>>Yeah. Hey, welcome back. Friday, Jeffrey here with the Cube, come to you from our Palo Alto studios today, talking about event that we're gonna have in November. It's pretty exciting. And to talk about it and give us a little bit of a preview, we're joined in the segment by Jeffrey Hammond. He's the vice president and principal analyst at Forrester. Jeffrey, great to see you. >>It's good to be here, Jeff. Thanks for having me. >>Absolutely so lot of social media memes about. You know, what's driving your digital transformation is the CEO, the CEO or CO of it, and I think we all know what the answer is. But what's what's happened is, as we've, you know, accelerated digital transformation, and we had the lights light switch moment, everybody working from home. We're now six months, eight months into this, and this is gonna be going on for a while. So specifically in the context of Dev Ops, where such a foundation of that is us getting together every morning in a room and having a quick stand up and talking about what our challenges isn't going out to develop. We have been able to do that for six months, and we're probably not gonna be able to do it for a little while longer. So how is Dev? Ops in 2021? The Age of Covert and even Post Cove? It's gonna be different from what we had say 2019. >>Yeah, Jeff. A couple years ago I wrote a piece called Designing Developer Spaces, and it was all about creating physical spaces for agile teams. Toe work in because as creative teams, they needed to have an environment that supported them. And the idea of remote working was kind of like unaudited e. You know, there was a list up on git hub of companies. It's a or did remote developers. And it was maybe 100 companies long at that point. And, you know, now you know, in in 2020 every company is a remote development company. And so all those investments in physical spaces to support cross functional co located teams aren't something that we're able to take advantage of today, and as a result, it's forcing companies Thio become even more disciplined with respect to the things that they do to help development teams work together. It's enforcing them to to, you know, focus on what I would call spiritual co location, because physical co location is no longer an option. And you can't do that without having and even higher attention toe automation on Dev ops practices that enable it, but also an increased focus on enabling digital collaboration, moving from things like the physical con bond wall that you put index cards on onto tools that help you replicate that sort of capability. But do it in a digital world when you have 100% remote developers, right, >>right, so so just begs a lot of questions. You know? What should people be measuring? How should they be measuring? I mean, we have all kinds of measurement tools, and obviously the devolves process is continuous thing that's happening every day, pushing out new releases every day. How dio the managers kind of rethink about how they're measuring outcomes. I don't wanna say success because it's really outcomes and not activity. >>Yeah, it's a really timely question, Jeff. You know, I've been getting a lot of questions from from large enterprise development shops about Well, how doe I make sure that my employees are still productive now that I can't see them. Should I be measuring individual productivity? You know my answers. You know, I don't think so. You really want to be able Thio? You really want to be able Thio measure the team level, But you may want to allow individuals to begin toe look at their own productivity metrics and benchmarks themselves because they can't see the person next to them in the other desk or have that conversation and know that they're doing a good job. So the way that managers works changes significantly. Andi. That's one of the things that we'll talk about in November, >>right? And I'm just curious. How much stuff can we pull from? Generic leadership is well, because it's the same situation. I love your I love your concept of spiritual alignment that's also got to come not only from the Dev Ops team, but from all the senior leadership now who don't necessarily have the opportunity to reinforce those messages in the hallway or whatever the kind of the normal communication channels that they used before. But this this is well beyond Dev ops, but really, you know, leadership in general, I would say, >>Yeah, it comes down to data collaboration and shared vision. You know, those principles are not unique to software development, but they're extremely important for any type of creative work. And and that's what software development is. So we can learn a lot from from from from the businesses, the whole. But then we need to apply it specifically in the process and context of developing software. And that's where Dev Ops creates the link to enable that happened. >>Yeah, really? An interesting kind of fork in the road, if you will. Dev Ops has been around for 20 some odd years. Fundamental change in the way software respect and built and delivered. But as you said, I mean, even by definition, um, cross functional co located teams simply aren't enabled today and probably won't be for a little while longer. So I think this is probably, ah, lot of information that people are really excited to hear. >>Yeah, especially because we're now out of the sprint phase. We're moving into a marathon. We're gonna have to deal with this for probably at least the next 8 to 12 months. So we've got to start thinking differently for the long term and and and how we keep our employees productive. But we also keep them happy and make sure that they aren't burning out so that they're developing great software. That really matters. >>Yeah, that's great. Well, thanks for the little tease we look forward to getting. Ah, a lot more meat in this topic and diving in in November. So, Jeffrey, Thanks for stopping by and again. His Dev Ops Virtual Form, November 18th, 11 a.m. Eastern 80 and Pacific. Jeffrey, we'll see you there. >>Can't wait. It'll be a lot of, um >>Alright. He's Jeffrey. I'm Jeff. You're watching the Cube, So get ready. Mark your calendars for November. It's the Dev Ops Virtual Forum. Um, November 18 11 a.m. Eastern eight, Pacific Sea There. Thanks for watching.

>>from around the globe. It's the Q with digital coverage of exa scale day made possible by Hewlett Packard Enterprise. Welcome, everyone to the Cube celebration of Exa Scale Day. Shaheen Khan is here. He's the founding partner, an analyst at Orion X And, among other things, he is the co host of Radio free HPC Shaheen. Welcome. Thanks for coming on. >>Thanks for being here, Dave. Great to be here. How are you >>doing? Well, thanks. Crazy with doing these things, Cove in remote interviews. I wish we were face to face at us at a supercomputer show, but, hey, this thing is working. We can still have great conversations. And And I love talking to analysts like you because you bring an independent perspective. You're very wide observation space. So So let me, Like many analysts, you probably have sort of a mental model or a market model that you look at. So maybe talk about your your work, how you look at the market, and we could get into some of the mega trends that you see >>very well. Very well. Let me just quickly set the scene. We fundamentally track the megatrends of the Information Age And, of course, because we're in the information age, digital transformation falls out of that. And the megatrends that drive that in our mind is Ayotte, because that's the fountain of data five G. Because that's how it's gonna get communicated ai and HBC because that's how we're gonna make sense of it Blockchain and Cryptocurrencies because that's how it's gonna get transacted on. That's how value is going to get transferred from the place took place and then finally, quantum computing, because that exemplifies how things are gonna get accelerated. >>So let me ask you So I spent a lot of time, but I D. C and I had the pleasure of of the High Performance computing group reported into me. I wasn't an HPC analyst, but over time you listen to those guys, you learning. And as I recall, it was HPC was everywhere, and it sounds like we're still seeing that trend where, whether it was, you know, the Internet itself were certainly big data, you know, coming into play. Uh, you know, defense, obviously. But is your background mawr HPC or so that these other technologies that you're talking about it sounds like it's your high performance computing expert market watcher. And then you see it permeating into all these trends. Is that a fair statement? >>That's a fair statement. I did grow up in HPC. My first job out of school was working for an IBM fellow doing payroll processing in the old days on and and And it went from there, I worked for Cray Research. I worked for floating point systems, so I grew up in HPC. But then, over time, uh, we had experiences outside of HPC. So for a number of years, I had to go do commercial enterprise computing and learn about transaction processing and business intelligence and, you know, data warehousing and things like that, and then e commerce and then Web technology. So over time it's sort of expanded. But HPC is a like a bug. You get it and you can't get rid of because it's just so inspiring. So supercomputing has always been my home, so to say >>well and so the reason I ask is I wanted to touch on a little history of the industry is there was kind of a renaissance in many, many years ago, and you had all these startups you had Kendall Square Research Danny Hillis thinking machines. You had convex trying to make many supercomputers. And it was just this This is, you know, tons of money flowing in and and then, you know, things kind of consolidate a little bit and, uh, things got very, very specialized. And then with the big data craze, you know, we've seen HPC really at the heart of all that. So what's your take on on the ebb and flow of the HPC business and how it's evolved? >>Well, HBC was always trying to make sense of the world, was trying to make sense of nature. And of course, as much as we do know about nature, there's a lot we don't know about nature and problems in nature are you can classify those problems into basically linear and nonlinear problems. The linear ones are easy. They've already been solved. The nonlinear wants. Some of them are easy. Many of them are hard, the nonlinear, hard, chaotic. All of those problems are the ones that you really need to solve. The closer you get. So HBC was basically marching along trying to solve these things. It had a whole process, you know, with the scientific method going way back to Galileo, the experimentation that was part of it. And then between theory, you got to look at the experiment and the data. You kind of theorize things. And then you experimented to prove the theories and then simulation and using the computers to validate some things eventually became a third pillar of off science. On you had theory, experiment and simulation. So all of that was going on until the rest of the world, thanks to digitization, started needing some of those same techniques. Why? Because you've got too much data. Simply, there's too much data to ship to the cloud. There's too much data to, uh, make sense of without math and science. So now enterprise computing problems are starting to look like scientific problems. Enterprise data centers are starting to look like national lab data centers, and there is that sort of a convergence that has been taking place gradually, really over the past 34 decades. And it's starting to look really, really now >>interesting, I want I want to ask you about. I was like to talk to analysts about, you know, competition. The competitive landscape is the competition in HPC. Is it between vendors or countries? >>Well, this is a very interesting thing you're saying, because our other thesis is that we are moving a little bit beyond geopolitics to techno politics. And there are now, uh, imperatives at the political level that are driving some of these decisions. Obviously, five G is very visible as as as a piece of technology that is now in the middle of political discussions. Covert 19 as you mentioned itself, is a challenge that is a global challenge that needs to be solved at that level. Ai, who has access to how much data and what sort of algorithms. And it turns out as we all know that for a I, you need a lot more data than you thought. You do so suddenly. Data superiority is more important perhaps than even. It can lead to information superiority. So, yeah, that's really all happening. But the actors, of course, continue to be the vendors that are the embodiment of the algorithms and the data and the systems and infrastructure that feed the applications. So to say >>so let's get into some of these mega trends, and maybe I'll ask you some Colombo questions and weaken geek out a little bit. Let's start with a you know, again, it was one of this when I started the industry. It's all it was a i expert systems. It was all the rage. And then we should have had this long ai winter, even though, you know, the technology never went away. But But there were at least two things that happened. You had all this data on then the cost of computing. You know, declines came down so so rapidly over the years. So now a eyes back, we're seeing all kinds of applications getting infused into virtually every part of our lives. People trying to advertise to us, etcetera. Eso So talk about the intersection of AI and HPC. What are you seeing there? >>Yeah, definitely. Like you said, I has a long history. I mean, you know, it came out of MIT Media Lab and the AI Lab that they had back then and it was really, as you mentioned, all focused on expert systems. It was about logical processing. It was a lot of if then else. And then it morphed into search. How do I search for the right answer, you know, needle in the haystack. But then, at some point, it became computational. Neural nets are not a new idea. I remember you know, we had we had a We had a researcher in our lab who was doing neural networks, you know, years ago. And he was just saying how he was running out of computational power and we couldn't. We were wondering, you know what? What's taking all this difficult, You know, time. And it turns out that it is computational. So when deep neural nets showed up about a decade ago, arm or it finally started working and it was a confluence of a few things. Thalib rhythms were there, the data sets were there, and the technology was there in the form of GPS and accelerators that finally made distractible. So you really could say, as in I do say that a I was kind of languishing for decades before HPC Technologies reignited it. And when you look at deep learning, which is really the only part of a I that has been prominent and has made all this stuff work, it's all HPC. It's all matrix algebra. It's all signal processing algorithms. are computational. The infrastructure is similar to H B. C. The skill set that you need is the skill set of HPC. I see a lot of interest in HBC talent right now in part motivated by a I >>mhm awesome. Thank you on. Then I wanna talk about Blockchain and I can't talk about Blockchain without talking about crypto you've written. You've written about that? I think, you know, obviously supercomputers play a role. I think you had written that 50 of the top crypto supercomputers actually reside in in China A lot of times the vendor community doesn't like to talk about crypto because you know that you know the fraud and everything else. But it's one of the more interesting use cases is actually the primary use case for Blockchain even though Blockchain has so much other potential. But what do you see in Blockchain? The potential of that technology And maybe we can work in a little crypto talk as well. >>Yeah, I think 11 simple way to think of Blockchain is in terms off so called permission and permission less the permission block chains or when everybody kind of knows everybody and you don't really get to participate without people knowing who you are and as a result, have some basis to trust your behavior and your transactions. So things are a lot calmer. It's a lot easier. You don't really need all the supercomputing activity. Whereas for AI the assertion was that intelligence is computer herbal. And with some of these exa scale technologies, we're trying to, you know, we're getting to that point for permission. Less Blockchain. The assertion is that trust is computer ble and, it turns out for trust to be computer ble. It's really computational intensive because you want to provide an incentive based such that good actors are rewarded and back actors. Bad actors are punished, and it is worth their while to actually put all their effort towards good behavior. And that's really what you see, embodied in like a Bitcoin system where the chain has been safe over the many years. It's been no attacks, no breeches. Now people have lost money because they forgot the password or some other. You know, custody of the accounts have not been trustable, but the chain itself has managed to produce that, So that's an example of computational intensity yielding trust. So that suddenly becomes really interesting intelligence trust. What else is computer ble that we could do if we if we had enough power? >>Well, that's really interesting the way you described it, essentially the the confluence of crypto graphics software engineering and, uh, game theory, Really? Where the bad actors air Incentive Thio mined Bitcoin versus rip people off because it's because because there are lives better eso eso so that so So Okay, so make it make the connection. I mean, you sort of did. But But I want to better understand the connection between, you know, supercomputing and HPC and Blockchain. We know we get a crypto for sure, like in mind a Bitcoin which gets harder and harder and harder. Um and you mentioned there's other things that we can potentially compute on trust. Like what? What else? What do you thinking there? >>Well, I think that, you know, the next big thing that we are really seeing is in communication. And it turns out, as I was saying earlier, that these highly computational intensive algorithms and models show up in all sorts of places like, you know, in five g communication, there's something called the memo multi and multi out and to optimally manage that traffic such that you know exactly what beam it's going to and worth Antenna is coming from that turns out to be a non trivial, you know, partial differential equation. So next thing you know, you've got HPC in there as and he didn't expect it because there's so much data to be sent, you really have to do some data reduction and data processing almost at the point of inception, if not at the point of aggregation. So that has led to edge computing and edge data centers. And that, too, is now. People want some level of computational capability at that place like you're building a microcontroller, which traditionally would just be a, you know, small, low power, low cost thing. And people want victor instructions. There. People want matrix algebra there because it makes sense to process the data before you have to ship it. So HPCs cropping up really everywhere. And then finally, when you're trying to accelerate things that obviously GP use have been a great example of that mixed signal technologies air coming to do analog and digital at the same time, quantum technologies coming so you could do the you know, the usual analysts to buy to where you have analog, digital, classical quantum and then see which, you know, with what lies where all of that is coming. And all of that is essentially resting on HBC. >>That's interesting. I didn't realize that HBC had that position in five G with multi and multi out. That's great example and then I o t. I want to ask you about that because there's a lot of discussion about real time influencing AI influencing at the edge on you're seeing sort of new computing architectures, potentially emerging, uh, video. The acquisition of arm Perhaps, you know, amore efficient way, maybe a lower cost way of doing specialized computing at the edge it, But it sounds like you're envisioning, actually, supercomputing at the edge. Of course, we've talked to Dr Mark Fernandez about space born computers. That's like the ultimate edge you got. You have supercomputers hanging on the ceiling of the International space station, but But how far away are we from this sort of edge? Maybe not. Space is an extreme example, but you think factories and windmills and all kinds of edge examples where supercomputing is is playing a local role. >>Well, I think initially you're going to see it on base stations, Antenna towers, where you're aggregating data from a large number of endpoints and sensors that are gathering the data, maybe do some level of local processing and then ship it to the local antenna because it's no more than 100 m away sort of a thing. But there is enough there that that thing can now do the processing and do some level of learning and decide what data to ship back to the cloud and what data to get rid of and what data to just hold. Or now those edge data centers sitting on top of an antenna. They could have a half a dozen GPS in them. They're pretty powerful things. They could have, you know, one they could have to, but but it could be depending on what you do. A good a good case study. There is like surveillance cameras. You don't really need to ship every image back to the cloud. And if you ever need it, the guy who needs it is gonna be on the scene, not back at the cloud. So there is really no sense in sending it, Not certainly not every frame. So maybe you can do some processing and send an image every five seconds or every 10 seconds, and that way you can have a record of it. But you've reduced your bandwidth by orders of magnitude. So things like that are happening. And toe make sense of all of that is to recognize when things changed. Did somebody come into the scene or is it just you know that you know, they became night, So that's sort of a decision. Cannot be automated and fundamentally what is making it happen? It may not be supercomputing exa scale class, but it's definitely HPCs, definitely numerically oriented technologies. >>Shane, what do you see happening in chip architectures? Because, you see, you know the classical intel they're trying to put as much function on the real estate as possible. We've seen the emergence of alternative processors, particularly, uh, GP use. But even if f b g A s, I mentioned the arm acquisition, so you're seeing these alternative processors really gain momentum and you're seeing data processing units emerge and kind of interesting trends going on there. What do you see? And what's the relationship to HPC? >>Well, I think a few things are going on there. Of course, one is, uh, essentially the end of Moore's law, where you cannot make the cycle time be any faster, so you have to do architectural adjustments. And then if you have a killer app that lends itself to large volume, you can build silicon. That is especially good for that now. Graphics and gaming was an example of that, and people said, Oh my God, I've got all these cores in there. Why can't I use it for computation? So everybody got busy making it 64 bit capable and some grass capability, And then people say, Oh, I know I can use that for a I And you know, now you move it to a I say, Well, I don't really need 64 but maybe I can do it in 32 or 16. So now you do it for that, and then tens, of course, come about. And so there's that sort of a progression of architecture, er trumping, basically cycle time. That's one thing. The second thing is scale out and decentralization and distributed computing. And that means that the inter communication and intra communication among all these notes now becomes an issue big enough issue that maybe it makes sense to go to a DPU. Maybe it makes sense to go do some level of, you know, edge data centers like we were talking about on then. The third thing, really is that in many of these cases you have data streaming. What is really coming from I o t, especially an edge, is that data is streaming and when data streaming suddenly new architectures like F B G. A s become really interesting and and and hold promise. So I do see, I do see FPG's becoming more prominent just for that reason, but then finally got a program all of these things on. That's really a difficulty, because what happens now is that you need to get three different ecosystems together mobile programming, embedded programming and cloud programming. And those are really three different developer types. You can't hire somebody who's good at all three. I mean, maybe you can, but not many. So all of that is challenges that are driving this this this this industry, >>you kind of referred to this distributed network and a lot of people you know, they refer to this. The next generation cloud is this hyper distributed system. When you include the edge and multiple clouds that etcetera space, maybe that's too extreme. But to your point, at least I inferred there's a There's an issue of Leighton. See, there's the speed of light s So what? What? What is the implication then for HBC? Does that mean I have tow Have all the data in one place? Can I move the compute to the data architecturally, What are you seeing there? >>Well, you fundamentally want to optimize when to move data and when to move, Compute. Right. So is it better to move data to compute? Or is it better to bring compute to data and under what conditions? And the dancer is gonna be different for different use cases. It's like, really, is it worth my while to make the trip, get my processing done and then come back? Or should I just developed processing capability right here? Moving data is really expensive and relatively speaking. It has become even more expensive, while the price of everything has dropped down its price has dropped less than than than like processing. So it is now starting to make sense to do a lot of local processing because processing is cheap and moving data is expensive Deep Use an example of that, Uh, you know, we call this in C two processing like, you know, let's not move data. If you don't have to accept that we live in the age of big data, so data is huge and wants to be moved. And that optimization, I think, is part of what you're what you're referring to. >>Yeah, So a couple examples might be autonomous vehicles. You gotta have to make decisions in real time. You can't send data back to the cloud flip side of that is we talk about space borne computers. You're collecting all this data You can at some point. You know, maybe it's a year or two after the lived out its purpose. You ship that data back and a bunch of disk drives or flash drives, and then load it up into some kind of HPC system and then have at it and then you doom or modeling and learn from that data corpus, right? I mean those air, >>right? Exactly. Exactly. Yeah. I mean, you know, driverless vehicles is a great example, because it is obviously coming fast and furious, no pun intended. And also, it dovetails nicely with the smart city, which dovetails nicely with I o. T. Because it is in an urban area. Mostly, you can afford to have a lot of antenna, so you can give it the five g density that you want. And it requires the Layton sees. There's a notion of how about if my fleet could communicate with each other. What if the car in front of me could let me know what it sees, That sort of a thing. So, you know, vehicle fleets is going to be in a non opportunity. All of that can bring all of what we talked about. 21 place. >>Well, that's interesting. Okay, so yeah, the fleets talking to each other. So kind of a Byzantine fault. Tolerance. That problem that you talk about that z kind of cool. I wanna I wanna sort of clothes on quantum. It's hard to get your head around. Sometimes You see the demonstrations of quantum. It's not a one or zero. It could be both. And you go, What? How did come that being so? And And of course, there it's not stable. Uh, looks like it's quite a ways off, but the potential is enormous. It's of course, it's scary because we think all of our, you know, passwords are already, you know, not secure. And every password we know it's gonna get broken. But give us the give us the quantum 101 And let's talk about what the implications. >>All right, very well. So first off, we don't need to worry about our passwords quite yet. That that that's that's still ways off. It is true that analgesic DM came up that showed how quantum computers can fact arise numbers relatively fast and prime factory ization is at the core of a lot of cryptology algorithms. So if you can fact arise, you know, if you get you know, number 21 you say, Well, that's three times seven, and those three, you know, three and seven or prime numbers. Uh, that's an example of a problem that has been solved with quantum computing, but if you have an actual number, would like, you know, 2000 digits in it. That's really harder to do. It's impossible to do for existing computers and even for quantum computers. Ways off, however. So as you mentioned, cubits can be somewhere between zero and one, and you're trying to create cubits Now there are many different ways of building cubits. You can do trapped ions, trapped ion trapped atoms, photons, uh, sometimes with super cool, sometimes not super cool. But fundamentally, you're trying to get these quantum level elements or particles into a superimposed entanglement state. And there are different ways of doing that, which is why quantum computers out there are pursuing a lot of different ways. The whole somebody said it's really nice that quantum computing is simultaneously overhyped and underestimated on. And that is that is true because there's a lot of effort that is like ways off. On the other hand, it is so exciting that you don't want to miss out if it's going to get somewhere. So it is rapidly progressing, and it has now morphed into three different segments. Quantum computing, quantum communication and quantum sensing. Quantum sensing is when you can measure really precise my new things because when you perturb them the quantum effects can allow you to measure them. Quantum communication is working its way, especially in financial services, initially with quantum key distribution, where the key to your cryptography is sent in a quantum way. And the data sent a traditional way that our efforts to do quantum Internet, where you actually have a quantum photon going down the fiber optic lines and Brookhaven National Labs just now demonstrated a couple of weeks ago going pretty much across the, you know, Long Island and, like 87 miles or something. So it's really coming, and and fundamentally, it's going to be brand new algorithms. >>So these examples that you're giving these air all in the lab right there lab projects are actually >>some of them are in the lab projects. Some of them are out there. Of course, even traditional WiFi has benefited from quantum computing or quantum analysis and, you know, algorithms. But some of them are really like quantum key distribution. If you're a bank in New York City, you very well could go to a company and by quantum key distribution services and ship it across the you know, the waters to New Jersey on that is happening right now. Some researchers in China and Austria showed a quantum connection from, like somewhere in China, to Vienna, even as far away as that. When you then put the satellite and the nano satellites and you know, the bent pipe networks that are being talked about out there, that brings another flavor to it. So, yes, some of it is like real. Some of it is still kind of in the last. >>How about I said I would end the quantum? I just e wanna ask you mentioned earlier that sort of the geopolitical battles that are going on, who's who are the ones to watch in the Who? The horses on the track, obviously United States, China, Japan. Still pretty prominent. How is that shaping up in your >>view? Well, without a doubt, it's the US is to lose because it's got the density and the breadth and depth of all the technologies across the board. On the other hand, information age is a new eyes. Their revolution information revolution is is not trivial. And when revolutions happen, unpredictable things happen, so you gotta get it right and and one of the things that these technologies enforce one of these. These revolutions enforce is not just kind of technological and social and governance, but also culture, right? The example I give is that if you're a farmer, it takes you maybe a couple of seasons before you realize that you better get up at the crack of dawn and you better do it in this particular season. You're gonna starve six months later. So you do that to three years in a row. A culture has now been enforced on you because that's how it needs. And then when you go to industrialization, you realize that Gosh, I need these factories. And then, you know I need workers. And then next thing you know, you got 9 to 5 jobs and you didn't have that before. You don't have a command and control system. You had it in military, but not in business. And and some of those cultural shifts take place on and change. So I think the winner is going to be whoever shows the most agility in terms off cultural norms and governance and and and pursuit of actual knowledge and not being distracted by what you think. But what actually happens and Gosh, I think these exa scale technologies can make the difference. >>Shaheen Khan. Great cast. Thank you so much for joining us to celebrate the extra scale day, which is, uh, on 10. 18 on dso. Really? Appreciate your insights. >>Likewise. Thank you so much. >>All right. Thank you for watching. Keep it right there. We'll be back with our next guest right here in the Cube. We're celebrating Exa scale day right back.

>>Hey, welcome back Friday, Jeffrey here with the Cube coming to you from our Palo Alto studios today, talking about event that we're gonna have in November. It's pretty exciting. And to talk about it and give us a little bit of a preview, we're joined in the segment by Jeffrey Hammond. He's the vice president and principal analyst at Forrester. Jeffrey, great to see you. >>It's good to be here, Jeff. Thanks for having me. >>Absolutely so lot of social media memes about. You know, what's driving your digital transformation is the CEO, the CEO or CO of it, and I think we all know what the answer is. But what's what's happened is, as we've, you know, accelerated digital transformation, and we had the lights light switch moment, everybody working from home. We're now six months, eight months into this, and this is gonna be going on for a while. So specifically in the context of Dev Ops, where such a foundation of that is us getting together every morning in a room and having a quick stand up and talking about what our challenges isn't going out to develop. We have been able to do that for six months, and we're probably not gonna be able to do it for a little while longer. So how is Dev? Ops in 2021? The Age of Covert and even Post Cove is gonna be different from what we had say, 2019. >>Yeah, Jeff. A couple years ago I wrote a piece called Designing Developer Spaces. And it was all about creating physical spaces for agile teams. Toe work in because as creative teams, they needed to have an environment that supported them. And the idea of remote working was kind of like unaudited e. You know, there was a list up on git hub of of companies that supported remote developers. And it was maybe 100 companies long at that point. And, you know, now you know, in 2020 every company is a remote development company. And so all those investments in physical spaces, too, for cross functional co located teams aren't something that we're able to take advantage of today, and as a result, it's forcing companies Thio become even more disciplined with respect to the things that they do to help development teams work together. It's enforcing them to to, you know, focus on what I would call spiritual co location because physical co location is no longer an option. And you can't do that without having and even higher attention toe automation on Dev ops practices that enable it, but also an increased focus on enabling digital collaboration. Moving from things like the physical con bond wall that you put index cards on onto tools that help you replicate that sort of capability. But do it in a digital world when you have 100% remote developers, right? >>Right, so so just begs a lot of questions. You know? What should people be measuring? How should they be measuring? I mean, we have all kinds of measurement tools, and obviously the devolves process is continuous thing that's happening every day, pushing out new releases every day. How dio the managers kind of rethink about how they're measuring outcomes. I don't wanna say success because it's really outcomes and not activity. >>Yeah, it's a really timely question, Jeff. You know, I've been getting a lot of questions from from large enterprise development shops about Well, how doe I make sure that my employees are still productive now that I can't see them. Should I be measuring individual productivity? You know my answers. You know, I don't think so. You really want to be able Thio? You really want to be able Thio measure the team level, But you may want to allow individuals to begin toe look at their own productivity metrics and benchmarks themselves because they can't see the person next to them in the other desk or have that conversation and know that they're doing a good job. So the way that managers works changes significantly. Andi. That's one of the things that we'll talk about in November, >>right? And I'm just curious. How much stuff can we pull from? Generic leadership is well, because it's the same situation. I love your I love your concept of spiritual alignment that's also got to come not only from the Dev Ops team, but from all the senior leadership now who don't necessarily have the opportunity to reinforce those messages in the hallway or whatever the kind of the normal communication channels that they used before. But this this is well beyond Dev ops, but really, you know, leadership in general, I would say >>Yeah, it comes down to data collaboration and shared vision. You know, those principles were not unique to software development, but they're extremely important for any type of creative work. And and that's what software development is. So we can learn a lot from from from from the businesses, the whole. But then we need to apply it specifically in the process and context of developing software. And that's where Dev Ops creates the link to enable that happen. >>Yeah, really? An interesting kind of fork in the road, if you will. Dev Ops has been around for 20 some odd years. Fundamental change in the way software respect and built and delivered. But as you said, I mean, even by definition, um, cross functional co located teams simply aren't enabled today and probably won't be for a little while longer. So I think this is probably, ah, lot of information that people are really excited to hear. >>Yeah, especially because we're now out of the sprint phase. We're moving into a marathon. We're gonna have to deal with this for probably at least the next 8 to 12 months. So we've got to start thinking differently for the long term and and and how we keep our employees productive, but we also keep them happy and make sure that they aren't burning out so that they're developing great software. That really matters. >>Yeah, that's great. Well, thanks for the little tease we look forward to getting. Ah, a lot more meat in this topic and diving in in November. So, Jeffrey, Thanks for stopping by and again. His Dev Ops Virtual Form, November 18th, 11 a.m. Eastern 80 and Pacific. Jeffrey, we'll see you there. >>Can't wait. It'll be a lot of, um >>Alright. He's Jeffrey. I'm Jeff. You're watching the Cube, so get ready. Mark your calendars for November. It's the Dev Ops Virtual Forum. Um, November 18. 11 a.m. Eastern eight, Pacific Sea There. Thanks for watching. Yeah.

