>>Welcome everyone to the cubes coverage of women in data science conference width 2022. Live from Stanford at the Arriaga alumni center. I'm Lisa Martin. My next guest is joined me. Sharon Hutchins is here the VP and chief of AI plus data operations at Intuit Sharon. Welcome. Thank you. >>Excited to >>Be here. This is your first woods, very first but into it in words. >>That's right. Intuitively it's goes way back. I'm relatively new to the organization, but Intuit has been a long time sponsor of woods, and we love this organization. We have a great alignment with our goals, which has a passion and commitment to advancing women in technology and data science. And we have the same goal added to it. We are at 30% women in technology with the goal of hitting 37% by 2024. And I know that widths has a great goal of 30 by 30, so that's awesome. >>30 by 30. And here we are around, I think it's still less than 25% of stem positions are filled by women. But obviously you're ahead of that on Intuit congratulate. >>I think we're ahead of that. And I think part of the reason why we're ahead of that is because we've got great programs at Intuit to support women. One of our key programs is tech women at Intuit. And so it's an internal initiative where we focus on attracting, retaining and advancing women. So it's a great way for women across technology to support one another. Sure. You've heard of the term there's power in the pack, and we believe that when we connect women, we can help elevate their voices, which elevates our business and elevates our products. >>It does. In fact, there's some stats I was looking at recently that just showed if there was even 30% females at the executive level, how much more profitable organizations can be in how much higher performance they can have. So the data is there that suggests this is a really smart business decision to be making. >>Absolutely absolutely the data is, is no lie. I see it firsthand in my own business. And in fact, at Intuit, we've got a broader initiative around diversity and inclusion. It's led from the top. We have set goals across the company and we hold ourselves accountable because we know that if there are more women at the table and more diversity at the table, all around, we make better business decisions. And if you look at our product suite, which is a terrible tax, QuickBooks, mint, credit, karma, and MailChimp, we've got a diverse customer base of a hundred thousand, sorry, a hundred million customers. And so it's a lot of diversity in our customer base and we want a lot of diversity in the company. >>Fantastic. That there's such a dedicated effort to it. You just came in here from the career panel. Talk to me about that. What were some of the key things that were discussed? Yeah, >>I have my notebook open here because there were so many great takeaways from actually just from the day in general. I'm just so at, at the types of issues that women are tackling across different industries, they're tackling bias. And we know that bias is corrected when women are at the table, but from a career perspective, some of the things that were mentioned from the panel is the fact that women need to own their own careers and they need to actively manage their careers. And there's only so much your manager can do and should do. You've got to be in the driver's seat, driving your own career. One of the things that we've done at Intuit as we've implemented sort of a self promoting process. So twice a year during our promotion period, either your manager can nominate you for a promotion or you can self promote. So it's all about you creating a portfolio of all of your great work. And of course, you know, managers are very supportive of the process and support, you know, women and, and all technologists in crafting their portfolios for a fair chance at promotion. And so we just believe that if you take bias out of a career progression, you can close that fair and equitable gap that we see sometimes across industries with compensation. >>This is, that would be great if we can ever get there. One of the things that's nice about woods, I think it was last year or the year before they opened it up to high school students. So it was so nice walking in this morning, seeing the young, fresh faces, the mature faces, but you bring up a great point of women need to be their own mini to create their own personal board of directors and really be able to, to be at the helm of their career. Do you, did you find that the audience is receptive to that? Do they have the confidence to be able to do that? >>Yeah, absolutely. And, and that was a point that was raised a couple of times this morning, there were women who talked about having great mentors, but it is more important to have a board of your personal board of directors than one mentor, because you've got to make sure that you sort of tackle all aspects of your career life. And you know, it's not all about the technology, a good portion of how you spend your time and where you spend your time is collaborating and negotiating and communicating across the company. And so that's very important. And so that was a key message that folks shared this morning. >>That's good. That's incredibly important. I wish we had more time. You've got to run to the airport. Sharon, it's been a pleasure to have you on the program. Thank you for sharing what Intuit and woods are doing together, your involvement and some of the great messages, inspiring messages from the career panel. >>Exactly. And for all of the young expiring high school students. Yes. We want them to check out into it. www.intuit.com, careers, >>Intuit.com. Is it slash careers slash careers slash careers perfectly. I'm an Intuit customer. I will say. Awesome. It's been a pleasure talking to you. Thank you, Sharon. Bye-bye for Sharon Hutchins. I'm Lisa Martin. You're watching the cubes coverage of women in data science, 2022.

>>Hello and welcome today's cube presentation of eight of us startup showcase. I'm john for your host highlighting the hottest companies and devops data analytics and cloud management lisa martin and David want are here to kick it off. We've got a great program for you again. This is our, our new community event model where we're doing every quarter, we have every new episode, this is quarter three this year or episode three, season one of the hottest cloud startups and we're gonna be featured. Then we're gonna do a keynote package and then 15 countries will present their story, Go check them out and then have a closing keynote with a practitioner and we've got some great lineups, lisa Dave, great to see you. Thanks for joining me. >>Hey guys, >>great to be here. So David got to ask you, you know, back in events last night we're at the 14 it's event where they had the golf PGA championship with the cube Now we got the hybrid model, This is the new normal. We're in, we got these great companies were showcasing them. What's your take? >>Well, you're right. I mean, I think there's a combination of things. We're seeing some live shows. We saw what we did with at mobile world Congress. We did the show with AWS storage day where it was, we were at the spheres, there was no, there was a live audience, but they weren't there physically. It was just virtual and yeah, so, and I just got pained about reinvent. Hey Dave, you gotta make your flights. So I'm making my flights >>were gonna be at the amazon web services, public sector summit next week. At least a lot, a lot of cloud convergence going on here. We got many companies being featured here that we spoke with the Ceo and their top people cloud management, devops data, nelson security. Really cutting edge companies, >>yes, cutting edge companies who are all focused on acceleration. We've talked about the acceleration of digital transformation the last 18 months and we've seen a tremendous amount of acceleration in innovation with what these startups are doing. We've talked to like you said, there's, there's C suite, we've also talked to their customers about how they are innovating so quickly with this hybrid environment, this remote work and we've talked a lot about security in the last week or so. You mentioned that we were at Fortinet cybersecurity skills gap. What some of these companies are doing with automation for example, to help shorten that gap, which is a big opportunity >>for the job market. Great stuff. Dave so the format of this event, you're going to have a fireside chat with the practitioner, we'd like to end these programs with a great experienced practitioner cutting edge in data february. The beginning lisa are gonna be kicking off with of course Jeff bar to give us the update on what's going on AWS and then a special presentation from Emily Freeman who is the author of devops for dummies, she's introducing new content. The revolution in devops devops two point oh and of course jerry Chen from Greylock cube alumni is going to come on and talk about his new thesis castles in the cloud creating moats at cloud scale. We've got a great lineup of people and so the front ends can be great. Dave give us a little preview of what people can expect at the end of the fireside chat. >>Well at the highest level john I've always said we're entering that sort of third great wave of cloud. First wave was experimentation. The second big wave was migration. The third wave of integration, Deep business integration and what you're >>going to hear from >>Hello Fresh today is how they like many companies that started early last decade. They started with an on prem Hadoop system and then of course we all know what happened is S three essentially took the knees out from, from the on prem Hadoop market lowered costs, brought things into the cloud and what Hello Fresh is doing is they're transforming from that legacy Hadoop system into its running on AWS but into a data mess, you know, it's a passionate topic of mine. Hello Fresh was scaling they realized that they couldn't keep up so they had to rethink their entire data architecture and they built it around data mesh Clements key and christoph Soewandi gonna explain how they actually did that are on a journey or decentralized data >>measure it and your posts have been awesome on data measure. We get a lot of traction. Certainly you're breaking analysis for the folks watching check out David Landes, Breaking analysis every week, highlighting the cutting edge trends in tech Dave. We're gonna see you later, lisa and I are gonna be here in the morning talking about with Emily. We got Jeff Barr teed up. Dave. Thanks for coming on. Looking forward to fireside chat lisa. We'll see you when Emily comes back on. But we're gonna go to Jeff bar right now for Dave and I are gonna interview Jeff. Mm >>Hey Jeff, >>here he is. Hey, how are you? How's it going really well. So I gotta ask you, the reinvent is on, everyone wants to know that's happening right. We're good with Reinvent. >>Reinvent is happening. I've got my hotel and actually listening today, if I just remembered, I still need to actually book my flights. I've got my to do list on my desk and I do need to get my >>flights. Uh, >>really looking forward >>to it. I can't wait to see the all the announcements and blog posts. We're gonna, we're gonna hear from jerry Chen later. I love the after on our next event. Get your reaction to this castle and castles in the cloud where competitive advantages can be built in the cloud. We're seeing examples of that. But first I gotta ask you give us an update of what's going on. The ap and ecosystem has been an incredible uh, celebration these past couple weeks, >>so, so a lot of different things happening and the interesting thing to me is that as part of my job, I often think that I'm effectively living in the future because I get to see all this really cool stuff that we're building just a little bit before our customers get to, and so I'm always thinking okay, here I am now, and what's the world going to be like in a couple of weeks to a month or two when these launches? I'm working on actually get out the door and that, that's always really, really fun, just kind of getting that, that little edge into where we're going, but this year was a little interesting because we had to really significant birthdays, we had the 15 year anniversary of both EC two and S three and we're so focused on innovating and moving forward, that it's actually pretty rare for us at Aws to look back and say, wow, we've actually done all these amazing things in in the last 15 years, >>you know, it's kind of cool Jeff, if I may is is, you know, of course in the early days everybody said, well, a place for startup is a W. S and now the great thing about the startup showcases, we're seeing the startups that >>are >>very near, or some of them have even reached escape velocity, so they're not, they're not tiny little companies anymore, they're in their transforming their respective industries, >>they really are and I think that as they start ups grow, they really start to lean into the power of the cloud. They as they start to think, okay, we've we've got our basic infrastructure in place, we've got, we were serving data, we're serving up a few customers, everything is actually working pretty well for us. We've got our fundamental model proven out now, we can invest in publicity and marketing and scaling and but they don't have to think about what's happening behind the scenes. They just if they've got their auto scaling or if they're survivalists, the infrastructure simply grows to meet their demand and it's it's just a lot less things that they have to worry about. They can focus on the fun part of their business which is actually listening to customers and building up an awesome business >>Jeff as you guys are putting together all the big pre reinvented, knows a lot of stuff that goes on prior as well and they say all the big good stuff to reinvent. But you start to see some themes emerged this year. One of them is modernization of applications, the speed of application development in the cloud with the cloud scale devops personas, whatever persona you want to talk about but basically speed the speed of of the app developers where other departments have been slowing things down, I won't say name names, but security group and I t I mean I shouldn't have said that but only kidding but no but seriously people want in minutes and seconds now not days or weeks. You know whether it's policy. What are some of the trends that you're seeing around this this year as we get into some of the new stuff coming out >>So Dave customers really do want speed and for we've actually encapsulate this for a long time in amazon in what we call the bias for action leadership principle >>where >>we just need to jump in and move forward and and make things happen. A lot of customers look at that and they say yes this is great. We need to have the same bias fraction. Some do. Some are still trying to figure out exactly how to put it into play. And they absolutely for sure need to pay attention to security. They need to respect the past and make sure that whatever they're doing is in line with I. T. But they do want to move forward. And the interesting thing that I see time and time again is it's not simply about let's adopt a new technology. It's how do we >>how do we keep our workforce >>engaged? How do we make sure that they've got the right training? How do we bring our our I. T. Team along for this. Hopefully new and fun and exciting journey where they get to learn some interesting new technologies they've got all this very much accumulated business knowledge they still want to put to use, maybe they're a little bit apprehensive about something brand new and they hear about the cloud, but there by and large, they really want to move forward. They just need a little bit of >>help to make it happen >>real good guys. One of the things you're gonna hear today, we're talking about speed traditionally going fast. Oftentimes you meant you have to sacrifice some things on quality and what you're going to hear from some of the startups today is how they're addressing that to automation and modern devoPS technologies and sort of rethinking that whole application development approach. That's something I'm really excited to see organization is beginning to adopt so they don't have to make that tradeoff anymore. >>Yeah, I would >>never want to see someone >>sacrifice quality, >>but I do think that iterating very quickly and using the best of devoPS principles to be able to iterate incredibly quickly and get that first launch out there and then listen with both ears just >>as much >>as you can, Everything. You