>>Welcome back here on the Cube. I'm John Walls. We are in Las Vegas at the Venetian, and this is Reinvent 22 in the Executive Summit sponsored by Accenture. Glad to have you with us here as we continue our conversations. I'm joined by Paul Puckett, who's the former director of the Enterprise Cloud Management Services at the US Army. Paul, good to see you sir. Hey, you as well, John. Thank you. And Justin, she who is managing director and cloud go to market lead at Accenture Federal Services. Justin, good morning to you. Good morning, John. Yeah, glad to have you both here on the cube. First time too, I believe, right? Yes sir. Well, welcome. I wish we had some kind of baptism or indoctrination, but I'll see what I can come up with in the next 10 minutes for you. Let's talk about the Army, Paul. So enterprise cloud management, US Army. You know, I can't imagine the scale we're talking about here. I can't imagine the solutions we're talking about. I can't imagine the users we're talking about. Just for our folks at home, paint the picture a little bit of what kind of landscape it is that you have to cover with that kind of title. >>Sure. The United States Army, about 1.4 million people. Obviously a global organization responsible for protecting and defending the United States as part of our sister services in the Department of Defense. And scale often comes up a lot, right? And we talk about any capability to your solution for the United States Army scale is the, the number one thing, but oftentimes people overlook quality first. And actually when you think of the partnership between the Army and Accenture Federal, we thought a lot when it came to establishing the enterprise Cloud management agency that we wanted to deliver quality first when it came to adopting cloud computing and then scale that quality and not so much be afraid of the, the scale of the army and the size that forces us to make bad decisions. Cuz we wanted to make sure that we proved that there was opportunity and value in the cloud first, and then we wanted to truly scale that. And so no doubt, an immense challenge. The organization's been around for now three years, but I think that we've established irreversible momentum when it comes to modernization, leveraging cloud computing >>For the army. So let's back up. You kind of threw it in there, the ecma. So this agency was, was your a collaboration, right? To create from the ground up and it's in three years in existence. So let's just talk about that. What went into that thinking? What went into the planning and then how did you actually get it up and run into the extent that it is today? >>Sure. Well, it was once the enterprise cloud management office. It was a directorate within the, the CIO G six of the United States Army. So at the headquarters, the army, the chief information Officer, and the G six, which is essentially the military arm for all IT capability were once a joint's organization and the ECMO was created to catalyze the adoption of cloud computing. The army had actually been on a, a cloud adoption journey for many years, but there wasn't a lot of value that was actually derived. And so they created the ecma, well, the ECMO at the time brought me in as the director. And so we were responsible for establishing the new strategy for the adoption of cloud. One of the components of that strategy was essentially we needed an opportunity to be able to buy cloud services at scale. And this was part of our buy secure and build model that we had in place. And so part of the buy piece, we put an acquisition strategy together around how we wanted to buy cloud at scale. We called it the cloud account management optimization. OTA >>Just rolls right off the >>Tongue, it just rolls right off the tongue. And for those that love acronyms, camo, >>Which I liked it when I was say cama, I loved that. That was, that was, >>You always have to have like a tundra, a little >>Piece of that. Very good. It was good. >>But at the time it was novetta, no, Nevada's been bought up by afs, but Novea won that agreement. And so we've had this partnership in place now for just about a year and a half for buying cloud computing net scale. >>So let's talk about, about what you deal with on, on the federal services side here, Justin, in terms of the army. So obviously governance, a major issue, compliance, a major issue, security, you know, paramount importance and all that STEM leads up to quality that Paul was talking about. So when you were looking at this and keeping all those factors in, in your mind, right? I mean, how many, like, oh my God, what kind of days did you have? Oh, well, because this was a handful. >>Well, it was, but you could see when we were responding to the acquisition that it was really, you know, forward thinking and forward leaning in terms of how they thought about cloud acquisition and cloud governance and cloud management. And it's really kind of a sleepy area like cloud account acquisition. Everyone's like, oh, it's easy to get in the cloud, you know, run your credit card on Amazon and you're in, in 30 seconds or less. That's really not the case inside the federal government, whether it's the army, the Air Force or whoever, right? Those, those are, they're real challenges in procuring and acquiring cloud. And so it was clear from, you know, Paul's office that they understood those challenges and we were excited to really meet them with them. >>And, and how, I guess from an institutional perspective, before this was right, I I assume very protective, very tight cloistered, right? You, you, in terms of being open to or, or a more open environment, there might have been some pushback was they're not. Right? So dealing with that, what did you find that to be the case? Well, so >>There's kind of a few pieces to unpacking that. There's a lot of fear in trepidation around something you don't understand, right? And so part of it is the teaching and training and the, and the capability and the opportunity in the cloud and the ability to be exceptionally secure when it comes to no doubt, the sensitivity of the information of the Department of Defense, but also from an action acquisition strategy perspective, more from a financial perspective, the DOD is accustomed to buying hardware. We make these big bets of these big things to, to live in today's centers. And so when we talk about consuming cloud as a utility, there's a lot of fear there as well, because they don't really understand how to kind of pay for something by the drink, if you will, because it incentivizes them to be more efficient with their utilization of resources. >>But when you look at the budgeting process of the d od, there really is not that much of incentive for efficiency. The p PPE process, the planning program, budgeting, execution, they care about execution, which is spending money and you can spend a lot of money in the cloud, right? But how are you actually utilizing that? And so what we wanted to do is create that feedback loop and so the utilization is actually fed into our financial systems that help us then estimate into the future. And that's the capability that we partnered with AFS on is establishing the closing of that feedback loop. So now we can actually optimize our utilization of the cloud. And that's actually driving better incentives in the PPE >>Process. You know, when you think about these keywords here, modernized, digitized, data driven, so on, so forth, I, I don't think a lot of people might connect that to the US government in general just because of, you know, it's a large intentionally slow moving bureaucratic machine, right? Is that fair to characterize it that way? It >>Is, but not in this case. Right? So what we done, >>You you totally juxtapose that. Yeah. >>Yeah. So what we've done is we've really enabled data driven decision making as it relates to cloud accounts and cloud governance. And so we have a, a tool called Cloud Tracker. We deployed for the army at a number of different classifications, and you get a full 360 view of all of your cloud utilization and cloud spend, you know, really up to date within 24 hours of it occurring, right? And there a lot of folks, you know, they didn't never went into the console, they never looked at what they were spending in cloud previously. And so now you just go to a simple web portal and see the entire entirety of the army cloud spend right there at your fingertips. So that really enables like better decision making in terms of like purchasing savings plans and reserved instances and other sorts of AWS specific tools to help you save money. >>So Paul, tell me about Cloud Tracker then. Yeah, I mean from the client side then, can you just say this dashboard lays it out for you right? In great detail about what kind of usage, what kind of efficiencies I assume Yeah. What's working, what's not? >>Absolutely. Well, and, and I think a few things to unpack that's really important here is listen, any cloud service provider has a concept. You can see what you're actually spending. But when it comes to money in the United States government, there are different colors of money. There's regulations when it comes to how money is identified for different capabilities or incentives. And you've gotta be very explicit in how you track and how you spend that money from an auditability perspective. Beyond that, there is a move when it comes to the technology business management, which is the actual labeling of what we actually spend money on for different services or labor or software. And what Cloud Tracker allows us to do is speak the language of the different colors of money. It allows us to also get very fine grain in the actual analysis of, from a TBM perspective, what we're spending on. >>But then also it has real time hooks into our financial systems for execution. And so what that really does for us is it allows us to complete the picture, not just be able to see our spend in the cloud, but also be able to able to see that spending context of all things in the P P P E process as well as the execution process that then really empowers the government to make better investments. And all we're seeing is either cost avoidance or cost savings simply because we're able to close that loop, like I said. Yep. And then we're able to redirect those funds, retag them, remove them through our actual financial office within the headquarters of the army, and be able to repurpose that to other modernization efforts that Congress is essentially asking us to invest >>In. Right. So you know how much money you have, basically. Exactly. Right. You know how much you've already spent, you know how you're spending it, and now you how much you have left, >>You can provide a reliable forecast for your spend. >>Right. You know, hey, we're, we're halfway through this quarter, we're halfway through the, the fiscal year, whatever the case might be. >>Exactly. And the focus on expenditures, you know, the government rates you on, you know, how much have you spent, right? So you have a clear total transparency into what you're going to spend through the rest of the fiscal. Sure. >>All right. Let's just talk about the relationship quickly then about going forward then in terms of federal services and then what on, on the, the US Army side. I mean, what now you've laid this great groundwork, right? You have a really solid foundation where now what next? >>We wanna be all things cloud to the army. I mean, we think there's tremendous opportunity to really aid the modernization efforts and governance across the holistic part of the army. So, you know, we just, we want to, we wanna do it all with the Army as much as we can. It's, it's, it's a fantastic >>Opportunity. Yeah. AFS is, is in a very kind of a strategic role. So as part of the ecma, we own the greater strategy and execution for adoption of cloud on behalf of the entire army. Now, when it comes to delivery of individual capabilities for mission here and there, that's all specific to system owners and different organizations. AFS plays a different role in this instance where they're able to more facilitate the greater strategy on the financial side of the house. And what we've done is we've proven the ability to adopt cloud as a utility rather than this fixed thing, kind of predict the future, spend a whole bunch of money and never use the resource. We're seeing the efficiency for the actual utilization of cloud as a utility. This actually came out as one of the previous NDAs. And so how we actually address nda, I believe it was 2018 in the adoption of cloud as a utility, really is now cornerstone of modernization across all of the do d and really feeds into the Jo Warfighting cloud capability, major acquisition on behalf of all of the D O D to establish buying cloud as just a common service for everyone. >>And so we've been fortunate to inform that team of some of our lessons learned, but when it comes to the partnership, we just see camo moving into production. We've been live for now a year and a half. And so there's another two and a half years of runway there. And then AFS also plays a strategic role at part of our cloud enablement division, which is essentially back to that teaching part, helping the Army understand the opportunity of cloud computing, align the architectures to actually leverage those resources and then deliver capabilities that save soldier's >>Lives. Well, you know, we've, we've always known that the Army does its best work on the ground, and you've done all this groundwork for the military, so I'm not surprised, right? It's, it's a winning formula. Thanks to both of you for being with us here in the executive summit. Great conversation. Awesome. Thanks for having us. A good deal. All right. Thank you. All right. You are watching the executive summit sponsored by Accenture here at Reinvent 22, and you're catching it all on the cube, the leader in high tech coverage.

>> We're back at the ARIA Las Vegas. We're covering CrowdStrike's Fal.Con 22. First one since 2019. Dave Vellante and Dave Nicholson on theCUBE. Adam Meyers is here, he is the Senior Vice President of Intelligence at CrowdStrike. Adam, thanks for coming to theCUBE. >> Thanks for having me. >> Interesting times, isn't it? You're very welcome. Senior Vice President of Intelligence, tell us what your role is. >> So I run all of our intelligence offerings. All of our analysts, we have a couple hundred analysts that work at CrowdStrike tracking threat actors. There's 185 threat actors that we track today. We're constantly adding more of them and it requires us to really have that visibility and understand how they operate so that we can inform our other products: our XDR, our Cloud Workload Protections and really integrate all of this around the threat actor. >> So it's that threat hunting capability that CrowdStrike has. That's what you're sort of... >> Well, so think of it this way. When we launched the company 11 years ago yesterday, what we wanted to do was to tell customers, to tell people that, well, you don't have a malware problem, you have an adversary problem. There are humans that are out there conducting these attacks, and if you know who they are what they're up to, how they operate then you're better positioned to defend against them. And so that's really at the core, what CrowdStrike started with and all of our products are powered by intelligence. All of our services are our OverWatch and our Falcon complete, all powered by intelligence because we want to know who the threat actors are and what they're doing so we can stop them. >> So for instance like you can stop known malware. A lot of companies can stop known malware, but you also can stop unknown malware. And I infer that the intelligence is part of that equation, is that right? >> Absolutely. That that's the outcome. That's the output of the intelligence but I could also tell you who these threat actors are, where they're operating out of, show you pictures of some of them, that's the threat intel. We are tracking down to the individual persona in many cases, these various threats whether they be Chinese nation state, Russian threat actors, Iran, North Korea, we track as I said, quite a few of these threats. And over time, we develop a really robust deep knowledge about who they are and how they operate. >> Okay. And we're going to get into some of that, the big four and cyber. But before we do, I want to ask you about the eCrime index stats, the ECX you guys call it a little side joke for all your nerds out there. Maybe you could explain that Adam >> Assembly humor. >> Yeah right, right. So, but, what is that index? You guys, how often do you publish it? What are you learning from that? >> Yeah, so it was modeled off of the Dow Jones industrial average. So if you look at the Dow Jones it's a composite index that was started in the late 1800s. And they took a couple of different companies that were the industrial component of the economy back then, right. Textiles and railroads and coal and steel and things like that. And they use that to approximate the overall health of the economy. So if you take these different stocks together, swizzle 'em together, and figure out some sort of number you could say, look, it's up. The economy's doing good. It's down, not doing so good. So after World War II, everybody was exuberant and positive about the end of the war. The DGI goes up, the oil crisis in the seventies goes down, COVID hits goes up, sorry, goes down. And then everybody realizes that they can use Amazon still and they can still get the things they need goes back up with the eCrime index. We took that approach to say what is the health of the underground economy? When you read about any of these ransomware attacks or data extortion attacks there are criminal groups that are working together in order to get things spammed out or to buy credentials and things like that. And so what the eCrime index does is it takes 24 different observables, right? The price of a ransom, the number of ransom attacks, the fluctuation in cryptocurrency, how much stolen material is being sold for on the underground. And we're constantly computing this number to understand is the eCrime ecosystem healthy? Is it thriving or is it under pressure? And that lets us understand what's going on in the world and kind of contextualize it. Give an example, Microsoft on patch Tuesday releases 56 vulnerabilities. 11 of them are critical. Well guess what? After hack Tuesday. So after patch Tuesday is hack Wednesday. And so all of those 11 vulnerabilities are exploitable. And now you have threat actors that have a whole new array of weapons that they can deploy and bring to bear against their victims after that patch Tuesday. So that's hack Wednesday. Conversely we'll get something like the colonial pipeline. Colonial pipeline attack May of 21, I think it was, comes out and all of the various underground forums where these ransomware operators are doing their business. They freak out because they don't want law enforcement. President Biden is talking about them and he's putting pressure on them. They don't want this ransomware component of what they're doing to bring law enforcement, bring heat on them. So they deplatform them. They kick 'em off. And when they do that, the ransomware stops being as much of a factor at that point in time. And the eCrime index goes down. So we can look at holidays, and right around Thanksgiving, which is coming up pretty soon, it's going to go up because there's so much online commerce with cyber Monday and such, right? You're going to see this increase in online activity; eCrime actors want to take advantage of that. When Christmas comes, they take vacation too; they're going to spend time with their families, so it goes back down and it stays down till around the end of the Russian Orthodox Christmas, which you can probably extrapolate why that is. And then it goes back up. So as it's fluctuating, it gives us the ability to really just start tracking what that economy looks like. >> Realtime indicator of that crypto. >> I mean, you talked about, talked about hack Wednesday, and before that you mentioned, you know, the big four, and I think you said 185 threat actors that you're tracking, is 180, is number 185 on that list? Somebody living in their basement in their mom's basement or are the resources necessary to get on that list? Such that it's like, no, no, no, no. this is very, very organized, large groups of people. Hollywood would have you believe that it's guy with a laptop, hack Wednesday, (Dave Nicholson mimics keyboard clacking noises) and everything done. >> Right. >> Are there individuals who are doing things like that or are these typically very well organized? >> That's a great question. And I think it's an important one to ask and it's both it tends to be more, the bigger groups. There are some one-off ones where it's one or two people. Sometimes they get big. Sometimes they get small. One of the big challenges. Have you heard of ransomware as a service? >> Of course. Oh my God. Any knucklehead can be a ransomwarist. >> Exactly. So we don't track those knuckleheads as much unless they get onto our radar somehow, they're conducting a lot of operations against our customers or something like that. But what we do track is that ransomware as a service platform because the affiliates, the people that are using it they come, they go and, you know, it could be they're only there for a period of time. Sometimes they move between different ransomware services, right? They'll use the one that's most useful for them that that week or that month, they're getting the best rate because it's rev sharing. They get a percentage that platform gets percentage of the ransom. So, you know, they negotiate a better deal. They might move to a different ransomware platform. So that's really hard to track. And it's also, you know, I think more important for us to understand the platform and the technology that is being used than the individual that's doing it. >> Yeah. Makes sense. Alright, let's talk about the big four. China, Iran, North Korea, and Russia. Tell us about, you know, how you monitor these folks. Are there different signatures for each? Can you actually tell, you know based on the hack who's behind it? >> So yeah, it starts off, you know motivation is a huge factor. China conducts espionage, they do it for diplomatic purposes. They do it for military and political purposes. And they do it for economic espionage. All of these things map to known policies that they put out, the Five Year Plan, the Made in China 2025, the Belt and Road Initiative, it's all part of their efforts to become a regional and ultimately a global hegemon. >> They're not stealing nickels and dimes. >> No they're stealing intellectual property. They're stealing trade secrets. They're stealing negotiation points. When there's, you know a high speed rail or something like that. And they use a set of tools and they have a set of behaviors and they have a set of infrastructure and a set of targets that as we look at all of these things together we can derive who they are by motivation and the longer we observe them, the more data we get, the more we can get that attribution. I could tell you that there's X number of Chinese threat groups that we track under Panda, right? And they're associated with the Ministry of State Security. There's a whole other set. That's too associated with the People's Liberation Army Strategic Support Force. So, I mean, these are big operations. They're intelligence agencies that are operating out of China. Iran has a different set of targets. They have a different set of motives. They go after North American and Israeli businesses right now that's kind of their main operation. And they're doing something called hack and lock and leak. With a lock and leak, what they're doing is they're deploying ransomware. They don't care about getting a ransom payment. They're just doing it to disrupt the target. And then they're leaking information that they steal during that operation that brings embarrassment. It brings compliance, regulatory, legal impact for that particular entity. So it's disruptive >> The chaos creators that's.. >> Well, you know I think they're trying to create a they're trying to really impact the legitimacy of some of these targets and the trust that their customers and their partners and people have in them. And that is psychological warfare in a certain way. And it, you know is really part of their broader initiative. Look at some of the other things that they've done they've hacked into like the missile defense system in Israel, and they've turned on the sirens, right? Those are all things that they're doing for a specific purpose, and that's not China, right? Like as you start to look at this stuff, you can start to really understand what they're up to. Russia very much been busy targeting NATO and NATO countries and Ukraine. Obviously the conflict that started in February has been a huge focus for these threat actors. And then as we look at North Korea, totally different. They're doing, there was a major crypto attack today. They're going after these crypto platforms, they're going after DeFi platforms. They're going after all of this stuff that most people don't even understand and they're stealing the crypto currency and they're using it for revenue generation. These nuclear weapons don't pay for themselves, their research and development don't pay for themselves. And so they're using that cyber operation to either steal money or steal intelligence. >> They need the cash. Yeah. >> Yeah. And they also do economic targeting because Kim Jong Un had said back in 2016 that they need to improve the lives of North Koreans. They have this national economic development strategy. And that means that they need, you know, I think only 30% of North Korea has access to reliable power. So having access to clean energy sources and renewable energy sources, that's important to keep the people happy and stop them from rising up against the regime. So that's the type of economic espionage that they're conducting. >> Well, those are the big four. If there were big five or six, I would presume US and some Western European countries would be on there. Do you track, I mean, where United States obviously has you know, people that are capable of this we're out doing our thing, and- >> So I think- >> That defense or offense, where do we sit in this matrix? >> Well, I think the big five would probably include eCrime. We also track India, Pakistan. We track actors out of Columbia, out of Turkey, out of Syria. So there's a whole, you know this problem is getting worse over time. It's proliferating. And I think COVID was also, you know a driver there because so many of these countries couldn't move human assets around because everything was getting locked down. As machine learning and artificial intelligence and all of this makes its way into the cameras at border and transfer points, it's hard to get a human asset through there. And so cyber is a very attractive, cheap and deniable form of espionage and gives them operational capabilities, not, you know and to your question about US and other kind of five I friendly type countries we have not seen them targeting our customers. So we focus on the threats that target our customers. >> Right. >> And so, you know, if we were to find them at a customer environment sure. But you know, when you look at some of the public reporting that's out there, the malware that's associated with them is focused on, you know, real bad people, and it's, it's physically like crypted to their hard drive. So unless you have sensor on, you know, an Iranian or some other laptop that might be target or something like that. >> Well, like Stuxnet did. >> Yeah. >> Right so. >> You won't see it. Right. See, so yeah. >> Well Symantec saw it but way back when right? Back in the day. >> Well, I mean, if you want to go down that route I think it actually came from a company in the region that was doing the IR and they were working with Symantec. >> Oh, okay. So, okay. So it was a local >> Yeah. I think Crisis, I think was the company that first identified it. And then they worked with Symantec. >> It Was, they found it, I guess, a logic controller. I forget what it was. >> It was a long time ago, so I might not have that completely right. >> But it was a seminal moment in the industry. >> Oh. And it was a seminal moment for Iran because you know, that I think caused them to get into cyber operations. Right. When they realized that something like that could happen that bolstered, you know there was a lot of underground hacking forums in Iran. And, you know, after Stuxnet, we started seeing that those hackers were dropping their hacker names and they were starting businesses. They were starting to try to go after government contracts. And they were starting to build training offensive programs, things like that because, you know they realized that this is an opportunity there. >> Yeah. We were talking earlier about this with Shawn and, you know, in the nuclear war, you know the Cold War days, you had the mutually assured destruction. It's not as black and white in the cyber world. Right. Cause as, as Robert Gates told me, you know a few years ago, we have a lot more to lose. So we have to be somewhat, as the United States, careful as to how much of an offensive posture we take. >> Well here's a secret. So I have a background on political science. So mutually assured destruction, I think is a deterrent strategy where you have two kind of two, two entities that like they will destroy each other if they so they're disinclined to go down that route. >> Right. >> With cyber I really don't like that mutually assured destruction >> That doesn't fit right. >> I think it's deterrents by denial. Right? So raising the cost, if they were to conduct a cyber operation, raising that cost that they don't want to do it, they don't want to incur the impact of that. Right. And think about this in terms of a lot of people are asking about would China invade Taiwan. And so as you look at the cost that that would have on the Chinese military, the POA, the POA Navy et cetera, you know, that's that deterrents by denial, trying to, trying to make the costs so high that they don't want to do it. And I think that's a better fit for cyber to try to figure out how can we raise the cost to the adversary if they operate against our customers against our enterprises and that they'll go someplace else and do something else. >> Well, that's a retaliatory strike, isn't it? I mean, is that what you're saying? >> No, definitely not. >> It's more of reducing their return on investment essentially. >> Yeah. >> And incenting them- disincening them to do X and sending them off somewhere else. >> Right. And threat actors, whether they be criminals or nation states, you know, Bruce Lee had this great quote that was "be like water", right? Like take the path of least resistance, like water will. Threat actors do that too. So, I mean, unless you're super high value target that they absolutely have to get into by any means necessary, then if you become too hard of a target, they're going to move on to somebody that's a little easier. >> Makes sense. Awesome. Really appreciate your, I could, we'd love to have you back. >> Anytime. >> Go deeper. Adam Myers. We're here at Fal.Con 22, Dave Vellante, Dave Nicholson. We'll be right back right after this short break. (bouncy music plays)

