>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS, and our community partners. >>Hi, everyone. Welcome back to the cubes. Live coverage of AWS reinvent 2020 I'm John Farrow, your hosts. We've got the cube virtual. We're not there in person with remote this year, and we're excited to cover three weeks of wall-to-wall coverage. It's virtual events, so they don't over three weeks. We're in week three, day two. Um, and if you're watching this live on the platform tomorrow, Thursday at two o'clock Andy Jassy, we'll be live here on the cube with one-on-one with me to address all the hard questions, but here we're doing a day two of week three analysis with Jeremy Burton industry legend entrepreneur. Now the CEO of observe Inc, um, formerly the CMO of Dell technologies before that EMC has done a variety of ventures, seeing many ways of innovation, friend of the cube. Jeremy, thank you for coming on. >>Yeah, my pleasure. Great. Always great to be on the cube. >>Uh, great to have you on in particularly because, um, yesterday Verner, Vogel's talked a lot about observability and I noticed you got your observed shirt on, uh, observe Inc is your company's name, which is one of the many, uh, hot startups around observability, where you're making a business out of basically what he talked about yesterday. Um, and today's keynote. You had the extended cloud, uh, edge applications. You had bill Vass who leads up both edge and quantum. And then you had Rudy Valdez who, who talked a lot about, uh, evolution of cloud architecture. And of course you finally had, um, David Richardson, who is the VP of serverless. So you got edge. Quantum serverless architecture speaks to the sea change, Jeremy, and you have a good read on these big waves. When you look at serverless and then quantum, you look at, uh, edge, which is data, and you look at, um, all this coming together and on their architecture, Verner's keynote yesterday kind of makes sense. It's a systems architecture and this new observability trend, isn't like a point product. It's a broader concepts. You have a complete rethinking of distributed computing in the cloud. This is kinda what this Amazon feels like. What's your, what's your take? >>Yeah, it's a, it's a good observation. You know, the, the, the, the sort of punchline is, is that people are building applications differently. Um, so the, the, the, the, the technologies that people are using to build apps are different, um, the way in which they build applications is different. Um, the way folks released codes into production is different, and it stands to reason. Therefore, you're going to need a different approach, uh, when you want to troubleshoot these applications. So, uh, when you find, uh, you know, w w what is show when you want to find out what issues customers are having? So what, what we fell a couple of three years ago when we started to observe was that, um, uh, a new approach was required, what you're going to need to monitor your application. And, you know, 2020 is not the same as what you needed in 2015 or 2010. >>And we felt very strongly that this new wave was, was going to be called observability. It, it brings a tear to my eye to hear a Verner, talk about it, because as much as we observe, you know, believe that we can do big things in future. It's the big vendors today that can move markets. And so the Amazon and vulnerable particular talk about observability, I think it lends more credence to the topic. Um, we think that organizations should have observability teams. We think there should be a head of observability. And again, you know, Amazon and Dawson this, uh, I think means that there's a much stronger chance that that's going to happen. And they're going to start, start to shine a light on, I think, a topic that almost everybody needs to pay attention to as they build their next generation of applications. >>When you guys, I know you guys are launched and you have couple of campaign customers now and growing rapidly, um, well-funded, um, uh, get some great investors have found that the investors of snowflake also, um, invested in you guys. So they see this cloud trend LC snowflake when public, and I know you're on the board of snowflake as well. So, uh, you, you, you know, a little bit about what's going on with Amazon and the opportunity when you look at observability, okay, you're building a business around it. And again, you think about head of observability. That's not like a small thing when you make, put someone in charge of something. So why do you say that? I mean, what, I mean, you know, some would say, you know, Hey, it's a feature, not a company. I mean, this is two mindsets that are different. How do you address that? >>Yeah, the, the, the, the thing I'd say is, look, the number one job in America is, um, is a software engineer is writing code. The number two job is fixing it. And so, you know, th th the job think about that for a second. The job of fixing our applications is almost as big as the job of creating our applications. Uh, something has to change, right? I know the job of fixing cars is not as big as the auto industry. Why, because over time that industry has matured and there are better tools to diagnose cars. Uh, and so they're, they, they become easy to fix over time. We've, we've not made that leap with our applications. Um, the tools that the engineering team use to debug and troubleshoot their application are often still very different to what the dev ops team is using, um, which is very different to what maybe the SRE team is using. >>And so it's a huge problem in our industry. Um, really not being able to diagnose troubleshoot issues when they arise. It, it costs the industry, a fortune, it costs, you know, sort of in indirect wasted productivity of development teams, but it also costs in terms of customer experience. Um, I mean, you know, you and I both know is, look, if we're, if we're having a bad experience with maybe a new service that we're trying out online, w w we're probably going to go somewhere else. And so the there's never been like a more important time for people to invest in observing the entire environment, the entire customer experience, not only will you have happier customers, you might actually reduce the costs and improve the productivity in your engineering team as well. So I feel like the opportunity there is, is, is, is, is vast. Um, I also think longer term, um, it doesn't just apply to troubleshooting distributed applications. >>Um, I think the security systems are very related to the way we build software. Um, I mean, I think in, in, in the news in recent days, we've, we've come attuned, uh, uh, to, to software defects, um, or malware in software causing breaches and government agencies. Um, Hey, that, that could be anybody's software right there. Yeah. And so security has got a role to play in observability and the customer experience. It doesn't stop when they have a bad experience on the website. What if they complain? You know, what if a help desk ticket get, how do you track that? >>Yeah, I'm going to, I have a lot of questions for chassis tomorrow. One of them I'm going to ask him, and I want to get your thoughts on it. Cause you brought that up. And I think it's a key point, you know, building applications and supporting them and fixing them. It kind of reminds me of the old adage of, um, you know, you know, you gotta run it running the operation, 70% of the budget using to running it. If you look at what's happening and if you talk to customers and this is what I'm going to ask chassis tomorrow, Verner actually talked about, I on day two operations in his keynote. Yeah. I mean, this is Amazon they're, they're targeting builders. And so I talked to, um, a few other entrepreneurs, um, who were growing companies and some CIA CIOs and CEOs and the basic enterprises. >>They don't want to be building things like they, that's not their DNA. They don't build things like, that's not what they do. I mean, first of all, I love the builder mentality and with Amazon. Um, but they might be at a time where there might not be enough builders, Jeremy right out there. So you've got skill shortages and then ultimately are enterprises really builders. Yeah. They'll build something, but then they just run it it's. So, so at what point do they stop building or they build their own thing in the cloud and then they got to run it. So I think Amazon is going to shift quickly to day two operations, get bill, bill, bill run, run, run. >>Yeah. That's a great topic of conversation. I think what you sort of poking out is, is sort of the maturation of this digital age in the state that we're at. Um, I mean, if you, if you go back, you, you know, to, you know, 10, 10, 20 years, um, I mean, look at the mid nineties, um, there were a lot of people building custom applications, right? I mean, you know, it was innovation, it was all about building custom apps. And I think that golden era of application development whack that now, um, and, and customers in order to get competitive advantage, they are building their own applications. When you talk about digital transformation, what does that mean? Well, it means, you know, often a traditional company building a new digital experience for services that they've potentially offered in a physical way, uh, in the past. So make no mistake, P people are builders or they are writing code, they are becoming digital. >>I think what you'll find at some point as the industry's mature, some of these digital experience is become packaged. And so you can buy those off the shelf. And so there's less building required. But I think as we sit today, um, that there's probably more code been written in anger by more organizations that at any point in the last 30 years. And, and I think this is another reason why observability is so important, um, as you're building that code and as you're developing that customer experience, you want to be able to understand, um, where the issues are and, and, um, uh, like along the way, you don't want to wait until there's a, a big customer disaster on the day of you roll that, something to production before you start investigate. And you want to do that as you go. >>Yeah. And I think that's a kill. I do agree with you, by the way. I think the, there is a builder mentality, but it's probably right. But remember those days back in it, if you want to put our, our time machine hat on and go through the time machine is, you know, that was during the mainframe client server transition. And it was called spaghetti code. You know, it's like the monoliths were built and then it had to be supported and that became legacy. So I kind of see that happening today, where, um, people are moving to the cloud, they are building, but at some point you got to build your thing in the cloud. If I'm a company. And again, this isn't some dots trying to connect in real time. I got serverless, which is totally cool. I'm gonna have quantum has headroom for compute. >>I'm going to have, um, kind of a S a SOA service oriented architecture with web services, with observability. I'm gonna have all these modern apps great that, or run them. And I'm now I'm gonna shift them. Multiple clouds is so, you know, maybe the private cloud waves coming back, you're seeing telco clouds. You start to see these new tier. I won't say tier two clouds, but I mean, people will build their own cloud environment. There's no doubt as going to the cloud. And Steve Malania, Aviatrix kind of made this point yesterday in his analysis where he's like, he thinks private cloud will be back. I was just, it'll just be public cloud. People will build their own clouds and run them. >>Yeah. I feel well, what happens over time is, is the, the sort of line above which you would add value rises. So I kind of feel like, look, cloud is just going to the infrastructure. We can debate, you know, private cloud, public cloud. Is it a public cloud, or is it a private cloud served up by a public cloud provider? My view is, is look, all of that is, is, um, just going to be commodity, right? Um, it's going to be served up for an ever decreasing cost. And so then it's incumbent on organizations to innovate above that line. And, you know, 20 years ago, you know, we, we built our own data centers. Um, and now increasingly that, that seeming like a crazy idea. Um, and you know, now you can get almost all of your infrastructure from the cloud. The great thing is, I mean, look at observe. >>We have no people running data center operations, none, right? We have no people building a database, non, you know, we use snowflake in the cloud. It runs on AWS. We have, we have one dev ops, uh, engineer. And so all the people in the company right now, we're focused on adding value, helping people understand and analyze data, uh, above that line. And we just pay for a service level and, and look, uh, as time goes by, there's going to be more and more services and that line's going to rise. And so, you know, what, what I care about and what I think a lot of CEOs care about is are most of my resources innovating above that sort of value creation line, um, because that's what people are going to pay for in our business. And I think that's, what's going to represent you, you know, sort of value add for you, you know, organizations big and small. >>Yeah. That's a good point. I want to shift to the next topic and then we'll get into some observability questions I have for you and update on your company. Um, complexity has been a big theme. That's come out of all the conversations with analysts that have come on the cube, as you hear it with Amazon, a lot of undifferentiated, heavy lifting, being extracted away to your point about value layers and competing on value. Amazon continues to do that all great stuff, but some are saying, and we had said on the cube, yes, two days ago you put them complexity behind the curtain. It's still complexity, right? So, so complexity with the edge is highlighted. Uh, even though they got green, uh, I, um, edge core Greengrass, which has core thing, IOT core, a lot of cool things happening, but it's still not yet super easy. So complexity tends to slow things down became striction, what's your view on this? Because taming, the complexity seems to be a post COVID pandemic mandate for cloud journeys. What's your thing. >>Yeah, I totally agree. I think, I think in certainly you look organizations that have been in existence, but you know, 30, 40 years, or maybe even 10 years look at there's an amount of technical debt and complexity that you build up over time. Um, but even newer companies, um, the way that people are building modern distributed applications and in some respects is, is more complex than in days gone by, you know, microservices. Um, some of which maybe you own some of which maybe you don't, and what you've gotta be able to do is, is see the big picture, you know, w w when, when there's something in my code, but then when am I making a call out to maybe a third party microservice and, and that microservices bailing out on me, like people have got to see the big picture. And I think what hasn't been available as people have changed the architecture and their applications, there hasn't been an equivalent set of innovation or evolution in the tools that they use to manage that environment. And so you, you, you, you've got this sort of dichotomy of, uh, a better way for software developers to write code and deploy it into production microservices. But at the same time, you don't have good information and good tools to make sense of that complexity. >>That's great stuff. Jeremy Burton is here. He's the CEO of observe Inc cube, alumni, VIP cube alumni, by the way, has been on the cube every year, since the Q has been around 2010, when he took the new job as the CMO of EMC prior to being bought by Dell, Jeremy, you're a legend in the industry, certainly on as an executive and a marketer. And as an entrepreneur, um, I gotta ask you observe Inc, your company now, um, you're right in the middle of all this, you, you got a big bet going on. Could you share, in your opinion, your words, what is the big bet that you're making with observing? Uh, what are you betting on? How do you see the preferred future unfolding and where are you guys going to capture that value? >>Yes, I I'll big bat. Hey, uh, really is to take a new approach, um, in, in, in, in terms of enabling people to observe their systems, that the term observability actually goes back, uh, to a guy in control systems theory in the sixties. And then it's got quite a simple definition, which is, you know, being able to determine the, uh, I've been able to diagnose a system by the telemetry data that it emits. So let's look at the external outputs. And then based on that, can I determine the internal state of the application? And so from the get-go, we felt like observability was not about building another tool, right? We're not, you know, it's not about building another monitoring tool, a logging tool. Um, it's about analyzing data. And I, I was struck many years ago. Uh, I spent a bit of time with, with Andy McAfee, uh, from the sea sail lab at MIT. >>And he made a statement that I thought at the time was quite profound, which he said, look, everything's a matter of data. If you have enough data, you can solve any problem. And that stuck with me for a long time. And, um, you know, observe really what we do is we ingest vast quantities of telemetry data. We treat everything as events and we try and make sense of it. And the economics of the infrastructure now is such, that is you truly can ingest all the Alltel telemetry data and it's affordable, right? I mean, one of the wonderful things that Amazon has done is they've brought you, you know, very cheap, affordable storage. You can ingest all your data and keep it forever. Um, but, but now can you make sense of it? Well, you know, compute is pretty cheap these days and you've got amazing processing engines like snowflake. >>And so I was sense was that if we could allow folks to ingest all of this telemetry data process, that data and help people easily analyze that data, then they could find almost any problem that existed, uh, in their applications or in their infrastructure. So we really set out to create a data company, which I think is fundamentally different to, to really what everybody else is doing. And today we're troubleshooting distributed applications, but I think in future, we, my hope is that we can, we can help people analyze almost anything around their applications or infrastructure. >>And what's the use case problem statement that you're entering the market on? Is it just making sure microservices can be deployed as a Kubernetes? Is it managing containers? Is there a specific, um, customer adoption use case that you're focused on right now? >>Yeah, we've tried to target our ideal customer if you like has been the three or 4,000, uh, uh, SAS companies. Uh, we're, we're really focused on the U S right now, but three to 5,000 SAS companies, um, predominantly, uh, obviously running on AWS often, uh, Kubernetes infrastructure, but, you know, people who, uh, having a hard time, uh, understanding the complexity of the application that they've created, and they're having a hard time understanding, uh, the experience that their customers are having and tracking that back to root cause. So, you know, really helping those SAS companies troubleshoot their applications and having a better customer experience that's where the early customers are. And if we can do a good job in that area, I think we can, you know, over time, you know, start to take on some of the bigger companies and maybe some of the more established companies that are moving in this, this digital direction. >>Jeremy, thanks for sharing that. And I got one last set of questions for you around the industry, but before I get there, give a quick plug for observe. What are you guys looking to do hire, I mean, give a quick, uh, a PSA on what's going on with observed. >>Yeah, so we're, uh, the company is now what a rough and tough. About three years old, we got about 40 people. Uh we're well-funded by sort of Hill ventures. Uh, they were the original investors in, in snowflake. Um, and, um, yeah, I mean, we we've, we've well, more than doubled in size since the COVID lockdown began. We had about 15 people when that began. We've got almost 40 now. Um, and I would anticipate in the next year we're, we're probably going to double in size again, but, um, yeah, really the core focus in the company is, is understanding and analyzing vast quantities of data. And so anybody who is interested in, uh, that space look us up >>Mainly any areas, obviously engineering and the other areas okay. >>Near in all over. I mean, we, you know, w w w as you'll see, if you go to observing.com, we've got a pretty slick front end. Uh, we invested very early on in design and UX design. So we believe that you are, can be a differentiator. So we've got some amazing engineers on the front end. Uh, so going to can always do with the help there, but obviously, um, you know, there's a data processing platform here as well. Um, we, uh, we do run on top of snowflake. We, we do have a number of folks here who are very familiar, uh, you know, with the snowflake database and, and how to write efficiency equals. So, so front and backend. Um, we very soon, I think we'll be starting to expand the sales team. Um, we're really starting to get our initial set of customers and the feedback loop rule in rolling into engineering. And my hope would be, you know, probably early part of next year, we re we really start to nail the product market fit. Um, and we've got a huge release coming in the early part of next year where that the metrics and alerting functionality will be in the product. So, yeah, it's, it's sort of all systems go right now. >>Congratulations. Love to see the entrepreneurial journey. We'll keep an eye out for you and you're in a hot space. So we'll be riding, you'll be riding that wave, uh, question for you on the, um, just kind of the industry, uh, you're in the heart of Silicon Valley. Like I am honestly, I'm fellow Alto, you're up in the Hillsborough area. Um, I think you're in Hillsborough, right? That's where you, where you live. Um, San Francisco, the Valley, the pandemic pretty hard hit right now. People are sheltering in place, but still a lot of activity. Um, what are you hearing in, um, in, in the VC circles, startup circles, as everyone looks at coming out of the pandemic and you look at Amazon and you look at what snowflake has done. I mean, snowflake was built on top of Amazon competing against Redshift. Um, okay. They were hugely successful at doing that. So there's kind of this new playbook emerging. What are, what are people talking about? What's the scuttlebutt. >>Yeah. I mean, clearly TAC has done very well throughout what has been, you know, like just a terrible environment. Um, I think both kind of socially and economically, and I think what's going on in the stock market right now is probably not reflective of the, of the economic situation. And I think a lot of the indices are dominated by tech companies. So you, if you're not careful, you can get a little bit of a false read. Um, but look, what is undisputed is, is that the world is going to become more digital, more tech centric than, than less. Um, so I think there is a very, very bright future, you know, for tech, um, that there is certainly plenty of VC money, um, available. Um, you know, that is not really changed materially in the last year. Um, so if you have a good idea, if you're on one of these major trends, I think that there is a very good chance that you can get the company funded. >>Um, and you know, our, our expectation is that, you know, next year, obviously industries are going to return to work that have been dominant maybe for the last six, nine months. And so some parts of the economy should pick up again, but I would also tell you, I think certain, uh, sort of habits are not going to die. I mean, I think more things are going to be done online and we've gotten used to that way of working and, and you know, what, not, some of it is measurable. I don't know about cocktails over zoom, but working with customers, um, in some respects is easier because they're not traveling, we're not traveling. So we both have more time. Uh, it's sometimes easy to get meetings with people that you would never get. Now. Now, can you do an efficient sales process, education proof of concept? You know, those processes maybe have to grow up a little bit to be taken online, but I think the certain parts of the last, maybe six to nine months that we don't want to throw away and go back to the way we were doing it, because I think, you know, maybe this way of doing it is, is more efficient. >>What do you think about the, uh, entrepreneurial journeys out there? Obviously, um, Amazon we're here covering re-invent is really kind of, you know, building a massive compute engine. They've got higher level services and, you know, I've been speculating for years. I think snowflake is the first kind of big sign. That points to kind of what I said five years ago, which is there's going to be an opportunity for these other clouds as specialty clouds. I called them might be the wrong word, but snowflake basically built on top of Amazon, you know, most valuable company ever on wall street, uh, IPO on someone else's cloud. So is that a playbook? I mean, is that a move? I mean, this is kind of like a new thing. >>Yeah. I mean, that's, I mean, I, I feel like on databases, I've got a lot of history on management, Oracle almost 10 years. And you know, what snowflake does they did was they, they rearchitected the database explicitly for the cloud. I mean, you can run Oracle on the cloud, but, but it, but it doesn't do things the way that snowflake does it. Right. I mean, snowflake uses commodity storage. It uses S3 it's elastic. And so when you're not using it, you're not paying it. And these things sound very simple and very obvious now, which is I think what, what, what the genius of the founders, you know, Ben Warren and Tre, uh, work, and, and I think there will be other costs, you know, categories of infrastructure that will get rearchitected and reinvented for the cloud. And, you know, I've got equally big opportunities. Um, and so, yeah, I mean, I think the model, I believe firmly that the model is if you're a startup, you don't need to waste a lot of time, like reinventing the wheel on data center, infrastructure and databases, and a lot of the services that you would use to construct an application. >>You, you, you can start, you know, if, if the building that you're trying to build is like 12 floors, you can start at the eighth or ninth floor. Um, you know, I've, I've got like what three or 400 quality engineers at snowflake that are building our database. I don't, I don't need to do that. I can just piggyback on top of what they've done and add value. And, you know, the, the, the beautiful thing, you know, now, if you're a business out there thinking of, of, of, of becoming digital and reinventing yourself, or you're a startup just getting going, there's a lot of stuff you just don't have to build anymore. You just don't even have to think about it. >>Yeah. This is the new program of bull internet. It's internet, truly 2.0 or 3.0, whatever 4.0, a complete reset of online. And I think the pandemic, as you pointed out on many cube interviews and Andy Jassy send his keynote is on full display right now. And I think the smart money and smart entrepreneurs are going to see the opportunities. Okay. >>Yeah. It comes back to ideas and a great, I mean, I've always been a product person. Um, but look at great idea, a great product idea and a great product idea that, that capitalizes on the big trends in the industry. I think there's always going to be funding for those kinds of things. I don't know a lot about the consumer world I've always worked in, in B2B, but, um, you know, the kind of things that you're going to be able to do in future. I mean, think about it. If storage is essentially free and compute is essentially free. Just imagine what you could do, right. Jeremy, >>This is the new consumer. Get out. Let's understand that. Finally, B2B is the new consumer enterprise is hot. I was, again, it was riffing on this all week. All the things going on in enterprise is complex is now the new consumers now all connected. It's all one thing. The consumerization of it, the condition of computing has happened. It's going on. So you're a leader. Thank you for coming on. Great to see you as always, um, say hi to your family and stay safe. >>Yeah, you too. Thanks for the invite. Always, always a pleasure. >>Jeremy Burton breaking down the analysis of day two of week three of re-invent coverage. I'm John furry with the cube virtual. We're not in person anymore. Virtualization has allowed us to do more interviews over 110 interviews so far for re-invent and tomorrow, Thursday at two o'clock, Andy Jassy will spend 30 minutes with me here on the cube, looking back at re-invent the highs, the lows, and what's next for Amazon web services. I'm chef Aria. Thanks for watching.