hear iterate really quickly to meet those needs in, in hours and days, not months, quarters or years. >>Great stuff. Chef and a lot of the companies were featuring here in the startup showcase represent that new kind of thinking, um, systems thinking as well as you know, the cloud scale and again and it's finally here, the revolution of deVOps is going to the next generation and uh, we're excited to have Emily Freeman who's going to come on and give a little preview for her new talk on this revolution. So Jeff, thank you for coming on, appreciate you sharing the update here on the cube. Happy >>to be. I'm actually really looking forward to hearing from Emily. >>Yeah, it's great. Great. Looking forward to the talk. Brand new Premier, Okay, uh, lisa martin, Emily Freeman is here. She's ready to come in and we're going to preview her lightning talk Emily. Um, thanks for coming on, we really appreciate you coming on really, this is about to talk around deVOPS next gen and I think lisa this is one of those things we've been, we've been discussing with all the companies. It's a new kind of thinking it's a revolution, it's a systems mindset, you're starting to see the connections there she is. Emily, Thanks for coming. I appreciate it. >>Thank you for having me. So your teaser video >>was amazing. Um, you know, that little secret radical idea, something completely different. Um, you gotta talk coming up, what's the premise behind this revolution, you know, these tying together architecture, development, automation deployment, operating altogether. >>Yes, well, we have traditionally always used the sclc, which is the software delivery life cycle. Um, and it is a straight linear process that has actually been around since the sixties, which is wild to me um, and really originated in manufacturing. Um, and as much as I love the Toyota production system and how much it has shown up in devops as a sort of inspiration on how to run things better. We are not making cars, we are making software and I think we have to use different approaches and create a sort of model that better reflects our modern software development process. >>It's a bold idea and looking forward to the talk and as motivation. I went into my basement and dusted off all my books from college in the 80s and the sea estimates it was waterfall. It was software development life cycle. They trained us to think this way and it came from the mainframe people. It was like, it's old school, like really, really old and it really hasn't been updated. Where's the motivation? I actually cloud is kind of converging everything together. We see that, but you kind of hit on this persona thing. Where did that come from this persona? Because you know, people want to put people in buckets release engineer. I mean, where's that motivation coming from? >>Yes, you're absolutely right that it came from the mainframes. I think, you know, waterfall is necessary when you're using a punch card or mag tape to load things onto a mainframe, but we don't exist in that world anymore. Thank goodness. And um, yes, so we, we use personas all the time in tech, you know, even to register, well not actually to register for this event, but a lot events. A lot of events, you have to click that drop down. Right. Are you a developer? Are you a manager, whatever? And the thing is personas are immutable in my opinion. I was a developer. I will always identify as a developer despite playing a lot of different roles and doing a lot of different jobs. Uh, and this can vary throughout the day. Right. You might have someone who has a title of software architect who ends up helping someone pair program or develop or test or deploy. Um, and so we wear a lot of hats day to day and I think our discussions around roles would be a better, um, certainly a better approach than personas >>lease. And I've been discussing with many of these companies around the roles and we're hearing from them directly and they're finding out that people have, they're mixing and matching on teams. So you're, you're an S R E on one team and you're doing something on another team where the workflows and the workloads defined the team formation. So this is a cultural discussion. >>It absolutely is. Yes. I think it is a cultural discussion and it really comes to the heart of devops, right? It's people process. And then tools deVOps has always been about culture and making sure that developers have all the tools they need to be productive and honestly happy. What good is all of this? If developing software isn't a joyful experience. Well, >>I got to ask you, I got you here obviously with server list and functions just starting to see this kind of this next gen. And we're gonna hear from jerry Chen, who's a Greylock VC who's going to talk about castles in the clouds, where he's discussing the moats that could be created with a competitive advantage in cloud scale. And I think he points to the snowflakes of the world. You're starting to see this new thing happening. This is devops 2.0, this is the revolution. Is this kind of where you see the same vision of your talk? >>Yes, so DeVOps created 2000 and 8, 2000 and nine, totally different ecosystem in the world we were living in, you know, we didn't have things like surveillance and containers, we didn't have this sort of default distributed nature, certainly not the cloud. Uh and so I'm very excited for jerry's talk. I'm curious to hear more about these moz. I think it's fascinating. Um but yeah, you're seeing different companies use different tools and processes to accelerate their delivery and that is the competitive advantage. How can we figure out how to utilize these tools in the most efficient way possible. >>Thank you for coming and giving us a preview. Let's now go to your lightning keynote talk. Fresh content. Premier of this revolution in Devops and the Freemans Talk, we'll go there now. >>Hi, I'm Emily Freeman, I'm the author of devops for dummies and the curator of 97 things every cloud engineer should know. I am thrilled to be here with you all today. I am really excited to share with you a kind of a wild idea, a complete re imagining of the S DLC and I want to be clear, I need your feedback. I want to know what you think of this. You can always find me on twitter at editing. Emily, most of my work centers around deVOps and I really can't overstate what an impact the concept of deVOPS has had on this industry in many ways it built on the foundation of Agile to become a default a standard we all reach for in our everyday work. When devops surfaced as an idea in 2008, the tech industry was in a vastly different space. AWS was an infancy offering only a handful of services. Azure and G C P didn't exist yet. The majority's majority of companies maintained their own infrastructure. Developers wrote code and relied on sys admins to deploy new code at scheduled intervals. Sometimes months apart, container technology hadn't been invented applications adhered to a monolithic architecture, databases were almost exclusively relational and serverless wasn't even a concept. Everything from the application to the engineers was centralized. Our current ecosystem couldn't be more different. Software is still hard, don't get me wrong, but we continue to find novel solutions to consistently difficult, persistent problems. Now, some of these end up being a sort of rebranding of old ideas, but others are a unique and clever take to abstracting complexity or automating toil or perhaps most important, rethinking challenging the very premises we have accepted as Cannon for years, if not decades. In the years since deVOps attempted to answer the critical conflict between developers and operations, engineers, deVOps has become a catch all term and there have been a number of derivative works. Devops has come to mean 5000 different things to 5000 different people. For some, it can be distilled to continuous integration and continuous delivery or C I C D. For others, it's simply deploying code more frequently, perhaps adding a smattering of tests for others. Still, its organizational, they've added a platform team, perhaps even a questionably named DEVOPS team or have created an engineering structure that focuses on a separation of concerns. Leaving feature teams to manage the development, deployment, security and maintenance of their siloed services, say, whatever the interpretation, what's important is that there isn't a universally accepted standard. Well, what deVOPS is or what it looks like an execution, it's a philosophy more than anything else. A framework people can utilize to configure and customize their specific circumstances to modern development practices. The characteristic of deVOPS that I think we can all agree on though, is that an attempted to capture the challenges of the entire software development process. It's that broad umbrella, that holistic view that I think we need to breathe life into again, The challenge we face is that DeVOps isn't increasingly outmoded solution to a previous problem developers now face. Cultural and technical challenge is far greater than how to more quickly deploy a monolithic application. Cloud native is the future the next collection of default development decisions and one the deVOPS story can't absorb in its current form. I believe the era of deVOPS is waning and in this moment as the sun sets on deVOPS, we have a unique opportunity to rethink rebuild free platform. Even now, I don't have a crystal ball. That would be very handy. I'm not completely certain with the next decade of tech looks like and I can't write this story alone. I need you but I have some ideas that can get the conversation started, I believe to build on what was we have to throw away assumptions that we've taken for granted all this time in order to move forward. We must first step back. Mhm. The software or systems development life cycle, what we call the S. D. L. C. has been in use since the 1960s and it's remained more or less the same since before color television and the touch tone phone. Over the last 60 or so odd years we've made tweaks, slight adjustments, massaged it. The stages or steps are always a little different with agile and deVOps we sort of looped it into a circle and then an infinity loop we've added pretty colors. But the sclc is more or less the same and it has become an assumption. We don't even think about it anymore, universally adopted constructs like the sclc have an unspoken permanence. They feel as if they have always been and always will be. I think the impact of that is even more potent. If you were born after a construct was popularized. Nearly everything around us is a construct, a model, an artifact of a human idea. The chair you're sitting in the desk, you work at the mug from which you drink coffee or sometimes wine, buildings, toilets, plumbing, roads, cars, art, computers, everything. The sclc is a remnant an artifact of a previous era and I think we should throw it away or perhaps more accurately replace it, replace it with something that better reflects the actual nature of our work. A linear, single threaded model designed for the manufacturer of material goods cannot possibly capture the distributed complexity of modern socio technical systems. It just can't. Mhm. And these two ideas aren't mutually exclusive that the sclc was industry changing, valuable and extraordinarily impactful and that it's time for something new. I believe we are strong enough to hold these two ideas at the same time, showing respect for the past while envisioning the future. Now, I don't know about you, I've never had a software project goes smoothly in one go. No matter how small. Even if I'm the only person working on it and committing directly to master software development is chaos. It's a study and entropy and it is not getting any more simple. The model with which we think and talk about software development must capture the multithreaded, non sequential nature of our work. It should embody the roles engineers take on and the considerations they make along the way. It should build on the foundations of agile and devops and represent the iterative nature of continuous innovation. Now, when I was thinking about this, I was inspired by ideas like extreme programming and the spiral model. I I wanted something that would have layers, threads, even a way of visually representing multiple processes happening in parallel. And what I settled on is the revolution model. I believe the visualization of revolution is capable of capturing the pivotal moments of any software scenario. And I'm going to dive into all the discrete elements. But I want to give you a moment to have a first impression, to absorb my idea. I call it revolution because well for one it revolves, it's circular shape reflects the continuous and iterative nature of our work, but also because it is revolutionary. I am challenging a 60 year old model that is embedded into our daily language. I don't expect Gartner to build a magic quadrant around this tomorrow, but that would be super cool. And you should call me my mission with. This is to challenge the status quo to create a model that I think more accurately reflects the complexity of modern cloud native software development. The revolution model is constructed of five concentric circles describing the critical roles of software development architect. Ng development, automating, deploying and operating intersecting each loop are six spokes that describe the production considerations every engineer has to consider throughout any engineering work and that's test, ability, secure ability, reliability, observe ability, flexibility and scalability. The considerations listed are not all encompassing. There are of course things not explicitly included. I figured if I put 20 spokes, some of us, including myself, might feel a little overwhelmed. So let's dive into each element in this model. We have long used personas as the default way to do divide audiences and tailor messages to group people. Every company in the world right now is repeating the mantra of developers, developers, developers but personas have always bugged me a bit because this approach typically either oversimplifies someone's career are needlessly complicated. Few people fit cleanly and completely into persona based buckets like developers and operations anymore. The lines have gotten fuzzy on the other hand, I don't think we need to specifically tailor messages as to call out the difference between a devops engineer and a release engineer or a security administrator versus a security engineer but perhaps most critically, I believe personas are immutable. A persona is wholly dependent on how someone identifies themselves. It's intrinsic not extrinsic. Their titles may change their jobs may differ, but they're probably still selecting the same persona on that ubiquitous drop down. We all have to choose from when registering for an event. Probably this one too. I I was a developer and I will always identify as a developer despite doing a ton of work in areas like devops and Ai Ops and Deverell in my heart. I'm a developer I think about problems from that perspective. First it influences my thinking and my approach roles are very different. Roles are temporary, inconsistent, constantly fluctuating. If I were an actress, the parts I would play would be lengthy and varied, but the persona I would identify as would remain an actress and artist lesbian. Your work isn't confined to a single set of skills. It may have been a decade ago, but it is not today in any given week or sprint, you may play the role of an architect. Thinking about how to design a feature or service, developer building out code or fixing a bug and on automation engineer, looking at how to improve manual processes. We often refer to as soil release engineer, deploying code to different environments or releasing it to customers or in operations. Engineer ensuring an application functions inconsistent expected ways and no matter what role we play. We have to consider a number of issues. The first is test ability. All software systems require testing to assure architects that designs work developers, the code works operators, that infrastructure is running as expected and engineers of all disciplines that code changes won't bring down the whole system testing in its many forms is what enables systems to be durable and have longevity. It's what reassures engineers that changes won't impact current functionality. A system without tests is a disaster waiting to happen, which is why test ability is first among equals at this particular roundtable. Security is everyone's