>>Hey everyone, and welcome back to Las Vegas. Viva Las Vegas, baby. This is the Cube live at AWS Reinvent 2022 with tens of thousands of people. Lisa Martin here with Dave Valante. Dave, we've had some great conversations. This is day one of four days of wall to wall coverage on the cube. We've been talking data. Every company is a data company. Data protection, data resiliency, absolutely table stakes for organizations to, >>And I think ecosystem is the other big theme. And that really came to life last year. You know, we came out of the pandemic and it was like, wow, we are entering a new era. People no longer was the ecosystem worried about it, AWS competing with them. They were more worried about innovating and building on top of AWS and building their own value. And that's really, I think, the theme of the 2020s within the ecosystem. >>And we're gonna be talking about building on top of aws. Two guests join us, two alumni join us. Stephen Manley is here, the CTO of Druva. Welcome back. Jason crat as well is here. CIO and CTO of Summit Carbon Solutions. Guys, great to have you back on the program. >>Thank you. >>Let's start with you giving the audience an understanding of the company. What do you guys do? What do you deliver value for customers? All that good >>Stuff. Yeah, no, for sure. So Summit Carbon is the world's largest carbon capture and sequestration company capturing close to 15 million tons of carbon every year. So it doesn't go into the atmosphere. >>Wow, fantastic. Steven, the, the risk landscape today is crazy, right? There's, there's been massive changes. We've talked about this many times. What are some of the things, you know, ransomware is a, is, I know as you say, this is a, it's not a, if it's gonna happen, it's when it's how frequent, it's what's gonna be the damage. What are some of the challenges and concerns that you're hearing from customers out there today? >>Yeah, you know, it really comes down to three things. And, and everybody is, is terrified of ransomware and justifiably so. So, so the first thing that comes up is, how do I keep up? Because I have so much data in so many places, and the threats are evolving so quickly. I don't have enough money, I don't have enough people, I don't have enough skilled resources to be able to keep up. The second thing, and this ties in with what Dave said, is, is ecosystem. You know, it used to be that your, your backup was siloed, right? They'd sit in the basement and, and you wouldn't see, see them. But now they're saying, I've gotta work with my security team. So rather than hoping the security team stays away from me, how do I integrate with them? How do I tie together? And then the third one, which is on everybody's mind, is when that attack happens, and like you said, it's win and, and the bell rings and they come to me and they say, all right, it's time for you to recover. It's time for, for all this investment we've put in. Am I gonna be ready? Am I going to be able to execute? Because a ransom or recovery is so different than any other recovery they've ever done. So it's those three things that really are top of mind for >>How, so what is the, what are the key differences, if you could summarize? I mean, I >>Know it's so, so the first one is you can't trust the environment you're restoring into. Even with a disaster, it would finish and you'd say, okay, I'm gonna get my data center set up again and I'm gonna get things working. You know, when I try to recover, I don't know if everything's clean yet. I'm trying to recover while I'm still going through incident response. So that's one big difference. A second big difference is I'm not sure if the thing I'm recovering is good, I've gotta scan it. I've gotta make sure what's inside it is, is, is alright. And then the third thing is what we're seeing is the targets are usually not necessarily the crown jewels because those tend to be more protected. And so they're running into this, I need to recover a massive amount of what we might call tier two, tier three apps that I wasn't ready for because I've always been prepared for that tier one disaster. And so, so those three things they go, it's stuff I'm not prepared or covering. It's a flow. I'm not used to having to check things and I'm not sure where I'm gonna recover too when the, when the time comes. >>Yeah, just go ahead. Yeah, that's right. I mean, I think for me, the biggest concern is the blind spots of where did I actually back it up or not. You know, what did I get it? Cuz you, we always protect our e r p, we always protect these sort of classes of tiers of systems, but then it's like, oh, that user's email box didn't get it. Oh, that, you know, that one drive didn't get it. You know, or, or, or whatever it is. You know, the infrastructure behind it all. I forgot to back that up. That to me the blind spots are the scariest part of a ransomware attack. >>And, and if you think about it, some of the most high profile attacks, you know, on the, on the colonial pipeline, they didn't go after the core assets. They went after billing. That's right. But billing brought everything down so they're smart enough to say, right, I'm not gonna take the, the castle head on. Is there is they're that. Exactly. >>And so how do you, I get, I mean you can air gap and do things like that in terms of protecting the, the, the data, the corrupt data. How do you protect the corrupt environment? Like that's, that's a really challenging issue. Is >>It? I don't know. I mean, I'll, I'll you can go second here. I think that what's interesting to me about is that's what cloud's for. You can build as many environments as you want. You only pay for what you use, right? And so you have an opportunity to just reconstruct it. That's why things, everything is code matters. That's why having a cloud partner like Druva matters. So you can just go restore wherever you need to in a totally clean environment. >>So the answer is you gotta do it in the cloud. Yeah. What if it's on prem? >>So if it's on prem, what we see people do is, and, and, and this is where testing and, and where cloud can still be an asset, is you can look and say a lot of those assets I'm running in the data center, I could still recover in the cloud. And so you can go through DR testing and you can start to define what's in your on-prem so that you could make it, you know, so you can make it cloud recoverable. Now, a lot of the people that do that then say, well actually why am I even running this on prem anymore in the first place? I should just move this to the cloud now. But, but, but there are people in that interim step. But, but, but it's really important because you, you're gonna need a clean environment to play in. And it's so hard to have a clean environment set up in a data center cuz it basically means I'm not touching this, I'm just paying for something to sit idle. Whereas cloud, I can spin that up, right? Get a, a cloud foundation suite and, and just again, infrastructures code, spin things up, test it, spin it down. It doesn't cost me money on a daily basis. >>Jason, talk a little bit about how you are using Druva. Why Druva and give us a kind of a landscape of your IT environment with Druva. >>Yeah. You know, so when we first started, you know, we did have a competitor solution and, and, and it was only backing up, you know, we were a startup. It was only backing up our email. And so as you pointed out, the ecosystem really matters because we grew out of email pretty quick as a startup. And we had to have real use cases to protect and the legacy product just wouldn't support us. And so our whole direction, or my direction to my team is back it up wherever it is, you know, go get it. And so we needed somebody in the field, literally in the middle of Nebraska or Iowa to have their laptop backed up. We needed our infrastructure, our data center backed up and we needed our, our SaaS solutions backed up. We needed it all. And so we needed a partner like Druva to help us go get it wherever it's at. >>Talk about the value in, with Druva being cloud native. >>Yeah. To us it's a big deal, right? There's all sorts of products you could go by to go just do endpoint laptop protection or just do SAS backups. For us, the value is in learning one tool and mastering it and then taking it to wherever the data is. To me, we see a lot of value for that because we can have one team focus on one product, get good at it, and drive the value. >>That consolidation theme is big right now, you know, the economic headwinds and so forth. What was the catalyst for you? Was it, is that something you started, you know, years ago? Just it's good practice to do that? What's, >>Well, no, I mean luckily I'm in a very good position as a startup to do define it, you know, but I've been in those legacy organizations where we've got a lot of tech debt and then how do you consolidate your portfolio so that you can gain more value, right? Cause you only get one budget a year, right? And so I'm lucky in, in the learnings I've had in other enterprises to deal with this head on right now as we grow, don't add tech debt, put it in right. Today. >>Talk to us a little bit about the SaaS applications that you're backing up. You know, we, we talk a lot with customers, the shared, the shared responsibility model that a lot of customers aren't aware of. Where are you using that competing solution to protect SaaS applications before driven and talk about Yeah. The, the value in that going, the data protection is our responsibility and not the SA vendor. >>No, absolutely. I mean, and it is funny to go to, you know, it's like Office 365 applications and go to our, our CFO and a leadership and be like, no, we really gotta back it up to a third party. And they're like, but why? >>It's >>In the cloud, right? And so there's a lot of instruction I have to provide to my peers and, and, and my users to help them understand why these things matter. And, and, and it works out really well because we can show value really quick when anything happens. And now we get, I mean, even in SharePoint, people will come to us to restore things when they're fully empowered to do it. But my team's faster. And so we can just get it done for them. And so it's an extra from me, it's an extra SLA or never service level I can provide to my internal customers that, that gives them more faith and trust in my organization. >>How, how are the SEC op teams and the data protection teams, the backup teams, how are they coming together? Is is, is data protection backup just morphing into security? Is it more of an adjacency? What's that dynamic like? >>So I'd say right now, and, and I'll be curious to hear Jason's organization, but certainly what we see broadly is, you know, the, the teams are starting to work together, but I wouldn't say they're merging, right? Because, you know, you think of it in a couple of ways. The first is you've got a production environment and that needs to be secured. And then you've got a protection environment. And that protection environment also has to be secured. So the first conversation for a lot of backup teams is, alright, I need to actually work with the security team to make sure that, that my, my my backup environment, it's air gapped, it's encrypted, it's secured. Then I think the, the then I think you start to see people come together, especially as they go through, say, tabletop exercises for ransomware recovery, where it's, alright, where, where can the backup team add value here? >>Because certainly recovery, that's the basics. But as there log information you can provide, are there detection pieces that you can offer? So, so I think, you know, you start to see a partnership, but, but the reality is, you know, the, the two are still separate, right? Because, you know, my job as a a protection resiliency company is I wanna make sure that when you need your data, it's gonna be there for you. And I certainly want to, to to follow best secure practices and I wanna offer value to the security team, but there's a whole lot of the security ecosystem that I want to plug into. I'm not trying to replace them again. I want to be part of that broader ecosystem. >>So how, how do you guys approach it? Yeah, >>That's interesting. Yeah. So in my organization, we, we are one team and, and not to be too cheesy or you know, whatever, but as Amazon would say, security is job one. And so we treat it as if this is it. And so we never push something into production until we are ready. And ready to us means it's got a security package on it, it's backed up, the users have tested it, we are ready to go. It's not that we're ready just be to provide the service or the thing. It's that we are actually ready to productionize this. And so it's ready for production data and that slows us down in some cases. But that's where DevOps and this idea of just merging everything together into a central, how do we get this done together, has worked out really well for us. So, >>So it's really the DevOps team's responsibility. It's not a separate data protection function. >>Nope. Nope. We have specialists of course, right? Yeah, yeah. Because you need the extra level, the CISSPs and those people Yeah, yeah. To really know what they're doing, but they're just part of the team. Yeah. >>Talk about some of the business outcomes that you're achieving with Druva so far. >>Yeah. The business outcomes for me are, you know, I meet my SLAs that's promising. I can communicate that I feel more secure in the cloud and, and all of my workloads because I can restore it. And, and that to me helps everybody in my organization sleep well, sleep better. We are, we transport a lot of the carbon in a pipeline like Colonial. And so to us, we are, we are potential victims of, of a pipe, a non pipeline group, right? Attacking us, but it's carbon, you know, we're trying to get it outta atmosphere. And so by protecting it, no matter where it is, as long as we've got internet access, we can back it up. That provides tons of value to my team because we have hundreds of people in the field working for us every day who collect data and generate it. >>What would you say to a customer who's maybe on the fence looking at different technologies, why dva? >>You know, I think, you know, do the research in my mind, it'll win if you just do the research, right? I mean, there might be vendors that'll buy you nice dinners or whatever, and those are, those are nice things, but the, the reality is you have to protect your data no matter where it is. If it's in a SaaS application, if it's in a cloud provider, if it's infrastructure, wherever it is, you need it. And if you just go look at the facts, there it is, right? And so I, I'd say be objective. Look at the facts, it'll prove itself. >>Look at the data. There you go. Steven Druva recently announced a data resiliency guarantee with a big whopping financial sum. Talk to us a little bit about that, the value in it for your customers and for prospects, >>Right? So, so basically there's, there's really two parts to this guarantee. The first is, you know, across five different SLAs, and I'll talk about those, you know, if we violate those, the customers can get a payout of up to 10 million, right? So again, putting, putting our money where our mouth is in a pretty large amount. But, but for me, the exciting part, and this is, this is where Jason went, is it's about the SLAs, right? You know, one of Drew's goals is to say, look, we do the job for you, we do the service for you so you can offer that service to your company. And so the SLAs aren't just about ransomware, some of them certainly are, you know, that, that you're going to be able to recover your data in the event of a ransomware attack, that your data won't get exfiltrated as part of a ransomware attack. >>But also things like backup success rates, because as much as recovery matters a lot more than backup, you do need a backup if you're gonna be able to get that recovery done. There's also an SLA to say that, you know, if 10 years down the road you need to recover your data, it's still recoverable, right? So, so that kind of durability piece. And then of course the availability of the service because what's the point of a service if it's not there for you when you need it? And so, so having that breadth of coverage, I think really reflects who Druva is, which is we're doing this job for you, right? We want to make this this service available so you can focus on offering other value inside your business. And >>The insurance underwriters, if they threw holy water on >>That, they, they, they were okay with it. The legal people blessed it, you know, it, you know, the CEO signed off on it, the board of directors. So, you know, it, and it, it's all there in print, it's all there on the web. If you wanna look, you know, make sure, one of the things we wanted to be very clear on is that this isn't just a marketing gimmick that we're, we're putting, that we're putting substance behind it because a lot of these were already in our contracts anyway, because as a SAS vendor, you're signing up for service level agreements anyway. >>Yeah. But most of the service level agreements and SaaS vendors are crap. They're like, you know, hey, you know, if something bad happens, you know, we'll, we'll give you a credit, >>Right? >>For, you know, for when you were down. I mean, it's not, you never get into business impact. I mean, even aws, sorry, I mean, it's true. We're a customer. I read define print, I know what I'm signing up for. But, so that's, >>We read it a lot and we will not, we don't really care about the credits at all. We care about is it their force? Is it a partner? We trust, we fight that every day in our SLAs with our vendors >>In the end, right? I mean this, we are the last line of defense. We are the thing that keeps the business up and running. So if your business, you know, can't get to his data and can't operate, me coming to you and saying, Dave, I've got some credits for you after you, you know, after you declare bankruptcy, it'll be great. Yeah, that's not a win. >>It's no value, >>Not helpful. The goal's gotta be, your business is up and running cuz that's when we're both successful. So, so, so, you know, we view this as we're in it together, right? We wanna make sure your business succeeds. Again, it's not about slight of hand, it's not about, you know, just, just putting fine print in the contract. It's about standing up and delivering. Because if you can't do that, why are we here? Right? The number one thing we hear from our customers is Dr. Just works. And that's the thing I think I'm most proud of is Druva just works. >>So, speaking of Juva, just working, if there's a billboard in Santa Clara near the new offices about Druva, what's, what's the bumper sticker? What's the tagline? >>I, I, I think, I think that's it. I think Druva just works. Keeps your data safe. Simple as that. Safe and secure. Druva works to keep your data safe and secure. >>Saved me. >>Yeah. >>Truva just works. Guys, thanks so much for joining. David, me on the program. Great to have you back on the cube. Thank you. Talking about how you're working together, what Druva is doing to really putting, its its best foot forward. We appreciate your insights and your time. Thank >>You. Thanks guys. It's great to see you guys. Likewise >>The show for our guests and Dave Ante. I'm Lisa Martin, you're watching the Cube, the leader in enterprise and emerging tech coverage.

>>From around the globe. It's the cube presenting enterprise digital resilience on hybrid and multicloud brought to you by IO Tahoe. Okay. Now we're going to go into the demo and we want to get a better understanding of how you can leverage OpenShift and IO Tahoe to facilitate faster application deployment. Let me pass the mic to Savita, take it away. >>Uh, thanks Dave. Happy to be here again. Um, guys, as they've mentioned, my name is to be the Davis. I'm the enterprise account executive here at IO Tahoe. Uh, so today we just wanted to give you guys a general overview of how we're using open shift. >>Yeah. Hey, I'm Noah IO. Tahoe's data operations engineer working with OpenShift, and I've been learning the ins and outs of OpenShift for like the past few months and I'm here to share it up line. >>Okay. So, so before we begin, I'm sure everybody wants to know Noah. What are the benefits of using OpenShift? >>Well, um, there's five that I can think of a faster time to operations, simplicity, automation control, and digital resilience. >>Okay. So, so that, that's really interesting because those are the exact same benefits that we at Aja Tahoe delivered to our customers. But, uh, let's start with faster time to operation by running IO Tahoe on OpenShift. Is it faster than let's say using Kubernetes and other platforms? >>Well, um, our objective at IO Tahoe has to be accessible across multiple cloud platforms, right? And so by hosting our application and containers, uh, we're able to achieve this. So to answer your question, it's faster to create end user application images, using container tools like Kubernetes with OpenShift as compared to like Kubernetes with Docker cryo or container D. >>Okay. So, so we got a bit technical there. Um, can you explain that in a bit more detail? >>Yeah, there's a bit of vocabulary involved. Uh, so basically containers are used in developing things like databases, web servers, or applications such as I've taught. What's great about containers is that they split the workload. So developers can select a libraries without breaking anything. And CIS admins can update the host without interrupting the programmers. Uh, now OpenShift works hand-in-hand with Kubernetes to provide a way to build those containers for applications. >>Okay, got it. Uh, so basically containers make life easier for developers and system admins. So how does OpenShift differ from other platforms? >>Um, well this kind of leads into the second benefit I want to talk about, which is simplicity. Basically. There's a lot of steps involved with when you're using Kubernetes with a Docker, but OpenShift simplifies this with their source to image process that takes the source code and turns it into a container image, but that's not all, uh, OpenShift has a lot of automation and features that simplify working with containers and important one being its web console. Um, so here I've set up a light version of OpenShift code ready containers. And I was able to set up our application right from the web console. And I was able to set up this entire thing in windows, Mac, and Linux. So it's environment agnostic in that sense. >>Okay. So I think I seen the top left. This is a developer's view. What would a systems admin view look like? >>That's a good question. So, uh, here's the, uh, administrator view and this kind of ties into the benefit of control. Um, this view gives insights into each one of the applications and containers that are running and you can make changes without affecting deployment. Um, and you can also within this view, set up each layer of security and there's multiple that you can prop up, but I haven't fully messed around with it because since with my look, I'd probably locked myself out. >>Okay. Um, so, so that seems pretty secure. Um, is there a single point security such as you use a login or are there multiple layers of security? Yeah. >>Um, there are multiple layers of security. There's your user login security groups and general role based access controls. Um, but there's also a ton of layers of security surrounding like the containers themselves. But for the sake of time, I won't get too far into it. >>Okay. Uh, so you mentioned simplicity and time to operation as being two of the benefits. You also briefly mentioned automation and as you know, automation is the backbone of our platform here at IO Tahoe. So that's certainly grabbed my attention. Can you go a bit more in depth in terms of automation? >>Yeah, sure. I'd say that automation is important benefit. Uh, OpenShift provides extensive automation that speeds up that time to operation, right? So the latest versions of open should come with a built-in cryo container engine, which basically means that you get to skip that container engine installation step. And you don't have to like log into each individual container hosts and configure networking, configure the registered servers, storage, et cetera. So I'd say, uh, it automates the more boring kind of tedious processes. >>Okay. So I see the iota template there. What does it allow me to do >>In terms of automation in application development? So we've created an OpenShift template, which contains our application. This allows developers to instantly like, um, set up a product within that template or within that. Yeah. >>Okay. Um, so Noah, last question. Speaking of vocabulary, you mentioned earlier digital resilience is a term we're hearing, especially in the banking and finance world. Um, it seems from what you described industries like banking and finance would be more resilient using OpenShift, correct? >>Yeah. In terms of digital resilience, OpenShift will give you better control over the consumption of resources each container is using. In addition, the benefit of containers is that, uh, like I mentioned earlier, CIS admins can troubleshoot the servers about like bringing down the application. And if the application does go down, it's easy to bring it back up using the templates and like the other automation features that OpenShift provides. >>Okay. So thanks so much. So any final thoughts you want to share? >>Yeah. Just want to give a quick recap of like the five benefits that you gain by using OpenShift. Uh, the five are time to operation automation, control, security and simplicity. Uh, you can deploy applications faster. You can simplify the workload. You can automate a lot of the otherwise tedious processes can maintain full control over your workflow and you can assert digital resilience within your environment. >>So guys, thanks for that. Appreciate the demo. Um, I wonder you guys have been talking about the combination of IO Tahoe and red hat. Can you tie that in Sabita to digital resilience specifically? >>Yeah, sure. Dave, um, so why don't we speak to the benefits of security controls in terms of digital resilience at Iowa hope? Uh, we automated detection and applied controls at the data level. So this would provide for more enhanced security. >>Okay. But so if you were to try to do all these things manually, I mean, what's, what does that do? How, how much time can I compress? What's the time to value? >>So, um, with our latest versions via Tahoe, we're taking advantage of faster deployment time, um, associated with containerization and Kubernetes. So this kind of speeds up the time it takes for customers to start using our software as they be able to quickly spin up a hotel and their own on-premise environment or otherwise in their own cloud environment, like including AWS or shore Oracle GCP and IBM cloud. Um, our quick start templates allow flexibility to deploy into multicloud environments, all just using like a few clicks. >>Okay. Um, so, so now I'll just quickly add, so what we've done, I Tahoe here is we've really moved our customers away from the whole idea of needing a team of engineers to apply controls to data as compared to other manually driven workflows. Uh, so with templates, automation, pre-built policies and data controls, one person can be fully operational within a few hours and achieve results straight out of the box, uh, on any cloud. >>Yeah. We've been talking about this theme of abstracting, the complexity that's really what we're seeing is a major trend in this coming decade. Okay, great. Thanks Savita Noah. Uh, ho how can people get more information or if they have any follow-up questions, where should they go? >>Yeah, sure. They've I mean, if you guys are interested in learning more, you know, reach out to us at info at dot com to speak with one of our sales engineers. I mean, we'd love to hear from you. So book a meeting as soon as you can. >>All right. Thanks guys. Keep it right there for more cube content with IO Tahoe.

