(bright music) >> Hello everyone and welcome back to AWS re:Invent, here in wonderful Las Vegas, Nevada. We're theCUBE. I am Savannah Peterson. Joined with my co-host, Dave Vellante. Day four, you look great. Your voice has come back somehow. >> Yeah, a little bit. I don't know how. I took last night off. You guys, I know, were out partying all night, but - >> I don't know what you're talking about. (Dave laughing) >> Well, you were celebrating John's birthday. John Furrier's birthday today. >> Yes, happy birthday John! >> He's on his way to England. >> Yeah. >> To attend his nephew's wedding. Awesome family. And so good luck, John. I hope you feel better, he's got a little cold. >> I know, good luck to the newlyweds. I love this. I know we're both really excited for our next guest, so I'm going to bring out, Lena Smart from MongoDB. Thank you so much for being here. >> Thank you for having me. >> How's the show going for you? >> Good. It's been a long week. And I just, not much voice left, so. >> We'll be gentle on you. >> I'll give you what's left of it. >> All right, we'll take that. >> Okay. >> You had a fireside chat, at the show? >> Lena: I did. >> Can you tell us a little bit about that? >> So we were talking about the Rise, The developer is a platform. In this massive theater. I thought it would be like an intimate, you know, fireside chat. I keep believing them when they say to me come and do these talks, it'll be intimate. And you turn up and there's a stage and a theater and it's like, oh my god. But it was really interesting. It was well attended. Got some really good questions at the end as well. Lots of follow up, which was interesting. And it was really just about, you know, how we've brought together this developer platform that's got our integrated services. It's just what developers want, it gives them time to innovate and disrupt, rather than worry about the minutia of management. >> Savannah: Do the cool stuff. >> Exactly. >> Yeah, so you know Lena, it's funny that you're saying that oh wow, the lights came on and it was this big thing. When when we were at re:Inforced, Lena was on stage and it was so funny, Lena, you were self deprecating like making jokes about the audience. >> Savannah: (indistinct) >> It was hilarious. And so, but it was really endearing to the audience and so we were like - >> Lena: It was terrifying. >> You got huge props for that, I'll tell you. >> Absolutely terrifying. Because they told me I wouldn't see anyone. Because we did the rehearsal the day before, and they were like, it's just going to be like - >> Sometimes it just looks like blackness out there. >> Yeah, yeah. It wasn't, they lied. I could see eyeballs. It was terrifying. >> Would you rather know that going in though? Or is it better to be, is ignorance bliss in that moment? >> Ignorance is bliss. >> Yeah, yeah yeah. >> Good call Savannah, right? Yeah, just go. >> The older I get, the more I'm just, I'm on the ignorance is bliss train. I just, I don't need to know anything that's going to hurt my soul. >> Exactly. >> One of the things that you mentioned, and this has actually been a really frequent theme here on the show this week, is you said that this has been a transformative year for developers. >> Lena: Yeah. >> What did you mean by that? >> So I think developers are starting to come to the fore, if you like, the fore. And I'm not in any way being deprecating about developers 'cause I love them. >> Savannah: I think everyone here does. >> I was married to one, I live with one now. It's like, they follow me everywhere. They don't. But, I think they, this is my opinion obviously but I think that we're seeing more and more the value that developers bring to the table. They're not just code geeks anymore. They're not just code monkeys, you know, churning out lines and lines of code. Some of the most interesting discussions I've had this week have been with developers. And that's why I'm so pleased that our developer data platform is going to give these folks back time, so that they can go and innovate. And do super interesting things and do the next big thing. It was interesting, I was talking to Mary, our comms person earlier and she had said that Dave I guess, my boss, was on your show - >> Dave: Yeah, he was over here last night. >> Yeah. And he was saying that two thirds of the companies that had been mentioned so far, within the whole gamut of this conference use MongoDB. And so take that, extrapolate that, of all the developers >> Wow. >> who are there. I know, isn't that awesome? >> That's awesome. Congrats on that, that's like - >> Did I hear that right now? >> I know, I just had that moment. >> I know she just told me, I'm like, really? That's - >> That's so cool. >> 'Cause the first thing I thought of was then, oh my god, how many developers are we reaching then? 'Cause they're the ones. I mean, it's kind of interesting. So my job has kind of grown from, over the years, being the security geek in the back room that nobody talks to, to avoiding me in the lift, to I've got a seat at the table now. We meet with the board. And I think that I can see that that's where the developer mindset is moving towards. It's like, give us the right tools and we'll change your world. >> And let the human capital go back to doing the fun stuff and not just the maintenance stuff. >> And, but then you say that, you can't have everything automated. I get that automation is also the buzzword of the week. And I get that, trust me. Someone has to write the code to do the automation. >> Savannah: Right. >> So, so yeah, definitely give these people back time, so that they can work on ML, AI, choose your buzzword. You know, by giving people things like queriable encryption for example, you're going to free up a whole bunch of head space. They don't have to worry about their data being, you know harvested from memory or harvested while at rest or in motion. And it's like, okay, I don't have to worry about that now, let me go do something fun. >> How about the role of the developer as it relates to SecOps, right? They're being asked to do a lot. You and I talked about this at re:Inforce. You seem to have a pretty good handle on it. Like a lot of companies I think are struggling with it. I mean, the other thing you said said to me is you don't have a lack of talent at Mongo, right? 'Cause you're Mongo. But a lot of companies do. But a lot of the developers, you know we were just talking about this earlier with Capgemini, the developer metrics or the application development team's metrics might not be aligned with the CSO's metrics. How, what are you seeing there? What, how do you deal with it within Mongo? What do you advise your customers? >> So in terms of internal, I work very closely with our development group. So I work with Tara Hernandez, who's our new VP of developer productivity. And she and her team are very much interested in making developers more productive. That's her job. And so we get together because sometimes security can definitely be seen as a blocker. You know, funnily enough, I actually had a Slack that I had to respond to three seconds before I come on here. And it was like, help, we need some help getting this application through procurement, because blah, blah, blah. And it's weird the kind of change, the shift in mindset. Whereas before they might have gone to procurement or HR or someone to ask for this. Now they're coming to the CSO. 'Cause they know if I say yes, it'll go through. >> Talk about social engineering. >> Exactly. >> You were talking about - >> But turn it around though. If I say no, you know, I don't like to say no. I prefer to be the CSO that says yes, but. And so that's what we've done. We've definitely got that culture of ask, we'll tell you the risks, and then you can go away and be innovative and do what you need to do. And we basically do the same with our customers. Here's what you can do. Our application is secure out of the box. Here's how we can help you make it even more, you know, streamlined or bespoke to what you need. >> So mobile was a big inflection point, you know, I dunno, it seems like forever ago. >> 2007. >> 2007. Yeah, iPhone came out in 2007. >> You remember your first iPhone? >> Dave: Yeah. >> Yeah? Same. >> Yeah. It was pretty awesome, actually. >> Yeah, I do too. >> Yeah, I was on the train to Boston going up to see some friends at MIT on the consortium that I worked with. And I had, it was the wee one, 'member? But you thought it was massive. >> Oh, it felt - >> It felt big. And I remember I was sitting on the train to Boston it was like the Estella and there was these people, these two women sitting beside me. And they were all like glam, like you and unlike me. >> Dave: That's awesome. >> And they, you could see them like nudging each other. And I'm being like, I'm just sitting like this. >> You're chilling. >> Like please look at my phone, come on just look at it. Ask me about it. And eventually I'm like - >> You're baiting them. >> nonchalantly laid it on the table. And you know, I'm like, and they're like, is that an iPhone? And I'm like, yeah, you want to see it? >> I thought you'd never ask. >> I know. And I really played with it. And I showed them all the cool stuff, and they're like, oh we're going to buy iPhones. And so I should have probably worked for Apple, but I didn't. >> I was going to say, where was your referral kickback on that? Especially - >> It was a little like Tesla, right? When you first, we first saw Tesla, it was Ray Wong, you know, Ray? From Pasadena? >> It really was a moment and going from the Blackberry keyboard to that - >> He's like want to see my car? And I'm like oh yeah sure, what's the big deal? >> Yeah, then you see it and you're like, ooh. >> Yeah, that really was such a pivotal moment. >> Anyway, so we lost a track, 2007. >> Yeah, what were we talking about? 2007 mobile. >> Mobile. >> Key inflection point, is where you got us here. Thank you. >> I gotchu Dave, I gotchu. >> Bring us back here. My mind needs help right now. Day four. Okay, so - >> We're all getting here on day four, we're - >> I'm socially engineering you to end this, so I can go to bed and die quietly. That's what me and Mary are, we're counting down the minutes. >> Holy. >> That's so sick. >> You're breaking my heart right now. I love it. I'm with you, sis, I'm with you. >> So I dunno where I was, really where I was going with this, but, okay, there's - >> 2007. Three things happened. >> Another inflection point. Okay yeah, tell us what happened. But no, tell us that, but then - >> AWS, clones, 2006. >> Well 2006, 2007. Right, okay. >> 2007, the iPhone, the world blew up. So you've already got this platform ready to take all this data. >> Dave: Right. >> You've got this little slab of gorgeousness called the iPhone, ready to give you all that data. And then MongoDB pops up, it's like, woo-hoo. But what we could offer was, I mean back then was awesome, but it was, we knew that we would have to iterate and grow and grow and grow. So that was kind of the three things that came together in 2007. >> Yeah, and then Cloud came in big time, and now you've got this platform. So what's the next inflection point do you think? >> Oh... >> Good question, Dave. >> Don't even ask me that. >> I mean, is it Edge? Is it IOT? Is there another disruptor out there? >> I think it's going to be artificial intelligence. >> Dave: Is it AI? >> I mean I don't know enough about it to talk about it, to any level, so don't ask me any questions about it. >> This is like one of those ignorance is bliss moments. It feels right. >> Yeah. >> Well, does it scare you, from a security perspective? Or? >> Great question, Dave. >> Yeah, it scares me more from a humanity standpoint. Like - >> More than social scared you? 'Cause social was so benign when it started. >> Oh it was - >> You're like, oh - I remember, >> It was like a yearbook. I was on the Estella and we were - >> Shout out to Amtrak there. >> I was with, we were starting basically a wikibond, it was an open source. >> Yeah, yeah. >> Kind of, you know, technology community. And we saw these and we were like enamored of Facebook. And there were these two young kids on the train, and we were at 'em, we were picking the brain. Do you like Facebook? "I love Facebook." They're like "oh, Facebook's unbelievable." Now, kids today, "I hate Facebook," right? So, but social at the beginning it was kind of, like I say, benign and now everybody's like - >> Savannah: We didn't know what we were getting into. >> Right. >> I know. >> Exactly. >> Can you imagine if you could have seen into the future 20 years ago? Well first of all, we'd have all bought Facebook and Apple stock. >> Savannah: Right. >> And Tesla stock. But apart from, but yeah apart from that. >> Okay, so what about Quantum? Does that scare you at all? >> I think the only thing that scares me about Quantum is we have all this security in place today. And I'm not an expert in Quantum, but we have all this security in place that's securing what we have today. And my worry is, in 10 years, is it still going to be secure? 'Cause we're still going to be using that data in some way, shape, or form. And my question is to the quantum geniuses out there, what do we do in 10 years like to retrofit the stuff? >> Dave: Like a Y2K moment? >> Kind of. Although I think Y2K is coming in 2038, isn't it? When the Linux date flips. I'll be off the grid by then, I'll be living in Scotland. >> Somebody else's problem. >> Somebody else's problem. I'll be with the sheep in Glasgow, in Scotland. >> Y2K was a boondoggle for tech, right? >> What a farce. I mean, that whole - >> I worked in the power industry in Y2K. That was a nightmare. >> Dave: Oh I bet. >> Savannah: Oh my God. >> Yeah, 'cause we just assumed that the world was going to stop and there been no power, and we had nuclear power plants. And it's like holy moly. Yeah. >> More than moly. >> I was going to say, you did a good job holding that other word in. >> I think I was going to, in case my mom hears this. >> I grew up near Diablo Canyon in, in California. So you were, I mean we were legitimately worried that that exactly was going to happen. And what about the waste? And yeah it was chaos. We've covered a lot. >> Well, what does worry you? Like, it is culture? Is it - >> Why are you trying to freak her out? >> No, no, because it's a CSO, trying to get inside the CSO's head. >> You don't think I have enough to worry about? You want to keep piling on? >> Well if it's not Quantum, you know? Maybe it's spiders or like - >> Oh but I like spiders, well spiders are okay. I don't like bridges, that's my biggest fear. Bridges. >> Seriously? >> And I had to drive over the Tappan Zee bridge, which is one of the longest, for 17 years, every day, twice. The last time I drove over it, I was crying my heart out, and happy as anything. >> Stay out of Oakland. >> I've never driven over it since. Stay out of where? >> Stay out of Oakland. >> I'm staying out of anywhere that's got lots of water. 'Cause it'll have bridges. >> Savannah: Well it's good we're here in the desert. >> Exactly. So what scares me? Bridges, there you go. >> Yeah, right. What? >> Well wait a minute. So if I'm bridging technology, is that the scary stuff? >> Oh God, that was not - >> Was it really bad? >> It was really bad. >> Wow. Wow, the puns. >> There's a lot of seems in those bridges. >> It is lit on theCUBE A floor, we are all struggling. I'm curious because I've seen, your team is all over the place here on the show, of course. Your booth has been packed the whole time. >> Lena: Yes. >> The fingerprint. Talk to me about your shirt. >> So, this was designed by my team in house. It is the most wanted swag in the company, because only my security people wear it. So, we make it like, yeah, you could maybe have one, if this turns out well. >> I feel like we're on the right track. >> Dave: If it turns out well. >> Yeah, I just love it. It's so, it's just brilliant. I mean, it's the leaf, it's a fingerprint. It's just brilliant. >> That's why I wanted to call it out. You know, you see a lot of shirts, a lot of swag shirts. Some are really unfortunately sad, or not funny, >> They are. >> or they're just trying too hard. Now there's like, with this one, I thought oh I bet that's clever. >> Lena: It is very cool. Yes, I love it. >> I saw a good one yesterday. >> Yeah? >> We fix shit, 'member? >> Oh yeah, yeah. >> That was pretty good. >> I like when they're >> That's a pretty good one. >> just straightforward, like that, yeah yeah. >> But the only thing with this is when you're say in front of a green screen, you look as though you've got no tummy. >> A portal through your body. >> And so, when we did our first - >> That's a really good point, actually. >> Yeah, it's like the black hole to nothingless. And I'm like wow, that's my soul. >> I was just going to say, I don't want to see my soul like that. I don't want to know. >> But we had to do like, it was just when the pandemic first started, so we had to do our big presentation live announcement from home. And so they shipped us all this camera equipment for home and thank God my partner knows how that works, so he set it all up. And then he had me test with a green screen, and he's like, you have no tummy. I'm like, what the hell are you talking about? He's like, come and see. It's like this, I dunno what it was. So I had to actually go upstairs and felt tip with a magic marker and make it black. >> Wow. >> So that was why I did for two hours on a Friday, yeah. >> Couldn't think of another alternative, huh? >> Well no, 'cause I'm myopic when it comes to marketing and I knew I had to keep the tshirt on, and I just did that. >> Yeah. >> In hindsight, yes I could have worn an "I Fix Shit" tshirt, but I don't think my husband would've been very happy. I secure shit? >> There you go, yeah. >> There you go. >> Over to you, Savannah. >> I was going to say, I got acquainted, I don't know if I can say this, but I'm going to say it 'cause we're here right now. I got acquainted with theCUBE, wearing a shirt that said "Unfuck Kubernetes," 'cause it was a marketing campaign that I was running for one of my clients at Kim Con last year. >> That's so good. >> Yeah, so - >> Oh my God. I'll give you one of these if you get me one of those. >> I can, we can do a swapskee. We can absolutely. >> We need a few edits on this film, on the file. >> Lena: Okay, this is nothing - >> We're fallin' off the wheel. Okay, on that note, I'm going to bring us to our challenge that we discussed, before we got started on this really diverse discussion that we have had in the last 15 minutes. We've covered everything from felt tip markers to nuclear power plants. >> To the darkness of my soul. >> To the darkness of all of our souls. >> All of our souls, yes. >> Which is perhaps a little too accurate, especially at this stage in the conference. You've obviously seen a lot Lena, and you've been rockin' it, I know John was in your suite up here, at at at the Venetian. What's your 30 second hot take? Most important story, coming out of the show or for you all at Mongo this year? >> Genuinely, it was when I learned that two-thirds of the customers that had been mentioned, here, are MongoDB customers. And that just exploded in my head. 'Cause now I'm thinking of all the numbers and the metrics and how we can use that. And I just think it's amazing, so. >> Yeah, congratulations on that. That's awesome. >> Yeah, I thought it was amazing. >> And it makes sense actually, 'cause Mongo so easy to use. We were talking about Tengen. >> We knew you when, I feel that's our like, we - >> Yeah, but it's true. And so, Mongo was just really easy to use. And people are like, ah, it doesn't scale. It's like, turns out it actually does scale. >> Lena: Turns out, it scales pretty well. >> Well Lena, without question, this is my favorite conversation of the show so far. >> Thank you. >> Thank you so much for joining us. >> Thank you very much for having me. >> Dave: Great to see you. >> It's always a pleasure. >> Dave: Thanks Lena. >> Thank you. >> And thank you all, tuning in live, for tolerating wherever we take these conversations. >> Dave: Whatever that was. >> I bet you weren't ready for this one, folks. We're at AWS re:Invent in Las Vegas, Nevada. With Dave Vellante, I'm Savannah Peterson. You're washing theCUBE, the leader for high tech coverage.

>>Hey everyone. Welcome back to Chicago. Lisa Martin here with John Furrier. We're live with the Cube at Ansible Fest 2022. This is not only Ansible's 10th anniversary, John Wood. It's the first in-person event in three years. About 14 to 1500 people here talking about the evolution of automation, really the democratization opportunities. Ansible >>Is money, and this segment's gonna be great. Cub alumni are back, and we're gonna get an industry perspective on the automation journey. So it should be great. >>It will be great. We've got two alumni back for the price of wine. Scott Canine joins us, Director of Worldwide Automation at Kendra. A Nelson Shoe is back as well. Product marketing director at Red Hat. Guys, great to have you back on the, on the live cube. >>Oh, thank you for having us. And, and you know, it's really great to be back here live and in person and, and, you know, get a chance to see you guys again. >>Well, and also you get, you get such a sense of the actual Ansible community here. Yeah. And, and only a fraction of them that are here, but people are ready to be back. They're ready to collaborate in person. And I always can imagine the amount of innovation that happens at these events, just like off the show floor, people bumping into each other and go, Hey, I had this idea. What do you think, Scott? It's been just about a, a year since Kenel was formed. Talk to us about the last close to a year and what that's been like. Especially as the world has been so, chops >>The world been Yeah, exactly. Topsy turvy. People getting back to working in person and, and everything else. But, you know, you know, throw on that what we've done in the last year, taking Kendra, you know, outside of being a part of ibm Right. In our own company at this point, you know, and you know, you hear a lot of our executives and a lot of our people when we talk about it, like, Oh yeah, it's, you know, it's a $19 billion startup. We got freedom of action. We can do all these different things. But, you know, one of the ways I look at it is we are a $19 billion startup, which means we've got a lot of companies out there that are trusting us to, no matter what change we're doing, continue to deliver their operations, do it flawlessly, do it in a way so they can continue to, to service their clients effectively and, and don't break 'em. And, and so that to me, you know, the way we do that and the way I focusing on that is automation Ansible, obviously corridor strategy, getting there. >>Yeah. And I'd like to get your thoughts too, because we seeing a trend, we've been reporting on this with the cloud growth and the scale of cloud and distributed computing going cloud native, the automation is the front and piece center of all conversations. Automate this, make developers go faster. And with the pandemic, we're coming out of that pandemic. You post pandemic with large scale automation, system architecture, a lot more like architectural conversations and customers leaning on new things. Yeah. What are you seeing in this automation framework that you guys are talking about? What's been the hot playbook or recipe or, or architecture to, you know, play on words there, but I mean, this is kind of the, the key focus. >>Yeah. I mean, if you, one of the things that I com customer comp talks, I've been pulled into a lot recently, have all been around thinking about security, right? A lot in terms of security and compli, I think, I mean, think about the world environment as a whole, right here, everything that's been going on. So, so people are, are conscious of how much energy that's being used in their data centers, right? And people are conscious of how secure they are, right? Are they, you know, the, their end customers are trusting them with data information about them, right? And, and they're trusting us to make sure that those systems are secure to make sure that, you know, all that is taken care of in the right way. And so, you know that what's hot security and compliance, right? What can we do in the energy space, right? Can we do things to, to help clients understand better their energy consumption as, as, you know, especially as we get now in Europe to the winter months, can we do things there that'll help them also be better in that space, Right? Reduce their >>Costs and a lot more cloud rails obviously right there. You got closer and you got now Ansible, they're kind of there to help the customers put it together at scale. This has been the big conversation last year, remember was automate, automate, automate, right? This year it's automation everywhere, in every piece of the, the landscape edge. It's been big discussion tomorrow here about event driven stuff. This is kind of a change of focus and scope. Can you like, share your thoughts on how you see how big this is in terms of the, the, the customer journey >>In terms, I'm sorry, in terms of, >>In terms of their architecture, how they're rolling out automation, >>What's their Yeah, yeah. So, so in terms of their rolling out arch, arch in terms of them consuming architecture, right? And the architecture or consuming automation. Yeah. And rolling out the architecture for how they do that. You know, again, it, to me it's, it's a lot of, it's been focused around how do we do this in the most secure manner possible? How do we deliver the service to them and the most secure managers possible? How do they understand that it, that they can trust the automation and it's doing the right things on their environments, right? So it's not, you know, we're not pushing out or, or you know, it's not making bad policies >>And they're leaning on you guys. >>It's, it's not being putting malware out there, right? At the same time we're doing different things. And so they really rely on, on our customers, rely on us to really help them with that journey. >>I think a, a big part of that with Kendra as such a great partner and so many customers trusting them, is the fact that they really understand that enterprise. And so as, as Scott talks about the security aspect, we're not just talking to the IT operations people, right? We're talking across the enterprise, the security, the infrastructure, and the automation around that. So when we talk about hybrid cloud, we talk about network and security edge is a natural conversation to that, cuz absolutely at the edge network and security automation is critical. Otherwise, how are you gonna manage just the size of your edge as it grows? >>Yeah. And, and we've been, and that's another area that we've been having a a lot more conversations with clients on, is how do you do automation for IOT and edge based devices, right? We, you know, traditionally data center cloud, right? Kind of the core pieces of where we've been focusing on, but I, you know, recently I've been seeing a lot more opportunities and a lot more companies coming forward saying, you know, help us with the network space, help us with the iot space. We really wanna start getting to that level of automation and that part of our environments. And what >>Are some of the key barriers that customers are coming to you with saying, help us overcome these so that they can, you're smiling so that they can, can obviously attract and retain the right talent and also be able to determine what processes to automate to extract the most value and the most ROI for the organization. >>Yeah. And, and, and you know, that's, that's an interesting, the ROI conversation's always an interesting one, right? Because when you start having that with customers, some of the first things they think about, or the first, the natural place people go is, >>Oh, >>Labor takeout. I can do this with less people. Right? But that's not the end all be all of automation. In fact, you know, my personal view is that's, you know, maybe the, the the bottom 30%, right? That's kind of, then you have to think about the value you get above and beyond that standard operations, standardized processes, right? How are you gonna able to do those faster? How's that enabling your business, right? What's all the risks that's now been taken out by having these changes codified, right? By having them done in a manner that is repeatable, scalable, and, and, and really gets them to the point of, you know, what their business needs from an operational standpoint and >>Extracting that value. Nelson, talk about the automation journey from your perspective, How have you seen that evolve from your lens, especially over the last couple of years? >>It's a great question. You know, it's interesting because obviously all of our customers are at different stages of their automation journey. We have someone that just beginning looking at automation, they've been doing old scripts, if you will, the past. And then we have more that are embracing it, right? As a culture. So we have customers that are building cultures of automation, right? They have standups, they have automation guilds. It's, it's kind of a little bit of a, of a click. It's kind of, you know, building up steam in that momentum. And then we have, you know, the clients that Kindra works with, right? And they're very much focused on automation because they understand that they have a lack of resources, they don't have the expertise, they don't have the time to be able to deliver all this. Yeah. And that's really, Kendra really comes into effect to really help those customers accelerate their automation. Yeah. Right. And to that point, you know, we're doing a lot of innovation work with Kendra and we lean on them heavily because, you know, they're willing to make that commitment as a partner both on the, the, the day to day work that we do together as well as Ford looking at different architectures. >>Yeah. And, and the community aspect from our side internally has been tremendous in terms of us being able to expand what we'll be doing with automation and, and what a's been able to do with that community to get there. Right? Yeah. So to last month we did about 33 million day one, day two operations through automation, right? So that's what we've done. If you look at it, you know, if I break it down, it's really 80% of that standard global process stuff that we bring to the table. 20% of that is what our, our account teams are bringing specifically to their clients based on their needs and what they need to get done. Right. You know, one of my favorite examples of of, of this, right? We have a automation example out there for a, a client we've got in Japan, right? They tie, you know, they're, they're obviously concerned, you know, security a everything else that we've been talking about. >>They're also concerned about resiliency, right? In the face of natural disasters. Yeah. So they took our automation, they said, Okay, we're gonna tie your platform to seismic data that's coming through, and we understand what seismic data's happening. Okay, it's hitting a certain event. Let's automatically start kicking off resiliency operations so we can be prepared and thus keeps serving our clients when that's happening. Right? And that's not something like when you talk about a global team coming in and, and saying, we're gonna do all this. It's that community aspect, getting, getting the account focus, getting to that level, right? That's really brings value to clients. And that's one of the use cases, you know, and aaps enabled us to do with the a the community approach. We've got >>Now talk about this partnership. I think earlier when we were talking to Stephanie and Tom, the bottoms up Ansible community with top down kind of business objectives kind of come into play. You guys have a partnership where it's, there's some game changing things happening because Ansible's growing, continuing to have that scope grow from a skill set standpoint, expand the horizons, doing more automation at scale, and then you got business objectives where people wanna move faster in their, in their digital transformation. So to me, it's interesting that this part kind of hits both. >>It does really hit both. I mean, you know, the community cloud that Kendra has is so critical, right? Because they build that c i CF architecture internally, but they follow that community mantra, if you will. And community is so important to us, right? And that's really where we find innovation. So together with what we were call discussing about validated content earlier today becomes critical to build that content to really help people get started, Right? Validated content, content they can depend on and deliver, right? So that becomes critical on the other side, as you mentioned, is the reality of how do we get this done? Yeah. Right? How do we mature, how do we accelerate? And without the ability to drive those solutions to them to fix, if you are the problems that the line of business has. Well, if you don't answer those questions with the innovation, with the community, and then with the ap, it's, it, it does, it's gotta all come >>Together as, I mean, that community framework is interesting. I think we hear a lot in the cube, you know, Hey, let's do this. Sounds good. Who's gonna do it? Someone who's the operator. So there's a little skills gap going on. It's also a transformation in the roles of the operators in particular, and the dev, So the DevOps equation's completely going to the next level, right? And this is where people wanna move faster. So you're seeing a lot more managed services, a lot more Yes. Services that's, I won't say so much top down, but more like, let's do it and here's a play to get it done, right? Then backfill on the hiring, whether it's taking on a little bit of technical debt or going a little faster to get the proof points, >>Right? And I think one of the critical aspects is, you know, Ansible has it certified collections, right? And oftentimes we, we don't, I don't, I meet with customers two, three times a week, right? There's not a single one that doesn't emphasize the importance of partners and the importance of certified collections, Right? And kindra is included in that, right? Because they bring a lot of those certified collections. Use them, leverage them, it's helps customers get a jumpstarter, right? It's a few, it's their easy button, right? But they only get that and they value that because of the support that's there. >>Yeah. Right? They get the with >>The cert. Yeah. I was gonna say, just adding on the certified collections, right? We, so, you know, it was, it was great to see the hub come out with those capabilities because, you know, as we've gone through the last 12 months and, and change, one of the things that we focused more in on is network devices, network support, right? And, and so, you know, some of the certified collections out there for Cisco for F five, right? Some of those things we've been able to take back in and now build on top of with the expertise that we, we have in that space as well. And then use that as a starting point to more value for our clients. >>How is Kentrell working together with, with Red Hat and with Ansible to help organizations like you mentioned Nelson, they're on the journey varies considerably. Some are well on their way, others aren't. But for those to really start developing an automation, first culture, we talked a lot about cultural ship, we talked about it this morning. You can feel the power of that community and driving it, but how do you guys work together to help companies and any industry kind of really start understanding what an automation first culture is and then building it internally and getting some grounds? Well, >>Well, it's interesting, right? One of the, one of the things that really is we found really helpful is assessments, right? So you have silos and pockets of automation, and that's that challenge, right? So to be able to bring that, if you are automation community within an enterprise together, we often go out and we'll do an assessment, right? An automation assessment to really understand holistically how the enterprise could leverage automation not just in the pockets, but to bring it together. And when they bring that automation together, they can share, playbooks can share their experiences, right? And with Kindra and the multiple and the practices they have, right? They really bring that home from an industry perspective. They also bring that home, if you will, from a technology perspective. And they bring that together. So, you know, Kindra in that respect is the glue for our customer success. >>What's news? What's the next big thing that you guys see? Because if this continues down the road, this path, people are gonna get, the winds gonna get the successes. The new beachhead, if you will, is established. You got the edge around the corner. What's next for you guys in the partnership? How do you see it developing? >>No, we're looking at >>No, it's all good. So really, you know, I, I mentioned it earlier and, and the jour the automation journey paralleled by innovation, right? Customers today are automating, they're doing a great job. There's multiple tools out there. We understand we're not gonna be the only tool in the shed, but Ansible can come in and integrate that entire environment. And in a hybrid cloud environment, you want that there, right? I think what next is obviously the hybrid cloud is critical. The edge is critical, right? And I think that, you know, the needs and the requirements that Kindra hears that we have is kind of that future. And, you know, we, we often, often in, in Red Hat, we talk about a north star, right? And when I work with partners, ikin, do we talk about the North Star, where we want to get to? And that is the acceleration of automation. And I think both by the practical aspect of working with our customers and the innovation as partners, as business partners, technology partners will help accelerate >>That. Yeah. Scott, your perspective to bridge to the future is obviously hybrid and edge, how you bringing your customers along? >>Yes. So, so we see, you know, when we talk about my, when I talk about my automation strategy, our automated strategy, right? It's about being automated, orchestrated and intelligent, right? Kind of those, those three layers of the stack. We've been building out a lot of work, what we call our integrated AIOps layer for actionable insights, right? We've got a, you know, a goal to integrate that and, and we have integrated into our automation service for how we're delivering the whole package to our clients so they can better see opportunities for automation. What's the best way to go about it? You know, what are the, what are some of the, the issues they have, vulnerabilities they have in their environment and really bringing it to them in, in a real holistic manner. In fact, we internally, we call it our F five steering wheel, right? Based on the, the race thing, right? >>Because you think about the, the racing cars, f fives know they're right there, right? They got everything they need in front of 'em. Yeah. So our goal is been to, to include that into our automation view and service and build that out, right? So that's one way we're doing it. The additional way is, is through some announcements you probably heard, hopefully heard the last couple weeks through something called Kendra Bridge, right? Kendra Bridge is more the digitization of, of the way we deliver services for our clients to make it easier for them to consume and, and to, to make the barrier to entry for things like getting automation, getting it more in their environment, right? Lower as much as possible, right? So really integrated AIOps kind bridge. Those are really the two ways we see it as, as going forward. >>It's interesting, you know, we live through a lot of these different inflection points in the industry. Every time there's a big inflection point, there's more complexity that needs to be tamed, you know? And so you got innovation. If you got innovation coming and you got the clients wanna simplify and tame the complexity, this is a big part of what you guys do. >>Absolutely. Yeah. I mean, how do we, you know, most, when the clients come to us, right? Like I said, one, it's about trust. They trust us to do it because we can make it easy for them to not have to worry about that, right? Yeah. They don't have to worry about what it takes to secure the environment, manage it, run it, design it, build it for the, the cloud. We give 'em the ability, we give them the ability to focus on their core business while we do the stuff that's important to them, which >>Is absolutely critical that you, you can't emphasize trust in this relationship enough. I wish we had more time, guys, you're gonna have to come back. I think that's basically what this is boil down to. But thanks so much guys for talking with John and me about how Kendra and and Ansible are working together, really enabling your customers to, to unlock the value of automation across their organization and really make some big business changes. We appreciate your insights and your time. Fantastic. Thank you. Happy to do it and happy to do it any time. All right. Our pleasure. Thank you so much for our guests and John Furrier. I'm Lisa Martin. You're watching The Cube Live from Chicago. This is day one of our coverage of Ansible Fest 22. Don't go anywhere. Our next guest joins us in just a minute.

