in its own. Right. But I think, you know, one of the things, and you mentioned this, you know, more re-invent three weeks, uh, this year, as opposed to the four days that we normally spend in Las Vegas together, physically, when you do, when you do it digitally, you have the ability to actually include more things and more leaders talking about things. And so when we think about the announcements that are having impacts, uh, with financial services customers specifically I'd point to a couple of things and, you know, they're obviously gonna mention Andy's keynote, but there's going to be some things that you might go wait a minute. >>I didn't even see that announcement. Uh, and then maybe I could point you and the viewers to some other, other, um, keynotes or some other sessions that were announced. So obviously I think, uh, first and foremost in Andy's keynote, uh, hybrid, uh, was something that was a very, uh, big focus for him and I for a very long time, we've had the messaging of the right tool for the right job when it comes to any of your services. I think you could alter that today to say it's the right tool for the right job at the right time and in the right place. That makes sense for you and especially for financial institutions. Um, you could look at the announcements around containers, the announcements around Amazon EKS, distro, Amazon EKS, anywhere, and then also Amazon ECS anywhere, which allows our customers to actually, uh, put AWS container technology anywhere they would like to put it. >>You could look also at the additions of the one you and two you form factors to outposts. So no longer do you have to do the, the, the large for you, uh, foreign factor for outposts, smaller outposts for smaller spaces, uh, that particular will play well in the financial service industry. You may not have necessarily as much room for a full cabinet. You could also look from the hybrid perspective in the announcement we made, um, around red hat OpenShift on AWS, all of are giving customers the ability to choose how they actually want to deploy, um, and pursue a hybrid. I'd also point to some announcements we made around management and governance in the financial services, industry governance, uh, is a very important topic. Uh, we announced the management and government lens for the AWS well architected, um, uh, program, uh, that is focused on breath practices for evolving governance for the cloud. >>It has recommended combination of AWS services integrations with our partner network and vetted reference architectures and guidance for addressing regulatory obligations as well. I'd also point to some things we made around audits. I was specifically in Steve Smith's, um, session today, he talked about AWS audit manager. That's a new tool for continually assessing areas and environments for controls or risk compliance. That includes prebuilt compliance frameworks for things like PCI DSS and GDPR, uh, two things that are very important in the financial services industry and last, but certainly not least I'd point to the announcement around the AWS audit Academy. This is training for auditors to actually be able to audit clouds from an agnostic perspective. Any cloud, not specifically AWS that's tree, uh, digital training to do that. And then also an instructor led course specifically on how to audit AWS. So some very key announcements, both from the standpoint of services, uh, as well as additional layers of helping customers in the financial services industry in regulated industries actually use our services. >>So typical, re-invent typical in a lot of news, a lot of announcements, the 500,000 Mark in terms of registering. I hadn't heard that. That's amazing. Let's talk that this has been an Andy. Jassy had an exclusive with John furrier just a couple of weeks ago before. I think it was last week, actually. And we've been talking about this acceleration of digital business transformation because of COVID we've been talking about it, the entire pandemic on the virtual cube, talking about how companies it's really about right now, surviving and thriving to be able to go forward and companies that haven't accelerated are probably in some trouble. Talk to me about how AWS has been working with your financial services customers to help them pivot and move to the cloud faster, really to not just help them survive now, but thrive in the long-term. >>Yeah. Immediately when COVID hit and it hit at different times in different, in different parts of the world. Immediately when COVID hit, we saw the conversation that we were having turning from, Hey, what's my digital strategy to immediately, what are my digital capabilities? And what that really means is what do I have the ability to do tomorrow? Because tomorrow is going to really matter. I don't have necessarily the time to plan for the next several quarters or the next several years, what can I do tomorrow to, um, really, uh, support my, my own workforce and support my own customers and the obligations I have as a financial institution. The first thing we saw people do was to try and make sure that those who financial services work can work. You can look at the adoption of Amazon workspaces, as well as our, uh, Amazon connect, uh, call centers as a service. >>As two examples there at the RBL bank in India was able to move to Amazon workspaces in just 10 days to enable its teams to actually work remotely from home. When they couldn't come into the office, you can look at Barclays. Barclays is actually a presenter at re-invent this year. They'll have a session on how they use Amazon connect, which again is our call center as a service offering to enable 25,000 contacts and our agents to work from home when they can no longer work out of the, out of their traditional contact center. The second thing we saw a financial institutions joining was making sure that customer engagements could still be meaningful when digital was the only option, um, specifically here in the U S you could look at the work that each of us did with FinTech companies like biz two X or fins Zack, or BlueVine Stripe and cabbage in support of the care act in the U S you might remember that the cares act, um, hasn't provisions for funding for small businesses. >>This small business administration had a program called the paycheck protection program, and those organizations were active in providing funding, uh, to small businesses. Uh, through that program. I'll give you an example of cabbage cabbage had previously not been an SBA lender, um, but they were able to, in two weeks build a fully automated system for small businesses to access PPP funding using Amazon text track, to extract information from documentation that those folks submitted to get alone. That reduced approval times from multiple days to about a median of four hours to actually get approval, to get funding through the PPP program. And then just four months cabbage became the second largest PPP lender. They lent over $7 billion in funding, which was twice the amount of funding that they went last year in 2019 loans. So we were happy to support organizations like cabbage and those other FinTech companies, as they help small businesses in the U S get access to funding, uh, during this critical time. >>And as we know, as you said, critical time, but really life or death for a lot of businesses. And as we continue to go through these ways, but it's interesting that you talked about that the speed of facilitation that during such unprecedented times, AWS and this massive machine was able to continue moving at full speed ahead and helping those customers to pivot. You talked about the cloud connect. I had a conversation with a guest on the queue last week about that. And, and I now think about if I have to call in a contact center and that person might be from home. So, you know, we're fortunate that the cloud computing technology and people like you and AWS, or are able to power that because it's, it's literally essential, which is probably one of the words of the year, but being able to keep the machinery going and innovate at the same time has been, make or break for a lot of businesses. >>Absolutely. And you, you look at, you know, kind of one of the last year is that I'll point to is, um, financial institutions. Uh, anti-virus, we're were very much focused on making sure that that cannot fail, that they scaled. And so you can look at the work we did with, uh, with the, with FINRA FINRA is the primary capital markets regulator here in the U S and on a daily basis frame or processes about 400 billion market events on every night to do surveillance on our markets, that when COVID hit, we had unprecedented volume and volatility in the market. And FINRA was, was, um, looking at processing, uh, anywhere from two to three times, their normal daily market volumes that's anywhere from 800 billion market events to 1.2 trillion a night. And if you look at how they were able to scale, they're actually able to scale up compute resources in AWS. We're on a nightly basis. They're able to automatically turn on and off up to a hundred thousand compute nodes in a single day. That automatic ability to scale is, is the power you're talking about. Being able to actually turn things up when you needed it and turn things down when you, when you don't need it based on the volumes. >>Well, and that's going to be something key going forward. As we know that there will be one thing I think that I always say we can count on right now is uncertainty and continued uncertainty, but we've also seen I'm calling them COVID catalysts. You know, the, what you talked about with cabbage, for example, and how that business pivoted quickly, because of the power of cloud computing and emerging technologies, what are some of the things that you think as we go into 2021 in the financial services arena, what are some of the big tech trends that you think were maybe born during COVID that are going to be critical going forward? >>Well, you know, you, you, you had Melanie Frank from capital one on cube a couple of days ago, and she was talking about, you know, their shift to cloud and what that's really enabled, and it, and she kind of sums it up nicely. She says, look, we want to give our customers experience that are real time, and that are intelligent. And you just can't do that with legacy technology. That's sitting in, you know, kind of a legacy data center. And so I think that's going to be kind of the, the, the all encompassing statement for what's happening in the financial services industry. As I mentioned, you know, organizations overnight said, okay, wait a minute, let's take that strategy. And then let's put it aside. Let's talk about capabilities. What can we do? And I think, you know, necessity is the mother of invention. Um, and when you're faced with limitations and challenges, like we all have been faced with around the world and not just in the financial services industry, it, it breeds, um, invention and the, and the desire and the need to actually meet those challenges head on, in very engineered of ways. >>And I think you're going to see more invention and specifically more invention from the established players in the financial services industry. Cloud use is not just experimental on the edges anymore. You're going to see more organizations coming out of COVID. Um, having had those experiences where they actually stood up a context center and scaled it. And, and just a matter of a few days to, to thousands of agents, you're going to find, um, organizations saying, wait a minute, we, we can do remote work. We could, we have access to things like Amazon workspaces. So I think you're, you're gonna, you're going to see that, uh, be a, be a trend. I think you're also gonna see, um, w what Lori beer said in the keynote with Andy, you know, she, she made a very, very astute statement, and I don't know if people caught it, cause it's kind of neat in the middle of her conversation. >>She said, look, we're trying to infuse analytics into everything that we do at JP Morgan. I think you're going to see more and more financial institutions looking to do that, to actually leverage the power of analytics, to power everything we do as a financial institution. So I think those, those are a couple of things that you're going to see. Um, and then, you know, looking, uh, you know, kind of around the corner, I think you're going to continue to see more re-invention within the industry. And what I mean by that is you've seen many financial institutions over the last week, uh, with, uh, re-invent making announcements, you saw bank and we towel saying, Hey, look, we are completely transforming ourselves with AWS. Uh, just a few weeks before we even saw standard charter, the same thing HSBC said, the same thing, global payments earlier in the year said the same thing. And you're going to see more and more organizations coming out and talking about these strategic decisions to reinvent everything that they do to make the financial systems of the world work. And so we're really pleased to be partnering with those organizations to make those transformations possible. We're seeing a lot of invention within the industry, and we're very pleased to be a part of the reinvention of the financial systems around the world. >>It's interesting to hear that you, you see, even the JP Morgan, some of those legacy, big houses are going to be really pivoting. They have to, to be competitive and to be able to utilize analytics, to deliver those real-time services. Because as we all know, as consumers, our patients is wearing thin these days, but I agree with you. I think there's a lot of opportunity there that innovation is exciting and there will have to be reinvention of entire industries, but I think there's a lot of silver linings there. Scott. I wish we had more time, cause I know we could keep talking, but thank you for sharing your insights on this reinvented reinvent this year. >>I appreciate it. Thank you, Lisa. It's always a pleasure to be on the cube. >>Chris Scott Mullins, I'm Lisa Martin. You're watching the cubes coverage of AWS reinvent 2020.

