>>Hello, and welcome back to the cubes coverage of coop con cloud native con 2021. We're here in person at a real event. I'm John farrier host of the cube, but Dave Nicholson, Michael has got great guests here. Two founders of brand new startup, one week old cable on ASCII and Dave Lawrence, uh, with chain guard, former Google employees, open source community members decided to start a company with five other people on total five total. Congratulations. Welcome to the cube. >>Thank you. Thank you for >>Having us. So tell us like a product, you know, we know you don't have a price. So take us through the story because this is one of those rare moments. We got great chance to chat with you guys just a week into the new forms company and the team. What's the focus, what's the vision. >>How far back do you want to go with this story >>And why you left Google? So, you know, we're a gin and tonics. We get a couple of beers I can do that. We can do that. Let's just take over the world. >>Yeah. So we both been at Google, uh, for awhile. Um, the last couple of years we've been really worried about and focused on open-source security risk and supply chain security in general and software. Um, it's been a really interesting time as you probably noticed, uh, to be in that space, but it wasn't that interesting two years ago or even a year and a half ago. Um, so we were doing a bunch of this work at Google and the open source. Nobody really understood it. People kind of looked at us funny at talks and conferences. Um, and then beginning of this year, a bunch of attacks started happening, uh, things in the headlines like solar winds, solar winds attack, like you say, it attack all these different ransomware things happening. Uh, companies and governments are getting hit with supply chain attacks. So overnight people kind of started caring and being really worried about the stuff that we've been doing for a while. So it was a pretty cool thing to be a part of. And it seemed like a good time to start a company and keep your >>Reaction to this startup. How do you honestly feel, I suppose, feeling super excited. Yeah. >>I am really excited. I was in stars before Google. So then I went to Google where there for seven, I guess, Dan, a little bit longer, but I was there for seven years on the product side. And then yeah, we, we, the open source stuff, we were really there for protecting Google and we both came from cloud before that working on enterprise product. So then sorta just saw the opportunity, you know, while these companies trying to scramble and then sort of figure out how to better secure themselves. So it seemed like a perfect, >>The start-up bug and you back in the start up, but it's the timing's perfect. I got to say, this is a big conversation supply chain from whether it's components and software now, huge attack vector, people are taking advantage of it super important. So I'm really glad you're doing it. But first explain to the folks watching what is supply chain software? What's the challenge? What is the, what is the supply chain security challenge or problem? >>Sure. Yeah, it's the metaphor of software supply chain. It's just like physical supply chain. That's where the name came from. And it, it really comes down to how the code gets from your team's keyboard, your team's fingers on those keyboards into your production environment. Um, and that's just the first level of it. Uh, cause nobody writes all of the code. They use themselves. We're here at cloud native con it's hundreds of open source vendors, hundreds of open libraries that people are reusing. So your, your trust, uh, radius and your attack radius extends to not just your own companies, your own developers, but to everyone at this conference. And then everyone that they rely on all the way out. Uh, it's quite terrifying. It's a surface, the surface area explode pretty quickly >>And people are going and the, and the targeting to, because everyone's touching the code, it's open. It's a lot of action going on. How do you solve the problem? What is the approach? What's the mindset? What's the vision on the problems solving solutions? >>Yeah, that's a great question. I mean, I think like you said, the first step is awareness. Like Dan's been laughing, he's been, he felt like a crazy guy in the corner saying, you know, stop building software underneath your desk and you know, getting companies, >>Hey, we didn't do, why don't you tell them? I was telling him for five years. >>Yeah. But, but I think one of his go-to lines was like, would you pick up a thumb drive off the side of the street and plug it into your computer? Probably not. But when you download, you know, an open source package or something, that's actually can give you more privileges and production environments and it's so it's pretty scary. Um, so I think, you know, for the last few years we've been working on a number of open source projects in this space. And so I think that's where we're going to start is we're going to look at those and then try to grow out the community. And we're, we're watching companies, even like solar winds, trying to piece these parts together, um, and really come up with a better solution for themselves. >>Are there existing community initiatives or open source efforts that are underway that you plan to participate in or you chart? Are you thinking of charting a new >>Path? >>Oh, it's that looks like, uh, Thomas. Yeah, the, the SIG store project we kicked off back in March, if you've covered that or familiar with that at all. But we kicked that off back in March of 2021 kind of officially we'd look at code for awhile before then the idea there was to kind of do what let's encrypted, uh, for browsers and Webster, um, security, but for code signing and open source security. So we've always been able to get code signing certificates, but nobody's really using them because they're expensive. They're complicated, just like less encrypted for CAS. They made a free one that was automated and easy to use for developers. And now people do without thinking about it in six stores, we tried to do the same thing for open source and just because of the headlines that were happening and all of the attacks, the momentum has just been incredible. >>Is it a problem that people just have to just get on board with a certain platform or tool or people have too many tools, they abandoned them there, their focus shifts is there. Why what's the, what's the main problem right now? >>Well, I think, you know, part of the problem is just having the tools easy enough for developers are going to want to use them and it's not going to get in our way. I think that's going to be a core piece of our company is really nailing down the developer experience