(bright music) >> Hi, everybody, this is Dave Vellante, welcome back to Supercloud 2. Last August, at the first Supercloud event, we invited the broader community to help further define Supercloud, we assessed its viability, and identified the critical elements and deployment models of the concept. The objectives here at Supercloud too are, first of all, to continue to tighten and test the concept, the second is, we want to get real world input from practitioners on the problems that they're facing and the viability of Supercloud in terms of applying it to their business. So on the program, we got companies like Walmart, Sachs, Western Union, Ionis Pharmaceuticals, NASDAQ, and others. And the third thing that we want to do is we want to drill into the intersection of cloud and data to project what the future looks like in the context of Supercloud. So in this segment, we want to explore the concept of data architectures and what's going to be required for Supercloud. And I'm pleased to welcome one of our Supercloud sponsors, ChaosSearch, Ed Walsh is the CEO of the company, with Thomas Hazel, who's the Founder, CTO, and Chief Scientist. Guys, good to see you again, thanks for coming into our Marlborough studio. >> Always great. >> Great to be here. >> Okay, so there's a little debate, I'm going to put you right in the spot. (Ed chuckling) A little debate going on in the community started by Bob Muglia, a former CEO of Snowflake, and he was at Microsoft for a long time, and he looked at the Supercloud definition, said, "I think you need to tighten it up a little bit." So, here's what he came up with. He said, "A Supercloud is a platform that provides a programmatically consistent set of services hosted on heterogeneous cloud providers." So he's calling it a platform, not an architecture, which was kind of interesting. And so presumably the platform owner is going to be responsible for the architecture, but Dr. Nelu Mihai, who's a computer scientist behind the Cloud of Clouds Project, he chimed in and responded with the following. He said, "Cloud is a programming paradigm supporting the entire lifecycle of applications with data and logic natively distributed. Supercloud is an open architecture that integrates heterogeneous clouds in an agnostic manner." So, Ed, words matter. Is this an architecture or is it a platform? >> Put us on the spot. So, I'm sure you have concepts, I would say it's an architectural or design principle. Listen, I look at Supercloud as a mega trend, just like cloud, just like data analytics. And some companies are using the principle, design principles, to literally get dramatically ahead of everyone else. I mean, things you couldn't possibly do if you didn't use cloud principles, right? So I think it's a Supercloud effect, you're able to do things you're not able to. So I think it's more a design principle, but if you do it right, you get dramatic effect as far as customer value. >> So the conversation that we were having with Muglia, and Tristan Handy of dbt Labs, was, I'll set it up as the following, and, Thomas, would love to get your thoughts, if you have a CRM, think about applications today, it's all about forms and codifying business processes, you type a bunch of stuff into Salesforce, and all the salespeople do it, and this machine generates a forecast. What if you have this new type of data app that pulls data from the transaction system, the e-commerce, the supply chain, the partner ecosystem, et cetera, and then, without humans, actually comes up with a plan. That's their vision. And Muglia was saying, in order to do that, you need to rethink data architectures and database architectures specifically, you need to get down to the level of how the data is stored on the disc. What are your thoughts on that? Well, first of all, I'm going to cop out, I think it's actually both. I do think it's a design principle, I think it's not open technology, but open APIs, open access, and you can build a platform on that design principle architecture. Now, I'm a database person, I love solving the database problems. >> I'm waited for you to launch into this. >> Yeah, so I mean, you know, Snowflake is a database, right? It's a distributed database. And we wanted to crack those codes, because, multi-region, multi-cloud, customers wanted access to their data, and their data is in a variety of forms, all these services that you're talked about. And so what I saw as a core principle was cloud object storage, everyone streams their data to cloud object storage. From there we said, well, how about we rethink database architecture, rethink file format, so that we can take each one of these services and bring them together, whether distributively or centrally, such that customers can access and get answers, whether it's operational data, whether it's business data, AKA search, or SQL, complex distributed joins. But we had to rethink the architecture. I like to say we're not a first generation, or a second, we're a third generation distributed database on pure, pure cloud storage, no caching, no SSDs. Why? Because all that availability, the cost of time, is a struggle, and cloud object storage, we think, is the answer. >> So when you're saying no caching, so when I think about how companies are solving some, you know, pretty hairy problems, take MySQL Heatwave, everybody thought Oracle was going to just forget about MySQL, well, they come out with Heatwave. And the way they solve problems, and you see their benchmarks against Amazon, "Oh, we crush everybody," is they put it all in memory. So you said no caching? You're not getting performance through caching? How is that true, and how are you getting performance? >> Well, so five, six years ago, right? When you realize that cloud object storage is going to be everywhere, and it's going to be a core foundational, if you will, fabric, what would you do? Well, a lot of times the second generation say, "We'll take it out of cloud storage, put in SSDs or something, and put into cache." And that adds a lot of time, adds a lot of costs. But I said, what if, what if we could actually make the first read hot, the first read distributed joins and searching? And so what we went out to do was said, we can't cache, because that's adds time, that adds cost. We have to make cloud object storage high performance, like it feels like a caching SSD. That's where our patents are, that's where our technology is, and we've spent many years working towards this. So, to me, if you can crack that code, a lot of these issues we're talking about, multi-region, multicloud, different services, everybody wants to send their data to the data lake, but then they move it out, we said, "Keep it right there." >> You nailed it, the data gravity. So, Bob's right, the data's coming in, and you need to get the data from everywhere, but you need an environment that you can deal with all that different schema, all the different type of technology, but also at scale. Bob's right, you cannot use memory or SSDs to cache that, that doesn't scale, it doesn't scale cost effectively. But if you could, and what you did, is you made object storage, S3 first, but object storage, the only persistence by doing that. And then we get performance, we should talk about it, it's literally, you know, hundreds of terabytes of queries, and it's done in seconds, it's done without memory caching. We have concepts of caching, but the only caching, the only persistence, is actually when we're doing caching, we're just keeping another side-eye track of things on the S3 itself. So we're using, actually, the object storage to be a database, which is kind of where Bob was saying, we agree, but that's what you started at, people thought you were crazy. >> And maybe make it live. Don't think of it as archival or temporary space, make it live, real time streaming, operational data. What we do is make it smart, we see the data coming in, we uniquely index it such that you can get your use cases, that are search, observability, security, or backend operational. But we don't have to have this, I dunno, static, fixed, siloed type of architecture technologies that were traditionally built prior to Supercloud thinking. >> And you don't have to move everything, essentially, you can do it wherever the data lands, whatever cloud across the globe, you're able to bring it together, you get the cost effectiveness, because the only persistence is the cheapest storage persistent layer you can buy. But the key thing is you cracked the code. >> We had to crack the code, right? That was the key thing. >> That's where the plans are. >> And then once you do that, then everything else gets easier to scale, your architecture, across regions, across cloud. >> Now, it's a general purpose database, as Bob was saying, but we use that database to solve a particular issue, which is around operational data, right? So, we agree with Bob's. >> Interesting. So this brings me to this concept of data, Jimata Gan is one of our speakers, you know, we talk about data fabric, which is a NetApp, originally NetApp concept, Gartner's kind of co-opted it. But so, the basic concept is, data lives everywhere, whether it's an S3 bucket, or a SQL database, or a data lake, it's just a node on the data mesh. So in your view, how does this fit in with Supercloud? Ed, you've said that you've built, essentially, an enabler for that, for the data mesh, I think you're an enabler for the Supercloud-like principles. This is a big, chewy opportunity, and it requires, you know, a team approach. There's got to be an ecosystem, there's not going to be one Supercloud to rule them all, so where does the ecosystem fit into the discussion, and where do you fit into the ecosystem? >> Right, so we agree completely, there's not one Supercloud in effect, but we use Supercloud principles to build our platform, and then, you know, the ecosystem's going to be built on leveraging what everyone else's secret powers are, right? So our power, our superpower, based upon what we built is, we deal with, if you're having any scale, or cost effective scale issues, with data, machine generated data, like business observability or security data, we are your force multiplier, we will take that in singularly, just let it, simply put it in your object storage wherever it sits, and we give you uniformity access to that using OpenAPI access, SQL, or you know, Elasticsearch API. So, that's what we do, that's our superpower. So I'll play it into data mesh, that's a perfect, we are a node on a data mesh, but I'll play it in the soup about how, the ecosystem, we see it kind of playing, and we talked about it in just in the last couple days, how we see this kind of possibly. Short term, our superpowers, we deal with this data that's coming at these environments, people, customers, building out observability or security environments, or vendors that are selling their own Supercloud, I do observability, the Datadogs of the world, dot dot dot, the Splunks of the world, dot dot dot, and security. So what we do is we fit in naturally. What we do is a cost effective scale, just land it anywhere in the world, we deal with ingest, and it's a cost effective, an order of magnitude, or two or three order magnitudes more cost effective. Allows them, their customers are asking them to do the impossible, "Give me fast monitoring alerting. I want it snappy, but I want it to keep two years of data, (laughs) and I want it cost effective." It doesn't work. They're good at the fast monitoring alerting, we're good at the long-term retention. And yet there's some gray area between those two, but one to one is actually cheaper, so we would partner. So the first ecosystem plays, who wants to have the ability to, really, all the data's in those same environments, the security observability players, they can literally, just through API, drag our data into their point to grab. We can make it seamless for customers. Right now, we make it helpful to customers. Your Datadog, we make a button, easy go from Datadog to us for logs, save you money. Same thing with Grafana. But you can also look at ecosystem, those same vendors, it used to be a year ago it was, you know, its all about how can you grow, like it's growth at all costs, now it's about cogs. So literally we can go an environment, you supply what your customer wants, but we can help with cogs. And one-on one in a partnership is better than you trying to build on your own. >> Thomas, you were saying you make the first read fast, so you think about Snowflake. Everybody wants to talk about Snowflake and Databricks. So, Snowflake, great, but you got to get the data in there. All right, so that's, can you help with that problem? >> I mean we want simple in, right? And if you have to have structure in, you're not simple. So the idea that you have a simple in, data lake, schema read type philosophy, but schema right type performance. And so what I wanted to do, what we have done, is have that simple lake, and stream that data real time, and those access points of Search or SQL, to go after whatever business case you need, security observability, warehouse integration. But the key thing is, how do I make that click, click, click answer, and do it quickly? And so what we want to do is, that first read has to be fast. Why? 'Cause then you're going to do all this siloing, layers, complexity. If your first read's not fast, you're at a disadvantage, particularly in cost. And nobody says I want less data, but everyone has to, whether they say we're going to shorten the window, we're going to use AI to choose, but in a security moment, when you don't have that answer, you're in trouble. And that's why we are this service, this Supercloud service, if you will, providing access, well-known search, well-known SQL type access, that if you just have one access point, you're at a disadvantage. >> We actually talked about Snowflake and BigQuery, and a different platform, Data Bricks. That's kind of where we see the phase two of ecosystem. One is easy, the low-hanging fruit is observability and security firms. But the next one is, what we do, our super power is dealing with this messy data that schema is changing like night and day. Pipelines are tough, and it's changing all the time, but you want these things fast, and it's big data around the world. That's the next point, just use us alongside, or inside, one of their platforms, and now we get the best of both worlds. Our superpower is keeping this messy data as a streaming, okay, not a batch thing, allow you to do that. So, that's the second one. And then to be honest, the third one, which plays you to Supercloud, it also plays perfectly in the data mesh, is if you really go to the ultimate thing, what we have done is made object storage, S3, GCS, and blob storage, we made it a database. Put, get, complex query with big joins. You know, so back to your original thing, and Muglia teed it up perfectly, we've done that. Now imagine if that's an ecosystem, who would want that? If it's, again, it's uniform available across all the regions, across all the clouds, and it's right next to where you are building a service, or a client's trying, that's where the ecosystem, I think people are going to use Superclouds for their superpowers. We're really good at this, allows that short term. I think the Snowflakes and the Data Bricks are the medium term, you know? And then I think eventually gets to, hey, listen if you can make object storage fast, you can just go after it with simple SQL queries, or elastic. Who would want that? I think that's where people are going to leverage it. It's not going to be one Supercloud, and we leverage the super clouds. >> Our viewpoint is smart object storage can be programmable, and so we agree with Bob, but we're not saying do it here, do it here. This core, fundamental layer across regions, across clouds, that everyone has? Simple in. Right now, it's hard to get data in for access for analysis. So we said, simply, we'll automate the entire process, give you API access across regions, across clouds. And again, how do you do a distributed join that's fast? How do you do a distributed join that doesn't cost you an arm or a leg? And how do you do it at scale? And that's where we've been focused. >> So prior, the cloud object store was a niche. >> Yeah. >> S3 obviously changed that. How standard is, essentially, object store across the different cloud platforms? Is that a problem for you? Is that an easy thing to solve? >> Well, let's talk about it. I mean we've fundamentally, yeah we've extracted it, but fundamentally, cloud object storage, put, get, and list. That's why it's so scalable, 'cause it doesn't have all these other components. That complexity is where we have moved up, and provide direct analytical API access. So because of its simplicity, and costs, and security, and reliability, it can scale naturally. I mean, really, distributed object storage is easy, it's put-get anywhere, now what we've done is we put a layer of intelligence, you know, call it smart object storage, where access is simple. So whether it's multi-region, do a query across, or multicloud, do a query across, or hunting, searching. >> We've had clients doing Amazon and Google, we have some Azure, but we see Amazon and Google more, and it's a consistent service across all of them. Just literally put your data in the bucket of choice, or folder of choice, click a couple buttons, literally click that to say "that's hot," and after that, it's hot, you can see it. But we're not moving data, the data gravity issue, that's the other. That it's already natively flowing to these pools of object storage across different regions and clouds. We don't move it, we index it right there, we're spinning up stateless compute, back to the Supercloud concept. But now that allows us to do all these other things, right? >> And it's no longer just cheap and deep object storage. Right? >> Yeah, we make it the same, like you have an analytic platform regardless of where you're at, you don't have to worry about that. Yeah, we deal with that, we deal with a stateless compute coming up -- >> And make it programmable. Be able to say, "I want this bucket to provide these answers." Right, that's really the hope, the vision. And the complexity to build the entire stack, and then connect them together, we said, the fabric is cloud storage, we just provide the intelligence on top. >> Let's bring it back to the customers, and one of the things we're exploring in Supercloud too is, you know, is Supercloud a solution looking for a problem? Is a multicloud really a problem? I mean, you hear, you know, a lot of the vendor marketing says, "Oh, it's a disaster, because it's all different across the clouds." And I talked to a lot of customers even as part of Supercloud too, they're like, "Well, I solved that problem by just going mono cloud." Well, but then you're not able to take advantage of a lot of the capabilities and the primitives that, you know, like Google's data, or you like Microsoft's simplicity, their RPA, whatever it is. So what are customers telling you, what are their near term problems that they're trying to solve today, and how are they thinking about the future? >> Listen, it's a real problem. I think it started, I think this is a a mega trend, just like cloud. Just, cloud data, and I always add, analytics, are the mega trends. If you're looking at those, if you're not considering using the Supercloud principles, in other words, leveraging what I have, abstracting it out, and getting the most out of that, and then build value on top, I think you're not going to be able to keep up, In fact, no way you're going to keep up with this data volume. It's a geometric challenge, and you're trying to do linear things. So clients aren't necessarily asking, hey, for Supercloud, but they're really saying, I need to have a better mechanism to simplify this and get value across it, and how do you abstract that out to do that? And that's where they're obviously, our conversations are more amazed what we're able to do, and what they're able to do with our platform, because if you think of what we've done, the S3, or GCS, or object storage, is they can't imagine the ingest, they can't imagine how easy, time to glass, one minute, no matter where it lands in the world, querying this in seconds for hundreds of terabytes squared. People are amazed, but that's kind of, so they're not asking for that, but they are amazed. And then when you start talking on it, if you're an enterprise person, you're building a big cloud data platform, or doing data or analytics, if you're not trying to leverage the public clouds, and somehow leverage all of them, and then build on top, then I think you're missing it. So they might not be asking for it, but they're doing it. >> And they're looking for a lens, you mentioned all these different services, how do I bring those together quickly? You know, our viewpoint, our service, is I have all these streams of data, create a lens where they want to go after it via search, go after via SQL, bring them together instantly, no e-tailing out, no define this table, put into this database. We said, let's have a service that creates a lens across all these streams, and then make those connections. I want to take my CRM with my Google AdWords, and maybe my Salesforce, how do I do analysis? Maybe I want to hunt first, maybe I want to join, maybe I want to add another stream to it. And so our viewpoint is, it's so natural to get into these lake platforms and then provide lenses to get that access. >> And they don't want it separate, they don't want something different here, and different there. They want it basically -- >> So this is our industry, right? If something new comes out, remember virtualization came out, "Oh my God, this is so great, it's going to solve all these problems." And all of a sudden it just got to be this big, more complex thing. Same thing with cloud, you know? It started out with S3, and then EC2, and now hundreds and hundreds of different services. So, it's a complex matter for a lot of people, and this creates problems for customers, especially when you got divisions that are using different clouds, and you're saying that the solution, or a solution for the part of the problem, is to really allow the data to stay in place on S3, use that standard, super simple, but then give it what, Ed, you've called superpower a couple of times, to make it fast, make it inexpensive, and allow you to do that across clouds. >> Yeah, yeah. >> I'll give you guys the last word on that. >> No, listen, I think, we think Supercloud allows you to do a lot more. And for us, data, everyone says more data, more problems, more budget issue, everyone knows more data is better, and we show you how to do it cost effectively at scale. And we couldn't have done it without the design principles of we're leveraging the Supercloud to get capabilities, and because we use super, just the object storage, we're able to get these capabilities of ingest, scale, cost effectiveness, and then we built on top of this. In the end, a database is a data platform that allows you to go after everything distributed, and to get one platform for analytics, no matter where it lands, that's where we think the Supercloud concepts are perfect, that's where our clients are seeing it, and we're kind of excited about it. >> Yeah a third generation database, Supercloud database, however we want to phrase it, and make it simple, but provide the value, and make it instant. >> Guys, thanks so much for coming into the studio today, I really thank you for your support of theCUBE, and theCUBE community, it allows us to provide events like this and free content. I really appreciate it. >> Oh, thank you. >> Thank you. >> All right, this is Dave Vellante for John Furrier in theCUBE community, thanks for being with us today. You're watching Supercloud 2, keep it right there for more thought provoking discussions around the future of cloud and data. (bright music)

(upbeat music) >> Hey, everyone. Welcome to theCUBE's coverage of Women in Tech: International Women's Day, 2022. I'm your host, Lisa Martin. Erin Chu joins me next. Life Sciences Lead at AWS Open Data. Erin, welcome to the program. >> Thanks so much for having me, Lisa. Tell me a little bit about you and your role at AWS. >> I would love to. So I am a life sciences lead on the AWS Open Data team, and we are really in the business of democratizing access to data. We believe that if you make high quality, high impact data openly available in the cloud, that people can start innovate, make discoveries and do science faster with those data. So we have a number of specialists with expertise in different domains. Geospatial sciences, climate sustainability, statistical regulatory and then of course myself, the life sciences lead. >> So, you have a really interesting background. You're a veterinarian by training. You have a PhD, you've worked in mobile veterinary clinics, and also in an animal genomic startup, how did you make the change from the clinical side to working for a large international, one of the biggest companies in the world? >> Yeah, I love that question because so much of, I think, anybody's career path is serendipitous and circumstantial, right? But the fact is I was working in a mobile veterinary clinics while I was finishing up a PhD in molecular genomics. And at the same time was reached out to by a professor at Cornell who had started a little dog genomic startup. And he said, "Hey, we need a veterinarian who can talk to people and who understands the genomic side of things?" And I said, "Yeah, I'm your girl." And I came on full time with that startup towards the end of my PhD, signed on after I finished, came on on as their senior veterinary geneticist. Startups a great whirlwind. You end up learning a ton. You have a huge, deep learning curve. You're wearing every possible hat you can. And after a couple years there, I wondered what else I could do. And simply said, where else could I look for work? And how else could I grow? And I decided to try the larger tech world, because I said, this is a toolkit I don't have yet. So I'd like to try and see how I can do it, and here I am. >> And you, I was reading about you that you felt empowered by the notion that I have to trust my instincts. You look at careers in biology, you decided what directions you wanted to take but how did you kind of conjure that feeling of empowerment? >> Yeah, I have to see say I have an incredibly supportive team and in supportive manager, but a lot of it was simply because I've never been afraid to fail. The worst thing that someone can ever say to you is, no or that you didn't do that well. Once you come across that once in your life, it doesn't hurt so bad the second time around. And so, I was hired for a very specific data set that my team was helping to manage. And that does take up a good deal of my time, it still does, but I also had the freedom to say, "Hey, what are the trends in biology? I am an expert in this field. What do I know is coming around the corner? What do I know my researchers need?" And I was entrusted with that, this ability to say, "Hey, these are the decisions I think we should make." And I got to see those outcomes fairly quickly. So, my managers have always put a good deal of trust in me and I don't think I've let them down. >> I'm sure you haven't. Tell me a little bit about some of your mentors or sponsors that have helped guide you along the way and really kind of feel that empowerment that you already had. >> Absolutely. Well, the first and foremost mentor in has been my mother. So, in the spirit of International Women's Day, my mom is actually the first Asian engineer to ever reach executive level. Asian female engineer to ever reach executive level at IBM. And so, I spent my life seeing what my mother could do, and watching her just succeed. And I think very early it clear, she said, "What can't you do?" And that was kind of how I approached my entire life, is what can't I do, and what's the worst thing that will happen. You fail and then you try again. So she is absolutely my first mentor, and a role model to me and hopefully to women everywhere, honestly. I've had some amazing teachers and mentors. My professor who oversaw my PhD, Dr. Paul Soloway. He's currently still at Cornell, really just said, "What decisions do you want to make?" And, "I will support you in the best way I can." And we learned a lot together. I have a professor at Cornell who I still come back. I speak at her alternate careers in veterinary medicine because she just... And she was the one who told me, "Erin, you have a really high buoyancy factor. Don't lose that." And her name is Dr. Carolyn McDaniel. And she has just been such a positive