>>from around the >>globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by AWS Worldwide Public sector. >>Right. Hello and welcome to the Cube. Virtual our coverage of aws reinvent 2020 with special coverage of the public sector experience. This is the day when we go through all the great conversations around public sector in context to reinvent great guest will for Justin, head of A W s ai and machine learning enablement and partnership with AWS Wilfred. Thanks for joining us. >>Thanks, John. Thanks for having me on. I'm pretty excited to be part of this cube interview. >>Well, I wish we could be in person, but with the pandemic, we gotta do the remote. But I want to get into some of the things you're working on. The A I m l Rapid Adoption Assistance Initiative eyes a big story. What is? What is it described what it is. >>So we launched this artificial intelligence slash machine learning rapid adoption assistance for all public sector partners who are part of the AP in network in September 2020. Onda. We launched this in response to the president's Executive water called the American Year Initiative. So the rapid adoption assistant what it provides us. It provides a direct scalable on automated mechanism for all the public sector partners to reach out to AWS experts within our team for assistance in building and deploying machine learning workloads on behalf of the agencies. So for all all the partners who are part off, this rapid adoption assistance will go through a journey with AWS with my team and they will go through three different faces. The first face will be the envisioning face. The second phase would be the enablement face on the third would be the bill face, as you know, in the envisioning face will dive deeply The use case, the problem that they're trying to solve. This is where we will talk about the algorithms and framework on. We will solidify the architecture er on validate the architecture er on following that will be an enablement face where we engage with the partners trained their technical team, meaning that it will be a hands on approach hands on on keyboard kind of approach where we trained them on machine learning stack On the third phase would be the bill face on the partners leverage the knowledge that they have gained through the enablement and envisioning face, and they start building on rolling out workloads on behalf of the agencies. So we will stay with them throughout the journey on We will doom or any kind of blockers be technical or business, so that's a quick overview off a more rapid adoption assistance program. >>It's funny talking to Swami over the years and watching every year at reinvent the A I. M L Portfolio. Dr Matt Wood is always doing something new. This year is no exception. Even Mawr Machine Learning and AI in the In the News on this rapid adoption assistant initiative sounds like it's an accelerant. Um, so I get all that, But I want to ask you, what problem does it solve for the customer? Or Amazon is because there's demand. There's too much demand. People wanna go faster. What problem does this initiative this rapid adoption of a I machine learning initiative solved? >>So as you know, John, artificial intelligence and related technologies like deep learning and machine learning can literally transform the way agencies operate. They can enable them to provide better services, quicker services and more secure services to the citizens of this country. And that's the reason the president released an executive water called American Initiative on it drives all the government agencies, specifically federal agencies, to promote artificial intelligence to protect and improve the security and economy of the nation. So if you think about it, the best way to achieve the goal is to enable the partners toe build workloads on behalf of agencies, because when it comes to public sector, most of the workloads are delivered by partners. So the problem that we face based on our interaction with the partners is that though the partners have been building a lot off applications with AWS for more than a decade, when it comes to artificial intelligence, they have very limited resources when it comes to deep learning and machine learning, right, like speech recognition, cognitive computing, national language frosting. So we wanted exactly address that. And that's the problem you're trying to solve by launching this rapid adoption assistance, which is nothing but a dry direct mechanism for partners to reach our creative, these experts to help them to build those kind of solutions for the government. >>You know, it's interesting because AI and machine learning it's a secret sauce for workload, especially modern workloads. You mentioned agencies and also public sector. You know, we've seen Certainly there's been pandemic a ton of focus on moving faster, right? So getting those APS out quickly ai drives a lot of that, so totally get it. Um, I think it's an accelerant great program. It just makes a lot of sense. And I know you guys have been going in tow by vertical and kind of having stage making all these other tools kind of be specialized within those verticals. So it makes a ton of sense. I get it, and it is a great, great initiative and solve the problem. The question I have is who gets access to this, right? Is it just agencies you mentioned? Is it all public sector? Could you just clarify who can apply to this program? >>Yes, it is a partner focused program. So all the existing partners, though it is going to affect the end agencies, were trying to help the agency's through the partners. So all the existing AP in partners who are part of the PSP program, we call it the public sector partner program can apply for this rapid adoption assistance. So you have been following John, you have been following AWS and AWS partners on a lot of partners have different kind of expertise on they. They show that by achieving a lot of competencies, right, it could be technical competencies like big data storage and security. Or it could be domain specific competencies like public safety education on government competency. But for a playing this program, the partners don't need to have any kind of competency, and all they have to have is they have to be part of the Amazon Partner Network on they have to be part of the public sector partner program. That is number one Second. It is open toe all partners, meaning that it is open toe. Both technology partners, as well as consulting partners Number three are playing is pretty simple, John, right? You can quickly search for a I M or rapid adoption assistance on a little pop up a page on a P network, the partners have to go on Phil pretty basic information about the workload, the problem that they're trying to solve the machine learning services that they're planning to use on a couple of other information, like contact information, and then our team reaches out to the partner on help them with the journey. >>So real. No other requirements are prerequisites. Just part of the partner program. >>Absolutely. It is meant for partners. And all you have to do is you have to be a part off 18 network, and you have to be a public sector apartment. >>Public sector partner makes sense. I mean, how you're gonna handle the demand. I'm sure the it's gonna be a tsunami of interest, because, I mean, why wouldn't someone take advantage of this? >>Yep. It is open to all kinds of partners because they have some kind of prerequisites, right? So that's what I'm trying to explain. It is open to all partners, but we have since it is open to existing partners, we kind of expect the partners toe understand the best practices off deploying a machine, learning workloads, or for that case, any kind of workload which should be scalable, land secure and resilient. So we're not going to touch? Yeah, >>Well, I wanna ask you what's what's the response been on this launch? Because, you know, I mean to me, it just makes it's just common sense. Why wouldn't someone take advantage of it? E. Whether responses partner or you have domain expertise or in a vertical just makes a lot of sense. You get access to the experts. >>The response has been great. As I said, the once you apply the journey takes six weeks, but already we just launched it. Probably close toe. Two months back in September 2nd week of September, it is almost, uh, almost two months, and we have more than 15 partners as part of this program on dykan name couple of partners say, for example, we worked with delight on We Are. We will be working on number of work clothes for the Indy agencies through delight. And there are other couple of number of other partners were making significant progress using this rapid adoption assistance that includes after associates attained ardent emcee on infinitive. So to answer your question, the response has been great so far. >>So what's the I So I gotta ask, you know, one of things I thought that Teresa Carlson about all the time in Sandy Carter is, you know, trying to get the accelerant get whether it's Fed ramp and getting certifications. I mean, you guys have done a great job of getting partners on board. Is there any kind of paperwork? What's the process? What should a partner expect to take advantage of that? I'm sure they'll be interest beyond just the launch. What's what's involved? What zit Web bases it check a form? Is that a lot of hoops to jump through? Explain what? What? The process >>is. Very interesting question. And it probably is a very important question from a part of perspective, right? So since it is offered for a peon partners, absolutely, they should have already gone through the AP in terms and conditions they should have. Already, a customer agreement or advanced partners might have enterprise agreement. So for utilizing this for leveraging this rapid adoption assistance program, absolutely. There's no paperwork involved. All they have to do is log into the Web form, fill up the basic information. It comes to us way, take it from there. So there is no hard requirements as long as you're part of the AP network. And as long as you're part of the PSP program, >>well, for great insight, congratulations on a great program. I think it's gonna be a smash hit. Who wouldn't wanna take? I know you guys a lot of goodness there with Amazon Cloud higher level services with a I machine learning people could bring it into the table. I know from a cybersecurity standpoint to just education the range of, um, workloads is gonna be phenomenal. Obviously military as well. Eso totally cool. Love it. Congratulations. Like my final question is, um, one about the partner. So I'm a partner. I like this. Say I'm a partner. I jump in Easy to get in. Walk me through What happens? I mean, I signed some paperwork. You check the boxes, I get involved, I get, like, a rep. Do I do things? Do I? What happens to me? Walk me down the path of execution. What's expectation of what will happen? >>I'll explain that in two parts, John. Right? One is from a partner journey perspective and then from AWS perspective. What? What we expect out off partners, right? So, from a experience perspective, as long as they fill out, fill out the web form on, fill out the basic information about the project that they're trying to work. It comes to us. The workflow is automated. All the information is captured on the information comes to my team on. We get back to the partners within three days, but the journey itself can take from 6 to 8 weeks because, as I mentioned during the envisioning case, we try to map the problem to the solution. But the enablement phases the second phase is where it can take anywhere from 2 to 3 weeks because, as I mentioned, we focused on the three layers of the machine learning stack for certain kind of partners. They might be interested in sage maker because they might want to build a custom machine learning model. But for some of the partners, they want the argument that existing applications using S. R or NLP or nL you so we can focus on the high level services. Or we can train them on stage makers so it can take anywhere between 2 to 3 weeks or 3 to 4 weeks. And finally, the build phase varies from partner to partner on the complexity of the work. Lord at that point were still involved with a partner, but the partner will be taking the lead on will be with them to remove any kid of Glaucus being technical or, uh, business couple of Yeah, well, I just >>want to say the word enablement in your title kind of speaks volumes. This isn't about enabling customers. >>It is all about enabling the in customers through partners. So we focus on enabling partners. They could be business big system integrators like Lockheed's or Raytheon's or Delight. Or it could be nimble in small partners. Or it could be a technology partner building an entire pass or SAS service on behalf of the government agencies. Right or that could help the comment agencies in different verticals. So we just enabled the in the agency's through the partners. And the focus of this program is all about partner enablement. >>Well, for just ahead of a does a i machine learning enablement in partnership, part of public sector with a W. S. This is our special coverage. Well, for thanks for coming on being a cube virtual guest. I wish we could be in person, but this year it's remote. This is the cube virtual. I'm John for a year. Host of the Cube. Thanks for watching. >>Thanks a lot, John.