and these toolings and like the co-sign part of SIG store that he was explaining, like it's literally one command line to sign, um, a package, assign a container and then one line to verify on the other side. And then these organizations can put together sort of policies around who they trust and their system like today it's completely black box. They have no idea what they're running and takes a re >>You have to vape to rethink and redo everything pretty much if they want to do it right. If they just kind of fixing the old Europe's sold next solar with basically. >>Yeah. And that's why we're here at cloud native con when people are, you know, the timing is perfect because people are already rethinking how their software gets built as they move it into containers and as they move it into Kubernetes. So it's a perfect opportunity to not just shift to Kubernetes, but to fix the way you build software from this, >>What'd you say is the most prevalent change mindset change of developers. Now, if you had to kind of, kind of look at it and say, okay, current state-of-the-art mindset of a developer versus say a few years ago, is it just that they're doing things modularly with more people? Or is it more new approaches? Is there a, is there a, >>I think it's just paying attention to your building release process and taking it seriously. This has been a theme for, since I've been in software, but you have these very fancy production data centers with physical security and all these levels of, uh, Preston prevention and making sure you can't get in there, but then you've got a Jenkins machine that's three years old under somebody's desk building the code that goes into there. >>It gets socially engineered. It gets at exactly. >>Yeah. It's like the, it's like the movies where they, uh, instead of breaking into jail, they hide in the food delivery truck. And it's, it's that, that's the metaphor that I like perfectly. The fence doesn't work. If your truck, if you open the door once a week, it doesn't matter how big defenses. Yeah. So that's >>Good Dallas funny. >>And I, I think too, like when I used to be an engineer before I joined Google, just like how easy it is to bring in a third party package or something, you know, you need like an image editing software, like just go find one off the internet. And I think, you know, developers are slowly doing a mind shift. They're like, Hey, if I introduce a new dependency, you know, there's going to be, I'm going to have to maintain this thing and understand >>It's a little bit of a decentralized view too. Also, you got a little bit of that. Hey, if you sign it, you own it. If it tracks back to you, okay, you are, your fingerprints are, if you will, or on that chain of >>Custody and custody. >>Exactly. I was going to say, when I saw chain guard at first of course, I thought that my pant leg riding a bike, but then of course the supply chain things coming in, like on a conveyor belt, conveyor, conveyor belt. But that, that whole question of chain of custody, it isn't, it isn't as simple as a process where someone grabs some code, embeds it in, what's going on, pushes it out somewhere else. That's not the final step typically. Yeah. >>So somebody else grabs that one. And does it again, 35 more times, >>The one, how do you verify that? That's yeah, it seems like an obvious issue that needs to be addressed. And yet, apparently from what you're telling us for quite a while, people thought you were a little bit in that, >>And it's not just me. I mean, not so Ken Thompson of bell labs and he wrote the book >>He wrote, yeah, it was a seatbelt that I grew >>Up on in the eighties. He gave a famous lecture called uh, reflections on trusting trust, where he pranked all of his colleagues at bell labs by putting a back door in a compiler. And that put back doors into every program that compiled. And he was so clever. He even put it in, he made that compiler put a backdoor into the disassembler to hide the back door. So he spent weeks and, you know, people just kind of gave up. And I think at that point they were just like, oh, we can't trust any software ever. And just forgot about it and kept going on and living their lives. So this is a 40 year old problem. We only care about it now. >>It's totally true. A lot of these old sacred cows. So I would have done life cycles, not really that relevant anymore because the workflows are changing. These new Bev changes. It's complete dev ops is taken over. Let's just admit it. Right. So if we have ops is taken over now, cloud native apps are hitting the scene. This is where I think there's a structural industry change, not just the community. So with that in mind, how do you guys vector into that in terms of a market entry? What's just thinking around product. Obviously you got a higher, did you guys raise some capital in process? A little bit of a capital raise five, no problem. Todd market, but product wise, you've got to come in, get the beachhead. >>I mean, we're, we're, we're casting a wide net right now and talking to as many customers like we've met a lot of these, these customer potential customers through the communities, you know, that we've been building and we did a supply chain security con helped with that event, this, this Monday to negative one event and solar winds and Citibank were there and talking about their solutions. Um, and so I think, you know, and then we'll narrow it down to like people that would make good partners to work with and figure out how they think they're solving the problem today. And really >>How do you guys feel good? You feel good? Well, we got Jerry Chen coming off from gray lock next round. He would get a term sheet, Jerry, this guy's got some action on it in >>There. Probably didn't reply to him on LinkedIn. >>He's coming out with Kronos for him. He just invested 200 million at CrossFit. So you guys should have a great time. Congratulations on the leap. I know it's comfortable to beat Google, a lot of things to work on. Um, and student startups are super fun too, but not easy. None of the female or, you know, he has done it before, so. Right. Cool. What do you think about today? Did the event here a little bit smaller, more VIP event? What's your takeaway on this? >>It's good to be back in person. Obviously we're meeting, we've been associating with folks over zoom and Google meets for a while now and meeting them in person as I go, Hey, no hard to recognize behind the mask, but yeah, we're just glad to sort of be back out in a little bit of normalization. >>Yeah. How's everything in Austin, everyone everyone's safe and good over there. >>Yeah. It's been a long, long pandemic. Lots of ups and downs, but yeah. >>Got to get the music scene back. Most of these are comes back in the house. Everything's all back to normal. >>Yeah. My hair doesn't normally look like this. I just haven't gotten a haircut since this also >>You're going to do well in this market. You got a term sheet like that. Keep the hair, just to get the money. I think I saw your LinkedIn profile and I was wondering it's like, which version are we going to get? Well, super relevant. Super great topic. Congratulations. Thanks for coming on. Sharing the story. You're in the queue. Great jumper. Dave Nicholson here on the cube date, one of three days we're back in person of course, hybrid event. Cause the cube.net for all more footage and highlights and remote interviews. So stay tuned more coverage after this short break.

