>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 Special coverage sponsored by A. W s Global Partner Network. Hello. And welcome back to the cubes Live coverage of AWS reinvent 2020. It's virtual this year. Normally, were there in person doing the interviews, getting the signal from the noise. I'm John for your host. And where the cube virtual Got a great guest here. Aidan McDonald, Program manager, Justice through code the center of justice at the Columbia University. Um, this is a great story, Aiden. Thanks for coming on. Appreciate you taking the time to join me. >>Thanks so much for having me, John. >>So first of all talk about the mission of justice through code. This is such an awesome program. It really is impactful. It's one of those examples where, you know, people want to change the world. This is one. You can actually do it. And with code, take us through the mission. >>Yeah, So I think to understand the mission here, you have to understand a little bit about the problem, right? So the United States has, uh, 5% of the world's population, 25% of the global prison population. When people come home from prison, they're confronted with the reality that it's just very difficult to find jobs right. We have unemployment rates that are stratospherically higher than for the general population. And so, at the core of what we're doing in our mission is really to provide a pathway to career track employment for formerly incarcerated individuals to help support them and their families, and also to begin to change the negative stereotypes that air attached to the formerly incarcerated. >>It's an upwardly mobile mindset growth mindset. Also, there's new skills, always hard to do that, given the environmental conditions, what skills are you guys delivering? Take us through how it works. Give us a feel for kind of the skill sets and what gets what happens. >>Yeah, so we focused the program kind of in two distinct ways. So we have the technical skills aspect of the curriculum and the interpersonal skills. So as far as the technical skills go, we teach a version of a course that's taught to current Columbia MBA students eso that is set up. We teach the fundamentals of programming python, what we call phase one of the program. Then we move on to a P I S and data analysis. And then from there we do a Capstone software project. And for that project, groups of two or more students come together. Really? They conceptualize the design on day execute on building this project. And during that phase, of course, we actually pair students with mentors who are season software engineers from many of the top tech companies in the US and then in terms of the story in terms of the interpersonal skills, um, you know, we really focus on the skills that are necessary to success in the tech workforce s Oh, this is, you know, resumes, cover letters, interviewing skills and also really understanding that for many of our students, they don't have the networks that so maney people are fortunate enough to have that have gone through a traditional educational pathways. We bring in guest speakers from different corporations. Um, and, you know, having the students were quick mentors there really able to start to build that network to support themselves in their career transition when they complete the program. >>You know what's really amazing about what you're doing is and this really is so timing. The timing is perfect. Um, is that with the cloud and the tech scene, where we're at now is you don't you can come out. You can level up pretty quickly with things. In other words, you know, you could have someone go to an Ivy League school and be all the pedigree, and it doesn't matter because the skills now are different. You literally could be a surfing and be a couch potato surfing TV and get online and get an Amazon degree and through educate and and come out, make six figures. I mean, so there is definitely a path here. It's not like it's a slog. It's not like it's a huge leap, so the timing is perfect. We're seeing that across the board. There's more empty jobs, opening cybersecurity, cloud computing administration and with land in all these cool services, it's just gonna get easier. We hear that we see that clearly. What are some of the examples can you share of the graduates? What have they gone on to do? You mentioned some of the big tech companies. Take us through that that tipping point when the success kicks in. >>What s so you know, as I mentioned, one of the really integral parts of our program is this mentorship, right? So students finished the program. They often continue to work on their final projects, um, in conjunction with their mentors and then really focused during that time period on developing the skill sets that they'll need to have entering into junior level software development roles a tech companies For some of our students, this means, um, they've actually found out through the course of the class that they prefer front end web development, and they start working on JavaScript and full stack. And a few of our students have gone on to work it a or enter into apprenticeships that major tech companies, um, in those roles. And then we also have students who are focused on continuing in their development of their technical skill set with Python s. So we have some students who have actually entered into the Columbia University I t department on a big project. They're working on other students that have worked with freelance Web development agencies and projects really have a very diverse, talented group of students. And so from that we see that Everybody has different interests and definitely no one specific pathway but many successful pathways. >>How is Amazon Web services helping you guys? They contributing? They're giving you credits. What's their role here? >>Yeah, so they've provided kind of their expertise and support to the program. Just really excited to be collaborating with them on really looking at, How do we take this program to scale? Right. So we know that this is a problem that affect so many Americans, right? There's 77 million Americans currently with a criminal record. And so, um, you know, with the barriers to employment that come from having been incarcerated, I came to this work because I spent four years incarcerated for my own involvement in the marijuana industry in California Prior toe legalization. And so, you know, I saw a kind of these challenges, right? Firsthand of what it's like to try to get a job. And so, you know, we're just very invested in collaborating with AWS again. Thio bring this program to scale so we can really help uplift the communities that have been impacted by mass incarceration. >>It's interesting you talk about your personal experience, talk about this stigma that comes with that and how this breaks through that stigma. And this is really not only is a self esteem issues up this Israel, you could make more money. You have a career and literally the difference between going down or up is huge. Talk about the stigma and how this program changes the lives of the individual. >>Yeah, I think one important thing Thio consider hearing before understanding is this statement right? Is that unemployment or employment should say is the number one predictor of recidivism. Right? So we see that for people that have really jobs, they don't go back to prison on DSO. You know, we're just so invested in working on that and in terms of the stigma, uh, you know, it's just so prevalent, right? I can think through myself. Before I had going thio to prison, I had started to businesses. I was actually accepted. Thio go to Columbia University when I got out and I would apply the landscaping jobs, couldn't get to the final round, and the job offer would be rescinded, right? I mean, just this automatic sense of this person is not to be trusted because they have a history of incarceration. And so what we're really working on doing with our students is first redefining what people think it's possible, right? I saw this myself coming home from prison. The constant messaging is your life is over. You're never going to accomplish anything of meaning and so just kind of accept your lot on DSO. At first, we really focus on that with students in terms of sharing stories of success. Other people that we know that have taken this pathway on been really looking at providing leadership development. So when our students do enter into these companies, they're really able to service leaders and for people to understand that while you may have these assumptions because of depictions of people that have been incarcerated in the media, the end of they formerly incarcerated people, our brothers, sisters, family members and really deserve a chance in life. >>Yeah, And I got to say, you know, as someone who loves technology and been, uh, computer science when his early days, you know, there was a ladder, you have to have a requisite level now. I mean, you literally could be six weeks in and be fluent on Cloud Computing Administration as three bucket configurations. I mean, there are so many things that so many opportunities if you have some intelligence and some drive you're in, I mean, it's just Z pretty right? It's right there. It's great. It's attainable. It's not a fantasy, it's it's doable. And programs like yours are awesome. My hat's off to you for doing that. Thanks for sharing. >>Definitely. Thank you so much for having me >>final question before we go, How does people get involved? Can you share a minute? Give a plug for what you guys are doing? How do I get involved? How do I give support? Take a minute to >>get? Definitely. I mean, I think at the core like the most important thing that anybody can dio right is to look within the organizations that they work and work at and find out what your fair chance hiring practices are and see if if there's an opportunity to hire our students or other formerly incarcerated students. E think it also were very engaged, as I mentioned in our mentorship program s so people can confined US center for Justice that, uh, Colombia dot e d u on board, you know reach out, tow us about the mentorship program and really begin toe talk about this and share the stories of those who have succeeded and provide support Thio other people that will be returning home. >>All right. And thank you very much. Just a fur coat. Check it out. Columbia University 18 McDonald, Program manager. Thanks for joining us. I'm John for here in the Cube Cube Coverage Cube. Virtual coverage of reinvent 2020. Thanks for watching.

>>from around the globe. >>It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. Yeah. Hello and welcome back to the cubes. Live coverage of AWS reinvent 2020. It's virtual this year. Normally, were there in person doing the interviews, getting the signal from the noise. I'm Sean for your host. And where the cube virtual Got a great guest here. Aidan McDonald, Program manager, Justice through code, the center of justice at the Columbia University. Um, this is a great story, Aiden. Thanks for coming on. Appreciate you taking the time to join me. >>Thanks so much for having me, John. >>So first of all, talk about the mission of justice through code. This is such an awesome program. It really is impactful. It's one of those examples where, you know, people want to change the world. This is one. You can actually do it. And with code, take us through the mission. >>Yeah, so I think to understand the mission here, you have to understand a little bit about the problem, right? So the United States has 5% of the world's population, 25% of the global prison population when people come home from prison, they're confronted with the reality that it's just very difficult to find jobs right. We have unemployment rates that are stratospherically higher than for the general population. And so, at the core of what we're doing in our mission is really to provide a pathway to career track employment for formerly incarcerated individuals to help support them and their families, and also to begin to change the negative stereotypes that air attached to the formerly incarcerated. >>It's an upwardly mobile mindset growth mindset. Also, there's new skills always hard to do that right. Given the environmental conditions. What skills are you guys delivering? Take us through how it works. Give us a feel for kind of the skill sets and what gets what happens. >>Yeah, so we focused the program kind of in two distinct ways. So we have the technical skills aspect of the curriculum and the interpersonal skills. Soas faras. The technical skills go. We teach a version of a course that's taught to current Columbia MBA students eso that is set up. We teach the fundamentals of programming python in what we call phase one of the program. Then we move on to a P I s and data analysis. And then from there we do a Capstone software project. And for that project, groups of two or more students come together. Really? They conceptualize the design on day execute on building this project. And during that phase, of course, we actually pair students with mentors who are season software engineers from many of the top tech companies in the US And then in terms of the story in terms of the interpersonal skills, um, you know, we really focus on the skills that are necessary to success in the tech workforce s Oh, this is, you know, resumes, cover letters, interviewing skills and also really understanding that for many of our students, they don't have the networks that so maney people are fortunate enough to have that have gone through a traditional educational pathway. So we bring in guest speakers from different corporations. Um, and you know, having the students work with mentors there really able to start to build that network to support themselves in their career transition when they complete the program. >>You know what's really amazing about what you're doing is, and this really is so timing The timing is perfect. Um, is that with the cloud and the tech scene, where we're at now is you don't you can come out. You can level up pretty quickly with things. In other words, you know, you could have someone go to an Ivy League school and be all the pedigree, and it doesn't matter because the skills now are different. You literally could be a surfing and be a couch potato surfing TV and get online and get an Amazon degree and through educate and and come out, make six figures. I mean, so there is definitely a path here. It's not like it's a slog. It's not like it's a huge leap, so the timing is perfect. We're seeing that across the board. There's more empty jobs, opening cybersecurity, cloud computing administration, and with land in all these cool services, it's just gonna get easier. We hear that we see that clearly. What are some of the examples can you share of the graduates? What have they gone on to do? You mentioned some of the big tech companies take us through that, that tipping point when the success kicks in? >>Yeah, so you know, as I mentioned one of the really integral parts of our program. Is this mentorship? Right? So students finished the program. They often continue to work on their final projects, um, in conjunction with their mentors and then really focused during that time period on developing the skill sets that they'll need to have entering into junior level software development roles a tech companies For some of our students, this means, um, they've actually found out through the course of the class that they prefer front end web development and they start working on JavaScript and full stack. And a few of our students have gone on to work it a or enter into apprenticeships that major tech companies, um, in those roles. And then we also have students who are focused on continuing in their development of their technical skill set with Python s. So we have some students who have actually entered into the Columbia University I T department on a big project. They're working on other students that have worked with freelance Web development agencies and projects, um, really have a very diverse, talented group of students. And so from that we see that everybody has different interests and definitely no one specific pathway, but many successful pathways. >>How is Amazon Web services helping you guys? They contributing? They're giving you credits. What's their role here? >>Yeah, so they've provided kind of their expertise and support to the program. Just really excited to be collaborating with them on really looking at, How do we take this program to scale? Right. So we know that this is a problem that affect so many Americans, right? There's 77 million Americans currently with a criminal record. And so, um, you know, with the barriers to employment that come from having been incarcerated, I came to this work because I spent four years incarcerated for my own involvement in the marijuana industry in California Prior toe legalization. And so, you know, I saw kind of these challenges right firsthand of what it's like to try to get a job. And so, you know, we're just very invested in collaborating with AWS again. Thio bring this program to scale so we can really help uplift the communities that have been impacted by mass incarceration. >>It's interesting you talk about your personal experience, talk about this stigma that comes with that and how this breaks through that stigma and this is really not only is a self esteem issues up this Israel, you could make more money. You have a career and literally the difference between going down or up is huge. Talk about the stigma and how this program changes the lives of the individual. >>Yeah, I think one important thing Thio consider hearing before understanding is this statement, right? Is that, um, unemployment or employment should say is the number one predictor of recidivism. Right. So we see that for people that have really jobs, they don't go back to prison on dso Um you know, we're just so invested in working on that and in terms of the stigma, um, you know, it's just so prevalent, right? I could think through myself. Before I had gone thio to prison, I had started to businesses. I was actually accepted. Thio go to Columbia University when I got out and I would apply the landscaping jobs, couldn't get to the final round, and the job offer would be rescinded, right? I mean, it's just this automatic sense of this person is not to be trusted because they have a history of incarceration And so what we're really working on doing with our students is first redefining what people think it's possible, right? I saw this myself coming home from prison. The constant messaging is your life is over. You're never going to accomplish anything of meaning and so just kind of accept your lot on DSO. At first, we really focus on that with students in terms of sharing stories of success. Other people that we know that have taken this pathway on been really looking at providing leadership development. So when our students do enter into these companies, they're really able to service leaders and for people to understand that while you may have these assumptions because of depictions of people that have been incarcerated in the media, the end of they formerly incarcerated people, our brothers, sisters, family members and really deserve a chance in life. >>Yeah, And I got to say, you know, as someone who loves technology and been, uh, computer science when his early days, you know, there was a ladder, you have to have a requisite level now. I mean, you literally could be six weeks in and be fluent on Cloud Computing Administration as three bucket configurations. I mean, there are so many things that so many opportunities if you have some intelligence and some drive you're in, I mean, it's just Z pretty right? It's right there. It's great. It's attainable. It's not a fantasy, it's it's doable. And programs like yours are awesome. My hat's off to you for doing that. Thanks for sharing. >>Definitely. Thank you so much for having me >>final question Before we go, How does people get involved? Can you share a minute? Give a plug for what you guys are doing? How do I get involved? How do I give support? Take a minute to >>get? Definitely. I mean, I think at the core like the most important thing that anybody can dio right is to look within the organizations that they work and work at and find out what your fair chance hiring practices are and see if if there's an opportunity to hire our students or other formerly incarcerated students. E think also were very engaged, as I mentioned in our mentorship program s so people can confined US center for Justice that, um, Colombia dot e d u on bond, you know, reach out, tow us about the mentorship program and really begin toe talk about this and share the stories of those who have succeeded and provide support Thio other people that will be returning home. >>All right. And thank you very much. Just a fur coat. Check it out. Columbia University 18 McDonald, Program manager. Thanks for joining us. I'm John for here in the Cube Cube Coverage Cube. Virtual coverage of reinvent 2020. Thanks for watching.

>> Live from San Francisco. It's the cube covering IBM thing twenty nineteen brought to you by IBM. >> Welcome back to the live coverage here in Mosconi North in San Francisco for IBM. Think this. The cubes coverage. I'm Jeffrey David. Launching a too great guest here. Carlos. Gavel, gavel. A chief date. Officer Clara, Columbia and Carlos. See? Good. Engage your manager. IBM data Science elite team a customer of IBM country around data science. Welcome to the Cube. Thanks for joining us. Thanks for having us. So we'll hear the street, the street to shut down a i N E. Where's the big theme? Multi cloud. But it's all about the data everywhere. People trying to put end to end solutions together to solve real business problems. Date is at the heart of all this moving date around from cloud to cloud using. Aye, aye. And technology get insights out of that. So take a minute to explain your situation, but you got to try to do. >> Okay. Okay, Perfect. Right now, we're working out a lot about the business thing because we need to use the machine learning models or all the artificial intelligence toe. Take best decisions for the company. Way. We're working with Carlo in a charming mother in order to know how how come with a boy the customers left the company Because for us it's very important to maintain our our customer toe. Now, how they're how are the cables is from them. There are two facility intelligences is next selling way to do it that way. Have a lot of challenge about that because, you know, we have a lot of data, different systems, that they're running the data way need to put all the information together to run them to run the mother's. The team that Carlo is leaving right now is helping to us a lot because we WeII know how to handle that. We know howto clean the data when you have to do the right governess for the data on the IBM iniquity is very compromised with us in there in order to do that safely. That is one of the union that is very close to us right now. She was working a lot with my team in order to run the models. You saying she was doing a lot of four. I mean, over fight on right now we are trained to do it in over the system, running this park on DH that is they? They Good way that we are. We are thinking that is going to get the gold for us way Need to maintain our customers. >> So years the largest telecommunications piece Claro in Mexico for boys and home services. Is that segments you guys are targeting? Yeah, Yeah. Scope. Size of how big is that? >> Clarisa? Largest company in Colombia For telecommunication. We have maybe fifty million customers in Colombia. More than fifty percent of the market marketer also way have many maybe two point five millions off forms in Colombia. That is more than fifty percent of the customers for from services on. Do you know that it's a big challenge for us because the competitors are all the time. Tryinto take our customers on DH the charm or they'll have toe. How's the boy that and how to I hope to do their artificial intelligence to do it much learning. It's a very good way to do that. >> So classic problem and telecommunications is Charon, right? So it's a date. A problem? Yeah, but So how did it all come about? So these guys came to you? >> Yeah. They help The game does. We got together. We talked about the problem and in turn was at the top right. These guys have a ton of data, so what we did is the team got together. We have really the way to data sensibly team works is we really helped clients in three areas. It's all about the right skills, the right people, the right tools and then the right process. So we put together a team. We put together some agile approaches on what we're going to do on DH. Then we'd get started by spinning up in environment. We took some data and we took there. And there's a lot of data is terabytes of data. We took their user data way, took their use users usage data, which is like how many text, cellphone and then bill on day that we pulled all that together and environment. Then the data scientists alongside what Carlos is team really worked on the problem, and they addressed it with, you know, machine learning, obviously target. In turn, they tried a variety of models, But actually, boost ended up being one of the better approaches on DH. They came up with a pretty good accuracy about nineties ninety two. Percent precision on the model. Predicting unpredictable turn. Yeah. >> So what did you do with that? That >> that that is a very good question because the company is preparing to handle that. I have a funny history. I said today to the business people. Okay, these customers are going to leave the company. Andi, I forget about that on DH. Two months later, I was asking Okay, what happened? They say, Okay, your model is very good. All the customers goes, >> Oh, my God, What >> this company with that they weren't working with a with information. That is the reason that we're thinking that the good ways to fame for on the right toe the left because twist them which is therefore, pulls the purposes toe Montana where our customers And in that case, we lose fifty thousand customers because we didn't do nothing Where we are close in the circle, we are taking care about that prescriptive boys could have tto do it on. OK, maybe that is her name. Voice problem. We need to correct them to fix the problem in orderto avoid that. But the fetus first parties toe predict toe. Get any score for the charm on Tau handled that with people obviously working. Also at the root cause analysis because way need to charm, way, need to fix from their road, >> Carla. So walk us through the scope of, like, just the project, because this is a concern we see in the industry a lot of data. How do I attack it? What's the scoop? You just come in and just into a data lake. How do you get to the value? These insights quickly because, honestly, they're starving for insights would take us through that quick process. >> Well, you know, every every problems with different. We helped hundreds of clients in different ways. But this pig a problem. It was a big data problem because we knew we had a lot of data. They had a new environment, but some of the data wasn't there. So what we did was way spun up a separate environment. We pulled some of the big data in there. We also pulled some of the other data together on DH. We started to do analysis on that kind of separately in the cloud, which is a little different, but we're working now to push that down into their Duke Data Lake, because not all the data is there, but some of the data is there, and we want to use some of that >> computer that almost to audit. Almost figure out what you want, what you want to pull in first, absolutely tie into the business on the business side. What would you guys like waiting for the answers? Or was that some of the on your side of process? How did it go down? >> I'm thinking about our business way. We're talking a little bit about about that about their detective tow hundred that I see before data within. That is a very good solution for that because we need infested toe, have us in orderto get the answers because finally we have a question we have question quite by. The customers are leaving us. Andi. What is data on the data handed in the good in a good way with governor? Dance with data cleaning with the rhyme orders toe. Do that on DH Right now, our concern is Business Section a business offer Because because the solution for the companies that way always, the new problems are coming from the data >> started ten years ago, you probably didn't have a new cluster to solve this problem. Data was maybe maybe isn't a data warehouse that maybe it wasn't And you probably weren't chief data officer back then. You know that roll kind of didn't exist, so a lot has changed in the last ten years. My question is, do you first of all be adjusting your comment on that? But do you see a point in which you could now take remedial action or maybe even automate some of that remedial action using machine intelligence and that data cloud or however else you do it to actually take action on behalf of the brand before humans who are without even human involvement foresee a day? >> Yeah. So just a comment on your thought about the times I've been doing technology for twenty something years, and data science is something has been around, but it's kind of evolved in software development. My thought is, uh, you know, we have these rolls of data scientists, but a lot of the feature engineering Data prep does require traditional people that were devious. And now Dave engineers and variety of skills come together, and that's what we try to do in every project. Just add that comment. A ce faras predicted ahead of time. Like, I think you're trying to say what data? Help me understand >> you. You know, you've got a ninety three percent accuracy. Okay, So I presume you take that, You give it to the business businesses, Okay? Let's maybe, you know, reach out to them, maybe do a little incentive or you know what kind of action in the machines take action on behalf of your brand? Do you foresee a day >> so that my thought is for Clara, Columbia and Carlos? But but obviously this is to me. Remain is the predictive models we build will obviously be deployed. And then it would interact with their digital mobile applications. So in real time, it'll react for the customers. And then obviously, you know, you want to make sure that claro and company trust that and it's making accurate predictions. And that's where a lot more, you know, we have to do some model validation and evaluation of that so they can begin to trust those predictions. I think is where >> I want to get your thoughts on this because you're doing a lot of learnings here. So can you guys each taking minutes playing the key Learnings from this As you go through the process? Certainly in the business side, there's a big imperative to do this. You want to have a business outcome that keeps the users there. But what did you learn? What was some of the learnings? You guys gone from the project? >> They the most important learning front from the company that wass teen in the data that that sound funny, but waiting in an alley, garbage in garbage, out on DH that wass very, very important for other was one of the things that we learn that we need to put cleaning date over the system. Also, the government's many people forget about the governments of the governments of the data on DH. Right now, we're working again with IBM in our government's >> so data quality problem? Yeah, they fight it and you report in to your CEO or the CEO. Seo, your spear of the CIA is OK. That >> is it. That's on another funny history, because because the company the company is right now, I am working for planning. This is saying they were working for planning for the company. >> Business planning? >> Yeah, for business planning. I was coming for an engineer engineering on DH. Right now, I'm working for a planning on trying to make money for the company, and you know that it's an engineer thinking how to get more money for the company I was talking about. So on some kind of analysis ticks, that is us Partial Analytics on I want you seeing that in engineer to know how the network handling how the quality of the network on right now using the same software this acknowledge, to know which is the better point to do sales is is a good combination finally and working. Ralph of planning on my boss, the planning the planet is working for the CEO and I heard about different organizations. Somebody's in Financial City owes in financial or the video for it is different. That depends from the company. Right now, I'm working for planning how to handle things, to make more money for the company, how to tow hundred children. And it is interesting because all the knowledge that I have engineering is perfect to do it >> Well, I would argue that's the job of a CDO is to figure out how to make money with data. Are saying money. Yeah. Absolute number one. Anyway, start there. >> Yeah, The thing we always talked about is really proving value. It starts with that use case. Identify where the real value is and then waken. You know, technology could come in the in the development work after that. So I agree with hundred percent. >> Carlos. Thanks for coming in. Largest telecommunication in Colombia. Great. Great customer reference. Carlo thinking men to explain real quick in a plug in for your data science elite team. What do you guys do? How do you engage? What? Some of the projects you work on Grey >> out. So we were a team of about one hundred data scientists worldwide. We work side by side with clients. In our job is to really understand the problem from end and help in all areas from skills, tools and technique. And we won't prototype in a three agile sprints. We use an agile methodology about six to eight weeks and we tied. It developed a really We call it a proof of value. It's it's not a M v P just yet or or poc But at the end of the day we prove out that we could get a model. We can do some prediction. We get a certain accuracy and it's gonna add value to the >> guys. Just >> It's not a freebie. It actually sorry. I'm sorry. It's not for paint service. It's a freebie is no cough you've got. But I don't like to use >> free way. Don't charge, but >> But it's something that clients could take advantage of if they're interesting problem and maybe eventually going to do some business. >> If you the largest telecommunication provider in the country, to get a freebie and then three keys, You guys dig in because its practitioners, real practitioners with the right skills, working on problems that way. Claro, >> Colombia's team. They were amazing. In Colombia. We had a really good time. Six to eight weeks working on it. You know, a problem on those guys. All loved it, too. They were. They were. Before they knew it. They were coding and python. And are they ready? Knew a lot of this stuff, but they're digging in with the team and became well together. >> This is the secret to modernization of digital transformation, Having sales process is getting co creating together. Absolutely. Guys do a great job, and I think this is a trend will see more of. Of course, the cubes bring you live coverage here in San Francisco at Mosconi. Nor That's where I said it is. They're shutting down the streets for IBM. Think twenty here in San Francisco, more cube coverage after the short break right back.