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by AWS Worldwide Public sector. >>Welcome to the Cube. Virtual. This is our coverage of aws reinvent 2020. Specialized programming for worldwide public sector. I'm Lisa Martin. Got a couple of guests here from No. Veta, please welcome Steven Adelman, principal computer scientists, and Kevin Healed, vice president of Information Exploitation. Gentlemen, welcome to the Cube. >>Thank you. >>Thank you for having us. >>Alright, guys. So? So, Kevin, we're going to start with you. Give our audience an introduction to Nevada. What do you What do you guys do? Who are you? How do you play in the public sector Government space, >>right? Yeah. Thank you, Lisa. Eso, Nevada Nevada is a technology services company focused on government solutions. So primarily national security solutions. Eso think customers such as Doody, the intelligence community, FBI, law enforcement and things like that about 13 1300 employees worldwide, primarily in our in our field. Clear resource is, um, that really focused on cloud for solutions for our customers. So solving the tough mission challenges our customers have, so that could be in technology solutions such as Data Analytics A I M L i O T. Secure Workloads, full spectrum cyber Cobb video processing. Really anything that's a high end technology solution or something we do for the government. We have been a privilege. We have. It's a privilege to be a partner with AWS for for some time now. In fact, I think the first reinvent we may have been to Stephen was six years ago. Five years ago, two >>1012 or 13 >>s So we've we've we've been around for a while, really kind of enjoying it and certainly sad that we're missing an in person reinvent this year, but looking forward to doing it virtually so, we're actually advanced your partner with AWS with a machine learning and government competency. Andi really kind of thio pump the m l side of that. That was one of our first companies with compasses with AWS and led by a center of excellence that I have in my division that really focuses on machine learning and how we applied for the Michigan. And so, um, really, we focus on protecting the nation and protecting our activities in the country >>and on behalf of the country. We thank you, Steven. Give me a little bit of information from a double click perspective as computer scientists. What are some of the key challenges that no, that helps its customers to solve. And how do you do that with a W s? >>Yeah, Thank you. So really as, ah, company, that is is data first. So our initial love and and still are kind of strongest competency is in applying solutions to large data sets. And as you can imagine, uh, the bigger the data set them or compute you need the the more resource is you need and the flexibility from those resource is is truly important, which led us very early, as especially in the government space and public sector space to be in early. A doctor of cloud resource is because of the fact that, you know, rather than standing up a 200 node cluster at at many millions of dollars, we could we could spend up a W s resource is process a big data set, and then and then get the answers an analyst or on operator needed and then spin down. Those resource is when When when that kind of compute wasn't needed. And that is really, uh, kind of informed how we do our work Azaz Nevadans that that cloud infrastructure and now pushing into the edge compute space. Still kind of keeping those cloud best practices in play to get access to more data. That the two, the two biggest, I think revolutions that we've seen with regards to using data to inform business processes and missions has been that that cloud resource that allows us to do so much with so less and so much more flexibly and then the idea of cheap compute making it to the edge and the ability to apply sensors thio places where you know it would been a would have been, you know, operational cost prohibitive to do that and then, ironically, those air to things that aren't necessarily data analytics or machine learning focused but man, did they make it easier to collect that data and process that data and then get the answers back out. So that really has has has kind of, uh, shaped a lot of the way Nevada has grown as a company and how we serve our customers. >>So coming back over to you lets. One of the things that we've been talking about almost all year is just the acceleration in digital transformation and how much faster organizations, private sector, public sector need to innovate to stay relevant, to stay competitive. How do you are you working with government customers to help them innovate so quickly? >>You know, we're very fortunate that a set of customers that focuses actually innovation it's focuses. I rad on. Do you know we can't do the cool things we do without those customer relationships that really encourage us to, um, to try new things out and, quite frankly, fail quickly when we need Thio. And so, by establishing that relationship, what we've been able to do is to blend agile development. Actual acquisition with government requirements process, right? If if you know the typical stereotype of government work is it's this very stovepiped hard core acquisition process, right? And so we have been fortunate to instead try quick win kind of projects. And so one of the biggest things we do is partner with our government customers and try to find it difficult, um, challenged to solve over 6 to 12 month time, right? So instead of making this long four or five year acquisition cycles like show me, right. How can we solve this problem? And then we partner with the mission partner show success in six months show that we can do it with a smaller part of money, and then as we're able to actually make that happen, it expands in something bigger, broader, and then we kind of bringing together a coalition of the willing, if you will in the government and saying, Okay, are there other stakeholders to care about this problem, bring them on, bring their problems and bringing together? You know, we can't do that with some of the passionate people we have, like Stevens. A perfect example. When we talk about a car in the projects we're doing here, Stevens passion for this technology partner with our customers having these challenges and try to enhance what they're doing is a powerful combination. And then the last thing that we're able to is a company is we actually spend a decent amount of our own dollar dollars on I rad S O. R and D that we fund ourselves. And so, while finding those problems and spending government dollars in doing that. We also have spent our own dollars on machine learning Coyote sensor next Gen five g and things like that and how those compartment together partner together to go back to the government. >>Yeah, yeah, So I would even say, You know, there's this. There's a conventional wisdom that government is slow in plotting and a little bit behind commercial best practices. But there are There are pockets in growing pockets across the government, Um, where they're really they're really jumping ahead of, ah, lot of processes and getting in front of this curve and actually are quite innovative. And and because they kind of started off from behind, they could jump over a lot of kind of middle ground legacy technologies. And they're really innovating. As Kevin said with With With the card platform, we're partnering with um P E O Digital in the Air Force in South C, D. M and Air Force security forces as that kind of trifecta of stakeholders who all want toe kind of saw a mission problem and wanted to move forward quickly and leave the legacy behind and and really take a quantum leap forward. And if anything, they're they're driving us Thio, Innovate Mawr Thio Introduce more of those kind of modern back practices on bond. Nevada as a company loves to find those spots in the government sector where we've got those great partners who love what we're doing. And it's this great feedback loop where, um, where we can solve hard technical problems but then see them deployed to some really important and really cool and impactful missions. And we tend to recruit that that set that kind of nexus of people who want to both solve a really difficult problem but want to see it executed in a really impactful way as well. I mean, that really grates a great bond for us, and and I'm really excited to say that that a lot of the government it is really taking a move forward in this this this realm. And I think it's it's just good for our country and good for the missions that they support. >>Absolutely. And it's also surprising because, as you both said, you know, there is this expectation that government processes or lengthy, you know, laborious, um, not able to be turned around quickly. But as Kevin, you just said, you know helping customers. Government agencies get impact within 6 to 12 months versus 4 to 5 years. So you talked about Picard? Interesting name. Kevin. Tell me a little bit more about that technology and what it is that you guys deliver. That's unique. >>Well, honestly, it's probably best to start with Stephen. I can give you the high level. This is Stevens vision. I have to give him credit for that. And I will say way have lots of fun. Acronym. So it isn't Actually, it isn't backward. Um, right. Stephen doesn't actually stand for something. >>It stands for Platform for Integrated, a C three and Responsive for defense on >>Guy. You know >>that the Star Trek theme is the leg up from the last set of programs I had, >>which were >>my little ponies. So >>Oh, wow. That's a definite stuff in a different direction. Like >>it? Part of the great thing about working in the government is you get to name things, cool things, so but t get to your question eso So Picard really sprung out of this idea that I had a few years ago that the world but for our spaces, the Department of defense and the federal government was going to see a massive influx of the desire to consume sensors from from areas of responsibility, from installations and, frankly, from battlefields. Um, but they were gonna have to do it. In a way, um, uh, that presented some real challenges that you couldn't just kind of throw compute editor, throw traditional I t processes at it. You know, we have legacy sensors that are 40 years old sitting on installations. You know, old program, a logical controllers or facilities control systems that were written in cobalt in the seventies, right in the world are not even I, p based, most of them bond. Then on the other end of the spectrum, you have seven figure sensors that air, you know, throwing out megabits of second of data that are mounted to the back of jeeps. Right, That that air bouncing through the desert today. But we'll be bouncing through the jungle tomorrow, and you have to find all of those kind of in combined all of those together, um, and kind of create a cohesive data center for data set set for you know, the mission for, um, you know what we call a user to find common operating picture for a person. Thio kind of combine all of those different resource is and make it work for them. And so we found a great partner with security forces. Um, they realized that they wanted Thio to make a quantum leap forward. They had this idea that the next defender So there are there, like a military police outfit that the next defender was going to be a data driven defender and they were gonna have to win the information war war as much as they had to kind of dominate physical space. And they immediately got what we were trying to achieve, and it was just just great synergy. And then we've piled on some other elements, and we're really moving that platform forward to to kind of take every little bit of information we can get from the areas of responsibility and get it into a you know, your modern Data Lake, where they can extract information from all that data. >>Kevin, as the VP of information exploitation, that's a very interesting title. How are you helping government organizations to win the war on information? Leverage that information to make a big impact fast. >>Yeah. I mean, I think a lot of it is is that we try to break down the barriers between systems on data so that we can actually enable that data to fuse together to find and get insights into it. You know, as ML and I have become trendy topics, you know, they're very data hungry operations. And I think what Steven has done with the card and his team is really we want to be able to make those sensors seamless from a plug and play perspective that Aiken plug in a new sensor. It's a standards based, uh, interface that sends that data back so that we can and take it back to the user to find Operation Picture and make some decisions based off of that data. Um, you know, what's more is that data could even refused with more than the data that Stevens collecting off the sensors. It could be commercial