>> Announcer: Live from Midtown Manhattan, it's theCUBE, covering Big Data New York City 2017. Brought to you by SiliconANGLE Media and its ecosystem sponsor. >> Okay, welcome back, everyone, to our live special CUBE coverage in New York City in Manhattan, we're here in Hell's Kitchen for theCUBE's exclusive coverage of our Big Data NYC event and Strata Data, which used to be called Strata Hadoop, used to be Hadoop World, but our event, Big Data NYC, is our fifth year where we gather every year to see what's going on in big data world and also produce all of our great research. I'm John Furrier, the co-host of theCUBE, with Peter Burris, head of research. Our next guest, Itamar Ankorion, who's the Chief Marketing Officer at Attunity. Welcome back to theCUBE, good to see you. >> Thank you very much. It's good to be back. >> We've been covering Attunity for many, many years. We've had many conversations, you guys have had great success in big data, so congratulations on that. But the world is changing, and we're seeing data integration, we've been calling this for multiple years, that's not going away, people need to integrate more. But with cloud, there's been a real focus on accelerating the scale component with an emphasis on ease of use, data sovereignty, data governance, so all these things are coming together, the cloud has amplified. What's going on in the big data world, and it's like, listen, get movin' or you're out of business has pretty much been the mandate we've been seeing. A lot of people have been reacting. What's your response at Attunity these days because you have successful piece parts with your product offering? What's the big update for you guys with respect to this big growth area? >> Thank you. First of all, the cloud data lakes have been a major force, changing the data landscape and data management landscape for enterprises. For the past few years, I've been working closely with some of the world's leading organizations across different industries as they deploy the first and then the second and third iteration of the data lake and big data architectures. And one of the things, of course, we're all seeing is the move to cloud, whether we're seeing enterprises move completely to the cloud, kind of move the data lakes, that's where they build them, or actually have a hybrid environment where part of the data lake and data works analytics environment is on prem and part of it is in the cloud. The other thing we're seeing is that the enterprises are starting to mix more of the traditional data lake, the cloud is the platform, and streaming technologies is the way to enable all the modern data analytics that they need, and that's what we have been focusing on on enabling them to use data across all these different technologies where and when they need it. >> So, the sum of the parts is worth more if it's integrated together seems to be the positioning, which is great, it's what customers want, make it easier. What is the hard news that you guys have, 'cause you have some big news? Let's get to the news real quick. >> Thank you very much. We did, today, we have announced, we're very excited about it, we have announced a new big release of our data integration platform. Our modern platform brings together Attunity Replicate, Attunity Compose for Hive, and Attunity Enterprise Manager, or AEM. These are products that we've evolved significantly, invested a lot over the last few years to enable organizations to use data, make data available, and available in the real time across all these different platforms, and then, turn this data to be ready for analytics, especially in Hive and Hadoop environments on prem and now also in the cloud. Today, we've announced a major release with a lot of enhancements across the entire product line. >> Some people might know you guys for the Replicate piece. I know that this announcement was 6.0, but as you guys have the other piece part to this, really it's about modernization of kind of old-school techniques. That's really been the driver of your success. What specifically in this announcement makes it, you know, really work well for people who move in real time, they want to have good data access. What's the big aha for the customers out there with Attunity on this announcement? >> That's a great question, thank you. First of all is that we're bringing it all together. As you mentioned, over the past few years, Attunity Replicate has emerged as the choice of many Fortune 100 and other companies who are building modern architectures and moving data across different platforms, to the cloud, to their lakes, and they're doing it in a very efficient way. One of the things we've seen is that they needed the flexibility to adapt as they go through their journey, to adapt different platforms, and what we give them with Replicate was the flexibility to do so. We give them the flexibility, we give them the performance to get the data and efficiency to move only the change of the data as they happen and to do that in a real-time fashion. Now, that's all great, but once the data gets to the data lake, how do you then turn it into valuable information? That's when we introduced Compose for Hive, which we talked about in our last session a few month ago, which basically takes the next stage in the pipeline picking up incremental, continuous data that is fed into the data lake and turning those into operational data store, historical data stores, data store that's basically ready for analytics. What we've done with this release that we're really excited about is putting all of these together in a more integrated fashion, putting Attunity Enterprise Manager on top of it to help manage larger scale environments