force just saying, "What else could we do?" >> Well, that's- >> And, "Never let your degrees or your training say that this is what you have to do. Think of it as a starting point." >> That's a great point. We often, especially when we're little kids, many of us, you think of these very defined, doctor, lawyer, accountants, nurse instead of having something like you do and being able to go, what else can I do with this? How can I take this education, this information and the interest that I have and parlay it into something that really can kick the door wide open. And to your point, I love how your mom was saying, "What can't you do?" That's a message that everyone needs to hear. And there's an AWS Open Data Sponsorship Program. Talk to me a little bit about that. I'm always interested in sponsorship programs. >> Oh, thanks for asking. So the Open Data Sponsorship Program or the ODP since Open Data Sponsorship Program can be a little mouthful after you say it a few times, but the ODP is a program that AWS sponsors where we will actually cover at the cost of storage transfer and egress of high impact data sets in the cloud. Basically, we know that sometimes the barrier to getting into cloud can be very high for certain providers of gold standard data sets. And when I mean gold standard data sets, I mean like NASA Sentinel-2, or the National Institutes of Health Sequence Read Archive. These are invaluable data sets that are ingested by thousands if not millions of users every day. And what we want to do is lower that barrier to cloud and efficient distribution of those data to zero. So, the program is actually open to anybody. It can be a government entity, it can be a startup, it can be nonprofit. We want to understand more about your data and help you distribute it well in the cloud. >> So this is for any type of organization regardless of industry? >> That's right. >> So, you're really allowing more organizations... One of the things that we say often when we're talking on theCUBE is that every company these days is a data company, or it has to be. Every company has to be a tech company, whether we're talking about your grocery store or AWS, for example. So helping organizations to be able to take that data, understand it, and have those personal conversations that as consumers we expect is critical, but it's challenging for organizations that say, "Well, I came up in retail and now I've got to be a tech company." Talk to me about kind of empowering organizations to be able to use that data, to grow the organization, grow the business, but also to delight customers 'cause of course we are quite picky. >> You're so right. Data is power and it doesn't matter what you are selling or who you are serving. If you have the data about your product. And also to some degree, the data about who your consumers are, you can really tailor an experience. I always tell my colleagues that data is impersonal, right? You can look at bits and bites, numbers, structured columns and rows, but you can funnel data into a truly personal experience as long as you do you it right. And hopefully, when I work with my data providers I ask them, how do you want people to use your data? What are the caveats? How can we make these data easy to work with? But also easy to draw correct insights from. >> Right, that easy to use is critical because as you know the proliferation of data just continues and it will continue. If we think of experiences. I want to go back to your experience. What's been the biggest learning curve that you've had so far? >> Oh my gosh. So, the best part of being at a large company is that you're not in the same room or even like whatever the same slack channel as all of your colleagues, right? Coming from a startup or clinical space where quite literally you are in the same room as everybody 'cause there are less than 60 of you, you could just talk to the person who might be an internal stakeholder. You had that personal relationship, and frankly, like most of the time your views were very aligned. It was sell the product, get to MVP. Moving into larger tech, the steepest curve I had other than becoming very comfortable in the cloud, in all the services that AWS has to offer, were to manage those internal relationships. You have to understand who the stakeholders are. There typically many, many of them for any given project or a company that we're serving. And you have to make sure that you're all aligned internally, make sure that everyone gets what they need and that we reach that end to ultimately serve the customer together. >> Yeah, that communication and collaboration is key. And that's something that we've seen over the last two years, is how dependent we've all become on collaboration tools. But it is a different type of relationship. You're right. Going from a clinic where you're all in the same room or the same location to everyone being distributed globally. Relationship management there is key. It's one of my favorite things about being in tech is that, I think it's such a great community. It's a small community, and I think there's so there's so much opportunity there. If you're a good person, you manage those relationships and you learn how to work with different types of people. You'll always be successful. Talk to me about what you would say, if someone's saying, "Erin, I need some advice. I want to change industries or I want to take this background that I have, and use it in a different industry." What are the three pieces of advice that you would share? >> Oh, absolutely. So, the first thing that I always talk with my... I have quite a few colleagues who have approached me from all different parts of my life. And they've said, "Erin, how did you make the change? And how can I make a change?" And the first thing I say is let's look at your resume and define what your translational skills are. That is so big, right? It doesn't matter what you think you're a specialist in, it's how generalizable are those specialty skills and how can you show that to somebody who's looking at your resume. Let's call it a nontraditional resume. And the second is don't hesitate to ask question. Go for the informational interview. People want to tell you about how they've gotten to where they are and how you might be able to get there too. And so I say, get on LinkedIn and start asking questions. If one person says yes, and you get no responses I call that a success. Don't be afraid of not getting a response, that's okay. And the last thing, and I think this is the most important thing is to hold onto the things that make you happy no matter where you are in your life. It's important to realize you are more than your job. It is important to remember what makes you happy and try to hang on those. I am a gym rat. I admit that I am a gym rat. I'm in the gym five days a week. I have a horse. I go out to see him at least two or three a days. I know it's typical veterinarian, right? You just collect niches until you run out of things you want to pay for. But those are things that have been constant through 20 plus years of being in the workforce. And they've been what kept me going. Let's revise that in ten years. >> So critical because as we all know tech can be all consuming. It will take everything if you let it. So being able to have... We always talk about the balance. Well, the balance is hard. It's definitely a way to scale, right? It's going back and forth, but being able to hold onto the things that actually make you who you are, I think make you better at your job, probably more productive and happier. >> I agree. I totally agree. >> Another thing that you believe, which I love, this is an important message is that, if you look at a job, I like how you said earlier, the worst they can say is no. You have nothing to lose. And it's really true. As scary as that is same thing with raising your hand as you say, and I agree with you about that. Ask a question. It's not a dumb question. I guarantee you. If you're in a room or you're on a Zoom or even in a slack channel. A fair number of people probably have the same question. Be the one to raise your hand and say, "Maybe I missed this. Can you clarify this?" But you also think that you don't have to meet all the job requirements. If you see something that says, five years experience in this or 10 years in that or must have this degree or that degree, you're saying you don't have to meet all that criteria. >> I agree. Yeah, that's another big thing is that, I'll literally talk to people who are like, "Well, Erin, this job application, look at all these requirements and I can't fill these requirements." I'm like, "First of all, who says you can't?" Just because you don't have a certification, what has your work thus far done to reflect that? Yeah, you can meet that requirement, even if you don't have an official certification. But two, like what's the worst thing that happens. You don't get a call back from a recruiter. That's okay. I have so many friends who are afraid of failure, and I tell them, just fail once doesn't hurt. It never hurts as much as you think it's going to hurt. And then you just keep going. >> You keep going and you learn. But you've also brought up a great point about those transfer growth skills or those soft skills that are so important. Communication skills, for example. Relationship building skills that may not be in that written job description. So you may not think about actually there's a tremendous amount of importance that these skills have. That having this kind of breadth of background. I think is always so interesting we think about thought diversity, and if we're talking about women in tech. We know that the number of women in technical roles is is still pretty low, but there's so much data that shows that companies that have even 30% females on their executive staff are more performant and more profitable. So that thought diversity is important, but we need more women to be able to feel that empowerment I think that you feel. >> Yes. >> So when you think of International Women's Day with the theme of breaking the bias, what does that mean to you and where do you feel we are in terms of breaking the bias? >> Yeah, so it's interesting, I was just on a working group with some of my colleagues from our larger organization at AWS. And we were talking about, what are different kinds of bias and what our strategies to go ahead and combat them. The fact is we are all making progress and it has to be in one step at a time. I don't think that if we snapped our fingers, things would just go away. You have to take one step at a time. I also come at it from a data perspective, right? I'm a data person. I work with data. And like I said, data is, or data are, if you want to be correct. Data are impersonal, right? They are just statistics, their numbers, but you can use data to suddenly say, "Hey, where are the biases? And how can we fix them?" So I'm going to give you a great example. So my mother, again, a wonderful woman, a super amazing role model to me. She was diagnosed with breast cancer last year. And she being a smart lady, actually looked online. She went online on Google Scholar and PubMed Central. And she said, "May, look..." May is my little nickname. She goes, "Look at these numbers." She said, "My prognosis is terrible. Look at these numbers, how can you say that this is worth it. That chemotherapy is worth it." And I looked at it and I said, "Mom, I hate to break this to you. But this is a retrospective study of several thousand women from the Bavarian cancer registry." And you might guess I am not a Bavarian origin. I had a chat with her and I said, "Mom, let's look at the data. What are the data? And how can you take away stuff from this with the caveat that you may very well not have the same genetic background as some of the women or most of the women in this registry." There are biases. We know when we look at population sequencing, when we look at the people who are sequenced, the people who put in medical survey information. There are not representations of certain ethnicities of certain sexes, of certain parts of the country. One of the things I really want to do in the next three years is say, how can we support people who are trying to increase representation and research so that every single woman gets the right care and can feel like they are themselves represented in what we call precision medicine or personalized care. >> Absolutely. >> That's a long story. >> It was a great story. >> That was a long answer to answer your question. >> You talked about how your mom was a great inspiration to you and it sounds like you've been quite a great inspiration to her as well. Was a delight talking with you, Erin. Congratulations on your success on being able to be one of those people that is helping to break the bias. We appreciate your time. >> Thanks, Lisa. >> My pleasure. For Erin Chu, I'm Lisa Martin. You're watching Women in Tech: International Women's Day, 2022. (upbeat music)

>>mhm Yes. Mhm. Mhm. >>Hey, welcome to the cubes coverage of Dell technologies world, the digital event experience. I'm your host lisa martin. I have alumni back with me and a new guest joining us. David Reed is back the Senior director of product management at Dell Technologies Devon welcome back to the cube. >>Hi there. Hi there, lisa. Having thanks for having me back. It's great to be here. >>Yeah, Virtual or not. It's great and some GT metal joins us the senior director of cloud product marketing at Dell Technologies. Some give me it's great to have you on the program. >>Thank you. Happy to be here lisa. >>So we're gonna be talking about Apex. This was a big announcement at Dell Technologies really 2020 also a digital experience just about six months or so ago talking about the future of dull and transitioning its platform to the as a service model that we want to dig into that, see what's going on there. So I'm doing the start us off embracing service rather the as a service model. That was a huge transition, huge step bold for Dell for its future from your lens, What does it mean? What's going on and with regards to the cloud, talk to me about some of the impacts? >>Yeah, no, it has it has been a multi year journey for us and uh it's really exciting to be part of this journey. We have done a lot of work to establish modern commerce and apex models. Um, you know, it really plays to our strength. We have led the infrastructure space for a number of years. So I really think with as a service, what we are doing is doing what we do really well but delivering more value to our customers at a much faster clip. So it puts us in a great position to continue to be that technology partner that our customers come to rely on and and frankly count us uh you know, as their true essential partners for their success. >>Devon talk to me about what it takes to engineer solutions like this. We mentioned this is a big big transformative strategic direction, directional shift. But how does this as a service model with apex differ from traditional models of infrastructure solutions that are in the data center? >>Yeah sure lisa. So I think at a very high level it differs a lot. And if I think about three major differences from how we build our traditional Capex business and our technology versus what we're doing it as a service. The first thing that comes to my mind is that we're trying to build outcomes for customers and what that really means. If you look back to how we sell infrastructure gear for the longest time, a customer would basically have to pick the technology, uh, price the technology, They would get a quote with a lot of different line items on it, with different pricing and then they would purchase the product outright and then they would have to manage that product themselves. And what we're really trying to do here is go to an outcome based model where the customer doesn't need to focus on the technology. They just need to focus on the business outcome that they're really getting in. The case that we're talking about here today is really around our apex cloud services. So they just have to choose whether they're getting a hybrid cloud service or a private cloud service and then pick their instances and then we, we ship them, uh, infrastructure right to their door. And that's another thing that we've had to do is we've had to change our processes because we need to make sure that these services are up and ready to be used in a very short amount of time. So we're targeting two weeks from the time that the order is dropped until the time that they can actually start operating on the gear um to shrink that time to value and really improve that uh that value statement for them. And then the third is that we really have to really partner with our customers on security and trust because we're managing this infrastructure for them as opposed to just uh sending the infrastructure on prem and having the customer deal with it all. So we we need to be a trusted partner uh in all of these infrastructure services. So there's a lot of a lot of differences in the way we engineer here, >>outcomes time to value and security. I want to pivot on that security front for second. We've been talking about it for a long time since you've talked to me as the senior director of product marketing. Where are your customers with respect to security comfort, confidence in apex and as a service? >>Yeah. No, I'm glad you asked that question lisa In fact, that is by far what we are seeing from a customer eagerness to learn perspective. We are seeing a lot of customers that are very cautious and we and our measured about their compliance needs. They are really thinking about, hey, how do I meet? How do I continue to deliver on my, on my business outcomes but also be compliant with the regulations that I'm responsible for. And, and we are seeing, um, you know, uh, like customers like as public cloud became a mainstream thing. A lot of customers moved to public cloud but quickly realized that it wasn't end all be all. And they had to think about their workloads differently. They have to think about the risk around some of their critical workloads differently. And this is where apex Hybrid cloud and apex private cloud are really helping them meet those compliance and regulatory needs for their business. And so with, with these offers in market, that's been a big part of most of our customer conversations that we are seeing today. >>Did you see any acceleration? You know, as we've all experienced a very disrupted market in the last 13 plus months, we saw a huge acceleration in digital transformation, out of necessity businesses that we're pivoting multiple times to try to survive and now thrive as this hopefully becomes a post pandemic world. So dana just question for you talk to me about some of the things that you saw in the market with respect to customers, maybe certain industries that really leaned heavily on this? >>Yeah, like within, within a day or two, most businesses had to pivot and and most of their workforce was trying to access their company information And company data from, from, you know, which was not part of what they have planned for. They probably thought about it, but they didn't have plans in place and so over the last 12 plus months I think what, what the customers have found themselves is the digital transformation became real for them and these solutions are no longer just an idea but are really getting to a place where they are starting to assess which workloads do I really use the private cloud and hybrid cloud environments for so that I continue to meet my needs. I continue to have the right performance that I'm looking for And and frankly enable my workforce to continue to be productive while they are in this um in this mode of working remotely um quite a bit. So if anything, the last 12 months we've seen heightened interest in these solutions because it's become real as opposed to an idea >>right, that reality set in overnight for so many organizations devon I want to get to you, you know, one of the things that we saw this, we talked about the rapid adoption of cloud um SAs applications like zoom being critical to personal life. Professional life, talk to me about the explosion of what we're seeing at the edge and what's going on in the data center and where Dell Technologies sees prime opportunity. >>Yeah, I mean, the the edge is definitely what we see as the next battleground for the infrastructure. So if you think about what's really happening, there are millions and millions of sensors and applications that are distributed throughout uh you know, throughout the world and throughout non data center applications especially at the edge and the far edge in the near edge. And there's large, large volumes of data being created that need to be processed, analyzed and then basically brought back into premises to make actionable insights onto it and what we've done. Um uh we're exciting too excited to announce that we have a manufacturing edge solution partnering with parametric technologies and leveraging our apex private cloud to offer a private cloud solution for manufacturing edge solution. So it's extremely important to us. >>That's huge as we have all seen and felt during the last year. The man, the challenges that the manufacturing industry has faced has been problematic globally. Talk to me more about that, devon and also the impetus for starting there with the pandemic, an impetus to go focus on manufacturing. I actually wanted >>to rewind the tape here a little bit and talk about the impact of the global pandemic on this as a service. Prior to the prior to the pandemic was definitely something in high demand, but as we started to progress through this global pandemic, uh it just started to explode and really you had a spectrum of customers on that cloud that transformation journey from a cloud perspective and it really started to accelerate and every time we started we kept looking at you know what what are people predicting for adoption of as a service? And every few months it was getting more bullish and more bullish. And it was really um not only from a cost savings perspective, but definitely the global pandemic has been driving a lot of this demand and we see it, we see it in some of our use cases from our customers, not any particular customer in particular but we do have a lot of customers that are doing that digital transformation to the work from home and they're finding they need that flexibility not only on prem for their desktops but off prem for their desktops as well. So they need a truly hybrid cloud solution and uh our apex hybrid cloud services are perfect for those types of use cases. So we're definitely seeing acceleration in this space. >>Yeah a lot of things. Very good. The one thing that I would at least you know um Devin talked about the manufacturing solution. Think of it as it's a it's a start of a journey because that same scenario of you know like we talked about manufacturing and their scenarios where they need that support on the edge and being able to connect to the private cloud, that same scenario or that similar scenario exists for other industries as well, whether you think about retail or healthcare, um you know, so that same model of building these edge solutions that connect into a cloud environment is something that Dell will continue to invest in manufacturing is the place where we are starting with >>Got it. You bring up a great point about all the other industries that have been so dramatically affected and continue to be, even though there's been multiple pivots surviving, surviving. Again, pivoting again, I want to talk to us about the customer conversations, you talked about the time to value, devon being really quick, we're talking about from order to in production in a couple of weeks, but I want to talk about how you in that time, in conversations with customers, help them identify which workloads are best suited for Apec solutions. Talk to me a little bit about devon starting with you. >>Yeah, so first and foremost, um 14 days is just where we're starting And um 14 days as a starting point and we will continue to shrink that over time we have aspirations to get too much lower that lower than that for on premises. We also announced a partnership with equinox today where we will be um providing these services not only on prem in the edge, but also in in near cloud facilities, in co location facilities and at that point we can get to near zero instant time to value from that perspective. So we will be increasing the, you know, the lowering the time to value for our customers for those types of solutions. Um so that's just yeah, the 14 days, just a starting point and the follow up to the second part of the question lisa, can you remind me please? >>Oh just how are you helping customers with their decisions on workloads? Which workloads are best suited for this or that hesitancy has been has not changed. Talk to me about this customer conversations. >>Yeah I think you know we're talking to a bunch of analysts today and it really kind of varies. People are asking like are there any particular customer types of industry verticals that are really and it's really broad based in terms of really helping customers, you know what workloads really are well suited. We have a bunch of tools and our apex console from a sizing perspective workload perspective that not only help our sales, our sales teams but also customers really decide which of the best places to uh to put these particular workloads and help them size their infrastructure for these solutions. >>Yeah. The one thing that I would add lisa to that is it really comes down to the every customer is unique and different and their tolerance for risk and and their objectives is different. And so I really believe, you know, there is a continuum and you will see customers lie across it where customers that are willing because a lot of customers jumped right into public cloud when public cloud was the big phenomenon. But they realized they were being risk. They were okay with taking on the risks that they did, but now that they have a little more um, you know, ground beneath them and and have some experiences, they are able to sort of write size, how they think about public cloud relative to the the hybrid cloud environment and and be able to think about which workloads are they willing to take the risks on and which which workloads? They're not willing to take the risks on. I come back to that compliance and regulatory risk is a big risk that customers are weighing it against. And and so I think those are those are the variables that the customers will think through as they think about um, investing in in a hybrid cloud environment is really thinking about how much I am I willing to take the risk on a particular workload and how much am I willing to give up the control by putting it in a public cloud environment? Those are the decisions that customers will make as they think about their rock loans, >>right, big decisions And to your point, every customer obviously there is a unique experience where we're almost out of time but devon I wanted to go to you and talk about from a good market perspective. So you you talked about the new culo agreement with Equinox. Congratulations on that giving customers choice here, give me just give the customers one idea where can they go to start this discussion with you guys? >>The first and best place to go to start having this discussion and start learning about Apex is our apex console. So our apex console will be the end and unified user experience that a customer will interact with these services. And from the time where a customer just wants to start kicking around the idea of an apex service, what are the services, what's the catalog to actually sizing it, quoting it, getting their bills there, there there, see what their metered subscriptions are and to actually operating their gear, it's all about the apex console and of course um you know, no better than the relationships that you have with your customers and partners. I I encourage you to reach out to uh you know, our sales folks and and our and our partners to get more information on Apex >>awesome guys, thank you so much for joining me this virtual experience to talk about what's going on with Apex very short time that it was announced, a lot of progress, looking forward to the next Dell technologies world. That's hopefully in person and we can sit down with some customers and really talk through this but Devin and send, jimmy, thank you so much for your time. >>Thank you so much. Thank >>you >>for Devin Read and some G B metal. I'm lisa martin, you're watching the cubes coverage of Dell technologies world, the digital event experience.

