(energetic music) >> Everyone, welcome back to theCUBE's coverage of WiDS 2023. This is the eighth annual Women in Data Science Conference. As you know, WiDS is not just a conference or an event, it's a movement. This is going to include over 100,000 people in the next year WiDS 2023 in 200-plus countries. It is such a powerful movement. If you've had a chance to be part of the Livestream or even be here in person with us at Stanford University, you know what I'm talking about. This is Lisa Martin. I have had the pleasure all day of working with two fantastic graduate students in Stanford's Data Journalism Master's Program. Hannah Freitag has been here. Tracy Zhang, ladies, it's been such a pleasure working with you today. >> Same wise. >> I want to ask you both what are, as we wrap the day, I'm so inspired, I feel like I could go build an airplane. >> Exactly. >> Probably can't. But WiDS is just the inspiration that comes from this event. When you walk in the front door, you can feel it. >> Mm-hmm. >> Tracy, talk a little bit about what some of the things are that you heard today that really inspired you. >> I think one of the keyword that's like in my mind right now is like finding a mentor. >> Yeah. >> And I think, like if I leave this conference if I leave the talks, the conversations with one thing is that I'm very positive that if I want to switch, say someday, from Journalism to being a Data Analyst, to being like in Data Science, I'm sure that there are great role models for me to look up to, and I'm sure there are like mentors who can guide me through the way. So, like that, I feel reassured for some reason. >> It's a good feeling, isn't it? What do you, Hannah, what about you? What's your takeaway so far of the day? >> Yeah, one of my key takeaways is that anything's possible. >> Mm-hmm. >> So, if you have your vision, you have the role model, someone you look up to, and even if you have like a different background, not in Data Science, Data Engineering, or Computer Science but you're like, "Wow, this is really inspiring. I would love to do that." As long as you love it, you're passionate about it, and you are willing to, you know, take this path even though it won't be easy. >> Yeah. >> Then you can achieve it, and as you said, Tracy, it's important to have mentors on the way there. >> Exactly. >> But as long as you speak up, you know, you raise your voice, you ask questions, and you're curious, you can make it. >> Yeah. >> And I think that's one of my key takeaways, and I was just so inspiring to hear like all these women speaking on stage, and also here in our conversations and learning about their, you know, career path and what they learned on their way. >> Yeah, you bring up curiosity, and I think that is such an important skill. >> Mm-hmm. >> You know, you could think of Data Science and think about all the hard skills that you need. >> Mm, like coding. >> But as some of our guests said today, you don't have to be a statistician or an engineer, or a developer to get into this. Data Science applies to every facet of every part of the world. >> Mm-hmm. >> Finances, marketing, retail, manufacturing, healthcare, you name it, Data Science has the power and the potential to unlock massive achievements. >> Exactly. >> It's like we're scratching the surface. >> Yeah. >> But that curiosity, I think, is a great skill to bring to anything that you do. >> Mm-hmm. >> And I think we... For the female leaders that we're on stage, and that we had a chance to talk to on theCUBE today, I think they all probably had that I think as a common denominator. >> Exactly. >> That curious mindset, and also something that I think as hard is the courage to raise your hand. I like this, I'm interested in this. I don't see anybody that looks like me. >> But that doesn't mean I shouldn't do it. >> Exactly. >> Exactly, in addition to the curiosity that all the women, you know, bring to the table is that, in addition to that, being optimistic, and even though we don't see gender equality or like general equality in companies yet, we make progress and we're optimistic about it, and we're not like negative and complaining the whole time. But you know, this positive attitude towards a trend that is going in the right direction, and even though there's still a lot to be done- >> Exactly. >> We're moving it that way. >> Right. >> Being optimistic about this. >> Yeah, exactly, like even if it means that it's hard. Even if it means you need to be your own role model it's still like worth a try. And I think they, like all of the great women speakers, all the female leaders, they all have that in them, like they have the courage to like raise their hand and be like, "I want to do this, and I'm going to make it." And they're role models right now, so- >> Absolutely, they have drive. >> They do. >> Right. They have that ambition to take something that's challenging and complicated, and help abstract end users from that. Like we were talking to Intuit. I use Intuit in my small business for financial management, and she was talking about how they can from a machine learning standpoint, pull all this data off of documents that you upload and make that, abstract that, all that complexity from the end user, make something that's painful taxes. >> Mm-hmm. >> Maybe slightly less painful. It's still painful when you have to go, "Do I have to write you a check again?" >> Yeah. (laughs) >> Okay. >> But talking about just all the different applications of Data Science in the world, I found that to be very inspiring and really eye-opening. >> Definitely. >> I hadn't thought about, you know, we talk about climate change all the time, especially here in California, but I never thought about Data Science as a facilitator of the experts being able to make sense of what's going on historically and in real-time, or the application of Data Science in police violence. We see far too many cases of police violence on the news. It's an epidemic that's a horrible problem. Data Science can be applied to that to help us learn from that, and hopefully, start moving the needle in the right direction. >> Absolutely. >> Exactly. >> And especially like one sentence from Guitry from the very beginnings I still have in my mind is then when she said that arguments, no, that data beats arguments. >> Yes. >> In a conversation that if you be like, okay, I have this data set and it can actually show you this or that, it's much more powerful than just like being, okay, this is my position or opinion on this. And I think in a world where increasing like misinformation, and sometimes, censorship as we heard in one of the talks, it's so important to have like data, reliable data, but also acknowledge, and we talked about it with one of our interviewees that there's spices in data and we also need to be aware of this, and how to, you know, move this forward and use Data Science for social good. >> Mm-hmm. >> Yeah, for social good. >> Yeah, definitely, I think they like data, and the question about, or like the problem-solving part about like the social issues, or like some just questions, they definitely go hand-in-hand. Like either of them standing alone won't be anything that's going to be having an impact, but combining them together, you have a data set that illustrate a point or like solves the problem. I think, yeah, that's definitely like where Data Set Science is headed to, and I'm glad to see all these great women like making their impact and combining those two aspects together. >> It was interesting in the keynote this morning. We were all there when Margot Gerritsen who's one of the founders of WiDS, and Margot's been on the program before and she's a huge supporter of what we do and vice versa. She asked the non-women in the room, "Those who don't identify as women, stand up," and there was a handful of men, and she said, "That's what it's like to be a female in technology." >> Oh, my God. >> And I thought that vision give me goosebumps. >> Powerful. (laughs) >> Very powerful. But she's right, and one of the things I think that thematically another common denominator that I think we heard, I want to get your opinions as well from our conversations today, is the importance of community. >> Mm-hmm. >> You know, I was mentioning this stuff from AnitaB.org that showed that in 2022, the percentage of females and technical roles is 27.6%. It's a little bit of an increase. It's been hovering around 25% for a while. But one of the things that's still a problem is attrition. It doubled last year. >> Right. >> And I was asking some of the guests, and we've all done that today, "How would you advise companies to start moving the needle down on attrition?" >> Mm-hmm. >> And I think the common theme was network, community. >> Exactly. >> It takes a village like this. >> Mm-hmm. >> So you can see what you can be to help start moving that needle and that's, I think, what underscores the value of what WiDS delivers, and what we're able to showcase on theCUBE. >> Yeah, absolutely. >> I think it's very important to like if you're like a woman in tech to be able to know that there's someone for you, that there's a whole community you can rely on, and that like you are, you have the same mindset, you're working towards the same goal. And it's just reassuring and like it feels very nice and warm to have all these women for you. >> Lisa: It's definitely a warm fuzzy, isn't it? >> Yeah, and both the community within the workplace but also outside, like a network of family and friends who support you to- >> Yes. >> To pursue your career goals. I think that was also a common theme we heard that it's, yeah, necessary to both have, you know your community within your company or organization you're working but also outside. >> Definitely, I think that's also like how, why, the reason why we feel like this in like at WiDS, like I think we all feel very positive right now. So, yeah, I think that's like the power of the connection and the community, yeah. >> And the nice thing is this is like I said, WiDS is a movement. >> Yes. >> This is global. >> Mm-hmm. >> We've had some WiDS ambassadors on the program who started WiDS and Tel Aviv, for example, in their small communities. Or in Singapore and Mumbai that are bringing it here and becoming more of a visible part of the community. >> Tracy: Right. >> I loved seeing all the young faces when we walked in the keynote this morning. You know, we come here from a journalistic perspective. You guys are Journalism students. But seeing all the potential in the faces in that room just seeing, and hearing stories, and starting to make tangible connections between Facebook and data, and the end user and the perspectives, and the privacy and the responsibility of AI is all... They're all positive messages that need to be reinforced, and we need to have more platforms like this to be able to not just raise awareness, but sustain it. >> Exactly. >> Right. It's about the long-term, it's about how do we dial down that attrition, what can we do? What can we do? How can we help? >> Mm-hmm. >> Both awareness, but also giving women like a place where they can connect, you know, also outside of conferences. Okay, how do we make this like a long-term thing? So, I think WiDS is a great way to, you know, encourage this connectivity and these women teaming up. >> Yeah, (chuckles) girls help girls. >> Yeah. (laughs) >> It's true. There's a lot of organizations out there, girls who Code, Girls Inc., et cetera, that are all aimed at helping women kind of find their, I think, find their voice. >> Exactly. >> And find that curiosity. >> Yeah. Unlock that somewhere back there. Get some courage- >> Mm-hmm. >> To raise your hand and say, "I think I want to do this," or "I have a question. You explained something and I didn't understand it." Like, that's the advice I would always give to my younger self is never be afraid to raise your hand in a meeting. >> Mm-hmm. >> I guarantee you half the people weren't listening or, and the other half may not have understood what was being talked about. >> Exactly. >> So, raise your hand, there goes Margot Gerritsen, the founder of WiDS, hey, Margot. >> Hi. >> Keep alumni as you know, raise your hand, ask the question, there's no question that's stupid. >> Mm-hmm. >> And I promise you, if you just take that chance once it will open up so many doors, you won't even know which door to go in because there's so many that are opening. >> And if you have a question, there's at least one more person in the room who has the exact same question. >> Exact same question. >> Yeah, we'll definitely keep that in mind as students- >> Well, I'm curious how Data Journalism, what you heard today, Tracy, we'll start with you, and then, Hannah, to you. >> Mm-hmm. How has it influenced how you approach data-driven, and storytelling? Has it inspired you? I imagine it has, or has it given you any new ideas for, as you round out your Master's Program in the next few months? >> I think like one keyword that I found really helpful from like all the conversations today, was problem-solving. >> Yeah. >> Because I think, like we talked a lot about in our program about how to put a face on data sets. How to put a face, put a name on a story that's like coming from like big data, a lot of numbers but you need to like narrow it down to like one person or one anecdote that represents a bigger problem. And I think essentially that's problem-solving. That's like there is a community, there is like say maybe even just one person who has, well, some problem about something, and then we're using data. We're, by giving them a voice, by portraying them in news and like representing them in the media, we're solving this problem somehow. We're at least trying to solve this problem, trying to make some impact. And I think that's like what Data Science is about, is problem-solving, and, yeah, I think I heard a lot from today's conversation, also today's speakers. So, yeah, I think that's like something we should also think about as Journalists when we do pitches or like what kind of problem are we solving? >> I love that. >> Or like kind of what community are we trying to make an impact in? >> Yes. >> Absolutely. Yeah, I think one of the main learnings for me that I want to apply like to my career in Data Journalism is that I don't shy away from complexity because like Data Science is oftentimes very complex. >> Complex. >> And also data, you're using for your stories is complex. >> Mm-hmm. >> So, how can we, on the one hand, reduce complexity in a way that we make it accessible for broader audience? 'Cause, we don't want to be this like tech bubble talking in data jargon, we want to, you know, make it accessible for a broader audience. >> Yeah. >> I think that's like my purpose as a Data Journalist. But at the same time, don't reduce complexity when it's needed, you know, and be open to dive into new topics, and data sets and circling back to this of like raising your hand and asking questions if you don't understand like a certain part. >> Yeah. >> So, that's definitely a main learning from this conference. >> Definitely. >> That like, people are willing to talk to you and explain complex topics, and this will definitely facilitate your work as a Data Journalist. >> Mm-hmm. >> So, that inspired me. >> Well, I can't wait to see where you guys go from here. I've loved co-hosting with you today, thank you. >> Thank you. >> For joining me at our conference. >> Wasn't it fun? >> Thank you. >> It's a great event. It's, we, I think we've all been very inspired and I'm going to leave here probably floating above the ground a few inches, high on the inspiration of what this community can deliver, isn't that great? >> It feels great, I don't know, I just feel great. >> Me too. (laughs) >> So much good energy, positive energy, we love it. >> Yeah, so we want to thank all the organizers of WiDS, Judy Logan, Margot Gerritsen in particular. We also want to thank John Furrier who is here. And if you know Johnny, know he gets FOMO when he is not hosting. But John and Dave Vellante are such great supporters of women in technology, women in technical roles. We wouldn't be here without them. So, shout out to my bosses. Thank you for giving me the keys to theCube at this event. I know it's painful sometimes, but we hope that we brought you great stories all day. We hope we inspired you with the females and the one male that we had on the program today in terms of raise your hand, ask a question, be curious, don't be afraid to pursue what you're interested in. That's my soapbox moment for now. So, for my co-host, I'm Lisa Martin, we want to thank you so much for watching our program today. You can watch all of this on-demand on thecube.net. You'll find write-ups on siliconeangle.com, and, of course, YouTube. Thanks, everyone, stay safe and we'll see you next time. (energetic music)

(bright music) >> Well, hey, everybody. John Walls here with theCUBE continuing coverage at AWS re:Invent '22. It has been three really fantastic days here at the Venetian in Las Vegas. And we still have more to come with us to talk about Persistent Systems, the Senior Vice President of Cloud at Persistent Dominique Bastos. Dominique, good to see you. >> Pleasure to see you. >> Thanks for joining us here on the queue. >> Thank you for having me. >> Oh, you bet. You bet. >> Thank you. All right. Tell us about Persistent Systems. So, first off, core focus, what you're up to and then we'll jump in from there. >> Sure, sure. So Persistent Systems is a digital engineering solutions and services provider. They've been around for 32 years doing software engineering, innovating in several areas within different verticals. There's over 22,500 people at Persistent now as of my last count. We're in 18 countries. >> Mm. >> And in October we hit the $1 billion annualized recurring revenue mark. >> Oh, that's a good number right there. >> It's a good number. It's a great company. It's been such an interesting journey. I was with AWS for almost seven years before recently joining Persistent, and it almost felt like a such a logical transition in terms of bringing what I've seen in my entire career of interacting with customers and businesses to what Persistent can provide as people are looking to make their journey to the cloud whatever stage they might be at so. >> Right. And we should point out is that SVP of Cloud, but your focus is AWS. >> My focus AWS. >> Other options, other opportunities. >> Right. >> But you're AWS all the way. >> Right. It's a multicloud company because, you know, we really don't believe in dictating to a customer what they need. I think the benefit, one of the differentiators for Persistent is the amount of legacy history that they have across these industries and customers. I mean, 32 years is a lot, and in terms of like software engineering. So it's like really doing the hard work, the heavy lifting. And then seeing what can actually be commoditized, repeatable building solutions within these verticals to help customers accelerate their transformations. >> Mm hmm. >> So... >> You know, when we talk about cloud, I mean, this has been something that's been on the forefront feel like a long time. Right? But yet there are still many and maybe you can help me out with that percentage, whatever of companies who are either haven't begun yet, are just beginning, they're really in a nascent stage of this transformation. And yeah, I found it curious this week as we've talked with different people about where are you in your journey and so and so forth. A lot of people are way back just starting pass go, and aren't as mature as I would've thought. I mean, do you find that to be the case? >> Absolutely. And there's many reasons for that. I mean, I think what I've started, I mean I've been seeing it over the years, but we all know IT and business back then was very much kept separate. >> Two separate animals. >> Two separate animals. >> Yeah. >> IT made the decisions, not in a vacuum, but almost in a vacuum, right? Now, obviously companies who know it's necessary and have embraced it, bring together the function of looking at the technological solutions that they're adopting to solve a business problem. Right? But that business problem really is dictated by the customer need. >> Mm hmm. >> So I think I have seen, you know, in terms of like the life cycle of a business adopting technology, post cloud, there's a lot of enterprises that are still, they've made such big investments in their legacy infrastructure. >> Mm hmm. >> And in actually, you know, the developers and the people that are maintaining those systems, and the different connections to put it in layman's terms between their systems and their customers systems, right? So, that entire scenario makes it very difficult for them to move. >> Mm hmm. >> It's like moving a mountain. So, I would say there's like three ways of looking at it. You have those that kind of want to revitalize their technology, right? Their backend systems, they want to optimize costs, they want to, and my background in technology is specifically in data, kind of I came up as a DBA and built data models, and I've always loved data before it was a thing to love data. (John chuckles) So... >> You were so far ahead of the curve. >> I was ahead of the curve. I was a trendsetter. >> What a trendsetter? >> I'm a trendsetter. (Dominique chuckles) So I think from that perspective they're looking at, you know, these enormous of amounts of data that they've been capturing in these legacy systems that they're so heavily invested in, but they're not able to derive the insights to better serve their customers or to even innovate new revenue streams from that data. But, they're taking the first step to say, look, you know, we can actually operate more smoothly at a lower cost by moving to the cloud. >> Mm hmm. >> So there's that. Then there are those that are looking to actually innovate and create new revenue streams, monetize their data, look at opportunities to integrate feedback that they've been getting from their customers to provide new services. So they're using the cloud journey, they've probably already moved into the cloud. They're starting to look at analytics, and potentially using AIML to facilitate creating these solutions and services. And then there's those that, you know, want to pioneer, and break into new inventions and ways of solving the big world problems. >> Mm hmm. >> Right? I mean, I think that's one thing I noticed in this re:Invent that I thought was so special is there's like a really big focus on humanity, on humans, on you know, as we were talking earlier everything and I myself have like holding books and I don't like people being on their phone when we're having a conversation. (John chuckles) >> Right. But I think, you know, we are where we are. The reality is the world has evolved in such a way that community is no longer, it takes a small village, all, you know everybody knows each other. You have face to face interactions. You're not doing that with your customers either. There's digitally native businesses that have for a long time cropped up in the FinTech space in you know, you name the space, there's a startup that was born in the cloud that can reach customers immediately, and can provide a service that an enterprise that's kind of like weighed down with their legacy systems. They can't pivot fast enough. So, I think, you know, the pioneers think beyond that. How do we use quantum computing? You know, how do we use 3D simulation to anticipate solving big world problems? Whether it's, you know, people no longer, I don't know what the statistics are, but it's very sad. That elderly people, you know, the amount of human contact that they have is very little. You know, and if you could provide, I don't know, an experience, an immersive experience where their memories are triggered, you know, to help them with dementia, or Alzheimer's. >> Sure. >> I mean, those types of things, those are the things that I think that's what excites me about the launches that I see at re:Invent. And I think the innovation, you know, you have to take that journey. Unless you're born in the cloud, you do have to kind of take that journey. >> You got to get there. >> You have to get there. >> Right. Sure. >> But it's so worth it. >> So how about, let's just say, if I'm a health sciences company, or I'm a pharmaceutical or whatever, and so I've got this desire to create this new opportunity you know, with a human, I say, but yeah, but if you're also Persistent Systems and you're working with you know, somebody in FinTech, or somebody in EEG or whatever, you can't really understand my challenges or my problems. I mean, how do you wear those different hats so you can identify not only what the focus of that client is, but also their technology and how you're going to get them to marry up so they can achieve their goals? >> Well, the beauty of being, you know, in a company with teams of people that you work with, I cut across industries. Right? So we have vertical leaders that have very deep subject matter expertise in any number of those areas. You know, we're working with genomics for example. So, for example, you know, we engage with a customer that we've been helping over the past 32 years use technology to bring services to their customers. And now we are seeing an opportunity to help them innovate to keep up for their business for obvious reasons, but also to supply their customers with the new innovative solutions within that industry, right? 'Cause you need that vehicle to kind of deploy and deliver what customers need. The way we do it is from end to end, right? So, we have in the partnership with AWS, we're a partner of AWS, and as such we are able to collaborate with AWS and their customers or bring our customers to the cloud for all the way from assessment to planning to execution. And even within Persistent, we have ways to main operationalize the maintenance of these solutions. So it's really very easy managed services type framework that we work under. In terms of like migration planning, we have competencies within AWS. For looking at migrations we have AIML, we have DevOps. So we have the various competencies aligned with AWS to be able to execute at whatever stage the customer is. But also in terms of like the accelerators that we provide or the frameworks to look at total cost, that cuts across, right? And then we don't kind of like, here's what you needed and buy, never speak to us again. (John chuckles) I mean, I think the beauty of this company and what I really loved when I was first speaking to them is the depth of the relationships with their customers and the longevity of them. So they've really seen their customers grow. And you can only do that if you're there for the long run. >> You've got to be present. >> You have to be present. >> Sure. So how do you handle if people are making this transformation and they're moving into the cloud, but the people they have on staff might not be familiar with it, right? They have great expertise in what they've been doing on these legacy systems, but now you're moving, you're migrating to a new world, new culture, new environment, and you got to get 'em up to speed. And that's not easy. >> No. >> Right? So what do you do, or what does Persistent suggest or what are you doing and with regard to closing that gap into making that bridge so that they can maintain a little bit on their own. >> Yeah. >> They can execute and implement on their own. >> Yep. >> A little bit. They don't need somebody there to stand over their shoulder the whole time. >> I won't geek out on having joined AWS in professional services way back when to migrate a major company to the cloud, and having lived through painstakingly all those problems and blockers and adoption roadblocks that you speak of. >> Mm hmm. >> You know, I think the way Persistent handles it is what I would've done myself, right? If I were to start a company and say how do we help customers simplify their cloud journey, and remove the complexity? I think that's what Persistent Systems does. We, there's training programs that we are aligned to with AWS. So there's up-skilling of development teams, application developers. We collaborate from the top down with executives to look at the resources that they have available. Obviously mission critical systems that cannot sacrifice having engineers pulled away for a new project. You know, you take that into account. I think, you know, when I spoke earlier about assessments, you're not just assessing what needs to be lifted and shifted or refactored or rearchitected, you're looking at, you know, all these applications that are going to move to the cloud. Who owns them? >> Mm hmm. >> You know, do you have a CI/CD pipeline, or a data pipeline built? Well, we're going to need that, right? So, the continuous integration, continuous development of applications, that type of DevOps, obviously security also DevSecOps, we look at it from end to end as well. We have a very strong security practice. So, all those advisory pieces we have, but we also have the capability to execute on it. Where we're not just coming in and saying well this is what you should do. We're kind of in there saying, this is what you should do, here's how we can get you started. And then, you know, it's a collaborative effort with our customers to see how much they still want us to stay versus how much they want to take over. >> Right. It's nice to have a friend. >> Yeah. (John laughs) Who doesn't need a friend. (Dominique laughs) And Persistent Systems is your friend. Dominique, thanks for the time. >> Oh, my pleasure. >> I appreciate it. >> Thanks again for having me. >> Thanks for being here on theCUBE. You bet. >> Absolutely. >> You are watching theCUBE as you well know the leader in high tech coverage. (soft music)

