(theme music) >> Okay, welcome back everyone, theCUBE's live coverage here in Boston, Massachusetts for AWS re:Inforce '22. Big show for ground security, Amazon re:Invent's coming up. That's the big event of all time for AWS. re:MARS was another one, re:Inforce, the re:Shows, they call them, theCUBE's got you covered. I'm John Furrier, host of theCUBE with Dave Vellante, who's in an analyst session right now. He'll be back shortly. We've got 2 great guests from an amazing company, HackerOne, been on theCUBE many times, (mumbles) Marten Mickos, of course, a big time, (mumbles) We got two great guests. Sean Ryan, Sr. Principal Product Marketing Manager Will Kapcio, Senior Sales Engineer. Gents, welcome to theCUBE. >> Thanks for having us John. >> So Marten's been on many times, he's such a character. He's such a legend. >> Yeah. >> Your company has had great traction, great community, just this phenomenal example of community meets technology and problem solver. >> Yeah. >> He's been part of that organization. Here at re:Inforce they're just kind of getting wind of it now, right? You hear an open, teamwork, breaking down the silos, a big theme is this whole idea of open community, but yet be hardcore with the security. It's been a big part of the re:Inforce. What do you guys think of the show so far? >> Loving it. Partly too, we're both local here in the Boston area. So the commute was pretty nice. (everyone laughs) And the heat wave broke the other day so that's wonderful, but yeah, great show. It's good to be back in person doing this kind of stuff and just, it's really lively. You get a lot of good energy. We've had a bunch of people stopping by trying to learn what we're all about and so, it's really fun. Great show so far. >> And you guys have a great company. Take a minute to explain for the folks who may not know HackerOne. Tell them what you guys do real quick in one minute. >> Okay, the quick elevator pitch. (chuckles) So really we're making the internet safer using a community of ethical hackers. And so our platform enables that so we can skill match the best talent that's out there around the world to help find all the vulnerabilities that your company needs to discover. So you can plug those holes and keep yourself safe. >> So in an era of a talent gap, Will, you know the technologies out there, but sometimes the skills are not there. So you guys can feel the void kind of a crowdsourced vibe, right? >> Yeah, exactly. If you're trying to build a security program, and apply defense in depth, we offer a terrific way to engage additional security talent either because you can't hire enough or your team is simply overloaded, too much to do, so. >> Hackers like to be a little bit, white hat hackers like to be independent, might want some flexibility in their schedule, live around the world. >> Yes. No question for hackers that do it full time, that do it part-time and then everything in between. >> Well, you guys are in the middle here with some real products. So talk about what's going on here. How vulnerable are the surface areas in organizations that you're seeing? >> Yeah, probably more so than you would think. So we ran a survey earlier this year, 800 security and IT professionals across North America and Europe. And one of the findings from that survey was that nearly a third, actually over a third, 37% of the attack surfaces, not secured. Some of it's not even known. They don't know what they don't know. They just have this entire area. And you can imagine, I mean there's a lot of reasons you know, real legitimate reasons that this happens. One of those really being that we don't know what we don't know. We haven't scanned our attack surface. >> And also it's about a decade of no perimeter anymore. >> Yes. >> Welcome to the cloud. >> For sure. Absolutely. And people are moving quick, right? You know, the Cloud perfect example. Cloud people are building new applications on top of these new underlying configurations happening on a constant basis. Acquisitions, you know, that's just a fast moving thing. Nobody can keep track of it. There's a lot of different skill sets you need you know. And yeah, skill shortage out there too. As we talked about. >> What's the attacker solution you guys have? You guys have this HackerOne attack resistance component, what's that about? >> That's right. So that is to solve what we call the attack resistance gap. So that area that's not protected, hasn't been secured, on top of just not knowing what those assets are, or how vulnerable they are. The other thing that happens is people are sort of doing status quo testing, or they're not able to keep up with effective testing. So scanners are great. They can catch common vulnerabilities, but they're not going to catch those really hard to find vulnerabilities. The thing that the really sophisticated attackers are going to go after. >> Yeah. >> So we use... This large community that we have of ethical hackers around the world to be able to skill match them and get them doing bug bounties, doing pen tests, really bulletproofing the organization, and helping them risk-rank what they find. >> Yeah. >> Triage these, do the retesting, you know, get it very secure. So that's how we do it on a high level. Will, you might have a-- >> Yeah. I mean there's a tremendous amount of automation out there, right? But you can't quite at least not yet replace critical thinking. >> Yeah. >> From smart security minds. So HackerOne has a number of solutions where we can apply those minds in different ways at different parts of the software life cycle at different cadences, to fit our customers' needs, to fit their security needs, and make sure that there's more complete human coverage throughout their software lifecycle, and not just automation. >> Yeah. I think that's a great point, Will and Sean, because you think about open source is like not only grown significantly, it's like's it is the software industry. If you believe that, which I do. Open source is there it's all software free. The integration is creating a DevOps movement that's going the whole level. So Devs are doing great. They're pumping out codes. In fact, I heard a quote here on theCUBE earlier this morning from the CTO Sequence Security that said: "Shift left but shield right." So shifting left is build your security into the code, but still you got to have a shield. You guys have this shielding capability with your attack module management service. So you now you got the Devs thinking: "I got to get better security native" So but they're pumping out so much code. >> Yep. >> There's more use cases, so there's going to be code reviews needed for stuff that she said, "What is this? We got to code review new stuff. A developer created something." >> Yes. >> I mean, that's what happened. That's what's going on everywhere, right? >> Exactly. We often hear that for every 100 developers, you've got one security professional. (John laughs) You know, talk about skill shortage that's just not sustainable. How are you going to keep up with that? >> Yeah. >> So-- >> Your phone is ringing off the hook. There's no phones anymore, but like technically-- >> Yeah, yeah, exactly. So, you know, yeah, you need to go external find some experts who can help you figure that out, and keep up with that cadence, you know keeps going and going. >> So, HackerOne. I love the ethical thing. I mean, you know, I'm a big fan. Everyone who watches theCUBE knows I'm a big fan of Marten and your company, but it's not just bug bounties that you do. That's just people think of, they see that in the news. "Oh, I made a million dollars from saving Microsoft teams from being exploited" or something like that, or weird things big numbers. But you do more than that. There's code reviews, there's assessments, like a variety of different things, right? >> Yes, exactly. Exactly. >> What are the hottest areas? >> Yeah, I mean, that's exactly why we coined the term, Attack Resistance Management really is to help describe all those areas that we cover, so you're right, bug bounty is our flagship product. It's what we're best known for. And it's a terrific solution. But on top of that, we're able to layer things like vulnerability disclosure, pen testing and code review. >> Pen test is actually really important-- >> Attack surface management, you know, a whole suite of complimentary offerings to help you engage these hackers in new and interesting ways. >> Yeah. >> The bug bounty is very popular because it's fun. >> Yeah. >> I mean if your going to work on something... It's fun for the hackers but the white hat hackers, the companies they can see where's my bugs it's the fear of missing out and the fear of getting screwed over. That's the biggest driver, right, you Know-- >> Yes, definitely and we now have a product called assets. So this is attack surface management. And what we're able to do with that is bring that in leverage the ethical hackers to risk-rank. What's your assets out there? How vulnerable are these? What's critical? Feed that in, and then you know, as Will was saying we've got all kinds of different testing options. Sometimes bug bounty continuous that works. Sometimes you want pen test, you know, you want it bound. >> Well, the thing about the thing about the pen test, well the soccer report, Amazon's got soccer reports but pen test is a moving train. >> Yeah >> Cause if you're pushing new code, you got to pen test it all the time. It's not a one and done. >> Exactly. >> You