>>Hello, brilliant cloud community and welcome back to AWS Reinvent, where we are live all day every day. From the show floor here in Las Vegas, Nevada. I'm Savannah Peterson, joined by my beautiful cohost Lisa Martin here on the cube. Lisa, you're smiling. You're radiating Day three. You would think it was day one. How you doing? >>Amazing. I can't believe the energy that has been maintained omni show floor since Monday night at 4:00 PM >>I know. And I, I kind of thought today we might see some folks trickling out. It is packed as our, as our guests and I were, we were all just talking about right before the segment, almost two packed, which is a really great sign for aws. It is. We're >>Hearing worth of 55,000 people here. And of course we only get a, a little snapshot of which literally >>This corner, >>We don't get to see anything else around the strip that's going on. So it's massive. Yeah, >>It is a very massive, I'm super excited. We've got two guests from Infosys with us on this last segment from this stage today. David and Anant, welcome to the show. How you doing? >>Awesome. >>You're both smiling and I am really excited. We have our first prop of the show and it's a pretty flashy, sexy prop. Anant, what's going on here? >>Oh, so this is something that we are very proud of. Last year we won one award, which was very special for us because it was our first award with aws and that was the industry partner of the year award. And on the back of that, this year we won three awards. And this is super awesome for us because all of them are very special. One was in collaboration, second was in design, and third was in sustainability. So we are very proud and we thank AWS and it's a fantastic partnership. Yeah. And >>Congratulations. Yes. I mean that's >>Huge. Yes, it's absolutely huge. And the second one is we are the launch partner for msk, which again is a very proud thing for us. So I think those are the two things that we wanted to talk about. >>How many awards are you gonna win next year then? >>Do you want to target more than three? >>So we keep going up probably fine, >>Right? I >>Love, >>That's the odd numbers. 1, 3, 5, 7, 10. There you go. >>Yeah, >>I think you, we got that question last year and we said we get two and we ended up overdelivering with three. So who >>Knows? Hey, nothing. Nothing wrong with the setting the bar low and clearing it and I mean, not setting it low, setting it with one and clearing it with three is pretty fantastic. Yes, yes. We talk about it as an ego thing sometimes with awards and it feels great for internal culture. But David, what does it mean on the partnership side to win awards like that? So >>What's really important for us with our partners is to make sure that we're achieving their goals and when, when their goals are achieved in our partnership, it's just the byproduct that we're achieving our own with our clients. The awards are a great representation of that to see, you know, again, being recognized three in three different categories really shows that we've had success with AWS and in turn, you know, know and not, I can attest to it, we've been very successful with the partnership on our side. >>Yeah. And I bet it's really exciting for the team. Just speaking for energy, are your >>Team sponsor? Absolutely. There's celebration, you know, there's been a few cocktails being raised >>In Las Vegas >>Cocktail. Oh, >>I wouldn't mind one right now to be really be really honest. Let's dig into the, into the product a little bit. Infosys Cobalt, what's the scooping on? >>Yeah, so first of all, we were the first ones to actually launch a cloud brand called Cobalt. Right? We are the first ones in the world. In fact, one of our competitor followed us soon after. So essentially what we did was we brought all our cloud offerings into one brand called Cobalt. It becomes very clear to our customers on what our proposition is. It is very consistent to the market in terms of what our narrative is. And it's little easy for our customers to understand what we bring to the table. So is not one product or one platform. It's a set of services, solutions and platforms that we bring to accelerate customers journey where they're leveraging cloud. So that's what Cobalt is. >>Awesome. Everyone wants to do everything faster. Yes. And Booth was packed. I walked by earlier, it was absolutely buzzing. Yes. >>Yeah. Nobody wants to do it, you know, wants less data slower. Yes. Always more faster. More faster. And we're living in this explosion unlike anything, this swarm of data, unlike anything that we've ever seen before. Yes. Every company, regardless of industry, has to be a data company. Yes. But they have to be able to work with the right partners. Absolutely. To extract, to first of all, harness all that data. Yes. Extract insights in real time. Yes. Because of course, on the consumer side, we're not patient anymore. Yes. We expect a personalized, real time custom experience. Absolutely. How do you work with AWS to help deliver that and how do the partners help deliver that as well? >>Well, I'll start with on the partner side of it. You walk through the hallways here or down the aisles, you see partners like MongoDB, snowflake, data Bricks and and such. They're all attest their commitment and their strong partnership with aws. And coincidentally, they're also very good partners of our own. And as a result, what >>Big happy family here at AWS when you >>Met? Yes, and this, this is something that I'm, I'm calling coining the phrase sub ecosystems. These are partnerships where one is successful with each other and then the three come together and we go together with an integrated solution. And it's really taking off. It's something that's really powerful. The, the fun thing about, you know, reinvent here is it's just that we're having amazing discussions with our clients and aws, but we're also having it with the other partners here about how we can all work together. So, and data analytics is a big one. Security is another hot one. This is huge. >>Yeah. Optimization. >>The absolutely. And I, and Ruba was saying this, right? Ruba said like she was giving example of a marathon or Marathon is not a single man or a single woman sport. Right? So similarly cloud journey is a team's sort of, you know, team journey. Yeah. So that's why partners play a big role in that and that's exactly what we are trying to do. >>So you guys get to see a lot of different companies across a lot of different industries. We've, we're living in very interesting times. How do you see the cloud evolving? >>Oh yeah. So, so what we did when we launched Cobalt in 2020, we have now evolved our story, we call it Cobalt 2.0. And essentially what we want to do was to focus on industry clouds. So it's not just about taking a workload and doing it from point A to point B or moving data to cloud or getting out of data centers, but also being very specific to the industry that this specific customer belongs to. Right? So for example, if you go to banking, they would say, we want to better our security posture. If you go to a retailer, they want to basically have smart stores. If we go to a manufacturing customer, they want to have a smart factory. So we want to make sure that there are specific industry blueprints and specific reference architectures that we bring and start delivering outcomes. So we have, we call it something called, >>I know you're hot on business outcomes. Yes, yes. >>So we call it something called the link of life forces. So there are six technologies, cloud, data Edge, iot, 5g, and ai. They will come together to deliver business outcomes. So that's where we are heading with Cobalt 2.0. And that's essentially what we want to do with our customers. >>That's a lot to think about. Yes. And yeah, go for it. >>David. I just say from a partnering perspective, you know, prior to cloud we were talking about transactional type businesses where if you ask a technology company who their partner is, is generally a reseller where they're just basically taking one product and selling it to their, their client. What's happened with cloud now, it's not about the transaction up front, it's about the, the actual, you know, the consumption of the technology and the bringing together all of these to form an outcome. It changes the model dramatically. And, and quite honestly, you know, the global system integrators like emphasis are in a great position cuz we can pull that together to the benefit our of our partners put our own secret sauce around it and take these solutions to market and drive consumption. Cuz that's what the cloud's all about. >>Absolutely. Right. How are you helping customers really treat cloud as a strategic focus? You know, we, we often hear companies talk about we're we're cloud first. Well, not everything belongs in the cloud. So then we hear companies start talking about being cloud smart. Yes. How are you helping? And so we'll go with that. How are you helping enterprises really become cloud smart and where is the partner angle? So we'll start with you and then we'll bring the partner angle in. >>Sure. Oh yeah, big time. I think one of the things that we have been educating our customers is cloud is not about cost takeout. So cloud is about innovation, cloud is about growth. And I'll give two examples. One of one of the beauty products companies, they wanted to set up their shop in us and they said that, you know, we don't have time to basically buy the infrastructure, implement an er p platform and you know, or roll it out, test it, and go into production. We don't have so much time, time to market is very important for us. And they embarked on the cloud journey. So expanding into new market cloud can play a big role. That is one of the ways to expand and, you know, grow your business. Similarly, there is another company that they, they wanted to get into retail banking, right? And they didn't have years to launch a product. So they actually use AWS and it's a joint infos and AWS customer, a pretty big bank. They launched into, they launched retail banking and they did it in less than six months. So I think these are some of the examples of, wow, it's Snap Cloud not being cost takeout, but it's about innovation and growth. So that's what we are trying to tell >>Customers. Big impacts, big impact. >>Absolutely. And that's where the, the Cobalt assets come into play as well. We, you know, as as not mentioned, we have literally thousand of these industries specific, and they're derived in, in a lot of cases in, in, in partnership with the, the companies you see down the, the aisles here and, and aws. And it accelerates the, the, the deployments and ensures a accessible adoption more so than before. You know, we, we have clients that are coming to us now that used to buy, run their own procurement. You know, they, they would have literally, there was one bank that came to us with a over a hundred, >>The amount of work. Yeah. >>A list of a hundred products. Some they bought directly from a, a vendor, some they went through a distributor, something went through a, a seller and such. And they're, they're, now they're looking at this in a completely different way. And they're looking to rationalize those, those technologies, again, look for companies that will contract for a business outcome and leverage the cloud and get to that next era. And it's, it's a, it's a fun time. We're really excited. >>I can imagine you, you're really a part of the transformation process for a lot of these companies. Absolutely. And when we were chatting before we went live, you talked about your passion for business outcomes. Can you give us a couple examples of customers or business outcomes that really get you and the team excited? Same thing to you, David, after. Yeah, >>Well, absolutely. Even our contractual structures are now moving into business outcomes. So we are getting paid by the outcomes that we are delivering, right? So one of the insurance customers that we have, we actually get paid by the number of claims that we process, right? Similarly, there is a healthcare customer where we actually get paid by the number of customers that we cater to from a Medicare and Medicaid standpoint, right? >>Tangible results versus >>Projected forecast. Successful process of >>Claims. That's interesting. Exactly. Yeah. I love reality. Yeah, reality. What a novel idea. Yeah. >>One of the great examples you hear about airplane engines now that the model is you don't buy the engine. You basically pay for the hours that it's used and the maintenance and the downtime so that they, you take the risk away. You know, you put that in the context of a traditional business, you're taking away the risk of owning the individual asset, the maintenance, any, any of the issues, the bug fixes. And again, you're, you're partnering with a company like Emphasis will take on that based upon our knowledge and based upon our vast experience, we can confidently contract in that way that, you know, years ago that wasn't possible. >>It's kind of a sharing economy at scale style. >>Exactly. Absolutely. >>Yeah. Which is really exciting. So we have a new challenge here on the cube this year at ve We are looking for your 32nd Instagram real sizzle sound bite, your hot take your thought leadership on the, the biggest theme or most important thing coming out of this year's show. David, we'll start with you. We've been starting with it on, I'm to go to you. We're making eye contact right now, so you're in the hot seat. >>Well, let's, I I think there's a lot of time given to sustainability on the stage this week, and I think that, you know, every, every CEO that we talk to is bringing that up as a major priority and that's a very important element for us as a company and as a service >>Provider. I mean, you're obviously award-winning and the sustainability department. Exactly. >>Yes. Nice little plug there. You know, and I, I think the other things that have come up, we saw a lot about data analytics this week. You know, I think new offerings from aws, but also new partnerships that we're gonna take advantage of. And, and again, security has been a hot topic. >>Absolutely. And not, what's your hot take? >>Yeah. I think one, one very exciting thing for partners like us is the, the reimagining that is being done by rhu for the partners, right? The AWS marketplace. I think that is a big, big thing that I took out. Of course, sustainability is huge. Like Adam said, the fastest way to become sustainable is to move to cloud, right? So rather than overthinking and over-engineering this whole topic, just take your workloads and move it to cloud and you'll be sustainable. Right. So I think that's the second one. And third is of course cyber security. Zscaler, Palo Alto, CrowdStrike. These are some of the big companies that are at the event here. And we have been partnering with them many more. I'm just calling out three names, but many more. I think cyber security is the next one. So I think these are three on top of my mind. >>Just, just a few things you casually think about. That was great, great responses from both of you and David, such a pleasure to have you both with us. We hope to have you back again. You're doing such exciting things. I'm sure that everything we talked about is gonna be a hot topic for many years to come as, as people navigate the future, as well as continue their business transformations. It is always a joy to sit next to you on stage. Likewise. Thank you. And thank all of you wherever you're tuning in from. For joining us here at AWS Reinvent Live from Las Vegas, Nevada, with Lisa Martin. I'm Savannah Peterson. And for the last time today, this is the cube, the leader in high tech coverage.

(upbeat music) >> And welcome back. I'm John Furrier, host of theCUBE. We're excited to welcome Teradata back to theCUBE and today with us at the ARIA is re:MARS conference coverage. It's great to hear with Hillary Ashton, Chief Product Officer of Teradata. Great to have you on. Thanks for coming on. >> John, thanks so much for having me. I'm super excited to be joining you today. >> So re:MARS, what a great event. It brings together the confluence of machine learning, which is data, automation, robotics, and space. Which is to me, is a whole new genre of conversations, around technology and business value. It is going to be a big kind of area. And it's just, again just getting started any one, as they say, and super excited. Tell us about what you guys are doing there and yourself. >> About two and a half years ago I head up the products organization. That means I have responsibility for our roadmap and our and our strategy overall on the product side. Prior to coming Teradata, gosh, I have spent the last 20 years, if I can say that, in the data and analytics space. I grew up in marketing application space, spent 11 years at SaaS, really cut my teeth on hardcore AI, ML and analytics at SaaS, and most recently was at PTC, where I was in charge of, I was a general manager of augmented reality, the business unit at PTC, focused on IOT data and how IOT data and augmented reality can really bring machines to life. >> It's interesting. You talked about SaaS and kind of your background, you know everything SaaSified with the cloud now. So you think about platform as a service, SaaS models emerging, software is an open source game now. So it's an integration cloud-scale data conversation we're seeing. What's your reaction to that? What's your reaction to that kind of idea that, okay, everything's open to source, software value integrating in with data. What's your reaction to that? >> Yeah, I mean, I think open source absolutely has some awesome things going on there. I think there's great opportunities for commercial, reliable, governed software and open source capabilities to come together in an open ecosystem that allow our customers to choose the best way to deliver the analytic outcomes that they're focused on. >> So you guys have been in the news lately around connecting multicloud data analytics platforms and transforming businesses around there, obviously, the background with Teradata is well documented. What's this news about? What's really going on there? You got Vantage platform. What's happening? Take us through that story. What's the key point? >> Yeah, we've worked super hard to deliver a true, multicloud, hybrid, data platform. So, if you think customers, many of our enterprise customers started with on-premises data systems and are moving violently to the cloud, right? So they're super excited about moving to the cloud but being able to deploy on multiple clouds, I think is important and then importantly, sort of this hybrid notion of being able to leverage data that's on-premises and combine it with data in the cloud on AWS, for example. And so being able to do those hybrid use cases you may have data that's like older and kind of archaic, needs to stay on-premises. There's not a lot of value in moving it to the cloud but you want to combine it with some of the innovative, analytic capabilities that perhaps you're doing on AWS. And so Teradata allows you to live in that hybrid multicloud environment and deliver analytic outcomes wherever your data is. >> Hillary, one of the top conversations is data cloud. You got to have a data cloud. I want to deal with this, move this around, but there's a lot of now integration opportunities to bring data from different sources together whether you're in healthcare, all the verticals have the same use case, multiple access to different databases, bringing them all together, ETL, all that old-school stuff is coming back in and being kind of refactored with machine learning, with cloud scale, with platforms like AWS, there's now this new commitment to bringing this to the next level for enterprises. And you mentioned some of those partnerships. What specifically is going on in the cloud that's notable, that's realistically that customers are executing on now? Not the hype, the reality. >> The reality. Yeah, absolutely. So I mean, I think today with Teradata our customers are leveraging something that we call a query fabric. And so this is the idea, as you said, John, that data might be in a lot of different places and you want to be able to get value out of that data without the difficulty of moving it around unnecessarily. Sometimes you want to move it around but unnecessary data movement is both expensive and an inefficient use of precious time. And so I think that there's an opportunity for this query fabric to be able to do remote push-down queries, wherever that data is and return back the results that you are looking for, analytic results, AI and ML results, combining different data that's in different locations to deliver that analytic outcome quickly without having to move the data around. So I would say query fabric is one of the areas that we are super invested in and, today, is delivering real value for our customers. >> It's really interesting. Data being addressable and available, low latency. I mean, we're talking about space, automation, robotics, real-time, so you have different data types stored in different data vehicles or mechanisms that need to be real-time and available. Because machine learning only works as good as the data they has available to it. So again, this is a key, kind of new way that folks are re-architecting. And again, we're here at, at re:MARS, right? I mean to machine learning automation, robotics and space, kind of the real world, physical, digital, trust, scale, huge concepts here. What's the partnership? How's it working with AWS? Take us through that strong partnership that you guys are developing. >> Yeah. I mean, we have a fantastic relationship with AWS. We're really excited that we signed a strategic collaboration agreement at the end of last year that really puts us in an elite category of AWS partners. We're really committed to co-investing and co-engineering with Amazon and our product development organization and also in go-to market and marketing and other parts of our business. As the Chief Product Officer, I'm really excited about three key areas. First is we've optimized Teradata Vantage to run in the AWS cloud at great scale, with unparalleled scale at the highest level for our customers. And so we've partnered with them to be able to handle some of the complex analytic workloads. And we think of analytic models are one part of a workload. There may be other ELT that you talked about, right? Workloads that you may need to run, all of that running at tremendous scale with AWS in the cloud. The second area is deep integration. So Teradata used to think that we were the ecosystem. We built everything soup connects end-to-end. Today, we live in a really exciting data and analytics space and we partner closely with CSPs like AWS, where we are deeply integrated. We have dozens of AWS native integrations in our AWS offer today. And that lets customers take advantage of AWS X3 for Cloud Lake, for example Amazon Kinesis for data ingestion and streaming and on and on. So we're really focused on the integration area there. And then finally, we've developed, co-developed with AWS, a fast and low risk migration approach to move from on-premises to the cloud for our enterprise customers. >> You know, what's interesting is as we kind of weave together, I hear you talking about those three areas. I mentioned earlier at the top of the interview, how integration is now the competitive advantage. Software is almost going commodity with open source because you mentioned that. All good, right? All good stuff. But when you think about kind of the big trends in this new computing world, it's hybrid cloud, it's edge, and IOT, okay? Again, cloud-scale and these new connected points, trust, access, all these things have to be integrated. So integration, you guys have been in the middle, Teradata has been around for a long time, leader in data warehousing, but now with cloud and in the data types, this is a game changer. I mean, this is notable. Can you share more about how you see this evolving with customers because at the end of the day the integration becomes super critical. >> Yeah, absolutely. And I'm super passionate about the opportunities of IOT streaming data. And that's one of the key areas of partnership with Amazon is taking that streaming data, leveraging the analytic opportunities with Amazon. We'll talk about that in just a second, but I think some of the examples that I could share with you, everyone loves to hear, I love to hear, about what actual customers are doing. So Brinker International, they're one of the world's largest casual dining restaurants. If you've ever been to a Chili's Grill or Maggiano's Little Italy those are the guys, Brinker International owns those brands. So we leveraged Amazon SageMaker and Teradata Vantage together to apply advanced analytic and predictive modeling to be able to understand things like demand. And you're in the middle of COVID and trying to understand how many people should you have on staff today? What is the demand going to look like? What should sales look like? What's foot traffic look like? So that demand forecasting capability across their 1,600 different store fronts or restaurant fronts is one of the examples that I could share with you. The other one is Hertz. So one of the world's largest vehicle rental companies. They are using Vantage and AWS together to track and analyze transaction data across all of its global locations and manage again that complex inventory. And some of that is streaming data, some of that is data that we're getting from the cars themselves, and then create a new value-added program to their loyalty members which is sort of the name of the game. Is customer acquisition and extension of brand across those customers. So those are two examples I can share with you. There's many, many others but I know you probably had some other questions. >> Yeah. I want to come back to the SageMaker thing. I think that's important partnership there because it's been one of the fastest growing services. It's always at the top or in the top two or three whenever I talk to Andy Jassy and the team over there. But I want to talk about scalability and I want to ask you, if you can scope for me the scalability of what's going on with this data challenging, 'cause where are we on that scale? Can you share how you would scope the scale? >> Absolutely. And I love talking about scale because it is a home run for Teradata. I think many customers start looking at the cloud and they start with kind of a little tiny baby footprints but we are an enterprise solution, an enterprise platform. And so I think that we're looking at tens of thousands of users and thousands of business critical applications. That's what our customers are doing and have done for decades with Teradata and bringing all of that scale to the cloud. And with AWS in particular, we recently did 1,000 node testing. I'm going to walk through this a little bit slowly, which is hard for me, as you can tell, but it was a single system of more than 1,000 nodes which is just to give you a sense, that's double our largest on-premises system. So it's huge. It was the single largest system. >> John: Double is your largest customer deployment? >> Double our largest customer deployment on-premises. Yeah, that's right. So it was 1,000 nodes with more than 1,000 different users submitting thousands of concurrent queries. So huge enterprise scale. And this was a real-world use case. We took not a traditional benchmark but a real world customer set of mixed workloads. So lots of long running strategic queries and lots of fast running queries that needed really tight SLAs. All of that running simultaneously. We saw no system down times, we were able to roll out and roll back new capabilities seamlessly in a true software as a service fashion. So that was an awesome test all run on AWS. And I think that their team was just as excited as we were about it. >> Well, I love the scale. I love that test you guys ran. I see you're sponsoring re:MARS which is great, congratulations. We love covering since the beginning, we believe of kind of a whole new genre of programming brings together the confluence of exciting technologies that just a decade ago weren't always working together. They were bespoke. >> That's right. Yeah. >> So now it's all integrated in at cloud scale, you got the test, got thousands of concurrents queries. What else are you showcasing? You mentioned the SageMaker because that's really where Amazon's connecting all these tools. How are you integrating in? It sounds like you're bringing all that Amazon goodness in with Teradata and vice versa. >> Absolutely. We're delivering sort of the best in class to our customers jointly. So here re:MARS today, we're really excited to be talking about SageMaker and our relationship with AWS to be able to deliver that seamless integration between our solutions for machine learning services and Teradata Vantage. So I'm sure it won't come as any surprise to you as we just talked about, but we're finding that massive investments in AI and ML and other advanced analytic capabilities are out there, and many organizations are really only experimenting. They're just starting to explore some of these opportunities. We think that there's tremendous value in this scale that we just talked about, that we can offer, combined with best in class AI and ML capabilities like SageMaker. And so we are excited to talk about it. If you want to see it, we've got a booth set up, you can come and take a look at what we're doing there but I think there's huge opportunities for customers to get to the analytic value with Teradata Vantage and AWS SageMaker. >> Yeah, it's great to see Teradata seeing that headroom opportunity to extend the value proposition to kind of new territory with your customers. I can definitely see it. Love the connection here. Where can they learn more about the Teradata partnership with AWS and Amazon? Is there a site? Is there a program coming? Is there any more content that they can be expecting to see? Take a little plug time to plug the company. >> If you insist, I will, John. Thank you. I think, if you're at the event right now, you can swing by Teradata's booth. We're at booth 111. You can get a demo of our SageMaker integration and learn more about both our enterprise scale and the advanced outcomes that we're able to provide to our customers. If you're not at re:MARS and we really think you should be, we would encourage you to sign up for one of our upcoming SageMaker webinars that we're doing with AWS this year. And if you'd like to, you can also just email us at aws@teradata.com. Again, that's aws@teradata.com and we'll set up a private demo for you. >> Well, Hillary Ashton, great to have you on. Chief Product Officer, Teradata, you must be feeling good. You got a lot to work with. You've got an install base. You have new territory to take down. As the Chief Product Officer, you got the keys to the kingdom. Give us a quick bumper sticker of where you guys are going with the product. >> We are fast and furious. My team will tell you, we are so excited to be here with AWS and Teradata is on an epic trajectory forward in our cloud first approach, so we are so excited about our roadmap. If you'd like to learn more, please swing by teradata.com. >> Lot of innovation happening. Thanks for coming on theCUBE. Okay, this is theCUBE coverage of Amazon re:MARS machine learning, automation, robotics, and space. It cuts the confluence of digital, virtual data and real-world and space. You can't get any more than this. That's a big edge out there in space. Talk about edge computing and space. Of course, theCUBE's here covering it. I'm John Furrier, your host. Stay with us for more coverage here at Amazon re:MARS. (upbeat music)