(bright upbeat music) >> Hello everyone and welcome back to Las Vegas, Nevada. We're live from the show floor here at AWS re:Invent on theCUBE. My name is Savannah Peterson joined by my VIP co-host John Furrier. John, what's your hot take? >> We get wall-to-wall coverage day three of theCUBE (laughing loudly) shows popping, another day tomorrow. >> How many interviews have we done so far? >> I think we're over a hundred I think, (laughing loudly) we might be pushing a hundred. >> We've had a really fantastic line up of guests on theCUBE so far. We are in the meat of the sandwich right now. We've got a full line up of programming all day long and tomorrow. We are lucky to be joined by two fantastic gentlemen on our next segment. Brad, who's a familiar face. We just got to see you in that last one. Thank you for being here, you still doing good? >> Still good. >> Okay, great, glad nothing's changed in the last 14 minutes. >> 'no, we're good. >> Would've been tragic. And welcome, Mark, the CEO of Cloud Saver. Mark, how you doing this morning? >> I'm doing great, thanks so much. >> Savannah: How's the show going for ya'? >> It's going amazing. The turnout's just fantastic. It's record turnouts here. It's been lots of activity, it's great to be part of. >> So I suspect most people know about AMD, but Mark, I'm going to let you give us just a little intro to Cloud Saver so the audience is prepped... >> 'yeah, absolutely. So at Cloud Saver we help companies manage their Cloud spin. And the way that we do it is a little bit unique. Most people try and solve Cloud cost management just through a software only solution but we have a different perspective. There's so many complexities and nuances to managing your Cloud spin, that we don't think that software's enough. So our solution is a full managed service so we can plan our own proprietary technology with a full service delivery team, so that we come in and provide project management, Cloud engineering, FinOps analysts, and we come in and basically do all the cost authorization for the company. And so it's been a fantastic solution for us and something that's really resonated well within our customer base. >> I love your slogan. "Clean up the Cloud with the Cloud Saver Tag Manager'. >> Mark: That's right. >> So yesterday in the Keynote, Adams Lesky said, "Hey if you want to tighten your belt, come to the Cloud." So, big focus right now on right sizing. >> That's right. >> I won't say repatriation 'cause that's not kind of of happening, but like people are looking at it like they're not going to, it's not the glory days where you leave all your lights on in your house and you go to bed, you don't worry about the electricity bill. Now people are like, "Okay, what am I doing? Why am I doing it?" A lot more policy, a lot more focus. What are you guys seeing as the low hanging fruit, best practices, the use cases that people are implementing right now? >> Yeah, if you think about where things are at now from a Cloud cost management perspective, there's a lot of frustration in the marketplace because everybody sees their cost continually going up. And what typically happens is they'll say, okay we need to figure out what's going on with this cost and figure out where we can make some changes. And so they go out and get a cost visibility tool and then they're a little bit disappointed because all that visibility tool is completely dependent upon properly tagging your resources. So what a lot of people don't understand is that a lot of their pain that they're experiencing, the root cause is actually they've got a data problem which is why we built a entire solution to help companies clean up their Cloud, clean up their tags. It really is a foundational piece to help them understand how to manage their costs. >> I just.. >> Data is back in the data problem again >> Shocking, right? Not a theme we've heard on the show. Not a theme we've heard on the show at all. I mean, I think with tags it matters more than people realize and it can get very messy very quick. I know that this partnership is relatively new, six months, you told us before this show. Brad what does this partnership mean for AMD customers? >> Yeah, it's critical, they have a fantastic approach to this kind of a full service approach to cost optimization, compete optimization. AMD we're very, extremely focused on providing most cost efficient, most performance, and most energy efficient products on the market. And as Adam talked about, come to the Cloud to tighten your belt. I'll follow up. When you come to the Cloud, your choice matters, right? Your choice matters on what you use and what the downstream impact and cost is. And it also matters in sustainability and other other factors with our products. >> You know, yesterday Zeyess Karvellos one of our analysts on theCUBE, he used his own independent shop. We were talking about this focus and he actually made a comment I want to get your both reaction to, he said "Spend more in the Cloud, save more." Meaning there are ways to spend more on the Cloud and save more at the same time. >> Right. >> It's not just cut and eliminate, it's right side. I don't know what the right word is. Can you guys.. >> No, I think what you're saying is, is that there are areas where you need to spend more so you can be more efficient and get value that way, but there's also plenty of areas where you're spending money unnecessarily. Either you have resources that nobody's using. Let's find those and pull them to the front and center and turn them off, right? Or if you've over provisioned certain areas let's pull those back. So I think having the right balance of where you spend your money to get the value makes total sense. >> John: Yeah >> I like that holistic approach too. I like that you're not just looking at one thing. I mean, people, you're kind of, I'm thinking of you as like the McKinsey or like the dream team that just comes in tidies everything up. Makes sure that people are being, getting that total cost optimization. It's exciting. So who, I imagine, I mean obviously the entire organization benefits, but who benefits most? What types of roles? Who's using you? >> Right, so, Cloud cost management really benefits the entire organization, especially when times get tougher and everybody's looking to tighten their belt with cost. You know.. >> Wait every time when you say that, I'm like conscious, (laughing loudly) of my abdomen. we're in Vegas, there's great food, (laughing loudly) and we got, (laughing loudly) thanks a lot Adam, thanks a lot. (all laughing loudly). >> No, but it really does benefit everybody across the organization and it also helps people to keep cost management kind of front and center, right? No company allows people to have a complete blank check to go out there for infrastructure and as a way to make sure you've got proper checks and balances in place so that you're responsibly managing your IT organization. >> Yeah, and going back to the spend comment, spend more, you know, to save money. You know, look, we're going to be facing a very difficult situation in 23. I think there's going to be a lot of headwinds for a lot of companies. And the way to look at this is it's if you can provide yourself additional operating capital to work, there's other aspects to working with the business. Time to market, right? You're talking about addressing your top line. There's other ways to use applications and the services from AWS to help enable your business to grow even faster in '23 right? So '23 is a time to build, not necessarily a time to hang back and hope everything turns out okay. >> Yeah we can't go over it, (chuckles) We can't go under it, we got to go through it... >> Got to make it work >> Got to make our way through it. I think it's, yeah, it's so important. So as the partnership grows, what's next for you two companies? Brad will go to you first. >> Yeah sure you know, we're very excited to partner with Cloud Saver. It's fantastic company, have great team. And for us it's AMB is entering into the partnership space of this now. So now we've got a great position with AWS. We love their products, and now we're going to try to enable as many partners as we can in some specific areas. And for us cost optimization is priority number one. So you'll see a lot of programs that come out in '23 around this area. We're going to dedicate a lot of sales resources to help as many enterprise customers as we can, working with our close partners like Cloud Saver. >> Next ecosystem developing for you guys. >> Absolutely, absolutely, and you know AMD's they're still fairly new in the Cloud space, right? And this is a journey that takes a long time, and this is the next leg in our growth in the environment. >> Well, certainly the trend is more horsepower, more under the hood, more capabilities, customized >> Oh that's coming. >> Workloads. You're starting to see the specialized instances, you can see what's happening and soon it's going to be like a, it's own like computer in the Cloud >> Right. >> More horsepower. >> You think about this, I mean more than 400 instance types, more than 400 types of services out there in that range. And you think about all the potential interactions and applications. It's incredibly complex, right? >> Yeah that decision matrix just went like this in my brain when you said that. That is wild. And everyone wants to do more, faster, easier but also with the comfort of that cost savings, in terms of your customers priorities, I mean, you're talking to a lot of different people across a lot of different industries both of you are, I'm sure is cost optimization the number one priority as we're going into 2023? >> Yeah. Matter of fact, I have a chance to obviously speak with AWS leadership on a regular basis. Every single, they keep telling me for the past two months, every single CEO they're speaking to right now, it's the very first things out of the mouth. It's top of mind for every major corporation right now. And I think the message is also the same. It's like, great, let's help you do that but at the same time, is it not a bad time to re:Invest with some of those additional savings, right? And I think that's where the value of else comes into play. >> Yeah, and I think what you guys are demonstrating to also is another tell sign of this what I call NextGen Cloud evolution, which is as the end-to-end messaging and positioning expands and as you see more solutions. You know, let's face it, it's going to be more complex. So the complexity will be abstracted away by new opportunities like what you guys are doing, what you're enabling. So you're starting to see kind of platforms emerging across the board as well as more ISVs. So ISVs, people building software, starting to see now more symbiotic relationship, for developers and entrepreneurship. >> Yeah, so the complexity of the Cloud is certainly something that's not going to get any less as time goes on, right? And I think as companies realize that, they see it, they acknowledge it and I think they're going to lean on partners to help them navigate those waters. So that's where I think the combination of AMD and Cloud Saver, we can really partner very well because I think we're both very passionate about creating customer value, and I think there's a tremendous number of ways that we can collaborate together to bring that to the customers. >> And you know what's interesting too you guys are both hitting on this is that this next partner channel whatever you want to call it is very joint engineering and development. It's not just relationships and selling, there's integration and the new products that can come out is a phenomenal, we're going to watch. I think I predict that the ecosystem's going to explode big time in terms of value, just new things, joint engineering, API... >> 'it's so collaborative too. >> Yeah, it's going to be... >> 'well, the innovation in the marketplace right now is absolutely on fire. I mean, it's so exciting to see all the new technologies have on board. And to be able to see that kind of permeate throughout the marketplace is something that's just really fun and excited to be part of. >> Oh, when you think about the doom and gloom that we hear every day and you look around right now, everybody's building, right? And... >> this and smiling. >> And smiling, right? >> Paul: Today, (laughing loudly) >> Until Thursday when the legs start to get out. >> Yeah. >> Yeah, what recession? I mean, it's so crowded here. And again, this is the point that the Amazon is now a big player in this economy in 2008 that last recession, they weren't a factor. Now you got be tightening new solutions. I think you're going to see, I think more agility. I think Amazon and the ecosystem might propel us out the recession faster if you get the tailwind that might be a big thing we're watching. >> I agree. Cloud computing is inevitable. >> Yeah. >> It's inevitable. >> Yeah, it's no longer a conversation, it's a commitment. And I think we all certainly agree with that. So, Brad is versed in this challenge because we did it in our last segment. But Mark, we have a new tradition I should say, at re:Invent here, where we're looking for your 32nd Instagram reel, your sizzle your thought leadership hot take on the most important story or theme of the show this year. >> For the show as a whole. Wow, well, I think innovation is absolutely front and center today. I think, of the new technologies that we're seeing out there are absolutely phenomenal. I think they're taking the whole Cloud computing to the next level, and I think it's going to have a dramatic impact on how people develop applications and run workloads in the Cloud. >> Well done. What do you think John? I think you nailed it. >> Nailed it. Yeah, want to go for round two? >> Sure. >> Sure, I'll give a shot, (laughing loudly) So... >> 'get it, Brad. >> So, when in public Cloud choice matters? >> It matters. Think about the instance types you use think about the configurations you use and think about the applications you're layering in there and why they're there, right? Optimize those environments. Take advantage of all the tools you have. >> Yeah, you're going to start tuning your Cloud now. I mean, as it gets bigger and better, stronger you're going to start to see just fine tuning more craft, I guess. >> Mark: Yeah. >> In there, great stuff. >> Paul, and in these interesting times, I'm not committed to calling it a recession yet. I still have a chart of hope. I think that the services and the value that you provide to your customers are going to be one of those painkillers that will survive through this. I mean we're seeing a little bit of the trimming of the fat, of extraneous spending in the tech sector as a whole. But I can't imagine folks not wanting to leverage AMD and Cloud Saver, it's exciting, yeah. >> Saving money never goes out of style right? (laughing loudly) >> Saving money is always sexy. I love that, yeah, (laughing loudly) It's actually really... That's a great line goes on. Mark, thank you so much for being here and sharing your story with us. We really appreciate it, Brad. It's been a fabulous thing. You're just going to stay here all day, right? >> I'll just hang out, yeah. >> All right. >> I'm yours. >> I love that. And thank you all for tuning to us live here from the show floor at AWS re:Invent in fabulous sunny Las Vegas Nevada with John Furrier, I'm Savannah Peterson you're watching theCUBE, the leader in high tech coverage. (bright upbeat music)

>>Set restaurants. And who says TEUs had got a little ass more skin in the game for us, in charge of his destiny? You guys are excited. Robert Worship is Chief Alumni. >>My name is Dave Ante, and I'm a long time industry analyst. So when you're as old as I am, you've seen a lot of transitions. Everybody talks about industry cycles and waves. I've seen many, many waves. Met a lot of industry executives and of a little bit of a, an industry historian. When you interview many thousands of people, probably five or 6,000 people as I have over the last half of a decade, you get to interact with a lot of people's knowledge and you begin to develop patterns. And so that's sort of what I bring is, is an ability to catalyze the conversation and, you know, share that knowledge with others in the community. Our philosophy is everybody's expert at something. Everybody's passionate about something and has real deep knowledge about that's something well, we wanna focus in on that area and extract that knowledge and share it with our communities. This is Dave Ante. Thanks for watching the Cube. >>Hello everyone and welcome back to the Cube where we are streaming live this week from CubeCon. I am Savannah Peterson and I am joined by an absolutely stellar lineup of cube brilliance this afternoon. To my left, a familiar face, Lisa Martin. Lisa, how you feeling? End of day two. >>Excellent. It was so much fun today. The buzz started yesterday, the momentum, the swell, and we only heard even more greatness today. >>Yeah, yeah, abs, absolutely. You know, I, I sometimes think we've hit an energy cliff, but it feels like the energy is just >>Continuous. Well, I think we're gonna, we're gonna slide right into tomorrow. >>Yeah, me too. I love it. And we've got two fantastic analysts with us today, Sarge and Keith. Thank you both for joining us. We feel so lucky today. >>Great being back on. >>Thanks for having us. Yeah, Yeah. It's nice to have you back on the show. We were, had you yesterday, but I miss hosting with you. It's been a while. >>It has been a while. We haven't done anything in since, Since pre >>Pandemic, right? Yeah, I think you're >>Right. Four times there >>Be four times back in the day. >>We, I always enjoy whole thing, Lisa, cuz she's so well prepared. I don't have to do any research when I come >>Home. >>Lisa will bring up some, Oh, sorry. Jeep, I see that in 2008 you won this award for Yeah. Being just excellent and I, I'm like, Oh >>Yeah. All right Keith. So, >>So did you do his analysis? >>Yeah, it's all done. Yeah. Great. He only part, he's not sitting next to me too. We can't see it, so it's gonna be like a magic crystal bell. Right. So a lot of people here. You got some stats in terms of the attendees compared >>To last year? Yeah, Priyanka told us we were double last year up to 8,000. We also got the scoop earlier that 2023 is gonna be in Chicago, which is very exciting. >>Oh, that is, is nice. Yeah, >>We got to break that here. >>Excellent. Keith, talk to us about what some of the things are that you've seen the last couple of days. The momentum. What's the vibe? I saw your tweet about the top three things you were being asked. Kubernetes was not one of them. >>Kubernetes were, was not one of 'em. This conference is starting to, it, it still feels very different than a vendor conference. The keynote is kind of, you know, kind of all over the place talking about projects, but the hallway track has been, you know, I've, this is maybe my fifth or sixth CU con in person. And the hallway track is different. It's less about projects and more about how, how do we adjust to the enterprise? How do we Yes. Actually do enterprise things. And it has been amazing watching this community grow. I'm gonna say grow up and mature. Yes. You know, you know, they're not wearing ties yet, but they are definitely understanding kind of the, the friction of implementing new technology in, in an enterprise. >>Yeah. So ge what's your, what's been your take, We were with you yesterday. What's been the take today to take aways? >>NOMA has changed since yesterday, but a few things I think I, I missed talking about that yesterday were that, first of all, let's just talk about Amazon. Amazon earnings came out, it spooked the market and I think it's relevant in this context as well, because they're number one cloud provider. Yeah. And all, I mean, almost all of these technologies on the back of us here, they are related to cloud, right? So it will have some impact on these. Like we have to analyze that. Like will it make the open source go faster or slower in, in lieu of the fact that the, the cloud growth is slowing. Right? So that's, that's one thing that's put that's put that aside. I've been thinking about the, the future of Kubernetes. What is the future of Kubernetes? And in that context, I was thinking like, you know, I think in, when I put a pointer there, I think in tangents, like, what else is around this thing? So I think CN CNCF has been writing the success of Kubernetes. They are, that was their number one flagship project, if you will. And it was mature enough to stand on its own. It it was Google, it's Google's Borg dub da Kubernetes. It's a genericized version of that. Right? So folks who do tech deep down, they know that, Right. So I think it's easier to stand with a solid, you know, project. But when the newer projects come in, then your medal will get tested at cncf. Right. >>And cncf, I mean they've got over 140 projects Yeah. Right now. So there's definitely much beyond >>Kubernetes. Yeah. So they, I have numbers there. 18 graduated, right, 37 in incubation and then 81 in Sandbox stage. They have three stages, right. So it's, they have a lot to chew on and the more they take on, the less, you know, quality you get goes into it. Who is, who's putting the money behind it? Which vendors are sponsoring like cncf, like how they're getting funded up. I think it >>Something I pay attention to as well. Yeah. Yeah. Lisa, I know you've got >>Some insight. Those are the things I was thinking about today. >>I gotta ask you, what's your take on what Keith said? Are you also seeing the maturation of the enterprise here at at coupon? >>Yes, I am actually, when you say enterprise versus what's the other side? Startups, right? Yeah. So startups start using open source a lot more earlier or lot more than enterprises. The enterprise is what they need. Number one thing is the, for their production workloads, they want a vendor sporting them. I said that yesterday as well, right? So it depend depending on the size of the enterprise. If you're a big shop, definitely if you have one of the 500 or Fortune five hundreds and your tech savvy shop, then you can absorb the open source directly coming from the open source sort of universe right. Coming to you. But if you are the second tier of enterprise, you want to go to a provider which is managed service provider, or it can be cloud service provider in this case. Yep. Most of the cloud service providers have multiple versions of Kubernetes, for example. >>I'm not talking about Kubernetes only, but like, but that is one example, right? So at Amazon you can get five different flavors of Kubernetes, right? Fully manage, have, manage all kind of stuff. So people don't have bandwidth to manage that stuff locally. You have to patch it, you have to roll in the new, you know, updates and all that stuff. Like, it's a lot of work for many. So CNCF actually is formed for that reason. Like the, the charter is to bring the quality to open source. Like in other companies they have the release process and they, the stringent guidelines and QA and all that stuff. So is is something ready for production? That's the question when it comes to any software, right? So they do that kind of work and, and, and they have these buckets defined at high level, but it needs more >>Work. Yeah. So one of the things that, you know, kind of stood out to me, I have good friend in the community, Alex Ellis, who does open Fast. It's a serverless platform, great platform. Two years ago or in 2019, there was a serverless day date. And in serverless day you had K Native, you had Open Pass, you had Ws, which is supported by IBM completely, not CNCF platforms. K native came into the CNCF full when Google donated the project a few months ago or a couple of years ago, now all of a sudden there's a K native day. Yes. Not a serverless day, it's a K native day. And I asked the, the CNCF event folks like, what happened to Serverless Day? I missed having open at serverless day. And you know, they, they came out and said, you know what, K native got big enough. >>They came in and I think Red Hat and Google wanted to sponsor a K native day. So serverless day went away. So I think what what I'm interested in and over the next couple of years is, is they're gonna be pushback from the C against the cncf. Is the CNCF now too big? Is it now the gatekeeper for do I have to be one of those 147 projects, right? In order enough to get my project noticed the open, fast, great project. I don't think Al Alex has any desire to have his project hosted by cncf, but it probably deserves, you know, shoulder left recognition with that. So I'm pushing to happen to say, okay, if this is open community, this is open source. If CNC is the place to have the cloud native conversation, what about the projects that's not cncf? Like how do we have that conversation when we don't have the power of a Google right. Or a, or a Lenox, et cetera, or a Lenox Foundation. So GE what, >>What are your thoughts on that? Is, is CNC too big? >>I don't think it's too big. I think it's too small to handle the, what we are doing in open source, right? So it's a bottle. It can become a bottleneck. Okay. I think too big in a way that yeah, it has, it has, it has power from that point of view. It has that cloud, if you will. The people listen to it. If it's CNCF project or this must be good, it's like in, in incubators. Like if you are y white Combinator, you know, company, it must be good. You know, I mean, may not be >>True, but, >>Oh, I think there's a bold assumption there though. I mean, I think everyone's just trying to do the best they can. And when we're evaluating projects, a very different origin and background, it's incredibly hard. Very c and staff is a staff of 30 people. They've got 180,000 people that are contributing to these projects and a thousand maintainers that they're trying to uphold. I think the challenge is actually really great. And to me, I actually look at events as an illustration of, you know, what's the culture and the health of an organization. If I were to evaluate CNCF based on that, I'd say we're very healthy right now. I would say that we're in a good spot. There's a lot of momentum. >>Yeah. I, I think CNCF is very healthy. I'm, I'm appreciative for it being here. I love coupon. It's becoming the, the facto conference to have this conversation has >>A totally >>Different vibe to other, It's a totally different vibe. Yeah. There needs to be a conduit and truth be told, enterprise buyers, to subject's point, this is something that we do absolutely agree on, on enterprise buyers. We want someone to pick winners and losers. We do, we, we don't want a box of Lego dumped on our, the middle of our table. We want somebody to have sorted that out. So while there may be five or six different service mesh solutions, at least the cncf, I can go there and say, Oh, I'll pick between the three or four that are most popular. And it, it's a place to curate. But I think with that curation comes the other side of it. Of how do we, how, you know, without the big corporate sponsor, how do I get my project pushed up? Right? Elevated. Elevated, Yep. And, and put onto the show floor. You know, another way that projects get noticed is that startups will adopt them, Push them. They may not even be, I don't, my CNCF project may not, my product may not even be based on the CNCF product. But the new stack has a booth, Ford has a booth. Nothing to do with a individual prod up, but promoting open source. What happens when you're not sponsored? >>I gotta ask you guys, what do you disagree on? >>Oh, so what, what do we disagree on? So I'm of the mindset, I can, I can say this, I I believe hybrid infrastructure is the future of it. Bar none. If I built my infrastructure, if I built my application in the cloud 10 years ago and I'm still building net new applications, I have stuff that I built 10 years ago that looks a lot like on-prem, what do I do with it? I can't modernize it cuz I don't have the developers to do it. I need to stick that somewhere. And where I'm going to stick that at is probably a hybrid infrastructure. So colo, I'm not gonna go back to the data center, but I'm, I'm gonna look, pick up something that looks very much like the data center and I'm saying embrace that it's the future. And if you're Boeing and you have, and Boeing is a member, cncf, that's a whole nother topic. If you have as 400 s, hpu X, et cetera, stick that stuff. Colo, build new stuff, but, and, and continue to support OpenStack, et cetera, et cetera. Because that's the future. Hybrid is the future. >>And sub g agree, disagree. >>I okay. Hybrid. Nobody can deny that the hybrid is the reality, not the future. It's a reality right now. It's, it's a necessity right now you can't do without it. Right. And okay, hybrid is very relative term. You can be like 10% here, 90% still hybrid, right? So the data center is shrinking and it will keep shrinking. Right? And >>So if by whole is the data center shrinking? >>This is where >>Quick one quick getting guys for it. How is growing by a clip? Yeah, but there's no data supporting. David Lym just came out for a report I think last year that showed that the data center is holding steady, holding steady, not growing, but not shrinking. >>Who sponsored that study? Wait, hold on. So the, that's a question, right? So more than 1 million data centers have been closed. I have, I can dig that through number through somebody like some organizations we published that maybe they're cloud, you know, people only. So the, when you get these kind of statements like it, it can be very skewed statements, right. But