(upbeat music) >> Announcer: Live from Orlando, Florida it's theCUBE. Covering Grace Hopper Celebration of Women in Computing. Brought to you by SiliconANGLE Media. (upbeat music) >> Woman: (clears throat) Here today. >> Welcome back to theCUBE's coverage of the Grace Hopper Conference here in Orlando, Florida. I'm your host, Rebecca Knight. We are joined by Josie Gillan and Laurel McLay. They have just launched a new collaboration, Twinovate. Tell our viewers about Twinovate. You are identical twins, I first of all should say his. >> Yes, we are. So Twinovate one in, what it is is Laurel and I are actually mirror twins and I'm left brain, I'm right-handed. Laurel's right brain and she's left-handed. So what I am is, I'm in my previous background is engineering leadership. I've worked at companies like Salesforce, Atlassian, Cloudera. But Laurel and I saw an opportunity with our diverse viewpoints to start a collaboration together. So I'm the left brain twin. I'm logical, I'm problem-solving, and I love nothing more than to get that code compiled. >> And I'm the right brain twin, so I'm creative, language, any of that messy human emotional stuff. I'm a career coach back in New Zealand. And so I love nothing more that helping people with their identity, their uniqueness, and looking at some of the behavioral challenges which might be holding them back. So we looked at the two of us together and we thought, wow, we've got some great stuff and what are we truly passionate about? We're truly passionate about women, particularly in STEM, being able to contribute themselves fully in a way that works for them. To not only their own legacy, but the legacy of who they're collaborating with. >> Now you are here at Grace Hopper, you're running a workshop, and before the cameras were rolling, you were talking about an apology epidemic. Explain what you mean by that. >> Well, if you think about an epidemic, it's something that spreads, and often it spreads without people even realizing it, before it's too late. And so what we realized was that women, and particularly when you're using language like just, I'm sorry, it's only me. If someone gives us a compliment we say, oh, I bought this, this old thing, I got it on sale. And what we realized was the message of that was saying was I don't count, I'm invisible, please put yourself before me. And the challenge about this epidemic is a lot of people don't realize they're saying it. >> Yeah, and some great examples. This is really resonating with people. So I'm actually on a moms in tech Facebook group, and I asked for some stories. And one woman talked about softball practice. And she practices at the same field where men practice. And what she noticed is every time the women dropped a ball or missed a pitch they would say sorry, sorry, and she turned around and looked at the males and the males never, never did that. So why are we apologizing? >> And we have created this cool little sheet we call Apology Bingo that's available on our Facebook page, and it helps people to look at the many times that they might say these words. One of the words that I have realized I say all the time is actually. And even though actually may not sound apologetic in itself, it's absolutely. >> It's a qualifier, it's, right. >> It's qualifier, exactly. And so what we're talking about apologizing, over-explaining and qualifying. >> And that makes you appear a lot less confident, and really can have career-limiting impact. >> Well, I want to talk about the career-limiting impact, but I also just want to ask you about so it's one thing to understand and acknowledge and become aware that you are using this kind of language. How do you eradicate it from your vocabulary? >> So what we talk about in the workshop is little shifts and big calls. So the little shifts are those small things that you can do to catch yourself. And that's at the language level. So for example, there's a Gmail app called Just Not Sorry. >> It's a Chrome plugin. >> And so what you do is, you add that to your Gmail and it will show and underline some of the language in each email which is apologetic. But then I call it the big calls. And that's really two things. The first thing is do you want to start a revolution? Because let's face it, when you turn up previously apologetic and maybe not too troublesome, let's just say, and you start kicking out your unapologetic language, there are going to be potentially some people around there who don't take kindly to that. And they may call you angry or uppity. >> Or even worse (laughs). >> Or even worse, exactly. So I feel it's about people learning and doing some personal development work on themselves to get the courage to that. Not saying that everyone needs to start a revolution, but for those who feel inspired to do it. And for everyone I believe it is a symptom of the I'm not good enough self-worth and we have an interesting take on self-value, don't we, Josie? >> We do. Being an identical twin is very interesting because what we've found is I might get really quite snippy at Laurel and she said to me, well, why are you so snippy at me? And it was like, well, I see things in you that I don't like in myself. And so we have decided let's turn it around. I want to acknowledge in Laurel things I do like in myself and accept the things that, the bad with the good. >> Right, right and we could all learn from that. I mean, it's just a lesson in humanity. >> And one other point I want to make though, with the people might not appreciate this. We're not dropping manners here. Clearly we are not suggesting that you're no longer courteous. What we want to say is save sorry for when it really counts. >> Rebecca: For when you need to apologize. >> Right. >> Absolutely. >> So in terms of the career-limiting factors that we were talking about, what are sort of the unintended consequences of this apologetic behavior? >> Well, I can talk to that. In some of my roles in the past as an engineering leader, I've really focused on maybe more building up my team, collaboration, and sometimes my management may not agree with the way that I'm doing it, right? Now, rather than having a healthy dialogue about why I'm doing it this way and maybe coming to some kind of general agreement, I have in the past tended to say I must be wrong, he or she must be right. And the ironic thing is, with my experience, I meant to bring that in. I meant to bring my experience in. I've heard in reviews that you don't have enough of an opinion. So really I think that was certainly career-limiting for me and something I'm learning how to do much better. >> So at Twinovate you are empowering women in STEM, you are making sure that they feel included, making sure that they feel like they have a voice at the table, making sure that they are, as you said, not apologizing for being women in the workforce. Do you go in and do you work with individuals? Do you work with companies who say we need to help our workforce deal with these issues? >> Absolutely. So in this workshop we just had an hour and it was a packed audience, it was fantastic. So something that I'm really clear about is it's such a privilege being in front of a room, so we want to make sure that it's just not the talking heads, that people look at their own situation, and we give them examples, both professional and personal, because let's face it, that's a big part of it, isn't it? When people are apologetic in their own worlds. And so they all work together at the table to be able to come up and discuss, and we share that as a room. And the workshop capacity is something that we will deal with people one-on-one because that's when I've done this the whole. I think that one of the reasons I am good at uniqueness and identity is because I'm an identical twin. And so I can work with people and nail their specific challenge in a heartbeat. So for me it's about sharing that power of group but also giving the individual attention so people can walk away knowing the stuff that's particularly relevant to them. >> Okay, alright. So how, I mean I think one of the other questions I would have for you is that you're based in Silicon Valley, you're based in Auckland. Is the tech industry similar? How would you describe the different tech industries in your respective countries? >> Look, it's been so interesting, because I do quite a lot of work in New Zealand and Australia, and not just in technology, but also in engineering, which is the other part of STEM, of course. And it's more flipped the other way because I understand the challenges in new Zealand and Australia, I've been having wonderful conversations on the floor here in the last couple of days, and saying, is it true that when you turn up or someone turns up to your offices that they immediately assume you're the receptionist? And they just go, oh my goodness, absolutely. You know, is it true that you have sometimes direct reports who don't like what you say and they'll literally say it's because you're a woman? And they'll go, yes. So I feel that this is a global epidemic. >> It's a challenge, >> It's a challenge, yes. >> They're facing it everywhere. So what is next for Twinovate? Where do you go from here? I mean you're here at Grace Hopper, which is obviously a receptive audience, a vast audience for the message, but what's next for your collaboration? >> Well, as Josie said, we were really quite surprised about how strongly it resonated here today, and we've got some great feedback. We're both got children, but we're both lucky enough to have fathers of those children that are very, very supportive, and so, hey, we've got this great opportunity to see more of each other. I'm coming back in March, we're coming back next year for Grace Hopper, so I'll be coming to the states twice a year and Josie's coming down to New Zealand and Australia at least once a year. And we're just having very limited partnerships with people who want to work with us and we'll look at some public stuff too. >> And maybe a book in the works? >> So I've already written a book. >> Okay. >> But I wrote it about, I was being unapologetic at the time, and this is what I'm really passionate about. So by the time I come back in March, my unapologetic book, which is literally about unapologetic careers and lifestyles will be in our hot little hands. And Josie's contributing to that with a particular Twinovate chapter that we've been working on. >> Excellent, well, Josie, Laurel, thanks so much for joining us. It's been a pleasure having you on the show. And Josie, you're a Cube alum I should have said, too. >> There you go, yes, exactly. >> Great to see you again, Rebecca. >> Well, best of luck to you both. >> Thank you so much. >> Thank you. >> We will have more from the Grace Hopper Conference just after this. (upbeat music)

>> Announcer: Live from Orlando, Florida it's theCUBE covering ServiceNow Knowledge17 brought to you by ServiceNow. >> We're back this is Dave Vellante with Jeff Frick Rob McDonnell is here he's the head of Enterprise Products at Air New Zealand Rob thanks for coming on theCUBE. >> My pleasure thanks for having me. >> So Air New Zealand you know energy costs are down that's good for the airline business isn't it. >> Anything that's good for the barrel price of oil. >> It's priced like a tax cut to the consumer, we all go traveling. Tell us a little about the organization and your role. So we're in New Zealand headquartered out of Auckland in New Zealand Asia Pacific based but we have routed that travel to London as well. Asia Pacific is our core business. I'm part of the Digital Leadership team in the Enterprise Products, that's products like a typical IT function would run, like a CIO would run. So we have a product organization which we've had in place for the last year and a half. One of the product managers looks after our customers. So for online booking, mobile app and customer experience, one of my colleagues looks after the operational products another colleague looks after air points products with the frequent flier program. And I look after everything else internally so you've got HR products, you've got finance, help desk, incident management, we've got mobility, offices, workspace and collaboration, so there's really quite a bit in there. >> So what are the big drivers in your business that are affecting those things that you look after. >> Probably the primary one now is the new focus and a renewed focus on the internal customer. Since we started in this role a year and a half ago I've been mandating and championing the cause of the internal customer. Typically, it's about the revenue and the external customer but for me it's about the internal customer. And I've got 12 and a half thousand Air New Zealanders that I consider my customers. Those guys are the ones that wake up in the morning, they look at their Apple watch and check a message, or they login in the morning and that experience has to be correct, it has to be right when they walk into the office and when they swipe in with a badge or want to do something like get a payroll slip or something. That experience is my primary driver. So, we're looking at typifying what we have so fixing the pain-points is probably my first thing. Remove all the pain points out of the way of my customers my users, make sure they can operate. Make the job the challenge, not the tools they are using. Focusing on mobility, so focusing on the more mobile workforce that we have. I'd reckon about 60% of my user base is considered mobile. We got crew and pilots that you wouldn't see in the head office from one day to the next. A big push on cloud for obvious reasons, and then future workspace. >> So tell us about your ServiceNow journey, when did that start? >> So our ServiceNow journey started just over a year and a half ago. We had quite a frustrating environment where we had a bad reputation for digital services. People weren't too happy calling our help desk. The name of the product we had was called assist an internally branded product, people called it Cease and desist, the reputation was, we had a bad reputation. So one of our primary goals was to get that reputation back, earn it back and really try and delight out customers. So we had gone through some product selection and ServiceNow came right on top and was the product of choice for us to implement. So we were able to replace four platforms with ServiceNow. We had one platform we buying parts off the internet a couple things to keep it going, so was a bit of a shaky situation. Bad user experience, so implementing ServiceNow we made sure that we took a, when we did the reorganization for digital, we stopped the project and changed it to be a business organizational change project not an IT project. So it wasn't IT delivering a product to the business it was a business choice and a business decision so we changed, stopped the project, introduced and implemented change management as part of the project, we brought in different skills in terms of Agile ways of working and we changed the product structure as well to suit. We went live with an MVP last year, we pushed out redesigned platform January last year, was about 70% ready, so again it was a new feeling for Air New Zealand staff having a product that wasn't perfect, but just suited for going live. And then we went live with the full suite of what we were doing in June, July last year. It's been an awesome journey. >> So you made the decision to sweep the floor of these four other platforms. At the point at which you made that decision you did a contract with ServiceNow. What happened, how long did it take you to get to that MVP, what did you have to do. I mean the old saying is God created the world in six days but he didn't have an install base. You had to deal with that existing infrastructure how did you go from that point to the MVP how long did it take? >> Our approach was to, we were trying to de-risk or learn more about what the experience is going to be for our customers, so we went live, onboard in Helsinki so one of the first customers to go live on the Helsinki product. In the interim, we took the existing platform and we reskinned it with a brand new look and feel. The brand new look and feel was around how we wanted our customers to experience service management. So we followed them in terms of their role rather than just rolling out the product. So we reskinned the existing product and we reiterated and reiterated on what they wanted. Changing the features in the screen and rolling that one out. So we knew we had a really really good product and on the day we went live, we just basically flipped the switch. We didn't carry over any existing tickets, migrated hardly any of the data, started from scratch basically by flicking a switch. The product we went live with on the ServiceNow platform looked exactly like the one we reskinned in preparation for when we de-risked it. >> How long did that take to get to MVP? >> MVP was about two months and we included design. Then the remainder was about three months. >> What are some of the things you're measuring in terms of the customer satisfaction? Obviously nobody is saying cease and desist anymore. But what are some of the things you are measuring getting feedback from your internal customers? >> People like the product they like the platform. They like the fact that we can access it on a mobile phone. Which again, is a new thing for internal staff and Air New Zealanders. Along side the digital changes we were making some physical changes too. So we introduced a new help desk along side both at the airport and in the city offices. So again, people were getting physical and digital experience when we went live. And like I said I like the product, I like the simplicity and our business partners enjoy the speed that they can get catalog items up and get their teams more efficient and more effective. The ability to do pre-approved changes has driven a lot of efficiency, I think we have over 75% of pre-approved changes. We had things like I think 26% of our calls to the help desk were for password resets we're using this took to help reduce those numbers. We introduced a new MPS score as well or a digital happiness score for our internal customers. So we have it for external, so we've introduced that for internal. We promote that on the front of our portal as well so people can give us feedback in terms of what they like and what they don't like. So it's fairly responsive in how we react to what they want in the product. >> You avoided custom modules or did you do some custom modification to the platform? >> Mainly configuration to get it where we wanted to go. The look and feel in the portal was fairly custom but using code components available on the platform. >> Yeah, so when you upgrade you don't have to do the heavy wrestling with the modules. >> No it was an easy journey. >> And then how about a single CMDB is that something that you guys have adopted. >> So CMDB we delayed until this year. We're actually starting it next month. >> What's the conversation like internally around CMDB? Is it, you got a lot of different parts of the organization and is it going to be a single CMDB for the entire organization or are there going to be multiple CMDB's? >> So it's a big, scary topic, and the lady we're getting on, we're talking about it in iterative approach start small and build out. Primarily it will be the core enterprise stack, shared services stack, then we need to look at, and again it's wonderful being here at Knowledge and learning how far people are pushing it in terms of their external customers, so I'm looking at operations, I'll be looking at IoT and figuring how I can use that platform to be more effective. Having the CMDB will be a good starting block for that. >> You said IoT. >> So opportunities for us are around, we're an airline we have plans, we have power machines, we have engines on planes so you would have heard GE being mentioned quite a bit here. So what's the opportunity with those products and how can we use service management for event management of those stacks? When we think about the digital workplace environment and the connected devices, how do we use ServiceNow in that environment and how do we use it effectively? I think there's a great opportunity for us there. >> Can you take us back into the discussions internally when you had to sell the project internally to the management. Who did you have to involve, what was the business case? >> I think the business case was primarily lead by IT. Or the old IT because it was our product. All the onus on the project resided in IT, so I think the sale around the cost of the platform the duration on implementation, it wasn't too hard to sell in terms of the risk we were carrying on the legacy platforms. I think the opportunity if you flip it around the other side it was an easier conversation to our customers to say this is what you're getting and they were quite keen and quite eager to get involved in the implementation. >> What have you seen so far, it's early days but what kind of results have you seen? Can you share any metrics with us? >> I'll give you some indications early on about pre-approved changes and we have a bit of a, I'll defer on the exact numbers on our desk, we have so many parameters going on in New Zealand it wouldn't be fair to anybody. >> Well so just generally the business impact how would you describe that? >> Very positive, so we use it in the GSS area so Group Shared Services, so they're finding it far more effective to engage with their teams allocating work and automating the workflow. We have quite a queue, quite a backlog of other areas that want to get involved and automate and optimize. >> Where do you see this platform going? Do you see it driving into different parts of the business? We hear a lot about that at this conference is that something that you guys are looking at? >> Yeah, we rolled out to a group, our ground service equipment team, so they use it for example, a rampload or someone on the tarmac notifying a vendor that there is something wrong with a piece of equipment. So that optimizes that flow. So we're saving them hundreds of thousands of dollars a year. So that's quite an efficiency gain. So looking to push into again, more HR and finance, Group Shared Services. Looking to optimize against our work day implementation in July, so make sure those two platforms work together very well and build a platform appropriately. >> OK, so you'll bring in the HR piece, is that right? >> Yeah, we'll need to find a, I've been having lots of conversations the last few days around how those two behemoth products fit together how you use them effectively and that's where we need to get to. So how do you use a portal on the front end to make it easier for the customer or the user to do what they want without having to think about what platform they need to go to. >> How about the show? You mentioned it's great being here, as a quasi-noob. Is this your first? >> This is my first Knowledge. I think it's fantastic. >> Things you've learned? What kinds of things are exciting you here? >> I like the ServiceNow people amazing, passionate, including the guys back in Australia and New Zealand a few of them are here, I can see the passion back there and I can see it here so it's quite collegial and it's amazing to see. I think the event's awesome, it's massive. Keynote was fantastic, it was really good. And just the energy with the vendors and the passion that people have for their customers and the business value they can get from this product, that's one of the key things I'm hearing from all the conversations. >> It sounds like you're getting what's been talked about over and over which is such the peer input in terms of helping you figure out where you're going to go next. >> Yeah, lot's of people are here to learn, but also lots of people are here to share and I'm learning that time and time again. Which is great. >> Rob thanks very much for coming on theCUBE and sharing your story. >> Thanks for having me. >> You're welcome. >> Alright keep it right there everybody we'll be back with our next guest. This is theCUBE, we're live from Knowledge17. Be right back.