>>from around the globe. It's the Cube covering >>space and cybersecurity. Symposium 2020 hosted by Cal Poly >>Over On Welcome to this Special virtual conference. The Space and Cybersecurity Symposium 2020 put on by Cal Poly with support from the Cube. I'm John for your host and master of ceremonies. Got a great topic today in this session. Really? The intersection of space and cybersecurity. This topic and this conversation is the cybersecurity workforce development through public and private partnerships. And we've got a great lineup. We have Jeff Armstrong's the president of California Polytechnic State University, also known as Cal Poly Jeffrey. Thanks for jumping on and Bang. Go ahead. The second director of C four s R Division. And he's joining us from the office of the Under Secretary of Defense for the acquisition Sustainment Department of Defense, D O D. And, of course, Steve Jake's executive director, founder, National Security Space Association and managing partner at Bello's. Gentlemen, thank you for joining me for this session. We got an hour conversation. Thanks for coming on. >>Thank you. >>So we got a virtual event here. We've got an hour, have a great conversation and love for you guys do? In opening statement on how you see the development through public and private partnerships around cybersecurity in space, Jeff will start with you. >>Well, thanks very much, John. It's great to be on with all of you. Uh, on behalf Cal Poly Welcome, everyone. Educating the workforce of tomorrow is our mission to Cal Poly. Whether that means traditional undergraduates, master students are increasingly mid career professionals looking toe up, skill or re skill. Our signature pedagogy is learn by doing, which means that our graduates arrive at employers ready Day one with practical skills and experience. We have long thought of ourselves is lucky to be on California's beautiful central Coast. But in recent years, as we have developed closer relationships with Vandenberg Air Force Base, hopefully the future permanent headquarters of the United States Space Command with Vandenberg and other regional partners, we have discovered that our location is even more advantages than we thought. We're just 50 miles away from Vandenberg, a little closer than u C. Santa Barbara, and the base represents the southern border of what we have come to think of as the central coast region. Cal Poly and Vandenberg Air force base have partner to support regional economic development to encourage the development of a commercial spaceport toe advocate for the space Command headquarters coming to Vandenberg and other ventures. These partnerships have been possible because because both parties stand to benefit Vandenberg by securing new streams of revenue, workforce and local supply chain and Cal Poly by helping to grow local jobs for graduates, internship opportunities for students, and research and entrepreneurship opportunities for faculty and staff. Crucially, what's good for Vandenberg Air Force Base and for Cal Poly is also good for the Central Coast and the US, creating new head of household jobs, infrastructure and opportunity. Our goal is that these new jobs bring more diversity and sustainability for the region. This regional economic development has taken on a life of its own, spawning a new nonprofit called Reach, which coordinates development efforts from Vandenberg Air Force Base in the South to camp to Camp Roberts in the North. Another factor that is facilitated our relationship with Vandenberg Air Force Base is that we have some of the same friends. For example, Northrop Grumman has has long been an important defense contractor, an important partner to Cal poly funding scholarships and facilities that have allowed us to stay current with technology in it to attract highly qualified students for whom Cal Poly's costs would otherwise be prohibitive. For almost 20 years north of grimness funded scholarships for Cal Poly students this year, their funding 64 scholarships, some directly in our College of Engineering and most through our Cal Poly Scholars program, Cal Poly Scholars, a support both incoming freshman is transfer students. These air especially important because it allows us to provide additional support and opportunities to a group of students who are mostly first generation, low income and underrepresented and who otherwise might not choose to attend Cal Poly. They also allow us to recruit from partner high schools with large populations of underrepresented minority students, including the Fortune High School in Elk Grove, which we developed a deep and lasting connection. We know that the best work is done by balanced teams that include multiple and diverse perspectives. These scholarships help us achieve that goal, and I'm sure you know Northrop Grumman was recently awarded a very large contract to modernized the U. S. I. C B M Armory with some of the work being done at Vandenberg Air Force Base, thus supporting the local economy and protecting protecting our efforts in space requires partnerships in the digital realm. How Polly is partnered with many private companies, such as AWS. Our partnerships with Amazon Web services has enabled us to train our students with next generation cloud engineering skills, in part through our jointly created digital transformation hub. Another partnership example is among Cal Poly's California Cybersecurity Institute, College of Engineering and the California National Guard. This partnership is focused on preparing a cyber ready workforce by providing faculty and students with a hands on research and learning environment, side by side with military, law enforcement professionals and cyber experts. We also have a long standing partnership with PG and E, most recently focused on workforce development and redevelopment. Many of our graduates do indeed go on to careers in aerospace and defense industry as a rough approximation. More than 4500 Cal Poly graduates list aerospace and defense as their employment sector on linked in, and it's not just our engineers and computer sciences. When I was speaking to our fellow Panelists not too long ago, >>are >>speaking to bang, we learned that Rachel sins, one of our liberal arts arts majors, is working in his office. So shout out to you, Rachel. And then finally, of course, some of our graduates sword extraordinary heights such as Commander Victor Glover, who will be heading to the International space station later this year as I close. All of which is to say that we're deeply committed the workforce, development and redevelopment that we understand the value of public private partnerships and that were eager to find new ways in which to benefit everyone from this further cooperation. So we're committed to the region, the state in the nation and our past efforts in space, cybersecurity and links to our partners at as I indicated, aerospace industry and governmental partners provides a unique position for us to move forward in the interface of space and cybersecurity. Thank you so much, John. >>President, I'm sure thank you very much for the comments and congratulations to Cal Poly for being on the forefront of innovation and really taking a unique progressive. You and wanna tip your hat to you guys over there. Thank you very much for those comments. Appreciate it. Bahng. Department of Defense. Exciting you gotta defend the nation spaces Global. Your opening statement. >>Yes, sir. Thanks, John. Appreciate that day. Thank you, everybody. I'm honored to be this panel along with President Armstrong, Cal Poly in my long longtime friend and colleague Steve Jakes of the National Security Space Association, to discuss a very important topic of cybersecurity workforce development, as President Armstrong alluded to, I'll tell you both of these organizations, Cal Poly and the N S. A have done and continue to do an exceptional job at finding talent, recruiting them in training current and future leaders and technical professionals that we vitally need for our nation's growing space programs. A swell Asare collective National security Earlier today, during Session three high, along with my colleague Chris Hansen discussed space, cyber Security and how the space domain is changing the landscape of future conflicts. I discussed the rapid emergence of commercial space with the proliferations of hundreds, if not thousands, of satellites providing a variety of services, including communications allowing for global Internet connectivity. S one example within the O. D. We continue to look at how we can leverage this opportunity. I'll tell you one of the enabling technologies eyes the use of small satellites, which are inherently cheaper and perhaps more flexible than the traditional bigger systems that we have historically used unemployed for the U. D. Certainly not lost on Me is the fact that Cal Poly Pioneer Cube SATs 2020 some years ago, and they set the standard for the use of these systems today. So they saw the valiant benefit gained way ahead of everybody else, it seems, and Cal Poly's focus on training and education is commendable. I especially impressed by the efforts of another of Steve's I colleague, current CEO Mr Bill Britain, with his high energy push to attract the next generation of innovators. Uh, earlier this year, I had planned on participating in this year's Cyber Innovation Challenge. In June works Cal Poly host California Mill and high school students and challenge them with situations to test their cyber knowledge. I tell you, I wish I had that kind of opportunity when I was a kid. Unfortunately, the pandemic change the plan. Why I truly look forward. Thio feature events such as these Thio participating. Now I want to recognize my good friend Steve Jakes, whom I've known for perhaps too long of a time here over two decades or so, who was in acknowledge space expert and personally, I truly applaud him for having the foresight of years back to form the National Security Space Association to help the entire space enterprise navigate through not only technology but Polly policy issues and challenges and paved the way for operational izing space. Space is our newest horrifying domain. That's not a secret anymore. Uh, and while it is a unique area, it shares a lot of common traits with the other domains such as land, air and sea, obviously all of strategically important to the defense of the United States. In conflict they will need to be. They will all be contested and therefore they all need to be defended. One domain alone will not win future conflicts in a joint operation. We must succeed. All to defending space is critical as critical is defending our other operational domains. Funny space is no longer the sanctuary available only to the government. Increasingly, as I discussed in the previous session, commercial space is taking the lead a lot of different areas, including R and D, A so called new space, so cyber security threat is even more demanding and even more challenging. Three US considers and federal access to and freedom to operate in space vital to advancing security, economic prosperity, prosperity and scientific knowledge of the country. That's making cyberspace an inseparable component. America's financial, social government and political life. We stood up US Space force ah, year ago or so as the newest military service is like the other services. Its mission is to organize, train and equip space forces in order to protect us and allied interest in space and to provide space capabilities to the joint force. Imagine combining that US space force with the U. S. Cyber Command to unify the direction of space and cyberspace operation strengthened U D capabilities and integrate and bolster d o d cyber experience. Now, of course, to enable all of this requires had trained and professional cadre of cyber security experts, combining a good mix of policy as well as high technical skill set much like we're seeing in stem, we need to attract more people to this growing field. Now the D. O. D. Is recognized the importance of the cybersecurity workforce, and we have implemented policies to encourage his growth Back in 2013 the deputy secretary of defense signed the D. O d cyberspace workforce strategy to create a comprehensive, well equipped cyber security team to respond to national security concerns. Now this strategy also created a program that encourages collaboration between the D. O. D and private sector employees. We call this the Cyber Information Technology Exchange program or site up. It's an exchange programs, which is very interesting, in which a private sector employees can naturally work for the D. O. D. In a cyber security position that spans across multiple mission critical areas are important to the d. O. D. A key responsibility of cybersecurity community is military leaders on the related threats and cyber security actions we need to have to defeat these threats. We talk about rapid that position, agile business processes and practices to speed up innovation. Likewise, cybersecurity must keep up with this challenge to cyber security. Needs to be right there with the challenges and changes, and this requires exceptional personnel. We need to attract talent investing the people now to grow a robust cybersecurity, workforce, streets, future. I look forward to the panel discussion, John. Thank you. >>Thank you so much bomb for those comments and you know, new challenges and new opportunities and new possibilities and free freedom Operating space. Critical. Thank you for those comments. Looking forward. Toa chatting further. Steve Jakes, executive director of N. S. S. A Europe opening statement. >>Thank you, John. And echoing bangs thanks to Cal Poly for pulling these this important event together and frankly, for allowing the National Security Space Association be a part of it. Likewise, we on behalf the association delighted and honored Thio be on this panel with President Armstrong along with my friend and colleague Bonneau Glue Mahad Something for you all to know about Bomb. He spent the 1st 20 years of his career in the Air Force doing space programs. He then went into industry for several years and then came back into government to serve. Very few people do that. So bang on behalf of the space community, we thank you for your long life long devotion to service to our nation. We really appreciate that and I also echo a bang shot out to that guy Bill Britain, who has been a long time co conspirator of ours for a long time and you're doing great work there in the cyber program at Cal Poly Bill, keep it up. But professor arms trying to keep a close eye on him. Uh, I would like to offer a little extra context to the great comments made by by President Armstrong and bahng. Uh, in our view, the timing of this conference really could not be any better. Um, we all recently reflected again on that tragic 9 11 surprise attack on our homeland. And it's an appropriate time, we think, to take pause while the percentage of you in the audience here weren't even born or babies then For the most of us, it still feels like yesterday. And moreover, a tragedy like 9 11 has taught us a lot to include to be more vigilant, always keep our collective eyes and ears open to include those quote eyes and ears from space, making sure nothing like this ever happens again. So this conference is a key aspect. Protecting our nation requires we work in a cybersecurity environment at all times. But, you know, the fascinating thing about space systems is we can't see him. No, sir, We see Space launches man there's nothing more invigorating than that. But after launch, they become invisible. So what are they really doing up there? What are they doing to enable our quality of life in the United States and in the world? Well, to illustrate, I'd like to paraphrase elements of an article in Forbes magazine by Bonds and my good friend Chuck Beans. Chuck. It's a space guy, actually had Bonds job a fuse in the Pentagon. He is now chairman and chief strategy officer at York Space Systems, and in his spare time he's chairman of the small satellites. Chuck speaks in words that everyone can understand. So I'd like to give you some of his words out of his article. Uh, they're afraid somewhat. So these are Chuck's words. Let's talk about average Joe and playing Jane. Before heading to the airport for a business trip to New York City, Joe checks the weather forecast informed by Noah's weather satellites to see what pack for the trip. He then calls an uber that space app. Everybody uses it matches riders with drivers via GPS to take into the airport, So Joe has lunch of the airport. Unbeknownst to him, his organic lunch is made with the help of precision farming made possible through optimized irrigation and fertilization, with remote spectral sensing coming from space and GPS on the plane, the pilot navigates around weather, aided by GPS and nose weather satellites. And Joe makes his meeting on time to join his New York colleagues in a video call with a key customer in Singapore made possible by telecommunication satellites. Around to his next meeting, Joe receives notice changing the location of the meeting to another to the other side of town. So he calmly tells Syria to adjust the destination, and his satellite guided Google maps redirects him to the new location. That evening, Joe watches the news broadcast via satellite. The report details a meeting among world leaders discussing the developing crisis in Syria. As it turns out, various forms of quote remotely sensed. Information collected from satellites indicate that yet another band, chemical weapon, may have been used on its own people. Before going to bed, Joe decides to call his parents and congratulate them for their wedding anniversary as they cruise across the Atlantic, made possible again by communications satellites and Joe's parents can enjoy the call without even wondering how it happened the next morning. Back home, Joe's wife, Jane, is involved in a car accident. Her vehicle skids off the road. She's knocked unconscious, but because of her satellite equipped on star system, the crash is detected immediately and first responders show up on the scene. In time, Joe receives the news books. An early trip home sends flowers to his wife as he orders another uber to the airport. Over that 24 hours, Joe and Jane used space system applications for nearly every part of their day. Imagine the consequences if at any point they were somehow denied these services, whether they be by natural causes or a foreign hostility. And each of these satellite applications used in this case were initially developed for military purposes and continue to be, but also have remarkable application on our way of life. Just many people just don't know that. So, ladies and gentlemen, now you know, thanks to chuck beans, well, the United States has a proud heritage being the world's leading space faring nation, dating back to the Eisenhower and Kennedy years. Today we have mature and robust systems operating from space, providing overhead reconnaissance to quote, wash and listen, provide missile warning, communications, positioning, navigation and timing from our GPS system. Much of what you heard in Lieutenant General J. T. Thompson earlier speech. These systems are not only integral to our national security, but also our also to our quality of life is Chuck told us. We simply no longer could live without these systems as a nation and for that matter, as a world. But over the years, adversary like adversaries like China, Russia and other countries have come to realize the value of space systems and are aggressively playing ketchup while also pursuing capabilities that will challenge our systems. As many of you know, in 2000 and seven, China demonstrated it's a set system by actually shooting down is one of its own satellites and has been aggressively developing counter space systems to disrupt hours. So in a heavily congested space environment, our systems are now being contested like never before and will continue to bay well as Bond mentioned, the United States has responded to these changing threats. In addition to adding ways to protect our system, the administration and in Congress recently created the United States Space Force and the operational you United States Space Command, the latter of which you heard President Armstrong and other Californians hope is going to be located. Vandenberg Air Force Base Combined with our intelligence community today, we have focused military and civilian leadership now in space. And that's a very, very good thing. Commence, really. On the industry side, we did create the National Security Space Association devoted solely to supporting the national security Space Enterprise. We're based here in the D C area, but we have arms and legs across the country, and we are loaded with extraordinary talent. In scores of Forman, former government executives, So S s a is joined at the hip with our government customers to serve and to support. We're busy with a multitude of activities underway ranging from a number of thought provoking policy. Papers are recurring space time Webcast supporting Congress's Space Power Caucus and other main serious efforts. Check us out at NSS. A space dot org's One of our strategic priorities in central to today's events is to actively promote and nurture the workforce development. Just like cow calling. We will work with our U. S. Government customers, industry leaders and academia to attract and recruit students to join the space world, whether in government or industry and two assistant mentoring and training as their careers. Progress on that point, we're delighted. Be delighted to be working with Cal Poly as we hopefully will undertake a new pilot program with him very soon. So students stay tuned something I can tell you Space is really cool. While our nation's satellite systems are technical and complex, our nation's government and industry work force is highly diverse, with a combination of engineers, physicists, method and mathematicians, but also with a large non technical expertise as well. Think about how government gets things thes systems designed, manufactured, launching into orbit and operating. They do this via contracts with our aerospace industry, requiring talents across the board from cost estimating cost analysis, budgeting, procurement, legal and many other support. Tasker Integral to the mission. Many thousands of people work in the space workforce tens of billions of dollars every year. This is really cool stuff, no matter what your education background, a great career to be part of. When summary as bang had mentioned Aziz, well, there is a great deal of exciting challenges ahead we will see a new renaissance in space in the years ahead, and in some cases it's already begun. Billionaires like Jeff Bezos, Elon Musk, Sir Richard Richard Branson are in the game, stimulating new ideas in business models, other private investors and start up companies. Space companies are now coming in from all angles. The exponential advancement of technology and microelectronics now allows the potential for a plethora of small SAT systems to possibly replace older satellites the size of a Greyhound bus. It's getting better by the day and central to this conference, cybersecurity is paramount to our nation's critical infrastructure in space. So once again, thanks very much, and I look forward to the further conversation. >>Steve, thank you very much. Space is cool. It's relevant. But it's important, as you pointed out, and you're awesome story about how it impacts our life every day. So I really appreciate that great story. I'm glad you took the time Thio share that you forgot the part about the drone coming over in the crime scene and, you know, mapping it out for you. But that would add that to the story later. Great stuff. My first question is let's get into the conversations because I think this is super important. President Armstrong like you to talk about some of the points that was teased out by Bang and Steve. One in particular is the comment around how military research was important in developing all these capabilities, which is impacting all of our lives. Through that story. It was the military research that has enabled a generation and generation of value for consumers. This is kind of this workforce conversation. There are opportunities now with with research and grants, and this is, ah, funding of innovation that it's highly accelerate. It's happening very quickly. Can you comment on how research and the partnerships to get that funding into the universities is critical? >>Yeah, I really appreciate that And appreciate the comments of my colleagues on it really boils down to me to partnerships, public private partnerships. You mentioned Northrop Grumman, but we have partnerships with Lockie Martin, Boeing, Raytheon Space six JPL, also member of organization called Business Higher Education Forum, which brings together university presidents and CEOs of companies. There's been focused on cybersecurity and data science, and I hope that we can spill into cybersecurity in space but those partnerships in the past have really brought a lot forward at Cal Poly Aziz mentioned we've been involved with Cube set. Uh, we've have some secure work and we want to plan to do more of that in the future. Uh, those partnerships are essential not only for getting the r and d done, but also the students, the faculty, whether masters or undergraduate, can be involved with that work. Uh, they get that real life experience, whether it's on campus or virtually now during Covic or at the location with the partner, whether it may be governmental or our industry. Uh, and then they're even better equipped, uh, to hit the ground running. And of course, we'd love to see even more of our students graduate with clearance so that they could do some of that a secure work as well. So these partnerships are absolutely critical, and it's also in the context of trying to bring the best and the brightest and all demographics of California and the US into this field, uh, to really be successful. So these partnerships are essential, and our goal is to grow them just like I know other colleagues and C. S u and the U C are planning to dio, >>you know, just as my age I've seen I grew up in the eighties, in college and during that systems generation and that the generation before me, they really kind of pioneered the space that spawned the computer revolution. I mean, you look at these key inflection points in our lives. They were really funded through these kinds of real deep research. Bond talk about that because, you know, we're living in an age of cloud. And Bezos was mentioned. Elon Musk. Sir Richard Branson. You got new ideas coming in from the outside. You have an accelerated clock now on terms of the innovation cycles, and so you got to react differently. You guys have programs to go outside >>of >>the Defense Department. How important is this? Because the workforce that air in schools and our folks re skilling are out there and you've been on both sides of the table. So share your thoughts. >>No, thanks, John. Thanks for the opportunity responded. And that's what you hit on the notes back in the eighties, R and D in space especially, was dominated by my government funding. Uh, contracts and so on. But things have changed. As Steve pointed out, A lot of these commercial entities funded by billionaires are coming out of the woodwork funding R and D. So they're taking the lead. So what we can do within the deal, the in government is truly take advantage of the work they've done on. Uh, since they're they're, you know, paving the way to new new approaches and new way of doing things. And I think we can We could certainly learn from that. And leverage off of that saves us money from an R and D standpoint while benefiting from from the product that they deliver, you know, within the O D Talking about workforce development Way have prioritized we have policies now to attract and retain talent. We need I I had the folks do some research and and looks like from a cybersecurity workforce standpoint. A recent study done, I think, last year in 2019 found that the cybersecurity workforce gap in the U. S. Is nearing half a million people, even though it is a growing industry. So the pipeline needs to be strengthened off getting people through, you know, starting young and through college, like assess a professor Armstrong indicated, because we're gonna need them to be in place. Uh, you know, in a period of about maybe a decade or so, Uh, on top of that, of course, is the continuing issue we have with the gap with with stamps students, we can't afford not to have expertise in place to support all the things we're doing within the with the not only deal with the but the commercial side as well. Thank you. >>How's the gap? Get? Get filled. I mean, this is the this is again. You got cybersecurity. I mean, with space. It's a whole another kind of surface area, if you will, in early surface area. But it is. It is an I o t. Device if you think about it. But it does have the same challenges. That's kind of current and and progressive with cybersecurity. Where's the gap Get filled, Steve Or President Armstrong? I mean, how do you solve the problem and address this gap in the workforce? What is some solutions and what approaches do we need to put in place? >>Steve, go ahead. I'll follow up. >>Okay. Thanks. I'll let you correct. May, uh, it's a really good question, and it's the way I would. The way I would approach it is to focus on it holistically and to acknowledge it up front. And it comes with our teaching, etcetera across the board and from from an industry perspective, I mean, we see it. We've gotta have secure systems with everything we do and promoting this and getting students at early ages and mentoring them and throwing internships at them. Eyes is so paramount to the whole the whole cycle, and and that's kind of and it really takes focused attention. And we continue to use the word focus from an NSS, a perspective. We know the challenges that are out there. There are such talented people in the workforce on the government side, but not nearly enough of them. And likewise on industry side. We could use Maura's well, but when you get down to it, you know we can connect dots. You know that the the aspect That's a Professor Armstrong talked about earlier toe where you continue to work partnerships as much as you possibly can. We hope to be a part of that. That network at that ecosystem the will of taking common objectives and working together to kind of make these things happen and to bring the power not just of one or two companies, but our our entire membership to help out >>President >>Trump. Yeah, I would. I would also add it again. It's back to partnerships that I talked about earlier. One of our partners is high schools and schools fortune Margaret Fortune, who worked in a couple of, uh, administrations in California across party lines and education. Their fifth graders all visit Cal Poly and visit our learned by doing lab and you, you've got to get students interested in stem at a early age. We also need the partnerships, the scholarships, the financial aid so the students can graduate with minimal to no debt to really hit the ground running. And that's exacerbated and really stress. Now, with this covert induced recession, California supports higher education at a higher rate than most states in the nation. But that is that has dropped this year or reasons. We all understand, uh, due to Kobe, and so our partnerships, our creativity on making sure that we help those that need the most help financially uh, that's really key, because the gaps air huge eyes. My colleagues indicated, you know, half of half a million jobs and you need to look at the the students that are in the pipeline. We've got to enhance that. Uh, it's the in the placement rates are amazing. Once the students get to a place like Cal Poly or some of our other amazing CSU and UC campuses, uh, placement rates are like 94%. >>Many of our >>engineers, they have jobs lined up a year before they graduate. So it's just gonna take key partnerships working together. Uh, and that continued partnership with government, local, of course, our state of CSU on partners like we have here today, both Stephen Bang So partnerships the thing >>e could add, you know, the collaboration with universities one that we, uh, put a lot of emphasis, and it may not be well known fact, but as an example of national security agencies, uh, National Centers of Academic Excellence in Cyber, the Fast works with over 270 colleges and universities across the United States to educate its 45 future cyber first responders as an example, so that Zatz vibrant and healthy and something that we ought Teoh Teik, banjo >>off. Well, I got the brain trust here on this topic. I want to get your thoughts on this one point. I'd like to define what is a public private partnership because the theme that's coming out of the symposium is the script has been flipped. It's a modern error. Things air accelerated get you got security. So you get all these things kind of happen is a modern approach and you're seeing a digital transformation play out all over the world in business. Andi in the public sector. So >>what is what >>is a modern public private partnership? What does it look like today? Because people are learning differently, Covert has pointed out, which was that we're seeing right now. How people the progressions of knowledge and learning truth. It's all changing. How do you guys view the modern version of public private partnership and some some examples and improve points? Can you can you guys share that? We'll start with the Professor Armstrong. >>Yeah. A zai indicated earlier. We've had on guy could give other examples, but Northup Grumman, uh, they helped us with cyber lab. Many years ago. That is maintained, uh, directly the software, the connection outside its its own unit so that students can learn the hack, they can learn to penetrate defenses, and I know that that has already had some considerations of space. But that's a benefit to both parties. So a good public private partnership has benefits to both entities. Uh, in the common factor for universities with a lot of these partnerships is the is the talent, the talent that is, that is needed, what we've been working on for years of the, you know, that undergraduate or master's or PhD programs. But now it's also spilling into Skilling and re Skilling. As you know, Jobs. Uh, you know, folks were in jobs today that didn't exist two years, three years, five years ago. But it also spills into other aspects that can expand even mawr. We're very fortunate. We have land, there's opportunities. We have one tech part project. We're expanding our tech park. I think we'll see opportunities for that, and it'll it'll be adjusted thio, due to the virtual world that we're all learning more and more about it, which we were in before Cove it. But I also think that that person to person is going to be important. Um, I wanna make sure that I'm driving across the bridge. Or or that that satellites being launched by the engineer that's had at least some in person training, uh, to do that and that experience, especially as a first time freshman coming on a campus, getting that experience expanding and as adult. And we're gonna need those public private partnerships in order to continue to fund those at a level that is at the excellence we need for these stem and engineering fields. >>It's interesting People in technology can work together in these