got to keep it running. Just one and run, right? >> You can't do the old school penetration test once a year, big monolithic thing. You know, this is just a check the box for compliances like, no, you need to be focusing this on the assets that you're releasing, which are constantly changing. And doing ongoing smaller cadences of pen testing. >> I had someone at a conference had a few cocktails in them, confessed to me, that they forged a pen test report. >> Oh man. >> Wow! (everyone laughs) >> Because he's like, "Oh! It was three months ago. Don't Worry about it." Like, but a lot can happen in three months. No, this is reality, they are like, "I can't turn it around fast enough" They had an Apsec review... >> Yeah. >> In their company and... >> And that's it. >> I mean, I'm not saying everyone's doing bad behavior, but like people can look the other way that creates more vulnerabilities. >> It can happen. And even just that time space. Let's say you're only doing a pen test once a year or once every two years. That's a long time. It's a lot of dwell time, you can have an attacker inside mulling around your network. >> All right. So we get a big service here. This one, AWS, we're here at re:Inforce the trend that you see Amazon getting closer to the ecosystem, lot more integration. How are you guys taking HackerOne's attack surface area product management software, closer to Amazon? What's going involved? Because at the end of the day they're enabling a lot of value and their partners are growing and becoming platforms within of themselves. What is the connection with Amazon? Keeping those apps running? How do you guys do that? >> Yeah. So we've got a specific assessment type for AWS. So... On the one hand, we're bringing in the right group of ethical hack hackers who are AWS certified. They have the right skillset, we're matching them. We've got the right assessment type for them to be able to track against and find the right vulnerabilities, report on those. So this is our pen test offering geared particularly towards the AWS platform. And then we also have an AWS security hub integration. So if customers are using the AWS security hub, we can plug into that, feed that information. And that gets more to it, the defense and depth for your AWS. >> And you guys verify all the ethical hackers? Everything's verified? >> Oh yes, absolutely. Fully. >> Yep. So they're verified for their pen testing experience, and skills and of course their AWS skills in particular. And their work experience, making sure that it's long enough that it's good, background check, the whole nine, so. >> How far has Amazon come from your perspective, over the past few years with the security partnerships? I mean their services have grown every year. I mean, every Amazon re:Invent, thousands of new announcements, new services. I mean if they update the DNS server, it's a new thing. Right? So like everything's happening. >> Yeah. >> What's different now? >> It's great to see. I mean, you look around at how many different types of security solutions there are here how many different types of partners, and it just shows you that defense in depth again, it's a really critical thing. Been a wonderful partner for us. I mean that, they're a big fan of us. They tell us that all the time. >> Yeah, 'cause the customers use you. >> Cause they're customers too. Right. Exactly. Exactly. But no, it's, it's been great. So we're looking at, we've got some things on the roadmap, some continued integrations that we look forward to doing with AWS, but you know, again it's a great powerful platform. It gives customers a lot of freedom, but with that freedom comes the responsibility that's needed to actually-- >> Will, what's your take? We hear hybrid security keys, management systems, announced today, encrypt everything, don't have over permissive environments. Obviously they're talking about more platform and that type of stuff >> Absolutely. My take would be, I think our own partnership with the AWS security team is great evidence that they're thinking about the right things. We worked within conjunction with them to develop our pen test methodology. So that combined for proprietary HackerOne platform data and findings across all of our customers that are common issues found in AWS environments with their own knowledge and their own experiences from the AWS security team directly. So it's a pretty powerful checklist that we're able to run through on some of these customers and make sure that all of the most common miss-configurations and such are covered. >> Yeah. They're highly motivated to do that. 'Cause they get blamed for the S3 buckets being kept open. It's not even their fault. >> Right. (crosstalk) >> We got hack over in Amazon. Amazon's terrible! >> Yeah. You know, one of the things we like to talk about is the fact that, you know, cloud is really about automation, right? >> Yeah. >> Yep. >> But you can't automate that human ingenuity the skills that come with an actual human who has the experience and the know how to fix these things. >> It's a lot going on in Amazon. It's always been kind of like, you just described earlier in theCUBE. An erector set, not Lego blocks yet, but still kind of, you still got to build it. It's getting better in the Lego model, but there are challenges in protecting cloud, Will. I mean this is a big part of protecting cloud platforms like AWS. What are some of those challenges? >> I think some of the challenges are the ephemeral nature of the cloud can really result in developers, and you know really business units across an organization spinning up assets that IT or security don't know about. And so that's where things like HackerOne assets in those attack surface management style solutions come into play, trying to identify those assets proactively and make sure that they're receiving some sort of attention from the security team whether it's automated or manual or ideally both. >> You guys got a good solution. So how about the partnership? We got one minute left. Talk about your partnership with AWS. You guys are certified in their security group, with their team and marketplace, right? Talk about some of those things. >> Yeah, we've been in marketplace over a year. We've had that the specific solution that I mentioned the App Pen test for AWS in place and integrated with security hub for some time now. There's some other stats that we could probably share around the ethical hackers that we have working on that. We have a number of certified AWS hackers, who again they have the right skill set for AWS, and they've been a great partner. We are very focused on continuing to work with them, and build out some new offerings going forward. >> Well, you guys have done a great job. Will, tell your team congratulations on the tech side, on the product side, very strong community. You guys had a lot of success. Congratulations! And thanks for sharing on theCUBE, appreciate it. >> Thanks for having us John. >> Thank you for your time-- We're here at re:Inforce where all the access tab is open, it's team oriented, we got cloud scale, data, encryption on everything. Big news coming out of re:Inforce, well, theCUBE's got it covered here. I'm John Furrier, your host. Thanks for watching. We'll be right back with more coverage after this short break. (theme music)

(upbeat music) >> Hey, guys and girls, welcome back to New York City. Lisa Martin and John Furrier are live with theCUBE at AWS Summit 22, here in The Big Apple. We're excited to be talking about security next. James Arlen joins us, the CISO at Aiven. James, thanks so much for joining us on theCUBE today. >> Absolutely, it's good to be here. >> Tell the audience a little bit about Aiven, what you guys do, what you deliver, and what some of those differentiators are. >> Oh, Aiven. Aiven is a fantastic organization. I'm actually really lucky to work there. It's a database as a service, managed databases, all open source. And we're capital S, serious about open source. So 10 different open source database products delivered as a platform, all managed services, and the game is really about being the most performant, secure, and compliant database as a service on the market, friction free for your developers. You don't need people worrying about how to run databases. You just want to be able to say, here, take care of my data for me. And that's what we do. And that's actually the differentiator. We just take care of it for you. >> Take care of it for you, I like that. >> So they download the open source. They could do it on their own. So all the different projects are out there. >> Yeah, absolutely. >> What do you guys bringing to the table? You said the managed service, can you explain that. >> Yeah, the managed service aspect of it is, really, you could install the software yourself. You can use Postgres or Apache Kafka or any one of the products that we support. Absolutely you can do it yourself. But is that really what you do for a living, or do you develop software, or do you sell a product? So we take and do the hard work of running the systems, running the equipment. We take care of backups, high availability, all the security and compliance things around access and certifications, all of those things that are logging, all of that stuff that's actually difficult to do, well and consistently, that's all we do. >> Talk about the momentum, I see you guys were founded in what? 2016? >> Yes. >> Just in May of '22, raised $210 million in series D funding. >> Yes. >> Talk about the momentum and also from your perspective, all of the massive changes in security. >> It's very interesting to work for a company where you're building more than 100% growth year over year. It's a powers of two thing. Going from one to two, not so scary, two to four, not so scary. 