>> Announcer: Live, from Washington, DC, it's the cube. Covering dot next conference. Brought to you by Nutanix. >> Welcome back to DC everybody, this is the Nutanix dot next conference #NEXTConf, and this is the cube, the leader in live tech coverage. We go out to the events, we extract the signal from the noise. My name is Dave Vellante, and I'm here with my co-host Stu Miniman. Dr. Arthur Langer is here, he's a professor at Columbia University, and a cube alum. Good to see you, thanks very much for coming on. >> Great to be back. >> Dave: Appreciate your time. So, interesting conversations going on at dot next. People talking about cloud and you hear a lot about virtualization and infrastructure. We're going to up level it a bit. You're giving a talk-- you're hosting a panel today, and you're also giving a talk on strategic IT. Using IT as a competitive weapon. It wasn't that long ago where people were saying does IT matter. We obviously know it matters. What's your research showing, what is your activity demonstrating about IT and how is it a strategic initiative? >> Well, if you were to first look at what goes on on board meetings today, I would say, and I think I mentioned this last time, the three prominent discussions at a board is how can I use technology for strategic advantage, how can I use predictive analytics, and how are you securing and protecting us? And when you look at that, all three of those ultimately fall in the lap of the information technology people. Now you might say digital or other parts of it, but the reality is all of this sits at the heart of information technology. And if you look at many of us in that world, we've learned very efficiently and very good how to support things. But now to move into this other area of driving business, of taking risks, of becoming better marketers. Wow, what an opportunity that is for information technology leadership. >> Dave: So, obviously you believe that IT is a strategic advantage. Is it sustainable though? You know, I was sort of tongue-in-cheek joking about the Nick Car book, but the real premise of his book was it's not a sustainable competitive advantage. Is that true in your view? >> I don't believe that at all. I live and die by that old economics curve called the S curve. In which you evaluate where your product life is going to be. I think if you go back and you look at the industrial revolution, we are very early. I think that the changes, the acceleration of changes brought on by technological innovations, will continue to haunt businesses and provide these opportunities well past our life. How's that? So, if anybody thinks that this is a passing fad, my feeling is they're delusional. We're just warming up. >> So it can be a sustainable competitive advantage, but you have to jump S curves and be willing to jump S curves at the right time. Is that a fair difference? >> Yeah, the way I would say it to you, the S curve is shrinking, so you have less time to enjoy your victories. You know, the prediction is that-- how long will people last on a dow 500 these days? Maybe two, three years, as opposed to 20, 30, 40 years. Can we change fast enough, and is there anything wrong with the S curve ending and starting a new one? Businesses reinventing themselves constantly. Change a norm. >> Professor Langer, one of the challenges we hear from customers is keeping up with that change is really tough. How do you know what technologies, do you have the right skill set? What advice are you giving? How do people try to keep up with the change, understand what they should be doing internally versus turning to partners to be able to handle. >> I think it's energy and culture and excitement. That's the first thing that I think a lot of people are missing. You need to sell this to your organizations. You need to establish why this is such a wonderful time. Alright, and then you need to get the people in, between the millenials and the baby boomers and the gen x's, and you got to get them to work together. Because we know, from research right now, that without question, the millenials will need to move into management positions faster than any of their predecessors. Because of retirements and all of the other things that are going on. But the most important thing, which is where I see IT needing to move in, is you can't just launch one thing. You have to launch lots of things. And this is the old marketing concept, right. You don't bat a thousand. And IT needs to come out of its shell in that area and say I have to launch five, six, eight, 10 initiatives. Some of them will make it. Some of them won't. Can you imagine private equity or venture people trying to launch every company and be successful? We all know that in a market of opportunity, there are risks. And to establish that as an exciting thing So, you know what, it comes back to leadership in many ways. >> Great point, because if you're not having those failures, your returns are going to be minuscule. If you're only investing in things that are sure things, then it's pretty much guaranteed to have low single-digit returns, if that. >> Look what happened at Ford. They did everything pretty well. They never took any of the money, right, but they changed CEO's because they didn't get involved in driverless cars enough. I mean these are the things that we're-- If you're trying to catch up, it's already over. So how do you predict what's coming. And who has that? It's the data. It's the way we handle the data. It's the way we secure the data. Who's going to do that? >> So, that brings me to the dark side of all this enthusiasm, which is security. You see things like IOT, you know the bad guys have AI as well. Thoughts on security, discussions that are going on in the board room. How CIOs should be thinking about communicating to the board regarding security. >> I've done a lot of work in this area. And whether that falls into the CISO, the Chief Information Security Officer, and where they report. But the bottom line is how are they briefing their boards. And once again, anybody that knows anything about security knows that you're not going to keep 'em out. It's going to be an ongoing process. It's going to be things like okay what do we do when we have these type >> response >> How do we respond to that? How do we predict things? How do we stay ahead of that? And that is the more of the norm. And what we see, and I can give you sort of an analogy, You know when the President comes to speak in a city, what do they, you know, they close down streets, don't they? They create the unpredictability. And I think one of the marvelous challenges for IT is to create architectures, and I've been writing about this, which change so that those that are trying to attack us and they're looking for the street to take inside of the network. We got to kind of have a more dynamic architecture. To create unpredictability. So these are all of the things that come into strategy, language, how to educate our boards. How to prepare the next generation of those board members. And where will the technology people sit in those processes. >> Yeah, we've had the chance to interview some older companies. Companies 75, 150 years old, that are trying to become software companies. And they're worried about the AirBnB's of the world disrupting what they're doing. How do you see the older companies keeping pace and trying to keep up with some of young software companies? >> Sure, how do you move 280 thousand people at a major bank, for example. How do you do that? And I think there's several things that people are trying. One is investing in startups with options to obtain them and purchase them. The other is to create, for lack of a better word, labs. Parts of the company that are not as controlled, or part of the predominant culture. Which as we know historically will hold back the company. Because they will just typically try to protect the domain that has worked for them so well. So those are the two main things. Creating entities within the companies that have an ability to try new things. Or investing entrepreneurially, or even intrapreneurally with new things with options to bring them in. And then the third one, and this last one is very difficult, sort of what Apple did. One of the things that has always haunted many large companies is their install base. The fact that they're trying to support the older technologies because they don't want to lose their install base. Well remember what Steve Jobs did. He came in with a new architecture and he says either you're with me or you're not. And to some extent, which is a very hard decision, you have to start looking at that. And challenge your install base to say this is the new way, we'll help you get there, but at some point we can't support those older systems. >> One of my favorite lines in the cube, Don Tapps, God created the world in six days, but he didn't have an install base. Right, because that handcuffs companies and innovation, in a lot of cases. I mean, you saw that, you've worked at big companies. So I want to ask you, Dr. Langer, we had this, for the last 10 years, this consumerization of IT. The Amazon effect. You know, the whole mobile thing. Is technology, is IT specifically, getting less complex or more complex? >> I think it's getting far more complex. I think what has happened is business people sometimes see the ease of use. The fact that we have an interface with them, which makes life a lot easier. We see more software that can be pushed together. But be careful. We have found out with cybersecurity problems how extraordinarily complicated this world is. With that power comes complexities. Block chain, other things that are coming. It's a powerful world, but it's a complicated one. And it's not one where you want amateurs running the back end of your businesses. >> Okay, so let's talk about the role of those guys running. We've talked a lot about data. You've seen the emergence of the chief data officer, particularly in regulated industries, but increasingly in non-regulated businesses. Who should be running the technology show? Is it a business person? Is it a technologist? Is it some kind of unicorn blend of those? >> I just don't think, from what we've seen by trying marketing people, by trying business people, that they can really ultimately grasp the significance of the technical aspects of this. It's almost like asking someone who's not a doctor to run a hospital. I know theoretically you could possibly do that, but think about that. So you need that technology. I'm not caught up on the titles, but I am concerned, and I've written an article in the Wall Street Journal a couple years ago, that there are just too many c-level people floating around owning this thing. And I think, whether you call it the chief technologist, or the executive technical person, or the chief automation individual, that all those people have to be talking to each other, and have to lead up to someone who's not only understanding the strategy, but really understands the back end of keeping the lights on, and the security and everything else. The way I've always said it, the IT people have the hardest job in the world. They're fighting a two-front war. Because both of those don't necessarily mesh nicely together. Tell me another area of an organization that is a driver and a supporter at the same time. You look at HR, they're a supporter. You look at marketing, they're a driver. So the complexities of this are not just who you are, but what you're doing at any moment in time. So you could have a support person that's doing something, but at one moment, in that person's function, could be doing a driving, risk-taking responsibility. >> So what are some of the projects you're working on now? What's exciting you? >> Well, the whole idea of how to drive that strategy, how to take risks, the digital disruption era, is a tremendous opportunity. This is our day for the-- because most companies are not really clear what to do. Socially, I'm looking very closely at smart cities. This is another secret wave of things that are happening. How a city's going to function. Within five, seven years, they're predicting that 75% of the world's population will live in major cities. And you won't have to work in the city and live there. You could live somewhere else. So cities will compete. And it's all about the data, and automation. And how do organizations get closer with their governments? Because our governments can't afford to implement these things. Very interesting stuff. Not to mention the issues of the socially excluded. And underserved populations in those cities. And then finally, how does this mess with cyber risk? And how does that come together to the promotion of that role in organizations. Just a few things, and then way a little bit behind, there's of course block chain. How is that going to affect the world that we live in? >> Just curious, your thoughts on the future of jobs. You know, look about what automation's happening, kind of the hollowing out of the middle class. The opportunities and risks there. >> I think it has to do with the world of what I call supply chain. And it's amazing that we still see companies coming to me saying I can't fill positions. Particularly in the five-year range. And an inability to invest in younger talent to bring them in there. Our educational institutions obviously will be challenged. We're in a skills-based market. How do they adopt? How do we change that? We see programs like IBM launching new collar. Where they're actually considering non-degree'd people. How do universities start working together to get closer, in my opinion, to corporations. Where they have to work together. And then there is, let's be careful. There are new horizons. Space, new things to challenge that technology will bring us. 20 years ago I was at a bank which I won't mention, about the closing of branch banks. Because we thought that technology would take over online banking. Well, 20 years later, online banking's done everything we predicted, and we're opening more branches than ever before. Be careful. So, I'm a believer that, with new things come new opportunities. The question is how do governments and corporations and educational institutions get closer together. This is going to be critical as we move forward. Or else the have nots are going to grow, and that's a problem. >> Alright, we have to leave it there. Dr. Arthur Langer, sir, thanks very much for coming in. To the cube >> It's always a pleasure to be here >> It's a pleasure to have you. Alright, keep it right there everybody, we'll be back with our next guest. Dave Vollante, Stu Miniman, be right back.

(upbeat electronic music) >> Voiceover: Live from New Orleans. It's theCUBE, covering VeeamON 2017. Brought to you by Veeam. >> We're back, Mario Angers is here. He's the senior manager of systems at the University of British Columbia. Welcome back to theCUBE, good to see you. >> Thank you, thank you. >> So how's VeeamON going? >> So far, so good. It's fabulous, actually. I love the event, cause it's not so big that you can't talk to a lot of people, and it's small enough that you get to know a lot of different folks. >> Yeah, it feels bigger, they're saying the number's 3,000. It feels bigger than that to me, but at the same time it is kind of intimate. >> Yeah no, I went to their first event, so certainly this is very different than what it was like. I think their first event was 2014? So, yeah, that's very good. >> So, tell us what's going on up at British Columbia. What's hot these days? >> Well, I spoke to this a little bit yesterday during the partner session, right? So, British Columbia's in a bit of unique position, because we have laws that prevent us from storing data outside Canada, right? So up until recently, we didn't have any of the large service providers, so we had to basically, to some degree, reinvent the wheel. So if wanted to provide or consume cloud, we had to basically build it, which is what the University of British Columbia did a few years ago. And, because we're the largest in BC, we were doing it at scale already, so we were approached by an organization inside British Columbia called BCNET, which basically services all the other higher ed, and they asked us if we wanted to provide cloud services to the community, and we've been doing this for almost three years now. >> Dave: As a partner to BCED? >> Yeah, to BCNET, yeah. >> Dave: BCNET, yeah. >> So we're basically the service operator, they're the service provider, right, but we do everything, we take care of the marketing, the communication. >> And Mark, could you walk us through, what's that stack look like? I did an interview with the OpenStack Summit with a Massachusetts higher ed cloud that they built that used OpenStack as the underlying piece. What's yours built on? >> So we went with, we're a VMware shop. So we went with the cloud directory as the front end basically, but the back end is a combination of Cisco servers, HP servers, net op storage, HP storage, data domain for our backup. Of course we use Veeam for our backup software, and then it's VMware stack end-to-end. >> Okay, it was funny, the gentlemen that I interviewed, actually, was the one who created VCD, when he was at VMware, so I'm just curious to see your viewpoint. One of the things we use to say is, cloud is not virtualization plus, but if you build a stack, if you can have kind of the orchestration and management pieces... So you feel you have a cloud, what differentiates what you have today, versus what you could have built five years ago? >> Well, I think five years ago, it would have been really challenging to provide the services in a self service capability to our end users. So today we can do that. The only involvement we have is we provision a virtual data center for our end user, and then it's self service from there, for them. We also use NSX, which is also a VMware product, so it's self service end-to-end. >> And how has your availability become better with what you have today versus what you had before? >> Veeam is a significant partner of ours, so we've been a Veeam customer for probably five or six years now, on the backup and restore side, probably about four years, and I would say it's made our jobs a lot easier. So historically our legacy backup system was just a bear and a monster to manage. So it required a huge amount of time to not just manage, but understand how it was done. With Veeam, they've really simplified that process, and we have a very large environment, and we basically have one guy managing backup. >> So it used to be, well that's pretty good productivity. So it used to be the conversation around, "Well, we're meeting our backup within the window." That was sort of the challenge. >> Mario: Yep. >> And now increasingly, it's, we want to get as close as RPO zero as possible for certain apps, not everything, as it's too expensive, and we want a much faster recovery time objective. So can you talk to us, first of all, do you converse in those terms with your line of business, and have you been able to affect those metrics? >> So, we're not quite there yet, from a sophistication, or a maturity perspective, We still have a bit of a ways to go to get there. However, can we now guarantee to our folks that we'll be able to bring workloads back within the service level that we have with our customers? Absolutely. So we can provide peace of mind now, knowing that if we lose something we can bring it back very quickly, as it's actually being restored to the production environment. >> So where do you want to go from here? It sounds like you've got the productivity thing nailed. You got one person managing all this, and you're able to meet those SLAs. What's next? >> I would say next for us is, so today we provide what I'll call a managed service around backup. So basically, the team that I manage is looking after backup for all the clients within the service, so our next step is really to provide them the ability to manage that themselves. So we're looking to do that over the summer. Once we do that, then we want to start partnering with Veeam as well and start looking at their Cloud Connect product. We've been in discussions for some time now about how we're going to do that, and that's the evolution of that. And then building on that, we're being also asked to add to the portfolio of services that we provide, and one of those services is disaster recovery as a service. So that's becoming very, very critical to the province. Vancouver is basically like San Francisco or Los Angeles. We live in one of the biggest fault zones in the world, so at one point it will happen. So now we've basically provisioned a data center in the middle of the province where it's outside your quake zone, so now we can start providing those services to our community. >> Could you speak to the relationship with Veeam with the storage arrays that you have? What's the interaction there? >> So when we went to Veeam it was really important that the full integration is there with the storage vendors that we have. So originally we were primarily in that app shop. So in that, integration was in place. So when we started looking at moving off of tape and moving onto disk for backup, we basically narrowed the list down to vendors that also fully integrated with Veeam. So we chose Data Domain, an EMC product. We've been very happy. And just recently we went to RFPing, we basically selected a new vendor for virtualization storage. And the same rules apply. Full integration needs to be in place. We need to be able to know that we're going to be able to read the data off of the storage arrays, and then move it to the backup. Without that integration, there's no guarantees that we can do that successfully. >> So a data demand customer, happy with that as the backup appliance, fast, great data reduction... Didn't EMC get you in a headlock and say, "You got to buy Networker and Avamar," and really push hard? >> Mario: Oh they tried. >> Of course, they did try. >> Okay, so what led to your decision to go with Veeam? >> The complexity of those solutions. So we're not going to reinvent how we're structured or how we're architected just to put a backup solution in place. And if you look at a lot of the other really big vendors in the marketplace today, that's basically the expectation, is okay well, you're built out like this, now you're going to have to do this in order to consume our solution. That just wasn't an option for us. >> And some people would say, "Well I get one thrown to choke and that simplifies things," but you don't buy that. >> Mario: No, not at all. I think it keeps vendors honest if you have more than one. It gives you some leverage to be able to negotiate. And to be quite honest with you, I've yet to find another vendor that provides the level of quality and support that Veeam does. And they're growing as a company, and I expect that things will change to some degree, because that's part of growing. However, so far, the experience that we've had is the same we had four years ago when they were a relatively small company. >> Can you give an example of what resonates with you as customer in terms of that service experience? >> I think as a bunch of IT guys, we think we know everything, right? So when we originally acquired Veeam, we thought, "Yeah, yeah, yeah, we get what you're telling us, but we know better than you do." So we went ahead and implemented based on what we felt was right. It wasn't right. So they didn't come over and say, "Told you so," or "We're not going to help you now, cause you decided to go this way." No, they provided us with all the support we needed in order to actually change what we had done, and there was never any finger pointing or any... It was basically, "You're a partner, we're going to help you be successful." And that's very rare, I think, in the industry today. >> Yeah, really, respecting sort of that you wanted to do it a certain way, and now I learned. >> Yeah, they did try to talk us out of it, but we decided to move in that direction anyway. To me it's like, yeah, it's a fantastic relationship. >> Anything that you've seen here today, or this week, the announcements, that was really interesting and exciting to you? >> Yeah, I think a lot of the things that are coming in Version 10 are going to allow us to expand on the things that we provide to our customers. For example, all the stuff they talk about around availability, primarily disaster recovery stuff, which is such a big thing for us. So I think this is going to add significant value. >> Mario, anything either Veeam or your vendor ecosystem that you're looking for that would make your life easier? You seem to have a pretty opinionated view of what you need. >> So to me is, we're it the business of solving problems. So as a vendor, you're not going to help me solve my problem unless you understand what my problem is. In my experience, I'm not going to say with all vendors, but with a lot of vendors in the past couple of years, is basically the caliber of the sales people I feel have changed. So it used to be that the sales folks used to be pretty knowledgeable about what they sold. Now it feels like all they're trying to do is make their quarter. And as a customer it's becoming frustrating, because I don't want to be sold to. I want someone that's going to help me solve problems, and deliver solutions to my customers. >> You must get a lot of different storage infrastructures, but NetApp is a primary supplier, of course. >> Mario: Yep, it's still very big in our environment. >> We just had NetApp on with Veeam, and they were talking about their relationship. As a customer, how do you find the relationship between Veeam and NetApp? Is there tangible value that you see in that working relationship? How do you interact with those two different companies? >> Oh of course there's tangible value. So we're an enterprise customer, right? And as we scaled within our environment, we came into a bottleneck between Veeam and NetApp. And all we had to do was expose it to both companies, and they worked together to resolve the issue. And I believe it was Version Nine that they released a fix for it. But that's been the experience, is the work that happens behind the scenes, we're not exposed to that, it always creates a positive experience for us in the end. >> We had Dave Russell on earlier from Gartner, and he was talking about pricing, and licensing, and specifically socket-based pricing, and said that that had a big impact on the marketplace. From a customer standpoint, what can you share with us about licensing, pricing, strategies that you employ, and maybe advice for other customers? >> So I think a lot of vendors are starting to try to simplify their licensing. Because if you look, I'm not going to pick on anyone specific, but they had, "Okay well we're going to sell you a number of VMs and then the storage on top of that." And it's like, okay that doesn't make sense. I don't want a PhD in math to be able to calculate how much I'm going to spend for licensing. So give me a model that is easy to manage, and I'm going to know exactly what my cost is, and have a very predictable cost going forward. And I understand Veeam has a couple different model, but they're still very simple. So you're either subscription or you're socket. So to me, just keep it simple. >> Dave: What's your preference? >> Right now it's socket. However, I'm not opposed to looking at something different. If it makes sense for my clients, I'm perfect fine with it. >> When you go subscription, does that have an effect? Does your CFO like that? Switching to a radical model? >> Well, we're just basically turning our capital into operational. And as long as my base cost doesn't change, I think it's perfectly fine. >> Dave: So from a capital budget standpoint, it's got to be neutral and go from there. >> Excellent, alright Mario, thanks for coming on theCUBE. Great insights. >> Thank you for having me. >> Dave: You're very welcome. Keep it right there, everybody, we'll be back with our next guest. This is theCUBE, Stu Miniman, Dave Vellante. We'll be right back. (upbeat electronic music)