responsibility. But if you understand how to design and execute secure systems, I struggle with this security incidents for the most part are high impact, low probability events. The really big disasters, the one that the ones that end up on the news and get us all free credit reporting for a year. They don't happen super frequently and then goodness because you know that there are endless small vulnerabilities lurking in our systems. Security is something we all know we should dedicate time to but often don't make time for. And let's be honest, it's hard and complicated and a little scary def sec apps. The first derivative of deVOPS asked engineers to move security left this approach. Mint security was a consideration early in the process, not something that would block release at the last moment. This is also the consideration under which I'm putting compliance and governance well not perfectly aligned. I figure all the things you have to call lawyers for should just live together. I'm kidding. But in all seriousness, these three concepts are really about risk management, identity, data, authorization. It doesn't really matter what specific issue you're speaking about, the question is who has access to what win and how and that is everyone's responsibility at every stage site reliability engineering or sorry, is a discipline job and approach for good reason. It is absolutely critical that applications and services work as expected. Most of the time. That said, availability is often mistakenly treated as a synonym for reliability. Instead, it's a single aspect of the concept if a system is available but customer data is inaccurate or out of sync. The system is not reliable, reliability has five key components, availability, latency, throughput. Fidelity and durability, reliability is the end result. But resiliency for me is the journey the action engineers can take to improve reliability, observe ability is the ability to have insight into an application or system. It's the combination of telemetry and monitoring and alerting available to engineers and leadership. There's an aspect of observe ability that overlaps with reliability, but the purpose of observe ability isn't just to maintain a reliable system though, that is of course important. It is the capacity for engineers working on a system to have visibility into the inner workings of that system. The concept of observe ability actually originates and linear dynamic systems. It's defined as how well internal states of a system can be understood based on information about its external outputs. If it is critical when companies move systems to the cloud or utilize managed services that they don't lose visibility and confidence in their systems. The shared responsibility model of cloud storage compute and managed services require that engineering teams be able to quickly be alerted to identify and remediate issues as they arise. Flexible systems are capable of adapting to meet the ever changing needs of the customer and the market segment, flexible code bases absorb new code smoothly. Embody a clean separation of concerns. Are partitioned into small components or classes and architected to enable the now as well as the next inflexible systems. Change dependencies are reduced or eliminated. Database schemas accommodate change well components, communicate via a standardized and well documented A. P. I. The only thing constant in our industry is change and every role we play, creating flexibility and solutions that can be flexible that will grow as the applications grow is absolutely critical. Finally, scalability scalability refers to more than a system's ability to scale for additional load. It implies growth scalability and the revolution model carries the continuous innovation of a team and the byproducts of that growth within a system. For me, scalability is the most human of the considerations. It requires each of us in our various roles to consider everyone around us, our customers who use the system or rely on its services, our colleagues current and future with whom we collaborate and even our future selves. Mhm. Software development isn't a straight line, nor is it a perfect loop. It is an ever changing complex dance. There are twirls and pivots and difficult spins forward and backward. Engineers move in parallel, creating truly magnificent pieces of art. We need a modern model for this modern era and I believe this is just the revolution to get us started. Thank you so much for having me. >>Hey, we're back here. Live in the keynote studio. I'm john for your host here with lisa martin. David lot is getting ready for the fireside chat ending keynote with the practitioner. Hello! Fresh without data mesh lisa Emily is amazing. The funky artwork there. She's amazing with the talk. I was mesmerized. It was impressive. >>The revolution of devops and the creative element was a really nice surprise there. But I love what she's doing. She's challenging the status quo. If we've learned nothing in the last year and a half, We need to challenge the status quo. A model from the 1960s that is no longer linear. What she's doing is revolutionary. >>And we hear this all the time. All the cube interviews we do is that you're seeing the leaders, the SVP's of engineering or these departments where there's new new people coming in that are engineering or developers, they're playing multiple roles. It's almost a multidisciplinary aspect where you know, it's like going into in and out burger in the fryer later and then you're doing the grill, you're doing the cashier, people are changing roles or an architect, their test release all in one no longer departmental, slow siloed groups. >>She brought up a great point about persona is that we no longer fit into these buckets. That the changing roles. It's really the driver of how we should be looking at this. >>I think I'm really impressed, really bold idea, no brainer as far as I'm concerned, I think one of the things and then the comments were off the charts in a lot of young people come from discord servers. We had a good traction over there but they're all like learning. Then you have the experience, people saying this is definitely has happened and happening. The dominoes are falling and they're falling in the direction of modernization. That's the key trend speed. >>Absolutely with speed. But the way that Emily is presenting it is not in a brash bold, but it's in a way that makes great sense. The way that she creatively visually lined out what she was talking about Is amenable to the folks that have been doing this for since the 60s and the new folks now to really look at this from a different >>lens and I think she's a great setup on that lightning top of the 15 companies we got because you think about sis dig harness. I white sourced flamingo hacker one send out, I oh, okay. Thought spot rock set Sarah Ops ramp and Ops Monte cloud apps, sani all are doing modern stuff and we talked to them and they're all on this new wave, this monster wave coming. What's your observation when you talk to these companies? >>They are, it was great. I got to talk with eight of the 15 and the amount of acceleration of innovation that they've done in the last 18 months is phenomenal obviously with the power and the fuel and the brand reputation of aws but really what they're all facilitating cultural shift when we think of devoPS and the security folks. Um, there's a lot of work going on with ai to an automation to really kind of enabled to develop the develops folks to be in control of the process and not have to be security experts but ensuring that the security is baked in shifting >>left. We saw that the chat room was really active on the security side and one of the things I noticed was not just shift left but the other groups, the security groups and the theme of cultural, I won't say war but collision cultural shift that's happening between the groups is interesting because you have this new devops persona has been around Emily put it out for a while. But now it's going to the next level. There's new revolutions about a mindset, a systems mindset. It's a thinking and you start to see the new young companies coming out being funded by the gray locks of the world who are now like not going to be given the we lost the top three clouds one, everything. there's new business models and new technical architecture in the cloud and that's gonna be jerry Chen talk coming up next is going to be castles in the clouds because jerry chant always talked about moats, competitive advantage and how moats are key to success to guard the castle. And then we always joke, there's no more moz because the cloud has killed all the boats. But now the motor in the cloud, the castles are in the cloud, not on the ground. So very interesting thought provoking. But he's got data and if you look at the successful companies like the snowflakes of the world, you're starting to see these new formations of this new layer of innovation where companies are growing rapidly, 98 unicorns now in the cloud. Unbelievable, >>wow, that's a lot. One of the things you mentioned, there's competitive advantage and these startups are all fueled by that they know that there are other companies in the rear view mirror right behind them. If they're not able to work as quickly and as flexibly as a competitor, they have to have that speed that time to market that time to value. It was absolutely critical. And that's one of the things I think thematically that I saw along the eighth sort of that I talked to is that time to value is absolutely table stakes. >>Well, I'm looking forward to talking to jerry chan because we've talked on the queue before about this whole idea of What happens when winner takes most would mean the top 3, 4 cloud players. What happens? And we were talking about that and saying, if you have a model where an ecosystem can develop, what does that look like and back in 2013, 2014, 2015, no one really had an answer. Jerry was the only BC. He really nailed it with this castles in the cloud. He nailed the idea that this is going to happen. And so I think, you know, we'll look back at the tape or the videos from the cube, we'll find those cuts. But we were talking about this then we were pontificating and riffing on the fact that there's going to be new winners and they're gonna look different as Andy Jassy always says in the cube you have to be misunderstood if you're really going to make something happen. Most of the most successful companies are misunderstood. Not anymore. The cloud scales there. And that's what's exciting about all this. >>It is exciting that the scale is there, the appetite is there the appetite to challenge the status quo, which is right now in this economic and dynamic market that we're living in is there's nothing better. >>One of the things that's come up and and that's just real quick before we bring jerry in is automation has been insecurity, absolutely security's been in every conversation, but automation is now so hot in the sense of it's real and it's becoming part of all the design decisions. How can we automate can we automate faster where the keys to automation? Is that having the right data, What data is available? So I think the idea of automation and Ai are driving all the change and that's to me is what these new companies represent this modern error where AI is built into the outcome and the apps and all that infrastructure. So it's super exciting. Um, let's check in, we got jerry Chen line at least a great. We're gonna come back after jerry and then kick off the day. Let's bring in jerry Chen from Greylock is he here? Let's bring him in there. He is. >>Hey john good to see you. >>Hey, congratulations on an amazing talk and thesis on the castles on the cloud. Thanks for coming on. >>All right, Well thanks for reading it. Um, always were being put a piece of workout out either. Not sure what the responses, but it seemed to resonate with a bunch of developers, founders, investors and folks like yourself. So smart people seem to gravitate to us. So thank you very much. >>Well, one of the benefits of doing the Cube for 11 years, Jerry's we have videotape of many, many people talking about what the future will hold. You kind of are on this early, it wasn't called castles in the cloud, but you were all I was, we had many conversations were kind of connecting the dots in real time. But you've been on this for a while. It's great to see the work. I really think you nailed this. I think you're absolutely on point here. So let's get into it. What is castles in the cloud? New research to come out from Greylock that you spearheaded? It's collaborative effort, but you've got data behind it. Give a quick overview of what is castle the cloud, the new modes of competitive advantage for companies. >>Yeah, it's as a group project that our team put together but basically john the question is, how do you win in the cloud? Remember the conversation we had eight years ago when amazon re event was holy cow, Like can you compete with them? Like is it a winner? Take all? Winner take most And if it is winner take most, where are the white spaces for Some starts to to emerge and clearly the past eight years in the cloud this journey, we've seen big companies, data breaks, snowflakes, elastic Mongo data robot. And so um they spotted the question is, you know, why are the castles in the cloud? The big three cloud providers, Amazon google and Azure winning. You know, what advantage do they have? And then given their modes of scale network effects, how can you as a startup win? And so look, there are 500 plus services between all three cloud vendors, but there are like 500 plus um startups competing gets a cloud vendors and there's like almost 100 unicorn of private companies competing successfully against the cloud vendors, including public companies. So like Alaska, Mongo Snowflake. No data breaks. Not public yet. Hashtag or not public yet. These are some examples of the names that I think are winning and watch this space because you see more of these guys storm the castle if you will. >>Yeah. And you know one of the things that's a funny metaphor because it has many different implications. One, as we talk about security, the perimeter of the gates, the moats being on land. But now you're in the cloud, you have also different security paradigm. You have a different um, new kinds of services that are coming on board faster than ever before. Not just from the cloud players but From companies contributing into the ecosystem. So the combination of the big three making the market the main markets you, I think you call 31 markets that we know of that probably maybe more. And then you have this notion of a sub market, which means that there's like we used to call it white space back in the day, remember how many whites? Where's the white space? I mean if you're in the cloud, there's like a zillion white spaces. So talk about this sub market dynamic between markets and that are being enabled by the cloud players and how these sub markets play into it. >>Sure. So first, the first problem was what we did. We downloaded all the services for the big three clowns. Right? And you know what as recalls a database or database service like a document DB and amazon is like Cosmo dB and Azure. So first thing first is we had to like look at all three cloud providers and you? Re categorize all the services almost 500 Apples, Apples, Apples # one number two is you look at all these markets or sub markets and said, okay, how can we cluster these services into things that you know you and I can rock right. That's what amazon Azure and google think about. It is very different and the beauty of the cloud is this kind of fat long tail of services for developers. So instead of like oracle is a single database for all your needs. They're like 20 or 30 different databases from time series um analytics, databases. We're talking rocks at later today. Right. Um uh, document databases like Mongo search database like elastic. And so what happens is there's not one giant market like databases, there's a database market And 30, 40 sub markets that serve the needs developers. So the Great News is cloud has reduced the cost and create something that new for developers. Um also the good news is for a start up you can find plenty of white speeds solving a pain point, very specific to a different type of problem >>and you can sequence up to power law to this. I love the power of a metaphor, you know, used to be a very thin neck note no torso and then a long tail. But now as you're pointing out this expansion of the fat tail of services, but also there's