>>from around the globe. It's the Cube with coverage of Yukon and Cloud. Native Con North America 2020 Virtual brought to you by Red Hat The Cloud, Native Computing Foundation and Ecosystem Partners. Hello, everyone. And welcome back to the cubes Ongoing coverage of Cuba con North America. Joe Fernandez is here. He's with Stephanie, Cheras and Joe's, the V, P and GM for core cloud platforms. That red hat and Stephanie is this s VP and GM of the Red Hat Enterprise. Lennox bu. Two great friends of the Cube. Awesome seeing you guys. How you doing? >>It's great to be here, Dave. Yeah, thanks >>for the opportunity. >>Hey, so we all talked, you know, recently, uh, answerable fest Seems like a while ago, but But we talked about what's new? Red hat really coming at it from an automation perspective. But I wonder if we could take a view from open shift and what's new from the standpoint of you really focus on helping customers, you know, change their operations and operationalize. And Stephanie, Maybe you could start, and then, you know, Joe, you could bring in some added color. >>No, that's great. And I think you know one of the things we try and do it. Red hat clearly building off of open source. We have been focused on this open hybrid cloud strategy for, you know, really years. Now the beauty of it is that hybrid cloud and open hybrid cloud continues to evolve right with bringing in things like speed and stability and scale and now adding in other footprints, like manage services as well as edge and pulling that all together across the whole red hat portfolio from the platforms, right? Certainly with Lennox and roll into open shift in the platform with open shift and then adding automation, which certainly you need for scale. But it's ah, it's continues to evolve as the as the definition of open hybrid cloud evolves. >>Great. So thank you, Stephanie jokes. You guys got hard news here that you could maybe talk about 46? >>Yeah. Eso eso open shift is our enterprise kubernetes platform. With this announcement, we announced the release of open ship 4.6 Eso eso We're doing releases every quarter tracking the upstream kubernetes release cycle. So this brings communities 1.19, which is, um but itself brings a number of new innovations, some specific things to call out. We have this new automated installer for open shift on bare metal, and that's definitely a trend that we're seeing is more customers not only looking at containers but looking at running containers directly on bare metal environments. Open shift provides an abstraction, you know, which combines Cuban. And he's, uh, on top of Lennox with RL. I really across all environments, from bare metal to virtualization platforms to the various public clouds and out to the edge. But we're seeing a lot of interest in bare metal. This is basically increasing the really three automation to install seamlessly and manage upgrades in those environments. We're also seeing a number of other enhancements open shifts service mesh, which is our SDO based solution for managing, uh, the interactions between micro services being able to manage traffic against those services. Being able to do tracing. We have a new release of that on open shift Ford out six on then, um, some work specific to the public cloud that we started extending into the government clouds. So we already supported AWS and Azure. With this release, we added support for the A W s government cloud as well. Azaz Acela's Microsoft Azure government on dso again This is really important to like our public sector customers who are looking to move to the public cloud leveraging open shift as an abstraction but wanted thio support it on the specialized clouds that they need to use with azure gonna meet us Cup. >>So, joke, we stay there for a minute. So so bare metal talking performance there because, you know, you know what? You really want to run fast, right? So that's the attractiveness there. And then the point about SDO in the open, open shift service measure that makes things simpler. Maybe talk a little bit about sort of business impact and what customers should expect to get out of >>these two things. So So let me take them one at a time, right? So so running on bare metal certainly performances a consideration. You know, I think a lot of fixed today are still running containers, and Cuban is on top of some form of virtualization. Either a platform like this fear or open stack, or maybe VMS in the in one of the public clouds. But, you know containers don't depend on a virtualization layer. Containers only depend on Lennox and Lennox runs great on bare metal. So as we see customers moving more towards performance and Leighton see sensitive workloads, they want to get that Barry mental performance on running open shift on bare metal and their containerized applications on that, uh, platform certainly gives them that advantage. Others just want to reduce the cost right. They want to reduce their VM sprawl, the infrastructure and operational cost of managing avert layer beneath their careers clusters. And that's another benefit. So we see a lot of uptake in open shift on bare metal on the service match side. This is really about You know how we see applications evolving, right? Uh, customers are moving more towards these distributed architectures, taking, you know, formally monolithic or enter applications and splitting them out into ah, lots of different services. The challenge there becomes. Then how do you manage all those connections? Right, Because something that was a single stack is now comprised of tens or hundreds of services on DSO. You wanna be able to manage traffic to those services, so if the service goes down, you can redirect that those requests thio to an alternative or fail over service. Also tracing. If you're looking at performance issues, you need to know where in your architecture, er you're having those degradations and so forth. And, you know, those are some of the challenges that people can sort of overcome or get help with by using service mash, which is powered by SDO. >>And then I'm sorry, Stephanie ever get to in a minute. But which is 11 follow up on that Joe is so the rial differentiation between what you bring in what I can just if I'm in a mono cloud, for instance is you're gonna you're gonna bring this across clouds. I'm gonna You're gonna bring it on, Prem And we're gonna talk about the edge in in a minute. Is that right? From a differentiation standpoint, >>Yeah, that That's one of the key >>differentiations. You know, Read has been talking about the hybrid cloud for a long time. We've we've been articulating are open hybrid cloud strategy, Andi, >>even if that's >>not a strategy that you may be thinking about, it is ultimately where folks end up right, because all of our enterprise customers still have applications running in the data center. But they're also all starting to move applications out to the public cloud. As they expand their usage of public cloud, you start seeing them adopted multi cloud strategies because they don't want to put all their eggs in one basket. And then for certain classes of applications, they need to move those applications closer to the data. And and so you start to see EJ becoming part of that hybrid cloud picture on DSO. What we do is basically provide a consistency across all those environments, right? We want run great on Amazon, but also great on Azure on Google on bare metal in the data center during medal out at the edge on top of your favorite virtualization platform. And yeah, that that consistency to take a set of applications and run them the same way across all those environments. That is just one of the key benefits of going with red hat as your provider for open hybrid cloud solutions. >>All right, thank you. Stephanie would come back to you here, so I mean, we talk about rail a lot because your business unit that you manage, but we're starting to see red hats edge strategy unfolded. Kind of real is really the linchpin I wanna You could talk about how you're thinking about the edge and and particularly interested in how you're handling scale and why you feel like you're in a good position toe handle that massive scale on the requirements of the edge and versus hey, we need a new OS for the edge. >>Yeah, I think. And Joe did a great job of said and up it does come back to our view around this open hybrid cloud story has always been about consistency. It's about that language that you speak, no matter where you want to run your applications in between rela on on my side and Joe with open shift and and of course, you know we run the same Lennox underneath. So real core os is part of open shift that consistently see leads to a lot of flexibility, whether it's through a broad ecosystem or it's across footprints. And so now is we have been talking with customers about how they want to move their applications closer to data, you know, further out and away from their data center. So some of it is about distributing your data center, getting that compute closer to the data or closer to your customers. It drives, drives some different requirements right around. How you do updates, how you do over the air updates. And so we have been working in typical red hat fashion, right? We've been looking at what's being done in the upstream. So in the fedora upstream community, there is a lot of working that has been done in what's called the I. O. T Special Interest group. They have been really investigating what the requirements are for this use case and edge. So now we're really pleased in, um, in our most recent release of really aid relate 00.3. We have put in some key capabilities that we're seeing being driven by these edge use cases. So things like How do you do quick image generation? And that's important because, as you distribute, want that consistency created tailored image, be able to deploy that in a consistent way, allow that to address scale, meet security requirements that you may have also right updates become very important when you start to spread this out. So we put in things in order to allow remote device mirroring so that you can put code into production and then you can schedule it on those remote devices toe happen with the minimal disruption. Things like things like we all know now, right with all this virtual stuff, we often run into things like not ideal bandwidth and sometimes intermittent connectivity with all of those devices out there. So we put in, um, capabilities around, being able to use something called rpm Austria, Um, in order to be able to deliver efficient over the air updates. And then, of course, you got to do intelligent rollbacks for per chance that something goes wrong. How do you come back to a previous state? So it's all about being able to deploy at scale in a distributed way, be ready for that use case and have some predictability and consistency. And again, that's what we build our platforms for. It's all about predictability and consistency, and that gives you flexibility to add your innovation on top. >>I'm glad you mentioned intelligent rollbacks I learned a long time ago. You always ask the question. What happens when something goes wrong? You learn a lot from the answer to that, but You know, we talk a lot about cloud native. Sounds like you're adapting well to become edge native. >>Yeah. I mean, I mean, we're finding whether it's inthe e verticals, right in the very specific use cases or whether it's in sort of an enterprise edge use case. Having consistency brings a ton of flexibility. It was funny, one of our talking with a customer not too long ago. And they said, you know, agility is the new version of efficiency. So it's that having that sort of language be spoken everywhere from your core data center all the way out to the edge that allows you a lot of flexibility going forward. >>So what if you could talk? I mentioned just mentioned Cloud Native. I mean, I think people sometimes just underestimate the effort. It takes tow, make all this stuff run in all the different clouds the engineering efforts required. And I'm wondering what kind of engineering you do with if any with the cloud providers and and, of course, the balance of the ecosystem. But But maybe you could describe that a little bit. >>Yeah, so? So Red Hat works closely with all the major cloud providers you know, whether that's Amazon, Azure, Google or IBM Cloud. Obviously, Andi, we're you know, we're very keen on sort of making sure that we're providing the best environment to run enterprise applications across all those environments, whether you're running it directly just with Lennox on Ralph or whether you're running it in a containerized environment with Open Chef, which which includes route eso eso, our partnership includes work we do upstream, for example. You know, Red Hat help. Google launched the Cuban community, and I've been, you know, with Google. You know, we've been the top two contributors driving that product that project since inception, um, but then also extends into sort of our hosted services. So we run a jointly developed and jointly managed service called the Azure Red Hat Open Shift Service. Together with Microsoft were our joint customers can get access to open shift in an azure environment as a native azure service, meaning it's, you know, it's fully integrated, just like any other. As your service you can tied into as you're building and so forth. It's sold by by Azure Microsoft's sales reps. Um, but you know, we get the benefit of working together with our Microsoft counterparts and developing that service in managing that service and then in supporting our joint customers. We over the summer announced sort of a similar partnership with Amazon and we'll be launching are already doing pilots on the Amazon Red Hat Open ship service, which is which is, you know, the same concept now applied to the AWS cloud. So that will be coming out g a later this year, right? But again, whether it's working upstream or whether it's, you know, partnering on managed services. I know Stephanie team also do a lot of work with Microsoft, for example, on sequel server on Lenox dot net on Lenox. Whoever thought be running that applications on Linux. But that's, you know, a couple of years old now, a few years old, So eso again. It's been a great partnership, not just with Microsoft, but with all the cloud providers. >>So I think you just shared a little little He showed a little leg there, Joe, what's what's coming g A. Later this year. I want to circle back to >>that. Yeah, eso we way announced a preview earlier this year of of the Amazon Red Hat Open ships service. It's not generally available yet. We're you know, we're taking customers. We want toe, sort of be early access, get access to pilots and then that'll be generally available later this year. Although Red Hat does manage our own service Open ship dedicated that's available on AWS today. But that's a service that's, you know, solely, uh, operated by Red Hat. This new service will be jointly operated by Red Hat and Amazon together Idea. That would be sort of a service that we are delivering together as partners >>as a managed service and and okay, so that's in beta now. I presume if it's gonna be g a little, it's >>like, Yeah, that's yeah, >>that's probably running on bare metal. I would imagine that >>one is running >>on E. C. Two. That's running an A W C C T V exactly, and >>run again. You know, all of our all of >>our I mean, we you know, that open shift does offer bare metal cloud, and we do you know, we do have customers who can take the open shift software and deploy it there right now are managed. Offering is running on top of the C two and on top of Azure VM. But again, this is this is appealing to customers who, you know, like what we bring in terms of an enterprise kubernetes platform, but don't wanna, you know, operated themselves, right? So it's a fully managed service. You just come and build and deploy your APS, and then we manage all of the infrastructure and all the underlying platform for you >>that's going to explode. My prediction. Um, let's take an example of heart example of security. And I'm interested in how you guys ensure a consistent, you know, security experience across all these locations on Prem Cloud. Multiple clouds, the edge. Maybe you could talk about that. And Stephanie, I'm sure you have a perspective on this is Well, from the standpoint of of Ralph. So who wants to start? >>Yeah, Maybe I could start from the bottom and then I'll pass it over to Joe to talk a bit. I think one of these aspects about security it's clearly top of mind of all customers. Um, it does start with the very bottom and base selection in your OS. We continue to drive SC Lennox capabilities into rural to provide that foundational layer. And then as we run real core OS and open shift, we bring over that s C Lennox capability as well. Um, but, you know, there's a whole lot of ways to tackle this we've done. We've done a lot around our policies around, um see ve updates, etcetera around rail to make sure that we are continuing to provide on DCA mitt too. Mitigating all critical and importance, providing better transparency toe how we assess those CVS. So security is certainly top of mind for us. And then as we move forward, right there's also and joke and talk about the security work we do is also capabilities to do that in container ization. But you know, we we work. We work all the way from the base to doing things like these images in these easy to build images, which are tailored so you can make them smaller, less surface area for security. Security is one of those things. That's a lifestyle, right? You gotta look at it from all the way the base in the operating system, with things like sc Lennox toe how you build your images, which now we've added new capabilities. There And then, of course, in containers. There's, um there's a whole focus in the open shift area around container container security, >>Joe. Anything you want to add to that? >>Yeah, sure. I >>mean, I think, you know, obviously, Lennox is the foundation for, you know, for all public clouds. It's it's driving enterprise applications in the data center, part of keeping those applications. Security is keeping them up to date And, you know, through, you know, through real, we provide, you know, securing up to date foundation as a Stephanie mentioned as you move into open shift, you're also been able to take advantage of, uh, Thio to take advantage of essentially mutability. Right? So now the application that you're deploying isn't immutable unit that you build once as a container image, and then you deploy that out all your various environments. When you have to do an update, you don't go and update all those environments. You build a new image that includes those updates, and then you deploy those images out rolling fashion and, as you mentioned that you could go back if there's issues. So the idea, the notion of immutable application deployments has a lot to do with security, and it's enabled by containers. And then, obviously you have cured Panetti's and, you know, and all the rest of our capabilities as part of open Shift managing that for you. We've extended that concept to the entire platform. So Stephanie mentioned, real core West Open shift has always run on real. What we have done in open shift for is we've taken an immutable version of Ralph. So it's the same red hat enterprise Lennox that we've had for years. But now, in this latest version relate, we have a new way to package and deploy it as a relic or OS image, and then that becomes part of the platform. So when customers want toe in addition to keeping their applications up to date, they need to keep their platform up to dates. Need to keep, you know, up with the latest kubernetes patches up with the latest Lennox packages. What we're doing is delivering that as one platform, so when you get updates for open shift, they could include updates for kubernetes. They could include updates for Lennox itself as well as all the integrated services and again, all of this is just you know this is how you keep your applications secure. Is making sure your you know, taking care of that hygiene of, you know, managing your vulnerabilities, keeping everything patched in up to date and ultimately ensuring security for your application and users. >>I know I'm going a little bit over, but I have I have one question that I wanna ask you guys and a broad question about maybe a trends you see in the business. I mean, you look at what we talk a lot about cloud native, and you look at kubernetes and the interest in kubernetes off the charts. It's an area that has a lot of spending momentum. People are putting resource is behind it. But you know, really, to build these sort of modern applications, it's considered state of the art on. Do you see a lot of people trying to really bring that modern approach toe any cloud we've been talking about? EJ. You wanna bring it also on Prem And people generally associate this notion of cloud native with this kind of elite developers, right? But you're bringing it to the masses and there's 20 million plus software developers out there, and most you know, with all due respect that you know they may not be the the the elites of the elite. So how are you seeing this evolve in terms of re Skilling people to be able, handle and take advantage of all this? You know, cool new stuff that's coming out. >>Yeah, I can start, you know, open shift. Our focus from the beginning has been bringing kubernetes to the enterprise. So we think of open shift as the dominant enterprise kubernetes platform enterprises come in all shapes and sizes and and skill sets. As you mentioned, they have unique requirements in terms of how they need toe run stuff in their data center and then also bring that to production, whether it's in the data center across the public clouds eso So part of it is, you know, making sure that the technology meets the requirements and then part of it is working. The people process and and culture thio make them help them understand what it means to sort of take advantage of container ization and cloud native platforms and communities. Of course, this is nothing new to red hat, right? This is what we did 20 years ago when we first brought Lennox to the Enterprise with well, right on. In essence, Carozza is basically distributed. Lennox right Kubernetes builds on Lennox and brings it out to your cluster to your distributed systems on across the hybrid cloud. So So nothing new for Red Hat. But a lot of the same challenges apply to this new cloud native world. >>Awesome. Stephanie, we'll give you the last word, >>all right? And I think just a touch on what Joe talked about it. And Joe and I worked really closely on this, right? The ability to run containers right is someone launches down this because it is magical. What could be done with deploying applications? Using a container technology, we built the capabilities and the tools directly into rural in order to be able to build and deploy, leveraging things like pod man directly into rural. And that's exactly so, folks. Everyone who has a real subscription today can start on their container journey, start to build and deploy that, and then we work to help those skills then be transferrable as you movinto open shift in kubernetes and orchestration. So, you know, we work very closely to make sure that the skills building can be done directly on rail and then transfer into open shift. Because, as Joe said, at the end of the day, it's just a different way to deploy. Lennox, >>You guys are doing some good work. Keep it up. And thanks so much for coming back in. The Cube is great to talk to you today. >>Good to see you, Dave. >>Yes, Thank you. >>All right. Thank you for watching everybody. The cubes coverage of Cuba con en a continues right after this.

>> From theCUBE's studios in Palo Alto, in Boston, connecting with thought leaders around the globe. These are Cloud Native Insights. >> Hi, I'm Stu Miniman, the host of Cloud Native Insights. And when we talk about cloud native, we're talking about how do I take advantage of the agility in innovation, in cloud and the ecosystem out there? And a big question is if I'm a company that's not born in the cloud, or if I'm person that's not steeped in the knowledge of leveraging and using all of these wonderful tools out there, how do I get there? To help us dig into the people and company moving to cloud and adopt the use of these technologies, happy to welcome to the program, Forrest Brazeal. He is a senior manager with A Cloud Guru is his official title, but he is the cloud bard, as many people know in a bard, of course, an oral transition. He creates poems, he sings, he's got a book coming out to illustrate the cloud and really great to be able to talk to you Forrest. Thanks so much for joining us. >> Hey, it's great to be on the show, Stu, thanks for having me. >> All right, so first if you could just share a little bit about your background. So you joined A Cloud Guru, you know, relatively recently, I'd seen some of the cartoons and videos you've done in the past. You've got kind of a renaissance man look, you're not just a tech guy, as I said, you do have some of those musical pursuits also. So I'd love to hear a little of your background. >> Yeah, so I've been an engineer for a long time. I've been an engineer, been a manager of engineers, a consultant, and that's from, you know, startups ranging all the way up to the fortune 50. So I've seen a lot of enterprises in other companies at various stages of their cloud journey. From, you know, just trying to figure out how to get to the cloud out of the data center, all the way to being very cloud native. As you were saying in your intro, you know, figuring out how to build directly on cloud services. I'm very passionate about that. Very passionate about helping people figure out how to take that next step. Not to be a stucker, to get into a state where they are, but to figure out how to get, as I say up the Serverless ladder, right to that next stage of cloud native adoption. And I've realized that, you know, a lot of these technologies and a lot of these concepts, these practices are very abstract. And sometimes what helps the most is to put that in a format that people can engage with. And so I draw and I sometimes sing and I write all sorts of things just to try to help people understand. You know, even though these technologies and practices, these ideas are abstract, they don't have to be difficult, right? Everybody's got some intuitive understanding of why a doctor exists or why a lawyer exists. It's a little bit harder to get your head around, you know, why does a cloud architect exist? What do they build, right? And that's what I try to do with things like the book, The Read Aloud Cloud, that's coming out in just a couple of months. >> All right, so I love that, you know, helping companies understand these things because, you know, for so many years it was like, ah, well we need a mandate for the cloud. You know, cloud, cloud, cloud. When I started this, it was, you know, cloud is not a destination. There is how do we really take advantage of cloud? And there was one post that you wrote talking about lift and shift. And it was one of those things that we've seen for years, there's arguments of, you know, is lift and shift good, if it's bad? And of course the reality is sometimes lift and shift is needed, but it is step one of what you need to do, because if you're not taking advantage of the cloud, the rift reaches a certain point that you say, oh my gosh, maybe I'm not taking advantage of it, maybe the cost don't make sense, and therefore we scrambled and we pull things back and we celebrate repatriation, which to my mind was always, oh, geez, we kind of didn't understand it, we failed. And then we kind of went back to doing what we didn't want to do. So walk us through, if you could, we've even got an illustration of yours that we'll talk about, but you know, give us, you know, what is the proper way that people should think about lift and shift? >> Yeah, exactly. And to be clear, I'm not dissing lift and shift as a concept. It's very necessary in a lot of cases and you can reel off a bunch of reasons why lift and shift would be an important stepping stone in a cloud journey. And of course, that could be just, you know, I've got to get out of the data center, right? Because my lease is expiring or, you know, my servers are haunted and the whole thing is on fire. I've talked to people who, you know, have fireworks stored in their data center, literally that they're afraid are going to go off, right? The roof is leaking. It's time to get out of there and just get to someplace that's professionally managed. You could be using a lift and shift migration almost as like a financial engineering tactic to go from a CapEx to an OPEX model, right? And tie what you're doing a little bit more closely to what you're spending. There's several other reasons that you might choose to have lift and shift is that first stage you might want just to get your feet wet a little bit in cloud. You know, you might not have the confidence or the expertise in-house to build on fully cloud native services right now, you've got to go in and get your Ops teams hands-on right with the technologies and with the tooling so that they understand a little better, how to get you to that next step. But the really, really key thing is lift and shift is a phase you've got to get through it, you've got to keep innovating. And a lot of people don't realize that they think they can go to the cloud, pick up their servers, run them pretty much as they did in the data center, they can stop there, and they're going to get longterm benefits from cloud. And over time, that gets less and less true. Because as I say, once you move that first VM into EC2 or whatever the case may be, you've started a shot clock on your chances for success in the cloud. That clock is ticking cause your initial benefits are very front-loaded. You're potentially getting some initial cost wins as your, hopefully matching your usage a little bit better to what you're spending on infrastructure, right? You're potentially getting some time to learn and plan for version two of your cloud infrastructure. But the longer you stay in that lift and shift states, some dangers are going to start compounding. Because in the absence of a true cloud native strategy, your teams, your Ops teams, your governance teams, if you have those, right? They're going to continue to do things the way they did it in the data center. Because they don't have true SRE, they don't have true automation, they're going to build manual slow error-prone processes that are going to drag down your time to value your MTTR, all those operational metrics at you look at. You're going to see those costs winds actually start to evaporate because you know, you're still running that legacy monolith, You can't effectively charge back spend to different units inside of your business, you realize you're not getting that value, you thought you were running. You know, because you're running the cloud like a data center, and let's be honest, that's super expensive. And then unfortunately over time, and usually you start hitting this threshold 18 months, two years out, your best people, the experts who were bringing you to the cloud in the first place, they get disillusioned because they're not seeing the continued forward motion that they'd been led to believe was going to happen. And so they start moving on, you get brain drain, and now you've created this new legacy swamp of poor procedures and practices, the very thing that you were hoping to avoid. And so at that point, the negative side effects of the lift and shift have overwhelmed, the benefits you thought you were going to get. That's when you're lift and shift shot clock has expired. And that's what you want to avoid by continuing to innovate and continuing to refactor towards a true cloud native deployment. >> Yeah, well, again, I thought that the visual was excellent and it's so good to explain, you know, what is the journey we're going through? What are the decision points? You might look through some of these and say, oh, well, you know, these three definitely apply to my business, some of the others I might not be concerned about, but I can take that and apply it to what I'm doing. So that that's the company side of things. You know, Forrest, you're an AWS Serverless Hero, and also in your day job, your company helps people with the training. So let's talk about people. You know, when it comes to, you know, how do we get involved? One of the things I loved about the Serverless community from the early times that I met it, was, it seemed that the bar to enter was relatively low. So many of these things, it's like, ah, well, do I have the basic skill set? Do I understand how to get there? How do I actually get to where I need to be? And that so many people are hesitant to start that journey, cause it just seems so daunting. So what are you seeing out there? You know, give us the landscape in 2020 as to, you know, how we move forward. And I know you've got a project you've been doing called the cloud resume challenge. So, you know, definitely talk a little bit about that too. >> Yeah, for sure. So look, even going beyond 2020, I think the numbers I've heard, we're looking at potentially a hundred million software developers being added to the workforce over the course of the next decade and change. That's a lot of people who are going to have to interact with these services who are going to have to build and create value on top of cloud infrastructure. And so there's a huge need for us to continue to create abstractions and to create guided, you know, best practices and principles that will help people get where they need to be with as little unnecessary work as possible. And really that's a lot of what underlay the Serverless community and the ideas behind that. I've been involved in Serverless for a long time, going back to when I was, you know, building on Serverless inside of large companies early on in that revolution. And I've carried that forward now with my work as an AWS Serverless Hero, even the work that I'm doing at A Cloud Guru. And really the bar to entry, as you mentioned, is so low, because you're cutting out a lot of things that were seen as sort of gate keeping mechanisms in the past. You know, oh, if you haven't learned this underlying protocol or whatever, then you don't qualify as a real developer. Serverless turns out on its head and says, no, I'm providing you with abstractions that you're going to be able to build on top of. And you're going to be able to focus so much more of your energy on things that actually provide value for the business. And yeah, that kind of started as a very leading edge, early adopter thing, but we're seeing more and more even large enterprises. We're seeing that start to click and they're realizing, you know, wherever I can, wherever I'm not potentially constrained by legacy practices or other code bases, I do want to explore, you know, seeing how quickly I can turn a prototype around, how quickly I can A, B, C, D, E, F, G test something if you will, by spinning up these low cost prototypes in the cloud, right on infrastructure, that's just costing me fractions of a cent to run. There's some really, really compelling avenues that even larger businesses can explore. But taking it back to the individual for a second, Think about, you know, I'm in the middle of a global pandemic, okay? And potentially I'm looking for a career switch now more than ever, I'm thinking, you know, I'd like to get into development, I'd like to get into IT. And it's so close to me now. You look at these services out there, like Networkify which you and I were talking about before the break, right? Talking about how easy those technologies make it for someone to get out there and actually we do web development. But you still need someone to kind of step alongside you and say, you know, these are the things you need to care about, these are things that might be irrelevant. There's an explosion, almost like an infodemic, if you will, of information out there that makes it really hard for folks who are trying to actually skill up, and who're trying to make that transition into tech and into code. That's what A Cloud Guru does of course, which is that the company I work for. We've got about 2.2 million learners on our platform right now that we're helping to scale up and take that step toward the modern tech skills that they need to succeed. The cloud resume challenge, which you mentioned is something I've been doing kind of on the side. And that's a project-based approach that compliments a lot of the additional training that I was talking about. Where we say, you know, I'm going to give you a project, it's going to have some sort of spec based steps to it. So you're going to create a resume, but it's going to be deployed, you know, in the cloud, you're going to have to do some source control, some CICD, some, you know, all these other things that are going to be built into a basic DevOps competency. You're going to have to go away and do some Googling and open some tabs, in order to figure this out on your own cause the project doesn't tell you exactly how to do it. So you actually wind up with some kind of some pain. There's some failure involved there, and that of course is what makes the learning stick. And so we've got people working this on every continent now, we've had many people that have completed it, we've seen people get interviewed. We've seen people get hired coming out of a totally non tech background. So that's really exciting. And you know, those stories, aren't going to be unusual forward. We're going to see more and more of this, and really that's what these cloud abstracting technologies have allowed us to do. Probably it wouldn't be possible to do something like the cloud resume challenge 20 years ago, the barrier to entry with, you know, even just procuring the infrastructure you'd need to be successful in a reasonable amount of time, you know, was accessible to everybody, but now we're there. Those services are at your fingertips. You just need a little bit of guidance, a little bit of curation to get you down the right path. >> Well, yeah, it was actually, you know, what excited me when I first met the ACG team was the bar to entry was so low. In previous decades, you talk about, you know, how much time and how much money I needed to spend just to get some of these courses, even if they were online. And it was just order of magnitudes easier and, you know, built for that cloud environment that I can start I can pause, I have learning resources, and it's been really impressive to watch the expansion of the team there. I'm curious, when you look at, you know, certifications out there, when you look at the need for jobs out there, if I'm not, you know, if I'm in the tech industry, what are some of the things that you think that people should be learning moving forward to? Where would you recommend people start looking there? >> Yeah, absolutely. So I think one thing, a lot of people miss is, you know, it's a good idea to get started with technologies that are new, if you're new. Because let's be real, you can't ask for five years of experience in a technology that's only been around for 18 months. So it's really smart to major on something and get good at something that not a lot of people are good at yet. And you say, well, how do I know that technology is going to take off and succeed? Well, the fact of the matter is even if that specific technology doesn't, you still have a much greater understanding of the problem space, and you'll be right at the cutting edge, ready to jump in on, you know, whatever the next thing is. So I always recommend that people look at things like Serverless and the managed services that are coming out. Get really good at automating, you know, services on the major cloud providers pick AWS, Azure, GCP, right? And just make that your thing, don't specialize in too niche of an area, you know, especially if you're very new, but especially pick a cloud provider, get good at working with the basic services, you'll find that that sets you apart more than, for example, I don't know, going after a certification that's been around for 20 years, that tons and tons of people in the job market