(gentle upbeat music) >> Everyone welcome to the AWS Startup Showcase presented by theCUBE. I'm John Furrier, host of theCUBE. We are here talking about the next big thing in cloud featuring Explorium. For the AI track, we've got AI cybersecurity and life sciences. Obviously AI is hot, machine learning powering that. Today we're joined by Zach Booth, director of global partnerships and channels like Explorium. Zach, thank you for joining me today remotely. Soon we'll be in person, but thanks for coming on. We're going to talk about rethinking external data. Thanks for coming on theCUBE. >> Absolutely, thanks so much for having us, John. >> So you guys are a hot startup. Congratulations, we just wrote about on SiliconANGLE, you're a new $75 million of fresh funding. So you're part of the Amazon partner network and growing like crazy. You guys have a unique value proposition looking at external data and that having a platform for advanced analytics and machine learning. Can you take a minute to explain what you guys do? What is this platform? What's the value proposition and why do you exist? >> Bottom line, we're bringing context to decision-making. The premise of Explorium and kind of this is consistent with the framework of advanced analytics is we're helping customers to reach better, more relevant, external data to feed into their predictive and analytical models. It's quite a challenge to actually integrate and effectively leverage data that's coming from beyond your organization's walls. It's manual, it's tedious, it's extremely time consuming and that's a problem. It's really a problem that Explorium was built to solve. And our philosophy is it shouldn't take so long. It shouldn't be such an arduous process, but it is. So we built a company, a technology that's capable for any given analytical process of connecting a customer to relevant sources that are kind of beyond their organization's walls. And this really impacts decision-making by bringing variety and context into their analytical processes. >> You know, one of the things I see a lot in my interviews with theCUBE and talking to people in the industry is that everyone talks a big game about having some machine learning and AI, they're like, "Okay, I got all this cool stuff". But at the end of the day, people are still using spreadsheets. They're wrangling data. And a lot of it's dominated by these still fenced-off data warehousing and you start to see the emergence of really companies built on the cloud. I saw the snowflake IPO, you're seeing a whole new shift of new brands emerging that are doing things differently, right? And because there's such a need for just move out of the archaic spreadsheet and data presentation layers, it's a slower antiquated, outdated. How do you guys solve that problem? You guys are on the other side of that equation, you're on the new wave of analytics. What are you guys solving? How do you make that work? How do you get on that way? >> So basically the way Explorium sees the world, and I think that most analytical practitioners these days see it in a similar way, but the key to any analytical problem is having the right data. And the challenge that we've talked about and that we're really focused on is helping companies reach that right data. Our focus is on the data part of data science. The science part is the algorithmic side. It's interesting. It was kind of the first frontier of machine learning as practitioners and experts were focused on it and cloud and compute really enabled that. The challenge today isn't so much "What's the right model for my problem?" But it's "What's the right data?" And that's the premise of what we do. Your model's only as strong as the data that it trains on. And going back to that concept of just bringing context to decision-making. Within that framework that we talked about, the key is bringing comprehensive, accurate and highly varied data into my model. But if my model is only being informed with internal data which is wonderful data, but only internal, then it's missing context. And we're helping companies to reach that external variety through a pretty elegant platform that can connect the right data for my analytical process. And this really has implications across several different industries and a multitude of use cases. We're working with companies across consumer packaged goods, insurance, financial services, retail, e-commerce, even software as a service. And the use cases can range between fraud and risk to marketing and lifetime value. Now, why is this such a challenge today with maybe some antiquated or analog means? With a spreadsheet or with a rule-based approach where we're pretty limited, it was an effective means of decision-making to generate and create actions, but it's highly limited in its ability to change, to be dynamic, to be flexible. And with modeling and using data, it's really a huge arsenal that we have at our fingertips. The trick is extracting value from within it. There's obviously latent value from within our org but every day there's more and more data that's being created outside of our org. And that is a challenge to go out and get to effectively filter and navigate and connect to. So we've basically built that tech to help us navigate and query for any given analytical question. Find me the right data rather than starting with what's the problem I'm looking for, now let me think about the right data. Which is kind of akin to going into a library and searching for a specific book. You know which book you're looking for. Instead of saying, there's a world, a universe of data outside there. I want to access it. I want to tap into what's right. Can I use a tool that can effectively query all that data, find what's relevant for me, connect it and match it with my own and distill signals or features from that data to provide more variety into my modeling efforts yielding a robust decision as an output. >> I love that paradigm of just having that searchable kind of paradigm. I got to ask you one of the big things that I've heard people talk about. I want to get your thoughts on this, is that how do I know if I even have the right data? Is the data addressable? Can I find it? Is it even, can I even be queried? How do you solve that problem for customers when they say, "I really want the best analytics but do I even have the data or is it the right data?" How do you guys look at that? >> So the way our technology was built is that it's quite relevant for a few different profile types of customers. Some of these customers, really the genesis of the company started with those cloud-based, model-driven since day one organizations, and they're working with machine learning and they have models in production. They're quite mature in fact. And the problem that they've been facing is, again, our models are only as strong as the data that they're training on. The only data that they're training on is internal data. And we're seeing diminishing returns from those decisions. So now suddenly we're looking for outside data and we're finding that to effectively use outside data, we have to spend a lot of time. 60% of our time spent thinking of data, going out and getting it, cleaning it, validating it, and only then can we actually train a model and assess if there's an ROI. That takes months. And if it doesn't push the needle from an ROI standpoint, then it's an enormous opportunity cost, which is very, very painful, which goes back to their decision-making. Is it even worth it if it doesn't push the needle? That's why there had to be a better way. And what we built is relevant for that audience as well as companies that are in the midst of their digital transformation. We're data rich, but data science poor. We have lots of data. A latent value to extract from within our own data and at the same time tons of valuable data outside of our org. Instead of waiting 18, 36 months to transform ourselves, get our infrastructure in place, our data collection in place, and really start having models in production based on our own data. You can now do this in tandem. And that's what we're seeing with a lot of our enterprise customers. By using their analysts, their data engineers, some of them in their innovation or kind of center of excellences have a data science group as well. And they're using the platform to inform a lot of their different models across lines of businesses. >> I love that expression, "data-rich". A lot of people becoming full of data too. They have a data problem. They have a lot of it. I think I want to get your thoughts but I think that connects to my next question which is as people look at the cloud, for instance, and again, all these old methods were internal, internal to the company, but now that you have this idea of cloud, more integration's happening. More people are connecting with APIs. There's more access to potentially more signals, more data. How does a company go to that next level to connect in and acquire the data and make it faster? Because I can almost imagine that the signals that come from that context of merging external data and that's the topic of this theme, re-imagining external data is extremely valuable signaling capability. And so it sounds like you guys make it go faster. So how does it work? Is it the cloud? Take us through that value proposition. >> Well, it's a real, it's amazing how fast the rate of change organizations have been moving onto the cloud over the past year during COVID and the fact that alternative or external data, depending on how you refer to it, has really, really blown up. And it's really exciting. This is coming in the form of data providers and data marketplaces, and everybody is kind of, more and more organizations are moving from rule-based decision-making to predictive decision making, and that's exciting. Now what's interesting about this company, Explorium, we're working with a lot of different types of customers but our long game has a real high upside. There's more and more companies that are starting to use data and are transformed or already are in the midst of their transformation. So they need outside data. And that challenge that I described is exists for all of them. So how does it really work? Today, if I don't have data outside, I have to think. It's based on hypothesis and it all starts with that hypothesis which is already prone to error from the get-go. You and I might be domain experts for a given use case. Let's say we're focusing on fraud. We might think about a dozen different types of data sources, but going out and getting it like I said, it takes a lot of time harmonizing it, cleaning it, and being able to use it takes even more time. And that's just for each one. So if we have to do that across dozens of data sources it's going to take far too much time and the juice isn't worth the squeeze. And so I'm going to forego using that. And a metaphor that I like to use when I try to describe what Explorium does to my mom. I basically use this connection to buying your first home. It's a very, very important financial decision. You would, when you're buying this home, you're thinking about all the different inputs in your decision-making. It's not just about the blueprint of the house and how many rooms and the criteria you're looking for. You're also thinking external variables. You're thinking about the school zone, the construction, the property value, alternative or similar neighborhoods. That's probably your most important financial decision or one of the largest at least. A machine learning model in production is an extremely important and expensive investment for an organization. Now, the problem is as a consumer buying a home, we have all this data at our fingertips to find out all of those external-based inputs. Organizations don't, which is kind of crazy when I first kind of got into this world. And so, they're making decisions with their first party data only. First party data's wonderful data. It's the best, it's representative, it's high quality, it's high value for their specific decision-making and use cases but it lacks context. And there's so much context in the form of location-based data and business information that can inform decision-making that isn't being used. It translates to sub-optimal decision-making, let's say. >> Yeah, and I think one of the insights around looking at signal data in context is if by merging it with the first party, it creates a huge value window, it gives you observational data, maybe potentially insights into customer behavior. So totally agree, I think that's a huge observation. You guys are definitely on the right side of history here. I want to get into how it plays out for the customer. You mentioned the different industries, obviously data's in every vertical. And vertical specialization with the data it has to be, is very metadata driven. I mean, metadata and oil and gas is different than fintech. I mean, some overlap, but for the most part you got to have that context, acute context, each one. How are you guys working? Take us through an example of someone getting it right, getting that right set up, taking us through the use case of how someone on boards Explorium, how they put it to use, and what are some of the benefits? >> So let's break it down into kind of a three-step phase. And let's use that example of fraud earlier. An organization would have basically past historical data of how many customers were actually fraudulent in the end of the day. So this use case, and it's a core business problem, is with an intention to reduce that fraud. So they would basically provide, going with your description earlier, something similar to an Excel file. This can be pulled from any database out there, we're working with loads of them, and they would provide this what's called training data. This training data is their historical data and would have as an output, the outcome, the conclusion, was this business fraudulent or not? Yes or no. Binary. The platform would understand that data itself to train a model with external context in the form of enrichments. These data enrichments at the end of the day are important, they're relevant, but their purpose is to generate signals. So to your point, signals is the bottom line what everyone's trying to achieve and identify and discover, and even engineer by using data that they have and data that they yet to integrate with. So the platform would connect to your data, infer and understand the meaning of that data. And based on this matching of internal plus external context, the platform automates the process of distilling signals. Or in machine learning this is called, referred to as features. And these features are really the bread and butter of your modeling efforts. If you can leverage features that are coming from data that's outside of your org, and they're quantifiably valuable which the platform measures, then you're putting yourself in a position to generate an edge in your modeling efforts. Meaning now, you might reduce your fraud rate. So your customers get a much better, more compelling offer or service or price point. It impacts your business in a lot of ways. What Explorium is bringing to the table in terms of value is a single access point to a huge universe of external data. It expedites your time to value. So rather than data analysts, data engineers, data scientists, spending a significant amount of time on data preparation, they can now spend most of their time on feature or signal engineering. That's the more fun and interesting part, less so the boring part. But they can scale their modeling efforts. So time to value, access to a huge universe of external context, and scale. >> So I see two things here. Just make sure I get this right 'cause it sounds awesome. So one, the core assets of the engineering side of it, whether it's the platform engineer or data engineering, they're more optimized for getting more signaling which is more impactful for the context acquisition, looking at contexts that might have a business outcome, versus wrangling and doing mundane, heavy lifting. >> Yeah so with it, sorry, go ahead. >> And the second one is you create a democratization for analysts or business people who just are used to dealing with spreadsheets who just want to kind of play and play with data and get a feel for it, or experiment, do querying, try to match planning with policy - >> Yeah, so the way I like to kind of communicate this is Explorium's this one, two punch. It's got this technology layer that provides entity resolution, so matching with external data, which otherwise is a manual endeavor. Explorium's automated that piece. The second is a huge universe of outside data. So this circumvents procurement. You don't have to go out and spend all of these one-off efforts on time finding data, organizing it, cleaning it, etc. You can use Explorium as your single access point to and gateway to external data and match it, so this will accelerate your time to value and ultimately the amount of valuable signals that you can discover and leverage through the platform and feed this into your own pipelines or whatever system or analytical need you have. >> Zach, great stuff. I love talking with you and I love the hot startup action here. Cause you're again, you're on the net new wave here. Like anything new, I was just talking to a colleague here. (indistinct) When you have something new, it's like driving a car for the first time. You need someone to give you some driving lessons or figure out how to operationalize it or take advantage of the one, two, punch as you pointed out. How do you guys get someone up and running? 'Cause let's just say, I'm like, okay, I'm bought into this. So no brainer, you got my attention. I still don't understand. Do you provide a marketplace of data? Do I need to get my own data? Do I bring my own data to the party? Do you guys provide relationships with other data providers? How do I get going? How do I drive this car? How do you answer that? >> So first, explorium.ai is a free trial and we're a product-focused company. So a practitioner, maybe a data analyst, a data engineer, or data scientist would use this platform to enrich their analytical, so BI decision-making or any models that they're working on either in production or being trained. Now oftentimes models that are being trained don't actually make it to production because they don't meet a minimum threshold. Meaning they're not going to have a positive business outcome if they're deployed. With Explorium you can now bring variety into that and increase your chances that your model that's being trained will actually be deployed because it's being fed with the right data. The data that you need that's not just the data that you have. So how a business would start working with us would typically be with a use case that has a high business value. Maybe this could be a fraud use case or a risk use case and B2B, or even B2SMB context. This might be a marketing use case. We're talking about LTV modeling, lookalike modeling, lead acquisition and generation for our CPGs and field sales optimization. Explore and understand your data. It would enrich that data automatically, it would generate and discover new signals from external data plus from your own and feed this into either a model that you have in-house or end to end in the platform itself. We provide customer success to generate, kind of help you build out your first model perhaps, and hold your hands through that process. But typically most of our customers are after a few months time having run in building models, multiple models in production on their own. And that's really exciting because we're helping organizations move from a more kind of rule-based decision making and being their bridge to data science. >> Awesome. I noticed that in your title you handle global partnerships and channels which I'm assuming is you guys have a network and ecosystem you're working with. What are some of the partnerships and channel relationships that you have that you bring to bear in the marketplace? >> So data and analytics, this space is very much an ecosystem. Our customers are working across different clouds, working with all sorts of vendors, technologies. Basically they have a pretty big stack. We're a part of that stack and we want to symbiotically play within our customer stack so that we can contribute value whether they sit here, there, or in another place. Our partners range from consulting and system integration firms, those that perhaps are building out the blueprint for a digital transformation or actually implementing that digital transformation. And we contribute value in both of these cases as a technology innovation layer in our product. And a customer would then consume Explorium afterwards, after that transformation is complete as a part of their stack. We're also working with a lot of the different cloud vendors. Our customers are all cloud-based and data enrichment is becoming more and more relevant with some wonderful machine-learning tools. Be they AutoML, or even some data marketplaces are popping up and very exciting. What we're bringing to the table as an edge is accelerating the connection between the data that I think I want as a company and how to actually extract value from that data. Being part of this ecosystem means that we can be working with and should be working with a lot of different partners to contribute incremental value to our end customers. >> Final question I want to ask you is if I'm in a conference room with my team and someone says, "Hey, we should be rethinking our external data." What would I say? How would I pound my fist on the table or raise my hand in saying, "Hey, I have an idea, we should be thinking this way." What would be my argument to the team, to re-imagine how we deal with external data? >> So it might be a scenario that rather than banging your hands on the table, you might be banging your heads on the table because it's such a challenging endeavor today. Companies have to think about, What's the right data for my specific use cases? I need to validate that data. Is it relevant? Is it real? Is it representative? Does it have good coverage, good depth and good quality? Then I need to procure that data. And this is about getting a license from it. I need to integrate that data with my own. That means I need to have some in-house expertise to do so. And then of course, I need to monitor and maintain that data on an ongoing basis. All of this is a pretty big thing to undertake and undergo and having a partner to facilitate that external data integration and ongoing refresh and monitoring, and being able to trust that this is all harmonized, high quality, and I can find the valuable ones without having to manually pick and choose and try to discover it myself is a huge value add, particularly the larger the organization or partner. Because there's so much data out there. And there's a lot of noise out there too. And so if I can through a single partner or access point, tap into that data and quantify what's relevant for my specific problem, then I'm putting myself in a really good position and optimizing the allocation of my very expensive and valuable data analysts and engineering resources. >> Yeah, I think one of the things you mentioned earlier I thought was a huge point was good call out was it goes beyond the first party data because and even just first party if you just in an internal view, some of the best, most successful innovators that we've been covering with cloud scale is they're extending their first party data to external providers. So they're in the value chains of solutions that share their first party data with other suppliers. And so that's just, again, more of an extension of the first party data. You're kind of taking it to a whole 'nother level of there's another external, external set of data beyond it that's even more important. I think this is a fascinating growth area and I think you guys are onto it. Great stuff. >> Thank you so much, John. >> Well, I really appreciate you coming on Zach. Final word, give a quick plug for the company. What are you up to, and what's going on? >> What's going on with Explorium? We are growing very fast. We're a very exciting company. I've been here since the very early days and I can tell you that we have a stellar working environment, a very, very, strong down to earth, high work ethic culture. We're growing in the sense of our office in San Mateo, New York, and Tel Aviv are growing rapidly. As you mentioned earlier, we raised our series C so that totals Explorium to raising I think 127 million over the past two years and some change. And whether you want to partner with Explorium, work with us as a customer, or join us as an employee, we welcome that. And I encourage everybody to go to explorium.ai. Check us out, read some of the interesting content there around data science, around the processes, around the business outcomes that a lot of our customers are seeing, as well as joining a free trial. So you can check out the platform and everything that has to offer from machine learning engine to a signal studio, as well as what type of information might be relevant for your specific use case. >> All right Zach, thanks for coming on. Zach Booth, director of global partnerships and channels that explorium.ai. The next big thing in cloud featuring Explorium and a part of our AI track, I'm John Furrier, host of theCUBE. Thanks for watching.