if you have seen the, the scene out there, which you have, I know, but I have also seen a lot of data centers walk the floor of, you know, a hundred thousand servers in a data center. I cannot imagine us consuming the infrastructure the way we were going into the future of co Okay. With, with one caveat actually. I am not big fan of like broad strokes. Like make a blanket statement. Oh no, data center's dead. Or if you are, >>That's how you get those esty headlines now. Yeah, I know. >>I'm all about to >>Put a stake in the ground. >>Actually. The, I think that you get more intelligence from the new end, right? A small little details if you will. If you're golden gold manak or Bank of America, you have so many data centers and you will still have data centers because performance matters to you, right? Your late latency matters for applications. But if you are even a Fortune 500 company on the lower end and or a healthcare vertical, right? That your situation is different. If you are a high, you know, growth startup, your situation is different, right? You will be a hundred percent cloud. So cloud gives you velocity, the, the, the pace of change, the pace of experimentation that actually you are buying innovation through cloud. It's proxy for innovation. And that's how I see it. But if you have, if you're stuck with older applications, I totally understand. >>Yeah. So the >>We need that OnPrem. Yeah, >>Well I think the, the bring your fuel sober, what we agree is that cloud is the place where innovation happens. Okay? At some point innovation becomes legacy debt and you have thus hybrid, you are not going to keep your old applications up to date forever. The, the, the math just doesn't add up. And where I differ in opinion is that not everyone needs innovation to keep moving. They need innovation for a period of time and then they need steady state. So Sergeant, we >>Argue about this. I have a, I >>Love this debate though. I say it's efficiency and stability also plays an important role. I see exactly what you're talking about. No, it's >>Great. I have a counter to that. Let me tell you >>Why. Let's >>Hear it. Because if you look at the storage only, right? Just storage. Just take storage computer network for, for a minute. There three cost reps in, in infrastructure, right? So storage earlier, early on there was one tier of storage. You say pay the same price, then now there are like five storage tiers, right? What I'm trying to say is the market sets the price, the market will tell you where this whole thing will go, but I know their margins are high in cloud, 20 plus percent and margin will shrink as, as we go forward. That means the, the cloud will become cheaper relative to on-prem. It, it, in some cases it's already cheaper. But even if it's a stable workload, even in that case, we will have a lower tier of service. I mean, you, you can't argue with me that the cloud versus your data center, they are on the same tier of services. Like cloud is a better, you know, product than your data center. Hands off. >>I love it. We, we are gonna relish in the debates between the two of you. Mic drops. The energy is great. I love it. Perspective. It's not like any of us can quite see through the crystal ball that we have very informed opinions, which is super exciting. Yeah. Lisa, any last thoughts today? >>Just love, I love the debate as well. That, and that's, that's part of what being in this community is all about. So sharing about, sharing opinions, expressing opinions. That's how it grows. That's how, that's how we innovate. Yeah. Obviously we need the cloud, but that's how we innovate. That's how we grow. Yeah. And we've seen that demonstrated the last couple days and I and your, your takes here on the Cuban on Twitter. Brilliant. >>Thank you. I absolutely love it. I'm gonna close this out with a really important analysis on the swag of the show. Yes. And if you know, yesterday we were looking at what is the weirdest swag or most unique swag We had that bucket hat that took the grand prize. Today we're gonna focus on something that's actually quite cool. A lot of the vendors here have really dedicated their swag to being local to Detroit. Very specific in their sourcing. Sonotype here has COOs. They're beautiful. You can't quite feel this flannel, but it's very legit hand sound here in Michigan. I can't say that I've been to too many conferences, if any, where there was this kind of commitment to localizing and sourcing swag from around the corner. We also see this with the Intel booth. They've got screen printers out here doing custom hoodies on spot. >>Oh fun. They're even like appropriately sized. They had local artists do these designs and if you're like me and you care about what's on your wrist, you're familiar with Shinola. This is one of my favorite swags that's available. There is a contest. Oh going on. Hello here. Yeah, so if you are Atan, make sure that you go and check this out. The we, I talked about this on the show. We've had the founder on the show or the CEO and yeah, I mean Shine is just full of class as since we are in Detroit as well. One of the fun themes is cars. >>Yes. >>And Storm Forge, who are also on the show, is actually giving away an Aston Martin, which is very exciting. Not exactly manufactured in Detroit. However, still very cool on the car front and >>The double oh seven version named the best I >>Know in the sixties. It's love it. It's very cool. Two quick last things. We talk about it a lot on the show. Every company now wants to be a software company. Yep. On that vein, and keeping up with my hat theme, the Home Depot is here because they want everybody to know that they in fact are a technology company, which is very cool. They have over 500,000 employees. You can imagine there's a lot of technology that has to go into keeping Napa. Absolutely. Yep. Wild to think about. And then last, but not at least very quick, rapid fire, best t-shirt contest. If you've ever ran to one of these events, there are a ton of T-shirts out there. I rate them on two things. Wittiest line and softness. If you combine the two, you'll really be our grand champion for the year. I'm just gonna hold these up and set them down for your laughs. Not afraid to commit, which is pretty great. This is another one designed by locals here. Detroit Code City. Oh, love it. This one made me chuckle the most. Kiss my cash. >>Oh, that's >>Good. These are also really nice and soft, which is fantastic. Also high on the softness category is this Op Sarah one. I also like their bird logo. These guys, there's just, you know, just real nice touch. So unfortunately, if you have the fumble, you're not here with us, live in Detroit. At least you're gonna get taste of the swag. I taste of the stories and some smiles hear from those of us on the cube. Thank you both so much for being here with us. Lisa, thanks for another fabulous day. Got it, girl. My name's Savannah Peterson. Thank you for joining us from Detroit. We're the cube and we can't wait to see you tomorrow.

>>Hey everyone. It's the cube live at VMware Explorer, 2022. We're at Mascone center and lovely, beautiful San Francisco. Dave Volante is with me, Lisa Martin. Beautiful weather here today. >>It is beautiful. I couldn't have missed this one because you know, the orange and the pure and VA right. Are history together. I had a, I had a switch sets. You >>Did. You were gonna have FOMO without a guest. Who's back. One of our longtime alumni V Stewart, VP of global technology alliances partners at pure storage one. It's great to have you back on the program, seeing you in 3d >>It's. It's so great to be here and we get a guest interviewer. So this >>Is >>Fantastic. Fly by. Fantastic. >>So talk to us, what's going on at pure. It's been a while since we had a chance to talk, >>Right. Well, well, besides the fact that it's great to see in person and to be back at a conference and see all of our customers, partners and prospects, you know, pure storage has just been on a tear just for your audience. Many, those who don't follow pure, right? We finished our last year with our Q4 being 41% year over year growth. And in the year, just under 2.2 billion, and then we come outta the gates this year, close our Q1 at 50% year over year, quarter quarterly growth. Have you ever seen a storage company or an infrastructure partner at 2 billion grow at that rate? >>Well, the thing was, was striking was that the acceleration of growth, because, you know, I mean, COVID, there were supply chain issues and you know, you saw that. And then, and we've seen this before at cloud companies, we see actually AWS as accelerated growth. So this is my premise here is you guys are actually becoming a cloud-like company building on top of, of infrastructure going from on-prem to cloud. But we're gonna talk about that. >>This is very much that super cloud premise. Well, >>It is. And, and, but I think it's it's one of the characteristics is you can actually, it, you know, we used to see companies, they go, they'd come out of escape velocity, and then they'd they'd growth would slow. I used to be at IDC. We'd see it. We'd see it. Okay. Down then it'd be single digits. You guys are seeing the opposite. >>It's it's not just our bookings. And by the way, I would be remiss if I didn't remind your audience that our second quarter earnings call is tomorrow. So we'll see how this philosophy and momentum keeps going. See, right. But besides the growth, right? All the external metrics around our business are increasing as well. So our net promoter score increased right at 85.2. We are the gold standard, not just in storage in infrastructure period. Like there's no one close to us, >>85. I mean, that's like, that's a, like apple, >>It's higher than apple than apple. It's apple higher than Tesla. It's higher than AWS shopping. And if you look in like our review of our products, flash rate is the leader in the gardener magic quadrant for, for storage array. It's been there for eight years. Port works is the leader in the GIGO OME radar for native Kubernetes storage three years in a row. Like just, it's great to be at a company that's hitting on all cylinders. You know, particularly at a time that's just got so much change going on in our >>Industry. Yeah. Tremendous amount of change. Talk about the, the VMware partnership from a momentum of velocity perspective what's going on there. And some of the things that you're accelerating. >>Absolutely. So VMware is, is the, the oldest or the longest tenured technology partner that we've had. I'm about to start my 10th year at pure storage. It feels like it was yesterday. When I joined, they were a, an Alliance partner before I joined. And so not to make that about me, but that's just like we built some of the key aspects around our first product, the flash array with VMware workloads in mind. And so we are a, a co-development partner. We've worked with them on a number of projects over years of, of late things that are top of mind is like the evolution of vials, the NV support for NVMe over fabric storage, more recently SRM support for automating Dr. With Viv a deployments, you know, and, and, and then our work around VMware ex extends to not just with VMware, they're really the catalyst for a lot of three way partnerships. So partnerships into our investments in data protection partners. Well, you gotta support V ADP for backing up the VMware space, our partnership within Nvidia, well, you gotta support NVA. I, so they can accelerate bringing those technologies into the enterprise. And so it's it, it's not just a, a, a, you know, unilateral partnership. It's a bidirectional piece because for a lot of customers, VMware's kind of like a touchpoint for managing the infrastructure. >>So how is that changing? Because you you've mentioned, you know, all the, the, the previous days, it was like, okay, let's get, make storage work. Let's do the integration. Let's do the hard work. It was kind of a race for the engineering teams to get there. All the storage companies would compete. And it was actually really good for the industry. Yeah, yeah. Right. Because it, it went from, you know, really complex, to much, much simpler. And now with the port works acquisition, it brings you closer to the whole DevOps scene. And you're seeing now VMware it's with its multi-cloud initiatives, really focusing on, you know, the applications and that, and that layer. So how does that dynamic evolve in terms of the partnership and, and where the focus is? >>So there's always in the last decade or so, right. There's always been some amount of overlap or competing with your partnerships, right. Something in their portfolios they're expanding maybe, or you expand you encroach on them. I think, I think two parts to how I would want to answer your question. The retrospective look V VMware is our number one ISV from a, a partner that we, we turn transactions with. The booking's growth that I shared with you, you could almost say is a direct reflection of how we're growing within that, that VMware marketplace. We are bringing a platform that I think customers feel services their workloads well today and gives them the flexibility of what might come in their cloud tomorrow. So you look at programs like our evergreen one subscription model, where you can deploy a consumption based subscription model. So very cloud-like only pay for what you use on-prem and turn that dial as you need to dial it into a, a cloud or, or multiple clouds. >>That's just one example. Looking forward, look, port works is probably the platform that VMware should have bought because when you look at today's story, right, when kit Culbert shared a, a cross cloud services, right, it was, it was the modern version of what VMware used to say, which was, here's a software defined data center. We're gonna standardize all your dissimilar hardware, another saying software defined management to standardize all your dissimilar clouds. We do that for Kubernetes. We talk about accelerating customers' adoption of Kubernetes by, by allowing developers, just to turn on an enable features, be its security, backup high availability, but we don't do it mono in a, you know, in a, in a homogeneous environment, we allow customers to do it heterogeneously so I can deploy VMware Tansu and connect it to Amazon EKS. I can switch one of those over to red head OpenShift, non disruptively, if I need to. >>Right? So as customers are going on this journey, particularly the enterprise customers, and they're not sure where they're going, we're giving them a platform that standardizes where they want to go. On-prem in the cloud and anywhere in between. And what's really interesting is our latest feature within the port works portfolio is called port works data services, and allows customers to deploy databases on demand. Like, install it, download the binaries. You have a cus there, you got a database, you got a database. You want Cassandra, you want Mongo, right? Yeah. You know, and, and for a lot of enterprise customers, who've kind of not, not know where to don't know where to start with port works. We found that to be a great place where they're like, I have this need side of my infrastructure. You can help me reduce cost time. Right. And deliver databases to teams. And that's how they kick off their Tansu journey. For example. >>It's interesting. So port works was the enabler you mentioned maybe VMware should above. Of course they had to get the value out of, out of pivotal. >>Understood. >>So, okay. Okay. So that, so how subsequent to the port works acquisition, how has it changed the way that you guys think about storage and how your customers are actually deploying and managing storage? >>Sure. So you touched base earlier on what was really great about the cloud and VMware was this evolution of simplifying storage technologies, usually operational functions, right? Making things simpler, more API driven, right. So they could be automated. I think what we're seeing customers do to today is first off, there's a tremendous rise in everyone wanting to do every customer, not every customer, a large portion of the customer bases, wanting to acquire technology on as OPEX. And it, I think it's really driven by like eliminate technical debt. I sign a short term agreement, our short, our shortest commitment's nine months. If we don't deliver around what we say, you walk away from us in nine months. Like you, you couldn't do that historically. Furthermore, I think customers are looking for the flexibility for our subscriptions, you know, more from between on-prem and cloud, as I shared earlier, is, is been a, a, a big driver in that space. >>And, and lastly, I would, would probably touch on our environmental and sustainability efforts. You saw this morning, Ragu in the keynote touch on what was it? Zero carbon consumption initiative, or ZCI my apologies to the veer folks. If I missed VO, you know, we've had, we've had sustainability into our products since day one. I don't know if you saw our inaugural ESG report that came out about 60 days ago, but the bottom line is, is, is our portfolio reduces the, the power directly consumed by storage race by up to 80%. And another aspect to look at is that 97% of all of the products that we sold in the last six years are still in the market today. They're not being put into, you know, into, to recycle bins and whatnot, pure storage's goal by the end of this decade is to further drive the efficiency of our platforms by another 66%. And so, you know, it's an ambitious goal, but we believe it's >>Important. Yeah. I was at HQ earlier this month, so I actually did see it. So, >>Yeah. And where is sustainability from a differentiation perspective, but also from a customer requirements perspective, I'm talking to a lot of customers that are putting that requirement when they're doing RFPs and whatnot on the vendors. >>I think we would like to all, and this is a free form VO comment here. So my apologies, but I think we'd all like to, to believe that we can reduce the energy consumption in the planet through these efforts. And in some ways maybe we can, what I fear in the technology space that I think we've all and, and many of your viewers have seen is there's always more tomorrow, right? There's more apps, more vendors, more offerings, more, more, more data to store. And so I think it's really just an imperative is you've gotta continue to be able to provide more services or store more data in this in yesterday's footprint tomorrow. A and part of the way they get to is through a sustainability effort, whether it's in chip design, you know, storage technologies, et cetera. And, and unfortunately it's, it's, it's something that organizations need to adopt today. And, and we've had a number of wins where customers have said, I thought I had to evacuate this data center. Your technology comes in and now it buys me more years of time in this in infrastructure. And so it can be very strategic to a lot of vendors who think their only option is like data center evacuation. >>So I don't want to, I, I don't wanna set you up, but I do want to have the super cloud conversation. And so let's go, and you, can you, you been around a long time, your, your technical, or you're more technical than I am, so we can at least sort of try to figure it out together when I first saw you guys. I think Lisa, so you and I were at, was it, when did you announce a block storage for AWS? The, was that 2019 >>Cloud block store? I believe block four years >>Ago. Okay. So 20 18, 20 18, 20 18. Okay. So we were there at, at accelerate at accelerate and I said, oh, that's interesting. So basically if I, if I go back there, it was, it was a hybrid model. You, you connecting your on-prem, you were, you were using, I think, priority E C two, you know, infrastructure to get high performance and connecting the two. And it was a singular experience yeah. Between on-prem and AWS in a pure customer saw pure. Right. Okay. So that was the first time I started to think about Supercloud. I mean, I think thought about it in different forms years ago, but that was the first actual instantiation. So my, my I'm interested in how that's evolved, how it's evolving, how it's going across clouds. Can you talk just conceptually about how that architecture is, is morphing? >>Sure. I just to set the expectations appropriately, right? We've got, we've got a lot of engineering work that that's going on right now. There's a bunch of stuff that I would love to share with you that I feel is right around the corner. And so hopefully we'll get across the line where we're at today, where we're at today. So the connective DNA of, of flash array, OnPrem cloud block store in the cloud, we can set up for, for, you know, what we call active. Dr. So, so again, customers are looking at these arrays is a, is a, is a pair that allows workloads to be put into the, put into the cloud or, or transferred between the cloud. That's kind of like your basic building, you know, blocking tackling 1 0 1. Like what do I do for Dr. Example, right? Or, or gimme an easy button to, to evacuate a data center where we've seen a, a lot of growth is around cloud block store and cloud block store really was released as like a software version of our hardware, Ray on-prem and it's been, and, and it hasn't been making the news, but it's been continually evolving. >>And so today the way you would look at cloud block store is, is really bringing enterprise data services to like EBS for, for AWS customers or to like, you know, is Azure premium disc for Azure users. And what do I mean by enterprise data services? It's, it's the, the, the way that large scale applications are managed, on-prem not just their performance and their avail availability considerations. How do I stage the, the development team, the sandbox team before they patch? You know, what's my cyber protection, not just data protection, how, how am I protected from a cyber hack? We bring all those capabilities to those storage platforms. And the, the best result is because of our data reduction technologies, which was critical in reducing the cost of flash 10 years ago, reduces the cost of the cloud by 50% or more and pays for the, for pays more than pays for our software of cloud block store to enable these enterprise data services, to give all these rapid capabilities like instant database, clones, instant, you know, recovery from cyber tech, things of that nature. >>Do customers. We heard today that cloud chaos are, are customers saying so, okay, you can run an Azure, you can run an AWS fine. Are customers saying, Hey, we want to connect those islands. Are you hearing that from customers or is it still sort of still too early? >>I think it's still too early. It doesn't mean we don't have customers who are very much in let's buy, let me buy some software that will monitor the price of my cloud. And I might move stuff around, but there's also a cost to moving, right? The, the egress charges can add up, particularly if you're at scale. So I don't know how much I seen. And even through the cloud days, how much I saw the, the notion of workloads moving, like kind of in the early days, like VMO, we thought there might be like a, is there gonna be a fall of the moon computing, you know, surge here, like, you know, have your workload run where power costs are lower. We didn't really see that coming to fruition. So I think there is a, is a desire for customers to have standardization because they gain the benefits of that from an operational perspective. Right. Whether they put that in motion to move workloads back and forth. I think >>So let's say, let's say to be determined, let let's say they let's say they don't move them because your point you knows too expensive, but, but, but, but you just, I think touched on it is they do want some kind of standard in terms of the workflow. Yep. You you're saying you're, you're starting to see demand >>Standard operating practices. Okay. >>Yeah. SOPs. And if they're, if they're big into pure, why wouldn't they want that? If assuming they have, you know, multiple clouds, which a lot of customers do. >>I, I, I I'll assure with you one thing that the going back to like basic primitives and I touched it touched on it a minute ago with data reduction. You have customers look at their, their storage bills in the cloud and say, we're gonna reduce that by half or more. You have a conversation >>Because they can bring your stack yeah. Into the cloud. And it's got more maturity than what you'd find from a cloud company, cloud >>Vendor. Yeah. Just data. Reduction's not part of block storage today in the cloud. So we've got an advantage there that we, we bring to bear. Yeah. >>So here we are at, at VMware Explorer, the first one of this name, and I love the theme, the center of the multi-cloud universe. Doesn't that sound like a Marvel movie. I feel like there should be superheroes walking around here. At some point >>We got Mr. Fantastic. Right here. We do >>Gone for, I dunno it >>Is. But a lot of, a lot of news this morning in the keynote, you were in the keynote, what are some of the things that you're hearing from VMware and what excites you about this continued evolution of the partnership with pure >>Yeah. Great point. So I, I think I touched on the, the two things that really caught my attention. Obviously, you know, we've got a lot of investment in V realize it was now kind of rebranded as ay, that, you know, I think we're really eager to see if we can help drive that consumption a bit higher, cuz we believe that plays into our favor as a vendor. We've we've we have over a hundred templates for the area platform right now to, you know, automation templates, whether it's, you know, levels set your platform, you know, automatically move workloads, deploy on demand. Like just so, so again, I think the focus there is very exciting for us, obviously when they've got a new release, like vSphere eight, that's gonna drive a lot of channel behaviors. So we've gotta get our, you know, we're a hundred percent channel company. And so we've gotta go get our channel ready because with about half of the updates of vSphere is, is hardware refresh. And so, you know, we've gotta be, be prepared for that. So, you know, some of the excitements about just being how to find more points in the market to do more business together. >>All right. Exciting cover the grounds. Right. I mean, so, okay. You guys announce earnings tomorrow, so we can't obviously quiet period, but of course you're not gonna divulge that anyway. So we'll be looking for that. What other catalysts are out there that we should be paying attention to? You know, we got, we got reinvent coming up in yep. In November, you guys are obviously gonna be there in, in a big way. Accelerate was back this year. How was accelerate >>Accelerate in was in Los Angeles this year? Mm. We had great weather. It was a phenomenal venue, great event, great partner event to kick it off. We happened to, to share the facility with the president and a bunch of international delegates. So that did make for a little bit of some logistic securities. >>It was like the summit of the Americas. I, I believe I'm recalling that correctly, but it was fantastic. Right. You, you get, you get to bring the customers out. You get to put a bunch of the engineers on display for the products that we're building. You know, one of the high, you know, two of the highlights there were, we, we announced our new flash blade S so, you know, higher, more performant, more scalable version of our, our scale and object and file platform with that. We also announced the, the next generation of our a I R I, which is our AI ready, AI ready infrastructure within video. So think of it like converged infrastructure for AI workloads. We're seeing tremendous growth in that unstructured space. And so, you know, we obviously pure was funded around block storage, a lot around virtual machines. The data growth is in unstructured, right? >>We're just seeing, we're seeing, you know, just tons of machine learning, you know, opportunities, a lot of opportunities, whether we're looking at health, life sciences, genome sequencing, medical imaging, we're seeing a lot of, of velocity in the federal space. You know, things, I can't talk about a lot of velocity in the automotive space. And so just, you know, from a completeness of platform, you know, flat flash blade is, is really addressing a need really kind of changing the market from NAS as like tier two storage or object is tier three to like both as a tier one performance candidate. And now you see applications that are supporting running on top of object, right? All your analytics platforms are on an object today, Absolut. So it's a, it's a whole new world. >>Awesome. And Pierce also what I see on the website, a tech Fest going on, you guys are gonna be in Seoul, Mexico city in Singapore in the next week alone. So customers get the chance to be able to in person talk with those execs once again. >>Yeah. We've been doing the accelerate tech tech fests, sorry about that around the globe. And if one of those align with your schedule, or you can free your schedule to join us, I would encourage you. The whole list of events dates are on pure storage.com. >>I'm looking at it right now. Vaon thank you so much for joining Dave and me. I got to sit between two dapper dudes, great conversation about what's going on at pure pure with VMware better together and the, and the CATA, the cat catalysis that's going on on both sides. I think that's an actual word I should. Now I have a degree biology for Vaughn Stewart and Dave Valante I'm Lisa Martin. You're watching the cube live from VMware Explorer, 22. We'll be right back with our next guest. So keep it here.