partnerships in a new way. Bank Steve Reaction Thio the modern version of what a public, successful private partnership looks like. >>If I could jump in John, I think, you know, historically, Dodi's has have had, ah, high bar thio, uh, to overcome, if you will, in terms of getting rapid pulling in your company. This is the fault, if you will and not rely heavily in are the usual suspects of vendors and like and I think the deal is done a good job over the last couple of years off trying to reduce the burden on working with us. You know, the Air Force. I think they're pioneering this idea around pitch days where companies come in, do a two hour pitch and immediately notified of a wooden award without having to wait a long time. Thio get feedback on on the quality of the product and so on. So I think we're trying to do our best. Thio strengthen that partnership with companies outside the main group of people that we typically use. >>Steve, any reaction? Comment to add? >>Yeah, I would add a couple of these air. Very excellent thoughts. Uh, it zits about taking a little gamble by coming out of your comfort zone. You know, the world that Bond and Bond lives in and I used to live in in the past has been quite structured. It's really about we know what the threat is. We need to go fix it, will design it says we go make it happen, we'll fly it. Um, life is so much more complicated than that. And so it's it's really to me. I mean, you take you take an example of the pitch days of bond talks about I think I think taking a gamble by attempting to just do a lot of pilot programs, uh, work the trust factor between government folks and the industry folks in academia. Because we are all in this together in a lot of ways, for example. I mean, we just sent the paper to the White House of their requests about, you know, what would we do from a workforce development perspective? And we hope Thio embellish on this over time once the the initiative matures. But we have a piece of it, for example, is the thing we call clear for success getting back Thio Uh, President Armstrong's comments at the collegiate level. You know, high, high, high quality folks are in high demand. So why don't we put together a program they grabbed kids in their their underclass years identifies folks that are interested in doing something like this. Get them scholarships. Um, um, I have a job waiting for them that their contract ID for before they graduate, and when they graduate, they walk with S C I clearance. We believe that could be done so, and that's an example of ways in which the public private partnerships can happen to where you now have a talented kid ready to go on Day one. We think those kind of things can happen. It just gets back down to being focused on specific initiatives, give them giving them a chance and run as many pilot programs as you can like these days. >>That's a great point, E. President. >>I just want to jump in and echo both the bank and Steve's comments. But Steve, that you know your point of, you know, our graduates. We consider them ready Day one. Well, they need to be ready Day one and ready to go secure. We totally support that and and love to follow up offline with you on that. That's that's exciting, uh, and needed very much needed mawr of it. Some of it's happening, but way certainly have been thinking a lot about that and making some plans, >>and that's a great example of good Segway. My next question. This kind of reimagining sees work flows, eyes kind of breaking down the old the old way and bringing in kind of a new way accelerated all kind of new things. There are creative ways to address this workforce issue, and this is the next topic. How can we employ new creative solutions? Because, let's face it, you know, it's not the days of get your engineering degree and and go interview for a job and then get slotted in and get the intern. You know the programs you get you particularly through the system. This is this is multiple disciplines. Cybersecurity points at that. You could be smart and math and have, ah, degree in anthropology and even the best cyber talents on the planet. So this is a new new world. What are some creative approaches that >>you know, we're >>in the workforce >>is quite good, John. One of the things I think that za challenge to us is you know, we got somehow we got me working for with the government, sexy, right? The part of the challenge we have is attracting the right right level of skill sets and personnel. But, you know, we're competing oftentimes with the commercial side, the gaming industry as examples of a big deal. And those are the same talents. We need to support a lot of programs we have in the U. D. So somehow we have to do a better job to Steve's point off, making the work within the U. D within the government something that they would be interested early on. So I tracked him early. I kind of talked about Cal Poly's, uh, challenge program that they were gonna have in June inviting high school kid. We're excited about the whole idea of space and cyber security, and so on those air something. So I think we have to do it. Continue to do what were the course the next several years. >>Awesome. Any other creative approaches that you guys see working or might be on idea, or just a kind of stoked the ideation out their internship. So obviously internships are known, but like there's gotta be new ways. >>I think you can take what Steve was talking about earlier getting students in high school, uh, and aligning them sometimes. Uh, that intern first internship, not just between the freshman sophomore year, but before they inter cal poly per se. And they're they're involved s So I think that's, uh, absolutely key. Getting them involved many other ways. Um, we have an example of of up Skilling a redeveloped work redevelopment here in the Central Coast. PG and e Diablo nuclear plant as going to decommission in around 2020 24. And so we have a ongoing partnership toe work on reposition those employees for for the future. So that's, you know, engineering and beyond. Uh, but think about that just in the manner that you were talking about. So the up skilling and re Skilling uh, on I think that's where you know, we were talking about that Purdue University. Other California universities have been dealing with online programs before cove it and now with co vid uh, so many more faculty or were pushed into that area. There's going to be much more going and talk about workforce development and up Skilling and Re Skilling The amount of training and education of our faculty across the country, uh, in in virtual, uh, and delivery has been huge. So there's always a silver linings in the cloud. >>I want to get your guys thoughts on one final question as we in the in the segment. And we've seen on the commercial side with cloud computing on these highly accelerated environments where you know, SAS business model subscription. That's on the business side. But >>one of The >>things that's clear in this trend is technology, and people work together and technology augments the people components. So I'd love to get your thoughts as we look at the world now we're living in co vid um, Cal Poly. You guys have remote learning Right now. It's a infancy. It's a whole new disruption, if you will, but also an opportunity to enable new ways to collaborate, Right? So if you look at people and technology, can you guys share your view and vision on how communities can be developed? How these digital technologies and people can work together faster to get to the truth or make a discovery higher to build the workforce? These air opportunities? How do you guys view this new digital transformation? >>Well, I think there's there's a huge opportunities and just what we're doing with this symposium. We're filming this on one day, and it's going to stream live, and then the three of us, the four of us, can participate and chat with participants while it's going on. That's amazing. And I appreciate you, John, you bringing that to this this symposium, I think there's more and more that we can do from a Cal poly perspective with our pedagogy. So you know, linked to learn by doing in person will always be important to us. But we see virtual. We see partnerships like this can expand and enhance our ability and minimize the in person time, decrease the time to degree enhanced graduation rate, eliminate opportunity gaps or students that don't have the same advantages. S so I think the technological aspect of this is tremendous. Then on the up Skilling and Re Skilling, where employees air all over, they can be reached virtually then maybe they come to a location or really advanced technology allows them to get hands on virtually, or they come to that location and get it in a hybrid format. Eso I'm I'm very excited about the future and what we can do, and it's gonna be different with every university with every partnership. It's one. Size does not fit all. >>It's so many possibilities. Bond. I could almost imagine a social network that has a verified, you know, secure clearance. I can jump in, have a little cloak of secrecy and collaborate with the d o. D. Possibly in the future. But >>these are the >>kind of kind of crazy ideas that are needed. Are your thoughts on this whole digital transformation cross policy? >>I think technology is gonna be revolutionary here, John. You know, we're focusing lately on what we call digital engineering to quicken the pace off, delivering capability to warfighter. As an example, I think a I machine language all that's gonna have a major play and how we operate in the future. We're embracing five G technologies writing ability Thio zero latency or I o t More automation off the supply chain. That sort of thing, I think, uh, the future ahead of us is is very encouraging. Thing is gonna do a lot for for national defense on certainly the security of the country. >>Steve, your final thoughts. Space systems are systems, and they're connected to other systems that are connected to people. Your thoughts on this digital transformation opportunity >>Such a great question in such a fun, great challenge ahead of us. Um echoing are my colleague's sentiments. I would add to it. You know, a lot of this has I think we should do some focusing on campaigning so that people can feel comfortable to include the Congress to do things a little bit differently. Um, you know, we're not attuned to doing things fast. Uh, but the dramatic You know, the way technology is just going like crazy right now. I think it ties back Thio hoping Thio, convince some of our senior leaders on what I call both sides of the Potomac River that it's worth taking these gamble. We do need to take some of these things very way. And I'm very confident, confident and excited and comfortable. They're just gonna be a great time ahead and all for the better. >>You know, e talk about D. C. Because I'm not a lawyer, and I'm not a political person, but I always say less lawyers, more techies in Congress and Senate. So I was getting job when I say that. Sorry. Presidential. Go ahead. >>Yeah, I know. Just one other point. Uh, and and Steve's alluded to this in bonded as well. I mean, we've got to be less risk averse in these partnerships. That doesn't mean reckless, but we have to be less risk averse. And I would also I have a zoo. You talk about technology. I have to reflect on something that happened in, uh, you both talked a bit about Bill Britton and his impact on Cal Poly and what we're doing. But we were faced a few years ago of replacing a traditional data a data warehouse, data storage data center, and we partner with a W S. And thank goodness we had that in progress on it enhanced our bandwidth on our campus before Cove. It hit on with this partnership with the digital transformation hub. So there is a great example where, uh, we we had that going. That's not something we could have started. Oh, covitz hit. Let's flip that switch. And so we have to be proactive on. We also have thio not be risk averse and do some things differently. Eyes that that is really salvage the experience for for students. Right now, as things are flowing, well, we only have about 12% of our courses in person. Uh, those essential courses, uh, and just grateful for those partnerships that have talked about today. >>Yeah, and it's a shining example of how being agile, continuous operations, these air themes that expand into space and the next workforce needs to be built. Gentlemen, thank you. very much for sharing your insights. I know. Bang, You're gonna go into the defense side of space and your other sessions. Thank you, gentlemen, for your time for great session. Appreciate it. >>Thank you. Thank you. >>Thank you. >>Thank you. Thank you. Thank you all. >>I'm John Furry with the Cube here in Palo Alto, California Covering and hosting with Cal Poly The Space and Cybersecurity Symposium 2020. Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of VM World 20 >>20 brought to you by VM Ware and its ecosystem partners. Hello and welcome back to the cubes. Virtual coverage of VM World 2020 Virtual. Is the Cube virtual not there in person this year because of CO of it? I'm John for your host of the Cube. Got David wants to meet him in all the Cube folks covering, of course, with VM Ware and VM World 2022. Great guest here to talk about the future of the workforce solutions and the impact of network security and partnerships. Tom Gala, senior vice president general manager of networking and security business unit at VM Ware and put it, Men OSHA. Who's the VP of business development and corporate development at Z Scaler. Two great companies all doing extremely well as customers are dealing with Cove it And the reality is this market and putting plans in place for coming out with a growth strategy. Gentlemen, thank you for joining me today. >>Yeah, John, thanks for having us. >>Thanks for having us, >>Tom. I want to start with you. Actually, the partnership with the scaler is the discussion of this topic. But you guys do have some hard news around the future of workforce solutions. What's the hard news and has that relate to all this? >>Yeah, we sure do, John. So you know, networks were built in a very different time. Networks were built when work was a place that you came. Now, work is the thing that you do. Oftentimes you do from your living room or your den. As I am on DSO, it really calls into question some of the fundamental principles of how we build a deploy networks. In the old model, we would set up something like a branch office and we would back haul traffic using a dedicated circuit like an mpls circuit back, haul it to one of a handful of locations that we called the DMZ or Demilitarized and those locations where you would stitch together a security ensemble made out of dedicated hardware appliances, firewalls, Web proxies, I PS systems and the like And that model service? Well, Azan industry for many decades, three. I'd say 30 years. Um, all of a sudden, the whole notion of the workplace has changed and changed dramatically We're all living through that and experiencing it firsthand. And so the original model of back hauling traffic to some point in, you know, precipitating New Jersey so that you can run it through some magic black box because the model doesn't apply anymore. And so at the end, where we have a new vision for how we can take the security, the reliability, the performance that you get when you're on the corporate network and extended into people's homes. And this is in line with what industries air calling, sassy or secure access services edge. And so the news that we're announcing is we have a complete, sassy solution that involves zero trust access. It involves firewall I. D. S I. P s capability, Advanced security services and then importantly ah, very strong partnership with the scaler on. We can walk through how that works, but it's really driven by this new shape of the workplace. >>Put it, Talk about the partnership with VM where we've been following see scaler for a long time. What a great success story. Great technology team. Great business model growth in your marketplace. Congratulations on your success as you guys continue to grow the world has spun in this disruption kind of world we're in now. You guys are well poised for that. Talk about your partnership with VM Ware. >>Thanks, John. And thank you, Tom, for that quick overview. You know, just to play out this idea we started over it over a decade ago. The basic idea was you know, the users, uh, pretty much everywhere, and the applications are moving to the cloud. And so back to Tom's comment. You know, we had these networks where you were back hauling. Maybe I'll just give a very simple analogy the CIA off Nestle, you know, when he first deployed, uh, Z skater, you know, and and realized a tremendous amount of cost savings that a security. But then, more importantly, the employees off Nestle actually started blogging that the Internet had gotten faster. And when the CEO came to ah customer advisory board meeting, he made a very simple analogy. Imagine having to get out to the Internet through four major international airports worldwide. All right, so you couldn't drink directly traverse from point A to point B. But you have to transit through these four. It would be very inefficient it would really slow you down. And more often than not, you'll be complaining that was the old network architectural. And what we have chosen to do here from a security standpoint at sea Scaler, is make that security closer to the end user. Now we pride ourselves from a security standpoint, and we certainly need networking to also adapt to that. And that's where we have found our partnership with VM Ware, to be particularly strategic. We started partnering with VM were actually prior to them, acquiring Vettel Cloud, which is the software defined when, uh, networking provider, uh, just primarily because they were a cloud based networking player. And this idea off locally breaking out to the Internet Getting out to the end destination as quickly as possible is something that they did quite seamlessly. And so we started this journey, this partnership with them a few years ago and today at VM. Well, we're enhancing that, expanding the partnership not only from a product standpoint, but then, more importantly, we're leaning in from a sales go to market customer support standpoint. >>You know, that's a great point. What? I've been saying this in the queue for a while with the joke was, um the When is the new Land E? I mean, we used to have the old days, remember? Oh, campus connecting networks drive to the airport as you mentioned, the great analogy there, by the way, has to be better. People are working at home. You got technically a land un security, you know, working at home. People are realizing this. These core services have to change. It's not just connect to the Internet the old way. It's everywhere. It's networking everywhere. This is the reality of the kinds of Internet things that used to go on where it's kind of cool and secure. You know, you've got a perimeter. Everything was working. Great. Put it. You mentioned it. Why drive to the airport? Four airports with world. That's a great analogy, Tom. This points to the future. Ready concept, access anywhere. Services that are needed for the security and, more importantly, the user experience. I don't want to slow down to go faster. I wanna I wanna I wanna make it. I wanna make a good experience happen. What's your thought? >>Yeah, well, I mean, I think we're all living through this new world where we're working from home, and sometimes the user experience is less than perfect. In fact, on this broadcast you may see stuttering and break up of the video, and you know, that's that's a problem that I think needs to be solved. It's a problem that we're able to solve with virtualization. So the idea behind virtualization by putting a layer of software on top of a physical asset, you could make it easier to manage that asset. You could make that asset more efficient. We certainly did that with servers. It was really obvious. Now we're doing it to the network itself. So what this means is we have some customers. We have one customer that is in the health care industry, like during the height of the crisis, all of their doctors and researchers had to work from home, and yet they needed to use video communication tools like we're doing here. And they needed a consistently good and user experience. And so we were able to ship these customers more than 8000 boxes over the course of two weeks into people's homes. So think of a little tiny device about the size of a set top box shows up in your house and all of a sudden your zoom or your WebEx sessions just work, no more stuttering. And we're breaking up because we're able to manage the network and virtualized prioritized traffic and deliver consistently good and user experience. So managing the quality of services, a foundational capability, and we have a unique ways to do that with virtualization that I think never existed before the second step is I wanna make sure not only that it's a good user experience, but my security. All of those controls that used to live in black boxes that those replied, This is where our partnership with the scaler is so important. So the scaler has the same philosophy that we do of like, let's put this stuff in many points of presence around the world. I think you know you're in like, 100 or so points of presence, so we weren't 150. And so whatever an end user is, you just find that nearest point of presence, connect and make the shortest route possible to deliver good quality and user experience and also consistent world class security. It's zero. It's >>interesting. First of all. We'll sign up for the Cube Virtual. We need that video late challenges. But we're you know what? We shouldn't have to be video engineers to manage the packets on the round trip. This software, I mean, you know, Web Zoom, they build their entire application to manage these kinds of intellectual property challenges. So that >>brings the >>complexity of applications. So, you know, people are gonna have all these new complexities. And how do you integrate it all? >>Yeah, you know, obviously, Zoom and WebEx companies are, you know, this is court or what they do. The challenges they gotta control both ends of the wire, and and so so with with our network virtualization, we actually control the wire itself, right? We can make the wire behave in a way we can prioritize traffic so that your zoom goes ahead of Xbox Live or Netflix do things like traffic shaping, which are techniques that are actually well understood, but difficult to deploy in a physical world. In a virtual world, we could employ these techniques constantly adapting and changing to make sure that engineer experience is smooth and easy on. That's really pretty impactful. >>Put it. What's your reaction all of this because you know I'm a customer, you know? You know, I'm like, What's in it for me, guys? Integration with the scale of VM Ware. What's in it for me? Because I got now multi clouds in the horizon. I'm dealing with multiple clouds today. I got complexity and applications themselves, and I want to create the nirvana that you laid out, which is access anywhere. High speed eso I might not have the expertise in house. What do I do? What's in it for me? Take me through the value proposition. >>Absolutely. So you know, Tom touched on it. You know the idea of bringing security as close to the end user as possible. If you step back for a minute and you start to think about security usually security and user experience off a contradictory Usually if you add more security, you lose use of experience and vice versa. That's sort of what Ziese killers start to go solve. And so, you know, over a decade ago, you know, when we started to build the architectures, it was built with a few core principles in mind, right? The idea of being completely distributed today we're in over 200 points of presence worldwide. That gives us a pretty good footprint to be as close to the end user. We absolutely could not compromise own security. So this idea that if you have a finite appliance, maybe the appliance has a, you know, a limited amount of CPU or horsepower And so I will tweet the security s so that I could get more performance, not the case with how we ran about, you know, offering security. All security services run all the time. Right? So without any compromise to the end user, and then finally, you know, when it comes to the actual security itself architectures based on something called a proxy. And usually again, if you start to think about a proxy and security was, uh people don't think in a very favorable manner, they usually think it slows things down. It adds Leighton, see, it breaks applications. And again I go back to, you know, the foundational elements of the skater. When we started this journey, it was with this idea that we're gonna build this proxy from the ground up. Very high performance. Mike was second, like late and see something that you would not see in the market anywhere with this partnership. Now, right? Seamless integration between VM Wednesay skater You are now able to set up these tunnels instantly automatically, so go back to Tom's. Example. 8000 set top boxes like devices sent out to this healthcare institution. Right? You can automatically set up tunnels such that the traffic is pointing to Z scale. There's feel over capabilities, so any and all of that has been instrumented in in software. The end customers sets that up. You know can automate that templates all across those 8000 devices. You now have security at the same time with user experience. A passed away to go adapt to business needs agility, you know, being able to keep up and lower your costs because you're substantially reducing the Mpls footprint. So there's a whole bunch of disparate, uh, you know, advantages that an enterprise gets. But the biggest one off amongst them, in my mind, is just being able to address the business needs. I mean, how Maney CEO is today with Colvin are starting to realize my network is not adapting to this new normal right, and so that's sort of where this partnership between VM Ware and Z scaler comes in. It's very timely. >>Everyone's like they want more about their network, and that's like, you know, everyone's banging on the table. Great. Great point there. Thanks for taking that great explanation. I wanna just follow up with you if you if you don't mind, compare that what you just said in terms of the value of Z scaler with this partnership versus the old way, because you what you just laid out was, you know, dynamic provisioning, setting up connections, having software, automate things, compare what it was like before because, remember, I mean, people have been around the industry. No, the pain in the butt that it's been and human error Compare what the old way it was like And now with this experience, can just just >>really And I let Tom talk about, you know, things on the network side. You know, where you might have had a large behemoth like a Cisco box where you try to tweak some policy and the entire box would fall over or something along those lines from a security standpoint. Usually when you had a a box, you know, You know, folks would call it a youth name box that God about box with, You know, as much security as you could push into a finite amount of appliance unified threat management function. Usually what would end up happening the old way was, you know, you would, you would you would have some basic security capabilities. Maybe it was. It's a traditional DMC that Thoma alluded to. You know, there's a firewall, there's an I. P s. There's some Web proxy capabilities and and that that was the that was the journey that a customer had, you know, So they would replicate this box and all those various locations. Or in the case of Nestle, before the scaler, they had those Dems es in four locations around the world, right? And the moment security, security keeps changing, right, the threat landscape keeps adopting. I mean, today, within disease killer cloud, we provide over 125,000 updates everyday, right? That's how dynamic security is. And so because the threat keeps changing, usually one of the things that vendors will try and do is add more security to that existing appliance. Right? So you're trying to make sure that a customer bottom appliance on, they need to make sure that they recoup the full investment. Let's add a little more security to it. Let's add a little more security to it so that I can keep up with the latest threats. Well, the problem with that is, when you have a finite amount of horsepower within the appliance, the performance starts to drop. And so usually that was the trade off that enterprises were making. With the security now being in the cloud right, And this idea that you're in the way, you sort of have infinite compute. Uh, you are now decoupling security from those those branch devices that Tom just alluded to. I mean, that 8000 boxes, right? One of the key points of a sassy framework that Tom alluded to is a very lightweight branch. And that's the piece That's the North Star that I think both VM Ware and Czyz killer have had right that that that low end not not lowering but of a thin branch and let the heavy lifting whether it's on the US side from the networking standpoint, whether it's security, um, you know, as it related to Z skater. Let that heavy lifting be done in the cloud. >>Yeah, and of course, there's a lot of lot of moving parts, so it's It's might be lower in lightweight, but it's more functionality. That's what the cloud Because I get that point, by the way, that anyone in the D M Z knows that as you add more stuff in there, get more, you know, cooks in the kitchen. Nothing good comes from that. Um, Tom, I'm gonna get your thoughts for the your audience out there and your customers and your prospects. What does the Z scale of partnership mean for them? >>Well, like I said, it zone opportunity to think differently about how we build a deploy enterprise networks. This a dramatic change. Most of us have been familiar with the old model where you had a spoon. It was referring to those big heavy boxes, the VPN concentrators and at the same time, most of us have been employees of those companies on. We've had the, you know, sort of less than stellar experience of turning the VPN on, and all of a sudden interest in Internet go slow. That's that's not what we want Thio achieve, and so so having the ability to use a distributed architectures. It's being forced upon us. Everyone is distributed where they like. They like it or not, Right? And so having a distributed architecture where I can put security and quality of service network controls closer to the end user is really, really critical. And I think just as puny was saying they started with this idea of of pushing security closely on user. We started with fellow Cloud with the idea of virtual izing the network in lots of physical places. So retail locations. So you've got thousands of stores around the world. You need to deliver video and audio services into those stores with a very high quality. So we were designed to have a very light, uh, entry point, and a light interviewing can just be pure software. It could be a small box three advantage of a small boxes. It's so turnkey it's designed that totally unskilled operator can use this retail people. A store manager gets a little box in the mail. You plug it in, you know, snap to Internet cables into it, and it just works again, Put it referred to this. This is part of our value. Proposition is, you plug this thing in a zone and used all you know is the Internet just got faster. You don't have to configure proxy settings. What's my I p range? Like that stuff's? Yeah, exactly. Well, and this is so many of us are feeling it now when you have, you know, sub optimal network connections. So being able to deliver a quality and user experience, >>you know, Cove, it accelerated a lot of a lot of opportunities. Also exposes the scabs and and, you know, things that been laying around and some suboptimal projects. I mean, and everyone's gonna be doubling down on things that are working and probably, you know, putting on the back burner or killing projects that don't make sense. So, um, this is a great opportunity, and I think forces things right in you guys. Wheelhouse is so I appreciate taking the time for the last minute that we have left Tom and putting. If you don't mind, I'd love to get your thoughts real quick on what's next after cloud. Obviously, cloud brings up all these benefits you're talking about. Um, what do you guys see is what's next after cloud Tom will start with you. >>I think that the you know, the range of services that will deliver in this format is not at all limited to traditional DMC services. So thank ap. I gateways. Think about core infrastructure offerings like DNS. Pretty much everything that we used in the network can actually now be delivered as a service in software more efficiently, Um, then standing up boxes and and racking, stacking yourselves. And so our view is that that cove, it has killed the appliance once and for all. And that's broadly. That's not just at the at the edge. That's in the core of the data center, things like load balancers. They're all moving to software with scale out scale out infrastructure software running on X 86 on DE. So I think that change of that magnitude will still take a while to roll out. But it's happening, >>Cove. It killed appliance. That's the headline right there. Love that. Put it after cloud. What's next? >>Well, you know, I'll say this job very similar to what Tom just mentioned. I think we're in the early innings, you know, when we would talk to our customers about transforming the network and adapting to this new normal. You know, we had some early adopters, but there was still a fair number of people that was skeptical and that loved their appliances. Covert has changed a lot of that. And so we have seen, in general acceleration of the business. The market is moving in our direction, and we feel that with this partnership you have to market leaders coming together. Right? VM ware on the networking side on the cloud networking side on the data center z scaler as it relates to cloud security user base security. This idea that we are a zero trust exchange that allows users to connect your applications to the Internet in a safe manner and at scale. That's the beauty off. You know, this'll, uh, partnership that we have brought together. And we are hopeful that customers will embrace it with confidence. And I'm mindful that we're in the early innings. >>Great points, gentlemen. Awesome stuff, great insights. And I think the cloud native integration shows that people in the ecosystem is evolving to be cloud native toe have these kinds of integrations these value points physical virtualization. Tom. Great point. I mean, we're not in face to face, but we're here. Virtually the The Cube is gonna be virtual. It's suffered to find operations. The world has changed. I think everyone is now seeing it. Thanks for the insight. And congratulations, Tom. On the news putting. Thank congratulations on the partnership with VM. Where sounds like it's great for customers looking forward to digging in. Thanks for your time. Appreciate it. Okay. That's the cube coverage here. We're in Palo Alto, California. We're in the Bay Area, but this is the emerald virtual. We're not in person, but we're virtual. I'm showing for your host for coverage of the emerald 2020. Thanks for watching.