>>thank you so much that sake for inviting me to the Entity Research Summit. And I'm really excited to talk to all of them today. So I will be talking about achieving indistinguishability obfuscation from well founded assumptions. And this is really the result of a wonderful two year collaboration with But now it's standing. Graduate student I use chain will be graduating soon on my outstanding co author, Rachel Lynde from the University of Washington. So let me jump right into it. We all know that constructing indistinguishable the obfuscation. Constructing Io has been perhaps the most consequential open problem in the foundations of photography. For several years now, they've seen over 100 papers written that show how to use Iot to achieve a number of remarkable cryptographic goals. Um, that really expand the scope of cryptography in addition to doing just remarkable, really interesting new things. Unfortunately, however, until this work, I told the work I'm about to tell you about all known constructions of Iove. All required new hardness, assumptions, heart assumptions that were designed specifically to prove that Iowa secure. And unfortunately, uh, this has a torture of history. And many of the assumptions were actually broken, which led to just a lot of doubt and uncertainty about the status of Iot, whether it really exists or doesn't exist. And the work I'm about to tell you about today changes that state of affairs in the continental way in that we show how to build io from the combination of four well established topographic assumptions. Okay, let me jump right into it and tell you how we do it. So before this work that I'm about to tell you about over the last two years with Rachel and Ayush, we actually constructed a whole sequence of works that have looked at this question. And what we showed was that if we could just build a certain special object, then that would be sufficient for constructing Io, assuming well established assumptions like L W E P R g s and M C zero and the 68 assumption of a violin. Your mouths. Okay, So what is this object? The object first starts with a P. R G and >>S zero. In other words, of trg with constant locality that stretches end bits of seed to M bits of output where am is ended one plus Epsilon for any constant Epsilon zero. Yes, but in addition to this prg, we also have these l w we like samples. So as usual, we have an elder Bluey Secret s which is random vector z b two k, where K is the dimension of the secret, which is much smaller than any way also have this public about vectors ai which are also going to be okay. And now what is given out is are the elderly samples where the error is this X I that is just brilliant value. Uh, where these excise air Also the input to our prg. Okay, unfortunately, we needed to assume that these two things together, this y and Z together is actually pseudo random. But if you think about it, there is some sort of kind of strange assumption that assumes some kind of special leakage resilience, property of elderly, we where elderly samples, even with this sort of bizarre leakage on the errors from all debris, is still surround or still have some surrounding properties. And unfortunately, we had no idea how to prove that. And we still don't have any idea how to prove this. Actually, So this is just a assumption and we didn't know it's a new assumption. So far, it hasn't been broken, but that's pretty much it. That's all we knew about it. Um and that was it. If we could. If this is true, then we could actually build. I'll now to actually use this object. We needed additional property. We needed a special property that the output of this prg here can actually be computed. Every single bit of the output could be computed by a polynomial over the public. Elder Louise samples Why? And an additional secret w with the property that this additional secret w is actually quite small. It's only excise em to the one minus delta or some constant delta gradients. Barroso polynomial smaller from the output of the prg. And crucially, the degree of this polynomial is on Lee to its violin e er can this secret double that's where the bottle in your mouth will come. Okay. And in fact, this part we did not approve. So in this previous work, using various clever transformations, we were able to show that in fact we are able to construct this in a way to this Parliament has existed only degree to be short secret values. Double mhm. So now I'm gonna show you how using our new ideas were actually gonna build. That's a special object just like this from standard assumptions. We're just gonna be sufficient for building io, and we're gonna have to modify it a little bit. Okay? One of the things that makes me so excited is that actually, our ideas are extremely simple. I want to try to get that across today. Thanks. So the first idea is let's take thes elder movie samples that we have here and change them up a little bit when it changed them up. Start before I get to that in this talk, I want you to think of K the dimension of the secret here as something very small. Something like end of the excellent. That's only for the stock, not for the previous work. Okay. All right. So we have these elderly samples right from the previous work, but I'm going to change it up instead of computing them this way, as shown in the biggest slide on this line. Let's add some sparse hair. So let's replace this error x i with the air e i plus x I where e is very sparse. Almost all of these IIs or zero. But when the I is not zero is just completely random in all of Z, pizza just completely destroys all information. Okay, so first I just want to point out that the previous work that I already mentioned applies also to this case. So if we only want to compute P R g of X plus E, then that can still be computer the polynomial. That's degree to in a short W that's previous work the jail on Guess work from 2019. I'm not going to recall that you don't have time to tell you how you do it. It's very simple. Okay, so why are we doing this? Why are we adding the sparse error? The key observation is that even though I have changed the input of the PRG to the X Plus E because he is so sparse, prg of explosive is actually the same as P. R. G of X. In almost every outlet location. It's only a tiny, tiny fraction of the outputs that are actually corrupted by the sparse Arab. Okay, so for a moment Let's just pretend that in fact, we knew how to compute PRGF X with a degree to polynomial over a short seeking. We'll come back to this, I promise. But suppose for a moment we actually knew how to compute care to your ex, Not just scared of explosive in that case were essentially already done. And the reason is there's the L. P n over zp assumption that has been around for many years, which says that if you look at these sort of elderly like samples ai from the A, I s but plus a sparse air e I where you guys most zero open when it's not serious, completely random then In fact, these samples look pseudo random. They're indistinguishable from a I r r. I just completely uniform over ZP, okay? And this is a long history which I won't go because I don't have time, but it's just really nice or something. Okay, so let's see how we can use it. So again, suppose for the moment that we were able to compute, not just appeared you've explosive but appeared to you that well, the first operation that since we're adding the sparse R E I This part the the L P N part here is actually completely random by the LP an assumption so by L P and G. P, we can actually replace this entire term with just all right. And now, no, there is no more information about X present in the samples, The only place where as is being used in the input to the prg and as a result, we could just apply to sit around this of the prg and say this whole thing is pseudo random and that's it. We've now proven that this object that I wanted to construct it is actually surrounded, which is the main thing that was so bothering us and all this previous work. Now we get it like that just for the snap of our fingers just immediately from people. Okay, so the only thing that's missing that I haven't told you yet is Wait, how do we actually compute prg attacks? Right? Because we can compute p r g of X plus e. But there's still gonna be a few outputs. They're gonna be wrong. So how can we correct those few corrupted output positions to recover PRGF s? So, for the purpose of this talks because I don't have enough time. I'm gonna make sort of a crazy simplifying assumption. Let's just assume that in fact, Onley one out the position of P r g of X plus e was correct. So it's almost exactly what PR gox. There's only one position in prg of Ecstasy which needs to be corrected to get us back to PR gox. Okay, so how can we do that? The idea is again really, really simple. Okay, so the output of the PRG is an M. Becker and so Dimension and Becker. But let's actually just rearrange that into a spirit of them by spirit of them matrix. And as I mentioned, there's only one position in this matrix that actually needs to be corrected. So let's make this correction matrix, which is almost everywhere. Zero just in position. I j it contains a single correction factor. Why, right? And if you can add this matrix to prg of explosive, then we'll get PR dribbles. Okay, so now the Onley thing I need to do is to compute this extremely sparse matrix. And here the observation was almost trivia. Just I could take a spirit of em by one maker That just has why in position I and I could take a one by spirit of them matrix. I just have one in position J zero everywhere else. If I just take the tensor product was music the matrix product of these two of these two off this column vector in a row vector. Then I will get exactly this correction matrix. Right? And note that these two vectors that's called them you and be actually really, really swamped their only spirit of n dimensional way smaller than them. Right? So if I want to correct PRGF Expo see, all I have to do is add you, Tenzer V and I can add the individual vectors u and V to my short secret w it's still short. That's not gonna make W's any sufficiently bigger. And you chancery is only a degree to computation. So in this way, using a degree to computation, we can quickly, uh, correct our our computation to recover prg events. And now, of course, this was oversimplifying situation, uh, in general gonna have many more areas. We're not just gonna have one error, like as I mentioned, but it turns out that that is also easy to deal with, essentially the same way. It's again, just a very simple additional idea. Very, very briefly. The idea is that instead of just having one giant square to them by sort of a matrix, you can split up this matrix with lots of little sub matrices and with suitable concentration bound simple balls and pins arguments we can show that we could never Leslie this idea this you Tenzer v idea to correct all of the remaining yet. Okay, that's it. Just, you see, he's like, three simple >>ah ha moments. What kind of all that it took, um, that allowed >>us to achieve this result to get idol from standard assumptions. And, um, of course I'm presenting to you them to you in this very simple way. We just these three little ideas of which I told you to. Um, but of course, there were only made possible because of years of struggling with >>all the way that didn't work, that all that struggling and mapping out all the ways didn't work >>was what allowed us toe have these ideas. Um, and again, it yields the first I'll construction from well established cryptographic assumptions, namely Theo Elgon, assumption over zp learning with errors, assumption, existence of PR GS and then zero that is PR juice with constant death circuits and the SX th assumption over by linear notes, all of which have been used many years for a number of other applications, including such things as publicly inversion, something simple public inversion that's the That's the context in which the assumptions have been used so very far from the previous state of affairs where we had assumptions that were introduced on Lee Professor constructing my own. And with that I will conclude, uh and, uh, thank you for your attention. Thanks so much.

>> Presenter: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders around the globe, these are cloud native insights. >> Hi, I'm Stu Miniman, the host of Cloud Native Insights. When we launched this program, we talked about, how do we take advantage of the innovation and agility that's in the cloud? And of course, one of the big components that we've talked about for many years on theCUBE is, how do we empower developers? and developers are helping change things, and I'm really happy to welcome to the program first time guests that helped build many of the tools that developers are very well familiar. So Tom Preston Werner, he is the co-founder of Chatterbug, he is the creator of redwoodjs, we had an early episode, the JAMstack Netlify team, he's also on the board for that, and we'll talk about those pieces. People might know him, if you check him out on Wikipedia, you know, GitHub, he was one of the co-founders as well as held both CTO and CEO roles there. I could go on but Tom, thank you so much for joining us. >> Thank you for having me. >> All right, so let's start there, Tom, you know, when I live in the enterprise space, how do you take advantage of new things? One of the biggest challenges out there is, let's go to something new, but let's do it the old way. And we know that that really doesn't take advantage of it you know, I think back to the oldest, some of the older technologies, it's like, well, you know, if I talk to people that are riding horses, what do they want? You know, well, I want faster horses, not the, you know, let's completely change things. I was hearing a stat that, you know, back in the early days of cars, we had like, 30% of them were electric cars, and now it's one. So what's old is new again, but I digress. One, as I mentioned, you know, GitHub, of course, is, you know, such a fundamental piece when we look at in the technology space over the last decade, you know, get in general, GitHub, specifically, of course, has created so much value engaged, you know, just millions and millions of developers and transform businesses. Take us back a little bit and you know, like to get your philosophy on, you know, building tools, how do you do it? How do you think about it? And what's inspired you? >> Yeah, I think it goes a long way back to just wanting to build things for the community. One of the first big projects I worked on was called Gravatar, and I remember laying in bed staring at the ceiling, just trying to think up some idea that that would contribute to what we then called The Blogosphere, and I came up with an idea for avatars that would follow you around and I coded it up and I got it out to a few bloggers and they started using it, and it caught on and it was really, it really introduced me to this idea that no matter who you are, where you come from, or what your background is, you know, I grew up in Iowa, things are very different there. And with with the Internet, and the ability to code, you can impact the world in really significant ways. And so it follows on from there, and I think GitHub is an extension of that desire to really put things into the world that will be useful for people, and knowing that, if you have the ability to code and especially with the advent of web applications as a common tool, there's such power in that you have global reach, you just need a computer and the ability to code and you can create these things, and GitHub kind of became that. It was just, it started out really as a side project, and I hoped that someday it would be able to support me to work on it full time. But I, we started building it just because we wanted it to exist. And that's most of what I work on is, is just ideas that I want to exist in the world. >> Yeah, it's been one of those great trends to watch at, you know, there were certain technologies that used to have to be a nation state, or, you know, one of the one of the global 50 companies to take advantage of it. Now, tools like GitHub, making it so that, you know, the smallest company or even the individuals can participate in communities, can create and build you know, the building is such an important theme. So Maybe, let's fast forward a little bit if we would, I mentioned Netlify and JAMstack, you talked about the blogosphere, that team is helping to really reinvent how we think about the web, you know, it's real time, It's high performance, and you know, we need to be able to get that to where everybody is. So, you know, back in the early days, web pages, you know, relatively static and, you know, had certain criteria, and now, of course, you know, edge devices and the global population change things. So, you know, you, you've been engaged in a, you know, huge supporter of that project, and that'll lead us towards the redwoods discussion, but maybe bring us as to how you got involved there, and what got you excited? >> Well, like you said, Everything old is new again and I think that's true in fashion. It's also true in technology, in a lot of ways, and the JAMstack really is taking these old ideas where the web started, taking files and just serving them as static files and it's super fast, and it's extremely secure. This is how the internet started, and now we've sort of come full circle. But we've added a lot of really nice things and workflows on top of that. And so my journey into the JAMstack, I suppose, started more than a decade ago, when I started working on a project called Jekyll, that's a, I called it at the time, A Blog Aware Static Site Generator. So you would write your blog articles, and you would run it through Jekyll, and that would take your markdown, you'd write your articles in markdown, and it would combine them with a, some kind of a theme that you would have, and that would output static pages that represented your blog, and then you could serve those from any kind of static blog serving system. GitHub had has one built in called GitHub Pages, and so we ended up adopting Jekyll for GitHub Pages. So everything that you put up on GitHub Pages. would be run through Jekyll, and so it was a really natural place to put your blog. And so I had a blog post, one of my blog posts using Jekyll was called Blogging Like A Hacker. And it was this idea that you don't need WordPress, you don't need to have a database somewhere that's, that's hackable, that's going to cause you security problems, all the WordPress admin stuff that constantly is being attacked. You don't need all that, like you can just write articles in flat files, and then turn them into a blog statically and then put those up to serve them somewhere, right? And so when I say it like that, it sounds a little bit like the JAMstack, right? That's not how we thought about it at the time, because it was really hard to do dynamic things. So if you wanted to have comments on your blog for instance, then you needed to have some third party service that you would embed a component onto your blog, so you could receive comments. And so you had to start gluing things together, but even then, again, that sounds a little bit like the JAMstack. So it's all of these ideas that have been, evolving over the last decade to 15 years, that now we finally have an entire tool chain and adding Git on top of that and Git based workflows, and being able to push to GitHub and someone like Netlify can pick those up and publish them, and you have all these third party services that you can glue together without having to build them yourself. All of the billing things, like there's just the ecosystem is so much more advanced now, so many more bits are available for you to piece together that in a very short amount of time, you can have an extremely performant site capable of taking payments, and doing all of the dynamic things that we want to do. Well, many, I should say many of the dynamic things that we want to do, and it's fast and secure. So it's like the web used to be when the web started, but, now you can do all the modern things that you want to do. >> You're giving me flashbacks remembering how I glued discus into my Tumblr instance when that was rolling out. (laughing) >> That's what I was referring to, discuss. >> Yeah, so absolutely, you talk about there's just such a robust ecosystem out there, and one of the real challenges we have out there is, people will come in and they say, "Oh my gosh, where do I start?" And it's like, well, where do you want to go? There's the Paradox of Choice, and that I believe is one of the things that led you to create Redwoods. So help explain to our audience you know, you created this project Redwood, it related to JAMstack, but, but I'll let you explain you know, what it is in life needed? >> Yeah, Redwood is a response to a couple of things. One of those things, is the JavaScript world has, as everything has evolved in tremendous way, in all kinds of ways and almost entirely positive I think. The language itself has been improved so much from when I was a teenager using view source and copy pasting stuff into you know, some random X Files fan site. To now it's a first class language I can compete with with everything, from a ergonomics perspective. I really enjoy programming in it and I come from a Ruby, Ruby on Rails background and now I'm very happy in JavaScript that was not true even five, seven years ago, right? So JavaScript itself has changed a lot. Along with that comes NPM in the whole packaging universe, of availability of modules, right? So most of the things that you want to do, you can go and you can search and find code that's going to do those things for you, and so being able to, to just pull those into your projects so easily. That is amazing, right? The power that that gives you is tremendous. The problem comes in when, like you said, you have the Paradox of Choice. Now you have, not just one way to do something, but you have 100 ways to do something, right? And now as a as a developer, and especially as a new developer, someone who's just learning how to build web applications, you come into this and you say, all you see is the complexity, just overwhelming complexity, and every language goes through this. They go through a phase of sort of this Cambrian explosion of possibilities as people get excited, and you see that the web is embracing these technologies, and you see what's possible. Everyone gets excited and involved and starts creating solution after solution after solution, often times to the same problems. And that's a good thing, right, like exploring the territory is a good and necessary part of the evolution of programming languages and programming ecosystems. But there's comes a time where that becomes overwhelming and starts to trend towards being a negative. And so at Chatterbug, which is a foreign language learning service, if you want to learn how to speak French or Spanish or German, we'll help you do that, as part of that work, we started using react on the front end, because I really love what react brings you from a JavaScript and interactivity perspective. But along with react, you have to make about 50 other choices of technologies to use to actually create a fully capable website, something for state management, you got to choose a way to do JavaScript or sorry, CSS. There's 100 things that you have to choose, and it's, it seems very arbitrary and you go through a lot of churn, you choose one, and then the next day an article comes out and then people raving about another one, and then you choose, you're like, Oh, that one looks really nice. You know, grass is always greener, and so Redwood is a bit of a, an answer to that, or a response to that, which is to say, we've learned a lot of things now about what works in building with react, especially on the front end. And what I really want to do is have a tool that's more like Ruby on Rails, where I come from, having done years and years of Ruby on Rails, what GitHub was built with. And Ruby on Rails presents to you a fully capable web application framework that has made all the choices or most of the choices, many of the important choices. And the same is kind of missing in the JavaScript TypeScript world and so, when I saw Netlify come out with their feature where you could commit the code for a lambda function to your repository, and if you push that up to GitHub, Netlify will grab it, and they will orchestrate deploying that code to an AWS lambda so that you can run business logic in a lambda but without having to touch AWS, because touching AWS is another gigantic piece of complexity, and their user interfaces are sometimes challenging, I'll say. That, that then made me think that, here finally is the ability to combine everything that's awesome about the JAMstack and static files, and security, and this workflow, with the ability to do business logic, and that sounded to me like the makings of a full stack web application framework, and I kept waiting for someone to come out and be like, hey, tada, like we glued this all together, and here's your thing, that's rails, but for the JAMstack, JavaScript, TypeScript world and nobody was doing it. And so I started working on it myself, and that has become Redwoodjs. >> It's one of the things that excited me the early days when I looked into Serverless was that, that low bar to entry, you know, I didn't have to have, you know, a CS degree or five years of understanding a certain code base to be able to take advantage of it. Feels like you're hoping to extend that, it believe it's one of your passions, you know, helping with with Chatterbug and like, you know, helping people with that learning. What do you feel is the state out there? What's your thoughts about kind of the future of jobs, when it when it comes to this space? >> I think the future of jobs in technology and especially software development is, I mean, there is no, there is no better outlook for any profession than that. I mean, this is the, this is where the world is going, more and more of what we want to accomplish, we do in software and it happens across every industry. I mean, just look at Tesla's for instance, right? You think about automobiles and the car that you owned, you know, 10 years ago, and you're like, I don't know, I know there's a computer in here somewhere, but like, I don't really, you know, either the software for it is terrible, and you're like, who, when was the last time you actually use the navigation system in your car, right? You just like get like just turn that off because it's, it's so horrible. And then Tesla comes along and says, hey, what if we actually made all this stuff useful, and had a thoughtful interface and essentially built a car that where everything was controlled with software, and so now cars are are basically software wrapped in hardware, and the experience is amazing. And the same is true of everything, look at your, look at how many things that your phone has replaced that used to be physical devices. Look at manufacturing processes, look at any any element of bureaucracy, all of this stuff is mediated by computers, and oftentimes it's done badly. But this just shows how much opportunity there is speaking of like governmental websites, right, you go to the DMV, and you try to schedule an appointment, and you just have no confidence that that's going to work out because the interfaces feel like they were written 15 years ago, and sometimes I think they were, written that long ago. But there's so much, there's still so much improvement to be had and all of that is going to take developers to do it. Unless, you know, we figure out how to get AI to do it for us, and there's been some very interesting things lately around that angle, but to me, it's, humans will always be involved. And so, at some level, humans are telling machines what to do, whether you're doing it more or less directly, and having the ability to tell machines what to do gives you tremendous leverage. >> Yeah, we're big fans, if you know Erik Bryjolfsson and Andy McAfee from MIT, they've, you know, are very adamant that it's the combination of people plus machines that always will win against either people alone or machines alone. Tom, what, you know, right now we're in the middle of a global pandemic, there're financially, there's a lot of bad news around the globe right now. I've talked to many entrepreneurs that said, well, a downturn market is actually a great time to start something new. You're an investor, you've helped build lots of things. We talked a lot about lowering the bar for people to create and build new things. What do you see are some of the opportunities out there, if you know, you had to recommend for the entrepreneurs out there? Where should they be looking? >> I'd say look at all of the things in your life that have become challenging, because where there's challenge, where there's pain, there's opportunity for solutions. And especially when there's a big environmental change, which we see right now, with COVID-19, obviously has changed a lot of our behaviors and made some of the things that used to be easy. It's made those a lot harder, and so you see, certain segments of the economy are doing extremely well, namely technology and things that allow us to do interviews like this instead of in person, and so those industries are doing extremely well. So you look at the you look at the stock market in the United States, and it's it's very interesting, because while much of the country is suffering, the people that are already wealthy are doing very well, and technology companies are doing very well. And so the question for me is, what are the opportunities that we have, leveraging technology in the internet, to where we can create more opportunities for more people, to get people back to work, right? I think there's so much opportunity there. Just look at education, like the entire concept of educating kids right now and I have three. So we feel this very much, it has been turned on its head. And so we so you see many people looking for solutions in that space, and that's, I think that's as it should be. When things get, when things get challenged when our, our normal daily experience is so radically changed, there's opportunity there, because people are willing to change more quickly in a crisis, right? Because you need, you need something like any solution. And so some choice is going to be made, and where that's happening, then you can find early adopters more easily, than you can under other circumstances, and so in economic downturns, you often see that kind of behavior where these are crisis moments for people, you have an opportunity to come in and if you have something that could solve a problem for them, then you can get a user where that may have not been a problem for a person before. So where there is, where there is a crisis, there is always opportunity to help people solve their problems in different and better ways to address that crisis. So again, it goes back to pain, you know, and it doesn't have to be the pain from a crisis. It could be a pain from from anything. Just like with GitHub, it was, it was hard to share code as developers like it was, there was too much pain, and this was, we started it in 2008, right after the housing crisis. It was unrelated to that, but it turns out that when you start a company, when the economy is depressed in a certain way, then at least you can look forward to the economy getting better as you are building your company. >> Oh, Tom, Preston Werner, thank you so much for joining pleasure talking with you. I appreciate all of your input. >> Absolutely, thanks for having me. >> I'm Stu Miniman, thank you for joining this Episode of cloud native insights. Thank you for watching the theCUBE. (light music)