>>live from Boston, Massachusetts. It's the Q covering I f s World Conference 2019. Brought to you by I >>f. S, I say, What a minute. I didn't cash it. Everybody welcome to I f s World 2019. You watching the Cube? The leader in live tech coverage on day Volante with my co host, Paul Galen. Marty Martin is here. She is the president of the service management division of I F s and C e o of work wave. Marty, good to see you. >>Yeah, it's great to be here. I'm so excited. >>A lot of action going on. You guys. Service management, Field Service management particular. You guys had an acquisition today. We're gonna talk about Let's start with your role you came in and 2017 with the >>pretty acting. Actually, >>2018 finalized the acquisition. I think they announce it in 2017. So tell us about how you came in and where you're at today with >>Certainly. So work wave the company. I lied. Join the effects family in 2017. Darren Ruess, who joined I f s in April 2018 recruited me into form a global business unit around service in August of 2018 and the reason why we did this is service isn't only a part of our economies all over the world, but it's a super great growth area that almost every business can go after in in progress both revenue and margins. So we had a lot of great software products, and we really wanted to improve our go to market around this. >>So why, why all of a sudden today, this talk about service management? Why's it becoming so hard? I mean, everybody's always been focused on customer service, but why this service management generally and field service management while the buzz. >>So first off, you've had the evolution of a number of line of business applications and service certainly has been a part of maintenance organizations or break fix where you're going out in repairing thing. What we're realizing now when you talk about service ization, how o E EMS air building what's called aftermarket revenue? There is literally $100 billion of revenue that you can get from that you look, we had Melissa did a nano from Souza. If you think about open source software, they make money from sirve ties, ing, open source software and the products. You look at apple how they're doing APs. So people are starting to realize that service is an engine for brand loyalty, customer experience, not just a cost center. How it used to be, what the >>customers do. Ah, companies do wrong with service one of the areas where they tend to have the greatest inefficiencies where you can help him. >>So first off, I'd say that often in the C suite, unless they're pure place service companies. They don't understand how transformative service is and how important it is to their brand. Many times now, if you have digital enablement of a new customer, the first time they see a face of your brand might be your service technician. So getting the awareness of the C suite is Step one, because we want to start talking about outcomes that grow revenue and profits and getting them to invest in service. So you know, many times will say, Oh, I want to do a C. R M project. I want to do an E r P project. That's certainly things were good at it. Here I a fest, but we can coach them through how you take the market opportunity for your company and service enabled by our technology and transform. Tomorrow I'll be with Accenture, one of our many great partners, and we're talking about adapting the business, the service transformation, sometimes digitally, sometimes with workflow transformation. But that opportunity and service is huge and almost never. There's no company I know of that's taking 100% of their service market share. That's the difference, especially in slower growth. Asset manufacturing are more mature verticals. >>So I was here last night walking the floor, and I went to the extent you Booth, you know, anytime you see, except you're in a show like this. Okay, Censure. You think Large company Global. I was actually quite impressed a little bit surprised to see you know, their presence here because they they go where the money is, right? And so my specific question is, think, except you think big companies. But you guys obviously focused on what range of companies smaller midsize company. So what's the landscape? Looked like? What's the difference is between sort of smaller and larger companies, >>so that's a great question. I'll take it in part So if you think about a neck censure definitely they looked a large. I also have had meetings with the Lloyd McKinsey Cap gem and I dxc etcetera Also tcs Tech Mahindra which a little bit or more telco focused. So if you think about at the very large and you have telco utilities, large manufacturing O e ems that our customers and definitely the customers I'm pursuing Maur with this focus But we also with work with go down to the S and B We had panels also of, for example, female owners of franchises and also males as well that are creating new service businesses and they're starting maybe with one truck in out providing service. So the fact that we can handle not only the breath and depth of complex service needs, but through work wave we also can encourage the small service businesses to reach their full potential is fantastic. And you know that makes me excited every day. And part of why I focused on service specifically is you are delighting customers. You are the face of a brand and you're making a difference. It's not something that s 02 is esoteric. This is about really value that we're delivering, >>always interested in the dynamics of serving the SNB market >>because one of >>these small companies don't really have that. Maybe family owned there found her own. They don't really put a lot of value on technology. How >>do you >>get in the door? How do you convince them that automating the service function is actually worth the investment? >>Well, first off, I'd say that even the big companies are struggling to go paperless. Okay, so, you know, I think some of the challenges we see survive, if you will, big to small, especially when you look globally in different countries. What have you. But the approach we take in the S and B is that we want to be a software as a service provider, and we were to really handle everything they need in their business. So everything from how they grow leads how they have c r m type functionality. How, then they're delivering service, how they're cross selling service, how they're billing service. So at the at the S M B level, we're putting that kind of all in one technology and there's really not that much integration or I T Service is around that right. We want it to be easy and fast, etcetera, as you go more into the mid market and then definitely into the enterprise. Then you start getting more complexity. You get more I t service's integrations, more configurable ity, sometimes even some customized software. So there is a definitely a difference in the complexity. But the fundamentals of what a service business needs really isn't that much different to your >>customers that you mentioned customize and you guys were SAS space. That's one of the text that we'd like to sort of explore a little bit. A lot >>of >>times SAS companies want to avoid, you know, custom mods. But at the same time, you guys are trying to offer a choice. So help us square that circle. How do you What's the conversation like with customers in terms of how you advise them, You guys obviously do a lot of deep functionality, you know? How do you sort of advise them whether or not to go heavily custom or try to go out of the box? >>Certainly. So in the true, I'd say the small business of a medium you start getting some crossover, but in the small business, Absolutely avoid customization because you won't be able to stay evergreen. It's going to be too hard to maintain. You don't have the subject matter experts, et cetera, so that's really a truce. Ask that from a community. A product engagement. We need to be driving the partnership with the customers that they can use a software out of the box in ways that matter to them. As you start getting into the mid market and especially the enterprise, then it becomes more of a choice, right? How much money do you have to spend? How robust is your organization and set trek? And in general, I advise customers if they care about evergreen software, et cetera. If they care about ease of upgrades, don't customize that Being said, we recognize sometimes in the field with your brand experience Custom mobile. You may need to customize a little bit, so it's Ah, say, a chicken and an egg. You have to weigh the benefits of the costs, and that's what we work through with our >>customers. Specifically morning. What's the upgrade cycle like? There's a customer having the choice Thio upgrade at a particular time, Or do they have a window? >>So it varies primarily, there's a few exceptions, but in general, with the work way, Family of products is true SAS. So it's almost like you're Apple Phone. We pushed the upgrade and you have to take it. Okay, And that's the true SAS model at I. F. S. And this is something Darren talked about in his keynote. We pride ourselves on offering choice. So even though we do have regular release cycles, we encourage customers to upgrade regularly. They have the choice on when they take upgrades and also how they deploy. We have some markets with things like data, privacy and what have you that they may, for that reason or for other reasons, go on premise even still today. So we give them the choice on how they upgrade as well as where they host. >>I'm fascinated by your product line. You have products for pest control. H V. A. C. Plumbing cleaning service is long and landscape. How different are these industries really in terms of their their automation needs? >>Well, I'll tell you one of the personal factors that Darren wanted to make sure I was comfortable with was multitasking. And that definitely is the case, because an I f s, we serve five key industries. So if you think about manufacturing utilities, telco service providers and Andy Okay, that's more at the enterprise level. If you think then when you go toe work wave. Those verticals that you mentioned are all the ones we service at work wave, and they are different. So you know what? Work wave. It's primarily service industries where you're going into ah, home and a little bit The commercial aspect and I effects were also doing more some heavy industries, some very large asset base, things like that. So I like to think about it as a product I service consumer based service. And then you can also differentiate across verticals with what are called high value assets versus, you know, Mork consumer size assets. >>So what >>are >>the one of the key technology enablers that are driving service management today? I mean, obviously, cloud, we talked about sas a lot of push on you X and customer experience, but what other key ones? >>So all the three that you mentioned mobile is huge. You know, Pete and even today, like I run. I work mainly from my phone, and that's really what people want. They want efficient work flows that are configurable on mobile, tied to the customer, the asset, the business. And that's an area that we're continuing to make investment. We also try to prioritize how we bring in the new technology trends into service. Because every technology trend that you see has applicable ity and service supply chain and how you run spare parts specially globally, you can see applications for Blockchain augmented emerged Reality how you can connect the field tech with an expert resource or remote resource to the consumer. That is obvious, right? So you talked about the enabling technologies like Cloud, how we're thinking about data platforms and Data's the currency. Of all of that, we need to d'oh. His service is really about a an execution engine, right? Because to deliver a customer experience that makes people come back to your brand. To purchase Maur, you need great service, so any time somebody talks about customer experience, but they don't talk about service. I want to say you're really naive because you can just get the customer. You have to delight the customer. >>Uh, the, uh, there's a lot of interesting technology going on now in the area. Fleet Management making fleets more efficient How does that figure into the service is? You offer. >>So Fleet management is an important part, and it's one that you have a very tangible return on investment when you deploy route management route optimization, fleet management. So you have the aspects that are very tangible, relate to how do you get the person or the truck where it needs to be when it needs to be okay, and that's pretty well understood. Then how do you get the most efficient schedule that minimizes miles driven gas, used et cetera? And then, of course, you also are thinking about health and safety. There's some cool things now that you can partner that if you have these fleet technologies installed in a way that is integrated in your service business, you can actually get lower insurance premiums, right? So it's not just the conventional use. Cases were starting to think in this kind of gig economy, how you can also be thinking about bringing in Maura what's called a contingent workforce. So if you have surge capacity in a certain period or you want to just do more third party service, probably your appliances. You know they're not the employees, if you will, of a g e or a world polar and LG right there Probably a contingent workforce. And that's a model that's also evolving. But to do Fleet Management across say, contractors, not just employees is an area that were thinking more and more led by some of the uber ization, if you will, of the of the marketplace >>right up against the clock, Marty. But to last questions You made an acquisition today, Vashti Uh, yeah, uh, I thought of it as a tuck in acquisitions, although Darren essentially sort of said, it's gonna make you the leader now in service management. Um And then I want to understand how you guys differentiate from some of the big whales. >>So, you know, overall, we're on track to be about 700 revenue this year in service management. We're working to get to 200 million, right? So this year will probably be around maybe 1/5 50 ish per se. Don't quote me on that check with our coms team, but the point being is that we have the ability to use these tuck in acquisitions and service to accelerate our lead, not just from a revenue perspective, which is what we were just talking about. But from a product perspective, you might have followed Salesforce acquiring Click. That means we are the only independent. Aye, aye. Optimization engine that is field tested. Battle ready. So that's great. This s t a is how we consolidate our dominance and complex service. So what darren was speaking to is not on Lee the service management segment of our revenue and how we continue to accelerate over the oracles in the S a. P s and the service maxes et cetera of the world. But how we take what we're already dominant in and really put the hammer down. Honesty is part of that. >>Your differentiation then if I infers, is focus. Um, you're you're deep customer customs agent deep >>domain expertise. Yeah, So really, when you think about a i optimization, which drives a ton of business value and the ability to handle the complex service cases that then drive business outcomes and outcomes based service models, we are number one and s dea tucks into that, even though it is very strategic on how we position ourselves with leadership and service. >>All right, Challenger becomes number one, Marty. Thanks very much. All right, Keep it right, everybody. Dave A lot with Paul Galen. You're watching the Cube from Boston Mass. I f s world 2019 right back.

>> Live from Boston, Massachusetts, it's The Cube, covering AWS re:Inforce 2019. Brought to you by Amazon web services and its ecosystem partners. >> Hey, welcome back everyone. It's The Cube's live coverage here in Boston, Massachusetts for AWS re:Inforce. This is Amazon web services' inaugural security conference around Cloud security. I'm John Furrier. My host Dave Vellante. We've got special guest, we've got another CSO, Dan Meacham, VP of Security and Operations at Legendary Entertainment. Great to see you. Thanks for coming on The Cube. >> Oh, thank you. It's a very pleasure to be here. >> We had some fun time watching the Red Socks game the other night. It was the best night to watch baseball. They did win. >> Was it ever. >> Always good to go to Fenway Park, but we were talking when we were socializing, watching the Red Socks game at Fenway Park about your experience. You've seen a lot of waves of technology you've been involved in. >> Yes, yes. >> Gettin' dirty with your hands and gettin' coding and then, but now running VP of Security, you've seen a lot of stuff. >> Oh. >> You've seen the good, bad, and the ugly. (laughing) >> Yeah, fun business. >> It is. >> You guys did Hangover, right? >> Yes. >> Dark Knight. >> Yes. >> Some really cool videos. >> Good stuff there, yeah. And it's just amazing cause, you know, how much technology has changed over the years and starting back out in the mid-eighties and early nineties. Sometimes I'm just like, oh, if I could only go back to the IPXSX days and just get rid of botnets and things like that. (laughing) That'd be so much easier. Right? >> The big conversation we're having here, obviously, is Amazon's Security Conference. What's your take on it? Again, security's not new, but their trying to bring this vibe of shared responsibility. Makes sense because they've got half of the security equation, but you're seeing a lot of people really focusing on security. What's your take of, so far, as an attendee? >> Well, as we look and, cause I like to go to these different things. One, first to thank everybody for coming because it's a huge investment of time and money to be at these different shows, but I go to every single booth to kind of take a look to see where they are cause sometimes when we look at some of the different technology, they may have this idea of what they want the company to be and they're maybe only a couple years old, but we may see it as a totally different application and like to take those ideas and innovate them and steer them in another direction that kind of best suits our needs. But a lot of times you see a lot of replay of the same things over and over again. A lot of folks just kind of miss some of the general ideas. And, um, this particular floor that we have, there's some interesting components that are out there. There's a lot of folks that are all about configuration management and auto correction of misconfigured environments and things like that. Which is good, but I think when we look at the shared responsibility model and so forth, there's some components that a lot of folks don't really understand they really have to embrace in their environment. They think, oh it's just a configuration management, it's just a particular checklist or some other things that may fix something, but we really got to talk about the roots of some of the other things because if it's not in your data center and it's out somewhere else, doesn't mean you transfer the liability. You still have the ownership, there's still some practice you got to focus on. >> Take us through the Cloud journey with Legendary. You put some exchange service out there. Continue. >> Yes, and so as we started bringing these other different SaaS models because we didn't want to have the risk of if something went down we lost everything, but as we did that and started embracing Shadow IT, because if this worked for this particular department, we realized that there wasn't necessarily a applicable way to manage all of those environments simultaneous. What we mean after the standpoint, like we mentioned before, the MFA for each of these different components of the Cloud applications. So that naturally led us into something like single sign-on that we can work with that. But as we started looking at the single sign-on and the device management, it wasn't so much that I can't trust you devices, it's how do I trust your device? And so that's when we created this idea of a user-centric security architecture. So it's not necessarily a zero trust, it's more of a, how can I build a trust around you? So, if your phone trusts you based off of iometrics, let me create a whole world around that, that trust circle and build some pieces there. >> Okay, so, let me just interrupt and make sure we understand this. So, you decided to go Cloud-First. You had some stuff in colo and then said, okay, we need to really rethink how we secure our operations, right? So, you came up with kind of a new approach. >> Correct. >> Cloud approach. >> Absolutely. And it's Cloud and so by doing that then, trying to focus in on how we can build that trust, but also better manage the applications because, say for example, if I have a collaboration tool where all my files are, I may want to have some sort of protection on data loss prevention. Well, that Cloud application may have its own piece that I can orchestrate with, but then so does this one that's over here and this one over here and so now I've got to manage multiple policies in multiple locations, so as we were going down that piece, we had to say, how do we lasso the security around all these applications? And so, in that particular piece, we went ahead and we look forward at where is the technology is, so early on, all we had were very advanced sims where if I get reporting on user activity or anomalies, then I had limited actions and activities, which is fine, but then the CASB world ended up changing. Before, they were talking about Shallow IT, now they actually do policy enforcement, so then that allowed us to then create a lasso around our Cloud applications and say, I want to have a data loss prevention policy that says if you download 5,000 files within one minute, take this action. So, before, in our sim, we would get alert and there were some things we could do and some things we couldn't, but now in the CASB I can now take that as a piece. >> So more refined >> Exactly. >> in policy. Now, did you guys write that code? Did you build it out? Did you use Cloud? >> We work with a partner on help developing all this. >> So, when you think about where the CASBs were five years ago or so, it was all about, can we find Shadow IT? Can we find where social security numbers are? Not necessarily can I manage the environment. So, if you were take a step back to back in the old days when you had disparate in network architecture equipment, right? And you wanted to manage all your switches and firewalls, you had to do console on each and every one. Over time as it progressed, we now had players out there that can give you a single console that can get in and manage the entire network infrastructure, even if it's disparate systems. This is kind of what we're seeing right now within the Cloud, where on the cusp of it, some of then are doing really good and some of them still have a lot of things to catch up to do, but we're totally stoked about how this is working in this particular space. >> So, talk about, like, um, where you are now and the landscape that you see in front of you. Obviously, you have services. I know you. We met through McAfee, you have other, some fenders. You have a lot of people knocking on your doors, telling you stuff. You want to be efficient with your team. >> Yes. >> You want to leverage the Cloud. >> Yes. >> As you look at the landscape and a future scape as well, what're you thinking about? What's on your mind? What's your priorities? How're you going to navigate that? What're some of the things that's driving you? >> (sighing) It's a cornucopia of stuff that's out there. (laughing) Depending on how you want to look at it. And you can specialize in any particular division, but the biggest things that we really want to focus on is we have to protect out data, we have to protect our devices, and we have to protect our users. And so that's kind of that mindset that we're really focused on on how we integrate. The biggest challenges that we have right now is not so much the capability of the technology, because that is continually to evolve and it's going to keep changing. The different challenges that we have when we look in some of these different spaces is the accountability and the incorporation and cooperation because a incident's going to happen. How are you going to engage in that particular incident and how are you going to take action? Just because we put something in the Cloud doesn't mean it was a set and forget kind of thing. Because if it was in my data center, then I know I have to put perimeter around it, I know I got to do back-ups, I know I got to do patch management, but if I put it in the Cloud, I don't have to worry about it. That is not the case. So, what we're finding a lot is, some of these different vendors are trying to couch that as, hey we'll take care of that for you, but in fact, reality is is you got to stay on top of it. >> Yeah. And then you got to make sure all the same security practices are in there. So, the question I have for you is: what's the security view of the Cloud versus on premise (muttering) the data's in the perimeter, okay that's kind of an older concept, but as your thinking about security in Cloud, Cloud security versus on premise, what's the difference? What's the distinction? What's the nuances? >> Well, if we go old-school versus new-school, old-school would say, I can protect every thing that's on prem. That's not necessarily the case that we see today because you have all this smart technology that's actually coming in and is eliminating your perimeter. I mean, back in the day you could say, hey, look, we're not going to allow any connections, inbound or outbound, to only outside the United States cause we're just a U.S.-based company. Well, that's a great focus, but now when you have mobile devices and smart technology, that's not what's happening. So, in my view, there's a lot of different things that you may actually be more secure in the Cloud than you are with things that are on prem based off of the architectural design and the different components that you can put in there. So, if you think about it, if I were to get a CryptoLocker in house, my recovery time objective, recovery point objective is really what was my last back-up. Where if I look at it in the Cloud perspective, it's where was my last snapshot? (stuttering) I may have some compliance competes on there that records the revision of a file up to 40 times or 120 times, so if I hit that CryptoLocker, I have a really high probability of being able to roll back in the Cloud faster than I could if I lost something that was in prem. So, idly, there's a lot more advantages in going with the Cloud than on prem, but again, we are a Cloud-First company. >> Is bad user behavior still your biggest challenge? >> Is it ever! I get just some crazy, stupid things that just happen. >> The Cloud doesn't change that, right? >> No! (laughing) No, you can't change that with technology, but a lot of it has to be with education and awareness. And so we do have a lot of very restrictive policies in our workforce today, but we talk to our users about this, so they understand. And so when we have things that are being blocked for a particular reason, the users know to call us to understand what had happened and in many cases it's, you know, they clicked on a link and it was trying to do a binary that found inside of a picture file of all things on a web browser. Or they decided that they wanted to have the latest Shareware file to move mass files and then only find out that they downloaded it from an inappropriate site that had binaries in it that were bad and you coach them to say, no this is a trusted source, this is the repository where we want you to get these files. But my favorite though is, again, being Cloud-First, there's no reason to VPN into our offices for anything because everything is out there and how we coordinate, right? But we do have VPN set up for when we travel to different countries with regards to, as a media company, you have to stream a lot of different things and, so, if we're trying to pitch different pieces that we may have on another streaming video-on-demand service, some of those services and some of those programmings may not be accessible into other countries or regions of the world. So, doing that allows us to share that. So, then, a lot of times, what we find is we have offices and users that're in different parts of the world that will download a free VPN. (laughing) Because they want to to be able to get to certain types of content. >> Sounds good. >> And then when you're looking at that VPN and that connection, you're realizing that that VPN that they got for free is actually be routed through a country that is not necessarily friendly to the way we do business. They're like, okay, so you're pushing all of our data through that, but we have to work through that, there's still coaching. But fortunately enough, by being Cloud-First, and being how things are architected, we see all that activity, where if was all in prem, we wouldn't necessarily know that that's what they were doing, but because of how the user-centric piece is set-up, we have full visibility and we can do some coaching. >> And that's the biggest issue you've got. Bigtime, yes? Visibility. >> What's a good day for a security practitioner? >> (laughing) A good day for a security practitioner. Well, you know, it's still having people grumpy at you because if they're grumpy at you, then you know you're doing you job, right? Because if everybody loves the security guy, then somebody's slipping something somewhere and it's like, hey, wait a minute, are you really supposed to be doing that? No, not necessarily. A good day is when your users come forward and say, hey, this invoice came in and we know that this isn't out invoice, we want to make sure we have it flagged. And then we can collaborate and work with other studios and say, hey, we're seeing this type of vector of attack. So, a good day is really having our users really be a champion of the security and then sharing that security in a community perspective with the other users inside and also communicating back with IT. So, that's the kind of culture we want to have within out organization. Because we're not necessarily trying to be big brother, we want to make it be able to run fast because if it's not easy to do business with us, then you're not going to do business with us. >> And you guys have a lot of suppliers here at the re:Inforce conference. Obviously, Amazon, Cloud. What other companies you working with? That're here. >> That're here today? Well, CrowdStrike is a excellent partner and a lot of things. We'll have to talk on that a little bit. McAfee, with their MVISION, which was originally sky-high, has just been phenomenal in our security architecture as we've gone through some of the other pieces. We do have Alert Logic and also Splunk. They're here as well, so some great folks. >> McAfee, that was the sky-high acquisition. >> That is correct and now it's MVISION. >> And that's the Cloud