(upbeat music) >> Hello everyone, welcome back to theCUBE's coverage of Cloud Native SecurityCon North America 2023. Obviously, CUBE's coverage with our CUBE Center Report. We're not there on the ground, but we have folks and our CUBE Alumni there. We have entrepreneurs there. Of course, we want to be there in person, but we're remote. We've got Ben Hirschberg, CTO and Co-Founder of Armo, a cloud native security startup, well positioned in this industry. He's there in Seattle. Ben, thank you for coming on and sharing what's going on with theCUBE. >> Yeah, it's great to be here, John. >> So we had written on you guys up on SiliconANGLE. Congratulations on your momentum and traction. But let's first get into what's going on there on the ground? What are some of the key trends? What's the most important story being told there? What is the vibe? What's the most important story right now? >> So I think, I would like to start here with the I think the most important thing was that I think the event is very successful. Usually, the Cloud Native Security Day usually was part of KubeCon in the previous years and now it became its own conference of its own and really kudos to all the organizers who brought this up in, actually in a short time. And it wasn't really clear how many people will turn up, but at the end, we see a really nice turn up and really great talks and keynotes around here. I think that one of the biggest trends, which haven't started like in this conference, but already we're talking for a while is supply chain. Supply chain is security. I think it's, right now, the biggest trend in the talks, in the keynotes. And I think that we start to see companies, big companies, who are adopting themselves into this direction. There is a clear industry need. There is a clear problem and I think that the cloud native security teams are coming up with tooling around it. I think for right now we see more tools than adoption, but the adoption is always following the tooling. And I think it already proves itself. So we have just a very interesting talk this morning about the OpenSSL vulnerability, which was I think around Halloween, which came out and everyone thought that it's going to be a critical issue for the whole cloud native and internet infrastructure and at the end it turned out to be a lesser problem, but the reason why I think it was understood that to be a lesser problem real soon was that because people started to use (indistinct) store software composition information in the environment so security teams could look into, look up in their systems okay, what, where they're using OpenSSL, which version they are using. It became really soon real clear that this version is not adopted by a wide array of software out there so the tech surface is relatively small and I think it already proved itself that the direction if everyone is talking about. >> Yeah, we agree, we're very bullish on this move from the Cloud Native Foundation CNCF that do the security conference. Amazon Web Services has re:Invent. That's their big show, but they also have re:Inforce, the security show, so clearly they work together. I like the decoupling, very cohesive. But you guys have Kubescape of Kubernetes security. Talk about the conversations that are there and that you're hearing around why there's different event what's different around KubeCon and CloudNativeCon than this Cloud Native SecurityCon. It's not called KubeSucSecCon, it's called Cloud Native SecurityCon. What's the difference? Are people confused? Is it clear? What's the difference between the two shows? What are you hearing? >> So I think that, you know, there is a good question. Okay, where is Cloud Native Computing Foundation came from? Obviously everyone knows that it was somewhat coupled with the adoption of Kubernetes. It was a clear understanding in the industry that there are different efforts where the industry needs to come together without looking be very vendor-specific and try to sort out a lot of issues in order to enable adoption and bring great value and I think that the main difference here between KubeCon and the Cloud Native Security Conference is really the focus, and not just on Kubernetes, but the whole ecosystem behind that. The way we are delivering software, the way we are monitoring software, and all where Kubernetes is only just, you know, maybe the biggest clog in the system, but, you know, just one of the others and it gives great overview of what you have in the whole ecosystem. >> Yeah, I think it's a good call. I would add that what I'm hearing too is that security is so critical to the business model of every company. It's so mainstream. The hackers have a great business model. They make money, their costs are lower than the revenue. So the business of hacking in breaches, ransomware all over the place is so successful that they're playing offense, everyone's playing defense, so it's about time we can get focus to really be faster and more nimble and agile on solving some of these security challenges in open source. So I think that to me is a great focus and so I give total props to the CNC. I call it the event operating system. You got the security group over here decoupled from the main kernel, but they work together. Good call and so this brings back up to some of the things that are going on so I have to ask you, as your startup as a CTO, you guys have the Kubescape platform, how do you guys fit into the landscape and what's different from your tools for Kubernetes environments versus what's out there? >> So I think that our journey is really interesting in the solution space because I think that our mode really tries to understand where security can meet the actual adoption because as you just said, somehow we have to sort out together how security is going to be automated and integrated in its best way. So Kubescape project started as a Kubernetes security posture tool. Just, you know, when people are really early in their adoption of Kubernetes systems, they want to understand whether the installation is is secure, whether the basic configurations are look okay, and giving them instant feedback on that, both in live systems and in the CICD, this is where Kubescape came from. We started as an open source project because we are big believers of open source, of the power of open source security, and I can, you know I think maybe this is my first interview when I can say that Kubescape was accepted to be a CNCF Sandbox project so Armo was actually donating the project to the CNCF, I think, which is a huge milestone and a great way to further the adoption of Kubernetes security and from now on we want to see where the users in Armo and Kubescape project want to see where the users are going, their Kubernetes security journey and help them to automatize, help them to to implement security more fast in the way the developers are using it working. >> Okay, if you don't mind, I want to just get clarification. What's the difference between the Armo platform and Kubescape because you have Kubescape Sandbox project and Armo platform. Could you talk about the differences and interaction? >> Sure, Kubescape is an open source project and Armo platform is actually a managed platform which runs Kubescape in the cloud for you because Kubescape is part, it has several parts. One part is, which is running inside the Kubernetes cluster in the CICD processes of the user, and there is another part which we call the backend where the results are stored and can be analyzed further. So Armo platform gives you managed way to run the backend, but I can tell you that backend is also, will be available within a month or two also for everyone to install on their premises as well, because again, we are an open source company and we are, we want to enable users, so the difference is that Armo platform is a managed platform behind Kubescape. >> How does Kubescape differ from closed proprietary sourced solutions? >> So I can tell you that there are closed proprietary solutions which are very good security solutions, but I think that the main difference, if I had to pick beyond the very specific technicalities is the worldview. The way we see that our user is not the CISO. Our user is not necessarily the security team. From our perspective, the user is the DevOps and the developers who are working on the Kubernetes cluster day to day and we want to enable them to improve their security. So actually our approach is more developer-friendly, if I would need to define it very shortly. >> What does this risk calculation score you guys have in Kubscape? That's come up and we cover that in our story. Can you explain to the folks how that fits in? Is it Kubescape is the platform and what's the benefit, what's the purpose? >> So the risk calculation is actually a score we are giving to clusters in order for the users to understand where they are standing in the general population, how they are faring against a perfect hardened cluster. It is based on the number of different tests we are making. And I don't want to go into, you know, the very specifics of the mathematical functions, but in general it takes into account how many functions are failing, security tests are failing inside your cluster. How many nodes you are having, how many workloads are having, and creating this number which enables you to understand where you are standing in the global, in the world. >> What's the customer value that you guys pitching? What's the pitch for the Armo platform? When you go and talk to a customer, are they like, "We need you." Do they come to you? Is it word of mouth? You guys have a strategy? What's the pitch? What's so appealing to the customers? Why are they enthusiastic about you guys? >> So John, I can tell you, maybe it's not so easy to to say the words, but I nearly 20 years in the industry and though I've been always around cyber and the defense industry and I can tell you that I never had this journey where before where I could say that the the customers are coming to us and not we are pitching to customers. Simply because people want to, this is very easy tool, very very easy to use, very understandable and it very helps the engineers to improve security posture. And they're coming to us and they're saying, "Well, awesome, okay, how we can like use it. Do you have a graphical interface?" And we are pointing them to the Armor platform and they are falling in love and coming to us even more and we can tell you that we have a big number of active users behind the platform itself. >> You know, one of the things that comes up every time at KubeCon and Cloud NativeCon when we're there, and we'll be in Amsterdam, so folks watching, you know, we'll see onsite, developer productivity is like the number one thing everyone talks about and security is so important. It's become by default a blocker or anchor or a drag on productivity. This is big, the things that you're mentioning, easy to use, engineering supporting it, developer adoption, you know we've always said on theCUBE, developers will be the de facto standards bodies by their choices 'cause developers make all the decisions. So if I can go faster and I can have security kind of programmed in, I'm not shifting left, it's just I'm just having security kind of in there. That's the dream state. Is that what you guys are trying to do here? Because that's the nirvana, everyone wants to do that. >> Yeah, I think your definition is like perfect because really we had like this, for a very long time we had this world where we decoupled security teams from developers and even for sometimes from engineering at all and I think for multiple reasons, we are more seeing a big convergence. Security teams are becoming part of the engineering and the engineering becoming part of the security and as you're saying, okay, the day-to-day world of developers are becoming very tangled up in the good way with security, so the think about it that today, one of my developers at Armo is creating a pull request. He's already, code is already scanned by security scanners for to test for different security problems. It's already, you know, before he already gets feedback on his first time where he's sharing his code and if there is an issue, he already can solve it and this is just solving issues much faster, much cheaper, and also you asked me about, you know, the wipe in the conference and we know no one can deny the current economic wipe we have and this also relates to security teams and security teams has to be much more efficient. And one of the things that everyone is talking, okay, we need more automation, we need more, better tooling and I think we are really fitting into this. >> Yeah, and I talked to venture capitalists yesterday and today, an angel investor. Best time for startup is right now and again, open source is driving a lot of value. Ben, it's been great to have you on and sharing with us what's going on on the ground there as well as talking about some of the traction you have. Just final question, how old's the company? How much funding do you have? Where you guys located? Put a plug in for the company. You guys looking to hire? Tell us about the company. Were you guys located? How much capital do you have? >> So, okay, the company's here for three years. We've passed a round last March with Tiger and Hyperwise capitals. We are located, most of the company's located today in Israel in Tel Aviv, but we have like great team also in Ukraine and also great guys are in Europe and right now also Craig Box joined us as an open source VP and he's like right now located in New Zealand, so we are a really global team, which I think it's really helps us to strengthen ourselves. >> Yeah, and I think this is the entrepreneurial equation for the future. It's really great to see that global. We heard that in Priyanka Sharma's keynote. It's a global culture, global community. >> Right. >> And so really, really props you guys. Congratulations on Armo and thanks for coming on theCUBE and sharing insights and expertise and also what's happening on the ground. Appreciate it, Ben, thanks for coming on. >> Thank you, John. >> Okay, cheers. Okay, this is CUB coverage here of the Cloud Native SecurityCon in North America 2023. I'm John Furrier for Lisa Martin, Dave Vellante. We're back with more of wrap up of the event after this short break. (gentle upbeat music)

(lively music) >> Good afternoon and welcome back to beautiful Las Vegas, Nevada, where we're here live from the show floor, all four days of AWS re:Invent. I'm Savannah Peterson, joined with my co-host Dave Vellante. Dave, how you doing? >> Good. Beautiful and chilly Las Vegas. Can't wait to get back to New England where it's warm. >> Balmy, New England this time of year in December. Wow, Dave, that's a bold statement. I am super excited about the conversation that we're going to be having next. And, you know, I'm not even going to tee it up. I just want to bring Dilip on. Dilip, thank you so much for being here. How you doing? >> Savannah, Dave, thank you so much. >> Hey, Dilip. >> Excited to be here. >> It's joy to have you. So, you have been working at Amazon for about 20 years. >> Almost. Almost. >> Yes. >> Feels like 20, 19 1/2. >> Which is very exciting. You've had a lot of roles. I'm going to touch on some of them, but you just came over to AWS from the physical retail side. Talk to me about that. >> Yup, so I've been to Amazon for 19 1/2 years. Done pricing, supply chain. I was Jeff Bezos technical advisor for a couple years. >> Casual name drop. >> Casual name drop. >> Savannah: But a couple people here for that name before. >> Humble brag, hashtag. And then I, for the last several years, I was leading our physical retail initiatives. We just walk out Amazon One, bringing convenience to physical spaces. And then in August, with like as those things were getting a lot of traction and we were selling to third parties, we felt that it would be better suited in AWS. And, but along with that, there was also another trend that's been brewing, which is, you know, companies have loved building on AWS. They love the infrastructure services, but increasingly, they're also asking us to build applications that are higher up in the stack. Solving key, turnkey business problems. Just walk out Amazon One or examples of that, Amazon Connect. We just recently announced supply chain, so now there's a bevy interesting services all coming together, higher up in the stack for customers. So it's an exciting time. >> It was interesting that you're able to, you know, transfer from that retail. I mean, normally, in historically, if you're within an industry, retail, manufacturing, automotive whatever. You were kind as locked in a little bit. >> Dilip: Siloed a little bit. Yeah, yeah, yeah. >> Because they had their own, your own value chain. And I guess, data has changed that maybe, that you can traverse now. >> Yeah, if you think about the things that we did, even when we were in retail, the tenants was less about the industries and more about how can we bring convenience to physical spaces? The fact that you don't like to wait in line is no more like likely, you know, five years from now than it is today. So, it's a very durable tenant, but it's equally applicable whether you're in a grocery store, a convenience store, a stadium, an airport. So it actually transcends any, and like supply chain, think of supply chain. Supply chain isn't, you know, targeted to any one particular industry. It has broad applicability. So these things are very, you know, horizontally applicable. >> Anything that makes my life easier, I'm down. >> Savannah: We're all here for the easy button. We've been talking about it a bit this week. I'm in. And the retail store, I mean, I'm in San Francisco. I've had the experience of going through. Very interesting and seamless journey, honestly. It's very exciting. So tell us a little bit more about the applications group at AWS. >> Yup. So as I said, you know, we are, the applications group is a combination of several services. You know, we have communication developer services, which is the ability to add simple email service or video and embed video, voice chat using a chime SDK. In a higher up in the stack, we are taking care of things that IT administrators have to deal with where you can provision an entire desktop with the workspaces or provide a femoral access to it. And then as you go up even higher up in the stack, you have productivity applications like AWS Wicker, which we just did GA, you know, last week in AWS Clean Rooms which we announced as a service in preview. And then you have, you know, Connect, which is our cloud contact center, AWS supply chain. Just walk out Amazon One, it just feels like we're getting started. >> Just a couple things going on. >> So, clean rooms. Part of the governance play, part of data sharing. Can you explain, you know, we were talking offline, but I remember back in the disk drive days. We were in a clean room, they'd show you the clean room, you couldn't go near it unless you had a hazmat suit on. So now you're applying that to data. Explain that concept. >> Yeah, so the companies across, you know, financial services or healthcare, advertising, they all want to be able to combine and pull together data`sets with their partners in order to get these collaborative insights. The problem is either the data's fragmented, it's siloed or you have, you know, data governance issues that's preventing them from sharing. And the key requirement is that they want to be able to share this data without exposing any of the underlying data. Clean rooms are always emerged as a solution to that, but the problem with that is that they're hard to maintain. They're expensive. You have to write complex privacy queries. And if you make a mistake, you risk exposing the same data that you've been, you know, studiously trying to protect. >> Trying to protect. >> You know, take advertising as an industry, as an example. You know, advertisers care about, is my ad effective? But it turns out that if you're an advertiser and let's say you're a Nike or some other advertiser and your pop, you know, you place an ad on the website. Well, you want to stop showing the ad to people who have already purchased the product. However, people who purchased the product,- >> Savannah: It happens all the time. >> that purchasing data is not accessible to them easily. But if you could combine those insights, you know, the publishers benefit, advertisers benefits. So AWS Clean Rooms is that service that allows you very easily to be able to collaborate with a group of folks and then be able to gain these collaborative insights. >> And the consumers benefit. I mean, how many times you bought, you search it. >> It happens all the time. >> They know. And like, I just bought that guys, you know? >> Yeah, no, exactly. >> Four weeks. >> And I'm like, you don't need to serve me that, you know? And we understand the marketing backend. And it's just a waste of money and energy and resources. I mean, we're talking about sustainability as well. I don't think supply chain has ever had a hotter moment than it's had the last two and a half years. Tell me more about the announcement. >> Yup, so super excited about this. As you know, as you said, supply chains have always been very critical and very core for companies. The pandemic exacerbated it. So, ours way of sort of thinking about supply chains is to say that, you know, companies have taken, over the years many, like dozens, like millions and millions of dollars of investment in building their own supply chains. But the problem with supply chains is that the reason that they're not as functional as they could be is because of the lack of visibility. Because they're strung together very many disparate systems, that lack of visibility affects agility. And so, our approach in it was to say that, well, if we could have folks use their existing supply chain what can we do to improve the investment on the ROI of what they're getting? By creating a layer on top of it, that provides them that insights, connects all of these disparate data and then provides them insights to say, well, you know, here's where you overstock, here's where you under stock. You know, this is the, you know, the carbon emission impact of being able to transfer something. So like rather without requiring people to re-platform, what's the way that we can add value in it? And then also build upon Amazon's, you know, years of supply chain experience, to be able to build these predictive analytics for customers. >> So, that's a good, I like that you started with the why. >> Yes. >> Right now, what is it? It's an abstraction layer and then you're connecting into different data points. >> Yes, that's correct. >> Injecting ML. >> Feel like you can pick in, like if you think about supply chain, you can have warehouse management systems, order management systems. It could be in disparate things. We use ML to be able to bring all of this disparate data in and create our unified data lake. Once you have that unified data lake, you can then run an insights layer on top of it to be able to say, so that as the data changes, supply chain is not a static thing. Data's constantly changing. As the data's changing, the data lake now reflects the most up-to-date information. You can have alerts and insights set up on it to say that, what are the kinds of things that you're interested in? And then more importantly, supply chain and agility is about communication. In order to be able to make certain things happen, you need to be able to communicate, you need to make sure that everyone's on the same page. And we allow for a lot of the communication and collaboration tools to be built within this platform so that you're not necessarily leaving to go and toggle from one place to the other to solve your problems. >> And in the pie chart of how people spend their time, they're spending a lot less time communicating and being proactive. >> That's correct. >> And getting ahead of the curve. They're spending more time trying to figure out actually what's going on. >> Yes. >> And that's the problem that you're going to solve. >> Well, and it ensures that the customer at the other end of that supply chain experience is going to have their expectations managed in terms of when their good might get there or whatever's going to happen. >> Exactly. >> I feel like that expectation management has been such a big part of it. Okay, I just have to ask because I'm very curious. What was it like advising Jeff? >> Quite possibly the best job that I've ever had. You know, he's a fascinating individual. >> Did he pay you to say that? >> Nope. But I would've, like, I would've done it for like, it's remarkable seeing how he thinks and his approach to problem solving. It is, you know, you could be really tactical and go very deep. You could be extremely strategic. And to be able to sort of move effortlessly between those two is a unique skill. I learned a lot. >> Yeah, absolutely. So what made you want to evolve your career at Amazon after that? 'Cause I see on your LinkedIn, you say, it was the best job you ever had. With curiosity? >> Yeah, so one of the things, so the role is designed for you to be able to transition to something new. >> Savannah: Oh, cool. >> So after I finished that role, we were just getting into our foray with physical stores. And the idea between physical stores is that, you and I as consumers, we all have a lot of choices for physical stores. You know, there's a lot of options, there's a lot of formats. And so the last thing we wanted to do is come up with another me too offering. So, our approach was that what can we do to improve convenience in physical stores? That's what resulted in just walk out to Amazon Go. That's what resulted in Amazon One, which is another in a fast, convenient, contactless way to pay using the power of your palm. And now, what started in Amazon retail is now expanded to several third parties in, you know, stadiums, convention centers, airports. >> Airport, I just had, was in the Houston airport and got to do a humanless checkout. >> Dilip: Exactly. >> And actually in Honolulu a couple weeks ago as well too. Yeah, so we're going to see more and more of this. >> Yes. >> So what Amazon, I think has over a million employees. A lot of those are warehouse employees. But what advice would you give to somebody who's somewhere inside of Amazon, maybe they're on AWS, maybe they're Amazon. What advice would you give somebody inside that's maybe, you know, hey, I've been at this job for five, six years, three, four years, whatever it is. I want to do something else. And there's so much opportunity inside Amazon, right? What would you advise them? >> My single advice, which is actually transferable and I use it for myself is choose something that makes you a little uncomfortable. >> Dave: Get out of your comfort zone. >> It's like, you got to do that. It's like, it's not the easiest thing to hear, but it's also the most satisfying. Because almost every single time that I've done it for myself, it's resulted in like, you don't really know what the answer is. You don't really know exactly where you're going to end up, but the process and the journey through it, if you experience a little bit of discomfort constantly, it makes you non complacent. It makes you sort of not take the job, sort of in a stride. You have to be on it to do it. So that's the advice that I would give anyone. >> Yeah, that's good. So something that's maybe adjacent and maybe not completely foreign to you, but also something that, you know, you got to go dig a little bit and learn. >> You're planning a career change over here, Dave? >> No, I know a lot of people in Amazon are like, hey, I'm trying to figure out what I want to do next. I mean, I love it here. I live by the LPS, you know, but, and there's so much to choose from. >> It is, you know, when I joined in 2003, there were so many things that we were sort of doing today. None of those existed. It's a fascinating company. And the evolution, you could be in 20 different places and the breadth of the kinds of things that, you know, the Amazon experience provides is timeless. It's fascinating. >> And, you know, you look at a company like Amazon, and, you know, it's so amazing. You look at this ecosystem. I've been around- >> Even a show floor. >> I've been around a lot of time. And the show floor says it all. But I've seen a lot of, you know, waves. And each subsequent wave, you know, we always talk about how many companies were in the Fortune 1000 and aren't anymore. And, but the leaders, you know, survive and they thrive. And I think it's fascinating to try to better understand the culture that enables that. You know, you look at a company like Microsoft that was irrelevant and then came back. You know, even IBM was on death store for a while and they come back and so they. And so, but Amazon just feels, you know, at the moment you feel like, "Oh wow, nothing can stop this machine." 'Cause everybody's trying to disrupt Amazon and then, you know, only the paranoid survive, all that stuff. But it's not like, past is not prologue, all right? So that's why I asked these questions. And you just said that a lot of the services today that although the ideas didn't even exist, I mean, walkout. I mean, that's just amazing. >> I think one of the things that Amazon does really well culturally is that they create the single threaded leadership. They give people focus. If you have to get something done, you have to give people focus. You can't distract them with like seven different things and then say that, oh, by the way, your eighth job is to innovate. It just doesn't work that way. It's like it's hard. Like it can be- >> And where were the energy come from that? >> Exactly. And so giving people that single threaded focus is super important. >> Frank Slootman, the CEO of Snowflake, has a great quote. He wrote on his book. He said, "If you got 14 priorities, you got none." And he asks,- >> Well said. >> he challenges people. If you had to give up everything and do only one thing for the next 365 days, what would that be? It's a really hard question to answer. >> I feel like as we're around New Year's resolution times. I mean when we thinking about that, maybe we can all share our one thing. So, Dilip, you've been with the the applications team for five months. What's coming up next? >> Well, as I said, you know, it feels like it's still day one for applications. If you think about the things, the news that we introduced and the several services that we introduced, it has applicability across a variety of horizontal industries. But then we're also feeling that there's considerable vertical applications that can be built for specific things. Like, it could be in advertising, it could be in financial services, it could be in manufacturing. The opportunities are endless. I think the notion of people wanting applications higher up in the stack and a little more turnkey solutions is also, it's not new for us, but it's also new and creative too. You know, AWS has traditionally been doing. >> So again, this relates to what we were sort of talking about before. And maybe, this came from Jazzy or maybe it came from Bezos. But you hear a lot, it's okay to be misunderstood or if we were misunderstood for a long time. So when people hear up the stack, they think, when you think about apps, you know, in the last 10 years it was taking on-prem and bringing it into the cloud. Okay, you saw that with CREM, email, CRM, service management, you know, data warehouses, et cetera. Amazon is thinking about this in a different way. It's like you're looking at the world saying, okay, how can we improve whatever? Workflows, people's lives, doing something that's not been done before? And that seems to be the kind of applications that you guys are thinking about building. >> Yeah. >> And that's unique. It's not just, okay, we're going to take something on-prem put it in the cloud. Been there, done that. That S-curve is sort of flattening now. But there's a new S-curve which is completely new workflows and innovations and processes that we really haven't thought about yet. Or you're thinking about, I presume. >> Yeah. Having said that, I'd also like to sort of remind folks that when you consider the, you know, the entire spend, the portion of workloads that are running in the cloud is a teeny tiny fraction. It's like less than 5%, like 4% or something like that. So it's a very, there's still plenty of things that can sort of move to the cloud. But you're right that there is another trend of where in the stack and the types of applications that you can provide as well. >> Yeah, new innovation that haven't well thought of yet. >> So, Dilip, we have a new tradition here on theCUBE at re:Invent. Where we're looking for your 30 minute Instagram reel, your hot take, biggest key theme, either for you, your team, or just general vibe from the show. >> General vibe from the show. Well, 19 1/2 years at Amazon, this is actually my first re:Invent, believe it or not. This is my, as a AWS employee now, as re:Invent with like launching services. So that's the first. I've been to re:Invent before, but as an attendee rather than as a person who's, you know, a contributing number of the workforce. >> Working actually? >> If you will. >> Actually doing your job. >> And so I'm just amazed at the energy and the breadth. And the, you know, from the partners to the customers to the diversity of people who are coming here from everywhere. I had meetings from people in New Zealand. Like, you know, the UK, like customers are coming at us from like very many different places. And it's fascinating for me to see. It's new for me as well given, you know, some of my past experience. But this is a, it's been a blast. >> People are pumped. >> People are pumped. >> They can't believe the booth traffic. Not only that quality. >> Right. All of our guests have talked about that. >> Like, yeah, you know, we're going to throw half of these leads away, but they're saying no, I'm having like really substantive conversations with business people. This is, I think, my 10th re:Invent. And the first one was mostly developers. And I'm like, what are you talking about? And, you know, so. Now it's a lot more business people, a lot of developers too. >> Yeah. >> It's just. >> The community really makes it. Dilip, thank you so much for joining us today on theCube. >> Thank you for having me. >> You're fantastic. I could ask you a million questions. Be sure and tell Jeff that we said hi. >> Will do. >> Savannah: Next time you guys are hanging out. And thank all of you. >> You want to go into space? >> Yeah. Yes, yes, absolutely. I'm perhaps the most space obsessed on the show. And with that, we will continue our out of this world coverage shortly from fabulous Las Vegas where we are at AWS re:Invent. It is day four with Dave Vellante. I'm Savannah Peterson and you're watching theCUBE, the leader in high tech coverage. (lively music)