data, other government data and I think is Davis. As Stephen said earlier, you have to get it back. And as long as you've gotten back in Labour's share with some of our mission partners, then you can do amazing things with it. And, you know, Stephen, I know you have some pretty cool ideas and what we're gonna do on the edge, right? How do we do some of this work of the edge where a sensor doesn't allow us to pull out that data back? >>Yeah, and and Thio follow on to what you were kind of referring to with regards to thio handling heterogeneous data from different sensors. Um, one of the main things that our government customers and we have seen is that there are a lot of historically there are a lot of vertical solutions where you know, the sensor, the platform, and then the data Laker kind of all part of this proprietary stack. And we quickly realized that that just doesn't work. And so one of the major thrust of that card platform was to make sure that we had ah, platform by which we could consume data through adapters from essentially any sensor speaking. Any protocol with any style data object, Whether that was an industry standard or a proprietary protocol, we could quickly interested and bring it into our Data lake. And then to pile on to what Kevin was talking about with compute. Right? So you have, uh, like, almost like a mass locks hierarchy of needs when it comes to cyber data or thio this coyote data or kind of unified data, Um, you know, you wanna turn it into basic information, alerts alarms, then you want to do reporting on it, or analytics or some some higher level workflow function. And then finally, you probably want to perform some analytics or some trending or sort of anomaly detection on it. And and that gets more computational e intensive each step of the way. And so you gotta You gotta build a platform that allows you to to both take some of that high level compute down to the edge, but also then bring some of that data up into the clouds where you could do that processing, and you have to have kind of fun jubilate e between that and so that hard platform allows you to kind of bring GP use and high processing units down to the edge and and make that work. Um, but then also and then as maybe even a first passive to rule out some of the most you know, some of the boring gated in the video Analytics platform. We call it Blue Sky and Blue Ocean. Right, so you're recording lots of video. That's not that interesting. How do you filter that out? So you're only sending the information The interesting video up eso You're not wasting bandwidth on stuff that just doesn't matter on DSO. It's It's a lot of kind of tuning these knobs and having a flexible enough platform that you could bring Compute down when you need it. And you could bring data up to compute on Big Cloud while you need it, and just kind of finding a way to tune that that that really does. I mean it. You know, that's a lot of words about how you do that. But what that comes to is flexible hardware and being able to apply those dev ops and C I. C D platform characteristics to that edge hardware and having a unified platform that allows you to kind of orchestrate your applications in your services all the way up and down your stack, from micro controllers to a big cloud instant creation. >>You make it sound so easy. Steven Kevin. Let's wrap it up with you in terms of like making impacts and going forward. We know the edge has exploded, even mawr, during this very interesting year. And that's going to be something that's probably going to stay, um, stay as a permanent impact or effect. What are some of the things that we can expect in 2021 in terms of how you're able to help government organizations capitalize on that, find things faster, make impact faster? >>Yeah. I mean, I think the cool thing we're seeing is that there's a lot more commoditization of sensors. There's a lot more censored information. And so let's use lighters. Example. We you know, things were getting cheaper, and so we can all of a sudden doom or or more things at the edge, and we ever would have expected. Right when you know Steven's team is integrating camera data and fence data from 40 years ago, you know, it's just saying on off it's not do anything fancy. But now we you know, you know, Stephen, I camera whether Metro you gave him before was, but the cost of light are has dropped so significantly that we can now then deploy that we can actually roll it out there and not being locked in their proprietary, uh, system. Um, so I see that being very powerful, you know? Also, I can see where you start having sensors interact with each other, right? So one sensor finds one thing and then a good example that we've started thio experiment with. And I think Steve, you could touch on it is using triggering a sensor, triggers a drone to actually investigate what's going on and then therefore, hybrid video back and then automatically can investigate instead of having to deploy a defender to actually see what happened at that. At that end, Points dio e don't know. There's it's amore detail you can provide there. >>Yeah, No. So exactly that Kevin. So So the power of the sensor is is something something old that that gives you very uninteresting Data like a one or a zero on on or off can detect something very specific and then do something kind of high speed, like task a drone to give you a visual assessment and then run object detection or facial recognition on, you know, do object detection to find a person and do facial recognition on that person to find out if that's a patrol walking through a field or a bad guy trying Thio invade your space. Um and so it's really the confluence and the gestalt of all of these sensors in the analytics working together, Um, that really creates the power from very simple, simple delivery. I think, um, there's this, You know, this idea that you know, ah 100 bytes of data is not that important. But when you put a million sensors giving you 100 bytes of data, you can truly find something extremely powerful. And then when you kind of and you make those interactions sing, um, it's amazing. Tow us the productivity that we can produce and the kind of fidelity of response that we can give thio actors in the space whether that's a defender trying to defend the base or a maintenance person trying thio proactively replace the fan or clean the fan on an H vac system. So So you know, you know, there isn't a fire at a base or for, uh, interesting enough. One of the things that we we've been able to achieve is we've taken maintenance data for helicopter engines and And we've been able to proactively say, Hey, you need to You need to take care of this part of the helicopter engine. Um and it saves money. It saves downtimes. It keeps the birds in the air. And it's a relatively simple algorithm that we were able to achieve. And we were able to do that with the maintenance people, bring them along in this endeavor and create analytics that they understood and could trust on DSO. I think that's really the power of this base. >>Tremendous power. I wish we had more time to to dig into it. Guys, thank you so much for sharing. Not just your insights, what nobody is doing but your passion for what you're doing and how you're making such an impact. Your passion is definitely palpable. Steven. Kevin, Thank you for joining me today. >>Thank you >>for my guests. I'm Lisa Martin. You're watching the Cube? Virtual. Yeah,

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. All right, you're continuing or we're continuing around the clock coverage and around the world coverage off a W s reinvent 2020 virtual conference This year, I'm guessing hundreds of thousands of folks are tuning in for coverage. And we have we have on the other end of the country a cube alarm. Stephen Towel, co founder and CTO of immunity. Stephen, welcome back to the show. >>Great. Great to be here. Thanks for having me again. I hope to match your enthusiasm. >>You know what is, uh, your co founder? I'm sure you could match the enthusiasm. Plus, we're talking about data governance. You You've been on the cute before, and you kind of laid the foundation for us last year. Talking about challenges around data access and data access control. I want to extend this conversation. I had a conversation with a CEO chief data officer a couple of years ago. He shared how his data analysts his the people that actually take the data and make business decisions or create outcomes to make business decisions spent 80% of their time wrangling the data just doing transformations. >>How's the >>Muda helping solve that problem? >>Yeah, great questions. So it's actually interesting. We're seeing a division of roles in these organizations where we have data engineering teams that are actually managing. Ah, lot of the prep work that goes into exposing data and releasing data analysts. Uh, and as part of their day to day job is to ensure that that data that they're released into the analyst is what they're allowed to see. Um and so we kind of see this, this problem of compliance getting in the way of analysts doing their own transformation. So it would be great if we didn't have to have a limited to just this small data engineering team to release the data. What we believe one of the rial issues behind that is that they are the ones that are trusted. They're the only ones that could see all the data in the clear. So it needs to be a very small subset of humans, so to speak, that can do this transformation work and release it. And that means that the data analyst downstream are hamstrung to a certain extent and bottlenecked by requesting these data engineers do some of this transformation work for them. Eso I think because, as you said, that's so critical to being able to analyze data, that bottleneck could could be a back breaker for organization. So we really think that to you need to tie transformation with compliance in order to streamline your analytics in your organization. >>So that has me curious. What does that actually look like? Because Because when I think of a data analyst, they're not always thinking about Well, who should have this data? They're trying to get the answer to the question Thio provide to the data engineer. What does that functionally looked like when that when you want to see that relationship of collaboration? >>Yeah, So we e think the beauty of a Muda and the beauty of governance solutions done right is that they should be invisible to the downstream analysts to a certain extent. So the data engineering team will takes on some requirements from their legal compliance. Seems such as you need a mask p I I or you need Thio. Hi. These kinds of rose from these kinds of analysts, depending on what the users doing. And we've just seen an explosion of different slices or different ways, you should dice up your data and what who's allowed to see what and not just about who they are, but what they're doing on DSO. You can kind of bake all these policies upfront on your data on a tool like Kamuda, and it will dynamically react based on who the analyst is and what they're doing to ensure that the right policies air being enforced. And we could do that in a way that when the analysts I mean, what we also see is just setting your policies on your data. Once up front, that's not the end of the story. Like a lot of people will tap themselves on the back and say, Look, we've got all our data protected appropriately, job done. But that's not really the case, because the analysts will start creating their own data products and they want to share that with other analysts. And so when you think about this, this becomes a very complex problem of okay. Before someone can share their data with anyone else, we need to understand what they were allowed to see eso being able to control the kind of this downstream flow of of transformations and feature engineering to ensure that Onley the right people, are seeing the things that they're allowed to see. But still, enabling analytics is really the challenges that that we saw that in Muda Thio, you know, help the the data teams create those initial policies at scale but also help the analytical teams build driven data products in a way that doesn't introduce data leaks. >>So as I think about the traditional ways in which we do this, we kind of, you know, take a data sad. Let's say, is the databases and we said, security rules etcetera on those data states. That's what you're painting to ISMM or of Dynamic. Has Muto approaching this problem from just a architectural direction? >>Yeah, great question. So I'm sure you've probably heard the term role based access control on, but it's been around forever where you basically aggregate your users in the roles, and then you build rules around those roles on gritty, much every legacy. Already, BMS manages data access this way. Um, what we're seeing now and I call it the private data era that we're now embarking on or have been embarking on for the past three years or so. Where consumers are more aware of their data, privacy and the needs they had their there's, you know, data regulations coming fast and furious with no end in sight. Um, we