>>Hello everyone, and welcome back to the Cube's Live coverage of Cuban here in Motor City, Michigan. My name is Savannah Peterson and I'm delighted to be joined for this segment by my co-host Lisa Martin. Lisa, how you doing? Good. >>We are, we've had such great energy for three days, especially on a Friday. Yeah, that's challenging to do for a tech conference. Go all week, push through the end of day Friday. But we're here, We're excited. We have a great conversation coming up. Absolutely. A little of our alumni is back with us. Love it. We have a great conversation about learning. >>There's been a lot of learning this week, and I cannot wait to hear what these folks have to say. Please welcome Tom and Victoria from Cast by Beam. You guys are swag up very well. You've got the Fanny pack. You've got the vest. You even were nice enough to give me a Carhartt Beanie. Carhartt being a Michigan company, we've had so much love for Detroit and, and locally sourced swag here. I've never seen that before. How has the week been for you? >>The week has been amazing, as you can say by my voice probably. >>So the mic helps. Don't worry. You're good. >>Yeah, so, So we've been talking to tons and tons of people, obviously some vendors, partners of ours. That was great seeing all those people face to face again, because in the past years we haven't really been able to meet up with those people. But then of course, also a lot of end users and most importantly, we've met a lot of people that wanted to learn Kubernetes, that came here to learn Kubernetes, and we've been able to help them. So feel very satisfied about that. >>When we were at VMware explorer, Tom, you were on the program with us, just, I guess that was a couple of months ago. I'm listening track. So many events are coming up. >>Time is a loop. It's >>Okay. It really is. You, you teased some new things coming from a learning perspective. What is going on there? >>All right. So I'm happy that you link back to VMware explorer there because Yeah, I was so excited to talk about it, but I couldn't, and it was frustrating. I knew it was coming up. That was was gonna be awesome. So just before Cuban, we launched Cube Campus, which is the rebrand of learning dot cast io. And Victoria is the great mind behind all of this, but what the gist of it, and then I'll let Victoria talk a little bit. The gist of Cube Campus is this all started as a small webpage in our own domain to bring some hands on lab online and let people use them. But we saw so many people who were interested in those labs that we thought, okay, we have to make this its own community, and this should not be a branded community or a company branded community. >>This needs to be its own thing because people, they like to be in just a community environment without the brand from the company being there. So we made it completely independent. It's a Cube campus, it's still a hundred percent free and it's still the That's right. Only platform where you actually learn Kubernetes with hands on labs. We have 14 labs today. We've been creating one per month and we have a lot of people on there. The most exciting part this week is that we had our first learning day, but before we go there, I suggest we let Victoria talk a little bit about that user experience of Cube Campus. >>Oh, absolutely. So Cube Campus is, and Tom mentioned it's a one year old platform, and we rebranded it specifically to welcome more and, you know, embrace this Kubernetes space total as one year anniversary. We have over 11,000 students and they've been taking labs Wow. Over 7,000. Yes. Labs taken. And per each user, if you actually count approximation, it's over three labs, three point 29. And I believe we're growing as per user if you look at the numbers. So it's a huge success and it's very easy to use overall. If you look at this, it's a number one free Kubernetes learning platform. So for you user journey for your Kubernetes journey, if you start from scratch, don't be afraid. That's we, we got, we got it all. We got you back. >>It's so important and, and I'm sure most of our audience knows this, but the, the number one challenge according to Gartner, according to everyone with Kubernetes, is the complexity. Especially when you're getting harder. I think it's incredibly awesome that you've decided to do this. 11,000 students. I just wanna settle on that. I mean, in your first year is really impressive. How did this become, and I'm sure this was a conversation you two probably had. How did this become a priority for CAST and by Beam? >>I have to go back for that. To the last virtual only Cuban where we were lucky enough to have set up a campaign. It was actually, we had an artist that was doing caricatures in a Zoom room, and it gave us an opportunity to actually talk to people because the challenge back in the days was that everything virtual, it's very hard to talk to people. Every single conversation we had with people asking them, Why are you at cu com virtual was to learn Kubernetes every single conversation. Yeah. And so that was, that is one data point. The other data point is we had one lab to, to use our software, and that was extremely popular. So as a team, we decided we should make more labs and not just about our product, but also about Kubernetes. So that initial page that I talked about that we built, we had three labs at launch. >>One was to learn install Kubernetes. One was to build a first application on Kubernetes, and then a third one was to learn how to back up and restore your application. So there was still a little bit of promoting our technology in there, but pretty soon we decided, okay, this has to become even more. So we added storage, we added security and, and a lot more labs. So today, 14 labs, and we're still adding one every month. The next step for the labs is going to be to involve other partners and have them bring their technologies in the lab. So that's our user base can actually learn more about Kubernetes related technologies and then hopefully with links to open source tools or free software tools. And it's, it's gonna continue to be a, a learning experience for Kubernetes. I >>Love how this seems to be, have been born out of the pandemic in terms of the inability to, to connect with customers, end users, to really understand what their challenges are, how do we help you best? But you saw the demand organically and built this, and then in, in the first year, not only 11,000 as Victoria mentioned, 11,000 users, but you've almost quadrupled the number of labs that you have on the platform in such a short time period. But you did hands on lab here, which I know was a major success. Talk to us about that and what, what surprised you about Yeah, the appetite to learn that's >>Here. Yeah. So actually I'm glad that you relay this back to the pandemic because yes, it was all online because it was still the, the tail end of the pandemic, but then for this event we're like, okay, it's time to do this in person. This is the next step, right? So we organized our first learning day as a co-located event. We were hoping to get 60 people together in a room. We did two labs, a rookie and a pro. So we said two times 30 people. That's our goal because it's really, it's competitive here with the collocated events. It's difficult >>Bringing people lots going on. >>And why don't I, why don't I let Victoria talk about the success of that learning day, because it was big part also her help for that. >>You know, our main goal is to meet expectations and actually see the challenges of our end user. So we actually, it also goes back to what we started doing research. We saw the pain points and yes, it's absolutely reflecting, reflecting on how we deal with this and what we see. And people very appreciative and they love platform because it's not only prerequisites, but also hands on lab practice. So, and it's free again, it's applied, which is great. Yes. So we thought about the user experience, user flow, also based, you know, the product when it's successful and you see the result. And that's where we, can you say the numbers? So our expectation was 60 >>People. You're kinda, you I feel like a suspense is starting killing. How many people came? >>We had over 350 people in our room. Whoa. >>Wow. Wow. >>And small disclaimer, we had a little bit of a technical issue in the beginning because of the success. There was a wireless problem in the hotel amongst others. Oh geez. So we were getting a little bit nervous because we were delayed 20 minutes. Nobody left that, that's, I was standing at the door while people were solving the issues and I was like, Okay, now people are gonna walk out. Right. Nobody left. Kind >>Of gives me >>Ose bump wearing that. We had a little reception afterwards and I talked to people, sorry about the, the disruption that we had under like, no, we, we are so happy that you're doing this. This was such a great experience. Castin also threw party later this week at the party. We had people come up to us like, I was at your learning day and this was so good. Thank you so much for doing this. I'm gonna take the rest of the classes online now. They love it. Really? >>Yeah. We had our instructors leading the program as well, so if they had any questions, it was also address immediately. So it was a, it was amazing event actually. I'm really grateful for people to come actually unappreciated. >>But now your boss knows how you can blow out metrics though. >>Yeah, yeah, yeah, yeah. Gonna >>Raise Victoria. >>Very good point. It's a very >>Good point. I can >>Tell. It's, it's actually, it's very tough to, for me personally, to analyze where the success came from. Because first of all, the team did an amazing job at setting the whole thing up. There was food and drinks for everybody, and it was really a very nice location in a hotel nearby. We made it a colocated event and we saw a lot of people register through the Cuban registration website. But we've done colocated events before and you typically see a very high no-show rate. And this was not the case right now. The a lot of, I mean the, the no-show was actually very low. Obviously we did our own campaign to our own