(bright upbeat music) >> Welcome back to Detroit guys and girls. Lisa Martin here with John Furrier. We've been on the floor at KubeCon + CloudNativeCon North America for about two days now. We've been breaking news, we would have a great conversations, John. We love talking with CUBE alumni whose companies are just taking off. And we get to do that next again. >> Well, this next segment's awesome. We have former CUBE host, Brian Gracely, here who's an executive in this company. And then the entrepreneur who we're going to talk with. She was on theCUBE when it just started now they're extremely successful. It's going to be a great conversation. >> It is, Idit Levine is here, the founder and CEO of solo.io. And as John mentioned, Brian Gracely. You know Brian. He's the VP of Product Marketing and Product Strategy now at solo.io. Guys, welcome to theCUBE, great to have you here. >> Thanks for having us. >> Idit: Thank so much for having us. >> Talk about what's going on. This is a rocket ship that you're riding. I was looking at your webpage, you have some amazing customers. T-Mobile, BMW, Amex, for a marketing guy it must be like, this is just- >> Brian: Yeah, you can't beat it. >> Kid in a candy store. >> Brian: Can't beat it. >> You can't beat it. >> For giant companies like that, giant brands, global, to trust a company of our size it's trust, it's great engineering, it's trust, it's fantastic. >> Idit, talk about the fast trajectory of this company and how you've been able to garner trust with such mass organizations in such a short time period. >> Yes, I think that mainly is just being the best. Honestly, that's the best approach I can say. The team that we build, honestly, and this is a great example of one of them, right? And we're basically getting the best people in the industry. So that's helpful a lot. We are very, very active on the open source community. So basically it building it, anyway, and by doing this they see us everywhere. They see our success. You're starting with a few customers, they're extremely successful and then you're just creating this amazing partnership with them. So we have a very, very unique way we're working with them. >> So hard work, good code. >> Yes. >> Smart people, experience. >> That's all you need. >> It's simple, why doesn't everyone do it? >> It's really easy. (all laughing) >> All good, congratulations. It's been fun to watch you guys grow. Brian, great to see you kicking butt in this great company. I got to ask about the landscape because I love the ServiceMeshCon you guys had on a co-located event on day zero here as part of that program, pretty packed house. >> Brian: Yep. >> A lot of great feedback. This whole ServiceMesh and where it fits in. You got Kubernetes. What's the update? Because everything's kind of coming together- >> Brian: Right. >> It's like jello in the refrigerator it kind of comes together at the same time. Where are we? >> I think the easiest way to think about it is, and it kind of mirrors this event perfectly. So the last four or five years, all about Kubernetes, built Kubernetes. So every one of our customers are the ones who have said, look, for the last two or three years, we've been building Kubernetes, we've had a certain amount of success with it, they're building applications faster, they're deploying and then that success leads to new challenges, right? So we sort of call that first Kubernetes part sort of CloudNative 1.0, this and this show is really CloudNative 2.0. What happens after Kubernetes service mesh? Is that what happens after Kubernetes? And for us, Istio now being part of the CNCF, huge, standardized, people are excited about it. And then we think we are the best at doing Istio from a service mesh perspective. So it's kind of perfect, perfect equation. >> Well, I'll turn it on, listen to your great Cloud cast podcast, plug there for you. You always say what is it and what isn't it? >> Brian: Yeah. >> What is your product and what isn't it? >> Yeah, so our product is, from a purely product perspective it's service mesh and API gateway. We integrate them in a way that nobody else does. So we make it easier to deploy, easier to manage, easier to secure. I mean, those two things ultimately are, if it's an internal API or it's an external API, we secure it, we route it, we can observe it. So if anybody's, you're building modern applications, you need this stuff in order to be able to go to market, deploy at scale all those sort of things. >> Idit, talk about some of your customer conversations. What are the big barriers that they've had, or the challenges, that solo.io comes in and just wipes off the table? >> Yeah, so I think that a lot of them, as Brian described it, very, rarely they had a success with Kubernetes, maybe a few clusters, but then they basically started to on-ramp more application on those clusters. They need more cluster maybe they want multi-class, multi-cloud. And they mainly wanted to enable the team, right? This is why we all here, right? What we wanted to eventually is to take a piece of the infrastructure and delegate it to our customers which is basically the application team. So I think that that's where they started to see the problem because it's one thing to take some open source project and deploy it very little bit but the scale, it's all about the scale. How do you enable all those millions of developers basically working on your platform? How do you scale multi-cloud? What's going on if one of them is down, how do you fill over? So that's exactly the problem that they have >> Lisa: Which is critical for- >> As bad as COVID was as a global thing, it was an amazing enabler for us because so many companies had to say... If you're a retail company, your front door was closed, but you still wanted to do business. So you had to figure out, how do I do mobile? How do I be agile? If you were a company that was dealing with like used cars your number of hits were through the roof because regular cars weren't available. So we have all these examples of companies who literally overnight, COVID was their digital transformation enabler. >> Lisa: Yes. Yes. >> And the scale that they had to deal with, the agility they had to deal with, and we sort of fit perfectly in that. They re-looked at what's our infrastructure look like? What's our security look like? We just happened to be right place in the right time. >> And they had skillset issues- >> Skillsets. >> Yeah. >> And the remote work- >> Right, right. >> Combined with- >> Exactly. >> Modern upgrade gun-to-the-head, almost, kind of mentality. >> And we're really an interesting company. Most of the interactions we do with customers is through Slack, obviously it was remote. We would probably be a great Slack case study in terms of how to do business because our customers engage with us, with engineers all over the world, they look like one team. But we can get them up and running in a POC, in a demo, get them through their things really, really fast. It's almost like going to the public cloud, but at whatever complexity they want. >> John: Nice workflow. >> So a lot of momentum for you guys silver linings during COVID, which is awesome we do hear a lot of those stories of positive things, the acceleration of digital transformation, and how much, as consumers, we've all benefited from that. Do you have one example, Brian, as the VP of product marketing, of a customer that you really think in the last two years just is solo.io's value proposition on a platter? >> I'll give you one that I think everybody can understand. So most people, at least in the United States, you've heard of Chick-fil-A, retail, everybody likes the chicken. 2,600 stores in the US, they all shut down and their business model, it's good food but great personal customer experience. That customer experience went away literally overnight. So they went from barely anybody using the mobile application, and hence APIs in the backend, half their business now goes through that to the point where, A, they shifted their business, they shifted their customer experience, and they physically rebuilt 2,600 stores. They have two drive-throughs now that instead of one, because now they have an entire one dedicated to that mobile experience. So something like that happening overnight, you could never do the ROI for it, but it's changed who they are. >> Lisa: Absolutely transformative. >> So, things like that, that's an example I think everybody can kind of relate to. Stuff like that happened. >> Yeah. >> And I think that's also what's special is, honestly, you're probably using a product every day. You just don't know that, right? When you're swiping your credit card or when you are ordering food, or when you using your phone, honestly the amount of customer they were having, the space, it's like so, every industry- >> John: How many customers do you have? >> I think close to 200 right now. >> Brian: Yeah. >> Yeah. >> How many employees, can you gimme some stats? Funding, employees? What's the latest statistics? >> We recently found a year ago $135 million for a billion dollar valuation. >> Nice. >> So we are a unicorn. I think when you took it we were around like 50 ish people. Right now we probably around 180, and we are growing, we probably be 200 really, really quick. And I think that what's really, really special as I said the interaction that we're doing with our customers, we're basically extending their team. So for each customer is basically a Slack channel. And then there is a lot of people, we are totally global. So we have people in APAC, in Australia, New Zealand, in Singapore we have in AMEA, in UK and in Spain and Paris, and other places, and of course all over US. >> So your use case on how to run a startup, scale up, during the pandemic, complete clean sheet of paper. >> Idit: We had to. >> And what happens, you got Slack channels as your customer service collaboration slash productivity. What else did you guys do differently that you could point to that's, I would call, a modern technique for an entrepreneurial scale? >> So I think that there's a few things that we are doing different. So first of all, in Solo, honestly, there is a few things that differentiated from, in my opinion, most of the companies here. Number one is look, you see this, this is a lot, a lot of new technology and one of the things that the customer is nervous the most is choosing the wrong one because we saw what happened, right? I don't know the orchestration world, right? >> John: So choosing and also integrating multiple things at the same time. >> Idit: Exactly. >> It's hard. >> And this is, I think, where Solo is expeditious coming to place. So I mean we have one team that is dedicated like open source contribution and working with all the open source community and I think we're really good at picking the right product and basically we're usually right, which is great. So if you're looking at Kubernetes, we went there for the beginning. If you're looking at something like service mesh Istio, we were all envoy proxy and out of process. So I think that by choosing these things, and now Cilium is something that we're also focusing on. I think that by using the right technology, first of all you know that it's very expensive to migrate from one to the other if you get it wrong. So I think that's one thing that is always really good at. But then once we actually getting those portal we basically very good at going and leading those community. So we are basically bringing the customers to the community itself. So we are leading this by being in the TOC members, right? The Technical Oversight Committee. And we are leading by actually contributing a lot. So if the customer needs something immediately, we will patch it for him and walk upstream. So that's kind of like the second thing. And the third one is innovation. And that's really important to us. So we pushing the boundaries. Ambient, that we announced a month ago with Google- >> And STO, the book that's out. >> Yes, the Ambient, it's basically a modern STO which is the future of SDL. We worked on it with Google and their NDA and we were listed last month. This is exactly an example of us basically saying we can do it better. We learn from our customers, which is huge. And now we know that we can do better. So this is the third thing, and the last one is the partnership. I mean honestly we are the extension team of the customer. We are there on Slack if they need something. Honestly, there is a reason why our renewal rate is 98.9 and our net extension is 135%. I mean customers are very, very happy. >> You deploy it, you make it right. >> Idit: Exactly, exactly. >> The other thing we did, and again this was during COVID, we didn't want to be a shell-for company. We didn't want to drop stuff off and you didn't know what to do with it. We trained nearly 10,000 people. We have something called Solo Academy, which is free, online workshops, they run all the time, people can come and get hands on training. So we're building an army of people that are those specialists that have that skill set. So we don't have to walk into shops and go like, well okay, I hope six months from now you guys can figure this stuff out. They're like, they've been doing that. >> And if their friends sees their friend, sees their friend. >> The other thing, and I got to figure out as a marketing person how to do this, we have more than a few handfuls of people that they've got promoted, they got promoted, they got promoted. We keep seeing people who deploy our technologies, who, because of this stuff they're doing- >> John: That's a good sign. They're doing it at at scale, >> John: That promoter score. >> They keep getting promoted. >> Yeah, that's amazing. >> That's a powerful sort of side benefit. >> Absolutely, that's a great thing to have for marketing. Last question before we ran out of time. You and I, Idit, were talking before we went live, your sessions here are overflowing. What's your overall sentiment of KubeCon 2022 and what feedback have you gotten from all the customers bursting at the seam to come talk to you guys? >> I think first of all, there was the pre-event which we had and it was a lot of fun. We talked to a lot of customer, most of them is 500, global successful company. So I think that people definitely... I will say that much. We definitely have the market feed, people interested in this. Brian described very well what we see here which is people try to figure out the CloudNative 2.0. So that's number one. The second thing is that there is a consolidation, which I like, I mean STO becoming right now a CNCF project I think it's a huge, huge thing for all the community. I mean, we're talking about all the big tweak cloud, we partner with them. I mean I think this is a big sign of we agree which I think is extremely important in this community. >> Congratulations on all your success. >> Thank you so much. >> And where can customers go to get their hands on this, solo.io? >> Solo.io? Yeah, absolutely. >> Awesome guys, this has been great. Congratulations on the momentum. >> Thank you. >> The rocket ship that you're riding. We know you got to get to the airport we're going to let you go. But we appreciate your insights and your time so much, thank you. >> Thank you so much. >> Thanks guys, we appreciate it. >> A pleasure. >> Thanks. >> For our guests and John Furrier, This is Lisa Martin live in Detroit, had to think about that for a second, at KubeCon 2022 CloudNativeCon. We'll be right back with our final guests of the day and then the show wraps, so stick around. (gentle music)

>>Hey everyone. Welcome back to the cubes day two coverage of VMware Explorer, 22 from San Francisco. Lisa Martin, back here with you with Dave Nicholson, we have a couple of guests from VMware. Joining us, please. Welcome Jay Workman, senior director, cloud partner, and alliances marketing, and Jeff Thompson, VP cloud provider sales at VMware guys. It's great to have you on the program. >>Ah, good to be here. Thanks for having us on. >>We're gonna be talking about a really interesting topic. Sovereign cloud. What is sovereign cloud? Jeff? Why is it important, but fundamentally, what is >>It? Yeah, well, we were just talking a second ago. Aren't we? And it's not about royalty. So yeah, data sovereignty is really becoming super important. It's about the regulation and control of data. So lots of countries now are being very careful and advising companies around where to place data and the jurisdictional controls mandate that personal data or otherwise has to be secured. We ask, we have to have access controls around it and privacy controls around it. So data sovereign clouds are clouds that have been built by our cloud providers in, in, in VMware that specifically satisfy the requirements of those jurisdictions and regulated industries. So we've built a, a little program around that. We launched it about a year ago and continuing to add cloud providers to that. >>Yeah, and I, I think it's also important just to build on what Jeff said is, is who can access that data is becoming increasingly important data is, is almost in it's. It is becoming a bit of a currency. There's a lot of value in data and securing that data is, is becoming over the years increasingly important. So it's, it's not like we built a problem or we created a solution for problem that didn't exist. It's gotten it's, it's been a problem for a while. It's getting exponentially bigger data is expanding and growing exponentially, and it's becoming increasingly important for organizations and companies to realize where my data sits, who can access it, what types of data needs to go and what type of clouds. And it's very, very aligned with multi-cloud because some data can sit in a, in a public cloud, which is fine, but some data needs to be secure. It needs to be resident within country. And so this is, this is what we're addressing through our partners. >>Yeah, I, yeah, I was just gonna add to that. I think there's a classification there there's data residency, and then there's data sovereignty. So residency is just about where is the data, which country is it in sovereignty is around who can access that data. And that's the critical aspect of, of data sovereignty who's got control and access to that data. And how do we make sure that all the controls are in place to make sure that only the right people can get access to that data? Yeah. >>So let's, let's sort of build from the ground up an example, and let's use Western Europe as an example, just because state to state in the United States, although California is about to adopt European standards for privacy in a, in a unique, in a unique, unique way, pick a country in, in Europe, I'm a service provider. I have an offering and that offering includes a stack of hardware and I'm running what we frequently refer to as the STDC or software defined data center stack. So I've got NEX and I've got vs N and I've got vSphere and I'm running and I have a cloud and you have all of the operational tools around that, and you can spin up VMs and render under applications there. And here we are within the borders of this country, what makes it a sovereign cloud at that? So at that point, is that a sovereign cloud or? >>No, not yet. Not it's close. I mean, you nailed, >>What's >>A secret sauce. You nailed the technology underpinning. So we've got 4,500 plus cloud provider partners around the world. Less than 10% of those partners are running the full STDC stack, which we've branded as VMware cloud verified. So the technology underpinning from our perspective is the starting point. Okay. For sovereignty. So they, they, they need that right. Technology. Okay. >>Verified is required for sovereign. Yes. >>Okay. Cloud verified is the required technology stack for sovereign. So they've got vSphere vs. A NSX in there. Okay. A lot of these partners are also offering a multitenant cloud with VMware cloud director on top of that, which is great. That's the starting point. But then we've, we've set a list of standards above and beyond that, in addition to the technology, they've gotta meet certain jurisdiction requirements, certain local compliance requirements and certifications. They've gotta be able to address the data re data residency requirements of their particular jurisdiction. So it's going above and beyond. But to your point, it does vary by country. >>Okay. So, so in this hypothetical example, this is this country. You a stand, I love it. When people talk about Stan, people talk about EMIA and you know, I, I love AMEA food. Isn't AIAN food. One. There's no such thing as a European until you have an Italian, a Britain, a German yep. In Florida arguing about how our beer and our coffee is terrible. Right. Right. Then they're all European. They go home and they don't like each other. Yeah. So, but let's just pretend that there's a thing called Europe. So this, so there's this, so we've got a border, we know residency, right. Because it physically is here. Yep. But what are the things in terms of sovereignty? So you're talking about a lot of kind of certification and validation, making sure that, that everything maps to those existing rules. So is, this is, this is a lot of this administrative and I mean, administrative in the, in the sort of state administrative terminology, >>I I'm let's build on your example. Yeah. So we were talking about food and obviously we know the best food in the world comes from England. >>Of course it does. Yeah. I, no doubt. I agree. I Don not get that. I do. I do do agree. Yeah. >>So UK cloud, fantastic partner for us. Okay. Whether they're one of our first sovereign cloud providers in the program. So UK cloud, they satisfied the requirements with the local UK government. They built out their cloud verified. They built out a stack specifically that enables them to satisfy the requirements of being a sovereign cloud provider. They have local data centers inside the UK. The data from the local government is placed into those data centers. And it's managed by UK people on UK soil so that they know the privacy, they know the security aspects, the compliance, all of that wrapped up on top of a secure SDDC platform. Okay. Satisfies the requirements of the UK government, that they are managing that data in a sovereign way that, that, that aligns to the jurisdictional control that they expect from a company like UK cloud. Well, >>I think to build on that, a UK cloud is an example of certain employees at UK, UK cloud will have certain levels of clearance from the UK government who can access and work on certain databases that are stored within UK cloud. So they're, they're addressing it from multiple fronts, not just with their hardware, software data center framework, but actually at the individual compliance level and individual security clearance level as to who can go in and work on that data. And it's not just a governmental, it's not a public sector thing. I mean, any highly regulated industry, healthcare, financial services, they're all gonna need this type of data protection and data sovereignty. >>Can this work in a hyperscaler? So you've got you, have, you have VMC AVS, right? GC V C >>O >>CVAs O CVS. Thank you. Can it be, can, can a sovereign cloud be created on top of physical infrastructure that is in one of those hyperscalers, >>From our perspective, it's not truly sovereign. If, if it's a United States based company operating in Germany, operating in the UK and a local customer or organization in Germany, or the UK wants to deploy workloads in that cloud, we wouldn't classify that as totally sovereign. Okay. Because by virtue of the cloud act in the United States, that gives the us government rights to request or potentially view some of that data. Yeah. Because it's, it's coming out of a us based operator data center sitting on foreign soil so that the us government has some overreach into that. And some of that data may actually be stored. Some of the metadata may reside back in the us and the customer may not know. So certain workloads would be ideally suited for that. But for something that needs to be truly sovereign and local data residency, that it wouldn't be a good fit. I think that >>Perspectives key thing, going back to residency versus sovereignty. Yeah. It can be, let's go to our UK example. It can be on a hyperscaler in the UK now it's resident in the UK, but some of the metadata, the profiling information could be accessible by the entity in the United States. For example, there now it's not sovereign anymore. So that's the key difference between a, what we view as a pro you know, a pure sovereign cloud play and then maybe a hyperscaler that's got more residency than sovereignty. >>Yeah. We talk a lot about partnerships. This seems to be a unique opportunity for a certain segment of partners yeah. To give that really is an opportunity for them to have a line of business established. That's unique from some of the hyperscale cloud providers. Yeah. Where, where sort of the, the modesty of your size might be an advantage if you're in a local. Yes. You're in Italy and you are a service provider. There sounds like a great fit, >>That's it? Yeah. You've always had the, the beauty of our program. We have 4,500 cloud providers and obviously not, all of them are able to provide a data, a sovereign cloud. We have 20 in the program today in, in the country. You you'd expect them to be in, you know, the UK, Italy, Italy, France, Germany, over in Asia Pacific. We have in Australia and New Zealand, Japan, and, and we have Canada and Latin America to, to dovetail, you know, the United States. But those are the people that have had these long term relationships with the local governments, with these regulated industries and providing those services for many, many years. It's just that now data sovereignty has become more important. And they're able to go that extra mile and say, Hey, we've been doing this pretty much, you know, for decades, but now we're gonna put a wrap and some branding around it and do these extra checks because we absolutely know that we can provide the sovereignty that's required. >>And that's been one of the beautiful things about the entire initiative is we're actually, we're learning a lot from our partners in these countries to Jeff's point have been doing this. They've been long time, VMware partners they've been doing sovereignty. And so collectively together, we're able to really establish a pretty robust framework from, from our perspective, what does data sovereignty mean? Why does it matter? And then that's gonna help us work with the customers, help them decide which workloads need to go and which type of cloud. And it dovetails very, very nicely into a multi-cloud that's a reality. So some of those workloads can sit in the public sector and the hyperscalers and some of 'em need to be sovereign. Yeah. So it's, it's a great solution for our customers >>When you're in customer conversations, especially as, you know, data sovereign to be is becomes a global problem. Where, who are you talking to? Are you talking to CIOs? Are you talking to chief data officers? I imagine this is a pretty senior level conversation. >>Yeah. I it's, I think it's all of the above. Really. It depends. Who's managing the data. What type of customer is it? What vertical market are they in? What compliance regulations are they are they beholden to as a, as an enterprise, depending on which country they're in and do they have a need for a public cloud, they may already be all localized, you know? So it really depends, but it, it could be any of those. It's generally I think a fair, fairly senior level conversation. And it's, it's, it's, it's consultancy, it's us understanding what their needs are working with our partners and figuring out what's the best solution for them. >>And I think going back to, they've probably having those conversations for a long time already. Yeah. Because they probably have had workloads in there for years, maybe even decades. It's just that now sovereignty has become, you know, a more popular, you know, requirements to satisfy. And so they've gone going back to, they've gone the extra mile with those as the trusted advisor with those people. They've all been working with for many, many years to do that work. >>And what sort of any examples you mentioned some of the highly regulated industries, healthcare, financial services, any customer come to mind that you think really articulates the value of what VMware's delivering through its service through its cloud provider program. That makes the obvious why VMware an obvious answer? >>Wow. I, I, I get there's, there's so many it's, it's actually, it's each of our different cloud providers. They bring their win wise to us. And we just have, we have a great library now of assets that are on our sovereign cloud website of those win wires. So it's many industries, many, many countries. So you can really pick, pick your, your choice. There. That's >>A good problem >>To have, >>To the example of UK cloud they're, they're really focused on the UK government. So some of them aren't gonna be referenced. Well, we may have indication of a major financial services company in Australia has deployed with AU cloud, one of our partners. So we we've also got some semi blind references like that. And, and to some degree, a lot of these are maintained as fairly private wins and whatnot for obvious security reasons, but, and we're building it and building that library up, >>You mentioned the number 4,500, a couple of times, you, you referencing VMware cloud provider partners or correct program partners. So VCP P yes. So 45, 4500 is the, kind of, is the, is the number, you know, >>That's the number >>Globally of our okay. >>Partners that are offering a commercial cloud service based at a minimum with vSphere and they're. And many of 'em have many more of our technologies. And we've got little under 10% of those that have the cloud verified designation that are running that full STDC, stack >>Somebody, somebody Talli up, all of that. And the argument has been made that, that rep that, that would mean that VMware cloud. And although some of it's on IAS from hyperscale cloud providers. Sure. But that, that rep, that means that VMware has the third or fourth largest cloud on the planet already right now. >>Right. Yep. >>Which is kind of interesting because yeah. If you go back to when, what 2016 or so when VMC was at least baned about yeah. Is that right? A lot of people were skeptical. I was skeptical very long history with VMware at the time. And I was skeptical. I I'm thinking, nah, it's not gonna work. Yeah. This is desperation. Sorry, pat. I love you. But it's desperation. Right. AWS, their attitude is in this transaction. Sure. Send us some customers we'll them. Yeah. Right. I very, very cynical about it. Completely proved me wrong. Obviously. Where did it go? Went from AWS to Azure to right. Yeah. To GCP, to Oracle, >>Oracle, Alibaba, >>Alibaba. Yep. Globally. >>We've got IBM. Yep. Right. >>Yeah. So along the way, it would be easy to look at that trajectory and say, okay, wow, hyperscale cloud. Yeah. Everything's consolidating great. There's gonna be five or six or 10 of these players. And that's it. And everybody else is out in the cold. Yeah. But it turns out that long tail, if you look at the chart of who the largest VCP P partners are, that long tail of the smaller ones seem to be carving out specialized yes. Niches where you can imagine now, at some point in the future, you sum up this long tail and it becomes larger than maybe one of the hyperscale cloud providers. Right. I don't think a lot of people predicted that. I think, I think people predicted the demise of VMware and frankly, a lot of people in the VMware ecosystem, just like they predicted the demise of the mainframe. Sure. The storage area network fill in the blank. I >>Mean, Jeff and I we've oh yeah. We've been on the, Jeff's been a little longer than I have, but we've been working together for 10 plus years on this. And we've, we've heard that many times. Yeah. Yeah. Our, our ecosystem has grown over the years. We've seen some consolidation, some M and a activity, but we're, we're not even actively recruiting partners and it's growing, we're focused on helping our partners gain more, share internally, gain, more share at wallet, but we're still getting organic growth in the program. Really. So it, it shows, I think that there is value in what we can offer them as a platform to build a cloud on. >>Yeah. What's been interesting is there's there's growth and there's some transition as well. Right? So there's been traditional cloud providers. Who've built a cloud in their data center, some sovereign, some not. And then there's other partners that are adopting VCP P because of our SA. So we've either converted some technology from product into SA or we've built net new SA or we've acquired companies that have been SA only. And now we have a bigger portfolio that service providers, cloud providers, managed service providers are all interested in. So you get resellers channel partners. Who've historically been doing ELAs and reselling to end customers. They're transitioning their business into doing recurring revenue and the only game in town where you really wanna do recurring revenues, VCP P. So our ecosystem is both growing because our cloud providers with their data center are doing more with our customers. And then we're adding more managed service providers because of our SA portfolio. And that, that, that combo, that one, two punch is creating a much bigger VCP P ecosystem overall. >>Yeah. >>Impressive. >>Do you think we have a better idea of what sovereign cloud means? Yes. I think we do. >>It's not Royal. >>It's all about royalty, >>All royalty. What are some of the things Jeff, as we look on the horizon, obviously seven to 10,000 people here at, at VMwares where people really excited to be back. They want to hear it from VMware. They wanna hear from its partner ecosystem, the community. What are some of the things that you think are on the horizon where sovereign cloud is concerned that are really opportunities yeah. For businesses to get it right. >>Yeah. We're in the early days of this, I think there's still a whole bunch of rules, regulatory laws that have not been defined yet. So I think there's gonna be some more learning. There's gonna be some top down guidance like Gaia X in Europe. That's the way that they're defining who gets access and control over what data and what's in. And what's out of that. So we're gonna get more of these Gaia X type things happening around the world, and they're all gonna be slightly different. Everyone's gonna have to understand what they are, how to interpret and then build something around them. So we need to stay on top of that, myself and Jay, to make sure that we've got the right cloud providers in the right space to capitalize on that, build out the sovereign cloud program over time and make sure that what they're building to support aligns with these different requirements that are out there across different countries. So it's an evolving landscape. That's >>Yeah. And one of the things too, we're also doing from a product perspective to better enable partners to, to address these sovereign cloud workloads is where we have, we have gaps maybe in our portfolio is we're partner partnering with some of our ISVs, like a, Konic like a Forex vem. So we can give our partners object storage or ransomware protection to add on to their sovereign cloud service, all accessible through our cloud director consult. So we're, we're enhancing the program that way. And to Jeff's point earlier, we've got 20 partners today. We're hoping to double that by the end of our fiscal year and, and just take a very methodical approach to growth of the program. >>Sounds great guys, early innings though. Thank you so much for joining Dave and me talking about what software and cloud is describing it to us, and also talking about the difference between that data residency and all the, all of the challenges and the, in the landscape that customers are facing. They can go turn to VMware and its ecosystem for that help. We appreciate your insights and your time. Guys. Thank >>You >>For >>Having us. Our >>Pleasure. Appreciate it >>For our guests and Dave Nicholson. I'm Lisa Martin. You've been watching the cube. This is the end of day, two coverage of VMware Explorer, 2022. Have a great rest of your day. We'll see you tomorrow.