[Music] welcome back to red hat summit 2021 my name is dave vellante and you're watching the cube where we go out to the events and extract the signal from the noise of course virtually in this case and i'm pleased to welcome victor carumpus who is the senior vice president of digital banking at bank mandiri coming in from jakarta welcome to the cube victor great to see you hi dave great to see you and great to be invited here thank you yeah you're very welcome i i wonder if you could just give us an overview of the bank maybe talk a little bit about your strategy your customers you know what the what the focus is of your company and what your role is there okay uh maybe i'm i'll give a short overview about bang mandir itself so bang money is a state-owned enterprise owned by the government but we also public company currently we already have a very big distribution channel in so uh you know indonesia is an island country it's very huge country so we are we are representing all over indonesia from province of aceh and i'm up to profits of papua and we have about 2600 branches all over indonesia and about uh 15 000 atms all over indonesia so bangladesh itself is focused on a lot of segment customers like indonesia from the corporate side small medium enterprise and also retail banking now uh we are we are currently focused in turning ourselves to become having to have more digital capability and currently in our uh current situations actually it is very good uh about 95 percent of our transactions is already coming from the electronic channel so it's only about five percent that coming from the branches but we know that this is still a journey uh and we are building more digital capability and features and functions on our digital channels to our customer got it um okay and so your your your digital journey kind of coincides i guess in a way with your your your container uh adoption journey uh i think that started a few years ago um and so maybe you could talk a little bit about that i i mean in thinking about modernizing your application portfolio obviously containers been around forever but they weren't packaged in a way that could actually be easily you know utilized and now you're seeing people in i.t roles like yourself really leaning in maybe you could talk about some of the technology considerations that impacted that desire to actually leverage containers i think uh first it's about the scalability because with a monolithic architecture it's kind of difficult to scale up for only specific features by doing container microservices we have options to scale up in a very fast way because one of the features is auto scaling on the container architectures uh one monitor is a very focused on the transaction banking so you might say bangladesh is supporting the economy of the country because in a in any given time in bangladesh we we're running about four thousand transactions per seconds that's a huge transactions number and have having said that uh our channel like i told you already running about 95 percent of the transactions so scalability is always important for us because especially like like now is the the in indonesia is a festive month it's a ramadan month where muslim is actually doing fasting but at the same time actually there's a lot of needs and people do a lot of transactions and on this kind of festive seasons the transition can be increased up to 40 or 50 suddenly and that's kind of things always happen in bangladesh and we must be ready and we must have a scalability on demand now containerization is enabling us to do that other thing is about flexibility because on the old days actually when we want to set up a new environment it's very difficult and takes a lot of time and that's affecting the time to market our products by doing the containerizations and putting it on a ci cd continuous integration called the development plan platform we are we call devsecops platform that kind of things becoming automatic because we set up the devsecos platform and the third one is the consistency actually so by by doing the contact investigations we can put the the apis on our back-end apis in the container itself and actually it's deliverable environment and a consistent experience to our customer because for example we promise our customer that every transaction should be finished within two seconds from their mobile banking up to our hosts and back forward to their mobile banking is only two seconds so that kind of thing is driving us to move to the current technology which we're using containerization and micro services great okay so 4 000 transactions per second you can't can't do that on erc20 ethereum for all you crypto fans out there that's that's pretty high volume uh and if i understand it correctly victor your role is really to envision this digital environment and then ultimately make it happen from a technology standpoint is that correct that's product that's got it yeah so okay so you now have a number of of product lines and teams you're using the same container platform maybe you could share with our audience some of the best practices and learnings that that you've taken away on this journey so i think first of all we can reuse a lot of components by doing this containerization platform is different when we still use the monolithic platform like the application server of java application server uh by using containerization actually uh be providing like a service banking as a service so whenever we build a new channel for example the first one we built a new service for example like a fun transfer service but when we create another channel for example a corporate banking electronic channel or we create another uh let's say wealth management channel whatever we already built before can be reusable instantly by using this technology so uh if i might say that actually there is a lot of best practices coming by using this platform and my team get a lot of benefit in terms of faster development time and also they can deliver the product