have, right? That doesn't necessarily set you apart as much as some of these modern skills do. So I definitely recommend that. >> Yeah, it's funny for us, actually, I laugh a little bit. You mentioned that you've been doing Serverless for a long time, and I'm like, well, okay, I remember sitting in the audience at 80 bus Re-invent when Lambda was unveiled, I think it was re:Invent 2014. So, you know, there's nobody out there that's been, "Oh, I've been doing this for a decade." We always laugh, when there's a job applications out there and say, oh, okay, you know, I want 10 years of a technology that's been around for five years. But yeah, maybe there's one other, a cartoon that you brought along talking about the difference between transition cloud, excuse me, cloud translation and cloud fluency. Maybe just walk through that difference. And especially people that have been in the industry for awhile, how do we make sure that we're actually embracing and understanding and moving to that cloud world, not just, you know, cloud washing? >> Yeah, that's a good word. You know, something that struck me, I think a bit of an epiphany that I had around the time that I started at A Cloud Guru and keep in mind, I'm coming out of years of having worked with these large organizations and try and help them figure out how to migrate to cloud. And what I had seen is there's a lot of these kind of central cloud teams, if you will, that get established right at the beginning of an organization's cloud adoption. And that's a well known pattern, you know, this "cloud center of excellence", if you will, that people establish. A lot of times, those are small teams. You take your best cloud people and you say, okay, you define the standards and the processes that are going to get us to cloud, and they do that. And then they're shocked when nobody adopts the standards, right? And the migration sort of stalls, and they're not having the impact that they expected to have. And what turns out is going on is just having that small group of people who understands cloud, surrounded by this huge legacy, diaspora of legacy, you know, product and engineering teams that don't speak the language of cloud, if you will. Means that anytime you want to innovate, or anytime you want to make a move, you've got to go through this process of translation. You've got to go to those legacy teams who were saying, what's EC2 instance again? You know, how do you spell S3? I thought that I wanted to log into the AWS Console, but this access and secret key, isn't going into my password box, right? You know, they have that low level of competency. And so you're constantly having to explain everything you're going back and forth, and that of course leads to kind of less sophisticated architectures that leads to poor outcomes, and it takes you much longer to get where you want to go. That's that process of cloud translation. That's an anti-pattern. So instead of that, what we try to advocate for is what we call cloud fluency. Just like with any other language you want your entire organization as much as possible to speak the language of cloud at some baseline level. We do that through a couple of things. Of course, obviously through training and certification, cloud certifications can be a great proxy to measure how well your organization's cloud competency is improving. But also through taking those cloud experts, those central experts that previously were kind of in their ivory tower doing their own thing and embed them as much as you can in a roving fashion with these legacy product teams and help them to improve, right? Sort of teach them to fish so that you're not putting all the weight on that central team to be the only experts. Because that doesn't scale, those people are going to burn out. They're going to get overwhelmed with support tickets, we see that over and over again. So you want to empower those teams. And we want to actually talk a little bit less about a cloud center of excellence sometimes, and a little more about a cloud center of enablement, right? Where we want to, instead of knowing the most about cloud, we want to show the most about cloud to those other teams. That's a sustainable pattern for success. That's what we try to do through A Cloud Guru, and that's what I try to advocate for individually, wherever I can, because I've seen people burnt out. I don't want that to happen. >> Yeah, for those of us that have been through a few of these waves here, it's something that you're right, you need to actually be involved in embracing these technologies. You don't have a center for internet usage anymore. If you think about, you know, everybody now for the most part has used the internet, understand some of pieces, it needs to be the same way when it comes to cloud. It just becomes the underlying substrate and, you know, bring forward the innovation and agility that people are looking for. All right, Forrest, last thing we talked about, you've got a book coming out a little bit later this year, The Read Aloud Cloud, give us the quick thing, you know, love, it's visual, is very accessible and definitely looking forward to hearing about that. >> Yes, yes, exciting. So it'll be out in September from Wiley. And basically you've seen a couple of the cartoons over the course of this time here. But, you know, I've been drawing for a long time trying to help people get a sense for what the cloud is and in a way that they can understand and get a grasp on. And so what The Read Aloud Cloud is, it's the history and practice of cloud computing. And it takes you from the mainframe days through artificial intelligence. And along the way, we talk about the basics of cloud architecture, we talk about security, We talk about resilience and all those important things. But it's written and drawn in a way that can be accessible even to a nontechnical person. So the person who's never been able to understand what it is that you do. And I include, you know, potentially your CEO in that conversation, right? This is a book you can hand to them that you can put on your desk, it'll give you a chuckle. But I think there's actually some really strong ability for you to gain actually a concrete visual understanding those really abstract terminologies that float around with cloud. Again, what we're doing is not necessarily complicated, it's just really abstract, it's really arcane. So let's put it in a format where we can get our heads around and hopefully have a good laugh while we're doing it. That's what The Read Aloud Cloud is, and you can check that out, wherever books are sold. >> All right, well Forrest Brazeal. Thank you so much for joining us, real pleasure talking with you. And absolutely we need to make sure that "cloud" becomes as ubiquitous as computers and the internet have before us. Really pleasure chatting with you, thanks so much for joining. >> Awesome, thanks so much Stu, it's great to be here. All right, and I'm Stu Miniman, looking forward to hearing more about your Cloud Native Insights. (bright upbeat music)

>> Announcer: From the Cube Studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is The Cube Conversation. >> Everyone welcome to this special live stream here in The Cube Studios. I'm John Furrier, your host. We've got a great panel discussion here for one hour, sponsored by Lumina PR, not sponsored but organized by Lumina PR. An authentic conversation around professionals in the news media, and communication professionals, how they can work together. As we know, pitching stories to national media takes place in the backdrop in today's market, which is on full display. The Coronavirus, racial unrest in our country and a lot of new tech challenges from companies, their role in society with their technology and of course, an election all make for important stories to be developed and reported. And we got a great panel here and the purpose is to bridge the two worlds. People trying to get news out for their companies in a way that's relevant and important for audiences. I've got a great panelists here, Gerard Baker Editor at Large with the Wall Street Journal, Eric Savitz, Associate Editor with Barron's and Brenna Goth who's a Southwest Staff Correspondent with Bloomberg Publications. Thanks for joining me today, guys, appreciate it. >> Thank you. >> So we're going to break this down, we got about an hour, we're going to probably do about 40 minutes. I'd love to get your thoughts in this power panel. And you guys are on the front lines decades of experience, seeing these waves of media evolve. And now more than ever, you can't believe what's happening. You're seeing the funding of journalism really challenging at an all time high. You have stories that are super important to audiences and society really changing and we need this more than ever to have more important stories to be told. So this is really a challenge. And so I want to get your thoughts on this first segment. The challenge is around collecting the data, doing the analysis, getting the stories out, prioritizing stories in this time. So I'd love to get your thoughts. We'll start with you, Brenna, what's your thoughts on this as you're out there in Arizona. Coronavirus on the worst is one of the states there. What are your challenges? >> I would say for me, one of the challenges of the past couple months is just the the sheer influx of different types of stories we've had and the amount of news coming out. So I think one of the challenging things is a lot of times we'll get into a bit of a routine covering one story. So early on maybe the Coronavirus, and then something else will come up. So I personally have been covering some of the Coronavirus news here in Arizona and in the Southwest, as well as some of the protests we've seen with the Black Lives Matter movement. And prioritizing that is pretty difficult. And so one thing that I I've been doing is I've noticed that a lot of my routine projects or things I've been working on earlier in the year are off the table, and I'll get back to them when I have time. But for now, I feel like I'm a little bit more on breaking news almost every day in a way that I wasn't before. >> Gerard, I want to get your thoughts on this. Wall Street Journal has been since I could remember when the web hit the scene early on very digital savvy. Reporting, it's obviously, awesome as well. As you have people in sheltering in place, both journalists and the people themselves and the companies, there's an important part of the digital component. How do you see that as an opportunity and a challenge at the same time because you want to get data out there, you want to be collecting and reporting those stories? How do you see that opportunity, given the challenge that people can't meet face to face? >> First of all, thank you very much for having me. I think as we've all discovered in all fields of endeavor in the last three months, it's been quite a revelation, how much we can do without using without access to the traditional office environment. I think one of the things that Coronavirus, this crisis will have done we all agree I think is that it will have fundamentally changed the way people work. There'll be a lot more people quite a bit more working from home. They'll be a lot more remote working. Generally, there'll be a lot less travel. So on the one hand, it's been eye opening. actually how relatively easy, I use that word carefully. But how we've managed, and I think it's true of all news organizations, how we've managed surprisingly well, I think, without actually being at work. At the Wall Street Journal, we have a big office, obviously in midtown Manhattan, as well as dozens of bureaus around the world. Nobody has really been in that office since the middle of March. And yet we've put out a complete Wall Street Journal product, everything from the print edition, obviously, through every aspect of digital media, the website, all of the apps, video, everything, audio, podcasts. We've been able to do pretty well everything that we could do when we were all working in the office. So I think that will be an important lesson and that will clearly induce some change, some long term changes, I think about the way we work. That said, I'd point to two particular challenges that I think we have not properly overcome. Or if you like that we have, the two impediments, that the crisis has produced for us. One is, as you said, the absence of face to face activity, the hive process, which I think is really important. I think that a lot of the best ideas, a lot of the best, the best stories are developed through conversations between people in an office which don't necessarily we can't necessarily replicate through the online experience through this kind of event or through the Zoom meetings that we've all been doing. I think that has inhibited to some extent, some of the more creative activity that we could have done. I think the second larger problem which we all must face with this is that being essentially locked up in our homes for more than three months, which most of us has been I think accentuates a problem that is already that has been a problem in journalism for a long time, which is that journalists tend to cluster in the major metropolitan areas. I think, a couple of years ago, I read a study which said, I think that more than three quarters of journalists work for major news organizations, print, digital TV, radio, whatever, live and work in one of four major metropolises in the US. That's the New York area, the Washington DC area, the San Francisco area and the LA area. And that tends to create a very narrow worldview, unfortunately, because not enough people either come from those areas, but from outside those areas or spend enough time talking to people from outside those areas. And I think the Coronavirus has accentuated that. And I think in terms of coverage, I'm here in New York. I've been in New York continuously for three and a half months now which is quite unusual, I usually travel a lot. And so my reporting, I write columns now, mainly, but obviously I talk to people too. But the reporting, the editing that we're doing here is inevitably influenced by the experience that we've had in New York, which has obviously been, frankly, devastating. New York has been devastated by Coronavirus in a way that no where else in the country has. And I think to some extent, that does, perhaps have undue influence on the coverage. We're all locked up. We're all mindful of our own health. We're all mindful of people that we know who've gone to hospital or have been very, very sick or where we are, we are heavily influenced by our own immediate environment. And I think that has been a problem if we had been, imagine if the journalists in the country, instead of being clustered in New York and LA and San Francisco had been sort of spread over Texas and Missouri and Florida, things like that. I think you'd have a very different overall accounting of this story over the last three months. So I think it's just, it's accentuated that phenomenon in journalism, which I think we're mindful of, and which we all need to do a better job of addressing. >> It's really interesting. And I want to come back to that point around, who you're collaborating with to get this, now we have virtual ground truth, I guess, how you collaborate. But decision making around stories is, you need an open mind. And if you have this, I guess, I'll call it groupthink or clustering is interesting, now we have digital and we have virtual, it opens up the aperture but we still have the groupthink. But I want to get Eric's take first on his work environment, 'cause I know you've lived on both sides of New York and San Francisco area, as well as you've worked out in the field for agencies, as well on the other side, on the storytelling side. How has this current news environment, journalism environment impacted your view and challenges and your opportunities that you're going after the news? >> Well, so there's there's a few elements here. So one, Barron's Of course, covers the world, looks at the world through a financial lens. We cover the stock market every day. The stock market is not the center of story, but it is an important element of what's been unfolding over the last few months and the markets have been incredibly volatile, we change the way that we approach the markets. Because everything, the big stories are macro stories, huge swings in stock prices, huge swings in the price of oil, dramatic moves in almost every financial security that you can imagine. And so there's a little bit of a struggle for us as we try and shift our daily coverage to be a little more focused on the macro stories as we're still trying to tell what's happening with individual stocks and companies, but these bigger stories have changed our approach. So even if you look at say the covers of our magazine over the last few months, typically, we would do a cover on a company or an investor, that sort of thing. And now they're all big, thematic stories, because the world has changed. And world is changing how it looks at the financial markets. I think one thing that that Gerard touched on is the inability to really leave your house. I'm sitting in my little home office here, where I've been working since March, and my inability to get out and talk to people in person to have some, some interface with the companies and people that I cover, makes it tougher. You get story ideas from those interactions. I think Gerard said some of it comes from your interactions with your colleagues. But some of that also just comes from your ability to interact with sources and that is really tougher to do. It's more formalistic if you do it online. It's just not the same to be on a Zoom call as to be sitting in a Starbucks with somebody and talking about what's going on. I think the other elements of this is that there's, we have a lot of attempts, trying new things trying to reach our readers. We'll do video sessions, we'll do all sorts of other things. And it's one more layer on top of everything else is that there's a lot of demands on the time for the people who are working in journalism right now. I would say one other thing I'll touch on, John, which is, you mentioned, I did use, I worked for public communications for a while, and I do feel their pain because the ability to do any normal PR pitching for new products, new services, the kinds of things that PR people do every day is really tough. It's just really hard to get anybody's attention for those things right now. And the world is focused on these very large problems. >> Well, we'll unpack the PR comms opportunities in the next section. But I want to to just come back to this topic teased out from Gerard and Brenna when you guys were getting out as well. This virtual ground truth, ultimately, at the end of the day, you got to get the stories, you got to report them, they got to be distributed. Obviously, the Wall Street Journal is operating well, by the way, I love the Q&A video chats and what they got going on over there. So the format's are evolving and doing a good job, people are running their business. But as journalists and reporters out there, you got to get the truth and the ground truth comes from interaction. So as you have an aperture with digital, there's also groupthink on, say, Twitter and these channels. So getting in touch with the audience to have those stories. How are you collecting the data? How are you reporting? Has anything changed or shifted that you can point to because ultimately, it's virtual. You still got to get the ground truth, you still got to get the stories. Any thoughts on this point? >> I think in a way what we're seeing is in writ large actually is a problem again, another problem that I think digital journalism or the digital product digital content, if you like, actually presents for us today, which is that it's often said, I think rightly, that one of the, as successful as a lot of digital journalism has been and thank you for what you said about the Wall Street Journal. And we have done a tremendous job and by the way, one of the things that's been a striking feature of this crisis has been the rapid growth in subscriptions that we've had at the Journal. I know other news organizations have too. But we've benefited particularly from a hunger for the quality news. And we've put on an enormous number subscriptions in the last three months. So we've been very fortunate in that respect. But one of the challenges that people always say, one of the one of the drawbacks that people always draw attention to about digital content is that there's a lack of, for want of a better words, serendipity about the experience. When you used to read a newspaper, print newspapers, when may be some of us are old enough to remember, we'd get a newspaper, we'd open it up, we'd look at the front page, we look inside, we'd look at what other sections they were. And we would find things, very large number of things that we weren't particularly, we weren't looking for, we weren't expecting to, we're looking for a story about such. With the digital experience, as we know, that's a much it's a much less serendipitous experience. So you tend to a lot of search, you're looking, you find things that you tend to be looking for, and you find fewer things that, you follow particular people on social media that you have a particular interest in, you follow particular topics and have RSS feeds or whatever else you're doing. And you follow things that, you tend to find things that you were looking for. You don't find many things you weren't. What I think that the virus, the being locked up at home, again, has had a similar effect. That we, again, some of the best stories that I think anybody comes across in life, but news organizations are able to do are those stories that you know that you come across when you might have been looking for something else. You might have been working on a story about a particular company with a particular view to doing one thing and you came across somebody else. And he or she may have told you something actually really quite different and quite interesting and it took you in a different direction. That is easier to do when you're talking to people face to face, when you're actually there, when you're calling, when you're tasked with looking at a topic in the realm. When you are again, sitting at home with your phone on your computer, you tend to be more narrowly so you tend to sort of operate in lanes. And I think that we haven't had the breadth probably of journalism that I think you would get. So that's a very important you talk about data. The data that we have is obviously, we've got access broadly to the same data that we would have, the same electronically delivered data that we would have if we'd been sitting in our office. The data that I think in some ways is more interesting is the non electronically delivered data that is again, the casual conversation, the observation that you might get from being in a particular place or being with someone. The stimuli that arise from being physically in a place that you just aren't getting. And I think that is an important driver of a lot of stories. And we're missing that. >> Well, Gerard, I just want to ask real quick before I go to Brenna on her her take on this. You mentioned the serendipity and taking the stories in certain directions from the interactions. But also there's trust involved. As you build that relationship, there's trust between the parties, and that takes you down that road. How do you develop trust as you are online now? Is there a methodology or technique? Because you want to get the stories out fast, it's a speed game. But there's also the development side of it where a trust equation needs to build. What's your thoughts on that piece? Because that's where the real deeper stories come from. >> So I wasn't sure if you're asking me or Gerard. >> Gerard if he wants can answer that is the trust piece. >> I'll let the others speak to that too. Yeah, it is probably harder to... Again, most probably most people, most stories, most investigative stories, most scoops, most exclusives tend to come from people you already trust, right? So you've developed a trust with them, and they've developed a trust with you. Perhaps more importantly, they know you're going to treat the story fairly and properly. And that tends to develop over time. And I don't think that's been particularly impaired by this process. You don't need to have a physical proximity with someone in order to be able to develop that trust. My sources, I generally speak to them on the phone 99% of the time anyway, and you can still do that from home. So I don't think that's quite... Obviously, again, there are many more benefits from being able to actually physically interact with someone. But I think the level of, trust takes a long time to develop, let's be honest, too, as well. And I think you develop that trust both by developing good sources. and again, as I said, with the sources understanding that you're going to do the story well. >> Brenna, speed game is out there, you got to get stories fast. How do you balance speed and getting the stories and doing some digging into it? What's your thoughts on all this? >> I would say, every week is looking different for me these days. A lot of times there are government announcements coming out, or there are numbers coming out or something that really does require a really quick story. And so what I've been trying to do is get those stories out as quick as possible with maybe sources I already have, or really just the facts on the ground I can get quickly. And then I think in these days, too, there is a ton of room for following up on things. And some news event will come out but it sparks another idea. And that's the time to that when I'm hearing from PR people or I'm hearing from people who care about the issue, right after that first event is really useful for me to hear who else is thinking about these things and maybe ways I can go beyond the first story for something that more in depth and adds more context and provides more value to our readers. >> Awesome. Well, guys, great commentary and insight there on the current situation. The next section is with the role of PR, because it's changing. I've heard the term earned media is a term that's been kicked around. Now we're all virtual, and we're all connected. The media is all virtual. It's all earned at this point. And that's not just a journalistic thing, there's storytelling. There's new voices emerging. You got these newsletter services, audiences are moving very quickly around trying to figure out what's real. So comms folks are trying to get out there and do their job and tell a story. And sometimes that story doesn't meet the cadence of say, news and/or reporting. So let's talk about that. Eric, you brought this up. You have been on both sides. You said you feel for the folks out there who are trying to do their job. How is the job changing? And what can they do now? >> The news cycle is so ferocious at the moment that it's very difficult to insert your weigh in on something that doesn't touch on the virus or the economy or social unrest or the volatility of the financial markets. So I think there's certain kinds of things that are probably best saved for another moment in time, If you're trying to launch new products or trying to announce new services, or those things are just tougher to do right now. I think that the most interesting questions right now are, If I'm a comms person, how can I make myself and my clients a resource to media who are trying to tell stories about these things, do it in a timely way, not overreach, not try insert myself into a story that really isn't a good fit? Now, every time one of these things happen, we got inboxes full of pitches for things that are only tangentially relevant and are probably not really that helpful, either to the reporter generally or to the client of the firm that is trying to pitch an idea. But I will say on the on this at the same time that I rely on my connections to people in corporate comms every single day to make connections with companies that I cover and need to talk to. And it's a moment when almost more than ever, I need immediacy of response, accurate information access to the right people at the companies who I'm trying to cover. But it does mean you need to be I think sharper or a little more pointed a little more your thinking about why am I pitching this person this story? Because the there's no time to waste. We are working 24 hours a day is what it feels like. You don't want to be wasting people's time. >> Well, you guys you guys represent big brands in media which is phenomenal. And anyone would love to have their company mentioned obviously, in a good way, that's their goal. But the word media relations means you relate to the media. If there's no media to relate to, the roles change, and there's not enough seats at the table, so to speak. So getting a clip on in the clip book that gets sent to management, look, "We're on Bloomberg." "Great, check." But is at it? So people, this is a department that needs to do more. Is there things that they can do, that isn't just chasing, getting on your franchises stories? Because it obviously would be great if we were all on Barron's Wall Street Journal, and Bloomberg, but they can't always get that. They still got to do more. They got to develop the relationships. >> John, one thing I would be conscious of here is that many of our publications, it's certainly true for journalists, true for us at Barron's and it's certainly true for Bloomberg. We're all multimedia publishers. We're doing lots of things. Barron's has television show on Fox. We have a video series. We have podcasts and newsletters, and daily live audio chats and all sorts of other stuff in addition to the magazine and the website. And so part of that is trying to figure out not just the right publication, but maybe there's an opportunity to do a very particular, maybe you'd be great fit for this thing, but not that thing. And having a real understanding of what are the moving parts. And then the other part, which is always the hardest part, in a way, is truly understanding not just I want to pitch to Bloomberg, but who do I want to pitch at Bloomberg. So I might have a great story for the Wall Street Journal and maybe Gerard would care but maybe it's really somebody you heard on the street who cares or somebody who's covering a particular company. So you have to navigate that, I think effectively. And even, more so now, because we're not sitting in a newsroom. I can't go yell over to somebody who's a few desks away and suggest they take a look at something. >> Do you think that the comm-- (talk over each other) Do you think the comms teams are savvy and literate in multimedia? Are they still stuck in the print ways or the group swing is they're used to what they're doing and haven't evolved? Is that something that you're seeing here? >> I think it varies. Some people will really get it. I think one of the things that that this comes back to in a sense is it's relationship driven. To Gerard's point, it's not so much about trusting people that I don't know, it's about I've been at this a long time, I know what people I know, who I trust, and they know the things I'm interested in and so that relationship is really important. It's a lot harder to try that with somebody new. And the other thing is, I think relevant here is something that we touched on earlier, which is the idiosyncratic element. The ability for me to go out and see new things is tougher. In the technology business, you could spend half your time just going to events, You could go to the conferences and trade shows and dinners and lunches and coffees all day long. And you would get a lot of good story ideas that way. And now you can't do any of that. >> There's no digital hallway. There are out there. It's called Twitter, I guess or-- >> Well, you're doing it from sitting in this very I'm still doing it from sitting in the same chair, having conversations, in some ways like that. But it's not nearly the same. >> Gerard, Brenna, what do you guys think about the comms opportunity, challenges, either whether it's directly or indirectly, things that they could do differently? Share your thoughts. Gerard, we'll start with you? >> Well, I would echo Eric's point as far as knowing who you're pitching to. And I would say that in, at least for the people I'm working with, some of our beats have changed because there are new issues to cover. Someone's taking more of a role covering virus coverage, someone's taking more of a role covering protests. And so I think knowing instead of casting a really wide net, I'm normally happy to try to direct pitches in the right direction. But I do have less time to do that now. So I think if someone can come to me and say, "I know you've been covering this, "this is how my content fits in with that." It'd grab my attention more and makes it easier for me. So I would say that that is one thing that as beats are shifting and people are taking on a little bit of new roles in our coverage, that that's something PR and marketing teams could definitely keep an eye on. >> I agree with all of that. And all everything everybody said. I'd say two very quick things. One, exactly as everybody said, really know who you are pitching to. It's partly just, it's going to be much more effective if you're pitching to the right person, the right story. But when I say that also make the extra effort to familiarize yourself with the work that that reporter or that editor has done. You cannot, I'm sorry to say, overestimate the vanity of reporters or editors or anybody. And so if you're pitching a story to a particular reporter, in a field, make sure you're familiar with what that person may have done and say to her, "I really thought you did a great job "on the reporting that you did on this." Or, "I read your really interesting piece about that," or "I listened to your podcast." It's a relatively easy thing to do that yields extraordinarily well. A, because it appeals to anybody's fantasy and we all have a little bit of that. But, B, it also suggests to the reporter or the editor or the person involved the PR person communications person pitching them, really knows this, has really done their work and has really actually takes this seriously. And instead of just calling, the number of emails I get, and I'm sure it's the same for the others too, or occasional calls out of the blue or LinkedIn messages. >> I love your work. I love your work. >> (voice cuts out) was technology. Well, I have a technology story for you. It's absolutely valueless. So that's the first thing, I would really emphasize that. The second thing I'd say is, especially on the specific relation to this crisis, this Coronavirus issue is it's a tricky balance to get right. On the one hand, make sure that what you're doing what you're pitching is not completely irrelevant right now. The last three months has not been a very good time to pitch a story about going out with a bunch of people to a crowded restaurant or whatever or something like that to do something. Clearly, we know that. At the same time, don't go to the other extreme and try and make every little thing you have seen every story you may have every product or service or idea that you're pitching don't make it the thing that suddenly is really important because of Coronavirus. I've seen too many of those too. People trying too hard to say, "In this time of crisis, "in this challenging time, what people really want to hear "about is "I don't know, "some new diaper "baby's diaper product that I'm developing or whatever." That's trying too hard. So there is something in the middle, which is, don't pitch the obviously irrelevant story that is just not going to get any attention through this process. >> So you're saying don't-- >> And at the same time, don't go too far in the other direction. And essentially, underestimate the reporter's intelligence 'cause that reporter can tell you, "I can see that you're trying too hard." >> So no shotgun approach, obviously, "Hey, I love your work." Okay, yeah. And then be sensitive to what you're working on not try to force an angle on you, if you're doing a story. Eric, I want to get your thoughts on the evolution of some of the prominent journalists that I've known and/or communication professionals that are taking roles in the big companies to be storytellers, or editors of large companies. I interviewed Andy Cunningham last year, who used to be With Cunningham Communications, and formerly of Apple, better in the tech space and NPR. She said, "Companies have to own their own story "and tell it and put it out there." I've seen journalists say on Facebook, "I'm working on a story of x." And then crowdsource a little inbound. Thoughts on this new role of corporations telling their own story, going direct to the consumers. >> I think to a certain extent, that's valuable. And in some ways, it's a little overrated. There are a lot of companies creating content on their websites, or they're creating their own podcasts or they're creating their own newsletter and those kinds of things. I'm not quite sure how much of that, what the consumption level is for some of those things. I think, to me, the more valuable element of telling your story is less about the form and function and it's more about being able to really tell people, explain to them why what they do matters and to whom it matters, understanding the audience that's going to want to hear your story. There are, to your point, there are quite a few journalists who have migrated to either corporate communications or being in house storytellers of one kind or another for large businesses. And there's certainly a need to figure out the right way to tell your story. I think in a funny way, this is a tougher moment for those things. Because the world is being driven by external events, by these huge global forces are what we're all focused on right now. And it makes it a lot tougher to try and steer your own story at this particular moment in time. And I think you do see it Gerard was talking about don't try and... You want to know what other people are doing. You do want to be aware of what others are writing about. But there's this tendency to want to say, "I saw you wrote a story about Peloton "and we too have a exercise story that you can, "something that's similar." >> (chuckles) A story similar to it. We have a dance video or something. People are trying to glam on to things and taking a few steps too far. But in terms of your original question, it's just tougher at the moment to control your story in that particular fashion, I think. >> Well, this brings up a good point. I want to get to Gerard's take on this because the Wall Street Journal obviously has been around for many, many decades. and it's institution in journalism. In the old days, if you weren't relevant enough to make the news, if you weren't the most important story that people cared about, the editors make that choice and you're on the front page or in a story editorially. And companies would say, "No, but I should be in there." And you'd say, "That's what advertising is for." And that's the way it seemed to work in the past. If you weren't relevant in the spirit of the decision making of important story or it needs to be communicated to the audience, there's ads for that. You can get a full page ad in the old days. Now with the new world, what's an ad, what's a story? You now have multiple omni-channels out there. So traditionally, you want to get the best, most important story that's about relevance. So companies might not have a relevant story and they're telling a boring story. There's no there, there, or they miss the story. How do you see this? 