[Music] as you heard over the course of our program organizations where more people are using analytics who have deeper capabilities in each of the four e's that's everyone everything everywhere and easy analytics those organizations achieve more roi from their respective investments in analytics and automation than those who don't we also heard a great story from ebay a great example of an enterprise that is truly democratizing analytics across its organization it's enabling an empowering line of business users to use analytics not only focus on key aspects of their job but develop new skills rather than doing the same repetitive tasks we want to thank you so much for watching the program today remember you can find all of the content on thecube.net you can find all of the news from today on siliconangle.com and of course alteryx.com we also want to thank alteryx for making this program possible and for sponsoring the cube for all of my guests i'm lisa martin i want to thank you for watching and bye for now [Music]

okay we're set to wrap up this session on solving k8's complexity gap optimizing with machine learning brought to you by stormforge you know containers they're all about simplifying the packaging of application components and the world needed an abstraction layer to simplify the management of all these containers that are being created and deployed hence the explosive adoption of kubernetes which rose from a series of improbable events to take the application development world by storm we heard today how stormforge is introducing optimize live marrying data from pre-production environments with telemetry data from observability platforms in production settings and using machine intelligence to accelerate insights on which actions to take to improve application performance now being able to correlate what you thought was going to happen and be optimal in a pre-production environment and then iterating on what's actually happening in a real world production setting and bridging the gap between those two worlds that's new and that's exciting you know unlike the days of virtualization where this type of optimization took the better part of a decade and a ton of tribal knowledge in today's world that time to optimization is being compressed by companies like stormforge combining data with ai and cloud native apis to leverage an ecosystem of innovations in observability to accelerate high quality application delivery kubernetes is storming the castle and there's no stopping it stormforge and a host of companies are stepping up to help customers take advantage of this wave by delivering technologies that help predict and manage customer experiences and accelerate innovation remember all these sessions will be available immediately on demand at thecube.net and at stormforge.io thanks for watching solving the kubernetes complexity gap by optimizing with machine learning brought to you by stormforge and thecube your leader in enterprise tech coverage we'll see you next time

>> At Vision '21, we've heard from business leaders, practitioners, developers, analysts, and the Postgres community. One thing's for sure, the next 10 years won't be like the last. And in my view, Vision '21 gave me greater confidence that the Postgres community will evolve as market forces shift. One certainty in that technology businesses that the tech will come and it will go. Open-source is the engine of software innovation and I'm excited to see how the community responds to the challenges ahead. Now, I want to encourage you to come back and check out the on-demand content that will be available immediately following the event. Dig in, share with colleagues, and engage with the community. It's really been our pleasure to cover Vision '21. And we look forward to seeing you at upcoming events, both physical and virtual. This is Dave Vellante for The Cube. Thanks for watching. Be well, and we'll see you next time.

>>Yeah. Now I think we can all agree how valuable it is to hear from practitioners, and I want to thank the panel for sharing their knowledge with the community. One common challenge that I heard you all talk about was bringing your leadership and your teams along on the journey with you. We talk about this all the time and it is critical to have support from the top. Why? Because it directs the middle and then it enables bottoms up innovation effects from the cultural transformation that you guys all talked about. It seems like another common theme we heard is that you all prioritized data based decision making in your organizations, and you combine two of your most valuable assets to do that and create leverage employees on the front lines. And, of course, the data. There's rightly pointed out, Tom, the pandemic has accelerated the need for really leaning into this. You know the old saying, If it ain't broke, don't fix it, Will Cove. It is broken everything and and it's great to hear from our experts, you know how to move forward. So let's get right into it. So, Gustavo, let's start with you If I'm an aspiring change agent and let's say I'm a budding data leader, what do I need to start doing? What habits do I need to create for long lasting success? >>I think curiosity is very important. You need to be like I said in to what is happening not only in your specific feel, like I have a passion for analytics. I didn't do this for 50 years, Plus, but I think you need to understand well being other areas across not only a specific business, Aziz. You know, I come from, you know, Sam's Club. WalMart retail having energy management technology. So you have to try to put yourself and basically, what of your comfort, son? I mean, if you are staying in your comfort zone and you want to use one continuous improvement, that's