>>From around the globe. It's the queue with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Welcome back to the cubes. Live coverage for ADFS reinvent 2020 I'm John Ford with the cube, your host. We are the cube virtual. We're not there in person this year. We're remote with the pandemic and we're here for the keynote analysis for Verner Vogels, and we've got some great analysts on and friends of the cube cube alumni is Rob Hirschfeld is the founder and CEO of Rakin a pioneer in the dev ops space, as well as early on on the bare metal, getting on the whole on-premise he's seen the vision and I can tell you, I've talked to him many times over the years. He's been on the same track. He's on the right wave frog. Great to have you on. I'm going to have to start Veatch, come on. Y'all come on as well, but great to see you. Thanks, pleasure to be here. Um, so the keynote with Verna was, you know, he's like takes you on a journey, you know, and, and virtual is actually a little bit different vibe, but I thought he did an exceptional job of stage layout and some of the virtual stage craft. Um, but what I really enjoyed the most was really this next level, thinking around systems thinking, right, which is my favorite topic, because, you know, we've been saying, going back 10 years, the cloud is just, here's a computer, right. It's operating system. And so, um, this is the big thing. This is, what's your reaction to the keynote. >>Wow. So I think you're right. This is one of the challenges with what Amazon has been building is it's, you know, it is a lock box, it's a service. So you don't, you don't get to see behind the scenes. You don't really get to know how they run these services. And what, what I see happening out of all of those pieces is they've really come back and said, we need to help people operate this platform. And, and that shouldn't be surprising to anyone. Right? Last couple of years, they've been rolling out service, service service, all these new things. This talk was really different for Verner's con normal ones, because he wasn't talking about whizzbang new technologies. Um, he was really talking about operations, um, you know, died in the wool. How do we make the system easier to use? How do we expose things? What assistance can we have in, in building applications? Uh, in some cases it felt like, uh, an application performance monitoring or management APM talk from five or even 10 years ago, um, canaries, um, you know, Canary deployments, chaos engineering, observability, uh, sort of bread and butter, operational things. >>We have Savi Joel, who's a influencer cloud computing Xtrordinair dev ops guru. Uh, we don't need dev ops guru from Amazon. We got Sarpy and prop here. So it'd be great to see you. Um, you guys had a watch party. Um, tell me what the reaction was, um, with, of the influencers in the cloud or ADI out there that were looking at Vernon's announcement, because it does attract a tech crowd. What was your take and what was the conversation like? >>Yeah, we kinda geeked out. Um, we had a watch party and we were commenting back and forth, like when we were watching it. I think that the general consensus is that the complexity of AWS stack itself is, is increasing. Right. And they have been focused on developers a lot, I think a lot longer than they needed to be a little bit. I think, uh, now they need to focus on the operations. Like we, we are, we all love dev ops talks and it's very fancy and it's very modern way of building software. But if you think deep down that, like once we developed software traditionally and, and also going forward, I think we need to have that separation. Once you develop something in production, it's, it's, it's operating right. Once you build a car, you're operating car, you're not building car all the time. Right? >>So same with the software. Once you build a system, it should have some stability where you're running it, operating it for, for a while, at least before you touch it or refactoring all that stuff. So I think like building and operating at the same time, it's very good for companies like Amazon, AWS, especially, uh, and, and Google and, and, and Facebook and all those folks who are building technology because they are purely high-tech companies, but not for GM Ford Chrysler or Kaiser Permanente, which is healthcare or a school district. The, they, they need, need to operate that stuff once it's built. So I think, uh, the operationalization of cloud, uh, well, I think take focus going forward a lot more than it has and absorbable Deanna, on a funny note, I said, observability is one of those things. I, now these days, like, like, you know, and the beauty pageants that every contestant say is like, whatever question you asked, is it Dora and the answer and say at the end world peace, right? >>And that's a world peace term, which is the absorbability. Like you can talk about all the tech stuff and all that stuff. And at the end you say observability and you'll be fine. So, um, what I'm making is like observability is, and was very important. And when I was talking today about like how we can enable the building of absorbability into this new paradigm, which is a microservices, like where you pass a service ID, uh, all across all the functions from beginning to the end. Right. And so, so you can trace stuff. So I think he was talking, uh, at that level. Yeah. >>Let me, let's take an observer Billy real quick. I have a couple of other points. I want to get your opinions on. He said, quote, this three, enabling major enabling technologies, powering observability metrics, logging and tracing here. We know that it would, that is of course, but he didn't take a position. If you look at all the startups out there that are sitting there, the next observability, there's at least six that I know of. I mean, that are saying, and then you got ones that are kind of come in. I think signal effects was one. I liked, like I got bought by Splunk and then is observability, um, a feature, um, or is it a company? I mean, this is something that kind of gets talked about, right? I mean, it's, I mean, is it really something you can build a business on or is it a white space? That's a feature that gets pulled in what'd you guys react to that? >>So this is a platform conversation and, and, you know, one of the things that we've been having conversations around recently is this idea of platforms. And, and, you know, I've been doing a lot of work on infrastructure as code and distributed infrastructure and how people want infrastructure to be more code, like, which is very much what, what Verna was, was saying, right? How do we bring development process capabilities into our infrastructure operations? Um, and these are platform challenges. W what you're asking about from, uh, observability is perspective is if I'm running my code in a platform, if I'm running my infrastructure as a platform, I actually need to understand what that platform is doing and how it's making actions. Um, but today we haven't really built the platforms to be very transparent to the users. And observability becomes this necessary component to fix all the platforms that we have, whether they're Kubernetes or AWS, or, you know, even going back to VMware or bare metal, if you can't see what's going on, then you're operating in the blind. And that is an increasingly big problem. As we get more and more sophisticated infrastructure, right? Amazon's outage was based on systems can being very connected together, and we keep connecting systems together. And so we have to be able to diagnose and troubleshoot when those connections break or for using containers or Lambdas. The code that's running is ephemeral. It's only around for short periods of time. And if something's going wrong in it, it's incredibly hard to fix it, >>You know? And, and also he, you know, he reiterated his whole notion of log everything, right? He kept on banging on the drum on that one, like log everything, which is actually a good practice. You got to log everything. Why wouldn't you, >>I mean, how you do, but they don't make it easy. Right? Amazon has not made it easy to cross, cross, and, uh, connect all the data across all of those platforms. Right? People think of Amazon as one thing, but you know, the people who are using it understand it's actually a collection of services. And some of those are not particularly that tied together. So figuring out something that's going on across, across all of your service bundles, and this isn't an Amazon problem, this is an industry challenge. Especially as we go towards microservices, I have to be able to figure out what happened, even if I used 10 services, >>Horizontal, scalability argument. Sorry. Do you want to get your thoughts on this? So the observability, uh, he also mentioned theory kind of couched it before he went into the talk about systems theory. I'm like, okay. Let's, I mean, I love systems, and I think that's going to be the big wake up call here for the next 10 years. That's a systems mindset. And I think, you know, um, Rob's right. It's a platform conversation. When you're thinking about an operating system or a system, it has consequences when things change, but he talked about controllability versus, uh, observability and kinda T that teed up the, well, you can control systems controls, or you can have observability, uh, what's he getting at in all of this? What's he trying to say, keep, you know, is it a cover story? Is it this, is it a feature? What was the, what was the burner getting at with all this? >>Uh, I, I, I believe they, they understand that, that, uh, that all these services are very sort of micro in nature from Amazon itself. Right. And then they are not tied together as Rob said earlier. And they, he addressed that. He, uh, he, uh, announced that service. I don't know the name of that right now of problem ahead that we will gather all the data from all the different places. And then you can take a look at all the data coming from different services at this at one place where you have the service ID passed on to all the servers services. You have to do that. It's a discipline as a software developer, you have to sort of adhere to even in traditional world, like, like, you know, like how you do logging and monitoring and tracing, um, it's, it's your creativity at play, right? >>So that's what software is like, if you can pass on, I was treating what they gave an example of Citrix, uh, when, when, when you are using like tons of applications with George stream to your desktop, through Citrix, they had app ID concept, right? So you can trace what you're using and all that stuff, and you can trace the usage and all that stuff, and they can, they can map that log to that application, to that user. So you need that. So I think he w he was talking about, I think that's what he's getting too. Like we have to, we have to sort of rethink how we write software in this new Microsoft, uh, sort of a paradigm, which I believe it, it's a beautiful thing. Uh, as long as we can manage it, because Microsoft is, are spread across like, um, small and a smaller piece of software is everywhere, right? So the state, how do we keep the state intact? How do we, um, sort of trace things? Uh, it becomes a huge problem if we don't do it right? So it it's, um, it's a little, this is some learning curve for most of the developers out there. So 60 dash 70% >>Rob was bringing this up, get into this whole crash. And what is it kind of breakdown? Because, you know, there's a point where you don't have the Nirvana of true horizontal scalability, where you might have microservices that need to traverse boundaries or systems, boundaries, where, or silos. So to Rob's point earlier, if you don't see it, you can't measure it or you can't get through it. How do you wire services across boundaries? Is that containers, is that, I mean, how does this all work? How do you guys see that working? I just see a train wreck there. >>It's, it's a really hard problem. And I don't think we should underestimate it because everything we toast talked about sounds great. If you're in a single AWS region, we're talking about distributed infrastructure, right? If you think about what we've been seeing, even more generally about, you know, edge sites, uh, colo on prem, you know, in cloud multi-region cloud, all these things are actually taking this one concept and you're like, Oh, I just want to store all the log data. Now, you're not going to store all your log data in one central location anymore. That in itself, as a distributed infrastructure problem, where I have to be able to troubleshoot what's going on, you know, and know that the logs are going to the right place and capture the data, that's really important. Um, and one of the innovations in this that I think is going to impact the industry over the next couple of years is the addition of more artificial intelligence and machine learning, into understanding operations patterns and practices. >>And I think that that's a really significant industry trend where Amazon has a distinct advantage because it's their systems and it's captive. They can analyze and collect a lot of data across very many customers and learn from those things and program systems that learn from those things. Um, and so the way you're going to keep up with this is not by logging more and more data, but by doing exactly what we're talking through, which was how do I analyze the patterns with machine learning so that I can get predictive analysis so that I can understand something that looks wrong and then put people on checking it before it goes wrong. >>All right, I gotta, I gotta bring up something controversial. I can't hold back any longer. Um, you know, Mark Zuckerberg said many, many years ago, all the old people, they can do startups, they're too old and you gotta be young and hungry. You gotta do that stuff. If we're talking systems theory, uh, automated meta reasoning, evolvable systems, resilience, distributed computing, isn't that us old guys that have actually have systems experience. I mean, if you're under the age of 30, you probably don't even know what a system is. Um, and, or co coded to the level of systems that we use to code. And I'm putting my quote old man kind of theory, only kidding, by the way on the 30. But my point is there is a generation of us that had done computer science in the, in the eighties and seventies, late seventies, maybe eighties and nineties, it's all it was, was systems. It was a systems world. Now, when you have a software world, the aperture is increasing in terms of software, are the younger generation of developers system thinkers, or have we lost that art, uh, or is it doesn't matter? What do you guys think? >>I, I think systems thinking comes with age. I mean, that's, that's sort of how I think, I mean, like I take the systems thinking a greater sort of, >>Um, world, like state as a system country, as a system and everything is a system, your body's a system family system, so it's the same way. And then what impacts the system when you operated internal things, which happened within the system and external, right. And we usually don't talk about the economics and geopolitics. There's a lot of the technology. Sometimes we do, like we have, I think we need to talk more about that, the data sovereignty and all that stuff. But, but even within the system, I think the younger people appreciate it less because they don't have the, they don't see, um, software taught like that in the universities. And, and, and, and by these micro micro universities now online trainings and stuff like sweaty, like, okay, you learn this thing and you're good at it saying, no, no, it's not like that. So you've got to understand the basics and how the systems operate. >>Uh, I'll give you an example. So like we were doing the, the, the client server in early nineties, and then gradually we moved more towards like having ESB enterprise services, bus where you pass a state, uh, from one object to another, and we can bring in the heterogeneous, uh, languages. This thing is written in Java. This is in.net. This is in Python. And then you can pass it through that. Uh, you're gonna make a state for, right. And that, that was contained environment. Like ESBs were contained environment. We were, I, I wrote software for ESPs myself at commerce one. And so like, we, what we need today is the ESP equallant in the cloud. We don't have that. >>Rob, is there a reverse ageism developers? I mean, if you're young, you might not have systems. What do you think? I, I don't agree with that. I actually think that the nature of the systems that we're programming forces people into more distributed infrastructure thinking the platforms we have today are much better than they were, you know, 20 years ago, 30 years ago, um, in the sense that I can do distributed infrastructure programming without thinking about it very much anymore, but you know, people know, they know how to use cloud. They know how to use a big platform. They know how to break things into microservices. I, I think that these are inherent skills that people need to think about that you're you're right. There is a challenge in that, you know, you get very used to the platform doing the work for you, and that you need to break through it, but that's an experiential thing, right? >>The more experienced developers are going to have to understand what the platforms do. Just like, you know, we used to have to understand how registers worked inside of a CPU, something I haven't worried about for a long, long time. So I, I don't think it's that big of a problem. Um, from, from that perspective, I do think that the thing that's really hard is collaboration. And so, you know, it's, it's hard people to people it's hard inside of a platform. It's hard when you're an Amazon size and you've been rolling out services all over the place and now have to figure out how to fit them all together. Um, and that to me is, is a design problem. And it's more about being patient and letting things, uh, mature. If anything might take away from this keynote is, you know, everybody asked Amazon to take a breath and work on usability and, and cross cross services synchronizations rather than, than adding more services into the mix. And that's, >>That's a good point. I mean, again, I bring up the conversation because it's kind of the elephant in the room and I make it being controversial to make a point there. So our view, because, you know, I interviewed Judy Estrin who helped found the internet with Vince Cerf. She's well-known for her contributions for the TCP IP protocol. Andy Besta Stein. Who's the, who's the Rembrandt of motherboards. But as Pat Gelsinger, CEO of VMware, I would say both said to me on the cube that without systems thinking, you don't understand consequences of when things change. And we start thinking about this microservices conversation, you start to hear a little bit of that pattern emerging, where those systems, uh, designs matter. And then you have, on the other hand, you have this modern application framework where serverless takes over. So, you know, Rob back to your infrastructure as code, it really isn't an either, or they're not mutually exclusive. You're going to have a set of nerds and geeks engineering systems to make them better and easier and scalable. And then you're going to have application developers that need to just make it work. So you start to see the formation of kind of the, I won't say swim lanes, but I mean, what do you guys think about that? Because you know, Judy and, um, Andy better sign up. They're kind of right. Uh, >>Th th the enemy here, and we're seeing this over and over again is complexity. And, and the challenge has been, and serverless is like, those people like, Oh, I don't have to worry about servers anymore because I'm dealing with serverless, which is not true. What you're doing is you're not worrying about infrastructure as much, but you, the complexity, especially in a serverless infrastructure where you're pulling, you know, events from all sorts of things, and you have one, one action, one piece of code, you know, triggering a whole bunch of other pieces of code in a decoupled way. We are, we are bringing so much complexity into these systems, um, that they're very hard to conceive of. Um, and AIML is not gonna not gonna address that. Um, I think one of the things that was wonderful about the setting, uh, in the sugar factory and at all of that, you know, sort of very mechanical viewpoint, you know, when you're actually connecting all things together, you can see it. A lot of what we've been building today is almost impossible to observe. And so the complexity price that we're paying in infrastructure is going up exponentially and we can't sustain infrastructures like that. We have to start leveling that in, right? >>Your point on the keynote, by the way, great call out on, on the, on the setting. I thought that was very clever. So what do you think about this? Because as enterprises go through this transformation, one of the big conversations is the solution architecture, the architecture of, um, how you lay all this out. It's complexity involved. Now you've got on premise system, you've got cloud, you've got edge, which you're hearing more and more local processing, disconnected systems, managing it at the edge with visualization. We're going to hear more about that, uh, with Dirk, when he comes on the queue, but you know, just in general as a practitioner out there, what, what's, what's your, what do you see people getting their arms around, around this, this keynote? What do they, what's your thoughts? >>Yeah, I, I think, uh, the, the pattern I see emerging is like, or in the whole industry, regardless, like if you put, when does your sign is that like, we will write less and less software in-house I believe that SAS will emerge. Uh, and it has to, I mean, that is the solution to kill the complexity. I believe, like we always talk about software all the time and we, we try to put this in the one band, like it's, everybody's dining, same kind of software, and they have, I'm going to complexity and they have the end years and all that stuff. That's not true. Right. If you are Facebook, you're writing totally different kind of software that needs to scale differently. You needs a lot of cash and all that stuff, right. Gash like this and cash. Well, I ain't both gases, but when you are a mid size enterprise out there in the middle, like fly over America, what, uh, my friend Wayne says, like, we need to think about those people too. >>Like, how do they drive software? What kind of software do they write? Like how many components they have in there? Like they have three tiers of four tiers. So I think they're a little more simpler software for internal use. We have to distinguish these applications. I always talk about this, like the systems of record systems of differentiation, the system of innovation. And I think cloud will do great. And the newer breed of applications, because you're doing a lot of, a lot of experimentation. You're doing a lot of DevOps. You have two pizza teams and all that stuff, which is good stuff we talk about, well, when you go to systems of record, you need stability. You need, you need some things which is operational. You don't want to touch it again, once it's in production. Right? And so the, in between that, that thing is, I think that's, that's where the complexity lies the systems are, which are in between those systems of record and system or innovation, which are very new Greenfield. That, that's what I think that's where we need to focus, uh, our, um, platform development, um, platform as a service development sort of, uh, dollars, if you will, as an industry, I think Amazon is doing that right. And, and Azura is doing that right to a certain extent too. I, I, I, I worry a little bit about, uh, uh, Google because they're more tilted towards the data science, uh, sort of side of things right now. >>Well, Microsoft has the most visibility into kind of the legacy world, but Rob, you're shaking your head there. Um, on his comment, >>You know, I, I, you know, I, I watched the complexity of all these systems and, and, you know, I'm not sure that sass suffocation of everything that we're doing is leading to less is pushing the complexity behind a curtain so that you, you, you can ignore the man behind the curtain. Um, but at the end of the day, you know what we're really driving towards. And I think Amazon is accelerating this. The cloud is accelerating. This is a new set of standard operating processes and procedures based on automation, based on API APIs, based on platforms, uh, that ultimately, I think people could own and could come back to how we want to operate it. When I look at what we w we were just shown with the keynote, you know, it was an, is things that application performance management and monitoring do. It's, it's not really Amazon specific stuff. There's no magic beans that Amazon is growing operational knowledge, you know, in Amazon, greenhouses that only they know how to consume. This is actually pretty block and tackle stuff. Yeah. And most people don't need to operate it at that type of scale to be successful. >>It's a great point. I mean, let's, let's pick up on that for the last couple of minutes we have left. Cause I think that's a great, great double-down because you're thinking about the mantra, Hey, everything is a service, you know, that's great for business model. You know, you hand it over to the techies. They go, wait a minute. What does that actually mean? It's harder. But when I talk to people out there and you hear people talking about everything is a service or sanctification, I do agree. I think you're putting complexity behind the curtain, but it's kind of the depends answer. So if you're going to have everything as a service, the common thesis is it has to have support automation everywhere. You got to automate things to make things sassiphy specified, which means you need five nines, like factory type environments. They're not true factories, but Rob, to your point, if you're going to make something a SAS, it better be Bulletproof. Because if you're, if you're automating something, it better be automated, right? You can measure things all you want, but if it's not automated, like a, like a, >>And you have no idea what's going on behind the curtains with some of these, these things, right. Especially, you know, I know our business and you know, our customers' businesses, they're, they're reliant on more and more services and you have no idea, you know, the persistence that service, if they're going to break an API, if they're going to change things, a lot of the stuff that Amazon is adding here defensively is because they're constantly changing the wheels on the bus. Um, and that is not bad operational practice. You should be resilient to that. You should have processes that are able to be constantly updated and CICB pipelines and, you know, continuous deployments, you shouldn't expect to, to, you know, fossilize your it environment in Amber, and then hope it doesn't have to change for 10 years. But at the same time, we'll work control your house. >>That's angle about better dev ops hypothetical, like a factory, almost metaphor. Do you care if the cars are being shipped down the assembly line and the output works and the output, if you have self-healing and you have these kinds of mechanisms, you know, you could have do care. The services are being terminated and stood up and reformed as long as the factory works. Right? So again, it's a complexity level of how much it, or you want to bite off and chew or make work. So to me, if it's automated, it's simple, did it work or not? And then the cost of work to be, what's your, what's your angle on this? Yeah. >>I believe if you believe in systems thinking, right. You have to believe in, um, um, the concept of, um, um, Oh gosh, I'm losing over minor. Um, abstraction. Right? So abstraction is your friend in software. Abstraction is your friend anyways, right? That's how we, humans pieces actually make a lot more progress than any other sort of living things here in this world. So that's why we are smart. We can abstract complexity behind the curtains, right? We, we can, we can keep improving, like from the, the, you know, wooden cart to the car, to the, to the plane, to the other, like, we, we, we have this, like when, when we see we are flying these airplanes, like 90% of the time they're on autopilot, like that's >>Hi, hiding my attractions is, is about evolution. Evolvable software term. He said, it's true. All right, guys, we have one minute left. Um, let's close this out real quick. Each of you give a closing statement on what you thought of the keynote and Verner's talk prop, we'll start with you. >>Uh, you know, as always, it's a perf keynote, uh, very different this year because it was so operationally focused and using the platform and, and helping people run their, their, off their applications and software better. And I think it's an interesting turn that we've been waiting for for Amazon, uh, to look at, you know, helping people use their own platform more. Um, so, uh, refreshing change and I think really powerful and well delivered. I really did like the setting >>Great shopping. And when we found, I found out today, that's Teresa Carlson is now running training and certification. So I'm expecting that to be highly awesomely accelerated a success there. Sorry, what's your take real quick on burners talk, walk away. Keynote thoughts. >>I, I, I think it was what I expected it to be like, he focused on the more like a software architecture kind of discussion. And he focused this time a little more on the ops side and the dev side, which I think they, they are pivoting a little bit, um, because they, they want to sell more AWS stuff to us, uh, to the existing enterprises. So I think, um, that was, um, good. Uh, I wish at the end, he said, not only like, go, go build, but also go build and operate. So can, you know, they all say, go build, build, build, but like, who's going to operate this stuff. Right. So I think, um, uh, I will see a little shift, I think, going forward, but we were talking earlier, uh, during or watch party that I think, uh, going forward, uh, AWS will open start open sourcing the commoditized version of their cloud, which have been commoditized by other vendors and gradually they will open source it so they can keep the hold onto the enterprises. I think that's what my take is. That's my prediction is >>Awesome and want, I'll make sure I'm at your watch party next time. Sorry. I missed it. Nobody's taking notes. Try and prepare. Sorry, Rob. Thanks for coming on and sharing awesome insight and expertise to experts in cloud and dev ops. I know them. And can firstly vouch for their awesomeness? Thanks for coming on. I think Verner can verify what I thought already was reporting Amazon everywhere. And if you connect the dots, this idea of reasoning, are we going to have smarter cloud? That's the next conversation? I'm John for your host of the cube here, trying to get smarter with Aus coverage. Thanks to Robin. Sarvi becoming on. Thanks for watching.