(upbeat music) >> Hi, everyone. Welcome to theCUBE's presentation of the AWS Startup Showcase. This is season two, episode four of our ongoing series, where we're talking with exciting partners in the AWS ecosystem. This topic on this episode is cybersecurity. Detect and protect against threats. I have two guests here with me today from Hunters. Please welcome Lital Asher-Dotan, the CMO. And Ofer Gayer, the VP of product management. Thank you both so much for joining us today. >> Thank you for having us, Lisa. >> Our pleasure. Lital, let's go ahead and start with you. Give the audience an overview of Hunters. What does it do, when was it founded, what's the vision? All that good stuff. >> So Hunters was founded in 2018. Two co-founders coming out of Unit 8200 in the Israeli Defense Force. The founders and our people in engineering and R&D are mostly coming from both offensive cybersecurity as well as defensive threat hunting, advanced operations, or being able to see and response to advance attack. And with the knowledge that they came with, they wanted to enable security teams in organizations, not just those that are coming from, you know, military background but those that actually need to defend day in and day out against the growing cyber-attacks that are growing in sophistication, in the numbers of attacks. And we all know that every organization nowaday is being targeted, is it ransomware, more sophisticated attacks. So this thing has become a real challenge. And we all know those challenges that the industry is facing with talent scarcity, with lack of the knowledge and expertise needed to address this. So came in with this mindset of we want to bring our expertise into the field, build it into a platform, into a tool that will actually serve security teams in organizations around the world to defend against cyber attacks. So born and raised in Tel Aviv, became a global company. Recently raised a serious CO funding. Funded by the world's greatest VCs, from Stripes, Wild Ventures, supported by Snowflake data breaks and Microsoft M12, also as strategic partners. And we now have broad variety of customers from all industries around the world, from tech to retail to e-commerce to banks that we work closely with. So very exciting times. And we're very excited to share today how we work with AWS customers to support the environments. >> Yeah, we're going to unpack that. So really solid foundation the company was built on, only a few years ago. Lital was there, why a new approach? Was there a compelling event? Obviously, we've seen dramatic changes in the threat landscape in recent years. Ransomware becoming a, when it happens to us, not if. But any sort of compelling event that really led the founders to go, "Ah! This new approach, we got to go this direction." >> Absolutely. We've seen a tremendous shift of organizations from cloud adoption to adoption of more security tools. Both create a scenario which the toolsets that are currently being used by security organizations, the security teams are not efficient anymore. They cannot deal with the plethora of a variety of data. They cannot deal with the scale that is needed. And the security teams are really under a tremendous burden of tweaking tools that they have in their environment without too much of automation, with a lot of manual work processes. So we've seen a lot of points where the current technology is not supporting the people and the processes that need to support security operations. And with that, Ofer, and his product team kind of set a vision of what a new platform should come to replace and enhance what teams are using these days. >> Excellent. Ofer, that's a perfect segue to bring you into the conversation. Talk about that vision and some of those really key challenges and problems that Hunters is solving for organizations across any industry. >> Yeah. So as Lital mentioned, it was very rightful. The problem with the SIM space, that the space that we're disrupting is the well-known secret around is it's a broken space. There's a lot of competitors. There's a lot of vendors out there. It's one of the most mature, presumably mature markets in cybersecurity. But it seems like that every single customer and organization we talk to, they don't really like their existing solution. It doesn't really fit what they need. It's a very painful process and it's painful all across their workflow from the time they ingest the data. Everybody knows if you ever had a SIM solution or a SOC platform, just getting the data into your environment can take the most amount of your time, the lion's share of whatever your engineers are working on will go to getting the data into the system, and then keeping it there. It's this black hole that you have to keep feeding with more and more resources as you go along. It's an endless task with a lot of moving pieces, and it's very very painful before you even get a single moment of value of security use case from your product. That's a big, painful piece. What you then see is, once they set it up, their detection engineering is so far behind the curve because of all the different times of things they need to take care of. It used to be a limited attack surface. We all know the attack surface here today is enormous, especially when you talk about something like AWS, there's new services, new things all the time, more accounts, more things. It keeps moving a lot, and keeping track of that and having someone that can actually look into a new threat when it's released, look into a new attack surface, analyze it, deploying the detections in time, test and tweak, and all those things. Most organizations don't even how to start approaching this problem, and that's a big pain for them. When they finally get to investigating something, there lacks the context and the knowledge of how to investigate. They have very limited information coming to them and they go on this hunting chase of not hunting the attackers but hunting the data, looking for the bits and pieces they're missing to complete the picture. It's like this bad boss that gives you very little instructions or guidelines, and then you need to kind of try to figure out what is it that they asked, right? That's the same thing with trying to do triaging with very minimal context. You look at the IP and then you try to figure out, you look at the Hash, you look at all these different artifacts and you try to figure out yourself. You have very limited insights. And the worst is when you're under the gun, when there's a new emerging threat that happens like a Log4Shell, and now you're under the gun and the entire company's looking at you and saying, "Are we impacted? What's going on? What should we doing?" So from start to finish, it's a very painful process that impacts everybody in the security organization. A lot of cumbersome work with a lot of frustration. >> And it's companies in any industry, Ofer, don't have time. You talked about some of the time involved here in the lag. And there isn't time in the very dynamic threat landscape that customers are living in. Lital, question for you, is your primary target audience existing SIM customers? 'Cause Ofer mentioned the disruption of the SIM market. I'm just wanting to understand in terms of who you're targeting, what does that look like? >> Definitely looking for customers that have a SIM and don't like it, don't find that it helps them improve the security posture. We also have organizations that are young, emerging, have a lot of data, a lot of tech companies that have grown in the last 10, 15 years, or even five years. With Snowflake as a customer, they're booming. They have so much data that going the direction of traditional tools to aggregate the logs, cross-correlate them doesn't make any sense with the scale that they need. They need the cloud-based approach, SaaS approach that is capable of taking care of the environment. So we both cater to those organizations that we're shifting from on-prem to cloud and need visibility into those two environments and into those cloud natives. Born to the cloud don't want to even think of a traditional SIM. >> You mentioned Snowflake. We were just at Snowflake Summit a couple of months ago, I think that was. And tremendous company that massive growth, massive growth in data across the board though. So I'm curious, Ofer, if we go back to you, if we can dig into some of these data challenges. Obviously, data volume and variety, it's only going to continue to grow and proliferate and expand. Data in silos is still a problem. What are some of those main data challenges that Hunters helps customers to just eliminate? >> Definitely. So the data challenge starts with getting the right data in. The fact that you have so many different products across so many different environments and you need to try to get them in some location to try to use them for running your queries, your rules, your correlation. It's a big prompt. There's no unified standard for anyone, even if there was, you would have a lot of legacy things on-premises, as well as your AWS environment. You need to combine all these. You can keep things only on-prem. You can own... Mostly a lot of, most organizations are still in hybrid mode. They have, they're shifting most of their things to AWS. You still have a lot of things on-prem that they're going to shift in the next 3, 4, 5 years. So that hybrid approach is definitely a problem for gathering the data. And when they gather the data, a lot of the times their existing solutions are very cost prohibitive and scale prohibitive from pushing all the data in essential location. So they have these data silos. They'll put some of it there, some of it here, some of that in a different location, hot storage, cold storage, long-term storage. They don't really, they end up not knowing really where the data is especially when they need it the most becomes a huge problem for them. Now with analytics, it's very hard to know upfront what data I'll need not tomorrow, but maybe in three months to look back and query. Making these decisions is very hard. Changing them later is even harder. Keeping track of all these moving pieces. You know, you have a device, you have some vendor sending you some logs, they changed their APIs. Who's in charge of fixing it? Who's in charge of changing your schema? You move from one EDR vendor to the other. How are you making sure that you keep the same level of protection? All these data challenges are very problematic for most customers. The most important thing is to be able to gather as much data as possible, putting it in a centralized location, and having good monitoring in a continuous flow of, I know what data I'm getting in. I know how much I'm using, and I'm making sure that it's working and flowing. It's going to a central place where I can use it at any time that I want. >> We've seen, if I can add- >> So, Lital- >> Sorry. >> Yes, please. >> You wanted to add on that? We've seen too much compromise on data that because of prohibitive costs, structure of tools, or because of inability to manage the scale, teams are compromising or making choices and are paying a price of the latency of being able to then go search if an incident happened, that if you are impacted by something. It all means money and time at the end of the day when you actually need to answer yourself, am I breached or not? We want to break out from this compromise. We think that data is something that should not be compromised. It's a commodity today. Everything should be retained, kept, and used as appropriately without the team needing to ration what they're going to use versus what they're not going to use. >> Correct (faintly speaking). >> That's a great point. >> Go ahead. >> Yeah. And we've seen customers either having entire teams dedicated to just doing this and, or leveraging products and companies that actually build a business around helping you filter the data that you need to put in different data silos, which to me is, shows how much problem, pain, and how much this space is broken with what it provides with customers that you have these makeshift solutions to go around the problem instead of facing it head on and saying, "Okay, let's build something that you're put all your data as much as you want, not have to compromise on security." >> You both bring up such a great point where data and security is concerned. No business can afford to compromise. Usually compromise is a good thing, but in that case, it's really not. Companies can't afford that. We know with the threat landscape, the risk, all of the incentives for bad actors that companies need to ensure that they're doing the right things in a timely manner. Lital, I'm curious, you mentioned the target markets that you're going after. Where were customer conversations? Is this a C-suite conversation from a data security perspective? I would this is more than the CISO. >> It's a CISO conversation, as well as we talk on a daily basis with those that lead security operations, head of SOCs. Those that actually see how the analyst are being overworked, are tired, have so many false positives that they need to deal with, noise day in, day out, becoming enslaved with the tools that they need to work on and tweak. So we have seen that the ones that are most enlightened by a solution like Hunters are actually the ones that have the SOC reporting to them. They know the daily pain and how much the process is broken. And this is probably one of the... We all talk about, you know, job satisfaction or dissatisfaction, the greatest, the great resignation, people are living. This is the real problem in security. And the SOC is one of these places that we see this alert, fatigue, people are struggling. It's a stressful work. And if there is anything that we can do to offload the work that is less appealing and have them work on what they sign up for, which is dealing with real threat, solving them, instead of dealing with false positives. This is where we can actually help. >> Can you add a little bit on that, Lital? And you mentioned the cybersecurity skills gap, which is massive. We talked about that a lot because it's a huge problem. How is Hunters a facilitator of companies that might be experiencing that? >> Absolutely. So we come with approach of, we call it the 80/20 of detection and response. Basically, there are about 80%, probably more, it's actually something like 95% of the threats are shared across all organizations in the world. Also, 80 to 90% of the environments are similar. People are using similar tools. They're on similar cloud services. We think that everything that goes around detection of threats, around those common attacks, scenarios in common attack landscape should come out of the box from the vendor like Hunters. So we automate, we write the rules, we cross-correlate. We provide those services out of the box once you sign in to use our solution. Your data flows in and we basically do the processing and the analysis of all the data, so that your team can actually focus on the 20%, or the 15, or the 5% that are very unique to your organization. If you are developing a specific app and you have the knowledge about the DevSecOps that needs to take place to defend it. Great, have your team focus on that. If you are a specific actor in a specific space and specific threats that are unique to you, you build your own detections into our tool. But the whole idea that we have the knowledge, we see attacks across industries and across industries we have the researchers and the capabilities to be on top of those things, so your team doesn't need to do it on a daily basis because new attacks come almost on a daily basis. Now, we read them in the news, we see them. So we do it, so your team doesn't have to. >> And nobody wants to be that next headline where a breach is concerned. Lital, close this out here with outcomes. I noticed some big stats on your website. I always gravitate towards that. What are some of the key outcomes that Hunters customers are achieving and then specifically AWS customers? >> Absolutely. Well, we already talked a lot about data and being able to ingest it. So we give our customers the predictability, the ability to ingest the data knowing what the cost is going to be in a very simple cost model. So basically you can ingest everything that you have across all IT tools that you have in your environment. And that helped companies reduce up to 75% of the data cost. We've seen with large customer, how much it change when they moved from traditional SIMs to using Hunters. Specifically, AWS customers can actually use the AWS Credits to buy Hunters if they're interested. Just go to AWS Marketplace, search for Hunters and come to a website, you can use your credits for that. I think we talked also about the security burden, the time spent on writing rules plus correlating incidents. We have seen sometimes a change in, instead of investigating an incident for two days, it is being cut for 20 minutes because we give them the exact story of the entire attack. What are the involved assets? What are the users that are involved, that they can just go see what's happening and then immediately go and remediate it. So big shift in meantime to detect meantime to respond. And I'm sure Ofer has a more kind of insights that he's seen with some of our customers around that. >> Yeah. So some great examples recently there. So there's two things that I've been chatting to customers about. One thing they really get a benefit of is we talked about the problem with talent. And where that really matters the most is that under the gun mode, we have a service that is, we see it as the natural progression of the service that we provide called Team Axon. What Team Axon does for you is when you're under the gun, when something like Log4Shell happens and everybody's looking at you, and time is ticking, instead of trying to figure out on yourself, Team Axon will come in, figure out the threat, will devise a report for all the customers, run queries on your behalf on your data, and give it to you within 24 hours. You'll have something to show your CEO or your executive team, your board even, this is where we got impacted or not impacted. This is what we did. Here's the mitigation thing, step that we need to take from world-class experts that you might not get access to for every single attack out there. That really helps customers kind of feel like they're safe. There's someone there to help them. There's a big brother there. I call it sometimes the Bat-Signal when we need it the most. The other thing is on the day-to-day, a lot of solution, we'll kind of talk about out-of-the-box security. Now, the problem with out-of-the-box security is keeping it up to date, that's what a lot of people miss. You have to think that you installed a year ago, but security doesn't stay put, you need to keep updating it. And you need to keep the updated pretty pretty frequently to stay ahead of the curve. If you're behind couple of months on your security updates, you know what happens. Same thing with your SOC platform on your SIM rule base. The reason that customers don't update is because if they usually do, then it might blow up the amount of alerts they're getting 'cause they need to tweak them. With the approach that we take that we tested on our customer's data transparently for them, and make sure to release them without false positives. We're just allowing them to push the updates transparently directly to their account. They don't need to do anything. And one customer, one of our biggest accounts, they have dozens of subsidiaries and multiple SOCs and one of the largest e-commerce companies in the world. And the person running security, he said, "If I had to do what Hunters gives me out of the box myself, I have to hire 20 people and put them to work for 18 months for what you give me out of the box." So for me, it's a very- >> That's huge. >> What we give customers and the kind of challenges that we're able to solve for them. >> Big challenges. Lital and Ofer, thank you so much for joining us on theCUBE today as part of this AWS Startup Showcase, talking about what Hunters does, why the vision and the value in it for customers. We appreciate your time and your insights. >> Thank you so much. >> For having us. >> My pleasure. For my guests, I'm Lisa Martin. Thank you for watching this episode of the AWS Startup Showcase. We'll see you soon. (cheerful music)

>>And welcome back to the cubes coverage of a, of us. Reinforc here in Boston, Massachusetts. I'm John furrier. We're here for a great interview on the next generation topic of state of industrial security. We have two great guests, Tim Jefferson, senior vice president data network and application security at Barracuda. And Cenon Aron vice president of zero trust engineering at Barracuda. Gentlemen. Thanks for coming on the queue. Talk about industrial security. >>Yeah, thanks for having us. >>So one of the, one of the big things that's going on, obviously you got zero trust. You've got trusted, trusted software supply chain challenges. You've got hardware mattering more than ever. You've got software driving everything, and all this is talking about industrial, you know, critical infrastructure. We saw the oil pipeline had a hack and ransomware attack, and that's just constant barrage of threats in the industrial area. And all the data is pointing to that. This area is gonna be fast growth machine learning's kicking in automation is coming in. You see a huge topic, huge growth trend. What is the big story going on here? >>Yeah, I think at a high level, you know, we did a survey and saw that, you know, over 95% of the organizations are experiencing, you know, security challenges in this space. So, you know, the blast radius in the, of the, the interface that this creates so many different devices and things and objects that are getting network connected now create a huge challenge for security teams to kind of get their arms around that. >>Yeah. And I can add that, you know, majority of these incidents that, that these organizations suffer lead to significant downtime, right? And we're talking about operational technology here, you know, lives depend on, on these technologies, right? Our, our wellbeing everyday wellbeing depend on those. So, so that is a key driver of initiatives and projects to secure industrial IOT and operational technologies in, in these businesses. >>Well, it's great to have both of you guys on, you know, Tim, you know, you had a background at AWS and sit on your startup, founder, soldier, coming to Barracuda, both very experienced, seeing the ways before in this industry. And I'd like to, if you don't mind talk about three areas, remote access, which we've seen in huge demand with, with the pandemic and the out, coming out with the hybrid and certainly industrial, that's a big part of it. And then secondly, that the trend of clear commitment from enterprises to have in a public cloud component, and then finally the secure access edge, you know, with SAS business models, securing these things, these are the three hot areas let's go into the first one, remote access. Why is this important? It seems that this is the top priority for having immediate attention on what's the big challenge here? Is it the most unsecure? Is it the most important? What, why is this relevant? >>So now I'll let you jump in there. >>Yeah, sure. Happy to. I mean, if you think about it, especially now, we've been through a, a pandemic shelter in place cycle for almost two years. It, it becomes essentially a business continuity matter, right? You do need remote access. We also seen a tremendous shift in hiring the best talent, wherever they are, right. Onboarding them and bringing the talent into, into, into, into businesses that have maybe a lot more distributed environments than traditionally. So you have to account for remote access in every part of everyday life, including industrial technologies, you need remote support, right? You need vendors that might be overseas providing you, you know, guidance and support for these technologies. So remote support is every part of life. Whether you work from home, you work on your, on the go, or you are getting support from a vendor that happens to be in Germany, you know, teleporting into your environment in Hawaii. You know, all these things are essentially critical parts of everyday life. Now >>Talk about ZT and a zero trust network access is a, this is a major component for companies. Obviously, you know, it's a position taking trust and verifies. One other approach, zero trust is saying, Hey, I don't trust you. Take us through why that's important. Why is zero trust network access important in this area? >>Yeah. I mean, I could say that traditionally remote access, if you think about infancy of the internet in the nineties, right? It was all about encryption in, in transit, right? You were all about internet was vastly clear text, right? We didn't have even SSL TLS, widely distributed and, and available. So when VPNs first came out, it was more about preventing sniffing, clear tech clear text information from, from, from the network, right? It was more about securing the, the transport, but now that kind of created a, a big security control gap, which implicitly trusted user users, once they are teleported into a remote network, right? That's the essence of having a remote access session you're brought from wherever you are into an internal network. They implicitly trust you that simply breakdown over time because you are able to compromise end points relatively easily using browser exploits. >>You know, so, so for supply chain issues, water hole attacks, and leverage the existing VPN tunnels to laterally move into the organization from within the network, you literally move in further and further and further down, you know, down the network, right? So the VPN needed a, a significant innovation. It was meant to be securing packets and transit. It was all about an encryption layer, but it had an implicit trust problem with zero trust. We turn it into an explicit trust problem, right? Explicit trust concept, ideally. Right? So you are, who do you say you are? And you