>>Hello, everyone. Welcome to this cube conversation. I'm here in Palo Alto, California. I'm John furrier, host of the cube, and we have a great guest here. Barack Shuster. Who's in Tel-Aviv senior director of chief architect at bridge crew, a part of Palo Alto networks. He was formerly the co-founder of the company, then sold to Palo Alto networks Brock. Thanks for coming on this cube conversation. >>Thanks John. Great to be here. >>So one of the things I love about open source, and you're seeing a lot more of the trend now that talking about, you know, people doing incubators all over the world, having open source and having a builder, people who are starting companies, it's coming more and more, you you're one of them. And you've been part of this security open source cloud infrastructure infrastructure as code going back a while, and you guys had a lot of success. Now, open source infrastructure as code has moved up to the stack, certainly lot going down at the network layer, but developers just want to build security from day one, right? They don't want to have to get into the, the, the waiting game of slowing down their pipelining of code in the CIC D they want to move faster. And this has been one of the core conversations this year is how to make developers more productive and not just a cliche, but actually more productive and not have to wait to implement cloud native. Right. So you're in the middle of it. And you've got you're in, tell us, tell us what you guys are dealing with that, >>Right? Yeah. So I hear these needles working fast, having a large velocity of releases from many of my friends, the SRAs, the DevOps, and the security practitioners in different companies. And the thing that we asked ourselves three years ago was how can we simplify the process and make the security teams an enabler instead of a gatekeeper that blocks the releases? And the thing that we've done, then we understood that we should do is not only doing runtime scanning of the cloud infrastructure and the cloud native clusters, but also shift left the findings and fixings the remediation of security issues to the level of the code. So we started doing infrastructure is good. We Terraform Kubernetes manifests cloud formation, server less, and the list goes on and we created an open source product around it, named checkup, which has an amazing community of hundreds of contributors. Not all of them are Palo Alto employees. Most of them are community users from various companies. And we tried to and succeeded to the democratic side is the creation of policy as code the ability to inspect your infrastructure as code and tell you, Hey, this is the best practice that you should use consider using it before applying a misconfigured S3 bucket into production, or before applying a misconfigured Kubernetes cluster into your production or dev environment. And the goal, >>The goal, >>The goal is to do that from the ID from the moment that you write code and also to inspect your configuration in CGI and CD and in runtime. And also understand that if there is any drift out there and the ability to fix that in the source code, in the blueprint itself. >>So what I hear you saying is really two problems you're solving. One is the organizational policies around how things were done in a environment before all the old way. You know, the security teams do a review, you send a ticket, things are waiting, stop, wait, hurry up and wait kind of thing. And then there's the technical piece of it, right? Is that there's two pieces to that. >>Yeah, I think that one thing is the change of the methodologies. We understood that we should just work differently than what we used to do. Tickets are slow. They have priorities. You have a bottleneck, which is a small team of security practitioners. And honestly, a lot of the work is repetitive and can be democratized into the engineering teams. They should be able to understand, Hey, I wrote the code piece that provision this instance, I am the most suitable person as a developer to fix that piece of code and reapply it to the runtime environment. >>And then it also sets the table for our automation. It sets the table for policies, things that make things more efficient scaling. Cause you mentioned SRS are a big part of this to dev ops and SRE. Those, those folks are, are trying to move as fast as possible at scale, huge scale challenge. How does that impact the scale piece become into here? >>So both themes Esri's and security teams are about a link to deploying application, but new application releases into the production environment. And the thing that you can do is you can inspect all kinds of best practices, not only security, best practices, but also make sure that you have provision concurrencies on your serverless functions or the amount of auto-scaling groups is what you expect it to be. And you can scan all of those things in the level of your code before applying it to production. >>That's awesome. So good, good benefits scales a security team. It sounds like too as well. You could get that policy out there. So great stuff. I want to really quickly ask you about the event. You're hosting code two cloud summit. What are we going to see there? I'm going to host a panel. Of course, I'm looking forward to that as well. You get a lot of experts coming in there. Why are you having this event and what topics will be covered? >>So we wanted to talk on all of the shifts, left movement and all of the changes that have happened in the cloud security market since inception till today. And we brought in great people and great practitioners from both the dev ops side, the chaos engineering and the security practitioners, and everybody are having their opinion on what's the current status state, how things should be implemented in a mature environment and what the future might hold for the code and cloud security markets. The thing that we're going to focus on is all of the supply chain from securing the CCD itself, making sure your actions are not vulnerable to a shut injection or making sure your version control system are configured correctly with single sign-on MFA and having branch protection rules, but also open source security like SCA software composition analysis infrastructure as code security. Obviously Ron thinks security drifts and Kubernetes security. So we're going to talk on all of those different aspects and how each and every team is mitigating. The different risks that come with. >>You know, one of the things that you bring up when you hear you talking is that's the range of, of infrastructure as code. How has infrastructure as code changed? Cause you're, you know, there's dev ops and SRS now application developers, you still have to have programmable infrastructure. I mean, if infrastructure code is real realize up and down the stack, all aspects need to be programmable, which means you got to have the data, you got to have the ability to automate. How would you summarize kind of the state of infrastructure as code? >>So a few years ago, we started with physical servers where you carried the infrastructure on our back. I, I mounted them on the rack myself a few years ago and connected all of the different cables then came the revolution of BMS. We didn't do that anymore. We had one beefy appliance and we had 60 virtual servers running on one appliance. So we didn't have to carry new servers every time into the data center then came the cloud and made everything API first. And they bill and enabled us to write the best scripts to provision those resources. But it was not enough because he wanted to have a reproducible environment. The is written either in declarative language like Terraform or CloudFormation or imperative like CDK or polluted, but having a consistent way to deploy your application to multiple environments. And the stage after that is having some kind of a service catalog that will allow application developer to get the new releases up and running. >>And the way that it has evolved mass adoption of infrastructure as code is already happening. But that introduces the ability for velocity in deployment, but also new kinds of risks that we haven't thought about before as security practitioners, for example, you should vet all of the open source Terraform modules that you're using because you might have a leakage. Our form has a lot of access to secrets in your environment. And the state really contains sensitive objects like passwords. The other thing that has changed is we today we rely a lot on cloud infrastructure and on the past year we've seen the law for shell attack, for example, and also cloud providers have disclosed that they were vulnerable to log for shell attack. So we understand today that when we talk about cloud security, it's not only about the infrastructure itself, but it's also about is the infrastructure that we're using is using an open source package that is vulnerable. Are we using an open source package that is vulnerable, is our development pipeline is configured and the list goes on. So it's really a new approach of analyzing the entire software bill of material also called Asbell and understanding the different risks there. >>You know, I think this is a really great point and great insight because new opera, new solutions for new problems are new opportunities, right? So open source growth has been phenomenal. And you mentioned some of those Terraform and one of the projects and you started one checkoff, they're all good, but there's some holes in there and it's open source, it's free, everyone's building on it. So, you know, you have, and that's what it's for. And I think now is open source goes to the next level again, another generational inflection point it's it's, there's more contributors there's companies are involved. People are using it more. It becomes a really strong integration opportunity. So, so it's all free and it's how you use it. So this is a new kind of extension of how open source is used. And if you can factor in some of the things like, like threat vectors, you have to know the code. >>So there's no way to know it all. So you guys are scanning it doing things, but it's also huge system. It's not just one piece of code. You talking about cloud is becoming an operating system. It's a distributed computing environment, so whole new area of problem space to solve. So I love that. Love that piece. Where are you guys at on this now? How do you feel in terms of where you are in the progress bar of the solution? Because the supply chain is usually a hardware concept. People can relate to, but when you bring in software, how you source software is like sourcing a chip or, or a piece of hardware, you got to watch where it came from and you gotta track track that. So, or scan it and validate it, right? So these are new, new things. Where are we with? >>So you're, you're you're right. We have a lot of moving parts. And really the supply chain terms of came from the automobile industry. You have a car, you have an engine engine might be created by a different vendor. You have the wheels, they might be created by a different vendor. So when you buy your next Chevy or Ford, you might have a wheels from continental or other than the first. And actually software is very similar. When we build software, we host it on a cloud provider like AWS, GCP, Azure, not on our own infrastructure anymore. And when we're building software, we're using open-source packages that are maintained in the other half of the war. And we don't always know in person, the people who've created that piece. And we do not have a vetting process, even a human vetting process on these, everything that we've created was really made by us or by a trusted source. >>And this is where we come in. We help you empower you, the engineer, we tools to analyze all of the dependency tree of your software, bill of materials. We will scan your infrastructure code, your application packages that you're using from package managers like NPM or PI. And we scan those open source dependencies. We would verify that your CIC is secure. Your version control system is secure. And the thing that we will always focus on is making a fixed accessible to you. So let's say that you're using a misconfigured backup. We have a bot that will fix the code for you. And let's say that you have a, a vulnerable open-source package and it was fixed in a later version. We will bump the version for you to make your code secure. And we will also have the same process on your run time environment. So we will understand that your environment is secure from code to cloud, or if there are any three out there that your engineering team should look at, >>That's a great service. And I think this is cutting edge from a technology perspective. What's what are some of the new cloud native technologies that you see in emerging fast, that's getting traction and ultimately having a product market fit in, in this area because I've seen Cooper. And you mentioned Kubernetes, that's one of the areas that have a lot more work to do or being worked on now that customers are paying attention to. >>Yeah, so definitely Kubernetes is, has started in growth companies and now it's existing every fortune 100 companies. So you can find anything, every large growler scale organization and also serverless functions are, are getting into a higher adoption rate. I think that the thing that we seeing the most massive adoption off is actually infrastructure as code during COVID. A lot of organization went through a digital transformation and in that process, they have started to work remotely and have agreed on migrating to a new infrastructure, not the data center, but the cloud provider. So at other teams that were not experienced with those clouds are now getting familiar with it and getting exposed to new capabilities. And with that also new risks. >>Well, great stuff. Great to chat with you. I want to ask you while you're here, you mentioned depth infrastructure as code for the folks that get it right. There's some significant benefits. We don't get it. Right. We know what that looks like. What are some of the benefits that can you share personally, or for the folks watching out there, if you get it for sure. Cause code, right? What does the future look like? What does success look like? What's that path look like when you get it right versus not doing it or getting it wrong? >>I think that every engineer dream is wanting to be impactful, to work fast and learn new things and not to get a PagerDuty on a Friday night. So if you get infrastructure ride, you have a process where everything is declarative and is peer reviewed both by you and automated frameworks like bridge and checkoff. And also you have the ability to understand that, Hey, once I re I read it once, and from that point forward, it's reproducible and it also have a status. So only changes will be applied and it will enable myself and my team to work faster and collaborate in a better way on the cloud infrastructure. Let's say that you'd done doing infrastructure as code. You have one resource change by one team member and another resource change by another team member. And the different dependencies between those resources are getting fragmented and broken. You cannot change your database without your application being aware of that. You cannot change your load Bonser without the obligation being aware of that. So infrastructure skullduggery enables you to do those changes in a, in a mature fashion that will foes Le less outages. >>Yeah. A lot of people getting PagerDuty's on Friday, Saturday, and Sunday, and on the old way, new way, new, you don't want to break up your Friday night after a nice dinner, either rock, do you know? Well, thanks for coming in all the way from Tel-Aviv really appreciate it. I wish you guys, everything the best over there in Delhi, we will see you at the event that's coming up. We're looking forward to the code to cloud summit and all the great insight you guys will have. Thanks for coming on and sharing the story. Looking forward to talking more with you Brock thanks for all the insight on security infrastructures code and all the cool things you're doing at bridge crew. >>Thank you, John. >>Okay. This is the cube conversation here at Palo Alto, California. I'm John furrier hosted the cube. Thanks for watching.