just gonna take you. So far, what you have to do is, and that's what I try to do is I try to go into areas, businesses and transformations that make me, you know, stretch and develop a solider. That's what I'm looking to do so I can help transform the functions organizations and do the change management. The change of mindset is required for this kind of effort. >>Thank you for that. That is inspiring. And and Cindy, you love data, and the data is pretty clear that diversity is is a good business. But I wonder if you can you add your perspectives to this conversation? >>Yeah. So Michelle has a new fan here because she has found her voice. I'm still working on finding mine, and it's interesting because I was raised by my dad, a single dad. So he did teach me how toe work in a predominantly male environment. But why? I think diversity matters more now than ever before. And this is by gender, by race by age, by just different ways of working and thinking is because, as we automate things with a I, if we do not have diverse teams looking at the data and the models and how they're applied, we risk having bias at scale. So this is why I think I don't care what type of minority you are. Finding your voice, having a seat at the table and just believing in the impact of your work has never been more important. And and, as Michelle said, more possible >>great perspectives Thank you, Tom. I wanna go to you. I mean, I feel like everybody in our business is in some way, shape or form become a covert expert. But what's been the impact of the pandemic on your organization's digital transformation plant? >>We've seen a massive growth, actually, you know, in a digital business over the last 12 months, really even acceleration, right? Once, once covert hit, we really saw that, uh, that in the 200 countries and territories that we operate in today and service our customers and today that there has been a huge need, Right? Thio send money to support family, to support friends right and support loved ones across the world. And as part of that, you know, we were We are very honored to be to support those customers that we across all of Tucker's today. But it's part of the acceleration. We need to make sure that we had the right architecture and the right platforms to basically scale right to basically support and revive that kind of security for our customers going forward. So it's part of that way did do some some of pivots, and we did a accelerate some of our plans on digital help support that overall growth coming in and to support our customers going forward. Because during these times during this pandemic, right, this is the most important time we need to support those those that we love and those that we care about. And in doing that, some of those ways is actually, by sending money to them, support them financially. And that's where really, our products, our services, come into play that, you know, it really support those families. So it was really a great opportunity for us to really support and really bring some of our products to the next level and supporting our business going forward. >>Awesome. Thank you. Now I want to come back to Gustavo. Tom, I'd love you to chime in two. Did you guys ever think like you You were pushing the envelope too much and doing things with data or the technology that was just maybe too bold. Maybe you felt like at some point it was It was failing, or you're pushing your people too hard. Can you share that experience and how you got through it? >>Yeah, The way I look at it is, you know, again whenever I goto organization, I asked the question Hey, how fast you would like to transform and, you know, based on the agreements on the leadership and the vision that wanna take place, I take decisions and I collaborate in a specific way. Now, in the case of covet, for example, right, it forces us to remove silos and collaborate in a faster way. So to me, it was an opportunity to actually integrate with other areas and dr decisions faster. But make no mistake about it when you are doing a transformation, you are obviously trying to do things faster than sometimes people are comfortable doing. And you need to be okay with that. Sometimes you need to be okay with tension or you need to be okay. You know the betting points or making repetitive business cases until people connect with the decision because you understand. And you are seeing that Hey, the CEO is making a 12 year, you know, efficiency go. The only way for us to really do more with less is for us to continue this path. We cannot just stay with this type of school. We need to find a way to accelerate the transformation. That's the >>way. How about you talk? We were talking earlier with sedition, Cindy, about that bungee jumping moment. Do you? What could you share? >>Yeah, you know, I think you hit upon it. Uh, right now, the pace of change. When were the slowest pace that you see for the rest of your career? So as part of that right, that's what I tell my team is is that you need to be You need to feel comfortable being uncomfortable. I mean, that we get to be able to basically, uh, scale I expand and support that the ever changing needs the marketplace and industry and customers today in that pace of change that's happening, right? And what customers are asking for and the competition the marketplace, that's only going to accelerate. So as part of that, you know, as you look at what? How you're operating today in your current business model, right? Things are only going to get faster. So you have to plan into a line and to drive the actual transformation you so you can scale even faster in the future. So as part of that what we're putting in place here right is how do we create that underlying framework and foundation