512 to 1024, it's getting scary. (Lisa chuckles) 1024 to 2048, oh crap! I've been with Aiven for just almost two years now, and we are less than 70 when I started, and we're near 500 now. So, explosive growth is very interesting, but it's also that, you're growing within a reasonable burn rate boundary as well. And what that does from a security perspective, is it leaves you in the position that I had. I walked in and I was the first actual CISO. I had a team of four, I now have a team of 40. Because it turns out that like a lot of things in life, as you start unpacking problems, they're kind of fractal. You unpack the problem, you're like oh, well I did deal with that problem, but now I got another problem that I got to deal with. And so there's, it's not turtles all the way down. >> There's a lot of things going on and other authors, survive change. >> And there's fundamental problems that are still not fixed. And yet we treat them like they're fixed. And so we're doing a lot of hard work to make it so that we don't have to do hard work ongoing. >> And that's the value of the managed service. >> Yes. >> Okay, so talk about competition. Obviously, we had ETR on which is Enterprise Research Firm that we trust, we like. And we were looking at the data with the headwinds in the market, looking at the different players like got Amazon has Redshift, Snowflake, and you got Azure Sequence. I think it's called one of those products. The money that's being shifted from on premise data where the old school data warehouse like terra data and whatnot, is going first to Snowflake, then to Azure, then to AWS. Yes, so that points to snowflake being kind of like the bell of the ball if you will, in terms of from a data cloud. >> Absolutely. >> How do you compete with them? What's the pitch 'Cause that seemed to be a knee-jerk reaction from the industry. 'Cause snowflake is hot. They have a good value product. They have a smart team, Databrick is out there too. >> Yeah I mean... >> how do you guys compete against all that. >> So this is that point where you're balancing the value of a specific technology, or a specific technology vendor. And am I going to be stuck with them? So I'm tying my future to their future. With open source, I'm tying my future to the common good right. The internet runs on open source. It doesn't run on anything closed. And so I'm not hitching my wagon to something that I don't control. I'm hitching it to something where, any one of our customers could decide. I'm not getting the value I need from Aiven anymore. I need to go. And we provide you with the tools necessary, to move from our open source managed service to your own. Whether you go on-prem or you run it yourself, on a cloud service provider, move your data to you because it's your data. It's not ours. How can I hold your data? It's like weird extortion ransoming thing. >> Actually speaking, I mean enterprise, it's a big land grab 'cause with cloud you're horizontally scalable. It's a beautiful thing, open source is booming. It's going in Aiven, every day it's just escalating higher and higher. >> Absolutely. >> It is the software business. So open is open. Integration and scale seems to be the competitive advantage. >> Yeah. >> Right. So, how do you guys compete with that? Because now you got open source. How do you offer the same benefits without the lock in, or what's the switching costs? How do you guys maintain that position of not saying the same thing in Snowflake? >> Because all of the biggest data users and consumers tend to give away their data products. LinkedIn gave away their data product. Uber gave away their data product, Facebook gave away their data product. And we now use those as community solutions. So, if the product works for something the scale of LinkedIn, or something the scale of Uber. It will probably work for you too. And scale is just... >> Well Facebook and LinkedIn, they gave away the product to own the data to use against you. >> But it's the product that counts because you need to be able to manipulate data the way they manipulate data, but with yours. >> So low latency needs to work. So horizontally, scalable, fees, machine learning. That's what we're seeing. How do you make that available? Customers want on architecture? What do you recommend? Control plane, data plane, how do you think about that? >> It's interesting. There's architectural reasons to think about it in terms like that. And there's other good architectural reasons to not think about it. There's sort of this dividing line in the cloud, where your cloud service provider, takes over and provides you with the opportunity to say, I don't know. And I don't care >> As long as it's secure >> As long as it's secure absolutely. But there's sort of that water line idea, where if it's below the water line, let somebody else deal. >> What is in the table stakes? 'Cause I like that approach. I think that's a good value proposition. Store it, what boxes have to be checked? Compliance, secure, what are some of the boxes? >> You need to make sure that you've taken care of all of the same basics if you are still running it. Remember you can't absolve yourself of your duty to your customer. You're still on the hook. So, you have to have backups. You have to have access control. You have to understand who's administering it, and how and what they're doing. Good logging, good comprehension there. You have to have anomaly detection, secure operations. You have to have all those compliance check boxes. Especially if you're dealing with regulated data type like PCI data or HIPAA health data or you know what there's other countries besides the United States, there's other kinds of of compliance obligations there. So you have to make sure that you've got all that taken into account. And remember that, like I said, you can't absolve yourself with those things. You can share responsibilities. But you can't walk away from that responsibility. So you still have to make sure that you validate that your vendor knows what they're talking about. >> I wanted to ask you about the cybersecurity skills gap. So I'm kind of giving a little segue here, because you mentioned you've been with Aiven for about two years. >> Almost. >> Almost two years. You've started with a team of four. You've grown at 10X in less than two years. How have you accomplished that, considering we're seeing one of the biggest skills shortages in cyber in history. >> It's amazing, you see this show up in a lot of job Ads, where they ask for 10 years of experience in something that's existed for three years. (John Furrier laughs) And it's like okay, well if I just be logical about this I can hire somebody at less than the skill level that I need today, and bring them up to that skill level. Or I can spend the same amount of time, hoping that I'll find the magical person that has that set of skills that I need. So I can solve the problem of the skills gap by up-skilling the people that I hire. Which is strangely contrary to how this thing works. >> The other thing too, is the market's evolving so fast that, that carry up and pulling someone along, or building and growing your own so to speak is workable. >> It also really helps us with a bunch of sustainability goals. It really helps with anything that has to do with diversity and inclusion, because I can bring forward people who are never given a chance. And say, you know what? You don't have that magical ticket in life, but damn you know what you're talking about? >> It's a classic pedigree. I went to this school, I studied this degree. There's no degree if have to stop a hacker using state of the art malware. (John Furrier laughs) >> Exactly. What I do today as a job, didn't exist when I was in post-secondary at all. >> So when you hire, what do you look for? I mean obviously problem solving. What's your kind of algorithm for hiring? >> Oh, that's a really interesting question. The quickest sort of summary of it is, I'm looking for not a jerk. >> Not a jerk. >> Yeah. >> Okay. >> Because it turns out that the quality that I can't fix in a candidate, is I can't fix whether or not they're a jerk, but I can up-skill them, I can educate them. I can teach them of a part of the world that they've not had any interaction with. But if they're not going to work with the team, if they're going to be, look at me, look at me. If they're going to not have that moment of, I have this great job, and I get to work today. And that's awesome. (Lisa Martin laughs) That's what I'm trying to hire for. >> The essence of this teamwork is fundamental. >> Collaboration. >> Cooperation. >> Curiosity. >> That's the thing yeah, absolutely. >> And everybody? >> Those things, oh absolutely. Those things are really, really hard to interview for. And they're impossible to fix after the fact. So that's where you really want to put the effort. 