and service in a high quality manner minimize the number of errors as well you know there's a lot of choices out there obviously i wonder if you could share what led you to the choice of red hat and open shift okay so first of all before we choose the platform actually we also comparing ourselves with the with the fintechs and also with the big tech in indonesia as well so we see we see that actually they already start using kubernetes and uh their platform is quite stable and even they can support about 90 to 100 million of customers without any issues at all so when we see this uh we choose a lot of we learn about a lot of platform and we finally choose opencv because we think that openshift and we we already do our research openshift is quite stable and for banks like us that have for having 4500 transaction per seconds stability is number one uh availability is also number one now uh having said that after doing our research we choose openshift and we implemented openshift in our environment because we promise our customers to provide 99.95 percent uh availability can i just i'm sorry to interrupt you victor can you just repeat that you cut out a little bit so you you said you you promised your customers to deliver and then you cut out a little bit can you just repeat what you just said there okay so we're giving a promise to our to our customer providing a 99.95 availability so this is the starting point of our channel sure in the efficiency we have efficient also to providing four nines which is 99.99 but i mean the starting point is 99.95 and because we have that the demand that requirement that's one of the reason we choose the openshift and red hat as our technology stack platform got it okay and so i have a question um what was it like in terms of just the skills and the adoption uh for your developers uh was it was it a big gap to go from where you were to you know where you are today did you have to what kind of training did you have to do did you have to do any sort of outsourcing to accelerate that maybe you could describe that how you close that skills gap so definitely in the beginning is quite challenging because although they are using modern languages like jaffa or kotlin but uh to understand the concept and to design correctly yes we we did a lot of training to them uh it takes a it takes me about three months to give them the proper training uh in terms of building the right uh microservices platform and also to building modular architecture in terms of the customer channel because this will be the fundamental when you build it correctly in the beginning and actually at the later point you will enjoy the benefit so the first three months actually is training and doing research and development and doing a lot of trial and errors but after the three months actually we already have the right technology stack have the right models and our devsecops is already working then actually after that the speed is very fast because uh it sprints uh we do agile way of working the agiles dlc it's only one month so every one month we already have new features coming in so that's what we call a huge transformation a digital transformation inside of our bank it's three months actually not bad i mean i would i would have thought on average it's going to take five or six months to get people up to speed so three months is pretty good and i'm also inferring that you weren't just paving the cow path you weren't just saying okay let's take our traditional and then you know re refactor it to digital you had to re-envision what digital looked like because the digital is different uh than the traditional uh so so that's actually pretty good uh ramp rate i wonder if you could just go ahead and comment if you could because when you say about uh revamp so actually it's not on the id side not only but also the business side we implement new way as well so actually if clearly they're implementing a new model so they're using a design thinking and also a co-creation model where now when we building a product so we're not writing the old product in a new way no we totally building it from from scratch and involving our key customer and our stakeholder when we're building this product so actually we implementing new models what we call design thinking and also uh co-creation with our customer so that's actually changing the face of the customer electronic channel a lot and and actually when we when we want to to deploy we invite our customer to test it first we call it like usability testing if they like it we continue to design if they they don't like it they give us a feedback how they would like it to be changed and and that's we appreciate our customer feedback because customers experience is everything now yeah so so the product can be accepted if the experience on that product is really making customer uh solving their problem solving the customer problem and making them enjoying uh doing transactions in our mobile banking product i think this is a really important point for people to understand so you weren't just paving the cow path i call it you're taking the old and and just trying to refactor it and make it exactly turn it into digital you had to really think about the business the business processes the dependencies the customer experience and then bring it back um what have been some of the business outcomes of this initiative and maybe you could we then after that we can get into some of the the future plans so so the outcome uh i think this journey uh since last year uh not last year actually since no october 2019 we already started the journey uh what took us by surprise is actually the pandemic uh suddenly the first three months when we have the pandemic of coffee we are being forced to close a lot of branches for temporary because we want to avoid the pandemic situations and that time actually the the demand using our digital channel is increasing a lot but because we already prepared actually we get the benefit one of the thing is uh the business benefit is relating so during the pandemic nobody can come to the branch and mostly the account opening actually happening online so uh we even got about 9000 account opening per day which is something that we are not imagining before so uh the benefit is very clear by using this this technology actually enabling us to provide digital capability for our customer and enabling us to open more accounts we see ourselves can grow even not linear but exponentially grow by using this platform uh talking about that indonesia is a is a huge country with we have about 200 250 million populations and actually there's still a lot of people is not having a bank account at all now by doing this actually we open opportunity doing