believe that this role based access control paradigm is just broken. We've got customers with thousands of roles that they're trying to manage Thio to, you know, slice up the data all the different ways that they need Thio. So instead, we we offer an accurate based access control solution and also policy based access control solution. We're. Instead, it's really about How do you dynamically enforced policy by separating who the user is from the policy that needs to be enforced and and having that execute at runtime? A good analogy to this is role based. Access control is like writing code without being able to use variables. You're writing the same block a code over and over again with slight changes based on the roll where actually based access control is, you're able to use variables and basically the policy gets decided at runtime based on who the user is and what they're doing. So >>that dynamic nature kind of lends itself to the public cloud. Were you seeing this applied in the world off a ws were here Reinvent so our customers using this with a W s >>So it all comes down to scalability so that the same reasons that used to separate storage from compute. You know, you get your storage in one place you could ephemera, lee, spin up, compute like EMR if you want. Um, you can use Athena against your storage in a server lis way that that kind of, um, freedom to choose whatever compute you want. Um, the same kind of concepts of apply with policy enforcement. You wanna separate your policy from your platform on that This private data era has has, you know, created this need just like you have to separate your compute from storage in the big data era. And this allows you to have a single plane of glass to enforce policy consistently, no matter what compute you're using or what a U s resource is you're using, um and so this gives our customers power to not only, um, you know, build the rules that they need to build and not have to do it uniquely her service in the U. S. But also proved to their legal and compliance teams that they're doing it correctly because, um, when when you do it this way, it really simplifies everything. And you have one place to go toe, understand how policies being enforced. And this really gives you the auditing and reporting around, um, be enforcement that you've been doing to put every one of these, that everything is being done correctly and that your data consumers can understand You know how your data is being protected. Their data is being protected. Um, and you could actually answer those questions when they come at you. >>So let's put this idea to the test a little bit. So I have the data engineer who kind of designs the security policy around the data or implements that policy using Kamuda Aziz dictated by the security and chief data officer of the organization. Then I have the analyst, and the analyst is just using the tools at their disposal. Let's say that one analyst wants to use AWS Lambda and another analysts wants to use our type database or analysis tools. You're telling me that Muda allows the flexibility for that analyst to use either tool within a W S. >>That's right, because we enforce policy at the data layer. Eso If you think about a Muda, it's really three layers policy authoring, which you touched on where those requirements get turned into real policies. Policy decision ing. So at query time we see who the user is, what they're doing on what policy has been defined to dynamically build that policy at run time and then enforcement, which is what you're getting at. The enforcement happens at the data layer, for example, we can enforce policies, natively and spark. So no matter how you're connecting to spark, that policy is going to get enforced appropriately. So we don't really care about what the clients Liz, because the enforcement is happening at the data or the compute layer is is a more accurate way todo to say it >>so. A practical reality off collaboration, especially around large data sets, is the ability to share data across organizations. How is immune hoping thio just make that barrier? Ah, little lower but ensuring security so that when I'm sharing data with, uh, analysts with within another firm. They're only seeing the data that they need to see, but we can effectively collaborate on those pieces of content. >>Yeah, I'm glad you asked this. I mean, this is like the, you know, the big finale, right? Like, this is what you get when you have this granularity on your own data ecosystem. It enables you to have that granularity now, when you want to share outside of your internal ecosystem. And so I think an important part about this is that when you think about governance, you can't necessarily have one God users so to speak, that has control over all tables and all policies. You really need segmentation of duty, where different parts of the organ hooking their own data build their own policies in a way where people can't step on each other and then this can expand this out. The third party data sharing where you can set different anonymous ation levels on your data when you're sharing an external the organization verse, if it's internal users and then someone else in your ord could share their data with you and then that also do that Third party. So it really enables and freeze these organizations Thio share with each other in ways that weren't possibly before. Because it happens in the day. The layer, um, these organizations can choose their own compute and still have the same policies being forced again. Going back to that consistency piece, um, it provides. Think of it is almost a authoritative way to share data in your organization. It doesn't have to be ad hoc. Oh, I have to share with this group over here. How should I do it? What policies should enforce. There's a single authoritative way to set policy and share your data. >>So the first thing that comes to my mind, especially when we give more power to the users, is when the auditors come and they say, You know what, Keith? I understand this is the policy, but prove it. How do we provide auditors with the evidence that you know, the we're implementing the policy that we designed and then two were ableto audit that policy? >>Yeah. Good question. So, um, I briefly spoke about this a little bit, but the when you author and define the policies in the Muda there immediately being enforced. So when you write something in our platform, um, it's not a glorified Wikipedia, right? It's actually turning those policies on and enforcing it at the data later. And because of that, any query that's coming through a Muda is going to be audited. But I think even more importantly, to be honest, we keep a history of how policy changes happening over time, too. So you could understand, you know, so and so changed the policy on this table versus other table, you know, got newly added, these people got dropped from it. So you get this rich history of not only who's touching what data and what data is important, but you're also getting a rich history off. Okay, how have we been treating this data from a policy perspective over time? How is it like what were my risk levels over the past year? With B six tables on? You can answer those kinds of questions as well. >>And then we're in the era of cloud. We expect to be able to consume these services via AP I via pay as you go type of thing. How is your relationship with AWS and how in the cutting. Ultimately, the customer. How do I consume a music? >>Yeah, so in Munich can pretty much be deployed anywhere. So obviously we're talking to us here. We have a SAS offering where you can spin up Muda pretrial and just be often running building policies and hooking up hooking our policy enforcement engine into your compute. Um, that runs in our, um you know, infrastructure. There's also a deployment model where you deploy immune it into your VPC s so it can run on your infrastructure. Behind your firewalls on DWI do not require any public Internet access at all for that to run. We don't do any kind of phone homing because, obviously, privacy company, we take this very seriously internally as well. We also have on premise deployments, um, again with zero connectivity air gapped environments. Eso. So we offer that kind of flexibility to our customers wherever they want immediate toe to be deployed. An important thing to remember their two is immediate. Does not actually store any data. We just store metadata and policy information. Um, so it's that also provides the customers some flexibility where if they want to use our SAS, they can simply go policy in there, and then the data still lives in their account. We're just kind of pushing policy down into that. Dynamically. >>So Stephen Towel co founder c t o of immunity. I don't think you have to worry about matching my energy level. I through some pretty tough questions at at you and you were ready there with all the answers. You wanna see more interesting conversations from around the world with founders, builders, AWS reinvent is all about builders and we're talking to the builders throughout this show. Visit us on the web. The Cube. You can engage with us on Twitter. Talk to you next episode off the Cube from AWS reinvent 2020.

>>from >>around the globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by AWS Global Partner Network >>Right. Welcome, everyone to the Cube. Live covering aws reinvent 2020. I'm your host, Rebecca Knight. Today we're joined by Joshua Virgin. He is the general manager at AWS Outpost. Thanks so much for coming on the Cube. Joshua, >>thank you for having me. It's great to be here. >>Well, it's great to have you So tell our viewers a little bit about aws out AWS Outpost. >>Sure, it's the one of my favorite subjects, obviously. So outpost is a service from AWS that allows you to use the same tools technology ap ice. You know, programming interfaces that you do in the cloud, but install this and run it on your own premises or in a co location facility. So it really extends the reach of A W S two far more locations than you could otherwise use it. >>So what are some of the advancements this year? >>It's been an amazingly you know, busy year, even under unprecedented kind of circumstances, where we've tried to turn the crank really hard and deliver value for our customers. We increase the number of countries you could order outposts in up to 51 countries. You can now connect outpost all 22 AWS regions and or govcloud regions everything outside of China. On we delivered 15 new services or incremental features, including S three on outpost, which was the top thing that customers asked for. But also our application load balancer, elastic cash are relational database service RDS. You know, there's probably more that I'm missing here, but, you know, and we're definitely not slowing down in that regard. 2021 will probably be an even bigger year. >>So tell us a little bit about the response from customers since the launch of a W s outpost last year. What are you hearing? >>Yeah, I mean, we're hearing a lot. I think we've been pleasantly surprised by the breadth and the depth of the customer use cases. One >>of the >>biggest things we heard from people was, you know, the the outposts are great, but it's a it's a full rack of compute or many racks of compute in some cases in storage, you know, their locations that people wanted to put it in that were smaller where their space constrained. Maybe a restaurant or a factory floor or ah, you know, small medical facility. You know, a telco like a cell site. And and so what we did, based on that is something that we actually just announced and Andy's keynote just a few days ago here, which is the new small form factor outposts that are one you and to you size servers. It's about the size of one or two pizza boxes stacked on top of each other. So that's even going to make outposts available toe even Mawr use cases. Uh, you know, early on we kind of said to ourselves that it's important to kind of give people that consistent experience wherever they might need the compute and storage and the other services. And so I've been I've been really pleasantly surprised, as I mentioned earlier by how many people have talked to us. We have customers like Philips Healthcare. They are. They're bringing their medical imaging solution toe outposts, and it allows them to kind of modernize the way they deliver services, the hospitals and medical research centers around the world, something that really wouldn't be possible without having A W s everywhere, >>and that is much, much needed today. Um, tell us a little bit about Maura. About this year in particular. You said it yourself at the beginning of our conversation. This is an unprecedented year for so many different reasons. How has the cove in 19 pandemic affected AWS outpost and how your team interacts with customers and get your job done? >>Yeah, we I >>think we have >>some unique, you know, challenges in that regard. Obviously, as I mentioned earlier, a W s outposts are installed in a co location, facility or on a customer's own premises in a data center. You know, other things like that. So obviously we have to get our technicians out there