'Cause I can teach you how to use a computer. I mean it's hard, but it's not that hard. >> Yeah, yeah, yeah. >> Well I love the current state of data management. Good overview, you guys are in the good position. We love open source. Been covering it for, since theCUBE started. It continues to redefine more and more the industry. It is the software industry. Now there's no debate about that. If people want to have that debate, that's kind of waste of time, but there are other ways that are happening. So I have to ask you. As things are going forward with innovation. Okay, if opensource is going to be the software industry. Where's the value? >> That's a fun question wow? >> Is it going to be in the community? Is it the integration? Is it the scale? If you're open and you have low switching costs... >> Yeah so, when you look at Aiven's commitment to open source, a huge part of that is our open source project office, where we contribute back to those core products, whether it's parts of the Apache Foundation, or Postgres, or whatever. We contribute to those, because we have staff who work on those products. They don't work on our stuff. They work on those. And it's like the opposite of a zero sum game. It's more like Nash equilibrium. If you ever watch that movie, "A beautiful mind." That great idea of, you don't have to have winners and losers. You can have everybody loses a little bit but everybody wins a little bit. >> Yeah and that's the open the ethos. >> And that's where it gets tied up. >> Another follow up on that. The other thing I want to get your reaction on is that, now in this modern era of open source, almost all corporations are part of projects. I mean if you're an entrepreneur and you want to get funding it's pretty simple. You start open source project. How many stars you get on GitHub guarantees it's a series C round, pretty much. So open source now has got this new thing going on, where it's not just open source folks who believe in it It's an operating model. What's the dynamic of corporations being part of the system. It used to be, oh what's the balance between corporate and influence, now it's standard. What's your reaction? >> They can do good and they can do harm. And it really comes down to why are you in it? So if you look at the example of open search, which is one of the data products that we operate in the Aiven system. That's a collaboration between Aiven. Hey we're an awesome company, but we're nowhere near the size of AWS. And AWS where we're working together on it. And I just had this conversation with one of the attendees here, where he said, "Well AWS is going to eat your story there. "You're contributing all of this "to the open search platform. "And then AWS is going to go and sell it "and they're going to make more money." And I'm like yep, they are. And I've got staff who work for the organization, who are more fulfilled because they got to deliver something that's used by millions of people. And you think about your jobs. That moment of, (sighs) I did a cool thing today. That's got a lot of value in it. >> And part of something. >> Exactly. >> As a group. >> 100%. >> Exactly. >> And we end up with a product that's used by millions. Some of it we'll capture, because we do a better job running than the AWS does, but everybody ends up winning out of the backend. Again, everybody lost a little, but everybody also won. And that's better than that whole, you have to lose so that I can win. At zero something, that doesn't work. >> I think the silo conversations are coming, what's the balance between siloing something and why that happens. And then what's going to be freely accessible for data. Because the real time information is based upon what you can access. "Hey Siri, what's the weather. "We had a guest on earlier." It says, oh that's a data query. Well, if the weather is, the data weathers stored in a database that's out here and it can't get to the response on the app. Yeah, that's not good, but the data is available. It just didn't get delivered. >> Yeah >> Exactly. >> This is an example of what people are realizing now the consequences of this data, collateral damage or economy value. >> Yeah, and it's understanding how data fits in your environment. And I don't want to get on the accountants too hard, but the accounting organizations, AICPA and ISAE and others, they haven't really done a good job of helping you understand data as an asset, or data as a liability. I hold a lot of customer data. That's a liability to me. It's going to blow up in my face. We don't talk about the income that we get from data, Google. We don't talk about the expense of regenerating that data. We talk about, well what happens if you lose it? I don't know. And we're circling the drain around fiduciary responsibility, and we know how to do this. If you own a manufacturing plant, or if you own a fleet of vehicles you understand the fiduciary duty of managing your asset. But because we can't touch it, we don't do a good job of it. >> How far do you think are people getting into the point where they actually see that asset? Because I think it's out of sight out of mind. Now there's consequences, there's now it's public companies might have to do filings. It's not like sustainability and data. Like, wait a minute, I got to deal with these things. >> It's interesting, we got this great benefit of the move to cloud computing, and the move to utility style computing. But we took away that. I got to walk around and pet my computers. Like oh! This is my good database. I'm very proud of you. Like we're missing that piece now. And when you think about the size of data centers, we become detached from that, you don't really think about, Aiven operates tens of thousands of machines. It would take entire buildings to hold them all. You don't think about it. So how do you recreate that visceral connection to your data? Well, you need to start actually thinking about it. And you need to do some of that tokenization. When was the last time you printed something out, like you get a report and happens to me all the time with security reports. Look at a security report and it's like 150 page PDF. Scroll, scroll, scroll, scroll. Print it out, stump it on the table in front of you. Oh, there's gravitas here. There's something here. Start thinking about those records, count them up, and then try to compare that to something in the real world. My wife is a school teacher, kindergarten to grade three, and tokenizing math is how they teach math to little kids. You want to count something? Here's 10 things, count them. Well, you've got 60,000 customer records, or you have 2 billion data points in your IOT database, tokenize that, what does 2 billion look like? What does $1 million look like in the form of $100 dollars bills on a pallet? >> Wow. >> Right. Tokenize that data, create that visceral connection with it, and then talk about it. >> So when you say tokenized, you mean like token as in decentralization token? >> No, I mean create like a totem or an icon of it. >> Okay, got it. >> A thing you can hold holy. If you're a token company. >> Not token as in Token economics and Crypto. >> If you're a mortgage company, take that customer record for one of your customers, print it out and hold the file. Like in a Manila folder, like it's 1963. Hold that file, and then say yes. And you're explaining to somebody and say yes, and we have 3 million of these. If we printed them all out, it would take up a room this size. >> It shows the scale. >> Right. >> Right. >> Exactly, create that connection back to the human level of interaction with data. How do you interact with a terabyte of data, but you do. >> Right. >> But once she hits upgrade from Google drive. (team laughs) >> What's a terabyte right? We don't hold that anymore. >> Right, right. >> Great conversation. >> Recreate that connection. Talk about data that way. >> The visceral connection with data. >> Follow up after this event. We'd love to dig more and love the approach. Love open source, love what you're doing there. That's a very unique approach. And it's also an alternative to some of the other vast growing plus your valuations are very high too. So you're not like a... You're not too far away from these big valuations. So congratulations. >> Absolutely. >> Yeah excellent, I'm sure there's lots of work to do, lots of strategic work to do with that round of funding. But also lots of opportunity, that it's going to open up, and we know you don't hire jerks. >> I don't >> You have a whole team of non jerks. That's pretty awesome. Especially 40 of 'em. That's impressive James.| >> It is. >> Congratulations to you on what you've accomplished in the course of the team. And thank you for sharing your insights with John and me today, we appreciate it. >> Awesome. >> Thanks very much, it's been great. >> Awesome, for John furrier, I'm Lisa Martin and you're watching theCube, live in New York city at AWS Summit NYC 22, John and I will be right back with our next segment, stick around. (upbeat 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)