so customers can move faster in deploying these solutions. >> As you think about the role that Attunity's going to play over time, though, it's going to end up being part of a broader solution for how you handle your data. Imagine for a second the patterns that your customers are deploying. What is Attunity typically being deployed with? >> That's a great question. First of all, we're definitely part of a large ecosystem for building the new data architecture, new data management with data integration being more than ever a key part of that bigger ecosystem because as all they actually have today is more islands with more places where the data needs to go, and to your point, more patterns in which the data moves. One of those patterns that we've seen significantly increase in demand and deployment is streaming. Where data used to be batch, now we're all talking about streaming. Kafka has emerged as a very common platform, but not only Kafka. If you're on Amazon Web Services, you're using Kinesis. If you're in Azure, you're using Azure Event Hubs. You have different streaming technologies. That's part of how this has evolved. >> How is that challenge? 'Cause you just bring up a good point. I mean, with the big trend that customers want is they want either the same code basis on prem and that they have the hybrid, which means the gateway, if you will, to the public cloud. They want to have the same code base, or move workloads between different clouds, multi-cloud, it seems to be the Holy Grail, we've identified it. We are taking the position that we think multi-cloud will be the preferred architecture going forward. Not necessarily this year, but it's going to get there. But as a customer, I don't want to have to rebuild employees and get skill development and retraining on Amazon, Azure, Google. I mean, each one has its own different path, you mentioned it. How do you talk to customers about that because they might be like, whoa, I want it, but how do I work in that environment? You guys have a solution for that? >> We do, and in fact, one of the things we've seen, to your point, we've seen the adoption of multiple clouds, and even if that adoption is staged, what we're seeing is more and more customers that are actually referring to the term lock-in in respect to the cloud. Do we put all the eggs in one cloud, or do we allow ourselves the flexibility to move around and use different clouds, and also mitigate our risk in that respect? What we've done from that perspective is first of all, when you use the Attunity platform, we take away all the development complexity. In the Attunity platform, it is very easy to set up. Your data flow is your data pipelines, and it's all common and consistent. Whether you're working on prem, whether you work on Amazon Web Services, on Azure, or on Google or other platforms, it all looks and feels the same. First of all, and you solve the issue of the diversity, but also the complexity, because what we've done is, this is one of the big things that Attunity is focused on was reducing the complexity, allowing to configure these data pipelines without development efforts and resources. >> One of the challenges, or one of the things you typically do to take complexity out is you do a better job of design up front. And I know that Attunity's got a tool set that starts to address some of of these things. Take us a little bit through how your customers are starting to think in terms of designing flows as opposed to just cobbling together things in a bespoke way. How is that starting to change as customers gain experience with large data sets, the ability, the need to aggregate them, the ability to present them to developers in different ways? >> That's a great point, and again, one of the things we've focused on is to make the process of developing or configuring these different data flows easy and modular. First, while in Attunity you can set up different flows in different patterns, and you can then make them available to others for consumption. Some create the data ingestion, or some create the data ingestion and then create a data transformation with Compose for Hive, and with Attunity Enterprise Manager, we've now also introduced APIs that allow you to create your own microservices, consuming and using the services enabled by the platform, so we provide more flexibility to put all these different solutions together. >> What's the biggest thing that you see from a customer standpoint, from a problem that you solve? If you had to kind of lay it out, you know the classic, hey, what problem do you solve? 'Cause there are many, so take us through the key problem, and then, if there's any secondary issues that you guys can address customers, that seems the way conversation starts. What are key problems that you solve? >> I think one of the major problems that we solve is scale. Our customers that are deploying data lakes are trying to deploy and use data that is coming, not from five or 10 or even 50 data sources, we work at hundreds going on thousands of data sources now. That in itself represents a major challenge to our customers, and we're addressing it by dramatically simplifying and making the process of setting those up very repeatable, very easy, and then providing the management facility because when you have hundreds or thousands, management becomes a bigger issue to operationalize it. We invested a lot in a management facility for those, from a monitoring, control, security, how do you secure it? The data lake is used by many different groups, so how do we allow each group to see and work only on what belongs to that group? That's part it, too. So again, the scale is the major thing there. The other