are authorized to access only to things that you need to access to get the work done. >>So you're talking about granular levels versus the one time database look up you're in >>That's right. >>Tim, talk about the OT it side of this equation of industrial, because it, you know, is IP based, networking, OT have been purpose built, you know, maybe some proprietary technology yeah. That connects to the internet internet, but it's mainly been secure. Those have come together over the years and now with no perimeter security, how is this world evolving? Because there's gonna be more cloud there, be more machine learning, more hybrid on premise, that's going on almost a reset if you will. I mean, is it a reset? What's the, what's the situation. >>Yeah. I think, you know, in typical human behavior, you know, there's a lot of over rotation going on. You know, historically a lot of security controls are all concentrated in a data center. You know, a lot of enterprises had very large sophisticated well-established security stacks in a data center. And as those applications kind of broke down and, and got rearchitected for the cloud, they got more modular, they got more distributed that centralized security stack became an anti pattern. So now this kind of over rotation, Hey, let's take this stack and, and put it up in the cloud. You know, so there's lots of names for this secure access, service edge, you know, secure service edge. But in the end, you know, you're taking your controls and, and migrating them into the cloud. And, you know, I think ultimately this creates a great opportunity to embrace some of security, best practices that were difficult to do in some of the legacy architectures, which is being able to push your controls as far out to the edge as possible. >>And the interesting thing about OT and OT now is just how far out the edge is, right? So instead of being, you know, historically it was the branch or user edge, remote access edge, you know, Syon mentioned that you, you have technologies that can VPN or bring those identities into those networks, but now you have all these things, you know, partners, devices. So it's the thing, edge device edge, the user edge. So a lot more fidelity and awareness around who users are. Cause in parallel, a lot of the IDP and I IBM's platforms have really matured. So marrying those concepts of this, this lot of maturity around identity management yeah. With device in and behavior management into a common security framework is really exciting. But of course it's very nascent. So people are, it's a difficult time getting your arms around >>That. It's funny. We were joking about the edge. We just watching the web telescope photos come in the deep space, the deep edge. So the edge is continuing to be pushed out. Totally see that. And in fact, you know, one of the things we're gonna, we're gonna talk about this survey that you guys had done by an independent firm has a lot of great data. I want to unpack that, but one of the things that was mentioned in there, and I'll get, I wanna get your both reaction to this is that virtually all organizations are committing to the public cloud. Okay. I think it was like 96% or so was the stat. And if you combine in that, the fact that the edge is expanding, the cloud model is evolving at the edge. So for instance, a building, there's a lot behind it. You know, how far does it go? So we don't and, and what is the topology because the topology seem to change too. So there's this growth and change where we need cloud operations, DevOps at, at the edge and the security, but it's changing. It's not pure cloud, but it's cloud. It has to be compatible. What's your reaction to that, Tim? I mean, this is, this is a big part of the growth of industrial. >>Yeah. I think, you know, if you think about, there's kind of two exciting developments that I would think of, you know, obviously there's this increase to the surface area, the tax surface areas, people realize, you know, it's not just laptops and devices and, and people that you're trying to secure, but now they're, you know, refrigerators and, you know, robots and manufacturing floors that, you know, could be compromised, have their firmware updated or, you know, be ransomware. So this a huge kind of increase in surface area. But a lot of those, you know, industrial devices, weren't built around the concept with network security. So kind of bolting on, on thinking through how can you secure who and what ultimately has access to those, to those devices and things. And where is the control framework? So to your point, the control framework now is typically migrated now into public cloud. >>These are custom applications, highly distributed, highly available, very modular. And then, you know, so how do you, you know, collect the telemetry or control information from these things. And then, you know, it creates secure connections back into these, these control applications, which again, are now migrated to public cloud. So you have this challenge, you know, how do you secure? We were talking about this last time we discussed, right. So how do you secure the infrastructure that I've, I've built in deploying now, this control application and in public cloud, and then connect in with this, this physical presence that I have with these, you know, industrial devices and taking telemetry and control information from those devices and bringing it back into the management. And this kind marries again, back into the remote axis that Sunan was mentioning now with this increase awareness around the efficacy of ransomware, we are, you know, we're definitely seeing attackers going after the management frameworks, which become very vulnerable, you know, and they're, they're typically just unprotected web applications. So once you get control of the management framework, regardless of where it's hosted, you can start moving laterally and, and causing some damage. >>Yeah. That seems to be the common thread. So no talk about, what's your reaction to that because, you know, zero trust, if it's evolving and changing, you, you gotta have zero trust you. I didn't even know it's out there and then it gets connected. How do you solve that problem? Cuz you know, there's a lot of surface area that's evolving all the OT stuff and the new, it, what's the, what's the perspective and posture that the clients your clients are having and customers. Well, >>I, I think they're having this conversation about further mobilizing identity, right? We did start with, you know, user identity that become kind of the first foundational building block for any kind of zero trust implementation. You work with, you know, some sort of SSO identity provider, you get your, you sync with your user directories, you have a single social truth for all your users. >>You authenticate them through an identity provider. However that didn't quite cut it for industrial OT and OT environments. So you see like we have the concept of hardware machines, machine identities now become an important construct, right? The, the legacy notion of being able to put controls and, and, and, and rules based on network constructs doesn't really scale anymore. Right? So you need to have this concept of another abstraction layer of identity that belongs to a service that belongs to an application that belongs to a user that belongs to a piece of hardware. Right. And then you can, yeah. And then you can build a lot more, of course, scalable controls that basically understand the, the trust relation between these identities and enforce that rather than trying to say this internal network can talk to this other internal network through a, through a network circuit. No, those things are really, are not scalable in this new distributed landscape that we live in today. So identity is basically going to operationalize zero trust and a lot more secure access going forward. >>And that's why we're seeing the sassy growth. Right. That's a main piece of it. Is that what you, what you're seeing too? I mean, that seems to be the, the approach >>I think like >>Go >>Ahead to, yeah. I think like, you know, sassy to me is really about, you know, migrating and moving your security infrastructure to the cloud edge, you know, as we talked to the cloud, you know, and then, you know, do you funnel all ingress and egress traffic through this, you know, which is potentially an anti pattern, right? You don't wanna create, you know, some brittle constraint around who and what has access. So again, a security best practices, instead of doing all your enforcement in one place, you can distribute and push your controls out as far to the edge. So a lot of SASI now is really around centralizing policy management, which is the big be one of the big benefits is instead of having all these separate management plans, which always difficult to be very federated policy, right? You can consolidate your policy and then decide mechanism wise how you're gonna instrument those controls at the edge. >>So I think that's the, the real promise of, of the, the sassy movement and the, I think the other big piece, which you kind of touched on earlier is around analytics, right? So it creates an opportunity to collect a whole bunch of telemetry from devices and things, behavior consumption, which is, which is a big, common, best practice around once you have SA based tools that you can instrument in a lot of visibility and how users and devices are behaving in being operated. And to Syon point, you can marry that in with their identity. Yeah. Right. And then you can start building models around what normal behavior is and, you know, with very fine grain control, you can, you know, these types of analytics can discover things that humans just can't discover, you know, anomalous behavior, any kind of indicators are compromised. And those can be, you know, dynamic policy blockers. >>And I think sun's point about what he was talking about, talks about the, the perimeters no longer secure. So you gotta go to the new way to do that. Totally, totally relevant. I love that point. Let me ask you guys a question on the, on the macro, if you don't mind, how concerned are you guys on the current threat landscape in the geopolitical situation in terms of the impact on industrial IOT in this area? >>So I'll let you go first. Yeah. >>I mean, it's, it's definitely significantly concerning, especially if now with the new sanctions, there's at least two more countries being, you know, let's say restricted to participate in the global economic, you know, Mar marketplace, right? So if you look at North Korea as a pattern, since they've been isolated, they've been sanctioned for a long time. They actually double down on rents somewhere to even fund state operations. Right? So now that you have, you know, BES be San Russia being heavily sanctioned due to due to their due, due to their activities, we can envision more increase in ransomware and, you know, sponsoring state activities through illegal gains, through compromising, you know, pipelines and, you know, industrial, you know, op operations and, and seeking large payouts. So, so I think the more they will, they're ized they're pushed out from the, from the global marketplace. There will be a lot more aggression towards critical infrastructure. >>Oh yeah. I think it's gonna ignite more action off the books, so to speak as we've seen. Yeah. We've >>Seen, you know, another point there is, you know, Barracuda also runs a, a backup, you know, product. We do a, a purpose built backup appliance and a cloud to cloud backup. And, you know, we've been running this service for over a decade. And historically the, the amount of ransomware escalations that we got were very slow, you know, is whenever we had a significant one, helping our customers recover from them, you know, you know, once a month, but over the last 18 months, this is routine now for us, this is something we deal with on a daily basis. And it's becoming very common. You know, it's, it's been a well established, you know, easily monetized route to market for the bad guys. And, and it's being very common now for people to compromise management planes, you know, they use account takeover. And the first thing they're doing is, is breaking into management planes, looking at control frameworks. And then first thing they'll do is delete, you know, of course the backups, which this sort of highlights the vulnerability that we try to talk to our customers about, you know, and this affects industrial too, is the first thing you have to do is among other things, is, is protect your management planes. Yeah. And putting really fine grain mechanisms like zero trust is, is a great, >>Yeah. How, how good is backup, Tim, if you gets deleted first is like no backup. There it is. So, yeah. Yeah. Air gaping. >>I mean, obviously that's kinda a best practice when you're bad guys, like go in and delete all the backups. So, >>And all the air gaps get in control of everything. Let me ask you about the, the survey pointed out that there's a lot of security incidents happening. You guys pointed that out and discussed a little bit of it. We also talked about in the survey, you know, the threat vectors and the threat landscape, the common ones, ransomware was one of them. The area that I liked, what that was interesting was the, the area that talked about how organizations are investing in security and particularly around this, can you guys share your thoughts on how you see the, the market, your customers and, and the industry investing? What are they investing in? What stage are they in when it comes to IOT and OT, industrial IOT and OT security, do they do audits? Are they too busy? I mean, what's the state of their investment thesis progress of, of, of how they're investing in industrial IOT? >>Yeah. Our, our view is, you know, we have a next generation product line. We call, you know, our next, our cloud chain firewalls. And we have a form factor that sports industrial use cases we call secure connectors. So it's interesting that if you, what we learned from that business is a tremendous amount of bespoke efforts at this point, which is sort of indicative of a, of a nascent market still, which is related to another piece of information I thought was really interested in the survey that I think it was 93% of the, the participants, the enterprises had a failed OT initiative, you know, that, you know, people tried to do these things and didn't get off the ground. And then once we see build, you know, strong momentum, you know, like we have a, a large luxury car manufacturer that uses our secure connectors on the, on the robots, on the floor. >>So well established manufacturing environments, you know, building very sophisticated control frameworks and, and security controls. And, but again, a very bespoke effort, you know, they have very specific set of controls and specific set of use cases around it. So it kind of reminds me of the late nineties, early two thousands of people trying to figure out, you know, networking and the blast radi and networking and, and customers, and now, and a lot of SI are, are invested in this building, you know, fast growing practices around helping their customers build more robust controls in, in helping them manage those environments. So, yeah, I, I think that the market is still fairly nascent >>From what we seeing, right. But there are some encouraging, you know, data that shows that at least helpful of the organizations are actively pursuing. There's an initiative in place for OT and a, you know, industrial IOT security projects in place, right. They're dedicating time and resources and budget for this. And, and in, in regards to industries, verticals and, and geographies oil and gas, you know, is, is ahead of the curve more than 50% responded to have the project completed, which I guess colonial pipeline was the, you know, the call to arms that, that, that was the big, big, you know, industrial, I guess, incident that triggered a lot of these projects to be accelerating and, and, you know, coming to the finish line as far as geographies go DACA, which is Germany, Austria, Switzerland, and of course, north America, which happens to be the industrial powerhouses of, of the world. Well, APAC, you know, also included, but they're a bit behind the curve, which is, you know, that part is a bit concerning, but encouragingly, you know, Western Europe and north America is ahead of these, you know, projects. A lot of them are near completion or, or they're in the middle of some sort of an, you know, industrial IOT security project right >>Now. I'm glad you brought the colonial pipeline one and, and oil and gas was the catalyst. Again, a lot of, Hey, scared that better than, than me kinda attitude, better invest. So I gotta ask you that, that supports Tim's point about the management plane. And I believe on that hack or ransomware, it wasn't actually control of the pipeline. It was control over the management billing, and then they shut down the pipeline cuz they were afraid it was gonna move over. So it wasn't actually the critical infrastructure itself to your point, Tim. >>Yeah. It's hardly over the critical infrastructure, by the way, you always go through the management plane, right. It's such an easier lying effort to compromise because it runs on an endpoint it's standard endpoint. Right? All this control software will, will be easier to get to rather than the industrial hardware itself. >>Yeah. It's it's, it's interesting. Just don't make a control software at the endpoint, put it zero trust. So down that was a great point. Oh guys. So really appreciate the time and the insight and, and the white paper's called NETEC it's on the Barracuda. Netex industrial security in 2022. It's on the barracuda.com website Barracuda network guys. So let's talk about the read force event hasn't been around for a while cuz of the pandemic we're back in person what's changed in 2019 a ton it's like security years is not dog years anymore. It's probably dog times too. Right. So, so a lot's gone on where are we right now as an industry relative to the security cybersecurity. Could you guys summarize kind of the, the high order bit on where we are today in 2022 versus 2019? >>Yeah, I think, you know, if you look at the awareness around how to secure infrastructure in applications that are built in public cloud in AWS, it's, you know, exponentially better than it was. I think I remember when you and I met in 2018 at one of these conferences, you know, there were still a lot of concerns, whether, you know, IAS was safe, you know, and I think the amount of innovation that's gone on and then the amount of education and awareness around how to consume, you know, public cloud resources is amazing. And you know, I think that's facilitated a lot of the fast growth we've seen, you know, the consistent, fast growth that we've seen across all these platforms >>Say that what's your reaction to the, >>I think the shared responsibility model is well understood, you know, and, and, and, and we can see a lot more implementation around, you know, CSBM, you know, continuously auditing the configurations in these cloud environments become a, a standard table stake, you know, investment from every stage of any business, right? Whether from early state startups, all the way to, you know, public companies. So I think it's very well understood and, and the, and the investment has been steady and robust when it comes to cloud security. We've been busy, you know, you know, helping our customers and AWS Azure environments and, and others. So I, I think it's well understood. And, and, and we are on a very optimistic note actually in a good place when it comes to public cloud. >>Yeah. A lot of great momentum, a lot of scale and data act out there. People sharing data, shared responsibility. Tim is in, thank you for sharing your insights here in this cube segment coverage of reinforce here in Boston. Appreciate it. >>All right. Thanks for having >>Us. Thank you. >>Okay, everyone. Thanks for watching the we're here at the reinforced conference. AWS, Amazon web services reinforced. It's a security focused conference. I'm John furier host of the cube. We'd right back with more coverage after the short break.

>>We're here live in Las Vegas with a cubes coverage of Amazon re Mars. It's a reinvent re Mars reinforced. The big three shows called the res. This is Mars machine learning, automation, robotic and space. It's a program about the future it and the future innovation around industrial cloud scale climate change the moon, a lot of great topics, really connecting all the dots together here in Las Vegas with Amazon re Mars I'm John ER, host of the cube. Our first guest is Howard Hughes program manager, necess Ryan program. Howard is involved with all the action and space and the moon project, which we'll get into Howard. Thanks for coming on the cube. >>Well, Hey, thanks for having me here this morning. Appreciate you guys inviting me here. >>So this show is not obvious to the normal tech observer, the insiders in, in the industry. It's the confluence of a lot of things coming together. It's gonna be obvious very soon because the stuff they're showing here is pretty impressive. It's motivating, it's positive and it's a force for change in good. All of it coming together, space, machine learning, robotics, industrial, you have one of the coolest areas, the space what's going on with your Orion program. You guys got the big moon project statement to >>Explain. Well, let me tell you, I'll start with Orion. Orion is our next human space craft. That's gonna take humans beyond low earth orbit and we're part of the broader Artis campaign. So Artis is our plan, our NASA plan to return the first person of color, first woman, back to the moon. And we're very excited to do that. We have several missions that I could talk to you about starting with in a very few months, Artis one. So Artis one is going to fly on the space launch system, which is gonna be the biggest rocket we call the mega rocket has been built since the Saturn five on top of the SLS is the Ryan spacecraft and that Ryan spacecraft houses four crew members for up to 21 days in deep space. And we'll have an unru test in a few months launch on the S SLS. And Orion's gonna go around the moon for up to 40 days on Aus two, we will have the first test of the humans on board Orion. So four people will fly on Aus two. We will also circle the moon for about 10 to 12 days. And then our third mission will be our landing. >>So the moon is back in play, obviously it's close to the earth. So it's a short flight, relatively speaking the Mars a little bit further out. I'll see everyone as know what's going on in Mars. A lot of people are interested in Mars. Moon's closer. Yes, but there's also new things going on around discovery. Can you share the big story around why the moon what's? Why is the moon so important and why is everyone so excited about it? >>Yeah. You, you know, you know, coming to this conference and talking about sustainability, you know, I mean it is exploration is I think ingrained in our DNA, but it's more than just exploration is about, you know, projecting human presence beyond our earth. And these are the stepping stones. You know, we talk about Amazon talked about day one, and I think about, we are on those very early days where we're building the infrastructure Ryans of transportation infrastructure, and we're gonna build infrastructure on the moon to learn how to live on a surface and how to utilize the assets. And then that's very important because you know, it's very expensive to carry fuel, to carry water and all the necessities that you need to survive as a human being and outer space. If you can generate that on the surface or on the planet you go to, and this is a perfect way to do it because it's very in your backyard, as I told you earlier. So for future mission, when you want to go to Mars, you're nine months out, you really wanna make sure you have the technologies and you're able to utilize those technologies robustly and in a sustainable way. >>Yeah, we were talking before you came on, came camera camping in your backyard is a good practice round. Before you go out into the, to the wilderness, this is kind of what's going on here, but there's also the discovery angle. I mean, I just see so much science going on there. So if you can get to the moon, get a base camp there, get set up, then things could come out of that. What are some of the things that you guys are talking about that you see as possible exploration upside? >>Yeah. Well, several things. One is power generation recently. We just released some contracts that from vision power, so long, sustainable power capability is very, very important. You know, the other technologies that you need utilize is regenerative, you know, air, water, things that are, you need for that, but then there's a science aspect of it, which is, you know, we're going to the south pole where we think there's a lot of water potentially, or, or available water that we can extract and utilize that to generate fuel. So liquid hydrogen liquid oxygen is one of the areas that are very interesting. And of course, lunar minerals are very exciting, very interesting to bring and, and, and be able to mine potentially in the future, depending on what is there. >>Well, a lot of cool stuff happening. What's your take on this show here, obviously NASA's reputation as innovators and deep technologists, you know, big moonshot missions, pun intended here. You got a lot of other explorations. What's this show bring together, share your perspective because I think the story here to me is you got walkout retail, like the Amazon technology, you got Watson dynamics, the dog, everyone loves that's walking on. Then you got supply chain, robotics, machine learning, and space. It all points to one thing, innovation around industrial. I think what, what, what's your, what's your, what's your take? >>You know, I think one of the things is, is, you know, normally we are innovating in a, in our aerospace industry. You know, I think there's so much to learn from innovation across all these areas you described and trying to pull some of that into the spacecraft. You know, when, when you're a human being sitting in spacecraft is more than just flying the spacecraft. You know, you have interaction with displays, you have a lot of technologies that you normally would want to interact with on the ground that you could apply in space to help you and make your tasks easier. And I think those are things that are really important as we look across, you know, the whole entire innovative infrastructure that I see here in this show, how can we extract some that and apply it in the space program? I think there is a very significant leveraging that you could do off of that. >>What are some of the look at what's going on in donors? What are some of the cool people who aren't following the day to day? Anything? >>Well, well, certainly, you know, the Artman's mission Artis campaign is one of the, the, the coolest things I could think of. That's why I came into, you know, I think wrapping around that where we are not only just going to a destination, but we're exploring, and we're trying to establish a very clear, long term presence that will allow us to engage. What I think is the next step, which is science, you know, and science and the, and the things that can, can come out of that in terms of scientific discoveries. And I think the cool, coolest thing would be, Hey, could we take the things that we are in the labs and the innovation relative to power generation, relative to energy development of energy technologies, robotics, to utilize, to help explore the surface. And of course the science that comes out of just naturally, when you go somewhere, you don't know what to expect. And I think that's what the exciting thing. And for NASA, we're putting a program, an infrastructure around that. I think that's really exciting. Of course, the other parts of NASA is science. Yeah. And so the partnering those two pieces together to accomplish a very important mission for everybody on planet earth is, is really important. >>And also it's a curiosity. People are being curious about what's going on now in space, cuz the costs are down and you got universities here and you got the, of robotics and industrial. This is gonna provide a, a new ground for education, younger, younger generation coming up. What would you share to teachers and potential students, people who wanna learn what's different about now than the old generation and what's the same, what what's the same and what's new. What's how does someone get their arms around this, their mind around it? Where can they jump in? This is gonna open up the aperture for, for, for talent. I mean with all the technology, it's