group within McAfee. What do they do that you like? >> They brought forth the Cloud access security broker, the CASB product, and one of the things that has just been fascinating and phenomenal in working with them is when we were in evaluation mode a couple of years ago and were using the product, we're like, hey, this is good, but we'd really like to use it in this capacity. Or we want to have these artifacts of this intelligence come out of the analytics and, I kid you not, two weeks later the developers would put it out there in the next update and release. And it was like for a couple of months. And we're like, they're letting us use this product for a set period of time, they're listening to what we're asking for, we haven't even bought it, but they're very forward-thinking, very aggressive and addressing the specific needs from the practitioner's view that they integrated into the product. It was no-brainer to move forward with them. And they continue to still do that with us today. >> So that's a good experience. I always like to ask practitioners, what're some things that vendors are doing that either drive your crazy or they shouldn't be doing? Talk to them and say, hey, don't do this or do this better. >> Well, when you look at your stop-doing and your start doing list and how do you work through that? What really needs to be happening is you need your vendor and your account manager to come out on-site once a quarter to visit with you, right? You're paying for a support on an annual basis, or however it is, but if I have this Cloud application and that application gets breached in some way, how do I escalate that? I know who my account manager is and I know the support line but there needs to be an understanding and an integration into my incidents response plan as when I pick up the phone, what' the number I dial? And then how do we engage quickly? Because now where we are today, if I were to have breach, a compromised system administrator account, even just for 20 minutes, you can lose a lot of data in 20 minutes. And you think about reputation, you think about privacy, you think about databases, credit cards, financials. It can be catastrophic in 20 minutes today with the high-speed rates we can move data. So, my challenge back to the vendors is once a quarter, come out and visit me, make sure that I have that one sheet about what that incident response integration is. Also, take a look at how you've implemented Am I still on track with the artchitecture? Am I using the product I bought from you effectively and efficiently? Or is there something new that I need to be more aware of? Because a lot of times what we see is somebody bought something, but they never leveraged the training, never leveraged the support. And they're only using 10% of the capability of the product and then they just get frustrated and then they spend money and go to the next product down the road, which is good for the honeymoon period, but then you run into the same process again. So, a lot of it really comes back to vendor management more so than it is about the technology and the relationship. >> My final question is: what tech are you excited about these days? Just in general in the industry. Obviously security, you've got the Cloud, you're Cloud-First, so you're on the cutting edge, you've got some good stuff going on. You've got a historical view. What's exciting you these days from a tech perspective? >> Well, over the last couple of years, there's been two different technologies that have really started to explode that I really am excited about. One was leveraging smart cameras and facial recognition and integrating physical stock with cyber security stock. So, if you think about from another perspective, Cameras, surveillance today is, you know, we rewind to see something happen, maybe I can mark something. So, if somebody jumped over a fence, I can see cause it crossed the line. Now the smart cameras over the last three or four or five years have been like, if I lost a child in a museum, I could click on child, it tells me where it is. Great. Take that great in piece and put it in with your cyber, so now if you show up on my set or you're at one of our studios, I want the camera to be able to look at your face, scrub social media and see if we can get a facial recognition to know who you are and then from that particular piece, say okay, has he been talking trash about our movies? Is he stalking one of our talent? From those different perspectives. And then, moreover, looking at the facial expression itself. Are you starstruck? Are you angry? Are you mad? So, then that way, I know instantly in a certain period of time what the risk is and so I can dispatch appropriately to have security there or just know that this person's just been wandering around because they're a fan and they want to know something. So, maybe one of those things where we can bring them a t-shirt and they'll move on onto their way and they're happy. Versus somebody that's going to show up with a weapon and we have some sort of catastrophic event. Now, the second technology that I'm really pretty excited about. Is when we can also talk a little about with the Five G technology. So, when everybody talk about FIJI, you're like, oh, hey, this is great. This is going to be faster, so why are we all stoked about things being super, super fast on cellular? That's the technical part. You got to look at the application or the faculty of things being faster. To put it into perspective, if you think about a few years ago when the first Apple TV came out, everybody was all excited that I could copy my movies on there and then watch it on my TV. Well, when internet and things got faster, that form factor went down to where it was just constantly streaming from iTunes. Same thing with the Google Chrome Cast or the Amazon Fire Stick. There's not a lot of meat to that, but it's a lot of streaming on how it works. And so when you think about the capability from that perspective, you're going to see technology change drastically. So, you're smartphone that holds a lot of data is actually probably going to be a lot smaller because it doesn't have to have all that weight to have all that stuff local because it's going to be real-time connection, but the fascinating thing about that, though, is with all that great opportunity also comes great risk. So, think about it, if we were to have a sphere and if we had a sphere and you had the diameter of that sphere was basically technology capability. As that diameter grows, the volume of the technology that leverages that grows, so all the new things that come in, he's building. But as that sphere continue to grow, what happens is the surface is your threat. Is your threat vector. As it continue to grow, that's going to continue to grow. (stuttering) There's a little but of exponential components, but there's also a lot of mathematical things on how those things relate and so with Five G, as we get these great technologies inside of our sphere, that threat scape on the outside is also going to grow. >> Moore's law in reverse, basically. >> Yeah. >> Surface area is just balloon to be huge. That just kills the perimeter argument right there. >> It does. >> Wow. And then we heard from Steve and Schmidt on the keynote. They said 90% of IOT data, thinking about cameras, is HTTP, plain text. >> Exactly. And it's like, what're you-- >> Oh, more good news! >> Yeah. (laughing) >> At least you'll always have a job. >> Well, you know, someday-- >> It's a good day in security. Encrypt everywhere, we don't have time to get into the encrypt everywhere, but quick comment on this notion of encrypting everything, what's your thoughts? Real quick. (sighing) >> All right, so. >> Good, bad, ugly? Good idea? Hard? >> Well, if we encrypt everything, then what does it really mean? What're we getting out? So, you remember when everybody was having email and you had, back in the day, you had your door mail, netscape navigator and so forth, and thought, oh, we need to have secure email. So then they created all these encryption things in the email, so then what happens? That's built into the applications, so the email's no longer really encrypted. >> Yeah. >> Right? So I think we're going to see some things like that happening as well. Encryption is great, but then it also impedes progress when it comes to forensics, so it's only good until you need it. >> Awesome. >> Dan, thanks so much here on the insights. Great to have you on The Cube, great to get your insights and commentary. >> Well, thank you guys, I really appreciate it. >> You're welcome. >> All right, let's expecting to steal is from noise, talking to practitioner CSOs here at re:Inforce. Great crowd, great attendee list. All investing in the new Cloud security paradigm, Cloud-First security's Cube's coverage. I'm John Furrier, Dave Vellante. Stay tuned for more after this short break. (upbeat music)

>> from our studios in the heart of Silicon Valley, Palo Alto, California It is >> a cute conversation. Hey, welcome back. Get ready. Geoffrey here with the Cube. We're gonna rip out the studios for acute conversation. It's the middle of the summer, the conference season to slow down a little bit. So we get a chance to do more cute conversation, which is always great. Excited of our next guest. He's Ridge, IP, Ops Statik. He's a VP and GM from key. Cite, Reject. Great to see you. >> Thank you for hosting us. >> Yeah. So we've had Marie on a couple of times. We had Bethany on a long time ago before the for the acquisition. But for people that aren't familiar with key site, give us kind of a quick overview. >> Sure, sure. So I'm within the excess solutions group Exhale really started was founded back in 97. It I peered around 2000 really started as a test and measurement company quickly after the I poet became the number one vendor in the space, quickly grew around 2012 and 2013 and acquired two companies Net optics and an ooey and net optics and I knew we were in the visibility or monitoring space selling taps, bypass witches and network packet brokers. So that formed the Visibility Group with a nice Xia. And then around 2017 key cite acquired Xia and we became I S G or extra Solutions group. Now, key site is also a very large test and measurement company. It is the actual original HB startup that started in Palo Alto many years ago. An HB, of course, grew, um it also started as a test and measurement company. Then later on it, it became a get a gun to printers and servers. HB spun off as agile in't, agile in't became the test and measurement. And then around 2014 I would say, or 15 agile in't spun off the test and measurement portion that became key site agile in't continued as a life and life sciences organization. And so key sites really got the name around 2014 after spinning off and they acquired Xia in 2017. So more joy of the business is testing measurement. But we do have that visibility and monitoring organization to >> Okay, so you do the test of measurement really on devices and kind of pre production and master these things up to speed. And then you're actually did in doing the monitoring in life production? Yes, systems. >> Mostly. The only thing that I would add is that now we are getting into live network testing to we see that mostly in the service provider space. Before you turn on the service, you need to make sure that all the devices and all the service has come up correctly. But also we're seeing it in enterprises to, particularly with security assessments. So reach assessment attacks. Security is your eye to organization really protecting the network? So we're seeing that become more and more important than they're pulling in test, particularly for security in that area to so as you. As you say, it's mostly device testing. But then that's going to network infrastructure and security networks, >> Right? So you've been in the industry for a while, you're it. Until you've been through a couple acquisitions, you've seen a lot of trends, so there's a lot of big macro things happening right now in the industry. It's exciting times and one of the ones. Actually, you just talked about it at Cisco alive a couple weeks ago is EJ Computer. There's a lot of talk about edges. Ej the new cloud. You know how much compute can move to the edge? What do you do in a crazy oilfield? With hot temperatures and no powers? I wonder if you can share some of the observations about EJ. You're kind of point of view as to where we're heading. And what should people be thinking about when they're considering? Yeah, what does EJ mean to my business? >> Absolutely, absolutely. So when I say it's computing, I typically include Io TI agent. It works is along with remote and branch offices, and obviously we can see the impact of Io TI security cameras, thermal starts, smart homes, automation, factory automation, hospital animation. Even planes have sensors on their engines right now for monitoring purposes and diagnostics. So that's one group. But then we know in our everyday lives, enterprises are growing very quickly, and they have remote and branch offices. More people are working from remotely. More people were working from home, so that means that more data is being generated at the edge. What it's with coyote sensors, each computing we see with oil and gas companies, and so it doesn't really make sense to generate all that data. Then you know, just imagine a self driving car. You need to capture a lot of data and you need to process. It just got really just send it to the cloud. Expect a decision to mate and then come back and so that you turn left or right, you need to actually process all that data, right? We're at the edge where the source of the data is, and that means pushing more of that computer infrastructure closer to the source. That also means running business critical applications closer to the source. And that means, you know, um, it's it's more of, ah, madness, massively distributed computer architecture. Um, what happens is that you have to then reliably connect all these devices so connectivity becomes important. But as you distribute, compute as well as applications, your attack surface increases right. Because all of these devices are very vulnerable. We're probably adding about 5,000,000 I ot devices every day to our network, So that's a lot of I O T. Devices or age devices that we connect many of these devices. You know, we don't really properly test. You probably know from your own home when you can just buy something and could easily connect it to your wife. I Similarly, people buy something, go to their work and connect to their WiFi. Not that device is connected to your entire network. So vulnerabilities in any of these devices exposes the entire network to that same vulnerability. So our attack surfaces increasing, so connection reliability as well as security for all these devices is a challenge. So we enjoy each computing coyote branch on road officers. But it does pose those challenges. And that's what we're here to do with our tech partners. Toe sold these issues >> right? It's just instinct to me on the edge because you still have kind of the three big um, the three big, you know, computer things. You got the networking right, which is just gonna be addressed by five g and a lot better band with and connectivity. But you still have store and you still have compute. You got to get those things Power s o a cz. You're thinking about the distribution of that computer and store at the edge versus in the cloud and you've got the Leighton see issue. It seems like a pretty delicate balancing act that people are gonna have to tune these systems to figure out how much to allocate where, and you will have physical limitations at this. You know the G power plant with the sure by now the middle of nowhere. >> It's It's a great point, and you typically get agility at the edge. Obviously, don't have power because these devices are small. Even if you take a room order branch office with 52 2 100 employees, there's only so much compute that you have. But you mean you need to be able to make decisions quickly. They're so agility is there. But obviously the vast amounts of computer and storage is more in your centralized data center, whether it's in your private cloud or your public cloud. So how do you do the compromise? When do you run applications at the edge when you were in applications in the cloud or private or public? Is that in fact, a compromise and year You might have to balance it, and it might change all the time, just as you know, if you look at our traditional history off compute. He had the mainframes which were centralized, and then it became distributed, centralized, distributed. So this changes all the time and you have toe make decisions, which which brings up the issue off. I would say hybrid, I t. You know, they have the same issue. A lot of enterprises have more of a, um, hybrid I t strategy or multi cloud. Where do you run the applications? Even if you forget about the age even on, do you run an on Prem? Do you run in the public cloud? Do you move it between class service providers? Even that is a small optimization problem. It's now even Matt bigger with H computer. >> Right? So the other thing that we've seen time and time again a huge trend, right? It's software to find, um, we've seen it in the networking space to compete based. It's offered to find us such a big write such a big deal now and you've seen that. So when you look at it from a test a measurement and when people are building out these devices, you know, obviously aton of great functional capability is suddenly available to people, but in terms of challenges and in terms of what you're thinking about in software defined from from you guys, because you're testing and measuring all this stuff, what's the goodness with the badness house for people, you really think about the challenges of software defined to take advantage of the tremendous opportunity. >> That's a really good point. I would say that with so far defined it working What we're really seeing is this aggregation typically had these monolithic devices that you would purchase from one vendor. That wonder vendor would guarantee that everything just works perfectly. What software defined it working, allows or has created is this desegregated model. Now you have. You can take that monolithic application and whether it's a server or a hardware infrastructure, then maybe you have a hyper visor or so software layer hardware, abstraction, layers and many, many layers. Well, if you're trying to get that toe work reliably, this means that now, in a way, the responsibility is on you to make sure that you test every all of these. Make sure that everything just works together because now we have choice. Which software packages should I install from which Bender This is always a slight differences. Which net Nick Bender should I use? If PJ smart Nick Regular Nick, you go up to the layer of what kind of ax elation should I use? D. P. D K. There's so many options you are responsible so that with S T N, you do get the advantage of opportunity off choice, just like on our servers and our PCs. But this means that you do have to test everything, make sure that everything works. So this means more testing at the device level, more testing at the service being up. So that's the predeployment stage and wants to deploy the service. Now you have to continually monitor it to make sure that it's working as you expected. So you get more choice, more diversity. And, of course, with segregation, you can take advantage of improvements on the hardware layer of the software layer. So there's that the segregation advantage. But it means more work on test as well as monitoring. So you know there's there's always a compromise >> trade off. Yeah, so different topic is security. Um, weird Arcee. This year we're in the four scout booth at a great chat with Michael the Caesars Yo there. And he talked about, you know, you talk a little bit about increasing surface area for attack, and then, you know, we all know the statistics of how long it takes people to know that they've been reach its center center. But Mike is funny. He you know, they have very simple sales pitch. They basically put their sniffer on your network and tell you that you got eight times more devices on the network than you thought. Because people are connecting all right, all types of things. So when you look at, you know, kind of monitoring test, especially with these increased surface area of all these, Iet devices, especially with bring your own devices. And it's funny, the H v A c seemed to be a really great place for bad guys to get in. And I heard the other day a casino at a casino, uh, connected thermometer in a fish tank in the lobby was the access point. How is just kind of changing your guys world, you know, how do you think about security? Because it seems like in the end, everyone seems to be getting he breached at some point in time. So it's almost Maur. How fast can you catch it? How do you minimize the damage? How do you take care of it versus this assumption that you can stop the reaches? You >> know, that was a really good point that you mentioned at the end, which is it's just better to assume that you will be breached at some point. And how quickly can you detect that? Because, on average, I think, according to research, it takes enterprise about six months. Of course, they're enterprise that are takes about a couple of years before they realize. And, you know, we hear this on the news about millions of records exposed billions of dollars of market cap loss. Four. Scout. It's a very close take partner, and we typically use deploy solutions together with these technology partners, whether it's a PM in P. M. But very importantly, security, and if you think about it, there's terabytes of data in the network. Typically, many of these tools look at the packet data, but you can't really just take those terabytes of data and just through it at all the tools, it just becomes a financially impossible toe provide security and deploy such tools in a very large network. So where this is where we come in and we were the taps, we access the data where the package workers was essentially groom it, filtering down to maybe tens or hundreds of gigs that that's really, really important. And then we feed it, feed it to our take partners such as Four Scout and many of the others. That way they can. They can focus on providing security by looking at the packets that really matter. For example, you know some some solutions only. Look, I need to look at the package header. You don't really need to see the send the payload. So if somebody is streaming Netflix or YouTube, maybe you just need to send the first mega byte of data not the whole hundreds of gigs over that to our video, so that allows them to. It allows us or helps us increase the efficiency of that tool. So the end customer can actually get a good R Y on that on that investment, and it allows for Scott to really look at or any of the tech partners to look at what's really important let me do a better job of investigating. Hey, have I been hacked? And of course, it has to be state full, meaning that it's not just looking at flow on one data flow on one side, looking at the whole communication. So you can understand What is this? A malicious application that is now done downloading other malicious applications and infiltrating my system? Is that a DDOS attack? Is it a hack? It's, Ah, there's a hole, equal system off attacks. And that's where we have so many companies in this in this space, many startups. >> It's interesting We had Tom Siebel on a little while ago actually had a W s event and his his explanation of what big data means is that there's no sampling air. And we often hear that, you know, we used to kind of prior to big day, two days we would take a sample of data after the fact and then tried to to do someone understanding where now the more popular is now we have a real time streaming engines. So now we're getting all the data basically instantaneously in making decisions. But what you just bring out is you don't necessarily want all the data all the time because it could. It can overwhelm its stress to Syria. That needs to be a much better management approach to that. And as I look at some of the notes, you know, you guys were now deploying 400 gigabit. That's right, which is bananas, because it seems like only yesterday that 100 gigabyte Ethan, that was a big deal a little bit about, you know, kind of the just hard core technology changes that are impacting data centers and deployments. And as this band with goes through the ceiling, what people are physically having to do, do it. >> Sure, sure, it's amazing how it took some time to go from 1 to 10 gig and then turning into 40 gig, but that that time frame is getting shorter and shorter from 48 2 108 100 to 400. I don't even know how we're going to get to the next phase because the demand is there and the demand is coming from a number of Trans really wants five G or the preparation for five G. A lot of service providers are started to do trials and they're up to upgrading that infrastructure because five G is gonna make it easier to access state of age quickly invest amounts of data. Whenever you make something easy for the consumer, they will consume it more. So that's one aspect of it. The preparation for five GS increasing the need for band with an infrastructure overhaul. The other piece is that we're with the neutralization. We're generating more Eastern West traffic, but because we're distributed with its computing, that East West traffic can still traverse data centers and geography. So this means that it's not just contained within a server or within Iraq. It actually just go to different locations. That also means your data center into interconnect has to support 400 gig. So a lot of network of hitmen manufacturers were typically call them. Names are are releasing are about to release 400 devices. So on the test side, they use our solutions to test these devices, obviously, because they want to release it based the standards to make sure that it works on. So that's the pre deployment phase. But once these foreign jiggy devices are deployed and typically service providers, but we're start slowly starting to see large enterprises deploy it as a mention because because of visualization and computing, then the question is, how do you make sure that your 400 gig infrastructure is operating at the capacity that you want in P. M. A. P M. As well as you're providing security? So there's a pre deployment phase that we help on the test side and then post deployment monitoring face. But five G is a big one, even though we're not. Actually we haven't turned on five year service is there's tremendous investment going on. In fact, key site. The larger organization is helping with a lot of these device testing, too. So it's not just Xia but key site. It's consume a lot of all of our time just because we're having a lot of engagements on the cellphone side. Uh, you know, decide endpoint side. It's a very interesting time that we're living in because the changes are becoming more and more frequent and it's very hot, so adapt and make sure that you're leading that leading that wave. >> In preparing for this, I saw you in another video camera. Which one it was, but your quote was you know, they didn't create electricity by improving candles. Every line I'm gonna steal it. I'll give you credit. But as you look back, I mean, I don't think most people really grown to the step function. Five g, you know, and they talk about five senior fun. It's not about your phone. It says this is the first kind of network built four machines. That's right. Machine data, the speed machine data and the quantity of Mr Sheen data. As you sit back, What kind of reflectively Again? You've been in this business for a while and you look at five G. You're sitting around talking to your to your friends at a party. So maybe some family members aren't in the business. How do you How do you tell them what this means? I mean, what are people not really seeing when they're just thinking it's just gonna be a handset upgrade there, completely missing the boat? >> Yeah, I think for the for the regular consumer, they just think it's another handset. You know, I went from three G's to 40 year. I got I saw bump in speed, and, you know, uh, some handset manufacturers are actually advertising five G capable handsets. So I'm just going to be out by another cell phone behind the curtain under the hurt. There's this massive infrastructure overhaul that a lot of service providers are going through. And it's scary because I would say that a lot of them are not necessarily prepared. The investment that's pouring in is staggering. The help that they need is one area that we're trying to accommodate because the end cell towers are being replaced. The end devices are being replaced. The data centers are being upgraded. Small South sites, you know, Um, there's there's, uh how do you provide coverage? What is the killer use case? Most likely is probably gonna be manufacturing just because it's, as you said mission to make mission machine learning Well, that's your machine to mission communication. That's where the connected hospitals connected. Manufacturing will come into play, and it's just all this machine machine communication, um, generating vast amounts of data and that goes ties back to that each computing where the edge is generating the data. But you then send some of that data not all of it, but some of that data to a centralized cloud and you develop essentially machine learning algorithms, which you then push back to the edge. The edge becomes a more intelligent and we get better productivity. But it's all machine to machine communication that, you know, I would say that more of the most of the five communication is gonna be much information communication. Some small portion will be the consumers just face timing or messaging and streaming. But that's gonna be there exactly. Exactly. That's going to change. I'm of course, we'll see other changes in our day to day lives. You know, a couple of companies attempted live gaming on the cloud in the >> past. It didn't really work out just because the network latency was not there. But we'll see that, too, and was seeing some of the products coming out from the lecture of Google into the company's where they're trying to push gaming to be in the cloud. It's something that we were not really successful in the past, so those are things that I think consumers will see Maur in their day to day lives. But the bigger impact is gonna be for the for the enterprise >> or jet. Thanks for ah, for taking some time and sharing your insight. You know, you guys get to see a lot of stuff. You've been in the industry for a while. You get to test all the new equipment that they're building. So you guys have a really interesting captaincy toe watches developments. Really exciting times. >> Thank you for inviting us. Great to be here. >> All right, Easier. Jeff. Jeff, you're watching the Cube. Where? Cube studios and fellow out there. Thanks for watching. We'll see you next time.