From around the globe, it's theCUBE. With digital coverage of women transforming technology, brought to you by VMWare >> Hi, this is Lisa Martin covering the 5th annual women transforming technology event. But the first time this event has been completely digital. Coming to you from my home in San Jose, and I'm very pleased to welcome one of the event's speakers, the CEO of Be Leaderly, Jo Miller. Jo, welcome to theCUBE. >> Hi Lisa, a pleasure speaking with you today. >> Likewise. So I was looking up some information on you Jo you are quite impressive and I wanted to share that with our viewers. You have dedicated two decades to really helping women advance in their careers, into positions of influence. You've spoken with 100,000 plus women in that time and you've developed a roadmap that you published in 2019, a book. Tell us about that book and some of the really interesting things you've learned along the way. >> Thanks for asking! Well look the book was really born out of a conversation I had about 15 years ago with a woman, a software engineer, who told me that she felt like she was the best kept secret in her organization and of course, you know, being indispensable in your current role won't move your career forward and she had become indispensable for doing the type of work that was downplaying her potential and it started me on this journey of understanding how is it that we as women can end up being the best kept secrets in the organization, that invisible employee, so to speak. But also, speaking to hundreds of very successful, very seasoned women leaders to understand how did they advance in to the positions of influence that they're in today and so, uh, you've got the opportunity through a publisher to formalize those more than ten years of you know, speaking, and workshops, and all of the interviews that I've accumulated over time, all of that, expertise that I have learned from and put it together into my book with the nine steps that women can take to really thrive in advancing their careers and leave a leadership legacy. >> And what are, give me the first like three steps in the book is women of influence: nine steps to build your brand, establish your legacy, and thrive. Give me like the first three steps that we need to be able to do. >> Well, I think one of the most important ones is to realize that we are all already leaders whether we're in that high level executive leadership position or not, and so, a first step is just to understand all of the ways in which you're already a leader and to identify your own leadership strengths which you can do at any career phase quite frankly. From there, it's about understanding what do you bring to the table that could be a unique value proposition to your organization and matching your strengths to work that you are passionate about or care deeply about, in delivering something that your company or industry or customer base really needs and values and I call that your leadership superpower. So, from your strengths, identifying that niche or superpower and then up leveling that, so taking your personal brand and everything you have learned about your strengths and your value and turning that personal brand into a leadership brand so that people around you start to sit up and pay attention and notice the leader in you, but even more so I think so that you can see the leader in yourself. >> That's great advice, especially now with the COVID-19 crisis that is, regardless of what industry you are in, if you were someone that has worked from home before, it's completely different now, the uncertainty in everything whether it's job security or can I get Clorox wipes? It's a huge challenge. Do you find that those nine steps are still the same if not even more important in today's climate? >> I'll leverage what you said and say they're the same but possibly even more important, you know, if you think about how you were perceived say two months ago, and the value that people around you see in you, well that may have shifted dramatically now that our world has changed and frankly there's never been a time where there has been a greater need for people to step up and bring leadership to the table. And so I really encourage people right now, if you have the time in that busy work life and home life, that have become so mushed together, see if you can take a moment or two to step back and think about how has my world changed and what other really big problems that are emerging or what are the leadership gaps that I could be uniquely built to fill and start to just kind of reinvent and reimagine how you want to be perceived as a leader, like what's that you value proposition that you have to offer in this changed world that's going to continue changing. >> I like that. Reimagine and rethink because even though there is a lot of crisis and challenge going on right now, there are opportunities. So I like your advice of encouraging women and men to really reevaluate what it is that you can bring uniquely positioned, to help however your company is pivoting in this time because there is going to be a lot of change that is probably permanent as a result of this. So how, one of things that I love is talking about the difference between a mentor and a sponsor and you did a session at WT2 the other day, 90 minute interactive session digitally that's a challenge. So I am very impressed and excited to hear about that but you were talking to women about attracting the advocacy of influential sponsors. So, first off describe for our audience the difference between a mentor and a sponsor because I'll be honest with you, I didn't even really know there was a difference until a couple of years ago. >> I love this topic too Lisa and an article that really piqued my passion and interest in sponsorship is one that appeared in Harvard business review, again about a decade ago, and by the way the article was titled 'Why men still get more promotions than women.' and so that truly piqued my interest because I'm so fascinated by anything that can help women advance in their careers. But the article was some authors of a study saying that they'd found that high potential women were over mentored and under sponsored relative to their male peers and that that was one of the reasons that they weren't advancing as much in their organizations. And so I think that the key distinction between mentors and sponsors can be understood first by knowing that a sponsor is, like a mentor, someone that believes in you but they might see that potential that's unformed or untapped potential you might not even see in yourself and they're willing to place a bet on your talent and put their reputation on the line to advocate for you and put your name forward and publicly support you. And so, they're really putting themselves and their own political and social capital on the line. So compared to a mentor they do go beyond giving the feedback and the advice in order to bring their accumulated political and social and career capital to move your career forward within an organization. And so, look you know, whereas a mentor might help you skill up, a sponsor will help you move up and mentors will certainly talk to you but a sponsor is someone who will talk about you so if you can imagine, you know a mentor gives you advice on climbing the ropes, on uh on um, sorry a mentor will give you advice um, on uh, sorry just lost my train of thought there! >> Your advice on what, climbing the ladder. >> Yeah, yeah, that's right, yeah, I meant what shows you the ropes, there found it! A mentor shows you the ropes, whereas a sponsor is the one who helps you climb those ropes and so really what I meant, or what a sponsor is like is that rocket fuel for your career but in a good way. They can really alter your career trajectory and move you forward with new momentum. >> Can a sponsor be someone that you're currently working for? >> Yeah, absolutely. And of course not every manager or leader in your management chain will be a sponsor if you're lucky you'll have one but it might be a leader in a completely different area of the organization but I think one of the practical suggestions that I gave to the participants in my session was start to notice who the sponsors are in the organization around you like learn to spot the leaders who have the qualities that make a good sponsor. >> So if I'm out there doing that and I'm maybe going to write down, all right, who have been my mentors over the last few years, who do I think maybe from that category could become a sponsor, looking for sponsors what do we need to know about what a sponsor is going to expect of us. >> Well you know one of the really important distinctions to know about is that when you can go and ask someone to be your mentor, you really can't ask someone to be a sponsor in fact that might backfire, it might have the opposite effect and so sponsorships not something that you would you probably go and directly request, it's something that you earn instead. So, some of the things that sponsors will look to in you would be are you able to be committed and loyal to their goals and the goals of the organization and are you delivering outstanding performance that goes beyond what's being asked of you in your job description and role. But they're also looking for you to bring something truly unique and special to the table and that goes back to our earlier comments, our conversation about understanding what your strengths are, your technical and your leadership strengths and how you can apply them to bring something truly unique to the organization that differentiates you. So that's one of the things that we can do to start to attract sponsors which is to do that self-inventory of what can I bring to the table, what problems can I solve, what leadership gaps can I fill. >> So Jo let's talk about your 90 minute interactive session that you digitally for WT2 the other day. Given the gravity of the situation that COVID-19 is delivering tell me about some of the comments and the questions that you had, a woman going 'All right, in today's climate when we're not sure about even job certainty how do I up my chances of finding a sponsor?' >> Mhm, you know and I think it speaks to the timeliness of the topic. I think we had more than 300 people join the session and so one of the things that I love to do is to make it as interactive as I can by having some panelists join who spoke about examples of the sponsorship that they've gained in their career. But we also heard a lot from participants who are sending their comments in via the chat giving examples of the times when they had been sponsored, how it began, what the sponsors were able to do to help them move forward in their careers and then as we went further along in the session we spoke about the concept of micro sponsorship and how one of the most important ways to understand how sponsorship works is to sponsor someone else and so we saw just a wealth of examples and comments coming from participants about all the ways that they were declaring they were going to take action by sponsoring someone else in their organization. >> So a micro sponsorship that is an interesting concept, tell me a little bit more about that is that say, I'm a sponsor and I'm going to sponsor someone else or is it I have a sponsor and I'm going to get another sponsorship from that? >> Hmm, good question, so there's a couple of myths around sponsorship. One is that you do need to be a high level executive who's able to promote someone or create the perfect role for them or give them that high exposure assignment. And that's certainly one way that sponsorship can take place, the big gestures. But one of the executives I interviewed, Millette Granville said look you don't necessarily need to be an executive to be a sponsor but you do need to have influence and I think we all have influence, we just might not completely leverage it to the greatest extent we can. So we're leaving our influence on the table so if you can't sponsor someone in big ways think about looking for micro sponsorship moments in which you notice a colleague perhaps who's talent is going unseen or under leveraged and recommend that person, put them forward for an ideal opportunity or it might be something as simple as when you see someone share a great idea and no one notices, amplify that idea, attach the person's name to it, or when someone is being spoken over the top of, say 'let her finish' and so we can sponsor in large and in small ways. That's what I mean by micro sponsorship so notice the scope of your influence and use whatever influence you have to be speaking up and advocating for others. >> I love that. Thank you for that clarification. Were there concerns right now with all of the uncertainty, the volumes of people that have applied for unemployment. Were there any concerns from the audience in your session about if somebody else has a great idea will it just highlight that I don't? And will I be in you know a bright light a is she really delivering value if were having to cost cut, were there any concerns that the women brought up? >> Um, not that I noticed but by the way there were 300 people in the session so the chat log was going through so fast and if I was lucky I was able to pluck a few comments to read back to the audience. But I think you're right on target with that concern, I can only assume that a number of people have had that concern for themselves so one of the things that I talked about is the importance of making your value visible and how you don't want to speak up and amplify and promote every single thing that you do but be really strategic about amplifying the accomplishments that align with your aspirations. So, you know speak up and showcase and reveal and make known those high profile results that you are delivering that align with where you want to go in your career and of course that frees you up to be amplifying and promoting and making visible the achievements of others in the organization. In fact, I think if we care about having diverse and equitable workspaces we really need to be lifting others up. >> I love that. Focus on the visible. Last question, in the last few seconds that we have here, how does a company go about building a culture of sponsorship and how do you see that? >> Mhm, that's interesting because you know a lot of companies have a really fully-formed culture of mentorship and they have formalized mentorship programs. On the other hand there tends not to be so many companies that are having sponsorship initiatives but those that do typically will attach them to an existing talent or high potential or diversity initiative and so if you're in a position of influence and leadership and one thing of course to do is be open and transparent about what it would take for you to sponsor someone. But if you're already doing that take it a step further and champion having an open and diverse and equitable culture of sponsorship in the organization, talk to other leaders about what that looks like and get involved in those existing talent and diversity and high potential initiatives and champion the idea of adding a sponsorship component where participants are matched to leaders and the leaders have accountability to help produce results in that participant's career advancement. >> I love that, accountability. This is definitely a topic Jo that I love talking about mentors vs sponsors and it sounds like it's one that just needs more and more and more air cover so people really understand that there is tremendous value there. I wish we had more time, but it has been such a pleasure talking with you Jo I really appreciate that. We thank you for joining us on theCUBE and we appreciate the fact that you have been able to do this, remotely from Iowa, I am in San Jose, so for Jo, I am Lisa Martin and you are watching theCUBE's coverage of women transforming technology, the digital version, 2020. Thanks for watching. (outro music)

(upbeat music) >> Hello, and welcome to our Palo Alto studios in California. I'm John Furrier, host of theCUBE. This is a CUBE conversation with Jason Zintak, CEO of 6sense. This is part of our next gen conversation series. We talk about the technologies and the news and the people making it happen for the next generation technologies, clouds, and solutions. Jason, welcome to theCUBE conversation. Thanks for coming on. >> Thanks, happy to be here. >> So you guys got some news. So you got a couple weeks ago you announced $40 million in funding, which we'll talk about. I want to get that out right away. But I think, more importantly, we're seeing a trend where this next gen blank is happening. You know, I'm watching just the Super Bowl next gen stats is for NFL. You got next gen cloud, you got next gen data. The world of the technology is kind of shifting to a new architecture. You're starting to see visibility into what this next gen looks like. Your company is squarely in the middle of this next gen sales and marketing platform, solutions in the new model. Cloud-scale, data first, this is a core, major shift and it's a huge market. Look at Salesforce, look at all these companies that've been around. And they're incumbents now, you're the new guard. >> Jason: Yeah, yeah. >> Tell us, what's going on with you guys? >> Sure, well you're right. We just raised $40 million. It's our Series C from Insight Partners. Went through a lengthy evaluation process and compete and happy to have announce that last month. And as far as next generation, you're correct. I grew up in a world of email platforms and then big data platforms, marketing automation. And this is a data first strategy, where we allow, we now have compute power that allows us to process huge amounts of data sets. So it's our belief that it should all be data first and driven from AI and ML on top of data that drives a next generation marketing tactic or sales tactic, an email, or a display ad. >> What's interesting is that you mentioned you worked in previous old school technology. You were CEO of Responsys, which was sold to Oracle. That was a great wave that brought in the marketing technology stack. We saw the sales and marketing solutions from Salesforce.com obviously. That was the first wave that you were part of. Now the new wave is going to that next level. This is really the fundamental shift. And it's not so much they're being replaced, but they're just being abstracted away with new capabilities, in some cases being replaced. What's the core problem that customers are having, or the core problem that you're solving because some of these old solutions can't scale. >> Jason: Sure. >> Some of them are because they're big, but what's the core problem in the industry? >> The core problem is that these systems were designed to be contact first, or lead first. And as you know today, no one likes an abundance of emails in their inbox. And so companies have said, hey I want to have a relationship with my customer or prospect. I want it to be a cycle of engagement, an infinity loop. Which means we don't blast emails. We monitor a relationship, what that's like, how we might engage. And the data allows us to do that. We can see what's going on with the activity, and based on that engagement, AI tells us what tactic might be the most appropriate. Which is actually send less but more effective and more targeted. So it's a data-driven approach. It's an account based focus in B2B world, as opposed to old generation which is lead and actually rule based. And so we used to write these, call them journey maps, these if then statements, which were manual. And the second we got done doing weeks of if then statements, they become stale. And so now data helps us and AI helps us understand real time behavior with intent and then the tactic. >> Love the name 6sense. Obviously you want to get a sense of what's going on around you, six degrees of separation. You got network effect. We're seeing a new reality and that is organic kind of user experience is different happening outside the funnel, sometimes inside the funnel, as they talk about in the sales and marketing. But users, at the end of the day, they're downloading Brave browser. They don't necessarily want the ads, and so they're making these decisions based on their experience that they want. So this is changing some of the tactics. >> Jason: Absolutely. >> So talk about that dynamic because the old way was based on see an ad, click on it, go to a landing page, get a lead, throw it in the funnel, matriculate down, and sell them something. And time's not on your side. It's not real time. It's slow, antiquated, you know how to quit. >> Exactly right, so if you don't look at Forrester or Gartner, they'll give you stats that 80% of the B2B sales cycle is done anonymously today. Meaning, they don't want to contact the vendor. There's an abundance of data on the web. And so we appreciate that. We want to actually enable an engagement through learning. We call it the actual dark funnel. This is all the research where it's happening without the vendor being contacted, without someone raising their hand and saying I want a vendor message. Because of this activity that we're able to see and be patient with, we're allowed to engage when the prospect or customer says they want to. But in a nurture format, so it's more respectful of their time. And all the while, this engagement idea is we're giving them content when they want it, when it's on demand, and when it's appropriate. >> And there's all kinds of new data laws coming, so you got to navigate that kind of regulatory environment. But we've been saying on theCUBE, this is our 10th year, and you know the old way and now we got a new way that you're on with company is that people are connected. Everything can be instrumented. This is the big data revelation that started about 10 years ago when the big data movement, and when people said hey data's going to be a big part of it. But with the internet, everyone's kind of connected, so you can technically measure everything. So as a company, how do you look at data? I mean data's fundamental to your vision and your execution. How is that ingrained into the culture and your product? >> Good question and first like to say we respect privacy in the data and personal and companies. So we are GDPR compliant, SOC 2, CCPA, the new California laws as you know. And that is part and parcel to our strategy, respect it. But at the same time, today's consumers generally want to be known in some way, shape or form because they understand the experience of engagement, whether it's an account or an individual customer. The experience is that much richer, if it's personalized and done with taste. Meaning, it's not spam. It's not a thousand emails. It's a meaningful, purposeful, time-based engagement,' content's relative to when they want to know something. >> Well I like what you guys are doing. I like this next gen architecture. It's definitely been valid. You've seen the rise of Amazon. Microsoft's shifted their business model to the cloud. And you're starting to see other ones, other people shifting. IBM shifting to the cloud. So they're all shifting to this new business model. So for you guys, 6sense, talk about and tell me about your target market. What market are you going after? Is it the marketing automation? Is it like the sales platform? What's the market that you're in now, and what market are you expanding into? >> Interesting you say that, so we're classically B2B. We obviously have a bunch of tech customers as our, in the account universe. But also manufacturers, service businesses. We are going after the entire B2B organization because the world as you know it, relative to marketing and sales, is changing. And so it's not just marketing automation that we're replacing, or a next generation of, it's customer success. It's the sellers. Our customers' sales organizations use it with their sales people to understand insights of their accounts and how to engage. So I'd say it's that whole universe, and it's that infinity loop across customer, sellers, marketers. >> You know, I want to just before I get into some of the business model questions and target audience, the buyer, you mentioned customer success. We're seeing a lot of energy around what that is. It used to be customer success was like customer satisfaction, support organization. You're seeing companies bring customer success much further forward into the sales and marketing process for pre-sales and or ongoing engagement as some of these SaaS environments evolve. >> Jason: Yep. >> Are you seeing that, and what's going on with this customer success? I'm seeing a lot more other than lip service. It's pretty integral with companies, organizations these days. What's your thoughts on that? >> I think all of us drive to be customer first, customer happiness, loyalty. Sure, why not? I mean, that's what we should do as organizations. Our software actually, interestingly enough, allows customers to monitor how their customers are engaging with the vendor. And for instance, they may be, if we see a spike in looking at a competitor, the customer will say, hey are you happy? Or product telemetry and usage. We help companies track that usage and see spikes and based on that intent, you might engage with your customer differently, high or low propensity to actually churn. We help with churn mitigation and churn management. >> Okay, let's get in to the product. We're kind of teasing around the product. What is the product? What's the core jewel? What's the IP? What's the main platform look like? What's the product? >> So as mentioned, we're a big data company first. Meaning, we believe it all starts with the data. Because of the compute power available, we're analyzing data, which is your first party data. So all your historical sales and marketing outbound, maybe your CRM system, your marketing automation system, some of the systems that will continue to evolve. And we'll match that data with behavioral data. So what's happening on the web, what's happening through maybe it's cookies, email hashes, display account ID, advertising ID. And we've patented an approach called a company ID graph. And this ID graph is essentially this marriage of people, personas, and accounts and what's going on. Based on the insight that comes from this monitoring, you can create audiences or segments to market to, to sell to. So the insights would be on the marketing side, relative to how do I parse my total addressable market. Or on the seller's side, Oh, I can understand what my count or my prospect might be doing today, therefore I want to execute XYZ tactic, and all led by AI. >> And so I got a, good point there about sales and marketing. In the old way you had a marketing tech, and a sales tech. The lines have blurred, almost seem to be fully integrated now, they're one in the same now, seems like that's the way you guys look at it. Is that true? >> Absolutely, I grew up in sales and marketing and the old world they didn't talk to each other. Today this is absolutely the glue, the connective tissue for sales and marketing so you can start with, whether it's marketing or sales ops, you start with a central plan around your account universe, and then parse from there and segment from there. And so, marketers and sellers will come up with the annual strategy, but allows the conversation. So it's no longer is my lead any good. We've got data around the lead, is the customer responding to an ad campaign. We've got data that it's true. It's not, you know, maybe. >> Yeah, it's always the sales guys always tripping about the leads, these are good leads. The leads are from Glen Gary, Glen Ross, always great quote, good quote that in there. All kidding aside, at the end of the day it's about customer satisfaction. No one wants to be marketed to, so it's a wave of personalization coming. And we're starting to see that now with Big Data, kind of set the tone on that. How are you seeing this new account based marketing and company selling platform. To deliver this kind of personalization it adds value. How do you orchestrate all that? So this is the big challenge, how do you bring that all together? What's your thoughts? >> So, actually our platform allows for that. So as you might imagine, you mentioned the sales funnel, and start with you know customer having initial curiosity, or maybe down at the bottom of the funnel there, actual buying stages through procurement. Based on where we detect someone is in the funnel, you would personalize the content. So if we detect through ID graph, that the company or person might be interested in general awareness, awareness content. If they're down in the buying cycle, far down into the funnel, then it's more related to transactional, meaningful clips that would be more relevant. And that is the personalization, so it's stage appropriate as someone would want to consume it. As there engaging with us. >> Jason give us some of the top use cases that you guys are seeing, as you start to see visibility, you got $40 million in funding, third round venture. You got customer growth, good growth. What's the visibility, what do you see in front of you, what are the use cases? >> Great, so for the capital, I assume you mean. We've had two great years, we've doubled the company two years in a row. We're expanding, so it's actually going to be sort of broad brush, we're expanding our field organization, we're expanding the engineering. We're looking for acquisitions that are strategic, and so our growth will be both organic and inorganic, but it's because of the success and the growth. We want to build the product better to make the customer happier. And that is the general use, of our international expansion. >> So I'm a customer, sell me on this, what's the pitch? >> So-- >> I'm a big tech company, I've got five tons of data. People, internal knife fights going on, I got this platform, we got to get the ROI out of it. How do you, what's the, what's in it for me, pitch me? >> Hey, John is your sales organization happy with the leads? Do they think it's quality? >> The leads are shit. (John laughs) >> The leads are shit, we can help you there, we actually have you know AI helping us understand your account prospects of whose high propensity to buy. We help your sellers. Does marketing talk to sales, John? >> They have meetings, no one want to attend them, I mean this is the kind of thing that goes on. I mean we're talking about, kind of role playing here, but in real time, Hey, no, we're good. It's the sales guys fault, they're not good enough. >> Yeah, exactly, so-- >> The leads are terrible. So there's obviously, again, this is the kind of thing, the tension that goes on. >> Yes, so from the marketers perspective they're looking for a more data driven approach to, and again data helps, data doesn't lie. You know it's sort of math. And so it's no longer speculative, it's we can see the engagement if we run a campaign, whether it be email, ads, social posts, chat bots. All this is collecting data, and showing data relative to efficacy, and that is actually what the marketer wants, and candidly the CEO wants to the see the result of those joint selling and marketing efforts. >> All right, so you got me hooked. Let's do something. How do your clients engage with you? What do they do? A POC? Do they just have a sandbox, is there kind of a freemium tier? can you explain some of the business model and engagement? >> Sure, yeah. We do POC's, we do sandbox. But interestingly enough, we can turn the data on in an hour, an actually a prospect can see what's happening in their universe, they're competitive universe or their own. website, for instance. And so that's a very easy way, tell-tale sign to see data at work. We have low entry points, where companies can come in at 30K at 20K, and start. Or we have million dollar plus contracts that you know span the breadth of sales, marketing and customer success. So it's an easy entry point, you can grow with data, you can grow with users, or you can grow with models. >> So Facebook, and LinkedIn are on, and Twitter, but mainly Facebook and LinkedIn are showing micro targeting as highly valuable. I mean the election train wreck that's happened this past few years, and even this year, I see Facebook has their own issues, but LinkedIn, a lot of people from a B2B standpoint, like LinkedIn. It's network effect kind of distribution, you got targeting, you got a lot of metadata in there. So it's kind of brought up the conversation around micro-targeting. Why can't you just go at the people? You guys do an account based marketing and sales orchestration platform, and you've got these little walled garden organizations out there like LinkedIn. I'm not sure they're selling the data, do they do that? Do you work with LinkedIn, so will there be more LinkedIn? Nope, we got our data, we're going to keep it? Data becomes the key, but if they're going to hoard the data, it's a problem. How do you address that? First of all, do they hoard the data or not? And if so, how do you guys get around that? >> Well you know LinkedIn's got a wonderful business, and they, to agree some of this wall, are a partner of ours, and actually we'll have some announcements pending. So I'll save that for later, but -- >> So they are engaging with platforms, LinkedIn from a data standpoint. >> Very much so, we're an active talks with LinkedIn. And I think we all want to share for the benefit of the ultimate customer experience. And we believe that because we have the Big Data, and we also allow for that micro-segmenting. LinkedIn's another channel, and we want to activate every channel through our platform and that is our strategy. So we allow you as mentioned before, email, display, social sites. >> Do you guys have a program or approach or posture to the marketplace in terms of, if I have a platform, do I engage with you. Can I be a partner or am I a customer? How do you look at the biz dev or partner side of it? >> You know part of the $40 million funding is going to allow us to build out the partner ecosystem that's already in play. We work with agencies, ad agencies. We work with professional service organizations. We work with complimentary software products. We want it to be an open system. We want to be able to bring your own data, and we'll carry it for you to make the AI that much smarter. >> Awesome, great stuff, quick plug of the company, we're you guys at in terms of head count? What are some of your goals this year? And what are you guys looking for, obviously hiring, you said, you mentioned earlier? Give a quick plug for the company. >> Yeah, thank you for that. As I mentioned we doubled the company two years in a row. We've tripled our head count. You know we're hiring everyday in every single segment, looking for people. We'd love to talk to you. We've also tripled our customer base in that same period. So, things are going well, we're happy and I think the big challenge is just keep doing it, and deliver delightful experience for customers. >> Interesting, companies can be very successful Jason if they have a certain you know view. You guys are data first, you got to a horizontal view of the data, but yet providing a specific unique solution to differentiate off that. We're video first, that's our angle. A lot of people having virtual first. Your starting to see this new kind of scale with companies. So I want to ask you about your vision for the next few years. As you look out as the wave is coming in, it's very clear. Cloud-scale, the roll of data, machine learning and AI. It's going to build this Application Layer that has to be horizontally scalable, but yet vertically specialized, for the use cases. Which requires a very dynamic data intensive environment. What's your vision of the next few years? How do you see the world evolving? Because there's a lot of big companies, and start-ups that have been around doing a lot of these point solutions that are features. How do you see this next wave go in the next five years? >> I had a thesis three years ago, I joined the company that these point solutions would go away because they weren't data driven. The hard work is in the large data, the applying the ML and AI on top of that and then doing something with that. We surfaced in applications for the last two years, we've been building the apps that allow marketers, sellers, and customer success organizations to prosecute that data, understand the data and let AI recommend a tactic. So I think it'll just be more of the same but specialized by use case. So where some of our applicability is generic use cases, we'll get specific to telecom on that use case, we'll get more specific in customer success enabling turn mitigation as opposed to just sellers and marketers. >> That's awesome. And if you look at the current events, I got to get your expert opinion. Donald Trump, the Democrats, they've been using social platforms, political ads are being kicked off, but there is a lot more innovation that they're actually doing. So with all that they had actors out there, there's actually an innovation story that's going on under the covers. What's your view of that, I mean the bad stuff's out there, but they're leveraging the new architecture. Facebook's on record saying that Donald Trump ran the best campaign ever. Mentions why he's winning. >> That's the story and back story is sort of history unfolds when we understand it. Is that these election cycles have leveraged data to run their campaigns and it's the new world. And so while there may be bad actors, I think hopefully the world is majority good. And much like our story, we tryna bring a data solution and help decisioning. Obviously, the political campaigns are leveraging it to. >> Yeah, it's disastrous to see the applications fail like they did in Iowa, but the data's there, I mean it's about time. I always say it's going to be on block chain, and Andrew Yang is, just recently came out and said, All the voting should be on block chain. Maybe that's going to happen someday, we'll see. Jason thanks for coming, I appreciate the conversation. >> I appreciate the opportunity, thanks John. >> Jason Zintak, here the CEO of 6sense, industry veteran. Big pedigree, big company with $40 million in fresh funding. We're talking about next generation platforms, I'm John Furrier, thanks for watching. (upbeat music)