that allows the organization to basically continue to scale and evolve into the future? >>We're definitely out of our comfort zones, but we're getting comfortable with it. Cindy. Last question. You've worked with hundreds of organizations, and I got to believe that, you know, some of the advice I gave when you were at Gartner, which was pre co vid. You know, maybe sometimes clients didn't always act on it. You know, they're not on my watch for whatever variety of reasons, but it's being forced on them now. But knowing what you know, now that you know, we're all in this isolation economy, how would you say that? Advice has changed? Has it changed? What? What's your number one action and recommendation today? >>Yeah, well, first off, Tom just freaked me out. What do you mean? This is the slowest ever. Even six months ago, I was saying the pace of change in Data Analytics is frenetic. So But I think you're right, Tom. The business and the technology together is forcing this change. Now, Dave, to answer your question, I would say the one bit of advice. Maybe I was a little more very aware of the power and politics and how to bring people along in a way that they are comfortable. And now I think it's you know what? You can't get comfortable. In fact, we know that the organizations that were already in the cloud have been able Thio respond and pivot faster. So if you really want to survive, Aziz, Tom and Gustavo said, get used to being uncomfortable. The power and politics are gonna happen. Break the rules, get used to that and be bold. Do not do not be afraid to tell somebody they're wrong and they're not moving fast enough. I do think you have to do that with empathy. As Michelle said, and Gustavo, I think that's one of the key words today besides the bungee jumping. So I want to know where skiddish gonna go. Bungee >>jumping guys, Fantastic discussion, really, Thanks again, toe all the Panelists and the guests. It was really a pleasure speaking with you today, really, virtually all of the leaders that I've spoken to in the Cube program recently they tell me that the pandemic is accelerating so many things, whether it's new ways to work. We heard about new security models and obviously the need for cloud. I mean all of these things. Air driving, true enterprise wide digital transformation, not just a ZAY said before lip service. Sometimes we minimize the importance and the challenge of building culture and making this transformation possible. But when it's done right, the right culture is going to deliver tremendous, tremendous results. What does that mean? Getting it right? Everybody's trying to get it right. My biggest take away today is it means making data part of the DNA of your organization. And that means making it accessible to the people in your organization that are empowered to make decisions. Decisions that can drive you revenue could cost speed access to critical care. Whatever the mission is of your organization, data can create insights and informed decisions that Dr Value Okay, let's bring back side dish and wrap things up, so please bring us home. >>Thank you. Thank you, Dave. Thank you. The Cube team and thanks. Thanks. Goes toe all of our customers and partners who joined us. And thanks to all of you for spending the time with us, I want to do three quick things and then close it off. The first thing is, I want to summarize the key takeaways that I had from all four or four distinguished speakers. First Michelle, I was simply put it. She said it really well, that is be brave. And Dr Don't go for a drive along that it's such an important point. Often times you know the right thing that you have to do to make the positive change that you want to see happen. But you wait for someone else to do it, not just why not you? Why don't you be the one making That change happened? That's the thing that I picked Picked, picked up from Michelle's, uh, talk. Cindy talked about finding the importance of finding your voice, taking that chair, whether it's available or not, and making sure that your ideas your voices are heard, and if it requires some force and apply that force, make sure your ideas support. Gustavo talked about the importance of building consensus not going at things all alone, sometimes building the importance of building the core. Um, and that is critical because if you want the changes to last, you want to make sure that the organization is fully behind it. Tom, instead of a single take away. What I was inspired by is the fact that a company that 170 years old, 170 years old, 200 companies and 200 countries they're operating in, and they were able to make the change that is necessary through this difficult time. So in a matter of months, if they could do it, anyone could. The second thing I want to do is to leave you with a take away. That is, I would like you to go thought spot dot com slash NFL because our team has made an app for NFL on Snowflake. I think you will find this interesting now that you're inspired and excited because off Michelle stock and the last thing is please go to thought spot dot com slash beyond Our global user conference is happening in this December. We would loud toe have you join us. It's again virtual. You can join from any where we're expecting anywhere from 5 to 10,000 people. I would allowed to have you join Aunt uh see what we were up to since last year way have a lot of amazing things in store for you, our customers, our partners, our collaborators. They will be coming and sharing. You'll be sharing things that you've been working to release something that will come out next year. And also some of the crazy ideas of engineers have been hooking up. All of those things will be available for you at Fort Spot beyond. Thank you. Thank you so much.