toe, roll them in and hook them up to your network and, you know, to get them powered up. So that means that we are complying with, uh, covert restrictions. And as I mentioned 51 different countries. So there was even an install earlier this year at a mining location, you know, far outside the U. S. Where we had to get technicians working with, uh, local technicians from the customer following Kobe guidelines wearing protective gear and actually installing the outpost. You know, using kind of satellite connectivity and phones, toe phone home and talk to us during the installation, of course, because it's not hooked up yet. So those were just kind of examples of the lengths to which will go to make sure that, of course, we're safe. The customers were safe, but that they can kind of continue to modernize their application portfolio and get benefits from the outpost. >>And what are you hearing from clients and customers in terms of how they're thinking about their technology needs now and in the coming year? >>Yeah, that's a That's a great question. I mean, it really varies by market segment. So you have customers like Cisco and Ericsson and Telefonica. They're gonna be using Outpost Thio kind of run their five g packet core technology. It it's got to be run at the edge right there. Telcos. They need to minimize Leighton, see single digit milliseconds, or you might have a customer like Lockheed Martin, And what they've told us is they have projects that are subject to government contracts and regulations. And not only do they have, of course, compliance regimes like Fed ramp that they need to be aware of. But there's data residency requirements. So whether they're deploying in the United States or, you know, with our allies all around the world, the compute in the storage that they need to run in specific locations. So now outposts are going to be a key advancement and kind of a key differentiator for them in how they deliver services to their customers and still meet those data residency or compliance requirements. >>Joshua, tell our viewers more about AWS Outpost ready? >>Oh, that zits. Another thing. I'm really glad you mentioned. So the Outpost Ready program. These are solutions from our a Pienaar Amazon AWS partner Network that are validated in following our best practices on AWS outposts. They're certified toe work and you know they're generally available to customers. And so it's a program where, you know, I SVs and saz providers can ensure that the technology that they provide this third party technology is going to work in the outpost environment. And and there's there's something about outpost that I think makes this, uh, differentiator and uniquely valuable. When I mentioned kind of that consistent hybrid experience. When you think about how outposts are deployed, you know, in a customer's data center, Mike. Maybe alongside other technology they're already using. And so customers say, Look, these AWS services are great, but I already use a variety of, you know, third party technology, maybe from Veritas or Trend Micro Palo Alto Networks. Con vault sigh since pager duty Pure storage Netapp. You know, the list is actually pretty extensive of what people are already using. And so they said, you know, I do plan on using AWS services, but I also don't want to give up. You know what what my team is already familiar with, So can you make sure that's gonna work for me, whether I'm using it in the region or on the AWS outposts? And so the interest and kind of demand for this both from customers and the enthusiasm from the partners has been off the charts. We started the program in just September, which is not that long ago, and we had 32 partners, and as of today we have an additional, uh, additional 25 partners, right? It's 57 partners, total 64 certified solutions so that that's a lot of momentum in just kind of, ah, short amount of time. And I'm really happy that we can deliver that to the customers >>so it doesn't. It's already showing tremendous momentum. How do you think about it in terms of the primary benefits that it gives to customers and how it helps customers and partners? >>Yeah, I think, you know, in order to qualify, the solution has to be tested and validated upon against a bunch of criteria that we have very specific technical criteria, security requirements operational and you know, they're they're supported for customers with clear deployment guidelines. So you know, the customers can kind of think of this as a guarantee that we're not just saying maybe this could work, but but this will work. If you're already using it, it's going to continue to work in a way that's familiar to you and and again, that's important. That consistent hybrid experience, whether you're using a solution from a third party or from AWS, whether you're using it in the region or on a local zone or in a wavelength zone, some of our other, you know, kind of innovative infrastructure deployments or using it on outpost, no matter where you're using it, it has to work the same way. And so this is something that customers have said. I want to be able to get up and running quickly. We had a customer riot games. They're the maker of league of Legends. But also when they were launching their new game, Valerie Int, in June of 2020 they deployed outpost in four different locations to kind of ensure a level playing field in terms of latency. What they told us, you know, very much like this service ready program is they were able to get up and running in just a matter of days once the outpost was deployed. And it's because we gave them those same a p I s that same tooling. So I think that's really important for people. And, you know, I hope we can continue to deliver on that promise. >>So the closest out here, I want you to look into your crystal ball and think ahead 12 and 24 months when you know, fingers crossed things are back to somewhat more normal. What? What's in store for AWS Outpost? >>Yeah, I mean, we're going to deliver on what we announced here at reinvent, which is the new small form factor outposts on. I think what we're going to continue to do is listen to customers. We developed outpost from the very beginning because customers said Could could you deploy outposts in our in our data center or Sorry, can you deploy eight of us? And our data center didn't have a name back then. And so that's really the hallmark of AWS, you know, somewhere around 90% of our road maps or based on what customers tell us they want, then the other 10% is when we kind of look around the corner and hopefully delight people with something they didn't even know they needed. And I really hope for my team. And that that's what 2021 2022 brings is, you know, more countries, more services, more value, more compliance certifications. You know, all the things that people tell us they want. We're going to keep turning the crank as hard as we can and delivering that as quickly as possible >>with the trademark Amazon customer delight. >>Yes, absolutely >>excellent. Well, Joshua Virgin. Thank you so much for coming on the Cube. It was a pleasure having you. >>That was a pleasure talking to you. Thank you very much. >>I'm Rebecca night for more of the cubes. Coverage of AWS reinvent 2020. Stay tuned. >>Yeah.

>>on the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Hello and welcome back to the Cubes Live coverage Cube live here in Palo Alto, California, with the Virtual Cube this year because we can't be there in person. I'm your host, John Fairy year. We're kicking off Day two of the three weeks of reinvent a lot of great leadership sessions to review, obviously still buzzing from the Andy Jassy three. Our keynote, which had so many storylines, is really hard to impact. We're gonna dig that into into into that today with Jerry Chan, who has been a Cube alumni since the beginning of our AWS coverage. Going back to 2013, Jerry was wandering the hallways as a um, in between. You were in between vm ware and V C. And then we saw you there. You've been on the Cube every year at reinvent with us. So special commentary from you. Thanks for coming on. >>Hey, John, Thanks for having me and a belated happy birthday as well. If everyone out there John's birthday was yesterday. So and hardest. Howard's working man in technology he spent his entire birthday doing live coverage of Amazon re events. Happy birthday, buddy. >>Well, I love my work. I love doing this. And reinvent is the biggest event of the year because it really is. It's become a bellwether and eso super excited to have you on. We've had great conversations by looking back at our conversations over the Thanksgiving weekend. Jerry, the stuff we were talking about it was very proposed that Jassy is leaning in with this whole messaging around change and horizontal scalability. He didn't really say that, but he was saying you could disrupt in these industries and still use machine learning. This was some of the early conversations we were having on the Cube. Now fast forward, more mainstream than ever before. So big, big part of the theme there. >>Yeah, it z you Amazon reinvent Amazon evolution to your point, right, because it's both reinventing what countries are using with the cloud. But also what Amazon's done is is they're evolving year after year with their services. So they start a simple infrastructure, you know, s three and e c. Two. And now they're building basically a lot of what Andy said you actually deconstructed crm? Ah, lot of stuff they're doing around the call centers, almost going after Salesforce with kind of a deconstructed CRM services, which is super interesting. But the day you know, Amazon announces all those technologies, not to mention the AI stuff, the seminar stuff you have slack and inquired by Salesforce for $27.7 billion. So ah, lot of stuff going on in the cloud world these days, and it's funny part of it, >>you know, it really is interesting. You look up the slack acquisition by, um, by Salesforce. It's interesting, you know, That kind of takes slack out of the play here. I mean, they were doing really well again. Message board service turns into, um, or collaboration software. They hit the mainstream. They have great revenue. Is that going to really change the landscape of the industry for Salesforce? They've got to acquire it. It opens the door up from, or innovation. And it's funny you mention the contact Center because I was pressing Jassy on my exclusive one on one with him. Like they said, Andy, my my daughter and my sons, they don't use the phone. They're not gonna call. What's this? Is it a call center deal? And he goes, No, it's the It's about the contact. So think about that notion of the contact. It's not about the call center. It's the point of contact. Okay, Linked in is with Microsoft. You got slack and Salesforce Contact driven collaboration. Interesting kind of play for Microsoft to use voice and their data. What's your take on that? >>I think it's, um you know, I have this framework. As you know, I talked my friend systems of engagement over systems intelligence and systems record. Right? And so you could argue voice email slack because we're all different systems of engagement, and they sit on top of system of record like CRM customer support ticketing HR. Something like that. Now what sells first did by buying slack is they now own a system engagement, right? Not on Lee is slack. A system engagement for CRM, but also system engagement for E. R. P Service. Now is how you interact with a bunch of applications. And so if you think about sales for strategy in the space, compete against Marcus Soft or serves now or other large AARP's now they own slack of system engagement, that super powerful way to actually compete against rival SAS companies. Because if you own the layer engagement layer, you can now just intermediate what's in the background. Likewise, the context center its own voice. Email, chat messaging, right? You can just inter mediate this stuff in the back, and so they're trying to own the system engagement. And then, likewise, Facebook just bought that company customer a week ago for a billion dollars, which also Omni Channel support because it is chat messaging voice. It's again the system engagement between End User, which could be a customer or could be employees. >>You know, this really gonna make Cit's enterprise has been so much fun over the past 10 years, I gotta say, in the past five, you know, it's been even more fun, has become or the new fun area, you know, And the impact to enterprise has been interesting because and we're talking about just engaging system of record. This is now the new challenge for the enterprise. So I wanna get your thoughts, Jerry, because how you see the Sea, X O's and CSOs and the architects out there trying to reinvent the enterprise. Jassy saying Look and find the truth. Be on the right side of history here. Certainly he's got himself service interest there, but there is a true band eight with Cove it and with digital acceleration for the enterprise to change. Um, given all these new opportunities Thio, revolutionize or disrupt or radically improve, what's the C. C X's do? What's your take on? How do you see