>>Good afternoon and welcome back to the Classiest Show in Technology. This is the Cube we are at AWS Reinvent 2022 in Fabulous Sin City. That's why I've got my sequence on. We love a little Vegas, don't we? I'm joined by John Farer, another, another Vegas >>Fan. I don't have my sequence, I left it in my room. We're >>Gonna have to figure out how to get us 20 as soon as possible. What's been your biggest shock for you at the show so far? >>Well, I think the data story and security is so awesome. I love how that's front and center. If you look at the minutes of the keynote of Adamski, the CEO on day one, it's all bulked into data and security. All worked hand in hand. That's on top of already the innovation of their infrastructure. So I think you're gonna see a lot of interplay going on in this next segment. It's gonna tell a lot of that innovation story that's coming next. It's pretty awesome. >>It is pretty awesome, and I'm super excited. It's not only what we do here on the Cube, it's also in my show notes. We are gonna be geeking out for the next segment. Please welcome Paul and Puja. Wonderful to have you both here. Paul from Amazon, s3, glacier, and Pujan, CEO of kuo. I wanna turn to you Pujan, to start us off, just in case the audience isn't familiar, give us the Kuo pitch. >>Yeah, so basically Kuo is a, a backup as a service offering, right? Built in AWS four aws, right? And effectively going after, you know, any service that a customer uses on top of aws, right? And so a lot of the data sitting on s3, right? So that's been like our, our big use case going and basically building backup and air gap protection for, for s3. But we basically go to every other service, e c two, ebs, dynamo, you know, you name it, right? So basically do the whole thing >>And the relationship with aws. Can you guys share, I mean, you got you here together. You guys are a great partnership. Born in the cloud, operation in the cloud. Absolutely. I think talk about the partnership with aws. >>Absolutely. I think the last five years of building on AWS has been phenomenal, right? And I love the platform. It's, it's a very pure platform for us. You know, the APIs and, and the access you get and access you get to the service teams like Paul sitting here and the other teams you have gotten access to, I think has been phenomenal. But we also have, I would say, pushed the envelope in terms of how innovative we have been and how aggressive we have been in utilizing all the innovation that AWS has built in over the last few years. But it would not have happened without the fantastic partnership with the service teams. >>Paul, talk about the, AM the S3 part of this. What's the story there? >>Well, it's been great working with the CUO team over the course of the last few years. We were just upstairs diving deep into the, to the features that they're taking advantage of. They really push us hard on behalf of customers, and it's been a, it's just been a great relationship over the last years. >>That's awesome. And the ecosystem at such a, we're gonna hear tomorrow, the keynote on the, from Aruba who's gonna tend over the ecosystem. You guys are working together. There's a lot of strategic partnerships, so much collaboration between you guys that makes it very, this is the next gen cloud of cloud environment we're seeing. And you heard the, the economies around the corner. It's still gonna be challenging, but still there's more growth in the cloud. This is not stopping. This is impacts the customers. What are the customers saying to you guys when you work backwards from their needs? They want it faster, easier, cheaper. They want it more integrated. What are some of the things, all those you guys hearing from customers? >>So for us, you know, if you think about it, like, you know, as people are moving to the cloud, especially like take a use case like s3, right? So much of critical data sitting on top of S3 today. And so what folks have realized that as they're, you know, putting all of those, you know, what, over two 50 trillion objects, you know, sitting on s3, a lot of them need backup and data protection because there could be accidental deletions, there could be software bugs, there could be a ransomware type event due to which you need a second copy of the data that is outside of your security domain, right? But again, that needs to get be done at the, at the right price point, right? And that's where like a technology like Columbia comes in because since we've been built on the cloud, we've optimized it correctly. So especially for folks who are very cost conscious, given the macroeconomic conditions, we are heading into a technology that's built correctly so that, you know, you get the right architecture and the right solution at the right price point and the scale, right? Talking about trillions of objects, billions of objects within a single customer, within a single bucket sometimes. And that's where Columbia comes in. Cause we basically do that at scale without, again, impacting the, the customer's wallet more than it needs to. >>The porridge has to be the right temperature and the right size bowl. With the right spoon. You've got a lot of complexity when it comes to solving those customer challenges. You have a couple customer story examples you're allowed to share with us. Correct? Paul, do you want to kick one off? Go ahead. Oh, puja. All right. >>No, absolutely. I think there's a ton of them. I, I'll talk about, you know, want to begin with like Cox Automotive, right? A phenomenal customer that we, all of us have worked together with them. And again, looking for a solution to backup S3 to essentially go air gap protection outside of their account, right? They looked at doing it themselves, right? They thought they'll go and basically do it themselves. And then they fortunately bumped into Columbia, they looked at our architecture, looked at what it would really go and take to build it. And guess what, sitting in 2022, getting 23 right now, nobody wants to go and build this themselves. They actually want a turnkey solution that just does it, right? And so, again, we are a phenomenal joint customer of ours doing this at a pretty massive scale, right? And there are many more like that. There's Warner Brothers that are essentially going into the cloud from on premises, right? And they're going really fast accelerating the usage on aws again, looking at, you know, backup and data protection and using clum because of our extreme simplicity that we provide. >>Yeah, I think it's, you've got a, a lot of different people solving different problems that you're working with all the time. Millions of customers. Well, how do you prioritize? >>Well, for us, it really all comes down to fundamentals, right? So Amazon, s3 s unique distributed architecture delivers industry leading durability, availability, performance and security at virtually unlimited scale, right? And it's really been delivering on the fundamentals that has earned the trust of so many customers of all sizes and industries over the course of over 16 years. Now, in terms of how we prioritize on behalf of those customers, we always say that 90% of our roadmap comes directly from what customers are telling us is important. And a large number of our customers now are using S3 through lumino, which is why the relationship is so important. We're here talking about customer use cases here at the show, and we do that regularly throughout the year as well. And that's, that's how we land on a road. >>And what are the, what are the top stories from customers? What, what are they telling you? What's the number one top three things you're hearing? >>I tell you, like, again, it just comes down to the fundamentals, right? Of security, availability, durability and performance at virtually unlimited scale. Like that is the first customer first discussions that we have with customers talking about durable storage, for >>Sure. What I find interesting in, you mentioned scale, right? That comes up a lot scale with data. Yeah. That we heard data. The big theme here, security, what's in my S3 bucket? Can you find out what's in there? Is it backed up properly? How do I get it back? Where's the ransomware? Why not just target the ransomware? So how do you navigate the, the security challenges, the, the need to store all that scale data? What's the secret sauce? >>Yeah, so I think the, the big thing is we'll start with the, you know, how we have architected the product, right? If you think about it, this, you're dealing with a lot of scale, right? You get to a hundred million, a billion and billions very fast on S3 few, especially on a cloud native application. So it starts with the visibility, right? It's basically about, like we have things where you do, where you create a subset of your buckets called protection groups that you can essentially, you know, do it based on prefixes. So now you can essentially figure out what prefix you want to back up and what you don't want to back up. Maybe there's log data that you don't care about, so you don't back that up, right? And it all starts with that visibility that you give. And the prefix level data protection then comes the scale, which is where I was telling you, right? We have basically built an orchestration engine, right? It's like we call the ES for Lambdas, right? So we have a internal orchestration engine and essentially what what we have done is we have our own language internally that spawns off these lambdas, right? And they go after these S3 partitions do the right things and then you basically reel them back. So things like that that we do that are not possible if you're not built on the >>Clock. Well also, I mean, just mind blowing and go back 10 years. Yeah. I mean you got Lambda. What you're talking about here is the gift of the cloud innovation. Yeah. So the benefit of S3 is now accelerated. This is the story this year. Yeah. I mean they're highlighting it at scale, not just in the data, but like what we knew when Lambda came out and what S3 could do. But now mainstream solutions are coming in. Does that change your backup plans? Because we're gonna see a lot more end to end, lot more solutions. We heard that on the keynote. Some are saying it's more complexity. Of course it might, but you can abstract another way with the cloud that's the best part of the cloud. So these abstraction leads. So what's your view on that? But I wanna get your thoughts because you guys are perfectly positioned for this scale, but there's more coming. Yes. Yes. Exactly. What, how are you looking at that? >>So again, I think the, you know, obviously the, the S3 teams and every team in AWS is basically pushing the envelope in terms of innovation. But the key for a partner like us is to go and take that innovation. A lot of complex architectures behind the scene. But what you deliver to the customer is simple. I'll give you one more example. One of the things we launched that, you know, Paul and others are very excited about, is this ability to do instant access on the backup, right? So you could have billions of objects that you backed up. Maybe you need just 10,000 of them for a DR test. And we can basically create like an instant virtual bucket on top of that backup that you can instantly restore >>Spinning up a sandbox of temporary data to go check it >>Out. Exactly. Offer an inte application. >>Think we're geeking out right now. >>Yeah, I know. Brought that part of the segment, John. Don't worry, we're safely there. But, >>But that's the thing, right? That all that is possible because of all the, the scale and innovation and all the APIs and everything that, you know, Paul and the team gives us that we go and build on top of >>Paul, geek out on with us on this. We >>Are super excited for instant restore >>For store. I mean, automation programmability. >>It is, I mean it's the logical next step for backup in the cloud. Exactly. Yeah. But it's a super hard engineering problem to go solve for customers. I mean, the RTO benefits alone are super compelling, but then there's a cost element as well of not having to bring back all that stuff for a test restore, for example. And so it's, it's been really great to, to work with the team on that. We have some ideas on how we may help solve it from our side, and we're looking forward to collaborating on it. >>This is a great illustration of what I was writing about this week around the classic cloud, which is great. And as Adam said, and used like to use the word and, and you got this new functionality we're seeing emerge from the growth. Yes. From the companies that are built on Amazon web services that are growing. You're a partner, they have a lot of other partners and people are taking over restaurant here off action. I mean, there's real growth and new functionality on top of aws. You guys are no different. What's, are you prepared for that? Are you ready to go? >>Yeah, no, absolutely. And I think if you think about, if you think about it, right, I think it's also about doing this without impacting the primary application. Like if the customer is running a primary application at scale on s3, a backup application like ours can't come in and really mess with that. So I think being able to do things where, and this is where you solve really hard computer science problems, right? Where you're bottling yourself. If you are essentially seeing any kind of, you know, interfering with the primary, you're going to cut yourself down. You're gonna go after a different partition. So there are a lot of things you need to do behind the scenes, which is again, all the complexity, all of that, but deliver the, to the customer a very, very simple thing. >>You know, Paul, I wanna get your thoughts and I want you to chime in. Yeah. In 2014, I interviewed Steven Schmidt, my first interview with the, he was the CISO then, and now he's a CSO and, and former ciso, he's back at that time, the word was the cloud's not secure. Now we're talking about security. Just in the complexity of how you're partitioning and managing your sub portions, how you explained it, it's harder for the attackers. The cloud in its in its architecture has become a more secure environment. Yeah. Well, and getting more secure as you have laying out this, this is a new dynamic. This is good. Can you explain the, >>I mean, I, I can just tell you that at AWS security is job zero and that it will always be our number one priority, right? We have a, an infrastructure with under AWS that is vetted and approved to run even top secret workloads, which benefits all customers in all regions. >>And your, your security posture is embedded on top of that. And you got your own stuff. >>Yeah. And if you think of it as a shared responsibility model, so security of the cloud is the responsibility of the cloud provider, but then security of the data on top of it. Like you, you go and delete stuff, your software goes and does something that resiliency, the integrity of the data is your responsibility as a customer. And that's where, you know, we come in. Who >>Shared responsibility has been such a hot topic all week. Yeah. >>I gotta ask him one more question. Cause this is fascinating. And we are talking about on the cube all day today after we saw the announcement and Adam's comment on the cube, Adams LE's comment on the keynote. I mean, he said, if you're gonna tighten your belt, meaning economic cost recovery, re right sizing. If you want to tighten your belt, come to the cloud. So I have to ask you guys, Puja, if you can comment, that'd be great. There's a lot of other competitors out there that aren't born on aws. What is the customer gonna do when they tighten the build? What does that mean? They're gonna go to, to the individual contracts. They're gonna work in the marketplace. I mean this, there's a new dynamic in town. It's called AWS 2022. They weren't really around much in the recession of 2008. They were just starting to grow. Now they're an economic force. People like yourselves have embedded in there. There's a lot of competition. What's gonna happen? >>I think people are gonna just go to a place like, you know, AWS marketplace. You're going to essentially look for solutions and essentially like, and, and the right solutions built in are going to be self-service like aws. It's a very self-service thing. A hundred percent. So you go and do self-service, you figure out what's working, what's not working. Also, the model has to be consumption oriented. No longer can you expect the customer to go and pay a bunch of money for shelfware, right? It's like, like how we charge how AWS charges, which is you pay for what you consume. That and all has to be front and center, >>Right? I think that's a really, I think that's a really important >>Point. It's time >>And I think it's time. So we have a new challenge on the cube. We give you 30 seconds roughly to give us your extraordinarily hot take your shining thought leadership moment and, and highlight what you think is the most important takeaway from the show. The biggest soundbite, the juiciest announcement. Paul, I'll >>Start with an Instagram. Real basically. Yeah. Okay. >>Yeah. Hi. Go. I would just say from an S3 perspective, over the course of the last several years, we've really seen workloads shift from just backup and recovery and static images on websites to data lake analytics applications. And you continue to see that here. And I can tell you that some of these scaled applications are running at enormous mind blowing scale, right? And so, so every year we come here, we talk to customers, and it's just every year it sort of blows me away. And I've been in the storage industry for a long time and it's just is, it blows me away. Just the scale at customers are running in >>And >>Blowing scale. And when it comes to backup, let me just say that it's easy to back up and recover a single object, but doing an easy thing, a billion or 10 billion times over, that's actually quite hard. >>And just to, just to bold that a little bit, just pull out my highlighter. S3 now has over 280 trillion objects. That's a lot. >>That's a lot of objects. >>Yeah. You are not, you are not kidding. When you talk about scale, I mean, this is the most scalable. >>That's not solution's not there. Yeah. That, that's right. And we wake up every, we have a culture of durability and we wake up every single day to raise the bar on the fundamentals and make sure that every single one of those objects is protected and safe. >>Okay. You, I, >>I can't imagine worrying about two, two 80 trillion different things. >>Let's go. You're Instagram real >>For me again, you know, between S3 and us, we are two players out there that are really, you know, processing the data at the end of the day, right? And so I'm very excited about, you know, what we are going to do more and more with the instant restore capability where we can integrate third party services on top of it that can do more things with the data that is not, not passively sitting, but now becomes active data that you can analyze and do things with. So that's something where we take this to the next level is something that I'm super excited about. >>There's a lot to be excited about and, and we're excited to have you. We're excited to hear what happens next. Excited to see more collaboration like this. Paul Pon, thank you so much for joining us here on the show. Thank all of you from for tuning into our continuous wall to wall super thrilling live coverage of AWS reinvent here in fabulous Las Vegas, Nevada, with John Furrier. I'm Savannah Peterson. We're the cube, the leading source for high tech coverage.

>>Hey everyone. Welcome to Las Vegas. The Cube is here, live at the Venetian Expo Center for AWS Reinvent 2022. Amazing attendance. This is day one of our coverage. Lisa Martin here with Day Ante. David is great to see so many people back. We're gonna be talk, we've been having great conversations already. We have a wall to wall coverage for the next three and a half days. When we talk to companies, customers, every company has to be a data company. And one of the things I think we learned in the pandemic is that access to real time data and real time analytics, no longer a nice to have that is a differentiator and a competitive all >>About data. I mean, you know, I love the topic and it's, it's got so many dimensions and such texture, can't get enough of data. >>I know we have a great guest joining us. One of our alumni is back, Evan Kaplan, the CEO of Influx Data. Evan, thank you so much for joining us. Welcome back to the Cube. >>Thanks for having me. It's great to be here. So here >>We are, day one. I was telling you before we went live, we're nice and fresh hosts. Talk to us about what's new at Influxed since the last time we saw you at Reinvent. >>That's great. So first of all, we should acknowledge what's going on here. This is pretty exciting. Yeah, that does really feel like, I know there was a show last year, but this feels like the first post Covid shows a lot of energy, a lot of attention despite a difficult economy. In terms of, you know, you guys were commenting in the lead into Big data. I think, you know, if we were to talk about Big Data five, six years ago, what would we be talking about? We'd been talking about Hadoop, we were talking about Cloudera, we were talking about Hortonworks, we were talking about Big Data Lakes, data stores. I think what's happened is, is this this interesting dynamic of, let's call it if you will, the, the secularization of data in which it breaks into different fields, different, almost a taxonomy. You've got this set of search data, you've got this observability data, you've got graph data, you've got document data and what you're seeing in the market and now you have time series data. >>And what you're seeing in the market is this incredible capability by developers as well and mostly open source dynamic driving this, this incredible capability of developers to assemble data platforms that aren't unicellular, that aren't just built on Hado or Oracle or Postgres or MySQL, but in fact represent different data types. So for us, what we care about his time series, we care about anything that happens in time, where time can be the primary measurement, which if you think about it, is a huge proportion of real data. Cuz when you think about what drives ai, you think about what happened, what happened, what happened, what happened, what's going to happen. That's the functional thing. But what happened is always defined by a period, a measurement, a time. And so what's new for us is we've developed this new open source engine called IOx. And so it's basically a refresh of the whole database, a kilo database that uses Apache Arrow, par K and data fusion and turns it into a super powerful real time analytics platform. It was already pretty real time before, but it's increasingly now and it adds SQL capability and infinite cardinality. And so it handles bigger data sets, but importantly, not just bigger but faster, faster data. So that's primarily what we're talking about to show. >>So how does that affect where you can play in the marketplace? Is it, I mean, how does it affect your total available market? Your great question. Your, your customer opportunities. >>I think it's, it's really an interesting market in that you've got all of these different approaches to database. Whether you take data warehouses from Snowflake or, or arguably data bricks also. And you take these individual database companies like Mongo Influx, Neo Forge, elastic, and people like that. I think the commonality you see across the volume is, is many of 'em, if not all of them, are based on some sort of open source dynamic. So I think that is an in an untractable trend that will continue for on. But in terms of the broader, the broader database market, our total expand, total available tam, lots of these things are coming together in interesting ways. And so the, the, the wave that will ride that we wanna ride, because it's all big data and it's all increasingly fast data and it's all machine learning and AI is really around that measurement issue. That instrumentation the idea that if you're gonna build any sophisticated system, it starts with instrumentation and the journey is defined by instrumentation. So we view ourselves as that instrumentation tooling for understanding complex systems. And how, >>I have to follow quick follow up. Why did you say arguably data bricks? I mean open source ethos? >>Well, I was saying arguably data bricks cuz Spark, I mean it's a great company and it's based on Spark, but there's quite a gap between Spark and what Data Bricks is today. And in some ways data bricks from the outside looking in looks a lot like Snowflake to me looks a lot like a really sophisticated data warehouse with a lot of post-processing capabilities >>And, and with an open source less >>Than a >>Core database. Yeah. Right, right, right. Yeah, I totally agree. Okay, thank you for that >>Part that that was not arguably like they're, they're not a good company or >>No, no. They got great momentum and I'm just curious. Absolutely. You know, so, >>So talk a little bit about IOx and, and what it is enabling you guys to achieve from a competitive advantage perspective. The key differentiators give us that scoop. >>So if you think about, so our old storage engine was called tsm, also open sourced, right? And IOx is open sourced and the old storage engine was really built around this time series measurements, particularly metrics, lots of metrics and handling those at scale and making it super easy for developers to use. But, but our old data engine only supported either a custom graphical UI that you'd build yourself on top of it or a dashboarding tool like Grafana or Chronograph or things like that. With IOCs. Two or three interventions were important. One is we now support, we'll support things like Tableau, Microsoft, bi, and so you're taking that same data that was available for instrumentation and now you're using it for business intelligence also. So that became super important and it kind of answers your question about the expanded market expands the market. The second thing is, when you're dealing with time series data, you're dealing with this concept of cardinality, which is, and I don't know if you're familiar with it, but the idea that that it's a multiplication of measurements in a table. And so the more measurements you want over the more series you have, you have this really expanding exponential set that can choke a database off. And the way we've designed IIS to handle what we call infinite cardinality, where you don't even have to think about that design point of view. And then lastly, it's just query performance is dramatically better. And so it's pretty exciting. >>So the unlimited cardinality, basically you could identify relationships between data and different databases. Is that right? Between >>The same database but different measurements, different tables, yeah. Yeah. Right. Yeah, yeah. So you can handle, so you could say, I wanna look at the way, the way the noise levels are performed in this room according to 400 different locations on 25 different days, over seven months of the year. And that each one is a measurement. Each one adds to cardinality. And you can say, I wanna search on Tuesdays in December, what the noise level is at 2:21 PM and you get a very quick response. That kind of instrumentation is critical to smarter systems. How are >>You able to process that data at at, in a performance level that doesn't bring the database to its knees? What's the secret sauce behind that? >>It's AUM database. It's built on Parque and Apache Arrow. But it's, but to say it's nice to say without a much longer conversation, it's an architecture that's really built for pulling that kind of data. If you know the data is time series and you're looking for a time measurement, you already have the ability to optimize pretty dramatically. >>So it's, it's that purpose built aspect of it. It's the >>Purpose built aspect. You couldn't take Postgres and do the same >>Thing. Right? Because a lot of vendors say, oh yeah, we have time series now. Yeah. Right. So yeah. Yeah. Right. >>And they >>Do. Yeah. But >>It's not, it's not, the founding of the company came because Paul Dicks was working on Wall Street building time series databases on H base, on MyQ, on other platforms and realize every time we do it, we have to rewrite the code. We build a bunch of application logic to handle all these. We're talking about, we have customers that are adding hundreds of millions to billions of points a second. So you're talking about an ingest level. You know, you think about all those data points, you're talking about ingest level that just doesn't, you know, it just databases aren't designed for that. Right? And so it's not just us, our competitors also build good time series databases. And so the category is really emergent. Yeah, >>Sure. Talk about a favorite customer story they think really articulates the value of what Influx is doing, especially with IOx. >>Yeah, sure. And I love this, I love this story because you know, Tesla may not be in favor because of the latest Elon Musker aids, but, but, but so we've had about a four year relationship with Tesla where they built their power wall technology around recording that, seeing your device, seeing the stuff, seeing the charging on your car. It's all captured in influx databases that are reporting from power walls and mega power packs all over the world. And they report to a central place at, at, at Tesla's headquarters and it reports out to your phone and so you can see it. And what's really cool about this to me is I've got two Tesla cars and I've got a Tesla solar roof tiles. So I watch this date all the time. So it's a great customer story. And actually if you go on our website, you can see I did an hour interview with the engineer that designed the system cuz the system is super impressive and I just think it's really cool. Plus it's, you know, it's all the good green stuff that we really appreciate supporting sustainability, right? Yeah. >>Right, right. Talk about from a, what's in it for me as a customer, what you guys have done, the change to IOCs, what, what are some of the key features of it and the key values in it for customers like Tesla, like other industry customers as well? >>Well, so it's relatively new. It just arrived in our cloud product. So Tesla's not using it today. We have a first set of customers starting to use it. We, the, it's in open source. So it's a very popular project in the open source world. But the key issues are, are really the stuff that we've kind of covered here, which is that a broad SQL environment. So accessing all those SQL developers, the same people who code against Snowflake's data warehouse or data bricks or Postgres, can now can code that data against influx, open up the BI market. It's the cardinality, it's the performance. It's really an architecture. It's the next gen. We've been doing this for six years, it's the next generation of everything. We've seen how you make time series be super performing. And that's only relevant because more and more things are becoming real time as we develop smarter and smarter systems. The journey is pretty clear. You instrument the system, you, you let it run, you watch for anomalies, you correct those anomalies, you re instrument the system. You do that 4 billion times, you have a self-driving car, you do that 55 times, you have a better podcast that is, that is handling its audio better, right? So everything is on that journey of getting smarter and smarter. So >>You guys, you guys the big committers to IOCs, right? Yes. And how, talk about how you support the, develop the surrounding developer community, how you get that flywheel effect going >>First. I mean it's actually actually a really kind of, let's call it, it's more art than science. Yeah. First of all, you you, you come up with an architecture that really resonates for developers. And Paul Ds our founder, really is a developer's developer. And so he started talking about this in the community about an architecture that uses Apache Arrow Parque, which is, you know, the standard now becoming for file formats that uses Apache Arrow for directing queries and things like that and uses data fusion and said what this thing needs is a Columbia database that sits behind all of this stuff and integrates it. And he started talking about it two years ago and then he started publishing in IOCs that commits in the, in GitHub commits. And slowly, but over time in Hacker News and other, and other people go, oh yeah, this is fundamentally right. >>It addresses the problems that people have with things like click cows or plain databases or Coast and they go, okay, this is the right architecture at the right time. Not different than original influx, not different than what Elastic hit on, not different than what Confluent with Kafka hit on and their time is you build an audience of people who are committed to understanding this kind of stuff and they become committers and they become the core. Yeah. And you build out from it. And so super. And so we chose to have an MIT open source license. Yeah. It's not some secondary license competitors can use it and, and competitors can use it against us. Yeah. >>One of the things I know that Influx data talks about is the time to awesome, which I love that, but what does that mean? What is the time to Awesome. Yeah. For developer, >>It comes from that original story where, where Paul would have to write six months of application logic and stuff to build a time series based applications. And so Paul's notion was, and this was based on the original Mongo, which was very successful because it was very easy to use relative to most databases. So Paul developed this commitment, this idea that I quickly joined on, which was, hey, it should be relatively quickly for a developer to build something of import to solve a problem, it should be able to happen very quickly. So it's got a schemaless background so you don't have to know the schema beforehand. It does some things that make it really easy to feel powerful as a developer quickly. And if you think about that journey, if you feel powerful with a tool quickly, then you'll go deeper and deeper and deeper and pretty soon you're taking that tool with you wherever you go, it becomes the tool of choice as you go to that next job or you go to that next application. And so that's a fundamental way we think about it. To be honest with you, we haven't always delivered perfectly on that. It's generally in our dna. So we do pretty well, but I always feel like we can do better. >>So if you were to put a bumper sticker on one of your Teslas about influx data, what would it >>Say? By the way, I'm not rich. It just happened to be that we have two Teslas and we have for a while, we just committed to that. The, the, so ask the question again. Sorry. >>Bumper sticker on influx data. What would it say? How, how would I >>Understand it be time to Awesome. It would be that that phrase his time to Awesome. Right. >>Love that. >>Yeah, I'd love it. >>Excellent time to. Awesome. Evan, thank you so much for joining David, the >>Program. It's really fun. Great thing >>On Evan. Great to, you're on. Haven't Well, great to have you back talking about what you guys are doing and helping organizations like Tesla and others really transform their businesses, which is all about business transformation these days. We appreciate your insights. >>That's great. Thank >>You for our guest and Dave Ante. I'm Lisa Martin, you're watching The Cube, the leader in emerging and enterprise tech coverage. We'll be right back with our next guest.