>>from around the globe. It's the cue with digital coverage of active EO data driven 2020. Brought to you by activity. We're back. This is the cubes coverage. Our ongoing coverage of active FiOS data driven. Of course, we've gone virtual this year. Ash. Ashutosh is here. He's the founder, president and CEO of Active Eo. Great to see you again. >>Likewise, They always always good to see you. >>We have We're in a little meet up, You and I in Boston. I always enjoy our conversations. Little did we know that, You know, a few months later, we would only be talking at this type of distance and, uh and of course, it's sad. I mean, a data driven is one of our favorite events is intimate, its customer content driven. The theme this year is you call it the next normal. Some people call it the new abnormal, the next normal. What's that all about? >>I think it's pretty pretty fascinating to see when we walked in in March, all of us were shocked by the effect of this pandemic. And for a while we all scrambled around trying to figure out How do you react to this one, and everybody reacted very differently. But most people have this tendency to think that this is going to be a pretty broom environment with lots of unknown variables, and it is important for us to try to figure out how to get a get our hands on this. By the time we came on. For six weeks into that, almost all of us have figured out this is Ah, this is not something you fight again. This is not something you wait, what, it to go away? But this is one. Did you figure out how to live in and you figured out how to work around it? And that, we believe, is the next long. It's not about trying to create a new abnormal. It's not about creating a new normal, but it's truly one that basically says that is it. That is a way, perhaps packed forward. There's a is a way to create this next normal, and you just figured out how to live with the environment, behalf and the normal outcomes of companies that have done remarkably well as a result of these actions. Fact. If you're being one of them, >>it's quite amazing isn't it? I mean, I've talked to a lot of tech companies, CEOs and their customers, and it's almost like they feel the first reaction was course they cared about their there, their employees and their broader families. Number one number two was many companies, as you know, saw a tailwind, and it initially didn't want to be seen as ambulance chasing. And then, of course, the entrepreneurial spirit kicked in and they said, Okay, we can only control what we can control and tech companies in particular just exceedingly Well, I don't think anybody really predicted that early >>on. Yeah, I, um I think of the heart, We're all human beings, and the first reaction was to take it off. Four constituencies, right? One. Take care of your family. Take it off your community, take care of your employees, take care of your customers. And that was the hardest part. The first 4 to 6 weeks was to figure out How do you do each of those four. Once you figured that part out or you figured out ways to get around to making sure you can take it off those you really found the next mom, you really start forgetting our out of continue to innovate Could, you know to support each of those four constituencies and people have done different things. I know it's amazing how, um, Cuba continues to operate As far as a user is concerned, they're all watching anymore. Yes, we don't have the wonderful desk, and we all get to chat and look in the eye. But the content of the messages asked powerful as what it waas a few months ago. So I'm sure this is how we're all going to figure out how to make through this new next normal >>and digital transformation kind of went from from push to pull. I mean, every conference you go to, they say, Well, look at uber, you know, look at Airbnb and it put up the examples you have to do this to, and then all of sudden the industry dragged you along. Some Curis esta is toe. How and and I guess the other point there is digital means data. We've said that many, many times. If you didn't have a digital strategy during the height of the lock down, you couldn't transact business and still many restaurants is still trying to figure this out, But so how did it affect you and your customers? >>Yeah, it's very interesting. And I we spend a lot of time with several of our customers were managing some of the largest I T organizations. We talk about very interesting phenomena that happened some better beginning of this year. About 20 years ago, we used to worry about this thing called the Digital Divide, those who have access the network and Internet and those who don't. And now there is this beta divide, the divide between organizations that know how to leverage, exploit and absolutely excellent the business using data and those adorable. I think we're seeing this effect so very clearly among organizations that unable to come back and address some of this stuff. And it's fascinating. Yes, we all have the examples off the lights off. People are doing delivery. People are doing retailing, but there are so many little things you're seeing organizations. And just the other day, he had a video from Century Days Is Central Data System, which is helping accelerate Cohen 19 research because it will get copies of the data faster than they would get access to data so that these are just much, much faster. Sometimes you know, several days to a few minutes. It's that that level of effect, it's not just down to some seven. You know, you almost think of it as nice to have, but it's must have life threatening stuff. Essential stuff or just addressing. Korea was running a very pretty in a wonderful article about this supercomputer in That's Doing an Aristo covert 19 and how it's figured out most of these symptoms they're able to figure out by just crunching a ton of data. And almost every one of those symptoms that the computer has predicted Supercomputer is predicted has being accurate. It's about data. It is absolutely about data, which is why I think this is a phenomenal time for companies. Toe Absolutely go change. Make this information about data exploration, data leverage, exploitation. And there's a ton of it all over all around us. >>Yeah, and and part of that digital transformation, the mandate is to really put data at the core. I mean, we've we've certainly seen this with the top market cap companies. They've got dated at the core, and and now, as they say it's it's become a A mandate. And, you know, there's been several things that we've clearly noticed. I mean, you saw the work from home required laptops and, you know, endpoint security and things of that. VD. I made a comeback, and certainly Cloud was there. But I've been struck by the reality of multi Cloud. I was kind of a multi cloud skeptic early on. >>Yeah, >>I said many times I thought it was more of a symptom than it was a strategy, but it's that's completely flipped. Ah, recently in r e t r surveys, we saw multi cloud popping up all over the place. I wonder what you're seeing when you talk to your customers and other CEOs. >>Yeah, So fascinating, though really is the first flower part of sometime in 2018. End of 2018 >>Go right, Yeah, >>the act if you'll go on world, which is a phenomenal way to completely change the way you think about the using object storage in the flower for two years that we saw about 20% of our business. By the end of two years, the beginning of this year, 20% of our business was built on never it in the cloud since March. So that was end of our almost ended the Q one. So now we just limit left you three in six months. We added 12 more percent of the business literally weeded in six months. What we did not do before for 18 months before that, right? Significantly more than what we did for a year and a half before that. And there are really three reasons and we see this old nor again, we have a large customer. We closed in January. Ironically, were deploying out of UK, a very large marketing organization. Got everything deployed, running the they're back up and beyond and a separate data center. And they had a practical problem of not being able to access the second sight literally in the middle of deployment. Mystere that customer, Did you see me Google Cloud? Because they were simply no way for them to continue protecting their data, being able to develop new applications with that data that simply had no access. So there was. This was the number one reason the inability for already physically access, but put their their employees at rest and have before the plow would be the infrastructure. That's number one, so that first of all, drove the reason for the cloud. And then there's a second reason there are practical reasons. And why some clerk platforms that good one working the other ones are not. So where, uh, some other more fuels. And so if I'm an organization that has that spans everything, I've got no power PC and X 86 machine A vm I got container platforms. I got Oracle. They got a C P. There is no single cloud platform that supports all my work loaders efficiently. It's available in all the agents I want. So inevitably I have to go at our different about barefoot. So that's a second practical visa. And then there's a strategic reason. No, when no customer what's really locked into anyone card back at least two. You're gonna go pear more likely? Three. So those are the reasons. And then, interestingly enough, have you were on a panel with as global Cee Io's and in addition to just the usual cloud providers of you all know and love inside the U. S. Across the world, in Europe, in Asia, there's a rise off the regional flower fire. See you take all this factor. So have you got absolute physical necessity? You got practical constraints of what can the club provided support the strategic reasons on why either Because I don't want to be locked into a part for better or because there is a rise off data nationalism that's going on, that people want to keep their data within the country bombs all of these reasons. But the foundations or why multiplier is almost becoming a de facto. It's impossible. What a decent size organization to assume. They were just different on one car ready. >>The big trend we're seeing, I wonder if you could comment. Is this this notion of the data life cycle of the data pipeline? It's a very complex situation for a lot of organizations, their data siloed. We hear that a lot. They have data scientists, data engineers, developers, data quality engineers, just a lot of different constituencies and lines of business. And it's kind of a mess. And so what they're trying to do is bring that together. So they've done that data. Scientists complain they spend all their time wrangling data, but but ultimately the ones that are succeeding to putting data at the core is, we've just been discussing are seeing amazing outcomes by being able to have a single version of the truth, have confidence in that data, create self serve for their for their lines of business and actually reduce the end and cycle times. It's driving your major monetization, whether that's cost cutting or revenue. And I'm curious as to what you're seeing. You guys do a lot of work. Heavy work in Dev ops and hard core database those air key components of that data Lifecycle. Yeah, you're seeing in that regard regarding that data pipeline. >>Yeah, it's a It's a phenomenal point if you really want to go back and exploit data within an organization. If you really want to be a data driven organization, the very first thing you have to do is break down the silos. Ironically, every organization has all the data required to make the decisions they want to. They just can't either get to it or it's so hard to make the silos. That is just not what trying to make it happen. And 10 years ago we set out on this mission rather than keep this individual silos of data. Why don't we flip it open and making it a pipeline, which looks like a data cloud where essentially anybody who's consuming it has access to it based on the governance rules based on the security rules that the operations people have said and based on the kind of format they want to see data. Not everyone even want to see the data in a database. Former, maybe you want the database for my convert CSP for my before you don't analytics And this idea of making data, the new infrastructure, this idea of having the operations people provide this new layer for data, it's finally come to roost. I mean, it's it's fascinating. I was the numbers last quarter. We just finished up. You do now. 45% of our customer base is uses activity or for reuse is the back of data for things that excellent. The business things that make the business move faster, more productive or you will survive. That was the mission. That was what we set out to do 10 years ago. We were talking to an analyst this morning, and now this is question off. You know, it looks like there's a team of backup data being reused, said Yeah, that's kind of what we've been saying for 10 years. Backup cannot be an insurance back up in order to your destination. It has to be something that you could use as an asset and that I think it's finally coming to the point with you can use back up a single source of truth only if you designed it right from the beginning. For that purpose, you cannot just lots of lots of ways to fake it. Make it try to pretend like you're doing it. But that was a trooper was off making date of the new infrastructure, making it a cloud, making it something that is truly an ask. And it's fascinating to see our businesses. You take any of our larger counts and the way they've gone about transforming not just basic backup. India. Yes, we are the world's glasses back up in most Kayla will be our solution. That's that's a starting point. But do we will be used after Devil applications 8, 10 times faster? Ron Analytics, 100 ex pastor. The more data you have, the more people who use data you have, the better this return makeups. >>You know, that is interesting to hear you talk about that because that has been the holy Grail of backup. Was toe go beyond insurance to actually create business value. And you're actually seeing some underlying trends We talked about that data pipeline in one of the areas that is the most interesting is in database, which was so boring for so many years. Ah, and you're seeing new workloads emerge. Take the data warehouse beyond your reporting. Never really lived up to its Ah, it's promise of 360 degree view. You mentioned analytics. That's really starting toe happen. Ah, and it's all about data John, for Used to say that your data is that is the new development kit. You call it the new infrastructure, and it's sort of the same same type of theme. So maybe some of the trends you're seeing in ah in database enoughto talk about that for a little bit and then pick your brains and some other tech like object storage is another one that we've really seen takeoff? >>Yeah. So I think our journey with object story began in 16 4017 as we started or Doctor Cloud platform in response to the user requirements, Uh, we did more like most companies have done and unfortunately continue to do to take the in print product. And then it's smooth under the cloud. And one of the things we saw was there was a fundamental difference off how the design points of flower engineering is all about what they're designed it for object story, that one of those one of those primitives fundamental stories, primitives that the cloud providers actually produced that we know really exploited. There was. It was used as a graveyard for data. It's a replacement for me, please, where data goes to die. And then we look at it really closely and say, Well, this is actually a massively scalable, very low cost storage, but it has some problems. It has an interface that you cannot use with traditional servers. Uh, it has some issues around not being able to read, modify right the data. So it feels like a consuming a lot of stories. So we're going to solve those problems because a good two years to come back with something on world that fundamentally creeds objects the lady like this massive use capable high performer disk? Yes, except it is ridiculously low cost and optimize the capacity. So this finger on world that patented has really become the foundation of how everything in our works without using CPU Ray, that is simply nothing at a lower PCO that if you wanted to basic backup, the, uh, more importantly, use that to do this a massive analytics and you don't know more data warehouse data leaks. It is not a good deal of Lake House aladi. All of these are still silent. All of these are people trying to take some data from somewhere put into one of the new construct and have it being controlled by somebody else. This is artist thing. It's just you just move the silos from some place to another place instead of creating a pipeline. If you want to really create a pipeline object story has been integral part of the pipeline, not a separate bucket by itself. And that's what we did. And same thing with databases, you know, most business, most of the critical business and I was on a daily basis, and the ability to find a way to leverage those. Move them on our leverage in terms of whichever format databases access. Which location or Saxes doesn't know how big it is. Lots of work has gone into trying to figure figure that one out. And we we had some very, very good partners in some of the largest customers who help take the journey with us. I'm pretty much all of the global 2000 accounts you see across the board, but an integral part of a process. >>You mentioned the word journey and triggered a thought. Is your discussion with Robbie, the CEO of of Seeing >>A. It was a customer years. >>Ah, and what he said. I liked what he said. He course he used the term journey. We all do. But he said, You know what? I kind of don't like that term because I want to inject the sense of urgency essentially what he was saying. I want speed, you know, journeys like Okay, kids get in the car, were in a drive across country. We're gonna make some stops. And so, while there's a journey, he also was was really trying to push the organization hard and he talked about culture. Ah, as some of the most difficult things and it goes like many. See, I said, Now the technology is almost the easy part. It's true when it works. Oh, I thought that was a great discussion that you had. What were some of your takeaways >>with thinking? Robbie's is very astute. Ah, I t executive was being around the block for so long and one of the fascinating things, but a asking this question about what's the biggest challenge was just gone through this a couple of times. What is the biggest challenge? Taking an organization as vulnerable as well known A C gate is. I mean, this is a data company. This is This is the heart of the Oliver Half the world's data is on seeing stuff. How are you today was, or company has been around for long in the middle of Silicon Valley and make it into ah into a fast growing transformation company that's responding to the newer challenges. And I thought he was going to come back with Well, you know, I gotta go to the abuses. I picked this technology that techno in. Surely that is exactly what I expected he would end up with. There's nothing through technology in this day and age when you can have an Elon Musk and send a card of Mars. It's not many technologies that we can really solve many covered 19 ism. Next one Do we gotta go solve? Well, frankly, he kid upon the one thing that matters to every company. It is the fundamental culture to create a biased of action. It's a fundamental culture where you have to come back and have a deliverable that moves the ball forward every day, every month, every quarter, as opposed to have this CDs off. Like you said, a journey that say's and we all know this right? People talk about, we're going to do this in face one. We're gonna do this and face to and good food release and face three nothing and what happens Invasive. Nobody gets a number feast. I think he did a great job of saying I fundamentally had to go change the culture that was my biggest take away, and this I've heard this so many times the most effective I D execs wait a transformation. It actually shows in the people that they have. It's not the technology, it's the people. And some. This history is replete with organizations that have done remarkably well, not by leveraging the heck out of the technology, but truly by leveraging the change in the people's mindset. And, of course, that at that point that leverages technology where a proper here. But Robbie's a insightful person, always such a They lied to talk them, said they like for him to have chosen us as a its information technology for him to go pull his data warehouses and completely transformed how I was doing manufacturing across the globe. >>You know, I want to have some color of what you just said because some key keep takeaways that from what you just said, ashes is You know, you're right when you look back at the history of the computer industry used to be very well known processes, but the technology was the big mystery and the and the big risk and you think about with Cove it were it not for Technology Way didn't know what was coming. We were inventing new processes literally every day, every week, every month. It's so technology was pretty well understood. It and enabled that. And when you when you think when we talked earlier about putting data at the core, it was interesting to hear Robbie. He basically said, Yeah, we had a big data team in the U. S. A big tainted TV in Europe. We actually organized around silos and and so you guys played a role you were very respectful about, you know, touting active video with him. You did ask him, You know what role you play, But it is interesting to hear and talk about how he had to address that both culturally. And of course, there's technology underneath to enable that unification of data that silo busting, if you will. And you guys played a role in that. >>Yeah, I always enjoy, um, conversation with folks who have taken a problem, identified what needs to be done and then just get it done. And its That's more fascinating than you. Of course, I video plays a small part in a lot of things, and we're proud to have played a small part in his big initiative, and that's true of know the thousands of customers we talk about. But it's such a fascinating story to have leaders who come back and make this transformation happen, and to understand how they went about making those decisions, how they identified where the problem with these are so hard. We all see them in our own life, right? We see there is a there's a problem, but sometimes it takes a wider don't understand. How do you identify them and what do you have to do and more importantly, actually do it? And so whenever use, whenever I get an opportunity with people like Robbie, I think understanding that there's a way to help, uh, we always make sure that we play our own small part, and we're privileged to be a part of those kinds of journeys. >>Well, I think what's interesting about activity on the company that you created is essentially that. We're talking about the democratisation of data, that whole data pipeline, that discussion, that we had the self service of that data to the lines of business and, you know, you guys clearly play a role there. The multi cloud discussion fits into that. I mean that these air all trends that are tail winds for companies that can that can help sort of you know, flattened the data globe. If you if you will, your final thoughts. >>Yeah, I know you said something that is so much at the heart of every idea Exactly that you're talking to, if they truly is. The fundamental asset that I finally end up with is an organization. The democratization of data. Where I do not lock this into another silo, another platform, another ploughed. Another application has to be part of my foundation design and therefore my ability to use each of this cloud platform for the services they provide. While I and they were to move the data to where I needed to be. That is so critical. So you almost start to think about the one possession and organization now has. And we talked about this with a group of CEOs. They might be some pretty soon. Not too far off, but data stolen asset. I might actually have our data mark data market, just like you. I was stopped working, but I can start to sell my data. You know, imagine a coup in 19. There's so many organization that have so much data, and many of them have contributed to this research because this is an existence of issue. But you can see this turning into a next level. So, yes, we've got activities, will move the data toe one level higher where it's become a foundation construct for the organization. The next part is gonna actually done. This is the one asset would actually monetize someone stuff. And it will be not too long when you need to talk about how there's this new exchange and what's the rate of data for this company? Was, is that company in the future trading options? Who knows is gonna be really interesting. >>Well, I think you're right on this notion of a data. Marketplaces is coming, and it's not not that far away, Blash. It's always great to talk to you. I hope next year a data driven weaken we could be face to face. But I mean, look, this has been we we've dealt with it. It's it's actually created opportunities for us toe to reinvent ourselves. So congratulations on the success that you've had and ah, and thank you for coming on the Cube. >>No, thank you for hosting us and always a big fan off Cube. You guys, you engage with you since early days, and it is fascinating to see how this company has grown. And it's probably many people don't even know how much you've grown behind the seats, technologies and culture that you created yourself. So it's hopefully one day we'll strict the table that I would be another side and asking of our transformation. Digital transformation of Cuban cell >>I would love to. I'd love to do that index again. And thank you, everybody for watching our continuous coverage of active fio data driven keeper Right there. We'll be back with our next guest right after this short break. >>Thank you.

>>from around the globe. >>It's the Cube with coverage >>of Coop con and cloud, Native con Europe 2020 Virtual brought to you by Red Hat, The Cloud Native Computing Foundation and its ecosystem partners. Welcome back. I'm stew minimum. And this is the Cube's coverage of cube con cloud, native con Europe 2020 of course, happening virtual this year. We always love when we get to talk to the practitioners in this community. So much happening in the developer space and really excited to have on the program first time guest in a very timely topic, we welcome our bod. Hassani, Who is the back and lead for house? My flattening, which is a joint research project. It related to code 19 associated with the University of Toronto. About thanks so much for joining us. >>Thank you. >>All right, so maybe explain how is my flattening? You know, the term flattening the curve is something that I think everyone around the globe is familiar with. Now, um, you know, Canada, you've got some great initiatives going. So help us understand how you got involved in this in what? What is the project? Sure, So I'll >>take a stock to March, which now feels like years ago. Um, back in March, way could look across in Europe, and we saw that. You know, I feel we're being overwhelmed. This new Cobra thing was happening, and there seems to be nothing happening here despite the fact that we know what was going on in Europe. So this whole collaboration started. It's really the brainchild of Dr Ben. Fine. Who's the radiologist that actually and partners on the idea was, Why don't we put all the data that is related to co bid, uh, for the province of Ontario, where I'm from in one place, right. So for the data mining people, like a lot of people on the on the program here and for the data minded people of Ontario to be able to have the information they need to make targeted both of the general public on that policy makers to really empower them with the right tools. We know the data was siloed in health care, and we know, you know, when this whole thing started, everything was on a website, you would get a daily update, but it wasn't something that you could analyze. Something you couldn't use. Really? It was unusable. How everything kind of started it. What if we did something about that? What if we brought all the data in one place? What if we visualize it and put all the resources in place that was released? How is my fattening got a Which is this initiative that I got involved with back in March and what we've been doing is building a number of dashboards based on Kobe data that are close to real time as possible. Doing a number of analyses. Um, the answer, your specific questions and doing deep dives into specific question. We have a team of scientific experts where our leadership, um you know Dr Ben Fine. I mentioned earlier. There's Dr Laura Rosello, the epidemiologists out of Ah, Perceptron. Oh, and then we have a Dr Alley that he's Austin Oy. Who the data science lead over it. Quick. Also, we got this kind of three perfect or the organization of the right talent required, and we've been trying Yeah, and whatever way we can by making the data transparent, >>Yeah, there's been a lot of initiatives, obviously that have had to accelerate really fast during this time it bring us inside a little bit. How long did it take to spend the site up? How do you make sure you're getting good data in Who decides? You know which visualizations love to hear a little bit about? You know how that has matured over the months that you've had project out there >>for sure. So when we started what people were doing out on Twitter, really, where there's a lot of this activity was happening was people were grabbing expect sheets and typing out every day what was happening. And I mean, coming from I'm not by any means a technical developer. That's not what I specialize in, but having some development dot com, and it makes sense that things could be done so much better. So we started to build data pipelines. Starting in March. We had a couple of government sources that were public. It was basically scrapping the government website and recording that in a database. Um, and then we start to visualize that we're using, you know, whatever we could that we started with Pablo just because we had a few. We're trying to build a community, right? So a community people want help and do this. But we have some tableau experts on our team and our community and, you know, the way we went. So we had the database. We started to connect with tableau and visualize it. Do you know, besides into and also that and then the project has matured from that web stopper ever since, with more complex data, pipeline building and data from different sources and visualizing them in different ways and expanding our dash boarding and expanding our now >>well in the cube con show that we're here at is so much about community. Obviously, open source is a major driver of what's going on there. So it sounded like that was that was a big piece of what you're working on. Help us bring inside out of that community build. I'd love to hear if there's any projects and tools you mentioned tableau for visualization, but anything from open source also that you're using. >>So actually, I I've never been involved in open source project before That this was kind of my first attempt, if you will, on we started, uh, on get hub quite early on. Actually, one of the partners I got involved in re shots was was Red hat off course. They're known for doing open source and for selling at it, and we have some amazing help from them into how we can organize community. Um, and we started to move the community over from getting up to get lab. You know, we started to the way we collaborate in slack. Ah, lot of times. And there's a lot of silos that we started to break those down and move them into get lab. And all conversations were happening in public that would beam or more closer to an open source approach. And honestly, a lot of people that are involved are our students, grass students who want to help our people in the community that want to help people from all kind of different backgrounds. I think we're really bringing in open source is not not a known concept in a lot of these clinical scientific communities, right? It's a lot more developer oriented, and I think it's been it's been learning opportunity for everyone involved. Uh, you know, something that may seem kind of default or basic have been a big learning opportunity for everyone of, you know, issues shocking and labeling and using comments and I'll going back into our own old ways of like, emailing people are people. Um, they had been digital art to it, and we'll get a lot of the big one. Um, we went from having this kind of monolithic container rising it and using Kubernetes, of course, were developed with the help of Red Hat. We're able to move everything over to their open shift dedicated platform, and that was that allowed us to do is really do a lot of do things a lot better and do things in a more mature way. Um, that's that's quite a bit of information, but that's kind of high level. What it? >>Well, no, it's great. We One of the things we've been poking out for the last few years is you know, in the early days you talk about kubernetes. It was Oh, I need things at a scale on And, you know, while I'm sure that the amount of data and scale is important, speed was a major major piece of what you need to be involved in and you'll be able to rally and James So can you talk a little bit more. Just open shift. What did that bring to the environment? Any aspects related to the data that red hat help you with. >>So a few things there. The one thing that open shift I think really helped us with was really mean and how to help us with generally was establishing a proper see I CD pipeline. Right. So now we we use git lab itself. We have get lab runners that everyone, basically all developers involved have their own branches when they push code to get auto. We like to their branch. It just made everything a lot easier and a lot faster to be able to push things quickly without worrying about everything breaking That was definitely a big plus. Um, the other thing that we're doing with, uh that is using containers. Actually, we've been working on this open data hub, which is, you know, working on another great open source project which is again built on kubernetes and trying to break down some of the barriers when it comes to sharing data in the healthcare system. Um, we're using that and we, with the help of red, how we're able to deploy that to be able to collaborate between hospitals, share data securely. You do security analytics and try to break down some of these silos that I've gone up due to fears over security and find the so That's another great example open source helping us kind of pushing forward. >>Well, that that's I'm glad you brought that up The open data hub, that collaboration with other places when you have data being able to share that, you know, has to be important talk. This was a collaboration to start with, you know, what's the value of being able to work with other groups and to share your data beyond beyond just the community that's working on it. >>So if you think about what's happening right now in a lot of hospitals in Canada, and I mean it's the same in the US is everyone is in this re opening stage. We shut down the economy. We should down a lot of elective surgeries and a lot of procedures. I know hospitals are trying to reopen right so and trying to figure out how to go back to their old capacity, and in that they're all trying to solve the same problem in different ways. So everyone is in their silo trying to tackle the same problems in a way. So what we're trying to do is basically get everyone together and collaborate on this open, open source environments, right? And what this open data allows us to do in to some degree alleviate some of the fears over sharing data so that we're not all doing the same thing in parallel are not talking to each other. We're able to share code, share data, get each other's opinions and, you know, use your resources in the healthcare system or official the drill, you know, all trying to address the same goal here. >>So imagine if you've had a lot of learnings from this project that you've done. Have you given any thought to? You know, once you get past that kind of the immediate hurdle of covert 19 you know what? Will this technology be able to help you going forward? You know, what do you see? Kind of post dynamic, if you will. >>I think the last piece I touched on, there is a big thing that I'm really hoping we'll be able to push forward past the pandemic. I think what? What the pandemic has shown us is the need for more transparency and more collaboration and being able to be more agile in response to things faster. And that's know how they're operating. And I think we know that now we can see that. I'm hoping that can be used as an opportunity to be able to bring people together to collaborate on projects like, How's my funding outside of this, right? We're not Not only the next pandemic. Hopefully I never come. Um but but for other, bigger problem that we face every day, collaboration can only help things, not tender thing. I'm hoping that's one big side effect that comes out of this. And I think the data transparency thing is is another big one that I'm hoping can improve outside of the situation. >>Yeah, I I wonder if I can ask you just a personal question. We've heard certain organizations say that, you know, years of planning have been executed in months. When I think about all the technologies that you had thrown at you, all the new things you learned often that something that would have taken years. But you didn't month. So how do you work through that? You know, there's only 24 hours in any day, and we do need some sleep. So what was important from your standpoint? What partners into tools helped, you know, and And the team, you know, take advantage of all of these new technologies. >>Yeah, honestly, I think that the team is really, really important. We've had an amazing set of people that are quite diverse and then usually would, quite honestly, never be seen in the same room together just because of all the different backgrounds that are there. Um, so that was a big driver. I think everyone was motivated to get things done. What happens when we first launched the site? We, you know, put it together. Basic feedback mechanism. Where we where we could hear from the public on. We've got an outpouring of support, people saying that they found that information really useful. And I think that pushed everyone to work harder and ah, and kind of reinforces our belief that this is what we're doing is helpful on, is making a difference in someone's life. And I think everyone that helped everyone work harder in terms of some of the tools that we use. Yeah, I totally agree. I think there was a 1,000,000 things that we all learned. Um, and it definitely wasn't amazing. Growing opportunity, I think, for the whole group. Um, I I don't know if there's a There's any wisdom I can impart. They're more than I think we were just being pushed by the need and being driven by the support that we're getting. Okay, >>well, you know, when there's a necessity to get things done, it's great to see the team execute the last question I have for you. You've got all this data. You've got visualizations. You've been going through a lot of things any any interesting learnings that you had or something that you were. You able to visualize things in a certain way in the community, reacted anything that you've learned along the way. That may be surprised you. >>That's a really interesting question there. I think the biggest, the biggest learning opportunity or surprise for me was what? How much people are willing to help if you just write, um, a lot of people involved. I mean, this is a huge group of volunteers who are dedicating their time to this because they believe in it on because they think they're doing the right thing and they're doing it for a bigger cause. It sounds very cheesy. Um, but I think that was wonderful to me to see that we can bring together such diverse people to dedicate their time for freedom to do something for the public. >>Yeah, well, and along that note, I I see on the website there is a get involved. But so is there anything you know, skill set or people that you're looking for, uh, further to help the team >>100%. So I think when I every time we do a presentation of any thought really got for anyone who's watching to just go on our site and get involved, there's a 1,000,000 different things that you can get involved with. If you're a developer, we can always use help. If you're a data, this person, we can always use help If you're a designer, honestly, there were a community driven organization. Uhm and we can always use more people in that community. That's that's the unique thing about the organization. 100%. Please do to house my finding, Dr and you get involved in get Lab. >>Well, so far, but thank you so much for sharing. We definitely encourage the unity get involved. It's projects like this that are so critically important. Especially right now during the pandemic. Thanks so much for joining. And thank you for all the work the team did. >>Thank you for having me. >>Alright. And stay tuned for more coverage from Cube Con Cloud native on 2020 in Europe Virtual Edition. I'm Stew Minimum. And thank you for watching the Cube. Yeah, yeah, yeah, yeah, yeah, yeah