not one dimensional. >>Yeah. I think what is still true is core sciences, math, you know, engineering, the hard science, chemistry, biology. I mean, I think those are really also very important, but what we're we're getting today is the amount of collaboration we're able to do against organically. And I think the innovation that's driven by a lot of this collaboration where you have these tools and your ability to engage and then you're able to, to get, I would say the best out of people in lots of different areas. And that's what I think one of the things we're learning at NASA is, you know, we have a broad spectrum of people that come to work for us and we're pulling that. And now we're coming to these kinds of things where we're kind getting even more innovation ideas and partnerships so that we are not just off on our own thinking about the problem we're branching out and allowing a lot of other people to help us solve the problems that >>We need. You know, I've noticed with space force too. I had the same kind of conversations around those with those guys as well. Collaboration and public private partnerships are huge. You've seen a lot more kind of cross pollination of funding, col technology software. I mean, how do you do break, fix and space at software, right? So you gotta have, I mean, it's gotta work. So you got security challenges. Yeah. This is a new frontier. It is the cybersecurity, the usability, the operationalizing for humans, not just, you know, put atypical, you know, scientists and, and, and astronauts who are, you know, in peak shape, we're talking about humans. Yeah. What's the big problem to solve? Is it security? Is it, what, what would you say the big challenges >>Are? Yeah. You know, I think information and access to information and how we interact with information is probably our biggest challenge because we have very limited space in terms of not only mass, but just volume. Yeah. You know, you want to reserve the space for the people and they, they need to, you know, you want maximize your space that you're having in spacecraft. And so I think having access to information, being able to, to utilize information and quickly access systems so you can solve problems cuz you don't know when you're in deep space, you're several months out to Mars, what problems you might encounter and what kind of systems and access to information you need to help you solve the problems. You know, both, both, both from a just unplanned kind of contingencies or even planned contingencies where you wanna make sure you have that information to do it. So information is gonna be very vital as we go out into deep >>Space and the infrastructure's changed. How has the infrastructure changed in terms of support services? I mean see, in the United States, just the growth of a aerospace you mentioned earlier is, is just phenomenal. You've got smaller, faster, cheaper equipment density, it solved the technology. Where's there gonna be the, the big game changing move movement. Where do you see it go? Is it AIST three? It kind of kicks in AIST ones, obviously the first one unmanned one. But where do in your mind, do you see key milestones that are gonna be super important to >>Watch? I think, I think, I think, you know, we've already, you know, pushed the boundaries of what we, we are, you know, in terms of applying our aerospace technologies for AIST one and certainly two, we've got those in, in work already. And so we've got that those vehicles already in work and built yeah. One already at the, at the Kennedy space center ready for launch, but starting with three because you have a lot more interaction, you gotta take the crew down with a Lander, a human landing system. You gotta build rovers. You've gotta build a, a capability which they could explore. So starting with three and then four we're building the gateway gateways orbiting platform around the moon. So for all future missions after Rist three, we're gonna take Aion to the gateway. The crew gets into the orbiting platform. They get on a human landing system and they go down. >>So all that interaction, all that infrastructure and all the support equipment you need, not only in the orbit of the moon, but also down the ground is gonna drive a lot of innovation. You're gonna have to realize, oh, Hey, I needed this. Now I need to figure out how to get something there. You know? And, and how much of the robotics and how much AI you need will be very interesting because you'll need these assistance to help you do your daily routine or lessen your daily routine. So you can focus on the science and you can focus on doing the advancing those technologies that you're gonna >>Need. And you gotta have the infrastructure. It's like a road. Yeah. You know, you wanna go pop down to the moon, you just pop down, it's already built. It's ready for you. Yep. Come back up. So just ease of use from a deployment standpoint is, >>And, and the infrastructure, the things that you're gonna need, you know, what is a have gonna look like? What are you gonna need in a habitat? You know, are, are you gonna be able to have the power that you're gonna have? How many station power stations are you gonna need? Right. So all these things are gonna be really, things are gonna be driven by what you need to do the mission. And that drives, I think a lot of innovation, you know, it's very much like the end goal. What are you trying to solve? And then you go, okay, here's what I need to solve to build things, to solve that >>Problem. There's so many things involved in the mission. I can imagine. Safety's huge. Number one, gotta be up safe. Yep. Space is dangerous game. Yes. Yeah. It's not pleasant there. Not for the faint of heart. As you say, >>It's not for the faint >>Heart. That's correct. What's the big safety concerns obviously besides blowing up and oxygen and water and the basic needs. >>I think, I think, you know, I think you, you said it very well, you know, it is not for the faint of heart. We try to minimize risk. You know, asset is one of the big, you're sitting under 8.8 million pounds of thrust on the launch vehicle. So it is going very fast and you're flying and you, and, and it's it's light cuz we got solid rocket motors too as well. Once they're lit. They're lit. Yeah. So we have a escape system on Orion that allows a crew to be safe. And of course we build in redundancy. That's the other thing I think that will drive innovation. You know, you build redundancy in the system, but you also think about the kind of issues that you would run into potentially from a safety perspective, you know, how you gonna get outta situation if you get hit by a meteor, right? Right. You, you, you are going through the band, Ellen belt, you have radiation. So you know, some of these things that are harsh on your vehicle and on, on the human side of this shop too. And so when you have to do these things, you have to think about what are you gonna protect for and how do you go protect for that? And we have to find innovations for >>That. Yeah. And it's also gonna be a really exciting air for engineering work. And you mentioned the data, data's huge simulations, running scenarios. This is where the AI comes in. And that seems to me where the dots connect from me when you start thinking about how to have, how to run those simulations, to identify what's possible. >>I think that's a great point, you know, because we have all this computing capability and because we can run simulations and because we can collect data, we have terabytes of data, but it's very challenging for humans to analyze at that level. So AI is one of the things we're looking at, which is trying to systematically have a process by which data is called through so that the engineering mind is only looking at the things and focus on things that are problematic. So we repeat tests, every flight, you don't have to look at all the terabytes of data of each test. You have a computer AI do that. And you allow yourself to look at just the pieces that don't look right, have anomalies in the data. Then you're going to do that digging, right. That's where the power of those kinds of technologies can really help us because we have that capability to do a lot of computing. >>And I think that's why this show to me is important because it, it, it shows for the first time, at least from my coverage of the industry where technology's not the bottleneck anymore, it's human mind. And we wanna live in a peaceful world with climate. We wanna have the earth around for a while. So climate change was a huge topic yesterday and how the force for good, what could come outta the moon shots is to, is to help for earth. >>Yeah. >>Yeah. Better understanding there all good. What's your take on the show. If you had to summarize this show, re Mars from the NASA perspective. So you, the essence space, what's the what's going on here? What's the big, big story. >>Yeah. For, for me, I think it's eyeopening in terms of how much innovation is happening across a spectrum of areas. And I look at various things like bossy, scientific robots that the dog that's walking around. I mean to think, you know, people are applying it in different ways and then those applications in a lot of ways are very similar to what we need for exploration going forward. And how do you apply some of these technologies to the space program and how do we leverage that? How do we leverage that innovation and how we take the innovations already happening organically for other reasons and how would those help us solve those problems that we're gonna encounter going forward as we try to live on another planet? >>Well, congratulations on a great assignment. You got a great job. I do super fun. I love being an observer and I love space. Love how at the innovations there. And plus space space is cool. I mean, how many millions of live views do you see? Everyone's stopping work to watch SpaceX land and NASA do their work. It's just, it's bringing back the tech vibe. You know what I'm saying? It's just, it's just, things are going you a good tailwind. Yeah. >>Congratulations. Thank you very much. >>Appreciate it on the, okay. This cube coverage. I'm John fur. You're here for the cube here. Live in Las Vegas back at reinvent reinforce re Mars, the reser coverage here at re Mars. We'll be back with more coverage after this short break.

>> Well, hello everybody, John Walls here on theCUBE and continuing our coverage. So splunk.com for 21, you know, we talk about big data these days, you realize the importance of speed, right? We all get that, but certainly Formula One Racing understands speed and big data, a really neat marriage there. And with us to talk about that is James Hodge, who was the global vice president and chief strategy officer international at Splunk. James, good to see it today. Thanks for joining us here on theCUBE. >> Thank you, John. Thank you for having me and yeah, the speed of McLaren. Like I'm, I'm all for it today. >> Absolutely. And I find it interesting too, that, that you were telling me before we started the interview that you've been in Splunk going on nine years now. And you remember being at splunk.com, you know, back in the past other years and watching theCUBE and here you are! you made it. >> I know, I think it's incredible. I love watching you guys every single year and kind of the talk that guests. And then more importantly, like it reminds me of conf for every time we see theCUBE, no matter where you are, it reminds me of like this magical week there's dot com for us. >> Well, excellent. I'm glad that we could be a part of it at once again and glad you're a part of it here on theCUBE. Let's talk about McLaren now and the partnership, obviously on the racing side and the e-sports side, which is certainly growing in popularity and in demand. So just first off characterize for our audience, that relationship between Splunk and McLaren. >> Well, so we started the relationship almost two years ago. And for us it was McLaren as a brand. If you think about where they were, they recently, I think it's September a Monza. They got a victory P1 and P2. It was over 3200 days since their last victory. So that's a long time to wait. I think of that. There's 3000 days of continual business transformation, trying to get them back up to the grid. And what we found was that ethos, the drive to digital the, the way they're completely changing things, bringing in kind of fluid dynamics, getting people behind the common purpose that really seem to fit the Splunk culture, what we're trying to do and putting data at the heart of things. So kind of Formula One and McLaren, it felt a really natural place to be. And we haven't really looked back since we started at that partnership. It's been a really exciting last kind of 18 months, two years. >> Well, talk a little bit about, about the application here a little bit in terms of data cars, the, the Formula One cars, the F1 cars, they've got hundreds of sensors on them. They're getting, you know, hundreds of thousands or a hundred thousand data points almost instantly, right? I mean, there's this constant processing. So what are those inputs basically? And then how has McLaren putting them to use, and then ultimately, how is Splunk delivering on that from McLaren? >> So I learned quite a lot, you know, I'm, I'm, I been a childhood Formula One fan, and I've learned so much more about F1 over the last kind of couple of years. So it actually starts with the car going out on the track, but anyone that works in the IT function, the car can not go out on track and less monitoring from the car actually is being received by the garage. It's seen as mission critical safety critical. So IT, when you see a car out and you see the race engineer, but that thumbs up the mechanical, the thumbs up IT, get their vote and get to put the thumbs up before the car goes out on track there around about 300 sensors on the car in practice. And there were two sites that run about 120 on race day that gets streamed on a two by two megabits per second, back to the FIA, the regulating body, and then gets streams to the, the garage where they have a 32 unit rack near two of them that have all of their it equipment take that data. They then stream it over the internet over the cloud, back to the technology center in working where 32 race engineers sit in calm conditions to be able to go and start to make decisions on when the car should pit what their strategy should be like to then relate that back to the track side. So you think about that data journey alone, that is way more complicated and what you see on TV, you know, the, the race energy on the pit wall and the driver going around at 300 kilometers an hour. When we look at what Splunk is doing is making sure that is resilient. You know, is the data coming off the car? Is it actually starting to hit the garage when it hits that rack into the garage, other than streaming that back with the right latency back to the working technology center, they're making sure that all of the support decision-making tools there are available, and that's just what we do for them on race weekend. And I'll give you one kind of the more facts about the car. So you start the beginning of the season, they launched the car. The 80% of that car will be different by the end of the season. And so they're in a continual state of development, like constantly developing to do that. So they're moving much more to things like computational fluid dynamics applications before the move to wind tunnel that relies on digital infrastructure to be able to go and accelerate that journey and be able to go make those assumptions. That's a Splunk is becoming the kind of underpinning of to making sure those mission critical applications and systems are online. And that's kind of just scratching the surface of kind of the journey with McLaren. >> Yeah. So, so what would be an example then maybe on race day, what's a stake race day of an input that comes in and then mission control, which I find fascinating, right? You've got 32 different individuals processing this input and then feeding their, their insights back. Right. And so adjustments are being made on the fly very much all data-driven what would be an example of, of an actual application of some information that came in that was quickly, you know, recorded, noted, and then acted upon that then resulted in an improved performance? >> Well, the most important one is pit stop strategy. It can be very difficult to overtake on track. So starting to look at when other teams go into the pit lane and when they come out of the, the pit lane is incredibly important because it gives you a choice. Do you stay also in your current set of tires and hope to kind of get through that team and kind of overtake them, or do you start to go into the pits and get your fresh sets of tires to try and take a different strategy? There are three people in mission control that have full authority to go and make a Pit lane call. And I think like the thing that really resonated for me from learning about McLaren, the technology is amazing, but it's the organizational constructs on how they turn data into an action is really important. People with the right knowledge and access to the data, have the authority to make a call. It's not the team principle, it's not the person on the pit wall is the person with the most amount of knowledge is authorized and kind of, it's an open kind of forum to go and make those decisions. If you see something wrong, you are just as likely to be able to put your hand up and say, something's wrong here. This is my, my decision than anyone else. And so when we think about all these organizations that are trying to transform the business, we can learn a lot from Formula One on how we delegate authority and just think of like technology and data as the beginning of that journey. It's the people in process that F1 is so well. >> We're talking a lot about racing, but of course, McLaren is also getting involved in e-sports. And so people like you like me, we can have that simulated experience to gaming. And I know that Splunk has, is migrating with McLaren in that regard. Right. You know, you're partnering up. So maybe if you could share a little bit more about that, about how you're teaming up with McLaren on the e-sports side, which I'm sure anybody watching this realizes there's a, quite a big market opportunity there right now. >> It's a huge market opportunity is we got McLaren racing has, you know, Formula One, IndyCar and now extreme E and then they have the other branch, which is e-sports so gaming. And one of the things that, you know, you look at gaming, you know, we were talking earlier about Ted Lasso and, you know, the go to the amazing game of football or soccer, depending on kind of what side of the Atlantic you're on. I can go and play something like FIFA, you know, the football game. I can be amazing at that. I have in reality, you know, in real life I have two left feet. I am never going to be good at football however, what we find with e-sports is it makes gaming and racing accessible. I can go and drive the same circuits as Lando Norris and Daniel Ricardo, and I can improve. And I can learn like use data to start to discover different ways. And it's an incredibly expanding exploding industry. And what McLaren have done is they've said, actually, we're going to make a professional racing team, an e-sports team called the McLaren Shadow team. They have this huge competition called the Logitech KeyShot challenge. And when we looked at that, we sort of lost the similarities in what we're trying to achieve. We are quite often starting to merge the physical world and the digital world with our customers. And this was an amazing opportunity to start to do that with the McLaren team. >> So you're creating this really dynamic racing experience, right? That, that, that gives people like me, or like our viewers, the opportunity to get even a better feel for, for the decision-making and the responsiveness of the cars and all that. So again, data, where does that come into play there? Now, What, what kind of inputs are you getting from me as a driver then as an amateur driver? And, and how has that then I guess, how does it express in the game or expressed in, in terms of what's ahead of me to come in a game? >> So actually there are more data points that come out of the F1 2021 Codemasters game than there are in Formula One car, you get a constant stream. So the, the game will actually stream out real telemetry. So I can actually tell your tire pressures from all of your tires. I can see the lateral G-Force longitudinal. G-Force more importantly for probably amateur drivers like you and I, we can see is the tire on asphalt, or is it maybe on graphs? We can actually look at your exact position on track, how much accelerator, you know, steering lock. So we can see everything about that. And that gets pumped out in real time, up to 60 Hertz. So a phenomenal amount of information, what we, when we started the relationship with McLaren, Formula One super excited or about to go racing. And then at Melbourne, there's that iconic moment where one of the McLaren team tested positive and they withdrew from the race. And what we found was, you know, COVID was starting and the Formula One season was put on hold. The FIA created this season and called i can't remember the exact name of it, but basically a replica e-sports gaming F1 series. We're using the game. Some of the real drivers like Lando, heavy gamer was playing in the game and they'd run that the same as race weekends. They brought celebrity drivers in there. And I think my most surreal zoom call I ever was on was with Lando Norris and Pierre Patrick Aubameyang, who was who's the arsenal football captain, who was the guest driver in the series to drive around Monaco and Randy, the head of race strategy as McLaren, trying to coach him on how to go drive the car, what we ended up with data telemetry coming from Splunk. And so Randy could look out here when he pressing the accelerator and the brake pedal. And what was really interesting was Lando was watching how he was entering corners on the video feed and intuitively kind of coming to the same conclusions as Randy. So kind of, you could see that race to intuition versus the real stats, and it was just incredible experience. And it really shows you, you know, racing, you've got that blurring of the physical and the virtual that it's going to be bigger and bigger and bigger. >> So to hear it here, as I understand what you were just saying now, the e-sports racing team actually has more data to adjust its performance and to modify its behaviors, then the real racing team does. Yep. >> Yeah, it completely does. So what we want to be able to do is turn that into action. So how do you do the right car setup? How do you go and do the right practice laps actually have really good practice driver selection. And I think we're just starting to scratch the surface of what really could be done. And the amazing part about this is now think of it more like a digital twin, what we learn on e-sports we can actually say we've learned something really interesting here, and then maybe a low, you know, if we get something wrong, it may be doesn't matter quite as much as maybe getting an analytics wrong on race weekend. >> Right. >> So we can actually start to look and improve through digital and then start to move that support. That's over to kind of race weekend analytics and supporting the team. >> If I could, you know, maybe pun intended here, shift gears a little bit before we run out of time. I mean, you're, you're involved on the business side, you know, you've got, you know, you're in the middle east Africa, right? You've got, you know, quite an international portfolio on your plate. Now let's talk about just some of the data trends there for our viewers here in the U S who maybe aren't as familiar with what's going on overseas, just in terms of, especially post COVID, you know, what, what concerns there are, or, or what direction you're trying to get your clients to, to be taking in terms of getting back to work in terms of, you know, looking at their workforce opportunities and strengths and all those kinds of things. >> I think we've seen a massive shift. I think we've seen that people it's not good enough just to be storing data its how do you go and utilize that data to go and drive your business forwards I think a couple of key terms we're going to see more and more over the next few years is operational resilience and business agility. And I'd make the assertion that operational resilience is the foundation for the business agility. And we can dive into that in a second, but what we're seeing take the Netherlands. For example, we run a survey last year and we found that 87% of the respondents had created new functions to do with data machine learning and AI, as all they're trying to do is go and get more timely data to front line staff to go. And next that the transformation, because what we've really seen through COVID is everything is possible to be digitized and we can experiment and get to market faster. And I think we've just seen in European markets, definitely in Asia Pacific is that the kind of brand loyalty is potentially waning, but what's the kind of loyalty is just to an experience, you know, take a ride hailing app. You know, I get to an airport, I try one ride hailing app. It tells me it's going to be 20 minutes before a taxi arrives. I'm going to go straight to the next app to go and stare. They can do it faster. I want the experience. I don't necessarily want the brand. And we're find that the digital experience by putting data, the forefront of that is really accelerating and actually really encouraging, you know, France, Germany are actually ahead of UK. Let's look, listen, their attitudes and adoption to data. And for our American audience and America, America is more likely, I think it's 72% more likely to have a chief innovation officer than the rest of the world. I think I'm about 64% in EMEA. So America, you are still slightly ahead of us in terms of kind of bringing some of that innovation that. >> I imagine that gap is going to be shrinking though I would think. >> It is massively shrinking. >> So before we, we, we, we are just a little tight on time, but I want to hear about operational resilience and, and just your, your thought that definition, you know, define that for me a little bit, you know, put a little more meat on that bone, if you would, and talk about why, you know, what that is in, in your thinking today and then why that is so important. >> So I think inputting in, in racing, you know, operational resilience is being able to send some response to what is happening around you with people processing technology, to be able to baseline what your processes are and the services you're providing, and be able to understand when something is not performing as it should be, what we're seeing. Things like European Union, in financial services, or at the digital operational resilience act is starting to mandate that businesses have to be operational in resilient service, monitoring fraud, cyber security, and customer experience. And what we see is really operational resilience is the amount of change that can be absorbed before opportunities become risk. So having a stable foundation of operational resilience allows me to become a more agile business because I know my foundation and people can then move and adjust quickly because I have the awareness of my environment and I have the ability to appropriately react to my environment because I've thought about becoming a resilient business with my digital infrastructure is a theme. I think we're going to see in supply chain coming very soon and across all other industries, as we realize digital is our business. Nowadays. >> What's an exciting world. Isn't it, James? That you're, that you're working in right now. >> Oh, I, I love it. You know, you said, you know, eight and an eight and a half years, nine years at Splunk, I'm still smiling. You know, it is like being at the forefront of this diesel wave and being able to help people make action from that. It's an incredible place to be. I, is liberating and yeah, I can't even begin to imagine what's, you know, the opportunities are over the next few years as the world continually evolves. >> Well, every day is a school day, right? >> It is my favorite phrase >> I knew that. >> And it is, James Hodge. Thanks for joining us on theCUBE. Glad to have you on finally, after being on the other side of the camera, it's great to have you on this side. So thanks for making that transition for us. >> Thank you, John. You bet James Hodge joining us here on the cube coverage of splunk.com 21, talking about McLaren racing team speed and Splunk.