>>Welcome back to the cubes. Continuing coverage of AWS reinvent 2021 live from Las Vegas. I'm Lisa Martin. We have to set two live sets here with the cube two remote sets over 100 guests on the program for three and a half days talking about the next decade and cloud innovation. And I have two alumni back with me. Please. Welcome back, Mandy Dolly, while the CMO of Boomi and ed. Makowski the head of product at Boomi guys. It's so great to see you. Great to see you, Lisa, thank you in person zoom. Incredible. So in the time, since it's been, since I've seen you, booty is a verb. You, I can see your cheeks bursting. Yeah. Just >>Boom, yet go, boom. It go. Boom. Yet, >>Talk to me about what, what that means, because this is something that you discovered through customers during the pandemic. >>Absolutely. And really it's a Testament to the platform that's been built and the experience of 18,000 customers, a hundred thousand community members, anytime there's disparate data. And it needs to be connected in a way that's secure, reliable performance. And it just works that confidence and trust our customers are telling us that they just Boomi it. And so we figured it was a rally cry. And as a marketing team, it was handed to us. We didn't have to push a Boulder up hill. Our customers are, are just booming it. And so our rally cry to the market is take advantage of the experience of those that have come before you and go build what you need to. It works, >>Period. It works well as the chief marketing officer, there's probably nothing better, nothing better than the validating voice of the customer, right? That's the most honest that you're going to get, but having a customer create the verb for you, there's going to be nothing that prepares you for that. Nothing like it, but also how great does that make it when you're having conversations with prospective customers or even partners that there's that confidence and that trust that your 18,000 plus now customer's house right in >>Lummi right. And adding what? Eight a day. Yeah. Every day we're adding eight new customers. >>Thank you customers a day. The Boomi versus what? A hundred thousand strong now. Yes. >>In two years we built that. Is that right? Yes. >>Wow. Oh my goodness. During the >>Pandemic, the momentum is incredible. Yeah. It's >>Incredible. >>Then you're on your growth from a usage perspective. So yeah, we're skyrocketing >>Use the most need like, uh, you know, neck braces from whiplash going so fast. >>Oh, we're ready. >>Good. I know, I know you are. So talk to me about, you know, we've seen such change in the last 22 months, massive acceleration to the cloud digital transformation. We're now seeing every company has to be a data company to survive and actually to be competitive, to be a competitor. But one of the things that used to be okay back in the day was, you know, these, uh, experiences that weren't integrated, like when you went to well, like when I was back in college and I would go in and you would pay for this class and that cause everything was disconnected and we didn't know what we didn't know. Now the integrated experience is table stakes for any organization. And talk to me about when you're talking with customers, where are they like across industries and going, we don't have a choice. We've got to be able to connect these experiences for our customers, for our employees and to be a comparator. >>Okay. Yeah. I mean, it used to be about for us application data integration, that sort of thing. That's where we were born. But particularly through the pandemic, it's become integrated experiences and automation. It's not just about moving data between systems, that sort of thing. It's about connecting with your end users, your employees, your customers, et cetera, like you were saying, and automating and using intelligence to continue automating those things faster. Because if, if you're not moving faster in today's world, you're, you're in peril. So, >>And that was one of the themes that we were actually talking about this morning during our kickoff that you're hearing is every company is a data company. And if they're not, they're not going to be around much longer many. Talk to me when you're talking with customers who have to really reckon with that and go, how do we connect these experiences? Because if we can't do that, then we're not going to be around. >>Yeah. The answer lies in the problems, right? There are real-world problems that need to be solved. We have a customer just north of here, a, a university. And, um, as they were bringing students back to campus, right, you're trying to deliver a connected campus experience. Well, how do you handle contact tracing, right. For COVID-19 that's a real modern day problem. Right? And so there you're able to now connect disparate data sources to go deliver on a way, an automated way to be able to handle that and provide safety to your students. Table-stakes oh, it is right. Digital identity management again in a university set setting critical. Right? So these things are now a part of our fabric of the way we live. The consumerization of tech has hit B2B. It's merging. Yeah. >>And it's good. There's definitely silver linings that have come out of the last 22 months. And I'm sure there will be a few more as we go through Omicron and whatever Greek letter is next in the alphabet, but don't want to hear we are at reinvent so much. There's always so much news at reinvent. Here we are. First 10th, 10th reinvent. You can't believe 10th reinvent. AWS is 15 years old brand new leader. And of course, yesterday ad starts the flood of announcements yesterday, today. Talk to me about what it's like to be part of that powerful AWS ecosystem from a partner perspective and how, how influential is Boomi and its customers and the Boomi verse in the direction that AWS goes in because there's so customer obsessed like you guys are >>Well, it was really exciting for us because we're a customer and a partner of AWS, right? We, we run our infrastructure on AWS. So we get to take advantage of all the new announcements that they make and all the cool stuff they bring to the table. So we're really excited for that. But also as all these things come up and customers want to take advantage of them, if they're creating different data, sets, different data silos or opportunity for automation around the business, we're right there for our customers and partners to go take advantage of that and quickly get these things up and running as they get released by AWS. So it's all very exciting. And we look forward to all these different announcements. >>One of the things also that I felt in the last day and a half, since everything really kicked off yesterday was the customer flywheel. AWS always talks about, we work backwards from the customer forwards. And that is a resounding theme that I'm hearing throughout all of the partners that I've talked about. They have a massive ecosystem. Boomi has a massive ecosystem to working with those partners, but also ensuring that, you know, at the end of the day, we're here to help customers resolve problems, problems that are here today, problems that are going to be here tomorrow. How do you help customers deal with Mandy with, with some of the challenges of today, when they say Mandy help us future-proof or integrations what we're doing going forward, what does that mean to Boomi? Yeah, >>I think for us, the way we approach it is you start with Boomi with a connectivity kind of problem, right? We're able to take disparate data silos and be able to connect and be able to create this backbone of connectivity. Once you have that, you can go build these workflows and these user engagement mechanisms to automate these processes and scale, right? So that's 0.1, we have a company called health bridge financial, right? They're a health tech company, financial services company. They are working towards, they run on AWS. They, they have, uh, a very, um, uh, secure, compliant infrastructure requirement, especially around HIPAA because they're dealing with healthcare, right? And they have needs to be able to integrate quickly and not a big budget to start with. They grew very quickly and Lummi powered their, their AWS ecosystem. So as our workloads grew on RDS, as well as SQS as three, we were able to go in and perform these HIPAA compliant integrations for them. So they could go provide reimbursement on medical spending claims for their end customers. So not only did we give them user engagement and an outstanding customer experience, we were able to help them grow as a business and be able to leverage the AWS ecosystem. That's a win, win, win across the board for all of us. >>That's one plus one equals three, for sure. Yep. One of the things too, that's interesting is, you know, when we see the plethora of AWS services, like I mentioned a minute ago, there's always so many announcements, but there's so much choice for customers, right? When you're talking ed with customers, Boomi customers that are looking for AWS services, tell me about some of those conversations. Can we help guide them along that journey? >>I mean, we help them from an architectural standpoint, as far as what services they should choose from AWS to integrate their different data sources within the AWS ecosystem and maybe to others, um, we've helped our customers going back a little bit to, to the future-proofing over the time we've at our platform, we've connected with our customers over 180,000 different data sources, including AWS and others, that as we continue to grow, our customers never need to upgrade. We're a cloud model, ourselves running an AWS. So they just get to keep taking advantage of that. Their business grows and evolves. And as AWS grows and evolves for them, and they're modernizing their infrastructure bringing in, in AWS, we continue to stay on the forefront with keeping connectivity and automation and integration options. >>And that's a massive advantage for customers in any industry, especially, I know one of the first things I thought of when the pandemic first struck and we saw this, you know, the rise of the pharma companies working on vaccine was Madrona. Madonna's a Boomi customer. If they are talk to me about some of the things that you've helped them facilitate, because there was that obviously that time where everyone's scattered, nobody could get onsite having a cloud native solution. Must've been a huge advantage. Yeah. Well getting us all back here, really >>Exactly. First and foremost, getting more people on board into their business to help go find the race for the cure. And then being able to connect that data right. That they were generating and really find a solution. So we had an integral role to play in that. That's definitely a feather in our cap. We're really proud of that. Um, again, right. It's it's about speed and agility and the way we're architected, we're a low code platform. We're not developer heavy. You can log in and go and start building right away. What, what used to take months now takes weeks. If not days, if you use the Boomi platform, those brittle code integrations no longer need to be a part of your day to day. >>And that probably was a major instrument in the survival of a lot of businesses in the very beginning when it was chaotic, right? And it was pivot, pivot, pivot, pivot, pivot, that, that, you know, one of the things we learned during the pandemic is that there is access to real-time data. Real-time integrations. Isn't a nice to have anymore. It's required. It's fundamental for employee experiences, customer experiences in every industry >>And banking. We've had several banks who were able to stand up and start taking PPP loans. Uh, they used to do this in person. They were able to take them within literally some of our banks within four days had the whole process built into it. >>Wow. And so from a differentiation perspective, how have your customer conversations changed? Obviously go Boomi. It is now is something that you do, you have t-shirts yet, by the way, they're coming. And can I get one? Yes, absolutely. Excellent. But talk to me about how those customer conversations have changed is, is what Boomi enables organizations is this snow at the C-suite the board level going? We've got to make sure that these data sources are connected because they're only gonna keep proliferating. >>Yeah, I think it's coming, right. We're not quite there yet, but as we're starting to get this groundswell at the integration developer level at the enterprise architect level, I think the C-suite especially is realizing the value of the delivery of this integrated experience now, right? These data fueled experiences are the differentiators for new business models. So transformation is something that's required. Obviously you need to modernize. We heard about that in the keynotes here at the conference, but now it's the innovation layer and that's where we're squarely focused is once you're able to connect this data and be able to modernize your systems, how do you go build new business models with innovation? That's where the C-suites leaning in with >>Us. Got it. And that's the opportunity is to really unlock the value of all this data and identify new products, new services, new target markets, and really that innovation kicks the door wide open on a competitor if you're focused on really becoming a data company, I think. Yeah, exactly. Yeah. What are some of the things that, that you're looking forward to as we, as we wrap up 2021 and let's cross our fingers, we're going into a much better 20, 22. What question for both of you and we'll start with you, what's next for Boomi? >>So we just recently laid out our hyper automation vision, right. And what hyper automation is, is adding intelligence, artificial intelligence, and machine learning to your automation to make you go faster and faster and help you with decisions that you may have been making over and over as an example, or any workflows you do as an employee. So there is this convergence of RPA and iPads that's happening in the market. And we're on the forefront of that around robotic process automation. And then bringing that, those types of things into our platform and just helping our customers automate more and more, because that's what they're looking for. That's what go Boomi. It's all about. They've integrated their stuff. We were taking the lead from our customers who are automating things. We had blue force tracking as an example, where in Amsterdam, they have security guards running around and, and, and using, um, wearable devices to track them on cameras. And that's not an application integration use case that's automation. So we're moving there, we're looking with our customers on how we can help them get faster and better and provide things like safety and that use case. So, >>And we're our customers in terms of, of embracing hyper automation. Because when we talk about, we know a lot of, uh, news around AI and, and model last day and a half, but when you think about kind of like, where are most organizations with from a maturation perspective, are they ready for hyper automation? >>I think they're ready for automation. They're learning about hyper automation. I think we're pushing the term further ahead. You know, we're, we're, we're on the forefront of that because industries are thinking, our customers are thinking about automation. They're thinking about AIML, we're introducing them to hyper automation and, and kind of explaining to them, you're doing this already. Think more along these lines, how can you drive your business forward with these? And they're embracing it really well. So >>Is that conversation elevating up to the board level yet? Is that a board level initiative or >>What it is? It's, it's a little more grassroots. I think that's, I was thinking that's where came from because the employees teams are solving problems. They're showcasing these things to their executives and saying, look at the cool stuff we're doing for the business. And the executives are now saying, well with this problem, can we now go boob? Can we Boomi it because they're there, they're starting to understand what we can do. Okay. >>That's awesome. Oh my goodness. Mandy, you've been the chief marketing officer for three over three years now. I can't believe the amount of change that you've seen, not just the last 22 months, but the last three years. What are you excited about as Boomi heads into 2022? I think, >>And new opportunities to get deeper and broader into the market. Our ownership changed as you know this past year. And, um, you know, we have a new leg on growth, if you will, right? And so whole new trajectory ahead of us, bigger brand building more pervasiveness or ease of use around our platform, right? We're available now in a pay as you go model on our website and on a $50 a month model or, uh, um, atmosphere go and then also on marketplace. So we're making the product and the platform more accessible to more people so they can begin on faster, build faster, and go solve these problems. So really democratizing integration is something that I'm very excited about. Democratizing integration, as well as more air cover, just to let people know that this technology exists. So it's really a marketer's dream >>And why they should go buy me it. Right. Exactly. You guys. It was great to have you on the program. Congratulations on the success on, on becoming a verb. That's pretty awesome. I'll look forward to my t-shirt. So I smelled flu and >>You got it. >>All right. For my guests. I'm Lisa Martin. You're watching the cube, the global leader in life tech coverage.

(tranquil music) >> Alation was an early pioneer in solving some of the most challenging problems in so-called big data. Founded early last decade, the company's metadata management and data catalog have always been considered leading examples of modern tooling by customers and analysts alike. Governance is one area that customers identified as a requirement to extend their use of Alation's platform. And it became an opportunity for the company to expand its scope and total available market. Alation is doing just that today, announcing new data governance capabilities, and partner integrations that align with the market's direction of supporting federated governance. In other words, a centralized view of policy to accommodate distributed data in this world of an ever expanding data cloud, which we talk about all the time in theCUBE. And with me to discuss these trends and this announcement is Satyen Sangani, who's the CEO and co-founder of Alation. Satyen, welcome back to the CUBE. Good to see you. >> Thank you Dave, It's great to be back. >> Okay, so you heard my open, please tell us about the patterns that you were seeing in the market and what you were hearing from customers that led you in this direction and then we'll get into the announcement. >> Yeah, so I think there are really two patterns, right? I mean, when we started building this notion of a data catalog, as you said a decade ago, there was this idea that metadata management broadly classified was something that belonged in IT, lived in IT and was essentially managed by IT, right? I always liken it to kind of an inventory management system within a warehouse relative to Amazon.com, which has obviously broadly published for the business. And so, with the idea of bringing all of this data directly to the business and allowing people arbitrarily, depending on their role to use the data. You know, you saw one trend, which was just this massive, shift in how much data was available at any given time. I think the other thing that happened was that at the same time, data governance went through a real transitionary phase where there was a lot of demand often spurred by regulations. Whether that's GDPR, CCPA or more recently than that, certainly the Basel accord. And if you think about all of those regulations, people had to get something in a place. Now what we ended up finding out was when we were selling in to add accounts, people would say, well guess what? I've got this data governance thing going on, but nobody's really using it. I built this business glossary, it's been three years. Nothing's been really very effective. And we were never able to get the value and we need to get value because there are so many more people now accessing and using and leveraging the data. And so with that, we started really considering whether or not we needed to build a formal capability in the market. And that's what we're today that we're doing. >> I liked the way you framed that. And if you think back, we were there as you were in the early big day-to-days. And all the talk was about volume, variety and velocity. And those are sort of IT concepts. How do you deal with all these technical challenges? And then the fourth V which you just mentioned was value. And that's where the line of business really comes in. So let's get into the news. What are you announcing today? >> So we're announcing a new application on top of Alation's Catalog platform, which is an Alations data governance application. That application will be released with our 2021.3 release on September 14th. And what's exciting about that is that we are going to now allow customers to discreetly and elegantly and quickly consume a new application to get data governance regimes off the ground and initiatives off the ground, much more quickly than they've ever been able to do. This app is really all about time to value. It's about allowing customers to be able to consume what they need when they need it in order to be able to get successful governance initiatives going. And so that's what we're trying to deliver. >> So maybe you could talk a little bit about how you think about data governance and specifically your data governance approach. And maybe what's different about Alation's solution. >> Yeah, I think there's a couple of things that are different. I think the first thing that's most critically different is that we move beyond this notion of sort of policy declaration into the world of policy application and policy enforcement, right? I think a lot of data governance regimes basically stand up and say, look you know, it's all about people and then process and then technology. And what we need to do is declare who all the governors are and who all the stewards are. And then we're going to get all our policies in the same place and then the business will follow them. And the reality is people don't change their workflows to go off and arbitrarily follow some data governance policy that they don't know exists, or they don't want to actually have to follow up. And so really what you've got to do is make sure that the policy and the knowledge exists as in where the data exists. And that's why it's so critical to build governance into the catalog. And so what we're doing here is we're basically saying, look, you could declare policies with a new policy center inside of Alation. Those policies will get automatically created in some cases by integrating with technologies like Snowflake. But beyond that, what we're also doing is we're saying, look, we're going to move into the world of taking those policies and applying them to the data on an automated basis using ML and AI and basically saying that now it doesn't have to be some massive boil the ocean three-year regime to get very little value in a very limited business loss rate. Rather all of your data sets, all of your terms can be put into a single place on an automated basis. That's constantly being used by people and constantly being updated by the new systems that are coming online. And that's what's exciting about it. >> So I just want to follow up on that. So if I'm hearing you correctly, it's the humans are in the loop, but it's not the only source of policy, right? The machines are assisting. And in some cases managing end-to-end that policy. Is that right? >> You've got it. I think the the biggest challenge with data governance today is that it basically relies a little bit like the Golden Gate Bridge. You know, you start painting it and by the time you're done painting it, you've got to go back and start painting it again, because it relies upon people. And there's just too much change in the weather and there's too much traffic and there's just too much going on in the world of data. And frankly in today's world, that's not even an apt analogy because often what happens is midway through. You've got to restart painting from the very beginning because everything's changed. And so there's so much change in the IT landscape that the traditional way of doing data governance just doesn't work. >> Got it, so in winning through the press release, three things kind of stood out. I wonder if we could unpack them, there were multi-cloud, governance and security. And then of course the AI or what I like to call machine intelligence in there. And what you call the people centric approach. So I wonder if we could dig in into these and help us understand how they fit together. So thinking about multi-cloud governance, how do you think about that? Why is that so challenging and how are you solving that problem? >> Yeah, well every cloud technology provider has its own set of capabilities and platforms. And often those slight differences are causing differences in how those technologies are adopted. And so some teams optimize for certain capabilities and certain infrastructure over others. And that's true even within businesses. And of course, IT teams are also trying to diversify their IT portfolios. And that's another reason to go multi-cloud. So being able to have a governance capability that spans, certainly all of the good grade called megascalers, but also these new, huge emerging platforms like Snowflake of course and others. Those are really critical capabilities that are important for our customers to be able to get a handle on top of. And so this idea of being cloud agnostic and being able to sort of have a single control plane for all of your policies, for all of your data sets, that's a critical must have in a governance regime today. So that's point number one. >> Okay and then the machine learning piece, the AI, you're obviously injecting that into the application, but maybe tell us what that means both maybe technically and from a business stand point. >> Yeah, so this idea of a data policy, right? Can be sometimes by operational teams, but basically it's a set of rules around how one should and should not be able to use data, right? And so those are great rules. It could be that people who are in one country shouldn't be able to access the data of another country, very simple role, right? But how do you actually enforce that? Like you can declare it, but if there is a end point on a server that allows you to access the data, the policy is effectively moot. And so what you got to go do is make sure that at the point of leverage or at the point of usage, people know what the policy happens to be. And that's where AI come in. You can say let's document all the data sets that happened to be domiciled in Korea or in China. And therefore make sure that those are arbitrarily segregated so that when people want to use that as datasets, they know that the policy exists and they know that it's been applied to that particular dataset. That's somewhere where AI and ML can be super valuable rather than a human being trying to document thousands of databases or tens of thousands of data sets, which is really kind of a (mumbles) exercise. And so, that application of automation is really critical and being able to do governance at the scale that most enterprises have to do it. >> You got it 'cause humans just can't do that at scale. Now what do you mean by people-centric approach? Can you explain that? >> Yeah, often what I find with governance is that there's this notion of kind of there's this heavy notion of how one should deal with the data, right? So often what I find is that there are certain folks who think, oh well, we're going to declare the rules and people are just going to follow them. And if you've ever been well, a parent or in some cases seeing government operate, you realize that that actually isn't how things work. And involve them in how things are run. And if you do that, right? You're going to get a lot more success in how you apply rules and procedures because people will understand that and people know why they exist. And so what we do within this governance regime is we basically say, look, we want to make sure that the people who are using the data, leveraging the data are also the people who are stewarding the data. There shouldn't be a separate role of data steward that is arbitrarily defined off, just because you've been assigned to a job that you never wanted to do. Rather it should be a part of your day job. And it should be something that you do because you really want to do it. And it's a part of your workflow. And so this idea of being people centric is all about how do you engage the analyst, the product managers, the sales operation managers, to document those sales data sets and those product data sets. So that in fact, those people can be the ones who are answering the questions, not somebody off to the side who knows nothing about the data. >> Yeah, I think you've talked in previous CUBE interviews about context and that really fits to this discussion. So these capabilities are part of an application, which is what? it's a module onto your existing platform. And it's sort of it's a single platform, right? I mean, we're not bespoke products. Maybe you can talk about that. >> Yeah, that's exactly right. I mean, it's funny because we've evolved and built a relation with a lot of capability. I mean, interestingly we're launching this data governance application but I would say 60% of our almost 300 customers would say they do a form or a significant part of data governance, leveraging relations. So it's not like we're new to this market. We've been selling in this market for years. What's different though, is that we've talked a lot about the catalog as a platform over the last year. And we think that that's a really important concept because what is a platform? It's a capability that has multiple applications built on top of it, definitionally. And it's also a capability where third party developers can leverage APIs and SDKs to build applications. And thirdly, it has all of the requisite capabilities and content. So that those application developers, whether it's first party from Alation or third party can really build those applications efficiently, elegantly and economically well. And the catalog is a natural platform because it contains all of the knowledge of the datasets. And it has all of the people who might be leveraging data in some fundamental way. And so this idea of building this data governance module allows a very specialized audience of people in governance to be able to leverage the full capabilities of the platform, to be able to do their work faster, easier, much more simply and easily than they ever could have. And that's why we're so excited about this launch, because we think it's one example of many applications, whether it's ourselves building it or third parties that could be done so much more elegantly than it previously could have been. Because we have so much knowledge of the data and so much knowledge of how the company operates. >> Irrespective of the underlying cloud platform is what I heard before. >> irrespective of the underlying cloud platform, because the data as you know, lives everywhere. It's going to live in AWS, it's going to live in Snowflake. It's going to live on-premise inside of an Oracle database. That's not going to be changed. It's going to live in Teradata. It's going to live all over the place. And as a consequence of that, we've got to be able to connect to everything and we've got to be able to know everything. >> Okay, so that leads me to another big part of the announcement, which is the partnership and integration with Snowflake. Talk about how that came about. I mean, why snowflake? How should customers think about the future of data management. In the context of this relationship, obviously Snowflake talks about the data cloud. I want to understand that better and where you fit. >> Yeah, so interestingly, this partnership like most great partnerships was born in the field. We at the late part of last year had observed with Snowflake that we were in scores of their biggest accounts. And we found that when you found a really, really large Snowflake engagement, often you were going to be complementing that with a reasonable engagement with Alation. And so seeing that pattern as we were going out and raising our funding route at the beginning of this year, we basically found that Snowflake obviously with their Snowflake Ventures Investment arm realized how strategic having a great answer in the governance market happened to be. Now there are other use cases that we do with Snowflake. We can certainly get into those. But what we realized was that if you had a huge scale, Snowflake engagement, governance was a rate limiter to customers' ability to grow faster. And therefore also Snowflake's ability to grow faster within that account. And so we worked with them to not only develop a partnership but much more critically a roadmap that was really robust. And so we're now starting to deliver on that roadmap and are super excited to share a lot of those capabilities in this release. And so that means that we're automatically ingesting policies and controls from Snowflake into Alation, giving full transparency into both setting and also modifying and understanding those policies for anybody. And so that gives you another control plane through which to be able to manage all of the data inside of your enterprise, irrespective of how many instances of Snowflake you have and irrespective of how many controls you have available to you. >> And again, on which cloud runs on. So I want to follow up with that really interesting because Snowflake's promise of the data cloud, is it essentially abstracts the underlying complexity of the cloud. And I'm trying to understand, okay, how much of this is vision, how much is is real? And it's fine to have a Northstar, but sometimes you get lost in the marketing. And then the other part of the promise, and of course, big value proposition is data sharing. I mean, I think they've nailed that use case, but the challenge when you start sharing data is federated governance. And as well, I think you mentioned Oracle, Teradata that stuff's not all in the cloud, a lot of that stuff on-prem and you guys can deal with that as well. So help us sort of to those circles, if you can. Where do you fit into that equation? >> I think, so look, Snowflake is a magical technology and in the sense that if you look at the data, I mean, it reveals a very, very clear story of the ability to adopt Snowflake very quickly. So any data team with an organization can get up and running with the Snowflake instance with extraordinary speed and capability. Now that means that you could have scores, hundreds of instances of Snowflake within a single institution. And to the extent that you want to be able to govern that data to your point, you've got to have a single control plane through which you can manage all of those various instances. Whether they're combined or merged or completely federated and distinct from each other. Now, the other problem that comes up on governance is also discoverability. If you have all these instances, how do you know what the right hand is doing if the left hand is working independently of it? You need some way to be able to coordinate that effort. And so that idea of discoverability and governance is really the value proposition that Alation brings to the table. And the idea there is that people can then can get up and running much more quickly because, hey, what if I want to spin up a Snowflake instance, but there's somebody else, two teams over those already solved the problem or has the data that I need? Well, then maybe I don't even need to do that anymore. Or maybe I can build on top of that work to be able to get to even better outcome even faster. And so that's the sort of kind of one plus one equals three equation that we're trying to build with them. >> So that makes sense and that leads me to one of my favorite topics with the notion is this burgeoning movement around the concept of a data mesh in it. In other words, the notion that increasingly organizations are going to push to decentralize their data architectures and at the same time support a centralized policy. What do you think about this trend? How do you see Alation fitting in? >> Yeah, maybe in a different CUBE conversation. We can talk a little bit about my sort of stylized history of data, but I've got this basic theory that like everybody started out what sort of this idea of a single source of truth. That was a great term back in the 90s where people were like, look, we just need to build a single source of truth and we can take all of our data and physically land it up in a single place. And when we do that, it's going to all be clean, available and perfect. And we'll get back to the garden of Eden, right? And I think that idea has always been sort of this elusive thing that nobody's ever been able to really accomplish, right? Because in any data environment, what you're going to find is that if people use data, they create more data, right? And so in that world, you know, like that notion of centralization is always going to be fighting this idea of data sprawl. And so this concept of data mesh I think is, you know, there's formal technical definitions. But I'll stick with maybe a very informal one, which is the one that you offered. Which is just sort of this decentralized mode of architecture. You can't have decentralization if nobody knows how to access those different data points, 'cause otherwise they'll just have copies and sprawl and rework. And so you need a catalog and you need centralized policies so that people know what's available to them. And people have some way of being able to get conformed data. Like if you've got data spread out all over the place, how do you know which is the right master? How do you know what's the right customer record? How do you know what's your right chart of accounts? You've got to have services that exist in order to be able to find that stuff and to be able to leverage them consistently. And so, to me the data mesh is really a continuation of this idea, which the catalog really enabled. Which is if you can build a single source of reference, not a single source of truth, but a single place where people can find and discover the data, then you can govern a single plane and you can build consistent architectural rules so that different services can exist in a decentralized way without having to sort of bear all the costs of centralization. And I think that's a super exciting trend 'cause it gives power back to people who want to use the data more quickly and efficiently. >> And I think as we were talking about before, it's not about just the IT technical aspects, hey, it works. It's about putting power in the hands of the lines of business. And a big part of the data mesh conversation is around building data products and putting context or putting data in the hands of the people who have the context. And so it seems to me that Alation, okay, so you could have a catalog that is of the line of businesses catalog, but then there's an Uber catalog that sort of rolls up. So you've got full visibility. It seems that you've fit perfectly into that data mesh. And whether it's a data hub, a data warehouse, data lake, I mean, you don't care. I mean, that's just another node that you can help manage. >> That's exactly right. I mean, it's funny because we all look at these market scapes where people see these vendor landscapes of 500 or 800 different data and AI and ML and data architecture vendors. And often I get asked, well, why doesn't somebody come along and like consolidate all this stuff? And the reality is that tools are a reflection of how people think. And when people have different problems and different sets of experiences, they're going to want to use the best tool in order to be able to solve their problem. And so the nice thing about having a mesh architecture is you can use whatever tool you want. You just have to expose your data in a consistent way. And if you have a catalog, you can be able to have different teams using different infrastructure, different tools, different fundamental methods of building the software. But as long as they're exposing it in a consistent way, it doesn't matter. You don't necessarily need to care how it's built. You just need to know that you've got good data available to you. And that's exactly what a catalog does. >> Well, at least your catalog. I think the data mesh, it should be tools that are agnostic. And I think there are certain tools that are, I think you guys started with that principle. Not every data catalog is going to enable that, but I think that is the trend Satyen. And I think you guys have always fit into that. It's just that I think you were ahead of the time. Hey, we'll give you the last word. Give us the closing thoughts and bring us home. >> Well, I mean that's exactly right. Like, not all the catalogs are created equal and certainly not all governance is created equal. And I think most people say these words and think that are simple to get into. And then it's a death by a thousand cuts. I was literally on the phone with a chief data officer yesterday of a major distributor. And they basically said, look, like we've got sprawl everywhere. We've got data everywhere. We've got it in every type of system. And so having that sophistication turned into something that's actually easy to use is a super hard problem. And it's the one that we're focused on every single day that we wake up and every single night when we go to sleep. And so, that's kind of what we do. And we're here to make governance easy, to make data discovery easy. Those are the things that we hold our hats on. And we're super excited to put this release out 'cause we think it's going to make customers so much more capable of building on top of the problems that they've already solved. And that's what we're here to do. >> Good stuff, Satyen. Thanks so much, congratulations on the announcement and great to see you again. >> You too, Dave. Great talking. >> All right, thanks for watching this CUBE conversation. This is Dave Vellante, we'll see you next time. (tranquil music)