>>From around the globe. It's the queue with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Hi, this is Dave Volante. Welcome back to the cubes. Continuous coverage of AWS reinvent 2020, the virtual version of the cube and reinvent. I'm here with David foyer. Who's the CTO Wiki Bon, and we're going to break down today's infrastructure keynote, which was headlined by Peter DeSantis. David. Good to see you. Good to see you. So David, we have a very tight timeframe and I just want to cover a couple of things. Something that I've learned for many, many years, working with you is the statement. It's all about recovery. And that really was the first part of Peter's discussion today. It was, he laid out the operational practices of AWS and he talked a lot about, he actually had some really interesting things up there. You know, you use the there's no compression algorithm for experience, but he talked a lot about availability and he compared AWS's availability philosophy with some of its competitors. >>And he talked about generators being concurrent and maintainable. He got, he took it down to the batteries and the ups and the thing that impressed me, most of the other thing that you've taught me over the years is system thinking. You've got to look at the entire system. That one little component could have Peter does emphasis towards a huge blast radius. So what AWS tries to do is, is constrict that blast radius so he can sleep at night. So non-disruptive replacements of things like batteries. He talked a lot about synchronous versus asynchronous trade-offs and it was like, kind of async versus sync one-on-one synchronous. You got latency asynchronous, you got your data loss to exposure. So a lot of discussions around that, but what was most interesting is he CA he compared and contrasted AWS's philosophy on availability zones, uh, with the competition. And he didn't specifically call out Microsoft and Google, but he showed some screenshots of their websites and the competition uses terms like usually available and generally available this meaning that certain regions and availability zone may not be available. That's not the case with AWS, your thoughts on that. >>They have a very impressive track record, uh, despite the, a beta the other day. Um, but they've got a very impressive track record. I, I think there is a big difference, however, between a general purpose computing and, uh, mission critical computing. And when you've got to bring up, uh, databases and everything else like that, then I think there are other platforms, uh, which, uh, which in the longterm, uh, AWS in my view, should be embracing that do a better job in mission critical areas, uh, in terms of bringing things up and not using data and recovery. So that's, that's an area which I think AWS will need to partner with in the past. >>Yeah. So, um, the other area of the keynote that was critical was, um, he spent a lot of time on custom Silicon and you and I have talked about this a lot, of course, AWS and Intel are huge partners. Uh, but, but we know that Intel owns its own fabs, uh, it's competitors, you know, we'll outsource to the other, other manufacturers. So Intel is motivated to put as much function on the real estate as possible to create general purpose processors and, and get as much out of that real estate as they possibly can. So what AWS has been been doing, and they certainly didn't throw Intel under the bus. They were very complimentary and, and friendly, but they also lay it out that they're developing a number of components that are custom Silicon. They talked about the nitro controllers, uh, inferential, which is, you know, specialized chips around, around inference to do things like PI torch, uh, and TensorFlow. >>Uh, they talked about training them, you know, the new training ship for training AI models or ML models. They spent a lot of time on Gravatar, which is 64 bit, like you say, everything's 64 bit these days, but it's the arm processor. And so, you know, they, they didn't specifically mention Moore's law, but they certainly taught, they gave, uh, a microprocessor one Oh one overview, which I really enjoyed. They talked about, they didn't specifically talk about Moore's law, but they talked about the need to put, put on more, more cores, uh, and then running multithreaded apps and the whole new programming models that, that brings out. Um, and, and, and basically laid out the case that these specialized processors that they're developing are more efficient. They talked about all these cores and the overhead that, that those cores bring in the difficulty of keeping those processors, those cores busy. >>Uh, and so they talked about symmetric, uh, uh, a simultaneous multi-threading, uh, and sharing cores, which like, it was like going back to the old days of, of microprocessor development. But the point being that as you add more cores and you have that overhead, you get non-linear, uh, performance improvements. And so, so it defeats the notion of scale out, right? And so what I, what I want to get to is to get your take on this as you've been talking for a long, long time about arm in the data center, and remind me just like object storage. We talked for years about object storage. It never went anywhere until Amazon brought forth simple storage service. And then object storage obviously is, you know, a mainstream mainstream storage. Now I see the same thing happening, happening with, with arm and the data center specifically, of course, alternative processes are taking off, but, but what's your take on all this? You, you listened to the keynote, uh, give us your takeaways. >>Well, let's go back to first principles for a second. Why is this happening? It's happening because of volume, volume, volume, volume is incredibly important, obviously in terms of cost. Um, and if you, if you're, if you look at a volume, uh, arm is, is, was based on the volumes that came from that from the, uh, from the, um, uh, handhelds and all of their, all of the mobile stuff that's been generating. So there's billions of chips being made, uh, on that. >>I can interrupt you for a second, David. So we're showing a slide here, uh, and, and it's, it's, it, it, it relates to volume and somewhat, I mean, we, we talk a lot about the volume that flash for instance gained from the consumer. Uh, and, and, and now we're talking about these emerging workloads. You call them matrix workloads. These are things like AI influencing edge work, and this gray area shows these alternative workloads. And that's really what Amazon is going after. So you show in this chart, you know, basically very small today, 2020, but you show a very large and growing position, uh, by the end of this decade, really eating into traditional, the traditional space. >>That, that that's absolutely correct. And, and that's being led by what's happening in the mobile market. If you look at all of the work that's going on, on your, on your, uh, Apple, uh, Apple iPhone, there's a huge amount of, uh, modern, uh, matrix workloads are going there to help you with your photography and everything like that. And that's going to come into the, uh, into the data center within, within two years. Uh, and that's what, what, uh, AWS is focusing on is capabilities of doing this type of new workload in real time. And, and it's hundreds of times, hundreds of times more processing, uh, to do these workloads and it's gotta be done in real time. >>Yeah. So we have a, we have a chart on that this bar chart that you've, you've produced. Uh, I don't know if you can see the bars here. Um, I can't see them, but, but maybe we can, we can editorialize. So on the left-hand side, you basically have traditional workloads, uh, on blue and you have matrix workloads. What you calling these emerging workloads and red you, so you show performance 0.9, five versus 50, then price performance for traditional 3.6. And it's more than 150 times greater for ARM-based workload. >>Yeah. And that's a analysis of the previous generation of arm. And if you take the new ones, the M one, for example, which has come in to the, uh, to the PC area, um, that's going to be even higher. So the arm is producing hybrid computers, uh, multi, uh, uh, uh, heterogeneous computers with multiple different things inside the computer. And that is making life a lot more efficient. And especially in the inference world, they're using NPUs instead of GPU's, they conferred about four times more NPUs that you can GPU's. And, um, uh, it, it's just a, uh, it's a different world and, uh, arm is ahead because it's done all the work in the volume area, and that's now going to go into PCs and, and it's going to, going to go into the data center. >>Okay, great. Now, yeah, if we could, uh, uh, guys bring up the, uh, the, the other chart that's titled workloads moving to ARM-based servers, this one is just amazing to me, David, you'll see that I, for some reason, the slides aren't translating, so, uh, forget that, forget the slides. So, um, but, but basically you have the revenue coming from arm as to be substantially higher, uh, in the out years, uh, or certainly substantially growing more than the traditional, uh, workload revenue. Now that's going to take a decade, but maybe you could explain, you know, why you see that. >>Yeah, the, the, the, the, the reason is that these matrix workloads, uh, and also, uh, the offload of like nitro is doing it's the offload of the storage and the networking from the, the main CPU's, uh, the dis-aggregation of computing, uh, plus the traditional workloads, which can move, uh, over or are moving over and where AWS, uh, and, and Microsoft and the PC and Apple, and the PC where those leaders are leading us is that they are doing the hard work of making sure that their software, uh, and their API APIs can utilize the capabilities of arm. Uh, so, uh, it's, it's the it, and the advantage that AWS has of course, is that enormous economies of scale, across many, many users. Uh, that's going to take longer to go into the, the enterprise data center much longer, but the, the, uh, Microsoft, Google and AWS, they're going to be leading the charge of this movement, all of arm into the data center. Uh, it was amazing some of the people or what some of the arm customers or the AWS customers were seeing today with much faster performance and much lower price. It was, they were, they were affirming. Uh, and, and the fundamental reason is that arm are two generations of production. They are in at the moment at five nano meters, whereas, um, Intel is still at 10. Uh, so that's a big, big issue that, uh, Intel have to address. Yeah. And so >>You get, you've been getting this core creep, I'll call it, which brings a lot of overhead. And now you're seeing these very efficient, specialized processes in your premises. We're going to see these explode for these new workloads. And in particular, the edge is such an enormous opportunity. I think you've pointed out that you see a big, uh, uh, market for edge, these edge emergent edge workloads kind of start in the data center and then push out to the edge. Andy Jassy says that the edge, uh, or, or we're going to bring AWS to the edge of the data center is just another edge node. I liked that vision, your thoughts. >>Uh, I, I think that is a, a compelling vision. I think things at the edge, you have many different form factors. So, uh, you, you will need an edge and a car for example, which is cheap enough to fit into a car and it's, but it's gotta be a hundred times more processing than it is in the, in the computers, in the car at the moment, that's a big leap and, and for, to get to automated driving, uh, but that's going to happen. Um, and it's going to happen on ARM-based systems and the amount of work that's going to go out to the edge is enormous. And the amount of data that's generated at the edge is enormous. That's not going to come back to the center, that's going to be processed at the edge, and the edge is going to be the center. If you're like of where computing is done. Uh, it doesn't mean to say that you're not going to have a lot of inference work inside the data center, but a lot of, lot of work in terms of data and processing is move, is going to move into the edge over the next decade. >>Yeah, well, many of, uh, AWS is edge offerings today, you know, assume data is going to be sent back. Although of course you see outpost and then smaller versions of outposts. That's a, to me, that's a clue of what's coming. Uh, basically again, bringing AWS to, to, to the edge. I want to also touch on, uh, Amazon's, uh, comments on renewable. Peter has talked a lot about what they're doing to reduce carbon. Uh, one of the interesting things was they're actually reusing their cooling water that they clean and reuse. I think, I think you said three or multiple times, uh, and then they put it back out and they were able to purify it and reuse it. So, so that's a really great sustainable story. There was much more to it. Uh, but I think, you know, companies like Amazon, especially, you know, large companies really have a responsibility. So it's great to see Amazon stepping up. Uh, anyway, we're out of time, David, thanks so much for coming on and sharing your insights really, really appreciate it. Those, by the way, those slides of Wiki bond.com has a lot of David's work on there. Apologize for some of the data not showing through, but, uh, working in real time here. This is Dave Volante for David foyer. Are you watching the cubes that continuous coverage of AWS reinvent 2020, we'll be right back.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Welcome back to the Cubes Live coverage of AWS reinvent 2020. It's virtual this year. We're not in person because of the pandemic. We're doing the remote Cube Cube Virtual were the Cube virtual. I'm your host, John for here with Andy Jassy, the CEO of Amazon Web services, in for his annual at the end of the show comes on the Cube. This year, it's virtual Andy. Good to see you remotely in Seattle or in Palo Alto. Uh, Dave couldn't make it in a personal conflict, but he says, Hello, great to see you. >>Great to see you as well, John. It's an annual tradition. On the last day of reinvent. I wish we were doing it in person, but I'm glad at least were able to do it. Virtually >>the good news is, I know you could arrested last night normally at reinvent you just like we're all both losing our voice at the end of the show. At least me more than you, your and we're just at the end of like okay, Relief. It happens here. It's different. It's been three weeks has been virtual. Um, you guys had a unique format this year went much better than I expected. It would go on because I was pretty skeptical about these long, um, multiple days or weeks events. You guys did a good job of timing it out and creating these activations and with key news, starting with your keynote on December 1st. Now, at the end of the three weeks, um, tell me, are you surprised by the results? Can you give us, Ah, a feeling for how you think everything went? What's what's your take So far as we close out reinvented >>Well, I think it's going really well. I mean, we always gnome or a Z get past, reinvent and you start, you know, collecting all the feedback. But we've been watching all the metrics and you know, there's trade offs. Of course, now I think all of us giving our druthers would be together in Las Vegas, and I think it's hard to replace that feeling of being with people and the excitement of learning about things together and and making decisions together after you see different sessions that you're gonna make big changes in your company and for your customer experience. And yeah, and there's a community peace. And there's, you know, this from being there. There's a concert. The answer. I think people like being with one another. But, you know, I think this was the best that any of us could imagine doing doing a virtual event. And we had to really reinvent, reinvent and all the pieces to it. And now I think that some of the positive trade offs are they. You get a lot mawr engagement than you would normally get in person So normally. Last year, with about 65,000 people in Las Vegas this year, we had 530,000 people registered to reinvent and over 300,000 participate in some fashion. All the sessions had a lot more people who are participating just because you remove the constraints of of travel in costs, and so there are trade offs. I think we prefer being together, but I think it's been a really good community event, um, in learning event for for our customers, and we've been really pleased with it so >>far. No doubt I would totally agree with you. I think a lot of people like, Hey, I love to walk the floor and discover Harry and Sarah Davis moments of finding an exhibit her and the exhibit hall or or attending a session or going to a party, bumping into friends and seeing making new friends. But I think one of the things I want to get your reaction to it. So I think this is comes up. And, you know, we've been doing a lot of Q virtual for the past year, and and everyone pretty much agrees that when we go back, it's gonna be a hybrid world in the sense of events as well as cloud. You know that. But you know, I think one of the things that I noticed this year with reinvent is it almost was a democratization of reinvent. So you really had to reinvent the format. You had 300,000 plus people attend 500 pending email addresses, but now you've got a different kind of beehive community. So you're a bar raiser thinker. It's with the culture of Amazon. So I gotta ask you do the economics does this new kind of extra epiphany impact you and how you raise the bar to keep the best of the face to face when it comes back. And then if you keep the virtual any thoughts on how to leverage this and kind of get more open, it was free. You guys made it free this year and people did show up. >>Yeah, it's a really good question, and it's probably a question will be better equipped to answer in a month or two after we kind of debrief we always do after reading that we spend. Actually, I really enjoy the meeting because the team, the Collective A. W s team, works so hard in this event. There's so many months across everything. All the product teams, um, you know, all the marketing folks, all the event folks, and I think they do a terrific job with it. And we we do about 2.5 3 hour debrief on everything we did, things that we thought was really well the things that we thought we could do better and all the feedback we get from our community and so I wouldn't be surprised if we didn't find things from what we tried this year that we incorporate into what we do when we're back to being a person again. You know, of course, none of us really know when we'll be back in person again. Re event happens to fall on the time of the year, which is early December. And so you with with a lot of people seemingly able to get vaccinated, probably by you know, they'd spring early summer. You could kind of imagine that we might be able to reinvent in person next year. We'll have to see e think we all hope we will. But I'm sure there are a number of pieces that we will take from this and incorporate into what we do in person. And you know, then it's just a matter of how far you go. >>Fingers crossed and you know it's a hybrid world for the Cube two and reinvent and clouds. Let's get into the announcement. I want to get your your take as you look back now. I mean, how many announcements is you guys have me and a lot of announcements this year. Which ones did you like? Which one did you think were jumping off the page, which ones resonated the most or had impact. Can you share kind of just some stats on e mean how many announcements launches you did this >>year? But we had about 100 50 different new services and features that we announced over the last three weeks and reinvent And there, you know the question you're asking. I could easily spend another three hours like my Kino. You know, answering you all the ones that I like thought were important. You know, I think that, you know, some of the ones I think that really stood out for people. I think first on the compute side, I just think the, um the excitement around what we're doing with chips, um, is very clear. I think what we've done with gravitas to our generalized compute to give people 40% better price performance and they could find in the latest generation X 86 processors is just It's a huge deal. If you could save 40% price performance on computer, you get a lot more done for less on. Then you know some of the chip work we're doing in machine learning with inferential on the inference chips that we built And then what? We announced the trainee, um, on the machine learning training ship. People are very excited about the chip announcements. I think also, people on the container side is people are moving to smaller and smaller units of compute. I think people were very taken with the notion of E. K s and D. C s anywhere so they can run whatever container orchestration framework they're running in A. W s also on premises. To make it easier, Thio manage their deployments and containers. I think data stores was another space where I think people realize how much more data they're dealing with today. And we gave a couple statistics and the keynote that I think are kind of astonishing that, you know, every every hour today, people are creating mawr content that there was in an entire year, 20 years ago or the people expect more data to be created. The next three years in the prior 30 years combined these air astonishing numbers and it requires a brand new reinvention of data stores. And so I think people are very excited about Block Express, which is the first sand in the cloud and there really excited about Aurora in general, but then Aurora surveillance V two that allow you to scale up to hundreds of thousands of transactions per second and saved about 90% of supervision or people very excited about that. I think machine learning. You know, uh, Sage Maker has just been a game changer and the ease with which everyday developers and data scientists can build, train, tune into play machine learning models. And so we just keep knocking out things that are hard for people. Last year we launched the first i D for Machine Learning, the stage maker studio. This year, if you look at things that we announced, like Data Wrangler, which changes you know the process of Data Prep, which is one of the most time consuming pieces in machine learning or our feature store or the first see, I see deeper machine learning with pipelines or clarify, which allow you to have explain ability in your models. Those are big deals to people who are trying to build machine learning models, and you know that I'd say probably the last thing that we hear over and over again is really just the excitement around Connect, which is our call center service, which is just growing unbelievably fast and just, you know, the the fact that it's so easy to get started and so easy to scale so much more cost effective with, you know, built from the ground up on the cloud and with machine learning and ai embedded. And then adding some of the capabilities to give agents the right information, the right time about customers and products and real time capabilities for supervisors. Throw when calls were kind of going off the rails and to be ableto thio, stop the the contact before it becomes something, it hurts. The brand is there. Those are all big deals that people have been excited about. >>I think the connecting as I want to just jump on that for a second because I think when we first met many, many years ago, star eighth reinvent. You know the trends are always the same. You guys do a great job. Slew of announcements. You keep raising the bar. But one of the things that you mentioned to me when we talked about the origination of a W S was you were doing some stuff for Amazon proper, and you had a, you know, bootstrap team and you're solving your own problems, getting some scar tissue, the affiliate thing, all these examples. The trend is you guys tend to do stuff for yourself and then re factor it into potentially opportunities for your customers. And you're working backwards. All that good stuff. We'll get into that next section. But this year, more than ever, I think with the pandemic connect, you got chime, you got workspaces. This acceleration of you guys being pretty nimble on exposing these services. I mean, connect was a call center. It's an internal thing that you guys had been using. You re factored that for customer consumption. You see that kind of china? But you're not competing with Zoom. You're offering a service toe bundle in. Is this mawr relevant? Now, as you guys get bigger with more of these services because you're still big now you're still serving yourself. What? That seems to be a big trend now, coming out of the pandemic. Can you comment on um, >>yeah, It's a good question, John. And you know we do. We do a bunch of both. Frankly, you know, there there's some services where our customers. We're trying to solve certain problems and they tell us about those problems and then we build new services for him. So you know a good example that was red shift, which is our data warehouse and service, you know, two or three very large customers of ours. When we went to spend time with them and asked them what we could do to help them further, they just said, I wish I had a data warehousing service for the cloud that was built in the AWS style way. Um and they were really fed up with what they were using. Same thing was true with relation databases where people were just fed up with the old guard commercial, great commercial, great databases of Oracle and Sequel Server. And they hated the pricing and the proprietary nature of them and the punitive licensing. And they they wanted to move to these open engines like my sequel and post dress. But to get the same performance is the commercial great databases hard? So we solve that problem with them. With Aurora, which is our fastest growing service in our history, continues to be so there's sometimes when customers articulate a need, and we don't have a service that we've been running internally. But we way listen, and we have a very strong and innovative group of builders here where we build it for customers. And then there are other cases where customers say and connect with a great example of this. Connect with an example where some of our customers like into it. And Capital One said, You know, we need something for our contact center and customer service, and people weren't very happy with what they were using in that space. And they said, You, you've had to build something just to manage your retail business last 15, 20 years Can't you find a way to generalize that expose it? And when you have enough customers tell you that there's something that they want to use that you have experienced building. You start to think about it, and it's never a simple. It's just taking that technology and exposing it because it's often built, um, internally and you do a number of things to optimize it internally. But we have a way of building services and Amazon, where we do this working backwards process that you're referring to, where We build everything with the press release and frequently asked questions document, and we imagine that we're building it to be externalized even if it's an internal feature. But our feature for our retail business, it's only gonna be used as part of some other service that you never imagine Externalizing to third party developers. We always try and build it that way, and we always try to have well documented, hardened AP eyes so that other teams can use it without having to coordinate with those teams. And so it makes it easier for us to think about Externalizing it because we're a good part of the way there and we connect we. That's what we did way generalized it way built it from the ground up on top of the cloud. And then we embedded a bunch of AI and it so that people could do a number of things that would have taken him, you know, months to do with big development teams that they could really point, click and do so. We really try to do both. >>I think that's a great example of some of the scale benefits is worth calling out because that was a consistent theme this past year, The people we've reported on interviewed that Connect really was a lifeline for many during the pandemic and way >>have 5000 different customers who started using connect during the pandemic alone. Where they, you know, overnight they had to basically deal with having a a call center remotely. And so they picked up connect and they spun up call center remotely, and they didn't really quickly. And you know, it's that along with workspaces, which are virtual desktops in the cloud and things like Chime and some of our partners, Exume have really been lifelines for people. Thio have business continuity during a tandem. >>I think there's gonna be a whole set of new services that are gonna emerge You talked about in your keynote. We talked about it prior to the event where you know, if this pandemic hit with that five years ago, when there wasn't the advancements in, say, videoconferencing, it'd be a whole different world. And I think the whole world can see on full display that having integrated video communications and other cool things is gonna have a productivity benefit. And that's kind >>of could you imagine what the world would have been like the last nine months and we didn't have competent videoconferencing. I mean, just think about how different it would have been. And I think that all of these all of these capabilities today are kind of the occult 1.5 capabilities where, by the way, thank God for them. We've we've all been able to be productive because of them. But there's so early stage, they're all going to get evolved. I'm so significantly, I mean, even just today, you know, I was spending some time with with our team thinking about when we start to come back to the office and bigger numbers. And we do meetings with our remote partners, how we think about where the center of gravity should be and who should be on video conferencing and whether they should be allowed to kind of video conference in conference rooms, which are really hard to see them. We're only on their laptops, which are easier and what technology doesn't mean that you want in the conference rooms on both sides of the table, and how do you actually have it so that people who are remote could see which side of the table. I mean, all this stuff is yet to be invented. It will be very primitive for the next couple few years, even just interrupting one another in video conferencing people. When you do it, the sound counsel cancels each other out. So people don't really cut each other off and rip on one another. Same way, like all that, all that technology is going to get involved over time. It's a tremendous >>I could just see people fighting for the mute button. You know, that's power on these meetings. You know, Chuck on our team. All kidding aside, he was excited. We talked about Enron Kelly on your team, who runs product marketing on for your app side as well as computer networking storage. We're gonna do a green room app for the Q because you know, we're doing so many remote videos. We just did 112 here for reinvent one of things that people like is this idea of kind of being ready and kind of prepped. So again, this is a use case. We never would have thought off if there wasn't a pandemic. So and I think these are the kinds of innovation, thinking that seems small but works well when you start thinking about how easy it could be to say to integrate a chime through this sdk So this is the kind of things, that kind thing. So so with that, I want to get into your leadership principles because, you know, if you're a startup or a big company trying to reinvent, you're looking at the eight leadership principles you laid out, which were, um don't be afraid to reinvent. Acknowledge you can't fight gravity. Talent is hungry to reinvent solving real customer problems. Speed don't complex. If I use the platform with the broader set of tools, which is more a plug for you guys on cloud pull everything together with top down goals. Okay, great. How >>do you >>take those leadership principles and apply them broadly to companies and start ups? Because I think start ups in the garage are also gonna be there going. I'm going to jump on this wave. I'm inspired by the sea change. I'm gonna build something new or an enterprise. I'm gonna I'm gonna innovate. How do you How do you see these eight principles translating? >>Well, I think they're applicable to every company of every size and every industry and organization. Frankly, also, public sector organizations. I think in many ways startups have an advantage. And, you know, these were really keys to how to build a reinvention culture. And startups have an advantage because just by their very nature, they are inventive. You know, you can't you can't start a company that's a direct copy of somebody else that is an inventive where you have no chance. So startups already have, you know, a group of people that feel insurgent, and they wanted their passionate about certain customer experience. They want to invent it, and they know that they they only have so much time. Thio build something before money runs out and you know they have a number of those built in advantages. But I think larger companies are often where you see struggles and building a reinvention and invention culture and I've probably had in the last three weeks is part of reinvent probably about 40 different customer meetings with, you know, probably 75 different companies were accomplished in those or so and and I think that I met with a lot of leaders of companies where I think these reinvention principles really resonated, and I think they're they're battling with them and, you know, I think that it starts with the leaders if you, you know, when you have big companies that have been doing things a certain way for a long period of time, there's a fair bit of inertia that sets in and a lot of times not ill intended. It's just a big group of people in the middle who've been doing things a certain way for a long time and aren't that keen to change sometimes because it means ripping up something that they that they built and they remember how hard they worked on it. And sometimes it's because they don't know what it means for themselves. And you know, it takes the leadership team deciding that we are going to change. And usually that means they have to be able to have access to what's really happening in their business, what's really happening in their products in the market. But what customers really think of it and what they need to change and then having the courage and the energy, frankly, to pick the company up and push him to change because you're gonna have to fight a lot of inertia. So it always starts with the leaders. And in addition to having access that truth and deciding to make the change, you've gotta also set aggressive top down goal. The force of the organization moved faster than otherwise would and that also, sometimes leaders decide they're gonna want to change and they say they're going to change and they don't really set the goal. And they were kind of lessons and kind of doesn't listen. You know, we have a term the principal we have inside Amazon when we talk about the difference between good intentions and mechanisms and good intentions is saying we need to change and we need to invent, reinvent who we are and everyone has the right intentions. But nothing happens. Ah, mechanism, as opposed to good intention, is saying like Capital One did. We're going to reinvent our consumer digital banking platform in the next 18 months, and we're gonna meet every couple of weeks to see where we are into problem solved, like that's a mechanism. It's much harder to escape getting that done. Then somebody just saying we're going to reinvent, not checking on it, you know? And so, you know, I think that starts with the leaders. And then I think that you gotta have the right talent. You gotta have people who are excited about inventing, as opposed to really, Justin, what they built over a number of years, and yet at the same time, you're gonna make sure you don't hire people who were just building things that they're interested in. They went where they think the tech is cool as opposed to what customers want. And then I think you've got to Really You gotta build speed into your culture. And I think in some ways this is the very biggest challenge for a lot of enterprises. And I just I speak to so many leaders who kind of resigned themselves to moving slowly because they say you don't understand my like, companies big and the culture just move slow with regulator. There are a lot of reasons people will give you on why they have to move slow. But, you know, moving with speed is a choice. It's not something that your preordained with or not it is absolutely a leadership choice. And it can't happen overnight. You can't flip a switch and make it happen, but you can build a bunch of things into your culture first, starting with people. Understand that you are gonna move fast and then building an opportunity for people. Experiment quickly and reward people who experiment and to figure out the difference between one way doors and two way doors and things that are too way doors, letting people move quick and try things. You have to build that muscle or when it really comes, time to reinvent you won't have. >>That's a great point in the muscle on that's that's critical. You know, one of things I want to bring up. You brought on your keynote and you talk to me privately about it is you gave attribute in a way to Clay Christensen, who you called out on your keynote. Who was a professor at Harvard. Um, and he was you impressed by him and and you quoted him and he was He was your professor there, Um, your competitive person and you know, companies have strategy departments, and competitive strategy is not necessarily departments of mindset, and you were kind of brought this out in a zone undertone in your talk, we're saying you've got to be competitive in the sense of you got to survive and you've got to thrive. And you're kind of talking about rebuilding and building and, you know, Clay Christians. Innovative dilemma. Famous book is a mother, mother teachings around metrics and strategy and prescriptions. If he were alive today and he was with us, what would he be talking about? Because, you know, you have kind of stuck in the middle. Strategy was not Clay Christensen thing, but, you know, companies have to decide who they are. Their first principles face the truth. Some of the things you mentioned, what would we be talking with him about if we were talking about the innovator's dilemma with respect to, say, cloud and and some of the key decisions that have to be made right now? >>Well, then, Clay Christensen on it. Sounds like you read some of these books on. Guy had the fortunate, um, you know, being able to sit in classes that he taught. And also I got a chance. Thio, meet with him a couple of times after I graduated. Um, school, you know, kind of as more of a professional sorts. You can call me that. And, uh, he he was so thoughtful. He wasn't just thoughtful about innovation. He was thoughtful about how to get product market fit. And he was thoughtful about what your priorities in life were and how to build families. And, I mean, he really was one of the most thoughtful, innovative, um, you know, forward thinking, uh, strategist, I had the opportunity Thio encounter and that I've read, and so I'm very appreciative of having the opportunity Thio learn from him. And a lot of I mean, I think that he would probably be continuing to talk about a lot of the principles which I happen to think are evergreen that he he taught and there's it relates to the cloud. I think that one of the things that quite talked all the time about in all kinds of industries is that disruption always happens at the low end. It always happens with products that seem like they're not sophisticated enough. Don't do enough. And people always pooh pooh them because they say they won't do these things. And we learned this. I mean, I watched in the beginning of it of us. When we lost just three, we had so many people try and compare it Thio things like e m. C. And of course, it was very different than EMC. Um, but it was much simpler, but And it and it did a certain set of activities incredibly well at 1 1/100 of the price that's disrupted, you know, like 1 1/100 of the price. You find that builders, um, find a lot of utility for products like that. And so, you know, I think that it always starts with simple needs and products that aren't fully developed. That overtime continue to move their way up. Thio addressing Maura, Maura the market. And that's what we did with is what we've done with all our services. That's three and easy to and party ass and roar and things like that. And I think that there are lots of lessons is still apply. I think if you look at, um, containers and how that's changing what compute looks like, I think if you look at event driven, serverless compute in Lambda. Lambda is a great example of of really ah, derivative plays teaching, which is we knew when we were building Lambda that as people became excited about that programming model it would cannibalize easy to in our core compute service. And there are a lot of companies that won't do that. And for us we were trying to build a business that outlasts all of us. And that's you know, it's successful over a long period of time, and the the best way I know to do that is to listen to what customers We're trying to solve an event on their behalf, even if it means in the short term you may cannibalize yourself. And so that's what we always think about is, you know, wherever we see an opportunity to provide a better customer experience, even if it means in the short term, make cannibalism revenue leg lambda with complete with easy to our over our surveillance with provisions or are we're going to do it because we're gonna take the long view, and we believe that we serve customers well over a long period of time. We have a chance to do >>that. It's a cannibalize yourself and have someone else do it to you, right? That's that's the philosophy. Alright, fine. I know you've got tight for time. We got a you got a hard stop, But let's talk about the vaccine because you know, you brought up in the keynote carrier was a featured thing. And look at the news headlines. Now you got the shots being administered. You're starting to see, um, hashtag going around. I got my shot. So, you know, there's a There's a really Momenta. Mit's an uplifting vibe here. Amazon's involved in this and you talked about it. Can you share the innovation? There can just give us an update and what's come out of that and this supply chain factor. The cold chain. You guys were pretty instrumental in that share your your thoughts. >>We've been really excited and privileged partner with companies who are really trying to change what's possible for all of us. And I think you know it started with some of the companies producing vaccines. If you look at what we do with Moderna, where they built their digital manufacturing sweet on top of us in supply chain, where they used us for computing, storage and data warehousing and machine learning, and and on top of AWS they built, they're Cove in 19 vaccine candidate in 42 days when it normally takes 20 months. I mean, that is a total game changer. It's a game changer for all of us and getting the vaccine faster. But also, you just think about what that means for healthcare moving forward, it zits very exciting. And, yeah, I love what carriers doing. Kariya is building this product on top of AWS called links, which is giving them end and visibility over the transportation and in temperature of of the culture and everything they're delivering. And so it, uh, it changes what happens not only for food, ways and spoilage, but if you think about how much of the vaccine they're gonna actually transport to people and where several these vaccines need the right temperature control, it's it's a big deal. And what you know, I think there are a great example to what carrier is where. You know, if you think about the theme of this ring and then I talked about in my keynote, if you want to survive as an organization over a long period of time, you're gonna have to reinvent yourself. You're gonna have to probably do it. Multiple times over and the key to reinventing his first building, the right reinvention culture. And we talk about some of those principles earlier, but you also have to be aware of the technology that's available that allows you to do that. If you look at Carrier, they have built a very, very strong reinvention culture. And then, if you look at how they're leveraging, compute and storage and I o. T at the edge and machine learning, they know what's available, and they're using that technology to reinvent what's what's possible, and we're gonna all benefit because of >>it. All right. Well, Andy, you guys were reinventing the virtual space. Three weeks, it went off. Well, congratulations. Great to go along for the ride with the cube virtual. And again. Thank you for, um, keeping the show alive over there. Reinvent. Um, thanks for your team to for including the Cube. We really appreciate the Cube virtual being involved. Thank you. >>It's my pleasure. And thanks for having me, John and, uh, look forward to seeing you soon. >>All right? Take care. Have a hockey game in real life. When? When we get back, Andy Jesse, the CEO of a W s here to really wrap up. Reinvent here for Cuba, Virtual as well as the show. Today is the last day of the program. It will be online for the rest of the year and then into next month there's another wave coming, of course. Check out all the coverage. Come, come back, It's It's It's online. It's all free Cube Cube stuff is there on the Cube Channel. Silicon angle dot com For all the top stories, cube dot net tons of content on Twitter. Hashtag reinvent. You'll see all the commentary. Thanks for watching the Cube Virtual. I'm John Feehery.