>>from San Francisco. It's the Cube covering. Get lab commit 2020 Brought to you by get lab. >>Welcome back. I'm Stew Minutemen, and this is get lab Commit 2020 here in San Francisco. Happy to welcome to the program. First time guests and TN Who is the co founder and CEO of Matter Most in. Nice to meet you. >>Thanks. Thanks for having me. >>Alright. S O. I always love. When you get the founders, we go back to a little bit of the why. And just from our little bit of conversation, there is a connection with get lab. You have relationships, Syd, Who's the co founder and CEO of get lab? So bring us back and tell us a little bit about that. >>Yeah, thanks. So I'm you know, I'm ex Microsoft. So I came from collaboration for many years there. And then, you know what I did after Microsoft's I started my own started a sort of video game company was backed by Y Combinator and, you know, we had were doing 85. Game engine is very, very fun on. We ran the entire company off of a messaging product. Misses, You know, a little while ago and it happens that messing product got bought by a big company and that got kind neglected. It started crashing and lose data. We were super unhappy. We tried to export and they wouldn't let us export. We had 26 gigs of all information. And when we stop paying our subscription, they would pay one less for our own information. So, you know, very unhappy. And we're like, holy cats. Like what? I'm gonna d'oh! And rather than go to another platform, we actually realized about 10 million hours of people running messaging and video games. Well, why don't we kind of build this ourselves? So we kind of build a little prototype, started using ourselves internally and because, you know, Sid was this a 2015 and said was out of my Combinator, We were y commoner would invent and we started talking. I was showing him what we built and sits like. You should open source that. And he had this really compelling reason. He's like, Well, if you open source it and people like it, you can always close source it again because it's a prototype. But if you open source, it and no one cares. You should stop doing what you do. And he was great. Kind of send me like this email with all the things you need to dio to run open source business. And it was just wonderful. And it just it is a start taking off. We started getting these wonderful, amazing enterprise customers that really saw what mattered most was at the very beginning, which was You know, some people call us open source slack, but what it really is, it's a collaborates, a collaboration platform for real Time Dev ops and it release. For people who are regulated, it's gonna offer flexibility and on Prem deployment and a lot of security and customization. So that's kind of we started and get lab is we kind of started Farley. We started following get labs footsteps and you'll find today with get lab is we're we're bundled with the omnibus. So all you have to do is put what your own would you like matter most on one. Get lab reconfigure and europe running. >>Yeah, I love that. That story would love you to tease out a little bit when you hear you know, open source. You know, communications and secure might not be things that people would necessarily all put together. So help us understand a little bit the underlying architecture. This isn't just, you know, isn't messaging it, Z how is it different from things that people would be familiar with? >>Yeah, that's a great question. So how do you get more secure with open source products? And the one thing look at, I'll just give you one example. Is mobility right? So, in mobile today, if you're pushing them, if you're setting a push notification to an Iowa, sir. An android device, It has a route through, like Google or Android. Right? And whatever app that you're using to send those notifications they're going to see you're going to see your notifications. They have to, right? So you just get encryption all that stuff in order to send to Google and Andrew, you have to send it on encrypted. And you know these applications are not there, not yours. They're owned by another organization. So how do you make that private how to make it secure? So with open source communication, you get the source code. It's an extreme case like we have you know, perhaps you can views, and it's really simple in turnkey. But in the if you want to go in the full privacy, most security you have the full source code. APS. You have the full source code to the system, including what pushes the messages to your APS, and you can compiling with your own certificates. And you can set up a system where you actually have complete privacy and no third party can actually get your information. And why enterprises in many cases want that extreme privacy is because when you're doing incident response and you have information about a vulnerability or breach that could really upset many, many critical systems. If that information leaked out, you really can't. Many people don't want ever to touch 1/3 party. So that's one example of how open source lets you have that privacy and security, because you because you control everything >>all right, what we threw a little bit the speeds and feeds. How many employees do you have? How many did you share? How many customers you have, where you are with funding? >>So where we are funding is, you know, last year we announced a 20 million Siri's A and A 50 million Siri's be who went from about 40 folks the beginning the aired about 100 a t end of the year. We got over 1000 people that contribute to matter most, and what you'll find is what you'll find is every sort of get lab on the bus installations. Gonna have a matter most is gonna have the ability to sort of turn on matter most so very broad reach. It's sort of like one step away. There's lots of customers. You can see it. Get lab commit that are running matter. Most get lab together, so customers are going to include Hey, there's the I T K and Agriculture that's got six times faster deployments running. Get lab in Madame's together, you've got world line. It's got 3000 people in the system, so you've got a lot of so we're growing really quickly. And there's a lot of opportunity working with Get lab to bring get lab into mobile into sort of real times. Dev up scenarios. >>Definitely One of the themes we hear the at the show is that get labs really enabling the remote workforce, especially when you talk about the developers. It sounds like that's very much in line with what matters most is doing. >>Absolutely. Madam Mrs Moat. First, I don't actually know. We're probably in 20 plus countries, and it's it's a remote team. So we use use matter most to collaborate, and we use videoconferencing and issue tracking across a bunch of different systems. And, yeah, it's just it's remote. First, it's how it's how we work. It's very natural. >>Yeah, it just give us a little bit of the inside. How do you make sure, as a CEO that you, you know, have the culture and getting everyone on the same page when many of them, you know, you're not seeing them regularly? Some of them you've probably never met in person, so >>that's a great question. So how do you sort of maintain that culture 11? The concert that get lips pioneered is a continent boring solutions, and it's something that we've taken on as well. What's the most boring solution to preserve culture and to scale? And it's really do what get labs doing right? So get love's hand, looked up. Get lab dot com. We've got handbook that matter most dot com. It's really writing down all the things that how we operate, what our culture is and what are values are so that every person that onboard is gonna get the same experience, right? And then what happens is people think that if you're building, you're gonna have stronger culture because, you know, sort of like, you know, absorbing things. What actually happens is it's this little broken telephone and starts echoing out, and it's opposed to going one source of truth. It's everyone's interpretation. We have a handbook and you're forced to write things down. It's a very unnatural act, and when you force people to write things down, then you get that consistency and every we can go to a source of truth and say, like, This is the way we operate. >>2019 was an interesting year for open source. There were certain companies that were changing their models as toe how they do things. You started it open source to be able to get, you know, direct feedback. But how do you position and talk to people about you know, the role of open source on still being ableto have a business around that >>so open source is, I think there's a generation of open source cos there's three ways you can really make money from open source, right? You can host software, you can provide support, and service is where you can do licensing, which is an open core model. When you see his categories of companies like allowed, you see categories like elastic like Hash corporate Terra Form involved with Get Lab that have chosen the open core model. And this is really becoming sort of a standard on what we do is we fall that standard, and we know that it supports public companies and supports companies with hyper growth like get Lab. So it's a very it's becoming a model that I'm actually quite familiar to the market, and what we see is this this sort of generation, this sort of movement of okay, there was operating systems Windows Circle. Now there's now there's more servers running Lennix than Windows Server. On Azure, you seen virtual ization technology. You've seen databases all sort of go the open source way and we see that it's a natural progression of collaboration. So it's really like we believe collaboration will go the open source way we believe leading the way to do that is through open core because you can generate a sustainable, scalable business that's going to give enterprises the confidence to invest in the right platform. >>All right, in what's on deck for matter most in 2020. >>It's really we would definitely want to work with. Get lab a lot more. We really want to go from this concept of concurrent Dev ops that get labs really champion to say Real time de Bob's. So we've got Dev ops in the world that's taking months and weeks of cycle times. And bring that down to minutes. We want to take you know, all your processes that take hours and take it down to seconds. So what really people, developers air sort of clamoring for a lot is like, Well, how do we get these if I'm regulated if I have a lot of customization needs? If I'm on premise, if I'm in a private network, how do I get to mobile? How do I get quicker interactions on? We really want to support that with instant response with deficit cock use cases and with really having a complete solution that could go from all your infrastructure in your data center, too. You know, that really important person walking through the airport. And that's that's how you speed cycle times and make Deb sec cops available anywhere. And you do it securely and in do it privately. >>All right, thanks so much for meeting with us. And great to hear about matter most. >>Well, thank you. Still >>all right. Be sure to check out the cube dot net for all the coverage that we will have throughout 2020 I'm still minimum. And thanks for watching the cue.

>>Live from Denver, Colorado. It's the cube covering comm vault. Go 2019 brought to you by Combolt. >>Hey, welcome back to the cubes coverage of combo go 19. Stu Miniman is here with me, Lisa Martin and we are wrapping up two days of really exciting wall to wall coverage of the new vault and we're very pleased to welcome a couple of special guests onto the program. To help us wrap up our two days, we have Miranda foster, the vice president of worldwide communications for comm vault and Al Bunty is here, the co founder, former COO and board member. Welcome Miranda and Al. Great to have you on the program. Thanks Lisa. So a lot of energy at this event and I don't think it has anything to do with our rarefied air here in the mile high city. Al, let's start with you. >>Well, there's other things in Colorado. >>There are, yeah, they don't talk about it. They talked about that on stage yesterday. So owl, you have been with convo ball as I mentioned, co-founder. What an evolution over the last 20 years. Can you take us back? >>Surely. So, um, yeah and it's been, it's, it's really kind of cool to see it coming together at this point. But if you go back 20 years when we started this, the whole idea was around data. And remember we walked into a company that was focused on optical storage. Um, we decided it would be a good company to invest in. Um, for two reasons. One, we thought they were really great people here, very creative and innovative and two, it was a great space. So if we believed we believe data would grow and that was a pretty decent thesis to go with. Yeah. And then, then it started moving from there. So I tell people I wasn't burdened with facts so I didn't understand why all these copies were being made of the same set of data. So we developed a platform and an architecture focused on indexing it so you just index at once and then could use it for many different purposes. >>And that just kept moving through the years with this very data centric approach to storage, management, backup protection, etc. It was all about the data. I happened to be lucky and said, you know, I think there's something to this thing called NAS and sand and storage networks and all those things. And I also said we have to plan for fur on scale on our solution of a million X. Now it was only off a magnitude of about a thousand on that, but it was the right idea. You know, you had to build something to scale and, and we came in and we wanted to build a company. We didn't want to just flip a company but we thought there is a longterm vision in it and if you take it all the way to the present here it's, it's really, um, it's, it feels really good to see where the company came from. It's a great foundation and now it will propel off this foundation, um, with a similar vision with great modern execution and management. >>Yeah. Al, when we had the chance to talk with you last year at the show in Nashville, it was setting up for that change. So I want to get your view there. There are some things that the company was working on and are being continued, but there's some things that, you know, Bob hammer would not have happened under his regime. So want to get your viewpoint as to the new Convolt, you know, what, what is, what are some of those new things that are moving forward with the company that might not have in the previous days? >>Yeah, that's a good questions. Do I think Mo, a lot of the innovation that you've seen here, um, would have happened maybe not as quickly. Um, we, the company obviously acquired Hedvig. Uh, we were on a very similar path but to do it ourselves. So you had kind of been a modern, we need to get to market quicker with some real pros. I think, um, the, the evolution of redoing sales management essentially was probably the biggest shift that needed to be under a new regime, if you will. Yeah. >>So Miranda, making these transitions can be really tricky from a marketing standpoint. Talk, talk us through a bit, some of the, how do you make sure trusted yet innovative and new that you've accomplished at this show? >>Well, trust it is obviously the most important because the Bob, the brand that Bob and Al built really embodies reliability for what we provide to our customers. I mean that's what gives them the peace of mind to sleep at night. But I'll tell you, Sanjay has been with us for just eight months now, February of 2019 and it's been busy. We've done a lot of things from a points on J transition with Bob and now to his point we've, we've acquired Hedvig, we've introduced this new SAS portfolio and you're exactly right. What we need to do is make sure that the reliability that customers have come to rely on Convolt for translates into what we're doing with the new Convolt and I think we've done a really good job. We've put a lot of muscle behind making sure, particularly with metallic that it was tried, it was trusted, it was beta tested, we got input from customers, partners, industry influencers. We really built it around the customer. So I think the brand that comm brings will translate well into the things that we've done with these, with these new shifts and movements within the company >>on, on that questions too as well. Um, I think Miranda is a good example of somebody that was with the company before a tremendous talent. She's got new opportunities here and she's run with it. So it's kinda that balance of some, uh, understood the fundamentals and the way we're trying to run the business. And she's grasped the new world as well. So, >>and Rob as well, right? Robin in his new, >>yeah, that's another good point. So that was all part of the transitioning here and Sanjay and the team had been very careful on trying to keep that balance. >>Change is really difficult anywhere, right? Dissect to any element of life. And you look at a business that's been very successful, has built a very strong, reliable brand for 20 years. Big leadership changes, not just with Sanjay, but all of the leadership changes. You know, analysts said, all right, you've got to upgrade your Salesforce. We're seeing a lot of movement in the area. You got to enhance your marketing. We're seeing metallic has the new routes to market, new partner focus, so PSI focuses. We're also seeing this expansion in the market, so what folks were saying, you know a year ago come on is answering in a big way and to your point in a fast way that's not easy to do. You've been here nine years since the beginning. Can you give us a little bit of a perspective, Miranda, about some of the things that were announced at the show? >>How excited everybody is, customers, partners, combo folks. How do you now extend the message and the communications from go globally after the show ends? That's an awesome question. I'm really passionate about this. So you know, Monday we announced metallic, we announced a new head of channels and alliances and Mercer Rowe, we had crazy technology innovation announcements with activate, with the acceleration of the integration with Hedvig with the momentum release that we put out today. We're also doing cool stuff with our corporate social responsibility in terms of sponsoring the new business Avengers coalition. That's something that Chris Powell is really championing here at, at the show and also within combo. So we're very excited about that. And then when you add people like yourselves, you know the tech field day folks, because not everybody can be here, right? Not everybody can be at go. So being able to extend the opportunity for, for folks to participate in combo, go through things like the cube through things like tech field day and using our social media tools and just getting all of the good vibes that are here. Because as Al says, this really is an intimate show, but we try to extend that to anybody who wants to follow us, to anybody who wants to be a part of it. And that's something that we've really focused on the last couple of years to make sure that folks who aren't here can, can get an embrace the environment here at Commonweal go. >>It's such an important piece that you're here helping with the transition I talked about. It's important that some of the existing >>get new roles and do responsibility going forward. What's your role going to be and what should we expect to see from you personally? Somebody has got to mow the lawn. >>Yeah. >>But yes, do I, I'll stay on the board. Um, we're talking through that. I think I'll be a very active board, not just the legal side of the equation. Um, try and stay involved with customers and, and strategies and, and even, uh, potential acquisitions, those kinds of things. Um, I'm also wandering off into the university environment. Uh, my Alma mater is a university of Iowa. I'm on the board there and uh, I'm involved in setting up innovation centers and entrepreneurial programs and that kind of thing. Um, I'll keep doing my farming thing and uh, actually have some ideas on that. There's a lot of technology as you guys know, attacking Nat space. So, and like I said, I'll try to keep a lot of things linked back into a combo. >>What Al can have confidence in is that I will keep him busy. So there's that. And then I will also put on the table, we agree to disagree with our college athletic loyalties. So I'm a big kid just because we don't compete really. Right. So I mean, but if I won Kansas wherever to play, then we would just politely disagree. Yeah. Well that's good that you have this agreement in place. I would love to get some anecdotal feedback from you of some of the things that you've heard over the last three days with all this news, all these changes. What are you hearing from customers and partners who you've had relationships with for a very long time? >>I think they're, I think they're all really excited, but, and maybe I'm biased, but they liked the idea that we're trying to not throw out all the old focus on customers, focus on technologies, continue the innovation. I'm pleased that we, Miranda and the team started taking this theme of what we do to a personal level, you know, recovery and those kinds of things. It isn't just the money in the business outages. It's a really a effect on a personal lives. And that resonates. I hear that a lot. Um, I asked our bigger customers and they've loved us for our support, how we take care of them. The, the intimacy of the partnership, you know, and I think they feel pleased that that's staying yet there's lot of modern Emity if that's a good word. I think fokai was what you, I think it's the blend of things and I think that really excites people. >>We've heard that a lot. You guys did a great job with having customers on stage and as a marketer who does customer marketing programs, I think there's nothing more validating than the voice of a customer. But suddenly today that I thought was a pivot on that convo, did well as Sonic healthcare was on main stage. And then he came onto the program and I really liked how he talked about some of the failures that they've been through. You know, we had the NASA talking yesterday, NASA, 60 years young, very infamous, probably for failure is not an option, but it is a very real possibility whether you're talking about space flight or you're talking about data protection and cyber attacks and the rise of that. And it was really, I'd say, refreshing to hear the voice of a customer say, these are the areas in which we failed. This is how come they've helped us recover and how much better and stronger are they? Not just as a company as Sonic healthcare, but even as an individual person responsible for that. That was a really great message that you guys were able to extend to the audience today and we wanted to get that out. >>I loved that as well. I think that was good. I have also back on driving innovation, I always felt one of my biggest jobs was to not punish people that failed. Yeah. I, you know, with the whole engineering team, the bright people in marketing, I, I would be very down on them if they didn't try, but I never wanted them to feel bad about trying and never punish them. >>And one of the things Matthew said on main stage, first of all, I love him. He's great. He's been a longtime CommonWell supporter. I love his sense of humor. He said, you know, combo came to me and said, can you identify, you know, your biggest disaster recovery moment? And he was like, no, because there's so many. Yes. Right? Like there's so many when you're responsible for this. It's just the unpredictability of it is crazy. And so he couldn't identify one, but he had a series of anecdotes that I think really helped the audience identify with and understand this is, these are big time challenges that we're up against today. And hearing his use case and how con ball is helping him solve his heart problems, I think was really cool. You're right. I loved that too. He said, I couldn't name one. There are so many. That's reality, right? As data proliferates, which every industry is experiencing, there's a tremendous amount of opportunity. There's also great risk as technology advances for good. The bad actors also have access to that sort of technology. So his honesty, I thought was, was refreshing, but spot on. And what a great example for other customers to listen to the RA. To your point, I, if I punish people for failure, we're not going to learn from it. >>Yeah, you'll never move forward. >>Miranda. So much that we learn this week at the shows. Some, a lot of branding, a lot of customers, I know some people might be taking a couple of days off, but what should we expect to be seeing from con vault post go this year, >>continue to innovation. We're not letting our foot off the gas at all. Just continuing innovation as as as we integrate with Hedvig continued acceleration with metallic. I mean those guys are aggressive. They were built as a startup within an enterprise company built on Comvalt enterprise foundation. Those guys are often running, they are motivated, they're highly talented, highly skilled and they're going to market with a solution that is targeted at a specific market and those guys are really, really ready to go. So continued innovation with Hedvig integrate, sorry, integration with Hedvig with metallic. I think you're just going to be seeing a lot more from Combalt in the future on the heels of what we consider humbled, proud leadership with the Gartner magic quadrant. You know the one two punch with the Forrester wave. I think that you're just going to be seeing a lot more from Combalt and in terms of how we're really getting out there and aggressive. And that's not to mention Al, you know what we do with our core solutions. I mean today we just announced a bunch of enhancements to the core technology, which is, which is the bread and butter of, of what we do. So we're not letting the foot off the gas to be sure >>the team stay in really, really aggressive too. And the other thing I'd add as a major investor that I'm expecting is sales. Now I'd love to just your, your final thoughts that the culture of Convolt because while there's some acceleration and there's some change, I think some of the fundamentals stay the same. Yeah, it's, it's right to, and again, that's why I feel we're at a good point on this transition process. You alluded to it earlier, but I feel really good about the leadership that's in, they've treated me terrifically. I'm almost almost part of the team. I love that they're, they're trying to leverage off all the assets that were created in his company. Technology, obviously platform architecture, support base, our support capabilities. I, I told Sandy today I wish she really would have nailed the part about, and by the way, support and our capabilities with customers as a huge differentiator and it was part of our original, Stu knows he's heard me forever. Our original DNA, we wanted to focus on two things. Great technology, keep the great technology lead and customer support and satisfaction. So those elements, now you blend that stew with really terrific Salesforce. As Ricardo says, have you guys talk with Ricardo soon? But anyway, the head of sales is hiring great athletes, particularly for the enterprise space. Then you take it with a real terrific marketing organization that's focused, Oh, had modern techniques and analytics on all those things. You know, it's, it's in my opinion, as an investor especially, I'm expecting really good things >>bar's been set well. I can't think of a better way for Sue and me to our coverage owl veranda. Thank you. This has been fantastic. You've got to go. You get a lawn to mow, you've got a vacation to get onto and you need some wordsmithing would focus your rights. You have a flight ticket. They do five hours. Hi guys. Thank you. This has been awesome. Hashtag new comm vault for our guests and I, Lisa Martin, you've been watching the cubes coverage of Convault go and 19 we will see you next time.