(digital music) >> From theCUBE Studios in Palo Alto in Boston, bringing you data-driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> The storage business as we know it has changed forever. On-prem storage was once a virtually unlimited and untapped bastion of innovation, VC funding and lucrative exits. Today it's a shadow of its former self and the glory days of storage will not return. Hello everyone, and welcome to this week's Wikibon CUBE Insights Powered by ETR. In this breaking analysis, we'll lay out our premise for what's happening in the storage industry, and share some fresh insights from our ETR partners, and data that supports our thinking. We've had three decades of tectonic shifts in the storage business. From the simplified history of this industry shows us there've been five major waves of innovation spanning five decades. The dominant industry model has evolved from what was first the mainframe centric vertically integrated business, but of course by IBM and it became a disintegrated business that saw between like 70 or 80 Winchester disk drive companies that rose and then fell. They served a booming PC industry in this way it was led by the likes of Seagate. Now Seagate supplied the emergence of an intelligent controller based external disc array business that drove huge margins for functions that while lucrative was far cheaper than captive storage from system vendors, this era of course was led by EMC and NetApp. And then this business was disrupted by a flash and software defined model that was led by Pure Storage and also VMware. Now the future of storage is being defined by cloud and intelligent data management is being led by AWS and a three letter company that we'll just call TBD, otherwise known as Jump Ball Incorporated. Now, let's get into it here, the impact of AWS cannot be overstated now while legacy storage players, they're sick and tired of talking about the cloud, the reality cannot be ignored. The cloud has been the most disruptive force in storage over the past 10 years, and we've reported on the spending impact extensively. But cloud is not the only factor pressuring the on-prem storage business, flash has killed what we call performance by spindles. In other words, the practice of adding more disk drives to keep performance from tanking. So much flash has been injected into the data center that that no longer is required. But now as you drill down into the cloud, AWS has been by far the most significant factor in our view. Lots of people talked about object storage before AWS, but there sure wasn't much spending going on, S3 changed that. AWS is getting much more aggressive about expanding its storage portfolio and its offerings. S3 came out in 2006 and it was the very first AWS service and then Elastic Block Service EBS came out a couple of years later, nobody really paid much attention. Well last fall at storage day, we saw AWS announce a number of services, many fire-related and this year we saw four new announcements of Amazon at re:Invent. We think AWS' storage revenue will surpass 8 billion this year and could be as high as 10 billion. There's not much data out there, but this would mean that AWS' storage biz is larger than that of a NetApp, which means AWS is larger than every traditional storage player with the exception of Dell. Here's a little glimpse of what's coming at the legacy storage business. It's a clip of the vice-president of AWS storage, her name is Mahlon Thompson Bukovec, watch this. Okay now, you may say Dave, what the heck does that have to do with anything? Yeah, I don't know, but as an older white guy, that's been in this business for awhile, I just think it's badass that this woman boxes and runs a business that we think is approaching $10 billion. Now let's take a quick look at the storage announcements AWS made at re:Invent. The company made four announcements this year, let me try to be brief, the first is EBS io2 Block Express Volumes, got to love the names. AWS was claims this is the first storage area network or sand for the cloud and it offers up to 256,000 IOPS and 4,000 megabytes per second throughput and 64 terabytes of capacity. Hey, sounds pretty impressive right, Well let's dig in a little bit okay, first of all, this is not the first sand in the cloud, at least in my view there may be others but Pure Storage announced cloud block store in 2019 at its annual accelerate customer conference and it's pretty comparable here. Maybe not so much in the speeds and feeds, but the concept of better block storage in the cloud with higher availability. Now, as you may also be saying, what's the big deal? The performance come on, we can smoke that we're on-prem vendor We can bury that. Compared to what we do, AWS' announcement is really not that impressive okay, let me give you a point of comparison there's a startup out there called VAST Data. Just there for you and closure with bundled storage and compute can do 400,000 IOPS and 40,000 megabytes per second and that can be scaled, so yeah, I get it. And AWS also announced that io2 two was priced at 20% less than previous generation volumes, which you might say is also no big deal and I would agree 20% is not as aggressive as the average price decline per gigabyte of any storage technology. AWS loves to make a big deal about its price declines, it's essentially following the industry trends but the point is that this feature will be great for a lot of workloads and it's fully integrated with AWS services meaning for example, it will be very convenient for AWS customers to invoke this capability for example Aurora and other AWS databases through its RDS service, just another easy button for developers to push. This is specially important as we see AWS rapidly expanding its machine learning in AI capabilities with SageMaker, it's embedding ML into things like Redshift and driving analytics, so integration is very key for its customers. Now, is Amazon retail going to run its business on io2 volumes? I doubt it. I believe they're running on Oracle and they need much better performance, but this is a mainstream service for the EBS masses to tap. Now, the other notable announcement was EBS Gp3 volumes. This is essentially a service that lets let you programmatically set SLAs for IOPS and throughput independently without needing to add additional storage. Again, you may be saying things like, well atleast I remember when SolidFire let me do this several years ago and gave me more than 3000 IOPS and 125 megabytes per a second performance, but look, this is great for mainstream customers that want more consistent and predictable performance and that want to set some kind of threshold or floor and it's integrated again into the AWS stack. Two other announcements were made, one that automatically tiers data to colder storage tiers and a replication service. On the former, data migrates to tier two after 90 days of inaccess and tier three, after 180 days. AWS remember, they hired a bunch of folks out of EMC years ago and they put them up in the Boston Seaport area, so they've acquired lots of expertise in a lot of different areas I'm not sure if tiering came out of that group but look, this stuff is not rocket science, but it saves customers money. So these are tried and true techniques that AWS is applying but the important thing is it's in the cloud. Now for sure we'd like to see more policy options than say for example, a fixed 90 day or 180 day policy and more importantly we'd like to see intelligent tiering where the machine is smart enough to elevate and promote certain datasets when they're needed for instance, at the end of a quarter for comparison purposes or at the end of the year, but as NFL Hall of Fame Coach Hank Stram would have said, AWS is matriculating the ball down the field. Okay, let's look at some of the data that supports what we're saying here in our premise today. This chart shows spending across the ETR taxonomy. It depicts the net score or spending velocity for different sectors. We've highlighted storage, now don't put too much weight on the January data because the survey was just launched, but you can see storage continues to be a back burner item relative to some other spending priorities. Now as I've reported, CIOs are really focused on cloud, containers, container orchestration, automation, productivity and other key areas like security. Now let's take a look at some of the financial data from the storage crowd. This chart shows data for eight leading names in storage and we put storage in quotes because as we said earlier, the market is shifting and for sure companies like Cohesity and Rubrik, they're not positioning as storage players in fact, that's the last thing they want to do. Rather they're category creators around data management or intelligent data management but their inadjacency to storage, they're partnering with all the primary storage companies and they're in the ETR taxonomy. Okay, so as you can see, we're showing the year over year, quarterly revenue growth for the leading storage companies. NetApp is a big winner, they're growing at a whopping 2%. They beat expectations, but expectations were way down so you can see in the right most column upper right, we've added the ETR net score from October and net score of 10% says that if you ask customers, are you spending more or less with a company, there are 10% of the customers that are essentially spending more than are spending less, get into that a little further later. For comparison, a company like Snowflake, it has a net score approaching 70% Pure Storage used to be that high several years ago or high sixties anyway. So 10% is in the red zone and yet NetApp, is the big winner this quarter. Now Nutanix isn't really again a storage company, but they're an adjacency and they sell storage and like many of these companies, it's transitioning to a subscription pricing model, so that puts pressure on the income statement, that's why they went out and did a deal with Bain, Bain put in $750 million to help Bridge that transition so that's kind of an interesting move. Every company in this chart is moving to an annual recurring revenue model and that as a service approach is going to be the norm by the end of the decade. HPE's doing it with GreenLake, Dell has announced Apex, virtually every company is headed in this direction. Now speaking of HPE, it's Nimble business that has momentum, but other parts of the storage portfolio are quite a bit softer. Dell continues to see pressure on its storage business although VxRail is a bright spot. Everybody's got a bright spot, everybody's got new stuff that's growing much faster than the old stuff, the problem is the old stuff is much much bigger than the new stuff. IBM's mainframe storage cycle, well that's seems to have run its course, they had been growing for the last several quarters that looks like it's over. And so very very cyclical businesses here now as you can see, The data protection data management companies, they are showing spending momentum but they're not public so we don't have revenue data. But you got to wonder with all the money these guys have raised and the red hot IPO and tech markets, why haven't these guys gone public? The answer has to be that they're either not ready or maybe their a numbers weren't where they want them to be, maybe they're not predictable enough, maybe they don't have their operational act together or maybe they need to you get that in order, some combination of those factors is likely. They'll tell you, they'll give other answers if you ask them, but if they had their stuff together they'd be going out right now. Now here's another look at the spending data in terms of net score, which is again spending velocity. The ETR here is measuring the percent of respondents that are adopting new, spending more, spending flat, spending less or retiring the platform. So net score is adoptions, which is the lime green plus the spending more, which is the forest green. Add those two and then subtract spending less, which is the pink and then leaving the platform, which is the bright red, what's left over is net score. So, let's look at the picture here, Cohesity leads all players in the storage taxonomy, the ETR storage taxonomy, again they don't position that way, but that's the way the customers are answering. They've got 55% net score which is really solid and you can see the data in the upper right-hand corner, it's followed by Nutanix. Now they're really not again in the scope of Pure play storage play but speaking of Pure, its net score has come down from its high of 73% in January, 2016. It's not going to climb back up there, but it's going to be interesting to see if Pure net scorecard rebound in a post COVID world. We're also watching what Pure does in terms of unifying file and object and how it's fairing in cloud and what it does with the Portworx acquisition which is really designed to bring forth a new programming model. Now, Dell is doing fine with VxRail, but VSAN is well off its net score highs which we're in the 60% plus range a couple of years ago, VSAN is definitely been a factor from VMware, but again that's come off its highs, HPE with Nimble still has some room to improve, I think it actually will I think that these figures that we're showing here they're are somewhat depressed by the COVID factor, I expect Nimble is going to bounce back in future surveys. Dell and NetApp are the big leaders in terms of presence or market share in the data other than VMware, 'cause VMware has a lot of instances, it's software defined that's why they're so prominent. And with VMware's large share you'd expect them to have net scores that are tepid and you can see a similar pattern with IBM. So Dell, NetApp, tepid net scores as is IBM because of their large market share VMware, kind of a newer entry into the play and so doing pretty well there from a net score standpoint. Now Commvault like Cohesity and Rubrik is really around intelligent data management, trying to go beyond backup into business recovery, data protection, DevOps, bringing that analytics, bringing that to the cloud, we didn't put Veeam in here and we probably should have. They had pre-COVID net scores well in to the thirties and they have a steadily increasing share of the market, so we expect good things from Veeam going forward. They were acquired earlier this year by Insight, capital private equity firm. So big changes there as well, that was their kind of near-term exit maybe more to come. But look, it's all relative, this is a large and mature market that is moving to the cloud and moving to other adjacencies. And the core is still primary storage, that's the main supreme prerequisite and everything else flows from there, data protection, replication, everything else. This chart gives you another view of the competitive landscape, it's that classic XY chart it plots net score in the vertical axis and market share on the horizontal axis, market share remember is a measure of presence in the dataset. Now think about this from the CIO's perspective, they have their on-prem estate, got all this infrastructure and they're putting a brick wall around their core systems. And what do they want out of storage for that class of workload? They want it to perform consistently, they want it to be efficient and they want it to be cost-effective, so what are they going to do? they're going to consolidate, They're going to consolidate the number of vendors, they're going to consolidate the storage, they're going to minimize complexity, yeah, they're going to worry about the blast radius, but there's ways to architect around that. The last thing they want to worry about is managing a zillion storage vendors this business is consolidating, it has been for some time, we've seen the number of independent storage players that are going public as consolidated over the years, and it's going to continue. so on-prem storage arrays are not giving CIOs the innovation and strategic advantage back when things like storage virtualization, space efficient snapshots, data de-duplication and other storage services were worth maybe taking a flyer on a feature product like for example, a 3PAR or even a Data Domain. Now flash gave the CIOs more headroom and better performance and so as I said earlier, they're not just buying spindles to increase performance, so as more and more work gets pushed to the cloud, you're seeing a bunkering in on these large scale mission-critical workloads. As you saw earlier, the legacy storage market is consolidating and has been for a while as I just said, it's essentially becoming a managed decline business where RnD is going to increasingly get squeezed and go to other areas, both from the vendor community and on the buy-side where they're investing on things like cloud, containers and in building new layers in their business and of course the DX, the Digital Transformation. I mentioned VAST Data before, it is a company that's growing and another company that's growing is Infinidat and these guys are traditional storage on-prem models they don't bristle If I say traditional they're nexgen if you will but they don't own a cloud, so they were selling to the data center. Now Infinidat is focused on petabyte scale and as they say, they're growing revenues, they're having success consolidating storage that thing that I just talked about. Ironically, these are two Israeli founder based companies that are growing and you saw earlier, this is a share shift the market is not growing overall the part of that's COVID, but if you exclude cloud, the market is under pressure. Now these two companies that I'm mentioning, they're kind of the exception to the rule here, they're tiny in the grand scheme of things, they're really not going to shift the market and their end game is to get acquired so they can still share, but they're not going to reverse these trends. And every one on this chart, every on-prem player has to have a cloud strategy where they connect into the cloud, where they take advantage of native cloud services and they help extend their respective install bases into the cloud, including having a capability that is physically proximate to the cloud with a colo like an Equinix or some other approach. Now, for example at re:Invent, we saw that AWS has hybrid strategy, we saw that evolving. AWS is trying to bring AWS to the edge and they treat the data center as just another edge note, so outposts and smaller versions of outposts and things like local zones are all part of bringing AWS to the edge. And we saw a few companies Pure, Infinidant, Veeam come to mind that are connecting to outpost. They saw the Qumulo was in there, Clumio, Commvault, WekaIO is also in there and I'm sure I'm missing some so, DM me, email me, yell at me, I'm sorry I forgot you but you get the point. These companies that are selling on-prem are connecting to the cloud, they're forced to connect to the cloud much in the same way as they were forced to join the VMware ecosystem and try to add value, try to keep moving fast. So, that's what's going on here, what's the prognosis for storage in the coming year? Well, where've of all the good times gone? Look, we would never bet against data but the days of selling storage controllers that masks the deficiencies of spinning disc or add embedded hardware functions or easily picking off a legacy install base with flash, well, those days are gone. Repatriation, it ain't happening it's maybe tiny little pockets. CIOs are rationalizing their on-premises portfolios so they can invest in the cloud, AI, machine learning, machine intelligence, automation and they're re-skilling their teams. Low latency high bandwidth workloads with minimal jitter, that's the sweet spot for on-prem it's becoming the mainframe of storage. CIOs are also developing a cloud first strategy yes, the world is hybrid but what does that mean to CIOs? It means you're going to have some work in the cloud and some work on-prem, there's a hybrid We've got both. Everything that can go to the cloud, will go to the cloud, in our opinion and everything that can't or shouldn't won't. Yes, people will make mistakes and they'll "repatriate" but generally that's the trend. And the CIOs they're building an abstraction layer to connect workloads from an observability and manageability standpoint so they can maintain control and manage lock-in risk, they have options. Everything that doesn't go to the cloud will likely have some type of hybridicity to it, the reverse won't likely be the case. For vendors, cloud strategies involve supporting your install basis migration to the cloud, that's where they're going, that's where they want to go, they want your help there's business to be made there so enabling low latency hybrids in accommodating subscription models, well, that's a whole another topic, but that's the trend that we see and you rethink the business that you're in, for instance, data management and developing an edge strategy that recognizes that edge workloads are going to require new architecture and that's more efficient than what we've seen built around general purpose systems, and wow, that's a topic for another day. You're seeing this whole as a service model really reshape the entire cultures in the way in which the on-prem vendors are operating no longer is it selling a box that has dramatically marked up controllers and disc drives, it's really thinking about services that could be invoked in the cloud. Now remember, these episodes are all available as podcasts, wherever you listen, just search Breaking Analysis podcasts and please subscribe, I'd appreciate that checkout etr.plus for all the survey action. We also publish a full report every week on wikibon.com and siliconangle.com. A lot of ways to get in touch. You can email me at david.vellante@siliconangle.com. you could DM me @dvellante on Twitter, comment on our LinkedIn posts, I always appreciate that. This is Dave Vellante for theCUBE Insights Powered by ETR. Thanks for watching everyone stay safe and we'll see you next time. (upbeat music)

Narrator: From the Cube studios in Palo Alto and Boston, (upbeat intro music) it's theCUBE! Covering IBM Think. Brought to you by IBM. >> Hi, everybody, we're back. This is Dave Vellante and you're watching theCUBE's coverage of the IBM Think 2020 digital event experience, wall to wall coverage, of course in the remote Cube studios in Palo Alto and Boston. Greg Lotko is here. He's with Broadcom. He's a senior vice president and general manager of the Broadcom mainframe division. Greg, great to see you. Thanks for coming on. >> Hey good seeing you too, happy to be here. >> Hey, lets talk Z. You know, I got to say when Broadcom made a nearly 19 billion dollar acquisition of CA, many people, myself included said, "Huh? I don't really get it." But as you start to see what's happening, the massive CA install base and the cross selling opportunities that have come to Broadcom, you start to connect the dots and say, "Ah, maybe this does make some sense." But you know, how's it going? How's the acquisition been? It's been, you know, what now, two years since that move? >> Yeah we're coming up on two years. I think it kind of shocked the world, right? I mean, there is a lot of value there and the customers that have been using the mainframe and running their core businesses for many, many years, they knew this, right? So Broadcom came in and said, "Hey, you know, I don't think this is the cash cow "that others maybe have been treating it as." You know, we absolutely believed with some investment that you could actually drive greater value to customers and you know, what a novel concept right? You know, expand expense, invest, drive greater value, and that would be the way you'd expand revenue and profit. >> Yeah, I mean I think generally, the mainframe market is misunderstood. It obviously goes in cycles. I did a report, you know, a couple of months ago on really focusing on Z15X, it was last summer. And how historically, IBM performance overall as a company is really driven still by mainframe cycles because it all still drags so much software and services and so we're in the midst of a Z15 tailwind and so, of course, the COVID changes everything. But nonetheless it's a good business. IBM's a dominant player in that business. Customers continue to buy mainframes because it just works. It's too risky to rip 'em out. People say, "Oh, why don't you get rid of the mainframe?" No way customers are going to do that. It's running their business. So it's a fabulous business if you have a play there and clearly... (poor internet connection interrupts Dave speaking) >> Yeah, and if you think about those cycles that's largely driven by the hardware, right? As each generation comes out, and if you look at traditional pricing metrics that really look at using that capacity, or even using full capacity, that's what caused this cyclicality with the software as well but, you know, there's a lot of changes even in that space. I mean with us, with mainframe consumption licensing from Broadcom, with IBM doing tailor fit pricing, you know, the idea that you can have that headroom on the hardware and then pay as you go, pay as you grow. I think that actually will smooth out and remove some of that cyclicality from the software space. And as you said, correctly, you look at the COVID stuff going on, I mean there's an awful lot of transactions going on online. People are obviously checking their financials with the economics going on. The shipping companies are booming with what they have to do, so that's actually driving transactions up as well, to use that capacity that's in the boxes. >> Yeah, and financial services is actually in really good... I know that the stocks have been hit, but the liquidity in the banks is very, very strong because of the 2009 crisis. So the fiscal policy sort of, you know, dictated that or, you know, the public policy dictated that. And the banks are obviously huge consumers of mainframe. >> Sure. >> One of the things that IBM did years ago was to sort of embrace Linux, was one of its first moves to open up the mainframe. But it's much more than just Linux. I wonder if you could talk about sort of your point of view on open meets mainframe. >> Yeah, so open is way more than just Linux, right? I mean Linux is good, running around the mainframe. I mean that's absolutely an open paradigm from the operating system, but open is also about opening up the API's, opening up the connectivities so that it's easier to interact with the platform. And, you know, sometimes people think open is just about dealing with open source. Certainly we've made a lot of investments there. We contributed the command line interface and actually a little more than 50% of the original contribution to the Zowe project, under the OMP, the Open Mainframe Project. So that was about allowing open source technologies that interact with distributed and cloud technologies to now interact with that mainframe. So it's not just the open source technologies, but opening up the API's, so you can then connect across technologies that are on the platform or off platform. >> So what about the developer community? I mean there's obviously a lot of talk in the industry about DevOps. How does DevOps fit into the mainframe world? What about innovations like Agile? And sort of beyond DevOps, if you will. Can you comment on that? >> Yeah, absolutely, I mean you can bring all those paradigms, all those capabilities to the mainframe now with opening up those API's. So I mean we had a large European retail bank that has actually used the Git Bridge that we work with providing, you know, through Zowe, to connect into Endeavor, so they could leverage all the investments they had made in that existing technology over the years, but actually use the same kind of CICD pipeline, the same interaction that they do across distributed platforms and mainframe together, and open up that experience across their development community. What that really means is you're using the same concepts, the same tools that they maybe became comfortable with in university or on different platforms, to then interact with the mainframe and it's not that you're doing anything that, you know, takes away from core capabilities of the mainframe. You're still leveraging the stability, the resiliency, the through put, the service ability. But you're pressing down on it and interacting with it just like you do with other platforms. So it's really cool. And that goes beyond Linux, right? Because you're interacting with capabilities and technologies that are on the mainframe and ZOS environment. >> Yeah, and the hardened security as well, >> Absolutely. >> is another key aspect of the mainframe. Let's talk about cloud. A lot of people talk about cloud, cloud first, multicloud. Where does the mainframe fit in the cloud world? >> So, there's a lot of definitions of cloud out there, right? I mean people will talk about private cloud, public cloud, hybrid cloud across multiple private clouds. They'll talk about, you know, this multicloud. We actually talk about it a little differently. We think about the customer's cloud environment. You know, our institution that we're dealing with, say it's a financial institution, to their end customers, their cloud is however you interact. And you think about it. If you're checking an account balance, if you're depositing in a check, if you're doing any of these interactions, you're probably picking up a mobile device or a PC. You're dealing with an edge server, you're going back into distributed servers, and you're eventually interacting with the mainframe and then that's got to come all the way back out to you. That is our customer's cloud. So we talk about their cloud environment, and you have to think about this paradigm of allowing the mainframe to connect through and to all of that while you hit it, preserving the security. So we think of cloud as being much more expansive and the mainframe is an integral part of that, absolutely. >> Yeah, and I've seen some of your discussions where you've talked about and sort of laid out, look, you know, the mainframe sits behind all this other infrastructure that, you know, ultimately the consumer on his or her mobile phone, you know, goes through a gateway, goes through, you know, some kind of site to buy something. But, you know, ends up ultimately doing a transaction and that transaction you want to be, you know, secure. You want it to be accurate. And then how does that happen? The majority of the word's transactions are running on some kind of, you know, IBM mainframe somewhere, in someway touches that transaction. You know, as the world gets more complex, that mainframe is... I called it sort of the hardened, you know, sort of back end. And that has to evolve to be able to adapt to the changes at the front end. And that's really kind of what's happening, whether it's cloud, whether it's mobile, whether it's, you know, Linux, and other open source technology. >> Right, it's fabulous that the mainframe has, you know, IO rates and throughput that no other platform can match, but if you can't connect that to the transactions that the customer is driving to it, then you're not leveraging the value, right? So you really have to think about it from a perspective of how do you open up everything you possibly can on the mainframe while preserving that security? >> I want to end with just talking about the Broadcom portfolio. When you hit the Broadcom mainframe site, it's actually quite mind boggling, the dozens and dozens of services and software capabilities that you provide. How would you describe that portfolio and what do you see as the vision for that portfolio going forward? >> Yeah, so when people normally say portfolio, they're thinking software products, and we have hundreds of software products. But we're looking at our portfolio as more than just the software. Sometimes people talk about, hey let me just talk to you about my latest and greatest product. One of the things we were really afforded the opportunity to do with Broadcom acquiring us was to reinvest, to double down on core products that customers have had for many years and we know that they want to be able to count on for many years to come. But the other really important thing we believe about driving value to our customers was those offerings and capabilities that you put around that, you know? Think about the idea of if you want to migrate off of a competitive product, or if you want to adopt an additional product that have the ability to tie these together. Often in our customer's shops, they don't have all the skills that they need or they just don't have the capacity to do it. So we've been investing in partnership. You know, we kept our services business from, at least the resources, the people, from CA. We rolled them directly into the division and we're investing them in true partnership, working side by side with our customers to help them deploy these capabilities, get up and running, and be successful. And we believe that that's the value of a true partnership. You invest side by side to have them be successful with the software and the capabilities and their operation. >> Well, like I said, it caught a lot of people, myself included, by surprise that acquisition. It was a big number, but you could see it, you know, Broadcom's performance post. You know, the July 2018 acquisition, done quite well. Obviously COVID has affected, you know, much of the market, but it seems to be paying off great. Thanks so much for coming to theCUBE and sharing your insights, and best of luck going forward. Stay safe. >> Pleasure being here. Everybody here, yourself, and everybody out there, be safe, be well. Take care. >> And thank you for everybody for watching. This is theCUBE's coverage of the IBM Think 2020 digital event experience. We'll be right back, right after this short break. You're watching theCUBE. (upbeat outro music)