database. Right. But it's hard to say like, we have a lot of people all over the world and how many people are actually gonna be in Detroit. Yeah. One element that also helped, I'm actually very proud of that, One of the people on our team, Thomas Keenan, he reached out to the local universities. Yes. And he invited students to come to learning day as well. I don't think it was very full with students. It was a good chunk of them. So there was a lot of people from here, but it was a good mix. And that way, I mean, we're giving back a little bit to the universities versus students. >>Absolutely. Much. >>I need to, >>There's a lot of love for Detroit this week. I'm all about it. >>It's amazing. But, but from a STEM perspective, that's huge. We're reaching down into that community and really giving them the opportunity to >>Learn. Well, and what a gateway for Castin. I mean, I can easily say, I mean, you are the number, we haven't really talked about casting at all, but before we do, what are those pins in front of you? >>So this is a physical pain. These are physical pins that we gave away for different programs. So people who took labs, for example, rookie level, they would get this p it's a rookie. >>Yes. I'm gonna hold this up just so they can do a little close shot on if you want. Yeah. >>And this is PR for, it's a, it's a next level program. So we have a program actually for IS to beginners inter intermediate and then pro. So three, three different levels. And this one is for Helman. It's actually from previous. >>No, Helmsman is someone who has taken the first three labs, right? >>Yes, it is. But we actually had it already before. So this one is, yeah, this one is, So we built two new labs for this event and it was very, very great, you know, to, to have a ready absolutely new before this event. So we launched the whole website, the whole platform with new labs, additional labs, and >>Before an event, honestly. Yeah. >>Yeah. We also had such >>Your expression just said it all. Exactly. >>You're a vacation and your future. I >>Hope so. >>We've had a couple of rough freaks. Yeah. This is part of it. Yeah. So, but about those labs. So in the classroom we had two, right? We had the, the, the rookie and the pro. And like I said, we wanted an audience for both. Most people stayed for both. And there were people at the venue one hour before we started because they did not want to miss it. Right. And what that chose to me is that even though Cuban has been around for a long time, and people have been coming back to this, there is a huge audience that considers themselves still very early on in their Kubernetes journey and wants to take and, and is not too proud to go to a rookie class for Kubernetes. So for us, that was like, okay, we're doing the right thing because yeah, with the website as well, more rookie users will keep, keep coming. And the big goal for us is just to accelerate their Kubernetes journey. Right. There's a lot of platforms out there. One platform I like as well is called the tech world with nana, she has a lot of instructional for >>You. Oh, she's a wonderful YouTuber. >>She, she's, yeah, her following is amazing. But what we add to this is the hands on part. Right? And, and there's a lot of auto resources as well where you have like papers and books and everything. We try to add those as well, but we feel that you can only learn it by doing it. And that is what we offer. >>Absolutely. Totally. Something like >>Kubernetes, and it sounds like you're demystifying it. You talked about one of the biggest things that everyone talks about with respect to Kubernetes adoption and some of the barriers is the complexity. But it sounds to me like at the, we talked about the demand being there for the hands on labs, the the cube campus.io, but also the fact that people were waiting an hour early, they're recognizing it's okay to raise, go. I don't really understand this. Yeah. In fact, another thing that I heard speaking of, of the rookies is that about 60% of the attendees at this year's cube con are Yeah, we heard that >>Out new. >>Yeah. So maybe that's smell a lot of those rookies showed up saying, >>Well, so even >>These guys are gonna help us really demystify and start learning this at a pace that works for me as an individual. >>There's some crazy macro data to support this. Just to echo this. So 85% of enterprise companies are about to start making this transition in leveraging Kubernetes. That means there's only 15% of a very healthy, substantial market that has adopted the technology at scale. You are teaching that group of people. Let's talk about casting a little bit. Number one, Kubernetes backup, 900% growth recently. How, how are we managing that? What's next for you, you guys? >>Yeah, so growth last year was amazing. Yeah. This year we're seeing very good numbers as well. I think part of the explanation is because people are going into production, you cannot sell back up to a company that is not in production with their right. With their applications. Right? So what we are starting to see is people are finally going into production with their Kubernetes applications and are realizing we have to back this up. The other trend that we're seeing is, I think still in LA last year we were having a lot of stateless first estate full conversations. Remember containers were created for stateless applications. That's no longer the case. Absolutely. But now the acceptance is there. We're not having those. Oh. But we're stateless conversations because everybody runs at least a database with some user data or application data, whatever. So all Kubernetes applications need to be backed up. Absolutely. And we're the number one product for that. >>And you guys just had recently had a new release. Yes. Talk to us a little bit about that before we wrap. It's new in the platform and, and also what gives you, what gives cast. And by being that competitive advantage in this new release, >>The competitive advantage is really simple. Our solution was built for Kubernetes. With Kubernetes. There are other products. >>Talk about dog fooding. Yeah. Yeah. >>That's great. Exactly. Yeah. And you know what, one of our successes at the show is also because we're using Kubernetes to build our application. People love to come to our booth to talk to our engineers, who we always bring to the show because they, they have so much experience to share. That also helps us with ems, by the way, to, to, to build those labs, Right? You need to have the, the experience. So the big competitive advantage is really that we're Kubernetes native. And then to talk about 5.5, I was going like, what was the other part of the question? So yeah, we had 5.5 launched also during the show. So it was really a busy week. The big focus for five five was simplicity. To make it even easier to use our product. We really want people to, to find it easy. We, we were using, we were using new helm charts and, and, and things like that. The second part of the launch was to do even more partner integrations. Because if you look at the space, this cloud native space, it's, you can also attest to that with, with Cube campus, when you build an application, you need so many different tools, right? And we are trying to integrate with all of those tools in the most easy and most efficient way so that it becomes easy for our customers to use our technology in their Kubernetes stack. >>I love it. Tom Victoria, one final question for you before we wrap up. You mentioned that you have a fantastic team. I can tell just from the energy you two have. That's probably the truth. You also mentioned that you bring the party everywhere you go. Where are we all going after this? Where's the party tonight? Yeah. >>Well, let's first go to a ballgame tonight. >>The party's on the court. I love it. Go Pistons. >>And, and then we'll end up somewhere downtown in a, in a good club, I guess. >>Yeah. Yeah. Well, we'll see how the show down with the hawks goes. I hope you guys make it to the game. Tom Victoria, thank you so much for being here. We're excited about what you're doing. Lisa, always a joy sharing the stage with you. My love. And to all of you who are watching, thank you so much for tuning into the cube. We are wrapping up here with one segment left in Detroit, Michigan. My name's Savannah Peterson. Thanks for being here.

>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle. Welcome to the cubes event. Virtual event. Cuban Cloud. I'm John for your host. We're here talking to all the thought leaders getting all the stories around Cloud What's going on this year and next today, Tomorrow and the future. We gotta featured startup here. Jonah Clipper, who is the CEO and founder of Stack Hawks. Developing security software for developers to have them put security baked in from the beginning. Johnny, thanks for coming on and being featured. Start up here is part of our Cuban cloud. Thanks for joining. >>Thanks so much for having me, John. >>So one of our themes this year is obviously Cloud natives gone mainstream. The pandemic has shown that. You know, a lot of things have to be modern. Modern applications, the emerald all they talked about modern applications. Infrastructure is code. Reinvent, um is here. They're talking about the next gen enterprise. Their public cloud. Now you've got hybrid cloud. Now you've got multi cloud. But for developers, you just wanna be building security baked in and they don't care where the infrastructure is. So this is the big trend. Like to get your thoughts on that. But before we jump in, tell us about Stack Hawk What you guys do your founded in 2019. Tell us about your company and what Your mission is >>Awesome. Yeah, our mission is to put application security in the hands of software developers so that they can find and fix upset books before they deployed a production. And we do that through a dynamic application scanning capability. Uh, that's deployable via docker, so engineers can run it locally. They can run it in C I C. D. On every single PR or merge and find bugs in the process of delivering software rather than after it's been production. >>So everyone's talking about shift left, shift left for >>security. What