>>from the Cube Studios in >>Palo Alto and Boston connecting with thought >>leaders all around the world. This is a cube conversation. >>Hey, welcome back, everybody. Jeff Frick here with the Cube. We're in our Palo Alto Studios Cove. It is still going on. So, uh, all of our all of the interviews continue to be remote, but we're excited to have Ah, Cube alumni hasn't been on for a long time, but this guy has been in the weeds of the storage industry for a very, very long time, and we're happy to, uh, I have a mon and get an update because there continues to be a lot of exciting developments. He's Phill Bollinger. Ah, he is the SVP and general manager Data center business unit from Western Digital. Joining us, I think from Colorado. So, Phil, great to see you. How is the weather in Colorado today? >>Hi, Jeff. It's great to be here. Well, it's It's a hot, dry summer here. I'm sure like a lot of places. Yeah, enjoying enjoying this summer through these unusual times it >>is. It is unusual times, but fortunately, there's great things like the Internet and heavy duty. Ah, compute and store out there so we can we can get together this way. So let's jump into it. You've been in the business a long time. You've been a Western digital, your DMC you worked on I salon and you were at storage companies before that. And you've seen kind of this never ending up into the right slope that we see, you know, kind of ad nauseam. In terms of the amount of storage demands. It's not going anywhere but up in police. Increased complexity in terms of unstructured data, sources of data, speed of data, you know, the kind of classic big V's of big data. So I wonder before we jump into specifics if you can kind of share your perspective because you've been kind of sitting in the catbird seat. And Western Digital's a really unique company. You not only have solutions, but you also have media that feeds other people solutions. So you guys are really, you know, seeing. And ultimately all this computes gotta put this data somewhere, and a whole lot of it's in our western digital. >>Yeah, it's It's a great a great intro there. Yeah, it's been interesting, you know, through my career. I've seen a lot of advances in storage technology. Uh, you know, speeds and feeds like we often say, But you know, the advancement through mechanical innovation, electrical innovation, chemistry, physics, you know, just the relentless growth of data has been, has been driven in many ways by the relentless acceleration and innovation of our ability to store that data. And that's that's been a very virtuous cycle through you know what for me has been more than 30 years and in enterprise storage there are some really interesting changes going on that I think if you think about it in a relatively short amount of time, data has gone from, you know, just kind of this artifact of our digital lives, um, to the very engine that's driving the global economy, um, our jobs, our relationships, our health, our security. They all depend on data on for most companies, kind of irrespective of size. How you use data, how you how you store it, how you monetize it, how you use it to make better decisions to improve products and services. You know, it becomes not just a matter of whether your company's going to thrive and I bet in many industries it's it's almost an existential question. Is, is your company going to be around in the future? And it and it depends on how well you're using data. So this this drive toe capitalize on the value of data is is pretty significant. >>It's Ah, it's a really interesting topic. We've had a number of conversations around trying to get, like a book value of data, if you will. And I think there's a lot of conversations, whether it's accounting, kind of way or finance or kind of of good will of how do you value this data? But I think we see it intrinsically in a lot of the big companies that are really database, like the Facebooks and the Amazons and the Netflix and the Googles and those >>types >>of companies where it's really easy to see. And if you see you know the valuation that they have compared to their book value of assets, right, it's really baked into there. So it's it's it's fundamental to going forward. And then we have this thing called Covet Hit, which, you know, >>you've >>seen on the media on social media, right? What drove your digital transformation. The CEO CIO, the CMO, the board Rick over 19. And it became this light switch moment where your opportunities to think about it or no more, you've got to jump in with both feet. And it's really interesting to your point that it's the ability to store this and think about it differently as an asset driving business value versus a cost that I t has >>to >>accommodate to put this stuff somewhere. So it's a really different kind of a mind shift and really changes the investment equation for companies like Western Digital about how people should invest in higher performance and higher capacity and more unified it in kind of democratizing the accessibility that data to a much greater set of people with tools that can now start making much more business line and in line decisions than just the data scientists you know, kind of on mahogany row. >>Yeah, like as you mentioned Jeff Inherit Western Digital. We have such a unique kind of perch in the industry to see all the dynamics in the ODM space and the hyper scale space and the channel really across all the global economy's about this this growth of data. I have worked at several companies and have been familiar with what I would have called big data projects and and, ah, fleets in the past. But the Western digital you have to move the decimal point, you know, quite a few digits to the right to get to get the perspective that that we have on just the volume of data, that the world is just relentlessly, insatiably consuming. Just a couple examples for for our Dr Projects we're working on now, our capacity enterprise Dr. Projects. You know, we used to do business case analyses and look at their life cycle. Pass it ease and we measure them and exabytes and not anymore. Now we're talking about Zeta Bytes were actually measuring capacity Enterprise drive families in terms of how many's petabytes they're gonna ship in their life cycle. And if we look at just the consumption of this data the last 12 months of Industry tam for capacity enterprise, compared to the 12 months prior to that, that annual growth rate was north of 60%. So it's it's rare to see industries that are that are growing at that pace. And so the world is just consuming immense amounts of data. And as you mentioned, the dynamics have been both an accelerant in some areas as well as headwinds and others. But it's certainly accelerated digital transformation. I think a lot of companies were talking about digital transformation and and, um, hybrid models. And Covert has really accelerated that. And it's certainly driving continues to drive just this relentless need toe to store and access and take advantage of data. Yeah, >>well, filling In advance of this interview, I pulled up the old chart right with with the all the different bytes, right, kilobytes, megabytes, gigabytes, terabytes, petabytes, exabytes and petabytes. And just just for the Wikipedia page. What is is that a byte, a zoo? Much information as there are grains of sand in all the world's beaches. For one fight, you're talking about thinking in terms of those units. I mean, that is just mind boggling to think that that is the scale in which we're operating. >>It's really hard to get your head wrapped around a set amount of storage. And, you know, I think a lot of the industry thinks when we say that a byte scale era that It's just a buzzword. But I'm here to say it's a real thing where we're measuring projects and in terms of petabytes, that's >>amazing. Let's jump into some of the technology. So I've been fortunate enough here at the Cube toe to be there at a couple of major announcements along the way. We talked before we turned the cameras on the helium announcement and having the hard drive sit in the in the fish bowl, um, to get off types of interesting benefits from this less dense air that is helium versus oxygen. I was down at the mammary and hammer announcement, which was pretty interesting. Big, big, heavy technology moves there to again increase the capacity of the hard drive based systems. You guys are doing a lot of stuff on. This five I know is an open source projects. You guys have a lot of things happening, but now there's this new thing, this new thing called zoned storage. So first off before we get into, why do we need zone storage? And really, what does it now bring to the table in terms of ah, capability? >>Yeah, Great question, Jeff. So why now, right. I as I mentioned, you know, storage. I've been in storage for quite some time in the last. Let's just say, in the last decade we've seen the advent of the hyper scale model and certainly the, you know, a whole another explosion, level of, of data and just the veracity with which the hyper scaler is can create and consume and process and monetize data. And, of course, with that has also come a lot of innovation, frankly, in the compute space around had a process that data and moving from, you know, what was just a general purpose CPU model to GP use and DP use. And so we've seen a lot of innovation on that. But you know, frankly, in the storage side, we haven't seen much change at all in terms of how operating systems applications, final systems, how they actually use the storage or communicate with the storage. And sure we've seen, you know, advances in storage capacities. Hard drives have gone from 2 to 4 to 8 to 10 to 14 16 and now are leading 18 and 20 terabyte hard drives and similarly on the SSD side, you know, now we're dealing with the complexities of seven and 15 and 30 terabytes. So things have gotten larger, as you would expect, but and and some interfaces have improved, I think Envy Me, which we'll talk about, has been nice advance in the industry. It's really now brought a very modern, scalable, low latency, multi threaded interface to a NAND flash to take advantage of the inherent performance of transistor based, persistent storage. But really, when you think about it hasn't changed a lot and so but what has changed his workloads? One thing that definitely has evolved in the space of the last decade or so is this. The thing that's driving a lot of this explosion of data and industry is around workloads that I would characterize as a sequential in nature there, see, really captured and written. They also have a very consistent lifecycle, so you would write them in a big chunk. You would read them, uh, maybe in smaller pieces, but the lifecycle of that data we can treat more as a chunk of data, but the problem is applications. Operating systems. File systems continue to interface with storage, using paradigms that are, you know, many decades old, they'll find 12 bite or even four K sectors. Size constructs were developed in, you know, in the hard drive industry, just as convenient paradigms to structure what is unstructured sea of magnetic grains into something structured that can be used to store and access data. But the reality is, you know, when we talk about SSD is structured really matters. And so these what has changed in the industry as the workloads are driving very, very fresh looks at how more intelligence could be applied to that application OS storage device interface to drive much greater officials. >>Right? So there's there's two things going on here that I want to drill down on one hand. You know, you talked about kind of the introduction of NAND flash Ah, and treating it like you did generically. You did a regular hard drive, but but you could get away and you could do some things because the interface wasn't taking full advantage of the speed that was capable in the nan. But envy me has changed that and forced kind of getting getting rid of some of those inefficient processes that you could live with. So it's just kind of classic. Next next level step up and capabilities. One is you got the better media. You just kind of plug it into the old way. Now, actually, you're starting to put in processes that take full advantage of the speed that that flash has. And I think you know, obviously, prices have come down dramatically since the first introduction. And for before, we always kind of clustered offer super high end, super low latency, super high value APS. You know, it just continues to Teoh to spread and proliferate throughout the data center. So, you know what did envy me force you to think about in terms of maximizing, you know, kind of the return on the NAND and flash? >>Yeah, yeah, in envy me, which, you know, we've been involved in the standardization after I think it's been a very successful effort, but we have to remember Envy me is is about a decade old, you know, or even more When the original work started around defining this this interface and but it's been very successful, you know, the envy, any standards, bodies, very productive, you know, across company effort, it's really driven a significant change. And what we see now is the rapid adoption of Envy Me in all data center architectures. Whether it's a very large hyper scale to, you know, classic on prim enterprise to even, you know, smaller applications. It's just a very efficient interface mechanism for connecting SSD, ease and Teoh into a server, you know, So the we continue to see evolution and envy me, which is great, and we'll talk about Z and s. Today is one of those evolutions. We're also very keenly interested in VM e protocol over fabrics. And so one of the things that Western Digital has been talking about a lot lately is incorporating Envy me over fabrics as a mechanism for now connecting shared storage into multiple post architectures. We think this is a very attractive way to build shared storage architectures in the future that are scalable, that air compose herbal that really are more have a lot more agility with respect two rack level infrastructure and applying that infrastructure to applications. Right >>now, one thing that might strike some people it's kind of counterintuitive is is within the zone, um, storage and zoning off parts of the media to think of the data also kind of in these big chunks, is it? It feels contrary to kind of optimization that we're seeing in the rest of the data center. Right? So smaller units of compute smaller units of store so that you can assemble and disassemble them in different quantities as needed. So what was the special attributes that you had to think about and and actually come back and provide a benefit in actually kind of re chunking, if you will in the zones versus trying to get as atomic as possible? >>Yeah, It's a great question, Jeff, and I think it's maybe not intuitive in terms of why zone storage actually creates a more efficient storage paradigm when you're storing stuff essentially in larger blocks of data. But if this is really where the intersection of structure and workload and sort of the nature of the data all come together, uh, if you turn back the clock, maybe 45 years when SMR hard drives host managers from our hard drives first emerged on the scene, this was really taking advantage of the fact that the right head on a hard describe is larger than the reader can't reach. It could be much smaller, and so then the notion of overlapping or singling the data on the drive giving the read had a smaller target to read. But the writer a larger right pad to write the data I could. Actually, what we found was it increases areal density significantly, Um, and so that was really the emergence of this notion of sequentially written larger blocks of data being actually much more efficiently stored. When you think about physically how it's being stored, what is very new now and really gaining a lot of traction is is the the SSD corollary to tomorrow in the hard drive. On the SSD side, we have the CNS specification, which is very similarly where you divide up a name space of an SSD and two fixed size zones, and those zones are written sequentially. But now those zones are are intimately tied to the underlying physical architecture of the NAND itself. The dies, the planes, the the three pages, the the race pages so that in treating data as a black, you're actually eliminating a lot of the complexity and the work that an SSD has to do to emulate a legacy hard drive. And in doing so, you're increasing performance and endurance and and the predictable performance of the device. >>I just love the way that that, you know, you kind of twist the lens on the problem and and on one hand, you know, by rule just looking at my notes of his own storage devices, the CS DS introduced a number of restrictions and limitations and and rules that are outside the full capabilities of what you might do. But in doing so in aggregate, the efficiency and the performance of the system in the hole is much, much better, even though when you first look at you think it's more of a limiter, but it's actually opens up. I wonder if there's any kind of performance stats you can share or any kind of empirical data, just to >>get people kind >>of a feel for what? That what that comes out as >>so if you think about the potential of zone storage in general, when again, When I talk about zone storage, there's two components. There's an HDD component of zone storage that we that we refer to as S. Some are, and there's an SSD version of that that we call Z and s So you think about SMR. The value proposition. There is additional capacity so effectively in the same Dr architecture with with, you know, roughly the same bill of material used to build the drive. We can overlap or single the data on the drive and generate for the customer additional capacity. Today with our 18 20 terabyte offerings, that's on the order of just over 10% but that Delta is going to increase significantly, going forward 20% or more. And when you think about ah, hyper scale customer that has not hundreds or thousands of racks but tens of thousands of racks, a 10 or 20% improvement and effective capacity is a tremendous TCO benefit, and the reason we do that is obvious. I mean, the the the the economic paradigm that drives large scale data centers is total cost of ownership, the acquisition costs and operating costs. And if you can put more storage in a square, you know, style of data center space, you're going to generally use less power. You're gonna run it more efficiently. You're actually from an acquisition cost. You're getting a more efficient purchase of that capacity. And in doing that, our innovation, you know, we benefit from it and our customers benefit from it so that the value proposition pours. Don't storage in in capacity. Enterprise HDD is very clear. It's it's additional capacity. The exciting thing is in the SSD side of things for Z and as it actually opens up even more value proposition for the customer. Um, because SSD is have had to emulate hard drives. There's been a lot of inefficiency in complexity inside an enterprise. SSD dealing with things like garbage collection and write amplification, reducing the endurance of the device. You have to over provision. You have to insert as much as 2025 28% additional NAND bits inside the device just too allow for that extra space, that working space to deal with with delete of the you know that that are smaller than the the a block of race that that device supports. And so you have to do a lot of reading and writing of data and cleaning up it creates for a very complex environment. Z and S by mapping the zone size with the physical structure of the SSD, essentially eliminates garbage collection. It reduces over provisioning by as much as 10% are 10 x And so if you were over provisioning by 20 or 25% in an enterprise SSD and Xeon SSD, that could be, you know, one or 2%. The other thing we have to keep in mind is enterprise. SSD is typically incorporate D RAM and that D RAM is used to help manage all those dynamics that I that I just mentioned, but with a very much simpler structure where the pointers to the data can be managed without all that d ram, we can actually reduce the amount of D ram in an enterprise SSD by as much as eight X. And if you think about the bill of material of an enterprise, SSD d ram is number two on the list in terms of the most expensive bomb components. So Z and S and SSD is actually have a significant customer. Total cost of ownership impact. Um, it's it's an exciting it's an exciting standard. And now that we have the standard ratified through the Envy me working group, um, you can really accelerate the development of the software ecosystem around >>right. So let's shift gears and talk a little bit about less about the tech and more about the customers and the implementation of this. So, you know, are there you talked to kind of generally, but are there certain certain types of workloads that you're seeing in the marketplace where this is, you know, a better fit? Or is it just really the big heavy lifts? Um, where they just need more and this is better. And then secondly, within you know, these both hyper scale companies, um, as well as just regular enterprises that are also seeing their data demands grow dramatically. Are you seeing you know, that this is a solution that they want to bring in for kind of the marginal kind of next data center extension data center or their next ah, cloud region? Or are they doing you know, lift and shift and ripping stuff out? Or do they have enough? Do they have enough data growth organically? >>Then >>there's plenty of new stuff that they can. They can put in these new systems. >>Yeah, well, the large customers don't don't rip and shift. They they write their assets for a long life cycle because with the relentless growth of data. You're primarily investing to handle what's what's coming in over the transom, but we're seeing we're seeing solid adoption in SMR. As you know, we've been working on that for a number of years. We've we've got, you know, significant interest in investment co investment, our engineering and our customers engineering, adapting the the application environments. Let's take advantage of SMR. The great thing is, now that we've got the envy me, the Xeon s standard ratified now, in the envy of the working group, um, we've got a very similar and all approved now situation where we've got SMR standards that have been approved for some time in the sand and scuzzy standards. Now we've got the same thing in the envy, any standard. And that's the great thing is once a company goes through the lifts, so it's B to adapt an application file system, operating system, ecosystem to zone storage. It pretty much works seamlessly between HDD and SSD. And so it's not. It's not an incremental investment when you're switching technologies and for obviously the early adopters of these technologies are going to be the large companies who designed their own infrastructure. You have you know, mega fleets of racks of infrastructure where these efficiencies really, really make a difference in terms of how they can monetize that data, how they compete against, you know, the landscape of competitors They have, um, for companies that are totally reliant on kind of off the shelf standard applications. That adoption curve is gonna be longer, of course, because there are there are some software changes that you need to adapt to to enable zone storage. One of the things Western Digital is has done, and taking the lead on is creating a landing page for the industry with zone storage. Not Iot. It's a Web page that's actually an area where, where many companies can contribute open source tools, code validation environments, technical documentation it's not. It's not a marketeering website. It's really a website bill toe land, actual open source content that companies can and use and leverage and contribute to. To accelerate the engineering work to adapt software stacks his own storage devices on to share those things. >>Let me just follow up on that, because again you've been around for a while and get your perspective on the power of open source and you know, it used to be, you know, the the best secrets, the best I p were closely guarded and held inside. And now really, we're in an age where it's not necessarily and you know, the the brilliant minds and use cases and people out there. You know, just by definition, it's a It's a more groups of engineers, more engineers outside your building than inside your building and how that's really changed. You know, kind of the strategy in terms of development when you can leverage open source. >>Yeah, Open source clearly has has accelerated innovation across the industry in so many ways. Um, and it's ah, you know, it's the paradigm around which, you know companies have built business models and innovated on top of it. I think it's always important as a company to understand what value add, you're bringing on what value add that customers want to pay for what unmet needs and your customers are you trying to solve for and what's the best mechanism to do that? And do you want to spend your R and D recreating things or leveraging what's available and and innovating on top of it? It's all about ecosystems in the days where the single company can vertically integrate. I talked about him a complete end solution. You know those air few and far between. I think it's It's about collaboration and building ecosystems and operating within those. >>Yeah, it's it's It's such an interesting change. And one more thing again, to get your perspective, you run the data center group. But there's this little thing happening out there that we see growing in I o T Internet of things and the industrial Internet of things and edge computing. As we, you know, try to move more, compute and store and power, you know, kind of outside the pristine world of the data center and out towards where this data is being collected and processed when you've got latency issues and and in all kinds of reasons to start to shift the balance of where the computers aware that store Ah, and the reliance on the network. So when you look back from a storage perspective in your history in this industry and you start to see that basically everything is now going to be connected, generating data and and and a lot of it is even open source. I talked to somebody the other day doing, you know, kind of open source, computer vision on surveillance, you know, video. So, you know, the amount of stuff coming off of these machines is growing like crazy ways at the same time, you know, it can't all be processed at the data center. It can all be kind of shift back and then have you have a decision and then ship that information back out to. So when you sit back and look at the edge from your kind of historical perspective, what goes through your mind? What gets you excited? You know, what are some of the opportunities that you see that maybe the Lehman is not paying close enough attention to? >>Yeah, it's It's really an exciting time in storage. I get asked that question from time to time, having been in storage for more than 30 years, you know what was the most interesting time, and there's been a lot of them, but I wouldn't trade today's environment for any other in terms of just the velocity with which data is is evolving and how it's being used and where it's being used. You know that the TCO equation made describe what a data center looks like. But data locality will determine where it's located and we're excited about the edge opportunity. We see that as a pretty significant, meaningful part of the TAM. As we look out 3 to 5 years, certainly five G is driving much of that. I think just anytime you speed up the speed of the connected fabric, you're going to increase storage and increase the processing of the data. So the edge opportunity is very interesting to us. We think a lot of it is driven by low latency workloads. So the concept of envy any, um is very appropriate for that. We think in general SSD is deployed in in edge data centers defined as anywhere from a meter to a few kilometres from the source of the data. We think that's going to be a very strong paradigm. Um, the workloads you mentioned especially I O. T just machine generated data in general now I believe, has eclipse human generated data in terms of just the amount of data stored, and so we think that curve is just going to keep going in terms of machine generated data, much of that data is so well suited for zone story because it's sequential, it's sequentially written, it's captured, it's it has a very consistent and homogeneous lifecycle associated with it. So we think what's going on with with Zone storage in general and and Z and S and SMR specifically are well suited for where a lot of the data growth is happening. And certainly we're going to see a lot of that at the edge. >>Well, Phil, it's always great to talk to somebody who's been in the same industry for 30 years and is excited about today and the future on as excited as they have been throughout the whole careers. That really bodes well for you both. Well, for for Western Digital. And we'll just keep hoping the smart people that you guys have over there keep working on the software and the physics, Um, and then in the mechanical engineering to keep moving this stuff along. It's really ah, it's just amazing and just relentless. >>Yeah, it is. It is relentless. What's what's exciting to me in particular, Jeff is we've we've we've driven storage advancements, you know, largely through. As I said, a you know a number of engineering disciplines, and those are still going to be important going forward the chemistry of the physics, the electrical, the hardware capabilities. But I think, as you know, is widely recognized in the industry that it's a diminishing curve. I mean, the amount of energy, the amount of engineering, effort, investment, the cost and complexity of these products to get to that next capacity step, um, is getting more difficult, not less. And so things like zone storage where we now bring intelligent data placement to this paradigm is what I think makes this current juncture that we're at a very exciting >>right, Right. Well, it is applied ai, right. Ultimately, you're gonna have, you know, more more compute, you know, compute power. You know, driving the storage process and how that stuff is managed. And, you know, as more cycles become available and they're cheaper and ultimately compute, um gets cheaper and cheaper. You know, as you said, you guys just keep finding new ways to ah, to move the curve. And we didn't even get into the totally new material science, which is also, you know, come down the pike at some point in time. Well, >>very exciting. >>It's been great to catch up with you. I really enjoy the Western Digital story. I've been fortunate to to sit in on a couple chapters. So again, congrats to you. And, uh, we'll continue to watch and look forward to our next update. Hopefully, it won't be another four years. >>Okay. Thanks, Jeff. I really appreciate the time. All >>right. Thanks a lot. Alright. He's Phill. I'm Jeff. You're watching the Cube. Thanks for watching. We'll see you next time. Yeah, Yeah, yeah, yeah.

>>from around the globe. It's the Cube with digital coverage of next level network experience event brought to you by Info blocks Hi ups to Minuteman and welcome to the Cube's coverage of the info blocks virtual event. Digging into the next level networking experience. I'm here with John Furrier, who is the host of the event. John. We've been talking about next level networking for for a few years now. Everything's multi cloud cloud native SAS adoption, really transforming the way that we have to think about networking. Tell us a little bit about this event. >>So as you know, yeah, again go back years from when member VM Ware bought in a sexual like Okay, you know that's going to change the game software to find networking. And we love that. We were all riffing on program ability. You saw the Dev Ops trajectory hitting networking. We would say that's where the action is on this event really kind of speaks to Info Blocks as a company which is really well known for DNS. I mean, they had cricket. Liu Stuart Bailey, that really kind of the pioneers in DNS and security have constantly been adding innovation to it, but DNS is one of those things where it's kind of like not thought about, but it runs everywhere, runs the web. It is critical infrastructure and, you know D HCP. We all know what that is. We have a home router, and then he got I p address management. These have been traditionally different things for enterprises, and everyone has it. They got to deal with it. And it's really, ultimately the location and how things resolved and connect. So you know, it really becomes a foundational opportunity to figure out where the access is not only a remote access, but security. So we had a great bunch of guests looking at looking at the info blocks. Next level networking, because they bought, had an acquisition, a Cube alumni snap route recently, and this caught our attention because they were doing Cloud Native. And one of the guests we had was Glenn Sullivan. He was the founder of Snap Route. He was the the guy who did all the Siri work for Apple. So this guy knows large scale of those cloud native We had kuna Sunni, who's the runs? Corporate development in all of the products for info blocks. He kind of went into the strategy of how they're taking the I won't say boring DNs, but the critical infrastructure of DNS and how they're extending the functionality with an abstraction layer around D D I, which is DNS DCP and management. And then we had some great guests on there. We had a Craig Sanderson from info blocks. He's on there. You'll hear from him. He talked about the security and then finally a customer who's running a big school district who, with Covert 19 exposes all these challenges around what has been called the borderless enterprise. So really, next level is that, you know, how do you deal with all this stuff? And that's been a big issue. So we're gonna unpack all that in this virtual event. We have four great interviews, and so it's going to be a great program. >>Yeah, John, as you said it to some of those foundational pieces of how network is done, a lot of times runs, you know, under the radar, something you don't need to think about. But all of these changes, as we said, you know my data. My network is now highly distributed, especially I would expect that the impact of the global pandemic and work from home are really causing even more of these challenges and to think about distributed infrastructure even more. So what are some of the themes we should be looking for here? How much of them kind of tie into what we've been talking about the last couple of years in some of these cloud native worlds? >>That's great questions to I'll get into some of the themes of the program, but you brought up the covert 19 again. We've been talking about this in our reporting. You've been doing a ton of interviews following all your your stuff as well as well as all of our team. Covert 19 really exposes the aspect of critical infrastructure, and to me it's like it's the It's the great I o T experiment happening in real time. It's forcing companies saying, Hey, the work. The future of work is about workplace. The location is now home workforce. Are the people emotional? They want ease of use. They want a different experience. They're all not in the office workloads and work flows. All of them have the common word working it so I think over 19 exposes this what I call I o t experiment because everyone is now borderless. It changes the game and really puts the pressure on security network access. And ultimately, you know, the bad guys are out there so you could have someone a teacher at home or a worker at home, and they get some malware attack and they're not sophisticated, zoom or whatever they're using for tools. All that's changed and they're vulnerable. So this brings up a huge networking challenge from whether even VP ends or even relevant or not to everything. So, to me, that is a huge point. You're gonna hear that throughout the commentary that that's kind of teased out. But the real things about innovation around the cloud you're gonna hear info blocks and they're experts talk about what they're doing and how they see cloud scale and cloud native integrating into an older paradigm like DNS. And to me, that's the That's the evolution of this DD I concept. That's an abstraction layer that creates innovation opportunities but also takes away a lot of the complexities around managing all the DNS things out there and again, that's the access of the network. It's a it's a place of truth is really kind of low level, but it's really foundational. So to me, that's the main theme. And customers want ease of use into it, whether they're at home or not, and replacing the old ways to putting a box out there. That's the way it was, DNs DNs. People would manage it all. Now they want to have it provisioned, managed a manage service cloud Native Cloud operations because it's only gonna get has to get that way. >>Yeah, it's interesting, John. You know, we watched the whole wave of software defined impact networking. I think of a company like Info blocks. They've been around for decades. They're dominant in the space is that they play in. Traditionally, it would have been an appliance that you thought of for their environment you talked about. They now have the snapper out acquisition as part of what they're doing. So it just what should we be looking for? What are they really the main point? That Info Box wants to bring people together for this next level networking experience? >>Well, Glenn Sullivan was one of my favorite discussions, and he's been on. He's a cube alumni and he's so smart. He came again from Apple. He knows that he knows what large scale looks like. Snap route was really early and was one of those technologies that just, you know, it has the core DNs built in kubernetes built in. They were doing some pretty aggressive, I would call it for lack of a better word kubernetes on bare metal. They were doing stuff, but really super cool kubernetes you combine that with DNS and info blocks actually has the core DNs that's actually in every kubernetes of in the CN CF. So everything that comes out of the CN CF from a core DNS standpoint is info blocks. So yeah, they're definitely relevant in the whole CNC of Cloud Native foundation, effort around cloud native. And as that scales just micro services, you're gonna have to have this new abstraction layer and also be compatible with automation. So that's, um, we didn't go into the weeds on that, but that was essentially the head room for all the different conversations roles of cloud native and open source technologies enabling borderless enterprises because you got to have the operation side and you got to have the program ability. So you start to get into the true dev ops that we used to riff on all the time. You know, move fast, break stuff to don't break anything. Right? So ops, ops and Dev have to come together. This is where the winners and losers of networking will be determined. You gotta provide the enablement for developers, but you gotta provide the stability of an operational checklist. >>Yeah, John, I guess the last question I want to ask you before we get to the guests, You know, that operational change, You know, we saw for so many years it was, Oh, all the networking people, they're going to have to learn to code up weight. Dev ops is actually gonna spreading the information around. And maybe I won't need a particular networking team. But we understand when things go wrong, you've gotta have somebody with the expertise that could be able to dig in. What are you know, who should be listening to this? What are some of those organizational implications for what you're talking about with info blocks? >>That's a great point. I mean, the biggest challenge that I see in all this entire digital transformation as it starts to get down into the cloud native world is, most people are asking the wrong questions. They don't even know what they're talking about When it comes down to trying to compare an apple to an orange, they're really kind of disconnected on language. You got server people in networking. We know that they have different languages, and working together is key. When you think about something like DNS, that's a technical. That's an operator that's an I t person, that someone who's running critical infrastructure. But when you start to think about the security aspect of it, it's a CSO conversation. So what I'm seeing come out of this that's critical, is when you start to get into this cloud native world. You have more stakeholders in the value proposition of all this and with covert 19. As I pointed out, you know you got hacks and you got security. So when you talk with security, that's up and down the organization. That's the CSO down to the teams themselves. We have about automation horizontally scaling with Dev ops. That's multiple teams, so you have an integration kind of stakeholders. You know DNS servers, all networking. All these people have to kind of come together. So the people who should watch this are the people who are concerned about scaling the modern enterprise, which is borderless, which is code word for multiple access points and multiple connection points. R i o t um, how do you make that work? And that's the real challenge. So it's kind of like an I t a person who wants to figure out where the puck will be so they could be there when it's there and skate to where the puck is, as we say, and and the CSO of the senior people have to understand that DNS cannot be overlooked because whether it's a managed service. So So Cloudflare had a huge out into the DNS. Setting DNS takes down everything. So it's ah, it's the most fertile ground and the most targeted ground for attacks, and that is well understood. So getting the right questions in place foundational we had to set up the modern enterprise, and then that's going to be a construct for the cloud native architecture and ultimately the developer environment. So yeah, it's a topic that's kind of nerdy with DNS, But it has implications across digital transformation. >>Jonah expecting lots of conversations around security and automation how they tie into all of the modern and modernization themes. Absolutely some pieces that shouldn't be left behind. All right, John Ferrier, Thanks so much for helping us kick off. Really interested. Make sure to stick with us off to listen to all the guest interviews here that John has done the info blocks. Next level networking experience. Instrument, man. And thank you for watching the Cube. Yeah, yeah, yeah, yeah, yeah, yeah.