(gentle music) (background chattering) >> Welcome to theCUBE's continuous coverage of AWS re:Invent 2021. I'm Dave Nicholson, and we are running one of the largest, most important hybrid events in the technology business. We've got two live sets here in Las Vegas, along with our two studios back home. And I'm absolutely delighted to have two fantastic guests with me. I'm joined by Stephen Manley, Chief Technology Officer from Druva. Stephen, welcome. >> Thanks, great to be here. >> Welcome back to theCUBE. >> I know. >> CUBE alumni. >> Love theCUBE. >> Along with Jake Burns, Enterprise Strategist from AWS, which I think stands for Amazon Web Services. >> You are correct, thank you. >> Fantastic, so the first question to you Jake is, well, first welcome, again, enterprise strategist, what does that mean exactly? >> Yeah, so- >> What do you do? (laughing) >> We're a team of former CIOs and CTOs who have all spent most of our time as customers and have all had large-scale success digitally transforming our organizations using the AWS Cloud. And now we work for AWS and we advise and work with some of our largest customers, share what worked for us, what didn't, and help them with the beginning stages of their cloud journey. >> Fantastic. >> And, Dave. Dave, you got to ask him, in the last year how many customers have you met? >> Oh, in the past year, I'm averaging about 150 to 200 different customers per year. >> Nice. >> So in the past three years, it's about 550. >> Nice. So can you remember all their names? Or do you do a lot of, "Hey, buddy. Hey, Sport." >> Jake: It's a lot harder with the masks on. >> Yes. >> But I recognize faces better than I remember the names. >> And Stephen, tell us about Druva. >> Yeah, so Druva, we are a SaaS data protection company. We built the first data resiliency cloud. So think of this as you might have data in endpoints, your data center, in AWS, in SaaS applications, and we're really shifting the discussion from, it's not just about backing it up, it's not just about protecting it anymore. It's about how do you recover it? how do you make sure your data is always on, always available to you? And that's really where we're trying to take the conversation. Is making sure that your data is there when you need it. >> And to be clear, this isn't just about resiliency for data that's in the cloud? This is also- >> Everywhere. >> on-premises? IT as well? >> On-premises, you might have VMs, you might have NAS servers, you might have Oracle databases on-prem, again, you might have endpoints. You might have Salesforce data, all of it. We want to make sure all your data's available to you. >> So let's focus on the relationship between Druva and AWS for a minute. It's always interesting to hear about success stories. Let's talk about inhibitors. What are the things that keep the two of you up at night? What are some of the things that... You talked about former CIOs and CTOs, CTOs like Stephen, you're working with existing CIOs and CTOs in all sorts of organizations, what are the things that are preventing them from leveraging cloud as well as they could be? Stephen, start with you on that. >> Yeah, I'll say the first thing is everybody right now is terrified of Ransomware, right? I met a CIO last night and he said, "My entire agenda for 2021, and now 2022 is security, security, security." And everyone is just searching for solutions to say, "How can I make sure that my environment is secure? How can I make sure my data is secure? Especially from these pretty much ubiquitous Ransomware attacks, because until I get that taken care of, it's really hard for me to get on these cloud transformation journeys." And so a lot of the discussion we have with them is, again, Druva in combination with AWS can actually help solve that Ransomware challenge for you so that instead of thinking it as, "Do one, and then you can do the cloud transformation." Let's put those two together, right? But for me, that's the number one thing, is people are just worried about how they're going to deal with security. >> So they're worried, but Jake, isn't it true, we'll do a little perimysium here. (laughing) Tell me the truth. >> All right. >> Isn't that the case that some people still think that effectively their money is safer under their mattress than in a bank? In other words, "I feel safer with on-prem IT than I do having it in some cloud somewhere." Are we still facing that sort of cultural divide between reality and perception? >> Yeah, there's definitely an education, widespread education effort going on right now. Training and certification, which AWS has a lot of experience with and has fantastic courses I went through when I was a customer, my team went through when we were a customer, we were able to get up-skilled very quickly. That fear of the unknown really the way to solve it is through information, through knowing how the cloud works. And it was so funny, I was just having a conversation right before this with an executive team of one of our largest customers and they were talking about how their CSO was dead set against the cloud and then one day did a complete 180. And we're seeing this all the time. When they realize what the cloud is, all the compliance and controls that we have, all of the redundancy that we have, all the benefits of being in the cloud. Then it seems to be like, there's just a moment where it clicks and then people become strong advocates. So there is still a lot of work to do in that area, but we find that people get it very quickly. >> Yeah, Stephen, you've had a long and illustrious career, I say that seriously. >> Stephen: There you go. >> And so you're living that bridging the divide between the old world of on-premises IT and cloud. What are you seeing in that regard in terms of where people's emotions are? >> Oh yeah, and that transformation that Jake talks about, I see it all the time where I'll sit down with a customer and it is exactly that, "Well, I have this on an appliance and because that appliance is under my control, I feel safer." And then we start talking about what the real threats are, that, let's face it Ransomware can come through your environment and it gets in anywhere and it can spread everywhere. And internal threats, internal bad actors, they can get at your appliances. And it very quickly shifts that conversation from, "Oh my gosh, how am I going to maintain all this? I have to do security patching, and upgrades, and I've got to watch everything." And Druva a sort of sits and says, "One of the great things that we had because we're built natively on AWS, a lot of the problems I worried about back when I built appliances are gone. I don't have to worry about capacity planning because AWS always gives me more. I don't have to worry about provisioning new equipment because it just automatically scales for me. I don't have to worry about a lot of the networking challenges that I used to have to worry about because it's built into the environment." And so a lot of what we talked to them about is, by taking these sort of daily routine things off the table, you can actually focus on the higher level value. You can focus on making your environment more secure because you're not just doing the basic blocking and tackling 'cause that's being done for you. And that really gets people sort of across that chasm. >> So you talk about basic block and tackle, in the keynote today, it was mentioned that there are 475 different types of instances within AWS. That gave me a little jolt to the heart because I was thinking back to Steve Jobs saying, "We can only have three of everything." And so sometimes with choice and with flexibility comes complexity. How does Druva manage the potential complexity that exists in the AWS space? How do you take what's best from AWS and deliver it to Druva customers to achieve what they want to achieve? >> Yeah, I think for us, that's really the benefit of being a SaaS provider is, we've designed a system from the ground up for AWS. And so, whether you're talking about the different storage types, where you've got S3, you've got Glacier, you've got Glacier Deep Archive. You have all the different instance types. You have different container services, ECS, EKS, there's all these choices. And frankly, it's something that we've spent a lot of time working on. And honestly, tons of people like Jake inside of AWS willing to help us. We characterize our workload and then they walk us through what's sort of the best practices so that we can deliver an end to end solution for the customer. So that, for our customers, it's just one simple cost, right? How much data are you storing? That's it, right? All the things happening in the background we take care of. And we take care of because we have AWS helping us design and implement this the best possible way. >> And so Jake, with all of the customer conversations that you've had, I'm sure we can guess what some of the themes have been over the last year or two with the pandemic and with things related to security. What are some of the other conversations that you're having with customers that people might not expect? >> Yeah. >> Based on what's going on? >> I think the biggest thing that would be surprising to most people is that vast majority of our conversations are about culture and about people, not about technology. We've gotten to a point where, and I've said this for a number of years, there's never been a better time to move to cloud, but that just keeps being more and more true as time goes on, as the technology gets more mature and as we have more and more examples of people who are very successful doing it. But like you said earlier, there are still some people who are used to the old way of doing things. So it's really largely an education issue, it's a culture issue. It's getting people to wrap their heads around this new way of doing things. And once they see that they get very excited about it. We very rarely see people who are kind of neutral about it. The very, very beginning stages, sometimes they're fearful. When they learn what it is they get very excited and they get very enthusiastic. And my advice to customers is to get your team excited and enthusiastic as early as possible, and they'll solve all of those process and technology problems very quickly and very easily. >> Now what are you seeing in terms of any skill gaps or skill divides? We, coming from a background where we're bridging the divide between sort of the legacy world and cloud. You have IT practitioners that have been doing this stuff for a long time. >> Right. >> That either need to move into the future or not. >> Right. >> Or you need to hire new people. Are there any challenges there in terms of finding the skill sets you need versus training up existing people? >> Yeah, so this is something I talk about a lot, and you do have a choice between hiring and trying to use the people you have and get them up skilled. I strongly favor the second. For one, it's very difficult to hire for cloud skills because it's in such high demand right now, but you use that to your advantage. And by training your staff, it's one of the kind of carrots you can use to get them excited about it. "You learn this, you will be valuable in the marketplace." And when you frame it that way, they get very excited to learn. And when you combine the training with the firsthand experience and give them opportunities to use it, and this could be everyone in the organization, it doesn't have to be like your engineering team or your infrastructure team. I had people in the help desk that learned how to become cloud engineers. When you give them that opportunity, and you give them the tools to do it, and the opportunity to use it with the training, it tends to be a much easier recipe for success. And then your problem becomes retention. But like I say, you're going to have either the problem of hiring or, retention, or you're going to have the problem of having people who don't have enough skills. I'd rather have the problem of retention. And if you have that capability of up-skilling people, then you don't really need to worry about it because there's more people all the time that are becoming more and more skilled. The other thing is, it's a lot easier to overlay cloud skills on top of people who already know your organization and your applications, than bring in new people- >> Sure. >> who have cloud skills, try to retain them and then teach them how your organization works. So there's a lot of advantages to using the people that you have, and the training is a lot easier than people think. >> So who were the people in those organizations that are making the decision to go with Druva? >> [Stephen} Right. >> And who are the people in organizations who are then managing Druva environments moving forward? Do you need a PhD in Druva- (laughing) >> Stephen: Right. >> to be able to manage an environment like that? >> I'll tell you one of the things that I talk to a lot of customers about that are going through sort of that, "How do I up skill?" Is, the first thing we try to remind them is, don't just about what you did on-premises, and then say, "And we're going to do the exact same thing in cloud." Because that is usually a path to either frustration or failure. "I had a physical appliance, I'm going to run a virtual appliance." That's not usually the right answer. So a lot of times we spend time walking them through, "Here's how you think differently. Again, cloud is dynamically scalable. You want something that breaks apart those limits. Cloud gives you 475 options, which means you have purchasing power that you never had as a company that you can have so many different options in front of you." So think of these not as how you thought of your on-premises environment, but think of it as a new way of doing things. And so what we find is the people who tend to be most attracted to Druva are those customers who are saying, "I'm spending too much time, effort, and money on my data protection environment." Which basically is everybody. Nobody wakes up and says, "I wish I could spend more time and money doing backup." And then in terms of who runs it, what we find is it often gets absorbed in sort of a cloud administrator task, right? Where they're looking more broadly across the organization. It's not just about backup, it's backup, it's disaster recovery, it's security, it's compliance because they're looking at the data as opposed to the infrastructure at that point. And that's where they can really start to grow their careers and have a lot bigger impact inside their companies. >> So I can tell that you're an awesome guy to have at a party, because you'll talk about all the risks that we face. >> Absolutely! >> Talking about data center fire drills, you're literally talking about fires and drills at that point. >> You got it. >> But so what's on the horizon for Druva? What are the things that you... When you look out into the future, in the area of resiliency, what are some of the things that you're thinking about? >> There's a couple of things for me. I think one of them, again, Ransomware is everywhere. And so many people right now are still focused on just, "Can I get a clean copy? Can I get a safe copy?" That's built into Druva. So, we're beyond that. The real focus for me is, how do we streamline your recovery process? Because for so many customers, they make this assumption that a Ransomware recovery is just like a disaster recovery. And it's not, it's not as if you just had a system outage. Someone has invaded your environment and you need to make sure that the data, the environment is clean before you recover. You're going to want clean sandboxes to play around with things before you put it in, you're going to need to work with your legal team. So a lot of what we're working with is helping them orchestrate at larger scale. I think the other area that gets really interesting is this notion of autonomous, right? We talk about self-driving cars. Again, nobody wants to spend time tuning and managing their backup environment. So as Druva moves forward it's, "How can we just do this automatically for you?" Again, we're built in the cloud, everything scales automatically. You as a customer shouldn't have to be doing anything. You shouldn't be babysitting this. Let us take care of it for you. So for me, those are the really two big things. It's cybersecurity, that full end to end recovery, and it's around the autonomous protection. >> So Jake, a reality check, anything that he just said that sounds like... (laughing) sounds out of line based on your experience talking to customers in the last year? >> Jake: No, I agree with that. And I think we're touching on something that's really powerful here, because you kind of alluded to the choice that people have in AWS and we're creating new services all the time and new features all the time, right? So these are building blocks that companies can use. And there's a lot of builders at a lot of companies that get very excited to see all these building blocks, and it's about using the right tool for the job. So by giving you more choices, we're giving you more of an opportunity to find the exact fit for the workload you have. But if you just want it to work, then we have this partner of ecosystems. Druva being one of our... My personal favorites (laughing) >> Love you , Jake. >> that build on AWS, use these very resilient, very secure building blocks to build something that's turnkey for a customer. So I think it's a great marriage and it benefits customers ultimately. So it makes us happy. >> All right, well 2022 we expect this gentlemen here to see at least 300 customers to meet his goal. That's what we're expecting from you, Jake. >> All right, I'm on it. >> Thanks to all for joining us here at theCUBE's, continuous coverage of AWS re:Invent 2021, I almost said 2022, live from Las Vegas. Stay tuned for much more from the leader in hybrid technology event programming, theCUBE. (gentle music)

>> Hi and welcome to Data Cloud catalyst Women in Tech Round Table Panel discussion. I am so excited to have three fantastic female executives with me today, who have been driving transformations through data throughout their entire career. With me today is Lisa Davis, SVP and CIO OF Blue shield of California. We also have Nishita Henry who is the Chief Innovation Officer at Deloitte and Teresa Briggs who is on a variety of board of directors including our very own Snowflake. Welcome ladies. >> Thank you. >> So I am just going to dive right in, you all have really amazing careers and resumes behind you, am really curious throughout your career, how have you seen the use of data evolve throughout your career and Lisa am going to start with you. >> Thank you, having been in technology my entire career, technology and data has really evolved from being the province of a few in an organization to frankly being critical to everyone's business outcomes. Now every business leader really needs to embrace data analytics and technology. We've been talking about digital transformation, probably the last five, seven years, we've all talked about, disrupt or be disrupted, At the core of that digital transformation is the use of data. Data and analytics that we derive insights from and actually improve our decision making by driving a differentiated experience and capability into market. So data has involved as being I would say almost tactical, in some sense over my technology career to really being a strategic asset of what we leverage personally in our own careers, but also what we must leverage as companies to drive a differentiated capability to experience and remain relative in the market today. >> Nishita curious your take on, how you have seen data evolve? >> Yeah, I agree with Lisa, it has definitely become a the lifeblood of every business, right? It used to be that there were a few companies in the business of technology, every business is now a technology business. Every business is a data business, it is the way that they go to market, shape the market and serve their clients. Whether you're in construction, whether you're in retail, whether you're in healthcare doesn't matter, right? Data is necessary for every business to survive and thrive. And I remember at the beginning of my career, data was always important, but it was about storing data, it was about giving people individual reports, it was about supplying that data to one person or one business unit in silos. And it then evolved right over the course of time into integrating data into saying, alright, how does one piece of data correlate to the other and how can I get insights out of that data? Now, its gone to the point of how do I use that data to predict the future? How do I use that data to automate the future? How do I use that data not just for humans to make decisions, but for other machines to make decisions, right? Which is a big leap and a big change in how we use data, how we analyze data and how we use it for insights and involving our businesses. >> Yeah its really changed so tremendously just in the past five years, its amazing. So Teresa we've talked a lot about the Data Cloud, where do you think we are heading with that and also how can future leaders really guide their careers in data especially in those jobs where we don't traditionally think of them in the data science space? Teresa your thoughts on that. >> Yeah, well since I'm on the Snowflake Board, I'll talk a little bit about the Snowflake Data Cloud, we're getting your company's data out of the silos that exist all over your organization. We're bringing third party data in to combine with your own data and we're wrapping a governance structure around it and feeding it out to your employees so they can get their jobs done, as simple as that. I think we've all seen the pandemic accelerate the digitization of our work. And if you ever doubted that the future of work is here, it is here and companies are scrambling to catch up by providing the right amount of data, collaboration tools, workflow tools for their workers to get their jobs done. Now, it used to be as prior people have mentioned that in order to work with data you had to be a data scientist, but I was an auditor back in the day we used to work on 16 column spreadsheets. And now if you're an accounting major coming out of college joining an auditing firm, you have to be tech and data savvy because you're going to be extracting, manipulating, analyzing and auditing data, that massive amounts of data that sit in your clients IT systems. I'm on the board of Warby Parker, and you might think that their most valuable asset is their amazing frame collection, but it's actually their data, their 360 degree view of the customer. And so if you're a merchant, or you're in strategy, or marketing or talent or the Co-CEO, you're using data every day in your work. And so I think it's going to become a ubiquitous skill that any anyone who's a knowledge worker has to be able to work with data. >> Yeah I think its just going to be organic to every role going forward in the industry. So, Lisa curious about your thoughts about Data Cloud, the future of it and how people can really leverage it in their jobs for future leaders. >> Yeah, absolutely most enterprises today are, I would say, hybrid multicloud enterprises. What does that mean? That means that we have data sitting on-prem, we have data sitting in public clouds through software as a service applications. We have a data everywhere. Most enterprises have data everywhere, certainly those that have owned infrastructure or weren't born on the web. One of the areas that I love that Data Cloud is addressing is area around data portability and mobility. Because I have data sitting in various locations through my enterprise, how do I aggregate that data to really drive meaningful insights out of that data to drive better business outcomes? And at Blue Shield of California, one of our key initiatives is what we call an Experienced Cube. What does that mean? That means how do I drive transparency of data between providers, members and payers? So that not only do I reduce overhead on providers and provide them a better experience, our hospital systems are doctors, but ultimately, how do we have the member have it their power of their fingertips the value of their data holistically, so that we're making better decisions about their health care. One of the things Teresa was talking about, was the use of this data and I would drive to data democratization. We got to put the power of data into the hands of everyone, not just data scientists, yes we need those data scientists to help us build AI models to really drive and tackle these tough old, tougher challenges and business problems that we may have in our environments. But everybody in the company both on the IT side, both on the business side, really need to understand of how do we become a data insights driven enterprise, put the power of the data into everyone's hands so that we can accelerate capabilities, right? And leverage that data to ultimately drive better business results. So as a leader, as a technology leader, part of our responsibility, our leadership is to help our companies do that. And that's really one of the exciting things that I'm doing in my role now at Blue Shield of California. >> Yeah its really, really exciting time. I want to shift gears a little bit and focus on women in Tech. So I think in the past five to ten years there has been a lot of headway in this space but the truth is women are still under represented in the tech space. So what can we do to attract more women into technology quite honestly. So Nishita curious what your thoughts are on that? >> Great question and I am so passionate about this for a lot of reasons, not the least of which is I have two daughters of my own and I know how important it is for women and young girls to actually start early in their love for technology and data and all things digital, right? So I think it's one very important to start early started early education, building confidence of young girls that they can do this, showing them role models. We at Deloitte just partnered with LV Engineer to actually make comic books centered around young girls and boys in the early elementary age to talk about how heroes in tech solve everyday problems. And so really helping to get people's minds around tech is not just in the back office coding on a computer, tech is about solving problems together that help us as citizens, as customers, right? And as humanity, so I think that's important. I also think we have to expand that definition of tech, as we just said it's not just about right, database design, It's not just about Java and Python coding, it's about design, it's about the human machine interfaces, it's about how do you use it to solve real problems and getting people to think in that kind of mindset makes it more attractive and exciting. And lastly, I'd say look we have a absolute imperative to get a diverse population of people, not just women, but minorities, those with other types of backgrounds, disabilities, et cetera involved because this data is being used to drive decision making in all involved, right, and how that data makes decisions, it can lead to unnatural biases that no one intended but can happen just 'cause we haven't involved a diverse enough group of people around it. >> Absolutely, lisa curious about your thoughts on this. >> I agree with everything Nishita said, I've been passionate about this area, I think it starts with first we need more role models, we need more role models as women in these leadership roles throughout various sectors. And it really is it starts with us and helping to pull other women forward. So I think certainly it's part of my responsibility, I think all of us as female executives that if you have a seat at the table to leverage that seat at the table to drive change, to bring more women forward more diversity forward into the boardroom and into our executive suites. I also want to touch on a point Nishita made about women we're the largest consumer group in the company yet we're consumers but we're not builders. This is why it's so important that we start changing that perception of what tech is and I agree that it starts with our young girls, we know the data shows that we lose our like young girls by middle school, very heavy peer pressure, it's not so cool to be smart, or do robotics, or be good at math and science, we start losing our girls in middle school. So they're not prepared when they go to high school, and they're not taking those classes in order to major in these STEM fields in college. So we have to start the pipeline early with our girls. And then I also think it's a measure of what your boards are doing, what is the executive leadership in your goals around diversity and inclusion? How do we invite more diverse population to the decision making table? So it's really a combination of efforts. One of the things that certainly is concerning to me is during this pandemic, I think we're losing one in four women in the workforce now because of all the demands that our families are having to navigate through this pandemic. The last statistic I saw in the last four months is we've lost 850,000 women in the workforce. This pipeline is critical to making that change in these leadership positions. >> Yeah its really a critical time and now we are coming to the end of this conversation I want to ask you Teresa what would be a call to action to everyone listening both men and women since its to be solved by everyone to address the gender gap in the industry? >> I'd encourage each of you to become an active sponsor. Research shows that women and minorities are less likely to be sponsored than white men. Sponsorship is a much more active form than mentorship. Sponsorship involves helping someone identify career opportunities and actively advocating for them and those roles opening your network, giving very candid feedback. And we need men to participate too, there are not enough women in tech to pull forward and sponsor the high potential women that are in our pipelines. And so we need you to be part of the solution. >> Nishita real quickly what would be your call to action to everyone? >> I'd say look around your teams, see who's on them and make deliberate decisions about diversifying those teams, as positions open up, make sure that you have a diverse set of candidates, make sure that there are women that are part to that team and make sure that you are actually hiring and putting people into positions based on potential not just experience. >> And real quickly Lisa, we'll close it out with you what would your call to action be? >> Wow, it's hard to what Nishita and what Tricia shared I think we're very powerful actions. I think it starts with us. Taking action at our own table, making sure you're driving diverse panels and hiring setting goals for the company, having your board engaged and holding us accountable and driving to those goals will help us all see a better outcome with more women at the executive table and diverse populations. >> Great advice and great action for all of us to take. Thank you all so much for spending time with me today and talking about this really important issue, I really appreciate it. Stay with us.