does >>that mean? Uh, these days. And what if some of the hurdles that people are struggling with because all I hear is shift left shift left from, like I mean, what does What does that actually mean? Now, Can you take us through your >>view? Yes, and we use the phrase a lot, and I and I know it can feel a little confusing or overused. Probably. Um, When I think of shift left, I think of that Mobius that we all look at all of the time, Um, and how we deliver and, like, plan, write code, deliver software and then manage it. Monitor it right like that entire Dev ops workflow. And today, when we think about where security lives, it either is a blocker to deploying production. Or most commonly, it lives long after code has been deployed to production. And there's a security team constantly playing catch up, trying to ensure that the development team whose job is to deliver value to their customers quickly, right, deploy as fast as we can, as many great customer facing features, um there, then, looking at it months after software has been deployed and then hurrying and trying to assess where the bugs are. And, um, trying to get that information back to software developers so that they can fix those issues. Shifting left to me means software engineers are finding those bugs as their writing code or in the CIA CD pipeline long before code has been deployed to production. >>And so you guys attack that problem right there so they don't have to ship the code and then come back and fix it again. Or where we forgot what the hell is going on. That point in time some Q 18 gets it. Is that the kind of problem that that's out there? Is that the main pain point? >>Yeah, absolutely. I mean a lot of the way software, specifically software like ours and dynamic applications scanning works is a security team or a pen tester. Maybe, is assessing applications for security vulnerability these, um, veteran prod that's normally where these tools are run and they throw them back over the wall, you know, interrupting sprints and interrupting the developer workflow. So there's a ton of context switching, which is super expensive, and it's very disruptive to the business to not know about those issues before they're in prod. And they're also higher risk issues because they're in fraud s. So you have to be able to see a >>wrong flywheel. Basically, it's like you have a penetration test is okay. I want to do ship this app. Pen test comes back, okay? We gotta fix the bug, interrupts the cycle. They're not coding there in fire drill mode. And then it's a chaotic death spiral at that point, >>right? Or nothing gets done. God, how did >>you What was the vision? How did you get here? What? How did you start? The company's woke up one morning. Seven started a security company. And how did what was the journey? What got you here? >>Sure. Thanks. I've been building software for software engineers since 2010. So the first startup I worked for was very much about making it easy for software engineers to deploy and manage applications super efficiently on any cloud provider. And we did programmatic updates to those applications and could even move them from cloud to cloud. And so that was sort of cutting my teeth and technology and really understanding the developer experience. Then I was a VP of product at a company called Victor Ops. We were purchased by spunk in 2018. But that product was really about empowering software engineers to manage their own code in production. So instead of having a network operations center right who sat in front of screens and was waiting for something to go wrong and would then just end up dialing there, you know, just this middle man trying to dial to find the person who wrote the software so that they can fix it. We made that way more efficient and could just route issues to software engineers. And so that was a very dev ops focused company in terms of, um, improving meantime to know and meantime to resolve by putting up time in the hands of software engineers where it didn't used to live there before it lived in a more traditional operations type of role. But we deploy software way too quickly and way too frequently to production to assume that another human can just sit there and know how to fix it, because the problems aren't repeatable, right? So So I've been living in the space for a long time, and I would go to conferences and people would say, Well, I love for, you know, we have these digital transformation initiatives and I'm in the security team and I don't feel like I'm part of this. I don't know. I don't know how to insert myself in this process. And so I started doing a lot of research about, um, how we can shift this left. And I was actually doing some research about penetration testing at the time, Um, and found just a ton of opportunity, a ton of problems, right that exist with security and how we do it today. So I really think of this company as a Dev Ops first Company, and it just so happens to be that we're taking security, and we're making it, um, just part of the the application testing framework, right? We're testing for security bugs, just like we would test for any other kind of bucks. >>That's an awesome vision of other great great history there. And thanks for sharing that. I think one of the things that I think this ties into that we have been reporting aggressively on is the movement to Dev Stack Up, Dev, Ops Dev SEC Ops. And you know, just doing an interview with the guy who stood up space force and big space conversation and were essentially riffing on the idea that they have to get modern. It's government, but they got to do more commercial. They're using open source. But the key thing was everything. Software defined. And so, as you move into suffer defined, then they say we want security baked in from the beginning and This is the big kind of like sea level conversation. Bake it in from the beginning, but it's not that easy. And this is where I think it's interesting where you start to think, uh, Dev ops for security because security is broken. So this is a huge trend. It sounds easy to say it baked security in whether it's an i o T edge or multi cloud. There's >>a lot >>of work there. What should people understand when they hear that kind of platitude of? I just baked security and it's really easy. It's not. It's not trivial. What's your thoughts on >>that? It isn't trivial. And in my opinion, there aren't a lot of tools on the market that actually make that very easy. You know, there are some you've had sneak on this program and they're doing an excellent job, really speaking to the developer and being part of that modern software delivery workflow. Um, but because a lot of tools were built to run in production, it makes it really difficult to bake them in from the beginning. And so, you know, I think there are several goals here. One is you make the tooling work so that it works for the software engineer and their workflow. And and there's some different values that we have to consider when its foreign engineer versus when it's for a security person, right? Limit the noise, make it as easy as possible. Um, make sure that we only show the most critical things that are worth an engineer. Stopping what they're doing in terms of building business value and going back and fixing that bugs and then create a way to discuss in triage other issues later outside of the development. Workflow. So you really have to have a lot of empathy and understanding for how software is built and how software engineers behave, I think, in order to get this right. So it's not easy. Um, but we're here and other tools air here. Thio support companies in doing that. >>What's the competitive strategy for you guys going forward? Because there's a big sea change. Now I see an inflection point. Obviously, Cove it highlights. It's not the main reason, but Cloud native has proven it's now gone mainstream kubernetes. You're seeing the big movement there. You're seeing scale be a huge issue. Software defined operations are now being discussed. So I think it's It's a simple moment for this kind of solution. How are you guys going to compete? What's what's the winning strategy? How are you guys gonna compete to win? >>Yeah, so there's two pieces to that one is getting the technology right and making sure that it is a product that developers love. And we put a ton of effort into that because when a software engineer says, Hey, I'd love to use the security product, right? CSOs around the world are going to be like, Yes, please. Did a software engineer just ask me, You have the security product. Thank you, Right. We're here to make it so easy for them and get the tech right. And then the other piece, in terms of being competitive, is the business model. There were something like, I don't You would know better than me, but I think the data point I last saw was like 1300 venture backed security companies since 2012 focused on selling to see SOS and Fortune 2000 companies. It is a mess. It's so noisy, nobody can figure out what anybody actually does. What we have done is said no, we're going to take a modern business model approach to security. So you know, it's a SAS platform that makes it super easy for a software engineer or anybody on the team to try and buy the software. So 14 day trial. You don't have to talk to anybody if you don't want Thio Awesome support to make sure that people can get on boarded and with our on boarding flow, we've seen that our customers go from signing up to first successful scan of their platform or whatever app they chose to scan in a knave ridge of about 10 minutes. The fastest is eight, right? So it's about delivering value to our customers really quickly. And there aren't many companies insecurity on the market today. That do that? >>You know, you mentioned pen test earlier. I I hear that word. Nice shit. And, like, pen test penetration test, as it's called, um, Sock reports. I mean, these are things that are kind of like I got to do that again. I know these people are doing things that are gonna be automated, but one of the things that cloud native has proven as be killer app is integrations because when you build a modern app, it has to integrate