>> Announcer: From Sand Hill Road in the heart of Silicon Valley, it's theCUBE, presenting the People First Network, insights from entrepreneurs and tech leaders. (bright electronic music) >> Everyone, welcome to this special CUBE conversation. We're here at Sand Hill Road at Mayfield Fund. This is theCUBE, co-creation of the People First Network content series. I'm John Furrier, host of theCUBE. Our next guest, Yuvi Kochar, who's the Data-centric Digital Transformation Strategist at GameStop. Variety of stints in the industry, going in cutting-edge problems around data, Washington Post, comScore, among others. You've got your own practice. From Washington, DC, thanks for joining us. >> Thank you, thanks for hosting me. >> This is a awesome conversation. We were just talking before we came on camera about data and the roles you've had over your career have been very interesting, and this seems to be the theme for some of the innovators that I've been interviewing and were on the People First is they see an advantage with technology, and they help companies, they grow companies, and they assist. You did a lot of different things, most notably that I recognized was the Washington Post, which is on the mainstream conversations now as a rebooted media company with a storied, historic experience from the Graham family. Jeff Bezos purchased them for a song, with my opinion, and now growing still, with the monetization, with subscriber base growing. I think they're number one in subscribers, I don't believe, I believe so. Interesting time for media and data. You've been there for what, how many years were you at the Washington Post? >> I spent about 13 years in the corporate office. So the Washington Post company was a conglomerate. They'd owned a lot of businesses. Not very well known to have owned Kaplan, education company. We owned Slate, we owned Newsweek, we owned TV stations and now they're into buying all kinds of stuff. So I was involved with a lot of varied businesses, but obviously, we were in the same building with the Washington Post, and I had front row seat to see the digital transformation of the media industry. >> John: Yeah, we-- >> And how we responded. >> Yeah, I want to dig into that because I think that illustrates kind of a lot what's happening now, we're seeing with cloud computing. Obviously, Cloud 1.0 and the rise of Amazon public cloud. Clearly, check, done that, a lot of companies, startups go there. Why would you provision a data center? You're a startup, you're crazy, but at some point, you can have a data center. Now, hybrid cloud's important. Devops, the application development market, building your own stack, is shifting now. It seems like the old days, but upside down. It's flipped around, where applications are in charge, data's critical for the application, infrastructure's now elastic. Unlike the old days of here's your infrastructure. You're limited to what you can run on it based on the infrastructure. >> Right. >> What's your thoughts on that? >> My thoughts are that, I'm a very, as my title suggests, data-centric person. So I think about everything data first. We were in a time when cloud-first is becoming old, and we are now moving into data-first because what's happening in the marketplace is the ability, the capability, of data analytics has reached a point where prediction, in any aspect of a business, has become really inexpensive. So empowering employees with prediction machines, whether you call them bots, or you call them analytics, or you call them machine learning, or AI, has become really inexpensive, and so I'm thinking more of applications, which are built data-out instead of data-in, which is you build process and you capture data, and then you decide, oh, maybe I should build some reporting. That's what we used to do. Now, you need to start with what's the data I have got? What's the data I need? What's the data I can get? We were just talking about, everybody needs a data monetization strategy. People don't realize how much asset is sitting in their data and where to monetize it and how to use it. >> It's interesting. I mean, I got my computer science degree in the 80s and one of the tracks I got a degree in was database, and let's just say that my main one was operating system. Database was kind of the throwaway at that time. It wasn't considered a big field. Database wasn't sexy at all. It was like, database, like. Now, if you're a database, you're a data guru, you're a rock star. The world has changed, but also databases are changing. It used to be one centralized database rules the world. Oracle made a lot of money with that, bought all their competitors. Now you have open source came into the realm, so the world of data is also limited by where the data's stored, how the data is retrieved, how the data moves around the network. This is a new dynamic. How do you look at that because, again, lagging in business has a lot to do with the data, whether it's in an application, that's one thing, but also having data available, not necessarily in real time, but if I'm going to work on something, I want the data set handy, which means I can download it or maybe get real-time. What's your thoughts on data as an element in all that moving around? >> So I think what you're talking about is still data analytics. How do I get insights about my business? How do I make decisions using data in a better way? What flexibility do I need? So you talk about open source, you think about MongoDB and those kind of databases. They give you a lot of flexibility. You can develop interesting insights very quickly, but I think that is still very much thinking about data in an old-school kind of way. I think what's happening now is we're teaching algorithms with data. So data is actually the software, right? So you get an open source algorithm. I mean Google and everybody else is happy to open source their algorithms. They're all available for free. But what, the asset is now the data, which means how you train your algorithm with your data, and then now, moving towards deploying it on the edge, which is you take an algorithm, you train it, then you deploy it on the edge in an IoT kind of environment, and now you're doing decision-making, whether it's self-driving cars, I mean those are great examples, but I think it's going down into very interesting spaces in enterprise, which is, so we have to all think about software differently because, actually, data is a software. >> That's an interesting take on it, and I love that. I mean I wrote a blog post in 2007 when we first started playing with the, in looking at the network effects on social media and those platforms was, I wrote a post, it was called Data is the New Development Kit. Development kit was what people did back then. They had a development kit and they would download stuff and then code, but the idea was is that data has to be part of the runtime and the compilation of, as software acts, data needs to be resident, not just here's a database, access it, pull it out, use it, present it, where data is much more of a key ingredient into the development. Is that kind of what you're getting at? >> Yes. >> Notion of-- >> And I think we're moving from the age of arithmetic-based machines, which is we put arithmetic onto chips, and we then made general-purpose chips, which were used to solve a huge amount of problems in the world. We're talking about, now, prediction machines on a chip, so you think about algorithms that are trained using data, which are going to be available on chips. And now you can do very interesting algorithmic work right on the edge devices, and so I think a lot of businesses, and I've seen that recently at GameStop, I think business leaders have a hard time understanding the change because we have moved from process-centric, process automation, how can I do it better? How can I be more productive? How can I make better decisions? We have trained our business partners on that kind of thinking, and now we are starting to say, no, no, no, we've got something that's going to help you make those decisions. >> It's interesting, you mentioned GameStop. Obviously, well-known, my sons are all gamers. I used to be a gamer back before I had kids, but then, can't keep up anymore. Got to be on that for so long, but GameStop was a retail giant in gaming. Okay, when they had physical displays, but now, with online, they're under pressure, and I had interviewed, again, at an Amazon event, this Best Buy CIO, and he says, "We don't compete with price anymore. "If they want to buy from Amazon, no problem, "but our store traffic is off the charts. "We personalize 50,000 emails a day." So personalization became their strategy, it was a data strategy. This is a user experience, not a purchase decision. Is this how you guys are thinking about it at GameStop? >> I think retail, if you look at the segment per se, personalization, Amazon obviously led the way, but it's obvious that personalization is key to attract the customer. If I don't know what games you play, or if I don't know what video you watched a little while ago, about which game, then I'm not offering you the product that you are most prone or are looking for or what you want to buy, and I think that's why personalization is key. I think that's-- >> John: And data drives that, and data drives that. >> Data drives that, and for personalization, if you look at retail, there's customer information. You need to know the customer. You need to know, understand the customer preferences, but then there's the product, and you need to marry the two. And that's where personalization comes into play. >> So I'll get your thoughts. You have, obviously, a great perspective on how tech has been built and now working on some real cutting-edge, clear view on what the future looks like. Totally agree with you, by the way, on the data. There's kind of an old guard/new guard, kind of two sides of the street, the winners and the losers, but hey, look, I think the old guard, if they don't innovate and become fresh and new and adopt the modern things that need to attract the new expectations and new experiences from their customers, are going to die. That being said, what is the success formula, because some people might say, hey, I'm data-driven. I'm doing it, look at me, I'm data. Well, not really. Well, how do you tell if someone's really data-driven or data-centric? What's the difference? Is there a tell sign? >> I think when you say the old guard, you're talking about companies that have large assets, that have been very successful in a business model that maybe they even innovated, like GameStop came up with pre-owned games, and for the longest of times, we've made huge amount of revenue and profit from that segment of our business. So yes, that's becoming old now, but I think the most important thing for large enterprises at least, to battle the incumbent, the new upstarts, is to develop strategies which are leveraging the new technologies, but are building on their existing capability, and that's what I drive at GameStop. >> And also the startups too, that they were here in a venture capital firm, we're at Mayfield Fund, doing this program, startups want to come and take a big market down, or come in on a narrow entry and get a position and then eat away at an incumbent. They could do it fast if they're data-centric. >> And I think it's speed is what you're talking about. I think the biggest challenge large companies have is an ability to to play the field at the speed of the new upstarts and the firms that Mayfield and others are investing in. That's the big challenge because you see this, you see an opportunity, but you're, and I saw that at the Washington Post. Everybody went to meetings and said, yes, we need to be digital, but they went-- >> They were talking. >> They went back to their desk and they had to print a paper, and so yes, so we'll be digital tomorrow, and that's very hard because, finally, the paper had to come out. >> Let's take us through the journey. You were the CTO, VP of Technology, Graham Holdings, Washington Post, they sold it to Jeff Bezos, well-documented, historic moment, but what a storied company, Washington Post, local paper, was the movie about it, all the historic things they've done from a reporting and journalism standpoint. We admire that. Then they hit, the media business starts changing, gets bloated, not making any money, online classifieds are dying, search engine marketing is growing, they have to adjust. You were there. What was the big, take us through that journey. >> I think the transformation was occurring really fast. The new opportunities were coming up fast. We were one of the first companies to set up a website, but we were not allowed to use the brand on the website because there was a lot of concern in the newsroom that we are going to use or put the brand on this misunderstood, nearly misunderstood opportunity. So I think it started there, and then-- >> John: This is classic old guard mentality. >> Yes, and it continued down because people had seen downturns. It's not like media companies hadn't been through downturns. They had, because the market crashes and we have a recession and there's a downturn, but it always came back because-- >> But this was a wave. I mean the thing is, downturns are economic and there's business that happens there, advertisers, consumption changes. This was a shift in their user base based upon a technology wave, and they didn't see it coming. >> And they hadn't ever experienced it. So they were experiencing it as it was happening, and I think it's very hard to respond to a transformation of that kind in a very old-- >> As a leader, how did you handle that? Give us an example of what you did, how you make your mark, how do you get them to move? What were some of the things that were notable moments? >> I think the main thing that happened there was that we spun out washingtonpost.com. So it became an independent business. It was actually running across the river. It moved out of the corporate offices. It went to a separate place. >> The renegades. >> And they were given-- >> John: Like Steve Jobs and the Macintosh team, they go into separate building. >> And we were given, I was the CTO of the dotcom for some time while we were turning over our CTO there, and we were given a lot of flexibility. We were not held accountable to the same level. We used the, obviously, we used-- >> John: You were running fast and loose. >> And we were, yes, we had a lot of flexibility and we were doing things differently. We were giving away the content in some way. On the online side, there was no pay wall. We started with a pay wall, but advertising kind of was so much more lucrative in the beginning, that the pay wall was shut down, and so I think we experimented a lot, and I think where we missed, and a lot of large companies miss, is that you need to leave your existing business behind and scale your new business, and I think that's very hard to do, which is, okay, we're going to, it's happening at GameStop. We're no longer completely have a control of the market where we are the primary source of where, you talk about your kids, where they go to get their games. They can get the games online and I think-- >> It's interesting, people are afraid to let go because they're so used to operating their business, and now it has to pivot to a new operating model and grow. Two different dynamics, growth, operation, operating and growing. Not all managers have that growth mindset. >> And I think there's also an experience thing. So most people who are in these businesses, who've been running these businesses very successfully, have not been watching what's happening in technology. And so the technology team comes out and says, look, let me show you what we can do. I think there has to be this open and very, very candid discussion around how we are going to transform-- >> How would you talk about your peer, developed peers out there, your peers and other CIOs, and even CISOs on the security side, have been dealing with the same suppliers over, and in fact, on the security side, the supplier base is getting larger. There's more tools coming out. I mean who wants another tool? So platform, tool, these are big decisions being made around companies, that if you want to be data-centric, you want to be a data-centric model, you got to understand platforms, not just buying tools. If you buy a hammer, they will look like a nail, and you have so many hammers, what version, so platform discussions come in. What's your thoughts on this? Because this is a cutting-edge topic we've been talking about with a lot of senior engineering leaders around Platform 2.0 coming, not like a classic platform to... >> Right, I think that each organization has to leverage or build their, our stack on top of commodity platforms. You talked about AWS or Azure or whatever cloud you use, and you take all their platform capability and services that they offer, but then on top of that, you structure your own platform with your vertical capabilities, which become your differentiators, which is what you take to market. You enable those for all your product lines, so that now you are building capability, which is a layer on top of, and the commodity platforms will continue to bite into your platform because they will start offering capabilities that earlier, I remember, I started at this company called BrassRing, recruitment automation. One of the first software-as-a-service companies, and I, we bought a little company, and the CTO there had built a web server. It was called, it was his name, it was called Barrett's Engine. (chuckles) And so-- >> Probably Apache with something built around it. >> So, in those days, we used to build our own web servers. But now today, you can't even find an engineer who will build a web server. >> I mean the web stack and these notions of just simple Web 1.0 building blocks of change. We've been calling it Cloud 2.0, and I want to get your thoughts on this because one of the things I've been riffing on lately is this, I remember Marc Andreessen wrote the famous article in Wall Street Journal, Software is Eating the World, which I agree with in general, no debate there, but also the 10x Engineer, you go into any forum online, talking about 10x Engineers, you get five different opinions, meaning, a 10x Engineer's an engineer who can do 10 times more work than an old school, old classical engineer. I bring this up because the notion of full stack developer used to be a real premium, but what you're talking about here with cloud is a horizontally scalable commodity layer with differentiation at the application level. That's not full stack, that's half stack. So you think the world's kind of changing. If you're going to be data-centric, the control plane is data. The software that's domain-specific is on top. That's what you're essentially letting out. >> That's what I'm talking about, but I think that also, what I'm beginning to find, and we've been working on a couple of projects, is you put the data scientists in the same room with engineers who write code, write software, and it's fascinating to see them communicate and collaborate. They do not talk the same language at all. >> John: What's it like? Give us a mental picture. >> So a data scientist-- >> Are they throwing rocks at each other? >> Well, nearly, because the data scientists come from the math side of the house. They're very math-oriented, they're very algorithm-oriented. Mathematical algorithms, whereas software engineers are much more logic-oriented, and they're thinking about scalability and a whole lot of other things, and if you think about, a data scientist develops an algorithm, it rarely scales. You have to actually then hand it to an engineer to rewrite it in a scalable form. >> I want to ask you a question on that. This is why I got you and you're an awesome guest. Thanks for your insights here, and we'll take a detour into machine learning. Machine learning really is what AI is about. AI is really nothing more than just, I love AI, it gets people excited about computer science, which is great. I mean my kids talk about AI, they don't talk about IoT, which is good that AI does that, but it's really machine learning. So there's two schools of thought on machine. I call it the Berkeley school on one end, not Berkeley per se but Berkeley talks about math, machine learning, math, math, math, and then you have other schools of thought that are on cognition, that machine learning should be more cognitive, less math-driven, spectrum of full math, full cognition, and everything in between. What's your thoughts on the relationship between math and cognition? >> Yeah, so it's interesting. You get gray hair and you kind of move up the stack, and I'm much more business-focused. These are tools. You can get passionate about either school of thought, but I think that what that does is you lose sight of what the business needs, and I think it's most important to start with what are we here trying to do, and what is the best tool? What is the approach that we should utilize to meet that need? Like the other day, we were looking at product data from GameStop, and we know that the quality of data should be better, but we found a simple algorithm that we could utilize to create product affinity. Now whether it's cognition or math, it doesn't matter. >> John: The outcome's the outcome. >> The outcome is the outcome, and so-- >> They're not mutually exclusive, and that's a good conversation debate but it really gets to your point of does it really matter as long as it's accurate and the data drives that, and this is where I think data is interesting. If you look at folks who are thinking about data, back to the cloud as an example, it's only good as what you can get access to, and cybersecurity, the transparency issue around sharing data becomes a big thing. Having access to the data's super important. How do you view that for, as CIOs, and start to think about they're re-architecting their organizations for these digital transformations. Is there a school of thought there? >> Yes, so I think data is now getting consolidated. For the longest time, we were building data warehouses, departmental data warehouses. You can go do your own analytics and just take your data and add whatever else you want to do, and so the part of data that's interesting to you becomes much more clean, much more reliable, but the rest, you don't care much about. I think given the new technologies that are available and the opportunity of the data, data is coming back together, and it's being put into a single place. >> (mumbles) Well, that's certainly a honeypot for a hacker, but we'll get that in a second. If you and I were doing a startup, we say, hey, let's, we've got a great idea, we're going to build something. How would we want to think about the data in terms of having data be a competitive advantage, being native into the architecture of the system. I'll say we use cloud unless we need some scale on premise for privacy reasons or whatever, but we would, how would we go to market, and we have an app, as apps defined, great use case, but I want to have extensibility around the data, I don't want to foreclose any future options, How should I think about my, how should we think about our data strategy? >> Yes, so there was a very interesting conversation I had just a month ago with a friend of mine who's working at a startup in New York, and they're going to build a solution, take it to market, and he said, "I want to try it only in a small market "and learn from it," and he's going very old school, focus groups, analytics, analysis, and I sat down, we sat at Grand Central Station, and we talked about how, today, he should be thinking about capturing the data and letting the data tell him what's working and what's not working, instead of trying to find focus groups and find very small data points to make big decisions. He should actually utilize the target, the POC market, to capture data and get ready for scale because if you want to go national after having run a test in... >> Des Moines, Iowa. >> Part of New York or wherever, then you need to already have built the data capability to scale that business in today's-- >> John: Is it a SaaS business? >> No, it's a service and-- >> So he can instrument it, just watch the data. >> And yes, but he's not thinking like that because most business people are still thinking the old way, and if you look at Uber and others, they have gone global at such a rapid pace because they're very data-centric, and they scale with data, and they don't scale with just let's go to that market and then let's try-- >> Yeah, ship often, get the data, then think of it as part of the life cycle of development. Don't think it as the old school, craft, launch it, and then see how it goes and watch it fail or succeed, and know six months later what happened, know immediately. >> And if you go data-centric, then you can turn the R&D crank really fast. Learn, test and learn, test and learn, test and learn at a very rapid pace. That changes the game, and I think people are beginning to realize that data needs to be thought about as the application and the service is being developed, because the data will help scale the service really fast. >> Data comes into applications. I love your line of data is the new software. That's better than the new oil, which has been said before, but data comes into the app. You also mentioned that app throws off data. >> Yuvi: Yes. >> We know that humans have personal, data exhaust all the time. Facebook made billions of dollars on our exhaust and our data. The role of data in and out of the application, the I/O of the application, is a new concept, you brought that up. I like that and I see that happening. How should we capture that data? This used to be log files. Now you got observability, all kinds of new words kind of coming into this cloud equation. How should people think about this? >> I think that has to be part of the design of your applications, because data is application, and you need to design the application with data in mind, and that needs to be thought of upfront, and not later. >> Yuvi, what's next for you? We're here in Sand Hill Road, VC firm, they're doing a lot of investments, you've got a great project with GameStop, you're advising startups, what's going on in your world? >> Yes, so I'm totally focused, as you probably are beginning to sense, on the opportunity that data is enabling, especially in the enterprise. I'm very interested in helping business understand how to leverage data, because this is another major shift that's occurring in the marketplace. Opportunities have opened up, prediction is becoming cheap and at scale, and I think any business runs on their capability to predict, what is the shirt I should buy? How many I should buy? What color should I buy? I think data is going to drive that prediction at scale. >> This is a legit way that everyone should pay attention to. All businesses, not just one-- >> All businesses, everything, because prediction is becoming cheap and automated and granular. That means you need to be able to not just, you need to empower your people with low-level prediction that comes out of the machines. >> Data is the new software. Yuvi, thanks so much for great insight. This is theCUBE conversation. I'm John Furrier here at Sand Hill Road at the Mayfield Fund, for the People First Network series. Thanks for watching. >> Yuvi: Thank you. 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>> Live from San Diego, California It's the queue covering Sisqo live US 2019 Tio by Cisco and its ecosystem. Barker's >> Welcome back to San Diego. Everybody watching the Cube, the leader and live check coverage. My name is David Locke. I'm here with my co host student in recovering Day to hear Sisqo live. 2019 on. On On. On on. Oswald is here. Excuse me. Sees the senior vice president of enterprise networking Engineering at Cisco. And John A postal, a polis. Italians in the Greeks. We have a lot in common. He is the VP and CTO of Enterprise Network. And get Sisko. Gentlemen, welcome to the Cube. How'd I do? Do you know it? Also, that you're bad, right? Thank you. All right, Good. Deal it out. Let's start with you. You guys have had a bunch of news lately. Uh, you're really kind of rethinking access to the network. Can you explain what's behind that to our audience? >> Yeah, even think about it. The network is getting has running more and more critical. Infrastructure at the same time is increasing. Bottom scale and complexity. What? We expected that you'll only be obvious. Violence on workspace is on the move. Are you? You're working here in your office, in the cafe, The sock off everywhere you want. An uninterrupted unplugged experience for that is violence. First, it's cloud driven and is dead optimist. So we had to rethink our way to access. It's not just about your laptops and your fool on the wireless network. In the end of the digital management systems, Coyote devices, everything is going to provide us with means reaching the access on that. But >> so, John, this obviously ties into, you know, you hear all the buzz about five g and WiFi. Six. Can you explain the connection? And you know what? We need to know about that. >> Okay, it's so fine. Five. Jean WiFi 62 new wireless technologies coming about now, and they're really awesome. So y fi six is the new version. WiFi. It's available today, and it's going to be available for down predominately indoors as wi WiFi indoors and high density environments where you need a large number. Large data bait for square meter una WiFi. Once again, the new WiFi six fight in the coverage indoors uh, five is going to be used predominately outdoors in the cellular frequency. Replacing conventional for Geo lt will provide you The broad coverage is your roam around outdoors. And what happens, though, is we need both. You need great coverage indoors, which wife Isis can provide, and you need great coverage outdoors. Which five year cried >> for G explosion kind of coincided with mobile yet obviously, and that caused a huge social change. And, of course, social media took off. What should we expect with five G? Is it? You know, I know adoption is gonna take a while. I'll talk about that, but it feels like it's more sort of be to be driven, but but maybe not. Can you >> see why 5 65 gr actually billions Some similar fundamental technology building blocks? You know you will be in the ball game for the Warriors game like a few weeks ago when they were winning on DH. After a bit of time to send that message. Video your kid something on the WiFi slow laden Z with WiFi, 61 have a problem. The WiFi six has four times the late in C 14. The throughput and capacity has existing y find Lowell Agency and also the battery life. You know, people say that that is the most important thing today. Like in the mass Maharaj three times the battery life for WiFi, 16 points. So you're gonna see a lot of use cases where you have inter walking within 556 and five g WiFi six foot indoors and find you for outdoor and some small overlap. But the whole idea is how do you ensure that these two disparate access networks are talking to each other explaining security policy and it is invisibility. >> Okay, so first what? Your warriors fan, right? Yeah. Awesome way. Want to see the Siri's keep going, baby? That was really exciting. Because I'm a Bruins fan, sir, on the plane the other night and in the JetBlue TV. Shut down, you know, So I immediately went to the mobile, But it was terrible experience, and I was going crazy checks in my friends. What's happening? You say that won't happen? Yeah, with five Julia and WiFi sexy. Exactly. Awesome. >> So, John, help connect for us. Enterprise. Not working. We've been talking about the new re architectures. You know, there's a c I there now intent based networking. How does this play into the five G and WiFi six discussion that we're having today? >> So one of the things that really matters to our customers and for everybody, basically, they want these sort of entering capability. They had some device is they want to talk to applications. They want access to data. We want to talk with other people or try ot things. So you need this sort of end twin capability wherever the ends are. So one of the things I've been working on a number of years now it's first all intent Basin that working, which we announced two and 1/2 years ago. And then multi domain, we try to connect across the different domains. Okay, well across campus and when, and data center all the way to the cloud and across the Service Fighter network and trad security has foundational across all of these. This was something that David Buckler and Chuck Robbins talked about at their keynote yesterday, and this is a huge area for us because we're going to make this single orchestrated capability crop customers to connect and to and no matter where the end of ices are >> alright so sewn on I have to believe that it's not the port, you know, administrator saying, Oh my God, I have all these signs of them. Is this where machine learning in A I come in to help me with all these disparate system absolutely are going very simple. Any user on any device had access to any application. Sitting in a data center in a cloud of multiple clouds over any network, you want that securely and seamlessly. You also