>>When Oracle acquired my SQL via the Sun acquisition, nobody really thought the company would put much effort into the platform preferring to focus all the wood behind its leading Oracle database, Arrow pun intended. But two years ago, Oracle surprised many folks by announcing my SQL Heatwave a new database as a service with a massively parallel hybrid Columbia in Mary Mary architecture that brings together transactional and analytic data in a single platform. Welcome to our latest database, power panel on the cube. My name is Dave Ante, and today we're gonna discuss Oracle's MySQL Heat Wave with a who's who of cloud database industry analysts. Holgar Mueller is with Constellation Research. Mark Stammer is the Dragon Slayer and Wikibon contributor. And Ron Westfall is with Fu Chim Research. Gentlemen, welcome back to the Cube. Always a pleasure to have you on. Thanks for having us. Great to be here. >>So we've had a number of of deep dive interviews on the Cube with Nip and Aggarwal. You guys know him? He's a senior vice president of MySQL, Heatwave Development at Oracle. I think you just saw him at Oracle Cloud World and he's come on to describe this is gonna, I'll call it a shock and awe feature additions to to heatwave. You know, the company's clearly putting r and d into the platform and I think at at cloud world we saw like the fifth major release since 2020 when they first announced MySQL heat wave. So just listing a few, they, they got, they taken, brought in analytics machine learning, they got autopilot for machine learning, which is automation onto the basic o l TP functionality of the database. And it's been interesting to watch Oracle's converge database strategy. We've contrasted that amongst ourselves. Love to get your thoughts on Amazon's get the right tool for the right job approach. >>Are they gonna have to change that? You know, Amazon's got the specialized databases, it's just, you know, the both companies are doing well. It just shows there are a lot of ways to, to skin a cat cuz you see some traction in the market in, in both approaches. So today we're gonna focus on the latest heat wave announcements and we're gonna talk about multi-cloud with a native MySQL heat wave implementation, which is available on aws MySQL heat wave for Azure via the Oracle Microsoft interconnect. This kind of cool hybrid action that they got going. Sometimes we call it super cloud. And then we're gonna dive into my SQL Heatwave Lake house, which allows users to process and query data across MyQ databases as heatwave databases, as well as object stores. So, and then we've got, heatwave has been announced on AWS and, and, and Azure, they're available now and Lake House I believe is in beta and I think it's coming out the second half of next year. So again, all of our guests are fresh off of Oracle Cloud world in Las Vegas. So they got the latest scoop. Guys, I'm done talking. Let's get into it. Mark, maybe you could start us off, what's your opinion of my SQL Heatwaves competitive position? When you think about what AWS is doing, you know, Google is, you know, we heard Google Cloud next recently, we heard about all their data innovations. You got, obviously Azure's got a big portfolio, snowflakes doing well in the market. What's your take? >>Well, first let's look at it from the point of view that AWS is the market leader in cloud and cloud services. They own somewhere between 30 to 50% depending on who you read of the market. And then you have Azure as number two and after that it falls off. There's gcp, Google Cloud platform, which is further way down the list and then Oracle and IBM and Alibaba. So when you look at AWS and you and Azure saying, hey, these are the market leaders in the cloud, then you start looking at it and saying, if I am going to provide a service that competes with the service they have, if I can make it available in their cloud, it means that I can be more competitive. And if I'm compelling and compelling means at least twice the performance or functionality or both at half the price, I should be able to gain market share. >>And that's what Oracle's done. They've taken a superior product in my SQL heat wave, which is faster, lower cost does more for a lot less at the end of the day and they make it available to the users of those clouds. You avoid this little thing called egress fees, you avoid the issue of having to migrate from one cloud to another and suddenly you have a very compelling offer. So I look at what Oracle's doing with MyQ and it feels like, I'm gonna use a word term, a flanking maneuver to their competition. They're offering a better service on their platforms. >>All right, so thank you for that. Holger, we've seen this sort of cadence, I sort of referenced it up front a little bit and they sat on MySQL for a decade, then all of a sudden we see this rush of announcements. Why did it take so long? And and more importantly is Oracle, are they developing the right features that cloud database customers are looking for in your view? >>Yeah, great question, but first of all, in your interview you said it's the edit analytics, right? Analytics is kind of like a marketing buzzword. Reports can be analytics, right? The interesting thing, which they did, the first thing they, they, they crossed the chasm between OTP and all up, right? In the same database, right? So major engineering feed very much what customers want and it's all about creating Bellevue for customers, which, which I think is the part why they go into the multi-cloud and why they add these capabilities. And they certainly with the AI capabilities, it's kind of like getting it into an autonomous field, self-driving field now with the lake cost capabilities and meeting customers where they are, like Mark has talked about the e risk costs in the cloud. So that that's a significant advantage, creating value for customers and that's what at the end of the day matters. >>And I believe strongly that long term it's gonna be ones who create better value for customers who will get more of their money From that perspective, why then take them so long? I think it's a great question. I think largely he mentioned the gentleman Nial, it's largely to who leads a product. I used to build products too, so maybe I'm a little fooling myself here, but that made the difference in my view, right? So since he's been charged, he's been building things faster than the rest of the competition, than my SQL space, which in hindsight we thought was a hot and smoking innovation phase. It kind of like was a little self complacent when it comes to the traditional borders of where, where people think, where things are separated between OTP and ola or as an example of adjacent support, right? Structured documents, whereas unstructured documents or databases and all of that has been collapsed and brought together for building a more powerful database for customers. >>So I mean it's certainly, you know, when, when Oracle talks about the competitors, you know, the competitors are in the, I always say they're, if the Oracle talks about you and knows you're doing well, so they talk a lot about aws, talk a little bit about Snowflake, you know, sort of Google, they have partnerships with Azure, but, but in, so I'm presuming that the response in MySQL heatwave was really in, in response to what they were seeing from those big competitors. But then you had Maria DB coming out, you know, the day that that Oracle acquired Sun and, and launching and going after the MySQL base. So it's, I'm, I'm interested and we'll talk about this later and what you guys think AWS and Google and Azure and Snowflake and how they're gonna respond. But, but before I do that, Ron, I want to ask you, you, you, you can get, you know, pretty technical and you've probably seen the benchmarks. >>I know you have Oracle makes a big deal out of it, publishes its benchmarks, makes some transparent on on GI GitHub. Larry Ellison talked about this in his keynote at Cloud World. What are the benchmarks show in general? I mean, when you, when you're new to the market, you gotta have a story like Mark was saying, you gotta be two x you know, the performance at half the cost or you better be or you're not gonna get any market share. So, and, and you know, oftentimes companies don't publish market benchmarks when they're leading. They do it when they, they need to gain share. So what do you make of the benchmarks? Have their, any results that were surprising to you? Have, you know, they been challenged by the competitors. Is it just a bunch of kind of desperate bench marketing to make some noise in the market or you know, are they real? What's your view? >>Well, from my perspective, I think they have the validity. And to your point, I believe that when it comes to competitor responses, that has not really happened. Nobody has like pulled down the information that's on GitHub and said, Oh, here are our price performance results. And they counter oracles. In fact, I think part of the reason why that hasn't happened is that there's the risk if Oracle's coming out and saying, Hey, we can deliver 17 times better query performance using our capabilities versus say, Snowflake when it comes to, you know, the Lakehouse platform and Snowflake turns around and says it's actually only 15 times better during performance, that's not exactly an effective maneuver. And so I think this is really to oracle's credit and I think it's refreshing because these differentiators are significant. We're not talking, you know, like 1.2% differences. We're talking 17 fold differences, we're talking six fold differences depending on, you know, where the spotlight is being shined and so forth. >>And so I think this is actually something that is actually too good to believe initially at first blush. If I'm a cloud database decision maker, I really have to prioritize this. I really would know, pay a lot more attention to this. And that's why I posed the question to Oracle and others like, okay, if these differentiators are so significant, why isn't the needle moving a bit more? And it's for, you know, some of the usual reasons. One is really deep discounting coming from, you know, the other players that's really kind of, you know, marketing 1 0 1, this is something you need to do when there's a real competitive threat to keep, you know, a customer in your own customer base. Plus there is the usual fear and uncertainty about moving from one platform to another. But I think, you know, the traction, the momentum is, is shifting an Oracle's favor. I think we saw that in the Q1 efforts, for example, where Oracle cloud grew 44% and that it generated, you know, 4.8 billion and revenue if I recall correctly. And so, so all these are demonstrating that's Oracle is making, I think many of the right moves, publishing these figures for anybody to look at from their own perspective is something that is, I think, good for the market and I think it's just gonna continue to pay dividends for Oracle down the horizon as you know, competition intens plots. So if I were in, >>Dave, can I, Dave, can I interject something and, and what Ron just said there? Yeah, please go ahead. A couple things here, one discounting, which is a common practice when you have a real threat, as Ron pointed out, isn't going to help much in this situation simply because you can't discount to the point where you improve your performance and the performance is a huge differentiator. You may be able to get your price down, but the problem that most of them have is they don't have an integrated product service. They don't have an integrated O L T P O L A P M L N data lake. Even if you cut out two of them, they don't have any of them integrated. They have multiple services that are required separate integration and that can't be overcome with discounting. And the, they, you have to pay for each one of these. And oh, by the way, as you grow, the discounts go away. So that's a, it's a minor important detail. >>So, so that's a TCO question mark, right? And I know you look at this a lot, if I had that kind of price performance advantage, I would be pounding tco, especially if I need two separate databases to do the job. That one can do, that's gonna be, the TCO numbers are gonna be off the chart or maybe down the chart, which you want. Have you looked at this and how does it compare with, you know, the big cloud guys, for example, >>I've looked at it in depth, in fact, I'm working on another TCO on this arena, but you can find it on Wiki bod in which I compared TCO for MySEQ Heat wave versus Aurora plus Redshift plus ML plus Blue. I've compared it against gcps services, Azure services, Snowflake with other services. And there's just no comparison. The, the TCO differences are huge. More importantly, thefor, the, the TCO per performance is huge. We're talking in some cases multiple orders of magnitude, but at least an order of magnitude difference. So discounting isn't gonna help you much at the end of the day, it's only going to lower your cost a little, but it doesn't improve the automation, it doesn't improve the performance, it doesn't improve the time to insight, it doesn't improve all those things that you want out of a database or multiple databases because you >>Can't discount yourself to a higher value proposition. >>So what about, I wonder ho if you could chime in on the developer angle. You, you followed that, that market. How do these innovations from heatwave, I think you used the term developer velocity. I've heard you used that before. Yeah, I mean, look, Oracle owns Java, okay, so it, it's, you know, most popular, you know, programming language in the world, blah, blah blah. But it does it have the, the minds and hearts of, of developers and does, where does heatwave fit into that equation? >>I think heatwave is gaining quickly mindshare on the developer side, right? It's not the traditional no sequel database which grew up, there's a traditional mistrust of oracles to developers to what was happening to open source when gets acquired. Like in the case of Oracle versus Java and where my sql, right? And, but we know it's not a good competitive strategy to, to bank on Oracle screwing up because it hasn't worked not on Java known my sequel, right? And for developers, it's, once you get to know a technology product and you can do more, it becomes kind of like a Swiss army knife and you can build more use case, you can build more powerful applications. That's super, super important because you don't have to get certified in multiple databases. You, you are fast at getting things done, you achieve fire, develop velocity, and the managers are happy because they don't have to license more things, send you to more trainings, have more risk of something not being delivered, right? >>So it's really the, we see the suite where this best of breed play happening here, which in general was happening before already with Oracle's flagship database. Whereas those Amazon as an example, right? And now the interesting thing is every step away Oracle was always a one database company that can be only one and they're now generally talking about heat web and that two database company with different market spaces, but same value proposition of integrating more things very, very quickly to have a universal database that I call, they call the converge database for all the needs of an enterprise to run certain application use cases. And that's what's attractive to developers. >>It's, it's ironic isn't it? I mean I, you know, the rumor was the TK Thomas Curian left Oracle cuz he wanted to put Oracle database on other clouds and other places. And maybe that was the rift. Maybe there was, I'm sure there was other things, but, but Oracle clearly is now trying to expand its Tam Ron with, with heatwave into aws, into Azure. How do you think Oracle's gonna do, you were at a cloud world, what was the sentiment from customers and the independent analyst? Is this just Oracle trying to screw with the competition, create a little diversion? Or is this, you know, serious business for Oracle? What do you think? >>No, I think it has lakes. I think it's definitely, again, attriting to Oracle's overall ability to differentiate not only my SQL heat wave, but its overall portfolio. And I think the fact that they do have the alliance with the Azure in place, that this is definitely demonstrating their commitment to meeting the multi-cloud needs of its customers as well as what we pointed to in terms of the fact that they're now offering, you know, MySQL capabilities within AWS natively and that it can now perform AWS's own offering. And I think this is all demonstrating that Oracle is, you know, not letting up, they're not resting on its laurels. That's clearly we are living in a multi-cloud world, so why not just make it more easy for customers to be able to use cloud databases according to their own specific, specific needs. And I think, you know, to holder's point, I think that definitely lines with being able to bring on more application developers to leverage these capabilities. >>I think one important announcement that's related to all this was the JSON relational duality capabilities where now it's a lot easier for application developers to use a language that they're very familiar with a JS O and not have to worry about going into relational databases to store their J S O N application coding. So this is, I think an example of the innovation that's enhancing the overall Oracle portfolio and certainly all the work with machine learning is definitely paying dividends as well. And as a result, I see Oracle continue to make these inroads that we pointed to. But I agree with Mark, you know, the short term discounting is just a stall tag. This is not denying the fact that Oracle is being able to not only deliver price performance differentiators that are dramatic, but also meeting a wide range of needs for customers out there that aren't just limited device performance consideration. >>Being able to support multi-cloud according to customer needs. Being able to reach out to the application developer community and address a very specific challenge that has plagued them for many years now. So bring it all together. Yeah, I see this as just enabling Oracles who ring true with customers. That the customers that were there were basically all of them, even though not all of them are going to be saying the same things, they're all basically saying positive feedback. And likewise, I think the analyst community is seeing this. It's always refreshing to be able to talk to customers directly and at Oracle cloud there was a litany of them and so this is just a difference maker as well as being able to talk to strategic partners. The nvidia, I think partnerships also testament to Oracle's ongoing ability to, you know, make the ecosystem more user friendly for the customers out there. >>Yeah, it's interesting when you get these all in one tools, you know, the Swiss Army knife, you expect that it's not able to be best of breed. That's the kind of surprising thing that I'm hearing about, about heatwave. I want to, I want to talk about Lake House because when I think of Lake House, I think data bricks, and to my knowledge data bricks hasn't been in the sites of Oracle yet. Maybe they're next, but, but Oracle claims that MySQL, heatwave, Lakehouse is a breakthrough in terms of capacity and performance. Mark, what are your thoughts on that? Can you double click on, on Lakehouse Oracle's claims for things like query performance and data loading? What does it mean for the market? Is Oracle really leading in, in the lake house competitive landscape? What are your thoughts? >>Well, but name in the game is what are the problems you're solving for the customer? More importantly, are those problems urgent or important? If they're urgent, customers wanna solve 'em. Now if they're important, they might get around to them. So you look at what they're doing with Lake House or previous to that machine learning or previous to that automation or previous to that O L A with O ltp and they're merging all this capability together. If you look at Snowflake or data bricks, they're tacking one problem. You look at MyQ heat wave, they're tacking multiple problems. So when you say, yeah, their queries are much better against the lake house in combination with other analytics in combination with O ltp and the fact that there are no ETLs. So you're getting all this done in real time. So it's, it's doing the query cross, cross everything in real time. >>You're solving multiple user and developer problems, you're increasing their ability to get insight faster, you're having shorter response times. So yeah, they really are solving urgent problems for customers. And by putting it where the customer lives, this is the brilliance of actually being multicloud. And I know I'm backing up here a second, but by making it work in AWS and Azure where people already live, where they already have applications, what they're saying is, we're bringing it to you. You don't have to come to us to get these, these benefits, this value overall, I think it's a brilliant strategy. I give Nip and Argo wallet a huge, huge kudos for what he's doing there. So yes, what they're doing with the lake house is going to put notice on data bricks and Snowflake and everyone else for that matter. Well >>Those are guys that whole ago you, you and I have talked about this. Those are, those are the guys that are doing sort of the best of breed. You know, they're really focused and they, you know, tend to do well at least out of the gate. Now you got Oracle's converged philosophy, obviously with Oracle database. We've seen that now it's kicking in gear with, with heatwave, you know, this whole thing of sweets versus best of breed. I mean the long term, you know, customers tend to migrate towards suite, but the new shiny toy tends to get the growth. How do you think this is gonna play out in cloud database? >>Well, it's the forever never ending story, right? And in software right suite, whereas best of breed and so far in the long run suites have always won, right? So, and sometimes they struggle again because the inherent problem of sweets is you build something larger, it has more complexity and that means your cycles to get everything working together to integrate the test that roll it out, certify whatever it is, takes you longer, right? And that's not the case. It's a fascinating part of what the effort around my SQL heat wave is that the team is out executing the previous best of breed data, bringing us something together. Now if they can maintain that pace, that's something to to, to be seen. But it, the strategy, like what Mark was saying, bring the software to the data is of course interesting and unique and totally an Oracle issue in the past, right? >>Yeah. But it had to be in your database on oci. And but at, that's an interesting part. The interesting thing on the Lake health side is, right, there's three key benefits of a lakehouse. The first one is better reporting analytics, bring more rich information together, like make the, the, the case for silicon angle, right? We want to see engagements for this video, we want to know what's happening. That's a mixed transactional video media use case, right? Typical Lakehouse use case. The next one is to build more rich applications, transactional applications which have video and these elements in there, which are the engaging one. And the third one, and that's where I'm a little critical and concerned, is it's really the base platform for artificial intelligence, right? To run deep learning to run things automatically because they have all the data in one place can create in one way. >>And that's where Oracle, I know that Ron talked about Invidia for a moment, but that's where Oracle doesn't have the strongest best story. Nonetheless, the two other main use cases of the lake house are very strong, very well only concern is four 50 terabyte sounds long. It's an arbitrary limitation. Yeah, sounds as big. So for the start, and it's the first word, they can make that bigger. You don't want your lake house to be limited and the terabyte sizes or any even petabyte size because you want to have the certainty. I can put everything in there that I think it might be relevant without knowing what questions to ask and query those questions. >>Yeah. And you know, in the early days of no schema on right, it just became a mess. But now technology has evolved to allow us to actually get more value out of that data. Data lake. Data swamp is, you know, not much more, more, more, more logical. But, and I want to get in, in a moment, I want to come back to how you think the competitors are gonna respond. Are they gonna have to sort of do a more of a converged approach? AWS in particular? But before I do, Ron, I want to ask you a question about autopilot because I heard Larry Ellison's keynote and he was talking about how, you know, most security issues are human errors with autonomy and autonomous database and things like autopilot. We take care of that. It's like autonomous vehicles, they're gonna be safer. And I went, well maybe, maybe someday. So Oracle really tries to emphasize this, that every time you see an announcement from Oracle, they talk about new, you know, autonomous capabilities. It, how legit is it? Do people care? What about, you know, what's new for heatwave Lakehouse? How much of a differentiator, Ron, do you really think autopilot is in this cloud database space? >>Yeah, I think it will definitely enhance the overall proposition. I don't think people are gonna buy, you know, lake house exclusively cause of autopilot capabilities, but when they look at the overall picture, I think it will be an added capability bonus to Oracle's benefit. And yeah, I think it's kind of one of these age old questions, how much do you automate and what is the bounce to strike? And I think we all understand with the automatic car, autonomous car analogy that there are limitations to being able to use that. However, I think it's a tool that basically every organization out there needs to at least have or at least evaluate because it goes to the point of it helps with ease of use, it helps make automation more balanced in terms of, you know, being able to test, all right, let's automate this process and see if it works well, then we can go on and switch on on autopilot for other processes. >>And then, you know, that allows, for example, the specialists to spend more time on business use cases versus, you know, manual maintenance of, of the cloud database and so forth. So I think that actually is a, a legitimate value proposition. I think it's just gonna be a case by case basis. Some organizations are gonna be more aggressive with putting automation throughout their processes throughout their organization. Others are gonna be more cautious. But it's gonna be, again, something that will help the overall Oracle proposition. And something that I think will be used with caution by many organizations, but other organizations are gonna like, hey, great, this is something that is really answering a real problem. And that is just easing the use of these databases, but also being able to better handle the automation capabilities and benefits that come with it without having, you know, a major screwup happened and the process of transitioning to more automated capabilities. >>Now, I didn't attend cloud world, it's just too many red eyes, you know, recently, so I passed. But one of the things I like to do at those events is talk to customers, you know, in the spirit of the truth, you know, they, you know, you'd have the hallway, you know, track and to talk to customers and they say, Hey, you know, here's the good, the bad and the ugly. So did you guys, did you talk to any customers my SQL Heatwave customers at, at cloud world? And and what did you learn? I don't know, Mark, did you, did you have any luck and, and having some, some private conversations? >>Yeah, I had quite a few private conversations. The one thing before I get to that, I want disagree with one point Ron made, I do believe there are customers out there buying the heat wave service, the MySEQ heat wave server service because of autopilot. Because autopilot is really revolutionary in many ways in the sense for the MySEQ developer in that it, it auto provisions, it auto parallel loads, IT auto data places it auto shape predictions. It can tell you what machine learning models are going to tell you, gonna give you your best results. And, and candidly, I've yet to meet a DBA who didn't wanna give up pedantic tasks that are pain in the kahoo, which they'd rather not do and if it's long as it was done right for them. So yes, I do think people are buying it because of autopilot and that's based on some of the conversations I had with customers at Oracle Cloud World. >>In fact, it was like, yeah, that's great, yeah, we get fantastic performance, but this really makes my life easier and I've yet to meet a DBA who didn't want to make their life easier. And it does. So yeah, I've talked to a few of them. They were excited. I asked them if they ran into any bugs, were there any difficulties in moving to it? And the answer was no. In both cases, it's interesting to note, my sequel is the most popular database on the planet. Well, some will argue that it's neck and neck with SQL Server, but if you add in Mariah DB and ProCon db, which are forks of MySQL, then yeah, by far and away it's the most popular. And as a result of that, everybody for the most part has typically a my sequel database somewhere in their organization. So this is a brilliant situation for anybody going after MyQ, but especially for heat wave. And the customers I talk to love it. I didn't find anybody complaining about it. And >>What about the migration? We talked about TCO earlier. Did your t does your TCO analysis include the migration cost or do you kind of conveniently leave that out or what? >>Well, when you look at migration costs, there are different kinds of migration costs. By the way, the worst job in the data center is the data migration manager. Forget it, no other job is as bad as that one. You get no attaboys for doing it. Right? And then when you screw up, oh boy. So in real terms, anything that can limit data migration is a good thing. And when you look at Data Lake, that limits data migration. So if you're already a MySEQ user, this is a pure MySQL as far as you're concerned. It's just a, a simple transition from one to the other. You may wanna make sure nothing broke and every you, all your tables are correct and your schema's, okay, but it's all the same. So it's a simple migration. So it's pretty much a non-event, right? When you migrate data from an O LTP to an O L A P, that's an ETL and that's gonna take time. >>But you don't have to do that with my SQL heat wave. So that's gone when you start talking about machine learning, again, you may have an etl, you may not, depending on the circumstances, but again, with my SQL heat wave, you don't, and you don't have duplicate storage, you don't have to copy it from one storage container to another to be able to be used in a different database, which by the way, ultimately adds much more cost than just the other service. So yeah, I looked at the migration and again, the users I talked to said it was a non-event. It was literally moving from one physical machine to another. If they had a new version of MySEQ running on something else and just wanted to migrate it over or just hook it up or just connect it to the data, it worked just fine. >>Okay, so every day it sounds like you guys feel, and we've certainly heard this, my colleague David Foyer, the semi-retired David Foyer was always very high on heatwave. So I think you knows got some real legitimacy here coming from a standing start, but I wanna talk about the competition, how they're likely to respond. I mean, if your AWS and you got heatwave is now in your cloud, so there's some good aspects of that. The database guys might not like that, but the infrastructure guys probably love it. Hey, more ways to sell, you know, EC two and graviton, but you're gonna, the database guys in AWS are gonna respond. They're gonna say, Hey, we got Redshift, we got aqua. What's your thoughts on, on not only how that's gonna resonate with customers, but I'm interested in what you guys think will a, I never say never about aws, you know, and are they gonna try to build, in your view a converged Oola and o LTP database? You know, Snowflake is taking an ecosystem approach. They've added in transactional capabilities to the portfolio so they're not standing still. What do you guys see in the competitive landscape in that regard going forward? Maybe Holger, you could start us off and anybody else who wants to can chime in, >>Happy to, you mentioned Snowflake last, we'll start there. I think Snowflake is imitating that strategy, right? That building out original data warehouse and the clouds tasking project to really proposition to have other data available there because AI is relevant for everybody. Ultimately people keep data in the cloud for ultimately running ai. So you see the same suite kind of like level strategy, it's gonna be a little harder because of the original positioning. How much would people know that you're doing other stuff? And I just, as a former developer manager of developers, I just don't see the speed at the moment happening at Snowflake to become really competitive to Oracle. On the flip side, putting my Oracle hat on for a moment back to you, Mark and Iran, right? What could Oracle still add? Because the, the big big things, right? The traditional chasms