financial inclusion for those people that need a banking account now they can reach us by using the digital platform as well yeah that's an awesome story and it goes back to the to the reason the real motivator for for moving to kubernetes and containers was scale uh and and you know it's you obviously started your digital journey prior to the pandemic but a lot of customers and i'm sure you as well were were forced to speed up a portion anyway of the digital component uh because of the pandemic like you said you couldn't people couldn't walk into the branches so but now you've got some more time to think about that journey you've had a lot of learnings 2020 was like a petri dish of experimentation but but in real time having to serve customers what's the future look like for the bank's technology journey okay so basically we uh we are not stopping only on the retail side yeah uh we want to redefine our customer journey also on the wholesale side and also on the small medium enterprise there is still a lot of things that need to be done uh and required by the customer actually so uh on the on the on the sme side we want to give them easier access uh for uh financing their businesses i think when we are back to the new normal uh the business need to have funding for for starting their business again so building an sme platform for them will will help a lot and will help the country as well on the retail side actually like i told you uh we are focusing on the more financial inclusion because uh i give you example right uh from the 230 million of indonesians uh populations i think by today maybe it's only about 50 million customers that already have a banking account so there is still a lot of people that need an access faster and cheaper and more efficient way for doing banking transactions so that's this also will become our focus and the last part is actually corporate what we see now a lot of the corporate require us to open uh api connectivity doing open banking with them the government actually the central bank supporting it supporting all the banks they are trying to create an api playbooks now and then they create they want to create an api standard for all the core all the use corporate also can connect it to the bank directly using api so this is also our focus because it will help the country economy when the economy costs the transaction costs getting more efficient getting more cheaper and there's a lot of transaction can be supported by our bank as well so i think i think that's the the future that we are imagining and i'm really hope that the pandemi will be finished and we come back to the to the new normal and we can support more transactions for this country yeah you're here to that i call it the new abnormal but so this is this is a great story everybody loves to talk about disruption we do as well and but people think oh it's out with out with the old in with the new and it's not like that this is a great story victor of uh of an established incumbent that is modernizing its its applications and its digital experience and of course the incumbent has the advantage of it's a real business it has customers that has a data it has experiences it and if it can modernize its infrastructure and and it's in its application portfolio it actually has an advantage because it's got way more features way more data way more customers and more resources so victor thanks so much for coming on thecube i really appreciate you sharing your story thank you dave thank you for inviting me thank you that was our pleasure and thank you for watching red hat summit 21 this is thecube you

>>thank you. I'm very happy to be here. It's no surprise that Kevin, 19, has changed every business, but how it's changed Business is very strong, Matic Lee, according to the company. Fortunately, we are seeing some interesting themes and some interesting opportunities that really spend across companies. So today's session we're going to talk to three different companies that have had three different experiences and look at what some of the opportunities, challenges and consistencies across these companies are. And I'm thrilled to be here today with three amazing presenters that have very different stories about how they embraced >>the >>challenges that covered 19 created and turned it into opportunity to get started. I'd like to introduce Dr Albert Chan. He is the vice president and chief of digital patient experience at Sutter Health. Following Dr Chan, we have Sean Flaherty, who is the head of technical services, the Kraft Heinz Company, and rounding out our Panelists. Today we have Jennifer Brent, the director, business operations and strategic planning for global real estate at H P E. Thank you everybody, for sharing your time and attention with us today. Let's jump right in now. As I said, we are seeing a great deal of change and opportunity. So I'm gonna ask you to the Panelists to talk a little bit about what the organization is and some of the challenges that they have experienced over the course of 2020. Dr. Shen, let's start with you. Could you please introduce us to Sutter Health and the challenges you faced over the course of 2020? >>Thank you, Mayor Bell. It's great to join everyone. Uh, center Health is a integrated delivery network in Northern California. We serve over 100 diverse communities with 14,000 clinicians and 53,000 employees. Um, and it's a great opportunity to serve our community. Thank you. >>Perfect. Uh, Dr Chen, that was great intro. Sean, could you pick up and tell us a little bit about what's going on at Kraft Heinz and what you've experienced? >>Uh huh. I'm Sean flirty, and I'm currently the head of technical services. I previously was the head of manufacturing for Oscar Mar. I've been with Kraft Heinz for over 30 plus years, working across the supply chain both internationally and domestically. Kraft Heinz is 150 years old. We make some of the most beloved products consumed by all of our employees. And we have made some major big brands. We have craft. We have pines. We have Oscar Mayer planters, bagel bites or write a classical Who laid Philadelphia? Jeff Maxwell house. That's just to name a few little my current role. I'm in charge of technical services, I said, which includes engineering, maintenance, capital spend transformational manufacturing, maintenance and all the productivity pipeline that goes with >>certainly a very wide purview for a big product line. Uh, Gen Brent H P E. Tell us a little bit about what you were doing. >>Thank you, Maribel. Appreciate it. So hopefully everyone is familiar with Hewlett Packard. Enterprise are our main mission is really to advance the way that people live and work through technology. Um, and one of the ways that I'm supporting the company, I work for the global real estate organization. Um, global real estate is is obviously a sort of a key area of focus for everyone. Um, thes days, you know, given the cove in 19 impacts that you're speaking to, Maribel. Um, HP has over 200 sites globally. We operate in over 50 countries. Um, with an employee base of over 65,000. So what we're really focused on right now in real estate is how do we sort of take what's happening right now with Cove in 19. How do we advance? You know, the way that our employees or team members live and work? How do we sort of capitalize on this particular situation and think about what the future of work looks like And how we start to design for and deliver that now? Um, so that's really what what me and the team are focused on. >>Great. So I'm gonna pick up with Dr Chan because, you know, it is covered. 