>>Welcome back to the cubes coverage here in Washington D. C. For a W. S. Public sector summit. I'm john fraser host of the queues and in person event but of course we have remote guests. It's a hybrid event as well. Amazon is streaming amazon web services, streaming all the teams, some of the key notes of course all the cube interviews are free and streaming out there as well on the all the cube channels and all the social coordinates. Our next guest is Melissa Pavlik President and Ceo POV con joining me here to talk about predictive maintenance, bringing that to life for the U. S. Air Force melissa. Thanks for coming in remotely on our virtual cube here at the physical event. >>Excellent, thank you. Good morning >>Show. People have been been um face to face for the first time since 2019. A lot of people remote calling in checking things out kind of an interesting time, right? We're living in so uh what's your, what's your take on all this? >>Sure. I mean it's a new way of doing business, right? Um I will say, I guess for us as a company we always have been remote so it's not too much of a change but it is definitely challenging, especially trying to engage with such a large user community such as the United States Air Force who isn't always used to working as remotely. So it's definitely a unique challenge for sure. >>Well let's get into, I love this topic. You had a real success story. There is a case study with the U. S. Air Force, what's the relationship take us through what you guys are doing together? >>Sure. Absolutely. So we started working with the Air Force now about five years ago on this subject and predictive maintenance. Sometimes you might hear me catch myself and say CBM plus condition based maintenance. They're synonymous. They mean the exact same thing basically. But about five years ago the Air Force was contemplating how do we get into a space of getting ahead of unscheduled maintenance events? Um if the military they're big push always his readiness how do we improve readiness? So to do that it was a big ask of do we have the data to get ahead of failures? So we started on this journey about five years ago as I said and frankly we started under the radar we weren't sure if it was going to work. So we started with two platforms. And of course when I think a lot of people here predictive maintenance, they immediately think of sensor data and sensors are wonderful data but unfortunately especially in an entity such as the Air Force not all assets are censored. So it also opened up a whole other avenue of how do we use the data that they have today to be able to generate and get ahead of failures. So it did start a really great partnership working not only with the individual, I'll say Air Force entities that Air Force Lifecycle Management Center but we also worked across all the major commands, the individual units, supply control, logistics and everyone else. So it's been a really great team effort to bring together all of those but typically would be rather segregated operations together. >>Yeah, they're getting a lot of props lately on a lot of their projects across the board and this one particular, how did you guys specifically help them modernize and with their and get this particular maintenance thing off the ground? >>Absolutely. I think quite simply it was what really we put their existing data to work. We really wanted to get in there and think about they already had a ton of data. There wasn't a need to generate more. We're talking about petabytes of information. So how do we use that and put it into a focus of getting ahead of failure? We said we established basically three key performance parameters right from the beginning it was, we knew we wanted to increase availability which was going to directly improve readiness. We needed to make sure we were reducing mission aborts and we wanted to get ahead of any kind of maintenance costs. So for us it was really how do we leverage and embrace machine learning and ai paired with just big data analytics and how do we take frankly what is more of a World War Two era architecture and turn it into something that is in the information age. So our modernization really started with how do we take their existing data and turn it into something that is useful and then simultaneously how do we educate the workforce and helping them understand what truly machine learning and AI offer because I think sometimes there's everyone has their own opinions of what that means, but when you put it into action and you need to make sure that it's something that they can take action on, right, it's not just pushing a dot moving numbers around, it's really thinking about and considering how their operations are done and then infusing that with the data on the back end, >>it's awesome. You know the old workflows in the cloud, this is legit, I mean physical assets, all kinds of things and his legacy is also but you want the modernization, I was gonna ask you about the machine learning and ai component, you brought that up. What specifically are you leveraging their from the ai side of the machine learning side? >>Absolutely for us, most and foremost we're talking about responsible a i in this case because unfortunately a lot of the data in the Air Force is human entry, so it's manual, which basically means it's open and rife for a lot of error into that data. So we're really focused heavily on the data integrity, we're really focused on utilizing different types of machine learning because I think on the surface the general opinion is there's a lot of data here. So it would open itself naturally into a lot of potential machine learning techniques, but the reality situation is this data is not human understandable unless you are a prior maintainer, frankly, it's a lot of codes, there's not a whole lot of common taxonomy. So what we've done is we've looked at those supervised and unsupervised models, we've taken a whole different approach to infusing it with truly, what I would say arguably is the most important key element, domain expertise. You know, someone who actually understands what this data means. So that way we can in in End up with actionable output something that the air force can actually put into use, see the results coming out of it. And thus far it's been great. Air mobility command has come back and said we've been able to reduce their my caps, which are parts waiting for maintenance by 18%. That's huge in this space. >>Yeah, it's interesting about unsupervised and supervised machine learning. That's a big distinct because you mentioned there's a lot of human error going on. That's a big part. Can you explain a little bit more because that was that to solve the human error part or was it the mix and match because the different data sets, but why the why both machine learning modes. >>So really it was to address both items frankly. When we started down this path, we weren't sure we were going to find right, We went in with some hypotheses and some of those ended up being true and others were not. So it was a way for us to quickly adjust as we needed to again put the data into actionable use and make sure we were responsibly doing that. So for us a lot of it, because it's human understanding and human error that goes into this natural language processing is a really big area in this space. So for us, adjusting between and trying different techniques is really where we were able to discover and find out what was going to be the most effective and useful in this particular space as well as cost effective. Because for us there's also this resistance, you have to have resist the urge to want to monitor everything. In this case we're talking about really focusing on those top drivers and depending on the type of data that we had, depending on the users that we knew were going to get involved with it as well as I would say, the historical information, it really would help us dictate on supervised versus supervised and going the unsupervised route. In some cases there's just still not ready for that because the data is just so manual. Once we get to a point where there is more automation and more automated data collection, unsupervised will definitely no doubt become more valuable right now though, in order to get those actionable. That supervised modeling was really what we found to be the most valuable >>and that makes total sense. You've got a lot of head room to grow into with Unsupervised, which is actually harder as you as you know, everyone, everyone everyone knows that. But I mean that's really the reality. Congratulations. I gotta ask you on the AWS side what part do they play in all this? Obviously the cloud um their relationship with the Air Force as well, what's their what's their role in this particular maintenance solution? >>Sure, absolutely. And I'll just say, I mean we're really proud to be a partner network with them and so when we started this there was no cloud, so today a lot of opportunity or things we hear about in the Air Force where like cloud one platform one, those weren't in existence, you know, five years ago or so. So for us when we started down this path and we had to identify very quickly a format and a host location that would allow us not only handle large amounts of data but do all of the deep analysis we needed to AWS GovCloud is where that came in. Plus it also is awesome that they were already approved at I. L. Five to be able to host that we in collaboration with them host a nist 801 +71 environment. And so it's really allowed us to to grow and deliver this this impact out over 6000 users today on the Air Force side. So for us with a W. S. Has been a great partnership. They obviously have some really great native services that are inside their cloud as well as the pairing and easy collaboration among not only licensed products but also all that free and open source that's out there because again, arguably that's the best community to pull from because they're constantly evolving and working in the space. But a W has been a really great partner for us and of course we have some of our very favorite services I'm happy to talk about, but they've been really great to work with >>what's the top services. >>So for us, a lot of top services are like ec two's work spaces, of course S three and Glacier um are right up there, but you really enjoy working across glue Athena were really big on, we find a commercial service we're looking for that's not yet available in Govcloud. And we pull in our AWS partners and ask, hey, you know when it's going to get into the gulf cloud space and they move pretty quickly to get those in there. So recent months are definitely a theme in blue. Well, >>congratulations, great solution, I love this application because it highlights the power of the cloud, What's the future in store for the U. S. Air Force when it comes to predictive maintenance. >>Sure. I mean, I think at this point they are just going to continue adding additional top driver analyses you through our work for the past couple years. We've identified a lot of operational and functional opportunities for them. So there's gonna be some definitely foundational changing coming along, some enabling new technologies to get that data integrity more automated as well so that there isn't such a heavy lift on the downstream, we're talking about data cleansing, but I think as far as predictive maintenance goes, we're definitely going to see more and more improvements across the readiness level, getting rid of and eliminating that unscheduled event that drives a lot of the readiness concerns that are out there. And we're also hoping to see a lot more improvement and I'd say enhancement across the supply chain because we know that's also an area that really they could get ahead on your part of our other work as we developed a five year long range supply forecast and it's really been opening some eyes to see how they can better plan, not only on the maintenance side but also supporting maintenance from a logistics and supply, >>great stuff melissa. Great to have you on President Ceo Path Con, you're also the business owner. Um how's things going with the business? The pandemic looks like I'm gonna come out of it stronger. Got the tailwind with cloud technology. The modernization boom is here in, in Govcloud, 10 years celebrating Govcloud birthday here at this event. How's business house? How are you doing >>good. Everything has actually been, we were, I guess fortunate, as I mentioned the very beginning, we were remote companies. So fortunately for us the pandemic did not have that much of an operational hiccup and being that a lot of our clients are in the federal space, we were able to continue working and amazingly we actually grew during the pandemic. We added quite a bit of a personnel to the team and so we're looking forward to doing some more predictive maintenance across, not only explaining the Air Force but the other services as well. >>You know, the people who were Agile had some cloud action going on, we're productive and they came out stronger melissa. Great to have you on the cube. Thank you for coming in remotely and joining our face to face event from the interwebs. Thank you so much for coming on cuba >>All right, thank you, john have a great rest of your day. >>Okay. I'm john for here at the cube with a W. S. Public sector summit in person and remote bringing guest on. We've got the new capability of bringing remotes in. We do in person. I'll see you face to face hear the cube and it's like to be here at the public sector summit. Thanks for watching. Mhm. Mhm >>robert, Herjavec

(high intensity music) >> Everyone, welcome back to theCUBE's coverage of AWS Public Sector Summit live in Washington, D.C. Two days of wall-to-wall coverage. I'm John Furrier, your host of theCUBE. Finally, great to be in-person. We had a remote interviews. We have a hybrid event going on. We're streaming everything all over the place. Next guest is Matt Mandrgoc, who's the Head of Public Sector at Zoom. The company that everyone loves and have happy meetings, happening events. Great to see you. >> Thank you for having me today. >> So, I'll say Zoom is in the center of all the action pandemic. Everyone knows what's going on with Zoom. Household name. Company's exceptionally well on the performance side, what's going on in Public Sector? >> It's exciting. You know, over the last 18 months, we've just exploded across all the marketplace, both in federal state, local government and education. And what's exciting is we've just scratched the surface for our customers. So, if you look at what we've done in getting in front of inaugural events, courts, legislation, all kinds of other types of meetings and webinars, getting the message out around the pandemic. It's exciting to know that we have that opportunity to make a difference. Now, part of this whole thing around Public Sector, since we just scratched the surface, what's exciting is how do we start to look forward to the next 12, 24, 36 months in helping our customers? How do we really add value in accelerating that mission value for them? >> You know, Matt, it's interesting. There's two things that happened during the pandemic that I point to and I talk about all the time. The internet didn't break. So, all those service providers that had the pipes, good job, packets from moving around, And Zoom, you guys really saved society and educate, so many use this. Education, government, meetings, courtrooms, I never thought about the speeding tickets. People have to go free Zoom. All this stuff's happening. Now, you've got a partnership with AWS. What's the next level? I'm assuming more immersion, more connections, more integration. What's the next? What's the plan? >> Great question. So, our next step is we looked at this relationship and we were going to customers and go in there, we go in there and then they go in there. There's wasn't any synergy. So, what we decided to do is come together. So, think about this, Zoom and AWS going into our public sector customers, bringing solutions and helping them evolve, innovate, and transform. As they're evolving through this people-centric hybrid network or workplace journey that they're going through. And then the best part about this is these ecosystem of partners that help both of us, and be a part of that process as well. >> Not to toot your own horn, but we just had a remote interview on Zoom connected to our gear here. Here with a guest sitting right here, just now, that's the kind of impact. How is that transformed some of the government agencies, like military for instance? >> Great question. So, we had, one of the things that the, even back in April 2020, the Air force was recognized by military.com for recruiting and how they use to keep their numbers up, to get in front of recruits. And think about this, if I'm a recruiter, I can't drive three hours to go see somebody, find out if they can join or not and come back. Now they could use Zoom, something that people were comfortable with. Ease of use, simple, ingrained in the fabric of people's lives. Now they could have that, keeping their numbers up and being recognized by a two star general for what they did around the recruiting and keeping the numbers up. >> All right. So I'll ask you cause I know you have a federal background with one. You know the industry pretty well, over the years you've stunned. You've seen the old way now, the new way, what's it like at Zoom? Because you guys exploded onto the scene. Been around for a while, but once you hit the tipping point, it was a rocket ship plus the pandemic. Now you come into federal. You've got FedRAMP issues, what do you do? How do you get through all that? >> We were excited about the fact that we're really catapulted us. We were at FedRAMP Impact Level 2, Moderate back in April of 2019. So, what set the groundwork? So when the pandemic occurred, we were able to explode forward, help our customers. Now, we've even looked past that and go, "What do we do next?" DOD Impact Level 4. We have an authorization to operate with conditions from the Department of the Air Force. And it was set as we go through our provisional process with DISA. The exciting part is, our customers can use this. Now, they have a set of conditions. Those conditions are basically guidelines of how to use and set up an IL-4 call. >> So, just Impact Level 4 is just below top secret if I understand that correct, right? >> So, Impact Level 4 allows our customers and the DOD to use it for a CUI, which is Controlled Unclassified Information or FOUO, For Official Use only conversations. >> Got it. And there's six levels, right? >> Yes. >> Five, six is like the ultimate, like- >> yes. >> super top secret, secret. >> Yes. >> Okay, cool. All right. So four is good? >> It's very good. >> So this is interesting, in 2019, you've mentioned that stuff. That kind of highlights the whole Cloud way before the pandemic. The winners and losers tend to see who was winning and who's losing. And I think a lot of agencies realize the ones that were in the cloud early before the pandemic and the ones that didn't get there fast enough are really lagging behind. What's your reaction to that? >> Well, you're absolutely right. And the interesting thing about the pandemic, what it brought forth is a horrible event, but what it brought forth was transformation that customers had to go through. So think of it this way. If a customer, you know, they were at all this equipment sitting on staff, on site and they had to go home. And all of a sudden when they went home, legacy systems could not transform and allow them to evolve into this work from home environment. So, what it brought forth of these systems that were just not capable of being able to scale. And all of a sudden, as they went forward, they were able to go ahead and us. For us, it was easy because ease of use, scalability, innovation, extensibility and security, allowed us to really jump right in there. And as people I mentioned earlier, it became ingrained in the fabric of people's lives. So, the ease of use for everybody made it easy for them to move home. >> Yeah. And that's a big impact. All right. Let me ask about the Amazon Marketplace, AWS Marketplace. News there? Share. >> Yeah. We're excited we announced over the last two days, we've announced our relationship with AWS, and the AWS Marketplace via Kairosoft. So, Kairosoft is a world-class public sector distributor. The great relationship we have there that help us really accelerate this relationship was Amazon already had that AWS Marketplace distributor. We had Kairosoft as our main distributor for all Public Sector, solar suburb. So, the relationship already there and with the integration with Tackle.io, allowed us to really accelerate this relationship and be able to transact for our customers. And you think about the transaction, now our customers can start to leverage AWS contracts and accelerate the pieces that they have across there. >> Talk about the Tackle.io piece, how does that fit in? Cause you've got Kairosoft, Distributor, Zoom, what's Tackle do? They integrate? >> Tackle was just the integration piece allowed us to get these transactions going for back and forth. So, the transaction you think about, a customer will buy through AWS contract. They'll get transacted through the AWS Marketplace at Kairosoft, and it come to Zoom from there. Tackle.io was just the integration piece allowed that to happen. >> Yeah. And just a plug for Tackle.io. Those guys are start-up that's growing really fast. They make it easy. The Marketplace is not that easy. (laughs) Dave McCain would argue with me, but yeah, it's can be unwieldy, but they manage it and make it easier. >> Matt: Well, if you think about typically, if you had direct integration, it would take you many months to get through that process and a lot of times. This helped us, with the Marketplace being at Kairosoft, and Tackle.io, allowed us to really accelerate this relationship. >> I mean, that's a consumption model in the future. I mean, you're looking at, from a Zoom standpoint, you look at the marketplace, that's just more distribution. That's a selling vehicle for you, right? >> Exactly. But it's also, you think, but it's selling people for us. But you think about it from the customer side. If they have a contract already in place and they have consumption, you know, minimums they have to hit and they can be a part of the solution set now that we come together. It really becomes that, "Hey yeah, it's easy to use as a great way." But now we're giving, as we mentioned earlier, an acceleration point for our customers to drive that innovation and quickly procure it. >> Now, you've been around the block on Public Sector. You've seen the waves of innovation over the years. Now, it's kind of like the perfect storm. Multiple waves colliding into a big wave with cloud and with the new normal that's coming. From telemedicine to education, to military, to top secret, to distribution via marketplaces cloud scale, where there's now a new stack emerging, horizontal and vertical. What is your take on that as a industry participant? You're like, "We're putting perspective." Like how big is this compared to what was once other waves? >> Well, you know, what the pandemic brought forth was, as Max mentioned earlier today in his keynote, it really accelerated transformation of people how to do it, which would may take three to five years. Took weeks and months. Now we have the opportunity to go forward and really push this and say, "How do we transform while this pandemic happened?" People are now, the governments are, in education are now looking at transformation on how they accelerate this for the next five to seven years. Because the decisions are making, the money they're settling, and the investments they're making are transforming how they're going to do that. And they realize they cannot do it the way they did it before. >> Well, congratulations in all the success that Zoom, for you and your teammates. Eric, over there as CEO and Collin, and the rest of the team, Ross Mayfield, amongst others. We love you guys. I think you're great company. You really made a dent in the universe in a positive way. I'm looking forward to seeing what's on the roadmap. IOT devices, edge, what's happening? >> Actually, it's great timing of that because we just had our Zoomtopia. So we announced a number of different innovative things that we've done out there, white boarding and such. That really is going to come forward. So I would encourage everybody to go to the Zoom website, look at some of the videos we had from Zoomtopia. Talked about some of the actual, really cool innovative things that we've done. >> John: Yeah. Yeah. I mean, almost imagined was the camera technology, the collaboration technology, things are going to be a little bit different. It's not going to be what people think it's going to be. It might look different. What's your view on that? >> I think it's going to look different than it was a year ago. I think it's going to look different than two years from now. And so, with innovation, we look at, we have hundreds of different innovative things that occurred out there. So we look at, you know, virtual classrooms, things that they have out there to change the environment, to make that feel like it's a real life experience. And that's what makes the difference on us. >> You know, I watched companies like Facebook saying, they're going to drop 50 million into metaverse for the next two years. They're throwing engineers at it. But all it points down to is a better user experience. That's the goal, right? To make that user experience immersive, clean, elegant, simple but effective. >> Yeah. It's intuitive. It's the number one thing I hear form every single person. They want something easy to use when the send them home, they want to be able to turn it on for it to work. And we had one department, one agency has sent people home. They found the productivity was doing so well that they actually have decided to hire people in different parts of the country. It's very specialized group around, it moved the D.C. area. Now it's changed the whole scope of how you bring people in with these different skillsets, how not having a move to an area. We'll be able to leverage them at a remote location, but really embrace that expertise. >> Matt, thank you for coming on theCUBE, Matt Mandrgoc, Head of Public Sector. U.S. Public Sector for Zoom. A name you're going to keep hearing about more and more. It's not going away. Establish themselves as the leader in collaboration, certainly video meetings, conferences, events. Thanks for coming on. >> Matt: Thanks for having me on theCUBE. >> Okay. Well, more coverage from a live personal in-person event with remote Zoom's coming in as hybrid. It's theCUBE coverage of AWS Summit 2021, here in Washington, DC. I'm John Furrier. Thanks for watching. (soft music)