in the database world, they have built everything, right? >>So I, I really scratched my hat and gave Nipon a hard time at Cloud world say like, what could you be building? Destiny was very conservative. Let's get the Lakehouse thing done, it's gonna spring next year, right? And the AWS is really hard because AWS value proposition is these small innovation teams, right? That they build two pizza teams, which can be fit by two pizzas, not large teams, right? And you need suites to large teams to build these suites with lots of functionalities to make sure they work together. They're consistent, they have the same UX on the administration side, they can consume the same way, they have the same API registry, can't even stop going where the synergy comes to play over suite. So, so it's gonna be really, really hard for them to change that. But AWS super pragmatic. They're always by themselves that they'll listen to customers if they learn from customers suite as a proposition. I would not be surprised if AWS trying to bring things closer together, being morely together. >>Yeah. Well how about, can we talk about multicloud if, if, again, Oracle is very on on Oracle as you said before, but let's look forward, you know, half a year or a year. What do you think about Oracle's moves in, in multicloud in terms of what kind of penetration they're gonna have in the marketplace? You saw a lot of presentations at at cloud world, you know, we've looked pretty closely at the, the Microsoft Azure deal. I think that's really interesting. I've, I've called it a little bit of early days of a super cloud. What impact do you think this is gonna have on, on the marketplace? But, but both. And think about it within Oracle's customer base, I have no doubt they'll do great there. But what about beyond its existing install base? What do you guys think? >>Ryan, do you wanna jump on that? Go ahead. Go ahead Ryan. No, no, no, >>That's an excellent point. I think it aligns with what we've been talking about in terms of Lakehouse. I think Lake House will enable Oracle to pull more customers, more bicycle customers onto the Oracle platforms. And I think we're seeing all the signs pointing toward Oracle being able to make more inroads into the overall market. And that includes garnishing customers from the leaders in, in other words, because they are, you know, coming in as a innovator, a an alternative to, you know, the AWS proposition, the Google cloud proposition that they have less to lose and there's a result they can really drive the multi-cloud messaging to resonate with not only their existing customers, but also to be able to, to that question, Dave's posing actually garnish customers onto their platform. And, and that includes naturally my sequel but also OCI and so forth. So that's how I'm seeing this playing out. I think, you know, again, Oracle's reporting is indicating that, and I think what we saw, Oracle Cloud world is definitely validating the idea that Oracle can make more waves in the overall market in this regard. >>You know, I, I've floated this idea of Super cloud, it's kind of tongue in cheek, but, but there, I think there is some merit to it in terms of building on top of hyperscale infrastructure and abstracting some of the, that complexity. And one of the things that I'm most interested in is industry clouds and an Oracle acquisition of Cerner. I was struck by Larry Ellison's keynote, it was like, I don't know, an hour and a half and an hour and 15 minutes was focused on healthcare transformation. Well, >>So vertical, >>Right? And so, yeah, so you got Oracle's, you know, got some industry chops and you, and then you think about what they're building with, with not only oci, but then you got, you know, MyQ, you can now run in dedicated regions. You got ADB on on Exadata cloud to customer, you can put that OnPrem in in your data center and you look at what the other hyperscalers are, are doing. I I say other hyperscalers, I've always said Oracle's not really a hyperscaler, but they got a cloud so they're in the game. But you can't get, you know, big query OnPrem, you look at outposts, it's very limited in terms of, you know, the database support and again, that that will will evolve. But now you got Oracle's got, they announced Alloy, we can white label their cloud. So I'm interested in what you guys think about these moves, especially the industry cloud. We see, you know, Walmart is doing sort of their own cloud. You got Goldman Sachs doing a cloud. Do you, you guys, what do you think about that and what role does Oracle play? Any thoughts? >>Yeah, let me lemme jump on that for a moment. Now, especially with the MyQ, by making that available in multiple clouds, what they're doing is this follows the philosophy they've had the past with doing cloud, a customer taking the application and the data and putting it where the customer lives. If it's on premise, it's on premise. If it's in the cloud, it's in the cloud. By making the mice equal heat wave, essentially a plug compatible with any other mice equal as far as your, your database is concern and then giving you that integration with O L A P and ML and Data Lake and everything else, then what you've got is a compelling offering. You're making it easier for the customer to use. So I look the difference between MyQ and the Oracle database, MyQ is going to capture market more market share for them. >>You're not gonna find a lot of new users for the Oracle debate database. Yeah, there are always gonna be new users, don't get me wrong, but it's not gonna be a huge growth. Whereas my SQL heatwave is probably gonna be a major growth engine for Oracle going forward. Not just in their own cloud, but in AWS and in Azure and on premise over time that eventually it'll get there. It's not there now, but it will, they're doing the right thing on that basis. They're taking the services and when you talk about multicloud and making them available where the customer wants them, not forcing them to go where you want them, if that makes sense. And as far as where they're going in the future, I think they're gonna take a page outta what they've done with the Oracle database. They'll add things like JSON and XML and time series and spatial over time they'll make it a, a complete converged database like they did with the Oracle database. The difference being Oracle database will scale bigger and will have more transactions and be somewhat faster. And my SQL will be, for anyone who's not on the Oracle database, they're, they're not stupid, that's for sure. >>They've done Jason already. Right. But I give you that they could add graph and time series, right. Since eat with, Right, Right. Yeah, that's something absolutely right. That's, that's >>A sort of a logical move, right? >>Right. But that's, that's some kid ourselves, right? I mean has worked in Oracle's favor, right? 10 x 20 x, the amount of r and d, which is in the MyQ space, has been poured at trying to snatch workloads away from Oracle by starting with IBM 30 years ago, 20 years ago, Microsoft and, and, and, and didn't work, right? Database applications are extremely sticky when they run, you don't want to touch SIM and grow them, right? So that doesn't mean that heat phase is not an attractive offering, but it will be net new things, right? And what works in my SQL heat wave heat phases favor a little bit is it's not the massive enterprise applications which have like we the nails like, like you might be only running 30% or Oracle, but the connections and the interfaces into that is, is like 70, 80% of your enterprise. >>You take it out and it's like the spaghetti ball where you say, ah, no I really don't, don't want to do all that. Right? You don't, don't have that massive part with the equals heat phase sequel kind of like database which are more smaller tactical in comparison, but still I, I don't see them taking so much share. They will be growing because of a attractive value proposition quickly on the, the multi-cloud, right? I think it's not really multi-cloud. If you give people the chance to run your offering on different clouds, right? You can run it there. The multi-cloud advantages when the Uber offering comes out, which allows you to do things across those installations, right? I can migrate data, I can create data across something like Google has done with B query Omni, I can run predictive models or even make iron models in different place and distribute them, right? And Oracle is paving the road for that, but being available on these clouds. But the multi-cloud capability of database which knows I'm running on different clouds that is still yet to be built there. >>Yeah. And >>That the problem with >>That, that's the super cloud concept that I flowed and I I've always said kinda snowflake with a single global instance is sort of, you know, headed in that direction and maybe has a league. What's the issue with that mark? >>Yeah, the problem with the, with that version, the multi-cloud is clouds to charge egress fees. As long as they charge egress fees to move data between clouds, it's gonna make it very difficult to do a real multi-cloud implementation. Even Snowflake, which runs multi-cloud, has to pass out on the egress fees of their customer when data moves between clouds. And that's really expensive. I mean there, there is one customer I talked to who is beta testing for them, the MySQL heatwave and aws. The only reason they didn't want to do that until it was running on AWS is the egress fees were so great to move it to OCI that they couldn't afford it. Yeah. Egress fees are the big issue but, >>But Mark the, the point might be you might wanna root query and only get the results set back, right was much more tinier, which been the answer before for low latency between the class A problem, which we sometimes still have but mostly don't have. Right? And I think in general this with fees coming down based on the Oracle general E with fee move and it's very hard to justify those, right? But, but it's, it's not about moving data as a multi-cloud high value use case. It's about doing intelligent things with that data, right? Putting into other places, replicating it, what I'm saying the same thing what you said before, running remote queries on that, analyzing it, running AI on it, running AI models on that. That's the interesting thing. Cross administered in the same way. Taking things out, making sure compliance happens. Making sure when Ron says I don't want to be American anymore, I want to be in the European cloud that is gets migrated, right? So tho those are the interesting value use case which are really, really hard for enterprise to program hand by hand by developers and they would love to have out of the box and that's yet the innovation to come to, we have to come to see. But the first step to get there is that your software runs in multiple clouds and that's what Oracle's doing so well with my SQL >>Guys. Amazing. >>Go ahead. Yeah. >>Yeah. >>For example, >>Amazing amount of data knowledge and, and brain power in this market. Guys, I really want to thank you for coming on to the cube. Ron Holger. Mark, always a pleasure to have you on. Really appreciate your time. >>Well all the last names we're very happy for Romanic last and moderator. Thanks Dave for moderating us. All right, >>We'll see. We'll see you guys around. Safe travels to all and thank you for watching this power panel, The Truth About My SQL Heat Wave on the cube. Your leader in enterprise and emerging tech coverage.

>> We're back at the ARIA Las Vegas. We're covering CrowdStrike's Fal.Con 22. First one since 2019. Dave Vellante and Dave Nicholson on theCUBE. Adam Meyers is here, he is the Senior Vice President of Intelligence at CrowdStrike. Adam, thanks for coming to theCUBE. >> Thanks for having me. >> Interesting times, isn't it? You're very welcome. Senior Vice President of Intelligence, tell us what your role is. >> So I run all of our intelligence offerings. All of our analysts, we have a couple hundred analysts that work at CrowdStrike tracking threat actors. There's 185 threat actors that we track today. We're constantly adding more of them and it requires us to really have that visibility and understand how they operate so that we can inform our other products: our XDR, our Cloud Workload Protections and really integrate all of this around the threat actor. >> So it's that threat hunting capability that CrowdStrike has. That's what you're sort of... >> Well, so think of it this way. When we launched the company 11 years ago yesterday, what we wanted to do was to tell customers, to tell people that, well, you don't have a malware problem, you have an adversary problem. There are humans that are out there conducting these attacks, and if you know who they are what they're up to, how they operate then you're better positioned to defend against them. And so that's really at the core, what CrowdStrike started with and all of our products are powered by intelligence. All of our services are our OverWatch and our Falcon complete, all powered by intelligence because we want to know who the threat actors are and what they're doing so we can stop them. >> So for instance like you can stop known malware. A lot of companies can stop known malware, but you also can stop unknown malware. And I infer that the intelligence is part of that equation, is that right? >> Absolutely. That that's the outcome. That's the output of the intelligence but I could also tell you who these threat actors are, where they're operating out of, show you pictures of some of them, that's the threat intel. We are tracking down to the individual persona in many cases, these various threats whether they be Chinese nation state, Russian threat actors, Iran, North Korea, we track as I said, quite a few of these threats. And over time, we develop a really robust deep knowledge about who they are and how they operate. >> Okay. And we're going to get into some of that, the big four and cyber. But before we do, I want to ask you about the eCrime index stats, the ECX you guys call it a little side joke for all your nerds out there. Maybe you could explain that Adam >> Assembly humor. >> Yeah right, right. So, but, what is that index? You guys, how often do you publish it? What are you learning from that? >> Yeah, so it was modeled off of the Dow Jones industrial average. So if you look at the Dow Jones it's a composite index that was started in the late 1800s. And they took a couple of different companies that were the industrial component of the economy back then, right. Textiles and railroads and coal and steel and things like that. And they use that to approximate the overall health of the economy. So if you take these different stocks together, swizzle 'em together, and figure out some sort of number you could say, look, it's up. The economy's doing good. It's down, not doing so good. So after World War II, everybody was exuberant and positive about the end of the war. The DGI goes up, the oil crisis in the seventies goes down, COVID hits goes up, sorry, goes down. And then everybody realizes that they can use Amazon still and they can still get the things they need goes back up with the eCrime index. We took that approach to say what is the health of the underground economy? When you read about any of these ransomware attacks or data extortion attacks there are criminal groups that are working together in order to get things spammed out or to buy credentials and things like that. And so what the eCrime index does is it takes 24 different observables, right? The price of a ransom, the number of ransom attacks, the fluctuation in cryptocurrency, how much stolen material is being sold for on the underground. And we're constantly computing this number to understand is the eCrime ecosystem healthy? Is it thriving or is it under pressure? And that lets us understand what's going on in the world and kind of contextualize it. Give an example, Microsoft on patch Tuesday releases 56 vulnerabilities. 11 of them are critical. Well guess what? After hack Tuesday. So after patch Tuesday is hack Wednesday. And so all of those 11 vulnerabilities are exploitable. And now you have threat actors that have a whole new array of weapons that they can deploy and bring to bear against their victims after that patch Tuesday. So that's hack Wednesday. Conversely we'll get something like the colonial pipeline. Colonial pipeline attack May of 21, I think it was, comes out and all of the various underground forums where these ransomware operators are doing their business. They freak out because they don't want law enforcement. President Biden is talking about them and he's putting pressure on them. They don't want this ransomware component of what they're doing to bring law enforcement, bring heat on them. So they deplatform them. They kick 'em off. And when they do that, the ransomware stops being as much of a factor at that point in time. And the eCrime index goes down. So we can look at holidays, and right around Thanksgiving, which is coming up pretty soon, it's going to go up because there's so much online commerce with cyber Monday and such, right? You're going to see this increase in online activity; eCrime actors want to take advantage of that. When Christmas comes, they take vacation too; they're going to spend time with their families, so it goes back down and it stays down till around the end of the Russian Orthodox Christmas, which you can probably extrapolate why that is. And then it goes back up. So as it's fluctuating, it gives us the ability to really just start tracking what that economy looks like. >> Realtime indicator of that crypto. >> I mean, you talked about, talked about hack Wednesday, and before that you mentioned, you know, the big four, and I think you said 185 threat actors that you're tracking, is 180, is number 185 on that list? Somebody living in their basement in their mom's basement or are the resources necessary to get on that list? Such that it's like, no, no, no, no. this is very, very organized, large groups of people. Hollywood would have you believe that it's guy with a laptop, hack Wednesday, (Dave Nicholson mimics keyboard clacking noises) and everything done. >> Right. >> Are there individuals who are doing things like that or are these typically very well organized? >> That's a great question. And I think it's an important one to ask and it's both it tends to be more, the bigger groups. There are some one-off ones where it's one or two people. Sometimes they get big. Sometimes they get small. One of the big challenges. Have you heard of ransomware as a service? >> Of course. Oh my God. Any knucklehead can be a ransomwarist. >> Exactly. So we don't track those knuckleheads as much unless they get onto our radar somehow, they're conducting a lot of operations against our customers or something like that. But what we do track is that ransomware as a service platform because the affiliates, the people that are using it they come, they go and, you know, it could be they're only there for a period of time. Sometimes they move between different ransomware services, right? They'll use the one that's most useful for them that that week or that month, they're getting the best rate because it's rev sharing. They get a percentage that platform gets percentage of the ransom. So, you know, they negotiate a better deal. They might move to a different ransomware platform. So that's really hard to track. And it's also, you know, I think more important for us to understand the platform and the technology that is being used than the individual that's doing it. >> Yeah. Makes sense. Alright, let's talk about the big four. China, Iran, North Korea, and Russia. Tell us about, you know, how you monitor these folks. Are there different signatures for each? Can you actually tell, you know based on the hack who's behind it? >> So yeah, it starts off, you know motivation is a huge factor. China conducts espionage, they do it for diplomatic purposes. They do it for military and political purposes. And they do it for economic espionage. All of these things map to known policies that they put out, the Five Year Plan, the Made in China 2025, the Belt and Road Initiative, it's all part of their efforts to become a regional and ultimately a global hegemon. >> They're not stealing nickels and dimes. >> No they're stealing intellectual property. They're stealing trade secrets. They're stealing negotiation points. When there's, you know a high speed rail or something like that. And they use a set of tools and they have a set of behaviors and they have a set of infrastructure and a set of targets that as we look at all of these things together we can derive who they are by motivation and the longer we observe them, the more data we get, the more we can get that attribution. I could tell you that there's X number of Chinese threat groups that we track under Panda, right? And they're associated with the Ministry of State Security. There's a whole other set. That's too associated with the People's Liberation Army Strategic Support Force. So, I mean, these are big operations. They're intelligence agencies that are operating out of China. Iran has a different set of targets. They have a different set of motives. They go after North American and Israeli businesses right now that's kind of their main operation. And they're doing something called hack and lock and leak. With a lock and leak, what they're doing is they're deploying ransomware. They don't care about getting a ransom payment. They're just doing it to disrupt the target. And then they're leaking information that they steal during that operation that brings embarrassment. It brings compliance, regulatory, legal impact for that particular entity. So it's disruptive >> The chaos creators that's.. >> Well, you know I think they're trying to create a they're trying to really impact the legitimacy of some of these targets and the trust that their customers and their partners and people have in them. And that is psychological warfare in a certain way. And it, you know is really part of their broader initiative. Look at some of the other things that they've done they've hacked into like the missile defense system in Israel, and they've turned on the sirens, right? Those are all things that they're doing for a specific purpose, and that's not China, right? Like as you start to look at this stuff, you can start to really understand what they're up to. Russia very much been busy targeting NATO and NATO countries and Ukraine. Obviously the conflict that started in February has been a huge focus for these threat actors. And then as we look at North Korea, totally different. They're doing, there was a major crypto attack today. They're going after these crypto platforms, they're going after DeFi platforms. They're going after all of this stuff that most people don't even understand and they're stealing the crypto currency and they're using it for revenue generation. These nuclear weapons don't pay for themselves, their research and development don't pay for themselves. And so they're using that cyber operation to either steal money or steal intelligence. >> They need the cash. Yeah. >> Yeah. And they also do economic targeting because Kim Jong Un had said back in 2016 that they need to improve the lives of North Koreans. They have this national economic development strategy. And that means that they need, you know, I think only 30% of North Korea has access to reliable power. So having access to clean energy sources and renewable energy sources, that's important to keep the people happy and stop them from rising up against the regime. So that's the type of economic espionage that they're conducting. >> Well, those are the big four. If there were big five or six, I would presume US and some Western European countries would be on there. Do you track, I mean, where United States obviously has you know, people that are capable of this we're out doing our thing, and- >> So I think- >> That defense or offense, where do we sit in this matrix? >> Well, I think the big five would probably include eCrime. We also track India, Pakistan. We track actors out of Columbia, out of Turkey, out of Syria. So there's a whole, you know this problem is getting worse over time. It's proliferating. And I think COVID was also, you know a driver there because so many of these countries couldn't move human assets around because everything was getting locked down. As machine learning and artificial intelligence and all of this makes its way into the cameras at border and transfer points, it's hard to get a human asset through there. And so cyber is a very attractive, cheap and deniable form of espionage and gives them operational capabilities, not, you know and to your question about US and other kind of five I friendly type countries we have not seen them targeting our customers. So we focus on the threats that target our customers. >> Right. >> And so, you know, if we were to find them at a customer environment sure. But you know, when you look at some of the public reporting that's out there, the malware that's associated with them is focused on, you know, real bad people, and it's, it's physically like crypted to their hard drive. So unless you have sensor on, you know, an Iranian or some other laptop that might be target or something like that. >> Well, like Stuxnet did. >> Yeah. >> Right so. >> You won't see it. Right. See, so yeah. >> Well Symantec saw it but way back when right? Back in the day. >> Well, I mean, if you want to go down that route I think it actually came from a company in the region that was doing the IR and they were working with Symantec. >> Oh, okay. So, okay. So it was a local >> Yeah. I think Crisis, I think was the company that first identified it. And then they worked with Symantec. >> It Was, they found it, I guess, a logic controller. I forget what it was. >> It was a long time ago, so I might not have that completely right. >> But it was a seminal moment in the industry. >> Oh. And it was a seminal moment for Iran because you know, that I think caused them to get into cyber operations. Right. When they realized that something like that could happen that bolstered, you know there was a lot of underground hacking forums in Iran. And, you know, after Stuxnet, we started seeing that those hackers were dropping their hacker names and they were starting businesses. They were starting to try to go after government contracts. And they were starting to build training offensive programs, things like that because, you know they realized that this is an opportunity there. >> Yeah. We were talking earlier about this with Shawn and, you know, in the nuclear war, you know the Cold War days, you had the mutually assured destruction. It's not as black and white in the cyber world. Right. Cause as, as Robert Gates told me, you know a few years ago, we have a lot more to lose. So we have to be somewhat, as the United States, careful as to how much of an offensive posture we take. >> Well here's a secret. So I have a background on political science. So mutually assured destruction, I think is a deterrent strategy where you have two kind of two, two entities that like they will destroy each other if they so they're disinclined to go down that route. >> Right. >> With cyber I really don't like that mutually assured destruction >> That doesn't fit right. >> I think it's deterrents by denial. Right? So raising the cost, if they were to conduct a cyber operation, raising that cost that they don't want to do it, they don't want to incur the impact of that. Right. And think about this in terms of a lot of people are asking about would China invade Taiwan. And so as you look at the cost that that would have on the Chinese military, the POA, the POA Navy et cetera, you know, that's that deterrents by denial, trying to, trying to make the costs so high that they don't want to do it. And I think that's a better fit for cyber to try to figure out how can we raise the cost to the adversary if they operate against our customers against our enterprises and that they'll go someplace else and do something else. >> Well, that's a retaliatory strike, isn't it? I mean, is that what you're saying? >> No, definitely not. >> It's more of reducing their return on investment essentially. >> Yeah. >> And incenting them- disincening them to do X and sending them off somewhere else. >> Right. And threat actors, whether they be criminals or nation states, you know, Bruce Lee had this great quote that was "be like water", right? Like take the path of least resistance, like water will. Threat actors do that too. So, I mean, unless you're super high value target that they absolutely have to get into by any means necessary, then if you become too hard of a target, they're going to move on to somebody that's a little easier. >> Makes sense. Awesome. Really appreciate your, I could, we'd love to have you back. >> Anytime. >> Go deeper. Adam Myers. We're here at Fal.Con 22, Dave Vellante, Dave Nicholson. We'll be right back right after this short break. (bouncy music plays)