>>From around the globe with digital coverage of AWS reinvent 2020, sponsored by Intel and AWS welcome everyone to the cube live and our coverage of AWS reinvent 2020. I'm your host Rebecca Knight. Today we are joined by Andre due for, he is the general manager of Amazon location service. Thank you so much for coming on the show. Andre. >>Thanks so much, Rebecca. It's a pleasure. >>So Amazon, AWS is announcing a Amazon location service in preview. Tell us a little bit more about what it does. What was the impetus for it? >>Of course. Well, Amazon location service is a new geospatial service that makes it easy for customers on AWS to integrate location information into their applications. And when I say location information, I mean a couple of specific things, mops points of interest places, and geocodes from trusted global high quality data partners. And one of the things that's really cool about Amazon location is we enable customers to access this high-quality data in a way that's incredibly cost effective. It's up to 10 times cheaper than some of the alternatives. And so what that means for customers is they can bring to life use cases that previously would have been inconceivable because they just weren't cost effective. Additionally, Amazon location takes privacy very seriously. And so, you know, customers have told us many times that they're, they're, they're very concerned about their location information, leaving their control. Whereas with Amazon location, we keep customer's location data in their AWS account unless they decide otherwise. And finally, what we've seen with customers who are using Amazon location is they're able to move from experimentation with location ideas, to scale production, much more quickly than they otherwise could have because it's a native AWS service. So we're so excited to be announcing this >>Well, you just mentioned cost privacy scale production, three things that are definitely on customers' minds right now. Tell us a little bit more about these use cases. How are customers using it? >>Yeah, that's a great question. I think it's often easiest to understand the capabilities through the lens of a use case. Now it turns out location in, in more and more customer conversations is pervasive across a bunch of different use cases, but I'll touch on maybe just for today. So one thing that we're seeing customers commonly using location for is location-based customer engagement. And so what that means is including a location component, when you are reaching out to your customers with timely offers. So for example, when they're in close proximity to one of your retail locations, sending them an offer tends to increase their satisfaction and their conversion an additional use case that Springs to mind immediately in many of the conversations is using maps for striking visualizations of data, either showing a route between two points or dropping location pins on a map in order to enhance the visual understanding of subject matter. >>Additionally, customers tend to use Amazon location for asset tracking. They want to know where their things are in the world and be able to reason over that both in real time in order to make decisions or retrospectively in order to optimize or to audit. And additionally, um, customers also use us in end to end delivery use cases, be it last mile delivery for, uh, goods that were ordered online or, uh, food delivery, which of course is, uh, increasingly prevalent these days. And so, yeah, you know, one of the customer examples that I think is especially compelling here because it touches on a couple of these is a company called Singleton solutions and their product is called mobile log. Uh, it's effectively last mile as a service in the cloud. And what it lets customers do is manage the logistics of a delivery business. And so what mobile log and Singleton have been able to do is retire a lot of the custom code that they had built because nothing was really available to meet their location needs. They were able to consolidate their location infrastructure from multiple clouds onto just AWS, which simplifies their solution. They were able to move more quickly as they innovate on behalf of their customers. And they managed to reduce their costs while doing this by up to 60%. So I think it's a pretty cool example of what location can do for customers. >>What are some other industries and apps and applications that would benefit most from this affordable location data? >>Yeah, well, it's, uh, it tends to spend many different industries. So we're seeing a lot of uses as you can imagine in transportation and logistics and, and certainly that's, uh, an industry that's growing very quickly, um, government and public sector attempt to have a need to, uh, visualize a lot of information, uh, on, on maps. Um, we are seeing retail and folks interested in customer engagement. Um, it really is springing up everywhere and often B uh, the conversations kind of have a location component in disguise. For example, we were talking to a telecom service provider who is telling us, well, you know, I can save billions of dollars if I increase the efficiency of my truck rolls. Well, that's the location use case, right? If people are talking about, uh, actually one, one customer, uh, or a person who has used us in beta is post NL, and they're telling us, you know, if they can increase just the, um, loading factor of their trucks by 1%, uh, in, uh, over time, this is big dollar savings for them. And not, that's all about location and about optimizing, uh, the, the routing and dispatch of their vehicles. And so really it's springing up everywhere, but it doesn't always sound like a map or a geocode it's, uh, more of these business level considerations around optimization around moving faster and around serving customers more quickly. >>You mentioned a couple of, of industries and logistics areas where this is being used. What are, which customers are currently using Amazon location service? >>Well, so there are a couple that I, uh, I mentioned, so of course we're only just launching today. We've had a beta program, uh, and we have a couple of references that we can talk about publicly. So Singleton is the very first that we touched on, and this is a company that's operative in the delivery and, uh, dispatch logistics space. And so they they've been using us to, to advantage and, and have realized some pretty significant cost savings. Uh, the other company that's been, uh, experimenting with Amazon location, uh, again in sort of a similar space, but with a different geography is posted on owl. And so they're the number one, uh, e-commerce and delivery, uh, her postal logistics company in the Netherlands. And what, what they're actually using us for is to, uh, do asset tracking on their delivery roller cages in order to, uh, understand where they are in the world and make better decisions as to where they should be in relation to the demand. >>Andre, I want you to close this out here. And as you said, you launched today, you've been in beta, what is in store for 2021 with Amazon location service? What can, what can we expect? What can customers expect? >>Yeah, so we're, we're in preview today and it's an open preview, so people can, can just go to the console and directly use it. You don't need to sign up. And what we have to look forward to in the first part of 2021 is general availability of the service. And you can imagine that we'll be rolling that out over everyone regions, because there's significant demand for this all over the world. And then it's a fairly typical, uh, AWS motion where what we're going to do is listen, because 90% of our roadmap is compelled by customer requests. And so we'll be very attentive to how people are using the service, where they see additional opportunities for us to serve them better. And we will move with vigor on those. >>Great. And for customers who want to find out more, what, what should they do? >>Well, the easiest thing to do is to go to aws.amazon.com/location, and then, uh, check, check us out there and get started with the service today. >>Great, well, Andre do for, thank you so much for coming on the Cuba really interesting conversation. >>Thank you so much. It's been a privilege. >>I'm Rebecca Knight stay tuned for more of the cubes coverage of AWS reinvent 2020.

>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS, and our community partners. >>Hello, everyone. Welcome back to the cubes. Virtual coverage of AWS reinvent 2020 it's virtual this year because of the pandemic. We're not there in person and in real life, we're remote. I'm John for a year hosting the cube or the cube virtual. Um, as we continue to cover the three weeks of AWS reinvent and analyze the keynotes, we bring it in, uh, from our Cuban alumni, uh, network experts. And we have here great guest, Steve Malaney, CEO of Ava Trex, industry executive legend, former entrepreneur had done startups, um, been very, very successful with luminary and Silicon Valley, um, Palo Alto networks and the Sierra Cisco, I me, all the companies you've worked for. Um, Steve, great to see you again. >>Oh yeah. Hey awesome. Even if it's just virtual, John's great to be back in the cube. >>Okay, Steve, what's up? Am I muted? I got you. Okay. >>Gotcha. Oh, okay. I just said it's great. They're great to be back in the cube. >>I had to shut up my volume, got to love live cube TV. Um, I wanted to bring you on, because one, we've been talking with you guys and your company that you're now heading. You came off the board to take the helm of Ava tricks. You really saw the vision early on before the pandemic. We were actually, we did a hybrid event with you guys, a digital hybrid and your vision of multi-cloud and hybrid was pretty much in line with what Andy Jassy. And Amazon's now rolling out, except they're not calling it. Multi-cloud, they're just saying hybrid. But when you factor in the edge, the complexity there, you're really talking multiple environments. So I want to get your take, as you look at what Amazon has done in their announcements, they're continuing to power long. What's your analysis. What's your industry take? >>Yeah, I, I think it's, uh, you know, I think it's great. I think, you know, when we were a year ago, it was just a little over a year ago, we were at a multi-cloud conference and I think people kind of thought, wow, is multicloud something that the vendors are wanting to happen because they don't want to be killed by AWS. And you know, I mean, I saw this two years ago, I call it the Cambridge and explosion to cloud where every enterprise to we are now going to move to cloud. And they had been talking about it for six or seven years, but they didn't really mean it. And two years ago I saw they meant it and I knew what was going to happen. It was going to go multi-cloud they we're going to care about day two operations, visibility, control, security, all the things that enterprises care about. And I think, um, you know, what we've seen really over the last year is AWS and all the other cloud providers recognizing this, that the world is going multicloud. Um, and day two operations matter. You've gotta be able to operationalize this and enterprises. Can't just, it's not just about wiring it and building it up. You got do, you can operate it. And so that's, I think the thing that's really interesting is the maturity of the messaging. I would say from AWS to recognize, um, where enterprises are in their journey. >>You know, Steve, I want to just reflect on something. When I was 19 years old in my first job, uh, in New York, it was on a prime mini computer, my first exposure to the enterprise office and then went and worked for IBM and HP and others. I've been in the, around the enterprise. Let me just go back 10 years in Silicon Valley, you could literally count on one or two hands. The number of enterprise experts out there that you knew of that were out circulating that weren't retired. Um, because it went through this kind of commodity stage of outsource everything kind of down to the bone, you know, just keeping the lights on there. Wasn't really a lot of innovation in the enterprise. Now it's the hottest thing in the world. And you, and you look at what's happening with cloud. They're redefining the enterprise in Andy Jassy said to me, and I'm going to interview him, uh, later this week. And you know, he said, we're done with eyes and pads. We checked that's anything. I say anyone, but he's kind of implying that we did. I, as in pass, we're targeting global it. >>Yeah. Well, you know, >>Now enterprise is super hot and you know, it's, it's a whole nother ball game to restructuring on G >>Yeah, I mean, so I, uh, the AWS is marketing slogan, Mark. My words I'll bet you a hundred bucks within the next year is going to change. They are not going to say go build anymore. Right? Because that's what they're going to say. Go consume because no enterprise wants to build and Oh, by the way, here's the other thing that they're now also figuring out. Cause I know Andy Jassy analysis, there's a skills shortage of cloud, so they don't have the skills at the aptitude, but there's also a people shortage. It's not just the skills, it's the amount of people. They don't have the ability to go deploy this. And they're going to, you're going to need solutions like ABA tricks, abstract the way a lot of the complexities of the underlying clouds and deliver this architecture for people to be able to actually deploy. >>Where is the skill gaps in your opinion, where do you see them? >>You know, I was just talking to a customer yesterday and he said most of my, most of my team are CLI jockeys. And so for networking, that means the CLI the command line interface that a human manipulates to control the Cisco router. That's the old operational model. The model of this, these days are Terraform. You're going to infrastructure is code everything. You need scriptures. You need, you need developers that are going to be driving your infrastructure. And, and, but I can't, I can't fire all these people that I've had in my enterprise for the last 30 years. I got to bring them along. I got to bring them along and the tools and the platforms to be able to go, to go do that. >>Andy's argument and Amazon's position is we eliminate the undifferentiated heavy lifting and we have all this training and content to bring everyone along. Okay. By that. >>Well, I mean, here's, here's the thing that I think AWS and all the, all the cloud providers are figuring out is the enterprise is a different beast. You know, when you go to a company as AWS and say, Hey, you can get it as long as it's any color you want, as long as it's black. And so guess what, I'm a service. And the beautiful thing is you don't need to know anything about how we do anything and just trust me, it's all going to work that does not go over well with an enterprise because they say, I'm the guy that needs to know I will get fired. If this infrastructure goes down, you know, you saw us East one go down two weeks ago, Google had a outage to two days ago or whatever it was, shit happens. I don't know if I can say that on the cube. >>We're not going to actually see regulated at this point, but who's going to know. >>Um, and you know what? I've got to have that visibility in controls and enterprise, and I need the granular controls and the visibility to troubleshoot and the security controls and the performance controls that I used to have on prem, because I'm a regulated enterprise. I need that visibility and control. And the cloud providers just say, look, I deliver a service and I deliver it to everybody. And it's the same service. And you don't need to know that does not fly with the >>Well, certainly you're seeing more regulated industries. It used to be just public sector. I just talked with Teresa Carlson. She now took over all the industries. So FinTech is regulated. Energy is regulated. Telecom's regulated. The only thing that's not regulated is a VC and startup sectors, right? So there's a >>Well, and, and, and every, every good CIO of an enterprise knows nothing good comes from your, from your infrastructure that gets outsourced. We tried that it doesn't work. Now, maybe in 20 years, I can outsource my infrastructure if I'm the CIO of a major enterprise corporation. But right now I am not outsourcing that I have to have control. Now, am I going to leverage services and basic infrastructure from the cloud providers? Absolutely. I'm not going to build it on my own data centers. That world is over, but what I'm going to maintain is the visibility and control. >>Yeah. And that's what we heard from Verner. Vogel's around observability systems, thinking control versus observability, um, evolvable systems, things like reasoning, um, you know, these are, these are innovations, right? So, so let's get back to that builders thing, because you mentioned that earlier, I think there might be an opportunity. And I think this is where I think Jassy will either look brilliant or it might not pan out. So go big or go home moment. Can Amazon create a market for companies to say, instead of bringing along everybody, I'm going to bring along some people and hire more builders because there's rewards as spoils to be had for those builders. At this point in time, given the pandemic, it's kind of put everything on full display in terms of what to do. What's your thoughts on that? >>I think, I think outside in meaning I, I look at the customer and I, and I sit at the same side of the table as a customer. I think, what did they want? And every enterprise customer right now is building out their PRI it's just like in 1992, when they built out their private infrastructures, global infrastructure, and they did it with on-prem and data centers. I bought my stories, my compute, my networking, my MPLS, and I built my infrastructure. And it was my infrastructure. They're doing the same thing. It's just, they're architecting on top of cloud and they're doing it in a multi-cloud world because they're not going to be locked in to just one cloud. And they're going to have some applications that run better on GCP. Some have better in AWS and some on Oracle, and all of our customers are doing this. And what they want though, is a common infrastructure. That's their architecture and their infrastructure, not an AWS architecture and a Google architecture and an Azure architecture. What architecture, abstracted away above the clouds. That's my architecture. And it's common for my global network that that's what enterprises want to do. And I think each of the individual clouds are going to have to understand that they are a piece of the puzzle. They are not the puzzle. And I think you're going to have to come to that realization. >>I appreciate your expertise and insight into the commentary real quick, last 30 seconds, give a quick plug for Ava tricks. What are you guys doing? What's new cause the quick update. >>I mean, it's, it's, it's crazy just since, uh, I've been the CEO for two years and you know, the, the logos of large enterprise that we're getting right now. My, my Cambrian explosion that I saw two years ago is real, um, more executing on that strategy. It's a, who's who of logos right now. We've got 450 customers now we're, uh, exploding and more importantly, enterprises are now getting that deployment phase. They have, they're done with the architecture phase of, Hey, let me check this whole thing out in cloud. And now they're pushing the button and they're, they're accelerating, which my guess is it's not a coincidence that AWS is now talking about operations. And what Aviatrix does is, is, is, does gives that visibility and control cloud networking, but in a very cloud native way with Terraform simplicity, agility, because agility is part of mission critical infrastructure. Now can't be like it was in 1994 with a Cisco infrastructure where it said, what year do you want your, your, your infrastructure, Mr. Customer? >>Great. And the biggest thing people should pay attention to this year, uh, for around the enterprise dynamics with cloud and scale what's what should people be watching >>In your opinion? Just the continued movement of big enterprises, uh, all into cloud. The center of gravity is now into cloud and, uh, they're going to be completely running away from everything on prem. >>All right. Steven Landy, CEO of VBA tricks, a proven success entrepreneur CEO, back in the two years of the helm, the VBA tricks. Great to see you. I wish we were in person. One of our last events was your altitude event. It's on YouTube. If anyone was interested in watching, we had a great time. Steve, thank you so much for your candid commentary. Yeah. Thanks, John. Okay. I'm Jennifer with the cube. You're watching the cube virtual here on the cube. Thanks for watching..