big tam's and markets available at the top of the power law where you see coming like snowflake essentially take on the data warehousing market by basically sitting on amazon re factoring with new services and then getting a flywheel completely changing the economic unit economics completely changing the consumption model completely changing the value proposition >>literally you >>get Snowflake has created like a storm, create a hole, that mode or that castle wall against red shift. Then companies like rock set do your real time analytics is Russian right behind snowflakes saying, hey snowflake is great for data warehouse but it's not fast enough for real time analytics. Let me give you something new to your, to your parallel argument. Even the big optic snowflake have created kind of a wake behind them that created even more white space for Gaza rock set. So that's exciting for guys like me and >>you. And then also as we were talking about our last episode two or quarter two of our showcase. Um, from a VC came on, it's like the old shelf where you didn't know if a company's successful until they had to return the inventory now with cloud you if you're not successful, you know it right away. It's like there's no debate. Like, I mean you're either winning or not. This is like that's so instrumented so a company can have a good better mousetrap and win and fill the white space and then move up. >>It goes both ways. The cloud vendor, the big three amazon google and Azure for sure. They instrument their own class. They know john which ecosystem partners doing well in which ecosystems doing poorly and they hear from the customers exactly what they want. So it goes both ways they can weaponize that. And just as well as you started to weaponize that info >>and that's the big argument of do that snowflake still pays the amazon bills. They're still there. So again, repatriation comes back, That's a big conversation that's come up. What's your quick take on that? Because if you're gonna have a castle in the cloud, then you're gonna bring it back to land. I mean, what's that dynamic? Where do you see that compete? Because on one hand is innovation. The other ones maybe cost efficiency. Is that a growth indicator slow down? What's your view on the movement from and to the cloud? >>I think there's probably three forces you're finding here. One is the cost advantage in the scale advantage of cloud so that I think has been going for the past eight years, there's a repatriation movement for a certain subset of customers, I think for cost purposes makes sense. I think that's a tiny handful that believe they can actually run things better than a cloud. The third thing we're seeing around repatriation is not necessary against cloud, but you're gonna see more decentralized clouds and things pushed to the edge. Right? So you look at companies like Cloudflare Fastly or a company that we're investing in Cato networks. All ideas focus on secure access at the edge. And so I think that's not the repatriation of my own data center, which is kind of a disaggregated of cloud from one giant monolithic cloud, like AWS east or like a google region in europe to multiple smaller clouds for governance purposes, security purposes or legacy purposes. >>So I'm looking at my notes here, looking down on the screen here for this to read this because it's uh to cut and paste from your thesis on the cloud. The excellent cloud. The of the $38 billion invested this quarter. Um Ai and ml number one, um analytics. Number two, security number three. Actually, security number one. But you can see the bubbles here. So all those are data problems I need to ask you. I see data is hot data as intellectual property. How do you look at that? Because we've been reporting on this and we just started the cube conversation around workflows as intellectual property. If you have scale and your motives in the cloud. You could argue that data and the workflows around those data streams is intellectual property. It's a protocol >>I believe both are. And they just kind of go hand in hand like peanut butter and jelly. Right? So data for sure. I. P. So if you know people talk about days in the oil, the new resource. That's largely true because of powers a bunch. But the workflow to your point john is sticky because every company is a unique snowflake right? Like the process used to run the cube and your business different how we run our business. So if you can build a workflow that leverages the data, that's super sticky. So in terms of switching costs, if my work is very bespoke to your business, then I think that's competitive advantage. >>Well certainly your workflow is a lot different than the cube. You guys just a lot of billions of dollars in capital. We're talking to all the people out here jerry. Great to have you on final thought on your thesis. Where does it go from here? What's been the reaction? Uh No, you put it out there. Great love the restart. Think you're on point on this one. Where did we go from here? >>We have to follow pieces um in the near term one around, you know, deep diver on open source. So look out for that pretty soon and how that's been a powerful strategy a second. Is this kind of just aggregation of the cloud be a Blockchain and you know, decentralized apps, be edge applications. So that's in the near term two more pieces of, of deep dive we're doing. And then the goal here is to update this on a quarterly and annual basis. So we're getting submissions from founders that wanted to say, hey, you missed us or he screwed up here. We got the big cloud vendors saying, Hey jerry, we just lost his new things. So our goal here is to update this every single year and then probably do look back saying, okay, uh, where were we wrong? We're right. And then let's say the castle clouds 2022. We'll see the difference were the more unicorns were there more services were the IPO's happening. So look for some short term work from us on analytics, like around open source and clouds. And then next year we hope that all of this forward saying, Hey, you have two year, what's happening? What's changing? >>Great stuff and, and congratulations on the southern news. You guys put another half a billion dollars into early, early stage, which is your roots. Are you still doing a lot of great investments in a lot of unicorns. Congratulations that. Great luck on the team. Thanks for coming on and congratulations you nailed this one. I think I'm gonna look back and say that this is a pretty seminal piece of work here. Thanks for sharing. >>Thanks john thanks for having us. >>Okay. Okay. This is the cube here and 81 startup showcase. We're about to get going in on all the hot companies closing out the kino lisa uh, see jerry Chen cube alumni. He was right from day one. We've been riffing on this, but he nails it here. I think Greylock is lucky to have him as a general partner. He's done great deals, but I think he's hitting the next wave big. This is, this is huge. >>I was listening to you guys talking thinking if if you had a crystal ball back in 2013, some of the things Jerry saying now his narrative now, what did he have a crystal >>ball? He did. I mean he could be a cuBA host and I could be a venture capital. We were both right. I think so. We could have been, you know, doing that together now and all serious now. He was right. I mean, we talked off camera about who's the next amazon who's going to challenge amazon and Andy Jassy was quoted many times in the queue by saying, you know, he was surprised that it took so long for people to figure out what they were doing. Okay, jerry was that VM where he had visibility into the cloud. He saw amazon right away like we did like this is a winning formula and so he was really out front on this one. >>Well in the investments that they're making in these unicorns is exciting. They have this, this lens that they're able to see the opportunities there almost before anybody else can. And finding more white space where we didn't even know there was any. >>Yeah. And what's interesting about the report I'm gonna dig into and I want to get to him while he's on camera because it's a great report, but He says it's like 500 services I think Amazon has 5000. So how you define services as an interesting thing and a lot of amazon services that they have as your doesn't have and vice versa, they do call that out. So I find the report interesting. It's gonna be a feature game in the future between clouds the big three. They're gonna say we do this, you're starting to see the formation, Google's much more developer oriented. Amazon is much more stronger in the governance area with data obviously as he pointed out, they have such experience Microsoft, not so much their developer cloud and more office, not so much on the government's side. So that that's an indicator of my, my opinion of kind of where they rank. So including the number one is still amazon web services as your long second place, way behind google, right behind Azure. So we'll see how the horses come in, >>right. And it's also kind of speaks to the hybrid world in which we're living the hybrid multi cloud world in which many companies are living as companies to not just survive in the last year and a half, but to thrive and really have to become data companies and leverage that data as a competitive advantage to be able to unlock the value of it. And a lot of these startups that we talked to in the showcase are talking about how they're helping organizations unlock that data value. As jerry said, it is the new oil, it's the new gold. Not unless you can unlock that value faster than your competition. >>Yeah, well, I'm just super excited. We got a great day ahead of us with with all the cots startups. And then at the end day, Volonte is gonna interview, hello, fresh practitioners, We're gonna close it out every episode now, we're going to do with the closing practitioner. We try to get jpmorgan chase data measures. The hottest area right now in the enterprise data is new competitive advantage. We know that data workflows are now intellectual property. You're starting to see data really factoring into these applications now as a key aspect of the competitive advantage and the value creation. So companies that are smart are investing heavily in that and the ones that are kind of slow on the uptake are lagging the market and just trying to figure it out. So you start to see that transition and you're starting to see people fall away now from the fact that they're not gonna make it right, You're starting to, you know, you can look at look at any happens saying how much ai is really in there. Real ai what's their data strategy and you almost squint through that and go, okay, that's gonna be losing application. >>Well the winners are making it a board level conversation >>And security isn't built in. Great to have you on this morning kicking it off. Thanks John Okay, we're going to go into the next set of the program at 10:00 we're going to move into the breakouts. Check out the companies is three tracks in there. We have an awesome track on devops pure devops. We've got the data and analytics and we got the cloud management and just to run down real quick check out the sis dig harness. Io system is doing great, securing devops harness. IO modern software delivery platform, White Source. They're preventing and remediating the rest of the internet for them for the company's that's a really interesting and lumbago, effortless acres land and monitoring functions, server list super hot. And of course hacker one is always great doing a lot of great missions and and bounties you see those success continue to send i O there in Palo alto changing the game on data engineering and data pipe lining. Okay. Data driven another new platform, horizontally scalable and of course thought spot ai driven kind of a search paradigm and of course rock set jerry Chen's companies here and press are all doing great in the analytics and then the cloud management cost side 80 operations day to operate. Ops ramps and ops multi cloud are all there and sunny, all all going to present. So check them out. This is the Cubes Adria's startup showcase episode three.

>>Hi, I'm Emily Freeman, I'm the author of devops for dummies and the curator of 97 things every cloud engineer should know. I am thrilled to be here with you all today. >>I'm really excited to share with you a kind of a wild idea. A complete re imagining >>of the S DLC >>and I want to be clear, I need your feedback. I want to >>know what you think of this. You can always find me >>on twitter at editing. Emily, >>most of my work centers around devops and I really >>can't overstate what an impact >>the concept of devoPS has had on this industry >>in many ways it built on the foundation of agile to become a default a standard we all reach for in our everyday work. >>When devops surfaced as an idea in 2000 >>and eight, the tech industry was in a vastly different space. >>AWS was an infancy >>offering. Only a handful >>of services, >>Azure and G C P didn't exist yet. The majority's majority of companies maintained their own infrastructure. >>Developers wrote code and relied on sys admins to deploy new code at scheduled intervals. Sometimes months apart, container technology hadn't been invented. >>Applications adhered >>to a monolithic architecture, databases were almost exclusively relational >>and serverless wasn't even a concept. Everything from the application to the engineers >>was centralized. >>Our current ecosystem couldn't >>be more different. Software is still hard. Don't get me wrong, >>but we continue to find novel solutions to consistently difficult, persistent problems. >>Now, some of these end up being a sort of rebranding of old ideas >>but others are a unique and clever take to abstracting complexity >>or >>automating toil or >>perhaps most important, >>rethinking challenging the very >>premises we have accepted as Cannon for years, if not decades. >>In the years since deVOps attempted to answer the critical conflict between developers and operations engineers. Devops has become a catch all term >>and there have been a number of >>derivative works. DeVos has come to mean 5000 different things to 5000 different people. For some, it can be distilled >>to continuous integration and continuous delivery or C I C D. For others, it's >>simply deploying code more frequently, perhaps adding a smattering of tests >>for others. Still its organizational, they've added a platform team, perhaps even a >>questionably named DevoPS team or have created an engineering structure that focuses on a separation of concerns, leaving feature teams to manage the development, >>deployment, security and maintenance of their siloed services. Whatever >>the interpretation, what's important is that there isn't a universally accepted >>standard, well what deVOPS is or what it looks like an execution, it's a philosophy more than anything else. >>A framework people can utilize to configure >>and customize >>their specific circumstances >>to modern development practices. The characteristic of DEVOPS that I think we can all >>agree on though, is that an attempted to capture the challenges of the entire >>software development process. It's that broad >>umbrella, that holistic view that I think we need to breathe life into again, The challenge we face >>is that devops isn't >>increasingly outmoded solution to a >>previous problem developers now face >>cultural and technical challenge is far greater than how to more quickly deploy a monolithic application >>cloud native is the future. The next collection of default development decisions >>and one the deVOps story can't absorb in its current form. >>I believe the era of devops is waning and in this moment as the sun sets on >>deVOps, we have a unique opportunity to rethink >>rebuild free platform. Even now, I don't have a crystal ball that would be >>very handy. >>I'm not completely certain with the next decade of tech looks like >>and I can't write this story alone. I need you >>but I have some ideas >>that can get the conversation >>started, I believe to >>build on what was we have to throw away assumptions >>that we've taken for granted all this time in order to move forward. We must first step back. Mhm. The software or systems development life cycle, what we call the S DLC >>has been in use since the 1960s and it's remained more or less the same since before >>color television >>and the touch tone phone >>Over the last 60 or so odd years we've made tweaks, slight adjustments, massaged it. The stages or steps are always a little different >>with agile and devops we sort of looped it