with someone else. So there you need these kind of pen tests. You gotta have this kind of code review. And as code, um, is part of, say, a purpose built device where it's an I o T. Edge updates have toe happen. So you need mawr automation. You need more scale around both updating software to, ah, purpose built device or for integration. What's your thoughts in reaction to that? Because this is a riel software challenge from a customer standpoint, because there are too many tools out there and every see so that I talk to says, I just want to get rid of half the tools consolidate down around my clouds that I'm working through my environment and b'more developer oriented, not just purchasing stuff. So you have all this going on? What's your reaction to that? You got the you know, the integration and you've got the software updates on purpose built devices. >>Yeah, I mean, we I make a joke a little bit. That security land is like, you know, acronyms. Dio there are so many types of security that you could choose to implement. And they all have a home and different use cases that are certainly valuable toe organizations. Um, what we like to focus on and what we think is interesting and dynamic application scanning is because it's been hard toe automate dynamic application for especially for modern applications. I think a lot of companies have ignored theon pertuan ity Thio really invest in this capability and what's cool about dynamic. And you were mentioning pen testing. Is that because it's actively attacking your app? It when you get a successful test, it's like a It's like a successful negative test. It's that the test executed, which means that bug is present in your code. And so there's a lot less false positives than in other types of scanning or assessment technologies. Not to say there isn't a home for them. There's a lot of we could we could spend a whole hour kind of breaking down all the different types of bugs that the different tools confined. Um, but we think that if you want to get started developer first, you know there's a lot of great technologies. Pick a couple or one right pick stack hawk pick, sneak and just get started and put it in your developer workflow. So integrations are super important. Um, we have integrations with every C I C. D provider, making it easy to scan your code on every merge or release. And then we also have workflow integrations for software engineers associated with where they want to be doing work and how they want to be interrupted or told about an issue. So, you know, we're very early to market, but right out of the gate, we made sure that we had a slack integration so that scans are running. Or as we're finding new things, it's populating in a specific slack channel for those engineers who work on that part of the app and you're a integration right. If we find issues, we can quickly make tickets and route them and make sure that the right people are working on those issues. Eso That's how I think about sort of the integration piece and just getting started. It's like you can't tackle the whole like every accurate, um, at once like pick something that helps you get started and then continue to build out your program, as you have success. >>A lot of these tools can they get in the hands of developers, and then you kind of win their trust by having functionality. Uh, certainly a winning strategy we've seen. You know, Splunk, you mentioned where you worked for Data Dog and very other tools out there just get started easily. If it's good, it will be used. So I love that strategy. Question. I wanna ask you mentioned Dr earlier. Um, they got a real popular environment, but that speaks to the open source area. How do you see the role of open source playing with you guys? Is that gonna be part of your community outreach? Does the feed into the product? Could you share your vision on how stack hawks engaging and playing an open source? >>Yeah, absolutely. Um So when we started this company, my co founders and I, we sat down and said here, What are the problems? Okay, the world doesn't need a better scanner, right? If you walk the floor of, ah, security, uh, conference. It's like our tool finds a million things and someone else is. My tool finds a million and five things. Right, And that's how they're competing on value. It's really about making it easy to use and put in the pipeline. So we decided not to roll. Our own scanner were based on an open source capability called Zap the Set Attack Proxy. Uh, it is the most the world's most downloaded application scanner. And, uh, actually we just hired the founder of Zap to join the Stack Hawk team, and we're really excited to continue to invest in the open source community. There is a ton of opportunity to grow and sort of galvanize that community. And then the work that we do with our customers and the feedback that we get about the bugs we find if there, ah, false positive or this one's commonly risk accepted, we can go back to the community, which were already doing and saying, Hey, ditch this rule, Nobody likes it or we need to improve this test. Um, so it's a really nice relationship that we have, and we are looking forward to continuing to grow that >>great stuff. You guys are hot. Start of love. The software on security angle again def sec. Cox is gonna be It's gonna be really popular. Can you talk about some of the customer success is What's the What's the feedback from customers? Can you share some of the use cases that you guys are participating in where you're winning? You mentioned developers love it and try It can just give us a couple of use cases and examples. >>Yeah. Ah, few things. Um ah, lot of our customers are already selling on the notion. Like before we even went to G A right. They told all of their customers that they scan for security bugs with every single release. So in really critical, uh, industry is like fintech, right. It's really important that their customers trust that they're taking security seriously, which everybody says they dio. But they show it to their customers by saying here, every single deploy I can show you if there were any new security bugs released with that deploy. So that's really awesome. Other things We've heard our, uh, people being able to deploy really quickly thio the Salesforce marketplace, right? Like if they have toe have a scan to prove that that they can sell on Salesforce, they do that really rapidly. Eso all of that's going really well with our customers. >>How would I wanna How would I be a customer if I was interested in, um, using Stack Hawks say we have some software we wanna stand up, and, uh, it's super grade. And so Amazon Microsoft Marketplace Stairs Force They'll have requirements or say I want to do a deal with an integration they don't want. They want to make sure there's no nothing wrong with the code. This seems to be a common use case. How doe I if I was a customer, get involved or just download software? Um, what's the What's the procurement? What's the consumption side of it looked like, >>Yeah, you just go to Stockholm dot com and you create an account. If you'd like to get started that way so you can have a 14 day free trial. We have extremely extensive documentation, so it's really easy to get set up that way. You should have some familiarity. Or grab a software engineer who has familiarity with a couple of things. So one is how to use Docker, right? So Docker is, ah, deployment mechanism for the scanner. We do that so you can run it anywhere that you would like to, and we don't have to do things like pierce firewalls or other protective measures that you've instrumented on your production environment. You just run it, um, wherever you like in your system. So locally, C I c d So docker is an important thing to understand the way we configure our scanner is through a, um, a file. So if you are getting a scan today, either your security team is doing it or you have a pen tester doing it. Um, the whole like getting ready for that engagement takes a lot of time because the people who are running the tests don't know how the software was built. So the way we think about this is, just ask them. So you just fill out a Yamil file with parameters that tell the scanner what to dio tell it how to authenticate and not log out. Um, feed us an A p. I speak if you want, so weaken super efficiently, scan your app and you can be up and running really quickly, and then that's it. You can work with our team at any time if you need help, and then we have a really efficient procurement process >>in my experience some of the pen tests of firms out there, is it? It's like the house keeping seal of approval. You get it once and then you gotta go back again. Software change, new things come in. And it's like, Wait a minute, what's the new pen test? And then you to write a check or engaged to have enough meeting? I mean, this is the problem. I mean, too many meetings. Do you >>guys solve that problem? Do >>you solve that problem? >>We solve a piece of that problem. So I think you know, part of how I talk about our company is this idea that we live in a world where we deploy software every single day. Yet it seems reasonable that once a year or twice a year, we go get a pen test where human runs readily available, open source software on our product and gives us a like, quite literal. Pdf of issues on. It's like this is so intellectually dishonest, like we deploy all of the time. So here's the thing. Pen tests are important and everybody should do them. But that should not be the introduction to these issues that are also easy to automate and find in your system. So the way we think about how we work with pen testers is, um, run, stack hawk or zapped right in an automated fashion on your system, and then give that, give the configuration and give the most recent results to your pen tester and say, Go find the hard stuff. You shouldn't be cutting checks for $30,000 to a pen tester or something that you could easily meet in your flare up. Klein. You could write the checks for finding finding the hard stuff that's much more difficult to automate. >>I totally agree. Final question. Business model Once I get in, is it a service software and services? A monthly fee? How do you guys make money? >>Yep, it is software as a service, it is. A monthly fee were early to market. So I'm not going to pretend that we have perfectly cracked the pricing. Um, but the way that we think about this is this is a team product for software engineers and for, you know, informed constituents, right? You want a product person in the product. You want a security person in the product? Um, and we also want to incent you to scan your APS And the most modern fashion, which is scanning the smallest amount of http that lives in your app, like in a micro services architecture because it makes a lot easier, is easy to isolate the problems where they live and to fix those issues really quickly. So we bundle team and for a UPS and then we scale within, uh, companies as they add more team. So pen users. 