>>The cube presents HPE discover 2022 brought to you by HPE. >>Okay. We're back to wrap up HPE discover 2022. The Cube's continuous coverage is day three. John furrier, Dave ante. We had a business friend that we met during the pandemic. A really interesting gentleman, norm Ette. He's the director of global technical marketing at Hewlett Packard enterprise, a real innovator norm. Great to see you. Thanks for making time for coming on >>The cube, gentlemen. Thank you. Thank you. I appreciate that. You're giving me the opportunity to bring it home. Yeah. You know, if I'm only gonna get one shot at it, it might as well be >>The last we always, we always like to bring the energy in the last segment because you know, the cube, we grind it out for three days. I mean, it's just such a great content injection. And so we love to wrap it up, especially with someone like yourself who can really help us convey the themes, but even more so when we look around here this entire ecosystem, you and your team built this. And so take us through that. >>Well, we did, you know, and it takes a village. You know, we have the core team, HPE global technical marketing, uh, which is my team. And then of course we're partnered with other parts of the, our marketing organizations on different pieces, different aspects. And then we have a tremendous team of vendors that we work with on a regular basis. Companies such as, you know, F two B and ivory and others that, you know, really kind of pitch in. And they're, they're kind of my, I call 'em my flex force. You know, we also have another group called promote live and we bring all these people together. And, and in addition, all the vendors, we have something like 380 employees that come from all different parts of the organization to, to land in Las Vegas, to man, these booths and staff, these, uh, staff, these exhibits. >>And so for one week, we get to really work as a, as a, a team, as a family, you know, there's no organizational borders, so to speak, you know, you know, we're a big company, everybody has, you know, different objectives and different things that they're focused on, but we get a chance to all get together and work as one, one team. And so that, that the people aspect is what's so exciting, I think this week. And I think I even saw some of your broadcast earlier. So I think it kind of, it kind of came through as well. Just the joy of, of being together, you know? Sure. Human beings <laugh> >>And, and H HP's got a new spring and its step, which so much focus brought to the table from Antonio and, you know, the team is the lining. >>Yeah, we do. And that's, you know, when you go, when we start talking about the design and you know, one of the things that, you know, we work on this months ahead of time. Yeah. Right. And so it's kinda like a spinning top, you know, we, we, we keep, we, we keep spinning that thing tightening up and then this week you put it on the table and just let it go. Yeah. Right. But it's that whole multi-month process of, of, of twisting that top around and getting it going and right at the middle and right at the centerpiece. And, uh, the core design principle and an ask from, uh, Antonio is that we make sure that we major on HPE, uh, GreenLake edge to cloud platform that, you know, it, it's a, obviously you've been talking about it all week. Yeah. Uh, we've been talking about it all week. It's a big focus of our company. And so right at the very center, we have our HPE GreenLake edge to cloud platform demonstration, and then everything in the showcase then radiates from that centerpiece, uh, you know, right, right. At, right at the nexus of all the activities. So the experience starts there and propagates its >>Way. Well, I wanna get into some of the themes and the set pieces you have here. Um, you are in technical marketing and this platform is a tech play. So it's not so much just solutions that you're enabling the theme this year is very much technical marketing. So there's edge, especially cloud data and edge is the big themes security's baked in throughout the whole set, right as well. And that messaging, but it's technical marketing right now. We had, you know, platform play uett packer is a platform. Google packer enterprise is a >>Platform. It is, and it's a, it is a, it's a software platform. Um, you, it, it really completes a cloud strategy. And when you really think about it, I, again, I know some of these numbers have been floating around. Um, but, uh, you know, 70% of all data is still staying OnPrem for good reasons, you know, and then 30% of it can be out there in the public cloud. Uh, so what you kind of have is an incomplete cloud strategy, if you will. And what's happened is that organizations have gotten spoiled a little bit by the cloud experience. Mm-hmm <affirmative> right. That, you know, I, you know, your, your dev teams say go, Hey, I just, I wanna work in a Azure. I wanna work in AWS. I love how I go through this process. Why can't I do that with my on-prem stuff? Why, you know, why, you know, I want that kind of experience. So it organizations are really being challenged about how to create that, that kind of service and that experience to their customers because expectations are not because >>Data ha it has to be inclusive. It can't be exclusive to just one part of the organization. >>Yeah. And so how did you, how did that impact obviously, cause GreenLake was coming together, you know, you got the multiple months in advance planning for this big event, right. A lot of lot work goes into it. What was some of the impact to the execution of this event, um, that you can share in terms of the set pieces? Some of the displays was there was there, I won't say radical cause it's not radical. It looks, it turned out great. But what are some of the popular things happening here? What worked, what resonated with customers and what was different from, from, uh, that GreenLake enabled you to do differently? >>Well, I mean, first the first thing is that we, we kind of had a high touch experience at that center point, right. That nexus, the hub of the activity, the GreenLake edge to club platform, uh, demonstration. And it started with us just kind of, you know, having the strategy about first of all, if you sh, if you guys show this and I know, I think maybe you have, when you enter in, we've got like this big aha moment, right. And that aha moment is that platform right in the center, surrounded with wonderful visuals above, below, you know, behind, uh, all around it. But we, we, we had to think about, okay, now I'm staring at this thing. What am I, how am I gonna experience it? So, uh, when I say a high touch experience, we start with a, what I call a platform generalist that would greet you up front, engage in the conversation, you know, so realize that, you know, Dave is a network operations director, he's got some keen interests. >>He has some sort of peripheral idea about what the, uh, HPE GreenLake edge cloud platform is about, but what can it really do for him? You know, what can do, what can he use? How can he use it? So we start at that level of conversation, you know, socialize the core services, the attributes, you know, the, the technology that is actually enabling it. And then as we've identified in our conversation that you're a network geek, you know, and you want to understand, you've heard about Aruba, you know, how's Aruba central play into that. How do the networking services play into that? And so for then we take that, that, that big leap and go up two steps up onto the platform. And we go over to the network specialist, what I, what I'm calling a platform specialist, uh, who understands all the things about the platform, but then is peaked in networking. And we have that conversation and you see how the Aruba customer can benefit by this evolution, uh, and how the different platform services combine to give a holistic experience across a company. And so when I'm an it ops director, and I'm trying to service my network, guys, my storage guys, my compute guys, my external cloud services guys, that this is an environment that I can, so you >>Have an experience where they come in, they can easily move to a point quickly in the display, on the platform >>And it's tailored for them. Exactly. Right. Exactly. That's the exactly. Right. And so if I transition over to you, you know, and you're my, you know, you're my specialist, you know, you're not saying, Hey, Dave, what brings you here today? What are you today? <laugh>, you know, I, I mean, you're prequalified, it's a prequalified conversation. We jump into it. And then that specialist is armed with knowledge as to where, okay, this guy is really interested in switching technology and switches as well. Well, that's demo five 12. Mm-hmm <affirmative>, you know, let me have one of my colleagues take you over there. So then you're, you're escorted over to demo five 12 to go to the next level or perhaps, and this has happened throughout the week that people want to take a test drive of the environment. And so we have the HPE GreenLake living lab, and we have a, a test drive environment right there. >>And so we bring you right to that test drive, where you can, you know, kick the tires yourself, you fire up a live environment. We have a series of exercises that you're taken through. And, uh, I think I've just checked with one of my colleagues where like, well over, you know, well, over 1100 experiences of people doing that here. And that lab has 25 seats, but also externally. Yeah. So right off of hpe.com, that same test drive experience that we're doing here. People can launch at home. And so we got in this morning, there were like four guys logged in from New Zealand, you know, doing exercises, which is pretty neat. So, so when you ask me the question, what are the design considerations, uh, that HPE GreenLake that we baked in and thought through it's again, that, Hey, it's a, it's a big thing. Yeah. It's a big, it's an experience. Let's start with you just digesting the, you know, the comp basic concepts. Then let's talk about your persona and how it directly maps to what you can do. And then if you want to get deeper, you know, we have the solutions that we design behind it, solution demos, and, and if you wanna drive it, let you know, buckle up. Let's >>Go. Yeah, you get right to a spot, multiple monitors, great experience, high touch. Um, that's awesome. I gotta ask you another question. Cause you've been, you know, pre pandemic, you've been doing a lot of this technical marketing and events and then virtual hit right now. We're back face to face, right? It's clear, Dave and I were just talking about our, on our opening day, year on day. One, people love to see each other back. Every event we've been to face to face. People are energized to a level. We didn't even see. What are you seeing here in terms of performance? Obviously, you got sales people here, you got executives here, you got customers right. Face to face, right. >>Doing belly to belly, >>Belly to belly, as Dave says, that's a positive, what's it like, explain what it's like. >>Well, I mean, you don't, you never know what you got until it's gone, right? >>Yeah. >>You, and so people didn't really realize that, Hey, we really needed to have this kind of touch and this, this kind of activity. And it was funny because people be before the pandemic, there was also a push to do a lot of virtual stuff, you know, economies of scale. Yeah. You know, some of that stuff works. Teams are making decisions, but then it all goes away and people realize how valuable, you know, just the conversations were, you know, meeting >>Somebody, relationships, meeting >>Somebody for a coffee, you know, talking through different bumping into colleagues than that. You haven't seen for years, or you worked with somebody and now they're doing this. And then you realize you have some sort of synergy with each other and you know, you can still help each other. And just the, just, you know, just the discovery <laugh> of being at discover, you know, and running into these different types of things. So, uh, well >>You think about it norm, you know, we, we've done plenty of stuff virtually we have, but I think we've talked maybe four times this week. Yeah. You've seen you here walking around the hallways. We saw you last night, right? Yeah. You just, that just wouldn't happen in your little virtual >>World. Yeah. I mean, not at all. And during that virtual era, and I think we'll look back on that and we're still gonna do virtual stuff >>Course, and we're learning, >>It's got value, but I just want to thank you guys for just being the cube and the whole team, you know, Frank, everybody just tremendous partners through that because you can still look at that content that we produced together last year and it's still relevant. We're still sharing it. It still has impact. We, we point, you know, we tell people, Hey, here's call to action. You're leaving. Discover by the way, there's these three or four pieces out on the cube that really go with, go at this topic. >>Right. That GreenLake event we did last year was phenomenal. >>It was, it was, and it was a partnership with you guys. And I, I, you know, I, I speak on, on behalf of many of my colleagues here at HPE, we just wanna thank the cube for all the support, creativity, uh, and how we got through that >>All together. We we'll back at you because norm you were a real innovator when John and I first met you, we were like, Hey, this guy, actually, he's gonna, he's gonna push us to some new levels. Technical >>Marketing know >>That's our, our team marketing. Like our team was a little nervous, a lot nervous actually, because you know, you do, you are not only demanding, but you're super creative. Well, thank you. And so you, you helped us, you know, up, up our game. >>Yeah. Thanks a lot. Yeah. You know, Frank was getting, Hey, Frank, Dave, can you guys do this? You >>Know, so yeah, we were on the background. >>I mean, but we were, we were growing and surviving and thriving together and getting through it, but what's coming out. The other side now is a new format. You mentioned virtual. That's not going away. Hybrid is a steady state for all of us. Even the cube. Yeah. So the new protocols and the new standards are emerging. And I think the newness of it scares people also like how do you do it? Um, who, whose role is it to take the virtual and digital? So this whole new set of experiences still coming out. Yeah. What's your vision? How do you see this? Cause we're face to face clearly is what everyone wants from school kids to adults. Right. We want face to face. Right. How does digital fit in? >>Well, I mean, that's, that's a, that's a really tricky question. I'll give you a, a, I'll kind of back into the answer a little bit. Um, you guys can see this, right, right behind us. We had this whole backdrop here, greetings from the edge of virtual reality experience. Well, we built that. We built that during the COVID era, so we could have experiences with people remotely. Right. Uh, and we used it for our executive summit, you know, last year for the virtual discovery, we shipped those Oculus headsets to everybody. They, everybody jumped into it. And so I was sitting there being a host, you know, with four CTOs that were scattered all over the world. So we were in cyberspace together. Right. And so of course being good, uh, you know, good business people we realized, Hey, this is pretty fun. So let's dust it off and bring it out here for the more general public. >>So again, it was like a 200 person, you know, uh, executive level experience and all of that, but it had tremendous value, different types of experiences. I recommend you try it if you ever have the opportunity. Um, so that's a way that we start emerging virtual reality and digital experiences to try to keep that human connection, but now we're using it again. And everybody's in these little pod rooms, six of them together. So they're having this experience in cyberspace and they're having it physically. Yeah. And so I think some, and everyone's enjoying being together and still in cyber space together. So I think when we start to build assets and we start to look at different types of things and experiences, we gotta think, we, we gotta think through that now. Right. You know, how is this, how is this investment or this, this experience, how's it gonna translate, you know, outside of these four walls, right. And how can we use it outside of these four walls, uh, and create, you know, a more engaging experience. So that's a little bit of a backing into that answer, but I think I'm, I'm, >>It's emerging. It's >>Important. Well, I'm saying it more as an example of us thinking through and trying to leverage. Yeah. >>I love it though. I mean, you always, you've always been struck me as a visionary and I, I loved that answer and I can just see, it's just gonna progress by the end of the decade. This is gonna become right. Uh, a a, you know, a normal sort of practice, and we're gonna bring people in from the outside and interacting. I love what you were saying about, yeah. Even though we're here physically, we're actually creating a virtual world within this physical pod. We are. Where can people discover more about that? About, about, about the shows, the content that >>Was here? Well on hpe.com, you can just launch into discover. We have a tremendous amount of content that's been recorded, keynote sponsor sessions, the cube they're dialed in all kinds of different pieces of assets that we've done. Um, I'll plug just another couple of things just to, again, to talk about the connectivity of things that we're doing. So one of the projects that I lead, uh, I am very proud to lead is HPE space born and our space born computer space, born computer two, flying a most powerful machine, uh, computer to ever fly in space. Uh, we've been up there for a year. We've done 24 different experiments over the year to, for the benefit of the entire scientific community. Um, also, you know, doing things for the ISS national lab in NASA, our partners up there, but what we've got is we've built a scale replica of the Columbus module, right? So this is, you know, this is a 28 by 12 foot module. Hey, we're bringing her home seriously. >>They're gonna pull the plugs. They're gonna pull the >>Plug on me soon. Right. So anyway, so we have that module built, right? And this is, uh, we work with a Hollywood production company. We've had it before, but you know, we we've customized it. We have a live link to the ISS station in there. And, and so we're talking about everything that we're doing there, but also in this virtual reality experience, we have you going on a space walk, right. And so we've, we've captured that as well. So we've, we're tying this physical and virtual experience together. Uh, and, uh, so it's a fun project. So you can check that >>Out. We did exit scale together during the pandemic, and that's when I first really got into to space point. It was awesome to see frontier announced actually breaking through the exo scale barrier. We, we were on the cusp, but we, we now see it breaking through. So, yeah. Congratulations on that. Thank you >>Very much. And, you know, a couple, you know, just couple other things that we're doing, that's pretty exciting. I don't, I don't wanna give away all my tricks, uh, but you know, we've organized our demonstrations through the customer lenses. So we have these customer journeys that we see people that are using our technology, you know, so I'm, I'm not talking about the storage business unit or, you know, the networking business unit, but how are our customers really trying to, you know, advance AI and machine learning, for example, how are they actually trying to, you know, protect their data? You know, the different things, the business issues, the business issues. Yeah. And so we've organized our demos through that, and we have these, these pods and then satellites, and you, you, you give you walk through that whole thing and it's addressing different aspects of that. >>Um, and then another thing that we've done is we have tours here, uh, as well, where, cuz there's so much content that people can take tours and you know, 1400 people have taken those tours. Uh, you know, and these are guided tours, headsets, curated, big numbers, designated places to go. And we see big traffic the first day or so and by design. And so we hit the highlights and then they decide how to use their valuable time later in the showcase about what they want to deep dive on. And so that's been a tremendous success for >>Us. Well norm thanks for bringing us on the tour of discover. Yeah. Well and really, you know, sharing that with our audience and you've been an awesome partner. And as you say, a great innovator, hope I can't wait to see what's next. All right. >>You so much. Hey, thanks for letting me on here guys. Welcome to our pleasure. I'm somebody I made. You're a Cub >>Alumni alumni. You're alumni. Welcome to alumni. So >>Guys great. Our week. That's a wrap on on day three, uh, Dave Valant day, John furrier for Lisa Martin. Don't forget to go to Silicon angle.com where we've got all the news, all the interviews that we've done this week, get written up and posted on Silicon angle.com. The cube.net I publish every week. Uh, my breaking analysis on, on, on wikibon.com. It's on a podcast. So check that out. Thanks to everybody. Thanks for the crew. Everybody back at the office. Really appreciate it. Great job. And we'll see you next time. All right.

>>Everyone welcome back from the cubes coverage here in Las Vegas for Aus re Mars. It's one of the re shows, as we know, reinvent is the big show. Now they have focus, shows reinforces coming up that security Remar is here. Machine learning, automation, robotics, and space. I'm John for your host, Michael Mike Miller here, director of machine learning thought leadership with AWS. Great to see you again. Yeah. Give alumni welcome back here. Back every time we got deep racer, always to talk >>About, Hey John, thanks for having me once again. It's great to be here. I appreciate it. >>So I want to get into the deep racer in context here, but first re Mars is a show. That's getting a lot of buzz, a lot of press. Um, not a lot of news, cuz it's not a newsy show. It's more of a builder kind of a convergence show, but a lot is happening here. It's almost a, a moment in time that I think's gonna be one of those timeless moments where we're gonna look back and saying that year at re Mars was an inflection point. It just seems like everything's pumping machine learning, scaling robotics is hot. It's now transforming fast. Just like the back office data center did years ago. Yeah. And so like a surge is coming. >>Yeah. >>What, what's your take of this show? >>Yeah. And all of these three or four components are all coming together. Right. And they're intersecting rather than just being in silos. Right. So we're seeing machine learning, enabled perception sort of on robots, um, applied to space and sort of these, uh, extra sort of application initiatives. Um, and that's, what's really exciting about this show is seeing all these things come together and all the industry-wide examples, um, of amazing perception and robotics kind of landing together. So, >>So the people out there that aren't yet inside the ropes of the show, what does it mean to them? This show? What, what, what they're gonna be what's in it for me, what's all this show. What does it mean? >>Yeah. It's just a glimpse into where things are headed. Right. And it's sort of the tip of the iceberg. It's sort of the beginning of the wave of, um, you know, these sort of advanced capabilities that we're gonna see imbued in applications, um, across all different industries. >>Awesome. Well, great to have you in the cube. Every time we have an event we wanna bring you on because deep racers become a, the hottest, I won't say cult following because it's no longer cult following. It's become massive following. Um, and which started out as an IOT, I think raspberry pie first time was like a, like >>A, we did a little camera initially camera >>And it was just a kind of a fun, little clever, I won't say hack, but just having a project that just took on a life OFS own, where are we? What's the update with racer you're here with the track. Yeah, >>Possibly >>You got the track and competing with the big dogs, literally dog, you got spot over there. Boston dynamics. >>Well we'll, we'll invite them over to the track later. Yeah. So deep razor, you know, is the fastest way to get hands on with machine learning. You know, we designed it as, uh, a way for developers to have fun while learning about this particular machine learning technique called reinforcement learning, which is all about using, uh, a simulation, uh, to teach the robot how to learn via trial and error. So deep racer includes a 3d racing simulator where you can train your model via trial and error. It includes the physical car. So you can take, uh, the model that you trained in the cloud, download it to this one 18th scale, um, kind of RC car. That's been imbued with an extra sensor. So we have a camera on the front. We've got an extra, uh, Intel, X, 86 processor inside here. Um, and this thing will drive itself, autonomously around the track. And of course what's a track and uh, some cars driving around it without a little competition. So we've got the deep racer league that sort of sits on top of this and adds a little spice to the whole thing. It's >>It's, it's like formula one for nerds. It really is. It's so good because a lot of people will have to readjust their models cuz they go off the track and I see people and it's oh my, then they gotta reset. This has turned into quite the phenomenon and it's fun to watch and every year it gets more competitive. I know you guys have a cut list that reinvent, it's almost like a, a super score gets you up. Yeah. Take, take us through the reinvents coming up. Sure. What's going on with the track there and then we'll get into some of the new adoption in terms of the people. >>Yeah, absolutely. So, uh, you know, we have monthly online races where we have a new track every month that challenges our, our developers to retrain their model or sort of tweak the existing model that they've trained to adapt for those new courses. Then at physical events like here at re Mars and at our AWS summits around the world, we have physical, uh, races. Um, and we crown a champion at each one of those races. You may have heard some cheering a minute ago. Yeah. That was our finals over there. We've got some really fast cars, fast models racing today. Um, so we take the winners from each of those two circuits, the virtual and the physical and they, the top ones of them come together at reinvent every year in November, December. Um, and we have a set of knockout rounds, championship rounds where these guys get the field gets narrowed to 10 racers and then those 10 racers, uh, race to hold up the championship cup and, um, earn, earn, uh, you know, a whole set of prizes, either cash or, or, you know, scholarships or, you know, tuition funds, whatever the, uh, the developer is most interested >>In. You know, I ask you this question every time you come on the cube because I I'm smiling. That's, it's so much fun. I mean, if I had not been with the cube anyway, I'd love to do this. Um, would you ever imagine when you first started this, that it would be such so popular and at the rise of eSports? So, you know, discord is booming. Yeah. The QB has a discord channel now. Sure, sure. Not that good on it yet, but we'll get there, but just the gaming culture, the nerd culture, the robotics clubs, the young people, just nerds who wanna compete. You never thought that would be this big. We, >>We were so surprised by a couple key things after we launched deep racer, you know, we envisioned this as a way for, you know, developers who had already graduated from school. They were in a company they wanted to grow their machine learning skills. Individuals could adopt this. What we saw was individuals were taking these devices and these concepts back to their companies. And they're saying, this is really fun. Like we should do something around this. And we saw companies like JPMC and Accenture and Morningstar into it and national Australia bank all adopting deep racer as a way to engage, excite their employees, but then also create some fun collaboration opportunities. Um, the second thing that was surprising was the interest from students. And it was actually really difficult for students to use deep racer because you needed an AWS account. You had to have a credit card. You might, you might get billed. There was a free tier involved. Um, so what we did this past year was we launched the deep racer student league, um, which caters to students 16 or over in high school or in college, uh, deep Razer student includes 10 hours a month of free training, um, so that they can train their models in the cloud. And of course the same series of virtual monthly events for them to race against each other and win, win prizes. >>So they don't have to go onto the dark web hack someone's credit card, get a proton email account just to get a deep Razer that's right. They can now come in on their own. >>That's right. That's right. They can log into that virtual the virtual environment, um, and get access. And, and one of the other things that we realized, um, and, and that's a common kind of, uh, realization across the industry is both the need for the democratization of machine learning. But also how can we address the skills gap for future ML learners? Um, and this applies to the, the, the world of students kind of engaging. And we said, Hey, you know, um, the world's gonna see the most successful and innovative ideas come from the widest possible range of participants. And so we knew that there were some issues with, um, you know, underserved and underrepresented minorities accessing this technology and getting the ML education to be successful. So we partnered with Intel and Udacity and launched the AI and ML scholarship program this past year. And it's also built on top of deep Bracer student. So now students, um, can register and opt into the scholarship program and we're gonna give out, uh, Udacity scholarships to 2000 students, um, at the end of this year who compete in AWS deep racer student racers, and also go through all of the learning modules online. >>Okay. Hold on, lets back up. Cuz it sounds, this sounds pretty cool. All right. So we kind went fast on that a little bit slow today at the end of the day. So if they sign up for the student account, which is lowered the batteries for, and they Intel and a desk, this is a courseware for the machine learning that's right. So in order to participate, you gotta take some courseware, check the boxes and, and, and Intel is paying for this or you get rewarded with the scholarship after the fact. >>So Intel's a partner of ours in, in putting this on. So it's both, um, helping kind of fund the scholarships for students, but also participating. So for the students who, um, get qualified for the scholarship and, and win one of those 2000 Udacity Nanodegree scholarships, uh, they also will get mentoring opportunities. So AWS and Intel, um, professionals will help mentor these students, uh, give them career advice, give them technical advice. C >>They'll they're getting smarter. Absolutely. So I'm just gonna get to data here. So is it money or credits for the, for the training? >>That's the scholarship or both? Yes. So, so the, the student training is free for students. Yep. They get 10 hours a month, no credits they need to redeem or anything. It's just, you log in and you get your account. Um, then the 2000, uh, Udacity scholarships, those are just scholarships that are awarded to, to the winners of the student, um, scholarship program. It's a four month long, uh, class on Python programming for >>AI so's real education. Yeah. It's like real, real, so ones here's 10 hours. Here's check the box. Here's here's the manual. Yep. >>Everybody gets access to that. That's >>Free. >>Yep. >>To the student over 16. Yes. Free. So that probably gonna increase the numbers. What kind of numbers are you looking at now? Yeah. In terms of scope to scale here for me. Yeah. Scope it >>Out. What's the numbers we've, we've been, uh, pleasantly surprised. We've got over 55,000 students from over 180 countries around the world that have signed up for the deep racer student program and of those over 30,000 have opted into that scholarship program. So we're seeing huge interest, um, from across the globe in, in this virtual students, um, opportunity, you know, and students are taking advantage of those 20 hours of learning. They're taking advantage of the fun, deep racer kind of hands on racing. Um, and obviously a large number of them are also interested in this scholarship opportunity >>Or how many people are in the AWS deep racer, um, group. Now, because now someone's gotta work on this stuff. It's went from a side hustle to like a full initiative. Well, >>You know, we're pretty efficient with what we, you know, we're pretty efficient. You've probably read about the two pizza teams at Amazon. So we keep ourselves pretty streamlined, but we're really proud of, um, what we've been able to bring to the table. And, you know, over those pandemic years, we really focused on that virtual experience in viewing it with those gaming kind of gamification sort of elements. You know, one of the things we did for the students is just like you guys, we have a discord channel, so not only can the students get hands on, but they also have this built in community of other students now to help support them bounce ideas off of and, you know, improve their learning. >>Awesome. So what's next, take us through after this event and what's going on for you more competitions. >>Yeah. So we're gonna be at the remainder of the AWS summits around the world. So places like Mexico city, you know, uh, this week we were in Milan, um, you know, we've got some AWS public sector, um, activities that are happening. Some of those are focused on students. So we've had student events in, um, Ottawa in Canada. We've had a student event in Japan. We've had a student event in, um, Australia, New Zealand. And so we've got events, both for students as well as for the professionals who wanna compete in the league happening around the world. And again, culminating at reinvent. So we'll be back here in Vegas, um, at the beginning of December where our champions will, uh, compete to ho to come. >>So you guys are going to all the summits, absolutely. Most of the summits or >>All of them, anytime there's a physical summit, we'll be there with a track and cars and give developers the opportunity to >>The track is always open. >>Absolutely. All >>Right. Well, thanks for coming on the cube with the update. Appreciate it, >>Mike. Thanks, John. It was great to be >>Here. Pleasure to know you appreciate it. Love that program. All right. Cube coverage here. Deep race are always the hit. It's a fixture at all the events, more exciting than the cube. Some say, but uh, almost great to have you on Mike. Uh, great success. Check it out free to students. The barrier's been lower to get in every robotics club. Every math club, every science club should be signing up for this. Uh, it's a lot of fun and it's cool. And of course you learn machine learning. I mean, come on. There's one to learn that. All right. Cube coverage. Coming back after this short break.