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect twenty nineteen brought to you by five nine. >> Welcome back to the cubes. Continuing coverage of Day one of Enterprise Connect twenty nineteen in Orlando. I'm Lisa Martin with my co host student a man. And we're excited to be joined by a first time member visitor to the cue. Bryan can the CMO at five nine. Ryan, welcome to the Q. >> Thank you. Good to be here. Thanks for having me. >> Well, thanks for having the Cuban the five nine booth context. There was a service. Tell us a little bit about first of all this event, this event is as to when they were talking about about twenty eight twenty nine years. Lots of evolution from your perspective. Today, what is enterprised connect twenty nineteen. And what opportunities This is going to provide somebody like yourself in terms of the modern marketing. >> Yeah, it's really interesting. Modern markings obviously evolved cms cr m contacts and are all part of the modern marketer. I think this show really proves out how much that modern marketing idea the spaces expanded this my first time here. It's amazing. See, all the companies, all sorts of different technologies, they're coming to market and some have been here for a while. >> One of the things I find really interesting is that you know, we're all consumers everyday way. Want to transact things on our phones, tablets, video chat, this idea of Omni Channel, where the consumer is so empowered way sort of bring these demands to the surface of whatever my problem is, if I'm trying to transact something or I'm trying to get information on mortgage a pre approval or something, I want to be ableto have a company, be able to follow my conversation regardless of channel, and then have enough data to take action on in a timely manner. Where, in your thoughts, from a modern marketing perspective, where are we in terms of maturation of like integrated Omni Channel? >> Yeah, that's a great question. I think we're finally at a mature, pointed technology where we can start to meet the demands of the consumer that salutations with consumer. Obviously, that's the dream scenario for everyone have follow me on my terms, not on the company's terms, I think five nine, we want to make sure that no matter where your customers or your prospect is that we're there to meet them on there, they're channel whether it would be >> so, Ryan, when I look around, a show like this cloud is something that has really transformed what this was. You know, I've looked at what watch? Really? From the end of the early days of companies like sales force, you've got some background there. A cz too, You know the enterprise. Is it OK? Can I trust it? Today? Cloud is here. It's not going anywhere. Major piece of the landscape when you're talking, you're customers, you know? How does that fit into the environment? You know, have they gotten over some of the, you know, kind of legacy it mindset of, you know, because I'm not sure if I'm safe to go out there, >> that is we're at a critical point right now where the contacts and her started. Out of all, a lot of the companies have built on from contact centers are starting to age out. What we're hearing from our customers is that the cloud is has never been more important. And the reason because of that is the data that they're collecting from all their different touchpoints. How do you collect it? How to use it together? How do you make it coherent and make it into a clear plan. The only way you could get the data out is to have it all in the clouds. >> So, Brian, I'm glad you brought up data because when we look at our research, data is at the center of everything. Obviously majorly important cloud. I can't have a I if it's not for the data. Exactly. I think back to you know, my first job out of college, I worked in a call centre. We talked about data being important way talked about. Oh, we're goingto have a database that's going to help you get your customer's information fast. That was back in the nineties. Yeah, it's very different today. Can you talk about how things are different today when we talk about data? How does that drive your businesses? Five nine. And your role is the CMO today. >> Yeah, well, the first thing about five nine is that we have over five billion minutes of data. Conversational data data has evolved over time. Early on, we had a lot of what we call operational data data that says how many people have flickering website how many people have viewed impressions and things of that nature five nine with really interesting is this. Things that we talked about is contextual data where your customers asking for where they want. They're literally on the phone telling you what's wrong. So that meantime, two resolutions really important. But if you start to look at that data deeper, you can start to predict what your customers are looking for from her services from your products. I think that's what's really gonna be transformational. And as a marketer, I've spent a lifetime looking at that user data and always under trying to ask the question, what our customers saying where they want behind the data. And now we're starting to look at that and marrying those two data sets together. I think that's gonna be the next evolution of data. And that's why I think at five nine, that conversational data, along with operational data as a marker that's really important with Ford. >> So one of the things that I'm interested in is you have a lot of organizations in any industry that are reactive. They want to get too proactive and eventually to predictive what some of the things that an organization, whether it's a telco or a financial services organization. How can they remove some of the barriers in the way between a contact center and those customers so that they can glean those actionable insights in a timely manner? >> Yeah, I mean, it's really about the connection between your earlier question about why the context is so important. You see all the companies here, they're starting to be more and more companies driving into this space, really looking at a I. So the two things that we've touched upon already is the power of the cloud Howard. The data part of a eye to look at all that data and make certain prediction certain conclusions from that data so that you can start to have a clear path to your customer and react faster. It's all about zero distance to your customer. >> Ryan, Can you bring us in the customer experience? I think you know, we've all had, and it put times as a consumer where you're frustrated. I can't buy stuff on the Web site. I've called, you know, interactive voice response or not my favorite thing to deal with. So, you know, if companies aren't using solutions like yours, you know what are they in danger of, >> well, your customers? Their prospects are really the heart of every business right, and part of that is, your brand is really important in those moments when they need you the most. And when they're reaching out, contact me through email as a mask were on the phone. Your brand is that could be at express, but also at its most vulnerable. And that's where the contact center your agents. That experience is crucial to the overall customer experience. You have one bad phone conversation. You have one bad SMS. Your brand is really at risk and your brand if it's at risk. So is your business, because consumers have more choice than they've ever had before. >> One of the things owned stories do you, when you're talking with customers that you say, You know, you have to look at every customer interaction as possibly your last, but also as an opportunity to delight that customer and drive an increase in customer lifetime value. Do you talk to me? Talk to customers, but you gotta look at it through both lenses. >> Yes, I mean, if you don't look at the that's the contextual data, that's the context in which you serve your customers Now five nine. Nothing's more important than the customer, and we always try to make sure the human part interaction never leaves. As technology keeps on expanding, we have to imagine we have to imagine ourselves in our customer seat. Was it like to be on that phone call? Was it like to be on that interaction? And how do you provide companies a platform to be better and better and better have the same Better, Better never best, which is this idea of always evolving. Never feel like you achieve something. Always try to get better. >> Ryan, your your your businesses Cloud based. One of the things about the cloud is usually talking about rather than just something that I install and might have maintenance on. It is something that paying for every month and every year, and therefore I need to maintain a relationship with the customer because otherwise, you know, they could just say, Well, why am I paying for this? Can you talk about the relationship you have with your customers? You know how you make sure that you're giving them, you know, not just a day one experience, but an ongoing experience that grows? >> Yeah, I think. Four five nine customer experience. We're in the customer experience business, and so it's really important. We know that our technology is only a successful is the people who adopted and use it. That's where the technology comes to life. So we want. Make sure that we only sell our product way, help you install it. We help you go through the change management, which is critical. If you don't have your agents involved and they're having a hard time adopting your technology, that means that they're focused on that and not the consumer, not your customer base. So five now we want make sure from beginning to end you are held to our high standard of customer service, which is like this five Blue Star customer service. >> Soon I talked about that and our intro. It's not just ensuring that on organization can facilitate on me ten or ensuring that the customer experience it's table stakes these days. It has to be delivered as a effectively as possible, but it's also the agents who are on the front lines were dealing with. Let's face it, oftentimes if we're calling in or we've used multiple channels. There's maybe an escalation that we're not getting the resolution that we want. So where do you guys have those conversations with? It's not just about implementing cloud technology and Tech Center as service, but it's also about the training and the enablement, an empowerment of the agents to have the data to make those decisions because they're on the front lines. >> Absolutely correct. And that's why we've renamed our platform the genius platform, because we feel that every agent should be a genius at what they're being asked to do. Way won't make them feel confident about the information at the fingertips so that they can focus on the empathy. Five Nine believes that the technology is just a part of it, as I've said before, but really, it's the combination between the change management agent, the customer, the answers and the questions. It's all those things combined. Way won't make that easy for the agent to deliver Amazing touch points for your company, >> right where that that's a great point, because when you talk about, I have automation. I have intelligent, even robotics helping in there. I need that person where I'm not gonna have that empathy. So weigh. >> See that our MPs scores. The Asian experience is critical, right? So we really focus our platform and delivering that for the agent. But the other side to is making sure you can gain the insights from these conversations and delivering it back to the business, because we feel that that's a ZAY said earlier. That's the next evolution of data. Is pulling out that contextual data and marrying it with all your different data sets >> you brought up NPS. I'm curious. Do you have any way of measuring, You know, customers that used your solution versus customers that might have been doing things the old way? Is there a bump in NPS? Is there a bump in retention of agents? How do you measure success? >> Yeah, we take both MPs for our customers, and I know our customers take MPs for their agents and their customers. And when you use five nine, those numbers obviously go up. When you start measuring something, people really, if you analyze it, it will happen. So what we see is a huge adoption of making sure that the customer empathy the customers at the focus >> so last couple questions here, Ryan. You guys had a good amount of enterprise growth and f y eighteen. In fact, they stay large growth in customers with a million in a our annual recurring revenue when your fastest growing Saigon's enterprise. You know, small, medium size businesses often have the same challenges. But I'm wondering if you're seeing any sort of early adopters from an industry perspective, financial services, health care, anything or do you see that it's fairly horizontal and organizations that have to reach that consumer? >> It's fairly horizontal. I think the definition will contact center is obviously expanding. People are really focusing on customer experience, and they're certain to realize that Contact Center is a competitive advantage. If you deliver great customary experience, you do deliver great brand loyalty, and that just means your customers will continue to come to you, trust your brand and ask for more services. And that's obviously way. All know it's easier to retain a customer, then is to find anyone. So we think that is a huge advantage, and we're seeing that across the enterprise they're sending, realized this is a huge difference when everything else is the same. Deliver great customer experience, >> right? So, Brian, let me ask the brand question. You know, CMO When people come to enterprise connector, they're reaching out to five nine. What? What is the brand promise? What do you hope people are walking away and understanding about where you fit in the landscape? >> Yeah, I think that when the key things that I want people to understand about five nine is that where about a platform about delivering relationships? It's about It's about the technology we want. Make sure you have ploughed the latest and greatest. We won't make sure features are today. But really, what's important is that service all the way through from implementation to your agents. Happiness here, customer happiness, context. There's a conflict blend technology, people and this interaction with your customers. We will make sure that each part of those are being service, not just a technology, just not a person with the whole life cycle from beginning to end. >> Well, Ryan, thanks so much for joining stew and me on the cue this afternoon and inviting us into the five nine booth and also kind of sending the contacts for the Enterprise Connect twenty nineteen event that we really appreciate your time. >> Thank you for having me. It's been great. >> Hirsute men. A man. I'm Lisa Martin, your Washington Cube lying from day one of our coverage of enterprise Connect twenty nineteen.

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect twenty nineteen brought to you by five nine. >> Hello from Orlando and Lisa Martin with Student A Man. We are in the five nine booth at Enterprise Connect. Twenty nineteen. We're excited to welcome back to the cube of one of our alumni, Jonathan Rosenberg, CTO and Head of a Eye of five nine. Jonathan. Thanks so much for joining Stew and me on the program on Day one of this big event. >> My absolute pleasure. I'm super excited to be here and super excited talk about my favorite topic, so love to be >> so. This event is has been around for a long time. Twenty eight twenty nine years evolving from PBX to voice con enterprise Connect. You've been to this event about the last ten years or so, least your perspective, and I know you're new at five a. M. But your perspective on the evolution of not just the contact center but customer experience and really thiss changing landscape of how enterprises and people want to communicate with each other. >> Yeah, well, I mean, it's been funny to sort of watch this through this technology. Evolution that manifested the show and in the market for a long time was about hardware by big, bulky iron and we used to have the petting, the hardware, petting zoos, we call it. You have racks of equipment. You could go look at this >> blinky lights and >> cables, you know. And then it moved to software on. We saw that here and now we're deep into the software is a service, as cloud based delivery models and actually a bunch of ways were coming to the tail end of that into this aye aye era. And that's what's all the hotness, and you see tons of that. Almost everyone's put some kind of a eye logo, our branding on their stuff, and there's there is some real meat to it, but but that sort of this interesting evolution and on its in its infancy in the Contact Center. And that's what's sort of exciting about it. >> So let's dig into that a little bit, because a CZ Lisa mentioned you've worked for a couple of the other companies that have big boost here at the show. We've talked about intelligence back in the call center days. Oh, yeah, but, you know, tell us what's different about the Aye aye data. The center of everything is something that way. Definitely believe in something that we hear all over the industry in the cloud shows an A I and everything. Why is this so exciting? What really brought you five nine and gets you've got a storied career? You know what? Why here? Why now? >> What is the technology is finally ready. I mean, technologies like speech recognition. And we've been the industry has been working on that for decades. And it was only in the last five years or so with the sort of creation of practical deep learning that the tech finally got good enough. And and that was because of new algorithms, New date, you know, massive data sets, great hardware that all made it possible. And so that sort of opened up the avenues. And that's why we're seeing products like Alexa and Cirie take off. Is the tech is finally gotten good enough. But what hasn't happened? Yes, it hasn't shown up in the workplace, and that's sort of what's really exciting to me is to take these technologies that have become so pervasive in the consumer world and use them to really re imagine how a lot of these enterprise products work. That's why I came to five nine came to find time to do that. To do that for five nine to do that for the industry. >> So you had a session this morning. Five surprising reasons why a business should move their contact center to the cloud. And we know cost is not the number one. Talk to us about some of those key imperatives that an enterprise in any industry really needs to be able to take advantage of by moving to cloud >> right, so a cost was a unsurprising reasons. So what I did in my session was I said, all right. Five. Unsurprising. Here's ten. Here's ten obvious reasons. So I went through those and cost is one of them. But I know what's surprising. There's a couple of the big ones. Story, really is that if you go to a truce as player, they have lots of customers, and they can actually aggregate data software capabilities across those customers and do things that are impossible on premise. So the two of them, for example, are better reliability. Often people like what you know. I want to go to the cloud. I'm worried about reliability. Well, if you dig into it. You can see that once the technology is matured, the reliability can be much better than it is on premise. Because of the complexity that you could build. Same with security, often viewed is wait. It's more secure in promise. Actually, if you look at what you can do in the cloud, you can spend a lot more money on security and advertise that cost over multiple customers. And then, of course, there's a I, and that's about getting access to training data, but not just training data from one company, but using it across multiple companies to make the I work better for everybody. So those were three the big ones. >> So when you talk about that kind of learning, how do you make sure that there's proper firewalls is, you know, is five nine going to be able to say, Okay, we can take care of everything. But wait, I don't know what my competitors on this I don't want them getting advantage based on you know what my company have. How do you balance? You know, there's the security issues. There's, you know, personal information issues, and they're, you know, competitive dynamics, which you know, is a talking point in the cloud. These absolutely. I mean, >> so that's a That's a paramount consideration to design of this whole thing. So it starts with a basic level of like, opted, like we're just, you know, we can't do this, and we can't use your data to train a model that shared unless you want it. And generally it's a given get like, Oh, you want access to the shared model, then you you provide training data for it. If you don't, you can use a custom one, but it won't be as accurate. But then you don't show your day. That's your choice. So give the customer the option and give them something in return for their data. And, of course, there's other parts of it, like, Well, you know, almost all the time, people aren't actually like looking at your data, its dues to train. These model's ideally without human in the loop having to do that. And so there's other privacy considerations baked in that it's that makes it feel that gives a customer comfort that they're they're able to do this >> without trust is critical, right? We talk about it stew and ideo and the Cuban every show. But that's really essential because, as we know is consumers, we're more and more and more empowered. These days, there were transacting something through chatter, video or Alexa or we're checking on. The status of a mortgage is something We have so much information. They also are very demanding. You want to have this conversation with a business regardless of the channel, and I want them to know what I'm what my issue is so that it can be addressed and resolved quickly. But I also want to make sure that what you're doing is not, you know, in the issue of privacy that we've all faced recently that it's done in a way where this business can actually foster a trusting relationship with me is like, >> Yeah, so the trust goes on many levels, one of which the most important to us is our customers have to trust us, and that's the only thing that gives trust his time. You know, you have to be invested for a long time, and so we've really focused on building this longtime customer trust with our reliability, with our high touch with our customers, and that gets us That's really just what gives us permission to even start to do these things. The other thing to to touch on what you said is that end users contact the contact center. That's one of the areas were actually there is already in the user expectation that my call is being recorded, that what I say can be used for training purposes. So one of the reasons I got into Contact Center was that the privacy issues are much more readily addressed in the contacts and space and other areas where you might be interested to apply this type of technology. I mean, we're talking about having a eyes that are listening in on calls and analyzing what you say. If I were to do that for a regular phone call between me and my friend like people be totally spooked like there's no expectation that that happens. There is an expectation on the contact center, so that's a great place to build and grow these technologies. >> Yeah, I love that because, right, those of us that have, you know, personal assistant at home there's almost an expectation that they're living listening in a little bit. Everybody's had the weight I was talking about that with someone not even on the phone, and all of a sudden I'm getting ads for that. That's not right. So question I have for you, you hired your first data scientist in the group. And one of things we look at is we now have this, you know, great access to data. One of the biggest challenges is okay, I can get the answers if I know the right questions to ask, What are some of the early areas that you're poking at? Any early use cases that you can share as to, you know, where we where we cease? Um, how did you >> do that? One of the first things we're looking at is what I'm calling cross customer analytics. So analytics is old news. Everyone's had that for a while. But what the cloud does is it gives a provider like us date across multiple customers. Now what we can't do is share one customer state is with another. That's a total nut. It's not what I'm talking about. But aggregates are interesting. So, for example, would be intrigued to know this is my first call resolution rate. How does that compare to similarly sized contact centers in my geography right, And that's something where we can produce an aggregate that has total anonymous ation. So no privacy issues, and it gives a customer this piece of insight that they have never, ever had before. Never, and the only way you could do it with enough privacy. Seven of data to produce a useful AGR ee it, and therefore it can only be done at the larger cloud contact centers and thus five nine, as one of the market leaders were wear having enough data to produce this kind of information. So this was an immediate, frankly fairly low hanging piece of fruit. We've started to dive into no product announcements. It's just just looking at data to see what comes out and see if there's interesting meet there. But it's a kind of insights. I'm really excited about >> it. I love that because people are always like, Oh, wait, I need to measure it. But sometimes numbers alone don't tell me anything. You gotta put that into context for me, right? What are my peers? What? One of my industry. You know, what other stuff do I have there? Otherwise, you know, numbers are just numbers. >> Numbers are just numbers. You don't really know how you're doing. You're like a little island, like, you know, your contact center is doing, but is that good? You have no idea. And we'LL be able to unlock that overtime. So very excited about that. >> Yeah. Sorry, Stuart, You guys have about five billion recorded customer conversations, so you can I can think of the massive amount of competitive advantage that's in there. But you also brought out something that I hadn't considered before. And that is whether I'm, you know, interacting with the business because I haven't issue to resolve with my Internet or something. And you're right. We do have this expectation that the call's going to be recorded, but I never think about it is this is actually something it's gonna help me down the line or the fifty other people that aren't calling in. So I thought your comment on privacy being kind of more advanced in the context of her was was point. It was very interesting and not something that I was aware. >> Yeah, it >> has to be right >> exactly. There's there's an expectation that this is what this conversation is about and and there's lots of tools in place for dealing with today. Already with credit card numbers and phone numbers, which do get communicated between a user and the comics in URGENT there's lots of you know, tak and precedent about how to read, act and extract and again all in the contacts and are nowhere else really does that technology exists. So >> yeah, so Jonathan, take us inside the life of the agent, so we know when we're from call centre to Contact Center. It really brought in the role a little bit when I've got a eye in there is their new skill sets. We need tohave. You know, we always talk about, you know, if if you're doing the same thing you were doing five years ago, chances are you might need to be looking for a new job, because by so fast, so in the context center, you know what, What? What is the life of the agent likely to go through over the next couple of years? >> So this is an interesting debate in the lemon, the industry, and there's sort of two thought camps in this one thought camp is the role of A I is to replace the agent. And this, frankly, is fairly traditional thinking. We use terms like Deflection, right, like we want to deflect the call from an agent means we don't want you to connect to a human being or containment, right? How successful were we keeping the call in the I. V. R. And a customer never got to an agent like these air industry terms, and they were. And people view a I is like helping those things. There's a different camp of which you can tell I'm sort of in, which is like, No, no, no, that's sort of the traditional way of thinking about it. And of course, we're gonna have voice spots and I V R is. But really, the question is, how do we deliver the best customer experience possible? That should actually be the guide post, and what's funny is in this industry we know what the best customer experiences. It's that you pick up the phone, you call the comic center. You didn't wait one second. You went right to an agent. They were an expert. They knew exactly what to do. They fixed their problem in twenty seconds, you were done. That's the best experience. The problem is, is no one can afford to deliver that experience today. Well, that's where technology could help. So for me, the central question is, how do we use a >> eye >> to label us to make it cost effective to deliver that experience all the time and that does have an impact on the agents. And it's going to be through assistance technologies that allow the agents to be guided in their interactions and allowing them to be experts quicker and to learn from the best experts in the contact center and change the way they think about training and access to data knowledge. It's going to be a pretty profound change, but it never takes the human out of the loop people. When you pick up the phone to call that Connick Center, it's because you actually want to talk to a person and that human touch, that empathy that you know, someone just tow, you know, vent at a little bit that matters, and we're nowhere anywhere near having an A. I provide that if ever so that's what's going to change >> humans and machines or Jonathan, Thank you so much for stopping by. The Cuban wedding was with me about what's happening at five nine. Contact Centerist Service and the tremendous advantage that data could bring two organizations. >> My pleasure. Thank >> you. Thank you for watching the Cube. I'm Lisa Martin was stewed Minutemen on the program Today Live from Orlando at Enterprise Connect twenty nineteen stew and I will be right back after a short break.