(upbeat music) >> From the Silicon Angle Media office in Boston, Massachusetts, it's theCube. Now, here's your host, Stu Miniman. >> Hi, I'm Stu Miniman, and welcome to the first interview of theCube in our Boston area studio for 2020. And to help me kick it off, Jeremy Daly who is the host of Serverless Chats as well as runs the Serverless Day Boston. Jeremy, saw you at reInvent, way back in 2019, and we'd actually had some of the people in the community that were like hey, "I think you guys like actually live and work right near each other." >> Right. >> And you're only about 20 minutes away from our office here, so thanks so much for making the long journey here, and not having to get on a plane to join us here. >> Well, thank you for having me. >> All right, so as Calvin from Calvin and Hobbes says, "It's a new decade, but we don't have any base on the moon, "we don't have flying cars that general people can use, "but we do have serverless." >> And our robot vacuum cleaners. >> We do have robot vacuum cleaners. >> Which are run by serverless, as a matter of fact. >> A CUBE alum on the program would be happy that we do get to mention there. So yeah, you know serverless there are things like the iRobot, as well as Alexa, or some of the things that people, you know usually when I'm explaining to people what this is, and they don't understand it, it's like, Oh, you've used Alexa, well those are the functions underneath, and you think about how these things turn on, and off, a little bit like that. But maybe, we don't need to get into the long ontological discussion or everything, but you know you're a serverless hero, so you know give us a little bit, what your hearing from people, what are some of the exciting use cases out there, and you know where serverless is being used in that maturity today. >> Yeah, I mean well, so the funny thing about serverless and the term serverless itself, and I do not want to get into a long discussion about this, obviously. I actually wrote a post last year that was called stop calling everything serverless, because basically people are calling everything serverless. So it really, what it, what I look at it as, is something where, it just makes it really easy for developers to abstract away that back end infrastructure, and not having to worry about setting up Kubernetes, or going through the process of setting up virtual machines and installing software is just, a lot of that stuff is kind of handled for you. And I think that is enabled, a lot of companies, especially start-ups is a huge market for serverless, but also enterprises. Enabled them to give more power to their developers, and be able to look at new products that they want to build, new services they want to tackle or even old services that they need to, you know that may have some stability issues or things like long running ETL tasks, and other things like that, that they found a way to sort of find the preferal edges of these monolithic applications or these mainframes that they are using and find ways to run very small jobs, you know using functions as a server, something like that. And so, I see a lot of that, I think that is a big use case. You see a lot of large companies doing. Obviously, people are building full fledged applications. So, yes, the web facing user application, certainly a thing. People are building API's, you got API Gateway, they just released the new HEDP API which makes it even faster. To run those sort of things, this idea of cold starts, you know in AWS trying to get rid of all that stuff, with the new VPC networking, and some of the things they are doing there. So you have a lot of those type of applications that people are building as well. But it really runs the gambit, there are things all across the board that you can do, and pretty much anything you can do with the traditional computing environment, you can do with a serverless computing environment. And obviously that's focusing quite a bit on the functions as a service side of things, which is a very tiny part of serverless, if you want to look at it, you know sort of the broader picture, this service full or managed services, type approach. And so, that's another thing that you see, where you used to have companies setting up you know, mySQL databases and clusters trying to run these things, or even worse, Cassandra rings, right. Trying to do these things and manage this massive amount of infrastructure, just so that they could write a few records to a database and read them back for their application. And that would take months sometimes, for them to get it setup and even more time to try to keep running them. So this sort of revolution of managed services and all these things we get now, whether that the things like managed elastic search or elastic search cloud doing that stuff for you, or Big Table and Dynamo DB, and Manage Cassandra, whatever those things are. I'm just thinking a lot easier for developers to just say hey, I need a database, and okay, here it is, and I don't have to worry about the infrastructure at all. So, I think you see a lot of people, and a lot of companies that are utilizing all of these different services now, and essentially are no longer trying to re-invent the wheel. >> So, a couple of years ago, I was talking to Andy Jassy, at an interview with theCube, and he said, "If I was to build AWS today, "I would've built it on serverless." And from what I've seen over the last two or three years or so, Amazon is rebuilding a lot of there servers underneath. It's very interesting to watch that platform changing. I think it's had some ripple effect dynamics inside the company 'cause Amazon is very well known for their two pizza teams and for all of their products are there, but I think it was actually in a conversation with you, we're talking about in some ways this new way of building things is, you know a connecting fabric between the various groups inside of Amazon. So, I love your view point that we shouldn't just call everything serverless, but in many ways, this is a revolution and a new way of thinking about building things and therefore, you know there are some organizational and dynamical changes that happen, for an Amazon, but for other people that start using it. >> Yeah, well I mean I actually was having a conversation with a Jay Anear, whose one of the product owners for Lambda, and he was saying to me, well how do we sell serverless. How do we tell people you know this is what the next way to do things. I said, just, it's the way, right. And Amazon is realized this, and part of the great thing about dog fooding your own product is that you say, okay I don't like the taste of this bit, so we're going to change it to make it work. And that's what Amazon has continued to do, so they run into limitations with serverless, just like us early adopters, run into limitations, and they say, we'll how do we make it better, how do we fix it. And they have always been really great to listening to customers. I complain all the time, there's other people that complain all the time, that say, "Hey, I can't do this." And they say, "Well what if we did it this way, and out of that you get things like Lambda Destinations and all different types of ways, you get Event Bridge, you get different ways that you can solve those problems and that comes out of them using their own services. So I think that's a huge piece of it, but that helps enable other teams to get past those barriers as well. >> Jeremy, I'm going to be really disappointed if in 2020, I don't see a T-shirt from one of the Serverless Days, with the Mandalorian on it, saying, "Serverless, this is the way." Great, great, great marketing opportunity, and I do love that, because some of the other spaces, you know we're not talking about a point product, or a simple thing we do, it is more the way of doing things, it's just like I think about Cybersecurity. Yes, there are lots of products involved here but, you know this is more of you know it's a methodology, it needs to be fully thought of across the board. You know, as to how you do things, so, let's dig in a little bit. At reInvent, there was, when I went to the serverless gathering, it was serverless for everyone. >> Serverless for everyone, yes. >> And there was you know, hey, serverless isn't getting talked, you know serverless isn't as front and center as some people might think. They're some people on the outside look at this and they say, "Oh, serverless, you know those people "they have a religion, and they go so deep on this." But I thought Tim Wagner had a really good blog post, that came out right after reInvent, and what we saw is not only Amazon changing underneath the way things are done, but it feel that there's a bridging between what's happening in Kubernetes, you see where Fargate is, Firecracker, and serverless and you know. Help us squint through that, and understand a little bit, what your seeing, what your take was at reInvent, what you like, what you were hoping to see and how does that whole containerization, and Kubernetes wave intersect with what we're doing with serverless? >> Yeah, well I mean for some reason people like Kubernetes. And I honestly, I don't think there is anything wrong with it, I think it's a great container orchestration system, I think containers are still a very important part of the workloads that we are putting into a cloud, I don't know if I would call them cloud native, exactly, but I think what we're seeing or at least what I'm seeing that I think Amazon is seeing, is they're saying people are embracing Kubernetes, and they are embracing containers. And whether or not containers are ephemeral or long running, which I read a statistic at some point, that was 63% of containers, so even running on Kubernetes, or whatever, run for less than 10 minutes. So basically, most computing that's happening now, is fairly ephemeral. And as you go up, I think it's 15 minutes or something like that, I think it's 70% or 90% or whatever that number is, I totally got that wrong. But I think what Amazon is doing is they're trying to basically say, look we were trying to sell serverless to everyone. We're trying to sell this idea of look managed services, managed compute, the idea that we can run even containers as close to the metal as possible with something like Fargate which is what Firecracker is all about, being able to run virtual machines basically, almost you know right on the metal, right. I mean it's so close that there's no level of abstraction that get in the way and slow things down, and even though we're talking about milliseconds or microseconds, it's still something and there's efficiencies there. But I think what they looked at is, they said look at we are not Apple, we can't kill Flash, just because we say we're not going to support it anymore, and I think you mention this to me in the past where the majority of Kubernetes clusters that were running in the Public Cloud, we're running in Amazon anyways. And so, you had using virtual machines, which are great technology, but are 15 years old at this point. Even containerization, there's more problems to solve there, getting to the point where we say, look you want to take this container, this little bit of code, or this small service and you want to just run this somewhere. Why are we spinning up virtual containers. Why are we using 15 or 10 year old technology to do that. And Amazon is just getting smarter about it. So Amazon says hay, if we can run a Lambda function on Firecracker, and we can run a Fargate container on Firecracker, why can't we run, you know can we create some pods and run some pods for Kubernetes on it. They can do that. And so, I think for me, I was disappointed in the keynotes, because I don't think there was enough serverless talk. But I think what they're trying to do, is there trying to and this is if I put my analyst hat on for a minute. I think they're trying to say, the world is at Kubernetes right now. And we need to embrace that in a way, that says we can run your Kubernetes for you, a lot more efficiently and without you having to worry about it than if you use Google or if you use some other cloud provider, or if you run on-prem. Which I think is the biggest competitor to Amazon is still on-prem, especially in the enterprise world. So I see them as saying, look we're going to focus on Kubernetes, but as a way that we can run it our way. And I think that's why, Fargate and Kubernetes, or the Kubernetes for Fargate, or whatever that new product is. Too many product names at AWS. But I think that's what they are trying to do and I think that was the point of this, is to say, "Listen you can run your Kubernetes." And Claire Legore who showed that piece at the keynote, Vernor's keynote that was you know basically how quickly Fargate can scale up Kubernetes, you know individual containers, Kubernetes, as opposed to you know launching new VM's or EC2 instances. So I thought that was really interesting. But that was my overall take is just that they're embracing that, because they think that's where the market is right now, and they just haven't yet been able to sell this idea of serverless even though you are probably using it with a bunch of things anyways, at least what they would consider serverless. >> Yeah, to part a little bit from the serverless for a second. Talk about multi-cloud, it was one of the biggest discussions, we had in 2019. When I talk to customers that are using Kubernetes, one of the reasons that they tell me they're doing it, "Well, I love Amazon, I really like what I'm doing, "but if I needed to move something, it makes it easier." Yes, there are some underlying services I would have to re-write, and I'm looking at all those. I've talked to customers that started with Kubernetes, somewhere other than Amazon, and moved it to Amazon, and they said it did make my life easier to be able to do that fundamental, you know the container piece was easy move that piece of it, but you know the discussion of multi-cloud gets very convoluted, very easily. Most customers run it when I talk to them, it's I have an application that I run, in a cloud, sometimes, there's certain, you know large financials will choose two of everything, because that's the way they've always done things for regulation. And therefore they might be running the same application, mirrored in two different clouds. But it is not follow the sun, it is not I wake up and I look at the price of things, and deploy it to that. And that environment it is a little bit tougher, there's data gravity, there's all these other concerns. But multi-cloud is just lots of pieces today, more than a comprehensive strategy. The vision that I saw, is if multi-cloud is to be a successful strategy, it should be more valuable than the sum of its pieces. And I don't see many examples of that yet. What do you see when it comes to multi-cloud and how does that serverless discussion fit in there? >> I think your point about data gravity is the most important thing. I mean honestly compute is commoditized, so whether your running it in a container, and that container runs in Fargate or orchestrated by Kubernetes, or runs on its own somewhere, or something's happening there, or it's a fast product and it's running on top of K-native or it's running in a Lambda function or in an Azure function or something like that. Compute itself is fairly commoditized, and yes there's wiring that's required for each individual cloud, but even if you were going to move your Kubernetes cluster, like you said, there's re-writes, you have to change the way you do things underneath. So I look at multi-cloud and I think for a large enterprise that has a massive amount of compliance, regulations and things like that they have to deal with, yeah maybe that's a strategy they have to embrace, and hopefully they have the money and tech staff to do that. I think the vast majority of companies are going to find that multi-cloud is going to be a completely wasteful and useless exercise that is essentially going to waste time and money. It's so hard right now, keeping up with everything new that comes out of one cloud right, try keeping up with everything that comes out of three clouds, or more. And I think that's something that doesn't make a lot of sense, and I don't think you're going to see this price gauging like we would see with something. Probably the wrong term to use, but something that we would see, sort of lock-in that you would see with Oracle or with Microsoft SQL, some of those things where the licensing became an issue. I don't think you're going to see that with cloud. And so, what I'm interested in though in terms of the term multi-cloud, is the fact that for me, multi-cloud really where it would be beneficial, or is beneficial is we're talking about SaaS vendors. And I look at it and I say, look it you know Oracle has it's own cloud, and Google has it's own cloud, and all these other companies have their own cloud, but so does Salesforce, when you think about it. So does Twilio, even though Twilio runs inside AWS, really its I'm using that service and the AWS piece of it is abstracted, that to me is a third party service. Stripe is a third-party service. These are multi-cloud structure or SaaS products that I'm using, and I'm going to be integrating with all those different things via API's like we've done for quite some time now. So, to me, this idea of multi-cloud is simply going to be, you know it's about interacting with other products, using the right service for the right job. And if your duplicating your compute or you're trying to write database services or something like that that you can somehow share with multiple clouds, again, I don't see there being a huge value, except for a very specific group of customers. >> Yeah, you mentioned the term cloud-native earlier, and you need to understand are you truly being cloud-native or are you kind of cloud adjacent, are you leveraging a couple of things, but you're really, you haven't taken advantage of the services and the promise of what these cloud options can offer. All right, Jeremy, 2020 we've turned the calendar. What are you looking at, you know you're planning, you got serverless conference, Serverless Days-- >> Serverless Days Boston. >> Boston, coming up-- >> April 6th in Cambridge. >> So give us a little views to kind of your view point for the year, the event itself, you got your podcast, you got a lot going on. >> Yeah, so my podcast, Serverless Chats. You know I talk to people that are in the space, and we usually get really really technical. So if you're a serverless geek or you like that kind of stuff definitely listen to that. But yeah, but 2020 for me though, this is where I see what is happened to serverless, and this goes back to my "Stop calling everything serverless" post, was this idea that we keep making serverless harder. And so, as a someone whose a serverless purist, I think at this point. I recognize and it frustrates me that it is so difficult now to even though we're abstracting away running that infrastructure, we still have to be very aware of what pieces of the infrastructure we are using. Still have setup the SQS Queue, still have to setup Event Bridge. We still have to setup the Lambda function and API gateways and there's services that make it easier for us, right like we can use a serverless framework, or the SAM framework, or ARCH code or architect framework. There's a bunch of these different ones that we can use. But the problem is that it's still very very tough, to understand how to stitch all this stuff together. So for me, what I think we're going to see in 2020, and I know there is hints for this serverless framework just launched their components. There's other companies that are doing similar things in the space, and that's basically creating, I guess what I would call an abstraction as a service, where essentially it's another layer of abstraction, on top of the DSL's like Terraform or Cloud Formation, and essentially what it's doing is it's saying, "I want to launch an API that does X-Y-Z." And that's the outcome that I want. Understanding all the best practices, am I supposed to use Lambda Destinations, do I use DLQ's, what should I throttle it at? All these different settings and configurations and knobs, even though they say that there's not a lot of knobs, there's a lot of knobs that you can turn. Encapsulating that and being able to share that so that other people can use it. That in and of itself would be very powerful, but where it becomes even more important and I think definitely from an enterprise standpoint, is to say, listen we have a team that is working on these serverless components or abstractions or whatever they are, and I want Team X to be able to use, I want them to be able to launch an API. Well you've got security concerns, you've got all kinds of things around compliance, you have what are the vetting process for third-party libraries, all that kind of stuff. If you could say to Team X, hey listen we've got this component, or this piece of, this abstracted piece of code for you, that you can take and now you can just launch an API, serverless API, and you don't have to worry about any of the regulations, you don't have to go to the attorneys, you don't have to do any of that stuff. That is going to be an extremely powerful vehicle for companies to adopt things quickly. So, I think that you have teams now that are experimenting with all of these little knobs. That gets very confusing, it gets very frustrating, I read articles all the time, that come out and I read through it, and this is all out of date, because things have changed so quickly and so if you have a way that your teams, you know and somebody who stays on top of the learning this can keep these things up to date, follow the most, you know leading practices or the best practices, whatever you want to call them. I think that's going to be hugely important step from making it to the teams that can adopt serverless more quickly. And I don't think the major cloud vendors are doing anything in this space. And I think SAM is a good idea, but basically SAM is just a re-write of the serverless framework. Whereas, I think that there's a couple of companies who are looking at it now, how do we take this, you know whatever, this 1500 line Cloud Formation template, how do we boil that down into two or three lines of configuration, and then a little bit of business logic. Because that's where we really want to get to. It's just we're writing business logic, we're no where near there right now. There's still a lot of stuff that has to be done, around configuration and so even though it's nice to say, hey we can just write some business logic and all the infrastructure is handled for us. The infrastructure is handled for us, if we configure it correctly. >> Yeah, really remind me some of the general thread we've been talking about, Cloud for a number of years is, remember back in the early days, is cloud is supposed to be inexpensive and easy to use, and of course in today's world, it isn't either of those things. So serverless needs to follow those threads, you know love some of those view points Jeremy. I want to give you the final word, you've got your Serverless Day Boston, you got your podcast, best way to get in touch with you, and keep up with all you're doing in 2020. >> Yeah, so @Jeremy_daly on Twitter. I'm pretty active on Twitter, and I put all my stuff out there. Serverless Chats podcast, you can just find, serverlesschats.com or any of the Pod catchers that you use. I also publish a newsletter that basically talks about what I'm talking about now, every week called Off by None, which is, collects a bunch of serverless links and gives them some IoPine on some of them, so you can go to offbynone.io and find that. My website is jeremydaly.com and I blog and keep up to date on all the kind of stuff that I do with serverless there. >> Jeremy, great content, thanks so much for joining us on theCube. Really glad and always love to shine a spotlight here in the Boston area too. >> Appreciate it. >> I'm Stu Miniman. You can find me on the Twitter's, I'm just @Stu thecube.net is of course where all our videos will be, we'll be at some of the events for 2020. Look for me, look for our co-hosts, reach out to us if there's an event that we should be at, and as always, thank you for watching theCube. (upbeat music)

(upbeat music) >> Hi, and welcome to another Cube Conversation where we speak with thought leaders in depth about the topics that are most important to the overall technology community. I'm Peter Burris, your host. Every business inspires to be a digital business, which is every business, faces a significant challenge. They need to use their data in new and value creating ways. But some of that data is not lending itself to new applications, new uses because it's locked up in formats, in technologies and applications that don't lend themselves to change. That's one of the big challenges that every business faces. What can they do to help unlock, to help liberate their data from older formats and older approaches so they can create new sources of value with it. To have that conversation, we're joined by a great guest. Greg Tinker is the CTO and Founder of SereneIT. Greg, welcome back to theCube. >> Thank you Peter, very appreciate it buddy. >> It's been a long time. This is your first time here with SereneIT so why don't you tell us a little bit about SereneIT. >> Sure, so at a high level we are a technology partner. SereneIT focuses on the next generation model structures of engineering first. There's a lot of VARS, in simplest terms, I would say we're a value at a reseller, sure. But we capitalize and focus just on the VA. Anybody can bring VR. The legacy approach of just being a reseller is no longer valid in our industry. Complexities and trying to have a situation where you can liberate data, try to take it from a legacy entrenched model, process, procedure and go into a new modern IT software defined ecosystem is very complex. And our objective is to make the, enablement of IT serene or simple and that's where SereneIT comes from. >> You know, I love the name but if you go back 20 years as you said, the asset that IT was focused on and took care of was the hardware. >> That's right. >> And we bought the hardware from a reseller, they just made the installations, configurations and what not. But as you said, today we're focused on the data. That's the asset. >> That's correct. >> And just as we used to have challenges uplifting and all the things we had to do with hardware, we're having similar types of challenges when you think about how to apply data to new uses, sustain that asset feature of it but apply it in new ways to create new value. As you talk to customers, what is the problem that you find they're encountering as they try to think what to do with their high value traditional data? So there's actually, I'll call it three strategic problems. Becoming to where it to be a workload optimized model structures or your data driven intelligence, trying to pull something out of the data model, trying to pull something out of the data, make it tangible to the business. And then trying to figure out a way to make it easy to enable the users, that is the employees to do something with the data the have. Making it more of a cloud-centric approach. Everybody wants that easy button now. So at a high level, trying to make that a possibility is where we spend our time today. And give you a quick example of that would be legacy block storage. We do a lot in the storage world. And we focus on software defined storage apparatus or solutions. So a lot of our clients are kind of mired down with legacy block, via Fibre Channel basics that were great for their era. But today with cost being a big factor in trying to be able to leverage an ecosystem where I can take my data, wherever my data sits and leverage it on multiple different apparatuses, be it BlueData, be in Kubernetes, be it name your favorite Docker solution. Trying to be able to use that in an ecosystem in a software defined hyper cloud, doing that on a legacy block is very problematic. And that's where we help customers transition from that legacy mindset, legacy IT infrastructure into a more of a modern software defined data program. >> So what's talk about that. Because there's a more modern technology, but really what they're doing is they're saying, look I've got this data, using these protocols like Fibre Channel with these applications and it's doing its job. >> That's right. >> But I want to create options on how I might use that data in the future, options that aren't available to me or aren't available to my business if it stays locked inside Fibre Channel for example. >> That's correct. >> So what you're really doing, is you're giving them paths to new options with their data that can be sustained whatever the technology is. Have I got that right? >> In a nutshell, Frank I would agree with your sentiment on that, your comment is spot on. We take customers data, we look at the business as a whole. And we focus on, what is the core of the business? Be it, maybe it's a High-Performance Computing Cluster Maybe it's a Oracle, Cyrus, Informant name your favorite data base structure. Maybe it's MapR, maybe it's a Dupe. We look at the business and determine, how are we using that data? How much data do we need? What's my data working set size? Understanding that and then we actually would design a solution that will be a software defined ecosystem that we can move that data in. And nine times out of 10 we can do it on the fly. Rarely, rarely ever do we have an outage to do it. Or that might be a small few minute outage window when we do a cut over, where we keep everything in mirroring Lockstep . >> Well that's one of the beauties of software defined is that you have those kinds of flexibilities. >> That's right. >> But think of, so talk to me a little bit about the you are, the customer realizes they have a problem. They find you guys. >> Sure. >> So how do they find you? >> So we do a lot with large scale Fortune 50, Fortune 100, the large scale enterprise businesses. And we do that with our, we're known in the engineering world, big accounts, because of our backdrop in HP engineering. And so HP brings us a lot into these accounts to help them solve a big business problem. So that's how a lot of our customers are finding us today. We are reaching out with media, like theCube here to talk to clients about the fact that we do exist and that we exist to help them consume a more modern IT in footprint. To help them go from that legacy model into that more modern model. >> Okay, so the customer realizes they have a problem, HPE and others, help identify you guys, matches you together. You show up, how do you work with the customer? Is it your big brains and the customer passive? Or you're working side by side to help them accelerate their journey? >> We find it best that we do it in a cohesive manner. We sit down and have a long discussion with their, usually their Chief Executive officer, their CTO, Chief Technology Officer, we'll sit down and talk about the business constraints. And then we'll go down to the directors the guys on the front lines that see the problems on a day to day basis. And we look at where their constraints are. Is it performance, IOP driven. Nine times out of 10, those problems are no longer there. They were solved years ago. Today it's more about the legacy model of, let me log a ticket to stand up a new virtual machine to a SQL database to do this application. So I've logged the ticket, a week two later I finally get a virtual machine. And now I got to get five more teams engaged, I get it online. Total business takes about a month to get some new apparatus up. Where if we go into a software defined ecosystem where we have these playbooks and this model written for the business, we can do that in 10 minutes. Be it on Nutanix do it with SimpliVity, VMware models, we don't' differentiate that. We let the customer tell us which one they use. 'Cause everybody has their liking. Be it some are VMware shop, some are Hyper-V, some are KBM. We do all of them. >> But the point is you want to help them move form an old world that was focused on executing the tasks associate with bringing the system up to a new world that's focused on the resources being able to configure themselves, being able to bring to bring themselves up test themselves in a software defined manner introducing some of those DevOps processes. Whatever the technology is, they have the people and the process to execute the technology. >> That's exactly right, because the technology in a nutshell. If you look at just technology itself that's not the hard part. Not for us anyway, 'cause we're an engineering team that's what we do well. The data driven intelligence stuff and helping customers bring more value out of their data. We can help them with that and show them exactly how we would do it. Be it a different technologies and stuff and we'll get into that discussion later. But the biggest problem we see is the people and processes which you just mentioned. Pushing the button, achieve an objective. That is where the old way of being very ticket driven Siloed approach, really slow down the economics of business. Was a huge driving force of not achieving the ROI that you actually set out to do years ago. Where we have one client that has a little over 4,000 servers and how my team and I explain it to the clients. Come out to the Golden Gate bridge. January 1 you start painting. December 30th you're done painting and January 1 you start painting again. You never get done. It's always getting painted. Patching of these large scale enterprises is the exact same way. You can't patch all the servers on a Saturday. You can't patch three thousand machines, BIOS, firmware, the list goes on. What we do for them is we actually put in an apparatus engine, basically an automation engine and instead of an army of 10 people doing firmware or BIOS and all the stuff updates, we automated 100% of that entire process. That's what SereneIT does. Help a customer take a, could be a legacy model, bare metal machine and show them how we can automate the bare metal machine. We can do the exact same thing in any hypervisor on the planet today. >> So that it's done faster, simpler. The outcome is more predictable. The result is more measurable. >> Yes. >> That's really great stuff. Let's go back to this notion of data because we kind of started with this idea of data and having to evolve the formats increasing the flexibility of it's utilization. We talked about hypervisors and all that technology is kind of sucking it forward, bringing that data forward making it possible to do things with it, but still the data itself is a major challenge. How are you working with customers to get them to envision the new data world independent of some of these other technologies? >> Sure, okay. So yeah, we have clients right now, we have (mumbled) systems these are global file systems that have enormous amount of data in it, some of it is compiled code logics for drivers and firmware and Kernel code structure that are forthcoming technologies that aren't even released yet. We have clients that have data based structure with ascii text is very common road driven. We have customers that have flat ascii files that are just flat text files. So we help the customers grab data from that existing data footprint for new lines of business. Determine what are we touching, how are we touching and how often are we touching it and why are we touching it? Case in point, when you have a large manufacturer doing chip design and your looking at a global file system you're trying to give assertation data as to what drivers are our developers working on most frequently. In the medical community, we have a client we're working on at global scale, we're doing real time data analytics to figure out if we're doing SQL injection from a hacker. So we show them exactly how we can do this in an inline driver stack and show them how to do it with the technology reducing their actual CapEx expend. There's legacy tools out there that work great. You know one of these is like, I won't give names of product and stuff, but there's a lot of cool technologies that's been around for a long time. >> That works. >> That works. >> And it just needs a smart person, or a smart team to put it together so it can be applied. >> That's what we've been doing with our clients is trying to show them that we can take the data that you have, be it flat ascii files or binary data structures. And we can show them that we can give you data analytics and pull that back. We have another client in law industry that we manage worldwide and we do e-discovery. On trying to figure out phrases and things that are maybe concerning to them in a financial world that is the global market. And we're able to give them that data structure on their own intellectual property and we give that to them in real time. We give them a dashboard so they can log in to the dashboard and they can see real time data transparency at a moments notice, so they can tell what the market is doing in Britain or they can tell what the market is doing in Singapore or U.S. by just looking at a dashboard and we're pulling data back. And we're pulling it from outside of world data points, this could be Facebook. Real time feeds, news, media and we pull it from internal data feeds. Email transactions that are going from their financial, they have like CIO's the Chief Investment Officers. Most people think of that as an information officer, right? So we're able to pull data from that and show them that they have a great deal of intellectual property at their fingertips that honestly they've never used before and that's what we're helping customers do today. >> Greg Tinker, Founder, CTO SereneIT. Thanks so much for being on theCube. >> Thank you very much Peter. >> And once again want to thank you for listening to this Cube Conversation. Until next time. (upbeat music)