>> Male's Voice: From around the globe, its theCUBE. With digital coverage of a special announcement, brought to you by Nutanix. (soft music) >> Hi, I'm Stu Miniman. And welcome to this special announcement for Nutanix, about some new product releases in the public cloud. To help us kick this off for the Asia Pacific and Japan region. Happy to welcome to the program Jordan Reizes, who's the vice president of marketing, for APJ and Nutanix. Jordan, help us introduce it. Thanks Stu. So today we're really pleased to announce Nutanix Clusters, availability in Asia Pacific and Japan, at the same time as the rest of the world. And we think this technology is really important to our geographically dispersed customers, all across the region, in terms of helping them, On-Ramp to the cloud. So, we're really excited about this launch today. And Stu, I can't wait to see the rest of the program. And make sure you stay tuned at the end, for our interview with our CTO, Justin Hurst. Who's going to be answering a bunch of questions that are really specific to the APJ region. >> All right, thank you so much Jordan, for helping us kick this off. We're now going to cut over to my interview with Monica and Tarkan, with the news.

>> Hi, and welcome back. We've just heard Nutanix's announcement about Nutanix Clusters on AWS, from Monica and Tarkan, And, to help understand some of the specific implications for the Asia Pacific and Japan region. Happy to welcome Justin Hurst, who is the CTO, for APJ with Nutanix. Justin, thanks for joining us. >> Well, thanks Stu. Thanks for having me. >> Absolutely. So, we know Justin of course, 2020, has had a lot of changes, for everyone globally. Heard some exciting news from your team. And, wondering if you can bring us inside the APJ region. And what will the impact specifically be for your customers in your region? >> Yeah, let's say, that's a great question. And, it has been a tremendously unusual year, of course, for everyone. We're all trying, to figure out how we can adapt. And how we can take this opportunity, to not only respond to the situation, but actually build our businesses in a way, that we can be more agile going forward. So, we're very excited about this announcement. And, the new capabilities it's going to bring to our customers in the region. >> Justin, one of the things we talk about is, right now, there's actually been an acceleration of how customers are looking to On-Ramp to the cloud. So when you look at the solution, what's the operational impact of Nutanix Clusters? And that acceleration to the cloud? >> Well, sure. And I think that, is really what we're trying to accomplish here, with this new technology is to take away a lot of the pain, in onboarding to the public cloud. For many customers I talk to, the cloud is aspirational at this point. They may be experimenting. They may have a few applications they've, spun up in the cloud or using a SaaS service. But really getting those core applications, into the public cloud, has been something they've struggled with. And so, by harmonizing the control plan and the data plan, between on-premises and the public cloud, we just completely remove that barrier, and allow that mobility, that's been, something people have really been looking forward to. >> All right, well, Justin, of course, the announcement being with AWS, is the global leader in public cloud. But we've seen the cluster solution, when has been discussed in earlier days, isn't necessarily only for AWS. So, what can you tell us about your customer's adoption with AWS, and maybe what we should look at down the road for clusters with other solutions? >> Yeah, for sure. Now of course, AWS is the global market leader, which is why we're so happy to have this launch event today of clusters on AWS. But with many of our customers, depending on their region, or their regulatory requirements, they may want to work as well, with other providers. And so when we built the Nutanix cluster solution, we were careful not to lock in, to any specific provider. Which gives us options going forward, to meet our customer demands, wherever they might be. >> All right. Well, when we look at cloud, of course, the implications are one of the things we need to think about. We've seen a number of hybrid solutions out there, that haven't necessarily been the most economical. So, what are the financial considerations, when we look at this solution? >> Yeah, definitely. I think when we look at using the public cloud, it's important not to bring along, the same operational mindset, as traditional on-premise infrastructure. And that's the power of the cloud, is the elasticity. And the ability to burst workloads, to grow and to shrink as needed. And so, to really help contain those costs, we've built in this amazing ability, to hibernate workloads. So that customers can run them, when they need them. Whether it's a seasonal business, whether it's something in education, where students are coming and going, for different terms. We've built this functionality, that allows you to take traditional applications that would normally run on-premises 24/7. And give them that