(digital music) >> Welcome back to VeeamON 2022. We're in the home stretch, actually, Dave Nicholson and Dave Vellante here. Daniel Fried is the general manager and senior vice president for EMEA and Worldwide Channel. Daniel, welcome to theCUBE. You got a big job. >> No, I don't have a big job. I have a job that I love. (chuckles) >> Yeah, a job you love. But seriously Veeam, all channel. I mean it has been. >> Yeah, I mean, it's something which just, just a few seconds on, on that piece here, the channel piece, it's something that I love because the ecosystem of partners, an ecosystem of partners, is something which is spending its time moving and developing and changing. You've got a lot of partners changing their roles, their missions, the type of services, type of product that they offer. They all adapt to what the market needs and all the markets around the world are very different because of all these different cultures, languages, and everything. So it's very interesting. In the middle of all that, you know, these tens of thousands of partners and you try to create and try to understand how you can organize, how you can make them happy. So this is fantastic. >> So you're a native of the continent in Europe, obviously. We heard Anton, today, who couldn't be here or chose not to be here, cause he's supporting family and friends in Ukraine. What's the climate like now? Can you share with us what's it like Europe? Just the overall climate and obviously the business climate. >> So the overall climate, the way I see it or I feel it, and obviously there may be some different opinions, that I will always appreciate as also very good opinions. My view is that it seems in Europe that there are a distinction between what people do for businesses, Their thinking for the business, which may be impacted by the situations that we know in Europe between, because of obviously the issues between Ukraine, because of Russia, let's put it this way. And then there is the personal view, which is okay. That happens from time to time, but life continues and we just continue pushing things and enjoying life, and getting the families together and so on and so forth. So, this is in most of the countries in Europe. Obviously, there are a number of countries, which are a little bit more sensitive, a little bit more impacted. All the ones who are next to Russia, or Belarus, so on and so forth. From an emotional standpoint, which is totally understandable. But overall, I'm pretty impressed by how the economy, how people, how the businesses are, you know, continue to thrive in Europe. >> Has Brexit had any...? What impact, if any, has it had? >> So for us Veeam, the impact is... So first there is an impact which is on the currencies. So all the European currencies are no, have slowed down and, and the US dollar is becoming much stronger. >> Despite its debt. >> Right. >> Shouldn't be, but yeah. >> But that doesn't impact on the business. I just... >> Yeah. Right. >> So everything which is economical, macroeconomical is impacted. We have the inflation also, which has an impact, which also has increased because of the oil, because of the gas of everything that they have been stuck, to be stuck. But people get used to it. As Veeam from a business standpoint, one of the big things is we stopped sales, selling into Russia and into Belarus and we are giving our technology, our product, our solutions for free to Ukraine. And that was a piece of the business that we were doing, within EMEA, which was non-neglectable. So it's, I would say a business hole, now that we need to try to fill with accelerating the business service in the other countries of Europe. >> I mean, okay. So thank you for that but we really didn't see it in last quarter's numbers that you guys shared with I mean, IBM. Similarly IBM said, it's noticeable, but it's not really a big impact on our business, but given the cultural ties that you had to Russia and the affinity, I mean you knew how to do business in Russia. It's quite remarkable that you're able to sort of power through that. How about privacy in, around data, in Europe, particularly versus the US? it seems like Europe is setting the trend on things like privacy, certainly on things like acquisitions, we saw the arm acquisition fail. >> Yeah. So there is a big difference. Effectively, there is a big difference between, I would say North America and the rest of the world. And I would say that EMEA, and within EMEA would say the EU is leading very much on what we call server sovereign cloud. So data privacy, which in other words, data is to as much as possible is to remain within either the EU or better within each of the countries, which means that there is again... It's I would say for in EMEA it's good, I would say for the business, for the partners, because then they have to develop around the cloud a number of functions to ensure that because of this data privacy, because of this GDPR or rules and things, all the data remains and resides in a given geographical environment. So it's, which is good because it creates a number of opportunities for the partners. It makes obviously the life of customers and their self a bit more difficult. But again, I think it's good. It's good. It's part of all the way we structure and we organize. And I think that it's going to expand because data is becoming so key, a key limit, a key asset of companies that we absolutely need to take care of it. And it is where Veeam plays a big role in that because we help paying companies managing their data and secure the data in sort of way. >> Yeah. Ransomware has been a big topic of conversation this week. Do you sense that the perception of that as a threat is universal? Are there, are there differences between North America and the EU and other parts of the world? Universal? >> Yeah, it is universal. We see that everywhere. And I think this is a good point, a good question too, is that it's very interesting because we need to get acquainted to the fact that we are going to ever. And so we are going to be attacked. No way out, no. There... Anybody the morning, is waking up, is going on emails and click clicking on an email. Too late. Was a run somewhere. What can you do against that? You know, all humans make mistakes. You can't so it'll happen, but where, where it's absolutely very important and where Veeam plays a big role and where our partners are going to play an even bigger role with our technology is that they can educate the customers to understand that, to have run somewhere is not an issue. What has, what happened is not a problem. What they have to do is to organize so that if they have run somewhere, their letter is safe. And this is where our place a big place. A couple hours back, I was, I was doing a kind of bar with something else. It's totally crazy, but that's okay. I'm going to say it. It's about the COVID. What, no, what do we do? Do we have, do we have something against COVID? No. People were going to get COVID, certainly many people still doing it, but what is important is to be capable of not being too sick. So it is the prevention, which is important. It's the same thing here. So there is this mindset we have psychologically with the partners and they have, they have to provide that services to their customers on how to organize their data using the technology of Veeam in order to be safe, if anything happens. >> So another related question, if I may. When Snowden blew the whistle on the NSA and divulged that the NSA was listening to all the phone calls, there was seemed to be at the time, as I recall, a backlash sentiment in Europe, particularly toward big tech and cloud providers and skepticism toward the cloud. Has the pandemic and the reliance on cloud and the rise of ransomware changed that sentiment? Had the sentiment changed before then? Obviously plenty of Cloud going on in Europe. But can you describe that dynamic? >> Yeah, no, I think that's... Yeah. I think that people were too... You know, as usual. It absolutely reminds me when I was at VMware, when we went from the physical boxes to the virtual machines. I remember the IT people in the company said, "No, I want to be capable of touching." Something here. When you talk about cloud, you talk about something which is virtual, but virtual outside, even outside somewhere. So there is a resistance, psychological resistance to where is my data? How do I control my data? And that is, I think that is very human. Then you need to, you know, it takes time. And again, depending on the cultures, you need to get acquainted to it. So that's what happened be before the pandemic, but then the pandemic took place. And then there was a big problem. There was nobody anymore in the data centers because they couldn't work there and then people were starting to, to work remotely. So the IT needed to be organized to compensate for all these different changes. And cloud was one of them where the data could be stored, where the data could reside, where things could happen. And that's how actually it has accelerated at least in a number of countries where people are a bit leg out to accept the adoption of cloud, cloud-based data. >> So is there a difference in terms of the level of domination by a small group of hyperscale clouds versus smaller service providers? You know, in theory, you have EU behaving in a unified way in sort of the same way that the United States behaves in sort of a federated way. Do you have that same level of domination or is there more, is there more market share available for smaller players in cloud? Any regional differences? >> Yeah. There are big differences. There are big differences again, because of this sovereignty, which is absolutely approved very much in Europe. I'm tell you, I'm going... I'm giving you an example that it was in, I think in October last year, somewhere. The French, the French administration said, "We don't want anymore. Any administration investing in Microsoft 365, because the data is in Azure. The data is out in the cloud." That's what they said. So now these last days, this last week that has changed because Microsoft, you know, introduced a number of technologies, data centers in France, and so on and so forth. So things are going to get better. But the sovereignty, the fact that the data, the privacy of data, everything has to remain in the countries is doing something like the technology of the hyperscalers is used locally wrapped by local companies like systematic writers, local systematic writers, to ensure that the sovereign is set and that the privacy of the data is for real and according to GDPR. So again, it's a value add. It makes things more complex. It doesn't mean that the Google, the Google cloud, the Azure, or the AWS are not going to exist in Europe, but there are going to be a number of layers between them and the customers in order to make sure that everything is totally brought up and that it complies with the EU regulations. >> Help us understand the numbers, Daniel. So the number of customers is mind-boggling it's over 400,000 now, is that right? >> Yeah. Correct. >> Yes. Comparable to VMware, which is again, pretty astounding and the partner ecosystem. Can you help us understand the scope of that? Part one. part two is how do you service and provide that partnership love to all those companies? >> The partners. So yeah, we have about 35,000 around the world, 35,000 partners, but again, it's 10 times less than Microsoft, by the way. So, and this is very interesting. I often have the questions, how do we manage? So first of all, we do tiering, like anybody does. >> Sure. >> We have an organization for that. And we have a two chair sales motion. That means that we use the distributors to take care of the mass, the volume of the smaller, smaller partners. We help the distributors, we help. So it's a leverage system. And we take care obviously more directly, of the large partners or the more complex partners or the ones of interest. But we don't want to forget any of those because even the small one is very important to us because he has these customers maybe in the middle of nowhere, but he's got a few of them. And again, to have a few of these customers, when you adapt, you know, it makes.. At the end, it makes a big business. You know, one plus one plus 1 million times makes, you know, makes huge things. And plus we are in the recurring business now, now that we've introduced three, four years ago, our subscription licenses, which means that it's only incremental. So it's just like the know the telephony, know the telephony business, where the number, the cell phone plans, you know, it's always grabbing as many as possible consumers in this case. So it was the same thing or I have the same, the same kind of, I do a parallel with the French, the French bakery, the French Boulangerie where I say they do their business with the baguette. And then from time to time, they sell the patisserie or they sell the cake, cookie or something, but the same of small things makes a big things. So it is important to have all these small partners everywhere that, that have their small customers or big customers, and that can serve them. So that's that's way. We segment by geography and what we do now is, it is something which is new. We segment by competencies. So it's what I call the soft segmentation. Because if not, we will have a lot of these partners competing to each other, just to sell Veeam. Veeam being number one in many countries, that is what is taking place. And we want them to be happy. We want, we don't want them to fight against each other. So what we do is we do soft segmentation and soft segmentation is this partner is competent in this field with that kind of use case doing this or this or this or this. It's just like you, when you go to the restaurant, you want the restaurant next to your place. So you click for the geography and then you want to, to go for Indian food. So you click restaurant Indian food, and then you want something. So we want to give that possibility to the customers to say, "Yeah, I think I know what I want." And then you can just click and get the partners or the list of partners, which are the most suited for, for his needs. So it's what I call the soft segmentation. The other thing which is important is the network. It's very interesting because when we look at a lot of companies, it's not the network. You've got VARs, you've got cloud and service providers. You've got SARs, you've got all the things. But if you take each of those individually, they don't have the competencies to answer all the request of the customer. So the networking is partnering with partner. That means to have the, the connection so that the partner A who has his customer, but these customer's are requests that this partner cannot fulfill because it's not its competency. That it's going to find the partners or the other partners that can feel this competency and work together. And then it's between them to have the model that they want so that together they can please the customer with their requests. >> Do you ever want to have VeeamON... I mean, I'm happy it's in the US and I like going to Europe, but you, have you ever want to have VeeamON in Europe? >> Yeah, we have VeeamON. We have many VeeamONs in Europe. >> Yeah. The mini ones. Okay. >> VeeamON tours. >> Globally. So where do you have them? >> Europe in APJ, that's what we do. Yes. >> Where do you do it in a APJ? In Japan, obviously in... >> Yeah. I don't know all the locations, tens and tens of them. >> A lot of them. Okay. >> The small ones. What we do, replicate what is done here on one day and then it goes. >> And you'll do that in UK. France, Germany. >> Yeah. Yeah. >> Local. >> And also small countries in Saudi, in South Africa, in Israel, in Bulgaria, in all these countries. Because, you know, we can be virtual. That's nice. >> Oh, right. >> But I love to be having a breakfast or a lunch or drink next to a partner or a customer because you learn so much more. The informal information is so important to understand how the business and how the market develops and what the needs are of customers and so on and so forth. >> How was the European attendance this year? It must have been down. It's hard to get into US. It's actually easier to go back to Europe. >> Virtually I, don't have the numbers, but I- >> No. Virtual. I'm sure it was huge. Yeah. But physical. >> Physical here, we've got about 300, 300 Europeans. >> Yeah. Okay. Out of, do we know? What are the numbers here? Do we know? Have we heard numbers? >> I know 45 was supposed to be around 45K combined. >> That's hybrid. >> So, yeah. >> It's hard to get into the US. We're still figuring that out. So I'm not surprised, but now you... >> But it's complimentary. Yeah. >> Do you go to 'em all? >> No >> You can't. >> No. That's not possible. I cannot. I actually, I would love... >> But some, yes. >> I would love to be capable of duplicate myself, but- >> You go to the one. >> I'm unique. >> You go to the one in France, obviously. Yeah? >> Yeah. Usually in France. Well... >> Depends if you're home. >> Yeah. You know, that is interesting is, the way we organize, the way we organize in Europe is I really want the local leaders to be the ones managing the countries. I'm there to support. I'm not there to be, you know? Yeah. The big boss is coming, he showing. No. It is not that. Again, if they request me to come, if they want me to pass a message to certain type of customer partners, I'll do that. But I don't want to run the show. It's not the way I manage that. >> Yeah. I get that. You want to respect that as if you show up in France and that's your home country, it's like rat man showing up here. It's like taking over the stage. You'll be like, you know, it's our turn. >> But it's just like, you know, I give you another example. So obviously we have... It's even the headquarters, the EMEA headquarters is in France. Right? But it is the French office. And I don't go there. I try not to be there because it is the place for the French people taking care of the French market. And for the French manager, if I go there, everybody's going to come and ask me questions and ask me to make decisions and things. No, they have to run their business. >> So where do you spend, where and how do you spend your time? >> In airports and in planes. (indistinct) What are you asking? >> Of course. >> Do you have another question? >> Actually, if we have time really quickly on just on that subject of sovereignty, we are here in Nevada just across the border, California. People in California have no problem at all, replicating things here for disaster recovery, because it's in the US. Now, is there sort of a cultural sense that tearing down those borders from a sovereignty perspective within Europe would fundamentally change the business climate and maybe tilt things in favor of the AWS and GCPs of the world instead of local regional business? The joke that I heard recently from someone, I thought it was funny. I don't know if it would offend either Germans or French, but it was that it was that AWS was confused and they were planning on putting a data center in Strasbourg, because they thought it was in Germany and it was- >> A joke. >> But the point is, the point is it's like, it's a gum bear. >> Is it true? >> No. But it was a dumb American joke. This was told by a French person basically saying... >> But this person was certainly not from- >> Yes. Right. >> Tell you, because I would've been a very bad way. >> But the point is this idea that you have these mega hyper clouds coming in and saying, "Okay, boom, we're putting one here and you're going to use us regardless of the country you're in." How does that, you know... Is there a push within the EU to tear those barriers down? Or are those sovereignty walls enjoyed by the majority because of the way that it changes the business climate? Any thoughts from that perspective? >> Oh yeah. Yeah. To me, it's very simple. It is a hybrid thing. That means that these big hyperscalers are there, not going to be used but what they do is they're going to partition themselves and work with these local people. So that their big thing appears as being independent, smaller data centers. That's the only thing, you know. You build a house and then you put walls between the different, between the different rooms. That's the only thing that happens. So it's not at all, no. At all to Azures or Google cloud. No, it's not that. It just means that there is a structure and organization that has to be put in place in order that the data resides in given geographical locations using their infrastructures, their technologies. That make, does it make sense? >> Yeah. Except that it puts them in the position of having to have a physical presence in each place, which is advantageous in one way and maybe less efficient in another. >> Yeah. But there are some big markets. >> Yeah. And they eventually got to get there. Right. I mean... >> Yeah. >> They started it. One patient in the world where they restarted was in ANZ. And that's what they did. You know, what, 5, 6, 7 years ago. They put their data centers over there because they wanted to gain the Australian market and the New Zealand market. >> So build it and they will come. Daniel, thanks so much for coming to the theCUBE. Very interesting conversation. >> Pleasure. >> Appreciate it. >> Thank you very much. >> All right, we're wrapping up. Day two at VeeamON 2022. Keep it right there. Dave and I will be back right after this break. (vibrant music)

>>Hi, everyone. Welcome to the cubes presentation of the AWS startup showcase the theme. This episode is data as code, and this is season two, episode two of the ongoing series covering exciting startups from the ecosystem in cloud and the future of data analytics. I'm your host, John furry. You're getting great featured panel here with AWS heroes, Lynn blankets, the CEO of Lindbergh Lega consulting, Peter Hanson's, founder of cloud Cedar and Alex debris, principal of debris advisory. Great to see all of you here and, uh, remotely and look forward to see you in person at the next re-invent or other event. >>Thanks for having us. >>So Lynn, you're doing a lot of work in healthcare, Peter you're in the middle of all the action as data as code Alex. You're in deep on the databases. We've got a good round up of, of topics here ranging from healthcare to getting under the hood on databases. So as we'll start with you, what are you working on right now? What trends do you see in the database space? >>Yeah, sure. So I do, uh, I do a lot of consulting work working with different people and, you know, often with, with dynamo DB or, or just general serverless technology type stuff. Um, if you want to talk about trends that I'm seeing right now, I would say trends you're seeing as a lot, just more serverless native databases or cloud native databases where you're seeing these cool databases come out that really take advantage of, uh, this new cloud environment, right? Where you have scalability, you have plasticity of the clouds. So you're not having, you know, instant space environments anymore. You're paying for capacity, you're paying for throughput. You're able to scale up and down. You're not managing individual instances. So a lot of cool stuff that we're seeing, you know, um, with this new generation of, of infrastructure and in particular database is taking advantage of this, this new cloud world >>And really lot deep into the database side in terms of like cloud native impact, diversity of database types, when to use certain databases that also a big deal. >>Yeah, absolutely. I like, I totally agree. I love seeing the different types of databases and, you know, AWS has this whole, uh, purpose-built database strategy. And I think that, that makes a lot of sense. Um, you know, I want to go too far with it. I would, I would more think about purpose-built categories and things like that, you know, specialize in an OLTB database within your, within your organization, whether that's dynamo DB or document DB or relational database Aurora or something like that. But then also choose some sort of analytics database, you know, if it's drew it or Redshift or Athena, and then, you know, if you have some specialized needs, you want to show some real time stuff to your users, check out rock site. If you want to, uh, you know, do some graph analytics, fraud detection, checkout tiger graph, a lot of cool stuff that we're seeing from the startup showcase here. >>Looking forward to unpacking that Lynn you've been in love now, a healthcare action with cloud ops, the pandemic pushes hard core on everybody. What are you working on? >>Yeah, it's all COVID data all the time. Uh, before the pandemic, I was supporting research groups for cancer genomics, which I still do, but, um, what's, uh, impactful is the explosive data volumes. You know, when you there's big data and there's genomic data, you know, I've worked with clients that have broken data centers, broken public cloud provider data centers because of the daily volume they're putting in. So there's this volume aspect. And then there's a collaboration, particularly around COVID research because of pandemic. And so you have this explosive volume, you have this, um, need for, uh, computational complexity. And that means cloud the challenge is it, you know, put the pedal to the metal. So you've got all these bioinformatics researchers that are used to single machine. Suddenly they have to deal with distributed compute. So it's a wild time to be in this space. >>What was the big change that you've seen with the, uh, the pandemic and in genomic cloud genomic specifically what's the big change has happened. >>The amount of data that is being put into the public cloud, um, previously people would have their data on their local, uh, capacity, and then they would publish their paper and the data may or may not become available for, uh, reproducing the research, uh, to accelerate for drug discovery and even variant identification. The data sets are being pushed to public cloud repositories, which is a whole new set of concerns. You have not only dealing with the volume and cost, but security, you know, there's federated security is non-trivial and not well understood by this domain. So there's so much work available here. >>Awesome. Peter, you're doing a lot with the data as a platform kind of view and platform engineering data as code is, is something that's being kicked around. What are you working on and how does platform engineering change as data becomes so much more prevalent in its value proposition? >>Yeah. So I'm the founder of cloud Cedar and, um, we sort of built this company out, this consultancy all around the challenges that a lot of companies have got with getting their data sorted, getting it organized, getting it ready for other use cases, such as analytics and machine learning, um, AI workloads and the like. So typically a platform engineering team will look after the organization of a company infrastructure, making sure that it's coherent across the company and a data platform, engineering teams doing something similar in that sense where they're, they're looking at making sure that, uh, data teams have a solid foundation to build upon, uh, that everything's quite predictable and what that enables is a faster velocity and the ability to use data as code as a way of specifying and onboarding data, building that, translating it, transforming it out into its specific domains and then on to data products. >>I have to ask you while you're here. Um, there's a big trend around data meshes right now. You're hearing, we've had a lot of stuff on the cube. Um, what are practical that people are using data mesh, first of all, is it relevant and how are people looking at this data mesh conversation? >>I think it becomes more and more relevant, uh, the bigger the organization that you're dealing with. So, you know, often times in the enterprise, you've got, uh, projects with timelines of five to 10 years often outlasting technology life cycles. The technology that you're building on is probably irrelevant by the time that you complete it. And what we're seeing is that data engineering teams and data teams more broadly, this organizational bottleneck and data mesh is all about, uh, breaking down that, um, bottleneck and decentralizing the work, shifting that work back onto, uh, development teams who oftentimes have got more of the context and a centralized data engineering team. And we're seeing a lot of, uh, Philocity increases as a result of that. >>It's interesting. There's so many different aspects of how data is changing the world. Lynn talks about the volume with the cloud and genomics. We're hearing data engineering at a platform level. You're talking about slicing and dicing and real-time information. You mentioned rock set, Alex. So I'd like to ask each of you to answer this next question, which is how has the team dynamics changed with data engineering because every single company's impacted. So if you're researchers, Lynn, you're pumping more data into the cloud, that's got a little bit of data engineering to it. Do they even understand that is that impacting them? So how has data changed the responsibilities or roles in this new emerging area of data engineering or whatever you want to call it? Lynn, we'll start with you. What do you, what do you see this impact? >>Well, you know, I mean, dev ops becomes data ops and ML ops and, uh, you know, this is a whole emergent area of work and it starts with an understanding of container technologies, which, you know, in different verticals like FinTech, that's a given, right, but in bioinformatics building an appropriately optimized Docker container is something I'm still working with customers now on because they have the concept of a Docker container is just a virtual machine, which obviously it isn't, or shouldn't be. So, um, you have, again, as I mentioned previously, this humongous skill gap, um, concepts like D, which are prevalent in ad tech FinTech, that's not available yet for most of my customers. So those are the things that I'm building. So the whole ops space is, um, this a wide open area. And really it's a question of practicality. Um, you know, I have, uh, a lot of experience with data lakes and, you know, containerizing and using the data lake platform. But a lot of my customers are going to move to like an interim pass based solutions. If they're using spark, for example, they might use to use a managed spark solution as an interim, um, step up to the cloud before they build their own containers. Because the amount of knowledge to do that effectively