wanna have nature. Its whole network is orchestrator automated, and you're the right visibility's recipes for idea on with the business insights on the eye. An ML. What's happening is there for the next book is going in complexity and skill. The number of alerts are growing up, so you are not able to figure it out. That's where the power of a I and machine learning comes. Think about it in the industry revolution, the Industrial Revolution made sure that you are. You don't have limitations or what humans can do right, like machines. And now we want to make sure businesses can benefit in the digital revolution, you know, in limited by what I can pass through all the logs and scrolls on ornament. Everything and that's the power of air and machine learning >> are there use cases where you would want some human augmentation. We don't necessarily want the machine taking over for you or Or Do you see this as a fully automated type of scenario? >> Yeah, so what happens is first ball visibility is really, really important. The operator of an effort wants the visibility and they want entwined across all these domains. So the first thing we do is we apply a lot of machine learning to get to take that immense amount of data is an unmentioned and to translate it into piece of information to insights into what's happening so that we could share to the user. And they can have visibility in terms of what's happened, how well it's happening. Are they anomalies? Are is this security threat so forth? And then we can find them additional feedback. Hate. This is anomaly. This could be a problem. This is the root cause of the problem, and we believe these are the solutions for what do you want to do? You wantto Do you want actuate one of these solutions and then they get to choose. >> And if you think of any other way, our goal is really take the bits and bytes of data on a network. Convert that data into information that information into insights that inside that lead to outcomes. Now you want. Also make sure that you can augment the power of a machine. Learning on those insights, you can build on exactly what's happening. For example, you want first baseline, your network, what's normal for your environment and when you have deviations and that anomalies. Then, you know, I don't know exactly what the problem is. Anyone automated the mediation of the problem. That's the power of A and women you >> When you guys as engineers, when you think about, you know, applying machine intelligence, there's a lot of, you know, innovation going on there. Do you home grow that? Do you open source it? Do you borrow? Explain the philosophy there in terms of it. From a development standpoint, >> development point of it is a combination of off all the aspects, like we will not green when they leave it all the exists. But it's always a lot of secrets are that you need to apply because everything flows through the network, right? If everything first netbooks, this quarter of information is not just a data link, their data source as well. So taking this district's also information. Normalizing it, harmonizing it, getting a pretty language. Applying the Alberta and machine learning, for example. We do that model, model learning and training in the clouds. Way to infants in the cloud, and you pushed the rules down. There's a combination, all of all, of that >> right, and you use whatever cloud tooling is available. But it sounds like it's really from an interest from a Cisco engineering standpoint. It's how you apply the machine intelligence for the benefit of your customers and those outcomes versus us. Thinking of Sisko is this new way I company right. That's not the ladder. It's the former. Is that >> fair? One of the things that's really important is that, as you know, Cisco has been making, uh, we've been designing a six for many years with really, really rich telemetry and, as you know, Data's key to doing good machine learning and stuff. So I've been designing the A six to do really time at wire speed telemetry and also to do various sorts of algorithmic work on the A six. Figure out. Hey, what is the real data you want to send up? And then we have optimized the OS Iowa sexy to be able to perform various algorithms there and also post containers where you could do more more machine learning at the switch at the router, even in the future, maybe at the A P and then with DNA Center way, have been able to gather all the data together in a single data life where we could form a machine learning on top. >> That's important, Point John mentioned, because you want Leo want layers and analytics. And that's why the cattle's 91 191 20 access point we launch has Cisco are basic that provides things like cleaning for spectrum were also the analytic from layer one level are literally a seven. I really like the line, actually from Chuck Robbins, yesterday said. The network sees everything, and Cisco wants to give you that visibility. Can you walk us through some of the new pieces? What, what what people, Either things that they might not have been aware of our new announcements this week as part of the Sisko, a network analytics, announced three things. First thing is automated based lining. What it really means. Is that what's normal for your environment, right? Because what's normal for your own environment may not be the same for my environment. Once I understand what that normal baseline is, then, as I have deviations I canto anomaly detection, I can call it an aggregate issues I can really bring down. Apply here and machine learning and narrow down the issues that are most critical for you to look at right now. Once and Aragon exact issue. I wanted the next thing, and that is what we call machine. Reasoning on machine reasoning is all about ordering the workflow off what you need to do to debug and fix the problem. You want the network to become smarter and smarter, the more you use it on. All of this is done through model learning and putting in the clouds infants in the cloud and pushing it down the rules as way have devices on line on time. So, >> do you see the day? If you think about the roadmap for for machine intelligence, do you see the day where the machine will actually do the remediation of that workflow. >> Absolutely. That's what we need to get you >> when you talk about the automated base lining is obviously a security, you know, use case there. Uh, maybe talk about that a little bit. And are there others? It really depends on your objective, right? If my objective is to drive more efficiency, lower costs, I presume. A baseline is where you start, right? So >> when I say baseline what I mean really, like, say, if I tell you that from this laptop to connect on a WiFi network, it took you three seconds and ask, Is that good or bad? You know, I don't know what the baseline for his environment. What's normal next time? If you take eight seconds on your baseline street, something is wrong. But what is wrong isn't a laptop issue isn't a version on the on your device is an application issue on network issue and our issue I don't know. That's why I'm machine learning will do exactly what the problem is. And then you use machine reasoning to fix a problem. >> Sorry. This is probably a stupid question, but how much data do you actually need. And how much time do you need to actually do a good job in that? That type of use case? >> What happens is you need the right data, Okay? And you're not sure where the right data is originally, which we do a lot of our expertise. It's this grass for 20 years is figuring out what the right data is and also with a lot of machine learning. We've done as well as a machine reason where we put together templates and so forth. We've basically gathered the right made for the right cause for the customer. And we refined that over time. So over time, like this venue here, the way this venue network, what it is, how it operates and so forth varies with time. We need to weigh need to refine that over time, keep it up to date and so forth. >> And when we talk about data, we're talking about tons of metadata here, right? I mean, do you see the day where there'll be more metadata than data? Yeah, it's a rhetorical question. All right, so So it's true you were hearing >> the definite zone. Lots of people learning about a building infrastructure is code. Tell us how the developer angle fits into what we've been discussing. >> Here we ask. So what happens is is part of intent based on African key parts of automation, right? And another key parts. The assurance. Well, it's what Devon it's trying to do right now by working with engineering with us and various partners are customers is putting together one of the key use cases that people have and what is code that can help them get that done. And what they're also doing is trying to the looking through the code. They're improving it, trying to instill best practice and stuff. So it's recently good po'd people can use and start building off. So we think this could be very valuable for our customers to help move into this more advanced automation and so forth. >> So architecture matters. We've touched upon it. But I want you to talk more about multi domain architectures wear Chuck Robbins. You know, talk about it. What is it? Why is it such a big deal on DH? How does it give Sisko competitive advantage? >> Think about it. I mean, my dad go being architectures. Nothing but all the components of a modern enterprise that look behind the scenes from giving access to a user or device to access for application and everything in between. Traditionally, each of these domains, like an access domain, the land domain can have 100 thousands off network know that device is. Each of these are configured General Manual to see a live my domain architectures almost teaching these various domains into one cohesive, data driven, automated programmable network. Your campus, your branch, your ran. But he doesn't and cloud with security as an integral part of it if it all. >> So it's really a customer view of an architecture isn't? Yeah, absolutely. Okay, that's good. I like that answer. I thought you're going to come out with a bunch of Cisco No mumbo jumbo in secret sauce. Now it really is you guys thinking about Okay, how would our customers need to architect there? >> But if you think about it, it's all about customer use case, for example, like we talked earlier today, we were walking everywhere on the bull's eye, in the cafe, in office and always on the goal. You're accessing your business school applications, whether it's webex salesforce dot com, 40 65. At the same time you're doing Facebook and what's happened. YouTube and other applications. Cisco has the van Domain will talk to Sisko. The domains action escalates and policies. So now you can cry tears the application that you want, which is business critical and fixing the night watchers but miss experience for you. But you want the best experience for that matter, where you are well >> on the security implications to I mean, you're basically busting down the security silos. Sort of the intent here, right? Right. Last thoughts on the show. San Diego last year. Orlando. We're in Barcelona earlier this year. >> I think it's been great so far. If you think about it in the last two years, we fill out the entire portfolio for the new access network when the cattle is 90. 100. Access points with WiFi six Switches Makes emission Campus core. Waterston, Controller Eyes for Unified Policy Data Center for Automation Analytics. Delia Spaces Business Insights Whole Access Network has been reinvented on It's a great time. >> Nice, strong summary, but John will give you the last word. >> What happens here is also everything about It says that we have 5,000 engineers have been doing this a couple years and we have a lot more in the pipe. So you're going to Seymour in six months from now Morn. Nine months and so forth. It's a very exciting time. >> Excellent. Guys. It is clear you like you say, completing the portfolio positioning for the next wave of of access. So congratulations on all the hard work I know a lot goes into it is Thank you very much for coming. All right, Keep it right there. David. Dante was stupid. And Lisa Martin is also in the house. We'll get back with the Cube. Sisqo live 2019 from San Diego.

>> No, that makes total sense. You've got me thinking a little bit. You see some of this right now going on general fitness and these thirty six minute classes will fit thirty six is awesome there. Big group No. One, their trainers. And they do a really good job of it. But the onset of maybe not such, um, high intensity aspects that you're doing. But you're promoting motor patterns, right? So it's not like, Okay, let's train for thirty six minutes. Generally was trained for forty five minutes. Let's train for an hour. But let's have a specific program that we're picking on to develop an athlete and push him in direction. So I mean by that is, I kind of see this in this is my attempt to digest cores. Mind not break it down and bring her with me. I thought you'd like to roost e a seven day period. And then you said in this period, I want to accomplish, you know, thiss five sets off total or five sets of ten reps and back squat and then your micro dose in mind like you, you slice it up, and so all of a sudden it doesn't become a five by ten because fifty total wrapped trying to get you won't take that ten reps here and twenty wraps here and maybe five reps here, and you put it in different ways. So if you look at it holistically, it's this very on the certainly first. See, it looks almost just organized, but looks like a lot happening at once. When you take us back, you look at a full truck, the full pies there, and so people they come and see me one of your workout So they see on Instagram that, oh, it's just Korea Doing, you know, appears to be basic patterns that kind of seem random. But really, you said, Okay, this is my goal. This is what I want from these guys and you're taking a step back. You applied it in a very strategic way. So it's not just people say, Oh, it's a fitness class. No, First off, Micro does seem just That's if I like, you know, a thirty minute workout. It's a thirty minute directed work out with the candle quantifiable goal over Baghdad, a period of time. Is that a fair assessment? I dove into the brain of Cory. No, my deal >> looked like this. Lookit. Let's look at another population. We look at prisoners when they go to the yard. How much time do they have a day? All right, >> You know what, >> Right. That's what I'm saying. Like, it's not a lot like they're locked up in a cell for the whole day. So when they go to the yard, they go ham on whatever's available, it ain't like they got this nice little hole like, Okay, we're going to do from squads. And they were gonna go to bench and they were going to Arlo, and we're going to do no. They pick something that is available and they go ham on it for an hour, and they're on really terrible food and really terrible environments, but tend to get really strong. Okay, well, that makes sense. So and you know what? They do it again the next day and the next day and the next day. So I'm not saying we're trained like prisoners, But what I'm saying is there's a reason why if I was to tell any elite level lifter, OK? All you can do today for thirty minutes is squad. What do you think's gonna happen? They're going to go heavy often. And they're going to be able to be fresh the next day to do the same thing. I mean, no one leaves a power lifting meet the next day saying, Oh, time to go train again. No, their body is trashed, right? Because of all the intensity that they didn't through multiple movements. Same idea, right? All I'm doing is isolating it. So, for instance, I'm looking for a specific response. If I want to train relative string, I want to find a movement that they can move a lot of way, obviously not through a high speed. And that's the movement we're going to do. If I want a absolute velocity, for instance, Woodchuck and Tendo terms, I want them to be very elastic. Reactive owned him to move very, very fast. Then I'm gonna pick a movement, say, like a barbell squad job. Maybe it's a credible swing. Maybe it's throws and then they're going to go ham on that. But if you just take that one isolated lift, I don't care. If you do tend doubles at it, you're not going to be that sword, especially if you've been doing this for over a year. First start the preseason. We gotta look at stress holistically. The biggest stress they have is basketball. So the last thing I'm going to do is beat them down. And here I'm just going to make sure that we'Ll stay on the cart. So you look at our total volume. It looks something like four sets of four. But by the time we're at the end of the season January, February, March, we're hitting our P R's and reason why we're hit Rp. Ours is because we've made this huge reservoir of stress that they're able tto handle. So now practises cut in half. So I have more reserves in the weight room. So that force that's afore we were hitting for those compound movements in preseason. Well, now they look like ten sets of doubles or twelve sets of singles because they have that reservoir. So now we're expressing in a controlled environment faster weights have your weights at the time of year that we're looking for those adaptations so that now we're quote unquote stronger and faster. We're trying to win the championship, not tryingto win it and the summer, which you generally see like thereby sent PR is before they go home and summer. Well, that's great. And then they go into their maintenance program for the season, which last six months. Can you maintain anything for longer than six? No, you can't, like, maybe your oil, but you've not wantto patients, you know? I'm saying so. You know, that's that's where it really came down to is I'm trying to find the best means to produce performance, >> so I'm on times Lower standard. Yeah. Please do not mind around it. So I get it correct. Nowhere earthly it's looking at How do we given work out at that? Fits? The current state needed the athlete, so Okay, there begin the year, right? Their capacity only so localize outside stressors to fit in the workout around the other twenty three hours. Right? And then you're applying a stressor that's heavy enough, but not too light. And you do it. I'm not not overly fatigued them, but at least stimulate them. So you working guide rails? Not a written in stone. A type of thing, >> right? Yeah. So yeah. Yeah. How Basically how I how I keep the best part of the best way to put it is what I've done this year that I haven't done in the past is abuse Tendo Units, I'm just That's my way of just monitoring. How about speed? Okay, Cool, because load is one thing. But once again, how do you move that load now? We're not We're not dicing up like, Oh, it's point seven. You're supposed to hit point five like up. You know, add thirty kilos or vice versa, right? Like you're not exact. But if you're within a range, it gives me a whole lot of details, all right? And then you're basically all we do from that point is record the wait, not the speed. I just keep them in a certain zone. Stay within this. You, for instance, our strength speed or a relative strength and strength. Speed movements can't go anything more than triples our speed, strength and are absolute velocity. You can't go anything over five reps. If you hit quote unquote those triples or those fives, then the next time you come in, guess what we get to upload if you're not above that was going to stick with the same load. And if you prove it within your early work sex, then we'LL have a little bit alert. But that's our way of day to day, keeping them on the road, if you will. >> No, that makes sense. Do I couldn't agree more. I see it carrying over so well. Universally way you looked at the origins of strength training and we're like Oh, came from Russia and even your ever pashanski for those people aren't nerds like myself. Russian sports science even started like appeared ization. It's kind of a made up thing, right? So one hundred percent made up haven't made up and it kind of came from the four years cycle of Russia itself. America takes that andan. What happens is you get the the non athlete world's intelligent public world. Everything is monetized, right? So it's like, Okay, we know that training really heavy every days and probably a good. So we're going to make these things called, you know, in small little workouts that might last twenty five minutes are our six minutes, you know, have a shrink it as Lois and possibly can. But no, let's make it not necessarily difficult, but challenging. Um and we make money office. We labeled something different and you see different fitness fads come off when I come and go. But a lot of because I got the capitalistic market monetization. People try to make money off of things. But that really does him from, like the athletic side. If you're thinking about Hey, I'm Cory. I'm dealing with Alex. I don't know how they're going to walk into my door today. I don't know if they're going to be high lower, you know, just normal. How can I then give myself the opportunity to provide environment where they can work successfully and and what you do, which is really cool, And I find it really inspiring kind of cheesy word. But you give a lot of ownership to all your athletes when it comes to selection of exercises and movements. And I find that to be something that we don't say. We as in the general world of anything sports, science and fitness don't always like to do. Um, and you say Okay, you know, credit. I'm wrong, Corey to I don't want take worth mountains, him incorrectly. Just so you know, here's a pattern and maybe select one of these three exercises that you feel like gets you ready. And what's so great about that? It removes the constraints of this exercise is the best. You know, this is the golden exercise and really, I mean you and I know it, but we want to feel good. We would always have a bench press when I came in town, but absolutely, it's like, Okay, let's let's really understand that it's not really a difference between Aback Squad versus upfront squad versus may be something of a trap, our poll, especially if you're using it to get the athlete ready. So talk. If you could talk a little bit about how you decide some of that and what led you down that path and giving those athletes that kind of ownership and understanding of you know, I want to do this versus I have to >> do this right? I mean, to me, autonomy is everything, because what you generally see and it's to me, it's almost criminal is everyone gets the piece of paper. They fill it out with me you get, then you do the same thing, right? You get that piece of paper the next day, fill it out. Get that piece of paper. Next thing, fill it out. And then four years later you go. Well, I'm leaving now. Where's my piece of paper For the rest of my life. Oh, so you didn't really learn how to train, did you? You didn't really learn what worked for you. You didn't really In the really issue is like I deal with crazy, different levers. I mean, I got guys that are five eight all the way to seven foot. So you can't tell me there's a golden exercise that it doesn't exist in my world. >> I >> like knowing you're on. I would love to have everybody do the exact same thing. They love doing it. And they all do it very, very well so that I can have my little lab and I can have my control and I can show. Hey, guys, look how much better we got this year because of my implementation. Bax Wass What? What does that say? That says that I care more about what I'm doing more than what's best for that athlete and what they're doing if you really the real reason why I got to this autonomy stage is when I realized what I do is such a small percentage of their overall success and the reason why I say that I'm not necessarily saying I agree with hit or disagree with Hit, but you could have a hit program. You could have an Olympic based program. You could have your holistic based program, whatever you want to say, and I see the hit program Win a national championship and I'm like, what happened? Like I don't agree with that program, but they won well, it's all about it's all about the dude's. So if I can give quote unquote my dudes the best training environment that works for them. So what I mean by that is Look, here's a squad. You hate doing back squats because the bar on your back, it's jerking the hell out of your shoulders because you don't like to be an external rotation will. Then maybe I'm just going to hate. How about this Bar safety squad bar that feel better? Cool court. My knees are super tender away. It's basketball. Everybody's needs at some point this season, every a super tender last thing I'm going to do is put them in an environment. Teo, flame up those tendons so that they can't perform at a higher level on the basketball court. So what are we going to do? Well, let's Hinch, how about we just do some already? L stay. How about we do some kettle bell swings? Maybe some tribe are dead. Lift. It doesn't necessarily have to be this golden exercise that everybody fits in. And I think really what it stands from is that strength coaches got approved to their sport coaches that we'll look at, our numbers go up and they have to have a control to do that. And the exact opposite. It's a sport. Coaches coming down saying one of our guys bench. Well, if our sport coaches cares so much about bench press, well, then what do you think I got to do? Well, I gotta bench my guys so we could get those numbers so I could look like, you know, I'm validated my job. Well, how about we take something that's oh, universally accepted. So how about a counter movement? Jump out force plate. Now, I'm not saying everybody has forced plates, but you could just use jump height. Friend sits. Who cares how you got there? As long as you are trending right, that's all that matters. Why should we be fixated to a certain methodology or a certain pattern or not? Pattern but exercise. Just give them a pattern, let him choose. And to be honest with you, if it feels right, it's going to fly, right? If it feels good to do attract bar squat, opposed to doing a front squat well, they're probably gonna put more load and they put more load that I'm going to get the stress response adaptation. If I don't like the front squat because it's choking me the hell out. Well, then I'm probably not going to put his much load on it. Now, I have a negative connotation now have all these internal stress is going on, and then I'm gonna have a weird as look atyou, saying I don't like what we're doing in here. So now you think the quote unquote Byeon is going to be there. So now we're not getting any stresses that are going to give me that positive adaptation I'm looking for. So at the end of the day, if I can give them the education tto, learn how to do these movements and how to choose for themselves, well, then now it's not just what they did here for four years. I just gave them skills for the rest of their life. And if they're good enough to play pros now, they can take that and they can articulate it to the next coaching stuff so they could do a better >> job. No, that's that's awesome, man like this. A lot of things I want. I head into their I'LL keep it all Diamond all nine hundred promised. But I couldn't agree more and one of things that you say, you know, let's have a king P I They said jump high, for example, a point of reference. Then let's not care what we d'Oh, to the extent I mean not care. But let's not constrain ourselves of what we dio in order to improve that k p I. So the way I think about it, it's kind of like you ever use waze before that? Yes, that we got right. It knows to things and knows where you are. It knows where you were. If you're driving, it knows where you're going. Road. And then as okay, all I care about getting to point B So it will take you on detours left and right. Little Granny is driving slow in front of you for the pothole. If whatever is going to find the best way to get there, it doesn't care how it gets there, right, Right. And so work that it's say, OK, let's get the sevens environment where we can learn. And we know we need to get to be for me. And I'm not gonna say to go in a straight line because you might go through building and crashing hit pedestrians. We're gonna find a way to get to be. We're going to find a way that makes sense for the athlete and yourself. So my teaching them, you know, let's have you like and learn to do some of these movements then don't know taking a left at this next stop light to get to point B will be quicker than you saying go straight because they're the one in the driver's seat, right? And if that educational environment where you start to look at this a really complex system, her planting a really simple abie model and apply it to something as complex as the human body so that we can learn. And the example I give. It's like, you know, the ways part like, that's the more complex and assumptions we make more room for aeri half All right, we'Ll screw this. We assume that the sumo gets here. Well, if we assume in order to get to A to B, we got a one a two a three a four, a five. But any point on the line that, you know, assumption breaks, we don't get to be all right, you guys, you stuck at a whatever and doing. You know, we have to follow this waterfall method. It's very much a living method where things come in, things come out, things make you change. But you know what? You want to go? I >> mean, it's we work in team sports. Like the only objective we are the only objective that matters is wins and losses, period. Right? So if I wasn't a stopwatch sport, maybe my mind would change a little bit, right? Maybe I got okay. We need to drift towards this because literally it's did you get faster? Did you not get faster? Right? Swimming whatever you're doing, maybe these are the things we need to do more often to make that happen. But I'm dealing with incompetent. I mean great human beings, but just physically incompetent. There's still learning about their bodies were still growing into their bodies. I think it's the most arrogance thing that a strength coach could do is to say, Here's a program that's gonna get you better for six weeks. What? What is that? Even here's a block that's going to get youto point me. How do you know Like, till you know Saddamist like, can you honestly tell me that following this six week plan is doing that? Hey, they got sport practice. They got exams, they got pick up your tell me none of those factors could potentially there off your little plan or that your little plan can go up. They're KP eyes, if you will, or their Their goal is just a play basketball. So that to me, that's where as this thing, it's like the most arrogant thing in our field and it just drives me up the wall. But the other day, like I got a sport coach who has all the faith in the world of me gives me the keys to the castle. He just tells me, Do what you think is best. I I report the numbers that he doesn't even know he needs. That's what's awesome about he's like Chord. I just trust you like these were things that I want to see my guys do. We want a quote unquote play fast. Well, okay, here's some standards that we can set And these Airways that we know we got quote unquote faster. Now, from the technical tactical aspect, that's where you guys come in and you guys got it. Apply what you think is best to make that happen, right? But I gave you the physical requirements. I told you exactly what you need to get done and how we got there. Now you guys apply the technical tactical aspect. And then there we go. Now we have a happy marriage is long as I can supply valuable information. It doesn't matter what the information ISS, and that's where everybody gets stuck on these controlled environment numbers like like looking, swatting inventions like Who cares? Like Who cares about written load? Load gets you to here right after that, it's all about It's all about speed. It's all about rhythm coordination, your vestibular system that there's so many things that go into making. You better not just, uh, put three fifteen on the back squat suite. No, >> that's you know. Yes, yes, I agree. I'm not going to deviate too far. My ma, you know how I work or my mind races and I don't go in straight lines. I apologized immediately. Good. I was thinking about your friend mentioned earlier. It was everything that this lately, too. People who've been the private sector's I work in personal training, and I worked in exercise clinic for two and a half years. Iowa State, where don't older adults randall off cool testing on them. But ultimately they showed up because they enjoy it. And one things that I think we I don't mean We have everybody some people forget is that it needs to be enjoyable back. And when you're in a private sector and you're literally your food is the ability for something to come back to you. Hey, it's really different and you start. You said Okay, you know what exercise and movement do you like, and then you manipulate How do I make that exercise the most effective exercise for that person? And that's what you kind of mentioned with the educational process for your athletes. You're taking this approach. Where? How did you get them to win? Firstly, they gotta want to be here, but they don't want to be who I try hard. And