elasticity of the public cloud, really combining the best of both worlds. And then, building tooling and automation around that. So it's not just guesswork. We can actually tell you, when to spin up a workload, or where to place a workload, to get the best financial impact. >> All right, Justin, final question for you is, this has been the works on Nutanix working on the cluster solution world for a bit now. What's exciting you, that you're going to be able to bring this to your customers? >> Yeah. There's a lot of new capabilities, that get unlocked by this new technology. I think about a customer I was talking to recently, that's expanding their business geographically. And, what they didn't want to do, was invest capital in building up a new data center, in a new region. Because here in APJ, the region is geographically vast, and connectivity can vary tremendously. And so for this company, to be able to spin up, a new data center effectively, in any AWS region around the world, really enables them to bring the data and the applications, to where they're expanding their business, without that capital outlay. And so, that's just one capability, that we're really excited about. And we think we'll have a big impact, in how people do business. And keeping those applications and data, close to where they're doing that business. >> All right. Well, Justin, thank you so much for giving us a look inside the APJ region. And congratulations to you and the team, on the Nutanix Clusters announcement. >> Thanks so much for having me Stu. >> All right. And thank you for watching I'm Stu Miniman. Thank you for watching theCUBE. (soft music)

>> Narrator: From the SiliconANGLE Media office in Boston, Massachusetts, it's the CUBE. Now, here's your host, Dave Vellante. (electronic pop music) >> Thanks, Peter. We're back with Brian Carmody. We're going to summarize now. So we're seeing the evolution of Infinidat going from a single-product company to a portfolio company. Brian, I'm going to ask you to summarize. I want to start with InfiniBox. I'm also going to ask you, is this the same software, and does it enable new use cases, or is it just bigger, better, faster? >> It's the same software that runs on all of our InfiniBox systems. It has the same feature set, it's completely compatible for replication and everything like that. It's just more capacity. It's 8.4 petabytes of effective capacity. The use cases that are pulling this into the field are deep learning, analytics, and IOT. >> All right, let's go into the portfolio. I'm going to ask you, it's like, "Do you have a favorite child? Do you have a favorite child in the portfolio?" Let's start with InfiniSync. >> Sure. I love them all equally. InfiniSync is a revolutionary appliance for banking and other highly-regulated industries that have a requirement to have 0 RPO but also have protection against rolling disasters and regional disasters. Traditionally, the way that that gets solved is you have a data center, say, in lower Manhattan where you do your primary computing. You do synchronous to a data bunker, say, in northern New Jersey, and then you do asynchronous out of region, say, out to California. Under our model with InfiniSync, it's a 450-pound ballistically-protected data bunker appliance. InfiniSync guarantees that with no data loss and no reduction in performance, all transactions are guaranteed for delivery to the remote, out-of-region site. What this allows customers to do is to erase data centers out of their topology. Northern New Jersey, the bunker goes away. Again, highly-regulated industries like banking that have these requirements, they're going to save tens of millions of dollars a year in cost avoidance by closing down unnecessary data centers. >> And dramatically simplify their infrastructure and operations. >> Absolutely. >> InfiniGuard, I stumbled into it at another event. You guys hadn't announced it yet. I was like, "Hmm, what's this?" Tell us about InfiniGuard. >> InfiniGuard is a multi-petabyte appliance that fits 20 petabytes of data protection in a single rack, in a single system, and it has 10 times the restore performance of data domain at a fraction of the cost. >> Okay, and then the Nutrix cloud ... This is, to me, maybe the most interesting of all the announcements. What's your take on that? >> Like I said, I love them all equally, but Nutrix cloud for sure is the most disruptive of all the technologies that we're announcing this week. The idea of Nutrix cloud is that it is neutral storage for consumption in the public cloud. So think about it like this. Don't you think it's weird that EBS and EFS are only compatible with Amazon computing and Google cloud storage is only compatible with Google? Think about it for a second. If IBM storage only worked with IBM servers, that's bringing us back to the 1950s and '60s. Or if EMC storage was only compatible with Dell servers, customers would never accept that. But in the Silicon Valley oligarchic, walled-garden model, they can't help themselves. They just have to get your data. "Just give us your data. It'll be great. We'll send a snowball or a truck to go pick