>>live from Washington D. C. It's the Cube covering Bumi World 19 to Bide Movie. >>Hey, welcome back to the Cubes Coverage of Bumi World 19 from Washington D. C. I'm Lisa Martin with John Ferrier and John and I have a Cube alumni sitting with us. We have the chief product officer off. Del blew me. Steve would Steve, Welcome back. >>Thank you. It's great to be back. I could see again. John. Great must meet you >>back. Wise Enjoyed your keynote this morning, Man. There were so many nuggets and there I couldn't type faster. But one of my favorite things that you said is that no one is asking for less data. Slower? >>Yes, OK did I like kind of like saying because it frames things very clearly. It's just because it's clearly a prole. Every relates to him in the audience, but it was kind of amusing, so they've really got it immediately as I get that, that's a fair statement, so >>so like, and then you kind of took us the audience back. Thio 11 months ago at Bumi World 18. Some of the things that you guys said this is what we're going to be really focused on redefining the eye and I pass to be intelligent. Give her audience who wasn't able to see your keynote A little bit of that historical from 11 months ago. So what you guys are delivering today what the Bumi platform looks like today? >>Yeah, sure. So I mean, a lot of showed last Army, we kind of owe. Then we feel like we is like craters. The industry have to kind of try lead it. Where? Where is it going next? That's our big kind of duty, I guess. And so it's been taken over when we had the founder of booming attend, which was nice, but yes, so the big thing we should Last year was kind of the next generation, which is really a unified look and feel super easy to build applications that spend all of the portfolio and art in our that we offer our customers. We wanted to make it very collaborative, so users of business or business analysts or quick technical people can work together and use. Our platform is a collaboration space of the right controls in place. Eso stuff like that was really good to show that our new solutions. Overview. We've been definitely encouraging partners to put Maur intellectual property into our platform to excel, help accelerate their customers. Helping our customers just get people on board as quickly as possible. In fact, actually owned boarding employees on boarding was the solution we showed last year. >>That was fantastic. I couldn't believe how complex that was at Bumi. And when you guys said, We've got to change this huge improvements. >>Yeah, well, it was sort of a discovery that came up from one of our cells. Engineers got Andy Tiller did a fantastic job. He didn't enjoy his, um, his own boarding experience abuse me and then sort of building a solution. And we're like, we like we can actually do this way better on the platform. But what was amazing was that even for a company the size of Bumi, which is about 1000 people, we have, like, nearly 100 integration points and systems had to be coordinated to on board a single employee 100. Yeah, it's a lot, you know. So it became a really connectivity problem, actually, on >>boarding >>bits relatively easy. It's just, like connected all these systems. That's the hard bit. So yeah, we're excited to show that I think we got a kick out of seeing you together than we give progress on how we're moving that forward with various demos >>you don't want to ask you. Last year we asked the chief operating officer and the CEO Bumi what their investment priorities were going into the next year. And they said Number one was product. So that was a key thing. First and foremost go to market and then customer equation. But a product has been a big focus. That continues to be. What >>is >>the problem? Does it mean product when your chief product officer, what do you overseeing? Talk about What is the product? What is the platform And is there a difference? >>Yeah, I mean, so we we talk about the problem because we're in the product group, but we definitely see it as a platform. The investment in product is great. It means I get to spend lots of money like about my new converse. I won't try to show them, but way, but yeah, I mean, the investment partners being that we know that as we get Maur is this is this economy keeps building of integration and connective iti wanna continue to hold our leadership. We need to invest in product to make it easier. The expectations of our users is that they get a really premium experience when they're on board it onto the platform. We have to make sure we keep up to date with all of that effort. So a lot of what we talked about, it's how one is that we break our product up into discreet service is to allow us to move faster from an engineering perspective. And there's a lot of stuff that goes on there to think about ourselves as a platform to make sure we're fully extensible on. Then providing Maura Maura service is that people can build on our platform. So a lot of that investment just driving those >>activity. Rick was on yesterday talking about the big bets they made early on that are paying off. One of them was Aussie Cloud. On seeing that as you look at the architecture of this kind of new era of clobbering cloud to point, are we calling it? There's new requirements. It's the glue layers being built out. You need data to be accessible on addressable and available in real time, and you have multiple systems to talk to hence the integration you guys are doing. But this new mega trends happening is event driven architectures, which you guys talk about. There's a P I's just going from rest ful to state. And so you have micro service is here. So these air new dynamics Can >>you take >>a minute displaying like what all this means And what is event driven infrastructure? >>Yeah, a venture of architecture. But yeah, that's well, that's what we've been calling it. But yeah, I mean, it's basically that we're going to models where we're responding in real time to things that are happening out there on that revolt that involves a whole new level of scale. But, you know, we're also getting to things like streaming soas. Data come comes in, it's coming in, not in these packets, but it's constantly being fed to you, sir, constantly having to process it. You know, before in the integration space, it was like what? You'd set up a schedule you'd say, move that data at midnight from there to there and then it got faster and booming, provided real time, which was a request response that you send it personally, require a response back. But now it's like we're not going to just send it to you as a discreet thing. We're going to send it to you constantly, so event driven architectures. But how do you handle this continuous influx of data? And it's not getting any less. So how do you kind of manage this? We're being pulled in. Both ends were being pulled. There's never been more data that you never wanted to have faster. So it's like, How do you manage that? So for Bhumi, you know, that's why we're investing so heavily. >>Used to be in the old days when things were slower, events were like a trigger in a network management software alarm notification. Now they're happening. All the time is more and more events and paying attention to what events becomes a non human thing. Yeah, it's a software thing. Is that kind of where this is going? >>Yeah, well, I >>mean, we've been thinking >>a lot about that, like we sort of feel it. One is that we're gonna grow up from being on iPods to more of a data management vendor. We think that, like where the data manager in the future will come from an I pass, that we will be managing your data across like all of these systems from the catalogue and preparation to the, you know, actually integration and surfacing it up in real time and all that kind of streaming side. So I know it's Ah yeah, it's an evolving field for sure. >>One final point on this topic of product AP eyes have been great. They really made the market. Going back to the original Web service is in early two thousands to cloud. Where does a P I go? A A p I to dot or whatever you call it. What's the next Gen Place for AP? Eyes? >>Well, so it's interesting course. So we >>have >>a slightly different view of a pie management. That may be the typical AP management space, which is one thing to declare openly. But I think I >>want to >>go with that. Were right in the sense that cause I would think that because I'm a product, >>it's a good thing for a product. I don't think so Go >>and we're more than a little opinionated. So >>it is here, >>but yeah. Is that like sure. I mean, with a p I You need a gateway you need for the proxy ap eyes. Wherever they may be, wherever they may be developed. Other you build him and Bumi or you code them yourself when you told him, Manage those and throttle and scale and add policies and, you know, have developers registered to use them and monitor their usage and cut them off and have quotas. All that kind of that is old, fantastically good stuff. You know, there's lots of understeer doing a lot of that. We're adding Maur Mork capabilities there. But for us, a p I is really about AP enabling absolutely everything like we're in this world where you got refrigerators, two autonomous vehicles to cloud infrastructure to pivotal to all these different environments. And you have to have a tool that how do you How do you manage a P I across this incredibly disparate landscape of tools, technologies, things, infrastructure and it's one thing to say. OK, we could manage a P eyes and you install our software. Well, that's not good enough because, you know, with our customer like Jack in the box. They have 2200 plus retail locations. Nice have joked in my keynote that it's like painting Golden Gate Bridge. If you had to upgrade your gateway every time there was enough grade needed. It's like pain the Golden Gate Bridge to get to the end and you start all over again. That's 2200 plus retail locations. You know, I work for Dow. Ultimately is the holy owner of our business. He put five billion P seas on the planet. What if you had a gateway on five billion peces like, How do you manage that from a single control plane in the cloud? And that's what we're after. How do you do that huge scale AP enabling literally everything. >>And this was kind of under the concept of run anywhere that waas Yes, >>yes, yeah, and that was because we wanted to emphasize that it was about running Ap eyes and a pen, enabling things wherever they may be. That's why we put it under the run anywhere Banner. >>What's the biggest thing that you guys have done this year from last movie world that you're proud of? In terms of product or technology or something that could be of some obscure something prominent. What do you do? You proud of? What's the big thing? >>Yeah, well, for a point of perspective, it would be the AP I side for sure, because that was that was a big lift. There was a lot of work involved. We kind of moved ourselves forward very, very quickly in our capabilities on a p I with Gateway portal proxy, you know, literally within the span of just over a year. So that was Ah, big left. But I would, you know, because I also run engineering. So I feel like I need to, like, geek out a little bit. I mean, one of my proud things is, actually, we started wrestling and wrangling that 30 terabytes plus of metadata and starting to see what's in there. And like, anything in data science, you know, you're kind of like looking at weaken start. We started seeing all sorts of cool new things. Now I'm not gonna talk about it the inside side, But you start to see new things. We start to see ways that that meditated can be applied. So we built the infrastructure It's huge scale, massive scale they might have meditated, were ingesting and then analyzing eyes helping us, you know, improve productivity across the platforms. We talk a lot about being more efficient, more effective, so you'll see more of that in the pub. >>Can you clear up the just the commentary around the definition around single tenant instance? And when customers do multi tenant, because the benefit of the single tenants what the main core value proposition with the data, the unification of data? That's awesome. But there's also potential opportunities with customs. Might want have a roll run through things. So you have flexibility. Is that true? Is that the definite Take us through what the difference when, when multi tenant kicks in and what's >>well, so on our platform multi tendencies s. So if you think about the build experience when you're your dragon dropping, pointing, clicking, building your work flows or your processes for managing your data, you do that in the cloud, and then you can decide where you wanna put that. So where is that actually gonna be executed? And you can put it in our cloud, which is our multi tenant cloud, and then you. Could we manage it all for you? And that's fantastic. You can point or manage. Cloud service is if you have very specific requirements, usually around security, Sometimes around hyper scale. Well may put you in a manage cloud service environment. But then, if you have very sensitive data, you may want to run that workload and then stole our little run time. Adam, you know behind your firewall so we never see the data. So it's super sensitive. We don't see it. We >>see how >>it's running and we manage it. We have grade that that infrastructure for you, but we never see your data, so it kind of gives you the best of both worlds. You could be a cloud first, cloud only vendor, and you can be a traditional on perimeter. You could be a hybrid of both >>is not a requirement. The product. It's a customer choice. >>It's a total customer choice. I think that's pretty cool. Yeah, and I think actually we're one of the few that does it the way we've been doing for a long time. And it's hard, by the way, because it's like maintaining that compatibility For 10 plus years, is quite difficult to make sure everything works every time. We have, like 9000 >>customers and 80 plus countries. But on the the 30 plus terabytes of anonymous metadata, you are very clear this morning and saying that it's just the metadata that's not the actual have any any, you know, private information from any of our customers. But in terms of leveraging that data for those insights where some of the things that from last spoon me world to this one, that that access to all that data has what some are. Some of the announcements, maybe that came out today that you guys looked at saying, It's these are some of the nuggets that were able to pull out because we have the access to this musing. Maybe it's a I or what not gonna give you >>some examples in one was the the suggested filters. And it was a simple thing. I did sort of like that joke of It's one small step for Bhumi customers, but a giant leap for booming engineering. But because we rebuild a whole bunch of infrastructure to dio but suggested filters just making it easier to query information of various systems. And it is cool because it literally is looking your system, comparing it with other customers systems based on how you've configured in this case Attilio environment and then working out actually, based on what people are doing. This is kind of what the filter might look like for you, which is very, very personalized to the user. Based on intelligence. We have more That's on the bill tight. We have more on the deployment side because you can show you, actually hey, few of built in a p. I do want to deploy it out, too. A raspberry pie will. Actually, you probably want to configure the AP. I like this where you may find you see some issues here, and that's not static information that's evolving from the metadata. We can see the performance of your systems against the Oxy. All right, In that environment, I do it a bit like this. Or if you deploy to say, I Jules, we might make recommendations based on that process of that, a p I or that data quality hub that you wantto excess just make your systems run like this. So it's kind of predicting how you deployed >>I was about to say, Are you helping customers get predicted with us? >>Yes. And there's lots we can do there. I mean, like, so we'll do Maura. Maura. But we can automatically optimize your deployment. So if it's in our cloud, that that'll happens automatically. So helps us, too. But for customers, it's also making just go. Okay, we'll deploy it. And then the leverage that community to so see what works best. The most successful deployment, the most successful architecture and the way you've deployed it is was what you'll be matched with. And then the same with the run time. With monitoring, we can start to look at things and see will. Well, not slowing down a little bit. Actually, it's Linden the string error. A little bit, actually, based on what we've seen before, that system may be about to fall over, so you might want to get all not before completely does what it's gonna do. >>Well, we got you here. I want to get your definition of cloud two point. Oh, on We've been riffing on this. Been more of a takeoff on Web two point. Oh, because cloud one daughter was anything Amazon you know storage. Compute some networking, but it's Amazon that working. But you scale up start ups will go there. It's beautiful thing, but now it's enterprise. Start to embrace cloud with hybrid on premises and deal with all these hard problems and challenges. Crazy opportunity. An operating model for on premises Cloud Club one Dato Amazon. Really easy to work with. Scales are beautiful. Cloud to point is different. I got things to deal with. Observe, abilities, a hot thing you got kubernetes containers you got. How would you define what cloud? Two pointers for Enterprise? >>We'll think because we're all about the data cloud 2.0, is really like for us. Ah, data problem. I mean, it's just like E think before I mean, I was part of cells force for a while. Is this whole idea of like earlier data in the cloud will manageable for you. But when you're getting into the kind of environments were seeing, say, there's just too much data like you, it's not feasible. I mean, give you an example. Bumi itself. We moved our infrastructure customers was transplanted customers from Rackspace to eight of us Last year it was a big engineering lift to do. You can imagine moving 9000 plus customers over on our cloud Ah, design surface that but so we did that, but actually to move the data, it was so much it was actually faster to put the disk drives in the back of a van. No mobile moving over snowball using the wheel network, you know, the engine motor e one and then put the hard drives in. And then we did our sink to bring them back up so that we have the same data in both locations. And that's just an example of the kind of customer data that customers are routinely struggling with. And cloud wasn't set up for that. But that's becoming day to day now, so you need a highly distributed architecture. It was probably why we announced the Adam Fabric, which is really a fabric of connectivity, as much as is a fabric of data, so we don't need to move your data around. You can leave it where it is. We can do some analysis on it as part of an end to end >>Program Cube alumni that I was on the cube a couple weeks ago, he said. Data is the new software, data and software. What's your reaction to that when you hear that? >>To some extent, >>I think that's a CZ, A bit of a business process geek. I think you know this process around data for sure. But But I do think I've heard similar things with, like, actually, applications come and go. Business processes come and go, but the data remains so I think maybe in some respects, your date is the new software Could be a term I I could buy into a Well, >>Steve, it's been great having you on the Cube with John and me sharing all of the things that you guys have done in the last 11 months. I can't wait to see how everything becomes a P. I enabled. Still, next Bumi World, you gotta come back. Yeah, All right. Our pleasure for John Ferrier. I'm Lisa Martin. You're watching the Cube from Bhumi World 19. Thanks for watching

>> from Santa Clara, California It's the Cube covering techno ovation World Pitch Summit 2019 Brought to You by Silicon Angle Media Now here's Sonia to Gari >> Hi and welcome to the Cube. I'm your host, >> Sonia to Gari, and we're here at Oracle's >> Agnew's campus in Santa Clara, California covering techno vacations. World Pitch Summit 2019 a pitch competition in which girls from around the world developed mobile lapse in order to create positive change >> in the world with us. Today we have team >> powerful daisies from Brazil. Um, and their acts called safe tears. So their members are on a Toronado. Uh, Clara Patan. Um, Anna Julia Uh, Giacomelli um Emmanuel Amara Skin and Julie Carr Bio. Welcome to the Cuban. Congratulations on your being finalists. Thank you. So your app safe tears tell us more about that. >> So our APP is a suicide prevention app in which its user gets his own glass of blue feelings, where to use their ads or remove tears accordingly with his feelings. So if the user said they had tears any, they're happy they take theirs out. >> Wow, that's amazing. So can you tell us how someone would use Thea >> So let's say I'm set. So I go to the app and I at use. So add those as my 2% rise is the absolute send motivational messages to me like saying go talk to somebody over find help and also encouraging me to be to know, to get better. And if I'm happy, I take tourists out and I get messages like congratulating me too because I'm doing better. >> So is there like a graph of your improvement of how you feel some days you feel the other days >> we would like to implement dead in your future. But right now, in this version of the app that is not available >> OK, well, yeah, that would be a great thing, Thio. So how did you come up with this idea? >> So in our community, there was a lot of suicide cases and off course with friends and family, and it was something that really needed more help. So we went Thio lecture about suicide, and the woman said that we are like a glass of water. We we feel that up and then one day all the water gets out and then somebody you know tries to suicide themselves. So we wanted this person to thio like realize that she's getting wars so she can find help before anything bad happens. >> And I know that sometimes giving advice to someone who's depressed can be very tricky. And you have to make sure saying the right thing. So how did you find out what kind of advice to give in your app? >> Yeah, we had help over school psychologist. So she was there with those the whole time we were developing and she helped us do Every single message is that the absense to the person is, you know, viewed by >> her And have you seen has anyone used the app and has felt better? Any success stories >> they're hesitant to launch, But we did tested it and people really liked it and thought that they would use it. >> That's amazing. So how >> did you all meet and why did >> you decide to join techno vacation? >> So we were from the same school from different classes where we're from the same school. So we met there and our teacher showed us the documentary code girl and their inspired us to join techno vacation because we thought it would be a cool experience. >> And so how detective ation help you achieve your goals and make your act better. >> So without techno vacation, of course, we couldn't be here and get all this experience in learning's to improve our app. So it's helping a lot. >> And, um, can you tell us more specifically like, what skills have you learned from Tekken? Ovation. >> Like programming, big public speaking and about business. We learn a lot like doing the business plan about marketing and publicity and all that. And I heard you >> guys had an amazing week this week. You went to whoever you saw Golden Gate Bridge. Can you tell us more? About what? The highlights of the wiki pad? >> Yeah, we went to Webber, of course. And we talked to people there. He was amazing. Talk to employees and see how is life there. And also we went to the Golden Bridge and we crossed the bridge. It was a Bahar, you know, we're not used to exercising. Right? And last night we had a dance party. What? She was really fun and we got to interact with people from all over the world and it was amazing. >> That's so great. Well, thank you so much for coming on. I'm so looking forward to seeing your app in the APP store one day. And congratulations. And good luck for the pitch tonight. >> Thank you so much. This has been team >> powerful daisies from Brazil. This'd the Cube. We'll see you next time.

>> from Santa Clara, California It's the Cube covering techno ovation World Pitch Summit 2019 Brought to you by Silicon Angle Media Now here's Sonia to Gari >> Hi and welcome to the Cube. I'm your host, Sonia to Gari. And we're here at Oracle's Agnew's campus in Santa Clara, California covering techno vacations World Pitch Summit 2019. Ah, pitch competition in which girls from around the world developed mobile lapse in order to create positive change in the world with us. Today we have Team Coco from Kazakhstan. Welcome. The members are, um Dilma as camel Over and Mallika Bree by Ava Uh, Donna Ulanova and Lube of do Chen Kuo Welcome. And congratulations on being finalists. Thank you. So your app is called tech Go. Can you tell us more about it? >> Yes. Uh so so techo in three d mobile application, which has a minute reality and as connected to the hardware which has dedicated for the behavioral change of people for so that they can become more conscious and like a friendly. >> And can you tell us more about how it works? Yes, >> of course there is. Luba, who can explain this? Okay. S >> o r application is about an astronaut who needs to save the planet. S O Firstly is there is a game in which a person needs to save your hair. Virtual airs by selling some ecological problems in it so that he or she wrote, be educated to both real life scenarios. And I also have a step counter which tracks your carbon footprint and encourages people to trust Morgan Friend the transportation options And that's a rare make really impact is that we connect our application with a special trash boxes in our city. All those locations are shown on the map, and coming to this place is user received trash box. And since Rosa Garbage and then because he has restaurants carriage here, she will get some points and your impact will be realized in the eventuality. Yeah, >> So what impact in society do you hope that this app will help change >> Rapids three t mobile application and it's a game. That is why Gamification and theater magic reality, which is a r which is inside this game a cz more visually in psychological attractive to people and those challenges that we provide a game are intensified so that most of the people. When they accomplish their goals, they might get, like, have a certain profit out of it so that they can become worker friendly and gain benefits. This is how we want to make sure that people might gain my changed a behavior for the sake of ecology. >> That's awesome. So you're using essentially a game incentivize people to make better choices in their everyday lives. That's great. And so how >> did you >> come up with this idea? >> So look, I will explain >> this. Actually, there were before some eco trash boxes in our school because like the thing off, ecological problems and recycling is one of the most talked about topics in Kazakhstan nowadays. And like in our school, the students try. Thio make this echo charge boxes, but they were always empty because students wasn't incent ified to recycle the garbage. And we tested our up in our school and we already launched it in our school and this ups incentivize our students. And now this I could trash boxes with our hard way always full. So >> that's awesome. See, you already found some success with your app. Thank you. Do you think that that this is a problem in the bigger community. >> Oh, maybe Donna Comptel. >> So we're saying that we started locally, but we got to go globally within that, uh, a pollution, like a pollution global problem and we trying to solve all over the world. So in our game, we have the whole world that you become an astronaut. So you should be aware for hold the problem that was happening in the earth. So we are trying to engage and educate people to be more global on to be more responsible for our final for our home. >> It sounds like everyone in the world should download that app. Yes, I do hope Thio uh, expand if you get the funding. >> Yes, um, we plan to expand not only in our country, Kazakhstan on only locally, but also globally. And we would like to create the eco friendly community across Central Asia since we want to make sure that consciousness is global in our area. >> And what struggles have you faced trying to create this app? >> Um, probably there were some struggles and off course in the realization and, uh, the realization of technical part of this project and creating a business model, since we are not very experienced in this kind of things. But since we have participated in techno vacation and we were immersed in this protest and were modified Thio motivated. Yeah, and we're motivated to learn all this things and acquire those skills. And this is why we became more experienced in this stuff. So right now, uh, those struggles that we face before not longer problem for us. So yeah, this what we faced? >> So techno vacation has definitely helped. Do you improve your app and yes, right houses. Tech innovation Helped you? >> Yeah, Um, probably someone else wants to ask you this question. >> How is SECNAV ation help? You were What skills have you learned from this journey? For >> example, one of the most important skills, I guess iss a teamwork. Like after we started to work on the one project, we started to listen each other excavation actually helped us too. Um, I understand the opinions off other people and like to understand the problems in our society. We start to dream bigger to think bigger, wider kind of that >> That's amazing. And also take Novation helping us >> to explore new companies to be more like open a person to come to The company's asked about the help on not like B just like see the problems and trying to solve trying to find a solution and be the people of the world and be responsible for our planet for what's happening in our local community on be aware of everything. >> And, um So I heard you guys had an amazing week. Um, you you went to whoever You went some other places. So can you tell us more about your week >> you want? So we went to amazing places in a Silicon Valley in a San Francisco San Jose and we so, like it'd, for example, Golden Gate Bridge. And also the Alcatraz so were so impressed by their architecture by the people by the nature on DDE. We just expected a lot of Onda. We just got this old expectations come to the reality on dhe. We hope that that kind of dream will come true in our future, and we gonna to work in a one of the big companies that were located here. I know all the universities. So >> how is it like going to the different tech companies and seeing it in real life. >> So we >> visited Uber Company and Google Ventures, and both we I have seen people who work is there, and we're really impressive on. And we really like it. It? Yeah. And, uh, I think so. Before, like in my childhood, I dreaming to be to be in Silicon Valley, to goes there and, like, meet people who are work already working you And now, like my dream came through. >> That's awesome. And you get to see California And you you might be able to win today. So thank you so much for being on. I wish you all the best. And I hope you haven't amazing pitch tonight. Thank you. This has been Team Coco from Kazakhstan. I'm your host, Sonia to Garey. This is the Cube. Stay tuned for more