>> Live from San Francisco, it's theCUBE, covering RSA Conference 2019. Brought to you by Forescout. >> Hey, welcome back everybody, Jeff Frick here with theCUBE. We're at RSA Conference in North America. The brand new reopened Moscone Center. They finally finished the remodel, which we're excited about, in the Forescout booth, and excited to have a returning Cube alum, I think we had him on last year at RSA, Dr. Chase Cunningham, principle analyst security and risk for Forester. >> Hey. >> Chase, great to see you again. >> Thanks for having me. >> So what's happened in the last year, since we last saw you? I'm sure you've been keeping busy, and running down lots of ... >> Yeah well, >> Crazy risk. >> It's been really pushing the sort of strategy set around zero trust. I mean if you look around the show floor, you can't go 75 feet without seeing somebody that's got zero trust on a booth, or hear it from somebody, so it's been really pushing that narrative and trying to get people to understand what we're talking about with it. >> And it's really important because it's a very different way of thinking about the world. >> Yeah. >> And you guys have been talking about it for a while. >> For a decade, basically. >> Right. >> Yeah. >> And then we've got all these new complexity that's thrown in that weren't there a decade ago. You've got IOT, you got OT, and then you've got hybrid cloud, right? 'cause everyone, well there's public cloud, but most big enterprises have some in the public cloud, some on their data center. So you've got these crazy hybrid environments; so how are you kind of adjusting the zero trust game, based on some of these new complexities? So really we flip the script a little bit and said, "Okay, if we were to try and fix this from the start, "where would we start?" And we'd obviously start around taking care of the the largest swath and sort of compromise area, which would probably start with users, followed closely by devices, because if we can take care of those two pieces, we can actually gain some ground and work our way going forward. If you've heard a lot of the stuff around micro-segmentation, our sort of approach to micro-segmentation means micro-segment everything. We mean users, accounts, devices, IOT, OT, wired, unwired, whatever it is, if you can apply control to it, and you can segment it away to gain ground, segment it. >> So how do you deal with the micro-segmentation? Because ultimately you could segment down to one, and then you haven't really accomplished much, right? >> Right, a network of one is no good, yeah. >> Exactly; so when you think about micro-segmentation architectures, how are you creating buckets? What are your logical buckets that you're putting things in? >> So really it should be based on the function that you're trying to allow to occur. If you look at the way we architected networks for the last 20-something years it's been around sort of use writ-large. What we're talking about micro-segmentation is, if I'm micro-segmenting devices, those devices should live in a micro-segment where devices do device stuff, and you can keep control of that, and you can see what's coming and leaving. Users should be segmented that way, networks, all of it should be built around function, rather than inter-operability. Inter-operability is a result of good micro-segmentation, not the other way around. >> Right, and that's interesting you say that, we're obviously, we're in the Forescout Booth, >> Yeah. >> and a big piece of what they're talking about is, identifying these devices, but then basically restricting their behavior to what they should be doing. So really following along in your zero trust philosophy. >> Well I said it last year, I'll say the same thing again, a key piece of this whole thing is knowing what's supposed to be occurring and being able to control it, and then respond to it. It's not really that we've changed the evolution of this whole thing, we've just looked at it a little more pragmatically, and applying fixes where you can actually start gaining ground. >> Right, and applying the fixes at all different points in the spectrum, as opposed to just trying to create that big giant wall and a moat. >> Well yeah, moving away from the perimeter model, like the perimeter model has categorically failed. Everyone around here seems to understand that that's a reality; and we're not saying you shouldn't have your defenses up, but your defenses should be much more granular and much more focused on the realities of what enables the business. >> Right, so I'm just curious to get your perspective, you've been doing this for a while, as you walk around the show floor here, and see so many vendors, and so many products, and so many solutions, and so many bright shiny objects; how do you make sense of it? How do you help you customers make sense of it? Because it's not a simple space, and I always just think of the poor CSO's, sitting there like "How am I supposed to absorb, "even just the inbound information "about knowing what's going on," much less get to the point of doing evaluation and making purchase decision and making implementation decision. >> So one of the things that we've been really pushing forward with is using virtualization solutions to build architectures, not PowerPoints, not drawing stuff on a whiteboard, like actually using virtualization to build virtual architectures, and test and design there. It's actually very similar to the way that we write applications, you iterate; you don't write an app and release it, and think you got it right and you're done, you write pieces of code, build the app, you iterate, you move on, because of virtualization, we can do the same thing with security tooling and with networks. So one of our major initiatives is pushing that capability set to our customers to say, "This is how you get there, and you design, "and then you build, and then you deploy," rather than, "Deploy it and hope you got it right." >> And know that it's not going to be right the first time you buy it, right? You just got to write a check and the problem goes away. >> And it's much better if you screw something up virtually to just nuke it and start over, than if you try and do it with a bunch of hardware that you can't actually rip and replace. >> That's interesting, right? 'Cause the digital twin concept has been around in the OT space for a long time. We talk to GE all the time and digital twin in terms of modeling behavior, and a turbine engine is something they've been talking about forever. At a healthcare conference they're talking about digital twinning people, which I thought was pretty interesting. >> Kind of creepy, but yeah >> Kind of creepy, but then you think, "Okay, so I can, "I can test medications, I can do these things," and to your point, if I screw it up, I'm screwing up the twin, I'm not necessarily screwing up the real thing. And you talked about in your last blog post, starting to create some of these environments and architectures to help people do some of this exploration. >> Yeah we launched our first one here at RSA on Tuesday night, we actually put out our own Forester branded virtual reference architecture; and the good thing is is the way that we're approaching it, we can actually have our clients build their own semblance of this, because something everybody forgets is, this is one of the few places where there are snowflakes, right? Everyone has their own individual build, so being able to have yours that you build, maybe different from mine, even though we both line with a strategic concept like zero trust. >> Right. >> So, we're building a library of those. >> So is the go to market on that that you've got an innovations space, and people do it within there? Or are you giving them the tools to build it on PRIM, how's the execution of it? >> So really it's about, we've published a lot of research that says, "This is the way to do it;" now we've got this platform and the capability to say, "This is where you can do it;" and then allowing them to go in there and follow that research to actually design and build it and see that it's actually do-able. >> Right, right; so as you're looking forward, 2019, I can't believe the calendar's flipped already to March. Crazy ... What are your top priorities? What're you working on as you go forward this calendar year? >> It's mostly about ground truth sort of use cases on this adoption of zero trust across the industry; and really getting people to understand that this is something that can be done. So we have write-ups going on customers that have deployed zero trust solutions; and sort of how they did it, why they did it, where they got benefit from, where they're going with it, because we remind people all the time that this a journey. This is not something I wake up in the morning, build a zero trust network, and walk away. This is multi-year in some cases. >> Well it's going multi-year forever right? Because the threats keep changing; and the thing I find really fascinating is that the value of what they're attacking is changing dramatically, right? It used to be maybe I just wanted to do some, crazy little hacks, or change a grade, maybe steal some money from your bank account; but now with some of the political stuff, and the state-sponsored stuff, there's a lot more complex and softer nuance information they the want to get for much softer nuanced objectives, so you're going to have to continue to reevaluate what needs to be locked in tighter and what needs to be less locked up, because you can't lock it all up to the same degree. >> Right, and it's really something that we remind our customers a lot on, that security is being done by the majority of organizations not because they actually want to do security, it's because security makes the customers have more faith and trust in you, they buy more stuff, your revenue goes up, and everyone benefits. >> Right. >> You know, some of these large organizations, they don't have SOC's and do security operations 'cause they want to be a security company, they're a company that has to do security to get more customers. >> Right, have they figured that out yet? The trust thing is such a big deal, and the Big Tech backlash that we're seeing that's going on. >> I had thought that they would have figure it out, but it comes up all the time, and you have to really wrap people's head around that you're not doing security because you think security is cool, or you need to do it, it's to get more customers to grow the business. This is a business enabler, not a tangential business thing. >> Right, it's such a high percentage of the interaction between a company and it's customers, or a company and it's suppliers, is electronic now anyway, whether it's via web browser or an API call, It's such an important piece 'cause that is the way people interact with companies now. They're not going to the bank branch too often. >> With the growth of GDPR and privacy and things like that, companies are being mandated by their clients, by their customers to be able to say, "How do you secure me?" And the business had better be able to answer that. >> Right right, but hopefully they're not, to your point, I thought you were going to say they're doing it for the compliance, but it's a lot more than just compliance, you shouldn't be doing it just for the compliance. >> Yeah, I mean I stand on the compliance is kind of a failed approach. If you chase compliance you will just be compliant. If you actually do security with a strategy in place you will achieve compliance; and that's the difference most people have to wrap their head around, but compliance is something you do, not something you strive to be. >> Love it, well Chase thanks for stopping by and sharing your insight and a lot of good work. Love keeping track of it, keeping an eye on the blog. >> Great, thanks for having me. >> All right, he's Chase, I'm Jeff, you're watching theCUBE, we're at the RSA conference in the Forescout Booth, thanks for watching, we'll see you next time. (low techno music)

>> Live from San Francisco. It's the Cube covering artists. A conference twenty nineteen brought to you by for scout. >> Hey, Welcome back, everybody. Geoffrey here with the cue, We're at the arse. A >> conference in Mosconi. They finally finished The remodel. Looks beautiful in the rain is not coming in. Which is a good thing. We're excited. >> Have a next guests of many time Keep alumni. >> He's Sean Connery, the VP and GM of Security and Risk Business Unit at service now Song. Great to see you. It's great Sea again, Jeff. Thanks for having us. Absolutely. So it's been probably six months or so since we last talked What's been going on its service down the security space? >> Well, one of the things that's been most interesting is, as our customers have started to get into production now with the security capabilities as well as our risk capabilities there, realizing the benefits of having I t security and risk on the same platform. So when we were talking last time, we're talking a lot about, you know, security, hygiene, vulnerability, management, security incidents and that's all very much mainstream now on R and R install base. But now folks are saying, Wait a minute if I've got it. Data risk, data, compliance, data and security and vulnerability to it on the same platform. What kinds of things could I now do that >> I couldn't do before? Right? So what are they doing? >> Well, big thing they're doing is they're starting to manage risk in a holistic way by leveraging operational data on the platform. So if you think about the way risk tools have historically worked, you know, you're basically in what is essentially a glorified spreadsheet building dashboards for how to represent the various risks to your organisation. But if you think about what auditors and compliance people need to do there, essentially checking the state of all these compliance tasked throughout an organization. But it's essentially a survey. Like I'll ask you like, Hey, tell me about the data protection strategy for your application. You have to tell me while we're using crypto or we're not using krypto. The data is in this country. Well, all that date is already in service now. So how do you now automate? So we take all those mundane tasks around compliance and risk and be able to roll that up to clear, visible risk indicators manage that in a continuous way, what we call continuous monitoring for risk, which is just a brand new way to think about this problem, >> right? I'm curious how the changing of the assessment of the risk changes over time you've got the compliance stuff, which you just have to do, right? You have to check the box you've got, you know, kind of your business crown jewels. But then now we're seeing with kind of these nation state attacks and political attacks and sees things that aren't necessarily just trying to steal your personal information and not trying to steal your your your big money. But they're looking for other data that maybe you wouldn't have assigned an appropriate risk level in a time before because you were kind of really protecting the money and the and the and the obvious crown jewels. How >> does that >> how's that risk kind of profile continue to modify and change over time? >> I think that that's gonna be the state, uh, for you know, forever, right? The right profile. Going to continue to modify. I think what's important for security team's risk teams teams is to make sure they're actually using risk as we talked about last time. Is there North Star for guiding their security investments were here surrounded, like in the lion's den. All these security vendors, I was just walking the halls, all the startups that air, trying to do different things. And, you know, there's always gonna be another tool that somebody's going to want to sell you to solve a problem. But ultimately you need to be looking at the risks to your organisation. As you said, the evolving risk people shipped a cloud. You know, they deal with nation state attacks. They deal with, you know, whatever is going to come tomorrow. And how do you guide your security investments in favor of that? What we're seeing it service now is a renewed interest in hygiene and back to basics. How do I manage my vulnerabilities? Is my patch program effective? How am I dealing with exceptions and that? What's that channel to it? Because, as you know, almost everything about security was actually done by from an operational standpoint. So that channel of communication is something that we've been really heavily focused on. >> Yeah, it's a pretty state, As you say. We're surrounded by many shiny many bright, shiny lights, and people have something yourself. But you can't you can't buy your way out of this thing. You can't technology. You're way out of it. You can't hire out of it. So you really need to use a kind of a sophisticated strategy of integrated tools with the right amount of automation to help you get through this morass. >> Absolutely. And one of the ways we liketo help our customers think about >> this is, >> you know, your teams want to be focused on the interesting parts of their jobs. They came into the security industry because they want to help save the world right now, they watch some movie, they imagine some amazing role. And then when they get into the role, if they're dealing with mundane, you know, uh, fishing response. You know, vulnerability, prioritization. It just, you know, it takes the wind out of their sails, right? But if you can, if you can automate those mundane task using a digital work folk platform like service now, then suddenly free that time up so they could be focused on what you were just describing much more advanced attacks where you want creative humans. Sort >> of. This is so funny, right? It's almost like any type of a job like painting. You know the more time he spilled, spend prepping the house and sanding everything except painting better. The painting goes, and it's kind of the same thing here. It's the Boring is the mundane is applying the patches, as you said, but it's all of those things that make the exciting part when you get there. Now you can focus on real problems was just shoot, you know, we forgot to apply that match two weeks ago, >> you reminded me. I think my dad taught me a measure twice cut once that. S O s. Oh, it's absolutely right. So one way to think about that is that a concrete example is attack surface. So people, a lot of people on this hall are talking about your attack surface. What are the areas that can be attacked within your organization? Well, one of the best ways to reduce your attack surfaces to manage your vulnerability program in an effective way. Because if you can deal with patching much more efficiently patching the right assets the ones that have active exploits that are available, then suddenly you're inflow of incidents reduces, and then you automate the incidents that remain. And then suddenly you've got a mass the time savings versus If you just sort of scattershot said All right, T Max is going to work on vulnerabilities. Team wise, going toe workout incidents. They're really not gonna coordinate. And they're especially not gonna coordinate with tea. That's when things start to fall apart. >> Right. Right. So we're here in the Fourth Scout Booth. Um, so how long have you guys been working for Scout? How does how did the two systems work together? >> Yeah. So we've been working for Scott for awhile. We've actually got a number of integrations that are live on the surface now store. Uh, in fact, we have customers in production using for scout. So we really see, with force got in service now is a couple of things. First off, just on the asset management asset Discovery side of the house for Scott has a wealth of capabilities around giving us information about endpoint assets, whether they be traditional assets or coyote assets. And we can feed that directly into the seem to be our configuration management database. Right To help manage the overall assets within an organization that's sort of step one for Scout is a terrific partner to help pull that data in. And then the second thing we can do is we can men using the security capabilities inside service. Now we can trigger actions inside for scouts environment to then block re mediate, isolate. When we see something bad happening related to an incident or a vulnerability >> that we discover, right, I just can't help, but they're gonna know Asset management is eighty beady little piece of of the service now offering and all we hear about force. God just going in and finding out all kinds of stuff that you had out there that can. And I'm like, who found it first. You guys in the asset management or were the four scout sniffer? But I I imagine a lot of that stuff is not in your asset management system because it's things that people have just plugged in here and there and along the way. >> Yeah, well, we've got our we have a discovery capability is part of service now, which is which is fantastic. And that is primarily focused on server assets and the relationship between those server assets. So you want to understand, What is the total footprint of my AARP infrastructure? The load balancers, the network equipment, the servers. We can do that very, very well. What? What we really rely on coming like forced God to help us with is like you said, somebody plugged something in on the wireless network on the local network. You know, we don't know what it is. And for school can help us, you know? What is it? Where is it on DH that that information's changing so quickly that it really helped us out tohave having integrated solution. We've actually got Customersdata, Utah was in production now, with sixty thousand devices being managed with force got in service now working together, it's curious >> if you somehow integrate those back in and say, You know, it's not just me plugging in my phone, but it's actually something that needs to be more actively managed. If there's a discovery process there within service in ours, and it's mainly just temporary stuff, plug it in, plug it in and out, plug it in, plug it out. >> Yeah, I wouldn't think of the integrations with force got his temporary in anyway. It's just more. It's more dynamic environment so that our people are people are plugging systems in, you know, typically, you want to do that in an agent lis way, right? You don't want to have a heavyweight agent on the end point. And that's what force guys really known for discovering, analyzing what these devices are. And for us, the more incoming data we have into our CM, D B, the more valuable that is to our customers. And so we're really excited Team to do more with force. Go >> right. All right, I give you the last word. What priorities? For twenty nineteen. >> Prices for twenty nineteen is really to build on what we what we just announced. So Madrid are major service not released. Just hit today, right? Thanks. Thanks very much. We have exploit enrichments and our vulnerability system now so we can know, you know. Is there a phone? How How How critical is it? But also has it been exploited or not? Right. Is it publicly available? Exploit doesn't require local access, remote access so that we've done that on the security side. Wait. Did some continuous monitoring that we already talked about. But the big thing for us, that service now is mobile in twenty nineteen. Right? So big capability we announced, is native mobile capabilities. So essentially, we're positioning everyday work is the next killer out for mobile? Because, as you know, service now is all about Inter connecting all these various departments and making these classic processes digital work clothes. And now you can have that same sort of consumer grade mobile experience on your enterprise infrastructure. And so being able to build that out about all of our products and continue to drive Alodor customers are really excited about it. >> I just can't help But think of Fred coming out. I think it like twenty fifteen with, like, the first. I might be off by year to the first, You know, service now on mobile and the crowd went wild. >> It was awesome at the time. Right now, that was a that was a essentially a scaled down web capability. Right foot inside of a container. Now, this is Native mobile. So GPS face I d three d touch to use IOS. Examples are all capabilities you can expose in a code lis environment tio to developers so you could build a custom application custom workflow. And you don't have to know anything about how to code and the APC and get pushed down to users devices right away. >> Very good. Well, I think that's a good place to focus on. Right, Sean? Well, thanks for taking a few minutes to stop >> by course. Thanks, Tio. Pleasure. All right. He shot on. Jeff. You're watching the cube? Where are say in San Francisco? Thanks for watching. >> We'LL see you next time.

>> Live from San Francisco. It's the Cube covering artists. A conference twenty nineteen brought to you by for scout. >> Hey, welcome back already, Geoffrey here with the Cube were in downtown San Francisco at the brand new Open. I think it's finally complete. Mosconi Center for our conference. Twenty nineteen were really excited this year. For the first time ever in the four Scout booth, we've been coming to our say for a long time. We had Mike on last last year by Caesar. President Seo >> for scout. I appreciate you having me >> because we had the last year and you're so nice. You You invited us to the way we must both done something right? Absolutely it Also, before we get too far into it, Congratulations. Doing some homework. The stock is going well. You're making acquisitions, You said it's the anniversary of going out in public. So things are things are looking good for Four. Scout >> things have been good. We've been public company now for four quarters. We've beaten, raised on every metric we had out there. So we're feeling good about >> life. So I don't think the security threats are going down. I don't think you're Tamas is shrinking by any stretch of the imagination. Definitely >> does not feel like the threat landscape is getting less challenging these days, right? I mean, when you look at all the geopolitical stuff going on between the US and China and Russia, that that usually spills into the cybersecurity world and kind of makes things a little bit more tense, >> right? So the crazy talk and all confidence now is machine learning an a I and obviously one of the big themes that came up, we had a great interview. A googol is you just can't hire enough professionals regardless of the field, especially in this one to take care of everything So automation, really key. Hey, I really key. But the same time the bad guys have access to many of the same tools so that you're in the middle of this arm raise. How are you? You kind of taken a strategic view of machine learning an A I in this world. >> So what's amazing about cyber security in two thousand nineteen is the fact that the pace of innovation is exploding at an unprecedented rate, Right? I mean, we're bringing Maur devices online every quarter now, then the first ten years of the Internet combined. So the pace of adoption of new technologies is really what is driving the need for machine learning and a I a human being. Historically, in the cybersecurity world, most corporations approach was, I'm gonna have a whole bunch of different cyber products. They all have their own dashboards. I'm going to build this thing called a cyber Operations Center of Sock. That is going to be the input of all those. But a human being is going to be involved in a lot of the research and prioritization of attacks. And I think just the volume and sophistication of the breaches these days and attacks is making those same companies turn towards automation. You have to be willing to let your cyber security products take action on their own and machine learning in a I play a very large roll back. >> Yeah, it's really interesting because there's very few instances where the eye in the M L actually generate an action. Oftentimes will generate a flag, though they'll bring in a human to try to make one of the final analysis. But it's not, not often that way, actually give them the power to do something. Is that changing? Do you see that changing are people more accepting of that when you can't give it up that >> control when you when you look at for scouts kind of core value Proposition the category that were in his device. Visibility in control device visibility. What's on the network control? When I find something that shouldn't be, there are customers. Want to block that so way? Have a front row seat on watching customers that for decades have been unwilling to allow cybersecurity products to actually take action, turning our product on everyday and allowing us to do exactly that. So when we look at the way that they approached the breaches in every one of these scenarios, they're trying to figure out how they can augment the personal staff they have with products that can provide that level of intelligence >> on nothing to >> see over and over is that people are so falih. Fallible interview to Gala Grasshopper A couple of years he was one hundred percent a social engineering her way into any company that she tried. She had a kind of cool trick. She looked at Instagram photos. He would see the kind of browser that you had, and you know the company picnic. Paige won't let me in. Can you please try this? You're one hundred percent success. So you guys really act in a very different way. You're kind of after the breaches happened. You're sensing and taking action, not necessarily trying to maintain that that print Big Mo >> we're actually on the front end were before the breach takes place. So the way our product works is way plug into the network and then we turned that network ten years ago. A CEO would would would control everything on their networks. They would buy servers and load them with products and put them in their data centers. And they bite, you know, end points and they give those to their to their employees. Those same CEOs now need to allow everything to connect and try to make sense of this growing number of devices. So both the role that we play is preventative. We are on the front end. When a device first joins that network, you need to make sure that device is allowed to be there. So before we worry about what credentials that device is trying to log in with, let's make sure that's a device that the company wants to be on the network to begin with. So to your point, exactly your right. I mean, I think my CFO and I probably every week have some very sophisticated email that makes it sound like one of us asked the other to approve a check request. But it's but they're getting good and you're right. They go on the They know that I went to Villanova, where I'm a Phish fan, and they'll leverage some form of thing. All Post online has tried to make that seem a little bit more personalized, but our philosophy is a company is very basic, which is you need situational awareness of what devices are allowed to be on that network to begin with. If you get that in place, there's a lot less examples that what you described a couple of minutes >> ago and that you said to really instinct philosophy, having kind of an agent list methodology to identify and profile everything that's connected to the network, as opposed to having having you know an OS or having a little bug on there, Which would put you in good shape for this operations technology thing, which is such a critical piece of the i O. T and the I O T transfer >> there. Now there's there's no doubt, You know, that's one of the most fourth sight ful things that, for Scout has ever done is we made the decision to go Agent Lis ten years ago, Way saw that the world was moving from you, Nick and and Lenox and Windows and all of these basic operating systems that were open and only a few of them to the world that we're in today, where every TV has a different operating system, every OT manufacturer has their own operating system, right? It's example I uses that is the Google, you know, the nest thermostat where you you, you buy that, you put it on the wall of your house, you pair with your network, and it's sitting right on line next to your work laptop, right? And and there's been Brit breaches shown that attacks can come in through a device like that and get on to a more more trusted asset, right? So just having that situational awareness is a big part to begin with. But, oh, teams, let's talk about OT for a couple of seconds is almost in front of us post Wanna cry? I am seeing almost every sea, so in the world not having had but the cyber responsibilities for OT being pulled into the O. T part of the business. And it makes sense. You know that the when you watch it a cry, a breach like Wanna cry? Most companies didn't think they bought something from Windows. They thought they bought a controller from Siemens or Gear, one of the larger manufacturers. What they realized on wanna cry was that those controllers have embedded versions of an old operating system from Microsoft called X that had vulnerabilities. And that's how it was exploited so that the approach of devices being online, which changing in front of us, is not just the volume of devices. But they're not open anymore. So the Agent Lis approach of allowing devices to connect to the network and then using the network to do our thing and figure out what's on it makes us a really relevant and big player in that world of coyote and don't. So >> do you have to hold their hand when they when they break the air gap and connect the TV into the Heidi to say it'll be okay. We'll be able to keep an eye on these things before you go. You know, you talk about air gaps all the time is such a kind of fundamental security paradigm in the old way. But now the benefits of connectivity are outweighing, you know, the potential cost of very >> difficult, right? I mean, one of the examples I always uses. PG and E are local power company here. We're up until a few years ago, they'd have a human being. A band would come to your house and knock on your door, and all they wanted to do is get in your garage to read your meter, right? So they could bill you correctly. And then they put smart meters on the side of our houses. And I'm sure the roo I for them was incredible because they got rid of their entire fleet as a result, but recognized that my house is Theo T grid, now connected back to the side, which is Billy. So there's just so many examples in this connected world that we're in. Companies want to do business online, but online means interconnectivity. Interconnectivity means OT and connected so Yes, you're absolutely right. There's many companies believe they have systems air gapped off from each other. Most of those same cos once they get for Scout Live recognized they actually were not air gapped off from each other to begin with. That's part of the role that we play. >> This cure is to get your >> take. You talk to a lot of sizes about how kind of the the types of threats you know have evolved more recently. You know, we saw the stuff with presidential campaign. The targets and what they're trying to do has changed dramatically over the last several years in terms of what the bad guys actually want to do once they get in where they see the value. So how has that changed? No, it's not directly because you guys don't worry about what they're trying to do bad. You want to protect everything. But how is that kind of change from the size of perspective? >> Our customers are government's financial service companies, health care companies, manufacturing companies. Because every one of those companies, I mean, it sounds basic. But if you knew the bad thing was plugged into your network, doing something bad you would've blocked it. You didn't know it was there to begin with. So we actually have a role in all types of threats. But when you look at the threat landscape, it's shifted your right. I mean, ten years ago, it was mostly I p theft. You were hearing examples of somebody's blueprints being stolen before they got their product into the market. WeII. Then soft financial threat shifted. That's still where the bulk of it is today, right? No, they ransomware attacks. I mean, they're all money motivated. The swift breaches. They're all about trying to get a slice of money and more money moves online that becomes a good hunting ground for cybersecurity attackers. Right? But what? What is now being introduced? A CZ? Well, as all the geopolitical stuff. And I think you know with, with our commander in chief being willing to be online, tweeting that with other organism governments worldwide having a more social footprint, now that's on the table. And can you embarrass somebody? And what does that mean? And can you divide parties? But, yeah, there's there's a lot of different reasons for people to be online. What's amazing is the attacks behind them are actually fairly consistent. The mechanisms used right toe actually achieve those that you know that you know the objectives are actually quite similar. >> I'm curious from the site's perspective >> and trying to measure r A Y and, you know, kind of where they should invest in, not a vest, How the changing kind of value proposition of the things that they that are at risk really got to change the dynamic because they're not just feeling a little bit of money. You know, these air, these are much more complex and squishy kind of value propositions. If you're trying to influence our election or you're trying to embarrass somebody or you know, >> that's kind of different from anything. If it's state funded sheriff, it's believed to be state funded. It typically has a different roo. I model behind it, right, and there's different different organizations. But, you know, like on the OT side that you described a second ago, right? Why is OT so hot right now? Because it's one thing to have a bunch of employees have their laptops compromised with something you don't want to be on their right. It's embarrassing. Your emails get stolen it's embarrassing. It's a very different thing when you bring down a shipping line. When a company can't shift, you know can't ship their products. So the stakes are so high on the OT side for organizations that you know, they are obviously put a lot of energy and doing these days. >> You need talk about autonomous vehicles, you know, misreading signs and giving up control. And you know what kinds of things in this feature? Right, Mike? So if we let you go, you're busy. Guy, get thanks >> for having us in the booth. What do your superiors for twenty nineteen, you know for us at Four Scout, the priorities are continuing to execute. You know, we grow our business thirty three percent. Last year. We achieved free cash flow profitability, which is the first time in the company's history. So way of obligation to our investment community. And we intend to run a good, solid business from a product perspective. Our priorities are right in the category of device visibility and control its one of things. When you look around this conferences, you know cos cos had to be careful. They don't increase their product size too quickly. Before they have the financial means to do so. And we just see such a large market in helping answer that question. What is on my network? That's our focus, and we want to do it across the extent that enterprise at scale. >> Yeah, I've sought interesting quote from you on one of their earnings calls that I thought was was needed. A lot of people complain What, you go public. You're on the ninety day shot clock in that that becomes a focus. But your your take on it was now that everything's exposed country spending an already how much spinning a marketing I'm in shipping, it sails that it forces you to really take a deeper look and to make tougher decisions and to make sure you guys are prioritizing your resource is in the right way, knowing that a lot of other people now are making those judgments. >> You know, Listen, the process of raising money and then going public is that you have to be willing to understand that you have an investment community, but you have an obligation to share a lot of detail about the business. But from the other side of that, I get a chance to sit in front of some of the smartest people on the planet that look att my peer companies and me and then provide us input on areas that they're either excited about are concerned about. That's amazing input for me and helps me drive the business. And again, we're trying to build this into a big, organically large cybersecurity business, which is a rare thing these days. And we're quite were very how aboutthe trajectory that we're on. >> Right? Well, Mike, thank you. Like just out with smart people like, you know, I appreciate it and learned a lot. So you congrats on this very much. >> Sorry. He's Mike. I'm Jeff. You're watching The Cube were in the Fourth Scout booth at RC North America. Mosconi Center. Or in the north North Hall. Just find the Seibu. Thanks for watching. >> We'LL see you next time.