>> Announcer: theCUBE presents HPE Discover 2022. Brought to you by HPE. >> Okay, we're back here at HPE Discover 2022, theCUBE's continuous coverage. This is day two, Dave Vellante with John Furrier. John Frey's here. He is the chief technologist for sustainable transformation at Hewlett Packard Enterprise and Justin Murrill who's the director of corporate responsibility for AMD. Guys, welcome to theCUBE. Good to see you. >> Thank you. >> Thank you. It's great to be here. >> So again, I remember the days where, you know, CIOs didn't really care about the power budget. They didn't pay the power budget. You had, you know, facilities over here, IT over here and they didn't talk to each other. That's changed. Why is there so much discussion around sustainable IT today? >> It's exciting to see how much it's up leveled, as you say. I think there are a couple different trends happening but mainly, you know, the IT teams and IT leaders that are making decisions are seeing to your point how their decisions are affecting enterprise level, greenhouse gas emission reduction goals. So that connection is becoming very clear. Everything from the server processor to beyond it, those decisions have a key role. And importantly we're seeing, you know, 60% of the Fortune 500 now have climate or energy efficiency related goals. So there's a perfect storm of sorts happening where more companies setting goals, IT decision makers looking particularly at the data center because as the computational heart of an organization, it has a wealth of opportunity from an energy and a mission savings perspective. >> I'm surprised it's only 60%. I mean, that number really shocked me. So it's got to be a 100% within the next couple of years here. I would think, I mean, it's not trivial, right? You've got responsibilities in terms of reporting and you can't just mail it in, right? >> Yeah, absolutely. So there's a lot more disclosure happening but the goal setting is really upleveling as well. >> And the metrics involved too. Can you just scope the scale and challenge of like getting the right metrics, not when you have the goals. Does that factor in, how do you see there? What's your commentary on that? >> Yeah, I think there's, the aperture is continuing to open as metrics go, so to speak. So from an operations perspective, companies are reporting on what's referred to as scope one and scope two. And scope two is the big one from electricity, right? And then scope three is everything else. That's the supply chain and the outside of that. So a lot of implications there as well from IT decision making. >> Is there a business case for sustainable IT? I mean, you're probably not going to lower the power budget, right? But is it just, hey, it's the right thing to do. We have to do it, it's good for the brand. It'll allow us to attract people or is there a a more of a rich business case? >> So there really is a business case even just within inside the data center walls, for example. There's inefficiencies that are inherent in many of these data centers. There's really low utilization levels as well. And by reducing over provisioning and increasing utilization, there's real money to be saved in terms of equipment costs, maintenance agreement costs, software licensing costs. So actually the power consumption and the environmental piece is an added benefit but it's not the main reason. So we actually had IDC do a survey for us last year and we asked IT executives, 500 senior IT executives, were you implementing sustainable IT programs and why? My guess initially was about 40% of them would say yes. Actually the number was 96% of them. And when we asked them why they fell into three categories. The digital leaders, those that are the early adopters moving the quickest. They said we do it to attract and retain institutional investors. They've been hearing from their boards. They've been hearing from their investor relations teams and investors are starting to ask and even in a couple cases board seats are becoming contentious based on the environmental perspective of the person being nominated. This digital mainstream, the folks in the middle about 80% of the total pie, they're doing it to attract and retain customers because customers are asking them about their sustainable IT programs. If they're a non-manufacturing customer, their data center consumption is probably the largest part of their company. It's also by the way usually the most expensive real estate the company owns. So customers are asking and customers are not only asking, do you have basic programs in place? But they're asking, what are your goals to Justin's point? The customers are starting to realize that carbon goals have been vaguely defined historically. So they're asking for specificity, they're asking for transparency and by the way the science-based target initiative recently released their requirements for net zero science-based targets. And that requires significant reduction to your point before you start considering renewable energy in that balance. The third reason those digital followers, that slowest group or folks that are in industries that move the slowest, they said they were doing this to attract and retain employees. Because they recognize the data scientists, the computer science, computer engineering students that they're trying to attract want to work at a company where they can see how what they do directly contributes to purpose. And they vote with their feet. If they come on and they can't make that connection pretty quickly or if they spend a lot of their time chasing down inefficiencies in a technology infrastructure, they're not going to stay there very long. >> I mean, the mission-driven organization is definitely an employee factor. People are interested in that. The work for company is responsible, doing the right thing but that business case is interesting because I think there's recognition now more than ever before. You think you're right on. It used to be kind of like mailed it in before. Okay, we're doing some stuff. Now it's like, we all have to do it. And it's a board issue. It's a financing issue. It might be a filing issue as you guys mentioned. So that's all great. So I got to ask how you guys specifically are working together, AMD and HPE. What are you guys doing to make it more efficient? And then I'll see with Cloud and Cloud scale, there's more servers being shipped now than ever before. And more devices at the edge. What are you guys doing together specifically? >> Yeah, we've been working together, AMD and HPE on advancing sustainability for many years. I've had the opportunity to working directly with John for many years and I've learned a lot from him and your team. It's fantastic to see all the developments here. I mean, so most recently the top 500 and the green 500 list of supercomputers came out. And at the top of that list is AMD HPE systems. And it shows kind of the pinnacle of what can be possible for other data centers looking to modernize and scale. So the number one system, the fastest system in the world and the most energy efficient system in the world, the Frontier supercomputer has AMD HPE technology in it. And it just passed the exit scale barrier. I mean, I'm still just blown away by this. A billion, billion calculations per second. It's just amazing. And the research is doing around clean energy, alternative energy sources, scientific research is really exciting. So there's that. The other system that really jumps out is the LUMI system, the number three system because it's a 100% powered by renewable energy. So not only that, it takes the heat and it channels it to a nearby town and covers 20% of that town's heating needs thereby avoiding 12,400 metric tons of carbon emissions. So this system is carbon negative, right? And you just go down the list. I mean, AMD is in the top eight out of 10 most green... >> Rewind that second. So you have the heat and the power shifting to a town? >> Yes, the LUMI supercomputer has the heat from the system to an nearby town. It's like a closed loop, the idea of circular economy but with energy. And it takes that waste and it makes it an input, a resource. >> But this is the kind of innovation that's going on, right? This is the scale, this is where scale and efficiency kind of come together. That's huge. Where's that going to go? What's your perspective on where that goes next because that's a blueprint that could be replicated. >> You bet. So I think we're going to continue to see overall power consumption go up at the system level. But performance per wat is climbing much more dramatically. So I think that's going to continue to scale. It's going to require a new cooling technology. So direct liquid cooling is becoming more and more in use and customers really interested in that. There's shifting from industry standard architectures to lower end high performance computer architectures to get direct liquid cooling, higher core processors and get the performance they want in a smaller footprint. And at the same time, they're really thinking about how do we operate the infrastructure as a system not as individual piece parts. And one of the things that Frontier and LUMI do so well is they were designed from the start as a system, not as piece parts making up the system. So I think that happens. The other thing that's really critical is no one company is going to solve these challenges ourself. So one of the things I love about our partnership with AMD is we look at each other's sustainability goals before we launch 'em. We say, well, how can we help? One of AMD's goals that I'll let Justin talk about came about because HPE at the time of separation laid a really aggressive product, energy efficiency goal out, said but we're not sure how we're going to make this. And AMD said we can help. So that collaboration, we critique each other's programs, we push each other, but we work together. I like to say partnership is leadership in this. >> Well, that's a nuance point. Before you get to that solution there Justin, this system's thinking is really important. You're seeing that now with Cloud. Some of the things that GreenLake and the systems are pointing out, this holistic systems' thinking is applied to partnerships, not just the company. >> Yep. >> This is a really nuanced point but we're seeing that more and more. >> Yeah, absolutely. In fact, Justin mentioned the heat reuse, same way with the national renewable energy lab. They actually did snow removal and building heating with the heat reuse. So if you're designing for example, a liquid cold system from the start, how do you make it a symbiotic relationship? There's more and more interest in co-locating data centers and greenhouses in colder environments for example. Because the principle of the circular economy is nothing is waste. So if you think it's waste or you think it's a byproduct, think about how can that be an input to something else. >> Right, so you might put a data center so you can use ambient cooling or in somewhere in the Columbia River so you can, you know, take advantage of, you know, renewable energy. What are some goals that you guys can share with us? >> So we've got some great momentum and a track record coming off of, going back to 2014, we set a 25 by 20 goal to improve the energy efficiency for our mobile processors and mobile devices, right? So laptops. And we were able to achieve a 31.7x in that timeframe. So which was twice the industry trend to that. And then moving on, we've doubled down on data center and we've set a new goal of a 30x increase in energy efficiency for our server processors and accelerators to really focused on HPC and AI training. So that's a 30x goal over 2020 to 2025 focused on these really important workloads 'cause they're fast growing. We heard yesterday 150 billion devices connected by 2025 generating a lot of data, right? So that's one of the reasons why we focused on that. 'Cause these are demanding workloads. And this represents a 2.5x increase over the historical trend, right? And fundamentally speaking, that's a 97% reduction in energy use per computation in five years. So we're very pleased. We announced an update recently. We're at 6.8x. We're on track for this goal and making great progress and showing how these, you know, solutions at a processor level and an accelerator level can be amplified, taken into HPE technology. >> Generally tech companies, you know, that compete want to rip each other's faces off. And is that the case in this space or do you guys collaborate with your competitors to share best practice? Is that beginning? Is it already there? >> There's much more collaboration in this space. This is one of the safe places I think where collaboration does occur more. >> Yeah. And we've all got to work together. A great example that was in the supply chain. When HPE first set our supply chain expectations for our suppliers around things like worker rights and environment and worker protection from a health and safety perspective. We initially had our code of conduct asked their suppliers to comply with it. Started auditing in event. And we quickly got into the factories and saw they were doing it for our workloads. But if you looked around the factory, they weren't doing in other places. And we took a step back and said, well, wait a minute. Why is that? And they said that vendor doesn't require it. So we took a step back and said let's get the industry together. We share a common supply chain. How do we have a common set of expectations and push them out to our supply chain? How to now do third party audits so the same supplier doesn't get audited by each of the major vendors and then share those audit results. And what we found was that really had a large lever effect of moving the electronic supply chain much more rapidly towards our expectations in all those areas. Well then other industries looked and said, well, wait a minute, if that worked for electronics, it'll probably work broader. And so now, the output of that is what's called the responsible business alliance across many industries taking that same approach. So that's a pre-competitive. We all have the same challenge. In many cases we share a common supply chain. So that's a great example of electronic companies coming together, design standards for things. There's a green grid group at the moment looking at liquid cooling connects. You know, we don't want every vendor to have a different connection point for liquid cooling for example. So how do we standardize that to make our customers have a easier time about looking at the technologies they want from any vendor and having common connection points. >> Right. Okay. So a lot of collaboration. Last question. How much of a difference do you think it can make? In other words, what percent of the blame pie goes to information technology? And I think regardless, you got to do your part. Will it make a dent? >> I think the sector has done a really good job of keeping that increase from going up while exponentially increasing performance. So it's been a really amazing industry effort. And moving forward, I think this is more important than ever, right? And with the slowdown of Moore's law we're seeing more gains that need to come from beyond process architecture to include packaging innovations, to power management, to just the architecture here. So the challenge of mitigating and minimizing energy growth is important. And we believe like with that 30x energy efficiency goal that it is doable but it does take a lot of collaboration and focus. >> That's a great point. I mean, if you didn't pay attention to this, IT could really become a big piece of the pie. Guys thanks so much for coming on theCUBE. Really appreciate. >> People are watching. They're paying attention at all levels. Congratulations. >> Absolutely. >> All right, Dave Vellante, John Furrier and our guests. Don't forget to go to SiliconANGLE.com for all the news. Our YouTube channel, actually go to CUBE.net. You'll get all these videos in our YouTube channel, youtube.com/SiliconANGLE. You can check out everything on demand. Keep it right there. We'll be right back. HPE Discover 2022 from Las Vegas. You're watching theCUBE. (soft music)

(upbeat music) >> We're back at VeeamON 2022. We're here at the Aria in Las Vegas Dave Vellante with Dave Nicholson. Bill Andrews is here. He's the president and CEO of ExaGrid, mass boy. Bill, thanks for coming on theCUBE. >> Thanks for having me. >> So I hear a lot about obviously data protection, cyber resiliency, what's the big picture trends that you're seeing when you talk to customers? >> Well, I think clearly we were talking just a few minutes ago, data's growing like crazy, right This morning, I think they said it was 28% growth a year, right? So data's doubling almost just a little less than every three years. And then you get the attacks on the data which was the keynote speech this morning as well, right. All about the ransomware attacks. So we've got more and more data, and that data is more and more under attack. So I think those are the two big themes. >> So ExaGrid as a company been around for a long time. You've kind of been the steady kind of Eddy, if you will. Tell us about ExaGrid, maybe share with us some of the differentiators that you share with customers. >> Sure, so specifically, let's say in the Veeam world you're backing up your data, and you really only have two choices. You can back that up to disc. So some primary storage disc from a Dell, or a Hewlett Packard, or an NetApp or somebody, or you're going to back it up to what's called an inline deduplication appliance maybe a Dell Data Domain or an HPE StoreOnce, right? So what ExaGrid does is we've taken the best of both those but not the challenges of both those and put 'em together. So with disc, you're going to get fast backups and fast restores, but because in backup you keep weekly's, monthly's, yearly retention, the cost of this becomes exorbitant. If you go to a deduplication appliance, and let's say the Dell or the HPs, the data comes in, has to be deduplicated, compare one backup to the next to reduce that storage, which lowers the cost. So fixes that problem, but the fact that they do it inline slows the backups down dramatically. All the data is deduplicated so the restores are slow, and then the backup window keeps growing as the data grows 'cause they're all scale up technologies. >> And the restores are slow 'cause you got to rehydrate. >> You got to rehydrate every time. So what we did is we said, you got to have both. So our appliances have a front end disc cache landing zone. So you're right directed to the disc., Nothing else happens to it, whatever speed the backup app could write at that's the speed we take it in at. And then we keep the most recent backups in that landing zone ready to go. So you want to boot a VM, it's not an hour like a deduplication appliance it's a minute or two. Secondly, we then deduplicate the data into a second tier which is a repository tier, but we have all the deduplicated data for the long term retention, which gets the cost down. And on top of that, we're scale out. Every appliance has networking processor memory end disc. So if you double, triple, quadruple the data you double, triple, quadruple everything. And if the backup window is six hours at 100 terabyte it's six hours at 200 terabyte, 500 terabyte, a petabyte it doesn't matter. >> 'Cause you scale out. >> Right, and then lastly, our repository tier is non-network facing. We're the only ones in the industry with this. So that under a ransomware attack, if you get hold of a rogue server or you hack the media server, get to the backup storage whether it's disc or deduplication appliance, you can wipe out all the backup data. So you have nothing to recover from. In our case, you wipe it out, our landing zone will be wiped out. We're no different than anything else that's network facing. However, the only thing that talks to our repository tier is our object code. And we've set up security policies as to how long before you want us to delete data, let's say 10 days. So if you have an attack on Monday that data doesn't get deleted till like a week from Thursday, let's say. So you can freeze the system at any time and do restores. And then we have immutable data objects and all the other stuff. But the culmination of a non-network facing tier and the fact that we do the delayed deletes makes us the only one in the industry that can actually truly recover. And that's accelerating our growth, of course. >> Wow, great description. So that disc cache layer is a memory, it's a flash? >> It's disc, it's spinning disc. >> Spinning disc, okay. >> Yeah, no different than any other disc. >> And then the tiered is what, less expensive spinning disc? >> No, it's still the same. It's all SaaS disc 'cause you want the quality, right? So it's all SaaS, and so we use Western Digital or Seagate drives just like everybody else. The difference is that we're not doing any deduplication coming in or out of that landing zone to have fast backups and fast restores. So think of it like this, you've got disc and you say, boy it's too expensive. What I really want to do then is put maybe a deduplication appliance behind it to lower the cost or reverse it. I've got a deduplication appliance, ugh, it's too slow for backups and restores. I really want to throw this in front of it to have fast backups first. Basically, that's what we did. >> So where does the cost savings, Bill come in though, on the tier? >> The cost savings comes in the fact that we got deduplication in that repository. So only the most recent backup >> Ah okay, so I get it. >> are the duplicated data. But let's say you had 40 copies of retention. You know, 10 weekly's, 36 monthly's, a few yearly. All of that's deduplicated >> Okay, so you're deduping the stuff that's not as current. >> Right. >> Okay. >> And only a handful of us deduplicate at the layer we do. In other words, deduplication could be anywhere from two to one, up to 50 to one. I mean it's all over the place depending on the algorithm. Now it's what everybody's algorithms do. Some backup apps do two to one, some do five to one, we do 20 to one as well as much as 50 to one depending on the data types. >> Yeah, so the workload is going to largely determine the combination >> The content type, right. with the algos, right? >> Yeah, the content type. >> So the part of the environment that's behind the illogical air gap, if you will, is deduped data. >> Yes. >> So in this case, is it fair to say that you're trading a positive economic value for a little bit longer restore from that environment? >> No, because if you think about backup 95% of the customers restores are from the most recent data. >> From the disc cache. >> 95% of the time 'cause you think about why do you need fast restores? Somebody deleted a file, somebody overwrote a file. They can't go work, they can't open a file. It's encrypted, it's corrupted. That's what IT people are trying to keep users productive. When do you go for longer-term retention data? It's an SEC audit. It's a HIPAA audit. It's a legal discovery, you don't need that data right away. You have days and weeks to get that ready for that legal discovery or that audit. So we found that boundary where you keep users productive by keeping the most recent data in the disc cache landing zone, but anything that's long term. And by the way, everyone else is long term, at that point. >> Yeah, so the economics are comparable to the dedupe upfront. Are they better, obviously get the performance advance? >> So we would be a lot looped. The thing we replaced the most believe it or not is disc, we're a lot less expensive than the disc. I was meeting with some Veeam folks this morning and we were up against Cisco 3260 disc at a children's hospital. And on our quote was $500,000. The disc was 1.4 million. Just to give you an example of the savings. On a Data Domain we're typically about half the price of a Data Domain. >> Really now? >> The reason why is their front end control are so expensive. They need the fastest trip on the planet 'cause they're trying to do inline deduplication. >> Yeah, so they're chasing >> They need the fastest memory >> on the planet. >> this chips all the time. They need SSD on data to move in and out of the hash table. In order to keep up with inline, they've got to throw so much compute at it that it drives their cost up. >> But now in the case of ransomware attack, are you saying that the landing zone is still available for recovery in some circumstances? Or are you expecting that that disc landing zone would be encrypted by the attacker? >> Those are two different things. One is deletion, one is encryption. So let's do the first scenario. >> I'm talking about malicious encryption. >> Yeah, absolutely. So the first scenario is the threat actor encrypts all your primary data. What's does he go for next? The backup data. 'Cause he knows that's your belt and suspend is to not pay the ransom. If it's disc he's going to go in and put delete commands at the disc, wipe out the disc. If it's a data domain or HPE StoreOnce, it's all going to be gone 'cause it's one tier. He's going to go after our landing zone, it's going to be gone too. It's going to wipe out our landing zone. Except behind that we have the most recent backup deduplicate in the repository as well as all the other backups. So what'll happen is they'll freeze the system 'cause we weren't going to delete anything in the repository for X days 'cause you set up a policy, and then you restore the most recent backup into the landing zone or we can restore it directly to your primary storage area, right? >> Because that tier is not network facing. >> That's right. >> It's fenced off essentially. >> People call us every day of the week saying, you saved me, you saved me again. People are coming up to me here, you saved me, you saved me. >> Tell us a story about that, I mean don't give me the names but how so. >> I'll actually do a funnier story, 'cause these are the ones that our vendors like to tell. 'Cause I'm self-serving as the CEO that's good of course, a little humor. >> It's your 15 minutes of job. >> That is my 15 minutes of fame. So we had one international company who had one ExaGrid at one location, 19 Data Domains at the other locations. Ransomware attack guess what? 19 Data Domains wiped out. The one ExaGrid, the only place they could restore. So now all 20 locations of course are ExaGrids, China, Russia, Mexico, Germany, US, et cetera. They rolled us out worldwide. So it's very common for that to occur. And think about why that is, everyone who's network facing you can get to the storage. You can say all the media servers are buttoned up, but I can find a rogue server and snake my way over the storage, I can. Now, we also of course support the Veeam Data Mover. So let's talk about that since we're at a Veeam conference. We were the first company to ever integrate the Veeam Data Mover. So we were the first actually ever integration with Veeam. And so that Veeam Data Mover is a protocol that goes from Veeam to the ExaGrid, and we run it on both ends. So that's a more secure protocol 'cause it's not an open format protocol like SaaS. So with running the Veeam Data Mover we get about 30% more performance, but you do have a more secure protocol layer. So if you don't get through Veeam but you get through the protocol, boom, we've got a stronger protocol. If you make it through that somehow, or you get to it from a rogue server somewhere else we still have the repository. So we have all these layers so that you can't get at it. >> So you guys have been at this for a while, I mean decade and a half plus. And you've raised a fair amount of money but in today's terms, not really. So you've just had really strong growth, sequential growth. I understand it, and double digit growth year on year. >> Yeah, about 25% a year right now >> 25%, what's your global strategy? >> So we have sales offices in about 30 countries already. So we have three sales teams in Brazil, and three in Germany, and three in the UK, and two in France, and a lot of individual countries, Chile, Argentina, Columbia, Mexico, South Africa, Saudi, Czech Republic, Poland, Dubai, Hong Kong, Australia, Singapore, et cetera. We've just added two sales territories in Japan. We're adding two in India. And we're installed in over 50 countries. So we've been international all along the way. The goal of the company is we're growing nicely. We have not raised money in almost 10 years. >> So you're self-funding. You're cash positive. >> We are cash positive and self-funded and people say, how have you done that for 10 years? >> You know what's interesting is I remember, Dave Scott, Dave Scott was the CEO of 3PAR, and he told me when he came into that job, he told the VCs, they wanted to give him 30 million. He said, I need 80 million. I think he might have raised closer to a hundred which is right around what you guys have raised. But like you said, you haven't raised it in a long time. And in today's terms, that's nothing, right? >> 100 is 500 in today's terms. >> Yeah, right, exactly. And so the thing that really hurt 3PAR, they were public companies so you could see all this stuff is they couldn't expand internationally. It was just too damn expensive to set up the channels, and somehow you guys have figured that out. >> 40% of our business comes out of international. We're growing faster internationally than we are domestically. >> What was the formula there, Bill, was that just slow and steady or? >> It's a great question. >> No, so what we did, we said let's build ExaGrid like a McDonald's franchise, nobody's ever done that before in high tech. So what does that mean? That means you have to have the same product worldwide. You have to have the same spares model worldwide. You have to have the same support model worldwide. So we early on built the installation. So we do 100% of our installs remotely. 100% of our support remotely, yet we're in large enterprises. Customers racks and stacks the appliances we get on with them. We do the entire install on 30 minutes to about three hours. And we've been developing that into the product since day one. So we can remotely install anywhere in the world. We keep spares depots all over the world. We can bring 'em up really quick. Our support model is we have in theater support people. So they're in Europe, they're in APAC, they're in the US, et cetera. And we assign customers to the support people. So they deal with the same support person all the time. So everything is scalable. So right now we're going to open up India. It's the same way we've opened up every other country. Once you've got the McDonald's formula we just stamp it all over the world. >> That's amazing. >> Same pricing, same product same model, same everything. >> So what was the inspiration for that? I mean, you've done this since day one, which is what like 15, 16 years ago. Or just you do engineering or? >> No, so our whole thought was, first of all you can't survive anymore in this world without being an international company. 'Cause if you're going to go after large companies they have offices all over the world. We have companies now that have 17, 18, 20, 30 locations. And there were in every country in the world, you can't go into this business without being able to ship anywhere in the world and support it for a single customer. You're not going into Singapore because of that. You're going to Singapore because some company in Germany has offices in the U.S, Mexico Singapore and Australia. You have to be international. It's a must now. So that was the initial thing is that, our goal is to become a billion dollar company. And we're on path to do that, right. >> You can see a billion. >> Well, I can absolutely see a billion. And we're bigger than everybody thinks. Everybody guesses our revenue always guesses low. So we're bigger than you think. The reason why we don't talk about it is we don't need to. >> That's the headline for our writers, ExaGrid is a billion dollar company and nobody's know about it. >> Million dollar company. >> On its way to a billion. >> That's right. >> You're not disclosing. (Bill laughing) But that's awesome. I mean, that's a great story. I mean, you kind of are a well kept secret, aren't you? >> Well, I dunno if it's a well kept secret. You know, smaller companies never have their awareness of big companies, right? The Dells of the world are a hundred billion. IBM is 70 billion, Cisco is 60 billion. Easy to have awareness, right? If you're under a billion, I got to give a funny story then I think we got to close out here. >> Oh go ahead please. >> So there's one funny story. So I was talking to the CIO of a super large Fortune 500 company. And I said to him, "Just so who do you use?" "I use IBM Db2, and I use, Cisco routers, and I use EMC primary storage, et cetera. And I use all these big." And I said, "Would you ever switch from Db2?" "Oh no, the switching costs would kill me. I could never go to Oracle." So I said to him, "Look would you ever use like a Pure Storage, right. A couple billion dollar company." He says, "Who?" >> Huh, interesting. >> I said to him, all right so skip that. I said, "VMware, would you ever think about going with Nutanix?" "Who?" Those are billion dollar plus companies. And he was saying who? >> Public companies. >> And he was saying who? That's not uncommon when I talk to CIOs. They see the big 30 and that's it. >> Oh, that's interesting. What about your partnership with Veeam? Tell us more about that. >> Yeah, so I would actually, and I'm going to be bold when I say this 'cause I think you can ask anybody here at the conference. We're probably closer first of all, to the Veeam sales force than any company there is. You talk to any Veeam sales rep, they work closer with ExaGrid than any other. Yeah, we are very tight in the field and have been for a long time. We're integrated with the Veeam Data Boomer. We're integrated with SOBR. We're integrated with all the integrations or with the product as well. We have a lot of joint customers. We actually do a lot of selling together, where we go in as Veeam ExaGrid 'cause it's a great end to end story. Especially when we're replacing, let's say a Dell Avamar to Dell Data Domain or a Dell Network with a Dell Data Domain, very commonly Veeam ExaGrid go in together on those types of sales. So we do a lot of co-selling together. We constantly train their systems engineers around the world, every given week we're training either inside sales teams, and we've trained their customer support teams in Columbus and Prague. So we're very tight with 'em we've been tight for over a decade. >> Is your head count public? Can you share that with us? >> So we're just over 300 employees. >> Really, wow. >> We have 70 open positions, so. >> Yeah, what are you looking for? Yeah, everything, right? >> We are looking for engineers. We are looking for customer support people. We're looking for marketing people. We're looking for inside sales people, field people. And we've been hiring, as of late, major account reps that just focus on the Fortune 500. So we've separated that out now. >> When you hire engineers, I mean I think I saw you were long time ago, DG, right? Is that true? >> Yeah, way back in the '80s. >> But systems guy. >> That's how old I am. >> Right, systems guy. I mean, I remember them well Eddie Castro and company. >> Tom West. >> EMV series. >> Tom West was the hero of course. >> The EMV 4000, the EMV 20,000, right? >> When were kids, "The Soul of a New Machine" was the inspirational book but anyway, >> Yeah Tracy Kidder, it was great. >> Are you looking for systems people, what kind of talent are you looking for in engineering? >> So it's a lot of Linux programming type stuff in the product 'cause we run on a Linux space. So it's a lot of Linux programs so its people in those storage. >> Yeah, cool, Bill, hey, thanks for coming on to theCUBE. Well learned a lot, great story. >> It's a pleasure. >> That was fun. >> Congratulations. >> Thanks. >> And good luck. >> All right, thank you. >> All right, and thank you for watching theCUBE's coverage of VeeamON 2022, Dave Vellante for Dave Nicholson. We'll be right back right after this short break, stay with us. (soft beat music)