'Cause this is the blend, this is the gray area that I see. It's certainly a good story, depending on who you're talking to, the 10 people who like it. >> I think there's no question. We're in the news business, topicality matters. You're going to have a much better chance of getting your story, getting your product or service, whatever covered by the Wall Street Journal, Barron's or anywhere else for that matter, if it seems somehow news related, whether it's the virus or the unrest that we've been seeing, or it's to do with the economy. Clearly, you can have an effect. Newspapers, news organizations of all the three news organizations we represent don't just, are not just obviously completely obsessed with what happened this morning and what's going on right now. We are all digging into deeper stories, especially in the business field. Part of what we all do is actually try to get beyond the daily headlines. And so what's happening with the fortunes of a particular company. Obviously, they may be impacted by they're going to be impacted by the lockdown and Coronavirus. But they actually were doing some interesting things that they were developing over the long term, and we would like to look into that too. So again, there is a balance there. And I'm not going to pretend that if you have a really topical story about some new medical device or some new technology for dealing with this new world that we're all operating in, you're probably going to get more attention than you would if you don't have that. But I wouldn't also underestimate, the other thing is, as well as topicality, everybody's looking at the same time to be different, and every journalist wants to do something original and exclusive. And so they are looking for a good story that may be completely unrelated. In fact, I would also underestimate, I wouldn't underestimate either the desire of readers and viewers and listeners to actually have some deeper reported stories on subjects that are not directly in the news right now. So again, it's about striking the balance right. But I wouldn't say that, that there is not at all, I wouldn't say there is not a strong role for interesting stories that may not have anything to do what's going on with the news right now. >> Brenna, you want to add on your thoughts, you're in the front lines as well, Bloomberg, everyone wants to be on Bloomberg. There's Bloomberg radio. You guys got tons of media too, there's tons of stuff to do. How do they navigate? And how do you view the interactions with comms folks? >> It looks we're having a little bit of challenge with... Eric, your thoughts on comm professionals. The questions in the chats are everything's so fast paced, do you think it's less likely for reporters to respond to PR comms people who don't have interacted with you before? Or with people you haven't met before? >> It's an internal problem. I've seen data that talks about the ratio of comms people to reporters, and it's, I don't know, six or seven to one or something like that, and there are days when it feels like it's 70 to one. And so it is challenging to break through. And I think it's particularly challenging now because some of the tools you might have had, you might have said, "Can we grab coffee one day or something like that," trying to find ways to get in front of that person when you don't need them. It's a relationship business. I know this is a frustrating answer, but I think it's the right answer which is those relationships between media and comms people are most successful when they've been established over time. And so you're not getting... The spray and pray strategy doesn't really work. It's about, "Eric, I have a story that's perfect for you. "And here's why I think you you should talk to this guy." And if they really know me, there's a reasonable chance that I'll not only listen to them, but I'll at least take the call. You need to have that high degree of targeting. It is really hard to break through and people try everything. They try, the insincere version of the, "I read your story, it was great. "but here's another great story." Which maybe they read your story, maybe they didn't at least it was an attempt. Or, "if you like this company, you'll love that one." People try all these tricks to try and get get to you. I think the highest level of highest probability of success comes from the more information you have about not just what I covered yesterday, but what do I cover over time? What kinds of stories am I writing? What kinds of stories does the publication write? And also to keep the pitching tight, I was big believer when I was doing comms, you should be able to pitch stories in two sentences. And you'll know from that whether there's going to be connection or not, don't send me five or more pitches. Time is of the essence, keep it short and as targeted as possible. >> That's a good answer to Paul Bernardo's question in the chat, which is how do you do the pitch. Brenna, you're back. Can you hear us? No. Okay. We'll get back to her when she gets logged back in. Gerard, your thoughts on how to reach you. I've never met you before, if I'm a CEO or I'm a comms person, a company never heard of, how do I get your attention? If I can't have a coffee with you with COVID, how do I connect with you virtually? (talk over each other) >> Exactly as Eric said, it is about targeting, it's really about making sure you are. And again, it's, I hate to say this, but it's not that hard. If you are the comms person for a large or medium sized company or even a small company, and you've got a particular pitch you want to make, you're probably dealing in a particular field, a particular sector, business sector or whatever. Let's say it says not technology for change, let's say it's fast moving consumer goods or something like that. Bloomberg, Brenna is in an enormous organization with a huge number of journalist you deal and a great deal of specialism and quality with all kinds of sectors. The Wall Street Journal is a very large organization, we have 13, 1400 reporters, 13 to 1400 hundred journalist and staff, I should say. Barron's is a very large organization with especially a particularly strong field coverage, especially in certain sectors of business and finance. It's not that hard to find out A, who is the right person, actually the right person in those organizations who's been dealing with the story that you're trying to sell. Secondly, it's absolutely not hard to find out what they have written or broadcast or produced on in that general field in the course of the last, and again, as Eric says, going back not just over the last week or two, but over the last year or two, you can get a sense of their specialism and understand them. It's really not that hard. It's the work of an hour to go back and see who the right person is and to find out what they've done. And then to tailor the pitch that you're making to that person. And again, I say that partly, it's not purely about the vanity of the reporter, it's that the reporter will just be much more favorably inclined to deal with someone who clearly knows, frankly, not just what they're pitching, but what the journalist is doing and what he or she, in his or her daily activity is actually doing. Target it as narrowly as you can. And again, I would just echo what Eric and I think what Brenna was also saying earlier too that I'm really genuinely surprised at how many very broad pitches, again, I'm not directly in a relative role now. But I was the editor in chief of the Journal for almost six years. And even in that position, the number of extraordinarily broad pitches I get from people who clearly didn't really know who I was, who didn't know what I did, and in some cases, didn't even really know what Wall Street Journal was. If you can find that, if you actually believe that. It's not hard. It's not that hard to do that. And you will have so much more success, if you are identifying the organization, the people, the types of stories that they're interested in, it really is not that difficult to do. >> Okay, I really appreciate, first of all, great insight there. I want to get some questions from the crowd so if you're going to chat, there was a little bit of a chat hiccup in there. So it should be fixed. We're going to go to the chat for some questions for this distinguished panel. Talk about the new coffee. There's a good question here. Have you noticed news fatigue, or reader seeking out news other than COVID? If so, what news stories have you been seeing trending? In other words, are people sick and tired of COVID? Or is it still on the front pages? Is that relevant? And if not COVID, what stories are important, do you think? >> Well, I could take a brief stab at that. I think it's not just COVID per se, for us, the volatility of the stock market, the uncertainties in the current economic environment, the impact on on joblessness, these massive shifts of perceptions on urban lifestyles. There's a million elements of this that go beyond the core, what's happening with the virus story. I do think as a whole, all those things, and then you combine that with the social unrest and Black Lives Matter. And then on top of that, the pending election in the fall. There's just not a lot of room left for other stuff. And I think I would look at it a little bit differently. It's not finding stories that don't talk on those things, it's finding ways for coverage of other things whether it's entertainment. Obviously, there's a huge impact on the entertainment business. There's a huge impact on sports. There's obviously a huge impact on travel and retail and restaurants and even things like religious life and schooling. I have the done parents of a college, was about to be a college sophomore, prays every day that she can go back to school in the fall. There are lots of elements to this. And it's pretty hard to imagine I would say to Gerard's point earlier, people are looking for good stories, they're always looking for good stories on any, but trying to find topics that don't touch on any of these big trends, there's not a lot of reasons to look for those. >> I agree. Let me just give you an example. I think Eric's exactly right. It's hard to break through. I'll just give you an example, when you asked that question, I just went straight to my Wall Street Journal app on my phone. And of course, like every organization, you can look at stories by sections and by interest and by topic and by popularity. And what are the three most popular stories right now on the Wall Street Journal app? I can tell you the first one is how exactly do you catch COVID-19? I think that's been around since for about a month. The second story is cases accelerate across the United States. And the third story is New York, New Jersey and Connecticut, tell travelers from areas with virus rates to self isolate. So look, I think anecdotally, there is a sense of COVID fatigue. Well, we're all slightly tired of it. And certainly, we were probably all getting tired, or rather distressed by those terrible cases and when we've seen them really accelerate back in March and April and these awful stories of people getting sick and dying. I was COVID fatigued. But I just have to say all of the evidence we have from our data, in terms of as I said earlier, the interest in the story, the demand for what we're doing, the growth in subscriptions that we've had, and just as I said, little things like that, that I can point you at any one time, I can guarantee you that our among our top 10 most read stories, at least half of them will be COVID-19. >> I think it's safe to say general interest in that outcome of progression of that is super critical. And I think this brings up the tech angle, which we can get into a minute. But just stick with some of these questions I just want to just keep these questions flowing while we have a couple more minutes left here. In these very challenging times for journalism, do byline articles have more power to grab the editors attention in the pitching process? >> Well, I think I assume what the questioner is asking when he said byline articles is contributed. >> Yes. >> Contributed content. Barron's doesn't run a lot of contributing content that way in a very limited way. When I worked at Forbes, we used to run tons of it. I'm not a big believer that that's necessarily a great way to generate a lot of attention. You might get published in some publication, if you can get yourself onto the op ed page of The Wall Street Journal or The New York Times, more power to you. But I think in most cases-- >> It's the exception not the rule Exception not the rule so to speak, on the big one. >> Yeah. >> Well, this brings up the whole point about certainly on SiliconANGLE, our property, where I'm co founder and chief, we basically debate over and get so many pitches, "hey, I want to write for you, here's a contributed article." And it's essentially an advertisement. Come on, really, it's not really relevant. In some case we (talk over each other) analysts come in and and done that. But this brings up the question, we're seeing these newsletters like sub stack and these services really are funding direct journalism. So it's an interesting. if you're good enough to write Gerard, what's your take on this, you've seen this, you have a bit of experience in this. >> I think, fundamental problem here is that is people like the idea of doing by lines or contributed content, but often don't have enough to say. You can't just do, turn your marketing brochure into a piece of an 800 word with the content that that's going to be compelling or really attract any attention. I think there's a place for it, if you truly have something important to say, and if you really have something new to say, and it's not thinly disguised marketing material. Yeah, you can find a way to do that. I'm not sure I would over-rotate on that as an approach. >> No, I just briefly, again, I completely agree. At the Journal we just don't ever publish those pieces. As Eric says, you're always, everyone is always welcome to try and pitch to the op ed pages of the Journal. They're not generally going to I don't answer for them, I don't make those decisions. But I've never seen a marketing pitch run as an op ed effectively. I just think you have to know again, who you're aiming at. I'm sure it's true for Bloomberg, Barron's and the Journal, most other major news organizations are not really going to consider that. There might be organizations, there might be magazines, digital and print magazines. There might be certain trade publications that would consider that. Again, at the Journal and I'm sure most of the large news organizations, we have very strict rules about what we can publish. And how and who can get published. And it's essentially journal editorials, that journal news staff who can publish stories we don't really take byline, outside contribution. >> Given that your time is so valuable, guys, what's the biggest, best practice to get your attention? Eric, you mentioned keeping things tight and crisp. Are there certain techniques to get your attention? >> Well I'll mention just a couple of quick things. Email is better than most other channels, despite the volume. Patience is required as a result because of the volume. People do try and crawl over the transom, hit you up on LinkedIn, DM you on Twitter, there's a lot of things that people try and do. I think a very tightly crafted, highly personalized email with the right subject line is probably still the most effective way, unless it's somebody you actually, there are people who know me who know they have the right to pick up the phone and call me if they really think they have... That's a relationship that's built over time. The one thing on this I would add which I think came up a little bit before thinking about it is, you have to engage in retail PR, not not wholesale PR. The idea that you're going to spam a list of 100 people and think that that's really going to be a successful approach, it's not unless you're just making an announcement, and if you're issuing your earnings release, or you've announced a large acquisition or those things, fine, then I need to get the information. But simply sending around a very wide list is not a good strategy, in most cases, I would say probably for anyone. >> We got Brenna back, can you hear me? She's back, okay. >> I can hear you, I'm back. >> Well, let's go back to you, we missed you. Thanks for coming back in. We had a glitch on our end but appreciate it, bandwidth internet is for... Virtual is always a challenge to do live, but thank you. The trend we're just going through is how do I pitch to you? What's the best practice? How do I get your attention? Do bylines lines work? Actually, Bloomberg doesn't do that very often either as well as like the Journal. but your thoughts on folks out there who are really trying to figure out how to do a good job, how to get your attention, how to augment your role and responsibilities. What's your thoughts? >> I would say, going back to what we said a little bit before about really knowing who you're pitching to. If you know something that I've written recently that you can reference, that gets my attention. But I would also encourage people to try to think about different ways that they can be part of a story if they are looking to be mentioned in one of our articles. And what I mean by that is, maybe you are launching new products or you have a new initiative, but think about other ways that your companies relate to what's going on right now. So for instance, one thing that I'm really interested in is just the the changing nature of work in the office place itself. So maybe you know of something that's going on at a company, unlimited vacation for the first time or sabbaticals are being offered to working parents who have nowhere to send their children, or something that's unique about the current moment that we're living in. And I think that those make really good interviews. So it might not be us featuring your product or featuring exactly what your company does, but it still makes you part of the conversation. And I think it's still, it's probably valuable to the company as well to get that mention, and people may be looking into what you guys do. So I would say that something else we are really interested in right now is really looking at who we're quoting and the diversity of our sources. So that's something else I would put a plug in for PR people to be keeping an eye on, is if you're always putting up your same CEO who is maybe of a certain demographic, but you have other people in your company who you can give the opportunity to talk with the media. I'm really interested in making sure I'm using a diverse list of sources and I'm not just always calling the same person. So if you can identify people who maybe even aren't experienced with it, but they're willing to give it a try, I think that now's a really good moment to be able to get new voices in there. >> Rather than the speed dial person you go to for that vertical or that story, building out those sources. >> Exactly. >> Great, that's great insight, Everyone, great insights. And thank you for your time on this awesome panel. Love to do it again. This has been super informative. I love some of the engagement out there. And again, I think we can do more of these and get the word out. I'd like to end the panel on an uplifting note for young aspiring journalists coming out of school. Honestly, journalism programs are evolving. The landscape is changing. We're seeing a sea change. As younger generation comes out of college and master's programs in journalism, we need to tell the most important stories. Could you each take a minute to give your advice to folks either going in and coming out of school, what to be prepared for, how they can make an impact? Brenna, we'll start with you, Gerard and Eric. >> That's a big question. I would say one thing that has been been encouraging about everything going on right now as I have seen an increased hunger for information and an increased hunger for accurate information. So I do think it can obviously be disheartening to look at the furloughs and the layoffs and everything that is going on around the country. But at the same time, I think we have been able to see really big impacts from the people that are doing reporting on protests and police brutality and on responses to the virus. And so I think for young journalists, definitely take a look at the people who are doing work that you think is making a difference. And be inspired by that to keep pushing even though the market might be a little bit difficult for a while. >> I'd say two things. One, again, echoing what Brenna said, identify people that you follow or you admire or you think are making a real contribution in the field and maybe directly interact with them. I think all of us, whoever we are, always like to hear from young journalists and budding journalists. And again, similar advice to giving to the advice that we were giving about PR pitches. If you know what that person has been doing, and then contact them and follow them. And I know I've been contacted by a number of young journalists like that. The other thing I'd say is and this is more of a plea than a piece of advice. But I do think it will work in the long run, be prepared to go against the grain. I fear that too much journalism today is of the same piece. There is not a lot of intellectual diversity in what we're seeing There's a tendency to follow the herd. Goes back a little bit to what I was saying right at the opening about the fact that too many journalists, quite frankly, are clustered in the major metropolitan areas in this country and around the world. Have something distinctive and a bit different to say. I'm not suggesting you offer some crazy theory or a set of observations about the world but be prepared to... To me, the reason I went into journalism was because I was always a bit skeptical about whenever I saw something in any media, which especially one which seemed to have a huge amount of support and was repeated in all places, I always asked myself, "Is that really true? "Is that actually right? "Maybe there's an alternative to that." And that's going to make you stand out as a journalist, that's going to give you a distinctiveness. It's quite hard to do in some respects right now, because standing out from the crowd can get you into trouble. And I'm not suggesting that people should do that. Have a record of original storytelling, of reporting, of doing things perhaps that not, because look, candidly, there are probably right now in this country, 100,00 budding putative journalists who would like to go out and write about, report on Black Lives Matter and the reports on the problems of racial inequality in this country and the protests and all of that kind of stuff. The problem there is there are already 100,000 of those people who want to do that in addition to probably the 100,000 journalists who are already doing it. Find something else, find something different. have something distinctive to offer so that when attention moves on from these big stories, whether it's COVID or race or politics or the election or Donald Trump or whatever. Have something else to offer that is quite distinctive and where you have actually managed to carve out for yourself a real record as having an independent voice. >> Brenna and Gerard, great insight. Eric, take us home close us out. >> Sure. I'd say a couple things. So one is as a new, as a young journalist, I think first of all, having a variety of tools in your toolkit is super valuable. So be able to write long and write short, be able to do audio, blogs, podcast, video. If you can shoot photos and the more skills that you have, a following on social media. You want to have all of the tools in your toolkit because it is challenging to get a job and so you want to be able to be flexible enough to fill all those roles. And the truth is that a modern journalist is finding the need to do all of that. When I first started at Barron's many, many years ago, we did one thing, we did a weekly magazine. You'd have two weeks to write a story. It was very comfortable. And that's just not the way the world works anymore. So that's one element. And the other thing, I think Gerard is right. You really want to have a certain expertise if possible that makes you stand out. And the contradiction is, but you also want to have the flexibility to do lots of different stories. You want to get (voice cuts out) hold. But if you have some expertise, that is hard to find, that's really valuable. When Barron's hires we're always looking for people who have, can write well but also really understand the financial markets. And it can be challenging for us sometimes to find those people. And so I think there's, you need to go short and long. It's a barbell strategy. Have expertise, but also be flexible in both your approach and the things you're willing to cover. >> Great insight. Folks, thanks for the great commentary, great chats for the folks watching, really appreciate your valuable time. Be original, go against the grain, be skeptical, and just do a good job. I think there's a lot of opportunity. And I think the world's changing. Thanks for your time. And I hope the comms folks enjoyed the conversation. Thank you for joining us, everyone. Appreciate it. >> Thanks for having us. >> Thank you. >> I'm John Furrier here in the Cube for this Cube Talk was one hour power panel. Awesome conversation. Stay in chat if you want to ask more questions. We'll come back and look at those chats later. But thank you for watching. Have a nice day. (instrumental music)

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

>>live from Atlanta, Georgia. It's the Q covering answerable Best 2019. Brought to you by Red Hat >>Hey, welcome back, everyone. This is the Cubes. Live coverage here in Atlanta, Georgia, for Ansel Fast, part of Red Hats Annual event with their customers, their community. I'm Chon hurry with the Cuban stupid men. My co host. Our next guest is Jason Smith, vice president. North America Service is for Red Hat. Jason, welcome to the Cube. >>Thanks. Thanks for having me. >>So mostly the service is wrapped around this or huge opportunity because of the impact that the automation is having the tasks people's jobs shift on the things they can do, more things. That service is opportunity, bigot. You just take us through kind of your strategy of how you look at answerable in context of the red hat portfolio. >>Sure, yeah. So from the service's perspective, we're really responsible for ensuring customer success and sex successful adoption of all of our technologies. So across the entire portfolio and so as opposed to a service. This company that's focused on surfaces were really focused on driving customers success and making sure that customers were successful so overall, from the service's perspective we have obviously are consulting, which really focused on working with customers. Implement solutions around red technology is expanding the use of redhead technologies. We have our training business, which is our education and certification business, which has on sites, open enrollment. But also over the last couple years we released our Red Hat Learning subscription, which is basically gives customers access to the entire portfolio of training on demand in the self paced way, which is been really fast growing part of our business. And then I think we've talked to you a little bit about this before, which is our open innovation labs, which is really focused on people in process and helping customers go through that digital transformation type of journey and focus around culture and things like that. >>It's interesting you look at the interviews we had yesterday with some of your customers. It's actually have a couple different profiles. You have the man. We nailed it. Now I gotta bring us across the entire organization, get a champion driving change. Other groups are standardized with that substrate for answerable. Others were like, Wow, I have other stuff. I need to really figure this out, take us through how you guys would approach those use cases because they're different. But all would want more. Service is some to accelerate either, say a champion, some to get a new prospect on board. >>Right? So, um, we've laid out We'll release is about 90 days ago, which is called Dark Automation Adoption Journey. And this is a five phased approach where we've worked with customers hundreds of customers around the world, in every phase of adoption of automation, obviously specifically around answerable. And this really looks at helping customers go from more of a tactical strategy, typically is what we're seeing today. A lot of customers have and school in different pockets, doing a lot of tactical things that are driving a lot of value. But how do you take that? And then really get two more of an enterprise strategy? So that's really what we've focused on taking what we've learned with customers at all of those phases and really taking those best practices and coming up with a standardized approach that we can really work with customers to be ableto get through that journey with him. >>Jason could bring us inside the customer base a little here. You know, what we hear is it's really easy to get started. But when you lay out those five steps is everybody looking to get to st five? Is that a, you know, year journey? Are some people okay? Just being at phase two or three. Help us understand a little bit, Kind of. And we know it varies greatly, but some of the characteristics as toe how fast they move along where the end journey is for most organizations, >>right. So as I mentioned this, customers are coming in. Some have been early adopters of answerable for a long time. So we've been working at more of a department departmental level with customers where they're driving value at that departmental level. Others were kind of coming to us for the first time, saying we're hearing all about this automation stuff. We know we need it, but we need to get started. And so we're really looking at, um, kind of starting out. We typically start with the Discovery session, and so we're bringing in our architects and consultants to come in and meet with their business and technical stakeholders to really understand where they are in that journey and really defined kind of their goals and objectives. So every customer is different, so really understanding what their goals and priorities are and then being able to help kind of craft that road map with, um to get through that journey. But I'd say most of our customers looking to figure out how to take it from kind of more of those tactical implementations to how do we leverage that in a more scalable, consistent way and be able to manage it more across the enterprise? >>Well, it's a direct software development often is different at different, different parts in an organization. If you look a kind of a dev ops movement, it's, you know, trying to get a little bit consistency across those, and it sounds like answerable plays well, toe help get collaboration and you know those playbooks that could be used across and know that I have something that is supported and works, and my organization buys into it >>exactly. So a lot of customers air doing great things in those pockets. But like you said, how do you take those and not reinvent the wheel every time but take them and kind of break them down into consumable chunks, kind of validate those and then publish them. So you have a standard set of playbooks that people can use and reuse versus developing them again for the first time. Because we know that answerable. You can do things quickly, but you don't want to redo them 10 different ways to do the same thing. So having that kind of blessed standardized way and then publishing them out managing them is really important. >>Great feedback from customers on that two on. Then they get more playbooks to get more. I gotta manage that. But one of the interesting things we talked about yesterday with Stephanie Cheers with on the rail side was connecting, answerable to rail the insights. Was the analytics certainly compelling? A lot of benefits scare coming into the rest of red hat. Well, where is that opportunity? How do you guys servicing those pieces? >>Yes, so we're really looking at answerable to be part of most of the red hat portfolio. So as we're working with customers and they're adopting more and more of the Red Hat technologies, answerable becomes a bigger part of that. So whether it's kind of bringing in our training to help train and enable customer associates on using answerable not only for automation but whether you're a real admin or open shift, or no matter what kind of product you're using, being ableto have the training enablement and service is around that to help everyone learn to understand how to use an school in leverage danceable across any area of the plot. >>You guys aren't new to platforms. Answer would have been a great product. Now the platform approach, any things you guys are gonna do different is going to the same Red Hat playbook dealing with other platforms like Open shift in other things. You guys been successful with similar playbook for you guys, or what's the? Is there a nuance with the platform of sensible automation? Ours business as usual? >>Yes. From the service's perspective, we've tried to really standardize on a set of offerings, um, and leverage kind of a consistent approach, whether it's with open shift for helping customers adopt containers or helping customers build a hybrid cloud. Or we've even got a adoption journey around huts for Tokyo's the leverage to create an NFI architecture. It's the same kind of process and framework. So we try to build a standardized process and no matter kind of what type of solution customers air building We look to follow those types of >>dreams. Nice glue layer kind of fits everywhere on a personal question for you. What's the show been like here for you share with the people watching who weren't here? Why is this year important? This seems to be an inflection point for answerable fest, the vibe, the number of attendees, the moment in history where the cloud journey on premises What's What's your take on? This is your personal view. It's >>been great. I mean, I think just the size talking a lot of people that have been coming here for many, many years, even prior to the redhead acquisition of Answerable. This is really community driven event, and it's still set up like a community driven event. You won't see a big red hat stuff everywhere. It's really kind of by the community for the community. And just to see the sheer size of on the number of attendees here, and really kind of the evolution of what customers are being able to talk about on stage with a value they're getting out of answerable is pretty tremendous. So just seeing the pure return on investment of leveraging, answerable and looking at all of the large customers they're here, speaking even on the panel last night was really incredible to see them talk about their journeys over the last couple of years, going from just starting to be work with, answerable to really kind of driving that across the enterprise and getting continually >>local on feedback. But they're also vocal on success. They have all these building in champions inside your inside the customer base, >>and they're all very, very excited about when you have excited customers. >>So, Jason, I'm wonder if you could help us connect the dots with how automation ties into the other journeys customers are going through. You know, the digital transformation, modernizing their applications, changing their hybrid and cloud hybrid and multi cloud environment. What's the role of automation to, you know, enable that and participate in those journeys? >>Yes, it's and it really has kind of a part in all of those journeys. So we work with lots of large customers that are going through a kind of different parts of those different journeys, and it seems like ants will becomes a part of it. And so, for instance, one of our customers that working we're working with right now through a large digital transformation, kind of across the entire enterprise from a both people process and technology perspective on this is leveraging things like open shift and modernizing all of their applications and breaking down things in the micro Service's and really transforming their business. But part of that is leveraging, answerable. And so one of the CEOs mottoes was, If we do something more than twice, we're gonna automate it. And so I hear that kind of over and over again, no matter what type of customer we're working with, no matter what type of kind of solution we're implementing, they're coming up with these monsters that they get really excited about around automation. Um, so we're not going to do things the old way with these new projects. We wanna automate everything, and I just seeing a ton of value and efficiency out of it. >>Awesome. What's the biggest surprise that you've seen over the past year on the service aside and just in terms of enterprise readiness Enterprise and appetite. Adoption, Any observations you could share around what's going on with automation, Observe, ability, a big part of the business. We're seeing that, too. Automation Observe ability to hot new sectors. Just exploding opportunity. >>Yeah, I think just continuing to see this kind of digital transformation effort across so many different customers and get everybody's really focused on not only the technology and the technology, especially things like open shift in Ansel and Rail. They're enabling all of this change in all of this movement to the cloud and the automation, but really working with customers to focus on the people in process so they can leverage those capabilities because just adopting the platforms doesn't give you all of the benefits without changing your people in process. So we spent a lot of time talking about really around the culture, and customers are looking at us saying Red Hat Service's Don't just come in with the technical experts would help us really understand how we transform our people in process along the way to really take advantage of the innovation that's going around right now with the cloud. >>So, Jason, uh, IBM Zach Wizard Read had been very clear keeping the brand, the products, the people of Red Hat. IBM knows a thing or two about service is though we think that, you know, service is really are the main focus that that will happen there. So give us a little insight as to how the scale of IBM will increase what redhead service is able to be able to dio. >>Yeah, So it's great for Red Hat, right? Because we now have a company the size of IBM out driving the adoption of our technologies. So everything that we're able to dio to date from a red hat perspective got us to one level of scale. But IBM is gonna take us to that next level of scale. And from a service's perspective, IBM already has service's departments around all of their different technologies. And so we really are gonna be treated kind of service department. So we're gonna continue to be the experts around Red Hat Technologies. But it really doesn't change that much for us because we worked with large s eyes. Um, since the time we started here and were always part of a lot of largess, I implementations so although IBM will be a very important partner of ours. They won't be on. The other part of the only partner will still work with all >>the flights. IBM That's right. And so we worked at >>IBM before the acquisition as a partner will work with him after the acquisition. But IBM What will change is on the IBM side, they will be building much larger delivery organizations around Red Hat Technologies, which will allow us to kind of get the the customer started on that journey. But when they look to really scale out than IBM can take in and kind of take that to the next level, that we would never have the scale to be able to get to that side. So it's good for us. It's good for our customers, and it's good for red hat driving adoption. >>Jim pointed this out on the many times on multiple calls around the broad portfolio. You guys have an IBM. They have somewhere broad portfolio. Thanks for coming on, sharing your insights. What's new for you? Take a quick minute to plug in what's going on your organization and what you're up to? >>Yes, So we're just continuing to scale. So, um The good news is IBM has a large service's organization, but that also drives a lot of demand for us. So we're continuing to scale, will continue to improve. Our offerings were continuing to help our customers reach those goals, moving to the cloud and everything they're looking to try to accomplish. >>Great. Thanks for coming. I appreciate it to Cuba. Coverage here. Danceable fast. I'm John for a student. Stay with us. More day, too. Live coverage after this short break.