10 APS is 3 99 a month. And as you add software engineers and more applications, we scale within your company that way. >>Awesome. So if you're successful, you pay more, but doesn't matter. You already succeeded, and that's the benefit of by As you go Great stuff. Final question. One more thing. Your vision of the future. What are the biggest challenges you see in the next 24 months? Plus beyond, um, that you're trying to attack? That's a preferred future that you see evolving. What's the vision? >>Yeah, you've touched on this a couple of times in this interview with uh being remote, and the way that we need to build software already has been modernizing, and I feel like every company has a digital transformation initiative, but it has toe happen faster. And along with that, we have to figure out how Thio protect and secure these Moderna Gail. The most important thing that we do the hearts and minds of our support engineers and make it really easy for them to use security capabilities and then continue to growth in the organization. And that's not an easy thing tied off. It's easy change, a different way of being security. But I think we have to get their, uh, in order to prepare the security, uh, in these rapidly deployed and developed applications that our customers expect. >>Awesome. Jodi Clippers, CEO and founder of Stack Hawk. Thank you for coming on. I really appreciate it. Thanks for spending the time featured Startup is part of our Cuban cloud. I'm Sean for your host with silicon angle to Cube. Thanks for watching

>>Yeah. >>Welcome back for our last session of the day how to deliver career making business outcomes with Search and AI. So we're very lucky to be hearing from Canada. Canadian Tire, one of Canada's largest and most successful retailers, have been powered 4.5 1000 employees to maximize the value of data with self service insights. So today we're joining us. We have Yarrow Baturin, who is the manager of Merch analytics and planning to support at Canadian Tire and then also Andrea Frisk, who is the engagement manager manager for thoughts. What s O U R Andrea? Thanks so much for being here. And with >>that, >>I'll pass the mic to you guys. >>Thank you for having us. Um, already, I I think I'll start with an introduction off who I am, what I do. A Canadian entire on what Canadian pair is all about. So, as a manager of Merch analytics at Canadian Tire, I support merchant organization with reporting tools, and then be I platform to enable decision making on a day to day basis. What is? Canadian Tire's Canadian tire is one of the largest retailers in Canada. Um, serving Canadians with a number of lines of business spanning automotive fixing, living, playing and SNG departments. We have a number of banners, including sport check Marks Party City Phl that covers more than 1700 locations. So as an organization, we've got vast variety of different data, whether it's product or loyalty. Now, as the time goes on, the number of asks the number off data points. The complexity of the analysis has been increasing on banned traditional tools. Analytical tools such as Excel Microsoft Access do find job but start hitting their limitations. So we started on the journey of exploring what other B I platforms would be suitable for our needs. And the criteria that we thought about as we started on that journey is to make sure that we enable customization as well as the McCarthy ization of data. What does that mean? That means we wanted to ensure that each one of the end users have ability to create their own versions off the report while having consistency from the data standpoint, we also wanted Thio ensure that they're able to create there at hawks search queries and draw insights based on the desired business needs. As each one of our lines of business as each one of our departments is quite unique in their nature. And this is where thoughts about comes into play. Um, you checked off all the boxes? Um, as current customers, as potential customers, you will discover that this is the tool that allows that at hawks search ability within a matter of seconds and ability to visualize the information and create those curated pin boards for each one of the business units, depending on what the needs are. And now where? I guess well, Andrea will talk a little bit more about how we gained adoption, but the usage was like and how we, uh, implemented the tool successfully in the organization. >>Okay, so I actually used to work for Canadian tire on DSO. During that time, I helped Thio build training and engaging users to sort of really kick start our use cases. Andi, the ongoing process of adopting thought spot through Canadian Tire s 01 of the sort of reasons that we moved into using thought spot was there was a need Thio evolve, um, in order to see the wealth of data that we had coming in. So the existing reporting again. And this is this sort of standard thoughts bought fix is, um, it brings the data toe. Everyone on git makes it more accessible, so you get more out of your data. So we want to provide users with the ability to customize what they could see and personalized three information so that they could get their specific business requirements out of the data rather than relying on the weekly monthly quarterly reporting. That was all usually fairly generic eso without the ability to deep dive in. So this gave the users the agility thio optimize their campaigns, optimize product murder, urgency where products are or where there's maybe supply chain gaps. Andi just really bring this out for trillions of rose to become accessible. Thio the Canadian tire. That's what user base think. That's the slide. >>That's the slight, Um So as Andrea talked about the business use of the particular tool, let's talk a little bit about how we set it up and a wonderful journey of how it's evolved. So we first implemented 5.3 version of that spot on the Falcon server on we've been adding horsepower to it over time. Now mhm. What I want to stress is the importance off the very first, Data said. That goes into the tool toe. Actually engage the users and to gain the adoption and to make sure there is no argument whether the tool is accurate or not. So what we've started with is a key p I marked layer with all the major metrics that we have and all the available permutations and combinations off the dimensions, whether it's a calendar dimension, proud of dimension or, let's say, customer attribute now, as we started with that data set, we wanted to make sure that we're we have the ability to add and the dimensions right. So now, as we're implementing the tool, we're starting to add in more dimension tables to satisfy the needs off our clients if you want to call it that way as they want to evolve their analytics. So we started adding in some of the store attributes we started adding in some of the product attributes on when I refer to a product attributes, let's say, uh, it involves costs and involves prices involved in some of the strategic internal pieces that we're thinking about now as the comprehensive mark contains right now, in our instance, close to five billion records. This is where it becomes the one source of truth for people declaring information against right so as they go in, we also wanted to make sure when they Corey thought spot there, we're really Onley. According one source of data. One source of truth. It became apparent over time, obviously, that more metrics are needed. They might not be all set up in that particular mark. And that's when we went on the journey off implementing some of the new worksheets or some of the new data sets particularly focused on the four looking pieces. And uh, that's where it becomes important to say This is how you gain the interest and keep the interests of the public right. So you're not just implementing a number off data sets all at once and then letting the users be you're implementing pieces and stages. You're keeping the interest thio, the tool relevant. You're keeping, um, the needs of the public in mind. Now, as you can imagine on the Falcon server piece, um, adding in the horsepower capacity might become challenging the mawr. Billions of Rosie erratic eso were actually in the middle of transitioning our environment to azure in snowflake so that we can connect it. Thio embrace capability of thoughts cloud. And that's where I'm looking forward to that in 2021 I truly believe this will enable us Thio increase the speed off adoption Increase the speed of getting insights out of the tool and scale with regards Thio new data sets that we're thinking about implementing as we're continuing our thoughts about journey >>Okay, so how we drove adoption Thio 4500 plus users eso When we first started Thio approach our use case with the merchants within Canadian Tire We had meetings with these users with who are used place is gonna be with and sort of found out. What are they searching for, Where they typically looking at what existing reports are available for them. Andi kind of sought out to like, What are those things where you're pulling this on your own or someone else's pulling this data because it's not accessible yet And we really use that as our foundation to determine one what data we needed to initially bring into the system but also to sort of create those launchpad pin boards that had the base information that the users