one is real timeliness. We talked about the move to streaming, and a lot of it is in order to enable streaming analytics, real-time analytics. That's only as good as your data, so you need to capture data in real time. And that of course has been our claim to fame for a long time, being the leading independent provider of CDC, change data capture technology. What we've done now, and also expanded significantly with the new release, version six, is creating universal database streaming. >> What is that? >> We take databases, we take databases, all the enterprise databases, and we turn them into live streams. When you think, by the way, by the most common way that people have used, customers have used to bring data into the lake from a database, it was Scoop. And Scoop is a great, easy software to use from an open source perspective, but it's scripting and batch. So, you're building your new modern architecture with the two are effectively scripting and batch. What we do with CDC is we enable to take a database, and instead of the database being something you come to periodically to read it, we actually turn it into a live feed, so as the data changes in the database, we stream it, we make it available across all these different platforms. >> Changes the definition of what live streaming is. We're live streaming theCUBE, we're data. We're data streaming, and you get great data. So, here's the question for you. This is a good topic, I love this topic. Pete and I talk about this all the time, and it's been addressed in the big data world, but it's kind of, you can see the pattern going mainstream in society globally, geopolitically and also in society. Batch processing and data in motion are real time. Streaming brings up this use case to the end customer, which is this is the way they've done it before, certainly store things in data lakes, that's not going to go away, you're going to store stuff, but the real gain is in motion. >> Itamar: Correct. >> How do you describe that to a customer when you go out and say, hey, you know, you've been living in a batch world, but wake up to the real world called real time. How do you get to them to align with it? Some people get it right away, I see that, some people don't. How do you talk about that because that seems to be a real cultural thing going on right now, or operational readiness from the customer standpoint? Can you just talk through your feeling on that? >> First of all, this often gets lost in translation, and we see quite a few companies and even IT departments that when you talk, when they refer to real time, or their business tells them we need real time, what they understand from it is when you ask for the data, the response will be immediate. You get real time access to the data, but the data is from last week. So, we get real time access, but for last week's data. And that's what we try to do is to basically say, wait a second, when you mean real time, what does real time mean? And we start to understand what is the meaning of using last week's data versus, or yesterday's data, over the real time data, and that makes a big difference. We actually see that today the access, the availability, the availability to act on the real time data, that's the frontier of competitive differentiation. That's what makes a customer experience better, that's what makes the business more operationally efficient than the competition. >> It's the data, not so much the process of what they used to do. They're version of real time is I responded to you pretty quickly. >> Exactly, the other thing that's interesting is because we see it with, again, change of the capture becoming a critical component of the modern data architecture. Traditionally, we used to talk about different type of tools and technology, now CDC itself is becoming a critical part of it, and the reason is that it serves and it answers a lot of fundamental needs that are now becoming critical. One is the need for real-time data. The other one is efficiency. If you're moving to the cloud, and we talked about this earlier, if you're data lake is going to be in the cloud, there's no way you're going to reload all your data because the bandwidth is going to get in the way. So, you have to move only the delta. You need the ability to capture and move only the delta, so CDC becomes fundamental both in enabling the real time as well the efficient, the low-impact data integration. >> You guys have a lot of partners, technology partners, global SIs, resellers, a bunch of different partnership levels. The question I have for you, love to get your reaction and share your insight into is, okay, as the relationship to the customer who has the problem, what's in it for me? I want to move my business forward, I want to do digital business, I need to get up my real-time data as it's happening. Whether it's near real time or real time, that's evolution, but ultimately, they have to move their developers down a certain path. They'll usually hire a partner. The relationship between partners and you, the supplier to the customer, has changed recently. >> That's correct. >> How is that evolving? >> First of all, it's evolving in several ways. We've invested on our part to make sure that we're building Attunity as a leading vendor in the ecosystem of they system integration consulting companies. We work with pretty much all the major global system integrators as well as regional ones, boutique ones, that focus on the emerging technologies as well as get the modern analytic-type platforms. We work a lot with plenty of them on major corporate data center-level migrations to the cloud. So again, the motivations are different, but we invest-- >> More specialized, are