is non-trivial >>Peter, you mentioned data, you mentioned data lakes, onboarding data into lake house architectures, for instance, something that you're familiar with. Um, this is not obvious to some verticals obvious to others. What do you see this data engineering impact from a personnel standpoint? And then ultimately how things get built, >>You know, are you directing that to me, >>Peter? >>Yeah. So I think, um, first and foremost, you know, the workload that data engineering teams are dealing with is ever increasing. Usually there's a 10 X ratio of, um, software engineers to data engineers within a business and usually double the amount of analysts to data engineers again. And so they're, they're fighting it ever increasing backload. And, uh, so they're fighting an ever increasing backlog of, of, uh, tasks to do and tickets to, to, to churn through. And so what we're seeing is that data engineering teams are becoming data platform engineering teams where they're building capability instead of constantly hamster wheels spinning if you will. And so with that in mind, with onboarding data into, uh, a Lakehouse architecture or a data lake where data engineering teams, uh, uh, getting wins is developing a very good baseline of structure where they're getting the categorization, the data tagging, whether this data is of a particular domain, does it contain some, um, PII data, for instance, uh, and, and, and, and then the security aspects, and also, you know, the mechanisms on which to do the data transformations, >>Alex, on the database side, those are known personas in an enterprise, a them, the database team, but now the scale is so big. Um, and there's so much going on in databases. How does the data engineering impact organizations from your standpoint? >>Yeah, absolutely. I think definitely, you know, gone are the days where you have a single relational database that is serving operational queries for your users, and you can also serve analytics queries, you know, for your internal teams. It's, it's now split up into those purpose-built databases, like we've said. Uh, but now you've got two different teams managing it and they're, they're designing their data model for different things. You know? So L LLTP might have a more de-normalized model, something that works for very fast operations and it's optimized for that, but now you need to suck that data out and get it elsewhere so that your, your PM or your business analyst, or whoever can crunch through some of that. And, you know, now it needs to be in a more normalized format. How do you sort of bridge that gap? That's a tough one. I think you need to, you know, build empathy on each side of, of what each side is doing and, and build the tools to say, Hey, this is going to help you, uh, you know, LLTP team, if we know what, what users are actually doing, and, and if you can get us into the right format there, so that then I can, you know, we can analyze it, um, on the backend. >>So I think, I think building empathy across those teams is helpful. >>When I left to come back to, you mentioned a health and informatics is coming back. Um, but it's interesting, you know, I look at a database world and you look at the solutions that are out there. A lot of companies that build data solutions don't have a data problem. They've never, they're not swimming in a lot of data, but then you look at like the field that you're working in right now with the genomics and health and, and quantum, they're always, they're dealing with data all the time. So you have people who deal with a lot of data all the time are breaking through New Zealand. People who are don't have that experience are now becoming data full, right? So people are now either it's a first time problem, or they've always been swimming in a ton of data. So it's more of what's the new playbook. And then, wow, I've never had to deal with a lot of data before. What's your take? >>It's interesting. Cause they know, uh, bioinformatics hires, um, uh, grad students. So grad students, you know, use their, our scripts with their file on their laptop. And so, um, to get those folks to understand distributed container-based computing is like I said, a not non-trivial problem. What's been really interesting with the money pouring in to COVID research is when I first started, some of the workflows would take, you know, literally 500 hours and that was just okay. And coming out of FinTech, I was, uh, I could, I was blown away like FinTech is like, could that please take a millisecond rather than a second? Right. And so what has now happened, which makes it, you know, like I said, even more fun to work in this domain is, uh, the research dollars have really gone up because of the pandemic. And so there are, there are, there's this blending of people like me with more of a big data background coming into bioinformatics and working side by side. >>So it's this interesting sort of translation because you have the whole taxonomy of bioinformatics with genomics and sequencers and all the weird file types that you get. And then you have the whole taxonomy of dev ops data ops, you know, containers and Kubernetes and all that. And trying to get that into pipelines that can actually, you know, be efficient, given the constraints. Of course, we, on the tech side, we always want to make it super optimized. I had a customer that we got it down from 500 hours to minutes, but they wanted to stay with the past solution because it was easier for them to go from 500 hours to five hours was good enough, but you know, the techies want to get it down to five minutes. >>This is, this is, we've seen this movie before dev ops, um, edge and op operations, you know, IOT, world scenes, the convergence of cultures. Now you have data and then old, old school operations kind of coming up. So this kind of supports the thesis. That data as code is the next infrastructure as code. What do you guys, what's the reaction there for you guys? What do you think about that? What does data's code mean? If infrastructure's code was cloud and dev ops, what is data as code? What does that mean? >>I could take it if you like. I think, um, data teams, organizations, um, have been long been this bottleneck within the organization and there's like this dark matter of untapped energy and potential waiting to be unleashed a data with the advent of open source projects like DBT, um, have been slowly sort of embracing software development, lifecycle practices. And this is really sort of seeing a, a big steep increase in, um, in their velocity. And, and this is only going to increase and improve as we're seeing data teams, um, embrace starter as code. I think it's, uh, the future is bright for data. So I'm very excited. >>Lynn Peter reaction. I mean, agility data is code is developer concept CICB pipeline. You mentioned it new operational workflows coming into traditional operations reaction. >>Yeah. I mean, I think Peter's right on there. I'd say, you know, some of those tools we're seeing come in from, from software, like, like DBT, basically giving you that infrastructure as code, but applied to that data realm. Also there have been a few, like get for data type things, pack a derm, I believe is one and a few other ones where you bring that in and you also see a lot of immutability concepts flowing into the data realm. So I think just seeing some of those software engineering concepts come over to the data world has, has been pretty interesting >>What we'll literally just versioning datasets and the identification of what's in a data set. What's not in a data set. Some of this is around ethical AI as well, um, is a whole, uh, area that has come out of research groups. Um, mostly AI research groups, but is being applied to medical data and needs to be obviously, um, so this, this, this, um, metadata and versioning around data sets is really, I think, a very of the moment area. >>Yeah, I think we, we, you guys are bringing up a really good kind of direction that's happening in data. And that is something that you're seeing on the software side, open source and now dev ops. And now going to data is that the supply chain challenges of we've been talking about it here on the cube and this, this, um, this episode is, you know, we've seen Ukraine war, but some open source, you know, malware hitting datasets is data secure. What is that going to look like? So you starting to get into this what's the supply chain, is it verified data sets if data sets have to be managed a whole nother level of data supply chain comes up, what do you guys think about that? >>I'll jump in. Oh, sorry. I'll jump in again. I think that, you know, there's, there's, um, some, some of the compliance requirements, um, around financial data are going to be applied to other types of data, probably health data. So immutability reproducibility, um, that is, uh, legally required. Um, also some of the privacy requirements that originated in Europe with GDPR are going to be replicated as more and more, um, types of data. And again, I'm always going to speak for health, but there's other types as well coming out of personal devices and that kind of stuff. So I think, you know, this idea of data as code is it's, it goes down to versioning and controlling and, um, that's, uh, that's sort of a real succinct way to say it that we didn't used to think about that. We just put it in our, you know, relational database and we were good to go, but, um, versioning and controlling in the global ecosystem is kind of, uh, where I'm focusing my efforts. >>It brings up a good question. If databases, if data is going to be part of the development process has to be addressable, which means horizontally scalable. That means it has to be accessible and open. How do you make that work and not foreclose it with a lot of restrictions? >>I think the use of data catalogs and appropriate tagging and categorization, you know, I think, you know, everyone's heard of the term data swamp, and I think that just came about because that everyone saw like, oh, wow, S3, you know, infinite storage. We just, you know, throw whatever in there for as long as we want. And I think at times, you know, the proliferation of S3 buckets, um, and the like, you know, we've just seen, uh, perhaps security, not maintained as well as it could have been. And I think that's kind of where data platform engineering teams have really sort of, uh, come into the, for, you know, creating a governance set of buckets like formation on top. But I think that's kind of where we need to see a lot more work with appropriate tags and also the automatic publishing of metadata into data catalogs so that, um, folks can easily search and address particular data sets and also control the access. You know, for instance, you've got some PII data, perhaps really only your marketing folks should be looking at email addresses and the like not perhaps your finance folks. So I think, you know, there's, there's a lot to be leveraged there in formation and other solutions, >>Alex, let's back up and talk about what's in it for the customer, right. Let's zoom back and saying reality is I just got to get my data to make sure it's secure always on and not going to be hackable. And I just got to get my data available on river performance. So then, then I got to start thinking about, okay, how do I intersect it? So what should teams be thinking about right now as I look up all their data options or databases across their enterprise? >>Yeah, it's, it's a, it's a good question. I just, you know, I think Peter made some good points there and you can think of history as sort of ebbing and flowing between centralization and decentralization a lot of times. And you know, when storage was expensive, data was going to be sort of centralized and Maine maintained, sort of a, you know, by the, uh, the people that are in charge of it. But then when, when S3 comes along, it really decreases storage. Now we can do a lot more experiments on it. We can store a lot more of our data, keep it around and do different things on it. You know, now we've got regulations again, we were, we gotta, we gotta be more realistic about, about keeping that data secure and make sure we're, we're doing the right things with it. So it's, we're gonna probably go through a period of, of centralization as we work out some of this tooling around, you know, tagging and, and ethical AI that, that both Peter. And when we're talking about here and maybe get us into that, that next wearable world of de-centralization again. But I, I think that ebb and flow is going to be natural in response to, you know, the problems of the, the other extreme, >>Where are we in the market right now from progress standpoint, because data lakes don't want to be data swamps. You seeing lake formation as a data architecture, as an example, where are we with customers? What are they doing right now? Where would you put them in the progress bar of, of evolution towards the Nirvana of having this data sovereignty? And this data is code environment. Are they just now in the data lake store, everything real-time and historical? >>Well, I can jump in there. Um, SQL on files is the, is the driver. And so we know when Amazon got Athena, um, that really drove a lot of the customers to really realistically look at data lake technologies, but data warehouses are not going away. And the integration between the two is not seamless. No, we, we are partners with AWS, but we don't work for them. So we can tell you the truth here. Um, there's, there's work to it, but it really, for my customers, it really upped the ante around data lake, uh, because Athena and technologies like that, the serverless, um, SQL queries or the familiar quarry, um, uh, libraries really drove a movement away from either OLTB or OLAP, more expensive, more cumbersome structures, >>But they still need that. Oh, LTP, like if they have high latency issues, they want to be low latency. Can they have the best of both worlds? That's the question. >>I mean, I w I would say we're getting, you know, we're getting closer. We're always going to be, uh, you know, that technology is going to be moving forward, and then we'll just move the goalpost again, in terms of, of what we're asking from it. But I think, you know, the technology that's getting out there, you can get, get really well. And then, you know, just what I work in the dynamo DB world. So you can get really great low latency. So, you know, single digit millisecond LLTP response times on that. I think some of the analytics stuff has been a problem with that. And there, there are different solutions out there to where you can export dynamo to S3, and then you can be doing SQL on your FA your files with Athena Lakeland's talking about, or now you see, you know, rock set of partner here that that'll just ingest your dynamo, DB data, you know, make all those changes. So if you're doing a lot of, uh, changes to your data and dynamo is going to reflect in Roxanna, and then you can do analytics queries, you can do complex filters, different things like that. So, you know, I, I think we continue to push the envelope and then we moved the goalpost again. But, um, you know, I think we're in a, a lot better place than we were a few years ago, for sure. >>Where do you guys see this going relative to the next level? If data as code becomes that next agile, um, software defined environment with open source? Well, all of these new tools with serverless things happening with data lakes are built in with nice architectures with data warehouses, where does it go next? What happens next? If this becomes an agile environment, what's the impact? >>Well, I don't want to be so dominant, but I have, I feel strongly, so I'm going to jump in here. So, so I, um, I feel like, you know, now for my, my, my most computationally intensive workloads, I'm using GPS, I'm bursting to GPU for TensorFlow neural networks. So I've been doing quite a bit of exploration around Amazon bracket for QPS and it's early. Um, and it's specialty. It's not, you know, for everybody. And the learning curve again is pretty daunting, but, um, there are some use cases out there. I mean, I got ahold of a paper where some people did some, um, it was a Q CNN, um, quantum convolutional neural network for lung cancer images, um, from COVID patients and the, the, uh, the QP Hugh, um, algorithm pipeline performed more accurately and faster. So I think, um, bursting to quantum is something to pay attention to. >>Awesome. Peter, what's your take on what's next? >>Well, I think there's still, um, that, that was absolutely fascinating from Lynn, but I think also there's, there's, uh, you know, some more sort of low-level, uh, low-hanging fruit available in, in the data stack. I think there's a lot of, there's still a lot of challenges around the transformation there, getting our data from sort of raw landed data into business domains, and that sort of talks to a lot of what data mesh is all about. I think if we can somehow make that a little more frictionless, because that that's really where the like labor intensive work is. That's, that's kinda dominating, uh, data engineering teams and where we're sort of trying to push that, that workload back onto, um, you know, software engineering teams. >>Alice will give you the final word. What's the impact. What's the next step? What's it look like in the future? >>Yeah, for sure. I mean, I've never had the, uh, breaking a data center problem that wind's had, or the bursting the quantum problem, for sure. But, you know, if you're in that, you know, the pool I swim and of terabytes of data and below and things like that, I think it's a good time. It just like we saw, you know, like we were talking about dev ops and, and pushing, uh, you know, allowing software engineers to handle more of, of the operation stuff. I think the same thing with data can happen where, you know, software engineering teams can handle not just their code, not just, you know, deploying and operating it, but also thinking about their data around the code. And that doesn't mean you won't have people assist you within your organization. You won't have some specialists in there, but I think pushing more stuff, even onto the individual development teams where they have ownership of that. And they're thinking about it through all this different life cycle. I mean, I'm pretty bullish on that. And I think that's an exciting development >>Was that shift, what left with left is security. What does that mean to >>Shipped so much stuff left, but now, you know, the things that were at the end are back at the end again, but, uh, you know, at least we think we can think about that stuff early in the process, which is good, >>Great conversation, very provocative, very realistic and great impact on the future data as code is real, the developers I do believe will have a great operational role and the data stack concept and impacting things like quantum, it's all kind of lining up nicely. Um, and it's a great opportunity to be in this field from a science and policy standpoint. Um, data engineering is legit. It's going to continue to grow and thanks for unpacking that here on the queue. Appreciate it. Okay. Great panel D AWS heroes. They work with AWS and the ecosystem independently out there. They're in the trenches doing the front lines, cracking the code here with data as code season two, episode two of the ongoing series of the 80, but startups I'm John for your host. Thanks for watching.

>>All right. Let's kick things off. I'm Lisa Martin with Richard Hummel manager of threat intelligence at NetScout. We're going to be talking about the vertical industries where attackers really zeroed in for DDoSs attacks. Richard. This is some interesting findings in the second half of 20 21, 20 21. >>It is in it's unfortunate because I never liked to see individuals or organizations specifically targeted by DDoS attacks and often this kind of individualistic targeting isn't so individual. And what I mean by that is DDoS attacks. Almost always have some form of ripple effects. It collateral damage that extends far beyond who the adversary is going after. We've got an example of this. There's there's been a lot of reports recently about, uh, various void providers, um, starting in Eastern Europe and expanding even to north America and various other parts of the world that have reported this DDoS extortion campaign or crew or whoever it might be copycatting as our eval, which is a notable ransomware group that all those publicly no, no that they were successful. Well, these guys are, are copycatting that unfortunately they've been very successful in some of these attacks and some of the companies have gone on record saying that, look, this didn't just impact us. >>They didn't just take our services offline. None of our customers could make calls. They could not do the reputation damage alone. How many of you users or subscribers did they lose as a result of them not being able to meet phone calls, how much revenue loss during that time period that they're losing out on. I go back all the way back to last year, and we saw something similar with another DDoSs extortion campaign against the New Zealand stock exchange. It was down for almost four days. Just think about the sheer amount of revenue loss and just all of the things that domino effect from there, right? It's not just the exchange commission that had problems. It's not just them. It's all of the stockholders and anybody that couldn't make a trade. And so yes, adversaries absolutely single out organizations, but the damage that it causes to those around them can be astronomical. >>Right? The downstream effects are just go, as you said, the ripple effect just goes on and on. And on. One of the things that I found interesting in the second half of 2021 threat intelligence report was that telecommunications verticals, which are usually a popular target for attackers actually saw fewer attacks in second half. Why is that? What are your thoughts there? >>So I think a lot of this goes back to why we saw a decrease in the second half of the year. Yeah. That decrease is almost exclusively attributed to a decrease in DNS amplification in CLD, DNS being like the predominant, uh, the us attack factor for many, many years, uh, TCP attacks, these direct path attacks that we talked about in our last segment, where they are direct from button ads or they're source from high powered, we're seeing a rebalancing, the scales here. So we're seeing about equal parts of both of these kinds of attacks now versus the reflection amplification that the amplification stuff being predominant. Um, and so that's one of the reasons why we saw that decrease. And when we look at the telecommunications and wired it and wireless, um, these are your consumers. These are your gamers. These are just individuals sitting at home, minding their own business that are getting DDoS attack. >>Then we've talked about it on previous interviews that we've done, that gamers are predominantly the targets of DDoS attacks. And so if we're seeing a decrease in like the preferred method for these attacks to occur, naturally, we're going to see a decrease in some of the attacks against these consumers. But what's notable here in, in telecommunication is considered like this big umbrella, right? You have wired, you have wireless, you have mobile, you have satellite, you have all other telecommunications, which is where your work providers fall. Um, so most of them we saw decreases, but in wireless and all other telecommunications now wireless, remember this 5g advent, and then the other telecommunications with this digital extortion stuff against the void providers. Those are two areas where we saw increases wireless, saw 32% increase and all other telecommunications think void saw at 93% increase. And so we are seeing some increases here, but the higher kind of frequency or attack counts in the wired, um, in a mobile, those saw decreases. >>Let's talk about 5g where, you know, everybody is so excited about it. The adoption is coming. What's going to be the amplification implication of 5g in terms of feeling increased attacks, >>Just the sheer volume. I mean, when we start to introduce 5g, now we're talking about every single device that we have potentially having its own space on the internet. You may have high bandwidth, high throughput capacity. And so we're not talking about just in the home, right. 5g is going to be everywhere. So now just take all of your IOT devices that maybe either be isolated to your home network are now going to be across the entire globe, outside the home on 5g networks that have the capability to launch really fast, really, really potent attacks. And so just the, the footprint really of what we've got to think about from a security perspective and from a defense perspective, it's going to flip things on its head quite a bit, because you're going from here's everything that I'm going to secure inside. My let's just use the castle representation again, everything's inside the castle. >>I put my boundaries in place. I've got my firewalls. I've got my IDs is I've got my access control lists. So anything outside of my sphere or my domain is irrelevant because I don't care about it. Well, 5g is going to blast that away because not only do you not have it on prem anymore, everything starts to get its own direct connection to the internet. How do you secure 5g? Does your organization have that in practice? I mean, ISP is, are still rolling 5g out and are still trying to figure things out as they go, how much more do enterprises and others that are gonna be consumers of this need to figure out how we're going to secure against these. And so, yeah, it's gonna introduce a whole new realm of how we need to think about security, >>A whole new realm, lots to consider there. Another thing besides the wireless telecommunications that that report uncovered was that closely related related software and computer and manufacturing verticals also saw massive increases in attacks. Why talk to us about that? >>You know, I think it's a logical progression of attacks. Um, the last report we put out, we talked about the conduct of the supply chain and what we meant by that was how do we communicate? How do we talk to each other? How do we get into our work, uh, assets? We use a VPN, we use DNS servers. We use internet exchanges to resolve our websites, adversaries increase the tax against those. And that was kind of like the connectivity piece. Well, let's, let's take a step back. What do you need to be able to get online? You need a computer, you need software and you need the ability to store some of this data on your computer. So what we saw 606% increase in attacks against software publishers, 260 and 253% increases against computer manufacturing, computer storage manufacturing together. To me, these are the digital supply chain. >>These are the things that allow us to do what we need to do. And so it's almost like a natural progression. And we see this a lot with DDoS extortion. So take the Lazarus Paramatta guys. We talked about last time, you know, they've initially started against financial organizations going after banks. Then they moved to the stock markets and they moved to insurance brokerages accounts. They moved to travel exchanges, currency exchanges, and they started this domino effect that, you know what, let's go where the money is. Maybe we'll get a payday that didn't work so slowly. They started to expand. Eventually LBA started targeting anybody and everybody in every single industry in vertical. And so what we see here is kind of like a logical progression of, you know, what our, to the supply chain attacks didn't work. And there's a good reason for them because these devices that they're going after are usually very, very secure. And so DDoS attacks, they can absorb them. They can mitigate them that they just bounce off. So can we succeed by going a little bit more upstream or downstream? However you want to look at this by targeting the actual manufacturers themselves, the people who create the software, we need to be able to conduct our business. And so that's kind of the logical progression of what we're seeing here. >>So Richard, how can companies prepare, defend against the attacks against the digital supply chain? That's pretty critical >>Preparation. Preparation is the key. And if we follow best current or best industry practices, um, there's this 80 20 rule that a colleague of mine likes to use. If you do 80% of the recommended things, the best current practices, it solves 80% of your problem and not just for the DDoS problem, but also for things like ransomware, various other, it's really that 20% in there that you have to worry about. And that's going to be being aware, knowing the adversaries are actually going after software publishers who would have funk it. Right. Who would think that they're actually going after the manufacturer of the applications that I'm using to talk to you right now, Lisa, right. Yeah. And so these are the kinds of things that people just aren't always aware of. And so making sure that we're cognizant of the actual targets of these attacks, and then from there, figuring out is there is our business involved in any kind of, of the software publishing. >>Should we be concerned about that? And if not, what about where we're getting our software from? Do they have to worry about this? Is there a risk for them not being able to deliver something to us because they're under bombardment by detail sometimes. And so it's just being aware and taking steps to be able to handle prepare. And I will say it again. You must have some sort of DDoS protections in place. It's not when, or it's not, if it's when you're going to get attacked and everybody, even if you are not the direct target, there's collateral damage as we talked about in the last segment. >>Yep. It's a matter of, if not, when, and that's something that businesses of any size in any industry have to be prepared for, as you said, preparation is really number one. Richard, thank you for sharing some of the really interesting findings and the verticals that have saw massive increases in the second half of 2021. And we look forward to what you're going to uncover next. >>Absolutely. Thanks again for having me. It's been a pleasure. >>Likewise. We want to thank you for watching the program today. Remember all these videos are available@thecubedotnetandyoucancheckoutthenewsfromtodayonsiliconangledotcomandofcoursenetscout.com many thanks to NetScout for making this program possible and sponsoring the cube. This is Lisa Martin signing off. Thanks for watching and bye for now.