19. And there's been a lot going on in the health care industry. Clearly, um, you know, in your case, could you talk a little bit about what happened when cove it hit? What kind of plans did you have to develop? Because it really wasn't businesses usual. >>Thank you, Maribel. Yes, and indeed you're right. It's a business. Not usual. But frankly, it's something in healthcare. We've always had the face. Whether regards the fires or other disasters, thistle is a unique time for us to being involved in the most intimate parts of people's lives, and this is no different. Um, let me let me harking back to a story. Actually, I think, which illustrate the point. Eso I was in clinic in late February and saw two patients who drove straight from the airport to my clinic. They had respiratory symptoms. Their daughter was concerned about their health and I got advanced warning. I've been reading about this thing called Cove in, and so I had to wear a mask gown, face shield, you name it. And I realized then and there that we had a unique challenge that was confronting us here instead of health. Which is how do we protect the patients and our inclinations as well. So, um, during the week of my birthday, actually, we, um, marshals up a group of people over 200 folks, many of whom I've never met to this day actually came together and designed a telehealth strategy to rapidly respond to covet. We took we typically, we one of things we were doing is telemedicine. And prior to covet, we had 20 video visits per day on average, and after co vid 19, we saw up to 7000 video visits per day. So the rapper was tremendous and it was over. We were essentially given this challenge over a four week period instead of a two year roadmap, which is what our initial intent waas. We trained over 4700 questions to deliver care virtually to meet the challenge, >>that it's simply amazing and shows the power of both the will of individuals and technology coming together to make amazing things happen. And I imagine, Sean, um, in your case, you probably had, well, different something similar in the sense that it's food manufacturing. It's not something that can easily be done remotely. Can you tell us a little bit about what you been experiencing during coded 19? >>Yes, eso. As you said, manufacturing is not something that's not very easily remote. And so we had to quickly address the pandemic and make sure that our operation could stay intact and make our employees feel safe and healthy and make sure that that happens. I mean, across our manufacturing facilities we have put in, um, we require face mask. We require health check assessments. We require a temperature check before anybody enters our facilities. We put digital signage across the facility to encourage social distancing. We've taken our break rooms and redid those so that there's, uh, social distance inside with plexiglass. We staggered are break hours or lunch hours so that people don't congratulate inside there. And then we also have mailed newsletters to ever employees home in both English and Spanish to promote yourself social distancing and wearing face masks outside of work so that they could protect their communities and their families. We've limited visits to a plant to one person per week, and that person can only go to a plant once a week we've done came meeting. We've done team meetings inside of our plants to promote social distancing. We've done lots of activities inside of a manufacturing, please sure that our people are safe and then they go home the same when they came and we don't have any transmission of the virus inside of our facility. >>I think this is so critical because you want people to be able to go to work, to feel safe. And, you know, our food supply chain depends on that. So really excited with the work that you've been doing and very happy that you were able to do it. Jen, I know that HP has manufacturing, but I would like to talk about something slightly different with you because I think you have a mixture of employees. So you're in real estate. How are you thinking differently about what to do with the employees? And you know, some people are calling this a hybrid work concept. What has been your experience with coded 19 and a global workforce? >>Absolutely, Maribel. Thank you. So you're absolutely right. We've got a blend in terms of our workforce. We have your sort of knowledge based workers, Aziz. Well, as you know, manufacturing based workers and also essential support. I t support workers. Um, and those latter two categories have continued to use their offices as part of the essential workforce throughout Cove in 19. And so we've implemented very similar sort of safety measures. Social distancing, you know, PP use Onda like, but as we're thinking about what the future of work looks like and really wanting thio leverage all spaces and and sort of re conceptualize or reimagined, as many people are saying, the future of office, um, we're thinking a bit more broadly. And so as a company, we are in the midst of a of a strategy transformation to become the edge of cloud platform as a service company that is the leader in the industry. Uh, similarly, we wanted to think about our strategy in terms of our workplace in a similar way. And so we're framing it as the edge toe office experience, where by the edge, we mean anything, really, that is outside of the office. So that might be your home office. That might be a customer site. That might be, you know, working on the train on your way to the office for a cafe s. So we're really trying to think of the workplaces everywhere. And how do we really design for that? How do we design for a flow, Um, of a workforce that's really moving and working in a space that at that particular time or moment or day best suits their their work. So we're really tackling this in terms of four key areas. Right now we're looking at what is that