>> live from New York. It's the Q covering AWS Global Summit 2019. Brought to you by Amazon Web service is >> Hi and welcome to New York City, The Big Apple. I'm stupid and my co host for today is Cory Quinn, and this is eight of us. Summit New York City. It is one of the regional events that they have, but these regional events are actually tend to be bigger and more exciting than many companies. You know, big events not, you know, say that companies don't do good shows, but if you look, we've got 11,500 people in attendance over 120 seconds over 125. Sponsoring partners here in the ecosystem just had Werner Vogels up on stage. A number of the customers such a fin ra and Gordon, who we will have on the program on good energy, a local show it is free to attend Cory. Before we get into the technology, though, there's a little bit of a protest going on. Here is actually the second Amazon show in a row. That this was was an Amazon re Mars, where a protester talking about I believe it was something around about chickens in Whole Foods. Basically, she got really close to the richest man in the world. But the protest here, it's outside, it's going and it's about ice and border control was actually a very well organized protest. Security had to take many of them out for the first least half hour of the of the keynote. Warner stopped a few times and said, Look, I'll be happy to talk to you after, but please let me finish. I thought he handled it, respectively. But what was your take? >> Very much so. And it's, I think it's an issue with There aren't too many people you'd want to associate with. On the other side of it, kids in Cages is not something anyone sensible wants to endorse. The challenge that I continually have, I think, is that it's easy to have these conversations. Now is not the time. Okay, great. Typically, it's difficult to get big companies to say, and now is the time for us to address this in anything outside of very carefully worded statements. So I empathize. I really do. I mean, as a speaker myself, it's terrifying to me the idea that I could >> go up and >> have to have that level of conversation and a suddenly interrupted by people yelling at me. It's gotta be nerve wracking. Speaking to 10,000 people on its own is not easy, and having to carry that forward with something that effectively comes down to a morality question is it's gotta be tough. I have sympathy for people going through this on work on Amazon, and it's I don't know that there's a great answer right now. >> So, Cory, I know you know You are not deep in the government space, but you were at the public sector show there and there's always this discussion as you know Well, you're supplying the technology. While Amazon might not be providing, you know, bummers and, you know, guns. They are providing the technology underneath. Facial recognition causes a lot of concern. You rightfully so that make sure we understand this thing security products and the like. So you know, when you have the Department of Defense and Border Control as your clients, they do open themselves up >> for some criticism, right? At some point you have to wonder who you do business with versus who don't do business with and the historical approach. Well, as long as there are sanctions or laws preventing us from doing business with someone, we'll be open to all comers. I some level I find that incredibly compelling. In practice, the world is messy. If things were that black and white, he wouldn't have the social media content, moderation issues. It would be a very different story with a very different narrative. >> Yeah, definitely. Amazon as a whole has a platform, and they have relationships. You know, Jeff Bezos has met with, you know, the highest levels of power in this country. They've got a carny. The foot was part of the Obama administration helping with policy. So absolutely with great to see Amazon, you know, take a strong puff statement and you know, for good is something that we're hugely a part of and therefore way want to see all the suppliers you know, having a dialogue and helping to move this >> for you. I think the lesson that we take from it, too, is that there are multiple ways to agitate for change and protest. One is to disrupt the keynote, and I understand that it gets attention and it's valuable But you could do that, or you can have a seat at the table and start lobbying for change, either internally or with stakeholders. But you need to it. There's a bunch of different paths to get there, and I think that I don't blame anyone who's protesting today, and I don't blame anyone who chose not to. >> All right, So let's let's let's talk now about some of the content. So Cory lutely, you know, there there's in the Amazon ecosystem. Every day we wake up and there were multiple new announcements. A matter of fact. We're always saying, Oh my gosh, how do I keep up with all of the things happening there? Well, one of the ways we keep up with it is reading last week in a VWs, which is your newsletter. I'll do the shameless plug, you know, for a much appreciated by telling my story. Cory. But Amazon Cloudwatch Container Insight, Amazon Event Bridge. You know, new developer kids fluent bit, you know, talking about the momentum of the company security databases on you know, the general adoption overall, you know, quick take for me as I love to hear you know, Werner up there talking about applications. It's not purely Oh, everything's going to live in the cloud and it'll be sun shines and unicorns and rainbows. But we understand that there's challenges here, your data and how we manage that requires, you know, a broad ecosystem that was the event bridge is something I would definitely want drilling on because from a serverless environment, not just one thing, it's lots of different things. And how do we play between all of them? But since you do sort through and sift through all of these announcements, give us a date. It was there anything new here? Did you already know all of this because it's in your R S s feed newsletters? What did grab you? >> Surprisingly, it turns out, in the weeks with you have, obviously reinvent is just a firehose torrent that no human being can wind up consuming. And you see a few releases in Santa Clara and a few in New York. But I thought I knew most of things that were coming out, and I did. I missed one that I just noticed. About two minutes we went on the air called cloudwatch anomaly detection. The idea is that it uses machine learning. So someone check that off the business card of the bingo card. And at that point, you take all the cloudwatch logs and start running machine learning and look for anomalies discrepancies. In the rest it uses machine learning. But rather than go figure out what it's for, it's applied to a very specific problem and those of the A. I am l products. I like the best where it's we're solving a problem with your data for you. But riding guard rails as opposed to step one, hire $2,000,000 worth of data. Scientists Step two. We're still working on that. >> All right, so court cloudwatch Actually, you saw the event bridge that I mentioned, which is that event ecosystem around Lambda uh, Deepak, who we're going to have on the program that said that it was the learnings from cloudwatch that helped them to build. This may be for audience. Just give us cloudwatch. There's a lot of different products under that. Give us what you hear from your customers. You know, we're cloudwatch fits and, you >> know, let's start at the beginning for those who are fortune enough never to have used it. Cloudwatch is AWS is internal monitoring solution. It gathers metrics. It gathers logs, it presents them in different ways. And it has interesting bill impacts as a cloud economist. I see it an awful lot where every time you, the monitoring company, walk around the Expo Hall, you'll trip over 40 of those. They're all gathering their data on the infrastructure from Bob Watch and interpreting that. Now you're paying for the monitoring company and you're paying for the FBI charges against it. And it was sort of frozen in amber, more or less for a good five years or so. I wrote a bit of a hit piece late last year and had some fascinating conversations afterwards, and it hasn't aged well, they're really coming to the floor with a lot of enhancements that are valuable on it. The problem is, there's a tremendous amount of data. How do you get signal from it? How do you look at actionable things? If you're running 10,000 instances, you're not looking at individual metrics or individualist. You care about aggregates, but you also care about observe ability. You care about drilling down into things. Burner talked about X Rays distributed tracing framework today, and I think we're rapidly seeing across the board that it all ties back to events. Cloudwatch events is what's driving a lot of things like Event Bridge and the idea of a defense centric architecture is really what we're trying to see Software's evolving into. >> Yeah, it's one of those things, you know, when you talk, you know that server lis term out, their events are at the center of them. And how do I get some standardization across the industry? There's open source groups that are trying to insert themselves and give some flexibility here. You know, when I want understand from Ben, Fridge says, Okay, it's Lambda and their ecosystem. But is this going to be a lame the only ecosystem? Or will this lay the ground work so that, yes, there are other clouds out there? You know what azure has other environment? Will this eventually be able to extend beyond this for? Is this a Amazon proprietary system? You have any insight there? >> It's a great question. I would argue that I guess one of the taking a step back for a second. It would have to be almost irrelevant In some cases when you start looking at server this lock in, it's not the fact that who there's this magic system only in one provider that will take my crappy code and run it for me. It's tied into the entire event ecosystem. It's tied into a bunch of primitives that do not translate very well. Now, inherently by looking. What event bridge is in the fact that anyone who wants to be integrated into their applications, you absolutely could wind up with a deep native integration coming from another large, hyper scale pop provider? The only question is, will >> you great, great point. I know when I've talked to some of the server lis ecosystem. It's that skills on understanding, you know, each environment because today, doing A W S versus doing azure, there's still a lot of differences there. Sure, I could learn it, but >> yeah, and one of the things that I think is fascinating to is we've seen a couple attempts of this before from other start ups that are doing very similar things in open stores or trying to do something themselves. But one of the things that change this tremendously here is it this is AWS doing that? It doesn't matter what they do, what ridiculous name they give it when they want something. World generally tends to sit up and notice, just by sheer virtue of its scale and the fact that it's already built out. And you don't have to build the infrastructure, help to run these things. If anything has a chance to start driving a cohesive standard around this, it's something coming from someone like Amazon. >> Yeah, absolutely. All right, Cory, you know, database is always a hot topic. Latest stat from Warner is I believe it was 150,000 databases migrated. You know, you called and said, Hey, why is amazon dot com on there? Jeff Faris like, Well, they have a choice. And of course, Amazon would point out they were using a traditional database for a long time and now have completely unplug the last in a >> long time. But they finally got off of a database that was produced by a law firm, and I understand the reasons behind that. But I was talking with people afterwards. Amazon does have a choice. Do they use, And if AWS wants to win them over to use their service is they have to sell them just like any other customer. And that's why it's on that slide as a customer. Now, if you're not in the ecosystem like some of us are, it looks a little disjointed of weight. So successfully sold yourself and put yourself on the slide. Okay, >> Yes, it was actually. So so. The biggest thing I learned at the Amazon remarks show when you talk about all the fulfillment centers in the robotics in machine, learning almost everything underneath there it's got eight of us. Service is underneath it. So absolutely, it is one company. But yes, Amazon is the biggest customer of AWS. But that doesn't mean that there isn't somewhere, you know. You know, I still haven't gotten the word if they're absolutely 100% on that, because we expect that there's some 400 sitting in the back ground running one of those financial service things. Maybe they finally micro did that one >> that's building in AWS 400. >> All right, Cory, what else you know either from the key note or from your general observations about Amazon that you want to share, >> I I want to say that it's very clear that Amazon is getting an awful lot of practice at putting these events on and just tracking a year to year, not just the venue. Logistics, which, Okay, great. Get a bunch of people in a conference room, have a conversation. Do Aquino throw him out the end. But the way they're pacing the Gino's, the way they're doing narratives. The customer stories that are getting up on stage are a lot less challenging. But then they were in years past. Where people get on stage, they seem more comfortable. It's very clear that a number of Amazon exacts not just here but another. Summits have been paying serious attention to how to speak publicly to 10,000 people at once. It's its own unique skill. >> Yeah, and you gotta like that, You know that. You know, the two first customers that they put on which will have on financial service is, of course, a big presence here in New York City. Gord Ash has their headquarters, you know, just a few blocks uptown from good, deep stories. Isn't you know, there there's that mixed that they did a good job. I thought of kind of cloud 101 because still many customers are very early on that journey. We're not all cloud native, you know, run by the developers and everything there. But, you know, good looks of technology and the new pieces for those people that have been in a while, But still, you know, welcoming and embracing offer how to get started >> and the stories we're moving up the stack to. It's not >> We had a bunch of B. >> M s and we put them in a different place. >> Hey, >> which is great news. Everyone starts there. But now the stories are moving into running serious regulated workloads with higher level of service is And that's great because it's also not the far extreme Twitter for pets. We built this toy project last week when someone else fell through. And now we have to give this talk. It's very clearly something large enterprises. >> Yeah. So, Corey, last thing I want to ask you is you remember in the early days, you know that public cloud? Oh, it was It was cheap and easy to use today. They have 200 instance types up there, you know? What does that mean for customers. You know you are a cloud economist. So need your official opinion diagnosis. >> I think it reduces the question, too, before you buy a bunch of reserve businesses. Are you on the right instance? Types. And the answer is almost certainly not just based on statistics alone. So now it's a state of indecision. It's rooted in an epic game of battleship between two Amazon s VVS, and I really hope one of the winds already so we can stop getting additional instance dives every couple of months. But so far no luck. >> So in your your your perfect world, you know what the announcement reinvented, fixes the problem. >> That's a really good question. I think that fundamentally, I don't I don't And I don't think I have any customers who care what type of incidents they're running on. They want certain resource levels. They want certain performance characteristics. But whatever you call that does not matter to them and having to commit to, though what you picked for 1 to 3 years, that's a problem. You don't have to. You can go on demand, but you're leaving 30% of the day. >> Yeah, and I love that point is actually taken. Notes fin rot. I want to talk to them because they say they've done three major re architectures in four years. So therefore, how did they make sure that they get the latest price performance but still get you no good? Good economics on the outdated >> regulatory authority? I just assume they get there with audit threats when it comes time for >> renegotiating. All right. You're Cory Quinn. I am stupid. I mean, we have a full day here of world Wall coverage from eight of US. Summit, New York City. Thank you so much for watching.

(funky music) >> Live from Barcelona, Spain, it's theCUBE. Covering CISCO Live Europe. Brought to you by CISCO and it's ecosystem partners. >> Everyone welcome back to theCUBE's live coverage here in Barcelona, Spain for Cisco Live Europe 2019, I'm John Furrier, and my co-host, Stu Miniman. Our next guest Sachin Gupta, senior vice-president of product management in Cisco's enterprise networking business, it's the crown jewels of Cisco, Sachin got the keys to the kingdom. Runs project management, so we get all the info from you, thanks for joining us. Good to see you again, good to see you again, king alumni. >> Yes, thanks. >> Thanks for coming on, I know you've got a keynote at 12 coming up shortly, thanks for spending the time, I'll get right to it. Networking is being reinvented, David Geckler said that onstage yesterday in the keynote. It's not changing, it's just shaping differently for customer needs intent-based networking, we talked briefly last year at Cisco Live in North America moving up the stack, it's here. Intent-based networking, cloud connections, IOT, all kinds of edge con activity, everything's connected, now on to the network. This is real. >> This is real, and John, look, it's been really exciting, right? We've gone through an 18 month journey here, when we first introduced in tent-based networking we talked about moving away from CLI box by box to really solving the problem at an abstracted, intent layer. Specify what user groups and what segments you want, what experience you want to deliver for those applications, and then the network feeding the data back up so you can learn from it, you can manage it, you can troubleshoot it in a much, much simpler way. We're now into this, as I said, 18 months. We have thousands of customers already using intent based networking we talked about software defining access for automated segmentation in the campus, talked about insurance, and then we've been adding capability along the way. And in just this week, David Geckler had people on stage, talked about more innovations with intent-based networking in the data center with ACI anywhere, with innovations on hyper flex. Liz came on and talked about IOT, and how that fits into the framework. And then Gordon talked about what we're doing with SD Ren, really, really exciting stuff going on there. >> Well, why don't you take a minute and quickly explain for the folks watching want to get us on the record so we can get definition. What is intent-based networking? What does it mean, what's the impact for the customers, what is it? >> Intent-based networking means that you can now express your business intent. Here's the outcome I'm looking for from the infrastructure. The system and the architecture will convert that automatically, provision, all the underlying components get the data and the context back out and prove to you that the intent you wanted was delivered. >> And what is changing now, more than ever, because applications are coming on. We see DevNet, we're in the DevNet zone. Seeing a lot of activity, developers. >> Yeah, so now you've got networks that are preventable instead of individual devices that you have to learn from the ground up, all their bells and whistles, you can now live at that intent layer, add an API layer on top of the controllers and move much more quickly. You can now start thinking about multiple domains, and how you cross those domains. >> What is the big product change, if any, especially software, is key to all of this? We've got plenty of hardware. You mentioned Liz in IOT, still runs router, she takes that software, she packages them. We interviewed her yesterday, she was talking about the synergies between code bases in which she customizes for the IOT market, then you've got the intent-based networking. What's the product look like, what's the products as they get more horizontal? >> Yes, so make no mistake, the hardware is still very important. Silicon ASIC's very important, but the magic now is in the software layer. So it starts with the operating system, and Liz talked about how we now have the Cisco IOS EXE operating system, which is modular hot patchable API driven programmable, and now runs across the entire portfolio. It runs on her ruggedized IOT infrastructure, runs on our switches, run on the wireless controller, runs on the routers and the SDWAN nodes, virtual and physical, same operating system. And then the SD controller layer on top of that. So for the campus, you've got DNA centers. So let's code DNA center, and then for the WAN you've got Cisco, the TeleV manage solution that provides a controller layer for automation, for analytics on top of the infrastructure. >> I wonder if we can unpack that SDWAN piece a bit, because WAN's been around a long time. I think back to the 90s, WAN was something that helped us get the internet. In the 2000s there was WAN optimization, I worked on a lot of replication solutions. I'm not sure that people understand the connection between SDWAN and really enabling the multi-cloud world that we need today, and the portfolio that Cisco has to attract that. >> You mentioned the 90s, I joined Cisco in 97, and I actually worked in WAN technical support. (laughing) So I've been with WAN for a very long time. And the customers aren't waking up and saying hey, I need a new WAN. That's not how the conversation starts. What's happening is it's a business transformation question. The companies, the customers are using infrastructure as a service, AWS services. They're using ACER, they're using Google Cloud platform. They're using all the SaaS products. Webex from Cisco, right, they're using Office 365. They're using all of these new applications and their data is not sitting in the data center. I mean, as we've noticed this week, the data center moves to where your data is. Well now, if your data isn't in it's data center that's conveniently connected through a WAN connection and it's all over the place. It's in the cloud, in many clouds. You have to think about, how do you get traffic in and out, how do you deliver security, and in this world where you may be using internet connections and all kinds of connections, how do you deliver the right application experience, and then oh, by the way, how do you manage all of this? That's what SDWAN is about, I need to transfer my business as I move applications or consume cloud services, I need to re-architect my WAN, and SDWAN helps me go do that. >> A big piece of that is what a network person needs to manage today, a lot of what they need to manage, they don't own. They don't control it, and some of that means I can't necessarily put a box that I can dial into and do this, so I need a software piece that I can put there as part of my overall configuration. >> Yes, you need a software piece, and you need something that scales to something that is cloud delivered. You can't be going to hundreds or thousands of sites and manually provisioning these for these services. You need to be able to have virtual services. If you're consuming a cloud service, you need your router or your service presence, your SDWAN presence in the cloud, right? So virtual network functions, virtual services become really critical in this world. >> Just on scale, you know, I've worked with Cisco on a lot of branch solutions over my career, there's lots of different components of scale that these type of solutions play into. >> Okay, people say if everything is in the cloud, does the scale requirement go down? All you think about is do I have 100 sites and I had one or two data centers. Alright, well now I have the same hundred sites, and I have hundreds of services. SaaS applications I'm consuming, and as I said, infrastructure as a service. And I still have some data centers for my legacy applications as well. So the complexity has actually increased, the scale requirement has increased. I need a much better software method, a software define method, to manage all of this. >> This is a key point, a lot of inflection points in the industry always have an abstraction layer to abstract away complexities. So you got two things going on here that are pretty clear, there's more complexity and more scale. So software's the perfect solution to manage that, is that what you're saying? >> Software's the perfect solution to manage this, and that's sort of one more level to that complexity. Because your traffic isn't neatly going from your branch through sort of a lease line or MPLS circuit that you can VPN into a data center, it's a more complicated traffic flow. I might be connecting directly to the internet securely is a huge concern. >> This is a great point, I was going to ask you the flow question, you know the old expression "follow the money and you'll find your answers." In networking, in this business, follow the traffic. Remember, north, south, east, west. That became a paradigm that helped shape a lot of network architecture. Now you have new traffic patterns. Can you give some color around the new traffic patterns and with cloud, comes with Edge, it's not just north, south, east, west, it's everywhere, so give- >> So a new traffic pattern now can be, instead of from the branch through your headquarters to your data center, now the traffic pattern is direct internet access to the SaaS application. Or go to a regional hub that I have in a co-location facility. Well, in the old world you had a security stack in your DMC. So it had your best firewall, your best IPS solution, all layered in there. Now in this new world with your traffic hitting directly, those applications and data in the cloud, you have to rethink security. So what we did in our SDWAN solution, we embed the best Cisco security technology application firewall, URL filtering, IPS solutions natively in our SDWAN software stack. And so you can deploy this across hundreds of branches now, and so you have assurance that the same level of security that you had in your data center can be delivered in a distributed way, in an easy way. And what happens is, customers also want to consume cloud security. You know, maybe I don't want to run in my branch, I actually have a SaaS application, I want to use the Cisco Umbrella service. Alright, so this is a secure internet gateway that processes this traffic, makes sure things are clean, makes sure we are safe, the customers are safe, and we can now integrate with cloud services in our SDWAN solution with just one click. >> How important is this security paradigm you just mentioned? Because there probably will be consequences. We've seen IOT become a talking point around oh, surface area, more surface area for the security breaches. This security paradigm's different. Why is it important and what are the consequences if not followed? >> If you don't follow this paradigm, I think the risk you run into that first of all, you will make a compromise on application experience because you're so worried about security. Let me give you an example, customers may choose, hey, you know what, I'll continue hair pinning all my traffic through my headquarters because I have a rich security stack there, and suffer an application experience because I'm going this way to get to the cloud asset rather than going directly, and so by enabling that rich security stack to be virtually enabled anywhere you want it, anywhere you need it, we can ensure that you can have the maximum level security that you need in your architectural design, and still get the application experience by selecting the best path for your application. >> And it's good business to be in enabling technology. We've seen that, you guys have lived that at Cisco. What is the most important story coming out of Cisco, out of this show, as you guys move forward that customers and the industry should pay attention to in your opinion? What's the most important story? >> I think the most important part of the story is, intent-based networking and the architectural shift, the reinvention that it's created isn't about any single domain, right? This is happening in the WAN to solve application experience problems, SaaS application experience problems, security problems, automations, scale. It's happening in the campus for segmentation, prevent lateral movement of threats. It's happening in the data center with ACI, and the customers want simple outcomes. What they're looking for is users, devices, things connecting to applications and data, doesn't matter where they sit, and ensuring that from a policy based model, they can automate end to end, and they can get the visibility, the telemetry end to end to solve problems and to learn and to improve the network. >> So cross domain traffic, application probability of the network, and the role of data that plays in that seems to be a common thread. >> Beautifully summarized, John, that's exactly right. >> Well, what's coming up in the keynote? What are you going to talk about at noon here in Barcelona? >> Yeah so in the keynote, I'm going to recap why have we done this, why does it matter, and why isn't CLI still going to work for you, and why did we need to reinvent networking? And then talk about the journey so far, all the new things we've announced, and then what I'm really excited about is I have a partner coming on stage with me talking about how we're delivering SDWAN solutions for our customers, how does that conversation work, and what should you really worry about as you select the service, design the architecture you're going to go with. >> Sachin, I want to go back in time, jog your memory, I remember back in the 90s, multi vendor was a big word, multi vendor improbability. Multi vendor meant working with multiple industry standard stuff. I hear multi cloud, I get a similar vibe. This seems to be the trend that people want to pay attention to just as much as hybrid cloud or maybe more on the multi cloud side, some are even saying, multi cloud is hotter than hybrid cloud. Do you agree with that, and how does multi vendor, multi cloud jive to Cisco? You guys thrived in a multi vendor world. What's your thoughts on this multi cloud? >> I think in both of those situations, customers are looking for freedom. It needs to be open, API driven. I should be able to move my traffic from one place to the other, my applications from one place to the other and not feel locked in. And so it's critical to support open protocols, open APIs and to provide customers that freedom. An SDWAN actually helps provide that. We're using open protocols open APIs, but at the same time, if I need to move my service from here to there, and I still need to deliver security, application experience, scale, automation, you can do that. So we provide that freedom to run that application in the multi cloud environment. >> One of the things that comes up all the time when we have conversations with the geeks out there at the conferences, it's microservices in containers on one side, and then on the networking side it's still latency and cost, you've still got latency issues and cost to move traffic around. Still a dynamic, how are you guys still looking there? 'Cause latency is certainly super important, and networking will be moving packets around, moving traffic around, and cost, there's still cost. Is this the concept of data center moving to the applications? How do you guys look at that cost equation and the latency equation, that's still important, can't change the laws of physics. >> The cost of latency equation is still really important, but the problem has changed, now. As your applications now, your data center is sort of moving with the cloud. Think about Office 365, we still need to help you get the best experience for Office 365 as if you were running an on-prem solution. For that we need to do things very different, we need to manage latency, to manage jitter, to manage cost overall. So what we've done is we use an API integration with Office 365 to give you 40% better performance for that fast application, and we're doing this for many applications. So I think you're right, you're solving for similar things, but now everything's changed on here. The applications are in a different place. So you just have to solve them in a fundamentally new way. >> And that's the traffic patterns, really comes down to it, and that's a tell sign of user expectation, user behavior, application behavior, this is the new normal. >> This is the new normal. >> What are you excited for looking forward as you look at your business, you look at Cisco, positioning style, I like the new position, very tight, very good, I like A Bridge to Tomorrow, A Bridge to the Future, kind of makes sense. Bridge, I like the double entendre there. But as you look at the portfolio coming together with multi cloud, what are you excited about? >> Look, and I've heard this from many customers and partners this week as well at Cisco live, we've been on this journey for many years. Building out intent-based networking for each of these domains, and now we've got thousands of customers already using it. But the conversations are going from hey, why did we need to do this? To, hey, help me perfect my design, and I now need to connect two or three domains together, how do we go do that? So we're now having richer, more mature next phase conversations. So it's working with our customers to realize that value across all of the domains from anywhere where there are users and things start anywhere with data and application sessions. >> And the network is foundational with the security architecture, you can build on that, that's where the magic will happen from your perspective, you see that. >> That's where the magic will happen, and you know what, only Cisco can pull this off. Because we have leadership in every one of those domains, and we're following the same architectural principles across all of them. >> So if someone said Sachin, this is not your grandfather's SDWAN, what do you respond to that? How do you update that narrative? What is the SDWAN new message, what's the new picture for SDWAN, what does that mean? >> The new SDWAN is about connecting to your applications and data in any cloud in a multi cloud environment, SaaS, IOS applications, it doesn't matter. Any private data center, still delivering the best security, best application experience in an automated way at the skill that you need. >> Okay, at the center of the value properties, have been saying on theCUBE for nine years, finally it's happening, a lot of stuff coming together meeting the road, congratulations on your success, and thanks for spending the time to come in. Great to see you, good luck on your keynote. This is theCUBE coverage live in Barcelona. I'm John Furrier, Stu Miniman, back with more coverage here from Cisco Live after this short break, stay with us. (funky music)