(upbeat music) >> Hi everyone, welcome to this special CUBE conversation and kickoff preview of the Mobile World Congress, Barcelona event. It's a physical event that's going to be taking place in person. It will probably be the first hybrid big event, 68 days until the June 28th kickoff. You might've heard TelcoDR, Telco Disruptor is on a mission to move the Telco industry to the public cloud. And it's taken one of the biggest spaces this year from Ericsson, is the big story everyone's talking about. And of course theCUBE is excited to be there and broadcast and be a partner with TelcoDR. So I'm excited to bring on the founder and CEO of TelcoDR, Danielle Royston. Danielle great to see you. Thanks for coming on for this Mobile World Congress Preview. >> Thank you so much for having me. I'm psyched to talk to you about this, it's going to be great. >> So Ericsson always has the biggest booth 14 years, you're disrupting Barcelona, people are not sure it's going to be on or off. It's officially on, it's happening and there's going to be a physical event, we're coming out of COVID still a risky move. It's going to be a big hybrid event, it's going to be in person. Tell us the story. How did you guys come out of nowhere, a disruptor take the biggest real estate in the place and turn it into a community event, a news event, a media event, everything, tell us. >> Yeah, well, I think it was March 9th, a little over a month ago. Ericsson announced that they were pulling out of MWC and it's very analogous to what happened in 2020. They were one of the first vendors to bail as well. And it kind of started this like tidal wave of people saying, can't do it. And I think the distinction now is that, that was at the beginning of COVID, there's a lot of unknowns. Is it coming, is it not, is it safe, is it not? We're now, year 50 to three, four months into it. I think that when you look at where we are now, cases are trending down, the vaccine is up. And I think the legacy players were sort of backward looking. They're like, this is a repeat of 2020 it's not safe to go, we're going to pull out. And I'm like with the a hundred days to go, in the vaccine ramping, I think I see the different way. I think there's a really big opportunity. John Hoffman, CEO of the GSMA had put out a two page missive on LinkedIn where he was personally responding to questions, about how serious they were about making sure that the event was safe and could be held. And my view was this is going to happen. And with Ericsson pulling out, I mean this is hollowed ground. I mean, this is massively successful company that has customers literally trained like Skinner's chickens to come to the same spot every year. And now I get to put out my shingle right there and say welcome and show them the future. And instead of the legacy past and all the normal rhetoric that you hear from those sort of dinosaurs, Ericsson and Nokia, now they're going to hear about the public cloud. And I'm really excited for this opportunity. I think the ROI on this event is instant. And so it was a pretty easy decision. I think I thought about it for about 30 seconds. >> It's a real bold move. And again it's a risk that pays off if it happens, if it doesn't, didn't happen, but it's like the startups that put a Superbowl commercial off for the first time. It's a big hit and it's a big gamble that pays off huge. Take us through, how did it all happen? Did you just wake up and saw it was open? How did you know that it was open? Was it like, does an email go out and say, hey I got this huge space for 55 years. >> Well, I mean, it was big news. It was big news in the industry that they were pulling out and all other journalists were like, oh, here we go again. Everyone's going to bail, who's next, right? And everyone was sort of like building that sort of negative momentum energy. And I'm like, we got to squash this. So I put out a tweet on Twitter. I mean, I'm not the most followed person but I'm kind of known in Telco. And I was like, hey, GSMA, I'll take over the booth. And I don't think people even liked my tweet, right? Like no likes no retweets. I reached out to a couple of journalists. I'm like, let's do an interview, let's do a story. Everyone's like, we'll have you on the podcast, like in a month, I'm like, what's? So when John Hoffman had put out that letter I had connected to him. And so I was like, oh, I'm connected to the CEO of the GSMA. So I went out on LinkedIn and I referenced the story and I said, John Hoffman, I'll take over the booth. And I think about 30 minutes later he responded and said, let's do it. And I said, great, who do I talk to? And I was in touch with someone within a couple of hours. And I think we put the whole deal together in 48. And I think wrote the press release and announced it on Friday. So happened on Tuesday the 9th, announced by that Friday. And I really, I was like, GSMA, we've got to get this out, and we got to stop the negative momentum of the show, and get people to realize it's going to be different in June. This is going to happen, let's go do it. And so I think they're psyched that I stepped into the booth. It's a big booth it's 65,000 square feet. 6,000 square meters for the rest of the world that use the metric system. And I mean, that's huge. I mean, that's the size of a professional pitch in a football field, a soccer field. That's a one and a half football fields. It's a ton of space, it's a ton of space to fill up. >> I think what's interesting, as this points out that this new business model of being connected you were on LinkedIn, you connect to them, you get a deal done so fast. This is the direct to consumer as a start up, you're literally took over the Primo space, the best face in the area, so congratulations. And the other thing that's notable and why I'm excited to talk to you is that this kind of sets the table for the first global, what I call hybrid event. This will probably be a cornerstone case study in and of itself, because we're still kind of coming out of the pandemic. People are getting vaccinated, people want to fly, they want to get out of the house. You're partnering with theCUBE, and the CUBE 365 platform. And we love hybrid, we love doing events, theCUBE, that's what we do with video. Now, we're going to do a partnership with you to create this hybrid experience. What can people and guests who come to Barcelona or watch remotely expect? >> Yeah so, I think there's a couple of experiences that we're trying to drive in the booth. I think obviously demonstrations, I can't fill 65,000 square feet on my own. I'm a startup small company. And so I am inviting like-minded, forward thinking companies to join me in the booth. I'm paying for it providing a turnkey experience for those vendors. And so I think what we have in common is we're thinking about future technologies, like open ran on the network side and obviously public cloud which is a big part of my message. And so first and foremost, come and see the companies that are driving the change, the new technologies that are out there, and what's available for carriers to start to adopt and think about. MWC is a meeting intensive event. Deals are done at this show. In 2019, I think the stat is $65 billion of deals were put together at the show. And so a big component of the booth will be a place for executives to come together and have private conversations. And so we're going to have that. So that's going to be a big piece of it. And I think the third part is driving education and thought leadership. And so there's going to be a whole talk track, right? Tech topics, business topics, customer case studies, involve the hyperscalers, and really start to educate the telco community around these new technologies. But there'll be shorter talks. They won't be like hour long keynotes. We're talking 15, 20 minutes. And I think one thing that we're going to do with you as you were just talking about with the CUBE is, you know, MWC was the first big show to have to cancel with COVID, I think in 2019, sorry, 2020, the dates, it's always the last Monday in February and the rest of that week. And so that's like right at the beginning of the COVID stuff, Italy was just starting to take off. And so it was one of the first shows that had to make a big call and decide to cancel, which they did. This is going to be one of the first shows that comes back online post COVID, right? And so I don't think things just snap back to the way that they used to be. I don't think we as consumers are going to snap back to the way that we were operating, we're now used to being able to get curbside delivery from any restaurant in the city. I mean, it's just a sort of a different expectation. And so partnering with the CUBE, we really want to provide an experience that brings the virtual people into the booth. Typically in events like this, you really have to be there to see it. Booths are kind of like unveiled the day of the show, what's going on. One thing I'm trying to do is really educate people about what you can expect. What can you see? This is what it's going to look like. And so we're going to start to share some pictures of the booth of what it looks like. Number one, to drive excitement with the partners that are coming, right? Like you're going to be part of something really, really fabulous. I think number two, attendees can wait, I don't know week off, to make the decision to go. And so maybe if COVID continues to trend down and vaccines are picking up steam, maybe they're like it's safe for me to go and I want to go be a part of that. But I think from here on now we're going to have sort of that virtual experience. It's always going to be part of shows. And so we're going to experiment with you guys. We're going to have a live streaming event, over the course of all MWC. It's going to be a way for people who are unable to travel or can't afford it, COVID or whatever, see what's going on in the booth. And it's going to be everything from listen to a talk, to watch what you guys are typically famous for, your awesome interviews. We're going to have man on the street, like we're here at at a demo