into a circle >>and then an infinity loop. >>We've added pretty colors. But the sclc >>is more or less >>the same and it has become an assumption. We don't even think about it anymore, >>universally adopted constructs like the sclc have an unspoken >>permanence. They feel as if they have always been and always will be. I think the impact of that is even more potent. If you were born after a >>construct was popularized, nearly everything around us is a construct. A model, an artifact of >>a human idea. >>The chair you're sitting in the >>desk, you work at the mug from which you drink coffee or sometimes wine, >>buildings, toilets, >>plumbing, roads, cars, art, computers, everything. The splc is a remnant an artifact of a previous era and I think we should throw it away >>or perhaps more accurately replace >>it, replace it with something that better reflects the actual nature of our work. A linear, single threaded model designed for the manufacturer of material goods cannot possibly capture the distributed >>complexity of modern socio technical systems. >>It just can't. Mhm. >>And these two ideas aren't mutually exclusive that >>the sclc was industry changing, valuable and extraordinarily impactful and that it's time for something new. I believe we are strong enough to hold these two ideas at the same time showing respect for the past while envisioning the future. >>No, I don't know about you. I've never had a software project goes smoothly in one >>go, no matter how small, even if I'm the only person working on it and committing directly to master >>Software development >>is chaos. It's a study and entropy and it is not getting any more simple. The model with which we think and talk about software development must capture the multithreaded, non sequential nature of our work. It should embody the roles engineers take on and the considerations they make along the way. It should build on the foundations >>of agile >>and devops and represent the iterative nature of continuous innovation. >>Now when I was thinking about this I was inspired by ideas like extreme programming and the spiral model. Yeah >>I wanted something that would have layers, >>threads, even a way >>of visually representing multiple processes happening in parallel. >>And what I settled on is the revolution model. >>I believe the visualization of revolution is capable of capturing the pivotal moments of any software scenario >>and I'm going to dive into all the discrete elements but I want to give you a moment to have a first impression to absorb >>my idea. >>I call it revolution because well for one it revolves, >>it's circular shape reflects the continuous and iterative nature of our work. >>But also because it is >>revolutionary. I am challenging a 60 year old model that is embedded into our daily language. I don't expect Gartner to build a magic quadrant around this tomorrow but that would be super cool and you should call me my mission with this is to challenge the status quo. To create a model that I think more accurately reflects the complexity of modern cloud. Native >>software development. The revolution model is constructed of five concentric circles describing the critical roles of software development architect. Ng development, >>automating, >>deploying and operating >>intersecting each loop are six >>spokes >>that describe the production considerations every engineer has to consider throughout any engineering work and that's test, >>ability, secure ability, reliability, observe ability, flexibility and scalability. The considerations listed >>are not all >>encompassing. There are of course things not explicitly included. I figured if I put 20 spokes, some of us, including myself, might feel a little overwhelmed. So let's dive into each element in this model, >>we have long used personas as the default way to do divide >>audiences and tailor messages to group people. >>Every company in the world right now is repeating the mantra of developers, developers, developers, but personas have >>always bugged me a bit >>because this approach typically >>either oversimplifies someone's career >>are needlessly complicated. Few people fit cleanly and completely >>into persona based buckets like developers and >>operations anymore. The lines have gotten fuzzy on the other hand, I don't think we need to specifically tailor >>messages >>as to call out the difference between a devops engineer and a release engineer or security administrator versus a security engineer. But perhaps most critically, I believe personas are immutable. Mhm. A persona is wholly dependent on how someone identifies themselves. It's intrinsic not extrinsic. Their titles may change their jobs may differ but they're probably >>still selecting the same persona on that ubiquitous drop down. We all have to choose >>from when registering for an >>event. Probably this one too. I I was a developer and I will always identify as a developer despite doing a ton of work in areas like devops and Ai ops and Deverell >>in my heart. I'm a developer I think about problems from that perspective. First it influences my thinking and my approach. Mhm roles are very different. Roles are temporary, >>inconsistent, >>constantly fluctuating. If I were an actress, the parts I would play would be lengthy and varied but the persona I would identify as would remain an actress and artist >>lesbian. >>Your work isn't confined >>to a single set of skills. It may have been a decade ago but it is not today >>in any given week or sprint. You may play the role of an architect thinking about how to design a feature or service, >>developer, building out code or fixing a bug >>and on automation engineer, looking at how to improve manual >>processes. We often refer to as soil release engineer, deploying code to different environments or releasing it to customers. >>We're in operations. Engineer, ensuring an application functions >>inconsistent expected ways >>and no matter what role we play. We have to consider a number of issues. >>The first is test ability. All software systems require >>testing to assure architects >>that designs work developers that code works operators, that >>infrastructure is running as expected >>and engineers of all disciplines >>that code changes won't >>bring down the whole system testing >>in its many forms >>is what enables >>systems to be durable and have >>longevity. It's what reassures engineers that changes >>won't impact current functionality. A system without tests >>is a disaster waiting to happen. Which is why test ability >>is first among >>equals at this particular roundtable. Security is everyone's responsibility. But if you understand how to design and execute secure systems, I struggle with this security incidents for the most >>part are high impact, low >>probability events. The really big disasters, the one that the ones that end up on the news and get us all free credit reporting >>for a year. They don't happen super frequently and >>then goodness because you know that there are >>endless small >>vulnerabilities lurking in our systems. >>Security is something we all know we should dedicate time to but often don't make time for. >>And let's be honest, it's hard and >>complicated >>and a little scary. The cops. The first derivative of deVOPS asked engineers >>to move >>security left this approach. Mint security was a consideration >>early in the process, not something that would block >>release at the last moment. >>This is also the consideration under which I'm putting compliance >>and governance >>well not perfectly aligned. I figure all the things you have to call lawyers for should just live together. >>I'm kidding. But >>in all seriousness, these three concepts >>are really about >>risk management, >>identity, >>data, authorization. It doesn't really matter what specific issue you're speaking about. The question >>is who has access to what, when and how and that is everyone's responsibility at every stage, site, reliability, engineering or SRE is a discipline and job and approach for good reason, it is absolutely >>critical that >>applications and services work as expected. Most of the time. That said, availability is often mistakenly >>treated as a synonym >>for reliability. Instead, it's a single aspect of the concept if a system is available but customer data is inaccurate or out of sync. >>The system is >>not reliable, reliability has five key components, availability latency through but fidelity and durability, reliability >>is the end result. But resiliency for me is the journey the action engineers >>can take to improve reliability, observe ability is the ability to have insight into an application or >>system. It's the combination of telemetry and monitoring and alerting available to engineers >>and leadership. There's an aspect of observe ability that overlaps with reliability but the purpose of observe ability >>isn't just to maintain a reliable system though, that is of course important. It is the capacity for engineers working on a system to have visibility into the inner >>workings of that system. The concept of observe ability actually >>originates and linear >>dynamic systems. It's defined as how well internal states of a system can be understood based on information about its external outputs when it is critical when companies move systems to the cloud or utilize managed services that they don't lose visibility and confidence in their systems. The shared >>responsibility model >>of cloud storage compute and managed services >>require that engineering teams be able to quickly be alerted to identify and remediate >>issues as they arise, flexible systems are capable of >>adapting to meet the ever changing >>needs of the customer and the market segment, flexible code bases absorb new code smoothly. Embody a clean separation of concerns, are partitioned into small components or classes >>and architected to enable the Now as >>well as the next inflexible systems. Change dependencies are reduced or eliminated. Database schemas, accommodate change well components communicate via a standardized and well documented A. P. I. >>The only thing >>constant in our industry is >>change and every role we play, >>creating flexibility and solutions that can be >>flexible that will grow >>as the applications grow >>is absolutely critical. >>Finally, scalability scalability refers to more than a system's ability to scale for additional >>load. It implies growth >>scalability in the revolution model carries the continuous >>innovation of a team >>and the byproducts of that growth within a system. For me, scalability is the most human of the considerations. It requires each of us in our various roles >>to consider everyone >>around us, our customers who use the system or rely on its services, our colleagues, >>current and future with whom we collaborate and even our future selves. Mhm. >>Software development isn't a straight line, nor is it a perfect loop. >>It isn't ever changing complex dance. >>There are twirls and pivots and difficult spins >>forward and backward engineers move in parallel, creating truly magnificent pieces of art. We need a modern >>model for this modern >>era, and I believe this is just the >>revolution to get us started. Thank you so much for having me. Mm.

>>Ly from San Diego, California. It's the cube covering to clock in cloud native con brought to you by red hat, the cloud native computing foundation and its ecosystem Marsh. >>Welcome back to San Diego. I'm Stewman and my cohost is Justin Warren. And coming back to our program, one of our cube alumni and be coach hair of this coupon cloud native con prion Lyles who is also a senior staff engineer at VMware. Brian, thanks so much for joining us. Thanks for having me on. And do you want to have a shout out of course to a Vicky Chung who is your coach hair. She has been doing a lot of work. She came to our studio ahead of it to do a preview and unfortunately she's supposed to be sitting here but a little under the weather. And we know there was nothing worse than, you know, doing travel and you know, fighting an illness. But she's a little sick today, but um, uh, she knows that we'll, we'll, we'll still handle it. Alright, so Brian, 12,000 people here in attendance. >>Uh, more keynotes than most of us can keep a track of. So, first of all, um, congratulations. Uh, things seem to be going well other than maybe, uh, choosing the one day of the year that it rained in, uh, you know, San Diego, uh, which we we can't necessarily plan for. Um, I'd love you to bring us a little bit insight as to some of the, the, the goals and the themes that, uh, you know, you and Vicki and the, the, the, the, the community we're, we're looking at for, for this coupon. So you're right, let's help thousand people and so many sponsors and so many ideas and so many projects, it's really hard to have a singular theme. But a few months ago we came up with was, well, if, if Kubernetes in this cloud software make us better or basically advances, then we can do more advanced things. >>And then our end users can be more advanced. And it was like a three pong thing. And if you look, go back and look at our keynotes, he would say, Hey, we're looking at our software. Hey, we're looking at an amazing things that we did, especially cat by that five G keynote yesterday. And the notice that we had, it was me talking about how we could look forward and then, and then notice we had in talking about security and then we had Walmart and target talking about how they're using it and, and that was all on purpose. It's trying to tell a story that people can go back and look at. Yeah, I liked the, the message that you were, you were trying to put out there around how we need to make Kubernetes a little bit easier, but how we need to change the way that we talk about it as well. >>So maybe you could, uh, fill us in a little bit more. Let's say, unfortunately, Kubernetes is not going to get an easier, um, that's like saying we wish Linux was easier to use. Um, Linux has a huge ABI and API interface. It's not going to get easier. So what we need to do is start doing what we did with Linux and Linux is the Colonel. Um, this should be some Wars happened over the years and you notice some distributions are easier to use. Another. So if you use the current fedora or you the current Ubuntu or even like mint, it's getting really easy to use. And I'm not suggesting that we need Kubernetes distributions. That's actually the furthest thing, but we do need to work on building our ecosystem on top of Kubernetes because I mentioned like CIS CD, um, observability security audit management and who knows what else we need to start thinking about those things as pretty much first-class items. >>Just as important as Kubernetes. Kubernetes is the Colonel. Yeah. Um, in the keynotes, there's, as you said, there's such a broad landscape here. Uh, uh, I've heard some horror stories that people like, Oh, Hey, where do I start? And they're like, Oh, here's the CNCF landscape. And they're like, um, I can't start there. There's too much there. Uh, you, you picked out and highlighted, um, some of the lesser known pieces. Uh, th there's some areas that are a little bit mature. What, what are some of the more exciting things that you've seen going on right now, your system and this ecosystem? >> Um, I'm not even gonna. I highlighted open policy agent as a, as an interesting product. I don't know if it's the right answer, actually. I kind of wish there was a competitor just so I could determine if it was the right answer. >>But things like OPA and then like open telemetry, um, two projects coming together and having even bigger goals. Uh, let's make a severability easy. What I would also like to see is a little bit more, more maturity and the workflow space. So, you know, the CII and CD space. And I know with Argo and flux merging to Argo flux, uh, that's very interesting. And just a little bit of a tidbit is that I, I also co-chair the CNCF SIG application delivery, uh, special interest group, but, uh, we're thinking about that, that space right there. So I would love to see more in the workflow space, but then also I would like to see more security tools and not just old school check, check, check, but, um, think about what Aqua security is doing. And I'm, I don't know if they're now Snick or S, I don't know how to say it, but, um, there's, there's companies out there rethinking security. >>Let's do that. Yeah. I spoke to Snick a couple of days ago and it's, I'm pretty sure it's sneak. Apparently it stands for, so now you know, which that was news to me that, so now I know interesting. But they have a lot of good projects coming