>> Announcer: theCUBE presents "Dell Technologies World," brought to you by Dell. >> Hey, everyone. Welcome back to theCUBE's coverage of day one of "Dell Technologies World 2022" live from the Venetian in Las Vegas. They're excited. I dunno if you heard that, a group behind me very excited to be here. Lisa Martin, Dave Vellante. We're very pleased to welcome Jules Johnston, the SVP of channel from Equinix. Jules, welcome to the program. >> Thank you for having me. I appreciate it. >> And those people back there are very excited, if you heard that big applause when we went live. (Jules laughing) So the vibe here is fantastic for the first live "Dell Technologies World" since 2019. A lot of people here, this Expo Hall is packed. A lot of momentum here, but there's also a lot of momentum at Equinix. Talk to us about what's going on. >> Well, so many exciting things for Equinix and this partnership of Dell sort of gives us a chance to share that with partners here throughout the conference. So we are very excited, as you said about and we just were named to the Fortune 500 this year, 77 quarters of growth consecutively. But underpinning that is having made huge investments in what is the world's largest footprint of global data centers, 240 of them on six continents in 66 markets but then interconnecting them. So they have the connections that Dell customers need to the clouds. They have the connections that they need to all of the future SaaS providers. So that foresight to put together that interconnection network across our footprint has set us on the path we're on today, which we're very grateful to be at in. And really, the things that are happening with Equinix and Dell together couldn't be more of the moment. >> Talk to me about the last two years. The moments of the last two years have been very challenging >> They have. >> For everyone. How has the partnership evolved in that time? >> Well, we, together, Dell and Equinix, what we're doing is really helping our shared interface customers navigate the complexities of their digital transformation. And digital transformation is hard. It's not a one and done and it's not an overnight solution. And so, what we are doing is partnering with Dell to think about putting a dedicated Dell IT stack in an Equinix data center to give customers that sovereign adjacency so that they can have that security proximate to all the clouds and everything else they need to participate in the ecosystem. And then pairing that with these interconnected enterprises. So, Dell and we are helping customers then be able to have some of their solution on-prem, some of their solution in the cloud, access public clouds and use that collectively to define what we're calling the intelligent edge, together. And that intelligent edge means so many different things to customers but it is really our honor to work together with Dell to help each customer define that for themselves. >> Equinix is an amazing company. Like you said, it's... I didn't realize it was that many consecutive quarters but it's a 60 billion plus market cap. If you look at the stock chart, it'll blow your mind. Really incredibly successful. And part of the reason... It's funny, 10, 15 years ago, people thought, well... Or, 10 years ago, anyway, the cloud is going to hurt companies like Equinix. It was the exact opposite. And that's because Charles Phillips used to joke, "Friends don't let friends build data centers." >> Yes. >> And it's not a good use of capital for most companies, unless you're in the data center business. Now, of course, you have some of your own as a service offerings. >> We do. >> What's the overlap with Dell? How do they compliment each other? >> It's a good question because... And we get that. Are you and Dell in fact competitors? No, we see them as wholly complimentary. And in fact, we're working with Dell to bring to market things like something we call PowerEdge, which involves their servers. And PowerStore, which involves their storage, and then VxRail, which is really the hyper-converged infrastructure. And those are just a few first of a series of offerings we expect to bring to market with Dell. And if you think about Metal, and it's Equinix Metal that people sometimes think is a competitor, but what Metal does for customers is it really allows them to advance, have the equipment placed in our data centers so that they can access that capacity and according to spikes or needs that they have. That equipment in our data centers that's there for them to avail themselves of that capacity is most often Dell equipment. So we are really doing and executing that bare Metal as a service together. >> What are some of the things that you're hearing from your partner community, in terms of the partnership with Dell? Partners must be excited, the momentum there. What's going on in the partner community? >> So, that's what's near and dear to my heart since that's what I'm responsible for, Equinix's global partnerships. And they're just very excited about what we're doing with Dell. And to be honest with you, all of our top partners are also top partners of Dell. So it makes sense that we bring it together. So, big categories of partners like the world's largest global network service providers, some of whom are here and who we'll meet with, AT&T, Orange Business Services, those folks in addition to the world's largest global systems integrators, Kendra, Deloitte, Accenture, WiPro, DXC. All of these are partners that Dell and we will meet with together to further our, what we call Power of Three, that together we're better. Because as much as Dell and Equinix are delivering, the customers most often don't have the experience they need to execute it without a partner. So they are relying on those partners to take what we are doing and make it their own. And so, they're excited about it. You see, it's a big opportunity for them from a... Of revenue services and an opportunity for them to step into a next level trusted advisor status. So partners are excited and we're going to be spending a lot of time with them the next few days. >> Do you see Equinix... 'Cause these partnerships are not bespoke partnerships. It's an ecosystem that's organic and evolving and growing. Are you a dot connector in a way? Can it be a flywheel effect in your ecosystem? >> Well, so our ecosystems that we provide, wide range of those from high frequency trading to connected cars, to the internet of things and content providers, we do see it as our role to the 10,000 and growing customers that are in our 240 data centers on six continents that provide those ecosystems. It is our mission to continue to grow that, enrich it, because that does differentiate us greatly from another data center provider. And it's the combination of the ecosystem that you'd find and the people you can connect to at Equinix. And then also the leverage of our fabric in order to be able to access your future needs. >> And it's a lot of technology underneath these. It's that first layer one, I guess, if you will, of the data center, right? And so, a lot of your customers or your partner's customers, they just don't want to be in that business as we were saying before. I mean, it's just too expensive. The power requirements are going through the roof. So you got to be really good at managing power. >> You do. In fact... So first of all, you're right. It's extremely difficult for them to also be able to make that commitment to keep a data center they would manage themselves at the level that Equinix is able to invest. So it's very difficult for people to do it themselves. But even show... Another point you mentioned actually about the power, is near and dear to our hearts because Equinix is super committed to sustainability. And so we've made a commitment to wholly renewable energy. And it's something that we talk a lot about how we also help partners like Dell meet their initiatives. So partners like AT&T meet their connected climate goals. So we are actually using that and coming together with Dell on that story, and then helping to amplify that with our partners. >> And that's... How do you do that? That's putting data centers where you can cool with ambient air. Is it being near the Columbia River? What's your strategy in that regard? >> On sustainable... I have to be honest to you. I would be out of my depth if I didn't say... >> This is the high level, yeah. >> So we are deploying some of the latest technologies about that and then experts people who, all they do is really help us to reduce the carbon footprint and be able to offset that, be able to use solar, be able to use wind, be able to take advantage of that. And then also to navigate what's available when you're in 240 locations on six continents. It's not the same options to reduce your power consumption and your burden are different in Africa as we just discovered with our main one acquisition than they are in India or than they are in other parts of the world. So it is for us a journey, and we've been assembling a lot of the talent to do that, >> But you're so large now, even a small percentage improvement can really move the needle. >> And I think because we are the largest, it is incumbent upon us to really set the standard and be committed to it. And we do see other people following, which is a good thing for all of us. >> Well, how important is that in your partnership conversations. That partners have that same focus and commitment on ESG that Equinix has. >> Partners care a lot about it, but customers ask us both all the time. We increasingly see a portion of an RFP or scope of work asking, "Before I decide to go with Equinix and Dell, tell me how you're going to impact the environment. Tell me about your commitment." And so, we are committed to it, but customers are demanding it too. >> So it's... >> Where do you... Go ahead please. >> Oh, I was just going to say, it's coming from the voice of the customer, which Equinix is listening to, we know Dell is listening to it as well. >> I'm sorry, one more time. >> That the sustainability, the ESG demand is coming from the customers, as you were saying. >> Both. I mean, we want to do the right thing and we've made commitments to it, but our customers are holding us accountable to it. And sustainability is now a board level priority. It is for us. And it is for companies like Dell and it is for partners and customers. >> It really is... It's up there with security in terms of the board level conversation. Where do you want to see the partner ecosystem in the next let's call it three to five years. In your business you can look out that far. >> Well, I think that our partners and by that I mean Dell's and our mutual partners, We've been listening to customers with Dell to deliver a flexible set of options for how customers would consume Equinix and Dell. So our partners are going to be integrating a variety of those in order to meet the customer where they are in that journey. Whether they want to buy Apex as a service, whether they want to buy Equinix Metal, whether they want to have a partner put together bespoke, do-it-yourself combination with other services. I mean, the customers are going to demand a choice of options. I think partners are going to embrace multiple versions of that so that they can to meet the customer where they are and take them. >> Well. That's incredibly important these days to meet the customer where they are, the customers have a lot of choice. >> It is. >> But everything that we're all doing is for the customer ultimately at the end of the day. >> Yes, it is. And you know, the customers are getting savvier, but we are all still early in this journey as far as the edge. I think we are all still grappling that. Right now we like to say that as customers are looking to define that, the footprint that we offer together with Dell gives them an awfully robust set of choices for now. And then we want to continue to invest and expand to be wherever they need us. >> Well, that's the thing about your business? It's optionality. I mean, the cloud has a lot of stuff, but you can't get everything you want in the cloud. >> Jules: You can, >> And you can put anything in your data center. That's IT. >> You can, but you may not know what you need yet. And so that's one of the things we spend a lot of time having our solutions, architects and our sales to people together, but they'll talk about future proofing, their strategy. So future proofing, that combination of on-prem and in an Equinix data center, and maybe some public and future proofing, leveraging our fabric so that they might elect different SaaS space services or cloud-based services a year to five years from now than they are even thinking about today. And, they may expand their edge over time, because they may see that as at the customer end point. Today, most businesses are still using a footprint like ours as their edge, but that could change. And so we want to be there when it does. >> Yeah. That's a great point because you don't want to necessarily have to rip it out every co couple of years. If you can have an architecture that can grow. Yeah, sure. You might want to upgrade it. >> Well, and that's one of the most appealing things about services like Metal where they also do prevent that sort of rip and replace, but they also help people navigate the supply chain shortages that are going on right now. So this has been a trying two years for supply chain shortages. And being able to take advantage of Dell equipment already staged at an Equinix data center and partners can then bring their customers a quicker immediate response. >> Have you also seen this? You mentioned the supply chain shortages, some of the many challenges that we've experienced in a last few years. How much of a factor has the great resignation been? The labor shortages, the cybersecurity skills gap, on folks coming to Equinix saying, "Help, we don't have the resources here to do this ourselves." >> We have been fortunate to be... If you're asking me how the reservation has affected us as a company. >> No your customers. >> Oh customers it has. Oh, okay I get it. So it is a challenge for them, but it's an opportunity for our partners. So what I see there is it's been challenging for customers to hold onto that talent, but partners are filling that gap. And we with Equinix being forced to hold onto a lot of our best and brightest. And so we put them together with our partners and we try to help customers fill those gaps. >> Well that's the most important thing, filling those gaps. >> You ever been inside one of these ultra modern data centers? >> I have not, not yet. It's pretty cool, isn't it? >> Have you ever had a tour of one? >> I've never had a tour of an Equinix data center, but I've seen some modern data centers that will blow your mind? >> Well, they come with all the requisite biometrics and man traps and all of the sort of bells and whistles that are actually the first slay of physical security, but then once you get into the data center, then we get into the virtual and the digital security that you would expect. >> Yeah, it's good. And you know, it's not like you drive by the data center, and there's a big sign that says, here's the data center. They're trying to stay a little hidden and then like getting in, it's like getting into Fort Knox. It's probably harder. And then, but then the it's like this giant clean room. It's amazingly clean and just huge. It'll blow your mind. >> And inside the data centers, all the world's networks come together and peer, and then we have inside their, the most direct roam reps to the cloud. So you would expect there's a lot of wires and pipes running very neatly through a very secure clean... >> Cooling systems and power systems that are just... >> Pristine environment for sure. >> Amazing engineering. >> It is really. >> We need a tour. >> Do you let people tour your data center? >> I will bring both of you on a tour. >> Awesome. >> Be my guests. >> I would love to. Great. >> Sounds fantastic. Would love to. >> We'll bring a camera. (laughing) Oh, no, we're not allowed. >> Not today. >> No phones, no phones sequester. So what are some of the things that you're excited about seeing and hearing the next couple of days as this is the first time we've all gotten to be together in so long? >> We are excited about the conversations that we're going to have, power of three that I was talking about. So, we really pride ourselves on having that combination add up to more to benefit the customer. And so this will be sort of a coming out party of sorts. Equinix and Dell will meet with almost 20 different global partners that are really important to both of us. So I am most excited about those conversations and about the education I'm going to get on the ways they're thinking about integrating it differently, because that is good choice for the market. That is good choice for the customer set, for the enterprises out there. So that's what I'm most excited about. >> Awesome, sounds like tremendous opportunity, lots going on this week. But thank you for coming on Jules, >> Oh my pleasure, thank you. talking about... >> How Equinix and Dell better together, the way that your channel partner program is growing and of course the momentum of the company. Can't wait to see what happens next year. >> Thank you. Thank you. Well, we will aim to deliver and thank you again for having us. >> Thanks Jules. >> Our pleasure. For Dave Vellante, I'm Lisa Martin and you're watching theCUBE's live coverage day one, "Dell Technologies World" live from Las Vegas. Stick around, we'll be right back with our next guest. (slow upbeat music)

>> theCUBE presents Dell Technologies World, brought to you by Dell. >> Hey everyone. Welcome back to theCUBE's coverage of day one of Dell Technologies World 2022 Live from the Venetian in Las Vegas. They're excited I dunno if you heard that. A group behind me very excited to be here. Lisa Martin, Dave Vallante. We're very pleased to welcome Jules Johnston, the SVP of channel from Equinix. Jules, welcome to the program. >> Thank you for having me. I appreciate it. >> And those people back there are very excited if you heard that. Big applause going went live. So the vibe here is fantastic for the first live Dell Technologies World since 2019, a lot of people here, this expo hall is packed, lot of momentum here but there's also a lot of momentum at Equinix. Talk to us about what's going on. >> Well, you know, so many exciting things for Equinix and, you know, in this partnership of Dell, it sort of gives us a chance to share that with partners here throughout the conference. So we are very excited, as you said about, and we just, we named to the Fortune 500 this year, 77 quarters of growth consecutively but underpinning that is having made huge investments in what is the world's largest footprint of global data centers, 240 of them on six continents in 66 markets, but then interconnecting them so they have the connections that Dell customers need to the clouds, they have the connections that they need to all of the future SaaS providers. So that foresight to put together that interconnection network across our footprint, has set us on the path we're on today which we're very grateful to be at in and really the things that are happening with Equinix and Dell together couldn't be more of the moment. >> Talk to me about that. The last two years, the moments of the last two years have been very challenging. >> They have been. >> For everyone. How has the partnership evolved in that time? >> Well, you know, we at together, Dell and Equinix what we're doing is really helping our shared interface customers navigate the complexities of their digital transformation and digital transformation is hard, it's not of one and done and it's not an overnight solution and so what we are doing is partnering with Dell to think about putting a dedicated Dell IT stack in an Equinix data center, to give customers that sovereign adjacency so that they can have that security proximate to our all the clouds and everything else they need to participate in the ecosystem and then pairing that with, you know these interconnected enterprises. So Dell and we are helping customers then be able to have some of their solution OnPrem, some of their solution in the cloud, access public clouds and use that collectively to define what we're calling the intelligent edge together and that intelligent edge means so many different things to customers, but it is really our honor to work together with Dell to help each customer define that for themselves. >> Eqiuinix's an amazing company, like you said, I didn't realize it was that many consecutive quarters but it's a 60 billion plus market cap. If you look at the stock chart it'll blow your mind, really incredibly successful and part of the reason is funny, you know, 10, 15 years ago people thought, well, oh, 10 years ago anyway, the cloud is going to hurt companies like Equinix. It was exact opposite and that's because, you know Charles Phillips used to joke, friends don't let friends build data centers. >> Yes. >> Right? And it's not a good use of capital for most companies unless you're in the data center business. Now, of course you have some of your own as a service offerings. >> We do. >> What's the overlap with Dell? How do they compliment each other? >> It's a good question because, you know, and we get that are you and Dell in fact competitors? And no we see them as wholly complimentary and in fact, we're working with Dell to bring to market things like something we call PowerEdge which involves their servers and PowerStore which involves their storage and then VxRail which is really the hyperconverged infrastructure and those are a few first of a series of offerings we expect to bring to market with Dell and if you think about metal and it's Equinix Metal that people sometimes think is a competitor, but what metal does for customers is it really allows them to advance have the equipment placed in our data center so that they can access that capacity and according to spikes or needs that they have. That equipment in our data centers that's there for them to avail themselves to that capacity is most often Dell equipment. So we are really doing and executing that bare metal as a service together. >> What are some of the things that you're hearing from your partner community in terms of the partnership with Dell? Are partners must be excited the momentum there. What's going on in the partner community? >> So, you know, that's what near and dear to my heart since that's what I'm responsible for Equinix's global partnerships, and they are very excited about what we're doing with Dell and to be honest with you, all of our top partners are also top partners of Dell so it makes sense that we bring it together. So, you know, big categories of partners like the world's largest global network service providers, some of whom are here and who we'll meet with the AT&T, Orange Business Services, those folks in addition to the world's largest global systems integrators, Kyndryl, Deloitte, Accenture, Wipro all, DXC, all of these are partners that Dell and we will meet with together to further our, what we call power three that together we're better because as much as Dell and Equinix are delivering, the customers most often don't have the experience they need to execute it without a partner so they are relying on those partners to take what we are doing and make it their own and so if they're excited about it, it's a big opportunity for them from a revenue services and an opportunity for them to step into a next level trusted advisor status so partners are excited and we're going to be spending a lot of time with them the next few days. >> Do you see Equinix, you know, 'cause these partnerships are not bespoke partnerships, it's an ecosystem that's organic and evolving and growing. Are you a dot connector in a way? Can it be a flywheel effect in your ecosystem? >> Well, so our ecosystems that we provide wide range of those from high frequency trading to connected cars, to the internet, things many and content providers that we are, we do see it as our role to, you know, the 10,000 and growing customers that are in our 240 data centers on six continents that provide those ecosystems, it is our mission to continue to grow that and enrich it because that does differentiate us greatly from another data center provider and it's the combination of the ecosystem that you find and the people you can connect to at Equinix and then also the leverage of our fabric in order to be able to access your future needs. >> And there's a lot of technology underneath these, it's that first layer one I guess if you will of the data center, right? And so a lot of your customers or your partners customers, they just don't want to be in that business as we were saying before, I mean it's just too expensive, the power requirements are going through the roof so you got to be really good at managing power. >> You do. In fact, you know, so first of all, you're right, it's extremely difficult for them to also be able to make that kind of commitment to keep a data center they would manage themselves at the level that Equinix is able to invest so it's very difficult for people to do it themselves but even show, another point you mentioned actually about the power is near and dear to our hearts because Equinix is super committed to sustainability and so we've made a commitment to wholly renewable energy and it's something that we talk a lot about how we also help partners like Dell meet their initiatives or partners like AT&T meet their connected climate goals. So we are actually using that and coming together with Dell on that story, so that, and then helping to amplify that with our partners. >> And that's, how do you do that? That's putting data centers where you can cool with ambient air or is it being near the Columbia River? What's your strategy in that regard? >> It's sustainable. I have to be honest to you. I would be out of my depth if I didn't say. >> This is at high level. >> So we are deploying some of the latest technologies about that and then experts. People who, you know who all they do is really help us to reduce the carbon footprint and be able to offset that, be able to use solar, be able to use wind, be able to take advantage of that and then also to navigate what's available when you're in 240 locations on six continents it's not the same options to reduce your power consumption and your burden are different in Africa as we just discovered with our main one acquisition than they are in India or than they are in other parts of the world. So it is for us a journey and we've been assembling a lot of the talent to do that. >> But you're so large now, even a small percentage improvement can really move the needle. >> And I think because we are the largest, it is incumbent upon us to really set the standard and be committed to it and we do see other people following which is a good thing for all of us. >> Well how important is that in your partnership conversations that partners have that same focus and commitment on ESG that Equinix has? >> Partners care a lot about it but customers ask us both all the time. I mean, we increasingly see a portion of an RFP or a scope of work asking, before I decide to go with Equinix and Dell, tell me how you're going to impact the environment, tell me about your commitment and so we are committed to it but customers are demanding it too. >> So it's com-- >> Where do you. Go ahead please. >> Oh I was just going to say, it's coming from the voice of the customer which EquinIx is listening to we know Dell is listening to it as well. >> I'm sorry one more time? >> That the sustainability of the ESG demand is coming from the customers you were saying? >> It both, like I mean, we want to do the right thing and we've made commitments to it but our customers are holding us accountable to it and, you know, sustainability is now a board level priority. It is for us and it is for companies like Dell and it is for our partners and customers. >> It really is. I mean, it's up there with security. >> It is. >> In terms of the board level conversation. Where do you want to see the partner ecosystem in the next, let's call it three to five years? In your business you can look out that far. >> Well, you know, I think that they, our partners, and that I mean Dell's and our mutual partners, you know, we've been listening to customers with Dell to deliver a flexible set of options for how customers would consume Equinix and Dell so our partners are going to be integrating a variety of those in order to meet the customer where they are in that journey, whether they want to buy Apex as a service, whether they want to buy Equinix Metal, whether they want to have a partner put together bespoke do it yourself combination with other services. I mean, the customers are going to demand a choice of options. I think partners are going to embrace multiple versions of that so that they can, you know, to meet the customer where they are and take them. >> Well that's incredibly important these days to meet the customer where they are. The customers have a lot of choice. >> It is. >> But everything that we're all doing is for the customer ultimately at the end of the day. >> Yes, it is and, you know, the customers are getting savvier but we are all still early in this journey, as far as the edge, you know, I mean, I think we're all still grappling that. For right now we like to say that as customers are looking to define that, the footprint that we offer together with Dell gives them an awfully robust set of choices for now and then we want to continue to invest and expand to be wherever they need us. >> Well that's the thing about your business, it's optionality. I mean, the cloud has a lot of stuff but you can't get everything you want in the cloud. >> You can. >> And you can put anything in your data center, that's IT. >> You can, but you may not know what you need yet and so that's one of the things we spend a lot of time having our solutions architects and our sales people together with Dell talk about future proofing, their strategy. So future proofing, that combination of OnPrem and in an Equinix data center and maybe some public and future proofing, leveraging our fabric so that they might elect different SaaS space services or cloud-based services a year to five years from now than the year you're even thinking about today and they may expand their edge over time because they may sort of see that at the customer end point. Today most businesses are still sort of using a footprint like ours as their edge, but that could change and so we want to be there when it does. >> Yeah, that's a great point because you don't want to necessarily have to rip it out every couple of years if you can have an architecture that can grow. Yeah sure, you might want to upgrade it. >> Well, and that's one of the most appealing things about services like metal, where they also, they do sort of prevent that sort of rip and replace but they also help people navigate the supply chain shortages that are going on right now. So you know, this has been a trying two years for supply chain shortages, and being able to take advantage of Dell equipment already staged at an Equinix data center and partners can then bring their customers a quicker immediate response. >> Have you also seen this, you mentioned the supply chain shortages, some of the many challenges that we've experienced in the last few years, how much of a factor has the great resignation been? The labor shortages, the cybersecurity skills gap, on folks coming to Equinix saying help, we don't have the resources here to do this ourselves? >> We have been fortunate to to be... If you're asking about how the reservation has affected us as a company. >> No your customers. >> Oh our customers it has. >> Yes. >> Oh, okay. >> Yes. >> So it is a challenge for them but it's an opportunity for our partners. So what I see there is it's been challenging for customers to hold onto that talent but partners are filling that gap and we've at Equinix have been fortunate to hold onto a lot of our best and brightest and so we put them together with our partners and we try to help customers fill those gaps. >> Well that's the most important thing, filling those gaps. >> You ever been inside one of these ultra modern data centers? >> I have not, not yet. >> It's pretty cool, isn't it? I mean-- >> Have you ever had a tour of one? >> I've never had a tour of an Equinix data center, but I've seen some modern data centers that will blow your mind. >> Well I mean, they come with all the requisite, bio metrics and man traps and all of the sort bells and whistles that are actually the first layer of physical security, but then once you get into the data center then we have sort of, we get into the virtual and the digital security that you would expect. So it's-- >> Yeah, it's good and you know, it's not like you drive by the data center and there's a big sign that says here's the data center, it is kind of, they're trying to stay a little hidden and then it's, getting in it's like getting into fork knots. It's probably harder but then, it's like this giant clean room, right? It's amazingly clean and just huge. It'll blow your mind. >> Inside these data centers, all the world's networks come together and peer, and then we have inside the most direct RomReps to the cloud so you would expect. There's a lot of wires and pipes running very neatly through a very secure, clean-- >> Cooling systems and power systems and it's just. >> Pristine environment for sure. >> Amazing engineering. >> It is. >> So I need a tour. >> You should. Do you let people tour your data centers? >> Well I will bring both of you on a tour. >> Awesome. >> Be my guests. >> I would love to. Yeah, great. >> It sounds fantastic. >> We'd love to. >> So last couple-- >> We'll bring a camera. (both laugh) Oh, no, not allowed. >> Not today. No phones, no phones sequester. >> So what are some of the things that you're excited about seeing and hearing the next couple of days as this is the first time we we've all gotten to be together in so long? >> So well, you know, we are excited about the conversations that we're going to have power of three that I was talking about. So you know, we really pride ourselves on sort of having that combination add up to more to benefit the customer and so this will be sort of a coming out party of sorts for Equinix and Dell will meet with, you know almost 20 different global partners that are really important to both of us so I am most excited about those conversations and about the education I'm going to get on the ways they're thinking about integrating it differently because that is good choice for the market, that is good choice for the customer set so for the enterprises out there so that's what I'm most excited about. >> Awesome, sounds like tremendous opportunity, lots going on this week, but thank you for coming on Jules talking about-- >> Oh, my pleasure >> An hour of Equinix and Dell better together, the way that your channel partner, your program is growing and of course the momentum of the company. Can't wait to see what happens next year. >> Thank you. Thank you, we will aim to deliver and thank you again for having us. >> Thanks Jules. >> Our pleasure. For Dave Vallante, I'm Lisa Martin and you're watching theCUBE's Live Coverage day one Dell Technologies World Live from Las Vegas. Stick around, we'll be right back with our next guest. (upbeat music)