secondly, no Adam, take ownership of these movements. I really like that concept because it's really melting in the world of Hey, you're here. You have to get better. But everyone knows when you want to get better. Vs have to get better, right? The be out a little different and unusual marks Lefton excited to move. I just keep thinking about that from like the private side. That's really where, like the general public, and you could deal with great Alan to deal with a lot of athletes who really want to be there. But unfortunately, majority the world doesn't want to work out like they're they're not interested, and I hate to make an assumption, but it's hard not to think that it's either them not knowing or them intimidated that have to do something in there, right? Right. I'm like that mindset a beam to apply. Okay, let's have an ownership model that drives it, because if you talk to people, her successful personal trainers, they have a way to make sure people come back. Oh, for should join a box in a way that a strength coach you're no environment might not even have to be exposed to just because it's the nature of >> well, for me, like the off season. I mean, when I get a freshman, that's a great thing about basketball. But I get a freshman. I mean, maybe they picked up some weights like a B. There's still just such a greenhorn in the weight room. They don't know what's good and what's bad, right? So, essentially the off season is a little bit of dictatorship like Sorry, I'm to tell you what to do because you don't know shit, right? But the goal is to earn that autonomy as well. So, you know, my guys that are kind of like slaps like for the whole offseason. Well, their leashes a lot tighter like Nah, bro, you're going to do this because I know you need to do this. You have earned the right to have that a top. So I want to make sure that that's, like pretty clear, too, because if you just give autonomy all day and there's going to run over you. But the one aspect that I think that is so important with our autonomy is it's my biggest performance enhancer, and I actually had dated Approve it. Like if I just look at my C M J members from our force plates once again. Yes, there are some maybe eight sets of doubles or six sets of triples or whatever, right? But once again, that is Tendo based, like to a certain agree with most of our movement. So you know, it could be a triple. It could be a double. It could be a single. It depends on where they fall in on along those lines, but essentially the flexibility of the sets and wraps, the unbelievable latitude of the movement pattern that they're doing. But yet counter movement jumps in February. They are p r ng, not season. P R's. I'm talking life top ers Guys that have been here for three years are hidden from nineteen point one to twenty six point four. I can't say names the twenty six point four in February. So what does that say? It says that my biggest performance enhancer is the kids saying I want to do that. Cool. That's what we're going to do. >> No, I love it that zik perfect. If you want to be there, you're intense. Going to be high. You're going to try harder. You're going toe actually care about what you d'oh and that mindset really house dr an aspect of performance that otherwise we can't because all internal right korea we really started wrapping up towards the end you buy a couple questions for you before you go yourself thank you i appreciate it it's always good to have you next way clich a weekly cycle korea >> will make a >> record you know fire i slowly thanks for having you guys we wanted to come with because you're a scientist I mean, if you had to share a bitter fight and this is to anybody and this isn't their coach, Jenny, where nobody is looking to enhance their fitness, their performance, um, their overall well being You that with activity, right? How is what would you advise someone to get into and regards Tio training our house to someone Initiate That's on top of the micro dose in a kind of giving that much of credit here, obviously some e How does someone injured? I heard it put that way and I'll get straight to the point that one look into into exercise probably should do some form of micro dose in to see if you even like it everyone to overdose. How do they start that process if they're not athletes per se how they decide where they began? >> Well, essentially is what do you want to end up like, What's the what's the point beyond ways, right? Do you just want to look aesthetically better? How aesthetically do you want to look? Do you wanna look like a big body voter? Do you want to look like a swimmer? What do you want to look like? And I think that the vein than fan ity. And I mean, that's what drives my basketball players there in tank tops here around. Of course, they want nice arms. Right? So there's certain things that you gotta know. Like, I want to look like this. Now, some of the performance guys, Maybe I wantto sprint faster or jump higher. Like that's a whole another aspect. But we're talking about general population number one. What do you wanna look like? Okay, so if I'm three hundred pounds and I want to lose some body fat for my own general health and I want to, you know, be more presentable, if you will. And smaller clothing. Well, then maybe just walking ten minutes every day, and then you start adding layers to it, So Okay, You know what I mean? Killing these walks. How about we go Stairmaster? Okay, that's a little tougher. Okay, how about we introduce maybe some med ball exercises because that's not necessarily too complex to do that. I can do it through different ranges. It's easy to manipulate. Okay, Now, let's take a dumb bill or kettle bill. Then we work our way to a bar bill and now. Oh, man, what do you know? I just dropped one hundred pounds and in them. Oh, before all of that eating. But like, we're just talking about the physical aspects, but as far as that, where do you want to be? Okay, I want to look like Brad Pitt. OK, for one, get plastic surgery. But if you want to look cool air at Brad Pitt and Fight Club Okay, well, these are the things that I need to do. So let's reverse into near the process, okay? He cut his little jack, so that means he's got muscular strength. OK, cool. So that means weights are going to get involved at some point we'll he got really lean for this too. So my general fitness sucks. Maybe I just need to start with walking. Maybe a jump rope, maybe just medicine Ball toss is something that's super easy. The number one. What's going to make me more consistent? What consistency is goingto win? It's not. They'll work out you do that's going to make you go from a counter movement jumped a nineteen point one to twenty six point for It's the consistency that got you there. All right. That was a two year process for that kid. Just to get to that point, right? If you try to hijack the system, if you try to go, I want to get from point A to point Z like that. Well, you're going to run into multiple things. One possibly injury and two. What's the real reason why you're Russian? The real reason why you Russians, Because I don't want to be there in first place. Now you've just ruined the whole concept. Now you've just ruined the journey. To me, that is much more important. Like when I used to be a fake body motor, if you will, that when I try to get ready for shows. I don't remember the show at all. The only thing I remembered was those nights where I was damn hungry those mornings where I had to get up, do my quote unquote fasted cardio meal prep backs without remember only big. How I was on stage for forty five seconds like that was twelve weeks for forty five seconds. Right? So that's where you gotta understand like it's the beauty or what is it that Jake whole line of the beauty is in the is in the cash. Basically what? The thing that you want to fall in love with the most is the adversity that they were going to fall in love with the most is the stressful points. That's what's going to create the beauty, if you will remember that Jake Colon. But essentially, that Google >> search really quick pressure that the Brad Pitt Fight Club I >> mean, that dude was solid, Man, that was a solid right. May like Brad Pitt. He was a pretty boy until fight club. And I was like, Yo, that is some white trash. I would not mess with him. He can go. >> Uh, great. I love it. Lastly, Yeah. Course lesson. Where do we find you? On social media and other venues? Assault media were coming here more than beauty and wonder himself. >> Yeah. So Instagram is probably what you can find me on the most slash strength as C h L E s strength. You could find me there pretty active on it. You want to see so naked cats? So to sphinx, with my beautiful wife and ah, multiple podcast. I'm on a lot of different podcast that you just Google. I, too, are goingto iTunes type in my name. You'LL find many other platforms where I go into a lot more depth about how we train on And then, of course, speaking engagements. I do multiple speaking, engage with the nationally and internationally. And so there's opportunities to meet me in person there. >> There's beauty in the struggle. >> There is beauty in the struggle. This beauty >> I got my end. >> Yes, there is beauty in the struggle. That's when they >> get here in Britain, right? Right there. Where >> you Brooks. But there's beauty in the struggle >> A lasting well, Korea appreciate you have coming on here. I mean, I hope something useful. I >> was one hundred percent. My pleasure, Max. I love working with you, man. >> Now you do. And anybody curious about Corey? I mean, I really encourage checking out his social media. Yeah, I know. It's a lot of crazy stuff on Instagram that is really thought provoking. Put it that way and I can't believe it. Oh, my goodness. I can't let you escape Korea quite yet. >> Well, what you got? >> Uh, whole off the exit. Give me five minutes on it. I was going to ask his social media is going to ask. Yeah, way rehab itself. Yeah, to spring loaded monster man who means you want to share a little bit on this because I know you have been doing this yourself. Yeah, this is it in chorus singer based Achilles program. I love some of the actors. I love thee, not the unloaded foot contact under your hand motion who was seen Alice into this isn't the course in a chair, and he's for lack of better words. Words. MacInnis foot on the floor like a pogo stick and doing extremely extremely unloaded movements early on that site, too early on but in the rehab process itself to introduce low level plyometrics, He's doing band assisted jumps. He's doing isometrics. He's doing heavy squads. He's doing some bar bell curls. All things important for the curies. >> Sure are. Absolutely yeah beyond you. My understandings of the lower leg complex is off the charts because of my injury. So for the viewer's eye, tor macula or a ruptured my Achilles tendon with a full rupture but right at the insertion, which is the very atypical tear because I've been dealing teno sis for over a year before I tore it. So they had it cut me up top to bring me down low, if you will. So usually Achilles ruptures that all they do is bring it together and then tie it. There are. So it through the mind was at the very bottom. So essentially, they had to cut me up top toh length and me and then, uh, suitors through. So is very atypical, which sucks only that that part sucks. Spike. Um, it's not that I am Well, maybe a little bit arrogant, but I honestly want to take full control of my physical therapy because I think that intuitively I understand the process not just of rehab, but of how to increase performance. So all I did was watered down as much of that is possible and truly started as soon as I got to the pain free. And so, yeah, with all the unloaded stuff, it just made sense to me like that's something you just don't see in physical therapy to It's kind of blows. My mind is what's the first thing to go like when you get older? What happens? Will you lose your ability to do very forceful things or to lose power or the ability to generate power. So that's the first thing that came in my mind when I rupture. Or when a Torme Achilles was okay. I need to go back and not be old because essentially, I'm staying still. So if I'm staying still, it's like use it or lose it protocol. So from that perspective, I told myself, I need to move fast at some point. So I started with all my available limbs at the time, just moving fast. Then I progress toe when my suitors seal or excuse me with my I want my wound healed. I got into the pool, so that's the most is about is unloaded. You should get, and all it did was just frail. My leg and there a cz muchas I could through different planes and of course, he has fold up. But of course, it's going to like your adding a stress. And so I just did it Mohr or Mohr. And so I just Kim. Training fast, even though, is the most unloaded way you can do it. And then, like Max was talking about, I got to a seated position and I just started doing be most unloaded pogo jumps you've ever seen or ankle pops or whatever you want to call it. So then I transition to standing on it isometrics, then putting more force into the forefoot isometrics. And then I started using the bands I mean super heavy bands and then just started like Pogo's and then start lighting the bands I went to arm went the body weight. To me, it's like super common sense, but I don't know, maybe the physical world. It doesn't really look at it that way. They look at it and isolation opposed to global. So to me, I knew if I could quickly get back to global patterns that I will be able to promote healing faster. And so, like Chase talked about, his last one ought to be a far protocols. Luckily, I had him as a resource to help me with my healing process, but right now, on that four and a half months, almost five months, and I'm doing some pretty cool things if just to give you a point of reference. Dez Bryant, wide receiver. He tore his a week after mine, and essentially, you guys Essentially, he's What's a similar athletes level athlete? You know, very someone. Uh, actually, he's going to be up until eight to nine months. John Wall tour has a few months after mine. He's going to be an entire year for his process. Boog, Golden State warriors took him a whole year to get back on my goal. If I can get it back and lesson seven months, that means I did something, right? >> No, I love it. Well, that's tough stuff. Get to see if you check out his instagram page. So me, please, dear, do yourself a service. Go check out the man. He's a good dude, Tio. So sometimes no kid. Don't >> you know you're right there, e >> I don't want call corps on a bad day. >> You >> know, it's all good now. I really appreciate it, man. Thanks for being on here. And, uh, again we follow sometime in near future. I feel I'm expecting that shirt. By the way, where is my core bighead T shirt? >> You know, I want to find one of my earlier body building picks, and I'm gonna put it on a T shirts and, Tio, >> I love it. How I rocked the hell out of it. Man, >> you're beard in a most >> and be right here. Yes, right behind. Maybe my postal records slash proposing bronze and gold. You're welcome. You're welcome. An absolutely huge in that >> purple banana hammock to >> Wouldn't ask for another way. What? The full real deal. Korean stage. Ready, you know. Awesome. Well armed man up that thing. You guys, Listen, I appreciate it. Great South Korea on. If we're curious about finding more, check him out on instagram and look for Teo. No doing more. These in near future. >> Awesome. Thanks, Max.

>> Live from Toronto Canada, it's The Cube, covering Global Cloud and Blockchain Summit 2018, brought to you by The Cube. >> Hello, everyone welcome back to The Cube's live coverage here in Toronto for the first Global Cloud and Blockchain Summit in conjunction with the Blockchain futurist happening this week it's run. I'm John Fourier, my cohost Dave Vellante, we're here with Cube alumni, Bradley Rotter, pioneer Blockchain investor, seasoned pro was there in the early days as an investor in hedge funds, continuing to understand the impacts of cryptocurrency, and its impact for investors, and long on many of the crypto. Made some great predictions on The Cube last time at Polycon in the Bahamas. Bradley, great to see you, welcome back. >> Thank you, good to see both of you. >> Good to have you back. >> So I want to just get this out there because you have an interesting background, you're in the cutting edge, on the front lines, but you also have a history. You were early before the hedge fund craze, as a pioneer than. >> Yeah. >> Talk about that and than how it connects to today, and see if you see some similarities, talk about that. >> I actually had begun trading commodity futures contracts when I was 15. I grew up on a farm in Iowa, which is a small state in the Midwest. >> I've heard of it. >> And I was in charge of >> Was it a test market? (laughing) >> I was in charge of hedging our one corn contract so I learned learned the mechanisms of the market. It was great experience. I traded commodities all the way through college. I got to go to West Point as undergrad. And I raced back to Chicago as soon as I could to go to the University of Chicago because that's where commodities were trading. So I'd go to night school at night at the University of Chicago and listen to Nobel laureates talk about the official market theory and during the day I was trading on the floor of the the Chicago Board of Trade and the Chicago Mercantile Exchange. Grown men yelling, kicking, screaming, shoving and spitting, it was fabulous. (laughing) >> Sounds like Blockchain today. (laughing) >> So is that what the dynamic is, obviously we've seen the revolution, certainly of capital formation, capital deployment, efficiency, liquidity all those things are happening, how does that connect today? What's your vision of today's market? Obviously lost thirty billion dollars in value over the past 24 hours as of today and we've taken a little bit of a haircut, significant haircut, since you came on The Cube, and you actually were first to predict around February, was a February? >> February, yeah. >> You kind of called the market at that time, so props to that, >> Yup. >> Hope you're on the right >> Thank you. >> side of those shorts >> Thank you. >> But what's going on? What is happening in the capital markets, liquidity, why are the prices dropping? What's the shift? So just a recap, at the time in February, you said look I'm on short term bear, on Bitcoin, and may be other crypto because all the money that's been made. the people who made it didn't think they had to pay taxes. And now they're realizing, and you were right on. You said up and up through sort of tax season it's going to be soft and then it's going to come back and it's exactly what happened. Now it's flipped again, so your thoughts? >> So my epiphany was I woke up in the middle of the night and said oh my God, I've been to this rodeo before. I was trading utility tokens twenty years ago when they were called something else, IRUs, do you remember that term? IRU was the indefeasible right to use a strand of fiber, and as the internet started kicking off people were crazy about laying bandwidth. Firms like Global Crossing we're laying cable all over the ocean floors and they laid too much cable and the cable became dark, the fiber became dark, and firms like Global Crossing, Enron, Enron went under really as a result of that miss allocation. And so it occurred to me these utility tokens now are very similar in characteristic except to produce a utility token you don't have to rent a boat and lay cable on the ocean floor in order to produce one of these utility tokens, that everybody's buying, I mean it takes literally minutes to produce a token. So in a nutshell it's too many damn tokens. It was like the peak of the internet, which we were all involved in. It occurred to me then in January of 2000 the market was demanding internet shares and the market was really good at producing internet shares, too many of them, and it went down. So I think we're in a similar situation with cryptocurrency, the Wall Street did come in, there were a hundred plus hedge funds of all shapes and sizes scrambling and buying crypto in the fall of last year. It's kind of like Napoleon's reason for attacking Russia, seemed like a good idea at the time. (laughing) And so we're now in a corrective phase but literally there's been too many tokens. There are so many tokens that we as humans can't even deal with that. >> And the outlook, what's the outlook for you? I mean, I'll see there's some systemic things going to be flushed out, but you long on certain areas? What do you what do you see as a bright light at the end of the tunnel or sort right in front of you? What's happening from a market that you're excited about? >> At a macro scale I think it's apparent that the internet deserves its own currency, of course it does and there will be an internet currency. The trick is which currency shall that be? Bitcoin was was a brilliant construct, the the inventor of Bitcoin should get a Nobel Prize, and I hope she does. (laughing) >> 'Cause Satoshi is female, everyone knows that. (laughing) >> I got that from you actually. (laughing) But it may not be Bitcoin and that's why we have to be a little sanguine here. You know, people got a little bit too optimistic, Bitcoin's going to a hundred grand, no it's going to five hundred grand. I mean, those are all red flags based on my experience of trading on the floor and investing in hedge funds. Bitcoin, I think I'm disappointed in Bitcoins adoption, you know it's still very difficult to use Bitcoin and I was hoping by now that that would be a different scenario but it really isn't. Very few people use Bitcoin in their daily lives. I do, I've been paying my son his allowance for years in Bitcoin. Son of a bitch is rich now. (laughing) >> Damn, so on terms of like the long game, you seeing the developers adopted a theory and that was classic, you know the decentralized applications. We're here at a Cloud Blockchain kind of convergence conference where developers mattered on the Cloud. You saw a great developer, stakeholders with Amazon, Cloud native, certainly there's a lot of developers trying to make things easier, faster, smarter, with crypto. >> Yup. >> So, but all at the same time it's hard for developers. Hearing things like EOS coming on, trying to get developers. So there's a race for developer adoption, this is a major factor in some of the success and price drops too. Your thoughts on, you know the impact, has that changed anything? I mean, the Ethereum at the lowest it's been all year. >> Yup. Yeah well, that was that was fairly predictable and I've talked about that at number of talks I've given. There's only one thing that all of these ICOs have had in common, they're long Ethereum. They own Ethereum, and many of those projects, even out the the few ICO projects that I've selectively been advising I begged them to do once they raised their money in Ethereum is to convert it into cash. I said you're not in the Ethereum business, you're in whatever business that you're in. Many of them ported on to that stake, again caught up in the excitement about the the potential price appreciation but they lost track of what business they were really in. They were speculating in Ethereum. Yeah, I said they might as well been speculating in Apple stock. >> They could have done better then Ethereum. >> Much better. >> Too much supply, too many damn tokens, and they're easy to make. That's the issue. >> Yeah. >> And you've got lots of people making them. When one of the first guys I met in this space was Vitalik Buterin, he was 18 at the time and I remember meeting him I thought, this is one of the smartest guys I've ever met. It was a really fun meeting. I remember when the meeting ended and I walked away I was about 35 feet away and he LinkedIn with me. Which I thought was cute. >> That's awesome, talk about what you're investing-- >> But, now there's probably a thousand Vitalik Buterin's in the space. Many of them are at this conference. >> And a lot of people have plans. >> Super smart, great ideas, and boom, token. >> And they're producing new tokens. They're all better improved, they're borrowing the best attributes of each but we've got too many damn tokens. It's hard for us humans to be able to keep track of that. It's almost like requiring a complicated new browser download for every website you went to. We just can't do that. >> Is the analog, you remember the dot com days, you referred to it earlier, there was quality, and the quality lasted, sustained, you know, the Amazon's, the eBay's, the PayPal's, etc, are there analogs in this market, in your view, can you sniff out the sort of quality? >> There are definitely analogs, I think, but I think one of the greatest metrics that we can we can look at is that utility token being utilized? Not many of them are being utilized. I was giving a talk last month, 350 people in the audience, and I said show of hands, how many people have used a utility token this year? One hand went up. I go, Ethereum? Ethereum. Will we be using utility tokens in the future? Of course we will but it's going to have to get a whole lot easier for us humans to be able to deal with them, and understand them, and not lose them, that's the big issue. This is just as much a cybersecurity play as it is a digital currency play. >> Elaborate on that, that thought, why is more cyber security playing? >> Well, I've had an extensive background in cyber security as an investor, my mantra since 9/11 has been to invest in catalyze companies that impact the security of the homeland. A wide variety of security plays but primarily, cyber security. It occurred to me that the most valuable data in the world used to be in the Pentagon. That's no longer the case. Two reasons basically, one, the data has already been stolen. (laughing) Not funny. Two, if you steal the plans for the next generation F39 Joint Strike Force fighter, good for you, there's only two buyers. (laughing) The most valuable data in the world today, as we sit here, is a Bitcoin private key, and they're coming for them. Prominent Bitcoin holders are being hunted, kidnapped, extorted, I mean it's a rather extraordinary thing. So the cybersecurity aspect of if all of our assets are going to be digitized you better damn well keep those keys secure and so that's why I've been focused on the cybersecurity aspect. Rivets, one of the ICOs that I invested in is developing software that turns on the power of the hardware TPM, trusted execution environment, that's already on your phone. It's a place to hold keys in hardware. So that becomes fundamentally important in holding your keys. >> I mean certainly we heard stories about kidnapping that private key, I mean still how do you protect that? That's a good question, that's a really interesting question. Is it like consensus, do you have multiple people involved, do you get beaten up until you hand over your private key? >> It's been happening. It's been happening. >> What about the security token versus utility tokens? A lot of tokens now, so there's yeah, too many tokens on the utility side, but now there's a surge towards security tokens, and Greg Bettinger wrote this morning that the market has changed over and the investor side's looking more and more like traditional in structures and companies, raising money. So security token has been a, I think relief for some people in the US for sure around investing in structures they understand. Is that a real dynamic or is that going to sustain itself? How do you see security tokens? >> And we heard in the panel this morning, you were in there, where they were predicting the future of the valuation of the security tokens by the end of the year doubling, tripling, what ever it was, but what are your thoughts? >> I think security tokens are going to be the next big thing, they have so many advantages to what we now regard as share certificates. My most exciting project is that I'm heavily involved in is a project called the Entanglement Institute. That's going to, in the process of issuing security infrastructure tokens, so our idea is a public-private partnership with the US government to build the first mega quantum computing center in Newport, Rhode Island. Now the private part of the public-private partnership by the issuance of tokens you have tremendous advantages to the way securities are issued now, transparency, liquidity. Infrastructure investments are not very liquid, and if they were made more liquid more people would buy them. It occurred to me it would have been a really good idea if grandpa would have invested in the Hoover Dam. Didn't have the chance. We think that there's a substantial demand of US citizens that would love to invest in our own country and would do so if it were more liquid, if it was more transparent, if the costs were less of issuing those tokens. >> More efficient, yeah. >> So you see that as a potential way to fund public infrastructure build-outs? >> It will be helpful if infrastructure is financed in the future. >> How do you see the structure on the streets, this comes up all the time, there's different answers to this. There's not like there's one, we've seen multiple but I'm putting a security token, what am i securing against, cash flow, equity, right to convert to utility tokens? So we're starting to see a variety of mechanisms, 'cause you have to investor a security outcome. >> Yeah, so as an investor, what do you look for? >> Well, I think it's almost limitless of what these smart securities, you know can be capable of, for example one of the things that were that we're talking with various parts of the government is thinking about the tax credit. The tax credit that have been talked about at the Trump administration, that could be really changed on its head if you were able to use smart securities, if you will. Who says that the tax credit for a certain project has to be the same as all other projects? The president has promised a 1.5 trillion dollar infrastructure investment program and so far he's only 1.5 trillion away from the goal. It hasn't started yet. Wilbur Ross when, in the transition team, I had seen the white paper that he had written, was suggesting an 82% tax credit for infrastructure investment. I'm going 82%, oh my God, I've never. It's an unfathomable number. If it were 82% it would be the strongest fiscal stimulus of your lifetime and it's a crazy number, it's too big. And then I started thinking about it, maybe an 82% tax credit is warranted for a critical infrastructure as important as quantum computing or cyber security. >> Cyber security. >> Exactly, very good point, and maybe the tax credit is 15% for another bridge over the Mississippi River. We already got those. So a smart infrastructure token would allow the Larry Kudlow to turn the dial and allow economic incentive to differ based on the importance of the project. >> The value of the project. >> That is a big idea. >> That is a big idea. >> That is what we're working on. >> That is a big idea, that is a smart contract, smart securities that have allocations, and efficiencies, and incentives that aren't perverse or generic. >> It aligns with the value of the society he needs, right. Talk about quantum computing more, the potential, why quantum, what attracted you to quantum? What do you see as the future of quantum computing? >> You know, you don't you don't have to own very much Bitcoin before what wakes you up in the middle of the night is quantum computing. It's a hundred million times faster than computing as we know it today. The reason that I'm involved in this project, I believe it's a matter of national security that we form a national initiative to gain quantum supremacy, or I call it data supremacy. And right now we're lagging, the Chinese have focused on this acutely and are actually ahead, I believe of the United States. And it's going to take a national initiative, it's going to take a Manhattan Project, and that's that's really what Entanglement Institute is, is a current day Manhattan Project partnering with government and three-letter agencies, private industry, we have to hunt as a pack and focus on this or we're going to be left behind. >> And that's where that's based out of. >> Newport, Rhode Island. >> And so you got some DC presence in there too? >> Yes lots of DC presence, this is being called Quantum summer in Washington DC. Many are crediting the Entanglement Institute for that because they've been up and down the halls of Congress and DOD and other-- >> Love to introduce you to Bob Picciano, Cube alumni who heads up quantum computing for IBM, would be a great connection. They're doing trying to work their, great chips to building, open that up. Bradley thanks for coming on and sharing your perspective. Always great to see you, impeccable vision, you've got a great vision. I love the big ideas, smart securities, it's coming, that is, I think very clear. >> Thank you for sharing. >> Thank you. The Cube coverage here live in Toronto. The Cube, I'm John Furrier, Dave Vellante, more live coverage, day one of three days of wall-to-wall coverage of the Blockchain futurist conference. This is the first global Cloud Blockchain Summit here kicking off the whole week. Stay with us for more after this short break.