it up." Because they know once they have your data, they have you locked in. They cannot help themselves from creating this walled-garden proprietary model, or like we call it, a walled prison yard. So the idea is, with Nutrix cloud, rather than your storage being weaponized against you as a customer to lock you in, what if they didn't get your data? What if instead, you stored your data with a trusted, neutral third party that practices data neutrality? Because we guarantee contractually to every customer that we will never take money, and we will never shake down any of the cloud providers in order to get access to our Nutrix cloud network, and we will never do side deals and partnerships with any of them to favor one cloud over the other. So the end result is that you end up having, for example, a couple of petabyte-scale file systems where you can have thousands of guests that have that file system mounted simultaneously from your VNet in Azure, from your VPC's in AWS, and they all have simultaneous screaming high-performance access to one common set of your data. So by pulling and ripping your data out of the arms of those public cloud providers and instead, only giving them shared, common, neutral access, we can now get them to start competing against each other for business. Rather than your storage being weaponized against you, it's a tool which you can use to force the cloud providers to compete against each other for your business. >> I'm sure you guys may have a lot of questions there. Hop into the CrowdChat. It's crowdchat.net/infinichat. Ask Me Anything, AMA CrowdChat. Brian will be in there in a moment. I got to ask a couple of questions before I let you go. >> Brian: Sure. >> What was your motivation for this portfolio expansion? >> The motivation was that at the end of the day, customers are very clear to us that they do not want to focus on their infrastructure. They want to focus on their businesses. As their infrastructure scales, it becomes exponentially more complex. They deal with issues of reliability, and economics, and performance. We realized that if we're going to fulfill our company's mission, that we have to expand our mission and help customers solve problems throughout more of the data lifecycle, and focus on some of the pain points that extend beyond primary storage. We have to start bringing solutions to market that help customers get to the cloud faster, and when they get there, to be more agile, and to focus on data protection, which, again, is a huge pain point. The motivation at the end of the day is about helping customers do more with less. >> And the mission again, can you just summarize that? Multi-petabyte, and ... ? >> The corporate mission of Infinidat is to store humanity's knowledge and to make new forms of computing possible. >> Big mission. (laughs) Okay, fantastic. >> Our humble mission, yes. >> Humble, right. The reason I asked that question of your motivation, people always say, "Oh, obviously to make more money." But there have been a lot of single-product companies or feature companies that have done quite well. In order to fulfill that mission, you really need a portfolio. What should we be watching as barometers of success? How are you guys measuring yourselves? How should we be measuring you? >> I think the most fair way to do that is to measure us on successful execution of that mission. At the end of the day, it's about helping customers compute harder and deeper on larger data sets, and to do so at lower cost than the competitor down the road. Because at the end of the day, that's the only source of competitive advantage that companies get out of their infrastructure. The better we help customers do that, the more we consider ourselves succeeding in our mission. >> All right, Brian, thank you. No kids, but new products are kind of like giving birth. Best I can say. >> I have dogs. They're like dogs. >> So hop into the CrowdChat. It's an Ask Me Anything questions. Brian will be in there, we've got analysts in there, a bunch of experts as well. Brian, thanks very much. It was awesome having you on. >> Thanks, Dave. >> Thanks for watching, everybody. See you in the CrowdChat. (electronic pop music)

>> Live, from Las Vegas, it's theCUBE, covering the AWS Accenture Executive Summit. Brought to you by Accenture. >> Welcome back, everyone, to theCUBE's live coverage of the AWS Executive Summit here in Las Vegas at the Venetian. I'm your host, Rebecca Knight. We are joined by folks from MONETA Money Bank. We have Martin Berdych, who is the senior manager IT infrastructure, and Martin Trcka, Cloud Technical Architect Manager at Accenture. Thank you so much for coming on the show. >> Thank you. >> Thank you for having us. >> So, we're talking today about MONETA Money Bank's journey to the cloud, but first I want to start with you, Martin, talk a little bit, tell our viewers a little bit about MONETA Money Bank. >> So, MONETA Money Bank, it's the fourth largest bank in Czech Republic, which is not big, because basically the country's small, but the bank is far big. We are serving something around one million customers, and we're