station, take us through your little demo. We're going to have telepresence robots that people can reserve. And cruise through the booth the robot can go to a talk. The robot can watch on this streaming thing, the robot can go to a demo. The robot can go to a meeting and it's controlled by the the virtual attendees. And so experimenting, right? Like how do we make this great for virtual people? How do we make the virtual people feel part of the physical? How do the physical people feel the virtual people that are attending and really just make it feel like a community or both. So, we're excited. >> That's super awesome, and first of all, thank you for having paying for everyone and including theCUBE in there. But I think this speaks to the ecosystem of open, you're creating an open ecosystem. And I think that is a huge thing. So for people who are at Mobile World Congress in Barcelona this is going to be a nice, safe place to hang space as well as get deals done. As we comfortable doing media center, we'll get you on the digital TV, but also you're also designing what I call the first hybrid experience, not just having people, having on-demand videos on their website, connecting Barcelona with other parts of the world, with media and stories and content. I think that to me is going to be a great experiment slash upgrade. We'll see, we'll get to see it how it goes. >> Well, it was really, I mean, we all lived through 2020. I mean, some of the shows went on, AWS's re-invent happened, Google did like a crazy nine week program. It's very lonely to participate in those virtual events. You kind of log on by ourselves. No one's really tweeting about it. You're watching an event, the event is great but it was really lonely. And so I think what people love about the physical events is we're together and we're networking and we're meeting people and so, I think continuing to evolve that experience so that virtual is not as lonely. So we'll see, we'll see how it goes. >> I got to say your vision is really aligned with us and others that are in this open innovation world. Because if you look at like theCUBE, physical went away, we had no events, we did CUBE Virtual, a new brand. It wasn't a pivot, it was an extension, a line extension of theCUBE. Now theCUBE's coming back to the physical, we're going to bring that CUBE Virtual to connect everybody. So this is it, and it just amplifies the value of the physical event. So if done right, it's so much cooler. So that's cool. And what I want to ask you on the physical side to kind of bring it back to physical is, there's still going to be keynotes, there's still going to be talks at Mobile World Congress, and so I saw that scheduled and I just saw last week, GSM may announced you're going to be doing a keynote speech. That's amazing, so, how did that happen? So give us the lowdown on the keynote that you're doing. >> I'm sure the entire industry is like that happened. And it probably has something to do with the fact that I have one of the biggest booths at the space. I always put in a request to speak. I feel that I have a really exciting message to share with the industry. Over the last, I guess it's been nine or 10 months, I really been trying to amplify my voice. I have a podcast, I have a newsletter, I'm talking to execs. I have a list that I literally go down one by one stalking each executive of like, have I talked to them? Like how I told them about like the power of the public cloud. And so I am super thankful that I have this opportunity to spread that this message and I'm planning a really epic talk. I really want to shake the industry And this is my opportunity, right? This is my opportunity to stand on the biggest stage in our industry and command a presence and send out my message. And I'm absolutely thrilled to go do it. And I hope I crush it, I hope it's like a mic drop experience. And can't wait to do it. >> Well, we're looking forward to covering it. And we love the open vision. We love the idea of public cloud and the enablement and the disruption. Because just like you got the deal so fast you can move fast with modern applications with the cloud, moving at cloud scale, complete content game changer, so great stuff. So totally applaud that looking forward to and we're here cheer you on and ask the tough questions. I do want to get to... On Twitter yesterday though, you put out on tweetstorm on Twitter about the plans kind of teasing out the booth, how are you going to plan to build the booth. Are you worried that you're opening up too much of the kimono here and putting too much on the table 'cause it's usually a secret. Mobile World Congress is supposed to be secret, not publicly out there. What's the-- >> Well, I mean, I think this is just a little bit of a change has happened post COVID, right. People usually build their booth at don't reveal it until the first day of the show and it's kind of like this excitement to go see what is their big message and what's the big reveal. And there's always fun stuff. I think this years will be different as a first, like I said, a first big event back. I think I need to create a little bit of excitement for people who are going and maybe entice people that maybe you should think about coming. I realized this is a super personal decision, right? It depends on where you are and the country and your health and your status. But if you can do it, I want people to know that you're going to miss out. It's going to be super fun. So, yeah. >> Let's take a look at the booth 'cause I'm sure my next question wants to see. I know we have guys, do we have that rendering... Let's pull that up and let's talk this through. Let's go look at the rendering. So you can see here on the screen... Take us through this. >> Yeah, so what we want to do is give the sense of of cloud city and that's what we're calling the space. In cloud city there's outdoor space, like you see here. And then there's an indoor space. And indoors is where you work, where you buy, where you meet. And so you can see here on the left, the demonstration that would have different vendors displaying and it goes way back. I mean, what we're feeling like I said is like a football field, an American football field and a half or a European football field, a pitch. It's pretty extensive. And so we think we're going to have, I don't know, 20, 30 vendors showing their different software. I think we're scheduling or planning for about 24 different meeting rooms that we can schedule. All COVID safe with the space requirements in there. But in that outdoor space, it would be where you learn, the education. And then I think we're going to have this fabulous booth for theCUBE. It's going to look just so amazing with the backdrop of this amazing building. And I think I underappreciated or didn't really realize how devastated the event planning industry has been from COVID as well as construction. Obviously when events were shut down, these companies had to lay off thousands of workers. Some of the big firms have laid off 50% of their workforce. And those people they didn't just go home and sit around, they had to come up with a livelihood and those people have pivoted into another job. And they're not really, I mean, events aren't really back yet. So some of these firms are shrunk. The manpower is severely reduced. But then I think on the other side is, and you can see this in just housing construction. There's a lumber shortage, there's a shortage of materials. And so everything that we source for the booth, pretty much has to come from Spain. And so when we look at the booth, we have a pretty significant ceiling, where it looks like the roof of the building. It's an engineering feat to do that we're still working through the... I'm sure someone with a protractor is doing lots of math. The glass, we have those huge beautiful glass spans in the front. Getting a glass that spans that height, I think it's 18 feet. It's six meters tall. That's going to be hard. Things like the flooring. I want to have like hardwood laminate flooring. So it looks like hardwood floors. Don't know if we can find them. There like, why don't you do carpet? I'm like, can you just check one more vendor. I really want my floor. So we'll see how it goes. And yeah, I think that sharing this plan, the trials and tribulations, like how can this small startup, take over a space that usually takes nine months to plan, right? Who is this girl? What is she doing? How are they going to pull this off? I think it's like, grab your popcorn and watch the train wreck or hero's journey. We get it done. And I'm obviously-- >> It's like keeping up with the Kardashians. It's the bachelor, it's theCUBE, reality TV show. We can keep track of everything. It's all the fun. >> No, totally. I don't know how many people would be interested in a reality TV show about how you build a booth but I find it absolutely fascinating. I think a lot of people have eyes on the GMA and MWC coming out of COVID and what does that look like, and what's the attendance like. And so I'm excited to share (murmurs) So, exact. >> Well, people are on clubhouse, they're bored, they want to get out. I think this is a case time. Mobile World Congress has a huge economic impact, as a show it's got its own little economy built around. It impacts the country of Spain in Barcelona, the city, a great city. People love it. And so it certainly is notable and newsworthy. We will be following that story. I have to ask you