up. Yeah. You mentioned that the ecosystem and that you like that there's competitors for particular projects to kind of explore which way is the right way of doing things. We have a lot of exhibitors here and we have a lot of competitors out there trying to come into this ecosystem. It seems to actually be growing even bigger. Are we going to see a period of consolidation where some of these competing options, we decided that actually no, we don't want to use that. We want to go over here. I mean according to crossing the chasm, yes, but we need to figure out where we are on the maturity chart for, for the whole ecosystem. >>So I think in a healthy, healthy ecosystem, people don't succeed and products go away, but then what we see is in maybe six months or a year or two later, those same founders are out there creating new products. So not everyone's going to win on their first shot. So I think that's fine because, you know, we've all had failures in the past, but we're still better for those failures. Yeah, I've heard it described as a kind of Cambridge and explosion at the moment. So hopefully we don't get an asteroid that comes in and, uh, and hopefully it is out cause yeah. Um, one of the things really, really noticed is, uh, if you went back a year or even two years ago, we were talking about very much the infrastructure, the building blocks of what we had. Uh, I really noticed front and center, especially in the keynote here, talking a lot about the workload. >>You're talking about the application. We're talking about, uh, you know, much more up the stack and uh, from kind of that application, uh, uh, piece down, even, uh, some friends of mine that were new to this ecosystem was like, I don't understand what language they're talking. I'm like, well, they're talking to the app devs. That's why, you know, they're not speaking to you. Is that, was that intentional? >> Well, I mean for me it is because I like to speak to the app devs and I realized that infrastructure comes and goes. I've been doing this for decades now and I've seen the rise of Cisco as, as a networking platform and I've seen their ups and downs. I've worked in security. But what I know is fundamentals are, are just that. And I would like to speak to the developers now because we need to get back to the developers because they create the value. >>I mean the only people who win at selling via our selling Kubernetes are vendors of Kubernetes. So, you know, I work for one and then there's the clouds and then there's other companies as well. So the thing that stays constant are people are building applications and ultimately if Kubernetes and the cloud native landscape can't take care of those application developers remember happened, remember, um, OpenStack, and not in like a negative way, but remember OpenStack, it got to be so hard that people couldn't even focus on what gave value. >> Unlike obvious fact leaves on it. It's still being used a lot in, in service providers and so on. So technology never really goes away completely. It just may fade off and live in a corner and then we move on to whatever's the next newest and greatest thing and then end up reinventing ourselves and having to do all of the same problems again. >>It feels a little bit like that with sometimes the Kubernetes way where haven't we already sold this? Linux is still here, Linux is still, and Linux is still growing. I mean Linux is over Virgin five right now and Linux is adapting and bringing in new things in a Colonel and moving things out to the user land. Kubernetes needs to figure out how to do that as well. Yeah, no Brian, I think it's a great point. You know, I'm an infrastructure guy and we know the only reason infrastructure exists is to serve up that application. What Matt managed to the business, my application, my data. Um, you and your team have some open source projects that you're involved in. Maybe give us a little bit about right? So oxen is a, so let me tell you the quick story. Joe Beda and I talked about how do we approach developers where they are. >>And one thing came up really early in that conversation was, well, why don't we just tell developers where things are broken? So come to find out using Kubernetes object model and a little bit of computer science, like just a tiny little bit. You can actually build this graph where everything is connected and then all you need to do then is determine if for any type of object, is it working or is it not working? So now look at this. Now I can actually show you what's broken and what's not broken. And what makes octane a little bit different is that we also wrapped it with a dashboard that shows everything inside of a Kubernetes cluster. And then we made it extensible. And just, just a crazy thing. I made a plugin API one weekend because I'm like, Oh, that would be kind of cool. And just at this conference alone, nine to 10 people to walk up to me and said, Oh, um, we use oxygen and we use your plugin system. >>And now we've done things that I can't imagine, and I think I might've said this, I know I've said it somewhere recently, but the hallmark of a good platform is when people start creating things you could never imagine on it. And that's what Linux did. That's what Kubernetes is doing. And octane is doing it in the small right now. So kudos to me and me really and my team that's really exciting. So fry, Oakton, Coobernetti's and Tansu both are seven sided. Uh, was, was that, that, that uh, uh, moving to, uh, to, to eight, uh, so no marketing. Okay. And I don't profess to understand what marketing is. Someone just named it. And I said, you know what, I'm a developer. I don't really mind w as long as you can call it something, that's fine. I do like the idea that we should evolve the number of platonic solids. >>There's another answer too. So if you think about what seven is, it, um, people were thinking ahead and said, well, someone could actually take that and use it as another connotation. So I was like, all right, we'll just get out of that. That's why it's called octane, but still nautical theme. Okay, great. Brian. So much going on. You know, even outside of this facility, there's things going on. Uh, any hidden gems that just the, you know, our audience that's watching or people that we'll look back at this event and say, Hey, you know, here's some cool little things there. I mean, they hit the Twitters, I'm sure they'll see the therapy dogs and whatnot, but you know, for the people geeking out, some of those hidden gems that you'd want to share. Um, some of the hidden gems or I'll, I'll throw up to, um, watch what these end-user companies are doing and watch what, like the advanced companies like Walmart and target and capital one are doing. >>I just think there's a lot of lessons to be learned and think about this. They have a crazy amount of money. They're actually investing time in this. It might be a good idea. And other hidden gyms are, are companies that are embracing the, the extension model of Kubernetes through custom resource definitions and building things. So the other day I had the tests on, on the stage, and they're not the only example of this, but running my sequel and Coobernetti's and it pretty much works all well, let's see what we can run with this. So I think that there's going to be a lot more companies that are going to invest in this space and, and, and actually deliver on these types of products. And, and I think that's a very interesting space. Yeah. We, we spoke to Bloomberg just before and uh, we talked to the tests, we spoke to Subaru from the test yesterday. >>Uh, seeing how people are using Kubernetes to build these systems, which can then be built upon themselves. Right. I think that's, that's probably for me, one of the more interesting things is that we end up with a platform and then we build more platforms on top of it. But we, we're creating these higher levels of abstraction, which actually gets us closer to just being able to do the work that we want to do as developers. I don't need to think about how all of the internals work, which again to your keynote today is like, I don't want to write machine code and I just want to solve this sort of business problem. If we can embed that into the, into this ecosystem, then it just makes everyone's lives much, much easier. So you basically, that is my secret. I'm really, I know people hate it for attractions and they say they will, but no one hates an abstraction. >>You don't actually turn the crank in your motor to make the car run. You press the accelerator and it goes. Yeah. Um, so we need to figure out the correct attractions and we do that through iteration and failure, but I'm liking that people are pushing the boundaries and uh, like Joe beta and Kelsey Hightower said is that Kubernetes is a platform of platforms. It is basically an API for writing API APIs. Let's take advantage of that and write API APIs. All right. Well, Brian, thank you. Thank Vicky. Uh, please, uh, you know, share, congratulations to the team for everything done here. And while you might be stepping down as, or we do hope you'll come and join us back on the cube at a future event. No, I enjoyed talking to you all, so thank you. Alright, thanks so much Brian for Justin Warren we'll be back with more of our water wall coverage. CubeCon cloud native con here in San Diego. Thanks for watching the queue.

>> Announcer: Live from San Francisco, celebrating 10 years of high tech coverage, it's theCUBE. Covering VMworld 2019. Brought to you by VMware and its ecosystem partners. >> Welcome back to bright and sunny San Francisco. Gorgeous day here in the City on the Bay. Dave Vellante, John Walls. We continue our coverage here on theCUBE VMworld 2019 with Doc D'Errico from Infodant, CMO. Doc, good to see you again, sir! >> Infinidat. >> Oh Infinidat! Sorry, sorry, sorry. (Doc laughs) But, good to see you! >> I missed my opportunity but thanks, Dave, yeah, it's good to be back. >> John: You bet. Marc Creviere, who is principle systems engineer at US Signal. Good to see you again, Marc here. You were here just last year, right? >> Yeah, I'm an alumni now. >> We'll touch base on that in just a little bit. Doc, first off, let's just talk about the show from your perspective. What you're doing here, explain to our viewers at home what it's all about and what you find the vibe that's going on this year. What kind of sense do you get? >> The vibe is fantastic The sense is great. Coming back to San Francisco, I'm not sure what we were really expecting but it's a really good tempo, a lot of great people, lot of great feedback on our recent launch. A lot of people looking at what're we doing, especially with VMware and availability. Lots of new use cases for snapshot technologies which is fantastic. The 100% availability, it's great getting people come up to you who say "Hey, this is incredible. "You guys actually put some teeth behind your guarantees," "you know, you're not just promising "some future discounts or something. "In the VMworld environment where I've got my VMs, "I need that kind of guarantee, I need that support. "I need to know that my systems "are going to be there when I need them, "because that's my business," right? It's just an incredible vibe. >> And had your party last night? >> We had our party last night. And guess who was there? (laughs) >> I did stop by, it was a very cool venue. The San Francisco Mint, which is, it was kind of awesome. >> Yeah, it was a great, great environment. It was great having people like Dave there, and some of the other industry luminaries talk to our customers. >> I didn't get the tour of the Vault. >> Doc: I'll get you a picture. (laughing) >> So, Marc, I mentioned in the intro, we had you on last year. So, let's look back at the last 12 months for you. US Signal, and what's been going on with you, and what are you seeing here and kind of feeling here in terms of business? >> Yeah, thanks for having me back. It's been another great year at US Signal. We are planning on opening a new data center in the Detroit Metro area, coming up online Q1 of 2020, so that's exciting for us. Purpose built, wholly owned and operated by us, so that's great. It's going to add to our capabilities in that region. We've had a heavy focus on DR technologies, DR as a Service technologies in the past year. Seeing a lot of success, a lot of really good conversations with customers and developing their plans, and bringing our new capabilities to be able to service those needs. >> So, tell us more about the DR as a Service. I mean, that's obviously one of the early sort of cloud-use cases? >> Marc: Yeah. >> Add some color, what is it all about, how does it relate to some of the other DR solutions that are out there and what role do these guys play? >> Yeah, well we conducted a survey of a little over 100 of companies in our region, a little over 100 respondents, and three out of four respondents told us that their biggest concerns were either distributed denial of service or ransomware. Obviously, we've got these bad actors out there. And it doesn't necessarily have to be a bad actor, it could be something force of nature making data unavailable, right? It doesn't matter how great the equipment is if either a bad actor or nature takes it out for you. So, having that protection, we're able to have replication technology. We actually have three separate technologies that we use now. We enhanced our Zerto-based offering to include multi-cloud so we can now have customers replicate to either multiple cloud destinations, us being one of them, or they can replicate to one of their sites and us as a tertiary site, so that's new. They're able to bring their existing licensing. One thing that's exciting to me, near and dear to my heart, is drafts for VMware based on the vCloud availability platform. So, we're a big VM, vCloud shop, big consumer of VMware technologies, that's why we're out here, and that's really exciting to me because it uses built in VMware replication technologies. There's not a lot of learning curve, there's not a lot of extra components. Super simple to get up and running and get RPOs as low as 5 minutes, and it's easy, and it's relatively cheap on an OPX-type platform, where you're paying for storage and per VM and that's it. And then we've also spun up a replication for Veeam, Cloud replication for Veeam based on that ecosystem. So, we've got a lot of entry points, a lot of different ways that we can protect that data and bring it in and get a copy in our data center, so in the event that it becomes unavailable at the source, it's either managed or customer managed. We can get it up and running in a short time frame on our infrastructure. >> And Infinidat is the primary storage underneath all this? >> Marc: Yeah. >> So, explain more about... So, Doc, you and I have had these conversations. The state of the art, whatever, 15 years ago, was three-site data centers, very complex, extremely expensive. I'm interested in how we're attacking that problem today. You obviously, with multi cloud, it's multi-site, but how are we attacking the cost problem, the complexity problem, the "I can't test because I can fail over "but I'm afraid to fail back" problem? >> Well, you know, there's so many different ways to cover all of these. We're talking just about ransomware, you know, ransomware are immutable snaps, become an important play and we have Snap Rotator which will allow you to build a certain number of snaps and have them just rotate through so you're not just creating an infinite number, you're not wasting time and space. And, by the way, time and space, our snapshots are zero-overhead. There's zero performance penalty, unless you want to crash consistent copy, and there's really zero data overhead because it's only the incremental data that you write. So, by creating this, you can do it every couple seconds, and then create some immutable copies of that. You know, make them time out, so they can't be modified, 30 days, 60 days, whatever you decide administratively. So that's great. If you're looking for the DRaaS, the DR as a Service-type capabilities, whether it's single site or multi site, going to cloud service providers makes a lot of sense. 