providing all the services that you can imagine, so, bank accounts, loans, mortgages, credit cards, whatever you find out, and there's one special thing I'd like to point out, we have a brilliant mobile application, which is consistently getting the awards every year for the best mobile banking app on the market, so this is MONETA. >> So, you're already a pioneer in technology, really on the vanguard, and recently made the decision to move twelve of your, or two dozen of your existing apps, to the public cloud. What was the impetus for that decision? >> I think there's a wider strategy, which is around being digital, being agile, all those buzz words you hear around everywhere, you know. >> No, actually go into that a little bit. >> It's an automation, all the other stuff, I think one of the big ones, as well, was the legacy infrastructure, because the banks got a huge legacy staff, which is causing a lot of issues, if you want to go fast on the market, you want to be quick, you want to respond to your customers, this is slowing us down. So, I think apart from all the other strategy, or at least in my area, the infrastructure part, definitely the big one was the legacy asset we are actually trying to remove by moving to cloud, which is, that's the thing. >> So, they needed a partner to help them move to the public cloud, in this case, AWS, of course, and, so, when Accenture comes into this, first of all, is this a standard client sort of someone who is a company that is already technologically minded, and trying to do this, would you say that this is the kind of organization that gravitates? >> So, MONETA, as a pioneer, in terms of federal public cloud on the checking market, for them, it was a huge step to adopt public cloud, so we are very happy that they ask us for help, the first thing that we did, is we helped them design their IT strategy, what the steps should be in terms of adopting public cloud, actually, we helped them also to define that cloud production would be one of the pillars of their future growth along with other initiatives. So, we helped them with the IT strategy, and then we basically went through that whole journey together with one of the infrastructure teams, one of the security teams, and with our team who helped the client to migrate, eventually, those two dozens workloads into the cloud. >> So, is it a co-creative process, in the sense of are you together, figuring out, the steps on the journey, or is it Accenture in the background, and- >> I think, one of my goal was to make my team part of that as much as possible, so, obviously, Accenture help is appreciated, and they were needed, because the knowledge of public cloud, not only the company, I think, even on the market itself, is very limited, the experience with that is very limited, so Accenture played a strong role in that, but what I make sure from the beginning, or I was trying to make sure from the beginning, is that the team will be part of that from, really, end to end. So they, whatever Accenture was helping, the team was contributing, and they were able to actually do it together, so the knowledge has been increased in the wider theme, so now, we are definitely much more capable than we have been before, and when we started. >> So, how did you help? As you said, figuring out the business challenges, and then actually finding solutions. >> So, it all started with what we call preparation for forging into cloud. This means that we helped the client to assess their risk, because we are speaking about their banks, there's a regulation, which needs to be met, those requirements are regulatory. So, we help the client to assess the risk associated with going to cloud, we help them design their exit strategy when they need to actually exit the cloud, and after we complete those, let's say, preparation tasks, we focus on what we call blueprints. This is basically designing concept of how the target environment will look like in terms of the architecture, in terms of security, in terms of government, so we have, jointly, you know, with Mark Markstein, designed those blueprints, and after that, it was basically ready to take the journey to cloud, actually, itself. >> You mentioned governments, you mentioned security, privacy, GDPR was recently enforced in Europe, did you come up on any challenges with- >> There have been many, obviously, the regulation itself, if it's GDPR, if it's the banking regulation, all the other elements have to be considered, and I think this is a constant task, it's not over, because obviously as we are opening on the market we are learning, and we are showing the other competitors that this is actually possible, and what needs to be done to make it possible, so, obviously, the regulator Czech National Bank had a lot of steps, they gave us a lot of next steps we have to fulfill, so we can actually proceed, and this is an ongoing journey and we have to, kind of, work on this, still work on it, it's not over, there have been a significant risk analysis done, obviously, so do I think it's more than hundred risk has been identified, around the cloud. Now, this has been much