>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020, sponsored by Intel and AWS. >>Welcome back to the queue. It's virtual coverage of Avis reinvent 2020 I'm John furry, your host. Um, this is a cute virtual we're here. Not in, in remote. We're not in person this year, so we're doing the remote interviews. And then this segment is going to build on the quantum conversation we had last year, Richard moles, general manager of Amazon bracket and aid was quantum computing and Fernando Brandao head of quantum algorithms at AWS and Brent professor of theoretical physics at Caltech. Fernando, thanks for coming on, Richard. Thanks for joining us. >>You're welcome to be here. >>So, Fernando, first of all, love your title, quantum algorithms. That's the coolest title I've heard so far and you're pretty smart because you're a theoretical professor of physics at Caltech. So, um, which I'd never be able to get into, but I wish I could get into there someday, but, uh, thanks for coming on. Um, quantum has been quite the rage and you know, there's a lot of people talking about it. Um, it's not ready for prime time. Some say it's moving faster than others, but where are we on quantum right now? What are, what are you, what are you seeing Fernanda where the quantum, where are peg us in the evolution of, of, uh, where we are? >>Um, yeah, what quantum, uh, it's an emerging and rapidly developing fields. Uh, but we are see where are you on, uh, both in terms of, uh, hardware development and in terms of identifying the most impactful use cases of one company. Uh, so, so it's, it's, it's early days for everyone and, and we have like, uh, different players and different technologies that are being sport. And I think it's, it's, it's early, but it's exciting time to be doing quantum computing. And, uh, and it's very interesting to see the interest in industry growing and, and customers. Uh, for example, Casa from AWS, uh, being, uh, being willing to take part in this journey with us in developmental technology. >>Awesome. Richard, last year we talked to bill Vass about this and he was, you know, he set expectations really well, I thought, but it was pretty much in classic Amazonian way. You know, it makes the announcement a lot of progress then makes me give us the update on your end. You guys now are shipping brackets available. What's the update on your end and Verner mentioned in his keynote this week >> as well. Yeah, it was a, it was great until I was really looking at your interview with bill. It was, uh, that was when we launched the launch the service a year ago, almost exactly a year ago this week. And we've come a long way. So as you mentioned, we've, uh, we've, uh, we've gone to general availability with the service now that that happened in August. So now a customer can kind of look into the, uh, to the bracket console and, uh, installed programming concept computers. You know, there's, uh, there's tremendous excitement obviously, as, as you mentioned, and Fernando mentioned, you know, quantum computers, uh, we think >>Have the potential to solve problems that are currently, uh, uh, unsolvable. Um, the goal of bracket is to fundamentally give customers the ability to, uh, to go test, uh, some of those notions to explore the technology and to just start planning for the future. You know, our goal was always to try and solve some of the problems that customers have had for, you know, gee, a decade or so now, you know, they tell us from a variety of different industries, whether it's drug discovery or financial services, whether it's energy or there's chemical engineering, machine learning, you know, th the potential for quantum computer impacts may industries could potentially be disruptive to those industries. And, uh, it's, it's essential that customers can can plan for the future, you know, build their own internal resources, become experts, hire the right staff, figure out where it might impact their business and, uh, and potentially disrupt. >>So, uh, you know, in the past they're finding it hard to, to get involved. You know, these machines are very different, different technologies building in different ways of different characteristics. Uh, the tooling is very disparate, very fragmented. Historically, it's hard for companies to get access to the machines. These tend to be, you know, owned by startups or in, you know, physics labs or universities, very difficult to get access to these things, very different commercial models. Um, and, uh, as you, as you suggested, a lot of interests, a lot of hype, a lot of claims in the industry, customers want to cut through all that. They want to understand what's real, uh, what they can do today, uh, how they can experiment and, uh, and get started. So, you know, we see bracket as a catalyst for innovation. We want to bring together end-users, um, consultants, uh, software developers, um, providers that want to host services on top of bracket, try and get the industry, you know, rubbing along them. You spoke to lots of Amazonians. I'm sure you've heard the phrase innovation flywheel, plenty of times. Um, we see the same approach that we've used successfully in IOT and robotics and machine learning and apply that same approach to content, machine learning software, to quantum computing, and to learn, to bring it together. And, uh, if we get the tooling right, and we make it easy, um, then we don't see any reason why we can't, uh, you know, rapidly try and move this industry forward. And >>It was fun areas where there's a lot of, you know, intellectual computer science, um, technology science involved in super exciting. And Amazon's supposed to some of that undifferentiated heavy. >>That's what I am, you know, it's like, >>There's a Maslow hierarchy of needs in the tech industry. You know, people say, Oh, why five people freak out when there's no wifi? You know, you can't get enough compute. Right. So, you know, um, compute is one of those things with machine learning is seeing the benefits and quantum there's so much benefits there. Um, and you guys made some announcements at, at re-invent, uh, around BRACA. Can you share just quickly share some of those updates, Richard? >>Sure. I mean, it's the way we innovate at AWS. You know, we, we start simple and we, and we build up features. We listen to customers and we learn as we go along, we try and move as quickly as possible. So since going public in, uh, in, in August, we've actually had a string of releases, uh, pretty consistent, um, delivering new features. So we try to tie not the integration with the platform. Customers have told us really very early on that they, they don't just want to play with the technology. They want to figure out how to, how to envisage a production quantum computing service, how it might look, you know, in the context of a broad cloud platform with AWS. So we've, uh, we launched some integration with, uh, other AWS capabilities around security, managing limits, quotas, tagging resources, that type of thing, things that are familiar to, uh, to, to, to current AWS users. >>Uh, we launched some new hardware. Uh, all of our partners D-Wave launched some, uh, uh, you know, a 5,000 cubit machine, uh, just in September. Uh, so we made that available on bracket the same day that they launched that hardware, which was very cool. Um, you know, we've made it, uh, we've, we've made it easier for researchers. We've been, you know, impressed how many academics and researchers have used the service, not just large corporations. Um, they want to have really deep access to these machines. They want to program these things at a low level. So we launched some features, uh, to enable them to do their research, but reinvent, we were really focused on two things, um, simulators and making it much easier to use, uh, hybrid systems systems that, uh, incorporate classical compute, traditional digital computing with quantum machinery, um, in the vein that follow some of the liens that we've seen, uh, in machine learning. >>So, uh, simulators are important. They're a very important part of, uh, learning how to use concepts, computers. They're always available 24, seven they're super convenient to use. And of course they're critical in verifying the accuracy of the results that we get from quantum hardware. When we launched the service behind free simulator for customers to help debug their circuits and experiments quickly, um, but simulating large experiments and large systems is a real challenge on classical computers. You know, it, wasn't hard on classical. Uh, then you wouldn't need a quantum computer. That's the whole point. So running large simulations, you know, is expensive in terms of resources. It's complicated. Uh, we launched a pretty powerful simulator, uh, back in August, which we thought at the time was always powerful managed. Quantum stimulates circuit handled 34 cubits, and it reinvented last week, we launched a new simulator, which actually the first managed simulator to use tensor network technology. >>And it can run up to 50 cubits. So we think is, we think is probably the most powerful, uh, managed quantum simulator on the market today. And customers can flip easily between either using real quantum hardware or either of our, uh, stimulators just by changing a line of code. Um, the other thing we launched was the ability to run these hybrid systems. You know, quantum computers will get more, no don't get onto in a moment is, uh, today's computers are very imperfect, you know, lots of errors. Um, we working, obviously the industry towards fault-tolerant machines and Fernando can talk about some research papers that were published in that area, but right now the machines are far from perfect. And, uh, and the way that we can try to squeeze as much value out of these devices today is to run them in tandem with classical systems. >>We think of the notion of a self-learning quantum algorithm, where you use a classical optimization techniques, such as we see machine learning to tweak and tune the parameters of a quantum algorithm to try and iterate and converge on the best answer and try and overcome some of these issues surrounding errors. That's a lot of moving parts to orchestrate for customers, a lot of different systems, a lot of different programming techniques. And we wanted to make that much easier. We've been impressed with a, a, an open projects, been around for a couple of years, uh, called penny lane after the Beatles song. And, um, so we wanted to double down on that. We were getting a lot of positive feedback from customers about the penny lane talk it, so we decided to, uh, uh, make it a first class citizen on bracket, make it available as a native feature, uh, in our, uh, in our Jupiter notebooks and our tutorials learning examples, um, that open source project has very similar, um, guiding principles that we do, you know, it's open, it's cross platform, it's technology agnostic, and we thought he was a great fit to the service. >>So we, uh, we announced that and made it available to customers and, uh, and, and, uh, already getting great feedback. So, uh, you know, finishing the finishing the year strongly, I think, um, looking forward to 2021, you know, looking forward to some really cool technology it's on the horizon, uh, from a hardware point of view, making it easy to use, um, you know, and always, obviously trying to work back from customer problems. And so congratulations on the success. I'm sure it's not hard to hire people interested, at least finding qualified people it'd be different, but, you know, sign me up. I love quantum great people, Fernando real quick, understanding the relationship with Caltech unique to Amazon. Um, tell us how that fits into the, into this, >>Uh, right. John S no, as I was saying, it's it's early days, uh, for, for quantum computing, uh, and to make progress, uh, in abreast, uh, put together a team of experts, right. To work both on, on find new use cases of quantum computing and also, uh, building more powerful, uh, quantum hardware. Uh, so the AWS center for quantum computing is based at Caltech. Uh, and, and this comes from the belief of AWS that, uh, in quantum computing is key to, uh, to keep close, to stay close of like fresh ideas and to the latest scientific developments. Right. And Caltech is if you're near one computing. So what's the ideal place for doing that? Uh, so in the center, we, we put together researchers and engineers, uh, from computer science, physics, and other subjects, uh, from Amazon, but also from all the academic institutions, uh, of course some context, but we also have Stanford and university of Chicago, uh, among others. So we broke wrongs, uh, in the beauty for AWS and for quantum computer in the summer, uh, and under construction right now. Uh, but, uh, as we speak, John, the team is busy, uh, uh, you know, getting stuff in, in temporary lab space that we have at cottage. >>Awesome. Great. And real quick, I know we've got some time pressure here, but you published some new research, give a quick a plug for the new research. Tell us about that. >>Um, right. So, so, you know, as part of the effort or the integration for one company, uh, we are developing a new cubix, uh, which we choose a combination of acoustic and electric components. So this kind of hybrid Aquacel execute, it has the promise for a much smaller footprint, think about like a few microliters and much longer storage times, like up to settlements, uh, which, which is a big improvement over the scale of the arts sort of writing all export based cubits, but that's not the whole story, right? On six, if you have a good security should make good use of it. Uh, so what we did in this paper, they were just put out, uh, is, is a proposal for an architecture of how to build a scalable quantum computer using these cubits. So we found from our analysis that we can get more than a 10 X overheads in the resources required from URI, a universal thought around quantum computer. >>Uh, so what are these resources? This is like a smaller number of physical cubits. Uh, this is a smaller footprint is, uh, fewer control lines in like a smaller approach and a consistent, right. And, and these are all like, uh, I think this is a solid contribution. Uh, no, it's a theoretical analysis, right? So, so the, uh, the experimental development has to come, but I think this is a solid contribution in the big challenge of scaling up this quantum systems. Uh, so, so, so John, as we speak like, uh, data blessed in the, for quantum computing is, uh, working on the experimental development of this, uh, a highly adequacy architecture, but we also keep exploring other promising ways of doing scalable quantum computers and eventually, uh, to bring a more powerful computer resources to AWS customers. >>It's kind of like machine learning and data science, the smartest people work on it. Then you democratize that. I can see where this is going. Um, Richard real quick, um, for people who want to get involved and participate or consume, what do they do? Give us the playbook real quick. Uh, so simple, just go to the AWS console and kind of log onto the, to the bracket, uh, bracket console, jump in, you know, uh, create, um, create a Jupiter notebook, pull down some of our sample, uh, applications run through the notebook and program a quantum computer. It's literally that simple. There's plenty of tutorials. It's easy to get started, you know, classic cloud style right now from commitment. Jump in, start simple, get going. We want you to go quantum. You can't go back, go quantum. You can't go back to regular computing. I think people will be running concert classical systems in parallel for quite some time. So yeah, this is the, this is definitely not a one way door. You know, you go explore quantum computing and see how it fits into, uh, >>You know, into the, into solving some of the problems that you wanted to solve in the future. But definitely this is not a replacement technology. This is a complimentary technology. >>It's great. It's a great innovation. It's kind of intoxicating technically to get, think about the benefits Fernando, Richard, thanks for coming on. It's really exciting. I'm looking forward to keeping up keeping track of the progress. Thanks for coming on the cube coverage of reinvent, quantum computing going the next level coexisting building on top of the shoulders of other giant technologies. This is where the computing wave is going. It's different. It's impacting people's lives. This is the cube coverage of re-invent. Thanks for watching.

>>From around the globe, it's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>Oh, great. To have you with us here on the cube, as we continue our coverage of AWS reinvent 2020, doing it virtually of course, uh, out of a necessity as I'm sure all of you can appreciate we're joined now by Alex Sanchez, who is the head of cross GDC networks and Fujitsu and Fujitsu provider of global it services and solutions. And so their footprint, um, again, is, is around the world. Uh, Alex, thanks for joining us here on the cube. We appreciate your time. And, uh, I'd like to hear a little bit more about your role first off before we jump in and tell us a little bit about Fujitsu for those who might not be familiar with it. >>Thank you very much, Sean. I really appreciate it. Uh, well, uh, first, uh, let me start by providing some background on Fujitsu. We're a global it digital transformation company offering a full range of technology products, solutions, and services. Uh, we exist to keep our customer's business running and we strive to give the best possible experience across every customer touch point. My role as head of cross CDC networks, uh, makes me in charge of standardizing technology networks across our global delivery centers. And for the past couple of years, I have been working on the standardization of our contact center platform across all of our global delivery centers. >>Yeah, yeah. I mean, you mentioned global delivery centers, so let's, let's jump into that. Uh, first off, what are they, um, you know, how have you structured your business in that respect and, um, ultimately what kind of service or a solution are they providing to your customers? >>Absolutely. So our global delivery centers are interconnected, integrated global teams. Uh, we deliver a broad portfolio of standardized services, which includes cybersecurity workplace and much more. We're based out of, uh, eight different key countries. We serve customers in over 100 and uh, different countries and we provide support in over 40 different languages. Uh, we enabled, uh, those CDCs enabled us to consistently and resilient provide services to our customers, uh, 24 seven 365 days of the year. Uh, the service, uh, that we offer, uh, as, uh, for you to global delivery teams are constructed from fully standardized components. Uh, it allows us to, uh, be configured to meet our customer needs and deliver a flawless global consistency services. >>You just, you were just talking about multiple languages, right? You've got to deal with countries, uh, environments, uh, continents, uh, businesses with different needs of, of all, you know, all over the, over the map. If you might say that, um, how do you balance that? Or how do you approach that when you do have so many customers in a wide variety of venues with a wide variety of needs and yet, you know, you want to provide for them that exemplary service that they expect when they come to Fujitsu? >>Uh, well, yes, as I mentioned, uh, we strive to evolve our contact centers so that it meets that global need that global expansion. And we adapt to our customers' needs. Uh, we have our GDCs with teams that are engaged and enabled so that we can provide customers with, uh, the best customer experience we like to help our customers reimagine their employee experience. >>Yeah. You mentioned, uh, you're talking about the contact centers and I know that you're going through this major transformation right now, in terms of, of, uh, how they're operating, um, before we get into that and, and, and jump a little bit deeper into what you've already touched on, what was the problem before, or, you know, there's always a problem, right? We're always trying to solve something, make something better, put a little finer point on that in terms of, of what you were doing before, you know, where were we? >>Well, uh, if we get to this global delivery organization, uh, tries to build trust at every opportunity we aim to deepen our customer relationships by adding a value of mix, uh, of rock, solid delivery, innovation and collaboration. However, some of our previous systems, the net always offer us the functionality and flexibility that we needed to provide a diverse range of, uh, services to our customers and what they required. So that is the basis of our, uh, challenges and, uh, what we were striving to overcome. >>So you've, you've turned AWS, um, uh, again, Amazon connect, I know that, uh, that you've got widely deployed. What was it that, that attracted you to that in terms of finding the value in it, and then what kind of efficiencies and what kinds of improvement in your operations is, is connect providing you >>Well, uh, being able to, uh, think about the art of the possible adding value to our customers. Introducing next generation features, uh, our road with AWS connected started as a two month proof of concept, uh, with over 150 different agents initially supported out of one of those global delivery centers, providing support and services to, uh, one of the regions. So, uh, we started as a way to innovate and provide next generation functionality. >>Yeah. Proof of concept periods are always interesting, aren't they? Because you, you think you're going to find out some thing and, and you might, but then you sometimes find out something else, right. That, that you're like, okay, well, the, uh, there's another application here. There's another service here. There's another layer here. Um, what was it in that period of time for you then, as far as your takeaways that convinced you that, you know, this is right, this is good. We need this. And, and so we're going to jump in. Absolutely. So, >>Uh, I would say that one of those things is that we made marked improvements in our customer experience. We were able to rapidly onboard new agents and provide automated features, such as call recording sentiment analysis, integrated callback features. We were able to help our customers faster while simultaneously improving the service quality. >>Yeah. COVID, uh, has been, um, certainly wreaking havoc in, in every facet of life. Right. Um, no question personally, professionally unit, multiple industries. So how about the impact on your, in your world first off, just from, from COVID-19, uh, how you've had to assess what your client's needs are, how you, what your needs are and, and first off, how you've, how have you balanced that >>In the past year? Yes, well, uh, Fujitsu was able to move, uh, 95% of our contact survey agents to remote work environment, equipped with the tools that they needed to provide, uh, services while remaining safe and productive. Our contact center agents and operations was not able to persist, but actually thrive during the COVID 19 pandemic and provide the much needed support that our customers were expecting and, uh, provided from, from us. How fast >>Was it, you know, I guess it required, what, how quickly did you have to respond? Cause, uh, you know, I mean, this certainly has caught a lot of, or caught a lot of people by surprise back in early March and April. Um, and I assume that that Fujitsu's no different, right? All of a sudden you have, uh, a pandemic on your hands and you've got to move nimbly and quickly. So just talk about that, if you would, that, that quick transformation that you had to make and in terms of responding to the >>Absolutely. So with AWS connect, we were able to automate and simplify the complex contact center flows that we had previously, a product of this is it's ability to now make ad hoc changes in seconds while avoiding multiple vendors to actually get those implemented. One example of this is that for you to help one of our customers move from 4,500 QS to less than 400 by actually doing call tagging attributes, instead of just creating independent flows for each one of those countries. And this mainly because of the needs from the operation to be able to quickly create reports based on countries and languages. Yeah. >>And I know you were involved or, and, and, and I might still be, I'm not sure a beta testing, uh, with some of the new, um, AWS connect features that were announced recently, you know, here at, uh, during re-invent what, what is, um, what's got you going there, you know, what, what, uh, what's caught your attention and what are you excited about seeing I go into practice on a, on a wider basis? >>Well, John, I would to say that introduction of ado list tasks has greatly helped us improve our agent productivity. We were able to see improvements of around 30% and we expect refine our customer experience even further by adding additional AWS integrations. >>Now, you mentioned, mentioned further, there's always a next step, right? Isn't there Alex. I mean, there's always, it's as good as you are now. You can't afford to sit still. I mean, that's the competitive nature of your landscape. So where do you see yourself in, in terms of rollouts in the future, or if there's an area that you think this is the next, uh, challenge for us, uh, in the, in the short term, what would that be? >>Well, that AC very good question for you to provide, uh, contact center services to around 300 diverse customers with agents speaking dozens of different languages. And we are continually looking to improve those services and experience for our customers, as well as our employees. We believe that if our employees are happy and safe and they have the tools that they need to do their work, that would result in an M in a much more improved, uh, service to our customers as such, uh, for you to source invest money, invest in heavily in the of transformation. Some of those elements would include a location agnostic delivery. This would actually allow us to create virtual teams with so employees working from Fujitsu offices while some will continue working from home. This approach will offer, uh, significantly and greater flexibility for our employees, as well as an improved efficiency of our services. >>Uh, the ability to introduce self service and automation by introducing, uh, virtual assistants, uh, robotics, uh, voice recognition, speech to text conversion, sentiment analysis. It will help us reduce the time it takes for agents or staff in repetitive tasks, allowing them to focus on the more important, uh, improvement, adding value to our customers. Being able to add, uh, tasks such as technology upgrades, uh, knowledge and data management, uh, that analytics business recommendations from our customers. This would then, uh, tied into what we're doing with improved planning, uh, as situation changes. And definitely COVID has been one example of that. Uh, Fujitsu needs to respond rapidly to ensure that we continue to provide support to all of our customers, uh, wrote a planning system, provides insights recommendations to help us deal with those changes as well as offering a level of flexibility for employees to align with their personal needs. And, uh, finally, and tying this up with those innovations that we're looking into, uh, being able to take those into employee engagement. We're introducing a proof of concept with gamification on some of our contact center, uh, desks to provide employees with a rewarding environment that offers an increase, uh, find while also doing the work reinforcing behaviors and enhancing customer satisfaction while there's certainly, um, a new >>Order, a new world, right? In, in terms of how we have to operate in a business environment. And I think you hit a key word there it's flexibility, right? Ultimately giving your employees the flexibility to still do their jobs in a very productive environment and a safe environment is critical. And it seems like Fujitsu is committed to doing that. So congratulations on that and thank you for the time today. We really appreciate it. >>Thank you very much, Sean. And thank you for the opportunity.

>>From around the globe with digital coverage of AWS reinvent 2020, sponsored by Intel and AWS welcome everyone to the cube live and our coverage of AWS reinvent 2020. I'm your host Rebecca Knight. Today we are joined by Andre due for, he is the general manager of Amazon location service. Thank you so much for coming on the show. Andre. >>Thanks so much, Rebecca. It's a pleasure. >>So Amazon, AWS is announcing a Amazon location service in preview. Tell us a little bit more about what it does. What was the impetus for it? >>Of course. Well, Amazon location service is a new geospatial service that makes it easy for customers on AWS to integrate location information into their applications. And when I say location information, I mean a couple of specific things, mops points of interest places, and geocodes from trusted global high quality data partners. And one of the things that's really cool about Amazon location is we enable customers to access this high-quality data in a way that's incredibly cost effective. It's up to 10 times cheaper than some of the alternatives. And so what that means for customers is they can bring to life use cases that previously would have been inconceivable because they just weren't cost effective. Additionally, Amazon location takes privacy very seriously. And so, you know, customers have told us many times that they're, they're, they're very concerned about their location information, leaving their control. Whereas with Amazon location, we keep customer's location data in their AWS account unless they decide otherwise. And finally, what we've seen with customers who are using Amazon location is they're able to move from experimentation with location ideas, to scale production, much more quickly than they otherwise could have because it's a native AWS service. So we're so excited to be announcing this >>Well, you just mentioned cost privacy scale production, three things that are definitely on customers' minds right now. Tell us a little bit more about these use cases. How are customers using it? >>Yeah, that's a great question. I think it's often easiest to understand the capabilities through the lens of a use case. Now it turns out location in, in more and more customer conversations is pervasive across a bunch of different use cases, but I'll touch on maybe just for today. So one thing that we're seeing customers commonly using location for is location-based customer engagement. And so what that means is including a location component, when you are reaching out to your customers with timely offers. So for example, when they're in close proximity to one of your retail locations, sending them an offer tends to increase their satisfaction and their conversion an additional use case that Springs to mind immediately in many of the conversations is using maps for striking visualizations of data, either showing a route between two points or dropping location pins on a map in order to enhance the visual understanding of subject matter. >>Additionally, customers tend to use Amazon location for asset tracking. They want to know where their things are in the world and be able to reason over that both in real time in order to make decisions or retrospectively in order to optimize or to audit. And additionally, um, customers also use us in end to end delivery use cases, be it last mile delivery for, uh, goods that were ordered online or, uh, food delivery, which of course is, uh, increasingly prevalent these days. And so, yeah, you know, one of the customer examples that I think is especially compelling here because it touches on a couple of these is a company called Singleton solutions and their product is called mobile log. Uh, it's effectively last mile as a service in the cloud. And what it lets customers do is manage the logistics of a delivery business. And so what mobile log and Singleton have been able to do is retire a lot of the custom code that they had built because nothing was really available to meet their location needs. They were able to consolidate their location infrastructure from multiple clouds onto just AWS, which simplifies their solution. They were able to move more quickly as they innovate on behalf of their customers. And they managed to reduce their costs while doing this by up to 60%. So I think it's a pretty cool example of what location can do for customers. >>What are some other industries and apps and applications that would benefit most from this affordable location data? >>Yeah, well, it's, uh, it tends to spend many different industries. So we're seeing a lot of uses as you can imagine in transportation and logistics and, and certainly that's, uh, an industry that's growing very quickly, um, government and public sector attempt to have a need to, uh, visualize a lot of information, uh, on, on maps. Um, we are seeing retail and folks interested in customer engagement. Um, it really is springing up everywhere and often B uh, the conversations kind of have a location component in disguise. For example, we were talking to a telecom service provider who is telling us, well, you know, I can save billions of dollars if I increase the efficiency of my truck rolls. Well, that's the location use case, right? If people are talking about, uh, actually one, one customer, uh, or a person who has used us in beta is post NL, and they're telling us, you know, if they can increase just the, um, loading factor of their trucks by 1%, uh, in, uh, over time, this is big dollar savings for them. And not, that's all about location and about optimizing, uh, the, the routing and dispatch of their vehicles. And so really it's springing up everywhere, but it doesn't always sound like a map or a geocode it's, uh, more of these business level considerations around optimization around moving faster and around serving customers more quickly. >>You mentioned a couple of, of industries and logistics areas where this is being used. What are, which customers are currently using Amazon location service? >>Well, so there are a couple that I, uh, I mentioned, so of course we're only just launching today. We've had a beta program, uh, and we have a couple of references that we can talk about publicly. So Singleton is the very first that we touched on, and this is a company that's operative in the delivery and, uh, dispatch logistics space. And so they they've been using us to, to advantage and, and have realized some pretty significant cost savings. Uh, the other company that's been, uh, experimenting with Amazon location, uh, again in sort of a similar space, but with a different geography is posted on owl. And so they're the number one, uh, e-commerce and delivery, uh, her postal logistics company in the Netherlands. And what, what they're actually using us for is to, uh, do asset tracking on their delivery roller cages in order to, uh, understand where they are in the world and make better decisions as to where they should be in relation to the demand. >>Andre, I want you to close this out here. And as you said, you launched today, you've been in beta, what is in store for 2021 with Amazon location service? What can, what can we expect? What can customers expect? >>Yeah, so we're, we're in preview today and it's an open preview, so people can, can just go to the console and directly use it. You don't need to sign up. And what we have to look forward to in the first part of 2021 is general availability of the service. And you can imagine that we'll be rolling that out over everyone regions, because there's significant demand for this all over the world. And then it's a fairly typical, uh, AWS motion where what we're going to do is listen, because 90% of our roadmap is compelled by customer requests. And so we'll be very attentive to how people are using the service, where they see additional opportunities for us to serve them better. And we will move with vigor on those. >>Great. And for customers who want to find out more, what, what should they do? >>Well, the easiest thing to do is to go to aws.amazon.com/location, and then, uh, check, check us out there and get started with the service today. >>Great, well, Andre do for, thank you so much for coming on the Cuba really interesting conversation. >>Thank you so much. It's been a privilege. >>I'm Rebecca Knight stay tuned for more of the cubes coverage of AWS reinvent 2020.