>>Hey everyone. Lisa Martin here with John farrier. Welcome to the women in tech global event, featuring international women's day. John, this is an exciting day, March 8th, 2022. How did this all get started? >>Well, we started it out when we realized there was more stories to be told with virtual, with COVID. The virtualization of virtual events allowed us to do more stories. So we've been on this new format where we're creating seasons and episodic events, meaning you can still do an event and do 30 interviews like we're doing here for international women's day from around the world. We could have done a hundred there's enough stories out there. There's thousands of stories out there that need to be told, need to be scaled. And so we're just scratching the surface. So we are just starting to do is celebrate international women's day with as many videos we could do in a week, which is 30 and be part of widths and Stanford here in California, as part of their events with Stanford. And we're going to continue with international women's day. >>It's the big celebration, it's the big day, but then when it's over, we're going to continue with more episodes. So this is technically, I guess, season one episode, one of the international women's community site portal is going to be open and open to everyone. Who's going to be a community vibe and, uh, we'll get sponsors, but overall it's about bringing people together, creating tribes, letting people form their own communities and hopefully, uh, making the world a better place and supporting the mission, which is a great mission. Diversity inclusion and equity is a big mission. Uh, it's good for everyone. Everyone wins. >>Everyone does win. What are some of the interesting conversations that you've had with our international women's day guests that really were poignant to you? >>Well, the, one of the things was interesting by region. They had different kind of, um, feelings. The Asia Pacific was heavily skewed on a lot of international diversity around culture. Latin America was just all cloud computing. For instance, I felt that to be very technical, uh, more than agents in the interviews. Um, um, more diversity I study in Asia Pacific and Amy. It was really interesting because you have a lot going on there right now in Europe. So, um, and I'll see from a technical standpoint, data sovereignty and sustainability are two big themes. So from a tech trend standpoint, it was really amazing leaders. We interviewed, um, from technical, uh, folks to analysts, to senior executives in the C-suite. So it really good mix of people in the program. Uh, for today, >>We also had a young girl that I had the chance to speak with her and her father. And it was such a lovely conversation cause it reminded me of my dad's relationship with me. But she was told in high school age, no, you can't do physics. No, you can't do computer science. So the parents pulled her out of school. And so the, and she's brand new in her career path. And it was so nice to hear, to see that, that family, the role models within the family saying she wants to do physics and computer science. Let's find a place for her to be able to do that and have her start being able to, to build her own personal board of directors. At the age of like 22, 23, >>We hit an entrepreneur down in New Zealand. I interviewed she was from indigenous area and she had no milk or food on the table. They were so poor. They could barely get food. She worked her way through it and went to school. Education was number when it goes, she was so persistent, she got her education. And now she's the CEO of an AI company, amazing person. And she's like, Hey, there's no wall I can't run through. So that attitude was just so refreshing. And that was a consistent this year and it wasn't an in your face. It was just more of we're here, we're kicking butt. So let's keep it going. So on the entrepreneurial side, I found that really awesome on the senior leadership side, it was very much, um, community oriented, very open about sharing their experiences and also being a sponsor. So you're going to hear a lot about breaking the bias, but it's also about sponsoring opportunities and then helping people get involved so that they can get understand biases because everyone brings biases to the table. So I personally learned a lot this, this, this, uh, event. >>Yeah. I think the, the light that was shined on the bias was incredibly important. You know, the break, the bias, as you said, is the theme of this year's international women's day. And I, and I asked everybody that I spoke with, what does that mean to you? And where do you think we are on that journey? A world free of bias and stereotypes and discrimination. Obviously we're not there yet, but a lot of the women talked about the fact that that light is shining brightly, that the awareness is there, that for diversity equity and inclusion and having that awareness, there is a great launching launching pad, if you will, for being able to make more progress on actually breaking the bias. >>Yeah. That was a great point. I would also say to add to that by saying a lot of comments were on the same theme of check your bias when you fall, you speak in meetings. And it was just a lot of like protocol tactical, uh, ways to do things like, think about other people in the room versus just barreling ahead. Most guys do that actually. Um, and so that was another instructful thing. I think the other thing too was is that there was, again, more and more sharing. I mean, we had one person that you interviewed, her name was Anne green. Yeah. She's doing her own series. Uh, we're content. She's interviewing people, she's being a mentor and sharing it through content, Manny theory of AWS in Singapore, she's in space and Aero science talking about how the satellites are helping in the Ukraine, give information to everyone on the ground, not just governments and that's helping democracy. And that she's really excited that that contributes to some good there. Um, and she fled from a town where it was bombed. She was in a war zone and she escaped and got educated. So education's a theme. Um, don't let anyone tell you, you can't do it. Uh, and don't think there's only one pathway, right? This is tons of opportunities for participating in the tech economy for good, uh, in, in, in tech. So those are the keys. >>That's always been one of my favorite themes when we do women in tech events, John is that there is no direct pathway necessarily. I always love understanding those stories, but this year, one of the things that also was really clear was that women feeling what can't I do. And that sentiment was really echoed throughout. I think everybody that I spoke with that there was no, can I do this? Why can't I Not confidence? Which is palpable. Even when you're doing an interview by zoom, you can feel it. You can be inspired by, >>Well, at least a year, you do all the, a lot of the interviews. You're the face I had, you know, step aside for you because you're amazing. But one of the things you, you get appreciate this and love to get your reaction. One of the things I observed this year was because it was international focus, there was huge cube demand to be come to their region. We had one of the guests that won from Bahrain. She's like, I'll do the cube here. I'll be the host. So I think there was a real appetite for this kind of open dialogue conversations where they want the cube to come to their area. And so I know anyone watching wants to be a cube host in those areas, let us know, um, we're open. And to me that was more refreshing. Cause you know, me, I always wanna see the cube global go everywhere. But this year people are actually turning on their own cameras. They're doing their own interviews. They're sharing content and content creates community and bonding. And that was the big experience I saw this year was a lot more user generated activity engagement with each other in the group. >>I think that may have even been a product of the last two years of the pandemic of people really understanding the importance of community and collaboration and that it can be done via if you're only limited to video, you can do that. You can build a community and grow it and foster it in that way and create the content that really helps support it. >>That's a great point. That's actually one of the guests said COVID polled the future forward and digital. We see the value and other on the cyber side, um, Sally, as I mentioned there, um, earlier who we interviewed before, she's a cyber policy analyst and she's so smart. She's like, yeah, this is putting fold forward. And people understand cyber now, cyber misinformation, cyber war, the role of working at home, being isolated versus community. These are core societal issues that need to be solved and it's not just code that solves them. So it's going to be solved by the community. And that's really, that was the key. One of the key messages. It was very refreshing. >>It was very refreshing. I always love hearing the stories. I, the more personal the story, the more real it is and the more opportunities I think that it unlocks for the audience watching. Yeah, >>I mean, we had one person said she did a project on the side. It's going to be your big initiative within Amazon. You know, Amazon, one of our sponsors has a slogan think big, but deep dive deep. And she took a project on about educating, um, young girls and young women. And it turned out to be basically a build lab inside schools. And it took off. It is so successful side project, side hustle gone, gone big. So again, sparks of creativity, innovation can come from anywhere. It's just great stories. >>Another thing that came up in several of the conversations that I had was the data, the data that support that organizations that have at least 30% females at the executive level are better performing organizations. They are more profitable as well. So it was fun to kind of call out if we're talking about data science, what not the data that supports why international women's day is what it is, why it's becoming even bigger than that and the importance of showcasing those voices so that she can be what she can see. >>Yeah. Amazing stories. I got to say it again. I think the virtual studios where we have now with the pandemic is going to give us much more opportunities to get those stories out. And Lisa, you've done an amazing job. Your interviews were awesome. Thank you. And we can do a hundred. We'll give you a hundred interviews a week. >>We can, are you setting me up? No, it was fun. The international influence this year was fun. I mean, I think I started one of my interview days at 6:00 AM and it was just exciting to be able to connect to different parts of the world and to hear these stories and for the cube to be able to be the platform that is sharing all of that >>And the diversity of the interviews itself and the diversity of the environments that for instance, in Asia Pacific and your are diverse areas and they see it it's much further along. They live it every day. They know the benefits. So that again, that was another aha moment for us, I think this year. >>So how many, how many segments do we have for international women's day John >>30 segments, uh, 32 counting our little segments here. So 32 interviews. Um, we're going to probably add a section on the site for people to submit stories like a directory, uh, this, a zillion things going on, women of web three, Sandy, Carter's putting on an event. I know there's a security called. She S she scarcity events, she security, uh, going on women in security. Um, there's tons of activities it's vibrant tomorrow. Today. It'll be very much bumping up. So we'll try to curate as much links as possible. >>Awesome. John has been great doing this program with you. I look forward to seeing the interviews and being inspired by the many, many stories. You're going to be watching the cubes coverage of women in tech global event, featuring international women's day for John furrier. I'm Lisa Martin. We'll see you soon.

>>Yeah, yeah. Welcome to the Cubes Presentation. Women in Global event Celebrating International Women's Day It's amazing showcase of great people and entrepreneurs, executives, really serious women in the industry, in the countries all around the world sharing their stories on International Women's Day. I'm your host of the great story here, an entrepreneur founder and C e 03 riders. Tanya A. I from New Zealand from all the way down under. Thanks for coming on. Appreciate it. >>Thanks for having me. >>I love your story. Let's stop. Let's start by. Just sit at the table about your story. Where your background from How you got into the business. Take us through quickly. That origination story. >>Sure. Um, look, I come from a low socio economic area. I grew up a new Plymouth. Um, and we didn't really have a lot of money. My mother did struggle to put food and milk on the table. And so, uh, what we did do, though. Although we didn't have money, we have the ability to drink. And so we would every day I remember as a child dream about what it would be like to one day have enough milk and bread, have enough money to be able to buy a car or even catch the bus. And so what we did was we dream about how I could achieve that. Um And so what I did was I got educated because we knew that if I got educated, then that would enable me to get a job and become financially independent. Um, but one of the key things she also made me promise Was that not only what I get educated and have enough money, um, to support myself. But then once I did that that I would give back their knowledge and understanding so that I could strength and others. >>I love this. I love the story again. Entrepreneurship is a lot like picking yourself up. Failure is part of the process. You got a grind. You got to do the hard work. And the idea is to make it happen. You've done that? You've got a building. The business is hard. Never mind for doing it as a woman as well. And you're conditions. What a dream. You found your dream. What's it like? Right now? >>It's hard work I'm not gonna do. I know that around the world of runs excited and they said, I'm going to leave my job and you know, I've had enough. And now I'm gonna stand up my own business. We've been working on my eye for almost three years now. Running standing up a business and then running it successfully once you've started up is actually a lot harder than what people think, especially being a woman as well. And a Maori, which is essentially an indigenous person of New Zealand. Um, it is a little bit harder to do that, especially when when you choose the industry to do that and which is technology, you don't have a lot of other woman. Um, there are some women coming through from indigenous background, uh, paved the way for us, but there's not a lot of us around, and so it does make it a lot more tricky. But I had a dream, and I had a vision that I was going to be able to give back what I had learned about business and about money to help others. So uh, was where it was going to be. >>Well, it certainly inspiration for many. I love the success story and entrepreneurship hard enough as it is, like I said. But being a woman and even harder, what are some examples can you give when you were coming through? Because you've got a really kind of push through and break down walls to get things done in any startup and with the corporate world with his biases. And there's also, um, people's preconceived mindset of who's who should be in a position, what founders are what entrepreneurship is. What was it like? Can you give some examples of situations that you broke through? >>Um, look, I think that immediately people underestimate you when you're a woman, especially in indigenous woman. And so, um, what I was So basically what I would do is I didn't think about what they thought. Um, what I focused on was actually where I needed to go. And so all those people didn't believe that I could get it done. They thought I was dreaming. I know people said, um, at one point they said, Are this company looks like they're doing something similar to that. Just waste $2 million. What makes you think that you're going to be even come close to being successful like they are, um, and And my response to them was that that they aren't me. They don't have money in their organization. And I think that's something really critical. Um, that woman has to understand when they're standing up an organization, especially one of the technology. We, as a woman are unique. We bring to the table a different set of values and different principles that potentially others don't also bring to the table. We have a different level of work ethic, and so I actually think that through those experiences, I was able to be more resilient and follow through in terms of what I believe it was possible. So it doesn't matter what people thought. It doesn't matter if someone was richer or had more money than we did. Well, they had more. Exactly. I remember the other thing was with They've got all these, you know, really high high performing executives from love organizations in New Zealand. Who do you have again? My response was, Well, they don't have me right, And so that makes a significant difference. Um, it's not that I'm a unicorn, but it's that I have a very strong belief system, and I have a have a dream that I've been following for almost 40 years and trying to make come through. So those two things are things that you can't underestimate. And sometimes they are actually a lot more productive and valuable than money or positional executives within your organisation. >>Yeah, that's a great, great insight. And then again, congratulations again. Great inspiration. People worry about what everyone else is doing. Like what they got. They don't focus on what they're doing, But I love the confidence, the conviction, um, preparation, education. These are all themes that are coming out of this international Women's Day around how to be successful, how to raise your hand, how to drive through how to drive, control your career, control your own destiny. This is the theme. Education plays a big part of it. And obviously you're building a company. Amazon. You're involved with Amazon. You've got education now at your fingertips on the internet. Education is out there now. You can get it instantly, and you could level up with cloud and and really factor and compete >>at any time. Yeah, absolutely. I think if you look at a W s, they gave us the opportunity to be global instantly. I mean, without that, you know, without their infrastructure and they're back in and for us to turn that on in any country that we wanted, um, we wouldn't have been able to go global. And so, you know, I really do appreciate all of the different platforms and the technologies that we can access as a c e o of attack organization so that it actually enables us to be a global and have a global footprint. >>You know, you're a great example of what I always say about cloud computing and these platforms Is there agnostic when it comes to talent? If you can write good code and you're talented, yeah, the world is yours. There's no real degree you can get from a pedigree college or university. If you have what it takes, just plug it into the cloud and your instantly global. This is this is new. This wasn't like this years ago. >>Look. And to be honest, when I first started, I I chose voice Alexa voice as one of our channels to through which I I would provide financial updates to organizations. Now I didn't know what no one in New Zealand or Australia even knew what it was three years ago. And so, essentially, you know, the the ability to have access to people around the world to build your team, um, and to have infrastructure like Amazon, it just enables us to achieve great things. It enables us to give back more than we ever thought possible. So I think it's being able to know where you need to play the gap and then plugging that with infrastructure, which is strong and enables you to continue to grow and can really help you go forward. >>So talk to me about your current situation as a leader, as a woman in tech. Now, you have a company you're giving back, fulfilling your dream. You have a life, you gotta live your life and your life, and you're doing it all. What's it like being a leader and being a high-performance entrepreneur? >>Yeah, I love being able to give back and give back and industry, um, where it's just growing every day. The the environment is changing. We have to keep up to the play with all the new technologies that are coming through all the new capability. So that we don't get left behind. Technology enables you to become more efficient and effective and what we're working on three years ago, that's now changed significantly in terms of what it looks like now, how fast you can go, how much reach we can achieve when we're going out to our other customers and, uh, from across the globe. Also, I think that, um when you look at a woman in both of professional and a personal standpoint, I'm also a mother of four Children, and I'm also a wife. And so what I have to do is be able to balance running a typical organization as well as running the house. Unfortunately, even though I'm a C e o of a technology company, it's certainly doesn't enabled me to turn off the the mother light at the end of the night or at the beginning of the morning, when the kids at school I might be sitting in a meeting and doing a full negotiation for a for a high-value contract and in the back of my head, I'm thinking I have to take out the months later or I have to make sure that my daughter and members to take. It talks to school tomorrow. So we're quite lucky. Woman. We essentially running two parts of our brains, one of those being able to continue to nurture and and be the supporter of their husbands and our families and our Children at home as well as run these tech companies. So we're we're very lucky. I also think it's interesting that the majority of funding that that's made available by J Visas is not to women. I don't know why that is. But if you imagine having a woman who can literally, what run two worlds at the same time and be successful at both, then I think that that's high productivity that you want to be a part of. >>Yeah, that's that's injectable and more women leaders again having role models like you out there. And the story is really compelling and super inspirational. I love the 22 worlds just having to start at the same time. Yeah, talented, Um, but I love your comment also about the underdog, and I know a lot of entrepreneurs and being one myself and even people who are ultra successful, they still have the chip on the shoulder they still have the underdog mindset. So, um, is that true for you? Do you still feel like you're underdog? You always kind of. Is that something you'll never give up even when you're super successful? >>Yeah. Thanks. So, um and it's not an underdog from a really vicious, uncomfortable standpoint where I'm trying to, um, where I'm trying to get back at anybody. What it does do is as an indigenous person coming from low poverty, um, you know, the expectation of where I would end up was really low. If I if I wasn't pregnant or I wasn't in jail by 16, I was successful, and I had one. And so the bar has always been set really low for me. Even when I went and did a degree, Um, the first one was, Well, you should go and do Maori or a bachelor of arts at at University. And I said, Well, why can I go and do that thing over there? There's no Maoris or there's not a lot of women sitting in the finance, um, elections. Why don't I don't go and do a degree in finance. And so, as I've worked through my education and also my career. The expectation that achieved great things just wasn't there. And so that that drive does have to come from you internally. Um, sometimes you're not always surrounded by people who understand your value and what you can contribute to the world. And so what you do have to do is you have to have a personal belief system that enables you to actually leverage that underdog position. And so rather than letting that get you down like oh, they don't believe in me or they don't think I can do this so I can achieve that. Basically, what you do is you use it is like a little stepping stone. You're like, Thanks for that. I'll just put that over here and all it does is just enables you to prepare yourself forward. >>It's motivational. It's also curiosity. So, Steve Steve Jobs once said, Stay curious, you know, and, uh, stay foolish, actually. Say foolish, Amazon says. Be curious. That's the kind of slogan, >>but they >>will be foolish and stay curious. Whatever it is. That's kind of the mindset. And again what I love about the story, and I think this is a trend that we're seeing is that if you are underrepresented or you are the underdog now more than ever, the ability to level up is better than ever before. Anyone can start a company, you can get a cloud computing, and Amazon gives the education for free. If everyone someone stuck, you can just go online courses. So there's now plate paths to go from here to here quickly. Um, this is amazing. >>Yeah, but it is hard work, so right, so it doesn't come easy. Um And so that is one thing I think that people underestimate about the ability to stand up for business. And then it becomes this, you know, apple or Amazon or Google. And so, yes, my vision is that we're on the road trip back. We're focussed on being able to list in the last five years time with a billion dollar valuation and use that as a vision. But being able to be open-minded about what it's going to take to actually get there is really important, and so you can have conviction, but you need to follow through and have action. Um, you need to be open-minded about changing the way you thought it was going to look. I mean, every day, I probably three or four times since we've gone live last year. Um, and that was because she wasn't where she needed to be. We needed to private her so that we can continue to ensure that we ended up with the product market fit that enabled us to meet our vision, but also to achieved financial and strategic >>goals. That's a great point. You've got to do the work. You've got to grind it out. Sometimes you gotta be sensitive to the customers and the market. This is the secret final question for you. What a great conversation. Um, as an entrepreneur, we all know it's the trials. Tribulated the roller coaster. A lot of emotion. Like raising a family. You don't know what you're gonna get. You know, anything is possible. How do you maintain the balance? Emotionally as you go in and continue to build out your business, you gotta take the highs and the lows. >>Oh, look, in the early days of standing out today, I was very naive. Not because I was a woman just because I was new to the game. Um, I had always worked for global organizations that already established that had big bits of money that had resources that I could call on. And so I'd say that first 6 to 12 months was really hard. There was a time there where I had to rebuild i-i. They changed the back end infrastructure. Um, I've spoken to zero and Amazon. Alexa and I had to achieve a certain I had to go through a number of different gates. And what that means is that I had to rebuild build here. Um, I think I cried initially for the first couple of days, but then it was actually, it took me about a month to get over myself. And what I mean by that is I had this vision and this dream about how it was going to be. I was going to do this and then all these steps we're going to follow, and everything was going to turn out how I expected. Um, and then it hurt me within the first three months of trying to get accreditation That it wasn't It wasn't going to turn out how I wanted. I didn't have the resources or the money to execute it. How I wanted. And therefore what I had to do was understand why. Why? Because what happened was I was able to use my why It is the basis for why I was making decisions going forward. So rather than it being just this vision about where I was going to land, it ended up being It doesn't matter the how the pathway we get there. Obviously, we want to do it with integrity, but I don't necessarily know all the steps of how that's going to happen. But I need to be open to the fact that it won't. Now when I get disappointed and things don't happen, how I expect them now, I basically just perfect. Initially I cried and I sit there and complain to my husband, and I feel like, Oh, my God, let me do this. So it was like, I've turned me down and I'm not gonna do it this way. And, you know, I just complain and wind, Um, but three years on, basically, whenever I had a wall or I had a roadblock, I'm just I just step back and go right. I can't go that way. Let's find another way. And so I think you have to be really resilient around accepting that things won't always go away. But there is always another way. >>Don't worry. Great conversation. Building a business and text from your dreams. Getting educated, going out in the arena, being successful again. Once you're successful, you can write your original story The victory. The victor writes the narrative, as they say, so is it can be disappointing. Sometimes when you're learning to grow like that, businesses like that's a great story. And congratulations. And thank you so much for taking the time to to share on the Cube as part of our celebration of International Women's Day. Thank you so much. >>Okay, thanks so much. >>Okay, that's the presentation of women in Tech Global Event celebrating International Women's Day. I'm John for most of the Cube. Thanks for watching. Yeah, Yeah, yeah. Hm. Yeah, yeah,