more kind of a tactical question if you don't mind, while I have you here. Can you talk about some of the vendors that are coming and the kinds of talks you're going to have inside the booth and how do people get involved? You mentioned it's open to people who love open ran and open public cloud, open technologies. I mean, that's pretty much everybody. That's cool and relevant, which is like almost the whole world now. Like, is it going to be a space as a criteria? How do people get involved? What's the collaboration formula? >> Yeah, no, I have been working on putting together a list of potential vendors. You'd be surprised, not everyone is as bullish as I am on the public cloud. And so there was a little bit of a filtering criteria but otherwise anyone can come. Enterprise software vendors in telco where their primary customer is communications service provider. That's their software runs on the public cloud, come on in. People using open ran. And it's still a little sort of small band of cohorts that are really trying to drive this new technology forward and they're going up against some of the biggest companies in telco, right? They're going up against Huawei, they're going up against Ericsson. Both those guys are very anti and they're not really pro open ran 'cause it's hugely disruptive to their business. And so I'm pretty sure those guys are not psyched to see open ran become a thing in telco. And so it's really sort of about disruptive technologies that are in the booth. And so yeah, I'm paying for the space, I'm paying for the build-out, bring your demos, bring your people, come with your marketing message and let's build a community. And so we're talking to open ran vendors like Mavenir which is a pretty big name in the open ran space. I've been talking with Parallel Wireless in LTO Star. Those are also great players. Software vendors like to Tutoki, which is a talk that I did a little over a month ago about this new startup that has a web-scale charger that they're trying to put out there. Auria is another company that I'm really familiar with that has some cloud for software. And in little tiny startups like Sequence and some other up-and-comers that no one's heard of. So we're really excited to invite them into the booth. I've been secretly stalking Elon Musk, and Starlink and Space X to be a part of it. And we'll see. I'm kind of using Twitter and whatever I can to reach out and see if they want to be a part of it. But yeah, it really open arms. Not really excluding-- >> Well, Elon is very disruptive and you can reach out to him on Twitter. He's accessible. I mean, you've got to break through and he's antenna up for innovators, people who think differently, they love people who break down walls and markets lower open wins. I mean, we know there's a history, we've been covering it. I've been involved in all my career. People who bet against open always lose. It's happened in every single wave of innovation. So Elon's gettable. Let's get him. >> Who doesn't love Elon Musk? I mean, I think some people don't, I love him. He's my hero. I model a lot of the things that I do around his approach, his vision. 20 years ago, or close to 20 years ago, 2003, he said he was going to put people on Mars. And I think people laughed at him for being like the PayPal guy and this guy is crazy, but every year he makes progress against his goals. We have a relandable rocket. He's doing a manned mission this week, the second man mission or third man mission. The guy makes progress. And I think I'm on the same mission here. My mission is to move Telco to the public cloud. I think it's a long journey, right? I think people are like, who is this girl? And she's like 12 people and what's her story. And I'm like, I don't care. I have a singular mission is a quest. I am not going to stop until I move the industry to the public cloud. And it's my life's mission and I'm psyched to do it. >> Well, we love the mojo, we love your style. We love Elon Musk's mojo. And again, just to bring the dots together you have that same mindset, which is, love like Elon, he's a builder. He builds things and he delivers. So as you said, so... Danielle, I really appreciate the work you're doing. I love your philosophy. We're in total agreement. Open building. Doing it together as a collective, being part of something? This is what the world needs. You got a lot of great ideas in the works and we can't wait to hear them. And what you got coming up over the next 68 days. This is the first of many conversations together. Thank you. >> Yeah, that's going to be so awesome. Thank you so much for having me. Psyched to talk to you about it. >> Okay. Mobile World Congress is happening in Barcelona on the June 28th. It's going to be in person and it's going to be probably the biggest hybrid event to date. Be there, check out TelcoDR and theCUBE and the space that they took over 14 years at the helm there. Ericson had it, now it's TelcoDR. Danielle Royston, founder and CEO here with me from TelcoDR. Thanks for watching. (upbeat music)

>> 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.

>> Narrator: Live from Las Vegas, it's theCUBE, covering Dell Technologies World 2018. Brought to you by Dell EMC and its ecosystem partners. >> Welcome back to theCUBE. We are live in Las Vegas. Day two of Dell Technologies World. I am Lisa Martin with Stu Miniman, my cohost. And we're excited to welcome to theCUBE for the first time the CIO of TGen, Translational Genomics, James Lowey. James, welcome to theCUBE. >> Ah, thank you so much, it's great being here. >> So, genomics, really interesting topic that we want to get into and understand. How are you making IT and digital and workforce transformation real in it, but get give our viewers and overview of TGen. It started out about 16 years ago as a very collaborative effort within Arizona and really grew. Talk to us about that. >> Yeah, absolutely. So, TGen is a nonprofit biomedical research institute based in Phoenix, Arizona. As you mentioned, we've been around about 16 years. We were, the inception of the institute was really built around bringing biomedical technology into the sate of Arizona. And we're fortunate enough to have a really visionary and gifted leader in Dr. Jeffrey Trent, who is one of the original guys to sequence the human completely for the first time. So I don't know if you get any better street cred than that when it comes to genomics. >> And you mentioned, before we went live, give our viewers an overview of what it took to sequence the human genome in terms of time and money and now, how 15 years later, how fast it can be done. >> Yeah, so, you know we've moved from a point where it costs billions of dollars and took many years to complete the first sequence to today where it takes a little bit over a day and about $3 thousand. So it's really the democratization of the technology is driving clinical application, which, in turn, is going to benefit all of us. >> Yeah, James, genomics is one of those areas, when we talk about there is the opportunity of data, but there's also the challenge of data, because you've got to, I have to imagine, orders of magnitude more data than your typical company does, so talk to us a little bit about the role of data inside your organization. >> Well, data is our lifeblood. I mean, we've been generating terascale then petascale for many years now. And the fact is, is every time you sequence a patient you're generating about 4 terabytes of data for one patient. So if you're doing 100 patients, do the math, or you're doing a thousand patients. We're talking just an immense volume of data. And really, data is what drives us because that information that's encoded in our genome is nothing but data, right? It's turning our analog selves into a digital format that then we can interrogate to come up with better treatments to help patients. >> Can you bring this inside? When you talk about the infrastructure that enables that. You know, what I was teasing out with the last question, it's not just about storing data, you need to be able to access the data, you need to be able to share data. So as the CIO, what's your purview? Give us a little bit of a thumbnail sketch as to what your organization-- >> Oh yeah, yeah, no that's great. You know, so we've been a long time Isilon customer. The scale-out storage is what really has enabled us to be successful. Our partnership with Dell EMC has spanned many years and we're fortunate enough to have enough visibility within the organization to get early access to technologies. And really, that's really important because the science moves faster than the IT. So having things like scale-out, super fast flash, you know, having new Intel processors, all these things are what really enable us to do our job and to be successful. >> How have, you've been with TGen for a long time now, you've been the CIO for about three years. Talk to us about the transformation of the technology and how you've evolved it to not just facilitate digital transformation and IT transformation, but I imagine security transformation with human genetic data is of paramount importance. >> You know, that's a really good point. Security is always on my mind, for obvious reasons because I would say there's nothing more personally identifiable than your genome. There's the laws around these things still have not been totally codified. So we're sitting at a point today where we're still uncertain to how exactly best protect this very, very important data. But to that end, we tend to fail in the closed state of doing things, everything's encrypted. You know, we are big believers in identity management and making sure that the right people have access to the right data at the right time. We've utilized SecureWorks, for instance, for perimeter, logging, and to get their expertise. 