>> Hi, and welcome to data cloud catalyst women in tech round table panel discussion. I am so excited to have three fantastic female executives with me today who have been driving transformation through data throughout their entire career. With me today is Lisa Davis SVP and CIO of Blue Shield of California. We also have Nishita Henry who is the chief innovation officer at Deloitte and Teresa Briggs, who is on a variety of board of directors, including our very own Snowflake. Welcome, ladies. >> Thank you. So I'm just going to dive right in. You all have really amazing careers and resumes behind you. I'm really curious, throughout your career, how have you seen the use of data evolve throughout your career? And Lisa, I'm going to start with you. >> Thank you. Having been in technology my entire career, technology and data has really evolved from being the province of a few in an organization to frankly being critical to everyone's business outcomes. But now every business leader really needs to embrace data analytics and technology. We've been talking about digital transformation probably the last five, seven years. We've all talked about disrupt or be disrupted. At the core of that digital transformation is the use of data, data, and analytics that we derive insights from and actually improve our decision-making by driving a differentiated experience and capability into market. So data has involved as being, I would say, almost tactical in some sense over my technology career to really being a strategic asset of what we leveraged personally in our own careers, but also what we must leverage as companies to drive a differentiated capability to experience and remain relative in the market today. >> Nishita curious your take on, how you've seen data evolve? >> Yeah, I agree with Lisa, it has definitely become the lifeblood of every business, right? It used to be that there were a few companies in the business of technology. Every business is now a technology business. Every business is a data business. It is the way that they go to market, shape the market and serve their clients. Whether you're in construction, whether you're in retail, whether you're in healthcare doesn't matter, right? Data is necessary for every business to survive and thrive. And I remember at the beginning of my career, data was always important, but it was about storing data. It was about giving people individual reports. It was about supplying that data to one person or one business unit in silos. And it then evolved right over the course of time and to integrating data and to saying, all right, how does one piece of data correlate to the other? And how can I get insights out of that data? Now let's go on to the point of how do I use that data to predict the future? How do I use that data to automate the future? How do I use that data not just for humans to make decisions but for other machines to make decisions, right? Which is a big leap and a big change in how we use data, how we analyze data and how we use it for insights and evolving our businesses. >> Yeah. It's really changed so tremendously, just in the past five years, it's amazing. So Teresa, we've talked a lot about the data cloud, where do you think we're heading with that? And also how can future leaders really guide their careers in data, especially in those jobs where we don't traditionally think of them in the data science space, curious your thoughts on that. >> Yeah. Well, since I'm on the Snowflake board, I'll talk a little bit about the Snowflake data cloud that we're getting your company's data out of the silos that exist all over your organization. We're bringing third party data in to combine with your own data and we're wrapping a governance structure around it and feeding it out to your employees so that they can get their jobs done. And it's as simple as that, I think we've all seen the pandemic accelerated the digitization of our work. And if you ever doubted that the future of work is here, it is here. And companies are scrambling to catch up by providing the right amount of data, collaboration tools, workflow tools for their workers to get their jobs done. Now it used to be, as prior, people have mentioned that in order to work with data, you had to be a data scientist. But I was an auditor back in the day and we used to work on 16 columns spreadsheet. And now if you're an accounting major coming out of college, joining an auditing firm, you have to be tech and data savvy because you're going to be extracting, manipulating, analyzing, and auditing data. That massive amounts of data that sit in your client's IT systems. I'm on the board of Warby Parker. And you might think that their most valuable asset is their amazing frame collection but it's actually their data. There are 360 degree view of the customer. And so if you're a merchant or you're in strategy or marketing or talent or the co-CEO, you're using data every day in your work. And so I think it's going to become a ubiquitous skill that any anyone who's a knowledge worker has to be able to work with data. >> Now, I think it's just going to be organic to every role going forward in the industry. >> So Lisa curious about your thoughts about data cloud, the future of it, and how people can really leverage it in their jobs from future leaders. >> Yeah, absolutely. Most enterprises today are, I would say, hybrid multi-cloud enterprises. What does that mean? That means that we have data sitting on prem. We have data sitting in public clouds through software, as a service applications. We have a data everywhere. Most enterprises have data everywhere. Certainly those that have owned infrastructure or weren't born on the web. One of the areas that I'd love that data cloud is addressing is the area around data portability and mobility. Because I have data sitting in various locations through my enterprise, how do I aggregate that data to really drive meaningful insights out of that data to drive better business outcomes. And at Blue Shield of California, one of our key initiatives is what we call an experience cube. What does that mean? It means how do I drive transparency of data between providers and members and payers so that not only do I reduce overhead on providers and provide them a better experience or hospital systems or doctors, but ultimately how do we have the member have at their power of their fingertips the value of their data holistically so that we're making better decisions about their healthcare? One of the things Teresa was talking about was the use of this data. And I would drive to data democratization. We got to put the power of data into the hands of everyone, not just data scientists. Yes, we need those data scientists to help us build AI models to really drive and tackle these tougher challenges and business problems that we may have in our environments. But everybody in the company, both on the IT side, both on the business side, really need to understand of how do we become a data insights driven enterprise, put the power of the data into everyone's hands so that we can accelerate capabilities, right? And leverage that data to ultimately drive better business results. So as a leader, as a technology leader, part of our responsibility, our leadership is to help our companies do that. And that's really one of the exciting things that I'm doing in my role now at Blue Shield of California. >> Yeah. It's really, really exciting time. I want to shift gears a little bit and focus on women in tech. So I think in the past 5 to 10 years there has been a lot of headway in this space but the truth is women are still underrepresented in the tech space. So what can we do to attract more women into technology? Quite honestly. So Nishita curious what your thoughts are on that? >> Great question. And I am so passionate about this for a lot of reasons, not the least of which is I have two daughters of my own and I know how important it is for women and young girls to actually start early in their love for technology and data and all things digital, right? So I think it's one very important to start early, starting early education, building confidence of young girls that they can do this, showing them role models. We at Deloitte just partnered with LOV engineer to actually make comic books centered around young girls and boys in the early elementary age to talk about how heroes in techs solve everyday problems. And so really helping to get people's minds around tech is not just in the back office, coding on a computer, tech is about solving problems together that help us as citizens as customers, right? And as humanity. So I think that's important. I also think we have to expand that definition of tech as we just said, it's not just about database design. It's not just about Java and Python coding. It's about design, it's about the human machine interfaces. It's about how do you use it to solve real problems and getting people to think in that kind of mindset makes it more attractive and exciting. And lastly, I'd say, look we have a absolute imperative to get a diverse population of people, not just women but minorities, those with other types of backgrounds, disabilities, et cetera, involved because this data is being used to drive decision-making, and if we're all involved and how that data makes decisions, it can lead to unnatural biases that no one intended but can happen just 'cause we haven't involved a diverse enough group of people around it. >> Absolutely. Lisa, I'm curious about your thoughts on this. >> Oh, I agree with everything Nishita said. I've been passionate about this area. I think it starts with first, we need more role models. We need more role models as women in these leadership roles throughout various sectors. And it really is, it starts with us and helping to pull other women forward. So I think it certainly it's part of my responsibility. I think all of us as female executives that if you have a seat at the table to leverage that seat at the table to drive change to bring more women forward, more diversity forward into the boardroom and into our executive suites. I also want to touch on a point Nishita made about women. We're the largest consumer group in the company yet we're consumers, but we're not builders. This is why it's so important that we start changing that perception of what tech is. And I agree that it starts with our young girls. We know the data shows that we lose our young girls by middle school, very heavy peer pressure. It's not so cool to be smart or do robotics or be good at math and science. We start losing our girls in middle school. So they're not prepared when they go to high school and they're not taking those classes in order to major in these STEM fields in college. So we have to start the pipeline early with our girls. And then I also think it's a measure of what your boards are doing. What is the executive leadership and your goals around diversity and inclusion? How do we invite more diverse population to the decision-making table? So it's really a combination of efforts. One of the things that certainly is concerning to me is during this pandemic, I think we're losing one in four women in the workforce now because of all the demands that our families are having to navigate through this pandemic. The last statistic I saw in the last four months is we've lost 850,000 women in the workforce. This pipeline is critical to making that change in these leadership positions. >> Yeah, it's really a critical time. And now we're coming to the end of this conversation. I want to ask you Teresa, what would be a call to action to everyone listening, both men and women since it needs to be solved by everyone to address the gender gap in the industry. >> I'd encourage to you to become an active sponsor. Research shows that women and minorities are less likely to be sponsored than white men. Sponsorship is a much more active form than mentorship. Sponsorship involves helping someone identify career opportunities and actively advocating for them in those roles, opening your network, giving very candid feedback. And we need men to participate too. There are not enough women in tech to pull forward and sponsor the high potential women that are in our pipelines. And so we need you to be part of the solution. >> Nishita, real quickly, what would be your call to action to everyone? >> I'd say, look around your teams, see who's on them and make deliberate decisions about diversifying those teams, as positions open up, make sure that you have a diverse set of candidates. Make sure that there are women that are part of that team and make sure that you are actually hiring and putting people into positions based on potential, not just experience. >> And real quickly, Lisa, we'll close it out with you. What would your call to action be? >> Well, it's hard to, but Nishita and what Teresa shared, I think were very powerful actions. I think it starts with us taking action at our own table, making sure you're driving diverse panels and hiring, setting goals for the company, having your board engaged and holding us accountable and driving to those goals will help us all see a better outcome with more women at the executive table and diverse populations. >> So I want to talk to you all about a pivotal moment in your career. It could have been a mentorship. It could have been maybe a setback in your career or maybe a time that you really took a risk and it paid off big, something that really helped define your career going forward. Curious what those moments were for you all in your career. Teresa, we'll start with you. >> Sure. I had a great sponsor and he was a white male by the way. He identified some potential in me when I was early in my career about five years in and he really helped pave the way for a number of decisions I made along the way to take different roles in the firm. I was at Deloitte, he's still in my life today. We get together a couple of times a year. And even though we're both retired from Deloitte, we still have that relationship and what that tell me was how to be a great sponsor. And so one of the most satisfying things I did in my career was when I finally got to the place where I was no longer reaching for the next rank of the ladder for myself, I got to turn around and pull through all of these amazing future leaders into roles that were going to help them accelerate their careers. >> What about you, Lisa? >> I think there's been many of those moments. One I'll speak about is having spin 20, 25 years in technology, I had spent my first career in department of defense, moved over to academia and then went to a high-tech firm on their IT side, really in hopes of getting the CIO role having been a CIO, I did not get the CIO role, and really had a decision to make. One of the opportunities that was presented to me was to move to the business side to run a $9 billion P&L on one of the core business units within the company. And of course, I was terrified. It was a very risky decision having never run a P&L before and not starting small going right to the billion dollar mark in terms of (laughs) what that would look like. And frankly decided to seize that opportunity and I've certainly learned in my career that those opportunities that really push you out of your comfort zone that take you down a really completely different path or where the greatest opportunities for growth and learning occur. So I did that role for three and a half years before coming into my current role back to a CIO role at Blue Shield of California in healthcare, and just a tremendous amount of learning, having been on the business side and managing a P&L that I now apply to how I engage with my partners at Blue Shield. >> I couldn't agree more. I think forcing yourself out of that comfort zone is so critical for learning and driving your career for sure. Nishita, what about you? >> Yeah, I agree. Lots of pivotal moments, but I'll talk about one very early in my career, actually was an intern and one of my responsibilities was to help research back then facial recognition technology. And I had to go out there and evaluate vendors and take meetings with vendors and figure out, all right, which ones do we want to actually test? And I remember I was leading a meeting, two of my kind of supervisors were with us. And I know I went through the list of questions and then the meeting kind of ended. And I didn't speak up at that point in time to kind of say here are the next steps or here's what I recommend. I kind of looked at my supervisors to do that. Just assuming they should be wrapping it up and they should be the ones to make a final decision or choice. And after that meeting, he came to me and he's like you know Nishita you did a really nice job in bringing these technologies forward but I wish you would have spoken up because you're the one who've done the most research. And you're the one who has the most background on what we should do next. Next time don't stand by and let someone else be your voice. And it was so powerful for me and I realized, wow, I should have more confidence in myself to be able to actually use my voice and do what I was asked to do versus leave it to someone else because I assumed that I was too junior or I assumed I didn't have enough experience. So that was really pivotal for me early in my career to learn how to use my voice. >> I'm really curious for you, Nishita. What drew you to the industry of data? What was something when you were young that drew you into that space? >> Yeah. So my background is actually in engineering and it's actually funny. It's an electrical engineering and I probably couldn't do another thermal dynamics equation to save my life anymore (laughs). But what drew me to technology was problem solving, right? It was all about how do I take a bunch of data and information and create a new solution, right? Whether it was, how do I create a device? I remember in college, right? Creating a device to go down stadium steps and clean, right? How do I take data for how this machine will interact with the environment in order to create it? So I always viewed it as problem solving and that's what has always attracted me into the field. >> That's great. So, Teresa, I'm curious, at what point did you feel that you really found your voice in your career, in yourself as a part of your professional life? >> Yeah. About 12 years into my career I started working as an M&A partner and I was working with a private equity firm along with their lawyers and other advisors, bankers and so forth. And what I realized in that situation was that I was the expert in what I did. And so, I mean, I found my voice before that in many other ways but that was sort of a moment where I felt like, "I'm here to deliver an expertise to this group of people. And none of them have the expertise that I have. And so I need to just stand firm in my shoes and deliver that expertise with confidence." So that was my example. >> That's great. Well, Lisa, what about you? What was that moment that you felt that you just found your voice kind of in your groove and that confidence kicked in? >> No, I don't know if it was exactly a moment but it was certainly a realization. Right out of college, I was working for the federal government in department of defense and certainly male dominated. And through that realized that to be heard, I had to become very good at what I do. So I built that confidence, frankly, by delivering results and capability and becoming an expert in the work, essentially the services that I provide. And when you become very good at what you do, regardless of what you look like, then people will start to listen. So I think it starts with delivering results. I think you have to build your confidence and through that you find to use your voice so that you are being heard, having worked in department of defense and academia and high tech, I've had to leverage that throughout my entire career ultimately for my voice to be heard, and to be represented within the roles that I was playing. >> That's great. I know one of the things that we've also talked about is just the value, the business value, the importance of having a diverse workforce and a diverse team and the value that that brings to the outcomes. What are some of your strategies to create those types of teams? What, as leaders in your company, you manage a team and what is your advice to them, your strategies to get a diverse pool of candidates and a diverse team. Nishita, what about you? >> I think it's looking beyond what the individual role is, right? So a lot of times we have a role description and you want these certain skills and so (indistinct), or you get a certain set of candidates. I think it's taking a step back and saying, "What are the objectives of my team? What am I trying to accomplish? What types of business acumen do I need on that team? What types of tech acumen, what types of personalities? Do I want people who know how to work with others and therefore bring them together? Do I need people who are also drivers and know how to get things done, right?" It's finding the right chemistry. We have a business chemistry, talk track around. We don't need all different kinds to make a really good team. So I think it's taking a step back and understanding what you need the makeup of your team to be, understanding the hard skills and the soft skills. And then thinking about what are all the sources you could really go to for them and being a little bit non-traditional and saying, "Do I need a full-time person all the time to do this job that's sitting here? Can I be more diverse in finding people from the crowd? Can I have part-time resources? Can I use different pieces and parts of the ecosystem to actually bring together the full team that represents the diversity?" It's just expanding our mind and stop thinking about a role to person, start thinking about it as the makeup of a team, to the outcome you desire. >> It's really about being creative and just thinking in new ways. Teresa, I'm super curious, since you sit on a bunch of different boards, what kind of strategies do you see companies taking to attract different talent? >> So I can address that from the board lens, for sure. And boards are probably one of the least diverse bodies in business right now, but that is changing, and for the better, obviously they were traditionally kind of white male dominated. And then we've had this wave of women joining boards. And now we're starting to see a wave of diverse individuals join boards. And with each person who's diverse that joins a board that I'm on, the dynamic of the discussion changes because they bring a different perspective. They bring a different way of thinking. They came from a different background or a different functional skillset or a different geography or you name, whatever element of diversity you want to see. We just added the head of Apple music to the service in our board. And so you might scratch your head and say, "Wow, the head of Apple music and an enterprise software company that is a B2B software company." But he thinks deeply about how the end user consumes in his case content and in our case software. And so he's able to bring just a completely different perspective to the discussion we have at the board table. And I think at the end of the day, that's what diversity is all about, is improving the outcome of whatever it is. If you're producing something or making important decisions like we do in board rooms. >> That's amazing. Lisa, real quickly, what are some of your strategies? >> Yeah. Well, we know diverse teams actually produce better business results. So there's no reason, there's absolutely no reason why we shouldn't think in that lens. I think it starts with our hiring and the makeup of our teams. I think it requires more than creativity though. You have to be very purposeful. I'm in the process of hiring four leadership positions on my team. And it's really to me, almost like a puzzle piece of diverse perspectives and knowledge and capabilities that come together that ultimately create a high performing team. But I can't tell you how many times I got to go back to HR and say, "I need to see more diverse talent. Are there any more women in the pool?" One of the things we've struggled, we have to get more women into the roles is, and we heard this from Sheryl Sandberg, as women, we feel we need to meet every qualification on an application. Whereas men, "I got a couple I'm good to go." And they throw their name in the hat. They take much more risk than we do as women. So we need to encourage our women to get out of your comfort zone. You don't need to meet every qualification. What Nishita was saying of thinking more broadly about what this role requires and the type of individual that we're looking for, but be purposeful in terms of driving to diversity as our end result. >> That is so true. What you just said. Thank you so much for sharing your insights. It's really interesting to hear all your strategies and thanks for sharing. >> And you're clear.