that? >>It's increasingly messy for the CXS, and I don't I don't envy them, right? Because back in the day they kind of controlled all the I t spend and kind of they had a standard of what technologies they use in the company. And then along came Amazon in cloud all of sudden, like your developers and Dio Hey, let me swipe my credit card and I'm gonna access to a bunch of a P I s around computing stories. Likewise. Now they could swipe the credit card and you strike for billing, right? There's a whole bunch of services now, so it becomes incumbent upon CSOs. They need Thio new set of management tools, right? So not only just like, um, security tools they need, they need also observe ability, tools, understanding what services are being used by the customers, when and how. And I would say the following John like CSOs is both a challenge for them. But I think if I was a C X, so I'll be pretty excited because now I have a bunch of other weapons and other bunch of services I could offer. My end users, my developers, my employees, my customers and, you know it's exciting for them is not only could they do different things, but they also changed how their business being done. And so I think both interact with their end users. Be a chat like slack or be a phone like a contact center or instagram for your for your for your kids. It's actually a new challenge if I were sick. So it's it's time to build again, you know, I think Cove it has said it is time to build again. You can build >>to kind of take that phrase from the movie Shawshank Redemption. Get busy building or get busy dying. Kinda rephrase it there. And that's kind of the theme I'm seeing here because covert kind of forced people saying, Look, this things like work at home. Who would have thought 100% people would be working at home? Who would have thought that now the workloads gonna change differently? So it's an opportunity to deconstruct or distant intermediate these services. And I think, you know, in all the trends that I've seen over my career, it's been those inflection points where breaking the monolith or breaking the proprietary piece of it has always been an opportunity for for entrepreneur. So you know, and and for companies, whether you're CEO or startup by decomposing and you can come in and create value E I think to me, snowflake going public on the back of Amazon. Basically, this is interesting. I mean, so you don't have to be. You could kill one feature and nail it and go big. >>I think we talked to the past like it's Amazon or Google or Microsoft Gonna win. Everything is winner take all winner take most, and you could argue that it's hard to find oxygen as a start up in a broad platform play. But we think Snowflake and other companies have done and comes like mongo DB, for example, elastic have shown that if you can pick a service or a problem space and either developed like I p. That's super deep or own developer audience. You can actually fight the big guys. The Big Three cloud vendors be Amazon, Google or or market soft in different markets. And I think if you're a startup founder, you should not be afraid of competing with the big cloud vendors because there there are success patterns and how you can win and you know and create a lot of value. So I have found Investor. I'm super excited by that because, you know, I don't think you're gonna find a company takedown Amazon completely because they're just the scale and the network effects is too large. But you can create a lot of value and build Valuable comes like snowflake in and around the Amazon. Google Microsoft Ecosystem. >>Yeah, I want to get your thoughts. You have one portfolio we've covered rock rock set, which does a lot of sequel. Um, one of your investments. Interesting part of the Kino yesterday was Andy Jassy kind of going after Microsoft saying Windows sequel server um, they're targeting that with this new, uh, tool, but, you know, sucks in the database of it is called the Babel Fish for Aurora for post Chris sequel. Um, well, how was your take on that? I mean, obviously Microsoft big. Their enterprise sales tactics are looking like more like Oracle, which he was kind of hinting at and commenting on. But sequel is Lingua Franca for data >>correct. I think we went to, like, kind of a no sequel phase, which was kind of a trendy thing for a while and that no sequel still around, not only sequel like mongo DB Document TV. Kind of that interface still holds true, but your point. The world speaks sequel. All your applications be sequel, right? So if you want backwards, compatibility to your applications speaks equal. If you want your tire installed base of employees that no sequel, we gotta speak sequel. So, Rock said, when the first public conversations about what they're building was on on the key with you and Me and vent hat, the founder. And what Rock said is doing their building real time. Snowflake Thio, Lack of better term. It's a real time sequel database in the cloud that's super elastic, just like Snowflake is. But unlike snowflake, which is a data warehouse mostly for dashboards and analytics. Rock set is like millisecond queries for real time applications, and so think of them is the evolution of where cloud databases air going is not only elastic like snowflake in the cloud like Snowflake. We're talking 10 15 millisecond queries versus one or two second queries, and I think what any Jassy did and Amazon with bowel officials say, Hey, Sequels, Legal frank of the cloud. There's a large installed base of sequel server developers out there and applications, and we're gonna use Babel fish to kind of move those applications from on premise the cloud or from old workload to the new workloads. And, I think, the name of the game. For for cloud vendors across the board, big and small startups thio Google markets, often Amazon is how do you reduce friction like, How do you reduce friction to try a new service to get your data in the cloud to move your data from one place to the next? And so you know, Amazon is trying to reduce friction by using Babel fish, and I think it is a great move by them. >>Yeah, by the way. Not only is it for Aurora Post Chris equal, they're also open sourcing it. So that's gonna be something that is gonna be interesting to play out. Because once they open source it essentially, that's an escape valve for locking. I mean, if you're a Microsoft customer, I mean, it ultimately is. Could be that Gateway drug. It's like it is ultimately like, Hey, if you don't like the licensing, come here. Now there's gonna be some questions on the translations. Um, Vince, um, scuttlebutt about that. But we'll see it's open source. We'll see what goes on. Um great stuff on on rocks that great. Great. Start up next. Next, uh, talk track I wanna get with you is You know, over the years, you know, we've talked about your history. We're gonna vm Where, uh, now being a venture capitalist. Successful, wanted Greylock. You've seen the waves, and I would call it the two ways pre cloud Early days of cloud. And now, with co vid, we're kind of in the, you know, not just born in the cloud Total cloud scale cloud operations. This is kind of what jazz he was going after. E think I tweeted Cloud is eating the world and on premise and the edges. What it's hungry for. It kind of goof on mark injuries since quote a software eating the world. This is where it's going. So it's a whole another chapter coming. You saw the pre cloud you saw Cloud. Now we've got basically global I t everything else >>It's cloud only I would say, You know, we saw pre cloud right the VM ware days and before that he called like, you know, data centers. I would say Amazon lawns of what, 6 4007, the Web services. So the past 14 15 years have been what I've been calling cloud transition, right? And so you had cos technologies that were either doing on migration from on premise and cloud or hybrid on premise off premise. And now you're seeing a generation of technologies and companies. Their cloud only John to your point. And so you could argue that this 15 year transitions were like, you know, Thio use a bad metaphor like amphibians. You're half in the water, half on land, you know, And like, you know, you're not You're not purely cloud. You're not purely on premise, but you can do both ways, and that's great. That's great, because that's a that's a dominant architecture today. But come just like rock set and snowflake, your cloud only right? They're born in the cloud, they're built on the cloud And now we're seeing a generation Startups and technology companies that are cloud only. And so, you know, unlike you have this transitionary evolution of like amphibians, land and sea. Now we have ah, no mammals, whatever that are Onley in the cloud Onley on land. And because of that, you can take advantage of a whole different set of constraints that are their cloud. Only that could build different services that you can't have going backwards. And so I think for 2021 forward, we're going to see a bunch of companies or cloud only, and they're gonna look very, very different than the previous set of companies the past 15 years. And as an investor, as you covering as analysts, is gonna be super interesting to see the difference. And if anything, the cloud only companies will accelerate the move of I t spending the move of mawr developers to the cloud because the cloud only technologies are gonna be so much more compelling than than the amphibians, if you will. >>Yeah, insisting to see your point. And you saw the news announcement had a ton of news, a ton of stage making right calls, kind of the democratization layer. We'll look at some of the insights that Amazon's getting just as the monster that they are in terms of size. The scope of what? Their observation spaces. They're seeing all these workloads. They have the Dev Ops guru. They launched that Dev Ops Guru thing I found interesting. They got data acquisition, right? So when you think about these new the new data paradigm with cloud on Lee, it opens up new things. Um, new patterns. Um, S o. I think I think to me. I think that's to me. I see where this notion of agility moves to a whole nother level, where it's it's not just moving fast, it's new capabilities. So how do you How do you see that happening? Because this is where I think the new generation is gonna come in and be like servers. Lambs. I like you guys actually provisioned E c. Two instances before I was servers on data centers. Now you got ec2. What? Lambda. So you're starting to see smaller compute? Um, new learnings, All these historical data insights feeding into the development process and to the application. >>I think it's interesting. So I think if you really want to take the next evolution, how do you make the cloud programmable for everybody? Right. And I think you mentioned stage maker machine learning data scientists, the sage maker user. The data scientists, for example, does not on provisioned containers and, you know, kodama files and understand communities, right? Like just like the developed today. Don't wanna rack servers like Oh, my God, Jerry, you had Iraq servers and data center and install VM ware. The generation beyond us doesn't want to think about the underlying infrastructure. You wanna think about it? How do you just program my app and program? The cloud writ large. And so I think where you can see going forward is two things. One people who call themselves developers. That definition has expanded the past 10, 15 years. It's on Lee growing, so everyone is gonna be developed right now from your white collar knowledge worker to your hard core infrastructure developer. But the populist developers expanding especially around machine learning and kind of the sage maker audience, for sure. And then what's gonna happen is, ah, law. This audience doesn't want to care about the stuff you just mentioned, John in terms of the online plumbing. So what Amazon Google on Azure will do is make that stuff easy, right? Or a starved could make it easy. And I think that the move towards land and services that moved specifically that don't think about the underlying plumbing. We're gonna make it easy for you. Just program your app and then either a startup, well, abstract away, all the all the underlying, um, infrastructure bits or the big three cloud vendors to say, you know, all this stuff would do in a serverless fashion. So I think serverless as, ah paradigm and have, quite frankly, a battlefront for the Big Three clouds and for startups is probably one in the front lines of the next generation. Whoever owns this kind of program will cloud model programming the Internet program. The cloud will be maybe the next platform the next 10 or 15 years. I still have two up for grabs. >>Yeah, I think that is so insightful. I think that's worth calling out. I think that's gonna be a multi year, um, effort. I mean, look at just how containers now, with ks anywhere and you've got the container Service of control plane built in, you got, you know, real time analytics coming in from rock set. And Amazon. You have pinned Pandora Panorama appliance that does machine learning and computer vision with sensors. I mean, this is just