we're gonna need so that we could twofold, make it easy for them, toe adopt into the tool and also quickly start Thio, deactivate or discontinue those reports. And just like these air now only available in thought spot because with the sort of formatting within thought spot around dates, it's really easy to make this year's report last year report etcetera. Just have everything roll over every month or a recorder s. So that was kind of some of the pre work foundation when we originally did it. But really, it's been a lot of training, a lot of training. So we conducted ah, lot of in person training, obviously pre co vid eso. We've started to train the group that we targeted, which was the merchants and all of the like, surrounding support groups. Eso we had planners going in and training as well, so that everyone who was really closely connected to the merchants I had an idea of what thoughts about what was and how to use it and where the reports were, and so we just sort of rolled it out that way, and then it started to fly like wildfire. Eso the merchants start to engage with supply chain to have conversations, or the merchants were engaging with the vendors to sort of have negotiations about pricing. And they're creating these reports and getting the access to the information so quickly, and they're sharing it out that we had other groups just coming to us asking, How do I get into thoughts about how can I get in on DSO on top of those groups, we also sought out other heavy analytics groups such a supply chain where we felt like they could have the same benefits if they on boarded into thought spot with their data as well on Ben. Just continuing to evolve the training roll out. Um, you know, we continued to engage with the users, >>so >>we had a newsletter briefly Thio, sort of just keep informing users of the new data coming in or when we actually upgraded our system. So the here are the new features that you'll start seeing. We did virtual trainings and maintaining an F A Q document with the incoming questions from the users, and then eventually evolved into a self guided learning so that users that were coming to a group, or maybe we've already done a full rollout could come in and have the opportunity to learn how to use thought spot, have examples that were relevant to the business and really get started. Eso then each use case sort of after our initial started to build into a formula of the things that we needed to have. So you need to understand it. Having SMEs ready and having the database Onda worksheets built out sort of became the step by step path to drive adoption. Um, from an implementation timeline, I think they're saying, Took about two months and about half of that waas Kenny entire figuring out how figuring out our security, how to get the data in on, Do we need the time to set up the environment and get on Falcon? So then, after that initial two months, then each use case that we come through. Generally, we've got users trained and SMEs set up within about 2 to 3 weeks after the data is ingested. It's not obviously, once snowflakes set up on the data starts to get into that and the data feeds in, then you're really just looking at the 2 to 3 weeks because the data is easily connected in, >>um, no. All right, let's talk about some of the use cases. So we started with what data we've implemented. Andrea touched upon what Use a training look like what the back curate that piece wants. Now let's talk a little bit about use cases and how we actually leverage thoughts bought together the insights. So the very first one is ultimately the benefit of the tool to the entire organization. Israel Time insights. To reiterate what Andrea said, we first implemented the tool with our buyers. They're the nucleus of any retail organization as they work with everybody within the company and as the buyer's eyes, Their responsibility to ensure both the procurement and the sales channel, um, stays afloat at the end of the day, right? So they need information on a regular basis. They needed fast. They needed timely, and they needed in a fashion that they choose to digest it. It right? Not every business is the same. Not every individual is the same. They consume digest, analyze information differently. And that's what that's what allows you to dio whether it's the search, whether it's a customized onboard, please now supply chain unexpected things. As Andrea mentioned Irish work a lot of supply chain. What is the goal of supply chain to receive product and to be able to ship that product to the stores Now, as our organization has been growing and is doing extremely well, we've actually published Q three results recently. Um, the aspect off prioritization at D C level becomes very important, And what drives some of that prioritization is the analysis around what the upcoming sales would be for specific products for specific categories. And that's where again thoughts. But is one of the tools that we've utilized recently to set our prioritization logic from both inbound and outbound us. It's right because it gives you most recent results. It gives you most granular results, depending on the business problem that you're trying to tackle. Now let's chat a little bit about covert 19 response, because this one is an extremely interesting case as a pandemic hit back in March. Um, as you can imagine, the everyday life a Canadian entire became as business unusual is our executives referred to it under business unusual. This speed and the intensity of the insights and the analytics has grown exponentially. And the speed and the intensity of the insights is driven by the fact that we were trying Thio ensure that we have the right selection of products for our Canadian customers because that's ultimately bread and butter off all of the retailers is the customers, right? So thoughts bought allowed us to have early trends off both sales and inventory patterns, where, whether we were stalking out of some of the products in specific stories of provinces, whether we saw some of the upload off different lines of business, depending on the region, ality right as pandemic hit, for example, um, gym's closed restaurants closed. So as Canadian pack carries a wide variety of different lines of business, we actually offer a wide selection of exercise equipment and accessories, cycling products as well as the kitchen appliances and kitchen accessories pieces. Right? So all of those items started growing exponentially and in certain areas more than others. And this is where thoughts about comes into play. A typical analysis on what the region ality of the sales has been over the last couple of days, which is lifetime and pandemic terms, um, could have taken days weeks for analysts to ultimately cobbled together an Excel spreadsheet. Meanwhile, it can take a couple of seconds for 12 Korean tosspot set up a PIN board that can be shared through a wide variety of individuals rather than fording that one Excel spreadsheet that gets manipulated every single time. And then you don't get the right inside. So from again merch supply chain covert response aspect of things. That spot has been one of those blessings and one of those amazing tools to utilize and improve the speed off insights, improved the speed of analytics and improve the speed of decision making that's ultimately impacting, then consumer at the store level. So Andrea talked about 4500 users that we have that number of school. But what I owe the recently like to focus on, uh, Andrew and I laughing because I think the last time we've spoken at a larger forum with the fastball community, I think we had only 500 users. That was in the beginning >>of the year in in February, we were aiming to have like 1000 >>exactly. So mission accomplished. So we've got 4500 employees now. Everybody asked me, Yeah, that's a big number, but how many times do people actually log in on a weekly or daily basis? I'm or interested in that statistic? So lately, um, we've had more than 400 users on the weekly basis. What's what's been cool lately is, uh, the exponential growth off ad hoc ways. So throughout October, we've reached a 75,000 ad hoc ways in our system and about 13,000 PIN board views. So why is that's that's significant? We started off, I would say, in January of 2020 when Andrea refers to it, I think we started off with about 40 45,000 ad hoc worries a month. So again, that was cool. But at the end of the day, we were able to thio double that amount as more people migrate to act hawk searches from PIN board views, and that's that's a tremendous phenomena, because that's what that's about is all about. So I touched upon a little bit about exercise and cycling. So these are our quarterly results for Q two, um, that have showed tremendous growth that we did not plan for, that we were able to achieve with, ultimately the individuals who work throughout the organization, whether it's the merch organization or whether it's the supply chain side of the business. But coming together and utilizing a B I platform by tools such a hot spot, we can see triple digit growth results. Eso What's next for us users at Hawks searches? That's fantastic. I would still like to get to more than 1200 people on the weekly basis. The cool number to me is if all of our lifetime users were you were getting into the tool on a weekly basis. That would be cool. And what's proven to be true is ultimately the only way to achieve it is to keep surprising and delighting them and your surprising and delighting them with the functionality of the tool. With more of the relevant content and ultimately data adding in more data, um, is again possible through ET else, and it's possible through pulling that information manually. But it's expensive, expensive not from the sense of monetary value, but it's expensive from the size time, all of those aspects of things So what I'm looking forward to is migrating our platform to azure in snowflake and being able thio scale our insights accordingly. Toe adding more data to Adam or incites more, uh, more individual worksheets and data sets for people to Korea against helps the each one of the individuals learn. Get some of the insights. Helps my team in