(upbeat music) >> Announcer: From the CUBE studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is theCUBE Conversation. >> Hey, welcome back everybody Jeffrey Frick with theCUBE. We are getting through the COVID crisis. It continues and impacting the summer. I can't believe the summer's almost over, but there's a whole lot of things going on in terms of privacy and contact tracing and this kind of this feeling that there's this conflict between kind of personal identification and your personal privacy versus the public good around things like contact tracing. And I was in a session last week with two really fantastic experts. I wanted to bring them on the show and we're really excited to have back for I don't even know how many times Michelle has been on Michelle Dennedy, She is the former chief privacy officer at Cisco and now she's running the CEO of Identity, Michelle great to see you. >> Good to see you always Jeff >> Yeah and for the first time Dr. Ann Cavoukian and she is the executive director Global Privacy & Security By Design Center. Joining us from Toronto, worked with the government and is not short on opinions about privacy. (laughing) Ann good to see you. >> Hi Jeff thank you >> Yes, so let's jump into it cause I think one of the fundamental issues that we keep hearing is this zero-sum game. And I know and it's a big topic for you that there seems to be this trade off this either or and specifically let's just go to contact tracing. Cause that's a hot topic right now with COVID. I hear that it's like you're telling everybody where I'm going and you're sharing that with all these other people. How is this even a conversation and where do I get to choose whether I want to participate or not? >> You can't have people traced and tracked and surveil. You simply can't have it and it can't be an either or win lose model. You have to get rid of that data. Zero-sum game where only one person can win and the other one loses and it sums to a total of zero. Get rid of that, that's so yesterday. You have to have both groups winning positive sum. Meaning yes, you need public health and public safety and you need privacy. It's not one versus the other. We can do both and that's what we insist upon. So the contact term tracing app that was developed in Canada was based on the Apple Google framework, which is actually called exposure notification. It's totally privacy protective individuals choose to voluntarily download this app. And no personal information is collected whatsoever. No names, no geolocation data, nothing. It's simply notifies you. If you've been exposed to someone who is COVID-19 positive, and then you can decide on what action you wish to take. Do you want to go get tested? Do you want to go to your family doctor, whatever the decision lies with you, you have total control and that's what privacy is all about. >> Jeffrey: But what about the person who was sick? Who's feeding the top into that process and is the sick person that you're no notifying they obviously their personal information is part of that transaction. >> what the COVID alerts that we developed based on the Apple Google framework. It builds on manual contact tracing, which also take place the two to compliment each other. So the manual contact tracing is when individuals go get to get tested and they're tested as positive. So healthcare nurses will speak to that individual and say, please tell us who you've been in contact with recently, family, friends, et cetera. So the two work together and by working together, we will combat this in a much more effective manner. >> Jeffrey: So shifting over to you Michelle, you know, there's PIN and a lot of conversations all the time about personal identifiable information but right. But then medical has this whole nother class of kind of privacy restrictions and level of care. And I find it really interesting that on one hand, you know, we were trying to do the contract tracing on another hand if you know, my wife works in a public school. If they find out that one of the kids in this class has been exposed to COVID somehow they can't necessarily tell the teacher because of HIPAA restriction. So I wonder if you could share your thoughts on this kind of crossover between privacy and health information when it gets into this kind of public crisis and this inherent conflict for the public right to know and should the teacher be able to be told and it's not a really clean line with a simple answer, I don't think. >> No and Jeff, and you're also layering, you know, when you're talking about student data, you layering another layer of legal restriction. And I think what you're putting your thumb on is something that's really critical. When you talk about privacy engineering, privacy by design and ethics engineering. You can't simply start with the legal premise. So is it lawful to share HIPAA covered data. A child telling mommy I don't feel well not HIPAA covered. A child seeing a doctor for medical services and finding some sort of infection or illness covered, right? So figuring out the origin of the exact same zero one. Am I ill or not, all depends on context. So you have to first figure out, first of all let's tackle the moral issues. Have we decided that it is a moral imperative to expose certain types of data. And I separate that from ethics intentionally and with apologies to true ethicists. The moral imperative is sort of the things we find are so wrong. We don't want a list of kids who are sick or conversely once the tipping point goes the list of kids who are well. So then they are called out that's the moral choice. The ethical choice is just because you can should you, and that's a much longer conversation. Then you get to the legal imperative. Are you allowed to based on the past mistakes that we made. That's what every piece of litigation or legislation is particularly in a common law construct in the US. It's very important to understand that civil law countries like the European theater. They try to prospectively legislate for things that might go wrong. The construct is thinner in a common law economy where you do, you use test cases in the courts of law. That's why we are such a litigious society has its own baggage. But you have to now look at is that legal structure attempting to cover past harms that are so bad that we've decided as a society to punish them, is this a preventative law? And then you finally get to what I say is stage four for every evaluation is isn't viable, are the protections that you have to put on top of these restrictions. So dire that they either cannot be maintained because of culture process or cash or it just doesn't make sense anymore. So does it, is it better to just feel someone's forehead for illness rather than giving a blood assay, having it sent away for three weeks and then maybe blah, blah, blah, blah, blah, blah. >> Right. >> You have to look at this as a system problem solving issue. >> So I want to look at it in the context of, again kind of this increased level of politicization and or, you know, kind of exposure outside of what's pretty closed. And I want to bring up AIDS and the porn industry very frankly right? Where people behaving in the behavior of the business risk a life threatening disease of which I still don't think it as a virus. So you know why, cause suddenly, you know, we can track for that and that's okay to track for that. And there's a legitimate reason to versus all of the other potential medical conditions that I may or may not have that are not necessarily brought to bear within coming to work. And we might be seeing this very soon. As you said, if people are wanting our temperatures, as we come in the door to check for symptoms. How does that play with privacy and healthcare? It's still fascinates me that certain things is kind of pop out into their own little bucket of regulation. I'm wondering if you could share your thoughts on that Ann. >> You know, whenever you make it privacy versus fill in the blank, especially in the context of healthcare. You end up turning it to a lose lose as opposed to even a win lose. Because you will have fewer people wanting to allow themselves to be tested, to be brought forward for fear of where that information may land. If it lands in the hands of your employer for example or your whoever owns your house if you're in renting, et cetera. It creates enormous problems. So regardless of what you may think of the benefits of that model. History has shown that it doesn't work well that people end up shying away from being tested or seeking treatment or any of those things. Even now with the contact tracing apps that have been developed. If you look globally the contact tracing apps for COVID-19. They have failed the ones that identify individuals in the UK, in Australia, in Western Canada that's how it started out. And they've completely dropped them because they don't work. People shy away from them. They don't use them. So they've gotten rid of that. They've replaced it with the, an app based on the Apple Google framework, which is the one that protects privacy and will encourage people to come forward and seek to be tested. If there's a problem in Germany. Germany is one of the largest privacy data protection countries in the world. Their privacy people are highly trusted in Germany. Germany based their app on the Apple Google framework. About a month ago they released it. And within 24 hours they had 6.5 million people download the app. >> Right. >> Because there is such trust there unlike the rest of the world where there's very little trust and we have to be very careful of the trust deficit. Because we want to encourage people to seek out these apps so they can attempt to be tested if there's a problem, but they're not going to use them. They're just going to shy away from them. If there is such a problem. And in fact I'll never forget. I did an interview about a month ago, three weeks ago in the US on a major major radio station that has like 54 million people followers. And I was telling them about the COVID alert the Canadian contact tracing app, actually it's called exposure notification app, which was built on the Apple Google framework. And people in hoard said they wouldn't trust anyone with it in the US. They just wouldn't trust it. So you see there's such a trust deficit. That's what we have to be careful to avoid. >> So I want to hold on the trust for just a second, but I want to go back to you Michelle and talk about the lessons that we can learn post 9/11. So the other thing right and keep going back to this over and over. It's not a zero-sum game. It's not a zero-sum game and yet that's the way it's often positioned as a way to break down existing barriers. So if you go back to 9/11 probably the highest profile thing being the Patriot Act, you know, where laws are put in place to protect us from terrorism that are going to do things that were not normally allowed to be done. I bet without checking real exhaustively that most of those things are still in place. You know, cause a lot of times laws are written. They don't go away for a long time. What can we learn from what happened after 9/11 and the Patriot Act and what should be really scared of, or careful of or wary of using that as a framework for what's happening now around COVID and privacy. >> It's a perfect, it's not even an analogy because we're feeling the shadows of the Patriot Act. Even now today, we had an agreement from the United States with the European community until recently called the Privacy Shield. And it was basically if companies and organizations that were, that fell under the Federal Trade Commissions jurisdiction, there's a bit of layering legal process here. But if they did and they agreed to supply enough protection to data about people who were present in the European Union to the same or better level than the Europeans would. Then that information could pass through this Privacy Shield unencumbered to and from the United States. That was challenged and taken down. I don't know if it's a month ago or if it's still March it's COVID time, but very recently on basis that the US government can overly and some would say indifferent nations, improperly look at European data based on some of these Patriot Act, FISA courts and other intrusive mechanisms that absolutely do apply if we were under the jurisdiction of the United States. So now companies and private actors are in the position of having to somehow prove that they will mechanize their systems and their processes to be immune from their own government intrusion before they can do digital trade with other parts of the world. We haven't yet seen the commercial disruption that will take place. So the unintended consequence of saying rather than owning the answers or the observations and the intelligence that we got out of the actual 9/11 report, which said we had the information we needed. We did not share enough between the agencies and we didn't have the decision making activity and will to take action in that particular instance. Rather than sticking to that knowledge. Instead we stuck to the Patriot Act, which was all but I believe to Congress people. When I mean, you see the hot mess. That is the US right now. When everyone but two people in the room vote for something on the quick. There's probably some sort of a psychological gun to your head. That's probably well thought out thing. We fight each other. That's part of being an American dammit. So I think having these laws that say, you've got to have this one solution because the boogeyman is coming or COVID is coming or terrorists or child pornographers are coming. There's not one solution. So you really have to break this down into an engineering problem and I don't mean technology when I say engineering. I mean looking at the culture, how much trust do you have? Who is the trusted entity? Do we trust Microsoft more than we trust the US government right now? Maybe that might be your contact. How you're going to build people, process and technology not to avoid a bad thing, but to achieve a positive objective because if you're not achieving that positive objective of understanding that safe to move about without masks on, for example, stop, just stop. >> Right, right. My favorite analogy Jeff, and I think I've said this to you in the past is we don't sit around and debate the merits of viscosity of water to protect concrete holes. We have to make sure that when you lead them to the concrete hole, there's enough water in the hole. No, you're building a swimming pool. What kind of a swimming pool do you want? Is it commercial, Is it toddlers? Is it (indistinct), then you build in correlation, protection and da da da da. But if you start looking at every problem as how to avoid hitting a concrete hole. You're really going to miss the opportunity to build and solve the problem that you want and avoid the risk that you do not want. >> Right right, and I want to go back to you on the trust thing. You got an interesting competent in that other show, talking about working for the government and not working directly for the people are voted in power, but for the kind of the larger bureaucracy and agency. I mean, the Edelman Trust Barometer is really interesting. They come out every year. I think it's their 20th year. And they break down kind of like media, government and business. And who do you trust and who do you not trust? What what's so fascinating about the time we're in today is even within the government, the direction that's coming out is completely diametrically opposed oftentimes between the Fed, the state and the local. So what does kind of this breakdown of trust when you're getting two different opinions from the same basic kind of authority due to people's ability or desire to want to participate and actually share the stuff that maybe or maybe not might get reshared. >> It leaves you with no confidence. Basically, you can't take confidence in any of this. And when I was privacy commissioner. I served for three terms, each term that was a different government, different political power in place. And before they had become the government, they were all for privacy and data protection believed in and all that. And then once they became the government all that changed and all of a sudden they wanted to control everyone's information and they wanted to be in power. No, I don't trust government. You know, people often point to the private sector as being the group you should distrust in terms of privacy. I say no, not at all. To me far worse is actually the government because everyone thinks they're there to do good job and trust them. You can't trust. You have to always look under the hood. I always say trust but verify. So unfortunately we have to be vigilant in terms of the protections we seek for privacy both with private sector and with the government, especially with the government and different levels of government. We need to ensure that people's privacy remains intact. It's preserved now and well into the future. You can't give up on it because there's some emergency a pandemic, a terrorist incident whatever of course we have to address those issues. But you have to insist upon people's privacy being preserved. Privacy forms the foundation of our freedom. You cannot have free and open societies without a solid foundation of privacy. So I'm just encouraging everyone. Don't take anything at face value, just because the government tells you something. It doesn't mean it's so always look under the hood and let us ensure the privacy is strongly protected. See emergencies come and go. The pandemic will end. What cannot end is our privacy and our freedom. >> So this is a little dark in here, but we're going to lighten it up a little bit because there's, as Michelle said, you know, if you think about building a pool versus putting up filling a hole, you know, you can take proactive steps. And there's a lot of conversation about proactive steps and I pulled Ann your thing Privacy by Design, The 7 Foundational Principles. I have the guys pull up a slide. But I think what's really interesting here is, is you're very, very specific prescriptive, proactive, right? Proactive, not reactive. Privacy is the default setting. You know, don't have to read the ULAs and I'm not going to read the, all the words we'll share it. People can find it. But what I wanted to focus on is there is an opportunity to get ahead of the curve, but you just have to be a little bit more thoughtful. >> That's right, and Privacy By Design it's a model of prevention, much like a medical model of prevention where you try to prevent the harms from arising, not just deal with them after the facts through regulatory compliance. Of course we have privacy laws and that's very important, but they usually kick in after there's been a data breach or privacy infraction. So when I was privacy commissioner obviously those laws were intact and we had to follow them, but I wanted something better. I wanted to prevent the privacy harms from arising, just like a medical model of prevention. So that's a Privacy By Design is intended to do is instantiate, embed much needed privacy protective measures into your policies, into your procedures bake it into the code so that it has a constant presence and can prevent the harms from arising. >> Jeffrey: Right right. One of the things I know you love to talk about Michelle is compliance, right? And is compliance enough. I know you like to talk about the law. And I think one of the topics that came up on your guys' prior conversation is, you know, will there be a national law, right? GDPR went through on the European side last year, the California Protection Act. A lot of people think that might become the model for more of a national type of rule. But I tell you, when you watch some of the hearings in DC, you know, I'm sure 90% of these people still print their emails and have their staff hand them to them. I mean, it's really scary that said, you know, regulation always does kind of lag probably when it needs to be put in place because people maybe abuse or go places they shouldn't go. So I wonder if you could share your thoughts on where you think legislation is going to going and how should people kind of see that kind of playing out over the next several years, I guess. >> Yeah, it's such a good question Jeff. And it's like, you know, I think even the guys in Vegas are having trouble with setting the high laws on this. Cameron said in I think it was December of 2019, which was like 15 years ago now that in the first quarter of 2020, we would see a federal law. And I participated in a hearing at the Senate banking committee, again, November, October and in the before times. I'm talking about the same thing and here we are. Will we have a comprehensive, reasonable, privacy law in the United States before the end of this president's term. No, we will not. I can say that with just such faith and fidelity. (laughing) But what does that mean? And I think Katie Porter who I'm starting to just love, she's the Congresswoman who's famous for pulling on her white board and just saying, stop fudging the numbers. Let's talk about the numbers. There's about a, what she calls the 20% legislative flip phone a caucus. So there are 20% or more on both sides of the aisle of people in the US who are in the position of writing our laws. who are still on flip phones and aren't using smart phones and other kinds of technologies. There's a generation gap. And as much as I can kind of chuckle at that a little bit and wink, wink, nudge, nudge, isn't that cute. Because you know, my dad, as you know, is very very technical and he's a senior citizen. This is hard. I hope he doesn't see that but... (laughing) But then it's not old versus young. It's not let's get a whole new group and crop and start over again. What it is instead and this is, you know, as my constant tome sort of anti compliance. I'm not anti compliance. You got to put your underwear on before your pants or it's just really hard. (laughing) And I would love to see anyone who is capable of putting their underwater on afterwards. After you've made the decision of following the process. That is so basic. It comes down to, do you want the data that describes or is donated or observed about human beings. Whether it's performance of your employees. People you would love to entice onto your show to be a guest. People you'd like to listen and consume your content. People you want to meet. People you want to marry. Private data as Ann says, does the form the foundation of our freedom, but it also forms the foundation of our commerce. So that compliance, if you have stacked the deck proactively with an ethics that people can understand and agree with and have a choice about and feel like they have some integrity. Then you will start to see the acceleration factor of privacy being something that belongs on your balance sheet. What kind of data is high quality, high nutrition in the right context. And once you've got that, you're in good shape. >> I'm laughing at privacy on the balance sheet. We just had a big conversation about data on the balance sheets. It's a whole, that's a whole another topic. So we can go for days. I have Pages and pages of notes here. But unfortunately I know we've got some time restrictions. And so, and I want to give you the last word as you look forward. You've been in this for a while. You've been in it from the private side, as well as the government side. And you mentioned lots of other scary things, kind of on the horizon. Like the kick of surveillance creep, which there's all kinds of interesting stuff. You know, what advice do you give to citizens. What advice do you give to leaders in the public sector about framing the privacy conversation >> I always want to start by telling them don't frame privacy as a negative. It's not a negative. It's something that can build so much. If you're a business, you can gain a competitive advantage by strongly protecting your customer's privacy because then it will build such loyalty and you'll gain a competitive advantage. You make it work for you. As a government you want your citizens to have faith in the government. You want to encourage them to understand that as a government you respect their privacy. Privacy is highly contextual. It's only the individual who can make determinations relating to the disclosure of his or her personal information. So make sure you build that trust both as a government and as a business, private sector entity and gain from that. It's not a negative at all, make it work for you, make it work for your citizens, for your customers, make it a plus a win win that will give you the best returns. >> Isn't it nice when doing the right thing actually provides better business outcomes too. It's like diversity of opinion and women on boards. And kind of things- >> I love that. we cover these days. >> Well ladies, thank you very very much for your time. I know you've got a hard stop, so I'm going to cut you loose or else we would go for probably another hour and a half, but thank you so much for your time. Thank you for continuing to beat the drum out there and look forward to our next conversation. Hopefully in the not too distant future. >> My pleasure Jeff. Thank you so much. >> Thank you. >> Thank you too. >> All right She's Michelle. >> She's Ann. I'm Jeff. You're watching theCUBE. Thanks for watching. We'll see you next time. (upbeat music)

hello everybody and thank you for joining us today for the virtual verdict of BBC 2020 today's breakout session is entitled the shortest path to Vertica best practices for data warehouse migration ETL I'm Jeff Healey I'll leave verdict and marketing I'll be your host for this breakout session joining me today are Marco guesser and Mauricio lychee vertical product engineer is joining us from yume region but before we begin I encourage you to submit questions or comments or in the virtual session don't have to wait just type question in a comment in the question box below the slides that click Submit as always there will be a Q&A session the end of the presentation will answer as many questions were able to during that time any questions we don't address we'll do our best to answer them offline alternatively visit Vertica forums that formed at vertical comm to post your questions there after the session our engineering team is planning to join the forums to keep the conversation going also reminder that you can maximize your screen by clicking the double arrow button and lower right corner of the sides and yes this virtual session is being recorded be available to view on demand this week send you a notification as soon as it's ready now let's get started over to you mark marco andretti oh hello everybody this is Marco speaking a sales engineer from Amir said I'll just get going ah this is the agenda part one will be done by me part two will be done by Mauricio the agenda is as you can see big bang or piece by piece and the migration of the DTL migration of the physical data model migration of et I saw VTL + bi functionality what to do with store procedures what to do with any possible existing user defined functions and migration of the data doctor will be by Maurice it you want to talk about emeritus Rider yeah hello everybody my name is Mauricio Felicia and I'm a birth record pre-sales like Marco I'm going to talk about how to optimize that were always using some specific vertical techniques like table flattening live aggregated projections so let me start with be a quick overview of the data browser migration process we are going to talk about today and normally we often suggest to start migrating the current that allows the older disease with limited or minimal changes in the overall architecture and yeah clearly we will have to port the DDL or to redirect the data access tool and we will platform but we should minimizing the initial phase the amount of changes in order to go go live as soon as possible this is something that we also suggest in the second phase we can start optimizing Bill arouse and which again with no or minimal changes in the architecture as such and during this optimization phase we can create for example dog projections or for some specific query or optimize encoding or change some of the visual spools this is something that we normally do if and when needed and finally and again if and when needed we go through the architectural design for these operations using full vertical techniques in order to take advantage of all the features we have in vertical and this is normally an iterative approach so we go back to name some of the specific feature before moving back to the architecture and science we are going through this process in the next few slides ok instead in order to encourage everyone to keep using their common sense when migrating to a new database management system people are you often afraid of it it's just often useful to use the analogy of how smooth in your old home you might have developed solutions for your everyday life that make perfect sense there for example if your old cent burner dog can't walk anymore you might be using a fork lifter to heap in through your window in the old home well in the new home consider the elevator and don't complain that the window is too small to fit the dog through this is very much in the same way as Narita but starting to make the transition gentle again I love to remain in my analogy with the house move picture your new house as your new holiday home begin to install everything you miss and everything you like from your old home once you have everything you need in your new house you can shut down themselves the old one so move each by feet and go for quick wins to make your audience happy you do bigbang only if they are going to retire the platform you are sitting on where you're really on a sinking ship otherwise again identify quick wings implement published and quickly in Vertica reap the benefits enjoy the applause use the gained reputation for further funding and if you find that nobody's using the old platform anymore you can shut it down if you really have to migrate you can still go to really go to big battle in one go only if you absolutely have to otherwise migrate by subject area use the group all similar clear divisions right having said that ah you start off by migrating objects objects in the database that's one of the very first steps it consists of migrating verbs the places where you can put the other objects into that is owners locations which is usually schemers then what do you have that you extract tables news then you convert the object definition deploy them to Vertica and think that you shouldn't do it manually never type what you can generate ultimate whatever you can use it enrolls usually there is a system tables in the old database that contains all the roads you can export those to a file reformat them and then you have a create role and create user scripts that you can apply to Vertica if LDAP Active Directory was used for the authentication the old database vertical supports anything within the l dubs standard catalogued schemas should be relatively straightforward with maybe sometimes the difference Vertica does not restrict you by defining a schema as a collection of all objects owned by a user but it supports it emulates it for old times sake Vertica does not need the catalog or if you absolutely need the catalog from the old tools that you use it it usually said it is always set to the name of the database in case of vertical having had now the schemas the catalogs the users and roles in place move the take the definition language of Jesus thought if you are allowed to it's best to use a tool that translates to date types in the PTL generated you might see as a mention of old idea to listen by memory to by the way several times in this presentation we are very happy to have it it actually can export the old database table definition because they got it works with the odbc it gets what the old database ODBC driver translates to ODBC and then it has internal translation tables to several target schema to several target DBMS flavors the most important which is obviously vertical if they force you to use something else there are always tubes like sequel plots in Oracle the show table command in Tara data etc H each DBMS should have a set of tools to extract the object definitions to be deployed in the other instance of the same DBMS ah if I talk about youth views usually a very new definition also in the old database catalog one thing that you might you you use special a bit of special care synonyms is something that were to get emulated different ways depending on the specific needs I said I stop you on the view or table to be referred to or something that is really neat but other databases don't have the search path in particular that works that works very much