'Cause now, even if it's on premises to a cloud service provider, now you're not having to worry about that second set of infrastructure, you're not having to worry about the management of it, you're not having to worry about the systems integration of it, or even go CSP to CSP, right? Go from one data center within your favorite cloud service provider, hopefully US Signal, to another or any one of our great partners would be super, too. And then, of course, InfiniSync, where if you really want that longer distance capability, why bother with a bunker site? Why bother with all that complexity and that cost and overhead? Put in an InfiniSync appliance in with a VM, and you've got the recoverability. You can go asynchronous distances, and have a zero RPO. >> For way, way less. >> Oh, a fraction of the cost. It'll cost you less for the InfiniSync appliance than it'll cost you for the telecoms equipment that you need for a bunker site. >> If I don't want to build another data center... Go ahead. >> What I'm curious about; I heard a number yesterday in one of the interviews we had, about ransomware. The number kind of blew me away, and I thought about one out of every three companies will be a victim of, or at least a ransomware attack within the next two years, which means everyone, over the next six, if you extrapolate that out. Does that sound about right from what you're seeing? That the intrusions are reaching that kind of frequency? >> I'm surprised it's that low, but I'll let Marc try and answer that. >> We've done some events where we actually demo how easy it is, like, through a phishing attack, to get that in there. So, it's not just about having those protections in place, it's your user training; that's a huge area, training those users what to look for in those emails to avoid that sort of thing, but it's not perfect. People are imperfect. >> Dave: And yeah, you got to have both the protection on the front end, the training for the people, and those recovery options in the event it does get in. In our survey, the average monetary damage was over $150,000 per incident. And that means that some people got off a little lighter and some people paid a lot more, if that was the average. >> Should you pay the ransom? >> Uh, not if you've got a good plan in place that can test it. (laughs) >> But it is, it's a reasonable question. >> Huge quandary. Some are, some aren't, right? Atlanta says "no, we're going to pay a boatload "to protect against it, but we're not going to pay that," what was it, 55,000 or whatever it was? >> Let's negotiate. >> Yeah, I think I said last time I was here that until you've tested your plan, you don't really have one. You know, it rings just as true today. >> What's your business worth? I mean, it's a great question, really. What is your business worth to you? Your business is probably worth a lot more, and they probably throw these numbers out there, thinking "Well...", then becomes a no-brainer for you to pay, and that's the whole point. Because what is ransomware? It's malware that's recoverable, maybe. You're not even sure of that. >> Is it usually, is it operator error? Is it human error that allows that to work more often than not? Or, is it a mixture of technical chops, or just...? >> It's a mixture; you've got to know what vulnerabilities are out there on your infrastructure, you got to make sure you're staying up to date on patching those vulnerabilities, paying attention to any compliance practices, if you're a compliant organization. You know, HIPAA, PCI, our entire infrastructure footprint is actually HIPAA and PCI compliant at the levels that we control. So, it's a heavy lift. You got to stick with it. >> But just to kind of bring it full circle to the comment about the ransom and paying it, you know Marc said something really important, "Have a good plan." I would argue, have a good partner. If you don't have a CISO who's got the chops to be dealing with these types of problems, that's when you need a partner like US Signal to really step in and take you through what's involved in a realistic plan, something that's not going to break the bank, something that's really going to protect your business going forward, because these things are very real. >> One of the concerns I have in this topic is that things happen really fast these days. So, if there are problems, they replicate very, very quickly. How do you address that problem? Is it architecture, analytics, I'm sure process, maybe you could add some color to that. >> All of the above. Having those controls in place, those segregations, we've got, obviously, clear segregation between our management and customer data plans. And each of our customer data plans are separate from each other. It's secure multi-tenancy, not just multi-tenancy. So yeah, it's important to keep those delineations, user access, making sure that people only have access to what they need, and a lot of that, again, is covered by those compliance practices and paying close attention to what they have. There are reasons they have these guidelines and these rules and these audits. It's to help, in large part to protect against that. >> You mentioned before, Marc, you're a heavy VMware user, Infinidat, it's kind of the new kid on the block. People said "Oh, they'll never be--" >> Marc: Not for us. >> What's that? >> Not for us. >> Not for you, right, but for the storage industry. Doc and I have been in the storage industry a while. But, I'm curious as to what you want from a supplier like Infinidat, why you chose Infinidat? How're they doing with regard to VMware affinity, all those things people tend to talk about as important. >> Marc: All right, well-- >> What do you think is important? >> Well, in the Infinidat experience, the company experience, the support experience, it is the benchmark by which we judge all other vendors now. It's that good. The working with us whenever we need equipment, obviously they've got, the price per terabyte is hard to beat with the way they're able to leverage that technology. The responsiveness, if we've needed something in a hurry they've been able to get it to us in a hurry, It ties in extremely well with our infrastructure because we scale so quickly, right? Trends are very hard with us, because there's all these hockey sticks. It's going, going, going, we get a big order and it goes up really fast. I think the theme right now is scale to win? >> Yep. >> So that resonates with us because by having that in place and having that scale ready to go, we don't even need to anticipate those hockey sticks because it's already there. >> Great. Well, gentlemen, thanks for the time. We appreciate that. Doc, Infinidat. (laughs) >> Thank you very much it's great to see you both again. >> John: Look forward to see you in 2020, right? >> I'll be back. >> Yeah, it's become an annual thing. >> Michael said we'll be celebrating our 20th year, so I'm looking forward to seeing-- >> And this is our 10th year here, so anniversaries all across the board. >> Congratulations. >> Congratulations. >> Have a good rest of the show, we appreciate the time. >> Thank you very much. >> Thank you. >> Back with more VMworld 2019, we continue our coverage live here on theCUBE. We're at Moscone Center North in San Francisco. (upbeat electronic music)

>> Announcer: From New York, it's theCUBE. Covering Blockchain Week. Now, here's John Furrier. >> Hello, I'm John Furrier, here in New York City, for on the ground coverage of Consensus 2018, it's part of Blockchain Week, New York. All the action's happening here, sold out show, tons of events happening in New York City. You got the New York City crowd, you got the Hollywood crowd, you got the tech crowd, all kind of coming together, entrepreneurs, the entire ecosystem. My next guest I Lars Rensing, who's the co-founder of Arc.io, its own blockchain, its own coin, CFO. Thanks for joining me today. >> Thanks John for having me here. >> So your signs everywhere I see, Arc.io, you're a big sponsor, top-tier sponsor. Congratulations. >> Thanks, thanks. >> Why sponsoring this event? >> Because it's a big event, lots of commitments, lots of people will be here, lots of important people are in this space, so like this is a good area to be and show ourselves more. >> You guys have a lot of traction with your offering, your project. Can you take a minute to explain Arc, >> Yeah sure. >> What is it? What is Arc coin, what's the development plans? You have multiple moving parts to this opportunity. Take a minute to explain. >> So what we're trying to build is the interoperability between blockchains, because we see that every use case probably needs their own blockchain, otherwise, you get one single point of failure. Where you you see them clogging up, old projects watered down because we have more blockchain. So every use case should have their own blockchain really. >> And also blockchain has different developer ecosystems too. You might want to have certain developers, like JavaScript might like Hyperledger, right? >> Yeah, exactly. Once every, like that's also what we are building with our SDKs, every developer in their own language, getting into blockchain is important, because there are not that much blockchain developers at all >> What's going on now? Obviously you guys are a blockchain platform. Developers really are engaging. What's your strategy with developers? >> So far we are working on our new V2. We started from scratch because we saw some limitations in our code, so okay, we needed to start from scratch, build a new V2, and we are internal testing that right now and working on that. >> Do you guys publish your roadmap? >> We publish a roadmap but we don't give dates. (John chuckles) Because we feel like we launch when it's ready, not when we set a date. We launch when it's ready. >> What's the community like for Arc? What's it like, what's the vibe? >> Really good, really commitment, working together. We're working actively with the community because we ask feedback from them. Like, with the V2 when we publish, okay, we're going to work on this project or on a V2, we ask community what's your feedback on it, and we actively took feedback from them and made it into the, in our development. So you're the CFO and co-founder, and you got a lot of co-founders, I know you got some other co-founders. >> Yeah. >> But I just love having a CFO that's not talking speeds and feeds on the spreadsheet. You also know the technology, you're in the community. I've been saying on theCUBE many times now that a new role's emerging in these companies of Chief Economic Officer. >> Yeah. >> 'Cause the token economics and the developer, there's interplay now between the business and the technology. Can you talk about that? >> Yeah sure. When we started, we really looked into the economics, how are we going to build it, how are we going to look into our Arc, the token is economize. How are people going to use it. So we saw that if you do an infinite supply of new tokens, because people are burning money. In this space it's still, insecure to sometimes lose you best basis. So money is still burnt. So you need some inflation to keep running your tokenization. >> You guys have an ecosystem? >> Yeah. >> What is your ecosystem strategy? You have developers. >> Yeah. >> Anyone else in the ecosystem that's notable? >> So far we are working on our core code, and when we are done with that, we are looking into partnerships and expanding our ecosystem with different projects. One of them is currently is Persona, which is a personal identity on the blockchain >> Lars, how did you get into all this? I mean, did you just fall out of a boat one day and fall in the water and say, hey blockchain? Was there a project, was it open source? Did you come in for a certain... Did you have an itch you were scratching? How did you guys get into this? >> I got into this because I have always had, my background is in construction, but I always had a passion for IT, and the new developments in that. So I started reading more about blockchain, and how it works and how it can change the world. So I said, okay, this vision is so great, I want to do something with it, and work more on this than my real job, and at the time I was not really practical to do both anymore, so I said okay, I'm going to full-time with this because I love this. >> When did Arcs all come together? What year, when did it all kind of come together? >> August or September 2016 we started. >> So you guys a couple of years ago, good. So it's a couple of years under the belt. So I got to ask you the question that comes up a lot here on theCUBE in my Cube conversations is, you have people looking at the new wave. >> Yeah. >> The infrastructure's changing completely over from old e-commerce web stack to a whole new network effect, decentralized and distributed, distributed computing's still very relevant, cloud computing of the source, now you've got decentralized. People are asking themselves, is a blockchain and decentralized apps a fit for me? So the question to you is, how do you answer that question? When someone says, "Why blockchain?" what's the answer? >> Depends, because you know always, blockchain is not always the answer. I think some people are putting too much blockchain on projects were are not really needing blockchain. And so I think it really depends on the use case or if it's needed. It's a solution to a problem. It's not always the... Not always needed, in that sense. >> John: Well, it's got to be a good fit. >> Exactly. >> You can't just say I'm doing blockchain and just throw it on top of it. >> No. >> It's got to be decentralized, it's got to be some... Well it kind of depends on the token too. Can you explain the token strategy? So let's just say, okay, I have a decentralized vision, architecture, but now I have to make my economic model match my token model. So there's certain coins, you have work coins for utility, you have you know Burn-and-Mint Equilibrium. So there's different approaches. What's your vision on how that's going to play out? Will it sort itself out? Is there a certain swim lane or a certain token model that fits a certain use case? Is there any patterns emerging? >> I think it really depends on what is needed, where are you looking at, where it's used for, is it just for utility, is it for security, it's really different but... So we said like, every use case would have their own blockchain, but because if you want to do something specific for your token, you can adapt to it, and not be stuck with the project you're working with. >> So you got to think it through. >> Yeah. >> Really do some deep thinking. >> Yeah. >> It's almost like designing an architecture for an OS. I mean it's really an operating system kind of decision to the business logic. Okay, so back to the event, you're a big sponsor. What's going on here for you? Obviously you've got great visibility. You guys doing any activities, are you showing anything, what's the big focus for the show for Arc? >> Just more, being out more to the world, bring everyone more, seeing what we are building and showing us like, and educating everyone what you are building and what you are doing and that we are actively working even with the French government about Arc. >> Why is Arc exciting for your contributors? What are they saying about you? What are some of the community mem... What's the feedback? >> That we are really engaged with the community, and that the community's even here, and we are actively talking with each other and even discussing the development with them, and even brainstorming with them. So we are really engaged with the community. >> Is there a differentiator that you have on your blockchain, is it faster, is it better, is it, what's the... What's the core thing that you tell people on why they should work with you? >> We are dedicated proof of stake, but in the vision that we are not vote multiple times, which your stake, you can only vote one time, and maybe that 80% of the coins in circulation are used for voting. So, and 51% to take is almost impossible, and there's lots of decentralization that delegates even. >> What does that mean for them? What's the impact to your partners and customers and users? >> The delegates are really helping because of their... Not only they provide a service to securing the network, they're also actively promoting our... Doing meetups, just everything, it's creating a great community. >> So it's growing? >> Yeah. >> Lars, thanks for coming on. Congratulations, you're a true entrepreneur. Love the hustle, love the fact you took a bold move in the big sponsorship. That was a tough decision, no, probably easy decision? >> No, it's a tough one. >> Big money. Good luck, Lars, with Arc.io, great project, got a good success, very community focused. Check 'em out online at Arc.io. I'm John Furrier with theCUBE. theCUBE.net is our URL, we're out in the open, we're in the open here on the floor at Consensus 2018, part of Blockchain Week New York. Thanks for watching, more live coverage after this short break.