>> live from New York. It's the Q covering AWS Global Summit 2019 brought to you by Amazon Web service, is >> welcome back here to New York City. You're watching the Cube, the worldwide leader in Enterprise Tech cover jumps to minimum. My co host for today is Cory Quinn and happy to welcome to the program. A first time guest on the program, says Heart O. B. Who is a senior leader of global business development with Healthcare Life. Scientists know this group and AWS thanks so much for joining us. All right, so you know, we love digging into some of the verticals here in New York City. Of course, it's been a lot of time on the financial service is peas we actually had, Ah, another one of our teams out of the eight of us. Imagine show going on yesterday in Seattle with a lot of the education pieces. So healthcare, life sciences in genomics, little bit of tech involved in those groups, a lot of change going on in that world. So give us a thumbnail if you would as toe what what's happening in your >> world so well just from a scope one of you Health care includes life set paid on provider Life sciences is far more by attacking its most medical device and then genomics and what we're seeing in those spaces. Let's start with health care. It's such a broad thing, will just sort of back to back and forth in health care itself. What we're sort of seeing their customs ask us to focus on and to help them do falls into three categories. First, is a lot of customers ask us to help them personalized the consumer health journey. You and I, all of us, are so accustomed to that frictionless experiences we have elsewhere and in health care. There's a lot more friction. And so we're getting a lot of enquiries and request for us to help them transform that experience. Make it frictionless. So an example That would be if you're familiar with Doc. Doc started here in New York. Actually, when you want a book, an appointment, Doc, Doc, you can normally, if you go online, I have to put information for insurance. You type it all. Then it's full of friction. Have to put all the fields in. They use one of our A I service's image recognition, and you simply hold up your card to the camera and it able to pull your in transporation, determine eligibility and look the right appointment for you. So that's an example of removing friction for the consumer of the health consume over the patient as they're trying to go to that health care and excessive category one frictionless experiences using AWS to support it with a i service is category, too. We're getting a lot of interest for us to help health systems predict patient health events. So anything of value base care the way you actually are able to change the cost. Quality Curve is predicting events, not just dealing with math and so using a i Am L service is on top of data to predict and forecast events is a big part of one example would be with sooner where they moved, they're healthy and 10 platform, which is a launch to a patient record platform onto AWS. About 223,000,000 individuals that are on that platform Men we did a study with him where way consume about 210,000 individual patient data and created a machine learning model this is published where you can predict congestive heart failure 15 months in advance of it actually occurring. So when you look at that, that prediction are forecasting that sort of one of the powers of this princess. What category number two is predicting health events, and then the last one I'd be remiss in leaving out is that you probably have heard a lot of discussion on physician and a clinician. Burnout to the frustrations of the nurses or doctors and Muslims have the heart of that is not having the right information the right time to take care of the right patient. Data liquidity and in Trop ability is a huge challenge, and a lot of our customers are asking us to help solve those problems with them. You know it hims. This year we announced, together with change Healthcare Change Healthcare said they want to provide free and troubling to the country on AWS, with the platform supporting that. So those are sort of three categories. Personalize the consumer health journey. Predicting patient health events and promoting intra ability is sort of the signals that we're seeing in areas that were actively supporting our customers and sort of elevating the human condition. >> It's very easy to look at the regulation around things like health care and say, Oh, that gets in the way and its onerous and we're not gonna deal with it or it should be faster. I don't think anyone actively wants that. We like the fact that our hospitals were safe, that health care is regulated and in some of the ways that it is at least. But I saw an artifact of that means that more than many other areas of what AWS does is your subject to regulatory speed of Sloane. A speed of feature announcement, as opposed to being able to do it as fast technology allows relatively easy example of this was a few years back. In order to run, get eight of us to sign a B A. For hip, a certification, you have to run dedicated tendency instances and will not changed about a year and 1/2 2 years ago or even longer. Depending it's it all starts to run together after a time, but once people learn something, they don't tend to go back and validate whether it's still true. How do you just find that communicating to your customers about things that were not possible yesterday now are, >> yeah, when you look at hip eligibility. So as you know, a devious is about over 100 him eligible service's, which means that these are so this is that so compliance that you start their compliance, Remember, is an outcome, not a future. So compliance is a combination of people process platform, and we bring the platform that's hip eligible, and our customers bring the people in process, if you will, to use that platform, which then becomes complying with regulatory requirements. And so you're absolutely right. There's a diffusion of sort of understanding of eligibility, a platform, and then they worked with customers have to do in order as a shared responsibility to do it. That diffusion is sometimes slower. In fact, there's sometimes misinformation. So we always see it work with our customers and that shared, responsive model so that they can meet their requirements as they come to the cloud. And we can bring platforms that are eligible for hip. They can actually carry out the work clothes they need to. So it's it's that money, you know, the way I think of it is. This when you think of compliance, is that if if I were to build for you a deadbolt for your door and I can tell you that this complies boasted of things, but you put the key under the mat way might not be complying with security and regular requirements for our house. So it's a share responsible. I'll make the platform be eligible and compliant, and so that collective does daytime and dusting. People are saying that there is a flat from this eligible, and then they have to also, in their response to work to the people in process potion to make the totality of it comply with the requirements for regulatory for healthcare regulatory requirements. >> Some of the interesting conversations I've had in the last few years in health care in the industry is collaborations that are going on, you know, how do we share data while still maintaining all of the regulations that are involved? Where does that leave us get involved? There >> should. That's a fact. There is a data sharing part of that did a liquidity story that we talked about earlier in terms of instability. I'll give an example of where AWS actually actively working in that space. You may be familiar with a service we launched last November at Reinvent called Amazon Campion Medical and Campion Medical. What it does is it looks at a medical note and can extract key information. So if you think back to in high school, when you used to read a book in highlighting yellow key concepts that you wanted to remember for an exam Amazon Carmen Medical Same thing exactly, can lift key elements and goes from a text blob, too discrete data that has relationship ontology and that allows data sharing where you where you need to. But then there's one of the piece, so that's when you're allowed to disclose there's one of me. Sometimes you and I want to work on something, but we want to actually read act the patient information that allows data sharing as well. So Amazon coming medical also allows you to read, act. Think of when a new challenge shows that federally protected doctor that's blacked out Amazon com for American also remove patient identifying information. So if you and I want to collaborate on research project, you have a set of data that you wanna anonima de identify. I have data information of I D identified. To put it together, I can use Amazon com Medical Read Act All the patient information Make it d identified. You can do the same. And now we can combine the three of us that information to build models, to look a research and to do data sharing. So whether you have full authority to to share patient information and use the ontological portion of it, or whether you want to do the identifying matter, Amazon competent medical helps you do that. >> What's impressive and incredible is that whether we like it or not, there's something a little special about health care where I can decide I'm not going to be on the Internet. Social media things all stop tweeting. Most people would thank me for that, or I can opt out of ride sharing and only take taxis, for example. But we're all sooner or later going to be customers of the health care industry, and as a result, this is some of that effects, all of us, whether we want to acknowledge that or not. I mean, where some of us are still young enough to believe that we have this immortality streak going on. So far, so good. But it becomes clear that this is the sort of thing where the ultimate customer is all of us. As you take a look at that, does that inform how AWS is approaching this entire sector? >> Absolutely. In fact, I'd like to think that a W brought a physician toe lead sector because they understood that in addition to our customer obsession that we see through the customer to the individual and that we want to elevate the human condition we wanted obsess over our customers success so that we can affect positive action on the lives of individuals everywhere. To me, that is a turn. The reason I joined it of U. S s. So that's it. Certainly practice of healthcare Life's I said on genomic Seti ws has been around for about six years. A doubIe s double that. And so actually it's a mature practice and our understanding of our customers definitely includes that core flame that it's about people and each of us come with a special story. In fact, you know the people that work in the U. S. Healthcare life, science team people that have been to the bedside there, people that have been adventure that I worked in the farm industry, healthcare, population, health. They all are there because of that thing you just said. Certainly I'm there because that on the entire practice of self life sciences is keenly aware of looking through the customers to the >> individual pieces. All right, how much? You know, mix, you know, definitely an area where compute storage are critically important than we've seen. Dramatic change. You know, in the last 5 to 10 years, anything specific you could share on that >> Genomics genomex is an area where you need incredible computer storage on. In our case, for example, alumina, which is one of our customers, runs about 85% of all gene sequencing on the planet is in aws customer stores. All that data on AWS. So when you look at genomex, real power of genomics is the fact that enables precision diagnostics. And so when you look at one of our customers, Grail Grail, that uses genomic fragments in the blood that may be coming from cancer and actually sequences that fragment and then on AWS will use the power of the computer to do machine learning on that Gino Mexicans from to determine if you might have one of those 1 10 to 12 cancers that they're currently screening for. And so when you talk to a position health, it really can't be done without position diagnostics, which depends on genomex, which really is an example of that. It runs on AWS because we bring compute and storage essentially infinite power. To do that you want, For example, you know the first whole genome sequence took 14 years. And how many billions of dollars Children's Hospital Philadelphia now does 1000 whole genome sequences in two hours and 20 minutes on AWS, they spike up 20,000 see few cores, do that desi and then moved back down. Genomics. The field that literally can't be. My humble opinion can't be done outside the cloud. It just the mechanics of needed. The storage and compute power is one that is born in the cloud on AWS has those examples that I shared with you. >> It's absolutely fantastic and emerging space, and it's it's interesting to watch that despite the fact there is a regulatory burden that everything was gonna dispute that and the gravity of what it does. I'm not left with sense that feature enhancement and development and velocity of releases is slower somehow in health care than it is across the entire rest of the stack. Is that an accurate assessment, or is there a bit of a drag effect on that? >> Do you mean in the health care customers are on AWS speaking >> on AWS aside, citizen customers are going to be customers. Love them. We >> do aws. You know, we obviously innovation is a rowdy and we release gosh everything. About 2011 we released 80 front service than features and jumped 1015 where it was like 702 jumped 2018. Where was 1957 features? That's like a 25 fold. Our pace of innovation is not going to slow down. It's going to continue. It's in our blood in our d. N. A. We in fact, hire people that are just not satisfied. The status quo on want to innovate and change things. Just, you know, innovation is the beginning of the end of the story, so, no, I don't have to spend any slowdown. In fact, when you add machine learning models on machine learning service that we're putting in? I only see it. An even faster hockey stick of the service is that we're gonna bring out. And I want you to come to reinvent where we're going to announce the mall and you you will be there and see that. All >> right, well, on that note thank you so much for giving us the update on healthcare Life Sciences in genomics. Absolutely. Want to see the continued growth and innovation in that? >> My pleasure. Thank you for having a show. All >> right. For Cory, Queen of Stupid Men. The Cube's coverage never stops either. We, of course, will be at eight of us reinvent this fall as well as many other shows. So, as always, thanks for watching the cue.

>> Announcer: Live from London, England, it's theCUBE, covering AWS Summit London 2019, brought to you by Amazon Web Services. >> Today, we're here at the AWS Summit live at the ExCel Center in London. I'm Susannah Streeter, and this is my cohost Dave Vellente, here today. Now, we've talked a lot about the benefits of Cloud and the opportunities, and also the challenges sometimes, for startups and other businesses. But, also, there has been massive growth of the use of Cloud services by public sector organizations. And our next two guests here on theCUBE today, really, this is your area of business isn't it? So, we have Johnny Hugill, who's from Public, but also Max Peterson, VP of Worldwide Public Sector, AWS. Thank you very much for coming on to talk to us. >> Thank you. >> Now it's really interesting, during the keynote speeches, I was really taken by one of the speeches from the Chief Digital Information Officer at the Ministry of Justice, Tom Read, and he says, "We don't innovate for professional advantage, we do it to take care of people." And, Johnny, this is what your business is about, isn't it? Trying to link up startups and public sector organizations, to ensure that more people are taken care of. >> Yeah, I mean, that's exactly right. I think what we've seen in sort of almost every other sector you can think of, is this big proliferation of startups, of new market entrant's of completely new companies, really kind of coming to dominate those markets. And we haven't quite seen as much of that as I would like to see in the public sector. So, what we're trying to do is help tech startups, help innovative new companies, to come in and ultimately to deliver better services for everyone. >> There is real concern, though, among traditional companies about this. For example, your local pharmacy concerned that a really big player is going to move in and take away what they do. How do you kind of bring them along and say, well actually, if you work with a startup, it could improve the way you do business and keep you in business. >> Totally. I think pharmacy is a really interesting example. Because, in the UK, we've seen a bunch of new digital-first pharmacies come in and completely transform how people can access their pharmacy. So, Echo is one example of a UK startup that, now, you can get door-to-door prescriptions, instead of having to go to your pharmacy, make appointments, you know, waste loads of time queuing. My view is that these organizations really have to kind of get up to speed with how things work in the wider digital economy. So, people have certain expectations for how services should be delivered, for how quickly they should be accessed, to be able to access things. I think government services are no different. That's pharmacies, that's schools, that's teaching, that's everything. >> We're here in London. How big is the UK in terms of the growth of your business? >> Max: Well, the UK has been a leader for a long time, so from the time that they undertook the government digital services business through the G Cloud, 11 iterations, with big ministries, like the UK MOJ that you heard, with big nonprofits, like Comic Relief, and everything in between, educational institutions, startups. We're very proud we've partnered with Public to help continue to encourage that kind of innovation in government technology. >> I think, when we last talked Max, you, John and I, I think we were in DC. >> I think it was. >> And you were helping us understand, look, this public sector is not just about DC. And you've got a number of activities. We interviewed several of theCUBE yesterday At AWS headquarters. One of the things we talked about was GDPR. We were having a conversation with a privacy expert earlier today. He said, you know, the big players really haven't, really weren't ready for GDPR. You made a point in DC last year, you said, day-one you guys were ready, end-to-end encryption, a number of other services. so, I wanted to circle back to you. >> Max: Sure. >> I said, okay, we gotta peel the onion. I gotta ask Max, put him on the spot. You guys really anticipated this, it's not like you were scrambling at the last minute. Is that fair to say, and I wonder, if, Johnny, if you could confirm or deny that. >> Well, I would tell you that at Amazon, we think security is job-zero. If we are not making sure that we are continuously raising the bar to improve customer security, security for small businesses, then we need to do a better job. A couple of examples: GDPR was a good one, where, two months before GDPR came into a lawful requirement, Amazon announced that we were GDPR compliant. So people could confidently build on top of Amazon. In the UK, early on in 2016, we delivered one of our advanced security services called AWS Shield, which gives everybody using the AWS Cloud in the UK and, in fact, around the world, automatic protection against DDoS. No additional cost. You get it by using the Cloud. Those are the types of security services that Amazon delivers, and probably one of the most important these days, when you're working with sensitive workloads, is encryption. On Amazon, it's check-the-box easy to implement encryption for your data on the fly or when it's at rest. >> So, I hear that a lot, about encryption, and how simple it is. You guys using encryption? Do you guys got it as part of your... >> So, we work with technology companies who want to work with government, so many of the companies we back are using encryption. As I'd say, some of the, sort of, particularly in policing and defense, and some of the more sensitive areas of the public sector, this stuff is really, really crucial. And you simply can't, kind of, get into government without being GDPR compliant, and without having all of the SAP security essentials. A lot of the companies we've backed, are using AWS Cloud, have gone on to win public sector business, so, in that sense, I'm sure everything's E-checked. >> Are there any special considerations, with regard to encryption, things like, out-of-scope requirements that I should think about as a customer, or is it really as simple as Max is saying, click a button and check a box and don't even worry about it, it's all taken care of. What's your advice to people on encryption, is it just encrypt everything? >> Yeah. >> Are there performance considerations or...? >> I mean, again, it totally depends on the scale of the contract, of the requirements that your kind of going off of. For big major contracts with Ministry of Justice, Ministry of Defense, there are a number of different performance, kind of requirements, that you need to consider. But, in general, I think, yeah, it's pretty quite straightforward. >> Yes, kind of a no-brainer. >> I think the answer is encrypt everything, everywhere, all the time. And that also means on premise, it also means on your devices, right? I mean it needs to be just the standard approach that people take to data protection these days. And, unfortunately, for many organizations internally, it's hard, and so that's why people are moving to Amazon so that they get that security built in. It actually is the number one reason why people are moving to AWS today. They want the built-in security and then, after that, they want speed and innovation. And there was a really interesting statistic today at the keynote. Did you hear that LSE, London School of Economics, just completed a study and they showed that 95% of all startups that happen today would not happen if they had to depend on legacy infrastructure, because it was hard and expensive, and that's, candidly, why being a startup in today's Cloud-based world, is a much better value proposition. You can focus on the problem rather than all of these important but complicated factors like encryption. >> The other thing there, the London School of Economics study showed is the productivity gains for those companies that use Cloud. Now, there haven't been obvious productivity gains as a result of technology across the board. We're starting to finally see the uptick. Remember back in the PC days, you could see productivity, you could see upticks everywhere except in productivity, and then all of a sudden it shot up. And we've been predicting, for a couple of years now, you're going to start to see it, Cloud being one of the reasons, other new technologies, and so that was another key finding of that study that I found intersting. >> Well, Sainsbury was up on the stage today again, and what they have now found, right, was they have found a 60% to 70% improvement in productivity. That was their number up on the stage. >> Interesting, you're talking about kind of legacy companies. We've got Ministry of Justice, in fact there was a bit of a battle wasn't there? Yeah, well we've been balanced since 1170. (laughter) >> That was hilarious wasn't it? >> Sainsbury's only 150 years old. >> MOJ got up and said, "Well, in this battle of historical significance, our mission started in 1178. (laugher) >> But it's interesting to talk about those, but really, your bread and butter, Johnny Hugill, is the startups, isn't it, trying to spot talent out there and think, who could I partner these guys up with. >> Yeah, totally right. A really important thing to any organization that is trying to innovate today can do is to market horizon scanning, really understand what is out there, what the art of the possible looks like, what the new technologies that are going to change the game look like, what these companies are actually really capable of, where their sweet spot of innovation is. >> Susannah: And they might not know that themselves. >> But it's a really difficult thing to know, especially if you think about what the kind of day-to-day job of government is, which is really running the country, right? It's pretty difficult to ask them, by the way guys, you also need to really understand what the prospects of AI startups are looking like across the country, or across the world. You need to understand who the kind of BotChain innovators are. It's a big challenge, and it's something that we are really trying to help them along the way. As you said, a lot of that is partnering with bigger companies, and kind of forming the right ecosystems of smaller companies, large companies that can help them scale, and kind of taking government on that journey along with them. >> Well, and the pace of change is another challenge. Six months in this business now is an eternity it seems like. I remember crypto was so hot a year ago, I mean I'm a fan of a lot of the underlying technologies. It was interesting to see how Amazon dealt with that. You asked a lot of questions, like what do you really need to do this, you guys came up with a couple of solutions there, but, keeping up with the pace of change is one of the, I would think, one of the key values that you provide. >> It's really a challenge, and I think now, in infant tech, 15% of the financial revenue in the UK has come from startups founded in the last five years, right? So a big legacy market as important as financial services, has just been completely turned on its head, by Revolut, by Monzo, by all these new guys. And in government we are going to see the same thing at some point. >> Dave: I'd observe that in financial services those are good examples, but the industry still hasn't been disrupted yet. Healthcare still hasn't been disrupted. They're both ripe for disruptions and it's happening. >> Max: Yeah, but I think if you look at those, that's part of what Johnny was saying. Some of these early industries, like finance, have maybe been the initial disrupters, but I do believe that there is a wave of opportunity and disruption coming in this whole gov-tech space. One of them recently was at Zuna. Zuna came in and acquired a contract with UK government that completely upended an old way of doing job search. They had a better mousetrap. And, fortunately, in this case, government recognized it and they used them. >> [Johnny} Yeah, I mean, I would say that was a really momentous thing. The most used website in the entire UK Government, which is the kind of find-a-job search site. As Zuna came along, replaced an incumbent supplier who'd been doing it for years, probably quite badly, came along with their new AI-driven platform, using AWS Cloud and are now just delivering a service that everyone prefers. >> Dave: I saw NHS has announced, what, a half-billion pound almost, transformation project, modernization. And when you peel the onion, you see a lot of startups. Behind the startups, you see a lot of Cloud going on because the Cloud attracts startups, startups are where the innovation is, and if you're going to modernize and spend a half-billion pounds, you better look to the innovation engine. >> Yeah, one of the things about the Cloud computing and one of the things about government policy that's critical, is that it actually encourages that kind of innovation. Because a lot of small companies are the source of new ideas, but, procurement sometimes gets in the way. One of the things that we think, in fact, has worked well is the UK G Cloud contract, where on the UK G Cloud, over 90% of the suppliers on the G Cloud contract are in fact small and medium enterprises, and where 45% of the sales since inception on G Cloud have actually gone to SMEs. >> So it's really transformative. >> yeah. >> Well thank you very much for talking to us about this really fascinating space. I really appreciate it Max Peterson and Johnny Hugill. Thank you for joining us on theCUBE. >> Thank you. >> Thank you so much. >> Great talk. >> That's all from us for now from the Excel Center AWS Summit here in London.