(soft music) >> From theCUBE studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is theCUBE Conversation. >> Hi, I'm Stu Miniman coming to you from our Boston area studio here for a CUBE conversation. Really like when we can dig into help some of the nonprofits in our industry, going to be talking about, training, helping other people lift up their careers. Happy to welcome to the program, first time guests, Jerome Hardaway. He's the founder of vets who code coming down from Nashville, Jerome, I seem to remember a time where I was able to travel. I did some lovely hiking even saw bear last time I was down in Nashville. Thanks so much for joining us. Roger that. Thank you, a funny story. I saw a cow on the loose while driving on the highway yesterday. So not much has changed. (Jerome laughs) Thank you guys for having me. >> Yeah, it is a little bit of strange times here in the Covert area. I live kind of suburban Massachusetts area. One of my neighbors did report a small bear in the area. I'm definitely seeing more than just the usual, what kind of wild turkeys and the like that we get up in New England, but let's talk about Vets Who Code. So, you're the founder, the name doesn't leave much up for us to guess what you do, but tell us a little bit as to the inspiration and the goals of your organization. Roger that, Vets Who Code is the first veteran founded, operated and led, a remote 501 C three that focuses on training veterans regardless where they are and modern age of technologies. Our stack right now, I would say is focused more towards front-end DevOps with a lot of serverless technologies being built-in. And that's pretty much what exactly what we do well. >> Well awesome, I had been loving digging into the serverless ecosystem the last few years. Definitely an exciting area, help us understand a little bit, who comes and joins this? What skill set do they have to have coming in? And explain a little bit the programs that they can offer that they can be part of. >> Yeah, cool. So we run Vets Who Code like a mixture between a tech company or a tech nonprofit, I guess, using those practices while also using military practices as well. And the people that come in are veterans and military spouses. And we try to use what we call a pattern matching practice, showcasing like. Hey, these are the things, he's been in military. This is how it translates to the tech side. Like, our sit reps is what you guys would call stand up. Kanban is what we would call like systems checks and frag orders, Op orders, things like that, or, our SLPs. So we turn around, we just train them, retrain them. So that way they can understand the lingo, understand how things, how you code, move and communicate and make sure that these guys and girls, they know how the work as JavaScript engineers and a serverless community. As of right now, we've helped 252 veterans in 37 States get jobs, our social economic impacts, then I think it's at 17.6 million right now. So it all from the comfort of their homes, that's like the cool and free, and those are like the coolest things that we've been able to do. >> Wow, that's fascinating. Jerome, I heard something that you've talked about, leveraging the military organizational styles. I'm just curious, there's in the coding world a lot of times we talk about Conway's law, which is that the code will end up resembling the look of the organization. And you talk about DevOps, DevOps is all about various organizations collaborating and working together. It seems a little bit different from what I would think of traditional military command and control. So is that anything you've given any thought to? Is there some of the organizational pieces that you need to talk to people about? Moving into these environments compared to what they might've had in the military. >> Negative, I think the biggest misconception that we have is that people, when you're talking about how the military moves, they're thinking of the military of yesteryear of 20, 30, 40 years ago. They're not thinking of global war on terrorism veterans and how we move and things like that. We understand distributed chains. We understand cause we call, that's what we've done at CENTAF and CENTCOM in Iraq and Afghanistan. So we honored, like we are already doing a lot of this stuff, we just naming it different. So that's part of the thing that we have as an advantage as the, cause all the people who are educators, there are veterans who learn how to code and they've been working in industry and they know. And so when they're teaching, they know the entire process that a veteran's going to go through. So that's how now we focus on things. And so the organizational structure for us first term to second term veterans is pretty normal. If you're coming out within the last, heck 10 years. (Jerome laughs) >> Yeah, absolutely. That's wonderful. And I I've had the opportunity to work with plenty of people that had come from the military. Very successful in the tech industry, definitely tend to be hard workers and engaged in what they'r doing. Curious, you talked about being able to do this remotely and then it is free. What's the impact of the current global pandemic? Everything that's happening here in 2020 been on what you're doing in your resources. >> Of the impact, unfortunately, I mean, not unfortunately, fortunately it has been nothing but positive. It's been crazy, we've gotten more applications. We have people are seeing that during, I was the crazy person in the room, when in 2014, when I was saying nonprofits should move to remote first protocols. So that way they could have greater impact for less, with less financial resources. And back then I was the, like what are you talking about? This is the way we've always done. Well now everybody was scrambling to try to figure out how to help people without being in same room with them. We were like, Oh, okay, lt's do today. So we got an influx of people applying, influx of people, sending me, trying to get into our next cohort in August. It's just, the biggest thing that has happened for Vets Who Code is yet, it's been a really positive experience for us, which is really weird to say, but I think it has, my doomsday Murphy's law style of preparing, I assume that anything that can go wrong will go wrong. So I try to prepare for that. So being open source, being serverless, being having everything in a manner to where--in case I was out of the pot, out of the situation, other people operate having this distributed teams, or there are other leaders that can take over and do things. It's all stuff that, I guess I got from the military. So, we were know we were prepared because there was absolutely zero pivot for us. If anything, it has been more resources. We've been able to dive deeper in more subjects because people have had more time, but, we can do, we can dive deeper into AWS. We started a lunch and learn every two weeks. We actually have a lunch and learn next week with Dr. Lee Johnson. And she's going to be talking, we open that to it by all juniors and entry level devs, developers, regardless of whether you're a veteran or not, we just throw it on Twitter and let them get in. And the focus will be on tech ethics. We all know, right now we've been leading the charge on trying to make sure people are supercharging their skills during this time frame. So that's what, it's been very positive. I've been working with magazine, front-end masters. It's been awesome. >> Well, that's wonderful. Wish everyone had the mindset coming into 2020, because it does seem that anything that could go wrong has, (both laugh) I'm curious, once people have skilled up and they've gone through the program, what connections do you have with industry? How do you help with job placement in that sort of activity? >> That is the most asked question, because that is the thing that people expect because of code schools, because of our educational program protocols. We don't really need that issue because our veterans are skilled enough to where to hiring managers know the quality that we produce. I live in Nashville and I've only been able to place one veteran that I've trained locally in the community because of fame companies have snatched up every other veteran I've ever trained in the community, so things like that, it's not a problem because no, a usually 80% of our veterans have jobs before they even graduate. So you're literally picking up, picking people who, they know they have the potential to get a bit companies if they put the work in and it's just as they come, we actually have people. I think a company reached out to me yesterday and I was like, I don't even have people for you. They already have jobs. (jerome laughs) Or I'm in a situation now where all my senior devs are looking for fame companies. Cause that's one of the things we do is that we support our veterans from reentry to retirement. So we're not like other code schools where they only focus on that 30 to 60 to 90 days, so that first job, our veterans, they keep coming back to re-skill, get more skills, come up to the lunch and learns, come to our Slack side chats to become better programmers. And once they're, so we've helped several of our programmers go from entry-level dev to senior dev, from absolutely zero experience. And so, I think that's the most rewarding thing. When you see a person who they came in knowing nothing. And three years later, like after the cohort safe they got their job and then they come back after they got the jobs, they want to get more skills and they get another job and then they come back. And the next thing, my favorite, one of my favorites Schuster, he starts at a local web shop, a web dev shop in Savannah, Georgia. And then next thing, oh, he's on Amazon, he's at Amazon three years later and you're like, Oh wow, we did that, that's awesome. So that's the path that we do is awesome. >> I'm curious, are there certain skill sets that you see in more need than other? And I'm also curious, do you recommend, or do you help people along with certain certifications? Thinking, the cloud certifications definitely have been on the rise, the last couple years. >> I feel like the cloud, the cloud certifications have been on the rise because it's expensive to like test for that stuff. If a person messes up, unless you have a very dedicated environment to where they can't mess up, they can cost you a lot of money, right? So you want that certain, right? But for us, it's been, we just focused on what we like to call front-end DevOps. We focus on Jamstack, which is JavaScript, APIs and markup, also along with a lot of serverless. So we're using AWS, we're using, also they're, they're learning Lambda functions, all this stuff. We're using a query language called GraphQL. We're using Apollo with that query language. We're using some node, React, GET, Speed. And a lot of third party API has to do like a lot of heavy lifting cause we believe that the deeper dive that a person has in a language and being able to manipulate and utilize APIs that they can, the better they will be, Right? So, same way that colleges do it, but a more modern take like colleges, they give you the most painful language to learn, which is usually like C right? Where you had to make everything a very low-level language. And then you're going through this process of building. And because of that, other languages are easier because you felt the pain points. We do the same thing, but with JavaScript, because it's the most accessible, painful language on earth, that's what I called it with Wire magazine last year anyway. (jerome laughs) >> So Jerome, you've laid out how you you're well organized. You're lean and financially, making sure that things are done responsibly. We want to give you the opportunity though. What's the call to action? Vets Who Code, you're looking for more people to participate. Is it sponsorships? Work in the community, look to engage. >> Roger that, we are looking for two things. One, we're always looking for people to help support us. We're open source, we're on GitHub sponsors. Like the people who we we're up, we're open source. But the people that do most of our tickets are the students themselves. So that's one of the best things about us. there is no better move, feeling that having something in production that works, right? It actually does something right? Like, Oh, this actually helps people, right? So we help have our veterans like actually pull tickets and do things like that. But, we also, we build, we're building out teams that they're on all the time as well. We have our new tutorials team or veterans. They literally built front facing tutorials for people on the outside. So that way they can learn little skills as we also have podcasts team and they're always podcasting, always interviewing people that in community, from our mentors to our students, to our alumni. And so just, let's throw our podcasts on Spotify. Let's do some codes, the best Code podcast and sponsor song get up. >> Wonderful, Jerome. We want to give you the final word. you're very passionate. You've got a lot interested, loved hearing about some of the skill sets that you're helping others with. What's exciting you these days? What kind of things are you digging into, beyond Vets Who Code? >> Oh man, everything serverless dude. As a front-end, as a person who was full stack and move to front-end. This has never been a more exciting time to learn how to code because there's so many serverless technologies and is leveling the playing field for front-end engineers, just knowing a little bit of like server-side code and having DevOp skills and being able to work in a CLI, you can do like Jamstack and the people that are using it. You have Nike, you have governments. It's just, it's such an exciting time to be a front-end. So I'm just like, and just seeing also how people are like really turning towards wanting their data more open source. So that's another thing that's really exciting for me. I've never been a person that was very highbrow when it came to talking about code. I felt like that was kind of boring, but seeing how, when it comes to like how code is actually helping normal, average everyday people and how the culture as a whole is starting to get more hip to how, API is like our running the world and how tech is being leveraged for. And it gets them, I'm on fire with these conversations, so I try to contain it cause I don't want to scare anyone on TV, but we could talk like, we could talk hours of that stuff. Love it. >> Well, Jerome, thank you so much for sharing with our community, everything you're doing and wonderful activity Vets Who Code, definitely call out to the community, make sure check it out, support it. If you can and tie so much in Jerome, I've got a regular series I do called Cloud Native Insights that are poking at some of those areas that you were talking about serverless and some of the emerging areas. So Jerome, thanks so much for joining, pleasure having you on the program. >> Roger that, thank you for having me. >> All right. Be sure to check out thecube.net for all of the videos that we have as well as Siliconangle.com for the news an6d the writeups, what we do. I'm Stu Miniman and thank you for watching theCUBE. (soft music)

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. >>Welcome back to the Cube's coverage here from Palo Alto, California in our studio with remote interviews during this time of covert 19 with our quarantine crew. I'm John Furrier, your host of the Cube, and we have here the award winners for the best CDU solution from North based loses. Jim Keller, the president and from Harvard Business Publishing and University of Pittsburgh, Chad Burden PhD in data privacy officer of University of Pittsburgh. Thanks for coming on, gentlemen. Appreciate it. >>Thank you. >>So, Jim, we'll start with you. What is the solution that you guys have got the award for and talk about how it all came about? >>Yeah. Thank you for asking. And, uh, it's been a pleasure Worldwide chat and the entire you pitch team. So? So as we as we enter this this this whole covitz situation, our team really got together and started to think about how we could help AWS customers continue their journey with AWS, but also appreciate the fact that everyone was virtual. The budgets were very tight, but Nonetheless, the priorities remained the same. Um, So So we devised a solution which which we call jam sessions, AWS jam sessions and the whole principle behind the notion is that many customers go through AWS training and AWS has a number of other offerings, immersion days and boot camps and other things. But we felt it was really important that we brought forth a solution that enables customers to focus on a use case but do it rapidly in a very concentrated way with our expert team. So we formulated what we call jam sessions, which are essentially very focused, too. Weak engagements, rapid prototyping engagements. So in the context of Chad on the pitch team, it was around a data lake and they had been channels certainly speak to this in much more detail. But the whole notion here was how do you How does the customer get started out? Is how does a customer prove the efficacy of AWS proved that they can get data out of their on premises systems, get it into AWS, make it accessible in the form in this case, a data lake solution, and have the data be consumable. So we have an entire construct that we use, which includes structured education, virtual simultaneous rooms where development occurs with our joint sap prototyping teams. We come back again and do learnings, and we do all of this in the construct of the agile framework. And ideally, by the time we're done with the two weeks, um, the customer achieves some success around achieving the goal of the jam session. But more importantly, their team members have learned a lot about AWS with hands on work, real work. Learn by doing if you will, um, and really marry those two concepts of education and doing and come out of that with an opportunity then to think about the next step in that journey, which in this case be Thea implementation of a data lake in a full scale project kind of initiative. >>Talk about the relationship with the North based solutions. So your customer, you guys were partnering on this, so it's kind of your partnering, but also your they're helping you talk about the relationship and how the interactions went. >>Yeah, so I was faced with a challenge that I think a lot of people in my role is faced with where the demand for data is increasing and demand for more variety of data. And I'm faced with a lot of aging on premise hardware that, um I really don't want to invest any further. And so I know the clouds in the future, but we are so new with the cloud that we don't even know what we don't know. So it has zeroed in on AWS and I was talking with them and I made it very clear. I said, you know, because of our inexperience, you know, we have talented data engineers, but they don't have this type of experience, but I'm confident they can learn. What I'm looking for is a partner who can help us not only prove this out, that it can work, which I had high confidence that it could, but help us identify where we need to be putting our still skilling up. You know what gaps do we have? And you know, aws has so many different components. But we also needed help zeroing in on or our need. You know, what are the pieces we should really be paying attention to and developing those skills. So we got introduced to North Bay and they introduced us to the idea of the jam session, which was perfect. It was really exactly what I was looking for. Um, you know, we made it very clear in the early conversations that this would be side by side development, that my priority was, of course, to meet our deliverables. But it also for my team to learn how to use some of this and learn what they need to dive deeper in at the end of the engagement. I think that's how we got started on then. It was very successful engagement after that >>talk about the jam sessions because I love this. First of all, this is in line with what we're seeing in the marketplace, with rapid innovation now more than ever, with virtual workforces at home given situation, rapid, agile, rapid innovation, rapid development is a key kind of thing. What is a jam session was the approach. Give me a little bit about of it out, but what's your take on the jam sessions? Had it all has it all work? >>It was great because of the large team that north a broad and the variety of skills they brought and then they just had a playbook that worked, right? They broke us up into different groups from the people who be making the data pipeline to the people who then would be consuming it to develop analytics projects. Um, so that part works really well. And, yes, this rapid iterative development, You know, right now, with our current kind of process in our current tools, I have a hard time telling anybody how long it will take to get that new data source online and available to our data analysts who are data scientists because it takes months sometimes and nobody wants that answer. And I don't want to be giving that answer. So what we're really focused on is how do we tighten up our process? How do we still like the right tools so that we can pay, you know, will be two weeks from start to finish and you know you'll be able to make the data available. So the engagement with North of the jam session scheduled like that really helped us prove that. You know, once you have the skills and have the right people, you can do this rapid development and bring more value to our business more quickly, which is really what it's all about. We're out, >>Jim. I want get your thoughts because, you know, we see time and time again with the use cases with the cloud When you got smart people, certainly people who play with data and work with data, they're not. They're pretty savvy. They know the limitations. But when you get the cloud, it's like a car versus a horse or, you know, get a go from point A to point B. But again, the faster is the key. How did you put this all together And what were the key learnings? >>Yeah. So, uh, John, you know, a couple of things that are really important. One is, as Chad mentioned, really smart people, um, on the it side that wanted to wanted to really learn and had had a thirst for learning. Um, and then couple that with the thing that they're trying to learn in the actual use case that we're trying to jointly jointly implement a couple of things that we've learned that they're they're really important. One is, although we have structure, we have a Silla by and we have sort of a pattern of execution. We never lose sight of the fact that every customer's different. Every team members different and in fact chat in this case that team members some had more skills on AWS than others, so we had to be sensitive to that. So what we did was we sort of use our general formula for for the two weeks one week one is very structured, focused on getting folks up to speed and normalize in terms of where they are in their education of aws solution we're building, um, and then we two is really meant to sort of multiple together and really take this the solution that we're trying to execute around, um, and tailor it to the customer. So they were addressing the specific needs both from their team member of perspective and, uh, and the institutions perspective, Um, in total. We've learned that starting the day together and ending today with the recap of that day is really important in terms of ensuring that everyone's on the same page, that they have commonality of knowledge. And then we were addressing any concerns. You know, this stuff we move fast, right? Two weeks is is not a long time to get a lot of rapid prototyping done. So if there is anxiety or folks feel like they're falling behind, you want to make sure we knew that we want to address that quickly that evening or the next morning, recalibrate and and then continue. The other thing that we've learned is that and Chad, the entire Cube team did a phenomenal job of this was really preparation. So we want to We we We have a set of preliminary set of activities that we that we work with our customers sort of lay the foundation for, so that on day one of the jam session, we're ready to go. And with this we're doing this virtually. We don't have the luxury of being in a physical room and having time to sort of get acclimated to the physical constructive of organizing rooms and shares and tables. All of that, we're doing all that virtually so. Joe and the team were tremendous and getting all the preparatory work done. The thing about was involved in a data lake. It's the data and security and access of things Our team needed to work with their team and the prescription that in the formula that we use is really 33 critical things. One is our team members have to be adept that educating on a white board in this case. Secondly, we want to do side by side element. That's that's the whole goal. And then we want team members to to build trust and relationship side by side and then, thirdly and importantly, we want to be able to do over the shoulder mentoring. So as Chad's team members were executing, UI could guide them as we go. And those really those three ingredients really >>talk about the Data Lake on the outcome. As you guys went through this, what was the results of the Data Lake? How did it all? How'd it all turn out? >>Yeah, the result was great. It was exactly what we're looking for. The way I had structured the engagement and working with Jim to do this is I wanted to accomplish two things. I wanted to one prove that we can do what we do today with a star schema Martin model that creates a lot of reports that are important to the business but doesn't really help us grow in our use of data. There was a second component of it that I said, I want I want to show how we do something new and different that we can't do with our existing tools so that I can go back to our executive leadership and say, Hey, you know, by investing in this year's all the possibilities we can do and we've got proof that we can do it. So some natural language processing was one of those and leveraging aws comprehend with key and And the idea here was there are unfortunately relevant today with Cove it. But there are events happening all around campus. And how do students find the right events for them? You know, they're all in the calendar will live pricing national language processing using AWS comprehend and link them to a student's major so that we can then bubble these up to a student. Hey, you know of all these thousands of events here and you might be most interested in you can't do that right now, but using these tools using the skills that north they helped us develop working side by side will help us get there, >>you know, beautiful thing is with these jam sessions. You want to get some success, You go for the next one. You get this Sounds like another jam session opportunity to go in there and do the virtual version as well. As the fall comes up, you have the new reality. And this >>is >>really kind of What I like about this story is you guys did the jam session. First of all, great project, but right in the middle of this new shift of virtual, so it's very interesting. So I want to get your thoughts, Chad, You know, as you guys look at this, I mean on any given Sunday, this is a great project. You get people together, you have the cloud get more agile, get the proof points, show it double down on it. Playbook check. But now you've got the virtual workforce. How did that all play out? Anything surprise you any expectations that were met or things that were new that came out of this? Because this is something that everyone is going through right now. How do I come out of this or deal with current Cove it as it evolves and when I come out of it. I don't have a growth strategy in a team that's deploying and building. What's your take on? >>Yeah, so, yeah, you know, it's a good question. And I was a little concerned about it at first, cause when we had first begun conversations with North Bay, we were planning on a little bit on site and a little bit virtual. And of course, Cove. It happened. Our campuses closed. Nobody's permitted to be there. And so we had to just pivot to 100% virtual. I have to say I didn't notice any problems with it. It didn't impede our progress that didn't impede our communication. I think the playbook that North they had really just worked for that. Now they may have had to adjust it, and Jim can certainly part of that. But you know those morning stand ups for each group that's working the end of day worn out right? That's what those were the things I was joining in on, you know, it wasn't involved in it throughout the day, but I wanted to check in at the end of the day to make sure things are kind of moving along and the communication the transparency that was provided with key, and because of that transparency and that kind of schedule, they already have set up North Bay. We didn't see we didn't have any problems having a fully virtual engagement. In fact, I would probably prefer to do for two engagements moving forward because we can cut down on travel costs for everybody. >>You know, Jim O. Negative thoughts that I think is a huge point that's not just representing with here and illustrate with the example of the success of the EU solution. You guys got the award for, but in a way, covert exposes all the people that are been relying on waterfall based processes. You got to be in a room and argue things out. Our have meetings set up. It takes a lot of time when you when you have a virtual space and an agile process, you make some adjustments. But if you're already agile, it doesn't really impact too much. Can you share your thoughts because you deployed this very successfully? Virtually. >>Yeah, I know it is. Certainly, um, the key is always preparation and on our team did a phenomenal job of making sure that we could deliver equal to or better than virtual experience than we could on site and on site experience. But, John, you're right. You're absolutely right. But it forces you to really do is think about all the things that come natural when you're when you're in a physical room together, you can't take for granted virtually, um, even even interpersonal relationships and how those were built and the trust that's built in. And this whole, as much as this is a technical solution and as much as the teams did you really phenomenal aws work, foundational Lee. It all comes down to trust it, as Chad said, transparency, and it's hard, often hard to to build that into a virtual experience. So part of that preparatory work that I mentioned, we actually spend time doing that. And we spent time with Chad and other team members understanding each of their team members and understanding their strengths, understanding where they were in the education journey and experiential journey a little bit about them personally, right? So so I think. Look, I think the reality in the short and near term is that everything is gonna be virtual North Bay delivers much of their large scale projects. Virtually now, we have a whole methodology around that, and, um, and it's proven. Actually, it's made us better at what we do. >>Yeah, definitely puts the pressure on getting the job done and focusing on the creativity the building out. I want to ask you guys both the same question on this next round, because I think it's super important as people see the reality of cloud and there certainly has been around the benefits of there. But still you have, you know, mentality of, you know, we have to do it ourselves, not invented here. It's a managed services security. You know, there's plenty of objections. If you really want to avoid cloud, you can come up with something if you really look for it. Um, but the reality is, is that there are benefits for the folks out there that are now being accelerated into the cloud for the reasons we cove it and other reasons. What's your advice to them? Why cloud, what's the what's the bet? What comes? What comes out of making a good choice with the cloud? Chad? Is people sitting there going? Okay, I got to get my cloud mojo going What's your What's your What's your advice to those folks sitting out there watching this? >>Yeah, so I would say it. And Jim does this, you know, we have a big vision for data, you know, the whole universe of data. Where does everything is made available? And, um, I can't estimate the demand for all of that yet, right, That's going to evolve over time. So if I'm trying to scale some physical hardware solution, I'm either going to under scale it and not be able to deliver. Or I'm gonna invest too much money for the value in getting what? By moving to the cloud. What that enables me to do is just grow organically and make sure that our spend and the value we're getting from the use are always aligned. Um And then, of course, all the questions that you have availability and acceptability, right? We can just keep growing. And if we're not seeing value in one area, we can just we're no longer spending on that particular area, and we contract that money to a different components of the cloud, so just not being locked into a huge expense up front is really key, I think, >>Jim, your thoughts on Why Cloud? Why now? It's pretty obvious reasons, but benefits for the naysayers sitting on the fence who are? >>Yeah, it's It's a really important question, John and I think that had a lot of important points. I think there's two others that become important. One is, um, agility. Whether that's agility with respect to your in a competitive marketplace, place agility in terms of just retaining team members and staff in a highly competitive environment will go nowhere in particularly in the I t world, um, agility from a cost perspective. So So agility is a theme that comes through and through, over and over and over again in this change, right? So, he said, most companies and most organizations don't they don't know the entirety of what it is they're facing or what the demands are gonna be on their services. The agility is really is really key, and the 2nd 1 is, you know, the notion has often been that you have to have it all figured out. You could start and really our mantra and the jam session was sort of born this way. It's really start by doing, um, pick a use case, Pick a pain point, pick an area of frustration, whatever it might be. And just start the process you learn as you go. Um, and you know, not everything is the right fit for cloud. There are some things for the right reasons where alternatives might be might be appropriate. But by and large, if you if you start by doing And in fact, you know the jam session, learn by doing, and you start to better understand, enterprise will start to better understand what's most applicable to that where they can leverage the best of this bang for the buck if you will, um, and ultimately deliver on the value that that I t is is meant to deliver to the line of business, whatever that whatever that might be. And those two themes come through and through. And thirdly, I'll just add speed now. Speed of transformation, Speed of cost reduction, speed of feature rollout. Um, you know, Chad has users begging for information and access to data. Right? And the team we're sitting there trying to figure how to give it to him quickly. Um, so speed of execution with quality is really paramount as well these days >>and channels. You mentioned scale too, because he's trying to scale up as key and again getting the cloud muscles going for the teams. And culture is critical because, you know, matching that incentives. I think the alignment is critical. Point point. So congratulations, gentlemen. On great award best edu solution, Chad, While I have you here, I want to just get your personal thoughts. Put your industry expert PhD hat on because, you know, one of the things we've been reporting on is a lot of in the edu space higher ed in other areas with people having different education policies. The new reality is with virtual virtualized students and faculty alumni nine in community, the expectations and the data flows are different. Right? So you you had stuff that people use systems, legacy systems, >>kind of. >>It's a good opportunity to look at cloud to build a new abstraction layer and again create that alignment of what can we do? Development wise? I'm sure you're seeing new data flows coming in. I'm sure there's kind of thinking going on around. Okay. As we go forward, how >>do >>we find out who's what. Classes to attend if they're not on site this another jam session. So I see more, more things happening pretty innovative in your world. What's your take on all this? >>Um, I take, you know, So when we did the pivot, we did a pivot right after spring. Great toe. Be virtual for our students, Like a lot of universities dead. And, um, you learn a lot when you go through a crisis kind of like that. And you find all the weaknesses And we had finished the engagement. I think north by that point, or it were in it. And, um, seeing how if we were at our future state, you know, the way I envision the future state, I can now point to the specific things and get specific examples of how we would have been able to more effectively on when these new demands on data came up when new data flows were being created very quickly and, you know, able to point out to the weaknesses of our current ecosystem and how that would be better. Um, so that was really key. And then, you know, it's a This whole thing is an opportunity. It's really accelerated a lot of things that were kind of already in the works, and that's why it's exciting. It's obviously very challenging, you know, and that if it were really right now trying to focus on how do we have a safe campus environment and going with a maximum flexibility and older technology that's involved in that? And, you know, I've already got you know, I've had more unique data requests. >>My desk >>is coded and in the previous five years, you know, >>new patterns, new opportunities to write software. And it's great to see you guys focused on the hierarchy of needs. Really appreciate. I want to just share a funny story. Not funny, but interesting story, because this highlights the creativity that's coming. I was riffing on Zoom with someone in Higher Ed University out here in California, and it was wasn't official. Business was just more riffing on the future, and I said, Hey, wouldn't it be cool if you have, like an abstraction layer that had leverage, canvas, zoom and discord and all the kids are on discourse, their game received. Okay, why discord? It's the hang space people are his connective tissue Well, how do you build notifications through the different silos? So canvas doesn't support certain things? And campuses? The software. Most companies never say years, but that's a use case that we were just riffing on. But that's the kind of ideation that's going to come out of these kinds of jam sessions. You guys having that kind of feeling to? How do you see this new ideation? Rapid prototyping. I only think it's gonna get faster. Accelerated >>It was. Chad said, you know, his requests are multiplying. I'm sure on people are you know, folks are not willing to wait, you know, we're in a hurry up. Hurry up. I wanted now mentality these days with with both, um college attendees as well as those of us. We're trying to deliver on that promise. And I think, John, I think you're absolutely right. And I think that, um, whether it be the fail fast mantra or whether it be can we may even make this work right? Doesn't have lakes, is it is even viable. Um, and is it even cost effective? I can tell you that the we do a lot of work in tech. We do a lot of work in other industries as well. And what what the courseware delivery companies and the infrastructure companies are all trying to deal with and as a result of coaches, they've all had to try to innovate. Um, so we're being asked to challenge ourselves in ways we never been asked to challenge ourselves in terms of speed, of execution, speed of deployment, because these folks need answers, you know, tomorrow, Today, yesterday, not not six months from now. So the the I'll use the word legacy way of thinking is really not one that could be sustained or tolerated any longer. And and I want Chad and others to be able to call us and say, Hey, we need help. We need help quickly. How we go work together, side by side and go prove something. It may not be the most elegant. It may not be the most robust, but we need. We need it kind of tomorrow, and that's really the spirit of the whole. The whole notion of transition >>and new expectations means new solutions that will give you the final word going forward. You're on this wave right now. You got new things coming at you. You get in that foundation set. What's your mindset as you ride this wave? >>I'm optimistic it really It's an exciting time to be in this role. The progress we've made in the county or 2020 despite the challenges we've been faced with with, um cove it and budget issues. Um, I'm optimistic. I love what I saw in the in the jam session. It just kind of confirmed my I believe that this is really the future for the University of Pittsburgh in order to fully realize our vision of maximizing the value of data. >>Awesome. Best Edu solution award for AWS Public sector Congratulations and North based solutions. Jim Keller, President and University of Pittsburgh Chadbourne. Thank you for coming on and sharing your story. Great insights. And again, the wave is here. New expectation, new solutions. Clouds There. You guys got a good approach. Congratulations on the jam session. Thanks. >>Thank you, John. Pleasure. Thank you. Through >>the cube coverage of AWS Public Sector Partner Awards. I'm John Furrow, your host of the Cube. Thanks for watching. Yeah, yeah, yeah, yeah