>>From around the globe, it's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>We continue our coverage here in the cube of AWS reinvent 2020, and we're now joined by guru Vasudeva, who was the chief technology officer at nationwide insurance and a good route. Good afternoon to you. Thanks for joining us here on the cube. Good news. Um, big announcement for you folks in terms of AWS and, uh, making that connection that you have even deeper and even broader going with AWS now is your preferred cloud provider. Um, let's just talk about, about making that kind of a commitment first off on your end. What were some of those key factors, those drivers that led you to say, okay, this is where we really want to sink our resources. >>Yeah. You know, uh, our journey with this that started almost, uh, two years ago, uh, and, uh, what we, uh, were looking for, uh, was a partner, uh, who is leading edge in the cloud capabilities, as well as the ones that are creating new services. Uh, and obviously AWS is definitely, uh, a great partner to do that. And then, uh, we also found that, uh, they have this, uh, AWS next program enterprise next program. So we, uh, found that to be pretty attractive as well, because it's not just about migrating the applications, but also modernizing them, uh, in a waiting. So they are, we're going to really give us not only the technical capability, but also access to talent and best practices. So we really entered into this partnership, uh, with AWS, uh, to do achieve all of the above. >>You know, there's, there's this, um, as you know, it's very popular or, or, um, uh, in Vogue, obviously it's talk about digital transformations, right? There are, women's going undergoing that is complete metamorphosis, uh, of your, uh, your VIT structure. But, but this is where you are. Uh, and you were already kind of in the, in the throws of this or in the midst of this, in terms of accelerating that process and refining that process, uh, what is AWS now bringing to your table and what did you want, what did you need from them to, to get you going a little bit quicker, maybe in the direction you were already going? >>Yeah. You know, one of the, um, like I will give you two answers. One on the technology side, they have got a huge array of services available in AI machine learning, data and analytics. So they're constantly, you know, weighting those things. So it makes it easier for us to really stitch together solutions that, uh, gives a better experience for our customers or for agents or our financial advisors, right. On the process side. Uh, what they really brought to about brought to bear is their own internal methodology for innovation. Uh, so they, uh, we've been able to really partner with our business partners and AWS to apply that methodology, uh, to really see, can we really do those kinds of things in an insurance company, right. And we have found that methodology to be of equal value. Hmm. >>You know, um, I mean, the fact is your portfolio is so broad or, or, or, you know, your arsenal, if you will, 2000 plus applications right here, are you guys up and running and you're moving a little less than half of them to AWS. I mean, this is a huge undertaking and the idea, obviously that to, to maintain business operations as usual. So tell us about that tight rope act. I mean, how, how do you manage that and keep business going, keep operations still humming. And in fact, you're already looking for new kind of efficiencies and new processes that make even a little sharper, a little leaner. Yeah. >>You know, uh, the approach that we took is it's a methodology that I've used with many of our, uh, transformations that I've had the opportunity to lead here at nationwide, uh, where we use a very methodical, repeatable process and we call it, we started with diagnostics. And then once you look at the diagnostics, you build a plan and then you execute the plan and then you go back and see, did it really give you the results and tweak the loop? Right. So our diagnostics methodology starts with looking at an existing application for us, for example, our claims system, uh, or our policy admin system, right. These are very critical systems for a company like us, and you can adjust, you know, migrate them and hope that it'll work out. Right. So instead we did a very methodical approach of diagnosing and saying, technologically architecture wise, what needs to change? >>What are the opportunities for optimizing them instead of just migrate them likewise, as it can really optimize it and migrated at the same time, how about security? What are the different things that we need to do on security wise? Right. And then last but not least is money, right. What does it cost for us on prime and can it cost cheaper? Uh, and if we really apply all of these different lovers, can we make it cheaper in the cloud? So we did all of those four different elements, and we found that methodology to be instrumental in our success story. This year, we migrated our claim system. We migrated our commercial lines policy, uh, admin system, or a personalized policy admin system, our nationwide.com and all of our financial services front ends. So it's a huge, like it's like the heart and soul of the company, uh, and they have, uh, gone extremely well. And we really attribute that to the methodical. I'm looking at all these dimensions. I don't know how you slept. >>I mean, th that, that is a, that's a full slate. Um, and to go back to the four points you were talking about earlier about, you know, the, the, the, the gains you got the last one that caught my eye or one that caught my attention, there was about the, the, uh, bottom line, the fact that you reduced costs that, that you did save money. So it is possible, uh, that this cloud migration, again, this is, uh, on a, uh, Archie overarching level. You can make this migration and go through this enormous transformation and, and still, >>So, yeah, add to the bottom line. Yeah. So the, uh, um, you know, many people these days, you read in the articles, Oh, well, cloud migration not necessarily saves you money, or that's not the real reason to do it. I didn't really want to accept that as an answer. Instead, what we really said is we want it to be better, faster, cheaper, all of the above, right. So we have challenged ourselves to say, um, what would it cost if we were to really keep it on prem and can, what changes we need to make in order to get the efficiency? For example, our claim system, if we were to migrate it like for lying, it would have cost us 25% more to run in the cloud. We said, no, we're going to tweak how we have architected, uh, how many, uh, how much storage we need, what kind of things we provision? Uh, so we changed the architecture and the underpinning and the engineering, and we were able to find that our 20% savings, right. So if you think about it, that's like a 45% swing. Uh, if we had not done the diagnostics after the migration, I would've been like, Oh my God, it actually costs us more money. And that we couldn't really do what what's been the >>Th the big gain in terms of, you talked about claims. So obviously it heart and soul of your company, insurance policies, both on the commercial and the residential side, or the, you know, the personal user. Um, >>I mean, what, what's been the biggest, >>Uh, impact, if you will, in terms of your core business, and then introducing these new technologies and these new efficiencies into the process, >>You know, uh, this year, uh, for us, uh, if you take a look at property and casualty companies like, uh, you know, insurance companies has been a very eventful year, not only with COVID, but also with all the other events that happened with the fires and the various tornadoes and so on. So when, uh, we have more claim volume, we can actually take our, uh, environment up and down seamlessly, right? We can add more capacity, very seamlessly. So that's a beast, uh, premise, if you will, off of the cloud is that you can actually consume more and you don't have to really wait for adding additional capacity. That part has actually worked out really well. And the reverse is true as well. We've been able to actually reduce capacity when we don't need it right on the base level. And on the more innovation level, we've been able to tap into AI machine learning kind of capabilities and stitch together, new experiences in our commercial line space, uh, to deliver, uh, new types of insights, new types of, uh, um, uh, solutions for our business partners. So we have been very pleased with how we've been able to stitch together solutions by kind of tapping into the various services that AWS bonds. >>Yeah, you were, you've been talking about, uh, all these, uh, tremendous innovations in terms of how you go about your business and how you do your business. And certainly you're realizing great benefit and gain from that. What about the other side, the, the, your customers, you know, millions of customers that you have, and as you said, experiencing a number of challenges this year to say the least, but at the end of the day, what has been the bottom line or what is going to be the bottom line for them, >>For them? Um, uh, our, uh, kind of, uh, kind of vision is completely transforming the customer experience that we provide them, uh, by digital capabilities, right? So they should be able to get to any answer that they want, whether it's beyond their cell phone or their computer, and to do that, uh, to provide that kind of service. Uh, I think these kinds of technologies actually enables us to really deliver that kind of a digital transformation. >>What about the security side of all this? Uh, I know that's part of your, of your concern too. I mean, it's certainly an area that that is receiving, uh, and understandably a lot of attention these days in terms of, uh, providing more secure solutions and, and, uh, making sure that there's customer data, which is so precious is protected. Um, in terms of all this activity that you're doing, you've got to put in that layer of security on top of that, right. Which is paramount to your success these days as a company, what kind of focus have you maybe reconfigured in that respect now with regard to security and your customers and, and your operational security too? >>Yeah. So, you know, in the diagnostics methodology that I talked about, security is one of those dimensions that we looked at, how do we secure the information on prem versus in the cloud? Uh, they're not like for, like, we need to apply different techniques, sometimes different technology. Uh, so we built that in from the beginning. And then, uh, the great thing is, you know, we have also learned a lot by working with Amazon, uh, about, uh, how do they do it? In-house right. I mean, they obviously run the biggest if you will, online, um, shopping capability out there and how did they do it? So that's the other kind of access to talent. That's been really helpful. Uh, and we look at this constantly, it says something, it's something that's evolving as new threat actors come on, board or new techniques of attack comes on board with constantly evaluating and making sure that we are fine tuning that security, whether it's on-prem or in the cloud. >>What of your headlights hit it now, when you look down the road, uh, I know you're, you're not done with this by any means. Uh, uh, I certainly understand that, but in terms of the next 12 to 18 months, uh, what kind of progress do you want to make and where do you think that you're gonna, you're going to have to where you want to make it the most? >>So on the, uh, on the efficiency side, uh, we've got a pretty big goal, uh, to reduce our expenses, uh, by hundreds of millions of dollars, we spent well over a billion dollars on technology every year, uh, and our cloud migration and optimization is definitely a key lever that we are, you know, uh, pulling. And so for me, uh, B have a target of, um, uh, applications that we wanted to, uh, one of migrate to the cloud and we will be done with 32% of them by the end of this year. And now they're 30 to 32% next year. So we've got ways to go, but in the next couple of years, we would be well on our way to really migrating what we want to migrate to the cloud. So that's definitely a big focus area while delivering savings on the innovation. Go ahead, please go ahead. Yeah. On the innovation side, uh, I think there is so much more to be done, whether it be internet of things or providing new, uh, offerings for our customer, for our agents, for financial advisors. Uh, so there are so many new things that we can do. And now that we've got a repeatable pattern for migration, our energy is going to really shift towards those more innovation, more new and additional experiences. That's where our energy is going to really shift. >>Well, you took a big step today, certainly with the announcement. I know the AWS partnership is one that you put a lot of value on. It certainly has been successful for you, and we wish you all the continued success as well as you, uh, head on into 2021. Thank you for joining us here today. Thanks John.

>>From around the globe, it's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>We continue our coverage here on the cube of AWS reinvent 2020 I'm John Wallace, glad to be with you here and glad that you've joined us for an important discussion. You know, a lot of companies and many industries are making a very concerted effort toward promoting greater diversity and inclusion within their various workforces. And the renewable energy industry is certainly a big part of that movement. And here to talk about how AWS is supporting that and what the industry itself is doing. I'm proud to and pleased to welcome three guests. We have Shannon Kellogg with us from AWS. He's the vice president of public policy for the Americas. Shannon, thanks for being with us here on the cube. >>You back. Thank you. And great >>Whetstone, who is the president and CEO of the American council on renewable energy. We're going to call it a core from here on out, and also joining us Colleen Pickford, who was the EVP at ACOR, and welcome to both of you. Glad we could have it here on the cube. Glad to be here. John's great. You bet. Absolutely looking forward to this discussion first off, Shannon, let me, let me turn it over to you. I know, uh, AWS had some fairly significant announcements, uh, very recently about renewable and, um, you know, launching that on, around reinvent 2020, if he would take us through that a little bit about that commitment and what exactly that news was all about. >>Well, thank you on, uh, Amazon overall, uh, made a very, uh, significant announcement, uh, last week of 26, uh, renewable energy projects around the world. Uh, so many of those here in the U S but also, uh, many of those, uh, internationally and, um, the announcements, uh, collectively last week, along with what we've already announced previously in renewable energy projects now makes us the largest, uh, corporate, uh, buyer of renewable energy in the world. And so we're really excited about that. Um, this is part of our longterm, uh, efforts, uh, to be a hundred percent renewable, um, in our, uh, uh, footprint around the AWS infrastructure, uh, footprint, uh, but also a part of the broader, uh, commitment that we have at Amazon, including around climate and sustainability. So, uh, we were really super excited about last week from now. >>Yeah. Can you give me an idea of the flavor of the projects? I mean, you're talking about more than two dozen, uh, and as you said there around the world, so I assumed pretty wide variety of impacts and, and of, uh, initiatives as well, but maybe just to give those watching at home and idea of what the scale at this point. >>Well, it's a mix of, uh, solar and wind, uh, projects. Uh, like I said, both in the U S and abroad. Um, we had previously announced, uh, uh, several, um, solar projects in the Commonwealth of Virginia. For example, with last week's announcements, we added more, uh, solar, uh, in Virginia, we had previously, uh, uh, announced, uh, wind projects in Ohio and we added more, uh, wind, uh, and, um, uh, you know, large scale utility scale projects in Ohio. And so we also included other States of course, are in the U S and in countries as well, including, uh, one of the first offshore, uh, projects, uh, offshore wind projects that we've done, uh, with, uh, in this case with, uh, off of the coast of Germany. >>All right, Greg, when you hear about that kind of commitment that AWS is making, uh, in terms of, uh, not only from a geographical standpoint, but from a variety of standpoint, we're talking about when we're talking about solar, um, I mean, what is, what stands out to you with regard to the, the impact of that kind of commitment and that kind of initiative >>Kale it's really impactful. It's such an impressive thing to be able to bring that many new renewable projects that are that big online in a single year, that the total amount of new clean generation is on the order of 4,000 megawatts. It wasn't that long ago. That would be a great year for the renewable sector as a whole in the United States. If you go back 10, 12 years. So the idea that one company is now procuring so much renewable power is phenomenally exciting, and we're just so proud of Amazon and it's big progress toward Amazon. So a hundred percent goal, uh, and really, uh, toward the broader effort to reduce greenhouse gas emissions rapidly enough to stay within shouting distance of what scientists say we need to do in order to protect our planet's climate. >>Right. Great point. Uh, Colleen, I know you made an interesting point recently, you were talking about the accelerated membership program, which is, uh, an initiative that you've just launched, uh, in terms of trying to create greater diversity and equity and inclusion within the renewable energy, uh, workforce, uh, AWS big sponsor of that, um, founding partner. Uh, if you would tell us a little bit more about that program, uh, and, and what you see is what you hope it's near term or short term impact might be. And then maybe the long tail of that, you know, what kind of impact you can have eventually? >>Yeah, absolutely a core like toward like many in our industry, we've been looking at how we can play a role in creating a more equitable and just future. Um, and we were lucky because we have board members who went during our normal boring board meetings, and we're looking at our membership, asked me, they said, what are you doing to bring more diversity into a core membership? And I had to say, not enough, and that's really the Genesis for the accelerate program. And we were really fortunate to have Shannon and Amazon and our other board members work with us to develop a program that will create opportunities for companies that are owned or led by women or people of color to access a core in all of our benefits for two years and create additional resources for them to really grow their businesses in a way that they may not otherwise be able to. >>Yeah. Shannon did point out that you are board members, Colleen just, just mentioned, um, uh, of a core. What is it about this particular initiative that you think that has peaked the AWS entrust? >>This is Colleen said, uh, we were discussing at the board level, you know, ways that we could, um, do more as a or, uh, in this companies in this sector, promote diversity and inclusion. And we were brainstorming one day and came up with this, uh, with this idea, you know, it's, I'm really excited about it because, um, we're basically going out and offering a core membership and other services, uh, to entrepreneurs and small businesses in the sector led by, uh, minorities and, um, uh, women leaders. And this is just a fantastic opportunity to assist companies and organizations that are just getting started, uh, in an encourages innovation and encourages obviously diversity and inclusion. And so we're super excited about this effort. >>Is this, is this something that you can direct toward a company of any specific size? I mean, Shannon just touched on it, small business, um, but is, is this applicable? The, the, the accelerate program is this geared toward just the small businesses, larger >>Turn in Britain. Uh, we want to bring more diversity in the sector. We want to help. And it's really the smaller companies that need assistance and making those connections and participating, uh, and gaining the access, uh, and maybe mentoring pro bono services. Uh, we want to help those small companies become bigger, grow this sector and, and help enhance the diversity, the leadership in this sector from underrepresented communities. We want, you know, like much of the economy we recognize the renewable energy sector does not yet look like America looks and that's something we're all fighting to achieve. And it's, uh, incredibly helpful to have an Amazon is really the founding supporter of this program. And after Amazon stepped up, uh, seen a number of other companies join in and helping make this a reality. And we've got a lot of momentum now, very excited about the accelerate program. >>Colleen, I like to hear a little bit more from you on the partnership with AWS in general. Um, I know this isn't the first time that you all have partnered together. So if you would maybe fill in some of the blanks about that history that led us to this initiative, and then for them being the one of the founding partners along with the Berkshire Hathaway foundation. >>Sure. I mean, Amazon's been a member of our board for a number of years now, their commitment to the industry is clear and, you know, Shannon and his whole team actively participate across a core providing us with guidance and with insights like these. I think when you look at what we've done with the accelerate program, you know, it's not the first stop for a new small company organization like eight core, but we can have a measurable impact on their go to market strategies and their ability to grow their business. And Shannon and Amazon gave us that insight and they gave us some additional insights about what we could provide through the accelerate program that could really help make a difference for those companies. >>Hmm. You know, Greg, um, if I could just flip the script just a little bit here or, or, uh, get you back on to the discussion about climate change in general. I know that's just obviously, uh, the, the, a key driver to your organization's mission. Just your thoughts about, you know, where we stand, that you talked about trying to be within shouting distance of certain goals. I know there's been discussion about United States for joining the Paris accord, um, and committing to voluntary, uh, uh, emissions controls, just, I mean, where are we in your mind in terms of, of trying to seriously address the problem >>We're behind? I mean, the surprising thing is the renewable sector has been growing at a booming pace. We had over $60 billion in investment last year and wind and solar power, uh, one of the most important economic drivers for the country. Um, we're going to end up despite all of the difficulties presented by 2020 with a pandemic, we're going to have record renewable energy growth in 2020, we're going to bust through the old record, which was about 23,000 megawatts. And we'll be more like 27,000 megawatts. So that's great, but to get our arms around the climate issue, we know we have to grow much more rapidly. We've set a goal at a core of achieving a trillion dollars and investment by 2030, starting when we launched that program back in 2018, uh, and we made a lot of headway, but we're behind. We need to be investing closer to 90, a hundred billion a year in order to see that growth in logging at growth at a much higher rate, we feel really optimistic about getting a tailwind from the new administration, the desire to build back that, or, uh, the clear focus on policies and that value the ability to generate power, to make our economy grow and grow dramatically without greenhouse emissions, without adding to, uh, climate change. >>So, uh, um, I'm optimistic we can get there, but we know we gotta step it up as much as we've been growing as successful as we've been. It's not enough. And we know that >>Colleen, how does your organization in ACOR trumpet that, um, I know you talked about the nexus of finance and policy and technology. Obviously policy is what, uh, is at the center of this particular discussion, but, but how, how can you in the coming year, especially, um, be a, a key driver in that discussion? >>Well, I think, you know, we bring together a really unique stakeholder group from all across the renewable energy industry. And we take those stakeholders and it gives us a magnified voice to share the message of what's needed to really drive more Watts of renewable energy onto the grid. And what are those barriers in policy to making that possible? So, I mean, that's really how we do it is we bring together the most unique group together, >>But we appreciate the work. Uh, no question about that. It is a dire need that needs to be addressed. And we certainly thank you for that. Uh, Shannon, we thank AWS for their support, not only of this initiative, but of all that you're doing around the world. And, uh, we certainly wish you all the best of success with the accelerate membership program and creating these better hiring opportunities within your industry. So thank you all very much for joining us here on the cube.