>> Live from Las Vegas! It's theCUBE covering Dell Technologies World 2019 brought to you by Dell Technologies and it's ecosystem partners. >> Hey, welcome back to Las Vegas. Lisa Martin with John Furrier on theCUBE live from Dell Technologies World 2019. This is day one of theCUBE's coverage for three days, two sets, lots going on. I'm pretty sure I can guarantee you a very energetic conversation that John and I are going to have with Dell Boomi CTO Michael Martin. Michael, great to have you on theCUBE. >> It's great to be here. Nice to meet both of you. >> So Michael Dell, the other Michael, talked about (laughs), you probably get that a lot the other Michael, >> No, not really. (laughs) >> Talked about Boomi's a leader in cloud integration this morning during the keynote. Stu Miniman and I had the chance to talk to your CEO Chris McNabb, who came with tons of energy. We want to talk to you about Blockchain. >> Blockchain? >> What, yes! Am I surprising you? >> Yes. >> What are your perspectives on it? Does it live up to the hype? >> Wow, that's a really good question. So, you know it's really funny because I talk to people about Blockchain all the time to be honest with you. And I would say that for as many people that are as excited about the technology and the possibilities, there are equal number of people that are the naysayers. Right, the doubters. And a lot of times the people in those roles are technology people, right? They'll say, well just use a database for that. Right, what, you know, what difference does it make? But they're missing the point. The point is this, what's really happening in the industry is collaboration. Blockchain, it is a technology, but the point is, it's creating relationships in business that have never been created before. So if you go and look at these consortium and work groups that are spinning up, you see a construction consortium, an energy consortium, health care consortium, transportation consortium, supply chain consortium, and you look at the people that belong to those, it is amazing the collaboration between these companies because of Blockchain as a concept. So really it is the, it's transforming the industry. So my advice is either get on board or you're going to be left behind. >> All right, so first of all, we're both pro Blockchain everyone knows, theCUBE knows, I love Blockchain. I love the idea of token economics. The ICO's initial coin offerings has really poisoned the market, I think, in the general market. Because people see Bitcoin, Ethereum, all kinds of currency, it's a lot of fraud outside the United States, and the government's cracked down on it, we know that story. But the fundamental technology is, changes the relationship between people and data, and their interactions. And so I think, I agree with you 100%, but also it's a cultural shift, too. You're thinking about new ways to do something. And I always say, I'd love to get your reaction to this Michael, because I always say to people, hey when the internet started the web, it was dial-up, it was the slowest piece of you know what you could ever see. But it was the first time we saw web pages, we could self-serve ourselves with information. So I think people tend to compare what I could do alternatively with a database to the early stages of where Blockchain, you had some latency issues or you're doing them real time, no problem, don't do Blockchain. But if you look at the benefits of what it could provide from supply chain to community, they're there. And it's disrupting the business model behind it. >> It is. >> And I think that is a part of the clue train that people can jump on and understand that if they just take the leap of faith, kind of like the web. There were people who poopooed the world wide web. It's a toy for people, aww it's nothing. >> Yeah. >> The graphics are horrible. Speeds are slow. No one really uses it. (laughs) >> You could say the same thing about cloud, and IOT, right? Think about 3 years ago, everybody's IOT drug, right? Everybody's happy, IOT IOT, right? But now? I'll make a provocative statement that I now say that I'm comfortable in saying is, if it's a business, you are not incorporating device data, either as a producer or a consumer, you're already behind. You're already behind, and so, I will probably say the same thing about Blockchain in 24 to 36 months. If you are not working on a strategy to have your business be more competitive by incorporating Blockchain, you're going to be behind. >> Talk about where people can get on the clue train here, because it's a good point. There's always the early adopters, the people who take the arrows in the back, so to speak. The entrepreneurs, and we've seen some cases of that. But it's maturing fast. Where are the entry points for say, a technologist, a business person, is there a pattern that you see that might be a good way for someone to jump in. How do they jump in? I mean it's certainly you can join a community, and get involved, but I mean, in terms of holistically thinking about impact to their business, to their customers, where should they be staring at for Blockchain? >> I always have two answers. One is, my business hat, and one is my technical hat. One is, join a consortium. Join a work group. Learn what others are doing. And look at your competition, right? There's a vast amount of data out there. So, just go ahead and search on your competition. It's very easy. And I guarantee that if there's anything that's motivating, it's what your competition's doing. But the second answer is this, get your hands dirty. Learn the technology, right? Don't be a PowerPoint strategy. Learn the technology. For sure. So understand what's there. Understand the strengths and weaknesses of Ethereum. Understand the strengths and weaknesses of Hyperledger Fabric. Start learning the technology. Really get your hands on it. Because that's what we had to do in Boomi, is. We've been also been looking at it for roughly two years. And it was last year that we came out with our support, because of working with our customers and partners, that we too had to work on a strategy of where is Boomi positioned, and how does it bring value to the market for our customers for Blockchain? For us, we had to just start doing it. So now in the past year, we're doing it, and we too, belong to different alliances, and participate and can't go without saying that with Dell technologies very much invested in Blockchain across the business, especially VMWare, we reap the benefits at a much broader scale. So we're just been in a great position of learning and understanding where Boomi fits. >> Why is it, if you look at your existing customers I mentioned before we spoke with Chris McNabb about an hour or two ago, I think I saw on Boomi.com there's over 8200 customers that you guys have, Rory Read energetically talked about how much growth you guys have achieved, the numbers of customers, sheer number of huge that you're adding monthly, quarterly. When you talk to your existing integration customers, what are those conversations, kind of along the lines of John's question, where you're talking to these customers about why integration is so important as it relates to Blockchain? >> Well, first of all, most importantly is customers need an integration strategy. They just need a strategy on integration. So let's push Blockchain aside, right? Like Michael Dell and everybody else says, "Every business needs to integrate." And let's fact it, the majority by far of customers that need an integration strategy are integrating data between legacy on-premise solutions in cloud, right? Once they get established of understanding the processes and the procedures in bringing in a solution like Boomi, it's a natural extension that boom, you already have Blockchain support, you're just extending your integration strategy to now basically on board. >> What kind of Blockchain features do you have in the product and the road map? What's it looking like? Where's the use case for you guys? >> So, I'll tell you what we're seeing. First of all, our support is Ethereum and Hyperledger Fabric, it's also fully compatible with VMWare announced their beta in Blockchain at the end of last year, so we're fully compatible with the VMWare Blockchain, with is Ethereum-based. And for us, most of the conversations that we have, now of course, we all know that there is every industry is dabbling or really trying to be a front runner. But the clear front runner for us is Trusted Lineage. Track and trace, it's really tracking supply chain. That is by far the most predominate scenario that we see. Our partners and customers we work with seem to be the most interested in. >> It's interesting, digital is all supply chain. >> Yes. >> It's connected. >> Yep. >> And then, connecting the analog is interesting too. Some, a lot of examples we see a lot is shipping goods, a physical activity. >> Right. >> Where there's a digital component in it, that the ledger plays beautifully for. So, it's the confluence of physical world meets digital where now you have human relationships to a digital connected network. >> That's right. >> And if everything's connected, everything can be a supply chain at some point if you're looking at data. >> Right. >> Your thoughts on that? >> It's interesting you bring this up, because we've been talking like it's a business-automated process. You run something, it integrates, it pulls data, it transforms data, but interestingly enough, the other thing that people tend to think about is, they tend to think of Blockchain in a silo, right? I'm just installing Blockchain and here it's over humming in the corner, waiting to do something, right? But that's not going to be the case. Interestingly enough, people also think that's just integrating applications back and forth, but when you pull up a phone, and maybe do a financial transaction, you're really communicating with a smart contract in the back end. You are actually a person communicating or integrating with a smart contract. This is the beauty that people now, if they just to start thinking about it, and they learn it, is, oh, okay. Again, Boomi will help you integrate data back and forth between smart contracts. But it also presents you the user interface for a smart contract. >> And it removes the middle, intermediaries or middlemen and so that means in software is that you're going to go direct software-to-software with these smart contracts. So that's one. But also just in the real world, if you and I are online, and we want to do something, we could have a digital smart contract, no lawyers are involved, we can just agree and then it's immutable. >> That's right. >> So that's another benefit. Again, these efficiencies come from things being taken away. >> That's right. >> This seems to be a big part of the Blockchain. >> It is. As a matter of fact, geolocation's another example. Whether it be freight, or ships, or trains, we're already seeing cases where based on geolocation, it's denoting where the goods are, based on geolocation. A human's not even involved at all. It's all automated based on proximity. Right? It's all like this ecosystem is becoming just alive in itself and just starting to be self-building. >> What do you hearing of the integration of Blockchain into Boomi's product road map? What are you hearing from your customers, and your partners? >> For us, I will tell you that given that we've been working on this, there's no question that the validation and quality of what we have is because of our customers and partners. But, hands down, everybody's still on the journey. Everybody's trying to figure out. >> Early innings? >> Very much so. The other thing I need to point out, just to make sure the viewers know this, is Boomi itself is not a Blockchain, right? It's not a mechanism by which you install a Blockchain node, right? It is the ability to interact with a Blockchain that's pre-existing. That's very important because sometimes people look at us like, "Oh is Boomi helping me deploy a Blockchain?" It's like, no. We're helping you integrate your business with a pre-existing Blockchain, and there's a big difference there. >> And that's the partnership consortiums that you guys are a part of, that's the important part of you have mentioning to any consortiums. Not so much, you need to stand up your own, Blockchain, Hyperledger, for instance, patchy license, no problem. >> Right. >> So that's kind of where that integration point is. Okay, what's about speed and performance? Speeds and feeds because again, I've known about the latency issues around how tokens are being written to the Blockchain. It's not super fast, it's some innovations happening, so that's also I would say limiting the scope of the early market adopters. But if you're doing just a trivial transaction, where latency's not involved, it's a great use case. Where do you see the performance of Blockchain? How is that coming along, and what's your view on that? What do you see timetable-wise, and just if you throw a dart at the board, you know? >> Everybody want to aspire to be, to overcome the highest volume transactions today, which we know as probably credit card companies, right? Like that's the benchmark. And I will tell you that there is a ton of research going into performance. For example, today Boomi and VMWare work with the University of San Diego's Supercomputing lab. It's commonly known as, the short name is Block Lab. So, we actually are working together. >> I saw that, there was a recent announcement? >> It got announced not too recent, but I think it could have been at the end of last year was the first press that we did. Coming up now in May or June, we will, there will be another press release of what's going on. So, from a performance standpoint, again we are many universities, as you could imagine, it's a great university project for just that reason. And so we're involved in that together with VMWare. >> So with the developer involvement now, Ethereum attracted a lot of developers. >> Yep. >> And then there was some ease of use issues, performance, natural, then other languages, other Blockchain approaches came out. Where are the developers gravitating towards now, do you see? Because Solidity is a unique language for Ethereum but it's not as easy as Java script, for instance. >> Right. >> You got a Java script guy out there who can sling Hyperledger, possibly, so I'm starting to see tool chains, and how developers' orientations or preferences come into play. >> You do. I mean, whoever heard of Solidity, right, before Ethereum came on the scene, right? That's a whole different programming language. But the two front runners by far is Ethereum and Hyperledger Fabric. Hyperledger Fabric, I mean, having support for Java toolkit, so that's going to cater to a much broader audience. So you've seen the evolution of both of these catering to more mainstream languages like Go and Java. It's going to happen. Yeah, it's going to happen. >> Predictions? >> Predictions? >> Yeah, when are we going to see Blockchain hit the mainstream? What's the tipping point? It may be a better question, tipping point, what's the catalyst? Tipping points? What's your, just your mental model? How do you think about looking at the signals from the marketplace to see a tipping point? For mainstream, at least awareness? >> Based on what we're seeing in the industry today, I believe that enterprise businesses will have to be integrating with Blockchains in 12 to 24 months. 24 months is probably the max, but 12 to 24 months, I don't think you're going to have a Fortune 100 company that's not integrating with a Blockchain, for one reason or another. Whether it be, currency or Trusted Lineage. But 24 months. >> Wow! Michael, Boomi, Blockchain, I feel like I need to say bazinga! I need another B-word. >> Boom. >> I promised you boom, Boomi, Blockchain. I promised you an energetic interview and I think these guys just gave it to you. Thank you so much, Michael, for joining John and me on the program. Excited to see what comes up and hopefully see it at Dell Boomi World. >> Yes, thank you very much for having me, it's great. >> Oh, our pleasure. For John Furrier, I'm Lisa Martin and you're watching theCUBE Live from Dell Technologies World 2019 in Las Vegas. Thanks for watching! (electronic music)

>> Live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Las Vegas. Lisa Martin with too many man, You're watching The Cube Life from Del Technology. World twenty nineteen were here with about fifteen thousand other people, about four thousand Del Technologies Partners. But how? And now for the first time, we're pleased to welcome the CEO of Virtus Dream. Rory Reid Worry. It's great to have you joining student me on the Cube today. >> It is Lisa. It's a pleasure and riel honor to be on the show today. >> So this morning's Kino we were talking before we went live starts with lots of energy news announcements, partnerships, collaboration, walking, you. You're in industry veteran, which will dig into, I'm sure during the segment. >> Thirty five years. >> Thirty five years. That's >> amazing. Thirty five years is how old tells going tto be tthe when the next week. >> Thirty five years. >> That's a magic number. Congratulations. Thank you Virtus Dream. Talk to us about the integration you lead those efforts. Massive acquisition. What's going on now? What's exciting? You >> Well, I think it's kind of amazing what happened in the integration. This is the largest Tak integration in the world. Sixty seven billion dollars. Shortly after Del goes private, they're going to acquire Delhi, M. C, I, E, M, C and V M, where the huge undertaking thousands of people work on it less than ten months from the time it was announced. October of fifteen. It goes live on September seven sixteen. That's amazing, and our customers reacted and are partners in a just a kn amazing way. It's almost like it didn't happen. You know, I'm biased. I think it went really well. But look at the numbers. Look at the reaction in the marketplace. The growth, the synergy, the revenue, the kinds of impact. And then you see today at Del Adele Technology World. Michael does a keynote. He talked about the impact. Karen comes up and talks about giving back and the work that we're doing around Pathetic and printing three D and artificial intelligence based your limbs. I If you're not fired up about that, you can't get energized. And then you top that off with just a GN amazing discussion about the partnership between VM wear and Del Technologies on the Del Cloud And then the work that we're doing with Microsoft and Satya comes on stage with Michael and >> Pie. I >> mean, this is a power pack woman, and we put this company just three years ago together and look at the kind of impact its house in the industry. Amazing, just amazing. >> So worry. Yeah, I think Jeff Clarke said it well this morning. He said, If you're into technology and can't get excited by what's going on, you know, May maybe you're you know, it's kind of you know, my words. Maybe you're not in the right space. You've got a few of the interesting pieces of the Del Technologies family they talk about. You know, the massive acquisition of DMC with V M. Where Purchase dream Not such a small acquisition itself. Over a billion dollars, one point two billion dollars to billion dollars. And, you know, I remember back Bhumi wasn't out that long ago either, for you know, it was less than a billion dollars, but it was a >> ***. *** is an amazing set of technology. I know you're going tohave Chris McNab on later today. Chris and I have worked on what he called the gloomy acceleration plan the last two years. Way with that team have put in a strategy around taking advantage of just an amazing set of technology. Boo Mi's cloud integration software, I believe, is the absolute best on the planet and the work that we've done. We've doubled that business in the last eighteen months. We've added probably a billion dollars of market valuation they've reached. They add thousands of customers every quarter to that portfolio, the reach and touch and how that's going to drive the way data and applications talk in the cloud era. It's just at the beginning of the impact there. And then you look at a company like Virtus Dream. It's the leader in mission Critical application Work loads on the cloud. This is a company born on the cloud. It's based on the cloud nine years ago. It's the one hand to shake. Customers choose us with their most important applications and data because they need to know that it's gonna work and that we have the experience to Planet Tau migrated, optimize it and bring it to the cloud to cloud of fire and that were the single hand to shake. What's different about us is we have an eye *** way had the infrastructure as a service. We have a software stack with extreme software. Take time. I get fired up about Bloomie's technology Virtus Stream Extreme software. Amazing. And then on top of that, you layer on a white glove said of application and professional services. Very cool. But what was the coolest? Where some of the announcements today and how we're playing with its all of'Em went bare VM were based on, uh, Virtus Dream. And when they announced the partnership with Azure and the idea of V M wear work, clothes on Azure that's actually running will be running and running on. And we've been working with Microsoft and IBM where a virtuous string and it's and then and then you know >> when you say it's running on Virtue Stream, Is it your data centers? Is it part of the soft? Oh no, The >> data, the data centers air all Adger. It's using our software and our technology team have built that said, a technology that we've been in partnership for months with Microsoft and IBM, where to create this offering as one of the Cloud Service partners foundational. It's pretty foundation and you know it. But at the end of a think about del technology is one in the ingredient brand. Sure, that's foundational. This is a company built for the next ten years. Del Technologies. And the impact it's gonna have in the industry is just beginning. Where is it going to go? You saw it this morning in the Kino. Michael has some big, big ideas, >> so worry. A lot of times we look at things in the industry and people is like, Oh, it's binary. It's public cloud or Private Cloud. I've worked with a lot of service providers, and when you look at the world multi cloud, it's really more of an end in putting. That is together. Many of the service providers that air You know where I am seeing her del partners before you know, three or four years ago Oh my gosh, A ws and Microsoft. Well, okay. A partner a little like us off, But Amazons, the enemy. And today it's well, I have our stuff and I'm partnering and I probably have connections between them. Help us. Paint is toe where virtue stream fits into this. You know this spectrum today? >> Your stew. You're on the right point about multi cloud. We just did a press release today at a virtuous stream where we partnered with Forrester. We do, ah, whole industry study on the cloud and the future of the cloud multi cloud ninety seven percent of customers. We spoke to that force or spoke to have a multi cloud strategy for their mission. Critical applications at eighty nine percent of them plan to increase their spend on multi cloud mission critical activities. How we play in that space is that we're the trusted player we've done over eighteen hundred ASAP migration. Where an epic health care leader go talk to Novaya. They asked them how it's gone on Virtus Dreams Cloud amazing set of mission critical capability. But what we're taking is there's this infrastructure is a service in the software stack on the services that software stack is extreme. What we want to do is enable that software stack to manage data and applications in a private environment, a public environment on Prem, and it's all based on the M where so it ties directly into Jeff and Pat's announcement This morning, where they talked about Veum, where being a platform and how they're going to create the Del Cloud on that platform. Virtus Dream is one of the destinations for mission critical workload, but because it's based on VM, where technology it seamlessly begins to integrate across that and allows us to manage data and applications linking our extreme software with the BM, where capabilities that allowed that data and the AP eyes to exchange data and flow freely in a multi cloud world, ninety seven percent of the customers and the forest to research we just released are going to go multi cloud for mission critical, not just based. This's for their most critical applications data >> so future your energy is outstanding in your enthusiasm for this. What are some of the early reactions that customers air having to some of this exciting, groundbreaking news that's coming out today? What do your expectations? >> Well, you know, I spent time with customers, uh, every week and we talk about it, but I've actually talked to customers this day today about it. They found the energy, the passion that the technology that was introduced this morning was sort of game changing because to Stu's point, they are going in a multi cloud era and they know it's going to be multi cloud. And there's going to be on Prem public private. It's gonna link altogether. They need the technology trusted advisors that can work with them, not with a single answer. That only fits one way. Adele Technologies. You want to run on Prem? We have those capabilities you want to run on public count. We have those technologies you want to run in a hybrid kind of solution or a private cloud. We're going to create the ability with these announcements today, tow link it together and create the ability to do it seamlessly, efficiently, productively, cost effectively that allows Our customers too dramatically transformed their business to take them on that digital transformation to disrupt their industries and win. Because when our customers win, we win. That's what we do. Adelle Technologies, we and able our customers to win, and it's all about the customers every single day. You talked about the integration when Michael said every day when we were doing the integration, he said on every decision. When we were building the company, we basically built a new company level by level, he said. The guiding principle that every decision is customer in How does this matter of the customer? How does it make a difference for the customer? And I think we live that everyday. There's fifty fifteen thousand of our closest friends here in Las Vegas there, pretty excited to be here. And why did they take that time? Because we're one of their trusted partners on their digital transformation journey. That's not a bad place to be. If you can't get excited about that, >> Yeah, I'm Rory in the wrong industry. It was amazing to me how fast that immigration work happened. We talked to Howard Elias a bunch along the journey. I'm glad we finally get to you, get you on the record for >> Howard's in the Be's and Guy. What an awesome partner. >> And so you know, one of them's dried. It's ten months is you know, if this thing had taken twenty four months, so much of the industry would have changed by the time from when you went into when you went out. So I guess How do you how do you look at kind of those massive waves versus you know where you need to be with products today in the market and where customers are because you know the danger. You say I want to listen to the customers. Well, you get the old saying if you ask customers they wanted, you know Ah, faster buggy. You know how right you are so right, You make sure you're, you know, hitting that next wave and keeping up with it. I look at you know, all the pieces you have of the puzzle that is the family and in different places along the spectrum. >> Well, I think there's, you know, there's value in the diversity of thought, right, and we talk about on Workforce. But it's a business. The idea that Del technologies is this group of businesses and all these experiences coming together and the interactions with customers from the smallest mom and pop shops farms toe all the way to the most Jake Ganic industry. Transformational companies. You were exposed to a lot of things, and with the kind of forty, one hundred and forty thousand professionals working together and with Michael's vision and the El Tee's vision, there's an ability to see that future, and he is always looking at the future. It's interesting. I worked for a lot of interesting people, but you know, Michael's ability to Teo understand data and of you, he said. It's about having a big year, right? Your ears be twice the size of your mouth. I mean, you gotta listen. And I seriously think he must have a tree of Keebler elves creating data and information. I've never seen so much someone with more data and information. And he he listens. He values the input. He's quick to make a decision, but the team rot rallies around that idea. How can we find that future? And if we make a mistake, let's fix it fast. Let's learn really quick. Make that decision, learn quickly, adjust and capture the opportunity. And it's all about speed and what matters to the customer. I've seen it firsthand. I've been here four years. I spent twenty three years at IBM. I spent five years in Lenovo as their CEO and president. I was CEO and president of Advanced Micro Devices. It's amazing environment where you create a place where technological leaders come every day to solve the most difficult solutions with the founder of the company. That's one of the industry icons, and it's just an amazing privilege and honor to be part of it. And I think you feel that from every person you talk to, that's part of Del Technologies. I am being part of that. Integration was one of the most proudest experiences of my life, and you know what we did way never ran it as an integration office. We kept the decisions with the line with the business, and we had a rapid pays to get through it and decided, and we learned quickly and we adjusted as we went. It wasn't perfect, but it wass pretty close. It's pretty close and I'm bias. I got it. I buy just But it was good. It was good. It was really a great thing. And Howard, amazing guy. But it was because people believed in the vision and they all work together. And when people work together, you can grow, do amazing and great thing. >> You're right. It's all about the people >> it is >> or it's been such a pleasure. Having you on the cute this afternoon was to me. I wish we had more time because I know we can keep talking about it. You're gonna have to come back >> anytime. You like me. It was a pleasure. And thank you so much for taking time to speak to me when you talk to boo me this afternoon, make sure you get into that technology's world. Vast cloud integration platform >> you got. All right, guys. Thank you. Thank you. First to Minuteman. I'm Lisa Martin. You're watching the Cube live from Day one of our double sat coverage of Del technology World twenty nineteen. Thanks for watching.