you seeing more specialty, what's the trend? >> We've been a technology partner of choice to both Amazon and Microsoft for enabling, facilitating the data migration to the cloud. They of course, their select or preferred group of partners they work with, so we all come together to create these solutions. >> Itamar, what's the goals for Attunity as we wrap up here? I give you the last word, as you guys have this big announcement, you're bringing it all together. Integrating is key, it's always been your ethos in the company. Where is this next level, what's the next milestone for you guys? What do you guys see going forward? >> First of all, we're going to continue to modernize. We're really excited about the new announcement we did today, Replicate six, AEM six, a new version of Compose for Hive that now also supports small data lakes, Aldermore, Scaldera, EMR, and a key point for us was expanding AEM to also enable analytics on the data we generate as data flows through it. The whole point is modernizing data integration, providing more intelligence in the process, reducing the complexity, and facilitating the automation end-to-end. We're going to continue to solve, >> Automation big, big time. >> Automation is a big thing for us, and the point is, you need to scale. In order to scale, we want to generate things for you so you don't to develop for every piece. We automate the automation, okay. The whole point is to deliver the solution faster, and the way we're going to do it is to continue to enhance each one of the products in its own space, if it's replication across systems, Compose for Hive for transformations in pipeline automation, and AEM for management, but also to create integration between them. Again, for us it's to create a platform that for our customers they get more than the sum of the parts, they get the unique capabilities that we bring together in this platform. >> Itamar, thanks for coming onto theCUBE, appreciate it, congratulations to Attunity. And you guys bringing it all together, congratulations. >> Thank you very much. >> This theCUBE live coverage, bringing it down here to New York City, Manhattan. I'm John Furrier, Peter Burris. Be right back with more after this short break. (upbeat electronic music)

(exciting music) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're having a CUBE conversations at our Palo Alto studio, taking advantage of a little break in the conference season to catch up with some people, and a little bit of a quieter time's kind of nice. We're really excited to have our next guest. first time on theCUBE. He's Bob Glotfelty. He's the head of Supplier Success at Taulia. Bob, welcome. >> Thank you for having me. >> Absolutely. So for people that aren't familiar with Taulia give us a little information on what's Taulia all about. >> Yeah, so we're a financial supply chain company. And we help businesses get paid early when they need cash. So if you do business with a large buyer, you can use Taulia to receive money early, earlier than your normal net payment. >> So, cash flow is always important especially >> in small businesses. >> Bob: Always >> So why Taulia? What's different than if I just did factoring or went to my local bank or whatever? How do you guys fit and what's kind of your value of that service there? >> Yeah. So we work with really large brands common household names, Home Depot, Coca-Cola, John Deere, brands like that. And we allow them to offer early payment financing to their entire supply chain. So these big multinational companies, they have tens of thousands of suppliers, all of them looking for the ability to get cash when they need it. And for us it's just a click of a button away and you can get paid and get any sort of cash flow you need right then and there. >> Right. So you're obviously kind of a network >> Bob: We are. >> You're in between parties and generally it's a one way direction in terms of who's the supplier and who the buyer is for a particular transaction. So how do you go to market? You mentioned a bunch of big names, I assume there's a bunch of big name suppliers but also small suppliers. You're in charge of those suppliers' success. So how do you go to market? It's always the classic kind of network problem, chicken and egg problem, right? You need the customers to make the network work, but you can't get the network working until you have people on both sides. So how do you guys kind of solve that puzzle going to market? >> Yeah, so today we have over two million businesses >> Jeff: Two million >> Two million >> Jeff: I guess you solved the chicken and egg problem. >> We solved the chicken and egg. We see pretty good network effects at this point but the way we go to market is to first sell the very large brands. And they bring their supply chain onto our network where they can do invoicing and see the status of their invoices and payments, deliver purchase orders, any sort of financial transaction between the parties. But the real nugget of value is the ability to get paid early. So yeah, we have about 130 billion dollar plus companies that act as the payer for that early payment and their supply chains are pretty sizeable so that's how they get that number up to two million. >> And then you guys just take a little piece of the transaction I imagine. >> In some cases, yes. In other cases we do it for a subscription, but primarily yes. >> Okay. So it's interesting we've been having a lot of conversations about engagement and kind of lifetime value of the customer versus transactional. Obviously, a payment is a very transactional thing. How do you guys think of the world not purely in terms of transactional and try to get more of a deeper relationship