>> Welcome back to theCUBE's covering of AWS Public Sector Summit. In-person here in Washington, DC. I'm John Furrier, your host, great to be back face to face. We've got a great, special guest Clint Crosier, who is the Director of AWS' Aerospace & Satellite. Major General of The Air Force/Space Force. Retired. Great to see you in person again. Thanks for coming on theCUBE. >> Thank you for having me. I appreciate that. >> First of all, props to you for doing a great job at Amazon, bringing all your knowledge from Space Force and Air Force into the cloud. >> Thank you. >> So that's great, historical context. >> It's been valuable and it's provided a whole lot of insight into what we're building with the AWS space team, for sure. >> So number one question I get a lot is: We want more space content. What's the coolest thing going on in space? Is there a really a satellite behind the moon there, hidden there somewhere? What's the coolest thing going on in space? >> Well, the coolest thing that's going on in space, I think is you're seeing the rapid growth of the space industry, I mean, to me. I've been in the space industry for 34 years now, and there have been periods where we projected lots of growth and activity and it just didn't really come about, especially in the 80's and the 90's. But what we're seeing today is that growth is taking place. Whether it's the numbers of satellites that are being launched around the globe every year, there's some 3,000 objects on orbit today. Estimates are that there'll be 30,000 objects at the end of the decade, or the number of new companies, or the number of global spinning. It is just happening right now, and it's really exciting. >> So, when people say or hear space, there's a lot of economic changes in terms of the cost structures of how to get things deployed into space. That brings up the question of: Is space an opportunity? Is it a threat vector? What about congestion and security? >> Yeah, well three great things, absolutely an opportunity. We're seeing the rapid growth of the space industry, and we're seeing more commercialization than ever before. In my whole career, The Air Force or, NASA, or the NRO would sort of, hold things and do them themselves Today, you're seeing commercial contracts going out from the National Reconnaissance Office, NASA, from The Air Force, from the Space Force. So lots of opportunity for commercial companies. Security. Absolutely, priority number one should be security is baked into everything we do at AWS. And our customers, our Government classified customers tell us the reason they came to AWS is our security is top notch and certified for all their workloads. And as you well know, we have from unclassified all the way up to top secret capabilities on the AWS cloud. So just powerful opportunities for our customers. >> Yeah. And a lot of competitors will throw foot on that. I know, I've reported on some of that and not a lot of people have that same credential. >> Sure. >> Compared to the competition. >> Sure. >> Now I have to ask you, now that you have the top secret, all these clouds that are very tailorable, flexible with space: How are you helping customers with this Aerospace Division? Is it is a commercial? In the public sector together? What's the... >> All of the above. >> Take us through the value proposition. >> Yeah, happy to do this. So what we recognized over the last two years or so we, at AWS, recognized all this rapid growth that we're talking about within the space industry. Every sector from launch to on-orbit activities, to space exploration, all of it. And so AWS saw that and we looked at ourselves and said: "Do we have the right organization and expertise in place really to help our customers lean into that?" And the answer was: we decided to build a team that had deep experience in space, and that was the team that we grew because our thesis was: If you have a deep experience in space, a deep experience in cloud, you bring those two together and it's a powerful contribution. And so we've assembled a team with more than 500 years of collective hands-on experience, flying satellites, launching rockets. And when we sit down with our customers to innovate on their behalf, we're able to come up with some incredible solutions and I'm happy to talk about those. >> I'd love to, but tell you what, first of all, there's a lot of space nerds out there. I love space. I love space geeking out on the technology, but take us through the year you had, you've had a pretty incredible year with some results. You have that brain trust there. I know you're hiring. I know that people want to work for you. I'm sure the resumes are flying in, a lot of action. >> There is. >> What are the highlights from this year? >> So the highlights I think is, we've built a team that the industry is telling us was needed. Again, there was no organization that really served the space cloud industry. And so we're kind of building this industry within the industry, the space cloud industry. And so number one, just establishing that team and leaning into that industry has been valuable. The other thing that we're real proud of is we built a global team, because space is a global enterprise. We have teams in Europe and in Asia and South America here in the U.S., so we built a global team. One of the things that we did right up front, we weren't even six months old, when we envisioned the idea of doing the AWS Space Accelerator. And some of the folks told me: "Clint, six months under your belt, maybe you ought to get your feet under you." And I said: "No, no. We move fast to support our customers." And so we made a call for any space startup that wanted to come on board with AWS and go through our four week Space Accelerator. We partnered with Sarah from Capital. And the idea was: if you're a small company that wants to grow and build and learn how you can use the cloud to gain competitive advantage, come with us. And so John, I would have been happy if we had 50 companies applied, we had 194 companies across 44 countries that applied to our accelerator. We had to down select a 10, but that was a tremendous accomplishment, two of those are speaking this afternoon, where they met each other at our accelerator and now have formed a partnership: Ursa Space and HawkEye 360 on how they build on the cloud together. Fascinating. >> Well, I love that story. First of all, I love the military mindset. No, we're not going to wait. >> Move it out. >> It's not take that hill, it's take that planet. >> Our customers won't wait, innovation, doesn't wait, the future doesn't wait. We have to move out. >> So, this brings up the entrepreneurship angle. We got there a little early, but I want to talk about it because it's super important. There's an entrepreneurial culture happening right now in the space community >> There is. At large, and it's getting bigger and wider. >> Bigger every day. >> What is that? What if someone says: "Hey, what's going on with entrepreneurship in this space? What are the key dynamics? What's the power dynamics?" It's not money, there's money out there, but like what's the structural thing happening? >> The key dynamic, I think, is we're seeing that we can unlock things that we could never do before. And one of our goals is: the more space data we can make more accessible to more people around the world. It unlocks things we couldn't do. We're working with space companies who are using space data to track endangered whales off the coast of California. We're working with companies that are using space data to measure thermal and greenhouse emissions for climate change and climate management. We're working with one company, Edgybees, who has a small satellite constellation, and they're using it to build satellite based, augmented reality, to provide it to first responders as they go into a disaster response area. And they get a 3D-view of what they're going into. None of those workloads were possible five years ago. And the cloud and cloud-based technologies are really what opens those kinds of workloads up. >> What kind of higher level services do you see emerging from space cloud? Because you know, obviously you have to have some infrastructure. >> Absolutely. Got to put some stuff into space. That's a supply chain, reliability, also threat. I mean, I can have a satellite attack, another satellite, or I'm just making that up, but I'm sure there's other scenarios that the generals are thinking about. >> So space security and cyberspace security is critical. And as I said, it's built into everything we do in all of our platforms, so you're absolutely right about that, but when we think about the entrepreneurship, you know, what we're seeing is, and I'll give you a good example of why the industry is growing so fast and why cloud. So one company we work with, LeoLabs. So Leo identified the growth in the LEO: Low Earth Orbit segment. 3,000 objects on orbit today, 30,000 tomorrow. Who's going to do the space traffic management for 30,000 objects in space that are all in the same orbital regime? And so LeoLabs built a process to do space traffic management, collision avoidance. They were running it on premises. It took them eight hours to do a single run for a single satellite conjunction. We got them to help understand how to use the cloud. They moved all that to AWS. Now that same run they do in 10 seconds. Eight hours to 10 seconds. Those are the kind of workloads as space proliferates in and we grow, that we just can't execute without cloud and cloud-based technologies. >> It's interesting, you know, the cloud has that same kind of line: move your workloads to the cloud and then refactor. >> Yeah. So space workloads are coming to the cloud. >> They are. >> Just changing the culture. So I have to ask you, I know there's a lot of young people out there looking for careers and interests. I mean, Cal poly is going into the high school now offering classes. >> Yeah So high school, there's so much interest in space and technology. What is the cultural mindset to be successful? Andy Jassy last year, reading and talk about the mindset of the builder and the enterprise CXO: "Get off your butt and start building" There's a space ethos going on. What is the mindset? Would you share your view on it? >> The mindset is innovation and moving fast, right? We, we lived, most of my career, in the time where we had an unlimited amount of money and unlimited amount of time. And so we were really slow and deliberate about how we built things. The future won't wait, whether it's commercial application, or military application, we have to move fast. And so the culture is: the faster we can move, The more we'll succeed, and there's no way to move faster than when you're building on the AWS cloud. Ground station is a good example. You know, the proposition of the cloud is: Don't invest your limited resources in your own infrastructure that doesn't differentiate your capability. And so we did that same thing with ground station. And we've said to companies: "Don't spend millions of dollars on developing your own ground station infrastructure, pay by the minute to use AWS's and focus your limited resources back in your product, which differentiate your space mission." and that's just been power. >> How is that going from customer perspective? >> Great. It's going great. We continue to grow. We added another location recently. And just in the last week we announced a licensed accelerator. One of the things our customers told us is it takes too long to work with global governments to get licensed, to operate around the world. And we know that's been the case. So we put together a team that leaned in to solve that problem, and we just announced the licensed accelerator, where we will work with companies to walk them through that process, and we can shave an 18 month process into a three or four month process. And that's been... we've gotten great response on that from our company. >> I've always said: >> I remember when you were hired and the whole space thing was happening. I remember saying to myself: "Man, if democratization can bring, come to space" >> And we're seeing that happening >> You guys started it and you guys, props to your team. >> Making space available to more and more people, and they'll dazzle us with the innovative ways we use space. 10 years ago, we couldn't have envisioned those things I told you about earlier. Now, we're opening up all sorts of workloads and John, real quick, one of the reasons is, in the past, you had to have a specific forte or expertise in working with space data, 'cause it was so unique and formatted and in pipeline systems. We're making that democratized. So it's just like any other data, like apps on your phone. If you can build apps for your phone and manage data, we want to make it that easy to operate with space data, and that's going to change the way the industry operates. >> And that's fundamentally, that's great innovation because you're enabling that. That's why I have to ask you on that note Of the innovation trends that you see or activities: What excites you the most? >> So a lot of things, but I'll give you two examples very quickly: One is high-performance compute. We're seeing more and more companies really lean in to understanding how fast they can go on AWS. I told you about LeoLabs, eight hours to 10 seconds. But that high-performance computes going to be a game changer. The other thing is: oh, and real quick, I want to tell you, Descartes Labs. So Descartes Labs came to us and said: "We want to compete in the Annual Global Top 500 supercomputer challenge" And so we worked with them for a couple of weeks. We built a workload on the AWS standard platform. We came in number 40 in the globe for the Top 500 super computer lists, just by building some workloads on our standard platform. That's powerful, high-performance compute. But the second example I wanted to give you is: digital modeling, digital simulation, digital engineering. Boom Aerospace is a company, Boom, that we work with. Boom decided to build their entire supersonic commercial, supersonic aircraft, digital engineering on the AWS cloud. In the last three years, John, they've executed 6,000 years of high-performance compute in the last three years. How do you do 6,000 years in compute in three years? You spin up thousands of AWS servers simultaneously, let them do your digital management, digital analysis, digital design, bring back a million different perturbations of a wing structure and then pick the one that's best and then come back tomorrow and run it again. That's powerful. >> And that was not even possible, years ago. >> Not at that speed, no, not at that speed. And that's what it's really opening up in terms of innovation. >> So now you've done it so much in your career, okay? Now you're here with Amazon. Looking back on this past year or so, What's the learnings for you? >> The learning is, truly how valuable cloud can be to the space industry, I'll admit to you most people in the space industry and especially in the government space industry. If you ask us a year ago, two years ago: "Hey, what do you think about cloud?" We would have said: "Well, you know, I hear people talk about the cloud. There's probably some value. We should probably look at that" And I was in the same boat, but now that I've dug deeply into the cloud and understand the value of artificial intelligence, machine learning, advanced data analytics, a ground station infrastructure, all those things, I'm more excited than ever before about what the space industry can benefit from cloud computing, and so bringing that, customer by customer is just a really fulfilling way to continue to be part of the space industry. Even though I retired from government service. >> Is there a... I'm just curious because you brought it up. Is there a lot of people coming in from the old, the space industry from public sector? Are they coming into commercial? >> Absolutely. >> Commercial rising up and there's, I mean, I know there's a lot of public/private partnerships, What's the current situation? >> Yeah, lots of partnerships, but we're seeing an interesting trend. You know, it used to be that NASA led the way in science and technology, or the military led the way in science and technology, and they still do in some areas. And then the commercial industry would follow along. We're seeing that's reversed. There's so much growth in the commercial industry. So much money, venture capital being poured in and so many innovative solutions being built, for instance, on the cloud that now the commercial industry is leading technology and building new technology trends that the military and the DOD and their government are trying to take advantage of. And that's why you're seeing all these commercial contracts being led from Air Force, Space Force, NASA, and NRO. To take advantage of that commercialization. >> You like your job. >> I love my job. (laughing) -I can tell, >> I love my job. >> I mean, it is a cool job. I kind of want to work for you. >> So John, space is cool. That's our tagline: space is cool. >> Space is cool. Space equals ratings in the digital TV realm, it is really, super exciting a lot of young people are interested, I mean, robotics clubs in high schools are now varsity sports, eSports, all blend together. >> Space, robotics, artificial intelligence, machine learning, advanced analytics. It's all becoming a singular sector today and it's open to more people than ever before, for the reasons we talked about. >> Big wave and you guys are building the surf boards, everyone a ride it, congratulations. Great to see you in person. >> Thank you. Again, thanks for coming on theCUBE, appreciate that. >> Thanks for having us. >> Clint Crosier is the Director of AWS Aerospace & Satellite. Legend in the industry. Now at AWS. I'm John Furrier with theCUBE. Thanks for watching.

(upbeat music) >> Live in Washington, DC. This is day two of two days of coverage. I'm John Furr, your host. We're in person face-to-face event it's kicking off day two. Dave Levy's here, Vice President of US government Nonprofit and healthcare businesses for AWS Public Sector. Dave, great to see you again, welcome back. >> Dave: Great to see you, John. >> So, great time last time we were in person, 2019, looks like the event, the last year was virtual, what's new? >> Well, first of all, I think it's just exciting. I mean, I'm excited to be back and in-person and so much has happened in our personal lives in our communities and so I'm really glad that we can all be together and it's been great so far. >> I was talking yesterday with some folks and I saw people doing some networking. I heard someone, "Hey, I'm want to hire someone." So, the face-to-face is back, we're also streaming. Max Peterson told me they're pushing it everywhere on Facebook, LinkedIn, Twitter, everywhere, Twitch, so free content, but still a lot of registrations here in person, good stuff. >> Yeah, great registrations. We're thrilled with the support from partners and customers. And also too, like you said, the connections that people are making, so it does feel good that things are flowing and people are having conversations and- >> Well, you got healthcare, nonprofits, US government, healthcare has been a big focus so far in this show. A lot of action, local governments, governments and healthcare seem to be like pandemic enabled to change. What's the update? What's the highlights so far for you? >> Well, I think the highlights are in those areas that, what we've been able to help our customers with is the ability to respond and that's what Cloud is all about and their ability to react and to respond to things that they don't necessarily know is going to happen and the big thing that none of us knew was going to happen was the pandemic. And so that ability and agility and preparedness to respond has really been great to see from a lot of those customers. >> You know, Max Peterson had the CIO from the Air Force up on stage and she's known for her comments about data and data's our data, the US Air Force and so data's big part of it. They are having a transformation and the how's that project going? What's the update there? What's your impression on that? >> Yeah, well, it was great to see the Air Force on stage and great to see Laura up there and we're really proud to support the DOD and the Air Force. And the Air Force has a lot to be proud of in their transformation journey and what they're doing with Cloud One is pretty substantial and amazing transformation for them. And then they've got 35 applications running on AWS. And so we think their progress is really good and they're thinking the right way in terms of their software factories and other types of projects. >> What's interesting is it's watching like who's adopting, it's like you look at like the pandemic has really opened up the view of the projects, which ones are doing well. And how do I say this politely? The projects that were being blocked or hidden, or the KPIs camouflaging the value were exposed because I mean, once that pulled back the curtain, people realized, "Oh my God, we're stuck," Or "we're inadequate, we are antiquated. We need to change," because now the pressure to deliver shifted to digital. I mean, this literally exposed the good, bad, and the ugly. >> It did and some were more prepared than others. There are great examples. We worked with the SBA to help expand the portal for the payroll protection program to get more lenders access faster. And that was a great project. They were able to respond really quickly and we were able to support them in that. Others, not so much. I think it you're right, it did expose that there's an opportunity. There's an opportunity to accelerate some of the things that they were doing already in terms of digital transformation. >> How about the GovCloud and the federal customers that you have, what's the traction point? How has that going? Is there a new generation here? >> GovCloud has been a great success. GovCloud it's our- >> John: 10-year anniversary. >> It's our 10-year anniversary, so we're thrilled to celebrate that. I can't believe it's 2011. >> EC2 is 15. Is that 315? I guess 15, too is SQS, the original building blocks. >> So, we've got a lot of great success through GovCloud and GovCloud was really something that was born out of what customers wanted, primarily federal customers. But we've also seen over the last few years, real adoption from regulated industry, real adoption from partners that are going into GovCloud that really want to take advantage of the security and compliance that federal customers need and the larger defense industrial base organizations need. So, GovCloud's been a fabulous success and expect I expect a lot of growth going forward. >> Yeah, is there a cultural shift in the federal government now? I can imagine some countries have been exploring this. I did talk briefly about it with Ms. Shannon Kellogg and John Wood, about how, if you're under the age of 40 and you work in the federal government, you got to be like, "Why aren't we doing this?" Like there seems to be like a cultural shift, younger generation coming in and be like, looking at the old way and be like, "Why are we still doing that?" >> Well, I think look bipartisan support for digital transformation, for making sure that we have the competitive edge for generations and generations to come in the US both in business and in defense and national security, I think is an imperative. I mean nobody I've talked to disagrees that we need to do this. And I think that younger workforce coming in behind I'm jealous of the 40-year olds, I wish I was under 40, but none of workforce really sees the obstacles that maybe previous generation saw these emerging technologies are becoming, the basic unit of computer's getting smaller, the cost to do these things is coming way down and I think that younger workforce says, "Why aren't we doing this?" >> Yeah and I think the Air Force projects are interesting too because that shows us not just about the CIA or the DOD that you have, they're leaning into production workloads, and the mission critical workloads too, the DOD is also now continuing to adopt. What else are you guys doing with the DOD? >> Well, we're partnering with GDIT on milCloud and that's going to give DOD mission owners access to a whole suite of AWS services. So, we're really excited about that. And those are available now. We're the only Cloud provider that's making that accessible to them on milCloud. And so this is going to open up the opportunity for them to start doing that mission work that you described. A good example of that are programs like ABMS, Air Force's Advanced Battle Management System. It's part of their effort around JADC2 and a great set of capabilities that they're delivering there. We're happy to have participated. We did some testing and some show intel, if you will at Ramstein Air Force Base and we're really proud to support that effort and we're excited about what the Air Force is doing. >> You know, I've always been impressed with the DOD when the tactical edge concept came out, that was very impressive because they're really using the data properly and I know Amazon has been doing well in this area because you've got things like Outpost, Wavelength, Snowball products. How's that edge piece developing? Do you see that becoming more critical now? >> It's absolutely critical. It's not becoming critical, it is critical and I think if you look at what the DOD and all of their partners are trying to accomplish, it's really moving all of that data around from the very edge in theater, back home to where it needs to be analyzed, doing it fast, doing it secure, being able to deliver on their missions and that's what this is all about. So, we see huge, huge opportunities to really innovate around the edge. >> Yeah, the data equation really is fascinating to me. Just when you think about things like words, highly available versus high availability means something 'cause you're going to want real time, not just on available data, you got to have it real time so the pressure around these projects are high. And so technically, you've got to have low latency on all this stuff. >> That's true, that's true. You've got to either have near real time or real-time availability and in many cases there's high stakes. So, the ability the DOD to pull this off is really, really important and we're a big supporter of that. >> Dave, I want to get your perspective because you've been in the industry, you've seen that the ways, we talked before cameras about the '90s and data centers and stuff. 10 years of GovCloud, look at public sector, just to look at the 10 years, interesting evolution. I mean, you couldn't give Cloud a wait 15 years ago. They weren't moving, glacier speed of adoption, now, massive adoption, uptakes there, the transformations are happening, migrations are huge, healthcare, which is like silo the data, HIPAA compliance lock everything down, everything's opening up. This is causing a lot of change. What's your reaction to that? >> Well, my reaction to that is I think customers are starting to connect what their outcomes are, whether it's a business outcome or a mission outcome or both to what Cloud can actually do. And I think that's freeing them up to make decisions about enabling Cloud in their environment, enabling experimentation, because that's what you want. You don't know what you're going to be faced with. We don't know what the threats are. We don't know if there's going to be another major pandemic. We hope there's not, but we don't know and if you set goals around your outcomes for mission and tie those, Cloud becomes such an enabler for that. And I see customers embracing that. Customers across the spectrum, nonprofit, healthcare providers, everybody, Homeland Security, VA, they're all thinking about, "What are the mission outcomes we're trying to drive?" >> Yeah, what's interesting too on that is that, just to point out is that the applications now aren't as complex to build relatively to the speed. In other words, you can get the time to value. So, the pandemic showed people that if you were in the Cloud and had that agility or optionality to be agile, you could write software 'cause software is the key in this, and not let's do the waterfall, 12-weeks assessment, 10-month rollout. Now people are doing it in 10 days, new applications. >> Sure, sure. Well, I tell customers a lot, "Think about McDonald's during the pandemic and think about customers like that who had to react to a new environment of delivery and your fast food fresh and how quickly companies like that are able to roll out capabilities." And I don't know that federal customers will be able to do it in a week or two weeks, but it's certainly possible. And it certainly will shorten that lead time that they have now in their software development. >> Well, great to see you, Dave. Is there any customers you want to highlight and you want to talk about, get a plug in for? >> Yeah, a lot of great customers here representing today and we're really appreciative also just want to say it was really great to see Max on stage for his first summit and think it was great to see Laura and others as well too. We've got some great customers coming here, The Veteran's affairs is going to be here as well as the Navy presenting on a lot of their capabilities today. So, I'm really excited about that. >> Yeah, a lot of action and education, healthcare, really blooming, really changing and modernizing. Big-wave migration, modernization, all kinds of the big wave. >> Yeah, it is. Yeah, big things coming and some of these systems are ready, so these systems are 40 and 50 years old and we're here to help these customers deliver on the agility and the extensibility of these systems to really serve citizens. >> What's your outlook for next year? What are you seeing next year so happening? How do you see everything unfolding? So you mentioned the pandemic, we're still in it, Delta Virus, who knows what's going to happen next, the world stage is changing, the global economy, space. >> I see customers really leaning in and starting to see the benefits of moving their data to the Cloud, number one, and then also to getting the insights using AI and ML to really drive the insights that they need to make the decisions on that data and I see more and more customers doing that. I did a panel this week, moderated a panel with some great customers around that and getting started is probably the biggest thing that I see and we're going to have more and more customers getting started. >> Yeah, getting into the Cloud. Congratulations to milCloud by the way, too. That was a good call out. All right, thanks for coming, I appreciate it. >> John: Yeah, thanks, Sean. >> Okay, keep coverage here. The Public Sector Summit, live in Washington, D.C. in-person event also hybrid we're streaming out. We're doing remote interviews and Amazon is streaming all the keynotes and key sessions for the digital folks out there. Thanks for watching. (upbeat music)