>> Announcer: Live from San Jose, California, it's theCUBE covering innovating to fuel the next decade of big data. Brought to you by Western Digital. >> Hey, welcome back everybody. Jeff Frick, here with theCUBE. We are at the Western Digital Headquarters in San Jose, California. It's the Al-Mady Campus. A historic campus. It's had a lot of great innovation, especially in hard drives for years and years and years. This event's called Innovating to Fuel the Next Data Big Data. And we're excited to have a big brain on. We like to get smart people who's been watching this story for a while and will give us a little bit of historical perspective. It's John Rydning. He is the Research Vice President for Hard Drives for IEC. John, Welcome. >> Thank you, Jeff. >> Absolutely. So, what is your take on today's announcement? >> I think it's our very meaningful announcement, especially when you consider that the previous BIGIT Technology announcement for the industry was Helium, about four or five years ago. But, really, the last big technology announcement prior to that was back in 2005, 2006, when the industry announced making this transition to what they called at that time, "Perpendicular Magnetic Recording." And when that was announced it was kind of a similar problem at that time in the industry that we have today, where the industry was just having a difficult time putting more data on each disc inside that drive. And, so they kind of hit this technology wall. And they announced Perpendicular Magnetic Recording and it really put them on a new S curve in terms of their ability to pack more data on each disc and just kind of put it in some perspective. So, after they announce Perpendicular Magnetic Recording, the capacity per disc increased about 30% a year for about five years. And then over, really, a ten year period, increased about an average of about 20% a year. And, so today's announcement is I see a lot of parallels to that. You know, back when Perpendicular Magnetic Recording was announced, really they build. They increased the capacity per platter was growing very slowly. That's where we are today. And with this announcement of MAMR Technology the direction that Western Digital's choosing really could put the industry on a new S curve and putting in terms of putting more capacity, storage capacity on each one of those discs. >> It's interesting. Always reminds me kind of back to the OS in Microsoft in Intel battles. Right? Intel would come out with a new chip and then Microsoft would make a bigger OS and they go back and back and forth and back and forth. >> John: Yeah, that's very >> And we're seeing that here, right? Cuz the demands for the data are growing exponentially. I think one of the numbers that was thrown out earlier today that the data thrown off by people and the data thrown off by machines is so exponentially larger than the data thrown off by business, which has been kind of the big driver of IT spin. And it's really changing. >> It's a huge fundamental shift. It really is >> They had to do something. Right? >> Yeah, the demand for a storage capacity by these large data centers is just phenomenal and yet at the same time, they don't want to just keep building new data center buildings. And putting more and more racks. They want to put more storage density in that footprint inside that building. So, that's what's really pushing the demand for these higher capacity storage devices. They want to really increase the storage capacity per cubic meter. >> Right, right. >> Inside these data centers. >> It's also just fascinating that our expectation is that they're going to somehow pull it off, right? Our expectation that Moore's laws continue, things are going to get better, faster, cheaper, and bigger. But, back in the back room, somebody's actually got to figure out how to do it. And as you said, we hit these kind of seminal moments where >> Yeah, that's right. >> You do get on a new S curve, and without that it does flatten out over time. >> You know, what's interesting though, Jeff, is really about the time that Perpendicular Magnetic Recording was announced way back in 2005, 2006, the industry was really, already at that time, talking about these thermal assist technologies like MAMR that Western Digital announced today. And it's always been a little bit of a question for those folks that are either in the industry or watching the industry, like IDC. And maybe even even more importantly for some of the HDD industry customers. They're kind of wondering, so what's really going to be the next technology race horse that takes us to that next capacity point? And it's always been a bit of a horse race between HAMR and MAMR. And there's been this lack of clarity or kind of a huge question mark hanging over the industry about which one is it going to be. And Western Digital certainly put a stake in the ground today that they see MAMR as that next technology for the future. >> (mumbles words) Just read a quote today (rushes through name) key alumni just took a new job. And he's got a pin tweet at the top of his thing. And he says, "The smart man looks for ways "To solve the problem. "Or looks at new solutions. "The wise man really spends his time studying the problem." >> I like that. >> And it's really interesting here cuz it seems kind of obvious there. Heat's never necessarily a good thing with electronics and data centers as you mentioned trying to get efficiency up. There's pressure as these things have become huge, energy consumption machines. That said, they're relatively efficient, based on other means that we've been doing they compute and the demand for this compute continues to increase, increase, increase, increase. >> Absolutely >> So, as you kind of look forward, is there anything kind of? Any gems in the numbers that maybe those of us at a layman level are kind of a first read are missing that we should really be paying attention that give us a little bit of a clue of what the feature looks like? >> Well, there's a couple of major trends going on. One is that, at least for the hard drive industry, if you kind of look back the last ten years or so, a pretty significant percentage of the revenue that they've generated a pretty good percentage of the petabytes that they ship have really gone into the PC market. And that's fundamentally shifting. And, so now it's really the data centers, so that by the time you get to 2020, 2021, about 60 plus percent of the petabytes that the industry's shipping is going into data centers, where if you look back a few years ago, 60% was going into PCs. That's a big, big change for the industry. And it's really that kind of change that's pushing the need for these higher capacity hard drives. >> Jeff: Right. >> So, that's, I think, one of the biggest shifts has taking place. >> Well, the other thing that's interesting in that comment because we know scale drives innovation better than anything and clearly Intel microprocessors rode the PC boom to get out scale to drive the innovation. And, so if you're saying, now, that the biggest scale is happening in the data center Then, that's a tremendous force for innovation in there versus Flash, which is really piggy-backing on the growth of these jobs, because that's where it's getting it's scale. So, when you look at kind of the Flash hard drive comparison, right? Obviously, Flash is the shiny new toy getting a lot of buzz over the last couple years. Western Digital has a play across the portfolio, but the announcement earlier today said, you're still going to have like this TenX cost differentiation. >> Yeah, that's right. >> Even through, I think it was 20, 25. I don't want to say what the numbers were. Over a long period of time. You see that kind of continuing DC&E kind of conflict between those two? Or is there a pretty clear stratification between what's going to go into Flash systems, or what's going to hard drives? >> That's a great question, now. So, even in the very large HyperScale data centers and we definitely see where Flash and hard disk drives are very complimentary. They're really addressing different challenges, different problems, and so I think one of the charts that we saw today at the briefing really is something that we agree with strongly at IDC. Today, maybe, about 7% or 8% of all of the combined HDD SSD petabyte shipped for enterprise are SSD petabytes. And then, that grows to maybe ten. >> What was it? Like 7% you said? >> 6% to 7%. >> 6% to 7% okay. Yeah, so we still have 92, 93%, 94% of all petabytes that again are HDD SSD petabytes for enterprise. Those are still HDD petabytes. And even when you get out to 2020, 2021, again, still bought 90%. We agree with what Western Digital talked about today. About 90% of the combined HDD SSD petabytes that are shipping for enterprise continue to be HDD. So, we do see the two technologies very complementary. Talked about SSD is kind of getting their scale on PCs and that's true. They really are going to quickly continue to become a bigger slice of the storage devices attached to new PCs. But, in the data center you really need that bulk storage capacity, low cost capacity. And that's where we see that the two SSDs and HDDs are going to live together for a long time. >> Yeah, and as we said the conflict barrier, complimentary nature of the two different applications are very different. You need the big data to build the models, to run the algorithms, to do stuff. But, at the same time, you need the fast data that's coming in. You need the real time analytics to make modifications to the algorithms and learn from the algorithms >> That's right, yeah. It's the two of those things together that are one plus one makes three type of solution. Exactly, and especially to address latency. Everybody wants their data fast. When you type something into Google, you want your response right away. And that's where SSDs really come into play, but when you do deep searches, you're looking through a lot of data that has been collected over years and a lot of that's probably sitting on hard disc drives. >> Yeah. The last piece of the puzzle, I just want to you to address before we sign off, That was an interesting point is that not just necessarily the technology story, but the ecosystem story. And I thought that was really kind of, I thought, the most interesting part of the MAMR announcement was that it fits in the same form factor, there's no change to OS, there's no kind of change in the ecosystem components in which you plug this in. >> Yeah, that's right. It's just you take out the smaller drive, the 10, or the 12, or whatever, or 14 I guess is coming up. And plug in. They showed a picture of a 40 terabyte drive. >> Right. >> You know, that's the other part of the story that maybe doesn't get as much play as it should. You're playing in an ecosystem. You can't just come up with this completely, kind of independent, radical, new thing, unless it'S so radical that people are willing to swap out their existing infrastructure. >> I completely agree. It's can be very difficult for the customer to figure out how to adopt some of these new technologies and actually, the hard disk drive industry has thrown a couple of technologies at their customers over the past five, six years, that have been a little challenging for them to adopt. So, one was when the industry went from a native 512 by sectors to 4K sectors. Seems like a pretty small change that you're making inside the drive, but it actually presented some big challenges for some of the enterprise customers. And even the single magnetic recording technologies. So, it has a way to get more data on the disc, and Western Digital certainly talked about that today. But, for the customer trying to plug and play that into a system and SMR technology actually created some real challenges for them to figure out how to adopt that. So, I agree that what was shown today about the MAMR technology is definitely a plug and play. >> Alright, we'll give you the last word as people are driving away today from the headquarters. They got a bumper sticker as to why this is so important. What's it say on the bumper sticker about MAMR? It says that we continue to get more capacity at a lower cost. >> (chuckles) Isn't that just always the goal? >> I agree. >> (chuckles) Alright, well thank you for stopping by and sharing your insight. Really appreciate it. >> Thanks, Jeff. >> Alright. Jeff Frick here at Western Digital. You're watching theCUBE! Thanks for watching. (futuristic beat)

>> Narrator: Live from Las Vegas, it's the Cube, covering Dell EMC World 2017. Brought to you by Dell EMC. >> Okay, welcome back, everyone. We are here live, this is the Cube coverage of Dell EMC World 2017. I got to get used to that, I'm used to saying EMC World, but this is Dell EMC World, the first year officially as the Dell EMC World, a continuation of our eight years of live coverage, proud coverage with the cube and I'm joined with Paul Gillan, my co-host this week for three wall-to-wall coverage days and our next guest has been on every year that Cube has been in existence, Howard Elias is the president of Dell Services and IT, a good friend of the Cube and senior executive at Dell Technologies and Dell EMC. Howard, great to see you. >> Hey, great to be back. >> You've seen every corner of EMC over the years, you have so much experience and you've been really the captain in holding the wheel on the transaction at close eight months ago, in September of the Dell Technologies, now Dell EMC company, really smooth considering what could've gone wrong, you kind of stayed away from all the icebergs, but yet it feels good. I haven't heard any real horror stories at all, I heard all positive things, the story is great, I just tweeted pretty much my take on the story. Win, consolidate to pre-existing traditional IT, and then have a growth strategy around cloud-native, convert infrastructure, good story. Okay, how is it going? >> You know what, and thank you for that. First of all, great to be with both of you and it's just going great. And I do want to make sure I co-captain the integration together with my great friend and colleague, Rory Read. But really we had the great benefit of Joe and Michael kind of setting the stage. We've talked before on the Cube about the industrial logic of the deal, but frankly, the team has come together in a phenomenal way. We are aligned, we are operating as one company. You've heard Michael and David both talk about better together today, we'll hear more about that from Jeff and Pat and others over the next couple of days. And look, for all of the things that could've gone wrong in a very large combination like this, they went right instead. And the best proof of that is our customers. Our customers are buying more from us, the conversations are richer, they are more strategic, they are more in-depth and they're rooting for us and we're rooting for them. >> Dave and I would sometimes be critical of the EMC, but you guys never really had a bad strategy, you never really stayed out, you never went outside your swim lane with respect to services and what you do. Pure storage, get the arrays, get the software to find a data-center in there, but now with the acquisition, I got to ask, the question is, the portfolio of deliverables that you guys now have and Michael kind of strutting on stage, kind of proud of his new families, he says, the brotherhood or however he puts it, you've got a lot more at your disposal, more in your bag if you will, for services. Especially VMware and NSX doing extremely well. We're going to have Pat as guest here tomorrow. Not a lot of pressure yet to have that cloud story completely baked, multi-cloud is a nice placeholder, but you have a lot more. Talk about where that new growth is coming from in the services. >> Well, specifically on cloud I would say, by the way, and we talk about this a lot, cloud is not a place of computing, it's a style of computing, it's the new way all computing is done and I would say we're a great leader in providing all of that capability in a hybrid fashion, a multi-cloud world. Look, much more on that later, but you said it, we've always believed that where we've been, technology and IT is a means to an end and we're now all about helping our customers with the broadest portfolio in the industry, across those four main transformations, digital, IT, workplace, and security. It's really the story about helping a customer become more digital, become more agile, become more flexible and really in addition to those systems of record that they've been working on for a number of years and we've been helping them, it's really those systems of engagements and the systems of insight that really give that end-to-end view in this new world. >> Howard, I want to ask you, I want to go back to the acquisition briefly because I'm a Massachusets guy as are you-- >> Yes. >> You went through, you were digital during the Compaq acquisition, Compaq or the HP acquisition, both deals that I think we could say generously did not go very well. >> Howard: Yeah. >> What did you learn from that experience that you brought to this integration? >> I'll tell you, and this is really one of the things about what went right. A lot of it is based on experience, you know, what you learn to do right is learning what not to do wrong the next time, and I was engaged in some of those, certainly didn't lead those, but I was engaged with them. But look, we had a lot of things going for us. Joe and Michael completely aligned, business colleagues, respectful friendship over a number of years. Dell and EMC had a strong partnership for a better round of a decade, so we already learned how to work well together. And in the cultures, we understood the way each-other worked. The industrial logic of the deal, the complementary technology portfolio, complementary market and customer segments, the ability to now have scale in a world where scale matters, where customers are looking to drive out cost, efficiency and agility. And look, what Rory and I did is we applied all of those lessons learned. We picked our best people, pulled them out and put them full time on the job. We had rigorous cadence, regular face-to-face meetings with Michael and Joe all the way throughout, kept everybody informed and it's just come together extremely well. >> All right, how about the services you were doing, first talk about the hard news you're announcing at the show and then specifically talk about the digital transformation. Not to put a damper on your messaging, but we're kind of bored with digital transforming, we want to get some meat on the bone. And I like the quote on stage, digital transformation is about IT transformation, I think that's where your bullseye is. So, hard news and then where's the meat on the bone with respect to the IT transformation that's part of that digital transfer? >> Well, first of all, hopefully you won't get too tired 'cause digital transformation is the mantra for a long time to come. We're in the early days, and by the way, to us, digital transformation is really business transformation. It's becoming more software-defined, it's becoming closer to your customers, it's understanding your customers' needs many times before they even know they need it and that's that whole real-time insight analytic AI, machine-learning, all of that is going to be happening. So, we're on that mission big time. And in terms of services, we've described a three-phase journey that will take a couple of years. Phase one, we talked about collaboration where the teams were coming together, learning each other, systems, processes, tools being different, so collaborate, operate as one in front of the customer. We're in phase two right now, integration. We're starting to bring, we have already brought the teams together, but for example, at this show we're announcing bringing all of our services under the marketing umbrella of pro-support and pro-deploy. There are still different systems and tools and entitlement, but we're going to start to bring together that integration where ultimately, systems processing tools come together and that gets to the third phase of unification. And so it's a journey. But throughout that journey we are protecting the value we deliver our customers. Those customers that are used to the service that they get today, the way it's delivered, the people that are delivering it, we are not changing that as we bring our customers along the journey. >> You mentioned a number of times, analytics and the importance of understanding the customer better. Dell EMC does not really have a play in that area, there is no software component that addresses that market, is that a market that you think you would like to address directly or would you do that through partners? >> We actually do that today both directly and through partners, really Pivotal being a key part of the overall Dell Technologies portfolio, we actually have a big data, digital transformation practice as part of our consulting. If you think about our consulting organization where we help in IT transformation, digital transformation, workforce transformation, we work with our customers and partners on security as well. Pivotal is the key part, but we also work with many others and in fact, one of the offerings we're announcing here at the show today is an IOT assessment service. So, something to really work again from base infrastructure because you think about edge, to core, to cloud, how to make sure you aggregate the data, do the real-time analytics as opposed to the edge, and then trend data more and the core and long-time archival in the cloud. >> At that point, I want to ask you about the cloud strategy because everyone in the press, what's your cloud strategy, what's your cloud... I think you guys have a good play. I think the cloud strategy, multi-cloud is legit and hybrid cloud is real, a 100% real. Multi-cloud is still not ready for prime time for a lot of other reasons, but you guys are doing something in the cloud, with disaster recovery and some storage stuff. Take us through the sequence, because you said, it's early innings, I would agree. What are the sequence or the order of operations in terms of the kinds of services that go to the cloud first? >> Well, in terms of what application are services? >> You guys are working with customer zone, what are the customers doing with respect to, what are they going to the cloud for, first with respect to Dell, Dell EMC? >> Again, it gets back to, cloud is not a place. We're not moving things to a cloud, we're actually, all applications, all workloads, all services and processes are becoming cloud-enabled. Whether that's helping the customer in their data center, with the private cloud, a hybrid cloud hosted by a partner or on public cloud and you said it. We actually, with our services organization, we'll actually sit down with the customer, we'll look at their entire application and workload portfolio. We run it through filters of economics, service level, security and performance and from there we build a roadmap with the customer. Which types of workloads make sense in your own private cloud, which do you want to host in a virtue-stream cloud or a partner's cloud or which do you want to do in the public cloud? How about data protection? Do you want to protect the data in the cloud, to the cloud, from the cloud? All of those are conversations we take our customers through and we have many, many, many, not just dozens now, hundreds of examples where we are working with customers on implementing their hybrid cloud strategy. >> Paul, before you go, I've got a question, but I got a question from the crowd, the crowd is watching, thank you for sending the questions on crowdchat.net/dellemcworld. Can they deliver integrated services for on Prime? Reasons people go to the cloud. So, one of the reasons is integration end-to-end. How are you guys delivering some of those integrated services on Prime? Because that's where it started. >> It is starting there and we actually do both, operational services, residency-based services, but also manage services. Again, both directly and with partners based on where we've got capabilities and skills and geography and verticals. We work with our customers to deliver again that continuum. Many customers have the skills to do it themselves, most customers do not. And they want us to augment their skills, again, whether it's operational-residency services or a full-fledged manage service for cloud. >> As the head of services, I want to ask you about the, kind of the odd timing, you came on in September, in November, Dell sold off large part of its services business, business and former Perot systems to AT&T, what was the thinking there? Should we think of that part of the services business as being completely different from that which you-- >> Extremely different. And I Know we get some questions on this, so thanks for asking, it is great to clarify it. The Dell Services Organization, the old former Perot business that Dell had acquired was really more outsourcing, IT outsourcing, some BPO, some APO. Work that we really did not want to continue doing in the new company going forward. Our services are closer to the technology, technology-enablement services, to help the adoption and consumption of our technology and we really work with a broad ecosystem of partners to deliver the more outsourced services, APO and BPO. So, it's very clean from that set, we actually did not divest any of our technology services at all, and in fact, we're investing more. >> That's consistent with what HP did with Point Next, similar kind of, they had the EDS kind of thing, completely orthogonal to your operations, is what you're saying? >> Right and we've got such a phenomenal partner ecosystem that do this very well, each and every day, and all kinds of customer verticals and all kinds of geographies, they really have scale and we do this together with them. >> Okay, tough question, I'll put you on the spot, Howard, but I know you can handle it, if you could go back and get a mulligan from last year at the integration, what mulligan would you take, what would you tweak and change with the integration? >> You know, I'll tell you, I'm actually asked that question a lot and I'm not sure I would change anything. Look, let's face it, did everything go perfect? Nothing ever does. Are there some things that we go bump in the night occasionally? But all the big stuff, if I focus on the major stuff, right, in terms of the company structure, the operating model, the organizational structure of the company, the alignment of the goal to market, the alignment of the services, the product roadmaps and the portfolio, all of that went about as well as it could be expected. >> Talk about the momentum, VMware, I was just commenting in my opening, has a bigger market cap than actually HPE, just on the standalone basis. VMware is central in your services, you mentioned clouds, the great cloud play, recent deal with Amazon Web Services, how are you guys looking forward now? And if you could add some color to the conversations you're having with customers? So, you get a lot of things at your disposal, I'm trying to understand the top areas that customers are engaging you guys are, with respect to the VMware and this cloud-native shift in NSX. >> Actually, the big conversations are exactly that, in three dimensions. One is working with both Pivotal and VMware on the paths and layers, right, so they want to see that platform in place, they want to see the agility, the flexibility, the cloud-native essentials that are necessary to develop and deploy these new applications. By the way, also refactoring existing applications that they're deciding to keep into a more cloud-native world. Second is automation. How do I automate the IT infrastructure? Yeah, I'll modernize it, I'll go all flash, I'll go scalable, but how do I pull the labor cost out and be able to take that labor into more creative, innovative areas of my company, but I want to automate IT. And then, third is to make sure that the cost-effectiveness and the resiliency of that infrastructure is top-notch and world-class. Those are the conversations. The CIOs today, their job is getting more and more tough, they need to pull cost out, they have to have agility and flexibility. Oh, by the way, the systems can never go down and I want that new IOT thing, I want that new data analytic thing, I want that new machine-learning thing, so give me that agility and flexibility and creativity going forward. And those are the conversations we're having every day. >> Howard, as a guy who sort of oversaw this consolidation of these two companies, you have a chance to do something I think no two big companies have ever done before which is successfully merge. We were thinking earlier about, is there a precedent for a merger of this size that actually worked out and we couldn't think of one. >> Howard: Certainly not in IT. >> Not in IT, right, exactly. What makes you think this one will be different, other than the fact you're running it? >> I'm running services and IT now, I help put the playbook together. Look, the senior leadership team is now running it. And that's why we're going to continue to win, because of our relentless focus on customers, we all spend a tremendous amount of time understanding what our customers are doing, what more they want us to do, the feedback from our customers. We spend almost as much time with our partners as well. But this leadership team is on the mission. And it's about creating the essential infrastructure company for the next great era of IT, the industrial revolution where we know that companies need to transform in all those dimensions we talk about. And our leadership team, and we're just actually going through our next, we call Tell Dell Survey, where we also get feedback from our team members, from our employees and our measurements are clear. We measure ourself on customer MPS, our team-member employee MPS, our relative market share performance, are we gaining share or are we not and then all of that will deliver the financials that we all look for. And we are all aligned on that. >> Howard, you also oversee the Dell IT program, this is proven IT program. What is that about? I heard some buzz about that. >> Yeah, so this started several years ago where a lot of customers would say, "So, you want me to buy..." (sound cuts out) So we actually (sound cuts out). Things that work. (sound cuts out) >> Cooking up in... (sound cuts out) >> They have to. Witness richness of our portfolio because (sound cuts out). >> Howard, thank you for coming. Consecutive year, it's been a great journey for all. In fact, I remember the (sound cuts out). A 160 billion dollar market that's true private cloud, so you guys remember one in that as well, Dell EMC, great to see you and congratulations on a very successful transaction and hope to see more updates along the way. >> You got it, great to see you, thank you very much. >> All right, this is the Cube live coverage from Dell EMC World 2017, I'm John Furrier with Paul Gillan, we'll be right back with more coverage, stay with us.