with the customers? >> Yeah, so I think the piece there that you really want to think about first is who is our customer? It's really obvious that these big global brands are a customer of ours. They pay us. And we're taking a fee on that transaction. That makes sense. But a real shift that we did about two years ago was to really view the supplier as the customer in the equation and making their experience absolutely the best it can be and that shift has brought implications in terms of how we've gone to market and how we've serviced these companies. Some of them are huge. We have billion dollar plus companies that are receiving payments from other billion dollar companies. And then we have the flower shop down the road and they do four invoices a year and it's this full market from the biggest companies in the world to the smallest. All looking for cashflow on their own terms. And it's a pretty effective solution for everybody in that chain. >> So it's pretty easy to identify fortune 50, fortune 100, send a sales person out there and get it done. It's a completely different animal toward kind of the broad side of that supply chain network so how do you service them? How do you stay engaged with them? A lot of them, I'm sure, cannot support a direct sales effort. It's just too expensive for the transactional volume or the dollars going through the system. So how are you approaching them and as to your title, helping them be successful? >> Yeah, so you're absolutely right. If you have a small mom and pop shop they might have the highest need, but you can't afford to have a sales person call them and say, "Hey we have this great opportunity for you." So for them it has to be extremely low touch but really effective, really easy, really simple. And so for them they receive an email from us, log in, takes about 35 seconds and once they're in, they can see their invoices, take an early payment. We take all of the effort away for them. And it's so easy to do because we've worked with these large companies before that to get them live and pull all these invoices, all this information into our system and just make it really easy and self service. For the larger companies, we have one pair of buyer and supplier that transact over a billion dollars on our network and for them it's very high touch because, as you can imagine, that level of transaction.. You can have a lot of sales people calling. >> Right. So I got a lot of questions running through my head. But I'm curious, just on this billion dollar to billion dollar connection, again, what value do you add that two billion dollar entities couldn't just work out between themselves? >> So it's an interesting dynamic, right? So if you're billion dollar company A, and you're working with your customer, you want to get paid as soon as possible. You want your money on day one. I provide the service, pay me. A billion dollars over the course of a year, right? That's a lot of money >> Greg: That's real money. >> If you're the payer, well, what if I could just hold my billion dollars a little bit longer.. I get interest on that, I can invest that elsewhere, so there's working capital in play for both sides. And so there's this dynamic where both people want the money. One wants it now and one wants to pay it later. And we're the intermediary that makes that transaction seamless. >> Right. And it's interesting, we talked a little bit before we turned that cameras on is that you guys can add a lot more granularity in the transactional options that aren't traditionally offered beyond one or two or three kind of three percent, 15, net 30. You guys can kind of break that down to almost create a marketplace of what's the right number on a much larger continuum than just those two options. >> Yeah, so that concept is referred to as dynamic discounting. And it's different than a traditional early payment term in that, you know, you said three percent, 15, net 30, it's pretty expensive, but okay. On day 20, the invoice gets approved and you're not going to get paid til day 30. Well in that traditional term, you just wait. And on day 30 you make that payment at zero. But both parties could benefit if, on day 20, it could be a two percent discount or on day 25 a one percent discount so we use a sliding scale to say, this is the daily rate so if you get paid late or even before that day 15, the rate adjusts and both parties are happy with that outcome. >> Interesting. So you're here as part of Marketo covereage. So how do you use Marketo? How have you been using it? I think you said this kind of supplier side initiative.. Smaller supplier side has been a couple years old, has this been a part of that effort? And give it a little color on what Marketo let's you do that you couldn't do before. >> Yeah, so personally a big fan of Marketo. I've been using Marketo now for a little over three years. And I used it on our marketing team when we were selling the big buyer customers, right? We've probably used Marketo now for I think five or six years and yeah we love it. So the big transformation that we did about two years ago was this sort of strategic shift from looking at just these buyers, these payers as our customers, and really looking at the suppliers. The ones receiving money. And we implemented Marketo strictly for them as a sort of a second step, we have two instances of Marketo and it's to engage our users at pretty much every touch point along the life cycle between first hearing about who they are all the way to taking early payments, submitting invoices, and doing all of these various aspects on our network. >> And what are some of those kind of engagement touch points that you do outside the core transaction