>> Narrator: Live from San Jose, California in the heart of silicon valley, it's theCUBE! Covering QuickBooks Connect 2016. Sponsored by Intuit QuickBooks. Now here are your hosts Jeff Frick and John Walls. >> Welcome back to San Jose, California. We continue here on theCUBE our coverage of QuickBooks Connect 2016. Of course theCube is the flagship broadcast here on SiliconANGLE TV where we extract the signal from the noise and I tell you what, with our next guest, we have a lot of signal to bring you. Scott Cook, the founder and the chairman of the executive committee at Intuit. Scott, thank you for being with us. We really appreciate the time and have been looking forward to this for quite some time once we knew you were going to be on theCube. It's good to have you. >> Good to be here. >> Let's talk about just first off, look at where you are now, right? 30-some odd years. It's been quite a ride I would assume for you. >> Yeah, it started, you know Tom and I got together and then there were two of us and then we eventually had seven of us in a basement. Well they called it the garden level. But the only part of the garden you could see would be the roots and the gophers. (laughter) And then we hit bad times and the things ... We just couldn't get money. We couldn't get sales so we shrunk down to four people. Couldn't pay salaries. It was pretty ugly. And from that, to look at 5,000 people here today. 8,000 employees in the company. When I started the biggest PC software company was 160 employees, and they were huge! Oh these giants! (laughter) >> How do I manage all this? >> Yeah, yeah. >> Well a quote that we've heard a couple of times today. We heard on the keynote stage. About the corporate philosophy of we fall in love with your problems, not our solutions. And is that the driving force you think? I mean, why you've made it through 33 years? >> I think yeah. Yeah, I actually think that's pretty important not just to the success of Intuit and QuickBooks and Mint and TurboTax, but to business in general. My theory is what great entrepreneurs do is they find the intersection of two circles. So think of a Venn diagram and the intersection. One circle is what are people's biggest, most important unsolved problems? Not the problems that are already solved by someone else. Find the ones that aren't solved yet. And then look for the ones that we can solve. Cause you can't solve everything. But look where we can apply the best technologies in the world. What's in that intersection? And focus there. >> And in some of the research to get ready for this. You've talked about really focusing on the important stuff. You gave a great example in that Khan Academy talk about there's really only 1 1/2 things that you should really be focusing on to really move the ship forward. And that was a very great insight. >> Yeah, you know all of of us have the desire to do too many things. You get groups. You've got 10 people in a room, they each have their ideas and it's tempting to shoot at too many targets. And those 10 targets are not of equal importance. You got to go through and kind of rigorously and be disciplined and say what's the 1 1/2 most important? And stay relentlessly focused on that. >> And then how is your role changed? As time has passed and you're no longer the CEO. Now you're chairman head of the executive board. How have you kind of learned to still keep your hands on it but in kind of a little bit more of a distant role? >> Well, first of all, thank goodness for leaders like Brad Smith, Sasan Goodarzi who heads up our small business group, that's really the host of this show. Thank goodness for great leaders like that. So my role's changed a ton. I work really on two areas now which is strategy and coaching our entrepreneurs. So strategy over to Brad and our other leaders. I'm trying to help our leaders see the future and make the big strategic calls. What's really most important? How do we know? And then work with our entrepreneurs. We're a collection of entrepreneurs basically. We've got a couple hundred entrepreneurial projects going on inside the company at any one time. And each one of those is like a little startup. I mean, they've got a customer in mind. They've got a problem they're trying to solve to improve people's lives so fundamentally. And there are challenges. So helping grow our entrepreneurs and then grow the culture around them to allow great entrepreneurs to invent things to change the world and do that from within Intuit with a huge reach to be able to get the inventions out in the hands of millions. And change the lives of tens of millions of people. >> So, over the course of the run of the company, they haven't all been home runs. >> Scott: Oh yeah. >> Right. So how have you learned from those swings and misses? And applied them to the small businesses that you're serving? Who are swinging and missing on a regular basis and you're trying to narrow that margin, right? Trying to make them more successful. >> Scott: Yeah. >> So what did you learn you think maybe through your attempts about that culture of trying basically. >> I think maybe the most important thing really dovetails with what you just said. Early on, when the company was, before we even had our first product out, we'd build a version of it and then we would bring in test audiences of it and have them test it to see if they could figure it out without us saying anything. And they couldn't. So then we'd redesign it and then we'd test again. And then we'd redesign it and test again. Over time kind of lost some of that dedication to running experiments. And it became whose opinion? And you'd build, and it was the loudest opinion in the room. Or the boss' opinion. And that produced a number of failures. Things that just didn't work. Customers didn't buy it. Or they bought it and it didn't it didn't produce the desired effect when they bought it. So the thing I've learned about life and companies is to set up a culture where you make decisions based on fast cheap experiments. That very thing you were talking about. If you got an idea, figure out, okay, what's a leap of faith assumption, let's go try it. And don't debate it. Try it. And then we learned from trying. Oh, a bunch of those don't work. And then we learned from the things. Why didn't it work? And that teaches us something we didn't know before. That maybe the fulcrum, the pivot, to a new idea. And some of those do work or most of it worked. But other pieces didn't. And we learned by doing. Not by debating in a conference room. So to set up your company so that people throughout the company can take their idea and run the experiment. That produces great entrepreneurs and great learning. A continuous stream of learning. I guess the learning begins when you first get real people trying your idea for real. >> Let me follow up. Cause the other thing you talk about is that often comes from the youngest and the newest employees. Which is completely antithesis to a kind of hierarchical structure. Where these are the people that you should be listening and giving them the opportunity within this comfortable framework to do these experiments. >> Absolutely. Sometimes the very freshest ideas come from the people farthest from the boss. Newest in the company. Closest to the customer. But typically in a hierarchy, whose got the least clout? Whose ideas are the least listened to? It'd be the new person, the young person. >> Jeff: Right. >> And so part of the genius of running a company of decision by experiment is that everyone's ideas can be run as an experiment. The boss' idea. The CEO's idea. And the person that's new. We should be testing each of those. Except in a crisis where you got to make snap decisions. And hopefully those aren't very often. You should run the company so that each good idea can be tested, regardless of where it comes from. And then the great thing is, then you get the best ideas from all your folks and they learn from doing. If their idea doesn't work, now they learn from that. Ooh, okay. I thought it was going to do X, it did Y. Why? What didn't I know? That's where learning comes from. Learning doesn't tend to come from the successes, learning comes from the things that didn't work. >> So, I think we've all seen good executives. How they operate. They hire good people, right? That's ... You have a vision and then you hire people who surround that and amplify that vision. So when you're looking for people or when you've been looking for people to work with you. What's that common thread? Or what are the traits that you've looked for the most to think that's a good fit? Or this is the person that I want on my team. In order to carry on this vision to where it's expanded to where it is today. >> Let me break that into two buckets. There are a set of things which are unique to particular career paths. So certain things from engineers might be different than certain things from a salesperson or a marketer or a finance person. So let's set that aside. Let's cover the commonalities. I think there's a few things. When you think about the people you've most loved working with or for. There are people who are great creative problem solvers. Instead of seeing a problem or barrier and giving up or being unglued by it. Can figure out okay, how're we going to solve that problem? And then there's people who are there to serve. Where it's not all about them. I've got a thing that I tell our folks that others won't care how much you know until they first know how much you care. So if one of our speakers today said it. If your first job is to serve yourself you're not going to go very far. Because who wants to work with someone who's self serving? Who wants to buy from a company that's only looking after its own front P&L? Job one is you got to serve who you're serving. The customer or the person of the company who you serve. So we look for people who are really motivated by the outside to try to do right by the customer. I think you look for people who are achievement oriented. Who get stuff done. Who make things happen. Do you want to work with somebody who always needs to be dragged along? No. You want to work with somebody who's pulling you along. Who's getting a lot done. So you go, wow, that person gets a lot done. So I think those are pretty core. Solve the creative problems. Have the passion and energy to serve, do what's right for the customer. And then get a lot done. >> And then you've talked about the curse of success. And avoiding the curse of success. And you guys have done that, obviously. So what are the kind of the lessons to say fresh? This started as a checkbook register and now the future of payments and mobile and the options are just tremendous. Bitcoin, who knows where that's going. So, as the future keeps evolving, how do you stay fresh? How do you keep the team fresh? How do you not rest on your laurels even though you have 5,000 fans walking around San Jose convention center today? >> This is a real challenge for companies. Because success turns organizations. It makes them dumb and slow. It's tempting, the thing I would avoid is it's tempting to look at your achievements. To look through the rear view mirror. And look at boy, how much we've achieved. But that only makes you self satisfied. In fact, with an organization you need to do the opposite. Look to where we want to be. Look to where we should be. And we're here. And then say, well shoot we are not very far. So for example, and I define these in customer terms. For example, we started our first product helped somebody manage a checkbook and pay bills. If you look at it really, the problem of paying bills has gotten worse. It used to be all bills came in the mail. So you had a little physical reminder. Some come in the mail, some you get by e-mail with invoices from some people. Some you go online and find a website. You pay some at a bank website. Maybe you go to the biller, you pay some. You write checks for some. It's much harder now. We have not actually got to the point. When our nirvana is you never worry about a bill. And you're never late. And you're never overdraft. The overdraft rate in the country is around 30% of households have a late payment during the year from which they get fees. And the overdraft rates, the overdraft charges can be $30, $35. We have not solved that yet. We got to look and say with all that we've done, that's what we should have done. So we've got a team working on that right now. Because we got re-focused on it. So we'll be coming out in December with stuff in there. Look at tax. Tax many people would say is one of our best businesses. And it is. Look at all we've achieved. But, look at the reality. People are still spending a lot of time on tax. Who wants to be spending time typing stuff into tax software? Does anybody? (laughter) No. There's not an accountant, there's not a consumer. We haven't solved that yet guys. There are still a hundred million people in the country typing stuff in to systems to do taxes every February, March and April. That's where we want to be. Is ultimately there is no typing in. All that information you have that goes in your tax return goes in automatically. And if you're an accountant, it all goes in for your clients automatically. So that you can focus on the high level stuff and not the drudgery. So, viewed from the lens of really what life should be. What's our aspiration? Our ideal? Keep people focused on that. And it sure has helped motivate us. I mean, we should be finding a lot of money for small businesses. And we're launching, announcing today ways that we help small businesses find more money. We should be eliminating the drudgery of running a small business. Nobody wants to do the book work. Instead, they want to do what they love to do in business. It could be working with clients. It could be the craft of doing the business. It could be selling new business. Every business person has something they love to do. And it's not doing the books. And that yet, people still have to do it. We want to have it on your phone so you don't have to do the books. It's done automatically. And you got a question, boop boop, there's the answer. >> So you mentioned the phone. Is that the next big growth opportunity? Mobile this is top priority with so many different sectors right now. >> Yeah, yeah. It's the growth today. In fact, every new feature and new benefit that Sasan Goodarzi showed today in his keynote address. Every one of 'em, he showed it on a mobile phone. Every one. It's the fastest growing. TurboTax the great consumer business. It's the fastest growing platform by far. So yeah, if you can take stuff off a desktop and put it so automatically that you can just get on your phone, say, okay, yep, do it. >> Right, right. >> Yeah, so that's where we're aiming a lot of our innovation. And these are amazing platforms. A simple example, the fastest growing form of employment in the United States and in fact, in the world is self employed. Where you think of an Uber driver or someone like that. People who work as consultants, contractors, they work for themselves. They've got to keep track of all their business expenses. Or they lose that money on their tax returns. Money out of their pocket. They got to keep track of every individual business expense which of course, they co-mingle with their personal checking, personal credit card. And they got to keep track of every mile they drive for business. And keep it separate with contemporaneous records that the IRS requires with the starting odometer reading, the ending odometer reading, and the destination and what it was for. Well you can imagine that's such a pain in the butt. So many independent business people, freelancers fail. Or they do some but not others. And that's money right out of their pocket. Thousands of dollars they don't get. They should get that they deserve. So we've devised and a team really creative work, QuickBooks Self Employed. It sits on your phone in your pocket. It reads what's coming from your bank and your credit cards and anytime you're stopped at a stop light or you've got two minutes before a meeting starts. You can go through and say oh, that was a business expense, business, business. That was personal, personal. It's that fast. And then you get complete records for your taxes. Oh then mileage. There's lots of software out there that'll track your mileage but it does by pinging the GPS. GPS takes battery. You ping the GPS all day long, what happens? Zhoom. >> Goodbye phone. >> Bye bye phone. So it's worthless. Our guys we launched that. Quickly found out that people stopped using it because it drained their battery just like everyone else. So, three clever engineers. Together with a couple others came up with a really clever idea which we've patented now. And it tracks your location without pinging your GPS all day long. So it doesn't drain your battery. So now you had complete records. It can detect when you're driving and where you started, where you finished. How many miles. Keeps perfect record, just as the IRS requires. And then you just have to tell it which are business, which are personal. And then it learns. Which one are business trips. So that over time, it knows when you're driving on business and you don't have to do anything. You get complete tax records. We've got businesses using it who get on average $7,000 of tax deductions. $7,000 of tax deductions. Because of the way it tracks. >> And you're taking advantage of the platform. You're taking advantage of the accelerometer. >> Yes. >> More importantly I think. The thing about mobile that most people don't maybe consciously think of is the way we interact with it as you said is little bits of time here, there, and everywhere. >> Scott: Yes. >> It's not the sit down thing. But I think what I think is most exciting about this show is it's a lot of talk about technology. But at the end of the day, it's really more about business. And small business. And small medium size business. And getting business done. >> Scott: Yes. >> And letting people do those dreams like the gal that was on the keynote. >> Scott: Yes. >> Letting her build her company and her franchise. And not have to worry about am I getting all the right deductions. >> That's right. I think the technology is the enabler. But it's all to enable what? What are we trying to deliver? And you saw it, in the kind of lead of slides. We're trying to fuel the success of small business. This is all about success. The technology's an enabler but that's not the center, the star of the show. The star of the show are small businesses and how they succeed. And how the suite of things that hundreds of developers and hundreds of software entrepreneurs who all build for the QuickBooks ecosystem. The new methods, and new ways to drive small business success. And at the end of the day, we don't measure ourselves with software. We measure ourselves with how much more money did we make small businesses? How much time did we save them so they could do what they love? How did we help them grow their business? Running a small business is a, and I know from starting Intuit, it absorbs who you are. You identify with that business. It is your representation to the world. To your spouse, to your in-laws. And if that business is successful, it's something about you that's irreplaceably positive. If that business is struggling, it strikes to the core. I mean, you feel bad. You look bad. So helping businesses succeed. And move them from mediocrity to success is such a home run for the psychology of this growing part of our economy. For each individual, it's your report card on yourself. And we can help make those report cards much better. That's our mission. That's how we're going to change the world so, so dramatically. People can't imagine going back. >> I'd say that you've already changed it dramatically. And it is exciting to hear about the next steps but this whole blend of strategy and execution and culture you're being commended for. It's just a great example of all those factors coming together and make great things happen for a lot of people around the globe so congratulations for that and thank you for being with us Scott. We appreciate the time here on theCube. >> Jeff, John thank you very much. This was a pleasure. >> Jeff: Thank you. >> You bet. Back with more from San Jose in just a bit. You're watching theCube here on SiliconANGLE TV. (techno music)