experience at the edge? What do we need to make people feel comfortable for people to feel safe and connected How are we then? Adapting our office is how are we pivoting those so that they are they really sort of foster used by a much more fluid workforce on, but they're really fostering collaboration and social and connection. Um, then we're looking at the digital experience being that sort of bridge between spaces on dat sort of equalizer, where everyone has a really similar kind of experience, has the ability to engage on. But it's that piece, really that is so core to our culture and ensuring that we continue tohave that really strong cultural element that is core core to HP. And I'm sure, um, to set our health into Kraft Heinz as well on dfo finally really the mindset because I think any time you move into something like hybrid and you have some people that aren't in your physical proximity, how you engage with them is incredibly important on DSO. I think what's what's most exciting? Really, for us is a technology company is the sort of the key, the key part or or piece that technology plays in that where you know, in the in the past, workplace technology and some of these other pieces collaboration technology may have been seen as more of a nice tohave, whereas now it's really an imperative. Um uh, in our view, for, you know, to really support the future workplace. >>I know when we were just talking with Sean, it sounded like there was quite a bit of communications and collaborations that had to happen with the employee based to make sure that they were up to speed on all the changes that were happening in terms of what their work environment, where was going to be on how it will change going forward. Um, now, on Albert side, this also makes me think that, you know, we talked about this tremendous amount of visits that you started doing with telehealth. Can you talk a little bit about the changes of how that might have changed, what the worker environment was like because I went from seeing a lot of patients in person to doing a lot of telehealth Any other changes that you had to associate with this coded 19 shift? >>Well, thank you very well. I think the biggest change is really our belief in what we could get done. So in other words, there's a there's There's always a fundamental belief of what you can achieve, and we've pushed the limits and we keep pushing it. And and really, it's been quite gratifying, actually, to see our our employees, our staff are clinicians. We had to step up to this challenge and feel empowered to do so. So we're we're seeing new models of care we're seeing, for example, patients. I, for example, I diagnosed a hernia. Believe it or not, be a video, which is I leave the graphical images side for a second. Uh, it was an incredible, credible feet and and I thought I never thought my career that I would be able to do this. But certainly you can, um, and this thing you can attitudes really changed our culture. So, as I mentioned earlier, we really marching up about 200 staff members to come together, many of whom we've never worked together. Frankly, to pull this challenge off, we change our training methodology. We, for example, instead of doing in class classroom training, we essentially held five sessions per day for four weeks straight so that we could accommodate the doctor's schedules and get people ready for telemedicine for example, one of the things we needed to do was get equipment out to our doctors. So we provisioned centrally and in a social distance. Safe manner. Um, several 1004. 4000 plus ipads, for example. So we could deploy them. So consider them centrally, deploy them locally to all our clinicians so they could connect to their patients. And the impact was felt almost immediately. We had stories from physicians who said, Hey, um, I had a family, for example, who was really concerned about their baby, and I diagnosed a neurologic disorder via video, for example, Um, in fact, one of our doctors was quoted as saying, You know, this is this is life has changed so much from Kobe 19, where we're seeing this differentiation between B C before coronavirus and a C after coronavirus and care will never be the same again. So it's an incredible transformation. >>I'm excited for the transformation that we've had because I think it'll bring care Teoh a lot more people more seamlessly, which I think is fabulous now. Yeah, Sean, we talked a little bit about what's going on in your manufacturing environment in terms of adding things like social distancing and other protocols. Were there any other manufacturing changes that happened as a result of that or any other challenges that this new environment created? >>Yes. So assed people started to eat more at home. We had to change our whole manufacturing network as, uh, retool because we service restaurants on the go and those two segments started to drop off. People started buying more of their trusted brands that they are used to. And so we had the retool across our manufacturing network in order to make more products that people wanted. That was in high demand. We increased our capacity across many of our segments. We focused on sanitation to production processes, were still ensuring the highest quality of products concert on lean flow and made flow management inside the facilities. We have put challenge all of our operational assumptions and make sure that we get the most out put that we can during this time. I mean, some of the I think there's four key things that we've learned during this. It's our our speed, agility, our death ability, and I read repeatability, and those four things have come to better ways of what better ways of working increase efficiency, greater flexibility and better focus on what the customer really wants. >>It's actually tremendous to think that you can change a manufacturing line like that that you could be that that responsive to shifts in demand. And I think that that that whole concept we've talked about business agility. If you look at it in health care, if you look at it, um, in a mixed blended environment, like what's going on at HP or if you look at it and manufacturing, we've always discussed it, but we we didn't necessarily have that huge imperative and push to get it done as fast as we've done this time. So it's It's wonderful to see that with the right vision and the right technology, you can actually policing together quite quickly and continue to evolve and adapt them as you see different changes in the marketplace. Jenna I wanted to circle back for a minute because you were talking a little bit about this edged office initiative, and how do you think that changes the employee experience? >>Yeah, it's a good question. I mean, I think it changes it