>>AWS public sector summit here in person in Washington, D. C. For two days live. Finally a real event. I'm john for your host of the cube. Got a great guest Howard Levinson from data bricks, regional vice president and general manager of the federal team for data bricks. Uh Super unicorn. Is it a decade corn yet? It's uh, not yet public but welcome to the cube. >>I don't know what the next stage after unicorn is, but we're growing rapidly. >>Thank you. Our audience knows David bricks extremely well. Always been on the cube many times. Even back, we were covering them back when big data was big data. Now it's all data everything. So we watched your success. Congratulations. Thank you. Um, so there's no, you know, not a big bridge for us across to see you here at AWS public sector summit. Tell us what's going on inside the data bricks amazon relationship. >>Yeah. It's been a great relationship. You know, when the company got started some number of years ago we got a contract with the government to deliver the data brooks capability and they're classified cloud in amazon's classified cloud. So that was the start of a great federal relationship today. Virtually all of our businesses in AWS and we run in every single AWS environment from commercial cloud to Govcloud to secret top secret environments and we've got customers doing great things and experiencing great results from data bricks and amazon. >>The federal government's the classic, I call migration opportunity. Right? Because I mean, let's face it before the pandemic even five years ago, even 10 years ago. Glacier moving speed slow, slow and they had to get modernized with the pandemic forced really to do it. But you guys have already cleared the runway with your value problems. You've got lake house now you guys are really optimized for the cloud. >>Okay, hardcore. Yeah. We are, we only run in the cloud and we take advantage of every single go fast feature that amazon gives us. But you know john it's The Office of Management and Budget. Did a study a couple of years ago. I think there were 28,000 federal data centers, 28,000 federal data centers. Think about that for a minute and just think about like let's say in each one of those data centers you've got a handful of operational data stores of databases. The federal government is trying to take all of that data and make sense out of it. The first step to making sense out of it is bringing it all together, normalizing it. Fed aerating it and that's exactly what we do. And that's been a real win for our federal clients and it's been a real exciting opportunity to watch people succeed in that >>endeavour. We have another guest on. And she said those data center huggers tree huggers data center huggers, majority of term people won't let go. Yeah. So but they're slowly dying away and moving on to the cloud. So migrations huge. How are you guys migrating with your customers? Give us an example of how it's working. What are some of the use cases? >>So before I do that I want to tell you a quick story. I've I had the luxury of working with the Air Force Chief data officer Ailene vedrine and she is commonly quoted as saying just remember as as airmen it's not your data it's the Air Force's data. So people were data center huggers now their data huggers but all of that data belongs to the government at the end of the day. So how do we help in that? Well think about all this data sitting in all these operational data stores they're getting it's getting updated all the time. But you want to be able to Federated this data together and make some sense out of it. So for like an organization like uh us citizenship and immigration services they had I think 28 different data sources and they want to be able to pull that data basically in real time and bring it into a data lake. Well that means doing a change data capture off of those operational data stores transforming that data and normalizing it so that you can then enjoy it. And we've done that I think they're now up to 70 data sources that are continually ingested into their data lake. And from there they support thousands of users doing analysis and reports for the whole visa processing system for the United States, the whole naturalization environment And their efficiency has gone up I think by their metrics by 24 x. >>Yeah. I mean Sandy carter was just on the cube earlier. She's the Vice president partner ecosystem here at public sector. And I was coming to her that federal game has changed, it used to be hard to get into you know everybody and you navigate the trip wires and all the subtle hints and and the people who are friends and it was like cloak and dagger and so people were locked in on certain things databases and data because now has to be freely available. I know one of the things that you guys are passionate about and this is kind of hard core architectural thing is that you need horizontally scalable data to really make a I work right. Machine learning works when you have data. How far along are these guys in their thinking when you have a customer because we're seeing progress? How far along are we? >>Yeah, we still have a long way to go in the federal government. I mean, I tell everybody, I think the federal government's probably four or five years behind what data bricks top uh clients are doing. But there are clearly people in the federal government that have really ramped it up and are on a par were even exceeding some of the commercial clients, U. S. C. I. S CBP FBI or some of the clients that we work with that are pretty far ahead and I'll say I mentioned a lot about the operational data stores but there's all kinds of data that's coming in at U S. C. I. S. They do these naturalization interviews, those are captured in real text. So now you want to do natural language processing against them, make sure these interviews are of the highest quality control, We want to be able to predict which people are going to show up for interviews based on their geospatial location and the day of the week and other factors the weather perhaps. So they're using all of these data types uh imagery text and structure data all in the Lake House concept to make predictions about how they should run their >>business. So that's a really good point. I was talking with keith brooks earlier directive is development, go to market strategy for AWS public sector. He's been there from the beginning this the 10th year of Govcloud. Right, so we're kind of riffing but the jpl Nasa Jpl, they did production workloads out of the gate. Yeah. Full mission. So now fast forward today. Cloud Native really is available. So like how do you see the the agencies in the government handling Okay. Re platform and I get that but now to do the reef acting where you guys have the Lake House new things can happen with cloud Native technologies, what's the what's the what's the cross over point for that point. >>Yeah, I think our Lake House architecture is really a big breakthrough architecture. It used to be, people would take all of this data, they put it in a Hadoop data lake, they'd end up with a data swamp with really not good control or good data quality. And uh then they would take the data from the data swamp where the data lake and they curate it and go through an E. T. L. Process and put a second copy into their data warehouse. So now you have two copies of the data to governance models. Maybe two versions of the data. A lot to manage. A lot to control with our Lake House architecture. You can put all of that data in the data lake it with our delta format. It comes in a curated way. Uh there's a catalogue associated with the data. So you know what you've got. And now you can literally build an ephemeral data warehouse directly on top of that data and it exists only for the period of time that uh people need it. And so it's cloud Native. It's elastically scalable. It terminates when nobody's using it. We run the whole center for Medicaid Medicare services. The whole Medicaid repository for the United States runs in an ephemeral data warehouse built on Amazon S three. >>You know, that is a huge call out, I want to just unpack that for a second. What you just said to me puts the exclamation point on cloud value because it's not your grandfather's data warehouse, it's like okay we do data warehouse capability but we're using higher level cloud services, whether it's governance stuff for a I to actually make it work at scale for those environments. I mean that that to me is re factoring that's not re platform Ng. Just re platform that's re platform Ng in the cloud and then re factoring capability for on uh new >>advantages. It's really true. And now you know at CMS, they have one copy of the data so they do all of their reporting, they've got a lot of congressional reports that they need to do. But now they're leveraging that same data, not making a copy of it for uh the center for program integrity for fraud. And we know how many billions of dollars worth of fraud exist in the Medicaid system. And now we're applying artificial intelligence and machine learning on entity analytics to really get to the root of those problems. It's a game >>changer. And this is where the efficiency comes in at scale. Because you start to see, I mean we always talk on the cube about like how software is changed the old days you put on the shelf shelf where they called it. Uh that's our generation. And now you got the cloud, you didn't know if something is hot or not until the inventory is like we didn't sell through in the cloud. If you're not performing, you suck basically. So it's not working, >>it's an instant Mhm. >>Report card. So now when you go to the cloud, you think the data lake and uh the lake house what you guys do uh and others like snowflake and were optimized in the cloud, you can't deny it. And then when you compare it to like, okay, so I'm saving you millions and millions if you're just on one thing, never mind the top line opportunities. >>So so john you know, years ago people didn't believe the cloud was going to be what it is. Like pretty much today, the clouds inevitable. It's everywhere. I'm gonna make you another prediction. Um And you can say you heard it here first, the data warehouse is going away. The Lake house is clearly going to replace it. There's no need anymore for two separate copies, there's no need for a proprietary uh storage copy of your data and people want to be able to apply more than sequel to the data. Uh Data warehouses, just restrict. What about an ocean house? >>Yeah. Lake is kind of small. When you think about this lake, Michigan is pretty big now, I think it's I >>think it's going to go bigger than that. I think we're talking about Sky Computer, we've been a cloud computing, we're going to uh and we're going to do that because people aren't gonna put all of their data in one place, they're going to have, it spread across different amazon regions or or or amazon availability zones and you're going to want to share data and you know, we just introduced this delta sharing capability. I don't know if you're familiar with it but it allows you to share data without a sharing server directly from picking up basically the amazon, you RLS and sharing them with different organizations. So you're sharing in place. The data actually isn't moving. You've got great governance and great granularity of the data that you choose to share and data sharing is going to be the next uh >>next break. You know, I really loved the Lake House were fairly sing gateway. I totally see that. So I totally would align with that and say I bet with you on that one. The Sky net Skynet, the Sky computing. >>See you're taking it away man, >>I know Skynet got anything that was computing in the Sky is Skynet that's terminated So but that's real. I mean I think that's a concept where it's like, you know what services and functions does for servers, you don't have a data, >>you've got to be able to connect data, nobody lives in an island. You've got to be able to connect data and more data. We all know more data produces better results. So how do you get more data? You connect to more data sources, >>Howard great to have you on talk about the relationship real quick as we end up here with amazon, What are you guys doing together? How's the partnership? >>Yeah, I mean the partnership with amazon is amazing. We have, we work uh, I think probably 95% of our federal business is running in amazon's cloud today. As I mentioned, john we run across uh, AWS commercial AWS GovCloud secret environment. See to us and you know, we have better integration with amazon services than I'll say some of the amazon services if people want to integrate with glue or kinesis or Sagemaker, a red shift, we have complete integration with all of those and that's really, it's not just a partnership at the sales level. It's a partnership and integration at the engineering level. >>Well, I think I'm really impressed with you guys as a company. I think you're an example of the kind of business model that people might have been afraid of which is being in the cloud, you can have a moat, you have competitive advantage, you can build intellectual property >>and, and john don't forget, it's all based on open source, open data, like almost everything that we've done. We've made available to people, we get 30 million downloads of the data bricks technology just for people that want to use it for free. So no vendor lock in. I think that's really important to most of our federal clients into everybody. >>I've always said competitive advantage scale and choice. Right. That's a data bricks. Howard? Thanks for coming on the key, appreciate it. Thanks again. Alright. Cube coverage here in Washington from face to face physical event were on the ground. Of course, we're also streaming a digital for the hybrid event. This is the cubes coverage of a W. S. Public sector Summit will be right back after this short break.

(high intensity music) >> Everyone, welcome back to theCube coverage of AWS, Amazon Web Services, Public Sector Summit live in D.C. We're in-person, I'm John Furrier, the host of theCube. I'm here with Max Peterson, the Head of Public Sector, Vice President. Max, great to see you in in-person event. >> Great to be here. We're in-person and we're also live streaming. So, we're here, however customers, however partners want to participate. >> I got to say, I'm very impressed with the turnout. The attendance is strong. People excited to be here. We're not wearing our masks cause we're on stage right now, but great turnout. But it's a hybrid event. >> It is. >> You've got engagement here physically, but also digitally as well with theCube and other live streams everywhere. You're putting it everywhere. >> It's been a great event so far. We did a pre-day yesterday. We had great participation, great results. It was about imagining education. And then today, from the executive track to the main tent, to all of the learning, live streaming 'em, doing things in person. Some things just don't translate. So, they'll won't be available, but many things will be available for viewing later as well. So all of the breakout sessions. >> The asynchronous consumption, obviously, the new normal, but I got to say, I was just on a break. I was just walking around. I heard someone, two people talking, just cause I over walk pass them, over hear 'em, "Yeah, we're going to hire this person." That's the kind of hallway conversations that you get. You got the programs, you got people together. It's hard to do that when you're on a virtual events. >> Max: It's hard. The customers that we had up on stage today, the same sort of spontaneity and the same sort of energy that you get from being in-person, it's hard to replicate. Lisa from State of Utah, did a great job and she got an opportunity to thank the team back home who drove so much of the innovation and she did it spontaneously and live. You know, it's a great motivator for everybody. And then Lauren from Air force was phenomenal. And Suchi, our "Imagine Me and You" artist was just dynamite. >> I want to unpack some of that, but I want to just say, it's been a really change of a year for you guys at Public Sector. Obviously, the pandemic has changed the landscape of Public Sector. It's made it almost like Public-Private Sector. It's like, it seems like it's all coming together. Incredible business performance on your end. A lot of change, a lot of great stuff. >> We had customers we talked today with SBA, with VA, with NASA, about how they just embraced the challenge and embraced digital and then drove amazing things out onto AWS. From the VA, we heard that they took tele-health consultations. Get this from 25,000 a month to 45,000 a day using AWS and the Cloud. We heard SBA talk about how they were able to turn around the unemployment benefits programs, you know, for the unemployed, as a result of the traumatic impact of the COVID-19 pandemic in a matter of weeks. And then, scaled their systems up just to unbelievable heights as President Biden announced the news. >> You had a lot of announcement. I want to get to a couple of them. One of them was the health equity thing. What is that about? Take us through that announcement. >> So the pandemic, it was hard. It was traumatic in a lot of different ways. It also turned into this little innovation laboratory, but one of the things that it laid bare more than anything else where the inequities associated with some of these systems that had to spring into action. And in particular, in the space of health, healthcare equity. We saw simply communities that didn't have access and weren't included in the same sorts of responses that the rest of the community may have been included in. And so we launched this global initiative today to power health equity solutions. It's a $40 million program. Lasts for three years. And it's open to customers or it's open to partners. Anybody who can contribute to three different areas of health equity. It's people who are leveraging data to build more equal, more sustainable health systems. Is people that are using analytics to do greater study of socioeconomic and social situational conditions that contribute to health inequities. And then finally, it's about building systems that deliver more equitable care to those who are underserved around the world. >> So, just to get this right, 40 million. Is that going to go towards the program for three years and are you going to dolo that out or as funding, or is that just a fund the organization? >> It's actually very similar to the development diagnostic initiative that we ran when COVID hit. We've launched the program. We're welcoming applications from anybody who is participating in those three developmental areas. They'll get Cloud credits. They'll get technical consulting. They may need professional services. They'll get all manner of assistance. And all you have to do is put in an application between now and November 15th for the first year. >> That's for the health equity? >> For the health equity. >> Got it. Okay, cool. So, what's the other news? You guys had some baseline data, got a lot of rave reviews from ACORE. I interviewed Constance and Thompson on the Cube earlier. That's impressive. You guys really making a lot of change. >> Well, you're hundred percent right. Sustainability is a key issue from all of our customers around the world. It's a key issue for us, frankly, as inhabitants of planet earth, right? >> John: Yeah. >> But what's really interesting is we've now got governments around the world who are starting to evaluate whether they're not their vendors have the same values and sustainability. And so that the AWS or the Amazon Climate Pledge is a game changer in terms of going carbon zero by 2040, 10 years ahead of most sort of other programs of record. And then with ACORE, we announced the ability to actually start effecting sustainability in particular parts around the world. This one's aim at that. >> But the key there is that, from what I understand is that, you guys are saying a baseline on the data. So, that's an Amazonian kind of cultural thing, right? Like you got to measure, you can't know what you're doing. >> The world is full of good intentions, but if you want to drive change at scale, you've got to figure out a way to measure the change. And then you've got to set aggressive goals for yourself. >> That's really smart. Congratulations! That's a good move. Real quick on the announcement at re:Invent, you've talked about last re:Invent, you're going to train 29 million people. Where are you on that goal? >> Well, John, we've been making tremendous progress and I'm going to use theCube here to make a small teaser. You know, stay tuned for our re:Invent conference that comes up shortly because we're actually going to be sharing some more information about it. But we've done digital trainings, self-training, online skills workshops. We just took a program called re/Start, which serves an unemployed or underemployed individuals. We launched that around the world and we're really excited. Today, we announced we're bringing it to Latin America too. So we're expanding into Colombia, Mexico, Peru, Brazil, and Argentina. And the amazing thing about that re/Start program, it's a 12 week intensive program. Doesn't require skills in advance. And after 12 weeks, 90% of the people graduating from that course go right onto a job interview. And that's the real goal, not just skills, but getting people in jobs. >> Yeah. The thing about the Cloud. I keep on banging the drum. I feel like I'm beating a dead horse here, but the level up, you don't need to have a pedigree from some big fancy school. The Cloud, you can be like top tier talent from anywhere. >> And you heard it from some of our speakers today who said they literally helped their teams bootstrap up from old skills like COBOL, you know, to new skills, like Cloud. And I will tell you, you know, right now, Cloud skills are still in a critical shortage. Our customers tell us all the time they can use every single person we can get to 'em. >> I'm going to tell my son, who's a sophomore in CS. I'm like, "Hey, work on COBOL Migration to AWS. You'll be a zillionaire." (John and Max laughs) No one knows what the passwords of the COBOL. I love that 80s jazzy jokes from two re:Invents ago. (John laughs) I got to ask you about the National-Local Governments, how they're monetizing Cloud of the past 18 months. What have you seeing at that level? >> Yeah. National and Local Governments, of course, were tremendously impacted first by the pandemic itself and the health concerns around it, but then all of the secondary effects, you know, unemployment. And immediately, you needed to put into action unemployment benefits systems. We work with the U.S. Small Business Administration, 15 other States across the U.S. You know, to have those systems in place in like weeks to be able to serve the unemployed as a result of the COVID-19 pandemic. Then you saw things progress, to the point where we had States across the country, standing up call centers on Amazon Connect. Instantly, they could have a high scalable volume call center that was situated for their instantly remote workforce, as opposed to their old call center technology. So, across the U.S. we saw those. And in fact, around the world, as governments mobilized to be able to respond to citizens. But the final thing that I think is really incredible, is though is the way that the AWS teams and partners sprung into action to work with National Governments around the world. Over 26 National Governments run their vaccine management scheduling systems on AWS. The largest to date, being in India, where in a single day, the vaccine management system scheduled and conducted 22.5 million vaccinations. Which is more than the population of New York State in one week and one day. >> Wow. That's good. That's great progress. I got to say, I mean, that kind of impact is interesting. And we had Shannon Kellogg on earlier, talking about the Virginia impact with the Amazon $220 million being spread over a few Counties just in one year. The partnership between business... and governments with the Cloud, so much more agility. This really strikes at the core of the future of government. >> Max: I think so. People have talked about private-public partnerships for a long time. I'm really proud of some of the work that Amazon and the whole team is doing around the world in those types of public private partnerships. Whether they're in skilling and workforce with partnerships, like eight different States across the U.S. to deliver skills, training through community college based systems. Whether it's with healthcare systems. Like NHS or GEL over in the UK, to really start applying cloud-scale analytics and research to solve the problems that eventually you're going to get us to personalized healthcare. >> That's a great stuff. Cloud benefits are always good. I always say the old joke is, "You hang around the barbershop long enough, you'll get a haircut." And if you get in the Cloud, you can take advantage of the wave. If you don't get on the wave, your driftwood. >> And States found that out, in fact. You'd have customers who were well on their journey. They were really able to turn on a dime. They pivoted quickly. They delivered new mission systems with customers. Those who hadn't quite progressed to the same state, they found out their legacy. IT systems were just brittle and incapable of pivoting so quickly to the new needs. And what we found, John, was that almost overnight, a business, government, which was largely in-person and pretty high touch had to pivot to the point where their only interaction was now a digital system. And those who- >> John: Middle of the day, they could have race car on the track, like quickly. >> Well, we've got it. We do have race cars on the track, right? Every year we've got the artificial intelligence powered Amazon DeepRacer and Red River on the track. >> I can see it. Always a good showing. Final question. I know you got to go on and I appreciate you coming on- >> It's been great. >> with all your busy schedule. Looking ahead. What tech trends should we be watching as Public Sector continues to be powered by this massive structural change? >> Well, I think there's going to be huge opportunity in healthcare. In fact, this afternoon at four o'clock Eastern, we're talking with Dr. Shafiq Rab from Wellforce. He and folks at Veterans Affairs to tell you telehealth and telemedicine are two, the areas where there's still the greatest potential. The number of people who now are serviced, and the ability to service a population far more broadly dispersed, I think has dramatic potential in terms of simply making the planet more healthy. >> Like you said, the pandemics have exposed the right path and the wrong path. And agility, speed, new ways of doing things, telemedicine. Another example, I interviewed a great company that's doing a full stack around healthcare with all kinds of home, agents, virtual agents, really interesting stuff. >> It is. I think it's going to change the world. >> John: Max Peterson, Head of Public Sector. Thank you for coming on theCube, as always. >> John, it's my pleasure. Love the cube. We've always had a good time. >> Yeah. Great stuff. >> Peter: We'll keep on making this difference. >> Hey, there's too many stories. We need another Cube here. So many stories here, impacting the world. Here at the Amazon Web Services Public Sector Summit. I'm John Furrier, your host. Thanks for watching. (soft music)