like the path environment variable in Windows or Linux where you specify in a table an object name without the schema name and then it searched it first in the first entry of the search path then in a second then in third which makes synonym hugely completely unneeded when you generate uvl we remained in the analogy of moving house dust and clean your stuff before placing it in the new house if you see a table like the one here at the bottom this is usually corpse of a bad migration in the past already an ID is usually an integer and not an almost floating-point data type a first name hardly ever has 256 characters and that if it's called higher DT it's not necessarily needed to store the second when somebody was hired so take good care in using while you are moving dust off your stuff and use better data types the same applies especially could string how many bytes does a string container contains for eurozone's it's not for it's actually 12 euros in utf-8 in the way that Vertica encodes strings and ASCII characters one died but the Euro sign thinks three that means that you have to very often you have when you have a single byte character set up a source you have to pay attention oversize it first because otherwise it gets rejected or truncated and then you you will have to very carefully check what their best science is the best promising is the most promising approach is to initially dimension strings in multiples of very initial length and again ODP with the command you see there would be - I you 2 comma 4 will double the lengths of what otherwise will single byte character and multiply that for the length of characters that are wide characters in traditional databases and then load the representative sample of your cells data and profile using the tools that we personally use to find the actually longest datatype and then make them shorter notice you might be talking about the issues of having too long and too big data types on projection design are we live and die with our projects you might know remember the rules on how default projects has come to exist the way that we do initially would be just like for the profiling load a representative sample of the data collector representative set of already known queries from the Vertica database designer and you don't have to decide immediately you can always amend things and otherwise follow the laws of physics avoid moving data back and forth across nodes avoid heavy iOS if you can design your your projections initially by hand encoding matters you know that the database designer is a very tight fisted thing it would optimize to use as little space as possible you will have to think of the fact that if you compress very well you might end up using more time in reading it this is the testimony to run once using several encoding types and you see that they are l e is the wrong length encoded if sorted is not even visible while the others are considerably slower you can get those nights and look it in look at them in detail I will go in detail you now hear about it VI migrations move usually you can expect 80% of everything to work to be able to live to be lifted and shifted you don't need most of the pre aggregated tables because we have live like regain projections many BI tools have specialized query objects for the dimensions and the facts and we have the possibility to use flatten tables that are going to be talked about later you might have to ride those by hand you will be able to switch off casting because vertical speeds of everything with laps Lyle aggregate projections and you have worked with molap cubes before you very probably won't meet them at all ETL tools what you will have to do is if you do it row by row in the old database consider changing everything to very big transactions and if you use in search statements with parameter markers consider writing to make pipes and using verticals copy command mouse inserts yeah copy c'mon that's what I have here ask you custom functionality you can see on this slide the verticals the biggest number of functions in the database we compare them regularly by far compared to any other database you might find that many of them that you have written won't be needed on the new database so look at the vertical catalog instead of trying to look to migrate a function that you don't need stored procedures are very often used in the old database to overcome their shortcomings that Vertica doesn't have very rarely you will have to actually write a procedure that involves a loop but it's really in our experience very very rarely usually you can just switch to standard scripting and this is basically repeating what Mauricio said in the interest of time I will skip this look at this one here the most of the database data warehouse migration talks should be automatic you can use you can automate GDL migration using ODB which is crucial data profiling it's not crucial but game-changing the encoding is the same thing you can automate at you using our database designer the physical data model optimization in general is game-changing you have the database designer use the provisioning use the old platforms tools to generate the SQL you have no objects without their onus is crucial and asking functions and procedures they are only crucial if they depict the company's intellectual property otherwise you can almost always replace them with something else that's it from me for now Thank You Marco Thank You Marco so we will now point our presentation talking about some of the Vertica that overall the presentation techniques that we can implement in order to improve the general efficiency of the dot arouse and let me start with a few simple messages well the first one is that you are supposed to optimize only if and when this is needed in most of the cases just a little shift from the old that allows to birth will provide you exhaust the person as if you were looking for or even better so in this case probably is not really needed to to optimize anything in case you want optimize or you need to optimize then keep in mind some of the vertical peculiarities for example implement delete and updates in the vertical way use live aggregate projections in order to avoid or better in order to limit the goodbye executions at one time used for flattening in order to avoid or limit joint and and then you can also implement invert have some specific birth extensions life for example time series analysis or machine learning on top of your data we will now start by reviewing the first of these ballots optimize if and when needed well if this is okay I mean if you get when you migrate from the old data where else to birth without any optimization if the first four month level is okay then probably you only took my jacketing but this is not the case one very easier to dispute in session technique that you can ask is to ask basket cells to optimize the physical data model using the birth ticket of a designer how well DB deal which is the vertical database designer has several interfaces here I'm going to use what we call the DB DB programmatic API so basically sequel functions and using other databases you might need to hire experts looking at your data your data browser your table definition creating indexes or whatever in vertical all you need is to run something like these are simple as six single sequel statement to get a very well optimized physical base model you see that we start creating a new design then we had to be redesigned tables and queries the queries that we want to optimize we set our target in this case we are tuning the physical data model in order to maximize query performances this is why we are using my design query and in our statement another possible journal tip would be to tune in order to reduce storage or a mix between during storage and cheering queries and finally we asked Vertica to produce and deploy these optimized design in a matter of literally it's a matter of minutes and in a few minutes what you can get is a fully optimized fiscal data model okay this is something very very easy to implement keep in mind some of the vertical peculiarities Vaska is very well tuned for load and query operations aunt Berta bright rose container to biscuits hi the Pharos container is a group of files we will never ever change the content of this file the fact that the Rose containers files are never modified is one of the political peculiarities and these approach led us to use minimal locks we can add multiple load operations in parallel against the very same table assuming we don't have a primary or unique constraint on the target table in parallel as a sage because they will end up in two different growth containers salad in read committed requires in not rocket fuel and can run concurrently with insert selected because the Select will work on a snapshot of the catalog when the transaction start this is what we call snapshot isolation the kappa recovery because we never change our rows files are very simple and robust so we have a huge amount of bandages due to the fact that we never change the content of B rows files contain indiarose containers but on the other side believes and updates require a little attention so what about delete first when you believe in the ethica you basically create a new object able it back so it appeared a bit later in the Rose or in memory and this vector will point to the data being deleted so that when the feed is executed Vertica will just ignore the rules listed in B delete records and it's not just about the leak and updating vertical consists of two operations delete and insert merge consists of either insert or update which interim is made of the little insert so basically if we tuned how the delete work we will also have tune the update in the merge so what should we do in order to optimize delete well remember what we said that every time we please actually we create a new object a delete vector so avoid committing believe and update too often we reduce work the work for the merge out for the removal method out activities that are run afterwards and be sure that all the interested projections will contain the column views in the dedicate this will let workers directly after access the projection without having to go through the super projection in order to create the vector and the delete will be much much faster and finally another very interesting optimization technique is trying to segregate the update and delete operation from Pyrenean third workload in order to reduce lock contention beliefs something we are going to discuss and these contain using partition partition operation this is exactly what I want to talk about now here you have a typical that arouse architecture so we have data arriving in a landing zone where the data is loaded that is from the data sources then we have a transformation a year writing into a staging area that in turn will feed the partitions block of data in the green data structure we have at the end those green data structure we have at the end are the ones used by the data access tools when they run their queries sometimes we might need to change old data for example because we have late records or maybe because we want to fix some errors that have been originated in the facilities so what we do in this case is we just copied back the partition we want to change or we want to adjust from the green interior a the end to the stage in the area we have a very fast operation which is Tokyo Station then we run our updates or our adjustment procedure or whatever we need in order to fix the errors in the data in the staging area and at the very same time people continues to you with green data structures that are at the end so we will never have contention between the two operations when we updating the staging area is completed what we have to do is just to run a swap partition between tables in order to swap the data that we just finished to adjust in be staging zone to the query area that is the green one at the end this swap partition is very fast is an atomic operation and basically what will happens is just that well exchange the pointer to the data this is a very very effective techniques and lot of customer useless so why flops on table and live aggregate for injections well basically we use slot in table and live aggregate objection to minimize or avoid joint this is what flatten table are used for or goodbye and this is what live aggregate projections are used for now compared to traditional data warehouses better can store and process and aggregate and join order of magnitudes more data that is a true columnar database joint and goodbye normally are not a problem at all they run faster than any traditional data browse that page there are still scenarios were deficits are so big and we are talking about petabytes of data and so quickly going that would mean be something in order to boost drop by and join performances and this is why you can't reduce live aggregate projections to perform aggregations hard loading time and limit the need for global appear on time and flux and tables to combine information from different entity uploading time and again avoid running joint has query undefined okay so live aggregate projections at this point in time we can use live aggregate projections using for built in aggregate functions which are some min Max and count okay let's see how this works suppose that you have a normal table in this case we have a table unit sold with three columns PIB their time and quantity which has been segmented in a given way and on top of this base table we call it uncle table we create a projection you see that we create the projection using the salad that will aggregate the data we get the PID we get the date portion of the time and we get the sum of quantity from from the base table grouping on the first two columns so PID and the date portion of day time okay what happens in this case when we load data into the base table all we have to do with load data into the base table when we load data into the base table we will feel of course big injections that assuming we are running with k61 we will have to projection to projections and we will know the data in those two projection with all the detail in data we are going to load into the table so PAB playtime and quantity but at the very same time at the very same time and without having to do nothing any any particular operation or without having to run any any ETL procedure we will also get automatically in the live aggregate projection for the data pre aggregated with be a big day portion of day time and the sum of quantity into the table name total quantity you see is something that we get for free without having to run any specific procedure and this is very very efficient so the key concept is that during the loading operation from VDL point of view is executed again the base table we do not explicitly aggregate data or we don't have any any plc do the aggregation is automatic and we'll bring the pizza to be live aggregate projection every time we go into the base table you see the two selection that we have we have on in this line on the left side and you see that those two selects will produce exactly the same result so running select PA did they trying some quantity from the base table or running the select star from the live aggregate projection will result exactly in the same data you know this is of course very useful but is much more useful result that if we and we can observe this if we run an explained if we run the select against the base table asking for this group data what happens behind the scene is that basically vertical itself that is a live aggregate projection with the data that has been already aggregating loading phase and rewrite your query using polite aggregate projection this happens automatically you see this is a query that ran a group by against unit sold and vertical decided to rewrite this clearly as something that has to be collected against the light aggregates projection because if I decrease this will save a huge amount of time and effort during the ETL cycle okay and is not just limited to be information you want to aggregate for example another query like select count this thing you might note that can't be seen better basically our goodbyes will also take advantage of the live aggregate injection and again this is something that happens automatically you don't have to do anything to get this okay one thing that we have to keep very very clear in mind Brassica what what we store in the live aggregate for injection are basically partially aggregated beta so in this example we have two inserts okay you see that we have the first insert that is entered in four volts and the second insert which is inserting five rules well in for each of these insert we will have a partial aggregation you will never know that after the first insert you will have a second one so better will calculate the aggregation of the data every time irin be insert it is a key concept and be also means that you can imagine lies the effectiveness of bees technique by inserting large chunk of data ok if you insert data row by row this technique live aggregate rejection is not very useful because for every goal that you insert you will have an aggregation so basically they'll live aggregate injection will end up containing the same number of rows that you have in the base table but if you everytime insert a large chunk of data the number of the aggregations that you will have in the library get from structure is much less than B base data so this is this is a key concept you can see how these works by counting the number of rows that you have in alive aggregate injection you see that if you run the select count star from the solved live aggregate rejection the query on the left side you will get four rules but actually if you explain this query you will see that he was reading six rows so this was because every of those two inserts that we're actively interested a few rows in three rows in India in the live aggregate projection so this is a key concept live aggregate projection keep partially aggregated data this final aggregation will always happen at runtime okay another which is very similar to be live aggregate projection or what we call top K projection we actually do not aggregate anything in the top case injection we just keep the last or limit the amount of rows that we collect using the limit over partition by all the by clothes and this again in this case we create on top of the base stable to top gay projection want to keep the last quantity that has been sold and the other one to keep the max quantity in both cases is just a matter of ordering the data in the first case using the B time column in the second page using quantity in both cases we fill projection with just the last roof and again this is something that we do when we insert data into the base table and this is something that happens automatically okay if we now run after the insert our select against either the max quantity okay or be lost wanted it okay we will get the very last you see that we have much less rows in the top k projections okay we told at the beginning that basically we can use for built-in function you might remember me max sum and count what if I want to create my own specific aggregation on top of the lid and customer sum up because our customers have very specific needs in terms of live aggregate projections well in this case you can code your own live aggregate production user-defined functions so you can create the user-defined transport function to implement any sort of complex aggregation while loading data basically after you implemented miss VPS you can deploy using a be pre pass approach that basically means the data is aggregated as loading time during the data ingestion or the batch approach that means that the data is when that woman is running on top which things to remember on live a granade projections they are limited to be built in function again some max min and count but you can call your own you DTF so you can do whatever you want they can reference only one table and for bass cab version before 9.3 it was impossible to update or delete on the uncle table this limit has been removed in 9.3 so you now can update and delete data from the uncle table okay live aggregate projection will follow the segmentation of the group by expression and in some cases the best optimizer can decide to pick the live aggregates objection or not depending on if depending on the fact that the aggregation is a consistent or not remember that if we insert and commit every single role to be uncoachable then we will end up with a live aggregate indirection that contains exactly the same number of rows in this case living block or using the base table it would be the same okay so this is one of the two fantastic techniques that we can implement in Burtka this live aggregate projection is basically to avoid or limit goodbyes the other which we are going to talk about is cutting table and be reused in order to avoid the means for joins remember that K is very fast running joints but when we scale up to petabytes of beta we need to boost and this is what we have in order to have is problem fixed regardless the amount of data we are dealing with so how what about suction table let me start with normalized schemas everybody knows what is a normalized scheme under is no but related stuff in this slide the main scope of an normalized schema is to reduce data redundancies so and the fact that we reduce data analysis is a good thing because we will obtain fast and more brides we will have to write into a database small chunks of data into the right table the problem with these normalized schemas is that when you run your queries you have to put together the information that arrives from different table and be required to run joint again jointly that again normally is very good to run joint but sometimes the amount of data makes not easy to deal with joints and joints sometimes are not easy to tune what happens in in the normal let's say traditional data browser is that we D normalize the schemas normally either manually or using an ETL so basically we have on one side in this light on the left side the normalized schemas where we can get very fast right on the other side on the left we have the wider table where we run all the three joints and pre aggregation in order to prepare the data for the queries and so we will have fast bribes on the left fast reads on the Left sorry fast bra on the right and fast read on the left side of these slides the probability in the middle because we will push all the complexity in the middle in the ETL that will have to transform be normalized schema into the water table and the way we normally implement these either manually using procedures that we call the door using ETL this is what happens in traditional data warehouse is that we will have to coach in ETL layer in order to round the insert select that will feed from the normalized schema and right into the widest table at the end the one that is used by the data access tools we we are going to to view store to run our theories so this approach is costly because of course someone will have to code this ETL and is slow because someone will have to execute those batches normally overnight after loading the data and maybe someone will have to check the following morning that everything was ok with the batch and is resource intensive of course and is also human being intensive because of the people that will have to code and check the results it ever thrown because it can fail and introduce a latency because there is a get in the time axis between the time t0 when you load the data into be normalized schema and the time t1 when we get the data finally ready to be to be queried so what would be inverter to facilitate this process is to create this flatten table with the flattened T work first you avoid data redundancy because you don't need the wide table on the normalized schema on the left side second is fully automatic you don't have to do anything you just have to insert the data into the water table and the ETL that you have coded is transformed into an insert select by vatika automatically you don't have to do anything it's robust and this Latin c0 is a single fast as soon as you load the data into the water table you will get all the joints executed for you so let's have a look on how it works in this case we have the table we are going to flatten and basically we have to focus on two different clauses the first one is you see that there is one table here I mentioned value 1 which can be defined as default and then the Select or set using okay the difference between the fold and set using is when the data is populated if we use default data is populated as soon as we know the data into the base table if we use set using Google Earth to refresh but everything is there I mean you don't need them ETL you don't need to code any transformation because everything is in the table definition itself and it's for free and of course is in latency zero so as soon as you load the other columns you will have the dimension value valued as well okay let's see an example here suppose here we have a dimension table customer dimension that is on the left side and we have a fact table on on the right you see that the fact table uses columns like o underscore name or Oh the score city which are basically the result of the salad on top of the customer dimension so Beezus were the join is executed as soon as a remote data into the fact table directly into the fact table without of course loading data that arise from the dimension all the data from the dimension will be populated automatically so let's have an example here suppose that we are running this insert as you can see we are running be inserted directly into the fact table and we are loading o ID customer ID and total we are not loading made a major name no city those name and city will be automatically populated by Vertica for you because of the definition of the flood table okay you see behave well all you need in order to have your widest tables built for you your flattened table and this means that at runtime you won't need any join between base fuck table and the customer dimension that we have used in order to calculate name and city because the data is already there this was using default the other option was is using set using the concept is absolutely the same you see that in this case on the on the right side we have we have basically replaced this all on the school name default with all underscore name set using and same is true for city the concept that I said is the same but in this case which we set using then we will have to refresh you see that we have to run these select trash columns and then the name of the table in this case all columns will be fresh or you can specify only certain columns and this will bring the values for name and city reading from the customer dimension so this technique this technique is extremely useful the difference between default and said choosing just to summarize the most important differences remember you just have to remember that default will relate your target when you load set using when you refresh end and in some cases you might need to use them both so in some cases you might want to use both default end set using in this example here we'll see that we define the underscore name using both default and securing and this means that we love the data populated either when we load the data into the base table or when we run the Refresh this is summary of the technique that we can implement in birth in order to make our and other browsers even more efficient and well basically this is the end of our presentation thank you for listening and now we are ready for the Q&A session you

>>Hi. Welcome to the Cube. I'm Lisa Martin on the ground at the Computer History Museum with the Association for Corporate Go Silicon Valley. Tonight is their 13th annual grow worth, and we're very excited to be with one of their pick sponsors. Deloitte Christie. Simon's from Deloitte. Welcome. Thank you. Great to have you here. So you are a veteran and technology. You've been in the tech industry over 25 years. You've probably seen incredible transformation. Tell us about what you're doing with Deloitte and the advisory service is not you. Offer way. Offer a number of service is advisory audit tax too in Silicon Valley to a lot of these emerging growth companies. So it's been very exciting >>in my >>career to see the evolution of what I call old technology right where we kind of got the traditional software semiconductor box companies to what is now digitally what I call a new technology and what is propelling the economy in the throat that we're seeing. Not only in Bali. Exactly. So right now you are working, leading hurt and development of Deloitte's technology practice up in San Francisco. You're working with clients and you mentioned digital and clown Internet media sectors tell us about that, especially as you mentioned new technology. So a lot of them are startup companies, which is really sweet spotted, A C G. And that's why we're so involved with a G. But a lot of these new technology companies that you mentioned, you know, cloud software service, Internet media, data security, those types of companies, eyes really propelling the digital economy. So we see a lot of growth in that sector, primarily in San Francisco but also in the broader Bay Area. Silicon being checked better and as you are you mentioned out of what's going on domestically but also internationally. How do you see the influence of Silicon Valley here in Silicon Valley as well as across the globe? You know, there's a lot of factors weigh serve companies all over the globe. So primarily, Silicon Valley is propelling a lot of those. And to the extent that companies here are international, most of a lot of multinational companies and do sell their products lovely there, developed here with products are actually sold. Are you seeing kind of the inverse where companies may be headquartered in in Europe or Asia? are influencing and bringing technology over to the Silicon Valley. Next thing, let us here. Yeah, some of that, especially as we think about, uh, engineers and the aspects and some of that development that happens there, obviously sourcing that from around interest of an industry perspective in 2017. It's like every company's tech way. Look at tests around the street. Look at Walmart Labs and what they're doing there. How are you seeing some of the clients you advise for? What are some of the industries that you're seeing are now technology? There's definitely a convergence says you mentioned Too many industries, actually, all industries. So when we think about financial service is no fintech. When you think about life sciences, health, when you think about retail, right, you got Internet. So definitely saying convergence and technology is impacting our daily lives and almost everything that we d'oh and in almost every product and service that we buy, there's some form or elements of technology. Exactly. It's really remarkable. Speaking of remarkable, tonight we're here with a C G to recognize two Fantastic Cos Twilio is the emerging growth winner, 2017 and video the Outstanding Growth Award winner. If you look at and video, for example, inventor of the GPS, which is really catalyzed a tremendous amount of technology across industries. If we were just talking about you, look at their market kind of what you see them over the next couple of years. The market drivers you think they're gonna impact mentioned and video write graphic way historically have been known for games and films and virtual reality kind of thing. Now they're actually moving more into artificial intelligence. Artificial intelligence? A. I knew Buzz Word, right? So there's probably a lot of opportunities for a video that technology evolves and develops over the next. Several questions for Twilio. Who's winning the emerging world? What would you do for them? So they're, you know, cloud platform company for software developers. So you think that part of the new technology is and a cloud, so providing an opportunity for engineers to develop software and software is involved in almost everything that we do as well in our daily lives. So you know that convergence of all the industries that's happening, a lot of that is a result of software and the developers who are creating that software Twilio is providing a platform for that communicated a tremendous opportunity. Companies in this new technology. Christy, thank you so much for joining us on the Cuban. Sharing your insight. Have a great evening tonight. Yes, it's, uh, it's a great turn out Isn't a lot of fun. It is. I want to thank you for watching way around the museum with a c D E f G. I'm Lisa Martin. Thanks.