>>From around the globe, it's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>Oh, welcome back to the cube. As we continue our coverage of AWS reinvent 2020, you know, I know you're familiar with Moneyball, the movie, Brad Pitt, starting as Billy Bean, the Oakland A's general manager, where the A's were all over data, right. With the Billy Bean approach, it was a very, uh, data driven approach to building his team and a very successful team. Well, AWS is taking that to an extraordinary level and with us to talk about that as Matt Hearst, who was the head of global sports marketing and communications at AWS and Matt, thanks for joining us here on the queue. >>John is my pleasure. Thanks so much for having me. You >>Bet. Um, now we've already heard from a couple of folks, NFL folks, uh, at re-invent, uh, about the virtual draft. Um, but for those of our viewers who maybe aren't up to speed on that, or having a chance to see, uh, what those folks had to say, uh, let's just talk about that as an opener, um, about your involvement with the NFL and particularly with, with the draft and, and what that announcement was all about. >>Sure. We, we saw, we've seen a great evolution with our work with the NFL over the past few years. And you mentioned during the infrastructure keynote where Michelle McKenna who's, the CIO for the NFL talks about how they were able to stage the 2020 virtual draft, which was the NFL is much most watched ever, uh, you know, over 55 million viewers over three days and how they were unable to do it without the help and the power of AWS, you know, utilizing AWS is reliability, scalability, security, and network connectivity, where they were able to manage thousands of live feeds to flow to the internet and go to ESPN, to airline. Um, but additionally, Jennifer LinkedIn, who's the SVP of player health and innovation at the NFL spoke during the machine learning keynote during reinvent. And she talked about how we're working with the NFL, uh, to co-develop the digital athlete, which is a computer simulation model of a football player that can replicate infinite scenarios in a game environment to help better foster and understanding of how to treat and rehabilitate injuries in the short term and in the long-term in the future, ultimately prevent, prevent and predict injuries. >>And they're using machine learning to be able to do that. So there's, those are just a couple of examples of, uh, what the NFL talked about during re-invent at a couple of keynotes, but we've seen this work with the NFL really evolve over the past few years, you know, starting with next gen stats. Those are the advanced statistics that, uh, brings a new level of entertainment to football fans. And what we really like to do, uh, with the NFL is to excite, educate, and innovate. And those stats really bring fans closer to the game to allow the broadcasters to go a little bit deeper, to educate the fans better. And we've seen some of those come to life through some of our ads, uh, featuring Deshaun Watson, Christian McCaffrey, um, these visually compelling statistics that, that come to life on screen. Um, and it's not just the NFL. AWS is doing this with some of the top sports leagues around the world, you know, powering F1 insights, Buddhist league, and match facts, six nations, rugby match stats, all of which utilize AWS technology to uncover advanced stats and really help educate and engage fans around the world in the sports that they love. >>Let's talk about that engagement with your different partners then, because you just touched on it. This is a wide array of avenues that you're exploring. You're in football, you're in soccer, you're in sailing, uh, you're uh, racing formula one and NASCAR, for example, all very different animals, right? In terms of their statistics and their data and of their fan interest, what fans ultimately want. So, um, maybe on a holistic basis first, how are you, uh, kind of filtering through your partner's needs and their fans needs and your capabilities and providing that kind of merger of capabilities with desires >>Sports, uh, for AWS and for Amazon are no different than any other industry. And we work backwards from the customer and what their needs are. You know, when we look at the sports partners and customers that we work with and why they're looking to AWS to help innovate and transform their sports, it's really the innovative technologies like machine learning, artificial intelligence, high performance computing, internet of things, for example, that are really transforming the sports world and some of the best teams and leagues that we've talked about, that you touched on, you know, formula one, NASCAR, NFL, Buena, Sligo, six nations, rugby, and so on and so forth are using AWS to really improve the athlete and the team performance transform how fans view and engage with sports and deliver these real-time advanced statistics to give fans, uh, more of that excitement that we're talking about. >>Let me give you a couple of examples on some of these innovative technologies that our customers are using. So the Seattle Seahawks, I built a data Lake on AWS to use it for talent, evaluation and acquisition to improve player health and recovery times, and also for their game planning. And another example is, you know, formula and we talk about the F1 insights, those advanced statistics, but they're also using AWS high-performance computing that helped develop the next generation race car, which will be introduced in the 2022 season. And by using AWS F1 was able to reduce the average time to run simulations by 70% to improve the car's aerodynamics, reducing the downforce loss and create more wheel to wheel racing, to bring about more excitement on the track. And a third example, similar to, uh, F1 using HPC is any of those team UK. So they compete in the America's cup, which is the oldest trophy in international sports. And endosteum UK is using an HPC environment running on Amazon, easy to spot instances to design its boat for the upcoming competition. And they're depending on this computational power on AWS needing 2000 to 3000 simulations to design the dimension of just a single boat. Um, and so the power of the cloud and the power of the AWS innovative technologies are really helping, uh, these teams and leagues and sports organizations around the world transform their sport. >>Well, let's go back. Uh, you mentioned the Seahawks, um, just as, uh, an example of maybe, uh, the kind of insights that that you're providing. Uh, let's pretend I'm there, there's an outstanding running back and his name's Matt Hearst and, uh, and he's at a, you know, a college let's just pretend in California someplace. Um, what kind of inputs, uh, are you now helping them? Uh, and what kind of insights are you trying to, are you helping them glean from those inputs that maybe they didn't have before? And how are they actually applying that then in terms of their player acquisition and thinking about draft, right player development, deciding whether Matt Hertz is a good fit for them, maybe John Wallace is a good fit for them. Um, but what are the kinds of, of, uh, what's that process look like? >>So the way that the Seahawks have built the data Lake, they built it on AWFs to really, as you talk about this talent, evaluation and acquisition, to understand how a player, you know, for example, a John Walls could fit into their scheme, you know, that, that taking this data and putting it in the data Lake and figuring out how it fits into their schemes is really important because you could find out that maybe you played, uh, two different positions in high school or college, and then that could transform into, into the schematics that they're running. Um, and try to find, I don't want to say a diamond in the rough, but maybe somebody that could fit better into their scheme than, uh, maybe the analysts or others could figure out. And that's all based on the power of data that they're using, not only for the talent evaluation and acquisition, but for game planning as well. >>And so the Seahawks building that data Lake is just one of those examples. Um, you know, when, when you talk about a player, health and safety, as well, just using the NFL as the example, too, with that digital athlete, working with them to co-develop that for that composite NFL player, um, where they're able to run those infinite scenarios to ultimately predict and prevent injury and using Amazon SageMaker and AWS machine learning to do so, it's super important, obviously with the Seahawks, for the future of that organization and the success that they, that they see and continue to see, and also for the future of football with the NFL, >>You know, um, Roger Goodell talks about innovation in the national football league. We hear other commissioners talking about the same thing. It's kind of a very popular buzz word right now is, is leagues look to, uh, ways to broaden their, their technological footprint in innovative ways. Again, popular to say, how exactly though, do you see AWS role in that with the national football league, for example, again, or maybe any other league in terms of inspiring innovation and getting them to perhaps look at things differently through different prisms than they might have before? >>I think, again, it's, it's working backwards from the customer and understanding their needs, right? We couldn't have predicted at the beginning of 2020, uh, that, you know, the NFL draft will be virtual. And so working closely with the NFL, how do we bring that to life? How do we make that successful, um, you know, working backwards from the NFL saying, Hey, we'd love to utilize your technology to improve Clare health and safety. How are we able to do that? Right. And using machine learning to do so. So the pace of innovation, these innovative technologies are very important, not only for us, but also for these, uh, leagues and teams that we work with, you know, using F1 is another example. Um, we talked about HPC and how they were able to, uh, run these simulations in the cloud to improve, uh, the race car and redesign the race car for the upcoming seasons. >>But, uh, F1 is also using Amazon SageMaker, um, to develop new F1 insights, to bring fans closer to the action on the track, and really understand through technology, these split-second decisions that these drivers are taking in every lap, every turn, when to pit, when not to pit things of that nature and using the power of the cloud and machine learning to really bring that to life. And one example of that, that we introduced this year with, with F1 was, um, the fastest driver insight and working F1, worked with the Amazon machine learning solutions lab to bring that to life and use a data-driven approach to determine the fastest driver, uh, over the last 40 years, relying on the years of historical data that they store in S3 and the ML algorithms that, that built between AWS and F1 data scientists to produce this result. So John, you and I could sit here and argue, you know, like, like two guys that really love F1 and say, I think Michael Schumacher is the fastest drivers. It's Lewis, Hamilton. Who's great. Well, it turned out it was a arts incentive, you know, and Schumacher was second. And, um, Hamilton's third and it's the power of this data and the technology that brings this to life. So we could still have a fun argument as fans around this, but we actually have a data-driven results through that to say, Hey, this is actually how it, how it ranked based on how everything works. >>You know, this being such a strange year, right? With COVID, uh, being rampant and, and the major influence that it has been in every walk of global life, but certainly in the American sports. Um, how has that factored into, in terms of the kinds of services that you're looking to provide or to help your partners provide in order to increase that fan engagement? Because as you've pointed out, ultimately at the end of the day, it's, it's about the consumer, right? The fan, and giving them info, they need at the time they want it, that they find useful. Um, but has this year been, um, put a different point on that for you? Just because so many eyeballs have been on the screen and not necessarily in person >>Yeah. T 20, 20 as, you know, a year, unlike any other, um, you know, in our lifetimes and hopefully going forward, you know, it's, it's not like that. Um, but we're able to understand that we can still bring fans closer to the sports that they love and working with, uh, these leagues, you know, we talk about NFL draft, but with formula one, we, uh, in the month of may developed the F1 Pro-Am deep racer event that featured F1 driver, uh, Daniel Ricardo, and test driver TA Sianna Calderon in this deep racer league and deep racers, a one 18th scale, fully autonomous car, um, that uses reinforcement learning, learning a type of machine learning. And so we had actual F1 driver and test driver racing against developers from all over the world. And technology is really playing a role in that evolution of F1. Um, but also giving fans a chance to go head to head against the Daniel Ricardo, which I don't know that anyone else could ever say that. >>Yeah, I raced against an F1 driver for head to head, you know, and doing that in the month of may really brought forth, not only an appreciation, I think for the drivers that were involved on the machine learning and the technology involved, but also for the developers on these split second decisions, these drivers have to make through an event like that. You know, it was, it was great and well received. And the drivers had a lot of fun there. Um, you know, and that is the national basketball association. The NBA played in the bubble, uh, down in Orlando, Florida, and we work with second spectrum. They run on AWS. And second spectrum is the official optical provider of the NBA and they provide Clippers court vision. So, uh, it's a mobile live streaming experience for LA Clippers fans that uses artificial intelligence and machine learning to visualize data through on-screen graphic overlays. >>And second spectrum was able to rely on, uh, AWS is reliability, connectivity, scalability, and move all of their equipment to the bubble in Orlando and still produce a great experience for the fans, um, by reducing any latency tied to video and data processing, um, they needed that low latency to encode and compress the media to transfer an edit with the overlays in seconds without losing quality. And they were able to rely on AWS to do that. So a couple of examples that even though 2020 was, uh, was a little different than we all expected it to be, um, of how we worked closely with our sports partners to still deliver, uh, an exceptional fan experience. >>So, um, I mean, first off you have probably the coolest job at AWS. I think it's so, uh, congratulations. I mean, it's just, it's fascinating. What's on your want to do less than in terms of 20, 21 and beyond and about what you don't do now, or, or what you would like to do better down the road, any one area in particular that you're looking at, >>You know, our, our strategy in sports is no different than any other industry. We want to work backwards from our customers to help solve business problems through innovation. Um, and I know we've talked about the NFL a few times, but taking them for, for another example, with the NFL draft, improving player health and safety, working closely with them, we're able to help the NFL advance the game both on and off the field. And that's how we look at doing that with all of our sports partners and really helping them transform their sport, uh, through our innovative technologies. And we're doing this in a variety of ways, uh, with a bunch of engaging content that people can really enjoy with the sports that they love, whether it's, you know, quick explainer videos, um, that are short two minute or less videos explaining what these insights are, these advanced stats. >>So when you see them on the screening and say, Oh yeah, I understand what that is at a, at a conceptual level or having blog posts from a will, Carlin who, uh, has a long storied history in six nations and in rugby or Rob Smedley, along story history and F1 writing blog posts to give fans deeper perspective as subject matter experts, or even for those that want to go deeper under the hood. We've worked with our teams to take a deeper look@howsomeofthesecometolifedetailingthetechnologyjourneyoftheseadvancedstatsthroughsomedeepdiveblogsandallofthiscanbefoundataws.com slash sports. So a lot of great rich content for, uh, for people to dig into >>Great stuff, indeed. Um, congratulations to you and your team, because you really are enriching the fan experience, which I am. One of, you know, hundreds of millions are enjoying that. So thanks for that great work. And we wish you all the continued success down the road here in 2021 and beyond. Thanks, Matt. Thanks so much, Sean.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. Hello, everyone, and welcome back to the cubes. Continuing coverage of AWS reinvent 2020 Virtual the Cube Virtual. We're here covering the partner ecosystem and some of the new innovations coming from the reinvent community. Let's talk about something that anyone who drives a vehicle can relate to. Roadside assistance with me or Beth Davidson, chief marketing officer at a zero, and Raj borrows the vice president and c t o at zero folks, welcome to the Cube. >>Hello, nice to see you. >>So let's start with you. Maybe talk a little bit about your your mission, how you work with automakers. You've got, you know, a lot of good pipeline, their insurers and other others in the in the ecosystem. Tell us about the company. >>Absolutely. So for 50 years, we've been helping consumers with their cars. Um, that's what it comes down Thio. We know that one in three people has a roadside event every year on the way you think about that is, you know, if in three years you haven't had a roadside event, tick tock. You know, statistically, it's coming for you. We work with everybody. We work with the auto manufacturers. We work with the insurers. What we're trying to do is get closer to consumers. On the reason you may have never heard of a Gero is that's by design. Were white label. We work for our clients typically on. Do you know they trust us with their consumers? They trust us with their brands. Um, and we're just in the business of getting consumers back on the road. >>Thank you for that. So talk a little bit about how you approach this problem. I mean, you looked out roadside assistance, and you know, we can again all relate. Oh, am I up to date or at least the car? So there's gotta be some kind of 800 number in my glove compartment somewhere, right? So what was the state of roadside assistance before you guys got involved? And maybe we could get into sort of how you solve the problem. >>Yeah, I think that's a great question, Dave, as we look at roadside assistance, everyone things about picking up the phone number 800 number from the glove box compartment And over the years we have invested heavily on bringing a fully digital experience to our customers from insurance companies to AM. And when this Alexa opportunity came up earlier this summer, he said, Hi. How about taking that digital experience, adding, all the Alexa do goods goods about voice interaction, making it very interactive for the users to request that experience in a very normal consumer friendly, friendly were and brought that we integrated all those services got that whole uber like experience with for roadside assistance? >>Yeah. Now. So, Beth, you know, I reminded when, like the smart TV first came out, you had a type in right, and we're really getting spoiled now. It should be easy as a blink. Okay, so you're unveiling blink, you know, what's this service all about? >>So this service is about, you know, trying to get to consumers as easy as we can and getting removing the friction. Right? So what Rogers just talking about is again we asked consumers. We say, you know, imagine that tomorrow you went out and there was a flat tire on your car in your driveway. What do you dio? And universally, they pause and They're like, I don't know. I haven't thought about it, right. And then they start making up stuff. Like maybe I'm gonna go through the glove box. Maybe I'm going to go through my files. But wouldn't it be great if they could just kind of talked to the air and say, Alexa, what? Doe ideo and have it work for them, you know, And that's one friction. The second friction is consumers actually don't know their addresses or don't know it. Well, we joke around the office about the difference between saying you're on route one and Route one A is is the difference between 20 minutes of that tow truck getting to you in time. You know, these air points of friction that technology can help us with, you know, and then with payments even better, Right? So the fact that you can pay for this thing with Amazon pay and you don't have to worry about having cash for a driver or have a credit card. I mean, there's just so many points of friction that are reduced by using Alexa. >>Okay, so let's talk about the the integrations here in the technical aspects of how you put everything together and made it work, and we'll get into some of the cloud aspect >>Attack launched. We're asking users to tell what they want, and they can tell the whole address. They can get the address from the Alexa device. Or if it is Alexa Auto. The GPS will provide us the Latin belong. And we take that address and we get what kind of experience they want. Whether it is a flat tire, we're going to send somebody else to put despair. If it is a jump start, we're gonna put send somebody Thio jumps out the vehicle. So depending on that, we put pull all that information together, get this consent for the user to charge their an Amazon parrot card on profile, and then go So it's literally to come to sentences. And then we're on. We're on to sending you experience with some of the text messages that will allow you to truck tractor truck coming down to your driver. >>Now I'll show my age. So yeah, we've all I don't have all but I've been locked out of the car many times Now, in the old days, used to be able to get a coat hanger and pop it open. But so? So that people still get locked out of their cars. >>Yes, cars. More often than not, it's, you know, the key. Fob stopped working, right? Lost the battery of my key fob these days. But it's the equivalent. >>Alright, so All right, so right. What else do you guys do in the cloud? Do you use a W s for your own business? Maybe share with us some of >>the over the years. For the past 78 years, we have, uh, integrated and got all of our technologies into the AWS cloud. And we have now revamped and re innovated on top of those and create a new product lines. We have accident scene management. We do, um, handle automatic clash notifications for some of our partner customers. We dio dealer service appointments, so we do a lot of these things. And all of these are not possible without the amazing teams. 20 or so teams that we have across three continents working on 50 plus, uh, approved services on aws, uh, innovating around the clock, bringing these new innovations to our market. >>So, Beth, you were saying earlier that you, you know, want to reach out to the consumer. I mean, how do you market? Uh, you obviously go through through partners. And I'm curious system, What's your go to market and maybe how you're different from from others in the marketplace, >>right? Eso again because we're white label with most of the client side business that we do, we help our clients message better on DSO. We talked to them about how often you have to remind people that this isn't a one and done, um, on the skill store for Alexa. You know how we're different is you know, you don't aske much as I love the branding that we came up with blank roadside. You know, you don't actually have to use it. You don't have to say, Alexa, open my blank roadside. You could just say, Alexa, help me with my flat tire, which really helps cut out the fact that I actually need to market the brand like a traditional market or would have had Thio. But our biggest problem is how do you market something to someone in that moment of need, right? How do I How do I prime you to get you to think about it way, way before you ever actually have the problem. >>And how do you charge for the service? >>Eso It's it's a flat fee on did. It's better than what consumers would be able to get on their own. Or at least we believe so. But it is a flat fee for any kind of road service, so it's flat tire. It's dead batteries. It's winching you out. You know, it's it's all of those things. Um, that can happen to you that are just kind of those minor everyday mishaps. >>Okay? And so and so do I. How do I get it? Do I do I have tow hope that my you know, if I'm leasing a car that the auto has it, can I go direct? How doe I >>all direct? It's all direct. So you don't have to worry about an I d number membership number. You're just paying for it out of your Amazon account on. Do you know you don't have to worry about knowing your how many digit vin number. You know, none of that stuff. It's just one and done. >>Awesome. So, Raja, I wonder if you could talk a little bit about your your scale. Um, maybe I don't know if you can share any metrics and what What factors? The cloud generally and a W s specifically has has played and enabling that scale. >>Yeah, we have amazing number of integrations with our Fortune 100 insurance companies. Um, over 35 insurance companies and we have 100 and 70 b two b clients today, Um, and we integrate with them were deeply, um, uh integrated into the building systems into their coverage systems. And all of that is to be able to provide that sub minute sub second experience to our customers when they're calling in, uh, when they need the service. Um, right now we do over a billion AP A calls. As a result of these transactions, all these integrations or for quarter and all of these, uh, our third parties, service providers who go around the on the roads and provide this location information today off the tow trucks to us, all of these 8 8000 or so trucks extreme that information to us almost on every hour. So we bring all that information together on the AWS platform, stream it back shaded back in a very secure private manner back to the customers, right at the moment of need. >>Yeah, So I mean, without the cloud, you'd be backing up. You know, the servers to the truck to the loading dock. And it would just take so much longer toe spin up new products. I would imagine that you guys have a lot of ideas about new data products or new services that you can you can provide. Um, you probably I'm sure you can tell us what they are, But but in terms of the time, it takes you to conceive toe to get to the market. That must be impressed with the cloud. >>Yeah, it's a fraction of what it used to take years ago when we were not in AWS, right? And it also allows us to not to spend all this time on worrying about the same thing that you used to worry about for every project. Now you can actually think about how, what how you let be able to leverage new innovations that are coming in and actually improve improve the experience with some kind of intelligence that is added on, which makes the experience much smoother for people. >>Well, Beth will give you last word. But first of all, thanks for helping us make our lives even even better and more convenient. But bring us home. What's the last word here? >>So the last word is, you know, we dio we do 12 million events a year right now, right? And if you if you like math, it's 35,000 day. It's 20 for every minute, you know. And the work that that Rajan team have done to make the scalable means we're ready to do the next 12 million on. Do you know we know. We know there are consumers out there having those events. We just want to be there for you, you know, take care of that frustrating event on get you back >>on the road. Well, it's just, you know, having you there and being able to push a button and talk to a device is just It's a game changer. So thank you guys for coming on the cube and sharing your story really interesting. Yeah. All right. Thanks for watching. Keep it right there. You're watching the cubes coverage of aws reinvent 2020. We'll be right back right after this short break

>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>Hey, welcome back to the cubes. Live coverage here for re-invent 2020 Amazon web services. I'm John for your host with the cube. We are the cube virtual. Normally we're in person this year. We're remote because of the pandemic. It's a virtual event on both sides. Got a great guest here. Derek did a Scala vice-president of IOT at AWS. Um, Derek, did I get the name right last year? I think I got it right. Did a scholar, >>You still did a good ride last year and this year. It's exactly it's Greek. >>Great to see you. Um, keep alumni and last year's talk was phenomenal. Really a precursor to what you, you did this year and your keynote leadership session, which you just came off of. Um, really kind of extending the conversation around new news and announcements around what's going on in the complex system. That is the edge and or IOT, some really awesome announcements. So give us a quick overview of, you know, what was the main theme of the keynote. And then I got some specific questions on the news. >>Uh, so the main theme was connected. They transform tomorrow. And I think the idea was that, um, in order to do complex IOT solutions, um, which, which they are, as you said, complex systems you need in principle three different types of elements, software that runs on devices that you connect then services that you have in the cloud that you manage all of the devices and then, uh, technology like services again in the cloud that can make sense of data, um, so that you can do your business logic. And what I was walking the audience through was what is IOT? What are the use cases that we empower today? And then of course I have a bunch of, uh, new launches actually 19 launched new 19 very significant features at reinvent this this morning about what else can you do? And some of them hopefully we'll talk about today. >>Well, we don't have all that time ago to check out for the folks watching, go to the Amazon re-invent site, log in and watch the replays playing multiple times in different time zones and it's, and it's on demand. The thing that got me was impressive to me, I loved your talk. And one of the key news was this I, uh, AWS IOT core for low Rowan, which is fully managed service on AWS. One of the highlights of the, of the presentation. So this is interesting, right? So it's all this a whole nother way. It's kind of a disconnected kind of system. Then you've got fleet as well. You announced, but to what is a low Rawan, can you explain what that is? >>Ryan stands for long range wide area network, and it's a type of connectivity standard, um, which uses very little energy on devices. So think about your own level cellular or wifi, which are connectivity standards. Some of them are for high throughput, but if you have low data rates like for sensors and you want to have those sensors, um, having a lifespan of let's send 10 years for the same battery, then you need very specific standards. Don't require a lot of compute and Laura ran as one of those standards. And the other thing is as long range. So that means you can put sensors pretty far away. Um, you penetrates also concrete or, uh, normally basements, which you counted differently. So if you think about asset tracking or a large scale monitoring off of sensors, Laura van is the standard to go. It's also a similar technology that powers the sidewalk network for Amazon, which is a public offering that we have as well. And the announcement that we did is that we now have this technology fully integrated with AWS IOT core. So customers who want to spin up those Laurel when networks, they don't have to do it themselves. We do it for them. The only thing they need to do is just buy or acquire a specific gateway, which is also pre-certified in our device kind of. And every sensor that is Laura, when standard specific can immediately connect securely to the AWS IOT cloud. >>Okay. So two questions. One is use cases. What does this use for, and you mentioned long range, I'm assuming it's radio-frequency so there's a, uh, um, radio and design a battery power. I mean, how you drive those long rain signals and what are the use cases? I mean, it's just for like manufacturing, is it for like buildings? I mean, would it be, >>We'll use it for all of them? So I give you a great example. We had their compliance mate as one of our launch customers for one a Lang. And what they do is they put sensors in refrigeration units in restaurants, and they are typically agreeably big metal, shielded refrigeration units, and basements. And if you're trying to get what seller or 5g take your phone down in the basement, there's no reception anymore. But Laura ran because it's a low frequency. It can actually penetrate a concrete quite a bit. And because it sends very more data rates, because it only tells you the temperature instead of a streaming video and uses very little battery. So they can put the sensor in all of the refrigeration units and all of the rest ones. And you don't have to touch them for years to come. So that's, for example, one use case, or you want to asset tracking, you put those small little sensors, I don't know, on containers, on pallets and ship them all, all the country. So that's parts where you can more or less than how these assets. >>And so is like a base station. Is there an antenna? Is there a main antenna that goes for walls? It sounds like it's yeah. >>What'd you do your bite. What is called a LoRa LAN gateway? That is a gateway, which has, if you like, it's a mini base station that you can buy from multiple suppliers and partners of ours actually be pre-certified 13 of those with 13 different suppliers in our device, uh, catalog, and then you buy them and more or less, and then you just connect them directly to the internet because everything else, what we'll do, we'll just call this LoRa network server, which normally is the backend infrastructure runs. They're not in the AWS cloud. These gateways act as base stations. Think of them. It's like your wifi router in the home. It's then a LoRa gateway device, which then has a longer range than a wifi would have. And we don't talk about just a few meters used. So it's, it's much further along. I'd love to follow >>Up. I don't have a lot of time, but that was a fascinating announcement, really kind of core, uh, fleet hub and other one that got my attention. Um, this is managing IOT to AWS IOT devices from anywhere, from anywhere from any device. Give us quick tutorial on fleet hub, >>Really tough. So I would take coral, any managers, a lot of devices you have, as I said, more than half a billion devices now going, or end points as we call them through our service 70 months. And if you have so many devices, then you would like to understand, okay, is something going wrong? Is everything fine in order to do so? You can't just probe every single device who typically buy a, built an application that the motor shows you, this fleet management dashboards. And that's exactly what feed pump fleet have is with very little effort. Actually, an it administrator cannot click a button and it has these applications that everybody in the company can log in with their standard logins. And then they can see, okay, all the entire fleets, they see there's something wrong. It can identify issues and they can also do remediations like, okay, maybe reboot a device or make a firmware update or security tunnel into a more complicated device for troubleshooting. >>Awesome. And the other one, by the way, that's awesome. People love those dashboards. Sitewise edge software. This was interesting localizing data for developers to process their run visualization on a connected or disconnected scenario. This sounds really cool and relevant. What's the point? Yeah, >>Well Sitewise edge is for industrial customers. This is a really big deal. So imagine that you would like to optimize your main function. Um, our dedicated industrial services called Sightlines edge came to the gateway component, took all of the data out of the manufacturing plants into the cloud, where you could model them and you'd do cool stuff with it. Um, the problem is in very many of the scenarios, you don't want to sync all of the data to the cloud, or you can't send all of the data to the cloud. So customers were saying is okay, can I do all this good stuff that I can do in the cloud locally and DH even disconnected? And that's what we know. We launched the sideways. It's the same capabilities that you'd have in the cloud, which is not can run on gateways on outpost, on snow devices, which is data ingestion, data modeling, ETL metrics calculation. And you also have a dashboard application that we have in the cloud called side-by-side monitor. And the exact same application can run locally so that you can log in again, like with three tab locally in that URL. And you see what's actually happening with your equipment, all that it disconnected. >>Awesome. Great job there. Finally, the other one got my attention as James Gosling tweeted about the open source of green grass, which was awesome. He obviously he's a legend in the programming and systems world. Um, now works for AWS. You guys are getting all the great talent, um, Greengrass 2.0 at the edge. This is, uh, a new announcement. Take us through that. And obviously the open sourcing with Gosling involved pretty much >>Big deal. Oh yeah. So I don't know for everybody Greenglass alias besotted, reinvest, that's our runtime environment, which brings typical IOT core to the cloud from the cloud to the edge. It can be Lunda runtimes, including containers, including machine learning inferencing. And over the last few years, James and our team together, we were working actually to revamp this completely. It's a complete rewrite of the entire software that runs on the edge. It's no JVM based. It's not modular. And as you said, we just open-sourced it. So, um, there was an enormous effort into how can I modularize this because there are so many applications and sometimes you have a very powerful machine is what all the features together, or you have a much cheaper device where you said, Hey, you know what? I only want specific applications. And then how do you modularize this? And you also need a deployable at the edge of the past. You always needed the cloud in order to provision stuff. Now I can actually code and deploy all locally by doing that at scale. And of course, open sourcing. This is a pretty big deal because everybody can now inspect the code and you can extend it to whatever you would like it to ask. So >>What is someone going to do with the open source, given an example of some innovation, a bar raising activity app that someone could take with the, with the green grass open source, what would it be? What would you envision? >>So what you can do with green goes open source in the past. If you wanted to put it, for example, put on a very specific proprietary system and the past, we only shifted as binary code working from the next for example, but now I can see no one, I have a mix, so I have it a windows. So I want to have an Q and X on any type of operating system. And you can now have the code and therefore adopted yourself. You can also extend it if you'd like, because all of them, of course the short support is available. And then the modularization is that you can also build your own mind >>And it's an Apache license. So follows that >>Super easy. You can do whatever you like with a code, by the way, open sourcing, doesn't change anything to pricing when it's wherever. So you get the code, you do what you like with this Apache 2.0, not to be confounded. You have another open source, which is free. Artose, that's our real-time operating system. That's under the MIT license that they have. We also had some great news at reinvent. We have no long-term support for free, right? >>I think there's going to be a tsunami of innovation and creative thinking around the edge. Um, real quick, final comment edge is a complex system. One of the themes that reinvent this year is, you know, re re-imagined reinvent everything. Um, when you have complexity came in, complexity is the number one challenge that we're hearing from customers, your customers and people in the industry saying, we love it. It keeps getting better and better with AWS, but, you know, putting it behind the curtain of SAS and plot pass and it, I got to tame the complexity. What do you say to that? >>It's true, particularly in IOT, it's true because we need to somehow manage complexity from embedded software and hardware and fleet management. As we said, uh, clouds, capabilities, AI, it's really, really complex. If you try to muscle this all yourself. So that's why we try to integrate our offerings. I don't know whether you've realized we didn't announce any new services. All of our capabilities are part of what we have and trying to combine. So if you like, Sitewise edge is bringing sideways to the edge, but under the hood, it's using green grass in order to make the work freed up as well. Um, everything we've done in fleet hub is based on device management. Greenglass V2 itself is not under the hood using also device management for the fleet provisioning. So we try now to combine all of the dots, make it easier to access. And then as we set for this web applications, whether it's Sightlines monitor or from the top, you don't even have to be a developer anymore. You can more or less just directly access a dashboarding app and just see what's happening without that. You need to >>Turk exciting times, congratulations a lot more to dig into, um, tons of videos on demand on the re-invent site, of course, uh, comes to the cube and we got more coverage on siliconangle.com. Dirk. Thanks for your time. Congratulations. >>Can I just one thing which I would like to still denounce or people understand, communicate for everybody. If you go to amazon.com and look for AWS IOT, educate for $42, you can buy now a tiny little device. It's not about the device, it's about a curriculum. It shows you everybody can code. How do I use IOT? How easy it is and how do I do the invoice and the amount. So it's an awesome thing for students and everybody else who would like to understand how IOT works. So check it out@amazon.com. >>Okay. We'll get it out. Educate, check it out. Learn it's easy. Next level. Programming, complexity, Turk. Thanks for coming on. >>Appreciate it. I'm John >>Florio, host of the cube here. Eight hours coverage reinvent 20, 20 virtual. We are the cube virtual. Thanks for watching.