particular be, well, more well versed in the data that we have existing throughout the organization. Um, and then now Andrea, in touch upon how we scale it further and and how each one of the individuals can become better with this wonderful >>Yeah, soas used a zero mentioned theater hawk searches going up. It's sort of it's a little internal victory because our starting platform had really been thio build the pin boards to replicate what the users were already expecting. So that was sort of how we easily got people in. And then we just cut off the tap Thio, whatever the previous report waas. So it gave them away. Thio get into the tool and understand the information. So now that they're using ad hoc really means they understand the tool. Um, then they they have the data literacy Thio access the information and use it how they need. So that's it's a really cool piece. Um, that worked on for Canadian tire. A very report oriented and heavy organization. So it was a good starting platforms. So seeing those ad hoc searches go up is great. Um, one of the ways that we sort of scaled out of our initial group and I kind of mentioned this earlier I sort of stepped on my own toes here. Um is that once it was a proven success with the merchants and it started to spread through word of mouth and we sought out the analyst teams. Um, we really just kept sort of driving the insights, finding the data and learning more about the pieces of the business. As you would like to think he knows everything about everything. He only knows what he knows. Eso You have to continue to cultivate the internal champions. Um Thio really keep growing the adoption eso find this means that air excited about the possibility of using thought spot and what they can do with it. You need to find those people because they're the ones who are going to be excited to have this rapid access to the information and also to just be able to quickly spend less time telling a user had access it in thought spot. Then they would running the report because euro mentioned we basically hit a curiosity tax, right? You you didn't want to search for things or you didn't want to ask questions of the data because it was so conversed. Um, it was took too much time to get the data. And if you didn't know exactly what you were looking for, it was worse. So, you know, you wouldn't run a query and be like, Oh, that's interesting. Let me let me now run another query of all that information to get more data. Just not. It's not time effective or resource effective. Actually, at the point, eso scaling the adoption is really cultivating those people who are really into it as well. Um, from a personal development perspective, sort of as a user, I mean, one who doesn't like being smartest person in the room on bought spot sort of provides that possibility. Andi, it makes it easier for you to get recognized for delivering results on Dahlia ble insights and sort of driving the business forward. So you know, B b that all star be the Trailblazer with all the answers, and then you can just sort of find out what really like helping the organization realized the power of thought spot on, baby. Make it into a career. >>Amazing. I love love that you've joined us, Andrea. Such a such an amazing create trajectory. No bias that all of my s o heaps of great information there. Thank you both. So much for sharing your story on driving such amazing adoption and the impact that you've been able to make a T organization through. That we've got a couple of minutes remaining. So just enough time for questions. Eso Andrea. Our first questions for you from your experience. What is one thing you would recommend to new thoughts about users? >>Um, yeah, I would say Be curious and creative. Um, there's one phrase that we used a lot in training, which was just mess around in the tool. Um, it's sort of became a catchphrase. It is really true. Just just try and use it. You can't break. It s Oh, just just play around. Try it you're only limitation of what you're gonna find is your own creativity. Um, and the last thing I would say is don't get trapped by trying to replicate things. Is that exactly as they were? B, this is how we've always done it. Isin necessarily The the best move on day isn't necessarily gonna find new insights. Right. So the change forces you thio look at things from a different perspective on defined. Find new value in the data. >>Yeah, absolutely. Sage advice there. Andan another one here for Yaro. So I guess our theme for beyond this year is analytics meets Cloud Open for everyone. So, in your experience, what does What does that mean for you? >>Wonderful question. Yeah. Listen, Angela Okay, so to me, in short, uh, means scale and it means turning Yes. Sorry. No, into a yes. Uh, no, I'm gonna elaborate. Is interest is laughing at me a little bit. That's right. >>I can talk >>Fancy Two. Okay, So scale from the scale perspective Cloud a zai touched upon Throw our conversation on our presentation cloud enables your ability Thio store have more data, have access to more data without necessarily employing a number off PTL developers and going toe a number of security aspect of things in different data sources now turning a no into a yes. What does that mean with more data with more scalability? Um, the analytics possibilities become infinite throughout my career at Canadian Tire. Other organizations, if you don't necessarily have access thio data or you do not have the necessary granularity, you always tell individuals No, it's not possible. I'm not able to deliver that result. And quite often that becomes the norm, saying no becomes the norm. And I think what we're all striving towards here on this call Aziz part the conference is turning that no one say yes on then making a yes a new, uh, standard a new form. Um, as we have more access to the data, more access to the insights. So that would be my answer. >>Love it. Amazing. Well, that kind of brings in into this session. So thank you, everyone for joining us today on did wrap up this dream. Don't miss the upcoming product roadmap eso We'll be sticking around to speak thio some of the speakers you heard earlier today and I'll make the experts round table, and you can absolutely continue the conversation with this life. Q. On Q and A So you've got an opportunity here to ask questions that maybe keep you up at night. Perhaps, but yet stay tuned for the meat. The experts secrets to scaling analytics adoption after the product roadmap session. Thanks everyone. And thank you again for joining us. Guys. Appreciate it. >>Thank you. Thanks. Thanks.

>>Now, this is siliconangle.com exclusive coverage of Sapphire. This is the cube, our flagship program where we go out to the events, extract the signal from the noise. This is our fourth year of the cube born four years ago at SAP and EMC world. And we uh, we call it the ESPN of tech back in the day. And uh, you know, we always joke that, you know, there wasn't any deep dive commentary, but we're pleased to actually have what ESPN would love to have on Adam silver, the deputy commissioner of the NBA. Um, Chris Berman and all the folks at the, at ESPN would eat their heart out to have, have you here. So welcome to the cube. Oh, thank you. It's great to be off. So SAP Owsley's how about the future of business and this modern era of, of a business with technology, real time NBA has been very progressive. >>You guys have a modernization going on now. The franchisors are changing, the fan base is changing. You're here at SAP. What are you talking about here at SAP with bill McDermott and the team and what does the NBA look at is as a sports franchise, a sports league, and with a lot of franchises it's moving and changing and the old contracts and the old rules aren't, aren't really relevant when you have Twitter and you have unlimited media, frictionless sharing. How do you, how do you view all that? Well, we're here looking for solutions. I mean frankly I that we know what we don't know. I mean just the specific example with HANA and SAP is that when David stern, I first met, sat down with bill McDermott a few years ago and said we have this issue with our stats database and we want to find a way to allow fans wherever they're located to engage deeply with those statistics, weather for predictive behavior and to analyze what they think is going to happen in a particular game or to make relative comparisons, you know, between players, among players in the league. >>And he explained to us what Hannah was and we ended up meeting with one of Bill's teams@sapwhoultimatelydesignedanewstatisticaldatabasesystemforuswhereyoucangoonnba.com and access, um, any of the kinds of permutations, statistics I've been talking about. And, and frankly, one of the reasons we got there, to your point about how the world is evolving around us is that there were lots of other sites that I won't name that were doing that, you know, they didn't necessarily have the official data. And I thought this isn't a question of sending out an army of lawyers to shut them down. This is a question of out competing them instead of how can anybody be doing a better job than the MBA. We own this data, we have the richest data, we have the deepest data, we haven't in real time, fans should want to come to NBC. Dot to get that information. The best defense is a good offense in this case. >>Right? Exactly, exactly. And so that's our relationship with SAP. And even just the several hours I've spent already here today, sort of in the green room behind the scenes talking to bill and his executive team. It's like, all right, here are some other business issues we have. We've talked about China earlier today. We've talked about how to connect with our fans and look, you know, that only a minuscule percentage of our fans actually experience our game in person. You know, that's just the nature of it. So it's really through technology, through innovation that we're going to connect with fans on a global basis. That's why I'm here. So what was your >>comment on the keynote about bill McDermott share with the folks here about his history >>with basketball and so, Oh, so anyways, with bill, isn't that interesting? Coincidentally, when