in many ways. In many ways, we're gonna We're gonna hold on. Thio, you know, are are sort of primary core beliefs and behaviors Onda way that we operate a love, you know, the example of sort of the the art of the possible. I mean, one of our sort of call core called cultural beliefs are is is the power of yes, we can, um and I think that this what's been so fascinating and heartening about, you know, this context and the previous two examples is people are just surprised at what they've been able to do about, you know, whether that is, you know, entirely changing in manufacturing line. Whether that is, you know, taking an entire patient diagnosis kind of service entirely digital. I think that people are really becoming exposed far more than they have been in the past, to the truly to the power of technology and what we can dio Onda from an employee engagement perspective. You know, HP, as much as we've had a a pretty flexible way of working where, you know, in the past we've had people working from home. Certainly the core of our culture has always been site based. And I think what's been what you know, what we've sort of been shown through the past sort of 67 months is how much connection you could really establish virtually. You know, it may never be ah, wholesale replacement for what you're able to do in person. Um, but the kind of community feelings that were able thio develop, I think the personal connections and we're letting people into our lives a bit more than we would have. Um, otherwise, but we're really seeing a lot of adaptation. Ah, lot of, you know, efficiency gains from certain people. I think a lot of folks had preconceived ideas about not being productive at home. And I think that, you know, barring some of the sort of unique circumstances of cove it I think that's really been flipped on its head s. So I think, you know, from an engagement perspective, productivity, efficiency. Um, I think, you know, very similar to the prior two examples. What we're seeing is, you know, rethinking the way that we all work and being more sort of fluid. Relying more on technology is actually showing us that we can do things differently. Um, and in a way that actually allows people toe work a lot more flexibly in ways that that suit their own personal style without necessarily, you know, seeing any kind of negative impact on on output but actually in the reverse, you know, really seeing an accelerated positive impact. >>Wonderful. So to close out, I like each of you to tell me, what's the number one thing you've learned in the last nine months of this experience? And how do you think you can use that learning going forward? Perhaps we could start this time with Sean. Yes. So I think >>the one thing that we've learned and we started the journey was really created a culture of we versus by and the and the other thing that I think has really been important during this is management style of leadership style. I think I have had to change my leadership style from one of a servant leader because we're not in the plants now to be able to mentor coach people ends on I wonder what I'm going to call attentional leadership tension leadership. To me visibility. You still got to be seen. You still gotta be able to do things. So you got to use teams you got these virtual facetime Got to do something to make people feel engaged. You have to build trust. And remember, this has gone on for nine months. It's gonna go continue to go on a lot of the people you've never really met person yet. You have to have clarity. I think before we set goals at 123 years. Now it's 30 60 90 days because the environment keeps changing around us so fast. Diversity. You have to be very intentional about being reversed and who you slept on. Your team exclusivity. People still want to see you still want to hear you and they still want to be seen. And they still wanna hurt courage. It's x courage to speak up. It takes courage to create clarity. It takes courage to create a diverse team. It takes courage to create to lead in these chaotic times. So that's really the kind of the biggest takeaways that I've had a broken. >>Thank you, Jennifer. You wanna add anything to that? >>I love everything that Sean just said, Um, and in so many ways, it mirrors all of our key themes that we're thinking about in terms of um, you know, the goodness that we want to take from the past few months, um, and and really apply to our go forward strategy or even emphasize e guess the one the one that I would add, I think it it's probably like encompasses so much of that is really just having a bold, you know, the sort of power and believing in bold moves. So I think what's been so exciting is that we had this really quite bold idea moving Teoh. You know, the future is a hybrid, um, from a workplace strategy perspective and really seeing that embraced, um, and being pretty early on in terms of a company that was developing that strategy. And now seeing that you know, ah, lot of are are sort of competitors or peers or coming out with very similar vision statements, um, I think that that's really been a key learning. And that's been something that's, you know, that's cultural to HP. But really, the power of that kind of vision is, you know, having a sort of bold idea and going for >>it. Awesome. How about you, Albert? How >>do I beat these two? This is amazing. Um I think for me it's really an affirmation. So if I think about health care, we have this unique responsibility and opportunity privilege, if you will, to being involved in the most intimate times of patients. Lives and I have been so hardened by the commitment of our teams of our clinicians to be approachable, reachable even in this face, the pandemic and all these things we're all concerned about each and every day that we're committed to our patients. And, uh, and evidence of that. For example, Alcide, our net promoter score for video are Net net promoter score videos 82 which is on par for our in person clinical care and that that, to me reaffirms the power of relationships to connect to people and to care for people when they need us to care for them to empower them and whether it be the pace of change which we've adapted so quickly, or, um or just our ability to can do, you know we'll do, Um, it's really an affirmation that we were committed to helping people in their daily lives, and it's just an affirmation of the power of people in relationships. So, um, it's been really hardening time for all of us. >>Thank you all for such compelling and inspiring stories. I'm sure the audience will take away many tips and tricks on how to turn challenges into opportunities and strategic advantage moving forward, and now I'm going to turn it back to the Cube for the rest of the show.