>> Hi I'm Peter Burris and we've been speaking with Clint Wyckoff of Datrium, about reliabilities, simplicity, and scalability. It's an interesting conversation. If people want to continue the conversation Clint, where can they meet with you? >> They can find us at Dell Technologies World at the Sands Expo Booth #215. They should stop by. I myself will be there. We'll be glad to have a chat with you, give you a demo, show you what Datrium is all about. You might even win a prize or get a cool little free charge key. I think we're giving away ninja wallets or something if I'm not mistaken, but if you're curious sounds interesting, you should come by and say hey. >> So I'll come by for the conversation. I'll let you keep the ninja wallet. (laughs) Thanks a lot Clint. >> Thank you. (electronic music)

>> Announcer: Live from Munich, Germany, it's theCUBE, covering DataWorks Summit Europe 2017. Brought to you by HORTONWORKS. (electronic music) (crowd) >> Okay, welcome back everyone, we are here live in Munich, Germany, for DataWorks 2017, formerly Hadoop Summit, the European version. Again, different kind of show than the main show in North America, in San Jose, but it's a great show, a lot of great topics. I'm John Furrier, my co-host, Dave Vellante. Our next guest is John Kreisa, Vice President of International Marketing. Great to see you emceeing the event. Great job, great event! >> John Kreisa: Great. >> Classic European event, its got the European vibe. >> Yep. >> Germany everything's tightly buttoned down, very professional. (laughing) But big IOT message-- >> Yes. >> Because in Germany a lot of industrial action-- >> That's right. >> And then Europe, in general, a lot of smart cities, a lot of mobility, and issues. >> Umm-hmm. >> So a lot of IOT, a lot of meat on the bone here. >> Yep. >> So congratulations! >> John Kreisa: Thank you. >> How's your thoughts? Are you happy with the event? Give us by the numbers, how many people, what's the focus? >> Sure, yeah, no, thanks, John, Dave. Long-time CUBE attendee, I'm really excited to be here. Always great to have you guys here-- >> Thanks. >> Thanks. >> And be participating. This is a great event this year. We did change the name as you mentioned from Hadoop Summit to DataWorks Summit. Perhaps, I'll just riff on that a little bit. I think that really was in response to the change in the community, the breadth of technologies. You mentioned IOT, machine learning, and AI, which we had some of in the keynotes. So just a real expansion of from data loading, data streaming, analytics, and machine learning and artificial intelligence, which all sit on top and use the core Hadoop platform. We felt like it was time to expand the conference itself. Open up the aperture to really bring in the other technologies that were involved, and really represent what was already starting to kind of feed into Hadoop Summit, so it's kind of a natural change, a natural evolution. >> And there's a 2-year visibility. We talk about this two years ago. >> John Kreisa: Yeah, yeah. >> That you are starting to see this aperture open up a little bit. >> Yeah. >> But it's interesting. I want to get your thoughts on this because Dave and I were talking yesterday. It's like we've been to every single Hadoop Summit. Even theCUBE's been following it all as you know. It's interesting the big data space was created by the Hadoop ecosystem. >> Umm-hmm. >> So, yeah, you rode in on the Hadoop horse. >> Yeah. >> I get that. A lot of people don't get them. They say, Oh, Hadoop's dead, but it's not. >> No. >> It's evolving to a much broader scope. >> That's right. >> And you guys saw that two years ago. Comment on your reaction to Hadoop is not dead. >> Yeah, wow (laughing). It's far from dead if you look at the momentum, largest conference ever here in Europe. I think strong interest from them. I think we had a very good customer panel, which talked about the usage, right. How they were really transforming. You had Walgreens Booth's talking about how they're redoing their shelf, shelving, and how they're redesigning their stores. Don Ske-bang talking about how they're analyzing, how they replenish their cash machines. Centrica talking about how they redo their... Or how they're driving down cost of energy by being smarter around energy consumption. So, these are real transformative use cases, and so, it's far from dead. Really what might be confusing people is probably the fact that there are so many other technologies and markets that are being enabled by this open source technologies and the breadth of the platform. And I think that's maybe people see it kind of move a little bit back as a platform play. And so, we talk more about streaming and analytics and machine learning, but all that's enabled by Hadoop. It's all riding on top of this platform. And I think people kind of just misconstrue that the fact that there's one enabling-- >> It's a fundamental element, obviously. >> John Kreisa: Yeah. >> But what's the new expansion? IOT, as I mentioned, is big here. >> Umm-hmm. >> But there's a lot more in connective tissue going on, as Shawn Connelly calls it. >> Yeah, yep. >> What are those other things? >> Yeah, so I think, as you said, smart cities, smart devices, the analytics, getting the value out of the technologies. The ability to load it and capture it in new ways with new open source technology, NyFy and some of those other things, Kafka we've heard of. And some of those technologies are enabling the broader use cases, so I don't think it's... I think it's that's really the fundamental change in shift that we see. It's why we renamed it to DataWorks Summit because it's all about the data, right. That's the thing-- >> But I think... Well, if you think about from a customer perspective, to me anyway, what's happened is we went through the adolescent phase of getting this stuff to work and-- >> Yeah. >> And figuring out, Okay, what's the relationship with my enterprise data warehouse, and then they realize, Wow, the enterprise data warehouse is critical to my big data platform. >> Umm-hmm. >> So what's customers have done as they've evolved, as Hadoop has evolved, their big data platforms internally-- >> Umm-hmm. And now they're turning to to their business saying, Okay, we have this platform. Let's now really start to go up the steep part of the S-curve and get more value out of it. >> John Kreisa: Umm-hmm. >> Do you agree with that scenario? >> I would definitely agree with that. I think that as companies have, and in particularly here in Europe, it's interesting because they kind of waited for the technology to mature and its reached that inflection point. To your point, Dave, such that they're really saying, Alright, let's really get this into production. Let's really drive value out of the data that they see and know they have. And there's sort of... We see a sense of urgency here in Europe, to get going and really start to get that value out. Yeah, and we call it a ratchet game. (laughing) The ratchet is, Okay, you get the technology to work. Okay, you still got to keep the lights on. Okay, and oh, by the way, we need some data governance. Let's ratchet it up that side. Oh, we need a CDO! >> Umm-hmm. >> And so, because if you just try to ratchet up one side of the house (laughing) (cross-talk)-- >> Well, Carlo from HPE said it great on our last segment. >> Yeah. >> And I thought this was fundamental. And this was kind of like you had a CUBE moment where it's like, Wow, that's a really amazing insight. And he said something profound, The data is now foundational to all conversations. >> Right. >> And that's from a business standpoint. It's never always been the case. Now, it's like, Okay, you can look at data as a fundamental foundation building block. >> Right. >> And then react from there. So if you get the data locked in, to Dave's point about compliance, you then can then do clever things. You can have a conversation about a dynamic edge or-- >> Right. >> Something else. So the foundational data is really now fundamental, and I think that is... Changes, it's not a database issue. It's just all data. >> Right, now all data-- >> All databases. >> You're right, it's all data. It's driving the business in all different functions. It's operational efficiency. It's new applications. It's customer intimacy. All of those different ways that all these companies are going, We've got this data. We now have the systems, and we can go ahead and move forward with it. And I think that's the momentum that we're seeing here in Europe, as evidence by the conference and those kinds of things, just I think really shows how maybe... We used to say... I'd say when I first moved over here, that Europe was maybe a year and a half behind the U.S., in terms of adoption. I'd say that's shrunk to where a lot of the conversations are the exact same conversations that we're having with big European companies, that we're having with U.S. companies. >> And, even in... >> Yeah. >> Like we were just talking to Carlo, He was like, Well, and Europe is ahead in things like certain IOT-- >> Yeah. >> And Industrial IOT. >> Yeah. >> Yeah. >> Even IOT analytics. Some of the... Tesla not withstanding some of the automated vehicles. >> John Kreisa: Correct. >> Autonomous vehicles activity that's going on. >> John Kreisa: That's right. >> Certainly with Daimler and others. So there's an advancement. It almost reminds me of the early days of mobile, so... (laughing) >> It's actually, it's a good point. If you look at... Squint through some of the perspectives, it depends on where you are in the room and what your view is. You could argue there are many things that Europe is advanced on and where we're behind. If you look at Amazon Web Services, for instance. >> Umm-hmm. >> They are clearly running as fast as they can to deploy regions. >> Umm-hmm. >> So the scoop's coming out now. I'm hearing buzz that there's another region coming out. >> Right. >> From Amazon soon (laughing). They can't go fast enough. Google is putting out regions again. >> Right. >> Data centers are now pushing global, yet, there's more industrial here than is there. So it's interesting perspective. It depends on how you look at it! >> Yeah, yeah, no, I think it's... And it's perfectly fair to say there are many places where it's more advanced. I think in this technology and open source technologies, in general, are helping drive some of those and enable some of those trends. >> Yeah. >> Because if you have the sensors, you need a place to store and analyze that data whether it's smart cars or smart cities, or energy, smart energy, all those different places. That's really where we are. >> What's different in the international theater that you're involved in because you've been on both sides. >> Yep. >> As you came from the U.S. then when we first met. What's different out here now? And I see the gaps closing? What other things that notable that you could share? >> Yeah, yeah, so I'd say, we still see customers in the U.S. that are still very much wanting to use the shiniest, new thing, like the very latest version of Spark or the very latest version of NyFy or some other technologies. They want to push and use that latest version. In Europe, now the conversations are slightly different, in terms of understanding the security and governance. I think there's a lot more consciousness, if you will, around data here. There's other rules and regulations that are coming into place. And I think they're a little bit more advanced in how they think of-- >> Yeah. >> Data, personal data, how to be treated, and so, consequently, those are where the conversations are about the platform. How do we secure it? How does it get governed? So that you need regulations-- >> John Furrier: It's not as fast, as loose as the U.S. >> Yeah, it's not as fast. And you look and see some of the regulations. (laughing) My wife asked me if we should set up a VPIN on our home WiFi because of this new rule about being able to sell the personal data. I've said, Well, we're not in the U.S., but perhaps, when we move to the U.S. >> In order to get the right to block chain (laughing). (cross-talk) >> Yeah, absolutely (cross-talk). >> John Furrier: Encrypt everything. >> (laughing) Yeah, exactly. >> Well, another topic is... Let's talk about the ecosystem a little bit. >> Umm-hmm. >> You've got now some additional public brethren, obviously Cloudera's, there's been a lot of talk here about-- >> Umm-hmm. Tow-len and Al-trex-is have gone public. >> Yeah. >> The ecosystem you've evolved that. IBM was up on stage with you guys. >> Yeah, yep. >> So that continues to be-- >> Gallium C. >> Can we talk about that a little bit? >> Gallium C >> Gallium C. >> We had a great... Partners are great. We've always been about the ecosystem. We were talking about before we came on-screen that for us it's not Marney Partnership. They're very much of substance, engineering to try to drive value for the customers. It's where we see that value in that joint value. So IBM is working with us across all of the DataWorks Summit, but, even in all of the engineering work that we're doing, participated in HDP 2.6 announcement that we just did. And I'm sure what you covered with Shawn and others, but those partnerships really help drive value for the customer. >> Umm-hmm. For us, it's all making sure the customer is successful. And to make a complete solution, it is a range of products, right. It is whether it's data warehousing, servers, networks, all of the different analytics, right. There's not one product that is the complete solution. It does take a stack, a multitude of technologies, to make somebody successful. >> Cloudera's S-1, was file, what's been part of the conversation, and we've been digging into, it's great to see the numbers. >> Umm-hmm. >> Anything surprise you in the S-1? And advice you'd give to open source companies looking to go public because, as Dave pointed out, there's a string now of comrades in arms, if you will, Mool-saw, that's doing very well. >> Yeah, yeah. >> And Al-trex-is just went public. >> Yeah. >> You guys have been public for a long time. You guys been operating the public open-- >> Yeah. >> Both open source, pure open source. But also on the public markets. You guys have experience. You got some scar tissue. >> John Kreisa: (laughing) Yeah, yeah. >> What's your advice to Cloudera or others that are... Because the risk certainly will be a rush for more public companies. >> Yeah. >> It's a fantastic trend. >> I think it is a fantastic trend. I completely agree. And I think that it shows the strength of the market. It shows both the big data market, in general, the analytics market, kind of all the different components that are represented in some of those IPOs or planned IPOs. I think that for us, we're always driving for success of the customer, and I think any of the open source companies, they have to look at their business plan and take it step-wise in approach, that keeps an eye on making the customer successful because that's ultimately what's going to drive the company success and drive revenue for it and continue to do it. But we welcome as many companies as possible to come into the public market because A: it just allows everybody to operate in an open and honest way, in terms of comparison and understanding how growth is. But B: it's shows that strength of how open source and related technologies can help-- >> Yeah. >> Drive things forward. >> And it's good for the customer, too, because now they can compare-- >> Yes! >> Apples to Apples-- >> Exactly. >> Visa V, Cloudera, and what's interesting is that they had such a head start on you guys, HORTONWORKS, but the numbers are almost identical. >> Umm-hmm, yeah. >> Really close. >> Yeah, I think it's indicative of the opportunity that they're now coming out and there's rumors of other companies coming out. And I think it's just gives that visibility. We welcome it, absolutely-- >> Yeah. >> To show because we're very proud of our performance and now are growth. And I think that's something that we stand behind and stand on top of. And we want to see others come out and show what they got. >> Let's talk about events, if we can? >> Yeah. >> We were there at the first Hadoop Summit in San Jose. Thrilled to be-- >> John Kreisa: In a few years. >> In Dublin last year. >> Yeah. >> So what's the event strategy? I love going into the local flavor. >> Umm-hmm. >> Last year we had the Irish singers. This year we had a great (laughing) locaL band. >> John Kreisa: (laughing) Yeah, yeah, yeah. >> So I don't know if you've announced where next year's going to be? Maybe you can share with us some of the roll-out strategies? >> Yeah, so first of all, DataWorks Summit is a great event as you guys know, And you guys are long participants, so it's a great partnership. We've moving them international, of course, we did a couple... We are already international, but moving a couple to Asia last year so-- >> Right. >> Those were a tremendous success, we actually exceeded our targets, in terms of how many people we thought would go. >> Dave: Where did you do those? >> We were in Melburn in Tokyo. >> Dave: That's right, yeah. >> Yeah, so in both places great community, kind of rushed to the event and kind of understanding, really showed that there is truly a global kind of data community around Hadoop and other related technologies. So from here as you guys know because you're going to be there, we're thinking about San Jose and really wanting to make sure that's a great event. It's already stacking up to be tremendous, call for papers is all done. And all that's announced so, even the sessions we're really starting build for that, We'll be later this year. We'll be in Sydney, so we're going to have to take DataWorks into Sydney, Australia, in September. So throughout the rest of this year, there's going to be continued building momentum and just really global participation in this community, which is great. >> Yeah. >> Yeah. >> Yeah, it's fantastic. >> Yeah, Sydney should be great. >> Yeah. >> Looking forward to it. We're going to expand theCUBE down under. Dave and I are are excited-- >> Dave: Yeah, let's talk about that. >> We got a lot of interest (laughing). >> Alright. >> John, great to have you-- >> Come on down. >> On theCUBE again. Great to see you. Congratulations, I'm going to see you up on stage. >> Thank you. >> Doing the emcee. Great show, a lot of great presenters and great customer testimonials. And as always the sessions are packed. And good learning, great community. >> Yeah. >> Congratulations on your ecosystem. This is theCUBE broadcasting live from Munich, Germany for DataWorks 2017, presented by HORTONWORKS and Yahoo. I'm John Furrier with Dave Vellante. Stay with us, great interviews on day two still up. Stay with us. (electronic music)

>> Man: Let me check. >> Announcer: Live from Las Vegas, it's The Cube. Covering InterConnect 20 17. Brought to you by IBM. >> Okay, welcome back everyone. Day two, we are here live in Las Vegas for IBM InterConnect. This is Silicon Angle's The Cube coverage of IBM's cloud event. The CEO, Ginni Rometty, was just on stage. We're kickin' off wall to wall coverage for three days. I'm John Furrier, my co-host, Dave Vellante, here for all three days. >> And, our next guest is Andy Lin, who's the VP of (mumbles) Mark Three Systems. A, 20 plus year IBM platinum partner. Doin' some real cutting edge work with cognitive as Ginny Rometty said cognitive to the core, is IBM's core strategy. Data first, enterprise strong is kind of the buzz words. Andy, welcome to The Cube. Appreciate you comin' on. >> Thanks for havin' me. >> So, obviously, enterprise strong, you know, it's, it's a kind of whole nother, you know, conversation that we can go deep on, but data first and cognitive to the core is really kind of the things that you guys are really getting into. All kinds of data types. Automating it and making it almost frictionless to move insights out. So, take a minute to explain what Mark Three's doing and what your role is with the company. >> Sure. Absolutely. So, I'm Vice President of strategy in Mark Three, so I work sort of across all our initiatives, especially areas that are emerging. Just a little bit about Mark Three, just historically for background purposes. So, we're a 22 year IBM platinum partner, as you pointed out. We actually started in the mid 90's, actually doing IT infrastructure around the IBM stack at that time. So, we sort of been with IBM over the last 20 years since the beginning. We've sort of grown up throughout the stack as IBM's evolved over the last two decades. About two and a half years ago, we started a digital development unit, called BlueChasm. And what BlueChasm does, is it basically builds open digital and cognitive platforms on the IBM cloud that are around a lot of services you pointed out. And, we basically designed it based on use cases that the ecosystem and our clients talk about. And, to give you a couple examples, one of the, one of the big ones that we're seeing a lot of interest around is called video recon. Video recon is a video analytics platform that's API enabled and open at it's core. So, regardless of where the video comes from, if it's a content management system, if it's a camera, we're able to basically take in that video, basically watch and listen to the video using Watson and some elements of our own intellectual property. And, then basically return insights based on what it sees and hears along with time stamps, back to the user to actually take action. >> Yeah. I love the name BlueChasm. It brings up, you know, Jeffrey Moore's Crossing the Chasm. Blue, IBM, big blue, so you know, it's a nice clever play. The BlueChasm opportunity. So, in your mind, for people watching, squint through some of the trends and extract out where you see these opportunities. Because if you're talkin' about new opportunities are emerging because of cloud horsepower and compute and storage and all the greatness of cloud, and you got real time analytics kind of really hittin' the main stream. That's going to, that's highlighted by internet of things is you can't go anywhere these days without hearing about autonomous vehicles, industrial (mumbles) things, AI, Mark Benioff was sayin', you know, we've seen the movies like Terminator and we've all dreamed about AI, so we can kind of get excited about the prospects. But, the chasm you're talkin' about, this is where these things that were ungettable before, unreachable new things, what are some of those things that you guys are doin' in that chasm? >> Yeah, so I think some of the things that we're doing are basically enabling, like I'll use video recon as an example, right, we're enabling a class to be able to get new insights using basically computer vision, but in an open and accessible way, that they've never had been able to do before. Vision itself, I don't think is new or revolutionary. You know, a lot of folks are doing it, self driving cars, etcetera. >> John: Yeah. >> But, I think what is new is being able to make it open and easily accessible to the normal enterprise, the normal service provider. Up to now, it's been, you know you've had, really had to have your own team of, you know, really, really deep AI develops or PHD's to be able to produce it for your own platform. What we're trying to do is basically demarketize that. >> John: Yeah. >> So, to give you an example, some use cases that we're, we're sort of working on today, the ability to do things like read meters and gages, as an example, with a camera. That way you can avoid a situation where somebody has to walk around all the time, you know, look at different things that could be dangerous. That there could be issues actually looking at what you see from a metering perspective. Or to be able to, for instance, for in the media entertainment industry or the video production industry, be able to do things like identify shot types, be able to more quickly allow our enterprise users in that particular space to be able to create video content quickly. And, the underlying theme with all this, I think it's really about speed to market. And, how quickly can you iterate and please whatever your customers in that particular space that you're in. >> So with the video recon, so your, your videos are searchable, essentially. >> (Andy) Correct. >> So, so what do you do? Use Watson, natural language processing to sort of translate them? Now (mumbles), of course, you know, NLP is maybe I don't know 75, 80 percent accurate, how do you close that gap? >> Yeah, so video recon does both visual and audio. So, the audio portion you are correct. There is some degree of trade off in accuracy relative to what I think the average human can do today. Assuming the human is focused and able to really tag these videos accurately. So, we are able to train it based on things like proper words and things that are enterprise focused. Because I know there, there are a lot of different ways that I think you can maybe attack this today from a video analytics perspective, where we're focused primarily just on the enterprise, solving business problems with, with video analytics. So, you know, taking advantage of if Watson improves, cause we do use (mumbles) tech at it's core from, on the audio perspective. Applying some of our own techniques to basically improve the accuracy of certain words that matter most to the enterprise. One of the things we've noticed is it's an entirely collaborative relationship with our, with our, with our enterprise clients but really partners. Because what works well for one, may not work well for another. One thing about cognitive is it really depends on the end user as to if this is a good idea or not. Or if this will work for their use case, just based on error, as you pointed out. >> So, to your point, you're identifying enterprise use cases and then tuning the system. Building solutions, essentially, for those use cases. >> Andy: Absolutely. >> Now, you said 22 year IBM platinum partner, so you obviously started well before this so-called digital transformation. >> Andy: Yes. >> You see digital transformation as, you know, revolutionary, or is it more of an evolution of your business? >> I'd definitely say it's an evolution. I think, you know, a lot of the industry buzz words out there are all around, you know, transformation or transition, but for us it's been completely additive. You know, at the end of the day we're just doing what our clients want, you know. And, we're still continuing the core part of our business around modernizing and optimizing IT infrastructure, tech sacks in the data center, also infrastructure service in the cloud. Also, up through the middle where it's still really as strong as ever. I mean, in fact that business has actually been very much reinforced by some of these capabilities that we brought in on the digital development side. Because, at the end of the day, you know, clients may have a digital unit and they may have, you know, IT, but they're really viewed sort of all in the same. A lot of people try to put 'em in two different buckets bimodal or whatever you want to use. But, you know, inevitably, you know, clients just see a business problem they want to address. >> Yep. >> And, they're saying how can I address it the fastest and the most effectively as relative to what their stakeholders want. And, we just realized early on that we had to have that development capability, be able to build platforms, but also guide out clients. If they don't want one of our platforms, if they don't want video recon or cognitive call center platform, that's perfectly fine. We're more than happy to guide them on how to build something similar for their developers with our developers relative to their tech stack, you know, hopefully on the IBM cloud. >> Andy, one of the things you were pointing out that I think is worth highlighting is the digital transformation buzz word, which has been around for a few years now, really is in main stream right now. >> Andy: Yes. >> People are really working hard to figure this out. We're seeing the disruption on the business model side. You mentioned speed and time to market, that's agility. That's not just a technical development term anymore. It's actually business model. It's business related. >> Andy: Yes. >> But there's two axes of things going on. There's the under the hood, heavy lifting stuff that goes on around