(upbeat music) >> Announcer: From theCUBE studios in Palo Alto in Boston connecting with thought leaders all around the world, this is theCUBE Conversation. >> Well, welcome to theCUBE Conversation here in theCUBE studios in Palo Alto, California. I'm John Furrier, your host. Got a great conversation with two great guests, going to explore the edge, what it means in terms of commercial, but also national security. And as the world goes digital, we're going to have that deep dive conversation around how it's all transforming. We've got Ki Lee, Vice President of Booz Allen's Digital Business. Ki, great to have you. John Pisano, Principal at Booz Allen's Digital Cloud Solutions. Gentlemen, thanks for coming on. >> And thanks for having us, John. >> So one of the most hottest topics, obviously besides cloud computing having the most refactoring impact on business and government and public sector has been the next phase of cloud growth and cloud scale, and that's really modern applications and consumer, and then here for national security and for governments here in the U.S. is military impact. And as digital transformation starts to go to the next level, you're starting to see the architectures emerge where the edge, the IoT edge, the industrial IoT edge, or any kind of edge concept, 5G is exploding, making that much more of a dense, more throughput for connectivity with wireless. You got Amazon with Snowball, Snowmobile, all kinds of ways to deploy technology, that's IT like and operational technologies. It's causing quite a cloud operational opportunity and disruption, so I want to get into it. Ki, let's start with you. I mean, we're looking at an architecture that's changing both commercial and public sector with the edge. What are the key considerations that you guys see as people have to really move fast in this new architecture of digital? >> Yeah, John, I think it's a great question. And if I could just share our observation on why we even started investing in edge. You mentioned the cloud, but as we've reflected upon kind of the history of IT, then you take a look from mainframes to desktops to servers to cloud to mobile and now IoT, what we observed was that industry investing in infrastructure led to kind of an evolution of IT, right? So as you mentioned, with industry spending billions on IoT and edge, we just feel that that's going to be the next evolution. If you take a look at, you mentioned 5G, I think 5G will be certainly an accelerator to edge because of the resilience, the lower latency and so forth. But taking a look at what's happening in space, you mentioned space earlier as well, right, and what Starlink is doing by putting satellites to actually provide transport into the space, we're thinking that that actually is going to be the next ubiquitous thing. Once transport becomes ubiquitous, just like cloud allows storage to be ubiquitous. We think that the next generation internet will be space-based. So when you think about it, connected, it won't be connected servers per se, it will be connected devices. >> John: Yeah, yeah. >> That's kind of some of the observations and why we've been really focusing on investing in edge. >> I want to come back to that piece around space and edge and bring it from a commercial and then also tactical architecture in a minute 'cause there's a lot to unpack there, role of open source, modern application development, software and hardware supply chains, all are core issues that are going to emerge. But I want to get with John real quick on cloud impact, because you think about 5G and the future of work or future of play, you've got people, right? So whether you're at a large concert like Coachella or a 49ers or Patriots game or Redskins game if you're in the D.C. area, you got people there, of congestion, and now you got devices now serving those people. And that's their play, people at work, whether it's a military operation, and you've got work, play, tactical edge things. How is cloud connecting? 'Cause this is like the edge has never been kind of an IT thing. It's been more of a bandwidth or either telco or something else operationally. What's the cloud at scale, cloud operations impact? >> Yeah, so if you think about how these systems are architected and you think about those considerations that Ki kind of touched on, a lot of what you have to think about now is what aspects of the application reside in the cloud, where you tend to be less constrained. And then how do you architect that application to move out towards the edge, right? So how do I tier my application? Ultimately, how do I move data and applications around the ecosystem? How do I need to evolve where my application stages things and how that data and those apps are moved to each of those different tiers? So when we build a lot of applications, especially if they're in the cloud, they're built with some of those common considerations of elasticity, scalability, all those things; whereas when you talk about congestion and disconnected operations, you lose a lot of those characteristics, and you have to kind of rethink that. >> Ki, let's get into the aspect you brought up, which is space. And then I was mentioning the tactical edge from a military standpoint. These are use cases of deployments, and in fact, this is how people have to work now. So you've got the future of work or play, and now you've got the situational deployments, whether it's a new tower of next to a stadium. We've all been at a game or somewhere or a concert where we only got five bars and no connectivity. So we know what that means. So now you have people congregating in work or play, and now you have a tactical deployment. What's the key things that you're seeing that it's going to help make that better? Are there any breakthroughs that you see that are possible? What's going on in your view? >> Yeah, I mean, I think what's enabling all of this, again, one is transport, right? So whether it's 5G to increase the speed and decrease the latency, whether it's things like Starlink with making transport and comms ubiquitous, that tied with the fact that ships continue to get smaller and faster, right? And when you're thinking about tactical edge, those devices have limited size, weight, power conditions and constraints. And so the software that goes on them has to be just as lightweight. And that's why we've actually partnered with SUSE and what they've done with K3s to do that. So I think those are some of the enabling technologies out there. John, as you've kind of alluded to it, there are additional challenges as we think about it. We're not, it's not a simple transition and monetization here, but again, we think that this will be the next major disruption. >> What do you guys think, John, if you don't mind weighing in too on this as modern application development happens, we just were covering CloudNativeCon and KubeCon, DockerCon, containers are very popular. Kubernetes is becoming super great. As you look at the telco landscape where we're kind of converging this edge, it has to be commercially enterprise grade. It has to have that transit and transport that's intelligent and all these new things. How does open source fit into all this? Because we're seeing open source becoming very reliable, more people are contributing to open source. How does that impact the edge in your opinion? >> So from my perspective, I think it's helping accelerate things that traditionally maybe may have been stuck in the traditional proprietary software confines. So within our mindset at Booz Allen, we were very focused on open architecture, open based systems, which open source obviously is an aspect of that. So how do you create systems that can easily interface with each other to exchange data, and how do you leverage tools that are available in the open source community to do that? So containerization is a big drive that is really going throughout the open source community. And there's just a number of other tools, whether it's tools that are used to provide basic services like how do I move code through a pipeline all the way through? How do I do just basic hardening and security checking of my capabilities? Historically, those have tend to be closed source type apps, whereas today you've got a very broad community that's able to very quickly provide and develop capabilities and push it out to a community that then continues to adapt and add to it or grow that library of stuff. >> Yeah, and then we've got trends like Open RAN. I saw some Ground Station for the AWS. You're starting to see Starlink, you mentioned. You're bringing connectivity to the masses. What is that going to do for operators? Because remember, security is a huge issue. We talk about security all the time. Where does that kind of come in? Because now you're really OT, which has been very purpose-built kind devices in the old IoT world. As the new IoT and the edge develop, you're going to need to have intelligence. You're going to be data-driven. There is an open source impact key. So, how, if I'm a senior executive, how do I get my arms around this? I really need to think this through because the security risks alone could be more penetration areas, more surface area. >> Right. That's a great question. And let me just address kind of the value to the clients and the end users in the digital battlefield as our warriors to increase survivability and lethality. At the end of the day from a mission perspective, we know we believe that time's a weapon. So reducing any latency in that kind of observe, orient, decide, act OODA loop is value to the war fighter. In terms of your question on how to think about this, John, you're spot on. I mean, as I've mentioned before, there are various different challenges, one, being the cyber aspect of it. We are absolutely going to be increasing our attack surface when you think about putting processing on edge devices. There are other factors too, non-technical that we've been thinking about s we've tried to kind of engender and kind of move to this kind of edge open ecosystem where we can kind of plug and play, reuse, all kind of taking the same concepts of the open-source community and open architectures. But other things that we've considered, one, workforce. As you mentioned before, when you think about these embedded systems and so forth, there aren't that many embedded engineers out there. But there is a workforce that are digital and software engineers that are trained. So how do we actually create an abstraction layer that we can leverage that workforce and not be limited by some of the constraints of the embedded engineers out there? The other thing is what we've, in talking with several colleagues, clients, partners, what people aren't thinking about is actually when you start putting software on these edge devices in the billions, the total cost of ownership. How do you maintain an enterprise that potentially consists of billions of devices? So extending the standard kind of DevSecOps that we move to automate CI/CD to a cloud, how do we move it from cloud to jet? That's kind of what we say. How do we move DevSecOps to automate secure containers all the way to the edge devices to mitigate some of those total cost of ownership challenges. >> It's interesting, as you have software defined, this embedded system discussion is hugely relevant and important because when you have software defined, you've got to be faster in the deployment of these devices. You need security, 'cause remember, supply chain on the hardware side and software in that too. >> Absolutely. >> So if you're going to have a serviceability model where you have to shift left, as they say, you got to be at the point of CI/CD flows, you need to be having security at the time of coding. So all these paradigms are new in Day-2 operations. I call it Day-0 operations 'cause it should be in everyday too. >> Yep. Absolutely. >> But you've got to service these things. So software supply chain becomes a very interesting conversation. It's a new one that we're having on theCUBE and in the industry Software supply chain is a superly relevant important topic because now you've got to interface it, not just with other software, but hardware. How do you service devices in space? You can't send a break/fix person in space. (chuckles) Maybe you will soon, but again, this brings up a whole set of issues. >> No, so I think it's certainly, I don't think anyone has the answers. We sure don't have all the answers but we're very optimistic. If you take a look at what's going on within the U.S. Air Force and what the Chief Software Officer Nic Chaillan and his team, and we're a supporter of this and a plankowner of Platform One. They were ahead of the curve in kind of commoditizing some of these DevSecOps principles in partnership with the DoD CIO and that shift left concept. They've got a certified and accredited platform that provides that DevSecOps. They have an entire repository in the Iron Bank that allows for hardened containers and reciprocity. All those things are value to the mission and around the edge because those are all accelerators. I think there's an opportunity to leverage industry kind of best practices as well and patterns there. You kind of touched upon this, John, but these devices honestly just become firmware. The software is just, if the devices themselves just become firmware , you can just put over the wire updates onto them. So I'm optimistic. I think all the piece parts are taking place across industry and in the government. And I think we're primed to kind of move into this next evolution. >> Yeah. And it's also some collaboration. What I like about, why I'm bringing up the open source angle and I think this is where I think the major focus will shift to, and I want to get your reaction to it is because open source is seeing a lot more collaboration. You mentioned some of the embedded devices. Some people are saying, this is the weakest link in the supply chain, and it can be shored up pretty quickly. But there's other data, other collective intelligence that you can get from sharing data, for instance, which hasn't really been a best practice in the cybersecurity industry. So now open source, it's all been about sharing, right? So you got the confluence of these worlds colliding, all aspects of culture and Dev and Sec and Ops and engineering all coming together. John, what's your reaction to that? Because this is a big topic. >> Yeah, so it's providing a level of transparency that historically we've not seen, right? So in that community, having those pipelines, the results of what's coming out of it, it's allowing anyone in that life cycle or that supply chain to look at it, see the state of it, and make a decision on, is this a risk I'm willing to take or not? Or am I willing to invest and personally contribute back to the community to address that because it's important to me and it's likely going to be important to some of the others that are using it? So I think it's critical, and it's enabling that acceleration and shift that I talked about, that now that everybody can see it, look inside of it, understand the state of it, contribute to it, it's allowing us to break down some of the barriers that Ki talked about. And it reinforces that excitement that we're seeing now. That community is enabling us to move faster and do things that maybe historically we've not been able to do. >> Ki, I'd love to get your thoughts. You mentioned battlefield, and I've been covering a lot of the tactical edge around the DOD's work. You mentioned about the military on the Air Force side, Platform One, I believe, was from the Air Force work that they've done, all cloud native kind of directions. But when you talk about a war field, you talk about connectivity. I mean, who controls the DNS in Taiwan, or who controls the DNS in Korea? I mean, we have to deploy, you've got to stand up infrastructure. How about agility? I mean, tactical command and control operations, this has got to be really well done. So this is not a trivial thing. >> No. >> How are you seeing this translate into the edge innovation area? (laughs) >> It's certainly not a trivial thing, but I think, again, I'm encouraged by how government and industry are partnering up. There's a vision set around this joint all domain command control, JADC2. And then all the services are getting behind that, are looking into that, and this vision of this military, internet of military things. And I think the key thing there, John, as you mentioned, it's not just the connected of the sensors, which requires the transport again, but also they have to be interoperable. So you can have a bunch of sensors and platforms out there, they may be connected, but if they can't speak to one another in a common language, that kind of defeats the purpose and the mission value of that sensor or shooter kind of paradigm that we've been striving for for ages. So you're right on. I mean, this is not a trivial thing, but I think over history we've learned quite a bit. Technology and innovation is happening at just an amazing rate where things are coming out in months as opposed to decades as before. I agree, not trivial, but again, I think there are all the piece parts in place and being put into place. >> I think you mentioned earlier that the personnel, the people, the engineers that are out there, not enough, more of them coming in. I think now the appetite and the provocative nature of this shift in tech is going to attract a lot of people because the old adage is these are hard problems attracts great people. You got in new engineering, SRE like scale engineering. You have software development, that's changing, becoming much more robust and more science-driven. You don't have to be just a coder as a software engineer. You could be coming at it from any angle. So there's a lot more opportunities from a personnel standpoint now to attract great people, and there's real hard problems to solve, not just security. >> Absolutely. Definitely. I agree with that 100%. I would also contest that it's an opportunity for innovators. We've been thinking about this for some time, and we think there's absolute value from various different use cases that we've identified, digital battlefield, force protection, disaster recovery, and so forth. But there are use cases that we probably haven't even thought about, even from a commercial perspective. So I think there's going to be an opportunity just like the internet back in the mid '90s for us to kind of innovate based on this new kind of edge environment. >> It's a revolution. New leadership, new brands are going to emerge, new paradigms, new workflows, new operations, clearly great stuff. I want to thank you guys for coming on. I also want to thank Rancher Labs for sponsoring this conversation. Without their support, we wouldn't be here. And now they were acquired by SUSE. We've covered their event with theCUBE virtual last year. What's the connection with those guys? Can you guys take a minute to explain the relationship with SUSE and Rancher? >> Yeah. So it's actually it's fortuitous. And I think we just, we got lucky. There's two overall aspects of it. First of all, we are both, we partner on the Platform One basic ordering agreement. So just there we had a common mentality of DevSecOps. And so there was a good partnership there, but then when we thought about we're engaging it from an edge perspective, the K3s, right? I mean, they're a leader from a container perspective obviously, but the fact that they are innovators around K3s to reduce that software footprint, which is required on these edge devices, we kind of got a twofer there in that partnership. >> John, any comment on your end? >> Yeah, I would just amplify, the K3s aspects in leveraging the containers, a lot of what we've seen success in when you look at what's going on, especially on that tactical edge around enabling capabilities, containers, and the portability it provides makes it very easy for us to interface and integrate a lot of different sensors to close the OODA loop to whoever is wearing or operating that a piece of equipment that the software is running on. >> Awesome, I'd love to continue the conversation on space and the edge and super great conversation to have you guys on. Really appreciate it. I do want to ask you guys about the innovation and the opportunities of this new shift that's happening as the next big thing is coming quickly. And it's here on us and that's cloud, I call it cloud 2.0, the cloud scale, modern software development environment, edge with 5G changing the game. Ki, I completely agree with you. And I think this is where people are focusing their attention from startups to companies that are transforming and re-pivoting or refactoring their existing assets to be positioned. And you're starting to see clear winners and losers. There's a pattern emerging. You got to be in the cloud, you got to be leveraging data, you got to be horizontally scalable, but you got to have AI machine learning in there with modern software practices that are secure. That's the playbook. Some people are making it. Some people are not getting there. So I'd ask you guys, as telcos become super important and the ability to be a telco now, we just mentioned standing up a tactical edge, for instance. Launching a satellite, a couple of hundred K, you can launch a CubeSat. That could be good and bad. So the telco business is changing radically. Cloud, telco cloud is emerging as an edge phenomenon with 5G, certainly business commercial benefits more than consumer. How do you guys see the innovation and disruption happening with telco? >> As we think through cloud to edge, one thing that we realize, because our definition of edge, John, was actually at the point of data collection on the sensor themselves. Others' definition of edge is we're a little bit further back, what we call it the edge of the IT enterprise. But as we look at this, we realize that you needed this kind of multi echelon environment from your cloud to your tactical clouds where you can do some processing and then at the edge of themselves. Really at the end of the day, it's all about, I think, data, right? I mean, everything we're talking about, it's still all about the data, right? The AI needs the data, the telco is transporting the data. And so I think if you think about it from a data perspective in relationship to the telcos, one, edge will actually enable a very different paradigm and a distributed paradigm for data processing. So, hey, instead of bringing the data to some central cloud which takes bandwidth off your telcos, push the products to the data. So mitigate what's actually being sent over those telco lines to increase the efficiencies of them. So I think at the end of the day, the telcos are going to have a pretty big component to this, even from space down to ground station, how that works. So the network of these telcos, I think, are just going to expand. >> John, what's your perspective? I mean, startups are coming out. The scalability, speed of innovation is a big factor. The old telco days had, I mean, months and years, new towers go up and now you got a backbone. It's kind of a slow glacier pace. Now it's under siege with rapid innovation. >> Yeah, so I definitely echo the sentiments that Ki would have, but I would also, if we go back and think about the digital battle space and what we've talked about, faster speeds being available in places it's not been before is great. However, when you think about facing an adversary that's a near-peer threat, the first thing they're going to do is make it contested, congested, and you have to be able to survive. While yes, the pace of innovation is absolutely pushing comms to places we've not had it before, we have to be mindful to not get complacent and over-rely on it, assuming it'll always be there. 'Cause I know in my experience wearing the uniform, and even if I'm up against an adversary, that's the first thing I'm going to do is I'm going to do whatever I can to disrupt your ability to communicate. So how do you take it down to that lowest level and still make that squad, the platoon, whatever that structure is, continue survivable and lethal. So that's something I think, as we look at the innovations, we need to be mindful of that. So when I talk about how do you architect it? What services do you use? Those are all those things that you have to think about. What if I lose it at this echelon? How do I continue the mission? >> Yeah, it's interesting. And if you look at how companies have been procuring and consuming technology, Ki, it's been like siloed. "Okay, we've got a workplace workforce project, and we have the tactical edge, and we have the siloed IT solution," when really work and play, whether it's work here in John's example, is the war fighter. And so his concern is safety, his life and protection. >> Yeah. >> The other department has to manage the comms, (laughs) and so they have to have countermeasures and contingencies ready to go. So all this is, they all integrate it now. It's not like one department. It's like it's together. >> Yeah. John, I love what you just said. I mean, we have to get away from this siloed thinking not only within a single organization, but across the enterprise. From a digital battlefield perspective, it's a joint fight, so even across these enterprise of enterprises, So I think you're spot on. We have to look horizontally. We have to integrate, we have to inter-operate, and by doing that, that's where the innovation is also going to be accelerated too, not reinventing the wheel. >> Yeah, and I think the infrastructure edge is so key. It's going to be very interesting to see how the existing incumbents can handle themselves. Obviously the towers are important. 5G obviously, that's more deployments, not as centralized in terms of the spectrum. It's more dense. It's going to create more connectivity options. How do you guys see that impacting? Because certainly more gear, like obviously not the centralized tower, from a backhaul standpoint but now the edge, the radios themselves, the wireless transit is key. That's the real edge here. How do you guys see that evolving? >> We're seeing a lot of innovations actually through small companies who are really focused on very specific niche problems. I think it's a great starting point because what they're doing is showing the art of the possible. Because again, we're in a different environment now. There's different rules. There's different capabilities. But then we're also seeing, you mentioned earlier on, some of the larger companies, the Amazons, the Microsofts, also investing as well. So I think the merge of the, you know, or the unconstrained or the possible by these small companies that are just kind of driving innovations supported by the maturity and the heft of these large companies who are building out these hardened kind of capabilities, they're going to converge at some point. And that's where I think we're going to get further innovation. >> Well, I really appreciate you guys taking the time. Final question for you guys, as people are watching this, a lot of smart executives and teams are coming together to kind of put the battle plans together for their companies as they transition from old to this new way, which is clearly cloud-scale, role of data. We hit out all the key points I think here. As they start to think about architecture and how they deploy their resources, this becomes now the new boardroom conversation that trickles down and includes everyone, including the developers. The developers are now going to be on the front lines. Mid-level managers are going to be integrated in as well. It's a group conversation. What are some of the advice that you would give to folks who are in this mode of planning architecture, trying to be positioned to come out of this pandemic with a massive growth opportunity and to be on the right side of history? What's your advice? >> It's such a great question. So I think you touched upon it. One is take the holistic approach. You mentioned architectures a couple of times, and I think that's critical. Understanding how your edge architectures will let you connect with your cloud architecture so that they're not disjointed, they're not siloed. They're interoperable, they integrate. So you're taking that enterprise approach. I think the second thing is be patient. It took us some time to really kind of, and we've been looking at this for about three years now. And we were very intentional in assessing the landscape, how people were discussing around edge and kind of pulling that all together. But it took us some time to even figure it out, hey, what are the use cases? How can we actually apply this and get some ROI and value out for our clients? So being a little bit patient in thinking through kind of how we can leverage this and potentially be a disruptor. >> John, your thoughts on advice to people watching as they try to put the right plans together to be positioned and not foreclose any future value. >> Yeah, absolutely. So in addition to the points that Ki raised, I would, number one, amplify the fact of recognize that you're going to have a hybrid environment of legacy and modern capabilities. And in addition to thinking open architectures and whatnot, think about your culture, the people, your processes, your techniques and whatnot, and your governance. How do you make decisions when it needs to be closed versus open? Where do you invest in the workforce? What decisions are you going to make in your architecture that drive that hybrid world that you're going to live in? All those recipes, patience, open, all that, that I think we often overlook the cultural people aspect of upskilling. This is a very different way of thinking on modern software delivery. How do you go through this lifecycle? How's security embedded? So making sure that's part of that boardroom conversation I think is key. >> John Pisano, Principal at Booz Allen Digital Cloud Solutions, thanks for sharing that great insight. Ki Lee, Vice President at Booz Allen Digital Business. Gentlemen, great conversation. Thanks for that insight. And I think people watching are going to probably learn a lot on how to evaluate startups to how they put their architecture together. So I really appreciate the insight and commentary. >> Thank you. >> Thank you, John. >> Okay. I'm John Furrier. This is theCUBE Conversation. Thanks for watching. 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