a whole new level of purpose built stuff software powered software operated. So you have this notion of Dev ops going to hand in the glove software and operations? Kind of. How do you operate this stuff? So I think the whole new next question was Okay, this is all great. But Amazon's always had this problem. It's just so hard. Like there's so much good stuff. Like, who do you hired operate it? It is not yet programmable. This has been a big problem for them. Your thoughts on that, >>um e think that the data illusion around Dev ops etcetera is the solution. So also that you're gonna have information from Amazon from startups. They're gonna automate a bunch of the operations. And so, you know, I'm involved to come to Kronos Fear that we talked about the past team kind of uber the Bilson called m three. That's basically next generation data dog. Next generation of visibility platform. They're gonna collect all the data from the applications. And once they have their your data, they're gonna know how to operate and automate scaling up, scaling down and the basic remediation for you. So you're going to see a bunch of tools, take the information from running your application infrastructure and automate exactly how to scale and manager your app. And so AI and machine learning where large John is gonna be, say, make a lot of plumbing go away or maybe not completely, but lets you scale better. So you, as a single system admin are used. A single SRE site reliability engineer can scale and manage a bigger application, and it's all gonna be around automation and and to your point, you said earlier, if you have the data, that's a powerful situations. Once have the data can build models on it and can start building solutions on the data. And so I think What happens is when Bill this program of cloud for for your, you know, broad development population automating all this stuff becomes important. So that's why I say service or this, You know, automation of infrastructure is the next battleground for the cloud because whoever does that for you is gonna be your virtualized back and virtualized data center virtualized SRE. And if whoever owns that, it's gonna be a very, very strategic position. >>Yeah, it's great stuff. This is back to the theme of this notion of virtualization is now gone beyond server virtualization. It's, you know, media virtualization with the Cube. My big joke here with the Q virtual. But it's to your point. It's everything can now be replicated in software and scale the cloud scale. So it's super big opportunity for entrepreneurs and companies. Thio, pivot and differentiate. Uh, the question I have for you next is on that thread Huge edge discussion going on, right. So, you know, I think I said it two years ago or three years ago. The data center is just a edges just a big fat edge. Jassy kind of said that in his keynote Hey, looks at that is just a Nedum point with his from his standpoint. But you have data center. You have re alleges you've got five G with wavelength. This local zone concept, which is, you know, Amazon in these metro areas reminds me the old wireless point of presence kind of vibe. And then you've got just purpose built devices like cameras and factory. So huge industrial innovation, robotics, meet software. I mean, whole huge edge development exploding, Which what's your view of this? And how do you look at that from? Is an investor in industry, >>I think edges both the opportunity for start ups and companies as well as a threat to Amazon, right to the reason why they have outposts and all the stuff the edges if you think about, you know, decentralizing your application and moving into the eggs from my wearable to my home to my car to my my city block edges access Super interesting. And so a couple things. One companies like Cloudflare Fastly company I'm involved with called Kato Networks that does. SAS is secure access service edge write their names and the edges In the category definition sassy is about How do you like get compute to the edge securely for your developers, for your customers, for your workers, for end users and what you know comes like Cloudflare and Kate have done is they built out a network of pops across the world, their their own infrastructure So they're not dependent upon. You know, the big cloud providers, the telco providers, you know, they're partnering with Big Cloud, their parting with the telcos. But they have their own kind of system, our own kind of platform to get to the edge. And so companies like Kato Networks in Cloud Player that have, ah, presence on the edge and their own infrastructure more or less, I think, are gonna be in a strategic position. And so Kate was seen benefits in the past year of Of of Cove it and locked down because more remote access more developers, Um, I think edge is gonna be a super great area development going forward. I think if you're Amazon, you're pushing to the edge aggressively without post. I think you're a developer startup. You know, creating your own infrastructure and riding this edge wave could be a great way to build a moat against a big cloud guy. So I'm super excited. You think edge in this whole idea of your own infrastructure. Like what Kato has done, it is gonna be super useful going forward. And you're going to see more and more companies. Um, spend the money to try to copy kind of, ah, Cloudflare Kato presence around the world. Because once you own your own kind of, um, infrastructure instead of pops and you're less depend upon them a cloud provider, you're you're in a good position because there's the Amazon outage last week and I think like twilio and a bunch of services went down for for a few hours. If you own your own set of pops, your independent that it is actually really, really secure >>if you and if they go down to the it's on you. But that was the kinesis outage that they had, uh, they before Thanksgiving. Um, yeah, that that's a problem. So on this on. So I guess the question for you on that is that Is it better to partner with Amazon or try to get a position on the edge? Have them either by you or computer, create value or coexist? How do you see that that strategy move. Do you coexist? Do you play with them? >>E think you have to co exist? I think that the partner coexist, right? I think like all things you compete with Amazon. Amazon is so broad that will be part of Amazon and you're gonna compete with and that's that's fair game, you know, like so Snowflake competes against red shift, but they also part of Amazon's. They're running Amazon. So I think if you're a startup trying to find the edge, you have to coexist in Amazon because they're so big. Big cloud, right, The Big three cloud Amazon, Google, Azure. They're not going anywhere. So if you're a startup founder, you definitely coexist. Leverage the good things of cloud. But then you gotta invest in your own edge. Both both figure early what? Your edge and literally the edge. Right. And I think you know you complement your edge presence be it the home, the car, the city block, the zip code with, you know, using Amazon strategically because Amazon is gonna help you get two different countries, different regions. You know you can't build a company without touching Amazon in some form of fashion these days. But if you're a star found or doing strategically, how use Amazon and picking how you differentiate is gonna be key. And if the differentiation might be small, John. But it could be super valuable, right? So maybe only 10 or 15%. But that could be ah Holton of value that you're building on top of it. >>Yeah, and there's a little bit of growth hack to with Amazon if you you know how it works. If you compete directly against the core building blocks like a C two has three, you're gonna get killed, right? They're gonna kill you if the the white space is interest. In the old days in Microsoft, you had a white space. They give it to you or they would roll you over and level you out. Amazon. If you're a customer and you're in a white space and do better than them, they're cool with that. They're like, basically like, Hey, if you could innovate on behalf of the customer, they let you do that as long as you have a big bill. Yeah. Snowflakes paying a lot of money to Amazon. Sure, but they also are doing a good job. So again, Amazon has been very clear on that. If you do a better job than us for, the customer will do it. But if they want Amazon Red Shift, they want Amazon Onley. They can choose that eso kind of the playbook. >>I think it is absolutely right, John is it sets from any jassy and that the Amazon culture of the customer comes first, right? And so whatever is best for the customer that's like their their mission statement. So whatever they do, they do for the customer. And if you build value for the customer and you're on top of Amazon, they'll be happy. You might compete with some Amazon services, which, no, the GM of that business may not be happy, but overall. Net Net. Amazon's getting a share of those dollars that you're that you're charging the customer getting a share of the value you're creating. They're happy, right? Because you know what? The line rising tide floats all the boats. So the Mork cloud usage is gonna only benefit the Big Three cloud providers Amazon, particularly because they're the biggest of the three. But more and more dollars go the cloud. If you're helping move more. Absolute cloud helping build more solutions in the cloud. Amazon is gonna be happy because they know that regardless of what you're doing, you will get a fraction of those dollars. Now, the key for a startup founder and what I'm looking for is how do we get mawr than you know? A sliver of the dollars. How to get a bigger slice of the pie, if you will. So I think edge and surveillance or two areas I'm thinking about because I think there are two areas where you can actually invest, own some I p owned some surface area and capture more of the value, um, to use a startup founder and, you know, are built last t to Amazon. >>Yeah. Great. Great thesis. Jerry has always been great. You've been with the Cube since the beginning on our first reinvented 2013. Um, and so we're now on our eighth year. Great to see your success. Great investment. You make your world class investor to great firm Greylock. Um great to have you on from your perspective. Final take on this year. What's your view of Jackie's keynote? Just in general, What's the vibe. What's the quick, um, soundbite >>from you? First, I'm so impressed and you can do you feel like a three Archy? No more or less by himself. Right then, that is, that is, um, that's a one man show, and I'm All of that is I don't think I could pull that off. Number one. Number two It's, um, the ability to for for Amazon to execute at so many different levels of stack from semiconductors. Right there, there there ai chips to high level services around healthcare solutions and legit solutions. It's amazing. So I would say both. I'm impressed by Amazon's ability. Thio go so broad up and down the stack. But also, I think the theme from From From Andy Jassy is like It's just acceleration. It's, you know now that we will have things unique to the cloud, and that could be just a I chips unique to the cloud or the services that are cloud only you're going to see a tipping point. We saw acceleration in the past 15 years, John. He called like this cloud transition. But you know, I think you know, we're talking about 2021 beyond you'll see a tipping point where now you can only get certain things in the cloud. Right? And that could be the underlying inference. Instances are training instances, the Amazons giving. So all of a sudden you as a founder or developer, says, Look, I guess so much more in the cloud there's there's no reason for me to do this hybrid thing. You know, Khyber is not gonna go away on Prem is not going away. But for sure. We're going to see, uh, increasing celebration off cloud only services. Um, our edge only services or things. They're only on functions that serve like serverless. That'll be defined the next 10 years of compute. And so that for you and I was gonna be a space and watch >>Jerry Chen always pleasure. Great insight. Great to have you on the Cube again. Great to see you. Thanks for coming on. >>Congrats to you guys in the Cube. Seven years growing. It's amazing to see all the content put on. So you think it isn't? Just Last point is you see the growth of the curve growth curves of the cloud. I'd be curious Johnson, The growth curve of the cube content You know, I would say you guys are also going exponential as well. So super impressed with what you guys have dealt. Congratulations. >>Thank you so much. Cute. Virtual. We've been virtualized. Virtualization is coming here, or Cubans were not in person this year because of the pandemic. But we'll be hybrid soon as events come back. I'm John for a year. Host for AWS reinvent coverage with the Cube. Thanks for watching. Stay tuned for more coverage all day. Next three weeks. Stay with us from around the globe. It's the Cube with digital coverage of aws reinvent 2020 sponsored by Intel >>and AWS. Welcome back here to our coverage here on the Cube of AWS.