>>from around the globe. It's the queue with digital coverage of AWS public sector online brought to you by Amazon Web services. >>Everyone welcome back to the Cube's virtual coverage of AWS Public sector summit online. That's the virtual conference. Public Sector Summit is the big get together for Teresa Carlson and her team and Amazon Web services from the public sector, which includes all the government agencies as well as education state governments here in United States and also abroad for other governments and countries. So we're gonna do an analysis of Teresa's keynote and also summarize the event as well. I'm John Furrow, your host of the Cube. I'm joined with my co host of the Cube, Dave Volante Stew Minimum. We're gonna wrap this up and analyze the keynote summit a really awkward, weird situation going on with the Summit because of the virtual nature of it. This event really prides itself. Stew and Dave. We've all done this event. It's one of our favorites. It's a really good face to face environment, but this time is virtual. And so with the covert 19 that's the backdrop to all this. >>Yeah, so I mean, a couple of things, John. I think first of all, A Z, you've pointed out many times. The future has just been pulled forward. I think the second thing is with this whole work from home in this remote thing obviously was talking about how the cloud is a tailwind. But let's face it. I mean, everybody's business was affected in some way. I think the cloud ultimately gets a tail wind out of this, but but But I think the third thing is security. Public sector is always heavily focused on security, and the security model has really changed overnight to what we've been talking about for years that the moat that we've built the perimeter is no longer where organizations need to be spending money. It's really to secure remote locations. And that literally happened overnight. So things like a security cloud become much, much more important. And obviously endpoint security and other other things that we've talked about in the Cube now for last 100 days. >>Well, Steve, I want to get your thoughts cause you know, we all love space. Do we always want to go the best space events that they're gonna be virtual this year as well? Um, But the big news out of the keynote, which was really surprising to me, is Amazon's continued double down on their efforts around space, cyber security, public and within the public sector. And they're announcing here, and the big news is a new space business segment. So they announced an aerospace group to serve those customers because space to becoming a very important observation component to a lot of the stuff we've seen with ground station we've seen at reinvent public sector. These new kinds of services are coming out. It's the best, the cloud. It's the best of data, and it's the best of these new use cases. What's your thoughts? >>Yeah, interesting. John, of course. You know, the federal government has put together Space Forces, the newest arm of the military. It's really even though something it is a punchline. There's even a Netflix show that I believe got the trademark board because they registered for it first. But we've seen Amazon pushing into space. Not only there technology being used. I had the pleasure of attending the Amazon re Marcia last year, which brought together Jeff Bezos's blue origin as well as Amazon AWS in that ecosystem. So AWS has had a number of services, like ground Station that that that are being used to help the cloud technology extend to what's happening base. So it makes a lot of sense for for the govcloud to extend to that type of environment aside you mentioned at this show. One of the things we love always is. You know, there's some great practitioner stories, and I think so many over the years that we've been doing this show and we still got some of them. Theresa had some really good guests in her keynote, talking about transformation and actually, one of the ones that she mentioned but didn't have in the keynote was one that I got to interview. I was the CTO for the state of West Virginia. If you talk about one of those government services that is getting, you know, heavy usage, it's unemployment. So they had to go from Oh my gosh, we normally had people in, you know, physical answering. The phone call centers to wait. I need to have a cloud based contact center. And they literally did that, you know, over the weekend, spun it up and pulled people from other organizations to just say, Hey, you're working from home You know you can't do your normal job Well, we can train your own, we can get it to you securely And that's the kind of thing that the cloud was really built for >>and this new aerospace division day this really highlights a lot of not just the the coolness of space, but on Earth. The benefits of there and one of Amazon's ethos is to do the heavy lifting, Andy Jassy told us on the Cube. You know, it could be more cost effective to use satellites and leverage more of that space perimeter to push down and look at observation. Cal Poly is doing some really interesting work around space. Amazon's worked with NASA Jet Propulsion Labs. They have a lot of partnerships in aerospace and space, and as it all comes together because this is now an augmentation and the cost benefits are there, this is going to create more agility because you don't have to do all that provisioning to get this going spawned. All kinds of new creativity, both an academic and commercial, your thoughts >>Well, you know, I remember the first cloud first came out people talked a lot about while I can do things that I was never able to do before, you know, The New York Times pdf example comes to mind, but but I think what a lot of people forget is you know the point to a while. A lot of these mission critical applications Oracle databases aren't moving to the cloud. But this example that you're giving and aerospace and ground station. It's all about being able to do new things that you weren't able to do before and deliver them as a service. And so, to me, it shows a great example of tam expansion, and it also shows things that you never could do before. It's not just taking traditional enterprise APs and sticking them in the cloud. Yeah, that happens. But is re imagining what you can do with computing with this massive distributed network. And you know, I O. T. Is clearly coming into into play here. I would consider this a kind of I o t like, you know, application. And so I think there are many, many more to come. But this is a great example of something that you could really never even conceive in enterprise Tech before >>you, Dave the line on that you talked about i o t talk a lot about edge computing. Well, if you talk about going into space, that's a new frontier of the edge that we need to talk about >>the world. Glad it's round. So technically no edge if you're in space so again not to get nuance here and nerdy. But okay, let's get into the event. I want to hold on the analysis of the keynote because I think this really society impact public service, public sector, things to talk about. But let's do a quick review of kind of what's happened. We'll get to the event. But let's just review the guests that we interviewed on the Cube because we have the cube virtual. We're here in our studios. You guys were in yours. We get the quarantine cruise. We're still doing our job to get the stories out there. We talked to Teresa Carlson, Shannon Kellogg, Ken Eisner, Sandy Carter, Dr Papa Casey Coleman from Salesforce, Dr Shell Gentleman from the Paragon Institute, which is doing the fairground islands of researcher on space and weather data. Um, Joshua Spence math you can use with the Alliance for Digital Innovation Around some of this new innovation, we leave the Children's National Research Institute. So a lot of great guests on the cube dot net Check it out, guys. I had trouble getting into the event that using this in Toronto platform and it was just so hard to navigate. They've been doing it before. Um, there's some key notes on there. I thought that was a disappointment for me. I couldn't get to some of the sessions I wanted to, um, but overall, I thought the content was strong. Um, the online platform just kind of wasn't there for me. What's your reaction? >>Well, I mean, it's like a Z. That's the state of the art today. And so it's essentially a webinar like platforms, and that's what everybody's saying. A lot of people are frustrated with it. I know I as a user. Activity clicks to find stuff, but it is what it is. But I think the industry is can do better. >>Yeah, and just to comment. I'll make on it, John. One of things I always love about the Amazon show. It's not just what AWS is doing, But, you know, you walk the hallways and you walk the actual So in the virtual world, I walk the expo floor and its okay, Here's a couple of presentations links in an email address if you want to follow up, I felt even the A previous AWS online at a little bit more there. And I'm sure Amazon's listening, talking to all their partners and building out more there cause that's definitely a huge opportunity to enable both networking as well. As you know, having the ecosystem be able to participate more fully in the event >>and full disclosure. We're building our own platform. We have the platforms. We care about this guys. I think that on these virtual events that the discovery is critical having the available to find the sessions, find the people so it feels more like an event. I think you know, we hope that these solutions can get better. We're gonna try and do our best. Um, so, um well, keep plugging away, guys. I want to get your thoughts. They have you been doing a lot of breaking analysis on this do and your interviews as well in the technology side around the impact of Covert 19 with Teresa Carlson and her keynote. Her number one message that I heard was Covad 19 Crisis has caused a imperative for all agencies to move faster, and Amazon is kind of I won't say put things to the side because they got their business at scale. Have really been honing in on having deliverables for crisis solutions. Solving the problems and getting out to Steve mentioned the call centers is one of the key interviews. This is that they're job. They have to do this cove. It impacts the public services of the public sector that she's that they service. So what's your reaction? Because we've been covering on the commercial side. What's your thoughts of Teresa and Amazon's story today? >>Yeah, well, she said, You know, the agencies started making cloud migrations that they're at record pace that they'd never seen before. Having said that, you know it's hard, but Amazon doesn't break out its its revenue in public sector. But in the data, I look at the breaking analysis CTR data. I mean, it definitely suggests a couple of things. Things one is I mean, everybody in the enterprise was affected in some way by Kobe is they said before, it wouldn't surprise me if there wasn't a little bit of a pause and aws public sector business and then it's picking up again now, as we sort of exit this isolation economy. I think the second thing I would say is that AWS Public sector, based on the data that I see, is significantly outpacing the growth of AWS. Overall number one number two. It's also keeping pace with the growth of Microsoft Azure. Now we know that AWS, on balance is much bigger than Microsoft Azure and Infrastructures of Service. But we also know that Microsoft Azure is growing faster. That doesn't seem to be the case in public sector. It seems like the public sector business is is really right there from in terms of growth. So it really is a shining star inside of AWS. >>Still, speed is a startup game, and agility has been a dev ops ethos. You couldn't see more obvious example in public sector where speed is critical. What's your reaction to your interviews and your conversations and your observations? A keynote? >>Yeah, I mean something We've all been saying in the technology industry is Just imagine if this had happened under 15 years ago, where we would be So where in a couple of the interviews you mentioned, I've talked to some of the non profits and researchers working on covert 19. So the cloud really has been in the spotlight. Can I react? Bask scale. Can I share information fast while still maintaining the proper regulations that are needed in the security so that, you know, the cloud has been reacting fast when you talk about the financial resource is, it's really nice to see Amazon in some of these instances has been donating compute occasional resource is and the like, so that you know, critical universities that are looking at this when researchers get what they need and not have to worry about budgets, other agencies, if you talk about contact centers, are often they will get emergency funding where they have a way to be able to get that to scale, since they weren't necessarily planning for these expenses. So you know what we've been seeing is that Cloud really has had the stress test with everything that's been going on here, and it's reacting, so it's good to see that you know, the promise of cloud is meeting that scale for the most part, Amazon doing a really good job here and you know, their customers just, you know, feel The partnership with Amazon is what I've heard loud and clear. >>Well, Dave, one of these I want to get your reaction on because Amazon you can almost see what's going on with them. They don't want to do their own horn because they're the winners on the pandemic. They are doing financially well, their services. All the things that they do scale their their their position, too. Take advantage. Business wise of of the remote workers and the customers and agencies. They don't have the problems at scale that the customers have. So a lot of things going on here. These applications that have been in the i t world of public sector are old, outdated, antiquated, certainly summer modernize more than others. But clearly 80% of them need to be modernized. So when a pandemic hits like this, it becomes critical infrastructure. Because look at the look of the things unemployment checks, massive amount of filings going on. You got critical service from education remote workforces. >>these are >>all exposed. It's not just critical. Infrastructure is plumbing. It's The applications are critical. Legit problems need to be solved now. This is forcing an institutional mindset that's been there for years of, like, slow two. Gotta move fast. I mean, this is really your thoughts. >>Yeah. And well, well, with liquidity that the Fed put into the into the market, people had, You know, it's interesting when you look at, say, for instance, take a traditional infrastructure provider like an HP era Dell. Very clearly, their on Prem business deteriorated in the last 100 days. But you know HP Q and, well, HBO, you had some some supply chain problem. But Dell big uptick in this laptop business like Amazon doesn't have that problem. In fact, CEOs have told me I couldn't get a server into my data center was too much of a hassle to get too much time. It didn't have the people. So I just spun up instances on AWS at the same time. You know, Amazon's VD I business who has workspaces business, you know, no doubt, you know, saw an uptick from this. So it's got that broad portfolio, and I think you know, people ask. Okay, what remains permanent? Uh, and I just don't see this This productivity boom that we're now finally getting from work from home pivoting back Teoh, go into the office and it calls into question Stu, when If nobody is in the corporate office, you know the VP ends, you know, the Internet becomes the new private network. >>It's to start ups moving fast. The change has been in the past two months has been, like, two years. Huge challenges. >>Yeah, John, it's an interesting point. So, you know, when cloud first started, it was about developers. It was about smaller companies that the ones that were born in the cloud on The real opportunity we've been seeing in the last few months is, you know, large organizations. You talk about public sector, there's non profits. There's government agencies. They're not the ones that you necessarily think of as moving fast. A David just pointing out Also, many of these changes that we're putting into place are going to be with us for a while. So not only remote work, but you talk about telehealth and telemedicine. These type of things, you know, have been on our doorstep for many years, but this has been a forcing function toe. Have it be there. And while we will likely go back to kind of a hybrid world, I think we have accelerated what's going on. So you know, there is the silver lining in what's going on because, you know, Number one, we're not through this pandemic. And number two, you know, there's nothing saying that we might have another pandemic in the future. So if the technology can enable us to be more flexible, more distributed a xai I've heard online. People talk a lot. It's no longer work from home but really work from anywhere. So that's a promise we've had for a long time. And in every technology and vertical. There's a little bit of a reimagining on cloud, absolutely an enabler for thinking differently. >>John, I wonder if I could comment on that and maybe ask you a question. That's okay. I know your host. You don't mind. So, first of all, I think if you think about a framework for coming back, it's too said, You know, we're still not out of this thing yet, but if you look at three things how digital is an organization. How what's the feasibility of them actually doing physical distancing? And how essential is that business from a digital standpoint you have cloud. How digital are you? The government obviously, is a critical business. And so I think, you know, AWS, public Sector and other firms like that are in pretty good shape. And then there's just a lot of businesses that aren't essential that aren't digital, and those are gonna really, you know, see a deterioration. But you've been you've been interviewing a lot of people, John, in this event you've been watching for years. What's your take on AWS Public sector? >>Well, I'll give an answer that also wants to do away because he and I both talk to some of the guests and interview them. Had some conversations in the community is prep. But my take away looking at Amazon over the past, say, five or six years, um, a massive acceleration we saw coming in that match the commercial market on the enterprise side. So this almost blending of it's not just public sector anymore. It looks a lot like commercial cause, the the needs and the services and the APS have to be more agile. So you saw the same kind of questions in the same kind of crazy. It wasn't just a separate division or a separate industry sector. It has the same patterns as commercial. But I think to me my big takeaways, that Theresa Carlson hit this early on with Amazon, and that is they can do a lot of the heavy lifting things like fed ramp, which can cost a $1,000,000 for a company to go through. You going with Amazon? You onboard them? You're instantly. There's a fast track for you. It's less expensive, significantly less expensive. And next thing you know, you're selling to the government. If you're a start up or commercial business, that's a gold mine. I'm going with Amazon every time. Um, and the >>other >>thing is, is that the government has shifted. So now you have Covad 19 impact. That puts a huge premium on people who are already been setting up for digital transformation and or have been doing it. So those agencies and those stakeholders will be doing very, very well. And you know that Congress has got trillions of dollars day. We've covered this on the Cube. How much of that coverage is actually going for modernization of I T systems? Nothing. And, you know, one of things. Amazon saying. And rightfully so. Shannon Kellogg was pointing out. Congress needs to put some money aside for their own agencies because the citizens us, the taxpayers, we got to get the services. You got veterans, you've got unemployment. You've got these critical services that need to be turned on quicker. There's no money for that. So huge blind spot on the whole recovery bill. And then finally, I think that there's a huge entrepreneurial thinking that's going to be a public private partnership. Cal Poly, Other NASA JPL You're starting to see new applications, and this came out of my interviews on some of the ones I talked to. They're thinking differently, the doing things that have never been done before. And they're doing it in a clever, innovative way, and they're reinventing and delivering new things that are better. So everything's about okay. Modernize the old and make it better, and then think about something new and completely different and make it game changing. So to me, those were dynamics that are going on than seeing emerge, and it's coming out of the interviews. Loud and clear. Oh, my God, I never would have thought about that. You can only do that with Cloud Computing. A super computer in the Cloud Analytics at scale, Ocean Data from sale Drone using satellite over the top observation data. Oh, my God. Brilliant. Never possible before. So these are the new things that put the old guard in the Beltway bandits that check because they can't make up the old excuses. So I think Amazon and Microsoft, more than anyone else, can drive change fast. So whoever gets there first, well, we'll take most of the shares. So it's a huge shift and it's happening very fast more than ever before this year with Covert 19 and again, that's the the analysis. And Amazon is just trying to like, Okay, don't talk about us is we don't want to like we're over overtaking the world because outside and then look opportunistic. But the reality is we have the best solution. So >>what? They complain they don't want to be perceived as ambulance station. But to your point, the new work loads and new applications and the traditional enterprise folks they want to pay the cow path is really what they want to dio. And we're just now seeing a whole new set of applications and workloads emerging. What about the team you guys have been interviewing? A lot of people we've interviewed tons of people at AWS reinvent over the years. We know about Andy Jassy at all. You know, his his lieutenants, about the team in public sector. How do they compare, you know, relative to what we know about AWS and maybe even some of the competition. Where do you Where do you grade them? >>I give Amazon and, um, much stronger grade than Microsoft. Microsoft still has an old DNA. Um, you got something to tell them is bring some fresh brand there. I see the Jedi competition a lot of mud slinging there, and I think Microsoft clearly got in fear solution. So the whole stall tactic has worked, and we pointed out two years ago the number one goal of Jet I was for Amazon not to win. And Microsoft looks like they're gonna catch up, and we'll probably get that contract. And I don't think you're probably gonna win that out, right? I don't think Amazon is gonna win that back. We'll see. But still doesn't matter. Is gonna go multi cloud anyway. Um, Teresa Carlson has always had the right vision. The team is exceptional. Um, they're superb experience and their ecosystem partners Air second and NASA GPL Cal Poly. The list goes on and on, and they're attracting new talent. So you look at the benchmark new talent and unlimited capability again, they're providing the kinds of services. So if we wanted to sell the Cube virtual platform Dave, say the government to do do events, we did get fed ramp. We get all this approval process because Amazon customer, you can just skate right in and move up faster versus the slog of these certifications that everyone knows in every venture capitalists are. Investor knows it takes a lot of time. So to me, the team is awesome. I think that the best in the industry and they've got to balance the policy. I think that's gonna be a real big challenge. And it's complex with Amazon, you know, they own the post. You got the political climate and they're winning, right? They're doing well. And so they have an incentive to to be in there and shape policy. And I think the digital natives we are here. And I think it's a silent revolution going on where the young generation is like, Look at government served me better. And how can I get involved? So I think you're going to see new APS coming. We're gonna see a really, you know, integration of new blood coming into the public sector, young talent and new applications that might take >>you mentioned the political climate, of course. Pre Cove. It'll you heard this? All that we call it the Tech lash, right, The backlash into big tech. You wonder if that is going to now subside somewhat, but still is the point You're making it. Where would we be without without technology generally and big tech stepping up? Of course, now that you know who knows, right, Biden looks like he's, you know, in the catbird seat. But there's a lot of time left talking about Liz more on being the Treasury secretary. You know what she'll do? The big tech, but But nonetheless I think I think really it is time to look at big tech and look at the Tech for good, and you give them some points for that. Still, what do you think? >>Yeah, first of all, Dave, you know, in general, it felt like that tech lash has gone down a little bit when I look online. Facebook, of course, is still front and center about what they're doing and how they're reacting to the current state of what's happening around the country. Amazon, on the other hand, you know, a done mentioned, you know, they're absolutely winning in this, but there hasn't been, you know, too much push back if you talk culturally. There's a big difference between Amazon and AWS. There are some concerns around what Amazon is doing in their distribution facilities and the like. And, you know, there's been lots of spotlights set on that, um, but overall, there are questions. Should AWS and Amazon that they split. There's an interesting debate on that, Dave, you and I have had many conversations about that over the past couple of years, and it feels like it is coming more to a head on. And if it happens from a regulation standpoint, or would Amazon do it for business reason because, you know, one of Microsoft and Google's biggest attacks are, well, you don't want to put your infrastructure on AWS because Amazon, the parent company, is going to go after your business. I do want to pull in just one thread that John you and Dave were both talking about while today you know, Amazon's doing a good job of not trying todo ambulance case. What is different today than it was 10 or 20 years ago. It used to be that I t would do something and they didn't want to talk to their peers because that was their differentiation. But Amazon has done a good job of explaining that you don't want to have that undifferentiated heavy lifting. So now when an agency or a company find something that they really like from Amazon talking all their peers about it because they're like, Oh, you're using this Have you tried plugging in this other service or use this other piece of the ecosystem? So there is that flywheel effect from the cloud from customers. And of course, we've talked a lot about the flywheel of data, and one of the big takeaways from this show has been the ability for cloud to help unlock and get beyond those information silos for things like over 19 and beyond. >>Hey, John, if the government makes a ws spin out or Amazon spin out AWS, does that mean Microsoft and Google have to spin out their cloud businesses to? And, uh, you think that you think the Chinese government make Alibaba spin out its cloud business? >>Well, you know the thing about the Chinese and Facebook, I compare them together because this is where the tech lash problem comes in. The Chinese stolen local property, United States. That's well documented use as competitive advantage. Facebook stole all the notional property out of the humans in the world and broke democracy, Right? So the difference between those bad tech actors, um, is an Amazon and others is 11 enabling technology and one isn't Facebook really doesn't really enable anything. If you think about it, enables hate. It enables some friends to talk some emotional reactions, but the real societal benefit of historically if you look at society, things that we're enabling do well in free free societies. Closed systems don't work. So you got the country of China who's orchestrating all their actors to be state driven, have a competitive advantage that's subsidised. United States will never do that. I think it's a shame to break up any of the tech companies. So I'm against the tech lash breakup. I think we should get behind our American companies and do it in an open, transparent way. Think Amazon's clearly doing that? I think that's why Amazon's quiet is because they're not taking advantage of the system that do things faster and cheaper gets that's there. Ethos thinks benefits the consumer with If you think about it that way, and some will debate that, but in general Amazon's and enabling technology with cloud. So the benefits of the cloud for them to enable our far greater than the people taking advantage of it. So if I'm on agency trying to deliver unemployment checks, I'm benefiting the citizens at scale. Amazon takes a small portion of that fee, so when you have enabling technologies, that's how to me, The right capitalism model works Silicon Valley In the tech companies, they don't think this way. They think for profit, go big or go home and this has been an institutional thing with tech companies. They would have a policy team, and that's all they did. They didn't really do anything t impact society because it wasn't that big. Now, with networked economies, you're looking at something completely different to connected system. You can't handle dissidents differently is it's complex? The point is, the diverse team Facebook and Amazon is one's an enabling technology. AWS Facebook is just a walled garden portal. So you know, I mean, some tech is good, some text bad, and a lot of people just don't know the difference what we do. I would say that Amazon is not evil Amazon Web services particular because they enable people to do things. And I think the benefits far outweigh the criticisms. So >>anybody use AWS. Anybody can go in there and swipe the credit card and spin up compute storage AI database so they could sell the problems. >>The problems, whether it's covert problems on solving the unemployment checks going out, are serving veterans or getting people getting delivering services. Some entrepreneurs develop an app for that, right? So you know there's benefits, right? So this you know, there's not not Amazon saying Do it this way. They're saying, Here's this resource, do something creative and build something solve a problem. And that was the key message of the keynote. >>People get concerned about absolute power, you know, it's understandable. But if you know you start abusing absolute power, really, I've always believed the government should come in, >>but >>you know, the evidence of that is is pretty few and far between, so we'll see how this thing plays out. I mean, it's a very interesting dynamic. I point about why should. I don't understand why AWS, you know, gets all the microscopic discussion. But I've never heard anybody say that Microsoft should spend on Azure. I've never heard that. >>Well, the big secret is Azure is actually one of Amazon's biggest customers. That's another breaking analysis look into that we'll keep on making noted that Dave's do Thanks for coming to do great interviews. Love your conversations. Final words to I'll give you What's the big thing you took away from your conversations with your guests for this cube? Virtual coverage of public sector virtual summit >>so biggest take away from the users is being able to react to, you know, just ridiculously fast. You know it. Talk about something where you know I get a quote on Thursday on Friday and make a decision, and on Monday, on up and running this unparalleled that I wouldn't be able to do before. And if you talk about the response things like over nine, I mean enabling technology to be able to cut across organizations across countries and across domains. John, as you pointed out, that public private dynamic helping to make sure that you can react and get things done >>Awesome. We'll leave it there. Stew. Dave. Thanks for spending time to analyze the keynote. Also summarize the event. This is a does public sector virtual summit online Couldn't be face to face. Of course. We bring the Cube virtual coverage as well as content and our platform for people to consume. Go the cube dot net check it out and keep engaging. Hit us up on Twitter if any questions hit us up. Thanks for watching. >>Yeah, yeah, yeah, yeah, yeah, yeah

>>from around the globe. It's the queue with digital coverage of AWS Public sector online brought to you by Amazon Web services. Hello and welcome back to the Cube's virtual coverage of AWS Public sector Summit online. Virtual. We're here in the Palo Alto Studios. I'm your host, John Furrier with the Cube with the quarantine crew. We got a great guest Cube alumni. Shannon Kellogg, vice president of Amazon Web Services AWS Public Policy Shannon, Great to see you. >>Hey, John, it's great to be back. I do feel like I'm a bona fide alumnus of the Cube, so thanks for having me. >>It's always great to have you on. You know, we've had many kind of conscious about policy and modernization of government. That's been the big trend kind of waves in your world. Now, with Cove in 19 you cannot ignore this. This was no longer an adjunct of physical spaces or physical realities. This reality is about virtualization, of of data, workloads, work, workforces, workplaces, workloads, work flows, you name it, it's impacted, and certainly this is a tough time for everyone to do work. More importantly, that it shows all the problems with modernization people aren't modern are really suffering. So I want to get your thoughts about as we go through this pandemic and look at stabilizing and coming out of it. A lot of reinvention and a lot of growth strategies that are changing in real time. So I want to get your thoughts on that real quick. >>Yeah, well, John, we've seen more innovation and migration to the cloud in the last few months than we have over the last few years. And, you know, things have been steady the last few years. You know, you've seen organizations continually migrate, Cloud and AWS, but organizations now accelerating, we're seeing at every level of government. We're seeing it in the education sector. We're seeing, of course, in healthcare. And so organizations are trying to transform fast. One of the first problem sets that we were tackling in the early days of the code 19 response was to work with states here in the US as they were trying to set up their unemployment response efforts. And, ah, their you know, their unemployment insurance portals in places where citizens could go in and apply for those benefits. And you had a lot of states that were dealing with some very, um, old legacy systems that had to move quickly. And we, uh, you know, partnered with many of them and in several of our providers service providers to get them set up fast. And so that was one of the first, um, uh, things that we saw, you know, during the early stages of code 19 >>one of the big means going around the Internet, Obviously past couple months, as you know, the cliche of digital transformation or directional mission and then just being celebrated by covert, kind of like, ah, wrecking ball kind of hitting that digital transformation theme. Really kind of exposing people to the reality of it has to happen faster. I want to get your thoughts on this because you published an op ed piece today around the code 19 response on how the federal government should respond to this. And it's titled Rethinking Government Services in the wake of covert 19. You really make some strong points there, and I want to get your thoughts on that. Can you give a quick highlights of the key thoughts on that? Opted? What are you trying to say there? What's the positioning. What's the message? >>Yeah, well, as I mentioned, governments at every level have already started to accelerate their digital transformation effort. And one of the things that I was trying to really emphasize in the op ed today was that there is an opportunity to continue to do that certainly in the federal government, but also at state and local levels. And, um, you know, there have to be some investment in order to continue to enable that transformation, and there has to be continued leadership and focus on it. And, of course, it doesn't end just with government digital transformation. We're seeing it in the education sector. We're seeing it in the health, their sector. And so, uh, what I am trying to emphasize now is that we've come a long way even in a few months, in helping organizations through this transformation provide better citizen services, provide emergency response efforts including, you know, as I mentioned at the state level, getting these unemployment insurance portals set up fast in the virtual call centers organized around those, uh, and certainly at the federal government. We've seen some large scale programmes rolled out without cloud computing. That would not have been successful in several cases. When you think about the billions of dollars and really trillions of dollars that's rolled out through these federal, uh, government relief efforts, uh, I t. Has been a very important part of that. And so now we need to continue to move forward and accelerate this digital transformation across the board. It we owe it, quite frankly, to citizens. And, um, you know, I think that there are a lot of lessons learned that we can draw from covered 19 responses. >>So are you making a case for Congress to allocate money for modernization of these services? >>Yeah, The good news is, John is that Congress for years in a bipartisan way, has been supporting federal I t. Modernization. And now they have an opportunity, especially as you look at what's happening out of the states and again thinking about how some of these old legacy systems really delayed or hurt some of the covered 19 response efforts. The states need funding in order to modernize some of these systems, or it's not every federal agency as the funding that they need either. And there's an opportunity for Congress also to provide some of that funding. I saw that you spoke with my colleague Matt Cornelius over at the Alliance for additional Innovation and talked a lot about the modernizing technologies on it, some of those efforts and how important it is for Congress in a bipartisan way to make sure that the mighty modernization in federal agencies fully funded. And I support that. And I know that many other not only companies but trade associations like the Alliance for Additional Innovation do as well. >>And tomorrow >>I'm and I'm talking about up Skilling, of course, which is an important part. >>Well, I mean, you look at that. Look at the attic being the systems. They're antiquated, their old, you've got unemployment. That's just new jobs need to be filled re Skilling of existing jobs because the cloud is part of it. And then just the local economy is going to be impacted. Just online education, new roles and new responsibilities. So I got to ask you with with what you're seeing, what are the lessons? Have you learned that can keep up the momentum in the government? Because I see this is an accelerant. This pandemic. What lessons? >>In addition to what I was saying earlier on the funding side, having a focus on training and upscaling and re Skilling is really critical. Um, we have a lot of work worse development programmes here at Amazon and AWS that we're rolling out and providing a service or or our public sector customers and colleagues. We're also doing a lot in terms of helping, um, various parts of the population retrain and get involved in the digital economy. One of the I think really great examples of how we've been doing that for several years are the military assistance programs that we have been involved in where we're working with partners, community college level four year education institutions, Teoh provide training and certification for workers that are coming out of the military and or their spouses. That's something that we leave were both again the community college level, but even have partnered with the federal government, the Department of Labor in some of those programs. And we have to continue to do that we and others to accelerate what we're doing in terms of the workforce development effort. Um, you know, across every level of government, right? Frankly, >>you know, I've been doing a lot of virtual cube virtual events covering them, building software for them. Um, and then this is big focus on the remote workers work from home. I get that. That's an I T kind of paradigm. Companies have a focus of their workers, but also there's a remote customer, remote prospect or remote user. So the stakeholders of all these systems now are exposed in the It's pretty obvious who's winning and who's got a good solution. So I got to ask you, What's the learnings? Are you you're seeing over the past few months around this remote worker or remote consumer, because people have to do their jobs. But they also have suppliers in respect to how the Internet has evolved the ecosystem of partners and companies and and stakeholders. There's a lot of learnings here. What would you share the past couple months? >>So John is probably obvious to you that Kobe, 19 has transformed how people are working, obviously, and that's no different here at Amazon. Many of us are working remotely and have been for several months. Certainly, we're seeing, um, a huge transformation in the public sector around remote work. The federal government is you know, for years has had initiatives around Tele work. Uh, champions, like Gerry Connolly, a U S representative from Virginia, have been very focused on trying to move the federal government in that direction. And thank goodness, because I think if if those efforts weren't already in place, you would not have seen a So many people will be able to work from home as fast as they did during covered 19. But still, there's a lot more work to do in our federal agencies to adopt. Hello, work and, um, remote working. Uh, we're seeing that at the state level. We're seeing that in educational institutions, there's a ton more work there to do. And, you know, I think there's an opportunity. Teoh continue through these digital transformation efforts, enabling remote work and tele work. But we also have to have bipartisan collaboration to continue to push forward those efforts at the federal level. >>You know, it's interesting and I want to get your reaction is you're a veteran not only of technology, but also policy. And as I was saying earlier in an interview I was doing this morning around your event, is that on the commercial side. We saw Amazon. I mean, I was a history of Amazon developers. I t enterprise, commercial and now public sector. It's the same movie. Inadequate old systems need to be modernized cloud, certainly helping there. But you look at that. Look at the flywheel of Amazon, infrastructures of service, platforms of service and sass. A lot of people in the public sector are laying down the foundational things around infrastructure, getting on auditing, compliance system that's agile and then building a platform on top for a new workload. So I got to get your reaction to the three things that we're seeing. Changing technology, changing economics and changing expectations and experiences that are happening right now at an accelerated level. All three of those theaters are exploding and change. What's your thoughts and reaction? >>Well, one of the things that I've seen over the years, as you know, you saw first movers in the cloud and you saw organizations adopt these technologies is that sometimes you know when you look at federal workers, for example, or you even look across the public sector. People were a little apprehensive sometimes adopting these new technologies and practices, because they, um you know were adverse the risk or felt that if they did, you know, service a first mover, do something bold that it might come back to potentially, um, you know, hurt them in some way in terms of the risks that they took if something went wrong. And so now, over the last several months, I've seen that apprehension in every organization that we're working with basically not be there, because people recognize that they have to move now, move quickly and adopt these new technologies. Adopt these new practices in order to do their jobs to provide. If you're in government, the right services do your citizens into the people who need those services. If you're in the private sector to move faster, to be able to provide more services more quickly to your customers, I mean, think about a company like ours where we had to scale up very, very fast. We were already scaling rapidly, but we had to scale even more wrap and and so it's really, really important. I think that, you know, we draw on these lessons over the last few months, especially in relation to the public sector, where it's okay to take a risk. It's okay to adopt new technologies and practices. And it's okay to move fast, because you know what? In a situation like over 19 sometimes you're gonna have to move very, very quickly to that remote working environment, or you're gonna have to move very quickly to set up a you know, a digital or virtual call center in order to provide basic services that people need to survive. So it's just a really interesting transformation that I'm seeing out there. >>Yeah, it was interesting out to share some commentary from myself and I want to get your reaction to that is that in the hundreds of people that I've talked to in the DC area, covering public sector of the past many years is has been this younger audience and this younger workforce. And then now look at the pandemic. You look at the impact on education, unemployment in the citizenship of in the communities, not just state, but local. You're seeing an uprising. You're seeing a silent revolution from the younger constituents was saying, you know Hey, I don't care what it takes. Just go faster. Support me. Deliver the kind of serve, Be agile I mean, they're kind of speaking Dev ops in their own way. So a silent revolution is happening and I want to get your thoughts. But I know you and I have talked about this briefly and I use the word summit revolution. But people were younger generation like What are you talking about? Manuals like shipping old procurement methods. What's the problem? What's the blocker? Why is that? There is really no answer to that. So I want to get your thoughts to that cause that's something that we're seeing in this silent revolution is emerging in this I t modernization the government because people will expect faster services. They're >>unemployed. I wanted to be a lot more of the startup mentality. And, you know, I don't think it's, ah, even age restrictive. You know, every organization that we're working with, we have workers at every in every age group, and, you know, we're seeing people just shift to this mentality of okay, I need this service now. I need to move faster, and you know, we have to get access to this remotely in order to do this or to do that. And so to me, it's not you know, necessarily, just in a certain part of our population and everybody is starting. I think that way in every organization that we're working with and they're throwing out some of the, you know, some of the, um uh, old practices or old way of thinking. I mean, I can't tell you how many state officials I've had Call me during this covered 19 response who were asking for help. Like, we've got to do this now. How can we get your help to do this now And and to me, that's just, you know, that start up mentality like we've got to figure this out. No matter if our procurement practices aren't where they should be or our systems aren't where they should be. We have to figure this out. And to me, that's sort of a startup mentality. A you know, a transformational approach that we're seeing across the board. >>I would I would agree with that. Also add that a lot of people want to have a mission and they want to get involved in public service and see a way to contribute. So I see an inward my inbound migration for people getting involved, assault on these public sector problems cause it's a societal impact, and I think you're going to start to see people realizing that they can just taken protest. They can vote, but they also get involved. And I think you're going to see developers. I think it will be a tsunami of of new creative work loads or applications coming quickly. I think that's gonna be very >>interested. John. I I couldn't agree more. I think I think, you know, we're seeing transformation not just in the public sector and how services are providing are provided, but also in our economy and how we interact with people and how we socialize. And, you know, it's just a complete transformation in different way of thinking. And organizations and individuals are out there creating right now, much of it in the cloud, trying to figure out how to innovate, trying to figure out how you know, to come up with new business models and approaches. And so it's It's very exciting, you know, to see some of that also the top there in to talk to people as they're thinking about new ways to do things, you know, it's it's unfortunately very tragic given, You know, the circumstances around Kobe 19. But when things get difficult like this and people, you know, base, uh, challenges like this, you know, they tend to and we all tend to figure out how we can help, how we can maybe think differently, how we can help with the transformation. And we're certainly seeing that in the public sector and through some of these digital transformation efforts. But to your point, we're also seeing it in the private sector. >>What's great about the economy. People solve problems together. And that's one of the best things about America and Free States nations out there. So I want to shift a little bit. As I know this is something that's close to you, your heart as well as mine. You wrote a block post this past year earlier in the year, so we're supporting veterans to get into stem programs. How are you thinking about that and getting them back into the workforce? Certainly for and after the pandemic? >>Yeah, we're really passionate about this area, John. I'm glad you asked. I mentioned a little bit before some of the training that we're doing with colleges and universities and even directly with the government for, um uh, you know, military members that are transferring out. Our folks are already veterans or their spouses. You know. It's also important to remember the families who have been there right at the side of our veterans and those that air service a providing service in the military for the country. And so we're super passionate about that at every level of Amazon and every level, certainly of AWS. We have a lot of programs across Amazon to hire veterans to train veterans, including in above basic skills as well as advanced cloud skills. And we're super excited about all of those programs. I mentioned many of those in the block bus that you're referring to, and I would encourage folks toe look on our AWS public sector blawg for more information on those efforts, we're constantly updating and providing more insight and how those programs are being conduct >>well, Shannon, one of the things that's interesting and just to kind of close out our chat here is sustainability because you look at the carbon footprint, a lot of cars on the road, you see and seeing people being happy about that. But this points to what technology can do to help. Sustainability has had some announcements here at the summit. Can you share highlights on that? >>Yeah. So we have lots going on in sustainability across Amazon. Amazon Web services, or AWS, has been a big part of that. We have, ah, long term goal of being 100% renewable and eventually carbon carbon neutral. Our initial renewable energy goal is in 2025 s. So we've been, um, you know, enabling the availability of a lot more utility scale. Renewable energy is part of that effort just across the river in Virginia. We have multiple solar projects that we've been putting in place and backing financially now for several years as part of that effort. And we're doing that across the country as well as across the world. And that's something that we believe very strongly in. And, you know, the company Amazon just announced a $2 billion climate fund last week that focuses on startups and technology, a new technologies and new companies in this space. And that is also something that we're very proud. So we believe very strongly about this area. I you have been involved for a number of years in sustainability efforts in the in the company and in particular in AWS. Tonight I have the pleasure of also serving on the American Council for Renewable Energy, which does one of the leading non profits and organizations in this space. And there's, you know, there's a lot of momentum for, you know, renewable energy. And even with some of the challenges around code 19 and the economic challenges that industry is is moving forward. And, you know, we as a company are very, very committed to enabling more renewable energy to be available, including right across the river in Virginia. >>Well, Shannon, you got your hands full as the vice president of AWS public policy in d. C. Not only do we have the pandemic, we just got them sea change of massive innovation coming a digital. I know you've got the world down. They're evolving really quickly. Congratulations. And, you know, stay with it and keep keep plugging away for that innovation strategy. Appreciate it, >>John. We appreciate it. Thanks so much for including me and AWS on the queue began during the public sector summit. >>Michael, >>always good to see >>my pleasure. Always. Great societal changes coming. Real impact. This is the focus. Digital technology's going to make a difference. Change the economics. Changing experiences and outcomes for public services. Public in societal change. Kellog Shannon Kellogg, vice President of public Policy here in the Cube. I'm John Furrier, your host. Thanks for watching. Yeah, Yeah, yeah, yeah.