we first sat down with bill, he mentioned that his grandfather was Bobby McDermott, Bobby McDermott I'd heard of. But honestly I hadn't thought a lot about, I went back to the office and we have an archivist named Paul Hirsch Heimer and our office say, Paul, tell me everything you can about Bobby McDorman. He goes, Bobby McDermott. And like he'd just off the top of his head, he goes, he goes, Bob McDermott, you might not realize this, but in 1946 he was named the greatest basketball player in the history of the then NBL, the predecessor league to the NBA. He was a five 11 guard. He averaged over 20 points a game. And back then this was like obviously more than 35 years before the three point shot. This was before anybody was averaging 20 points a game. And he was, I think the three time MVP. He won two championships. I could go on and on, but it's incredible. And you know, this morning I actually, my friend and colleague Paul Hirsch Heimer found an old Bobby McDermott trading card. I don't even have any boundaries, which I presented to bill. But you know, it's, it's like the coincidence that that's our relationship now. It's, it's this frankly a really cool >>kind of gesture to be fantastic. And bill McDermott, it's just a great guy. And the keynote up there, they had that little anchor desk, kind of like the cube format. >>And don't forget JBS basketball credentials. The Harvard basketball team, >>Twitter saying, I'm negotiating with JBS age. People thought I was really serious about coming on and anchoring the cubes a JV. If you're watching, we want you drafted by the Atlanta Hawks McDermott on his keynote, Dermot on his keynote, talked about an in business example. You know, talking about, always talks about, you know, if people using this and got the bartender, how they're instrumenting the tab and it's just a gut crest. Great example of instrumentation measurement data that they couldn't get before internet of things. Whatever industrial internet is GE calls it. I want to ask you something a little bit more about the NBA in this regard because the NBA has really done great strides of, I won't say cleaning up the game, but looking at the integrity of the players off the court and on the court. And that's been something that uh, you know, stern has done extremely well, but now you have, you have the ability to instrument the, the actual athletes. They're on Twitter, they're building their own direct fan basis. So, so the question is how do you guys look at that as an opportunity? And challenge, how do you guys, cause now you have more media there, they're self promoting, >>right? And look, I don't want to suggest by any means we can control, you know what they do, but we can monitor it. We can do it to a certain extent. And what we said to our players mean your employees. Just like I'm an employee of a company and I think, you know, and there are certain limits. I mean especially one thing we can do is say, you know, during 45 minutes before the game, through the game, certain period afterwards when we require media availability, we don't want them going off and tweeting in the corner. We want them talking to media and they recognize that's part of their job. We monitor it to a certain extent, but we also are realistic. You know, I think that we understand that it's an opportunity for them to connect directly with their fans or in certain cases people aren't their fans. But we, and we also understand that it's an expectation of fans in this day and age that they're going to have that direct access to our athletes. And I and, and I think it's synergistic. I mean it's, it's, it's effective. I mean recognizing that it's warts and all that. Players get themselves in trouble. League executives get themselves in trouble and owners get themselves in trouble increases. >>I know as well. I know you've got to run, so do you want to kind of get one last question and I'll see the TV contracts over the years have been pretty much territorial couple of networks and now you have cable, now you have unlimited, now you have NFL TV, MLB TV, NBA vertical and programming where you can control your own destiny, you have different inside looks, all that data. How you're looking at the future of media in that regard where now you have unlimited outlets potential. Can you talk about how you're looking at that and maybe some of the tech approaches that you did? >>Yeah, well I would just say it's, it's going to be a balance. We recognize that people still want aggregators or editors and that you mentioned ESPN at the top of the show. I mean people are still going to go to ESPN and expect to get the best highlights, you know, presumably the game of the week or the game of the night or whatever else. But in addition to that, there are some parents who only want to consume NBA, don't want to sit through sports center and get the hockey scores first or the baseball scores or whatever else. And for those people, there's NBA TV, there's nba.com and other outlets and like thousands of others that we didn't create. So I think for us it's a realization that you need to do both. And that some fans, you know are out there have want to consume us, you know, in an incredibly deep ways and get down to like the nitty gritty statistics and others just want to have the highlights and you've got to serve all those fans. >>Well, we get the hook from your handler. Adam silver, a deputy, >>how can my man, Jeff, I don't have a handler. This is fantastic. I appreciate, appreciate you taking the time. So my question, uh, I wanted to ask was, uh, so obviously SAP Sapphire, it's a, it's a technology event in some ways, but it's also a business event. And in this market we talked a lot about the technology but less maybe sometimes about the business value of all this technology. And you mentioned an example earlier about making data and predictive analytics available to um, all the fans out there who might not be my knife to go to an event. So can you translate that, how does that translate to business value for the NDA and more broadly when you're looking at areas where data might provide business value, how do you identify those areas where you want to focus on build new capabilities? Um, focusing on, you know, the data is, is the underlying kind of enabler and the technology is the enabler, but really how do you identify where the business value is? So, >>you know, I'll say one easy example again, just going back to the stats database that, that SAP HANA built for us. Um, we've already seen that we've doubled the amount of time that our fans spent on mba.com looking at statistics than we did before we had an Ohana database. So that's just a simple example and clear. There's all kinds of ways of monetizing that traffic when you dealt with there. But I think from a more general standpoint, it's about increasing engagement. Um, as I said in response to an earlier question, um, one of the fundamental things we look at in terms of television viewership is duration. And we found that from when the time I still got involved in the NBA a little over 20 years ago, let's say the average fan was watching two and a half hour game, 50 minutes. The average fan is now watching around 40 minutes just because it's the nature of the number of options they have. >>And if through deep data we can increase that engagement, we find other ways that the people remain interested in the game, frankly, that they may be a knick fan, but if their team is down 15 points and there's two minutes left, they're turning the channel. On the other hand, if they're engaged and they're thinking, all right, you know, what does Carmelo Anthony do typically with a minute left in the game, what are his fourth quarter statistics? How does he behave when a team is down? Ken, statistically a team overcome a deficit of 15 points in that many minutes. We find all those kinds of new approaches to the game help us monetize and help by increasing the level of passion, passion, and, and, and depth of fandom, you know, for our consumers. >>and in terms of actually making those decisions, how is the ability to, to do those kinds of analytics internally? How has that impacted how the NBA operates in terms of, you know, sometimes making data driven decisions and, and, and, and using data to, to kind of do business is that there's a cultural and a people issue? >>Well, yeah. Uh, I'll give you another example. And this is on the business side and that is ticket pricing. I mean, through analytics we've entered into a new world of flexible ticket pricing where it's dynamic pricing price. So now you know in the, in the old days, which weren't so long ago, you know, if you bought a season ticket package for the Orlando magic here in Orlando, of course you know it was the same price for every ticket. Now the teams that recognize that people that there's different values for different games, it's just a function of data and it's based on demand for those particular games. People may care more about seeing the Miami he played than they will another team that I won't mention at least in that particular season. And then secondly, teams are also realizing that people just like with the airlines, people will pay a certain price for the ability to lock in that seat two weeks before the game and they're going to pay a different price to get a seat an hour before the game. And so by mining all that data, we're in essence able to increase the yield from any particular game. >>Fantastic. Well Adam, I appreciate you taking the time to answer. It's only one question we didn't know we get the hook. So short of a Adam silver. Thanks for coming on because this is the NBA onside. The cue we call the ESPN of tech and we copied ESPN on Twitter. Thanks for coming. Thanks for coming on. The cube and NBA is transforming. I'll say digital media is, I was exploding and I'll see with technology like SAP, they're going to start doing new things. Thanks for coming on the really appreciate it. We'll be right back with our guests and deep dive into SAP and all the action here on the ground. This is exclusive coverage from siliconangle.com and Wiki bond. This is the Cuba right back after this short break.