>>The cube presents, Dell technologies world brought to you by Dell. >>Hey everyone. Welcome back to the cubes coverage of day. One of Dell technologies world 2022. Live from the Venetian in Las Vegas. They're excited. I dunno if you heard that a group behind me, very excited to be here. Lisa Martin, Dave ante. We're very pleased to welcome Jules Johns SVP of channel from McQuin. Jill, welcome to the program. >>Thank you for having me. I appreciate it. >>And those people back there are very excited. If you heard that big applause >>That >>Went live <laugh> so the, the vibe here is fantastic for the first live Dell technologies world since 2019. A lot of people here, this expo hall is packed a lot of, of momentum here, but there's also a lot of momentum critics. Talk to us about what's going on. >>Well, and you know, so, so many exciting things for Equinex and, you know, in this partnership of Dell, it gives us a chance to, to share that, uh, with partners here throughout the conference. So we are very excited, as you said about, and we just, we named to the fortune 500 this year, 77 quarters of growth consecutively, but underpinning that is having made huge investments in what is the world's largest footprint of global data centers, 240 of them on six continent in 66 markets, but then interconnecting them. So they have the connections that Dell customers need to the clouds. They have the connections that they need to all of the future SaaS providers, so that foresight to put together that interconnection network across our footprint has set us on the path we're on today, which we're very grateful, um, to be at in. And, and really this, the things that are happening with Equinex and Dell together can, couldn't be more of the moment. >>Talk to me about that. The, the last two years, the moments of the last two years have been very challenging. They have for everyone. How has the partnership evolved in that time? >>Well, you know, we at together, Dell and Equinix, what we're doing is really helping, helping our shared interface, customers navigate the complexities of their digital transformation and, and digital transformation is hard and it's not a one and done, and it's not an overnight solution. And so what we are doing is partnering with Dell to think about putting a dedicated Dell it stack in an Equinex data center to give customers that sovereign adjacency so that they can have that security proximate to our, all the clouds and, and, and all, everything else. They need to participate in the ecosystem. And then pairing that with, you know, these interconnected enterprises. So Dell and we are helping customers then be able to have some of their solution on Preem some of their solution in the cloud access, public clouds, and use that collectively to diff fine. We're calling the intelligent edge together. And that intelligent edge means so many different things to customers, but it is really our honor to work together with Dell to help each customer define that for themselves. >>E's amazing company, like you said, it's, it's, you know, I didn't realize it was that many consecutive quarters, but it's a 60 billion plus market cap. If you look at the stock chart, blow your mind, really incredibly successful. And part of the reason it's funny, you know, 10, 15 years ago, people thought, well, oh, 10 years ago, anyway, the cloud is gonna hurt companies like equity. It was exact opposite it. And, and that's because, you know, Charles Phillips used to joke friends. Don't let friends build data centers. Yes. Right. And, and it's not a good use of capital for most companies, unless you're in the data center business. Now, of course you have some of your own as a service offerings. We do. What's the overlap with, with Dell? How do they compliment each other? It, >>It's a good question because, you know, and we get that, are you and Dell in fact competitors, and no, we see them as who complimentary. And in fact, we're working with Dell to bring to market things like something we call power edge, which involves their servers and power store, which involves their storage. And, and then V RIL, which is really the hyperconverged infrastructure. And those are just few first of a series of offerings we expect to bring to market with Dell. And if you think about metal and, and it's Equinex metal that people sometimes think is a competitor, but what metal does for customers is it really allows them to advance, have the equipment placed in our data centers so that they can access that capacity. And according to spikes or needs that they have that equipment in our data centers, that's there for them to avail themselves of that capacity is most often Dell equipment. So we are really doing and executing that bare metal is a service together. >>What are some of the, the things that you're hearing from, from your partner community, in terms of the partnership with Dell, what are partners supposed be excited, the momentum there what's going on in the partner community? >>So, you know, that is that's, that's what near and dear to my heart, since that's what I'm responsible for. Equinex is global partnerships, and they are very excited about what we're doing with Dell. And to be honest with you, all of our top partners are also top partners of Dell. So it makes that we bring it together. So, you know, big categories of partners like the world's largest global network service providers, some of whom are here and who will meet with the at T orange business services. Those folks, in addition to the world's largest global systems integrators, Kendra, Deloitte, Accenture, we pro, uh, all DXC. All of these are partners that Dell and we will meet with together to further our, what we call power three, that together we're better because as much as Dell and Equinex are delivering the customers, most often don't have the experience. They need to execute it without a partner. So they are relying on those partners to take what we are doing and make it their own. And so, so if they're excited about it, it is a, it's a big opportunity for them from a, a revenue services, a and an opportunity for them to step into a next level, trusted advisor status. So partners are excited and, and we're gonna be spending a lot of time with them the next few days. Do you >>See Equinix? You know, these cuz these partnerships are not bespoke partnerships, it's an ecosystem that's organic and evolving and, and growing. Can it be, are you a dot connector in a way, can it be a flywheel effect in your ecosystem? >>Well, I mean our, so our E ecosystems that, um, that we provide wide range of those from high frequency trading to connected cars, um, to the internet things, many and content providers that we are, we do see it as our role to, you know, the 10,000 and growing customers that are in our 240 data centers and six continents that provide those ecosystems. It's, it is our mission to continue to grow that and enrich it because that does differentiate us greatly from another data center provider. And it's the combination of the ecosystem that you find and the people you can connect to at Equinex, and then also the leverage of our fabric in order to be able to access your future needs. >>And it's a lot of technology underneath these, you know, it's that first layer one, I guess, if you will, of the data center, right. And so a lot of your, your customers or your cus your partner's customers, they just don't want to be in that business. As we were saying before, I mean, it's just too expensive. The, the power requirements are going through the roof, so you gotta be really good at managing power. >>You do. In fact, you know, so first of all, you're right, it's extremely difficult for them to also be able to make that kind of commitment, to keep a data center. They would ran, they would manage themselves at the level that Equinex is able to invest. So it's very difficult for people to do it themselves, but even show another, you mentioned actually about the power is near and dear to our hearts because is super committed to sustainability. And so we've made a commitment to holy renewable energy. And it's something that we talk a lot about how we also help partners like Dell meet their initiatives, so, or partners like at T meet their connected climate goals. So we, we are actually using that and coming together with Dell on that story, so that, and, and then helping to amplify that with our partners. And, >>And that's, that's how do you do that? That's putting data centers where you can cool with ambient air. Is it being near the Columbia river? How what's, what's your strategy in that regard, >>Uh, and sustainable. I have to be honest to you. I, uh, I would be out of my depth if I didn't say >>This is the high level. Yeah. >>So, um, we are deploying some of the latest technologies about that, and then experts people who, you know, who all they do is really help us to, um, to reduce the carbon footprint and be able to offset that, be able to use solar, be able to use wind, be able to take advantage of that. And then also to, um, to navigate what's available when you're in 240 locations on six cotton, it's not the same options to reduce your power consumption. And your burden are different in Africa, as you just discovered with our main one acquisition than they are in India, or then they are in, in other parts of the world. So it is for us a journey, and we've been assembling a lot of the talent to do that, but >>You're so large now, even a small percentage improvement can really move the needle. >>And I think because we are the largest, it is incumbent upon us to really set the standard and be committed to it. And, um, and we do see other people following, which is, is a good thing for all of us. Well, >>How important is that in your partnership conversations that partners have that same focus and commitment on ESG that Equinix has >>Partners care a lot about it, but, uh, customers ask us both all the time. I mean, we increasingly see a portion of an RFP or a scope of work asking before I decide to go with Equinex and Dell, tell me how you're going to impact the environment. Tell me about your commitment. And so, um, so we are committed to it, but customers are demanding it to >>Where >>Do you go ahead please? >>Oh, I was just gonna say, it's, it's coming from the, from the voice of a customer, which Equinox is listening to, we know Dell is listening to it as well. >>I'm so >>Sorry. One more time that, that the, the sustainability of the ESG demand is coming from the customers. You were saying, it, >>It both like, I mean, we wanna do the right thing and we've made commitments to it, but our customers are holding us accountable to it. And, you know, sustainability is now a board level priority. It is for us. And it is for companies like Dell and it is for partners and customers. >>It really is. It's it's, I mean, it's up there with security in terms of the board level conversation, where do you want to see the partner ecosystem in the, the, the next let's call it three to five years in your business? You can look out that far. >>Well, you know, I, I think that, um, they, our partners, um, and I, that, I mean, Dells and our mutual partners, you know, are, we've been listening to customers with Dell to deliver a flexible set of options for how customers would consume Equinex and Dell. So our partners are gonna be integrating a variety of those in order to meet the customer where they are in that journey, whether they wanna buy apex as a service, whether they wanna buy Equinex metal, whether they wanna have car some, uh, a partner put together, bespoke, do it yourself, combination with other services. Uh, I, I mean, the customers are going to demand a choice of options. I think partners are gonna embrace multiple versions of that so that they can, you know, to meet the customer where they are and take them >>Well, that's, that's incredibly important these days to meet customer where they are, the customers have a lot of choice. It is, but everything that we're all doing is for the customer, ultimately at the end of the day, <laugh> >>Yes, it, it, it, it is. And, and, you know, the customers are getting Savier, but we are all still early in this journey, as far as the edge, you know, I mean, I think we are all still, um, we're all still grappling at the, at for right now. We like to say that as customers are looking to define that the, the footprint that we offer together with Dell gives them an, an awfully robust set of choices for now. And then we wanna continue to invest and expand to be wherever they need us. >>Well, that's the thing about your business? It's it's optionality. I mean, you can't, I mean, the cloud has a lot of stuff, but you can't get everything you want in the cloud. You can, and you can put anything in your data center. That's, that's, you know, it, >>You can, but you may not know what you need yet. And so that's one of the things we spend a lot of time having our solutions, architects and our sales people together, but they'll talk about future proofing, their strategy. So future proofing, that combination of OnPrem and in an Equinex data center, and maybe some public and future proofing leveraging our fabric so that they might elect different SaaS space services or cloud based services a year to five years from now than the year, even thinking about today. And, and they may expand their edge over time, because they may, they may sort of see that as a, at the customer end point today, most businesses are still sort of using a footprint like ours as their edge, but that could change. And so we wanna be there when it does. >>Yeah. That's a great point because you don't wanna necessarily have to rip it out every cup of years. If you, if you, if you can have a, an architecture that can grow. Yeah, sure. You might want to upgrade it >>Well, and it's one, that's one of the most appealing things about services like metal, where they also, uh, they do sort of prevent that sort of rip and replace, but they also help people navigate the supply chain shortages that are going on right now. So this that's been, this has been a trying two years for supply chain shortages, and being able to take advantage of Dell equipment already staged at an Equinex data center and partners can then bring their customers a quicker immediate response. Have >>You also seen this? You mentioned the supply chain shortages, some of the many challenges that we've experienced in a last few years, how much of a factor has the great resignation been? The labor shortages, the cybersecurity skills gap on, on folks coming, Tolin saying help. We don't have the resources here to do this ourselves. >>We have been fortunate to, to not, to, to be, um, if you're asking about how the reservation has affected us as a company, no, >>Your customers >>Or customers that has oh, okay. Yes. So it is, it is a challenge for them, but it's an opportunity for our partners. So what I see there is it's been challenging for customers to hold onto that talent, but partners are filling that gap and we've access Aon fortunate to hold onto a lot of our best and brightest. And so we put them together with our partner and we try to help customers fill those gaps. >>Well, that's most important thing, filling those gaps. >>You, you ever been one in inside one of these ultra modern data centers? I have not, >>Not yet. >>It's pretty cool. Isn't it? I mean, >>Have you, have you ever had a tour of one? >>I I've never had a tour of an Equinix data center, but I've seen some modern data centers that will blow your mind. Well, >>I mean, they, they come with all the requisite, uh, bio and man traps and all of the bells and, and, and whistles that are actually the first slay of physical security. But then once you get into the data center, then we have sort, we get into the virtual and the digital security that you would expect. So it's, >>Yeah, it's good. And you know, it's not like you drive by the data center, it's a big sign. Here's the data center. It is kind of, you know, they're trying to stay a little hidden and then like, it's get in. It's like getting into fork knots. It's probably harder. And then, but then the it's, it's like this giant clean room, right? It's amazingly clean and just huge. >>There are all >>Your >>Mind. And inside this data centers, all the world's networks come together and peer, and then we have inside their, the, the most direct rom reps to the cloud. So you would expect there, there's a, there's a lot of wires and pipes running very neatly through a very secure, >>Clean systems and power system >>Environment. For sure. >>Amazing engineering. >>It is really >>A >>Tour. You should, you, if they do, you let people tour >>Your, I, I will bring both of you on a tour. Awesome. >>I, my guess >>Would love to. >>Yeah. Great. Sounds fantastic >>On that. So >>Last >>Couple, we'll bring a camera. <laugh> Oh, no, we're not allowed. Not today. >>No phones, no phones sequester. So what, what are some of the things that you're excited about seeing and hearing the next couple of days as this is the first time we've all gotten to be together in so long? >>So, um, well, you know, we are excited about the conversations that we're gonna have power of three that I was talking about. So, you know, we really pride ourselves on sort of having that combination add up to more, to benefit the customer. And so this will be sort of a coming out party of sorts for Equinex and Dell will meet with you almost 20 different global partners that are really important to both of us. So I am most excited about those conversations and about, uh, the education I'm gonna get on the ways they're thinking about integrating it differently, because that is good choice for the market. That is good choice for the customer set. So for the enterprises out there, so that I'm most excited about. Awesome. >>Sounds like tremendous opportunity, lots going on this week, but thank you for coming on, just talking An hour of Equinix and Dell better together, the way that your channel partner program is growing. And of course the momentum of the company will can't wait to see what happens next year. Thank >>You. Thank you. Well, we aim to deliver and thank you again for having us. Thanks, >>Jules. Our pleasure for Dave Volante. I'm Lisa Martin, and you're watching the cubes live coverage day one, Dell technologies world live from Las Vegas, stick around. We'll be right back with our next guest.

(upbeat music) >> Welcome to theCUBE coverage of women in tech. International Women's Day 2022. I'm your host, Lisa Martin. Karla Wong joins me next. Country Sales Leader for the Commercial Sector in Peru at AWS. Karla, welcome to theCUBE. >> Thank you so much Lisa and thank you for having me. It's a pleasure to be with you today. >> I'm looking forward to chatting with you. You've been in the tech industry for more than 20 years, you've been a leader in tech and sales and customer service, partners, organizations. Talk to me a little bit about your background. >> I am a system engineer. I have some studies from enterprise direction with a university in Savannah, Columbia and I have a digital transformation certified with MIT in Boston. >> Fantastic, were you always interested in technology or STEM or was it something that you pivoted into somewhere during your career? >> Yes, you know what? Since I was little, I was just fascinated with the technology and all the time I was just trying to figure out how to do things and how to build that things and I remember once I was just, of course many time long ago, I was with this BHS, right? An equipment and I tried to do and tried to understand how this works and just figure out I was with many parts of that equipment and then I didn't realize how to join that parts but it was really funny because all the time I was trying to understand what is behind that kind of equipment, how this works and all the time I was asking and my dad said, I was just feeling so curiosity about that and asking many questions and I have uncles that they are engineers. So I was just all the time asking about that and they said, you know what? You are good in math, maybe you can just decide for an engineering career. They were encouraged me for doing that. So I guess that was my first clue that I'm interested in technology. >> Well, you sounds like you have a natural curiosity that you had great role models in your parents and probably others along your educational route and your career route that kind of encouraged that curiosity and being curious is one of the things that's important to being at AWS. Am I right? >> Yes, it's really important because we promote, you know, our, one of the main leadership principles that you read is learn to be curious and they promote that one, right? They're encouraging you to innovate, to learn more, to try to understand more about our solutions, our customers, how to make the things better and you have the space to propose new things, to do the things better. So they encourage you and they empower you to do that and you feel like your curiosity that you have very natural here's improved and they just promote that you continue to do that. >> That curiosity is so important. I mean, when we think about women in technology and we think about bringing in more thought diversity and DEI, it's important to be curious, to be able to bring different thoughts in so that the organization can be more well rounded, it can learn, you also not only do you lead the sales organization, but you are someone that's very active in volunteering. Tell me a little bit about that and how do you balance leading a sales organization and volunteering at the same time? >> You know, when you talk about this is more like work life balance, right? And when we talk about that you can feel like you need it, right? You need to work on that. It's more like an attitude of it's extremely important to think about mental health for everyone because that of course have impact in your physical health and when you talk about this, it not only matters in terms of attitude, it's action and disciplines as well and you have to keep in mind that. The first thing I believe and all the time I do it give the right value for this balance because it's something that a lot of people want more than anything and I have more than some professional decision thinking about this precisely and I have to thinking of me as a person, my family, how to help the community and you cannot imagine the impact when you decide to go for a volunteering activities how can benefit you and not in only the personal way, in your professional way. Even though you didn't start a volunteering, trying to figure out how this help you in your professional life, you receive a lot of benefits from the volunteering activities and it's amazing how that one's impacting your professional life also. When you are a volunteer, you'll receive new and meaningful experiences. Volunteering can be an excellent getaway to find unique and valuable experiences that you are very difficult to find in a day to day basis, right? And you develop your real life skills, openness to criticism, responsibility, humility, commitment, service, attitude, many things that you can proactively include in your job with your team and you can join with them in teamwork and try to figure out how to engage with them in your activities. This is another way to motivate your team, to build your team, right? Talking with this very valuable experiences and also I find out that that improves your health and mood. >> Sounds very-- >> We talk having-- >> Sorry. >> I'm sorry, no don't worry. >> That's very complimentary, that the volunteer work with leading the sales organization that there's so much value that you're bringing into your sales leadership role from the volunteering that you do. I'm just curious, can you describe some of the volunteer organizations that you work with? I think it's pretty impressive. >> Yes, I started my volunteering 14 years ago I guess but I was in the volunteering activities from the school and my dad was a really strong influence for that because I joined, I remember joining with him and go to do some volunteering activities that he led and I start 14 years I went with Operation and Smile group and then in the last two or three years I start with Project of Love. We are focused on kids with cancer and try to help them to build the last wishes they have because they pass away and at the end of this, this two years ago, I start with local activity that we do for patients with rare diseases and we just try to join two great passion that I have. One is the dance that we have here. The name of our national dance is Marinera Norteña and we are just doing this with a group that they are passion at the same time with this volunteering activities and the dance and we just trying to be the ambassador for and the voice for these patients, try to share with the community, the hard health journey that they have trying to obtain a fair treatment, a fair diagnostic, because they are rare disease and here is very difficult that they investigate about that. So that's why we are just doing this using dance as a way to broadcast our voice and just share happiness and hope and health. >> Happiness and hope. Those are two great things. So as the female leader in the tech industry, what are some of the main challenges that you have found regarding cultural aspects, regarding geographical aspects and LATAM? Talk to me about some of those challenges. >> Let me share with you my personal journey. My challenges started with the moment I decided to start engineering. A career that is traditional considered for men only, although this changes over the time, you will realize that the stereotype remains in many people minds right? It happens not only in Peru I can see it in Latin America. Someone once asked me if I wouldn't like to study something easier for a woman, right? And I just, when I received that question, that helping me to reaffirm that it was taking the right decision and I have the fortune to work with companies that believe in female leadership and the importance of our contribution and empower me to do things differently. Although I must confess that this was not always like this. I experienced the situation when I have to show that I'm so much and more capable and prepared than a man to take a major challenge. So despite the fact in the recent years you have had the great advances in integration of women in the field of science and technology, the gap in equality in equality in this sector still continues and many times the attitude towards women is discriminatory considering that we don't have enough knowledge and we don't have enough strength to overcome challenge without the ability to give the extra mile that is often required, or simply because of a gender issue. And generally speaking, opportunities that they're not equal. Neither in salaries. Several studies have revealed that in the same position since at position level within company, men's salary or benefits are higher than the woman. In addition, sometimes the position for a woman is not necessarily for merit it's just to feel fulfill a gender quota and when it's fulfilled, there's no more opportunities. So it's still a long way to go. We are working in that, we are trying to inspire more women to be part of this world. This is an amazing world and this world needs our leadership, judgment, ambition, as a woman. So that's why we try to inspire and try to be a role model for some young ladies that they are thinking about this career in technology. >> Right, you bring up a great point though about one of the things in terms of hiring for quotas. And as we think about this International Women's Day, this year's theme is Breaking the Bias. Where do you think we are with that? >> I think we have a lot long, long way to go to. Today we don't see that we have more women in some leadership roles in technology. We see more young ladies studying engineering but you know what, when you talk about stereotypes we need to understand, or the bias, the bias is not only what the society it's giving you, it's also your own bias because we need to understand that technology careers is not only for men it's also for a woman. And we need to understand and change the perspective that we see the challenges that we have in our life because sometimes that could be a really stopper in your professional life. And for me, we don't, we really need to understand that it's important. We cannot stop believing in ourself and we can achieve whatever we want. So we never stop pursuing our goals and achieve what you really need to achieve and as I said all the time, get inspired by women with great achievements who have changed this world technology. We have many examples of that for many years. We have Eva Maria Kiesler, the core inventor of Wi-Fi, Radia Joy Perlman, known as the the mother of the internet and Ada Lovelace who became the first female computer programmer. So we have many examples in this story to understand that the limit is on you. So the bias we need to break the first one is the bias that you have of yourself. >> That's a good point. That's a really good point there. I'm curious, what would your recommendation be? You obviously had, you had that natural curiosity that we talked about. You also seems like you had great parents who were very encouraging of all of the different things that you were interested in. What do you recommend for women maybe starting out in the STEM area or in tech in particular? How do they get that courage to just try? >> You know what, the main thing I guess as I mentioned before, is to put aside the stereotypes, right? And get out of your head, the standing out career like science, technology and engineering is only for a man. All the time I have this list for me, that is lesson learned. And my lesson learned is please don't think that you cannot do it. Try it. If you go and the things do not work well, try it again and try it again. So don't feel stopped because you face your first challenge and the challenge it's very difficult, because we have the courage to do that and you know what? It is very and interesting to understand that women has resilience, we have the courage to do anything, we are multi tasking all the time they say women can do many things at the same time and we have this particular way to communicate. We are very inclusive. We make empathy. We're just leading with a cohesion concept of a team. So we need to explore more about our strengths and try to encourage from them. And one of the main things for me is don't feel afraid and transform, you know, when you feel like that, transfer that as your power, you're encouraged to continue. So we need to transform our fears in our, I always said our gasoline to continue and then your motive to be successful. So transform your fears. >> I love that. >> That's my main focus. >> Transform your fear. That's great advice there is. And I will say no, don't be afraid to raise your hand and ask a question 'cause I guarantee you, many people in the room whether it's a physical room these days or it's a virtual video conferencing room, probably have the same question. Be the one to raise your hand and ask. But I love how you're saying transform that fear 'cause it's there. Don't be afraid to fail but also we need to have those female role models, mentors and sponsors that we can see that can have help us kind of in that transformation process, that mentorship is really critical to help guide that along. >> Yes, yes, yes, that's correct and I will, I am, I was really fortunate because I have real role models in my life not only, as I mentioned my dad and also one of the things that I recognize in this company that I work for that empower leadership from women and I identify some role models I want to follow and I ask her in each particular company to be my coach and to be my mentor, because of course you are starting in the technology side and you need more from others that they can share with you her wisdom, right? And try to give you advice, how to work on that. And I always said, and I will always repeat because I sometimes I have the opportunity to mentor young ladies that they are very curious about the technology side and I share with them my experience, my lesson learned so they can build their own story to do this and I share all the time don't compete in a male environment in a gray suit. You have your own personality, you have your own strengths, you're a woman and you have your strength as a woman. Show that, be, you know, the black point in the middle of the white environment because you're different, your leadership is different. You have to understand that, value that and explore more about that so you can inspire others and you can inspire yourself and it's fair to say, please identify your achievements and value them because you deserve that, you fight for them and you have to be celebrate for that. >> Right. >> So that's the main, you know, the main idea when I share with these ladies but it's right, it's fair to be recognized for that. It's your effort, it's your way to do the things differently and it's very appreciated. >> Very appreciated and very inspiring. Thank you so much Karla for sharing your story, how you are balancing work life volunteerism, how it's complimentary. I found this conversation very inspiring so thank you so much for joining me today. >> Thank you. No, thank you so much Lisa. It was really a pleasure for me to be with you today. >> Excellent, likewise. For Karla Wong, I'm Lisa Martin. You're watching theCUBE's coverage of women in tech, International Women's Day 2022. 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