>>from around the globe. It's the queue with digital coverage of AWS Public sector online brought to you by Amazon Web services. >>Everyone welcome back to the Cube's coverage of AWS Public sector summit. Virtual, of course, is the Cube virtual. We're here sheltered in place in our quarantine studio. I'm John Furrier, host of the Cube. Got a great guest here? Cube Alumni. Can Eisner, Who's the director of worldwide education programs for AWS Amazon Web services? Ken, great to see you. Thanks for coming on. This could be a great segment. Looking forward to chatting. >>Thanks so much, John. Great to talk to you again. >>You know, I'll say, Cube Virtual public sector summit Virtual. We've been virtualized as a society. I'll see the pandemic and all the things that is going on around has been pretty crazy. And one of the things that's most notable is the impact on Education. New York Times This morning and many published reports around the impact College education. Not only economics on the campus aside, the state of the people in the society and Covert 19 is pushed schooling online for the foreseeable future. What's your reaction is you're in charge you've done a lot of work on the foundational level to get Amazon educational programs out there. Take a minute to explain how how this has impacted you guys and your ability to bring that educational stuff to the to the foreseeable future. >>Yeah, the first thing I'd say is this This truly is an absolutely unprecedented time There. Move from virtual instruction. Excuse me from in person classroom instruction into the virtual world at such amazing scale, rapidity is something that educational institutions weren't ready for that couldn't be ready for at this time. We had to enter it with amazing lump levels of empathy for what was going on on the ground in K 12 schools and higher ed schools with our educational technology and publisher providers. So I think the first thing was we had or for the speed at which it happened, we did have to step back and look at what was going on. There are some changes that are happening in the immediacy, and there are some things that Corbett, 19 is has sped educational institutions around the world to look at. An AWS is working with those K 12 providers, higher educational providers teachers and so on on that switch, whether it's providing infrastructure that move into online learning, helping teachers as they prepare for this sort of new normal you some of examples of what has happen. We've been working with the University of Arizona. Help them stand up contact centers with the onset of of cove it and students and teachers. It's being pushed into their home environment or into virtual environments to give instruction to receive instruction. There have been a lot of calls that happen in virtual environments to staff to help them support this. And so we stood up with the University of Arizona and Amazon Amazon Connect help staff provide mobile solutions through the cell phone or computer for for students. >>I want to get your thoughts. Absolutely. I talked to Andy Jassy about this as well as well about agility. This is the Amazon wheelhouse, and you guys have gone into the I T world now developers. You went cloud native, you in that market. He won the enterprise I t market. But the reason why is that you took an old school outdated, antiquated system of I t and made it agile. That seems enough This is the country with Teresa and Andy about education in public sector. The modernization is happening, but there's also the triage and you guys have to do now in terms of getting people online. So what specifically are you doing to help education customers continue their instruction online? Because they still got to execute. They still need to provide this discussion around the fall window Coming up. You got to have the foundational things. I know you've done that, but it is hard. So what's the downstream triage when you come out of this mode of Okay, here you go. And how do you get people set up and then how they transform and re invent? >>Yeah, at this time, the disaster recovery from how do you get in that phase one with this immediate move was so prominent. And we're trying to work through that phase one and sort into sort of phase two delivery of education, which is you're moving with scale moving with agility into this world, speed and agility are really going to be the new normal for education. There were some advances that just weren't happening quick enough. Students should always have access to 24 7 learning, um, and access into that mobile arena. And they weren't having that several things that we did was we looked at our infrastructure were some of those key infrastructure elements that helped with both learning and work remotely. There were things such as Amazon, your work Doc's, which enables thieves virtual our workspaces, which enable virtual desktop environments, and appstream, which enables it APs to be streamed through virtual arena onto your removal or your desktop. Yeah, Amazon connect as I. As I mentioned before, there were services that were vital in helping speed into the cloud that was quick burst into the cloud. And so we enabled some of those services to have special promotional free rates or a given time period, and we have actually now extended that offer a into the fall into September 30th. So first we have to help people really quickly with educators. So I run this program AWS Educate, which is Amazon's global program. To provide students and educators around the world with resource is needed, help them get into cloud learning. But what we saw was that teachers around the world we're not prepared for this massive shift what we did to help that preparedness is we looked at our educators. We found that we did a survey over the weekend and found that 68% of them had significant experience or enough experience in teaching distance or online virtual education, too. Potentially leverage that for other educators around the world. So we and the other thing is teachers are really eager to help other teachers in this move, especially as they saw and they empathize with With her was the panic. Our confusion are best practices and moving into that online arena. So we saw both that they had that experience in a mass willingness to help other people, and we immediately spun up a Siri's of educator and educator help tools, whether it was a Morris Valadez are No a gift, and Doug Berman providing webinars and office hours for other educators around the world. We also did a separate tech talks offering for students. So there were there was the helping scale, whether it's getting blackboard as they ramped up to over 50 x of their normal load in 24 hours to help them deliver on that scale, whether it waas the Egyptian ministry that was trying to had to understand. How could they help students access the information that they need it in speed? And they worked with thinkI, which is a net educational technology provider, to provide access to 22 million students who needed to get access online or whether it was the educator mobilization initiative that we ran. Threat US of AWS Educate Helps Teachers have the resource is that they need it with the speed that they needed to get online. This is we are working. We're learning from our customers. As this happens, this is a moving target. But when I move from this immediacy of pushing people into the virtual space into what's gonna happen this summer, as students need toe recapture, learning that they might have lost in the spring are depending where you are worldwide. There's getting to your point all K 12 higher ed and educational technology providers into the position where they can act with that agility and speed. And it's also helping those educators as they go through this. We're learning from our customers every day. >>Yeah, I want to get into those some of those lessons, but one of things that will say, You know, I'm really bullish about what you do. Getting cloud education, I think, is going to change the literacy and also job opportunities out there. I'm a huge believer that public sector is the next growth wave, just like I t was. And it's almost the same movie, right? You have inadequate systems. It's all outdated. You need these workloads, need to run and then run effectively, which you guys have done. But the interesting thing with Cove it is it essentially exposes the scabs and the uh out there because, you know, online has been an augmentation to the physical space. So when you pull that back, people like me go, wait a minute. I have kids. I'm trying to understand their learning impact. Everyone sees it now. It's almost like it's exposed. Whether it's under provisioned VP ends or black boys networking and everyone's pointing their fingers. It's your fault and its the end. So you brought this up. There's now stakeholders whose jobs depend upon something that's now primary that wasn't primary before. Whether it's the presenter, the content presented the teacher certainly high availability. I t. Um >>all these things >>are just under huge pressure. So I gotta ask you, what are the key lessons and learnings that you have seen over the past few months that you could share because people are shell shocked and they're trying to move faster? >>Yeah. So first of all is speed and agility and education are the new normal. They should have been here for a while. They need to be here now when you've got a 30 year textbook, your ruling over education when students need to get the skills of tomorrow. Today we need to be adapting quickly in order to give those students the skills to give educational institution those opportunities. Every institution needs to be enable virtual education. Every institution needs to have disaster recovery solutions and they weren't in place. These solutions need to be comprehensive. Students need access to devices. Teachers need access to professional development. We need contact centers. We worked with Los Angeles Unified School District not just to stand up a contact center, which we did with yeah, Amazon connect. But we also connected their high school seniors too, with headphones. I think we provide 132,000 students with headphones. We are helping to source with through our Amazon business relationship devices for everybody. Every student needs access in their home. Every student needs access to great learning and they needed on demand. Teachers need that readiness. I think the other thing that's happening is the whole world is again speeding through changes that probably should have happened to the system already that virtual learning is vital. Another thing that's vital is lifelong learning. We're finding that and we probably should have already seen. This is everybody needs to be a student throughout their entire life, and they need to be streaming in and out of education. The only way that this could be properly done is through virtual environments through the cloud and through an access to on demand learning. We believe that this that the work that's being done I was actually talking to some people in Australia the other day and they're saying, You know, the government is moving away from degree centrist city and moving into a more modular stackable education. We've been building AWS educate to stack to the job to stack to careers, and that type of move into education, I think, is also being spent So were you were seeing the that move Apple absolutely accelerate. We're also seeing the need to accelerate the speed to research. Obviously with what's going on going on with Kobe 19 there is a need for tools to connect our researchers two cures to diagnostic, um, opportunities. We worked with the University of British Columbia, Vancouver General Hospital and the Vancouver I Get this thing, the Vancouver Coastal Health Research UNE Institute to develop to use Amazon sage maker to speed ai diagnostic tool so that pushed towards research is absolutely vital as well. We just announced a $20 million investment in helping you speak that that research to market so education needs to operate at scale education needs to operate at speed, and education needs to deliver to a changing customer. And we've got to be partners on that journey. >>And I think I would just add reinvent a word. You guys name your conference after every year. This is a re invention opportunity. Clearly, um, and you know, I was talking to some other parents is like, I'm not going to send my kids to school online learning for zoom interview, zoom, zoom, zoom classes. I'm like, Hey, you know, get a cloud data engineering degree from Amazon educate because they'll have a job like that. Once you put on linked in the job skills are out there. The jobs are needed. Skills aren't so. I got to ask you, you know, with this whole re Skilling, whether it's a Gap year student in between semesters, while this takes care of our up Skilling people on the job, this is huge world economic form said by 2020 half of the employees will need to be re skilled up skilled. This is a huge impact and even more focus with covert 19. >>That's absolutely correct. Yeah, I think one thing that's happening is we're cloud computing has been the number one Lincoln skill for the past four or five years. The the skill. Whether it's software development in the cloud cloud architecture, your data world, our cyber security and other operational rules, those are going to be in the most demand. Those are the skills that are growing. We need to be able prepare people for rules in technology. The lifelong worker, the re skill up skill opportunities, absolutely vital Gap year is going to be available for some students. But we also got a look at you know how the this that how covert 19 can accelerate gaps between students. Every student needs access to high quality education. Every teacher needs to be equipped with the latest professional development. We've got focused like a laser, not just on. The people could afford a gap. Here are the people who who are going to be some schools who actually had solutions that could immediately push there kids into their their youth, their students in college or even employees. You need those re skills. We're all home. But it also needs to extend into the middle of the middle of Los Angeles and and you're into low income students. And in Egypt, I was really excited. We we've been working with Northern Virginia community colleges as I think you know, they were one of the lead institutions. On launching an associate degree in the cloud, they took their courses and offer what they call a jump year to 70,000 high school senior. Our high school students in Northern Virginia in the northern Virginia area, including enabling some of our cloud computing horses, are the work courses that we worked on with them to the students. So yeah, those new partnerships, that extension of college into high school and college into re skill up skills, absolutely vital. But institutions need to be able to move fast with the tools that the cloud provides you into those arena. >>Well, you know, I think you've got a really hard job to do there. It's foundational in love, what you're doing and you know me. I've been harping people who watch the Cube know that I'm always chirping and talking about how the learning is non linear. It's horizontally scalable. There's different application. You can have an application for education. It's a Siri's of different things. The workload of learning is completely different. I think to me what you guys are doing right now setting that basics foundation infrastructure. It's like the E. C two s three model. Then you got more on top of it platform, and I think ultimately the creativity is going to come from the marketplace. Whoever can build those workloads in a very agile, scalable way to meet the needs, because, let's face it, it can't be boring. Education is gonna be robust, resilient and got to deliver the payload and that's gonna be customized applications that have yet to be invented. Reinvented >>absolutely. Hopefully were jump starting that next wave of innovation spreading the opportunities Teoh all students. Hopefully we are really looking at those endemic issues and education and following leaders like University of Arizona. What the Ministry of Education, um in in Egypt has done and Northern Virginia community. Hopefully we are really taking this the opportunity of this disaster to invent on behalf of our students. Bring in you forward to the 21st century as opposed to yeah, just looking at this naval gazing way we do wrong and the past. This is an exciting opportunity, albeit a obviously scary one is we're all dealing with this with this and >>there's no doubt once we've retrenching and get some solid ground postcode 19. It's a reinvention and a reimagine growth market opportunity because you got changing technology, changing economics and changing expectations and experiences that are needed. These are three major things going down right now. >>Absolutely, absolutely. And to your point, the retraining of workers, the up skill that the great thing is that governments realize this imperative as do educational institutions and obviously yet students. This is, and we seem like what educators can do when they want to help. Yeah, other educators, this is This is an opportunity in our society to really look at every everybody is a constant learner were a constant learning from our customers. But everybody, there is no end to education. It cannot be terminal. And this is an opportunity to really provide the students learners with skills that they need in an on demand fashion at all times and re think re innovate, reinvent the way we look at education in general. >>Well, a man, Jeff Bezos says Day one. It's a new day, one, right? So you know that there is going to reinvent Ken. You doing great work. Director of worldwide education programs Ken Eisner with Amazon Web services, Certifications and degrees and cloud computing will be the norm. It's gonna happen again. If you're a cloud data engineer. Data says you're going to get a job. I mean, no doubt about it. So thanks so much for sharing your insights. Really appreciate it. Thank you, >>John. Thank you very much for your time. I appreciate it. >>Can guys They're here Inside the Cube. Virtual coverage of AWS Public sector Online Summit. We've been virtualized. I'm John Furrier, your host. Thanks for watching. Yeah, >>Yeah, yeah, yeah.

>>from around the globe. It's the Cube covering HP Discover. Virtual experience Brought to you by HP >>Everybody welcome back to the Cube's continuous coverage of Discover 2020. That virtual experience. The Cube has been been virtualized really excited to have Marissa Freeman here. She's the chief brand officer, Hewlett Packard Enterprise. And, of course, he joined by Jim Jackson. Who's the CMO of HP? Guys, Great to see you Wish we were face to face. But thanks so much for coming on the Cube. >>Great to be here. Hope that you and your family and your friends are safe and well, >>and we're back at you both. Jim, let me start with you. So, uh, this kind of got dumped on you with this pandemic. Different mindset. You have to do a bit flip to goto virtual you talk about some of the things that you focused in on some of the things you want to keep. And some of the things you knew you couldn't. And you had to do things differently. >>Yeah, You know, we pretty much had to rethink everything about this event platforms, how we thought about messaging, how we thought about content. Um audience acquisition demos, really everything. And for us, it really all boiled down to having a vision. And our vision was to bring the Discover experience, all that energy, the excitement that you get the in person event. We wanted to bring that to all of our customers and our partners and our team members around the world. So for us, it wasn't about virtualized discover. It was about bringing the Discover experience to a 12 inch screen. In many cases for our customers and our partners and our team members, I think another thing that was really eye opening for us. Waas thinking of opening up the aperture and thinking, Hey, we can now take this and drive. This is the true global events and we can reach people all over the world, reach customers and partners that can't come to discover because they can't physically come to the event. That was a couple of things that really we had to put a lot of thought into, and it was really exciting for us. I think one other thing is now customers, and how we think about their experience at the event became very, very important for us because you know, at an in person event, it's three days, and we can you know, there's a lot of things people can do, but you have three days of content, and then people move on for us. Now. Our customers might go through three weeks or three months, and we really needed to think about that experience in a very simple, seamless, easy way for them so that they could to consume the content digitally in a way that made the most sense for them. So a lot of new thinking for us. But we're really excited about the opportunities that virtual brings in that digital brings >>now immerse. So I gotta ask you so No, no meter boards at least know for a physical meter boards, you know, How did you think about continuing that branding in a virtual event? >>Well, it's, uh, it's really a beautiful experience when you look at the the intro of the platform that we're on. It's beautifully branded all the way throughout. The branding is really coming through, though, in the content, um, and in the people, So we always say, Jim and I always say every year, Gosh, if we could just have every estimate on every prospect come to discover they would see our brand come to life they would feel are our purpose. They would understand, just with a new and different energized and fully charged a company, we are they would get to meet Antonio and Security. And Liz and Jennifer Income are honored and Jim and feel for themselves, uh, the power of the company. And now everyone can So the brand really is coming to life through the people. I appreciate that you love the the beautiful graphics, and we work really hard. Um, I'm all of that stuff, Sure, but the real branding is in the content itself. So >>now, Jim asses. Well, you were kind of lucky in the sense that, you know, this show wasn't in March or April. You had some time. So to see what others were doing. And you saw early on when this thing first hit, there were some the missteps there, There's there, still are even. But So what do you What do you tell people that is really unique about the Discover virtual experience? >>Yeah, I think a couple things and you're right. We did have a little more runway, and that was to our advantage. But we feel like we've taken full advantage of it. I think the first is coming back to that global experience that I talked about. So we're delivering this on 10 different with translating into 10 different languages, and that makes it easy for people to consume our key content around the world. We're truly delivering our content on time zones that are very appropriate, or our customers and our partners again, all around the world, in different Geos, we're bringing in our geo MVS where they are now having geo lounges, um, specific addresses and other things locally that really enables us to have that local experience. But derive it is making it part of a global event. I think another thing, Dave and you've been Teoh Discover. But you've seen that amazing Discover Expo Hall that we have out there with, you know, literally thousands of people and lots of demos. We had to figure out How do we bring that to a a ah, digital or a virtual experience? And I think the teams have done just an amazing job here. So what we did is we have 61 demos, and this is part of really 150 sessions. But if you just think of demos, we're going to deliver these live over 1717 100 times the first week. That's really, really powerful. This is >>live, meaning >>somebody from HP, a subject matter expert, talking to our customers, answering questions in real time. So that's unique. I think another thing that we're doing is we're not stopping after the first week. The first week is going to be extremely powerful and we can't wait for it. And but, you know, we're gonna extend, if you will, the value we're gonna double click and follow on Wave focused on SMB. Focus on software and containers for more of a developer, audience, Cloud services and other things like that, as well as data and storage. And then finally, I'll say, You know, we're really excited about the great speakers that we have Marissa >>talks >>about. You know, Antonio Qwerty, Irv etcetera. But we've got some great outside speakers as well. Lewis Hamilton from Mercedes Formula 16 time Formula One champion Simone Biles, uh, who's Olympian and world champion, 25 medals. We've got Steve Kerr and they're going to be part of a panel talking about performing under pressure, and we're all doing that. But it's gonna be again a great story we've got, um, John Chambers is going to be joining Antonio and talking about what great companies do during a crisis and how they prepare to come out of this kind of a situation to deliver better solutions to their customers. Soledad O Brien, who is moderating, are women leaders in I t session, and this is one of our most powerful sessions. In fact, Marissa is part of that as well. So we're really excited about this, the amount of things that we were able to bring together. And of course, we also have our CEO Summit and our Global Partner Summit happening at the same time. So we've got a lot of things that we've been able to coordinate all of this and really think about the experience from a digital in a virtual expect perspective to make it great for our customers and our partners and our attendees. A >>lot of rich content layers. Yeah. So what if you could talk about that here here to help Sort of the cultural aspects of that. What it means to your customers, your clients, your employees and your just broader community. >>Well, you know, Dave one when covert first hit the United States, we We had a lot of social media out there, a lot of digital media out there. And even before it came to the United States, when Italy and China were really suffering, we gathered as a team and audited every piece of content that we had pulled all back in. I met daily Jim and I and Jennifer temples. Teams met daily to talk about what is our tone of voice? What are we saying? How are we helping our customers get through? This time we knew how difficult it was for us with business continuity, remote workforce, we needed to help our customers and let them know that we were at the ready right now to help. So we chose to speak through the voices of our leaders. Antonio did several blocks and videos, and we rallied and redid the website completely to be all about over response and how we had many solutions for our cost. Most implement immediately from $2 billion financing Teoh setting up remote workforces, too, doing WiFi in parking lots and turning ships into hospitals. It ran the gamut, Um, and so it was really important to us that we conveyed a message of here to help. Ultimately, we ended up doing a television commercial. Antonio's voice. It was a personal letter from Antonio to his fellows, business leaders and engineers and said, Look, we know what you're going through. We're going through it ourselves. We're here to help. Here's how and it's been really motivating and successful and joy and driving people to find out more about what HP could do to help. So >>I would just add >>to what >>Murtha said. She outlined it really well. But we have some great customer examples and great customer stories as well. They're very emotional talking about how customers really needed our help and our combination of technology. People really came together to enable them to get their businesses up and running, or to address a pain point or problem for their audiences. The first point you know, there's the concept of here to help with the recovery and then here to help with the transformation as well as they look to the future. >>So how are you guys thinking about just sort of growth marketing strategies, branding strategies not only for HP but in the spirit of helping customers in this post isolation economy. Merson. Maybe you could start start us off. >>Well, we we've been talking about how this crisis has brought the future forward, nor our doorsteps. So where our customers may have been on a digital transformation path and they were accelerating it. Now there's there's an impetus to do it right now. So whether you're in recovery, um, or whether you're one of the customers for whom this crisis created a surge of demand and you needed to scale way up, these are the moments of transformation that our company is. Is there to help you with Jim? Do you want to build on that? >>Now? I think you hit the highlights there, Marissa, you know, again for us, I think we wanted to just be authentic and true to who we are as a company. And, you know, our purpose is to advance the way people live and work. And I think we live that during this time and will continue to live that as we go forward. It it's really core to who we are. And what we saw is that many of our customers really valued the fact that when they needed us the most, we were there for them and we were there for them all around the world. And, um, you know, and our goal is to continue to do that and continue to delight them and to be the best transformation partner for the future. >>I mean, culturally, we obviously re observe all this stuff, but culturally, you kind of be kind of had a heads down approach to all of this. I mean, there was there was not a hint of ambulance chasing in what you got. How you guys approach this. So I mean, I think I think culturally that here to help message it seemed like a very strong roots in citizenship. Um, you know, And then, of course, with social uprising, respect for individuals that seemed to shine through. I don't know. I know versus deliberate or that's just again cultural. Maybe >>it's it's all of the above. You can't change who you are and we need at Hewlett Packard Enterprise are people who care about other people our purpose. As Jim said, Our purpose is to advance the way people live in or every one of us every day gets up and goes to work or goes to work at home at HP to do just that. That is who we are. And so it would be an authentic for I think, true to this crisis in any other way. >>I think I wanna make an observation and see if you guys to respond. So we always talk about technology disruptions. Mercy you mentioned about, you know, the future was put forward. I'm sure you've seen the wrecking ball. You know, the folks in the building, the executives very complacent. A digital transformation not in my day. And in the 19 wrecking bald covert 19 survey, you probably saw that Who's who's leading your digital transformation CEO CTO or Covert 19. But it's really now. I mean, if you're not digital, you're not doing business. So but my observation is that it seems like despite all this technology that global disruptions are going to probably have a bigger impact in this coming decade, whether it's pandemics of social upheaval, of natural disasters, etcetera. But technology can play a huge role in supporting us through those things. Jim, I wonder if you have any thoughts on that comment. >>I mean, I think it's it's a great question, you know, if you think about it, What what happened with the macro economy Cove? It It's been a catalyst for, I think, everybody to understand that they needed to really accelerate their digital transformation. And, more importantly, they need a partner who can help them on that journey as well. I mean, if you just look at what we're talking about here >>with >>this event, right, most of h p e. And, um, you know, our >>competitors to >>cancel their virtual events >>are canceled their physical >>events rather, and they're moving now to a digital event in any way. This is going to be the new normal for us, right? So I think as we go >>forward, we're gonna >>see this only continue to accelerate. And for us, you know, our edge to cloud platform as a service strategy plays really well to helping customers accelerate that digital transformation. And, you know, it just kind of comes back to what Marissa said. You know, here to help is very very HP in terms of it's authentic and it's here. We want to be here to help our customers in their biggest hour of need. And we're doing everything we can and will continue to do that for the future as well. >>Versus, you know, having done many, many discovers we've noticed over the last several years you guys made a much bigger emphasis on the sort of post discover which a lot of organizations don't have a big physical event, and it's sort of on to the next thing. And how do you see the post from a branding standpoint? Messaging, etcetera. How do you see taking advantage of that from a virtual standpoint? And what have you learned? >>Well, we've been on our own digital transformation journey, and, you know, through Jim's leadership, we have built a pretty serious digital engine, which allows us to have a personal relationship with the customer, meet them where they are on their terms. For example, with this platform, it's even using your now because we we actually will know what content would see what sessions, what demos someone interested in. Maybe they put it, you know, on their schedule, and then didn't get to do it. So we'll go back to them later and say, Hey, we saw that you wanted to do this. It's still here. Why don't you come and have a look and then watch to that We do sort of the Netflix engine, the been newsworthy playlist of If you like that, you like this. And if you like this, you like that and we bring them through the breadcrumbs all the way through. And it's a self directed journey, but we're there to help. And that is really the true power of digital is to have that interaction, that conversation with the customer and where they want to be and with what they want to learn and read about. We'll see. >>Yeah, And everything, of course, is instrumented gym. We'll give you the last word and you were involved, as was Marissa in sort of the new HP. The new branding and the whole purpose of that was really to get Hewlett Packard enterprise focus and really back to sort of the roots of innovation. And I wonder if you could comment on from a strategy standpoint, innovation and from a competitive standpoint, you know where you're at over the last several years, we've obviously transformed as a company and where you see your competitive posture going forward. >>Yeah, you know, for us, um, we're so excited about this event because this is a great opportunity for us to showcase progress against our edge to cloud platform as a service strategy, and we roll this out last year. It's differentiated. It's unique in the marketplace. It demonstrates the transformation happening across as a service and software at Hewlett Packard Enterprise. So we are a company in transition, aligned to what we feel, our companies, our customers, biggest pain points. And when you look at some of the acquisitions that we've made some of the organic investments that we've done, we're just very well positioned to deliver against, you know, some very unique pain points that our customers have. Plus, I think another thing is, at the end of the day, really, what our customers are saying is, help me take all this data and translate that data into insight and that insight into action. You're going to hear us talk about the age of insight and how we're really again unifying across edge the cloud to deliver that for our customers. Stone. We're excited for this event because you're going to hear a significant industry revealed, focused around cloud services around software and really a lot of the things that we've been talking about. And we're going to show a lot of progress as we continue on that journey. And then, you know, Murtha mentioned digital. I'm really excited about digital because that enables us to understand and learn and help our customers and deliver a better experience for them. And then finally, you know, huge opportunity for us. Two. Take this message out globally, you know? Ah, great opportunity for people all around the world who maybe haven't heard from HP for a while to see our message, to feel the new energy to see who we are to see. Uh, you know that we're doing some very interesting things that we can help them. So we're excited. There's a lot of energy right now inside the company, and, uh, we're ready to kick it off and get rolling here. >>Well, it's quite amazing. I mean, we started off 2020 with the gut punch, but the reality is, is that 20 twenties? A lot different than 20 pens. If it weren't for technology and companies like HP here to help center, you know, we would not be in such such good shape and good in quotes. But think about it. The technology is really helping his power through this. So Jim Morrison, Thanks so much for coming on the Cube. Thank you, HB. Everything you're doing for customers in the community. Really? Thank >>you for having us. Thank you for having me. Good to see you. >>Great to see you guys to and keep it right there. Everybody, this is Dave Volante for the Cube. Our continuous coverage of hpe discover virtual experience in 2020. We're right back right after this short break. >>Yeah, yeah, yeah, yeah.