reduced, and, obviously, there are still next steps we need to fulfill to get this done. >> So, you have fully migrated to the public cloud? >> Those twenty applications. >> The twenty applications, yes, exactly. What have you seen so far, both from your clients and both from your colleagues? Have you seen changes? >> I think a couple of things. One of things is that the team, not only IT team, but internal people in the bank see that it's actually working, there have been some skepticism in the beginning, obviously, people are looking for reasons why we shouldn't be doing it, because of this and that, I think this is now a bit clearer, and people are kind of getting the feeling that this is actually working. So, this is one of the outcome of the thing. Obviously, the other walls that we've quickly find out and essentially help them that we need to optimize. So, we move it as it is, we lift and shift, and then we find out we're actually wasting resources, therefore we're wasting a lot of money, so we had to start looking, so by moving it, it didn't stop, it's not over, we have to now work on that and we need to find out how do we actually optimize the whole workload and what we can do to actually make it better, apart from the fact we are looking at the other phases of the project and we want to move more, we have to work on the older beta as well, so we need to make sure we get the most from the cloud. >> And what other learnings throughout this process did you come up with, sort of best practices that have emerged, as you said, you are showing your competitors that it is possible, the other top three banks in the Czech Republic, are, sort of, learning from MONETA Money Bank's experience, what would you say are the best practices? >> So, it really depends, you know, from which perspective you look on those lessons learned, from the regulation perspective, the answer is yes, it's possible to edit public cloud, even with, in higher FS Market, however, you need to meet money requirements. From the technology perspective, I believe that MONETA was really surprised how easy it was to adopt the technology itself. The migration happened, basically, in just four and a half months, so this is something you normally are not able to accomplish in traditional, like I said, data center and data center environment. So, this is from a technology perspective. As you said, journey to cloud is how you migrate to cloud, but then journey in cloud begins. So, another lesson learned is once you are in the cloud, you need to change your operating model, you need to start optimizing not only your span, but also, I would say, optical performance, so basically, the job is not done when you migrate to cloud, it just begins. >> So, you're now at the beginning of this journey, now that you're there, what is the future work? What does the future look like? >> Obviously, we have big plans. I think our aim is to migrate 50% of the workload until the end of 2019. It's a challenging task, because, I mean, we obviously created the base line because we have the environment, we have some obligations, so now we just build on top of that and we still have to work on it, but it's a challenging task, and this is what we're looking at in the future. >> And, do clients feel it, would a banking customer sense any difference, this is the thing, you win awards for your mobile apps, so you're- >> Absolutely, absolutely. I think, the plans for the 2019 will be really, that's going to be the shift for the clients, we have clients to move that are really, like, a strong production workloads, which are affecting the clients, on the end of the day, and I think that's going to be the visible element for them, when we do that. >> And finally, what's your word of advice for other banks that are considering, pondering, this move to the public cloud, what would you say, what is, sort of, the strategy, the strategic advice. >> So, when we are speaking to clients about public cloud adoption, they usually think about public cloud adoption, in terms of technology, like, that you are basically pricing data center technologies, on premise technologies, with some other technology in the cloud. This is not the case. That part of the whole journey, is just a small part, it's about changing how the organization works, it changes the operating model, it touches almost every function in the organization, you know, the business, HR, finance, security, risk things, all those things and functions are affected by cloud adoption. So, my recommendation would be think of cloud adoption from that perspective, it's not just a technology change, you're not just changing a platform for another platform. >> I would have one recommendation, and that is, don't be afraid. >> Don't be afraid, I like it, it's a good word of advice to end on. Martin and Martin, thank you so much for coming on theCUBE, it was a really great conversation. >> Thank you. >> Thank you. >> I'm Rebecca Knight, that wraps up day one of theCUBE's live coverage of the AWS Executive Summit, we will be back here tomorrow with more. Signing off, thank you so much for joining us. (funky outro music)