getting stuff digitally to work. That's IT, security, and you know, Ginni Rometty talks about a lot of that on stage. That's being enterprise grade or enterprise strong. The other one is this digitization of the real world, right? So, that's creative. That requires insights. That requires kind of a different, it's actually probably maybe more fun for some people, but I mean it depends on who your profile is, but you have kind of two spectrums. Cool and relevant and exciting and intoxicating, creative, user experience driven. You mentioned reading meters. >> Andy: Yeah. >> That's the analog world. >> Andy: Yes. >> That's actually space. That's the world. That's like, you got the sky you got the meter. >> Andy: Yeah. >> You got physical impressions. This is the digitization of our world. What's your perspective? How do you talk to customers when they say, "Hey I want to digitize my business." >> Andy: Mm hmm. >> How does it go? What do you say? I mean, do you break it down into those axes? Do you go, did they see it that way? Can you share some color on this digital transformation of digitizing business? >> Yeah, so I mean it really depends on, I think, it normally it has to do with interacting with some other stakeholders in a certain way, you know. I think from our perspective it really is about, you know, how they want to interface. And, most of the time you pointed out speed. Speed I think is the number one reason why people are doing the digital transformation. It's not really about cost or these other factors. It's how quickly can I adjust my business model so I can win in the market place? And, you know, I think I pointed this earlier, but like, you know IOT is huge now. It covers what I call three out of the five senses in my mind. It covers basically touch, smell and taste in many ways. And, for us, I think we're basically trying to help them even get beyond IOT with video. Video really covers, you know, sight and hearing as well. It covers all the five senses. And, then you take that and figure out how do I digitize that experience and be able to allow you to interact with your stakeholders. Whether it be your customers, your suppliers or your partners out in the market place. And, then based on that we'll take these building blocks on how we, you know, extend the experience, and work with them on their specific use case. >> So, you got to ingest the data, which is the, you know, the images or data coming in. >> Correct. >> Then you got to prep it available for insights. >> Correct. >> And, produce them in, like really fast. >> Andy: Yep. >> That's hard. >> Andy: It is, yeah. >> It's not trivial. >> No it is not, it's not a trivial problem. Yeah, absolutely. And, I think, you know, there's a lot of opportunity here in the space over the next I think two to two to five years. But you're absolutely right. >> John: Yeah. >> I mean it is, it is a challenging. >> And, I want to get your thoughts too, and if you can share your reaction to some of the trends around machine learning, for instance. It's really kind of fueling this democratization. >> Andy: Yeah. >> You mention in the old days it was really hard, there was kind of a black art to, to machine learning or unique special, specialties. And, even data science that's at one level was really, really hard. Now you have common people doing things with visualization. What's the same with machine learning? I mean, you got more data sets coming in. Do you see that trend relevant to what you guys are working on in BlueChasm? >> Absolutely. I think at the core of it, and this wasn't our plan initially three years ago, we didn't realize that this was happen, but every single one of the platforms or prototypes or apps we've built, they all incorporate some degree of machine learning, deep learning within it's core. And, this is primarily just driven by I think what, to give a client a unique platform or a unique service on the market. Because, much of the base digitization, I mean Ginny likes to talk a lot about, you know, the key to being, differentiating yourself from digital world is being cognitive. And, we've seen this really play out in practice. And, I think what's changed, as you pointed out is, that it's easily accessible now to sort of the common man, as I put it. In years past, you really had to have people that are highly specialized. You build your own product. But now through open source- >> There's building blocks out there. >> Absolutely. >> You can just take an open source library and say hey, and then tweak the machine learning. >> Absolutely. And, the ramp up time has come down, you know, dramatically, even for our developers. Just watching them work. I mean, the prototype to video recon was built over the course of a weekend by one of our developers. He just came in one Monday and said, you know, is this, is this interesting? >> He's fired. >> Exactly. And, we were like, yes I think this is interesting. >> Well this is the whole inspiration thing that I talk about, the creativity. This is the two axes, right? >> You try to do that in the old days, I got to get a server provision. >> Andy: Yeah. >> I'm done. >> Andy: Right. >> You know, I'm going to go have a a beer. Whatever. I mean, there's almost an abandonment going on. We talked to Indiegogo yesterday about how they're funding companies. >> Andy: Yeah. >> You have this new creative action. >> Andy: Mm hmm. >> So you guys are seeing that. Any other examples you can share in terms of color around this kind of innovation? >> Yeah, so we, at BlueChasm we try to let our developers sort of have free reign over what they like to create. So video recon was spawned literally by a, on a side project, you know as with a lot of companies. It was, you know, a platform that sort of evolved into a commercial product, almost by accident, right? And, we've had others that have been anchored by like what clients had done, but like around the cognitive call center, which basically takes phone calls that are recorded and then basically transcribes and makes them easily searchable for audit reasons, training reasons, etcetera. Same kind of idea. We built things around like cognitive drones. A lot of folks are trying to do things with drones. Drones themselves aren't really not novel anymore, but being able to utilize them to collect data in unique ways, I think that industry is definitely evolving. We've built other things like, what I call the minority report board, after the scene in the movie where the board sort of looks at you and then based on what it sees of you, of different data points, it shows you an ad or shows you a piece of visual content to allow you to interact. >> John: Yeah. >> I mean, these are, these are examples. You know, we have others. But, you know we've just seen like in this organization if we allow creativity to sort of reign, you know, have free reign. We're able to sort of bring it back in along with some of the strengths of core Mark Three about being (mumbles). >> I mean the cognitive is really interesting. It's a programmatic approach to life. And, if you think about it, it's like if you have this collective intelligence with the data, you could offer an augmented reality experience- >> Andy: Yes. >> To anybody now, based upon what you're doin'. >> Absolutely. So I mean, I think that the toughest part I think right now is figuring out which of the opportunities to pursue. Because, there are so many out there and everyone has some interest in some degree, you know. You have to figure out how to prioritize about, you know, which, which of the ones you want to address first. >> John: Yeah. >> And, in what order. Because, what we've noticed is that a lot of these are building blocks that lead to other greater and greater platform concepts, and part of the challenge is figuring out what order you want to actually build these into. And, through you know, microservices through retainerization all these, you know, awesome evolutions as far as like with cloud and infrastructure technology, you're really able to piece together these pieces to build amazing (mumbles) quickly. >> The cloud native stuff is booming right now. >> Yeah. >> It's really fun to watch. Microservices, (mumbles), this orchestration, composability is just kickin' ass. >> Absolutely. >> And, all your clients are basically becoming software companies. They're takin' your services and building out their own sas capabilities. >> Andy: Right. >> Right? >> Without a doubt. I mean, you know the cloud (mumbles), container revolution's been significant for us. I mean we, we added the audio component to video recon based on some of the work we've been doing on the call center side. It was almost by accident. And, we were able to really put them together in a day because we were able to basically easily compose the overall platform at that time, or the prototype of the platform at that time just by linking together those services. So, we see this as a pattern moving forward. >> Andy, thanks for coming on The Cube. Really appreciate it. In the quick 30 seconds, what are you doin' here at the show? What are you guys talkin' about? What's some of the activity? Coolest thing you're seeing? Share some insight, what's going on here in Las Vegas. Share some perspective. >> Yeah, absolutely. So, we have a booth here in Vegas. We're demoing some of the platforms we talked about: video recon, cognitive call center. We're at booth six 87, which is toward the center back of the expo center. We have four break outs that we'll be doing as well. Talking about some of these concepts, as well as some of our projects that involve, you know, modernization of the data center as well. So, the true what I call IBM full stack. >> And, for the folks that aren't here watching, is there, the website address? Where can they go to get more information? >> Yeah, absolutely. You can go to Mark Three sys. M A R K triple I S Y S dot com, which is our website. If you want to learn a little bit more about video recon you can go to video recon dot I O. We have a very simple demo page, but you know, if you're interested in learning more or you want to explore if we can accommodate your specific use case, please feel free to reach out to me. Also, Mark Three systems, M A R K triple I systems at Twitter as well, and I can get back to you. >> Well, you know we're going to follow up with you. Going to get all of our Cube videos into the cognitive era. You'll be seeing us, pinging you online for that. >> Yeah. >> Love the video recon, just great. BlueChasm, great, great initiative. Congratulations on that. >> Thank you. >> Thanks for comin' on. Its The Cube live here in Las Vegas. Day two of coverage, wall to wall. I'm John Furrier with Dave Vellante. Stay with us. More great interviews after this short break.

>>covering EMC world 2016 brought to you by EMC. Now here are your hopes, Stu Milliman and Brian Gracely. >>Welcome to the cube SiliconANGLE media's flagship program. We go out to all the enterprise tech shows, help extract the signal from the noise. This is EMC roll 2016. It's actually our seventh year at the show. Personally for me, it's my 14th year coming to the show, so lots of familiar faces. Happy to bring on as our first guest here on this set. Brian Gracely and I are welcoming a first time member of the cube and a new person to EMC, Josh Bernstein, who is the VP of technical strategy with the MC. Welcome to the cube. Thank you. Alright, you will be joining an illustrious audience of thousands of people site called cube alumni. Everyone from Michael Dell who happens to be being interviewed right now, John Cleese, Satya Nadella, and yourself. I know from Apple, uh, about a year ago EMC. Give our audience a little bit of a understanding of your background, uh, you know, and what would bring you to leave Apple to join, you know, EMC storage. >>That's a great question. Um, you know, I had the pleasure of working with some really talented people at Apple. Um, we basically designed and built the Siri infrastructure from the ground up from day one, um, up until about the time I left about a year ago. And, um, I wanted a different challenge. I wanted to do something different. You know, at some point, you know, it's year four and they're like, how many servers do you need to add? And you're like another 5,000 boxes here, 5,000 boxes. They're like, it was sort of rinse and repeat, but we went on an amazing journey. We ran the world's largest VMware environment, um, and then ran what I still think is the world's largest mesas containerized environment. And the one problem, you know, the engineering me, the one problem that kind of stuck with us was that, um, at that time we couldn't figure out a good way to run persistent applications in our containerized environments. And we kind of punted and kind of worked around the issue. But as an engineer, I wanted to go solve that problem. Um, Brian and his team had created amazing work with EMC code previously and it was just, uh, I was really passionate about solving that problem technically, and that that's the biggest reason I came was to do something different and to solve a problem that, that bothered me. >>Yeah. So, uh, yeah, by my cohost here, Brian Gracely, right. Was a year ago during the EMC code team. I actually had some history. I was the like product manager for Linux back at EMC back in 2000. So I know for a fact how many people knew open source over my time there and what's there. So talk a little bit about the kind of the trend of open source and what's that >>mean to EMC? Yeah, I mean I think that that open source is always something that's been near and dear to my heart. Um, I think really what it comes down to, technically customers talk or people talk all the time as a cheaper, is it better code qualities of all these sort of very qualitative kind of kind of ideas for me, I think it's about integration, right? Open source allows me to take, um, to take software, consume software in a way that makes it easier to integrate with the rest of my environment. And as we move towards cloud native applications, as we move towards microservices starting adopting 12 factor applications, the ease of integration, really what I think people care about in the end. And so that's why, that's why open source is important. And I think that if you look at our customer base, um, they want a solution that that has real value. >>And so they're not necessarily just concerned about the fastest this or the largest this. They want to see how it fits into their environment. And the work that we do in the community around EMC code really solves that last mile, if you want to think about it that way. So I'm thrilled to be a part of it. Yeah. So I mean, you've been around EMC now for a year. A lot of enterprise customers you get to get access to. We can. One of the things I, you know, we've talked about it throughout the keynote today and yet one of the things was when you were at Siri, Siri is essentially it's a product facing, it's not so much an it function, it's a business facing. How much business facing conversations are you getting to have now as EMC evolves, as Dell evolves, people want to know like, how do I do that digital business thing as opposed to just, you know, it more efficient. >>Yeah. I think I have that conversation probably nine times out of 10 actually. Um, every CIO or every executive I speak to has a customer facing application or, or some sort of customer facing support. Yeah. So I have that conversation constantly. Um, and what Siri did was just, it was just another business application. You know, for an airline, it's a reservation system for a, a, a, a bank. It's their, their app, their mobile app, right. Siri was just, just another app in the end. And so that's the conversation I find myself having all the time. Right. One of the things that your team's heavily involved with. You said persistence with containers, persistence. What does that mean? You know, for somebody who's not living that everyday, give us there, give us the, you know, one-on-one version of what that means and why it's important for this new world. >>Yeah, I mean, I think that, um, you know, in the early years with virtual machines, we, we, uh, this idea that applications could be stateful or can store data inside the virtual machine and when the, when the virtual machine needed to be moved or spun up or, or operated on, um, the storage or the data of the application kind of came with it. Containers are much more lighter weight, so you get a lot more agility out of things. They're a lot simpler, but unfortunately that a femoral nature, that idea that they, they don't persist or they don't kind of store state with them makes migrating applications to containers relatively difficult. So I felt like if we could solve that, that, that issue technically, um, if we could solve it operationally, uh, then we could really help customers move the ball forward into, into a third platform and into these container worlds. >>Cause I don't think it's realistic to expect people to rewrite their applications all the time. Right. Um, and some applications are never going to be rewritten. Customers run Oracle customers run my SQL Postgres, these databases, why can't we run them in containers? And that's really what we're enabling with this. Yeah. Stu and I were sitting in the analyst briefing this morning. Jeremy Burton was talking about, uh, either OpenStack or some open source technology and was throwing around words, open source words as if, you know, he was at any meetup. Right. So talk about just over the last year, how much has open source changed within EMC? How comfortable do you think they feel, you know, when the executive team and out in the field? Well, first of all, Jeremy is the biggest supporter. I mean, I think that, um, he, he's passionate about this. I think he understands the, the, the value that it's bringing to his business. >>From a, from a community standpoint, we've contributed over 350,000 lines of code. We have 48 active projects and we have 1100 community followers in our Slack channel right now. Um, so I think that the traction that we've gotten and the interest has been tremendous. Uh, we've also provided a, a, a facility for other people inside of EMC that have side projects to open source those projects through EMC code, um, through the dev high five program. And it's been, uh, the, the amount of support is just continuing to grow. It's been fantastic. That's great to hear. That's great to hear. What, what, you know, as, as you're here sort of last year you got announced on stage as new guy, you've been here for a year, you've got a lot going on. What's, what are some of the highlights for you that you're looking for this week and you want people to go, you know, watch the next couple of days? >>Yeah, that's great. I think it's, um, I mean, hopefully you'll watch my, uh, my keynote on Wednesday. Um, but I think from a technical standpoint, I have a good reception on Wednesday at 3:00 PM Pacific. Hopefully you all will stream it. Um, and we're really talking about how open source to change the data center and how I'm running persistent applications or, or, um, stored state applications and containers, uh, matters and why it matters. And I had my friend Toby from ASIS fare on stage with me then and we're actually going to do a demo in front of everybody in real time. Wow. Um, so I'm very excited about that. So Josh, you know, a lot of the people that come to EMC world, they're infrastructure people. Yeah. Right. Can you help, you know, what's that journey from infrastructure to infrastructure as code? You know, I think infrastructure is, code is sort of a subset of, of dev ops, right? >>And if you kind of have to organize a little bit, dev ops is really this adaptation of a, uh, a operational model and it operational model where traditionally we have these silos of compute, network and storage that manage and maintain that environment. And when you adopt dev ops, it's all about tearing down those walls. And one of the ways by which you do that is through adopting infrastructure as code. Um, and it's this idea that I can declare my given state of infrastructure and software and therefore I can apply software development principles to my infrastructure and operate much more efficiently that way. And so that, that's, that's why I infrastructure and code is very important stuff like this. All right. So when we hear announcements about, you know, unity and converged infrastructure, how much was the work that you've been working on, you know, make its way into stuff that looks more like traditional storage filled products? >>I think that's great. I mean, I, I, that's a great question. If you look at the unity platform, you'll have some interesting surprises over the way that that platform is put together and assembled. Um, but also that we still realize that there's plenty of people that want to leverage unity with containers or leverage some of our other more traditional storage lines with containers. And a lot of the work we're doing around Rex Ray is really, uh, any other EMC code products is really focused on that. And it's about delivering a solution end to end and not just dropping a product off and helping people plug it in. But open source is always a little unusual for anybody who's used to commercial software. You can kind of track it, you can eventually figure out customers. If you guys see an examples where you, you know, a company, a customer, a partner is gone. >>I'm using your software, I'm collaborating with you and we're now starting to move it, you know, like how do you, how do you connect the software you're building to what's going on in the marketplace? Yeah, that's a great question. We have a lot of customers now that are picking up our projects saying, Hey, we love this. We're really looking forward to it. Um, how do we maintain support for it? We like to pay for a support contract and things like that. And um, and we're happy to have those, those conversations. Some of the largest EMC customers are actually going down that right. Right now they realize that, um, the open source is key to integration and if it delivers real value, then customers are actually volunteering, wanting to pay for that value and looking for that commercial support. So I think that's the biggest yard stick, if you can look at what's happened in the last year is customers are coming back to us now and saying, Hey, this, this one project I use every day. >>Um, it's really critical to our business. Can you officially support it with, you know, the world class support that EMC has delivered for so many years. Wow. And so that, that's really exciting and that that's really validated. And when you talk to those customers, a lot of them, you know, we, we see in talking to them, they're trying to figure out open source, right? Right. Capital one bank or nationwide or something. How do you help them take the learnings that you've had in the, in the EMC code team for them, for whether it's open source, licensing, contributing, how do you help them? A little bit. Yeah. A lot of the questions I get from those customers are, you know, what is it that I opened source? Um, and, and how do I do it? And, you know, why do I do it? I mean, I think that you open source something because you feel like you're Bennett, you can benefit other people and you can take benefit from those other people's interests. >>I think that's why you do something. You also do it because you want to make something consumable, easily consumable for somebody how to do it is a little harder. A lot of these organizations don't have that. Um, we have a phenomenal program with EMC code that helps our customers and internally ADMC do it. We've extended that to our customers now. Um, and, and, and so I think that that's why people are interested, you know, we're really helping helping people kind of go through this journey. Yeah. And I'll, I'll, I'll give a plug for folks that go back to the Wiki bond research side of things. Uh, we just did a big thing with North Ridge ventures. The, uh, the future of open source survey. Lots of really good survey data that's in their lines a lot to what you're talking about really, you know, where a customer's putting open source into production, what are they thinking about, right? >>But also, you know, what are the business models? So we're seeing people say, can I take open source and, and build a SAS application? Should I go build, uh, an IOT device and so forth. What are you, what are you guys excited about the second half of the year? What do you, how do you think about roadmaps or the types of projects you should guys should try and work on? Hi, I'm very excited about our roadmap for the rest of the year. I think that, um, you'll see, uh, you'll see us integrate a little bit more clearly with the leading a containerized environments. Um, a lot of, one of the other biggest problems that I think customers have is, you know, bare metal provisioning on infrastructure. A lot of our customers, despite wanting to move to the cloud, have requirements around on-prem, there'll be a tremendous amount of work on that. Um, so I'm very excited about about sort of making storage and making a container is sort of more palatable and more consumable for our larger customers. Yeah. So that's great. Josh, one of the things we've been seeing is the line between the vendor and the customers has been blurring. Yeah. You know, when we could go to some of the open source shows, you know, that seems like, you know, GE >>and Nike and everything else, not only using but you know, contributing, presenting. Do you have any examples you can show, you know, you mentioned your partner, your partner mezzos is going to be doing, so, uh, uh, you know, any other kind of the big end users that are kind of buying in. >>Yeah. You'll see some of those on stage with us on Wednesday. Yeah. Um, I'm, I think that kind of validation is amazing. When you can work so closely with customers, um, and they will voluntarily stand up on stage with you and sort of validate the work that you've done. Um, I think that'll be, you know, that that's incredibly rewarding. And you'll see those guys come up on Wednesday. Yeah. >>So, so one of the hardest parts about that is of course finding the people. And that's one of the reasons they participate. How's the, you know, the job search go for people. I mean it kind of the talent acquisition. How do you find the people, how do you train them >>for open source people? For open source people? I mean, I think that's the interesting thing. Um, the community is a small place. We joke in the Bay area, right? The bear is a small place and you, you know, somebody in, you know, somebody else and this other person. And so, um, at least for my team, the way we've stopped up is who, who do, you know? Um, and the interesting thing about it is we're less interested in what's on their resume and sort of more interested in what's in their GitHub account or what they've done with the community or what, what their interest is. Um, and that's a really great way to validate, you know, key contributors and key engineers is, is what have you done lately. It helps the new LinkedIn for developers, new LinkedIn. But you know, you want to see what people have done and whether or not they're passionate, right? It's very easy to throw a bunch of projects up there and look like you have a nice resume. Um, but you want to select people that have a passion and, and that's really what's been important to us and that's why our team has grown so well over those past year. >>Just want to give you the final word. People want to, you know, not only find but contribute. Where do they >>yeah, check us out on EMC code.com. Um, if you're at the show, come see us in booth 10 44. We have some really interesting demos there and I'm, I'm excited. I'm very excited to be here. >>All right, Josh Bernstein, congratulations on all you've done over the last year. Looking forward to your keynote on Wednesday and all the sessions that they're, that will be there. We've got three days of live full coverage, two sets. Uh, Dave Volante, John furrier, Brian Gracely, myself. We've got a new host, John Walls here. Jeff Frick's also here. So, you know, cast a thousands helping to bring the cube experience to EMC rolled 2016 stay tuned. We've got lots more coverage. Come in and you're watching the queue. >>Yeah.