>>From around the globe. It's the queue with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS, and our community partners. >>Hello, and welcome back to the cubes coverage of ADFS reinvent 2020 it's virtual this year because of the pandemic we can't be in person normally would do in these interviews face to face, but we're here remote. I'm your host, John furrier. We're the cube virtual and we're here with Teresa Carlson, who is the chief and heads up the public sector business, uh, for AWS and also now has industries, which is a lot of the verticals and just continues to, um, have great leadership and continues to do well in the business. I Theresa great to see you for the eighth consecutive cube interview you've been on every year and we thank you for coming on big year this year. Thanks for coming on. Great to see you. >>Thank you, John. Thank you for having me. It's hard to believe it's eight years already. Wow, go ahead. >>Well, first of all, I want to say congratulations. Um, the first year you will run, you never wavered. You always had a North star. Um, you had the Amazonia and kind of way, um, you told us what you were going to do and you did it. The CIA came on board and the dots just connected. So congratulations this year more than ever, um, during your keynote. And re-invent, even though it was virtual, um, again, you're raising the bar on the theme leadership and making use of the data two major themes this year on your keynote because of the pandemic. And just because of the cloud computing benefits are all kind of coming together. You're helping more people than ever doing a more public service with cloud when it needs it. The most. This has been a big story. Share your, your reaction to that. >>Yeah. Well, John, thank you again for having me in your coverage of reinvent. It's been three weeks of, wow. I mean, three weeks we do one hour a day three, uh, that COVID, you know, we're still, we're still not dead, right? The vaccinations are out. People are starting to, I saw on the television yesterday here in the U S the first nurse that was vaccinated. Uh, but for us, I will tell you the data side of this piece during COVID has been huge. I mean, huge. It has been, you know, our customers have always said data is golden for them, right. Uh, but during COVID, we have actually seen the use of data, just go up like crazy and not just the use of it, but, um, I will say it's multiple data lakes that are used hydrating multiple data lakes and using that data to merge. >>So if you think about economic data and health data and putting those data sets together in a way that they have deeper understanding of what's happening within their community, their state, their, their, uh, their country. So we've seen emerging of data, uh, in a big way. If you think about the vaccinations themselves, uh, John, that wouldn't have been possible to move this fast without the use of scalable compute, processing and analytics in a way like no one has ever seen it. And, uh, it's, it's, it's pretty amazing. And I don't think we'll ever go back. And also I'll just say sharing of that data has changed. Researchers are now much more open to sharing that data air cord 19 a research site that we've done has thousands of researchers on it. Now, hundreds of thousands of views on it with people sharing research about COVID and think about that. I mean, research has always been held tightly, and now we're really starting to see them open up and share that data so that we can move much faster. >>I think doing that public service with the data has always been a killer idea. We talked about national parks being kind of open for the people over the years now, super computing and data. You guys do a great job doing that, but the other area that you're getting a lot of press on and, and rightfully so is an area that I know is close to your heart, as well as our mission, which is getting people trained up on cloud computing. And you've done this for years, but this year more importantly, with all the pressure and all the need, you guys have offered, offering a huge training skills training for 29 million people globally. I saw that on the news, I saw you on doing some TV interviews on this. It's been all over the press has been getting a lot of great buzz. Can you tell me more about what that is? >>Yeah. So part of my, when I picked up bear industry business units also picked up our training and certification organization that is ran by Maureen Lonergan. I know you've had Maureen on your show before too, and then I have education, which is run by Kimma Jarris in the U S and max, uh, Peterson internationally. And we are now we've merged so that we have a model that we can teach and train around the world in a much more scalable way that this announcement was about going into 200 Kemp countries and territories training, 29 million people by 2025 free do free skills training and making that available job through multiple different programs and scaling those. So we'll take the programs we have and we'll scale those app much more rapidly. And then now we'll also look for new programs that we need to run in parallel because that's what we do. >>We have to look around corners. Also make sure that we have the right programs and, you know, I've lived, I've lived, you know, they're all amazing, but near and dear to my heart has always been our AWS educate, which we started, uh, for ages 14 and up to at the university and high school level, to be able to start to bring on those cloud skills. Then we added badging and credentialing onto that. And from there, you can go into the air Academy, which you can actually get certifications as a solution architect. Uh, but we've, we've added so many more, uh, our program restart now, which has been really, which is about training. Those who are jobless or an underserved communities and socioeconomic depressed areas. Uh, and I love that program. I told a story about an individual in Boston who had opened a training center, a gym he's a fitness trainer, and he had to close it, uh, because you know, COVID, and he went through our 12 week. >>We restart training program and now has a job with a company there in Boston. And I just love those kind of stories where you know, that you're putting people to work. And I think for us, there's thousands and thousands of jobs around the world, just in any city, if you, if you search on cloud computing jobs open, I just looked in New York when I was on CNBC. I looked in New York and there are 10,000 cloud jobs just there in New York. And I just did a quick search. So there's always jobs, and we've got to make sure that we're skilling them so they can go now fill those jobs. And that will help us close that gap. Uh, John, which we still have a big one, uh, to get all the jobs filled that are out there. >>That's a great mission. And I got to say, it's super important because one is cloud computing. There's openings for this kind of new, the new paradigm, which is now mainstream and playing out on, in real time, as, as Andy was talking about, but also the global it markets being reshaped by cloud computing. So you have the intersection of those two, which is a new skill. You can't just take it and make a cloud. You've got to bring it together. So it's a great opportunity for someone to come into the industry and level up pretty quickly. You don't have to have the 20 years of experience to do this. It's you can come in instantly level up, have a great job. >>You know, it's the one thing John, I hear all the time around the world before from like when I would go and speak with university chancellors and presidents and just professors, they would say, Hey, you know, AWS, we need you to do the micro-credentialing along the way. And this was pre COVID when they said, we need to get your students want to work while they're in school. Well now more than ever, it's important. And we also, John Luke, just in September, over 800,000 women left the workplace. That is a trend that we do not want and we can not sustain. And so doing, you know, doing programs like this virtually that you can do self paced environments, intensive environments. We want to make, we want to make these programs fit for whatever the individual needs. So it's not just a one size fits all. We want to make sure that the programs that we're providing will fit the needs of the individuals doing the training. And I, I particularly am, uh, I want to push this with their, you know, inclusion and diversity of the individuals that we need to get into the workplace, but it is pretty alarming when you see that many women leaving the workplace, you know, when a choice is being made right now, we're seeing women take the brunt of that. And we want to make sure that they have the opportunity to work virtually train themselves and get those new jobs that are out in tech. >>Well, that's one of the questions I had for you. I'll just jump to that. Now I'll get back to some of the other ones, but the customers that pivot to remote work and learning, uh, it's changing. And, you know, I was, um, riffing on an interview. Um, I think it was with one of your public sector customers, the future of work. And if you just think about the word work workforce, workplace workload work flows, the notion of work is now impacted. And you mentioned the diversity piece. This is an opportunity. So how should people think about this, uh, relearning? So we don't lose people and we actually get a net positive inbound migration to the workforce. >>You know, the flexibility I had, I did a fireside chat with Andrew Nooney. Um, he was the former CEO of PepsiCo and chairman, and is now on our Amazon board, uh, for re-invent. And she talked about, you know, being your authentic self, uh, curiosity, but one of her big points is women in the workplace. Uh, and she's gonna publish a new book soon, and it's going to be really focused on kind of equity policy, uh, areas of need that we have to focus on to make sure that we have at women being able to tackle both the home issues and being able to work and taking advantage of that plus 50%. And I would say the virtual opportunity is really fantastic, especially for, um, all levels of socioeconomic individuals, because you can work part-time full-time, you can work virtually. And I do believe while we all want to get back into the workplace. >>I think for me, I'm a social animal. I'd love to be there sitting beside you, John, you know, I think for a lot of us, we are, we kind of yearn to be back in the office, but there's also a lot that working from home, um, is, is much more achievable for them, right? Especially with childcare if school day, if it's a short day, because the schools and allowing flexibility with work is going to be really important and COVID has taught us that that is possible. My team did not miss a beat during COVID. I tell ya, it's like unbelievable. Our business, uh, has, has really kinda been on fire because public sector. And if you look at the other industries, I've picked up financial services, uh, energy and telecommunications and training and certification. These are all that had to keep going. Uh, governments were moving faster than ever. >>So our team was really busy. Um, I've had individuals asked me, well, how did you manage the downtowns? Like we didn't have any downtime. Like literally day one, we were like 24 seven and the teams were working with it pretty much every government around the world because COVID moved so quickly and all virtually. And I will have to say, John, I was really skeptical in the beginning about how is this? How, how are we going to do this? Um, but the teams really, we figured out how to operate. You know, you had to, it's a new muscle. You kind of have to build that virtual work muscle and figure out how you manage your day, how you fit things in. And then there's the point that people think you're always available because you are at home, right? So you can never, that you can't possibly not be available because you know, you're, you are sitting at home. And then there's the many times where people's cats walk across and kind of with their tail on their face. And that dog child were at REMS in with the diaper. And you know, it's all, you, you have to have grace and humor about all this. Sometimes T like you can't take everything so seriously. And perhaps we've learned that, um, work and life can blend a little bit more, right? That you can, you can have that when a lot of people, when they talk about work-life balance, now we have work-life harmony. >>You know, you and I have talked about this before. If you can tap whoever taps, the diversity of talent will always let me win the game and not just, um, diversity in terms of gender or background role. I mean, if you can tap the virtual space, you're a winner because there's talent out there that can be aggregated in, and there's no stigma associated with anything. So, you know, this is, I think Andy kinda, uh, expressed that to me. And, and he heard it in his keynote where he said, Hey, people are a square, but you can get more participation. I think that is a real positive, um, upside. And I love the perspective of this new muscle. I totally agree. You need to, you need to have that >>Square. I mean, we've, we've actually chatted. I don't know if we'll ever go back to having big rooms with people in it, because you have a voice, you have a face. And I do believe, especially for women, uh, John, who can not always speak up, it's an opportunity for them to have their own space. They ha they can have their own voice. All individuals cause centers. They have great ideas, but they don't always value them. So having, you know, when you, each person has their own square, you can actually kind of see, well, who's, who's has an opinion. Who's spoken up. Who, who do I want to call on here and ask them if they have an opinion? So I like the idea of everybody having their own space when you're having a meeting. If you have to be virtual, because you get lost in translation, especially if you have that large leader in the room and everybody else's around them, then sometimes they only kind of adhere to their voice. This is an opportunity for others to really have that pool. >>I was just, I saw a joke on Twitter from a friend that said, Hey, I run all the meetings now because I can mute people. So if someone starts talking, you're muted bye-bye. So again, this is a whole new muscle great stuff. Well, since you've, since you brought up your role, I know you have a new expanded role. Could you take a minute to explain what that is? Because I'm still not clear. I know you've been doing an amazing job. I've written about, uh, your initial successes, and now you continue to do well with public sector and believe me, I've exploding. I see it. We're reporting on it. Public service is changing with digital transformation, but these other things, what are you working on? What are the new areas? Yeah, so I >>Just passed my 10th year. I'm starting my 11th year and it's been like amazing building this public sector business. I, I, and our government customers. Wow. The innovation and education during COVID has been pretty off the charts, which I don't think I'll slow down. And then a few months ago I was asked to take on our, uh, our training and certification org and our evangelist in solution architecture org, along with the industry business units of, uh, finance, telecommunications, and energy. And then, uh, John, if you remembering June, I announced our aerospace and satellite industry business unit. So, uh, these are the ones that we have right now are very regulated. A lot of them are, you know, very closely aligned to regulated industry. Um, you know, there could be others that are not as regulated, but the ones right now, if you think about aerospace, satellite, financial services, telecommunications in, in, in energy. >>So they, for me, um, they're very, it can tell a lot of the work I've been doing in building public sector, because when I go into a country today, when my teams go in, we generally always have to work with these groups. So if you think about telecommunications, we have to go in and make sure that we're working on our networking, our connectivity, and we negotiate and work with those telco providers. Same with the energy companies, both large ones and small ones. We go in and we work to build a power purchasing agreements, you know, solar power, uh, renewable energy to power our data centers and make sure that we're giving back to the grid. So we have that partnership. And then in the financial sector, I've had our, uh, I've had all of our regulators anyway, like FINRA fed reserve. Um, I R S treasury. >>So I've already, I've always had all the regulators. So now working with the, uh, you know, the additional, the banking, the investment sector, capital markets, it's very, it's, it seems so natural if that makes sense. And now diving into the upstream and downstream stream of supply chain for both that energy and telco and what a fantastic time now for telcos with 5g. I mean, I've been saying for two or three years that I thought this would be a huge opportunity for telecommunications companies to actually look for new, uh, work streams for their customers. And I mean, edge, you know, now our connect or call centers that they can do and take advantage of that. So I'm actually really excited. Uh, John seeing seven of new opportunities and, you know, renewable the new energy, uh, startups that are out there, the things I'm seeing, power, solar, nuclear, um, and then seeing a lot of the larger energy companies take on these projects. It's a lot of fun. And, um, I'm very excited now to continue to meet those customers. I got to meet a lot during re-invent. I love their energy. Yeah. I love kind of learning about what they're looking to solve. And, and I'm also just looking forward to helping them, um, with the connections that we've already been doing in government. I think it's a really nice combination of working together. Now. >>I, I see it as, um, what you've done with public sector was take a partnership approach to an old standing industry, changed them quickly, get the transformation, build the relationships, get the successes and establish that transformation and this needed versus the organically developing, you know, stuff. That's going to be the cloud startups and whatnot. Those are going to use Amazon, but you're a transformational leader. >>John, if I could just save for a minute, if you think about re-invention, you're at re-invent and a lot of these are going through massive reinvention, uh, you know, again, 5g with telco renewables, uh, with energy and then financial services where everything is kind of moving to an online model and digital model with different types of currencies that they have to deal with. It's, it's really perfect for cloud and what we offer. So I think the opportunity, um, to dive in and really partner with these industries and aerospace and Salado. Oh my gosh. It's just, I have to say, I really do believe cloud computing is, um, the perfect kind of step forward with all these industries for reinvention and innovation, which they're all moving towards. >>Well, Theresa, you're a re-invention leader. Uh, we've covered it. And now we've got all new territory for you to work on. Um, bring your playbook, you know, people-centric partner results are charging Theresa, thank you for your time. Great to have you on. Great to see you. Wish you, we were in person in real life again soon. Thank you for coming on. >>Yeah, John, thank you. Happy holidays. I look forward to seeing you next year. >>Okay. This is the cubes coverage of AWS reinvented. We have Teresa Carlson, she heads up the public sector. She's the chief of the whole public sector, and now taking on other industries to bring that playbook, the reinvention to the industries, really a big part of the Amazon web services, vision and cultural change. That's going on with the pandemic reach rechanging and reformatting and refactoring industries. That's what's going on in the big picture and a lot of gay tech under the hood. I'm John for your host. Thanks for watching.

>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020 special coverage sponsored by AWS global partner network. >>Welcome everyone to the cube live covering AWS reinvent 2020. I'm your host Rebecca Knight. Today. We are joined by Joshua Virgin. He is the general manager at AWS outposts. Thanks so much for coming on the cube. Joshua, >>Thank you for having me. It's great to be here. >>It's great to have you, so tell our viewers a little bit about AWS, AWS outposts. >>Oh sure. It's one of my favorite subjects, obviously. So outposts is a service from AWS that allows you to use the same tools, technology, API APIs, programming interfaces that you do in the cloud, but install this and run it on your own premises or in a co-location facility. So it really extends the reach of AWS to far more locations than you could otherwise use it. >>So what are some of the advancements, uh, this year >>It's, it's been an amazingly busy year, even under unprecedented kind of circumstances where we've tried to turn the crank really hard and deliver value for our customers. We increased the number of countries you could order outposts in up to 51 countries. You can now connect outpost to all 22 AWS regions and our gov cloud regions, everything outside of China. And we delivered 15 new services or incremental features, including a S3 on outposts, which was the top thing that customers asked for, but also our application load balancer, Alasta cash, our relational database service RDS. Uh, you know, there's probably more than I'm missing here, but, um, you know, and we're definitely not slowing down in that regard. 2021 will probably be an even bigger year. >>So tell us a little bit about the, the response from customers since the launch of AWS outpost last year. What are, what are you hearing? >>Yeah, I mean, we're, we're hearing a lot, uh, I think we've been pleasantly surprised by the, the breadth and the depth of the customer use cases. One of the biggest things we heard from people was, you know, the, the outposts are great, but it's a, it's a full rack of compute or many racks of compute in some cases and storage, you know, their locations that people wanted to put it in that were smaller where their space constrained, maybe a restaurant or a factory floor or a small medical facility, uh, you know, a telco like a cell site. And so what we did based on that is something that we actually just announced in Andy's keynote. Uh, just a few days ago here, which is the new small form factor outposts that are one you and two use size, uh, servers. It's about the size of one or two pizza boxes stacked on top of each other. >>So that's even going to make outposts available to even more use cases, uh, you know, early on, uh, we kind of said to ourselves that it's important to kind of give people that consistent experience wherever they might need the compute and the storage and the other services. And so I've been, I've been really pleasantly surprised, as I mentioned earlier, by how many people have talked to us. We have customers like Phillips healthcare. They are, uh, they're bringing their medical imaging solution to outposts and it allows them to kind of modernize the way they deliver services to hospitals and medical research centers around the world. Something that really wouldn't be possible without having AWS everywhere. >>And that is much, much needed today. Um, tell us a little bit about more about this year in particular, you said it yourself at the beginning of our conversation, this is an unprecedented year for so many different reasons. How has the COVID-19 pandemic effected AWS outposts and how your team interacts with customers and, and gets your job done? >>Yeah, we, I think we have some unique challenges in that regard, obviously, as I mentioned earlier, AWS outposts are installed in a co-location facility or on a customer's own premises in a data center, you know, other things like that. So obviously we have to get our technicians out there to roll them in and hook them up to your network and, you know, to get them powered up. So that means that we are complying with, uh, COVID restrictions. And as I mentioned, 51 different countries. So there was even an install earlier this year at a mining location, uh, you know, far outside the U S where we had to get technicians working with, uh, local technicians from the customer following COVID guidelines, wearing protective gear, and actually installing the outpost, uh, you know, using kind of satellite conductivity and phones to phone home, and talk to us during the installation of course, cause it's not hooked up yet. So those are just kind of examples of the, the links to which we'll go to make sure that, of course we're safe, the customers are safe, but that they can kind of continue to modernize their application portfolio and get benefits from the outposts. >>And what are you hearing from clients and customers in terms of how they're thinking about their technology needs now and in the coming year? >>Yeah, that's a, that's a great question. I mean, it, it really varies by market segment. So you have customers like Ericsson and Telefonica. They're going to be using outpost to, uh, kind of run their 5g packet core technology, Abe it's, it's gotta be run at the edge right there, telcos, they need to minimize latency single digit milliseconds, or you might have a customer like Lockheed Martin. And what they've told us is they have projects that are subject to government contracts and regulations. And not only do they have of course compliance regimes, like fed ramp that they need to be aware of, but there's data residency requirements. So whether they're deploying in the United States or, you know, with our allies all around the world, the compute and the storage, they need to run in specific locations. So now outposts are going to be a key, uh, advancement and kind of a key differentiator for them in how they deliver services to their customers and still meet those data residency or compliance requirement. >>Joshua, tell our viewers more about AWS outpost ready? >>Oh, that's a, it's another thing I'm really glad you mentioned. So the outposts ready program, these are solutions from our APN and our Amazon AWS partner network that are, uh, validated and following our best practices on AWS outposts. They're certified to work and, you know, they're generally available to customers. And so it's a program where, you know, ISV and SAS providers can ensure that the technology that they provide that this third-party technology is going to work in the outpost environment. And there's, there's something about outposts that I think makes this, uh, a differentiator and uniquely valuable when I mentioned kind of that consistent hybrid experience. When you think about how outposts are deployed, you know, in a customer's data center, maybe alongside other technology they're already using. And so customers say, look, these AWS services are great, but I already use a variety of third party technology maybe from Veritas or trend micro Palo Alto networks Convolt size sense, PagerDuty, pure storage NetApp, or the, you know, the list is actually pretty extensive of what people are already using. >>And so they've said, you know, I do plan on using AWS services, but I also don't want to give up, uh, you know, what my team is already familiar with. So can you make sure that's going to work for me, whether I'm using it in the region or on the AWS outposts. And so the, the, the interest in kind of demand for this, both from customers and the enthusiasm from the partners has been off the charts. We started the program in just September, which is not that long ago, and we had 32 partners. And, uh, as of today we have an additional, uh, additional 25 partners, right? It's 57 partners, total 64 certified solutions. So that's a lot of momentum and just kind of a, a short amount of time. And I'm really happy that we can deliver that to the customer. >>So it does, it's already showing tremendous momentum. How do you think about it in terms of the primary benefits that it gives to customers and how it helps customers and partners, >>You know, in order to qualify, the solution has to be tested and validated upon, uh, against a bunch of, uh, criteria that we have very specific technical criteria, security requirements, operational, and, you know, they're, they're supported for customers with clear deployment guidelines. So, you know, the customers can kind of think of this as a guarantee that we're not just saying maybe this could work, but, but this will work. If you're already using it, it's going to continue to work in a way that's familiar to you. And again, that's important that consistent hybrid experience, whether you're using a solution from a third party or from AWS, whether you're using it in the region or on a local zone or in a wavelength zone, and some of our other kind of innovative infrastructure deployments or using it on an outpost, no matter where you're using it, it has to work the same way. >>And so this is something that customers have said, I want to be able to get up and running quickly. We had a customer riot games, uh, th they're the maker of league of legends, but also when they were launching their new game, Valerie hunt, uh, in, in June of 2020, they deployed outposts in four different locations to kind of ensure a level playing field in terms of latency and what they told us, uh, you know, very much like the service ready program is they were able to get up and running in just a matter of days once the outpost was deployed. And it's because we gave them those same API APIs, that same tooling. So I think that's really important for people and, you know, I hope we can continue to deliver on that promise. >>So to close this out here, I want you to look into your crystal ball and think ahead, 12 and 24 months, when you know, fingers crossed, things are back to somewhat more normal. Uh, what's in store for AWS outposts. >>Yeah. I mean, we're going to deliver on what we announced here at reinvent, which has the new small form factor outposts. And I think what we're going to continue to do is listen to customers. We develop outposts from the very beginning because customer said, could, could you deploy outposts in our, in our data center or, sorry, can you deploy AWS? And our data center didn't have a name back then. And so that's really the hallmark of AWS. You know, somewhere around 90% of our roadmaps are based on what customers tell us they want. And the other 10% is when we kind of look around the corner and hopefully delight people with something they didn't even know they needed. And I really hope for my team and that that's what 2021 and 2022 brings is more countries, more services, more value, more compliance, certifications, you know, all the things that people tell us they want. We're going to keep turning the crank as hard as we can. And delivering that as quickly as possible >>With the trademark Amazon customer delight. Yes, absolutely. Excellent. Well, Joshua, Virgin, thank you so much for coming on the cube. It was a pleasure having you. >>It was a pleasure talking to you. Thank you very much. >>I'm Rebecca Knight for more of the cubes coverage of AWS reinvent 2020 stay tuned.