(upbeat music) >> Live from Barcelona, Spain it's theCUBE, covering the Cisco Live! Europe. Brought to you by Cisco, and its ecosystem partners. >> Welcome to theCUBE, we're here in Barcelona. Welcome to theCUBE live here in Barcelona for Cisco Live! 2019. Cisco Live! Europe. I'm John Furrier with my hosts this week Stu Miniman, Dave Vellante breaking down all the action. Keynotes over. Three days of wall-to-wall coverage, guys, Cisco Live! Introducing some new innovations, Stu and Dave, around reinventing networking. Couple key themes big announcements around ACI, anywhere application-centric, infrastructure, HyperFlex and the new CloudCenter Suite where they're doubling down on Cloud, redefining the network. Stu, we've been here last year. We've been watching Cisco. Policy-based, intent-based networking, Cisco's tying it all together with new branding, The Bridge to Tomorrow, your thoughts. >> Yeah John, I actually, I like some of the new branding The Bridge to Tomorrow, I've been critical of Cisco. Cisco always said, oh well networking's everywhere and it's really important, and it's like, well okay but where's the meat? Where's the detail behind this? They've done a number of acquisitions in the space. They're making sure that they understand where they are. And they had some failures along the way. I mean, call a spade a spade, John, they are going to be a leader in multi-cloud is where they want to be, but, they had some falters along in being a public cloud. The inter-cloud message that they had, they confused the service providers, they didn't understand how they played with they hyper-scale players and now they're understanding where they sit, S.D. Wayne critically important, where they live in the data center and it's interesting we talk about the, do we talk about the data center? Or do we care where the data is centered? And of course that is not in one place but it is many places. We know customers today live in a multi-cloud word, how I get to my data how I leverage my data is critically important and the networking and management is something that is critical across all those so right, as you said, ACI and HyperFlex, the CloudCenter suite I know is an area we're going to dig into a bunch this week Because Cisco has an opportunity to play across these environments, but, Cisco has been trying for a long time to be the manager of managers in these environments, I mean, I think back to things Dave Vellante and the Wikibon team and I have done for years talking about, how do you manage this heterogeneous world and it's just, instead of multi-vendor, we're now talking multi-cloud. >> And you know what, everything is coming together, Dave, we've been covering Cisco we're looking at the timing of the positioning it's seems to be coming together, and around the re-branding, which by the way, I agree with Stu, I like it. The bridge to tomorrow, it resinates with me maybe because I'm from the Bay Area but, the bridging two worlds, a bridging on premises and cloud together in a very seamless way and an elegant way architecturally, so the branding ties in with really much a rounding out of the portfolio so a lot of story lines to follow the new branding, Chuck Robbins getting his sea legs now as Cisco goes to the next level And clearly they see multi-cloud as their positioning because this has been Cisco's core positioning for many, many years this idea of enabling other people to do innovation whether its applications and work loads now they're connecting two worlds Your thoughts on the timing and their position vis-a-vis industry. >> Well Cisco talked this morning in the keynote about another bridge on one side of the network is users and devices and the other side of the network are application and data and we've talked for years about how the network is flattening and traffic is going east-west etc. But, inter-clouding, if you will, puts increased pressure on that and that is clearly Cisco's strategy to be the best at connecting whether its on prim and public clouds and between public clouds. Cisco's got to make the case that on our networks, you're going to be higher performance and more secure. And that's certainly what they are implying. They're also making a big transition from being a hardware company to a software company. When you listen to VMware, they talk about Cisco they talk about oh they make the best hardware, the best switches and Cisco's like no. They're talking software capabilities across the network, new architectures, reinventing, coming at it from the network, which is obviously their strong point and it just really sets up an interesting competitive dynamic between Cisco, certainly VMware who's trying to do to networking and storage what it did to servers, and know you've got IBM and Red Hat coming at it from applications, and the development perspective. We're here in the DevNet zone and I think that's the other piece of the announcements that we're hearing today is developers can actually program with things like IoT, and new use cases, so pretty exciting times. >> Stu, story lines around the data center you made a comment that was kind of a play on words on the key note, data is centered, so center dash ed, center-ed, so the data center concept is moving into data being center of the value proposition. This has been interesting because if you look at what DevNet has spawned and DevNet created under Susie Wee's leadership you saw the role of API's. So if data moves around the network and that's the core competency of Cisco moving packets from point A to point B Adding automation, adding intelligence, with intent based networking and cloud enabling on the other side, you got to have access to the data, the data's got to be traversing and interoperating with multiple environments. This is now a architectural standard. Is Cisco, from a product portfolio stand point whether it's security, analytics, cloud app management, IoT, networking, does it all come together? Your thoughts? >> Yeah, so, first of all, Cisco plays in a lot of these environments. We talked not just data center, but, when you talk about branch office something Cisco has been doing for a really long time, and how do I network between all of those remote applications and my central location, and my central location might not be the data center, it might be a or multiple public clouds out there. So Cisco's been attacking this back when optimization many years ago. SD-Wan really has taken that and much more you know, super important when we talk about this multi-cloud environment and how I get that connectivity so they're there and Cisco from the ground up has gone through a lot of rebuild. So, the CloudCenter suite that we talk about, Microservice's architecture built with Kubernetes into that API economy that we're talking about which is a lot about what we talk about here in the DevNet zone. So, absolutely, Cisco has, they're known as space, they have a lot of the skills, they have a very broad platform of products out there. David Goeckeler this morning, he's just reeling off all the different areas they play to and saying, we've got like 6,000 people in the opening keynote, and he's like, I came and looked at this room, and I've got like four x the amount of engineers working on your networking security issues that were here. It's like 24,000 people it's an army, there's very few companies outside of Google, Amazon and Microsoft, that can call on that engineering strength and that's just the internal piece what we love, we talked to Susie Wee and she's like, we've got 500,000 on our community platform helping to build, IT, OT, IoT, all the network, all the security pieces so, Cisco is not new to a lot of these but, is re-focused on a lot of what they are doing. >> So the big news obviously is the ACI anywhere in hyperfex anywhere and putting the data center, connecting those two worlds and you got the cloud as well so the role of hyper-convergence is certainly key in this announcements here today. ACI application center infrastructure just code words for policy based, intent-based networking, all the stuff that Cisco's used to doing. Then when you connect to the cloud, you got data center, on premises, cloud, and then hyper-convergence at the edge. This is the core, right, they got the edge, multiple environments, you got cloud, and you got the data center, legacy environment which is evolving, Those are all coming together, Stu. This is cross-domain challenge. Is Cisco prepared? David I'd love to get your comments on this as well, to be that cross-domain vendor? Because multi-cloud truly will require data to be moving around, policies to be automated and deployed across domains. This is a huge challenge. >> Yeah, I mean, John, it is challenging, and if you look at the hyper-convergence infrastructure space, where Cisco plays with HyperFlex goes up against VMware vSAN, Nutanix and the rest there, the people that sell that and build that, are necessarily the ones that really understand multi-cloud. We've seen that space maturing for the last couple of years. Obviously Cisco's got a right to be at the table there and they're moving in that direction, but, to the data center folks, and they are data center folks that have done networking and storage and all that, are they getting trained up and and helping to help bridge to that multi-cloud environment? I think there's still a lot of work to go and I talked to the channel, when I talked to the people who are out there going to market on that. >> Well that's the big challenge, is how do you move the base, how do you get them from point A to point B without, spending a billion dollars? You heard Gordon today stand up there and say, you got to change. Now, and he admitted, anytime somebody tells me I have to change, I kind of get defensive about it. But some of the things that I. Well obviously this end-to-end architecture, they're in a position, in theory anyway to do that, what choice do they have? A couple of things that struck me is they've got a new consumption model, SaaS-based consumption model, they also announced four validated designs for OT from IoT apps. It's good to see some actually meat on that bone. You got like utility sub-stations and mining operations and fleet management, I mean, it's stuff that you would'nt traditionally think about from coming from a data center company. So they're making some moves that I think are substantive and necessary. >> Well I took some notes down I wanted to get your comments on this guys, cause, to me, this is the core news here, is that Cisco is truly trying to put that end-to-end architecture around cross-domains, you seeing their core data center business continue to be robust, that's they're bread and butter. You got the Edge that's developing nicely with IoT and Enterprise Edge and other places around campus. Then you got multi-cloud, so you got the three-legged stool. Core data center, multi-cloud, and Edge. Does this address the industries demand for apps changing, work loads being distributed, and then, management across these multiple domains or multi-cloud, because you got to manage this stuff. So cost to ownership, these are now the table stakes, your thoughts on those three areas, Stu, core data center, multi-cloud, and Edge? >> Yeah, I mean we've been talking about for the last year, the move from hardware to software is not an easy one. There are things that you need to change for product that you need to change how their field handles it, the whole. The compensation and how they support their channel, is super challenging. At VMworld last year, we really highlighted how that inter-cloud networking, what a critical piece it was. I was so excited, that the original vision of what Nicira had pre-acquisition was starting to come out there, because VMware's coming after Cisco in that manner. Cisco, not like they're trying to create high providers, they are going to live in all those worlds, but, there definitely is some conflict there and something I always look at, Cisco's got a gigantic ecosystem. They have, hundreds of thousands of certified Cisco engineers and they've got a great ecosystem here. >> And a strong channel. >> And a strong channel. Right, that go to market, partners as well as the technology partners, and they're still strong. We're going to have on this week a lot of those players here, but, that change is something that is tough to go through, and, it's this journey that they're on. >> Well, this, Dave brought up to consumption, I want to dig into the consumption piece because how people consume the cloud obviously means that they got to stand up the cloud, multi-cloud. Cisco's clearly got Azure AWS and Google Cloud. Google seems to be a strategic partner as well as Amazon, Azure, but I think Google, kind of feels like this more strategic alliance there, I'm just speculating from my opinion, but, if I'm a Cisco customer, it's pretty easy now to go multi-cloud, I don't need to a lot of things differently. The question is, how do I manage it, what's the cost, and how do I consume it? This is going to be critical. Your thoughts? >> Well, so, Cisco's claiming they're going to extract that complexity, and whatever API's and software infrastructure, infrastructure's a service that your using, they're going to make that simple, simplify that and allow you to have a, single management console. So that, I said before, they're coming at it from a networking perspective, VMware is coming at it from the traditional hypervisor and trying to elbow its way into the networking against storage space and as I said, you got other companies like IBM and Red Hat now coming at it from the application space and Kubernetes is obviously an important role there. I think personally, I think that networking is a right place, a good place to come from. The problem for customers is still going to be complexity. Because the cloud providers are going to have their own, management framework obviously, vSphere is a big player here and now you got Cisco at all, and a bunch of start-ups saying hey, ours are even better. >> Well in the IBM, Red Hat accommodation. >> Right, so I don't foresee a day where your going to have one single painted glass, we've never had in this industry, it's always been nirvana, and so, then comes down to Cisco getting its fair share. I think Cisco's in a very good position to get its fair share for the reasons that Stu just mentioned. >> Stu, so I want to get your thoughts we're in the DevNet zone, that's where theCUBE is. It's our second year at Cisco Live! We'll be at the North America show again this year, it's on the schedule, but the role of the developer, the role of infrastructure as code now is in place, actually happening within Cisco's customer base. So if your a Cisco customer, you're looking at this saying, okay, I've been running the Cisco network, I've got all the portfolios, services, what is the role of the network engineer? Is there a renaissance coming? We've said this last year, I kind of see it happening here, the network is now the computer, the network is the data. This is a great opportunity for Cisco. Your thoughts on the culture of the Cisco customer base and that vibe of infrastructure as code? >> Yeah, so, John, I used to bristle a little bit, when you said, well, we're going to turn all the network engineers and they're going to become coders, and I said, well, I know a lot of network engineers and some of them love and thrive that, but, a lot of them, they're in the CLI, they're doing their thing. If you walk around this DevNet zone, a lot of the stuff that happening isn't networking. They are builders. This reminds me of going to AWS Reinvent, taking about people here, the tools, the skills you need to have to be a builder. And absolutely, networking is a part of it, that management, orchestration, security, all the things that touch into the network, but it's not, oh how do I manage my network switch better? Which was kind of the hardware focus view, and maybe code this, but, it really is, how am I building API's, how am I leveraging things, I've got IoT demos out there and it's networking is in there, but, it's not necessarily the thing, and, so therefore, you've got this wave of developers and builders and, John, we know that's the future, you need to be a builder, how can you create faster, things like server lists, or moving in that direction where I don't need, it's less about the coding, it's more about my application, my data and my building. >> You bring up a great point, Stu, and this is something that I always, I point to when I look at who's kind of BSing the market place in terms of speeds and feeds, and announcements. When you see people actually coding and being enabled to do some creative value, you start to see that's a good signal, and here in the DevNet zone, I saw four-five demos that were writing software apps, to take advantage of the hardware, to take advantage of the network, so know the network is enabling through APIs to extend the data. This is kind of changing the the concept of how packets will move around the networks, so this is truly a tell sign, that in my opinion, of the modern infrastructure. The question is, Dave, how fast will the customers migrate to being true devops or infrastructure as code customers, writing apps, building new things, to create that value? >> Well, I would say this, that of all the sort of traditional large scale call them, whatever, legacy, enterprise, data center companies, I think Cisco is the only one that I can really point to that has kind of got developers right. I mean IBM, Bluemix, StartStop, remember the EMC Code initiative, that was kind of a joke, and so, Oracle owns Java, and it still sort of struggles with developers, so, I think Cisco got it right, and I think the reason they got it right is cause they're focused. I mean that's what I do like about Cisco's strategy and the reason why, you, know, obviously you give them high chances, it's because they're really focused on that networking piece. They're not trying to be all things to all people, even though you forecasted they're kind of heading in that direction, but they're still starting from a position of strength. >> Well, you made a good point. The success and failure of developer programs is about creating an environment where it's compatible with how they're expectations are. Microservices, containers, these abstraction layers that they're used to dealing with create value. Developers will love that. The other thing I would say is is that as developers look at what they can do, the worlds changed. It used to be the network that used to dictate what can happen to applications, now applications need to program the network. I think this was a shift we saw with DevNet Create and DevNet two years ago, where they started moving from the command line interface to more software abstractions or applications interfaces where, say hey, lets just do more with the network, so applications now require program ability. This is the shift, it's upside down from what it was when the industry started, so this new bridge has to be application-centric and to me, that's what I get out of the cloud announcement around multi-cloud. You're starting to see to see the portfolio up and down their stack, from security, they got stealthwatch tetration, that's, SaaS, analytics, app dynamics, among other things data center, HyperFlex, UCS, Nexus, all lined up. CloudCenter, container platform, on multiple clouds, IoT, Kinetic, Vedge, cloud services router, this is now a portfolio. They got the products too. >> Absolutely, John. >> Okay guys, we're going to have a great day, three days of wall-to-wall coverage kicking off here in Barcelona, stay with us for more coverage here at Cisco live, it's theCUBE. We'll be right back. (upbeat music)

live from San Francisco it's the cube covering micron insight 2018 brought to you by micron welcome back to the San Francisco Bay everybody we saw the Sun rise in the bay this morning of an hour so we're gonna see the Sun set this gorgeous setting here at Pier 27 Nob Hills up there the Golden Gate Bridge over there and of course we have this gorgeous view of the bay you're watching the cube the leader in live tech coverage we're covering micron insight 2018 ai accelerating intelligence a lot of talk on on on memory and storage but a lot more talk around the future of AI so we got a great discussion here on the auto business and how AI is powering that business Jeff Bader is here is the corporate vice president and general manager of the embedded business unit at micron good to see you again Jeff thanks for coming on and Simon and rigor is the vice president BMW and he's also joined by Vijay Nadkarni who was the global head of AI and augmented reality at Visteon which is a supplier to Automobile Manufacturers gentlemen welcome to the cube thanks so much for coming on thank you so you guys had a panel earlier today which was pretty extensive and just a lot of talk about AI how AI will be a platform for interacting with the vehicle the consumer the driver interacting with the vehicle also talked a lot about autonomous vehicles but Simon watch you kick it off your role at BMW let's let's just start there it will do the same for Vijay and then get into it research portion that we do globally in which is represented here in North America and so obviously we're working on autonomous vehicles as well as integrating assistance into the car and basically what we're trying to do is to get use AI as much as possible in all of the behavioral parts of the vehicle that uses have an expectations towards being more personalized and having a personalized experience whereas we have a solid portion of the vehicle is going to be as a deterministic anesthetic as we have it before like all of the safety aspects for example and that is what we're working on here right now Vijay Visteon is a supplier to BMW and other auto manufacturers yes we are a tier 1 supplier so we basically don't make cars but we supply auto manufacturers of which BMW is one and my role is essentially AI technology adversity on and also augmented reality so in AI there are basically two segments that we cater to and one of them is that almost driving which is fully our biggest segment and the second one is infotainment and in that the whole idea is to give the driver a better experience in the car by way of recommendations or productivity improvements and such so that is so my team basically develops the technology and then we centrally integrate that into our products so so not necessarily self-driving it's really more about the experience inside the vehicle that is the and then on the autonomous driving side we of course very much are involved with the autonomous driving technology which is tested with detecting objects are also making the proper maneuvers for the Waker and we're definitely going to talk about that now Jeff you sell to the embedded industry of fooding automobile manufacturers we hear that cars have I forget the number of microprocessors but there's also a lot of memory and storage associate yeah I mean if you follow the chain you have our simon representing the OEMs Vijay represented the Tier one suppliers were supplier to those Tier one suppliers in essence right so so we're providing memory and storage that then goes in to the car in as you said across all of the different sort of control and engine drone and computing units within the car in particular into that infotainment application and increasingly into the a TAS or advanced driver assistance systems that are leading toward autonomous driving so there's a lot of AI or some AI anyway in vehicles today right presumably yeah affected David who did a wonderful job on the panel he was outstanding but he kind of got caught up in having multiple systems like a like an apple carplay your own system I actually have a bit about kind of a BMW have a mini because I'm afraid it's gonna be self-driving cars and I just want to drive a drive on car for this take it away from me though but but you push a button if you want to talk to a Syrian yeah push another button if you want to talk to the mini I mean it's it's gonna use it for different use cases right exactly may I is also about adaption and is also about integrating so AI is is is coming with you with the devices that you have with you anyway right so your might be an Alexa user rather than a Google assistant user and you would have that expectation to be able to ask to chat with your Alexa in your car as well that's why we have them in the vehicle also we have an own voice assistant that we recently launched in Paris Motorshow which augments the experience that you have with your own assistants because it factors in all of the things you can do with the car so you can say there is a solid portion of AI already in the vehicle it's mainly visible in the infotainment section right and of course I remember the first time I'm sure you guys experienced to that the the car braked on my behalf and then kind of freaked me out but then I kind of liked it too and that's another form of machine intelligence well that out well that counts for you that had not that has not necessarily been done by AI because in in in let's say self-driving there is a portion of pretty deterministic rule based behavior and exactly that one like hitting an object at parking you don't need AI to determine to hit the right there is no portion or of AI necessary in order to improve that behavior whereas predicting the best driving strategy for your 20-mile ride on the highway this is where AI is really beneficial in fact I was at a conference last week in Orlando it's the Splunk show and it was a speaker from BMW talking about what you're doing in that regard yeah it's all about the data right learning about it and and in turning data into insights into better behavior yes into better expected behavior from whatever the customer wants so Vijay you were saying before that you actually provide technology for autonomous vehicles all right I got a question for you could it autonomous - could today's state of autonomous vehicles pass a driver's test no no would you let it take one no it depends I mean there are certain companies like way mo for example that do a lot but I still don't think way mo can take a proper driver's test as of today but it is of course trying to get there but what we are essentially doing is taking baby steps first and I think you may be aware of the SAE levels so level 1 level 2 level 3 level 4 SF and a 5 so we and most of the companies in the industry right now are really focusing more on the level 2 through level 4 and a few companies like Google or WAV or other and uber and such are focusing on the level 5 we actually believe that the level 2 through 4 is the market would be ready for that essentially in the shorter term whereas the level 5 will take a little while to get that so everybody Christmas and everyone we're gonna have autonomous because I'm not gonna ask you that question because there's such a spectrum of self-driving but I want to ask you the question differently and I ask each of you when do you think that driving your own car will become the exception rather than than the rule well I'd rather prefer actually to rephrase the question maybe to where not when because we're on a highway setting this question can be answered precisely in roughly two to three years the the functionality will kick in and then it's going to be the renewal of the vehicles so if you answer if you if you ask where then there is an answer within the next five years definitely if we talk about an urban downtown scenario the question when is hard to answer yeah well so my question is more of a social question it is a technology question because I'm not giving up my stick shift high example getting my 17 year old to get his permit was like kicking a bird out of the nest I did drive his permanent driver on staff basically with me right so why but I mean when I was a kid that was freedom 16 years old you racing out and there is a large generational group growing up right now that doesn't necessarily see it as a necessity right so not driving your own car I think car share services right share who bore the so and so forth are absolutely going to solve a large portion of the technology of the transportation challenge for a large portion of the population I think but I agree with the the earlier answers of it's gonna be where you're not driving as opposed to necessarily win and I think we heard today of course the you know talking about I think the number is 40,000 fatalities on the roadways in the u.s. in the u.s. yeah everybody talks about how autonomous vehicles are going to help attack that problem um but it strikes me talk about autonomous cars it why don't we have autonomous carts like in a hospital or even autonomous robots that aren't relying on lines or stripes or beacons you one would think that that would come before in our autonomous vehicle am I missing something are there are there there there systems out there that that I just haven't seen well I don't know if you've ever seen videos of Amazon distribution centers yeah but they're there they're going to school on lines and beacons and they are they're not really autonomous yeah that's fair that's fair yeah so will we see autonomous carts before we see autonomous cars I think it's a question what problem that solves necessarily yeah it's just as easy for them to know where something is yeah you think about microns fabs every one of our fabs is is completely automated as a material handling system that runs up and down around the ceilings handling all the wafers and all the cartridges the wafers moving it from one tool to the next tool to the next tool there's not people anymore carrying that around or even robots on the floor right but it's a guided track system that only can go to certain you know certain places well the last speaker today ii was talking about it I remember when robots couldn't climb stairs and now they can do backflips and you know you think about the list of things that humans can do that computers can't do it let's get smaller and smaller every year so it's kind of scary to think about one hand is that does the does the concept of Byzantine fault-tolerance you guys familiar with that does that does that come into play here you guys know what that's about I don't know what it is exactly so that's a problem and I first read about it with it's the Byzantine general problem if you have nine generals for one Oh attack for one retreat and the ninth sends a message to half to retreat or not and then you don't have the full force of the attack so the concept is if you're in a self-driving boat within the vehicle and within the ecosystem around the city then you're collectively solving the problem so there these are challenging math that need to be worked out and and I'm not saying I'm a skeptic but I just wanted more I read about it the more hurdles we have there's some isolated examples of where AI I think fits really well and is gonna solve problems today but this singularity of vehicle seems to be we have a highly regulated environment obviously public transportation or public roads right are a highly regulated environment so it's like it's different than curating playlists or whatever right this is not so much regulated traffic and legislation isn't there yet so especially and it's it's designed for humans right traffic cars roads are designed for human to use them and so the adoption to they the design of any legislation any public infrastructure would be completely different if we didn't drive as humans but we have it we have machines drive them so why are robots and carts not coming because the infrastructure really is designed for humans and so I think that's what's going to be the ultimate slow down is how fast we as a society that comes up with legislation with acceptance of behavioral aspects that are driven by AI on how fast we adopt it technically I think it can happen faster than yeah yeah it's not a technology problem as much as it is the public policy insurance companies think about one of the eventually you can think of from from let's say even level four capable car on a highway is platooning yeah right instead of having X number of car lengths to the turn fryer you just stack them up and they're all going on in a row that sounds great until Joe Blow with their 20 year old Honda you know starts to pull into that Lane right so you either say this Lane is not allowed for that or you create special infrastructure essentially that isn't designed for humans there is more designed specifically for the for the machine driven car right how big is this market it's it feels like it's enormous I don't know how do you look at the tan we can talk to the memory I can talk the memory storage part of it right but today memory and storage all of memory storage for automotive is about a two and a half billion dollar market that is gonna triple in the next three years and probably beyond that my visibility is not so good maybe yours is better for sure but it then really driven by adoption rate and how fast that starts to penetrate through the car of OAM lines and across the different car in vijay your firm is when were you formed how long you've been around or vistas be around basically since around 2001 okay we were part of relatively old spun out whiskey on that at work right okay so so alright so that's been around forever yeah for this Greenfield for you for your your group right where's the aw this is transitional right so is it is it is it you try not to get disrupted or you trying to be the disrupter or is it just all sort of incremental as a 101 year old company obviously people think about you as being ripe for disruption and I think we do quite well in terms of renewing ourselves coming from aeroplane business to a motorcycle business to garbage and so I think the answer is are we fast enough I'll be fast enough in adoption and on the other hand it's fair to say that BMW with all of its brands is part of a premium thing and so it's not into the mass transportation so everything that's going to be eaten up by something like multi occupancy vehicle mass transportation in a smaller effort right this is probably not going to hurt the premium brand so much as a typical econo type of boxy car exciting time so thanks so much for coming on the cube you got a run appreciate thank you so much okay thanks for watching everybody we are out from San Francisco you've watched the cube micron inside 2018 check out Silicon angle comm for all the published research the cube dotnet as well you'll find these videos will keep on calm for all the research thanks for watching everybody we'll see you next time you