>> Announcer: Live from Las Vegas, it's the Cube, covering Dell Technologies World, 2018, brought to you by Dell EMC and it's ecosystem partners. >> Well welcome back to Las Vegas, the Cube, continuing our coverage here of Dell Technologies World 2018, with some 14 thousand strong in attendance. This is day two by the way, of three days of coverage that you'll be seeing here live on the Cube. Along with Keith Townsend, I'm John Walls and we're now joined by Alex Almeida, who is the consultant of product marketing at Dell EMC, and Bob Bender who is the CTO of Founders Federal Credit Union, Bob, good to see you as well, sir. >> Thank you, thank you for having me. >> You bet, thanks for being here to both of you. First off, let's just set the table for what you do at Founders and what Founders is all about and then why Dell, and how Dell figures into your picture. >> Sure, so Founders Federal Credit Union established in 1950 we're a regional financial institution providing basic services for that area in South and North Carolina. We now service over 32 areas and we have about 210 thousand plus members. So I'm Chief Technology Officer and we're looking to Dell EMC to really give us a lift in the cyber resilience of our data, what we're trying to protect today. >> Keith and I were talking too, and said we always like hearing on the customer side of this, especially on the financial side, right? Because your concerns are grave concerns, right? We all care about our money, right? And obviously that's first and foremost for you, having trust, credibility, liability. So tell us a little bit about that thought process in general, what drives your business and how that then transfers over to DIT. >> Sure, and as a member, you look at us, big or small, you expect the same cyber resilience, protection for your personal information, you don't think there's going to be a difference there. So if you look at the Carolina's, you're going to see a significant, or the southeast, we've been picked on with malware, with that data extortion of what the name, ransomware, so we had to find a solution quickly and we looked at Dell EMC for data protection and cyber recovery to really help us in that area and really protect our data. >> So let's talk about some of the threats faced. Outside of malware, typically the line of thought is, you know what, don't assume that you can prevent getting hacked, assume that you are hacked, what personas do you guys wear as a bank, or as a credit union? >> Well, we looked at that and what we did is we get really involved and we go out and we see that event, the breach, the malware, the ransomware, and so we really thought, we lack the ability of bringing assets under governance, so how do we really roll that up so that everybody knows at any point in time, we can recover, that we have kind of a isolated recovery, an air gap, or a data bunker, and then a clean room to bring that up, a Sandbox. And we really saw that our tape media backup recovery was not going to recover for the events that were happening, the old days, you're looking at one or two critical systems that are being recovered. Today, they're locking 500, 1500 servers in a matter of minutes. So, when you rehydrate that data, you know, the deduplication, we're seeing 72 to one and that's done very fast, through the product lines of Dell EMC, significant, but when you want to rehydrate that, the data's gone, it's just not there. Well, if you take away that air gap situation, what're you left with? And if they're smart enough to figure out where your backups are, you're left with no protection, so we really needed to isolate and put off network all that critical data. And because of that 72 to one dedupe rate, and I realize we may be unique, there's others that may have to choose what those critical systems are, we're not going to have to, we're going to protect everything, every day, and so that we have a recovery point that we can point to and show management and our board and our members, such as you guys, that we can recover, that you're going to have trust in us handling your financial responsibilities. >> So what specific technologies are you guys using from Dell to create this environment in which you can recover within these isolated bubbles? >> You know, I'll let Alex talk more specific, but we really looked at the data protection solution, and a cyber solution, we said phase one, we want to stand this up very quickly because it's any minute this could happen to us. It's happening to very smart establishments. We really picked what was going to optimize our first iteration of this, and we did it quickly, so we're talking a roll out in 45 days. We used Data Domain, Avamar, DD Boost, we've got Data Protection Advisor, which gives me, whether I'm here or I'm off at another conference, or I'm showing up at the office, I get instant results of what we did the day before for that recovery. I know that we're in the petabyte storage business, I don't know when we crossed that line, but now we store you know, a huge amount of data very quickly. I mean, we took their product line and went from hours down to seconds and I can move that window any which way I want, and so it's just empowering to be able to use that product line to protect our data the way we are today. >> Yeah, I think the Dell EMC cyber recovery solution really is kind of looking at solving the problem, most people look at it from solving it as a preventative thing, how do I prevent malware from happening, how do I stop ransomware from attacking me? The thing is is that it's all about really, how are you going to recover from that? And having plan to be able to recover. And with the way we approached it, we started talking to customers like Bob, and they were really coming to us and saying, you know, this is increasing, this is an increasing problem that we're seeing and it's inevitable, we feel we're going to be attacked at some point. And you see on the news today, you know, we're only a little bit through the year and there's been a lot of news on cyber attacks and things like that. The key thing is how do you recover? So we took at that in conversations with our customers and went specifically back and designed a solution that leverages the best in industry technology that we have with our data protection portfolio. So when you look at data deduplication, you look at Data Domain, that technology in the industry provides the fastest recovery possible. And from there, that makes it realistic for companies to really say, yeah, I can recover from a ransomware attack. And the more important thing is, we look at this as the isolation piece of the solution is really where the value comes in. Not only is it to get a clean copy of the data, but you can use that for analysis of that data in that clean room to be able to detect early on problems that may be happening in your production environment. And it's really important that that recovery aspect be stressed and really the Data Domain solution is kind of the enabler there. >> It's still a really tough spot to be in, right? Because on one hand you're protecting, you're trying to prevent, so you're building the fortress as best you can, and at the same time, you're developing a recovery solution so that if there is a violation, an intrusion, you're going to be okay, but the fact is the data's gone, you know, it went out the door, and so I'm just curious psychologically, you know, how do you deal with that, with your board, with your ownership, with your customers? How do you deal with it, Alex, to your customer, just saying we're going to do all we can to keep this safe, >> Absolutely. >> But so that but is a big caviada, right? How do both of you deal with that? >> Yeah. >> First off... >> I'll say this, working with the Dell EMC engineers and their business partners, I'm sleeping better at night, and I'm not just saying that being here, what I mean is that they've shrunk my backup window, they've guaranteed me reporting and a infrastructure IQ of that environment that I have more insight, integrated, so across, holistically, my enterprise. So no longer am I adding on different components to complete backups, this backup, this company, this... I never get that insight, and I never really have the evidence that we're restoring, I can do the store and the restore at the same time and see that next day in reporting, that we're achieving that. I hear that but, but that but is a little quieter because you know, it's just a little less impactful because I'm confident now that I've got a very efficient window. I'm not effecting again, with those add on, ad hoc products, not condemning 'em, but, they're impactful to critical applications, I can see response time during peak times, the product doesn't have that effect. And it's really exciting because now I can, you know, I've got to rip and replace, I got to lift and shift, you decide what the acronyms you want to add to it, but we... The big thing I want to add, and sorry to ramble here a little, >> You're fine. >> Yep, yep. Our run books are becoming smaller. And this is, the less complex, now we're taking keep the lights on people that are very frustrated with our acronyms and our terminology and the way we're going and I'm starting to bring them into the cyber resilience, cyber security environment and they're feeling empowered and I'm getting more creative ideas and that means, more creative ideas means we're back as a business solving problems, not worrying if our backups are done at two in the morning. >> And from a Dell EMC perspective, I think we're really uniquely positioned in the industry, in that, not just from Dell EMC, but we look at all of Dell technologies, right? When we incorporate the fact that we have best in class data protection solutions to do operational recovery, disaster recovery, the next logical step is to really augment that and really start looking at cyber recovery, right? And then when you look at that and you look at the power of Dell technologies, it's really a layered approach, how do I layer my data protection solutions to do operational recovery, to do disaster recovery? And then at the same time, throw in a little RSA and SecureWorks in there into the picture and we're really uniquely positioned as a vendor in the industry, no other vendor can really handle that breadth in the industry from a cyber recovery standpoint when you throw in the likes of RSA and SecureWorks. >> So, Alex, let's drill down in the overall capability versus the rest of the industry. There's been a ton of investment in data protection, 90 million, 100 million, we're seeing unicorns pop up over just this use case of data protection. And they're making no qualms at it, they're going right at the Data Domain business. What is the message that you're going out and telling any users like Bob, that, you know what, stay the course, Data Domain, the portfolio of data protection at Dell is the best way to recover your environment in case of a breach. >> Yeah, absolutely. So in terms of that, what I say to customers I talk to every day around this, that are maybe doubting you know, going forward and what they're going to do, is that we are continuing to innovate, that Data Domain platform continues to innovate, you see that in our cloud scenarios, in the cloud, you know, use cases that we're talking about, and really kind of working together with our customers as a partner on how we apply things like cyber recovery for their workloads that go into the cloud, right? And that's really through that working relationship with customers and that very strong investment that we're making on the engineering side with our roadmaps is really what customers, at the end of the day become convinced that Data Domain is here to stay. >> So, Bob I'd love to follow up on-- >> Bob: Can I add on to that? >> Please. >> You know, I think the couple things you pointed on that I probably missed, is one, you've given me options, I can be on pram or off pram or back to on pram, and that is with the product line. And again, that integration across that, I have to have that insight, but at the end of the day, Dell EMC's product line delivers and that's what we experienced in our relationship. We're not talking about... 72 to one dedupe rate, I know that's, I triple checked the facts, it's like really, we're achieving that? That's impactful to my project lines, right? I'm no longer a bottle neck because I'm back at the projects and we're getting stuff moving and we're just not confused by the technology or the way we have to, you know, kind of bandaid them together, it's just one place to go and it delivers. And we see that delivery, especially with the growth of the Data Domain and the addition of the Sandbox, it's very exciting, we're seeing some great performance on our new systems. >> Yeah, and we hear that a lot about the flexibility of the portfolio and the data protection, the fact that, Bob mentioned it many times, making the backup window disappear is really where the heart of it is. And now Bob's team an all the customers that I've talked to and their teams can go off and actually move the business forward with more innovation and bringing more value back to the business. >> Part of security is disaster recovery. Do you guys integrate your disaster recovery practice as part of your Data Domain implementation? >> I think that's a great question. We've challenged our DR group, external also, we saw incident response component, just a big empty hole, it's missing. And I think that's a change in mindset people have to implement, as you pointed out, incident response is going to be before the disaster. And if you don't stand up, you're, look our data's gone mobile, that means it's everywhere, and we have to follow it everywhere with the same protection in the end of the day, no matter where we sit, we own it, we're responsible for it, so we have to go after it in the same protection. So I think it is part of that, we're integrating it, I think we confused a couple companies with that, but you got to stand up those foundation services, the cyber security, the data life cycle has made the cyber security become much more complex. And the use, the business use of that data is becoming more demanding, so we had to make it available, so we had to be transparent with these products and Kudos to Dell EMC and all the engineers making this happen. I don't know what I would be doing if it wasn't there for me. >> Keith: Well thank you, Bob. >> You know, and I'll tell you what strikes me a little bit about this, as we have just a final moment here, is that we think about cyber invasions and violations, what have you, we think about it on a global or a national scale. I mean, you are a very successful regional business, right? And you are just as prime of a target for malfeasance as any and you need to take these prophylactic measures just as aggressively as any enterprise. >> Right, right. If you look at the names, I mean, you just go down the list, Boeing, Mecklenburg County, City of Atlanta, you know, not to name 'em and pick on 'em but they're still recovering. And our business resilience, our reputation is all we have, we're there, you know, our critical asset is your data, that is what we say, you know, the story we tell is how we protect that and that's our services and if at the end of the day you don't trust our services, what are we? >> Alex: That's right. >> Not enough just to protect and prevent, you have to be able to recover. >> So to have a business partner that really understands, and I know I'm a little, maybe a little smaller than some of your others, but you still treat me like I'm... And you still listen to me, I bring you ideas, you say this fits, let's see what we can do. Your engineers go back and they say, you know, we can't say yes, but we can say we're going to take a different approach and come back with a solution. So it's very, very exciting to have a partner that does that with you. >> No, it's a great lesson, it is, it's great. Although, as I say goodbye here, I am a little disappointed when I heard you're from South Carolina I was expecting this wonderful southern accent to come out. (laughing) it just, Bob, what happened? >> You know, I'm an Iowa boy. >> John: You got a little yankee in ya'. >> There you go. Maybe they'll say a little more than a little. >> Alright, gentlemen, thanks for being with us. >> Thank you very much for having us. >> Thanks for sharing the Founders Federal story. Back with more from Las Vegas, you're watching the Cube, we're in Dell Technologies World 2018.

>> Narrator: Live from Orlando, Florida, it's the cube. Covering Pentaho World 2017. Brought to you by Hitachi Ventara >> Welcome back to The Cube's live coverage of Pentaho World brought to you by Hitachi Ventara. I'm your host Rebecca Knight. Along with my co-host Dave Vellante. We have two guests today from the Universal Service Administrative company. First Sachin Batra who is the Senior Manager, Information Architecture and Tom Nesbitt, Senior Manager, Systems and Data Analytics. Welcome, thanks so much for coming on The Cube. >> Thanks. >> Thank you. >> So, first tell our viewers a little bit what the Universal Service Administrative Company is and what it does. >> Sure USAC, Universal Service Administrative Company, was created as a result of the Telecommunications Act of 1996 so that act deregulated the telecommunications industry and opened it up for competition. Along with that, the United States Federal Government passed legislation to create the Universal Service Fund. This fund, basically, supports four programs. High costs, we have a low income program, we have rural healthcare program, we also have our E-Rate or schools and libraries program. >> Okay, so, what are you doing here are Pentaho? It's a relatively new company. How do you use Pentaho? >> We're going to share our experience and our journey to become a data driven organization and how Pentaho has helped us to achieve this mission. >> When you talk about data driven organization, that means a lot of different things, to a lot of different people. What does it meant to you guys and how does it fit into your mission? >> For me, I think the first thing is the availability of data. So, historically, a lot of business people have had a hard time getting to the data. So, Pentaho has really freed the data and made it available. For me, step one is freeing the data. From there, it's then becoming more sophisticated in terms of analyzing the data, using the data to manage your day to day operations. >> So, can you describe the before and after? Maybe, the Pentaho journey? What was life like before and how did that change? >> Sasha: Oh, you want to go ahead? >> No, I can go. So, typically, I'll just say ten years ago. You would typically have to put in a request to get data or to get a report. You want a report on the state of Texas and you would have to open up a ticket, get in a line, and wait for someone to fulfill that. Now with Pentaho, we've built self-service models. So, the user can go in themselves and just create the report on the fly. So, we're talking weeks down to minutes. >> Dave: Oh, okay. >> Just to add on to that, we also have now enterprise data warehouse available so now we can do enterprise level reporting and analytics. Rather than just doing a program level reports. >> Can you give our viewers an example of what kind of a report someone would need and what could be implemented after that reports gotten? >> Sure, a lot of our reporting is about funding. We cover products and services for telecommunications. We'll do a lot of report at the national level but we may run state reports, as well. Maybe we have an inquiry, someone wants to know how's our funding in Iowa, how many applications have we completed, what type of products and services are we covered, which schools and libraries have we funded. >> How would you describe the way in which you measure the success of the mission, and how are you doing? >> The focus is a lot about ensuring we provide the right funding to the right schools and libraries and hopefully do it quickly. It's accuracy, and it's also speed. Those are, probably, the two elements. Then, of course, it's the connectivity in the classroom. Ultimately, we're trying to ensure that our products and services lead to connectivity in the classroom as well as libraries. >> How does it work? Is it like winning the lottery? You just say, "hey good news" then somebody knocks at your door or how do you inform folks, how do you collaborate with them, what's the prerequisite on their end, or requisite, things that they have to do? Is there a give and a get? >> There's applications people have to fill out. So, each year, there's a series of applications that have to be completed. We do have a special application window for funding. It's, typically, about 75 days. All the schools and libraries across the country will go ahead and fill out their applications and it's their request of what they would like to receive funding for. So, it's a special time. (chuckles) >> So, we're hearing a lot about the social innovation piece of Pentaho and how that is really one of the real approaches that it takes to business. This double bottom-line and your organization really fulfills that principle that it's trying to make good on. How does working with Hitachi Ventara and the Pentaho product, what's that relationship like there? >> I would say with the Pentaho product, it has really helped us a lot to achieve our mission. We can do a lot more reporting, enterprise level reporting, analytics. Users have the data available at their hands. They can just quickly drag and drop and create their own reports and analytics. >> How does this change employees lives? As you've said, it used to take weeks, months, now it's minutes. >> I think if you've got an operational issue or problem you get a report, maybe there's a problem with data point, or maybe there's a certain set of applications that aren't getting processed quickly enough. We can more quickly identify that problem and respond. So, it's again, identification, and then the magnitude. Is it a small problem or a big problem? Again, by freeing the data and giving it to the managers, they can better manage their operations. And we can hopefully provide better funding, faster funding to schools and libraries across the country. >> Can you take us inside your data journey? What are the sources of data? How have those sources multiplied over time, and how you're dealing with that. >> Sure, when we started we only were thinking about the four programs. So, we wanted to start with Pentaho with the four different programs. We have extracted the data from the four different transactional db's, the four programs. Like, low-income, schools and libraries, RHC, high cost areas, and then we extract this with the help of PDI and load it into our program data marks. And on the top of that, we are making Pentaho sit and then we can report and analyze based on that. >> Maybe, talk a little bit about data quality. You have to trust the data. As the data grows, it's got to be harder and harder to maintain data quality and governance and those sort of boring but important things. >> Yeah, that's been a challenge. We obtain data from other sources. So, a lot of our data is driven by what our applicants put into our forms. So, through Pentaho and other tools, we can mine that data and find out, oh, maybe the person put down the wrong county that they live in, believe it or not. We need to correct that. We do get a lot of outside data brought in and we have to make sure it's, we can use cleaning devices to make sure it's accurate. >> So, you're kind of living the data world. You talk about data driven mission. Today you hear all this buzz about AI, and machine learning, and deep learning, and all these fancy buzzwords. Do they have meaning for you, are you thinking about applying them to your organization, and if so, why? What are the outcomes that you're hoping for? >> Sure, not that much AI but I think we are planning to go more toward the predicted analytics. So, we are going to look at that very soon. We want to be proactive rather than reactive. So we want to respond to the problem proactively. >> So, that means what? Identify areas that are in need before they inform you or anticipating other problems? Describe what problems you'd be solving. >> With our application review process we receive a large number of applications. A lot of them are very similar. So, we can hopefully, put the similar ones that are within our control points and push those through more quickly. Whereas, if we have some outliers we can then, maybe, scrutinize that a little bit more. So, some type of predictive analysis to say, hey this is within a range, it's okay, let's fund it. No, this one needs a lot more scrutiny. >> Okay, so, ensuring better outcomes really? >> Tom: Yes. >> Aligning with those is really the objective, right? Okay. Great. >> So, here at Pentaho World, there's many practitioners who are sharing best practices, learning from each other. Here's how we're using the product. What are you hearing, what are you learning, are there things that as a government agency, part of the FCC, that you are going to be able to take back home and implement? >> I think what I have seen in the last couple of presentations we can do a lot more with the Pentaho version 7.0 and 8.0. You can actually visualize the data right from, when you're extracting the data. Which, I really liked it. I'm pretty sure we're going to apply that and then make the data available in the hands of business much much early rather than later. >> And, I'd also say dashboards. There's nothing better than a slick dashboard with all the metrics right there, clean display, clear indications if your meeting your goals or not. So, I think that's a scenario we have a lot of opportunity for growth. >> Where do you expect to get the viz? Is that something that comes out of Pentaho or are you going to have to bring in other third party tools? >> I think we can do it in Pentaho with custom dashboards. >> Sure, we can do custom dashboards and we are also doing some GIS analytics that we can actually embed into Pentaho portal or even any other open-data portal. >> What did you think of this morning... Did you see the keynote this morning? >> Tom: Yep. >> How did that, I don't know if you're one of the hands that went up when they said who does business with Hitachi, probably no, most people were no. So, you have this big conglomerate, great company, known name, but not really sure exactly what it is they do. As a customer, what was your sense of the keynote, the messaging, does it matter to you, are you indifferent to that or is it meaningful? >> For me, it opened up my eyes about what the possibilities are. And the key is also to be proactive, right? You don't want to be, even though we're a government agency, we act on behalf of the government. We'd like to think we can stay at the forefront and leverage these greats tools and stay current. Because we're all dealing with so much more data and everyone's asked to do everything faster, even though there's more data. >> So what's your key take-away from this conference? >> Better use Pentaho product. (Rebecca laughs) Which we are actually using but the new versions. Apply those, the concepts, and get some more out of it. >> So, I got to ask you, When you think about the governments use of data. There's nobody more sophisticated. Of course, the guys who really use that data in sophisticated ways nobody knows what they do. You can't talk to them, I'm sure they don't expose you to their secrets. But, the government is so enormous, so, as they say, sophisticated. I mean, I'm sure there's a bell curve. But, are there ways to share best practice with non-confidential or classified information? Are you learning from your colleagues? Is there some kind of pipeline to share best practice? Or are you kind of on your own? >> We're actually sharing our practices. We collaborate with FCC and see what they are doing. Where are they in the technology and we share what our experience also. Over here there are some other common institutions, which are here at conference and we are talking to them and how they're leveraging the data, how they're leveraging the product, and how they're better using this product. >> From an enterprise grade level, you think of things like security, and compliance, and things like that. I presume that's important in your world. >> Sachin: Definitely. Absolutely. >> I would imagine that some of those can seep through different agencies and organizations. But, does the system allow for that? I guess is the question or is it just everybody's so busy kind of doing their own thing. >> Sachin: Want to take that? >> We've been getting more mandates from the government to publish our data. That's a big initiative in Washington. To make it available and it's available to the public. It's available to researchers. It's available to state agencies. So, I think there's definitely a lot of sharing of best practices in that space. >> And those are largely unfunded mandates, right? Figured out how you're going to do this and reallocate capital or is it... >> No, I think that if they give us a directive to do that they'll fund that. >> Dave: They usually provide resources to do that. >> Yeah. >> So, you're not having to rob from your mission to, alright great. >> One of the other things that we've been hearing at this conference is the enormous culture shifts that are involved in digital transformation. How would you describe the culture within your organization? Is there an understanding, that data needs to be front and center? Because there is this mission element as well. But, is it hard to bring other people along with you? >> We've been trying to do that with training. Training people how to use Pentaho, how to use data. I will say that it seems like there are some staff that, I don't know if resistance is the right word but, they're a little scared of it. I find some of the younger staff will just dive in there and start analyzing. For me, I try to do a lot of one on one sessions with people and try to individually change their approach and attitude toward data. It can be a little overwhelming. >> Great, great. Well, Tom, Sachin, thank you so much for coming on The Cube. >> Thank you very much. >> Thank you. >> Thanks, you guys. >> I'm Rebecca Knight for Dave Vellante. We will have more from Pentaho World just after this. (tech music)