'Cause one of the things I've learned in my tenure as CIO is that it's really all about the people and they're what drive your success. And so I'm fortunate enough to have a team that's amazing. These folks are some of the best people in their field and really do a great job at helping us, protect the data, get access to the data, as well as thinking about what the next iteration is going to look like. >> When you look at, just as a whole, the security and data protection, you think about everybody, if they get those home kits, or things like that, how has that evolved the last few years? I'm curious if that impacts your business. >> Well, I think it does impact our business insofar as it creates awareness. And you know, I think it's really fantastic when I attend a cocktail party or something and people come up and ask, say, "You know, should I get the 23andMe Ancestry?" And they're really engaged and interested and wanting to learn about these things. And I think that's going to spur questions to be asked when they go in to be treated by a physician. Which is really important. I think, I'm a believer that we should own our own data, especially our genomic data, because what's more personal than that? And so we have a lot of challenges ahead, I think, in IT in particular, in protecting, storing, and providing that data to patients. >> Just a quick followup, I'm sure you secure stuff. What's the cocktail answer for that? If, you know, should I get that? Can I trust this company? Is my insurance company and everybody else going to get that? What do you advise the average consumer? >> I would say read the terms of use agreement very carefully. >> so the theme of the event, James, make it real. You know, few things are more real than our own data, our own genomes, what does that theme mean to you from an application perspective? How are you making digital transformation real? And things like the alliance with City of Hope to impact disease study and cures? What is that reality component to you? >> Yeah, it has, you know, I really like the make it real theme, and I think it's something that we are doing every day. I think it just speaks to, you know, taking technology, applying it for meaningful use, to actually make a difference, and to do something that has real impact. And I think that at TGen, I've been empowered to build systems that can do that, that can help our scientists and ultimately help patients. You mentioned City of Hope. We're, our alignment with them is amazing. They have just hired a Chief Digital Officer as they go through a digital transformation of their own. And you know, we're on board in striving to help them go through this process because, as you might be aware, everything's about the data. And that's where we have to focus. >> James, if you go back, you talked about your scale-out architecture with Isilon. How do you report back to the business as to the results you're doing? What are the, do you have any hero metrics or things that you point out that says this is why we're successful. This is why we've made the right decision. This is why we should be doing this in the future. >> Well, I think we're especially fortunate that we can measure our success in people's lives. So, meeting a kid who's in full remission from brain cancer who was treated using drugs that were derived from being sequenced and run through our labs and then our computational infrastructure and having them say thank you, I think is pretty much a metric that I don't know how you can beat that. >> Talk about making it real. That's where it's really impactful. I'd love to understand your thoughts as you continue to evolve your transformation as a company. We've heard a lot about emerging technologies and what Dell EMC, Dell Technologies, is doing to enable organizations and customers to be able to realize what's possible with artificial intelligence, machine learning, IoT. What are your thoughts about weaving in those emerging technologies to make what TGen delivers even more impactful. >> Well you just said three of my favorite things that I'm spending a lot of time thinking about. You know, artificial intelligence is going to be absolutely, is required to interrogate the vast amounts of data that are being created. I mean, this is all unstructured data, so you have to have systems that can store and present that data in such a way that you're going to be able to do something meaningful. IoT is another area where we're spending a lot of time and energy in what we believe is like quantitative medicine. So basically taking measurements all the time to see about changes and then using that to hopefully gain insight into treatment of diseases. You know, machine learning and some of these technologies are also absolutely going to be critical, especially when we start building out drug databases and being able to match the patient with the drug. >> Yeah, James, bring us inside to your organization a little bit. What kind of skill sets do you have to have to architect, operate, a theme of this show, they've got Andy McAfee, who's from MIT, we've spoken to, it's about people and machines. You can't have one without the other. You need to be able to marry those two. How does an organization like yours get ready for that and move forward? >> Yeah, it's a really good point. I think the technology enables the people, and you have to have the right people to help make the decisions and what technologies you get and apply. And I think that the skill sets that we look for is generally people who have a broad view of the world. You know, people who are particular experts, at least in the IT side are of limited use, because we need people to be able to switch gears quickly and to think about problems holistically. So I'd say most of the IT folks are working several different disciplines and are really good at that. On the scientific side it's a little different. We're looking for data scientists all the time. So if anybody's watching and wants to come work for a great place, TGen, look us up. Because that's really where we're headed. You know, we have a lot of biologists, we have a lot of molecular biologists, we have people who do statistics, but it's not quite the same as data science. So that's kind of the new area that we're really focused on. >> All right, so James, one of the things I always love to ask when I get a CIO here is, when you're talking to your peers in the industry, how do you all see the role of the CIO changing? What are some of the biggest challenges that you're facing? >> So, yeah, it's a great question. I think the role's changing towards being empowered in the business. And I think that as that has to be part of the transformation. Is you have to be aligned completely with what your objectives are. And we're fortunate, you know, we are. And I feel very lucky to have a boss and a boss's boss who both understand the importance and the value that we bring to the organization. I also see that in the industry, especially in healthcare, a need for folks who are focused beyond just the EMR and daily IT things, to really start looking beyond maybe where you're comfortable. I know that I stretch my boundaries, and I think that in order to be successful as a CIO I think that's what you're going to have to do. I think you're going to have to push the envelope. You're going to have to look for new technologies and new ways to make a difference. >> So last question, big impact that TGen has made to the state of Arizona. I read on LinkedIn that you like building high-performance teams. What are some of the impacts that this has made for Arizona but also maybe as an example for other states to look to be inspired to set up something similar? >> That's really a great question. I think, you know, Arizona made an investment, and the way that it's easy to measure. So if you come down to the TGen building and realize that that building was the first building that is now surrounded by buildings, including a full-on cancer center, that's all in downtown Phoenix. And it's almost the if you build it they will come, but it's not just the infrastructure, it really is about the people and identifying the right folks to come in and help build that, to invest in them and to provide basically the opportunity for success. You know, Arizona has really been fortunate, I think, in being able to build out this amazing infrastructure around biotechnology. And you know, but we're just getting going. I mean, we are, we've only been doing this for about 16 years and I look forward to the next 16. >> Well thanks so much, James, for stopping by and talking about how you're applying technologies, not just from Dell EMC but others as well to make transformation real, to make it real across IT, digital, workforce, security, and doing something that's really literally has the opportunity to save lives. Thanks so much. >> Well thank you very much, it's been a pleasure. >> We want to thank you for watching theCUBE. I'm Lisa Martin, with my cohost Stu Miniman. We are live day two of Dell Technologies World. We'll be back after a lunch break. We'll see you then.