(upbeat music) >> Hey, welcome to this Cube conversation with NetScout. I'm Lisa Martin. Excited to talk to you. Richard Hummel, the manager of threat research for Arbor Networks, the security division of NetScout. Richard, welcome to theCube. >> Thanks for having me, Lisa, it's a pleasure to be here. >> We're going to unpack the sixth NetScout Threat Intelligence Report, which is going to be very interesting. But something I wanted to start with is we know that and yes, you're going to tell us, COVID and the pandemic has had a massive impact on DDoS attacks, ransomware. But before we dig into the report, I'd like to just kind of get some stories from you as we saw last year about this time rapid pivot to work from home, rapid pivot to distance learning. Talk to us about some of the attacks that you saw in particular that literally hit close to home. >> Sure and there's one really good prime example that comes to mind because it impacted a lot of people. There was a lot of media sensation around this but if you go and look, just Google it, Miami Dade County and DDoS, you'll see the first articles that pop up is the entire district school network going down because the students did not want to go to school and launched a DDoS attack. There was something upwards of 190,000 individuals that could no longer connect to the school's platform, whether that's a teacher, a student or parents. And so it had a very significant impact. And when you think about this in terms of the digital world, that impacted very severely, a large number of people and you can't really translate that to what would happen in a physical environment because it just doesn't compute. There's two totally different scenarios to talk about here. >> Amazing that a child can decide, "I don't want to go to school today." And as a result of a pandemic take that out for nearly 200,000 folks. So let's dig into, I said this is the sixth NetScout Threat Intelligence Report. One of the global trends and themes that is seen as evidence in what happened last year is up and to the right. Oftentimes when we're talking about technology, you know, with analyst reports up and to the right is a good thing. Not so in this case. We saw huge increases in threat vectors, more vectors weaponized per attack sophistication, expansion of threats and IOT devices. Walk us through the overall key findings from 2020 that this report discovered. >> Absolutely. And if yo glance at your screen there you'll see the key findings here where we talk about record breaking numbers. And just in 2020, we saw over 10 million attacks, which, I mean, this is a 20% increase over 2019. And what's significant about that number is COVID had a huge impact. In fact, if we go all the way back to the beginning, right around mid March, that's when the pandemic was announced, attacks skyrocketed and they didn't stop. They just kept going up and to the right. And that is true through 2021. So far in the first quarter, typically January, February is the down month that we observe in DDoS attacks. Whether this is, you know, kids going back to school from Christmas break, you have their Christmas routines and e-commerce is slowing down. January, February is typically a slow month. That was not true in 2021. In fact, we hit record numbers on a month by month in both January and February. And so not only do we see 2.9 million attacks in the first quarter of 2021, which, I mean, let's do the math here, right? We've got four quarters, you know, we're on track to hit 12 million attacks potentially, if not more. And then you have this normal where we said 800,000 approximately month over month since the pandemic started, we started 2021 at 950,000 plus. That's up and to the right and it's not slowing down. >> It's not slowing down. It's a trend that it shows, you know, significant impact across every industry. And we're going to talk about that but what are some of the new threat vectors that you saw weaponized in the last year? I mean, you talked about the example of the Miami-Dade school district but what were some of those new vectors that were really weaponized and used to help this up and to the right trend? >> So there's four in particular that we were tracking in 2020 and these nets aren't necessarily new vectors. Typically what happens when an adversary starts using this is there's a proof of concept code out there. In fact, a good example of this would be the RDP over UDP. So, I mean, we're all remotely connected, right? We're doing this over a Zoom call. If I want to connect to my organization I'm going to use some sort of remote capability whether that's a VPN or tunneling in, whatever it might be, right? And so remote desktop is something that everybody's using. And we saw actors start to kind of play around with this in mid 2020. And in right around September, November timeframe we saw a sudden spike. And typically when we see spikes in this kind of activity it's because adversaries are taking proof of concept code, that maybe has been around for a period of time, and they're incorporating those into DDoS for hire services. And so any person that wants to launch a DDoS attack can go into underground forums in marketplaces and they can purchase, maybe it's $10 in Bitcoin, and they can purchase an attack. That leverage is a bunch of different DDoS vectors. And so adversaries have no reason to remove a vector as new ones get discovered. They only have the motivation to add more, right? Because somebody comes into their platform and says, "I want to launch an attack that's going to take out my opponent." It's probably going to look a lot better if there's a lot of attack options in there where I can just go through and start clicking buttons left and right. And so all of a sudden now I've got this complex multi-vector attack that I don't have to pay anything extra for. Adversary already did all the work for me and now I can launch an attack. And so we saw four different vectors that were weaponized in 2020. One of those are notably the Jenkins that you see listed on the screen in the key findings. That one isn't necessarily a DDoS vector. It started out as one, it does amplify, but what happens is Jenkins servers are very vulnerable and when you actually initiate this attack, it tips over the Jenkins server. So it kind of operates as like a DoS event versus DDoS but it still has the same effect of availability, it takes a server offline. And then now just in the first part of 2021 we're tracking multiple other vectors that are starting to be weaponized. And when we see this, we go from a few, you know, incidents or alerts to thousands month over month. And so we're seeing even more vectors added and that's only going to continue to go up into the right. You know that theme that we talked about at the beginning here. >> As more vectors get added, and what did you see last year in terms of industries that may have been more vulnerable? As we talked about the work from home, everyone was dependent, really here we are on Zoom, dependent on Zoom, dependent on Netflix. Streaming media was kind of a lifeline for a lot of us but it also was healthcare and education. Did you see any verticals in particular that really started to see an increase in the exploitation and in the risk? >> Yeah, so let's start, let's separate this into two parts. The last part of the key findings that we had was talking about a group we, or a campaign we call Lazarus Borough Model. So this is a global DDoS extortion campaign. We're going to cover that a little bit more when we talk about kind of extorted events and how that operates but these guys, they started where the money is. And so when they first started targeting industries and this kind of coincides with COVID, so it started several months after the pandemic was announced, they started targeting a financial organizations, commercial banking. They went after stock exchange. Many of you would hear about the New Zealand Stock Exchange that went offline. That's this LBA campaign and these guys taking it off. So they started where the money is. They moved to a financial agation targeting insurance companies. They targeted currency exchange places. And then slowly from there, they started to expand. And in so much as our Arbor Cloud folks actually saw them targeting organizations that are part of vaccine development. And so these guys, they don't care who they hurt. They don't care who they're going after. They're going out there for a payday. And so that's one aspect of the industry targeting that we've seen. The other aspect is you'll see, on the next slide here, we actually saw a bunch of different verticals that we really haven't seen in the top 10 before. In fact, if you actually look at this you'll see the number one, two and three are pretty common for us. We almost always are going to see these kinds of telecommunications, wireless, satellite, broadband, these are always going to be in the top. And the reason for that is because gamers and DDoS attacks associated with gaming is kind of the predominant thing that we see in this landscape. And let's face it, gamers are on broadband operating systems. If you're in Asian communities, often they'll use mobile hotspots. So now you start to have wireless come in there. And so that makes sense seeing them. But what doesn't make sense is this internet publishing and broadcasting and you might say, "Well, what is that?" Well, that's things like Zoom and WebEx and Netflix and these other streaming services. And so we're seeing adversaries going after that because those have become critical to people's way of life. Their entertainment, what they're using to communicate for work and school. So they realized if we can go after this it's going to disrupt something and hopefully we can get some recognition. Maybe we can show this as a demonstration to get more customers on our platform or maybe we can get a payday. In a lot of the DDoS attacks that we see, in fact most of them, are all monetary focused. And so they're looking for a payday. They're going to go after something that's going to likely, you know, send out that payment. And then just walk down the line. You can see COVID through this whole thing. Electronic shopping is number five, right? Everybody turned to e-commerce because we're not going to in-person stores anymore. Electronic computer manufacturing, how many more people have to get computers at home now because they're no longer in a corporate environment? And so you can see how the pandemic has really influenced this industry target. >> Significant influencer and I also wonder too, you know, Zoom became a household name for every generation. You know, we're talking to five generations and maybe the generations that aren't as familiar with computer technology might be even more exploitable because it's easy to click on a phishing email when they don't understand how to look for the link. Let's now unpack the different types of DDoS attacks and what is on the rise. You talked about in the report the triple threat and we often think of that in entertainment. That's a good thing, but again, not here. Explain that triple threat. >> Yeah, so what we're seeing here is we have adversaries out there that are looking to take advantage of every possible angle to be able to get that payment. And everybody knows ransomware is a household name at this point, right? And so ransomware and DDoS have a lot in common because they both attack the availability of network resources, where computers or devices or whatever they might be. And so there's a lot of parallels to draw between the two of these. Now ransomware is a denial of service event, right? You're not going to have tens of thousands of computers hitting a single computer to take it down. You're going to have one exploitation of events. Somebody clicked on a link, there was a brute force attempt that managed to compromise a little boxes, credentials, whatever it might be, ransomware gets put on a system, it encrypts all your files. Well, all of a sudden, you've got this ransom note that says "If you want your files decrypted you're going to send us this amount of human Bitcoin." Well, what adversaries are doing now is they're capitalizing on the access that they already gained. So they already have access to the computer. Well, why not steal all the data first then let's encrypt whatever's there. And so now I can ask for a ransom payment to decrypt the files and I can ask for an extortion to prevent me from posting your data publicly. Maybe there's sensitive corporate information there. Maybe you're a local school system and you have all of your students' data on there. You're a hospital that has sensitive PI on it, whatever it might be, right? So now they're going to extort you to prevent them from posting that publicly. Well, why not add DDoS to this entire picture? Now you're already encrypted, we've already got your files, and I'm going to DDoS your system so you can't even access them if you wanted to. And I'm going to tell you, you have to pay me in order to stop this DDoS attack. And so this is that triple threat and we're seeing multiple different ransomware families. In fact, if you look at one of the slides here, you'll see that there's SunCrypt, there's Ragnar Cryptor, and then Maze did this initially back in September and then more recently, even the DarkSide stuff. I mean, who hasn't heard about DarkSide now with the Colonial Pipeline event, right? So they came out and said, "Hey we didn't intend for this collateral damage but it happened." Well, April 24th, they actually started offering DDoS as part of their tool kits. And so you can see how this has evolved over time. And adversaries are learning from each other and are incorporating this kind of methodology. And here we have triple extortion event. >> It almost seems like triple extortion event as a service with the opportunities, the number of vectors there. And you're right, everyone has heard of the Colonial Pipeline and that's where things like ransomware become a household term, just as much as Zoom and video conferencing and streaming media. Let's talk now about the effects that the threat report saw and uncovered region by region. Were there any regions in particular that were, that really stood out as most impacted? >> So not particularly. So one of the phenomena that we actually saw in the threat report, which, you know, we probably could have talked about it before now but it makes sense to talk about it regionally because we didn't see any one particular region, one particular vertical, a specific organization, specific country, none was more heavily targeted than another. In fact what we saw is organizations that we've never seen targeted before. We've seen industries that have never been targeted before all of a sudden are now getting DDoS attacks because we went from a local on-prem, I don't need to be connected to the internet, I don't need to have my employees remote access. And now all of a sudden you're dependent on the internet which is really, let's face it, that's critical infrastructure these days. And so now you have all of these additional people with a footprint connected to the internet then adversary can figure out and they can poke at it. And so what we saw here is just overall, all industries, all regions saw these upticks. The exception would be in China. We actually, in the Asia Pacific region specifically, but predominantly in China. But that often has to do with visibility rather than a decrease in attacks because they have their own kind of infrastructure in China. Brazil's the same way. They have their own kind of ecosystems. And so often you don't see what happens a lot outside the borders. And so from our perspective, we might see a decrease in attacks but, for all we know, they actually saw an increase in the attacks that is internal to their country against their country. And so across the board, just increases everywhere you look. >> Wow. So let's talk about what organizations can do in light of this. As we are here, we are still doing this program by video conferencing and things are opening up a little bit more, at least in the states anyway, and we're talking about more businesses going back to some degree but there's going to still be some mix, some hybrid of working from home and maybe even distance learning. So what can enterprises do to prepare for this when it happens? Because it sounds to me like with the sophistication, the up and to the right, it's not, if we get attacked, it's when. >> It's when, exactly. And that's just it. I mean, it's no longer something that you can put off. You can't just assume that I've never been DDoS attacked, I'm never going to be DDoS attacked anymore. You really need to consider this as part of your core security platform. I like to talk about defense in depth or a layer defense approach where you want to have a layered approach. So, you know, maybe they target your first layer and they don't get through. Or they do get through and now your second layer has to stop it. Well, if you have no layers or if you have one layer, it's not that hard for an adversary to figure out a way around that. And so preparation is key. Making sure that you have something in place and I'm going to give you an operational example here. One of the things we saw with the LBA campaigns is they actually started doing network of conasense for their targets. And what they would do is they would take the IP addresses belonging to your organization. They would look up the domains associated with that and they would figure out like, "Hey, this is bpn.organization.com or VPN two." And all of a sudden they've found your VPN concentrator and so that's where they're going to focus their attack. So something as simple as changing the way that you name your VPN concentrators might be sufficient to prevent them from hitting that weak link or right sizing the DDoS protection services for your company. Did you need something as big as like OnPrem Solutions? We need hardware. Do you instead want to do a managed service? Or do you want to go and talk to a cloud provider because there's right solutions and right sizes for all types of organizations. And the key here is preparation. In fact, all of the customers that we've worked with for the LBA extortion campaigns, if they were properly prepared they experienced almost no downtime or impact to their business. It's the people like the New Zealand Stock Exchange or their service provider that wasn't prepared to handle the attacks that were sent out them that were crippled. And so preparation is key. The other part is awareness. And that's part of what we do with this threat report because we want to make sure you're aware what adversaries are doing, when new attack vectors are coming out, how they're leveraging these, what industries they're targeting because that's really going to help you to figure out what your posture is, what your risk acceptance is for your organization. And in fact, there's a couple of resources that that we have here on the next slide. And you can go to both both of these. One of them is the threat report. You can view all of the details. And we only scratched the surface here in this Cube interview. So definitely recommend going there but the other one is called Horizon And netscout.com/horizon is a free resource you can register but you can actually see near real-time attacks based on industry and based on region. So if your organization out there and you're figuring, "Well I'm never attacked." Well go look up your industry. Go look up the country where you belong and see is there actually attacks against us? And I think you'll be quite surprised that there's quite a few attacks against you. And so definitely recommend checking these out >> Great resources netscout.com/horizon, netscout.com/threatreport. I do want to ask you one final question. That's in terms of timing. We saw the massive acceleration in digital transformation last year. We've already talked about this a number of times on this program. The dependence that businesses and consumers, like globally in every industry, in every country, have on streaming on communications right now. In terms of timing, though, for an organization to go from being aware to understanding what adversaries are doing, to being prepared, how quickly can an organization get up to speed and help themselves start reducing their risks? >> So I think that with DDoS, as opposed to things like ransomware, the ramp up time for that is much, much faster. There is a finite period of time with DDoS attacks that is actually going to impact you. And so maybe you're a smaller organization and you get DDoS attacked. There's a, probably a pretty high chance that that DDoS attack isn't going to last for multiple days. So maybe it's like an hour, maybe it's two hours, and then you recover. Your network resources are available again. That's not the same for something like ransomware. You get hit with ransomware, unless you pay or you have backups, you have to do the rigorous process of getting all your stuff back online. DDoS is more about as soon as the attack stops, the saturation goes away and you can start to get back online again. So it might not be as like immediate critical that you have to have something but there's also solutions, like a cloud solution, where it's as simple as signing up for the service and having your traffic redirected to their scrubbing center, their detection center. And then you may not have to do anything on-prem yourself, right? It's a matter of going out to an organization, finding a good contract, and then signing up, signing on the dotted line. And so I think that the ramp up time for mitigation services and DDoS protection can be a lot faster than many other security platforms and solutions. >> That's good to know cause with the up and to the right trend that you already said, the first quarter is usually slow. It's obviously not that way as what you've seen in 2021. And we can only expect what way, when we talk to you next year, that the up and to the right trend may continue. So hopefully organizations take advantage of these resources, Richard, that you talked about to be prepared to mediate and protect their you know, their customers, their employees, et cetera. Richard, we thank you for stopping by theCube. Talking to us about the sixth NetScout Threat Intelligence Report. Really interesting information. >> Absolutely; definitely a pleasure to have me here. Lisa, anytime you guys want to do it again, you know where I live? >> Yes. It's one of my favorite topics that you got and I got to point out the last thing, your Guardians of the Galaxy background, one of my favorite movies and it should be noted that on the NetScout website they are considered the Guardians of the Connected World. I just thought that connection was, as Richard told me before we went live, not planned, but I thought that was a great coincidence. Again, Richard, it's been a pleasure talking to you. Thank you for your time. >> Thank you so much. >> Richard Hummel, I'm Lisa Martin. You're watching this Cube conversation. (relaxing music)

>>Hey, everyone. I want to welcome you back. This is our intermission. And let me tell you what a morning we've had for those of you that don't know. I'm, Hayma Ganapati, I'm in product marketing at Docker. And I would just want to quote, actually someone who was in one of the chat rooms and this, I think encapsulates exactly how I feel today, because this is my first Docker con and the quote was from. And he said, I feel like a kid in an ice cream store where I don't know which flavor to choose. I want to go to all of the sessions and I got to tell you that's how I felt. And, you know, um, I want to just do some specific call-ups. Um, first of all, Dana way to keep it real in your interview. I love the cube interview. If you miss that, um, it was really great. >>She talks a lot about, uh, CI CD pipeline and you know, what to do with GoodHub. It was great. Um, I also want to say that I was, uh, slipping back and forth between the community rooms and way to go Brazil obrigado until all of the people who participate in the Brazil room, we had about 250 plus people in that room. And the, the chat window was just going crazy and in the French community room, Vive left hall. So if you've a uncle funny, uh, we had about 150 plus people in that room. So I just want to say that, you know, we've been seeing a lot of participation and I just want to thank everyone for attending and for participating on people have been so kind in the chat rooms, we just want to remind you to stay kind, you know, presenters put a lot of effort into their presentations, so just, you know, offer some positive and supportive critique to them. >>And the other thing I want to mention is all of the countries that we're seeing, all of the participation. So I'm just going to call out a few. We have people from the Netherlands, from Canada, from South Africa, Akron, Ohio, Belgium, Austria, yeah, Ecuador, New Zealand. And he cut up Westchester. Like, I mean, it just goes list goes on and on and on. And I think this really speaks to the power of Docker community. And it's a real testimony to how people from all over the world are in love with Docker technology and are excited to be here. And so I just wanted to thank everyone again and want to remind you that we want to leverage the power of community. And we have a fundraising campaign going on to help, uh, people who are affected by COVID. And you know, some of our big communities, especially in India and Brazil are, have been really affected by COVID. >>So we're asking you to contribute and we'd really like you to participate. Um, we have, uh, the, the link you can see here, Docker donates, you can tweet about it and would love to see the numbers go up for those donations, because, you know, I've personally been affected, had some family members pass away from COVID in India, and I'm sure other people may have stories that firsthand or secondhand. So please do that and let's show what the power of Docker community can do. And before I hand over to, to Peter, I'm just going to read out some of the tweets we've been getting, okay, this Brett and Peter, these are great. Uh, one of the, one of the tweets said dev environments is one of the most exciting features in the past few years. Super excited to try this out. Great, great, great tweet. Yeah. >>I agree to, um, another loving the content that was not your tweets. You can, you can slip me the 20 bucks later. Um, there's another tweet that says loving the content from hashtag Docker con so far fascinating use cases and interesting progress and future directions love that. And then there's another one I'm trying to find it here. Uh, I've been waiting for this so long Docker builds now work on Intel and M one. So keep those tweets coming. We love getting this kind of feedback and we love reading the chat room. So, um, Peter, you know, I attended your, your panel and I love that we were talking about a security and that moving, moving it left. So how did that go for you? >>Uh, it was, it was, uh, it was extremely fun. And for those that are, uh, I think my parents might be watching, so they probably watched it and were like, w this is the most boring thing I've ever seen, but, um, you know, you get a bunch of geeks and, uh, Brett has told me I should use geek instead of nerd, but I, I liked, uh, geek. So you get a bunch of geeks talking about security and coding and, um, what, what, what containers actually are, what vulnerabilities are. Yeah, it was, it was extremely fun. The panel was fantastic. They were very engaging the chat. I mean, I couldn't keep up with the chat. Right. It would just kept flying by, uh, luckily I had a helper to pull off questions, but, um, yeah, it's super exciting. You can, I know we're all remote, but you can just feel that energy, right. It was, it was great. It was great. Yeah. Yeah, for sure. It's super >>Connected. I felt that with your panel to Brett as well, sorry to talk over you there, but yeah. How did, how did it go for you? I, there was a lot of engagement in your session. >>Uh, ditto, like it was just, uh, there was so many questions. We only got to get a fraction of them. I tried to pick themes because, uh, when you talk about continuous testing and integration and all the things that take a part of that, um, you, you end up with lots of, well, what I like is the discussion around opinions, because so much of these pipelines from code on your machine, into production and everything in between, it's really, uh, it's a culture. It turns out to be the description of your culture and how you all perceive testing, how you, what you value in testing. And so that really started to come out as a theme, um, throughout that show. And we, we ran at a time. I was also watching Peters and it was fantastic, but like you think an hour is enough time to cover a topic, but it's just tipping tip of the iceberg kind of stuff. So I think it was super helpful. I learned some things, um, I really enjoyed watching Peters and, uh, yeah, can't wait for the next one. There's >>More than that. And likewise, great. I mean, I know, I know we're w maybe we pat chose it, but it, it was, it was super exciting to watch your panel. They were very Nikos, one of my favorite people in the world, uh, a fellow Austinite, but, um, yeah, I love that too. How you, uh, you were talking about opinions right. And playing off each other. It's, it's always interesting to hear smart people, uh, how they think, right. Yeah. I learned from how they think, right. Yeah. A hundred percent. >>So, all right. So we're, we're, um, what's next? Like, we, we gotta keep this thing going, so I've got to remember that. >>I want to, so I want to talk a bit about some of the panels that are, or the sessions that are coming up and just want to remind people that happened this afternoon. I'm all about use cases. You know, I was a developer for many decades, and it's great to hear how other developers are using the tools. But, uh, as a developer, I always wanted to know how are, what are the end user applications? And so we have two exciting sessions at 1:00 PM. We have sneak and red ventures, and they're going to be talking about how they used Docker containers. The title of the, uh, uh, session is great. An ounce of prevention, curing, insecure, container images. So check that out. And we also have another one at one 30 with Massimo, from AWS and Dexter Legaspi from Sirius XM. And they're going to be talking about a real world application using Docker containers. So I really want you to, to encourage you to attend those. >>Yeah. Um, can I say one really quick? Cause I'm Sue and a shout out to Eric Smalling. He's giving the red ventures talk with our partners. He's awesome. Go check out his, uh, but I'm really excited about Matt. Jarvis's sneak talk around. Uh, I think we might've talked about it earlier. My container image has 500 vulnerabilities vulnerabilities now what, right. I mean, I think as developers, as we're coming into this and dev ops and everybody right. You scan and then you see all these vulnerabilities just shoot by. And you're like, well, what do I do? So Matt, Matt will be addressing that. And he is fantastic. I can go on. There's a bunch of them. >>Yeah. There's a whole bunch of coming up and right up after this, I'm on a live stream with a bunch of panels on get ops. And then after that, Peter will be back. And so stay tuned and thanks for watching during the intermission. And we'll see you soon. >>I'm also leading the women in tech panel attend that. Don't forget to do that. >>Absolutely. Yep. All right. Ciao. Ciao >>For me like my first, oh, I get it about Docker was when I used a SQL server container on my neck book for the first time >>Being able to install Docker desktop, which was the first thing that I did and be able to build this without worrying about any of my software versions that I currently had on my machine. It was >>Awesome. One of the things, because I love the most about Docker is because I write books and I do video training courses to help a lot of people take their first steps with Docker and containers and to get a connection with those people and for them to come back to me and say, do you know what this is so cool, so easy, and it's going to change both my job. And, but also my organization, my team, all of that kind of stuff, change the experience that our customers have with our applications and what our business really puts a smile on my face. If >>You want to use containers, then Docker is the first toys, especially with tools like the mark Docker, compose, you can, uh, easily do your day-to-day job as a developer, or even if you're an ops person, then there are the books of the cloud and other things. So yeah, the idea is that we can go the simplicity one simple task, uh, to, uh, Daugherty mate and make that reuse as many times. Uh, that is one of the cool things I like about my >>Favorite part about Docker is using it as a developer tool. I using Docker desktop, really easy to install, really easy to run. >>Every time I come back to DACA, I love the simplicity of the way that it works, especially on things like security, which I find frustrating and hard. It's just done so seamlessly. And so my favorite thing about DACA is not just that it changed the world in the way that we develop in and ship and build applications and put that. It's just so easy that even the guy, like, I think >>It really is all about finding that aha moment, that hook where Docker really makes sense to you because once you have that moment, then all of a sudden, you, you know, you are on your way to being a Docker power user. >>We need for people to understand this technology better before they can, uh, actually dive deep into that. And Docker makes it easier to explain things, to explain the concept of containers, to explain how containers will work, how you can split your environments, how you can, uh, standardize all your pipelines and so on. It's important that we also take the time to help other people. And I think it's very important that we also give back and that's part of the motto of open sources. How do we give back to other people and how we help other people learn? And I think that's what I'm really passionate about. This whole thing is continuing, uh, giving back to the community. I just >>Hope and has fun at Docker con. And I know that there's a lot of great speakers coming and I will be watching the talks, even though they're happening at 3:00 AM and in my local time zone, um, I'm pretty excited to watch and, uh, hopefully watch more than later on streaming or YouTube or wherever they're going to be. So I hope everyone has fun and learn something and yeah, I don't see how you couldn't have fun.