and how are you measuring success on engagement specifically? >> Yeah, I think we probably touch everything in terms of our marketing stack and what we do. As long as it's something that's targeted. So for us, advertising, doing pay per click advertising it doesn't really help us. We know who the user is, we know who their company is, and we want to target them, so it's more of an account based marketing at scale and we're trying to sort of touch them in any of those tools. So heavy on email, direct mail, retargeting, things of that nature. Some industries, we even use fax. So whatever touch points we can get into a business where we can target that individual or that company, we use. How do we measure success? It's a variety of things, it's engagement. How frequently is somebody logging in? How often are they logging in? How much are they doing on the network? Are they submitting invoices through us? Are support calls going down? But then, ultimately, the big piece of value is do they choose to take an early payment and are they boosting their own cash balance through us? >> I would imagine you're way focused on getting many more transactions through the machine once you have a customer, you know, kind of that point to point relationship set up between two entities. Huge opportunity to do more, kind of, spread their wings within the network and run more transactions through. >> Yeah, and so every time we bring on a new buyer or a new payer, a new billion dollar entity that's making payments, we want to engage them and get them into that dynamic of saying, hey, I'm getting early payment with one and yeah maybe my terms are different or there's different relationships going on, but we're always trying to build the network, build engagement, build their recognition of us, so they think, hey I have a capital project coming up and it's really expensive. I should just take an early payment. That's right there. There's no paperwork, it's not debt just click the button, there's the money. And we want to be top of mind for them at any time, and it's necessary 'cause with two million suppliers, you don't necessarily know when they're going to have a need and the way we've solved that is through engagement. >> Right. So as you look forward, I can't believe were almost to August I usually say, "What's your plan for 2017?" but we're kind of past most of 2017. But as you look forward, kind of, what are your priorities as you guys move forward? You said you've been at this latest initiative for a couple years, what are you looking forward to down the road, what are some hurdles that you want to overcome, and what are some successes that you are kind of striving towards? >> Yeah, so if I look at our team that does this today, two years ago it was zero. Today it's about 20. And we're a company of about 250. So we've gone from essentially minimal focus on this to about 10 percent of the company. And for a software company, that's quite significant and that's just folks that are 100 percent dedicated to the experience and the education of our suppliers. We have an entire support team and all these other teams that interact, but a customer success focus of 20 is pretty good growth so I think when I look out a lot of it will be continuing to expand on what we've done. I think we've only begun to touch on the surface of the need that these suppliers have and we haven't done enough touch points with all of them, both big and small And we're continuing to see the hockey stick go straight up. So it's continuing to add fuel onto the fire of these existing initiatives that we've been doing. >> That's great and you talked, again, a little bit before we turned the cameras on about, you know, this has really significant impact and can make or break a company and you obviously feel that. >> Yeah, so I've spoken with many companies that just couldn't be happier to have a finance instrument right there for them whenever they need it. And I've spoken with some that say that, you know, hey we were close to going out of business we expanded too quickly or we didn't quite understand how long it was going to take to get paid and you get in these liquidity crunches, and if you're a small business or a relatively young business, the banks won't finance you. And so we've had some that they're in business today because they're able to leverage that opportunity, and it's not just those that are looking to save their business, it's a lot that are looking to grow. Right, they're saying-- >> Greg: Growth can kill you right? It's like the joke, you have some little product and you know, guess what? You just got a PO from Walmart. Guess what? You just got a PO from Walmart. >> Exactly >> And you've suddenly got a really big debt 'cause you got to put a lot of bits and parts together to get that shipment out to fill all the stores, so growth is as bad, if not a worse problem on the cash flow side, than not growing. >> Yeah, and so we fill that gap. And for many small businesses, we're the best option out there both in terms of price, but hands down the easiest, so it's a pretty effective thing and you talk to these businesses and you hear how happy they are to be so much more successful while using Taulia you can't help but be really happy for them. >> Alright, well, Bob thanks for stopping by >> Yeah of course. >> And sharing the story of Taulia, and for businesses out there that need cash, Go to Taulia. T A U L I A. Not quite like it sounds so thanks again for stopping by, and really enjoyed the conversation. >> Thank you. Happy to be here. >> Alright he's Bob Glotfelty from Taulia I'm Jeff Frick, you're watching theCUBE. We'll see you next time, thanks for watching. (exciting music)