theCUBE presents an exclusive on the ground conversation with Oracle CEO Mark Hurd.  Mark sat down with John Fourier at Oracle's redwood city campus. >> Hello everyone welcome to a special presentation of theCUBE. I'm John Furrier   the founder of SiliconANGLE and we're here with Mark Hurd the Co-CEO for a one-on-one exclusive conversation , Mark welcome to theCUBE on the ground welcome.    >> Thanks John >> OpenWorld we were there with theCUBE >> So at Oracle and we were on Howard Street , we talked to 48 folks from Oracle executives and we learned a lot and we've been there covering it for six years and one of the striking things was Oracle's cloud message wasn't really well received by the press in the sense of they consider you kind of not in the top two. It's Amazon , Amazon it's this, that & the other thing. You guys had been doing cloud for awhile and I want to explore that conversation with you about Oracle's cloud your business startup landscape competition but one of the things that struck me was your interview on CNBC with John Ford he said are you determined to be in the cloud and you kind of had a shock back response and said determined we're in the cloud we're winning and quoted some stats give us the update you guys are in the cloud we watched that we learned that it's end to end what's the current status of Oracle's cloud play right now.    >> Thanks John,  well I think the way I would describe it numerically is not only in the cloud were a multi-billion dollar player in the cloud and so we started really several years ago in the application part of the cloud or SAS we've had tremendous success across the pillars of our SAS products or the pillars of applications in the industry we've added a platform capability or paths to that portfolio and now we've added infrastructure as a service so we're actually the only player in the cloud now today in infrastructure in pass and platform and in application so a complete portfolio differentiated by its by its scope and also differentiated by each of the pieces we believe to be Best of Breed and it's resulted in bookings I think that's out in the marketplace but I'll reiterated today. We'll book more business in the cloud  than this year than anybody else in the industry.  >> One of the things about the cloud that people love is the fact that it's fast it's got great economics but it has a scale component that customers are attracted too,  yet a lot of the folks who provide cloud technologies have different approaches.  Larry Ellison was on stage at Oracle OpenWorld saying he's long in the cloud game and you've reiterated that. What does that mean you know and the business folks out there they love this but they don't want to have different technologies that become outdated they want to have just solutions so every vendor's got different approaches why is Oracle well-positioned for this long win or the long players Larry's and you talked about.  >> Well first John we've been in this business a long time and so the fact is I think nobody's provided solutions at the depth and breadth that Oracle has over the past 20-some years so we've got a lot of experience in this business and that experience really as at the enterprise level so experience is is deep. That said to your point most of our customers spend a lot of money on IT and most of them have to go do this themselves. One of the promises of cloud is all of the things you said plus the fact it's it's simpler it's easier and you're actually not you're actually moving your innovation from your IT budget to Oracle's R&D budget and that's very attractive not just economically, it is ,attractive economically to your point but it's very attractive now to get in an area like HR. We have almost 2,000 programmers coming to work every day feature stringing that application would you rather be doing that on your IT staff or have that done by 2,000 people coming every work today who's on our payroll not yours to drive your innovation. >> global. Cloud is a global phenomenon  >>  The other impact is Obviously the geographic regions is hear now that as a key table stakes but you know it also brings in some economics on the economy side. What's your take on the global economy outlook right now in the world right now and and how does that affect customers decisions and buying patterns you know right now >> If you look over and when you say right now I'll look at it over the past couple of years. Revenue growth across the global economy the S&P 500 is fairly flat so you've had about one percent revenue growth of the S&P 500 over the past five years or so. Earnings growth though is about 5% and you've seen that reflected a bit to a degree in the stock market and the run-up of the stock market over the past several years so with revenue flat and earnings up that tells you that people are cutting expenses people are being very careful what they spend in what they invest and that gets reflected in IT and you see this in the IT industry and some of the results of the companies in it so companies are very much being very careful what they spend. I think companies overall are comfortable with their cost structures. They wish they could grow faster and it becomes the reason why cloud not just as a technology but as a business approach in a business model is extremely attractive to our customers into the broader market >> So they were there see expenses they don't only have to spend aggressively but they need to perform as well so it's also top-line >> John, it's a bigger problem than that it's a bigger problem than that because I'm worried about cost but at the same time many of our customers face competition. They face competition from startups new entrants into their industries and so they have to be innovative so it can't be just cut cost for cutting costs sake because if they do they can easily get disintermediated from their customer from their market and therefore they wind up not being competitive so the attractiveness back to the point about innovation and cloud is yes it's it's lower cost it's better economically yes it's simpler but it also drives more innovation at the same time and it's really the combination of all these factors that do the trick >> I put a question on my Twitter feed and Facebook I was interviewing you and I got a question I want to read to you as it says 'Marks on the road constant of customers then coming back to the ranch to meet Larry and Safra and the teams,  what is he hearing what is the consistent need from his customers and CEOs he's talking to who position themselves'  what's the common thread what's the holy grail for the customer that you're hearing from from consistently in the pattern that you're seeing your customer visits?  >> Help us get from here to there and and I think when you know you're in our industry you get a lot of people talking about cloud you know let's go to the cloud well if you're if you're not in the tech industry and you hear that you're like what does that mean and and then more importantly how do I get there so it's easy for us to talk about you know where we are. Most of our customers are stuck in where they are today and most of that is an on-premise many of those are older applications their homegrown applications so the process of not just telling us telling them where they could go but how do I help you get there.  At Oracle again we feel uniquely positioned and we're not just big in the cloud multibillion-dollar cloud player but we have a heritage on-premise and I see that as a very very strong asset and the ability now to bring those two worlds together and help our customers operate some of their IT on-premise, some of their IT in the cloud and be able to work those move those workloads back and forth seamlessly. >> you know you understand the athletes world >>  Timing is everything you  play tennis, being at the right spot the right time is really the business focus with customers and so when they hear cloud or hey this is a new technology from Silicon Valley think how well is that real so this isn't not so much as scared of the Silicon Valley innovation you're seeing you know for Tesla innovating things like GM and Ford but a lot of mainstream businesses want to have an answer to their problems not so much the shiny new technology. How do you balance the timing of delivering new cloud technologies with that next big thing in R&D or what not I mean what's the secret and what do customers look for is the timing issue of having the right solution at the right time what's your philosophy on that what's your take on that >> Well of course you're right I mean the fact is you know as we sit here in the Silicon Valley we tend to invent words every couple of years they're gonna solve all of the customers problems cloud big data whatever it may be whatever your problem is we're gonna we have a solution for it and the reality is most customers want to solve their business problem they're concerned about growing their revenue they're just they're concerned about becoming more efficient with their processes and so therefore we have to help them get that done so to your point we have to come in with real solutions, our solutions are baked around things as simple as running your HR system. You know running running your core accounting your core ERP and your core sales organization and being able to be able to automate those applications. I think you'll see  a tremendous workload coming around dev test. You know 30% of all of IT for example today is really done in developing and testing applications, it's all done on premise, it's all done with very little governance around it,  that whole process. Think of that, if Enterprise IT is a billion dollars,  Dev-Test at 30% is let's see I think 300 million dollars. How efficient do you think that spend is? Let's pretend it was 50 percent efficient,  which I believe is very high. A hundred and fifty billion dollars of opportunity for our customers to no longer have data centers,  computers, operating systems, databases,  people and be able to move all that to the cloud be able to access all of that capability from the cloud build and test their applications directly from the cloud and if they even want they can move those workloads to their on-premise production for their on premise production applications. So these are tremendous opportunities to change the way we think of IT and your point the timing has to be right there has to be an openness and an excitement about embracing these opportunities and I think that time is now. >> on that because it can be scariest shit >> What are you hearing from customers into the cloud and and and they might hey Oracle you know all you know you have your stuff and I hear the shiny new toy in Silicon Valley new technologies but what's in it for me that's the customer I've but I think mentality what's in it for me my problems as you said what it what is that issue for that for customers for your standpoint how do you how do they get over that fear to take that leap will the parachute open when they go to the cloud that that's the kind of mindset the customer I hear and I thought to what >>   >> various different people that have >> Well I mean they're different opinions I think many of those initial perceptions are beginning to change so I think you're getting more customers more openness and we're sitting here in the United States I think if you went back to to Europe and Western Europe there was always concerns about various issues security etc data sovereignty many of those issues I believe we're beginning to tackle and to resolve. But at the end of the day that the the real excitement is about the core things we started with,  this just costs less, this is simply driving more innovation,  and it's easier at the end of the day, and those are three fantastic benefits for customers.  >> So now there's a new class of buyers entering the market your customers and some of them are younger and you know we see some of them don't have voicemail setup, they don't really use email. Is Oracle's success generational and how are you guys bridging the gap or if no how are you bridging the gap to reach these new demographic of buyers who understand mobile and cloud have some that love that some are kind of you know as I mentioned earlier crossing the chasm on their own but this new generation of buyers what are you seeing >> there are you seeing a new demographic >> are you seeing a new class of buyers?  >> So it's a complex issue you bring up because the new generation in people sometimes generalize about these generations called Millennials,  etc.   They are both employees and customers and to a large degree they interrupt much of the status quo they work differently they also buy differently. Now at the same time remember that our customers have multiple generations of workers and multiple generations of customers so this actually gets quite quite interesting.  So if you take workers somebody my generation I like to might think of self myself as young and I'm in the technology etc but that the actual data says I'm not and I still work I still work in a workflow basis I use pieces of paper like you have today and and I look at those pieces of paper.   Not my kids. They work differently. They also work more collaboratively they work in groups but now I'm still in the company and so are a whole lot of Millennials that work at Oracle so we have to put processes and tools together that not only deal with what I do but what they do and make sure that we can all then work together that's a lot of work that's a lot of technology and it's actually made the business problem that we're talking about harder. Same thing from a customer perspective those same employees that work differently, they buy differently and you better be prepared to engage them where they want to be engaged,  how they want to be engaged, and that gives an opportunity for Oracle to help our customers innovate to give them better applications, better tools to go >> meet those customers and employees. >> Brings up a great point I mean it gets getting more complex on the business logic and business model and also the consumption and technology but isn't IT supposed to get easier?  I mean it once was easy compared to what it seems to be now what's your take on that it's got to get simpler what's your strategy. >> part of the issue is the data set >>   First of all the part of the continues to grow so the data set continues to grow and that drives tremendous desire for more information this while in some degree more data creates complexity it also creates tremendous amount of insight. The things we can do today we would never have thought of 10 years ago I mean there are things think about, can you imagine the  world 15 years ago where we couldn't search for anything.   We didn't have,  think of all the tools we have today that we use every day that we didn't have think about it this way applications the average age of an application in this country is about 21 22 years old meaning they were built in 1993 1994 1995 pre-search pre-mobile pre- social pre everything,  that  we're used too, so as a result you have this really old infrastructure trying to support this this new world and that's part of the promise I think of these new applications. They're engineered with mobile integrated into the applications themselves,  they're integrated with collaboration tools from the ground up,  and this world will get continue to get easier.  >> One of the questions we're asking our on our wikibon analyst team to our surveys and our customers is which vendor will provide the value fastest for getting the most out of the data. This seems to be a question that's kind of buried a little bit in some of the conversations out in the marketplace but it seems to be consistent. The value of the data is seems to be really really important. Who's gonna build the tooling and the automation and the integration capabilities to maximize the data whether it comes from some integration on an iPhone or collaborative document or an ERP system it could cover them anywhere and or mixing and matching data that seems to be the focus what's your thoughts on that and getting the most out of the data and what is Oracle doing >> with that in that regard? >> Yeah well listen historically in our industry you basically had applications that produced data, you then taken that data extracted it from the transaction application and warehoused it or  marted or used whatever term you wanted to use, and then create a bunch of analytics through some very very experienced scientific users who then would distribute reports out to the rest of the company that's the history of sort of data analytics. I did that for a good part of the earlier part of my career and I would say things are changing now that those analytics have to have to move right next to the application itself, they have to become real-time,  they have to be integrated into the core applications.  So we see happening today in Oracle applications is no longer do you have to take data out of the application you have to integrate it directly into the application so you can now get real-time insights. The ability now to integrate structured data and unstructured data and do it in near real-time so that you can now make a decision on something based on early indicators and then merge it and integrate it with the core way that you run a company and that's how you'll see analytics evolve,  the ability to take massive amounts of unstructured data but it's not gonna be good enough just to analyze that unstructured data that's social data,  you're gonna have to be able to merge that data where the system that can now do something with it.  >> And customers telling you that there and you're hearing that from customers as well? >> to, I want data that allows me to make >> Listen the fundamentals come back the right decision at the right time with the right customer the right employee to optimize my business. How do I get through all of this massive amount of data that you've been talking about so that I can make the optimal decision at the right time to benefit my business. That's the key.   >> the trends in the industry that you're >> Let's talk about trends, competing in the technology landscape has been very robust over the past few years and specifically past three years. What's your take on the landscape now I mean obviously the table stakes that the bar that the bar to get into the game that they're at entry what is the technology landscape like today from your perspective as a CEO co-ceo of Oracle with your competitors and your customers >> Well I think the shift is significant to your point I think this forget the overused term of cloud but that method of computing at the application layer the platform layer and the infrastructure layer is clearly where this industry is  Oheaded I made a presentation at OpenWorld that I felt by 2025, I predicted that 80% of that workload will be in the cloud. And I think I associated I made this statement then that I may be slow,  it may go faster and and that shift has a seismic impact on on our industry and it will happen and the reason it will happen is because of the reasons I've keep coming back to it when the customer can get better economics,  the customer can get more innovation, and they can get something done more simply, they're gonna they're gonna go do it . That's gonna cause losers and that's going to cause winners and that's why we've made the investments we have,  that's why we've built out all the data centers around the world that we have,  it's why Oracle has rewritten all of its applications from the ground up hundred percent >> all of our products now have basically >> 100 percent all of our been cloudified, they've been rewritten from the ground up to be cloud ready. And it's critical for us John because we believe this is and Larry started on this a decade ago so this isn't something we we thought about like 18 months ago and said hey why don't we go do this this this this came back a long time ago even before the term cloud was popular so it's this is this whole method and approach to computing which which which is key and frankly we started out getting into the SAS business the applications business and it was clear when you're in the applications business to really do that right you had to be in the platform business and then really to be in the platform business you had to be in the infrastructure business and that's why when you look at the barrier to entry John the ability to build out all three layers of the cloud the ability  R&D wise to do that or from a financial capital perspective to acquire all that good luck trying to do that then to build the infrastructure the data center infrastructure and the capital and remember John you have to do all this in advance think of it as to get into the cloud business from a IT perspective it's like building a hotel and you have to build a hotel before you can rent a room nobody can stay in the hotel til it's built think of that on a much bigger scale as being what it takes to get into the global cloud business >> So it's not winner-take-all it's winner take most or >> listen I was public in my view that I >> They'll be a couple of winners I think think that they'll be probably a couple of application providers I predict Oracle will be one I don't know right now today there is no other company in the industry who has got a complete suite of SAS applications Oracle's the only one somebody eventually will get will get that done I believe and I believe you'll have a couple of providers in that part of the industry I think probably likely at the platform level you have a couple of platforms that survive you'll also find the ability for those platforms to work together and I think like anything you'll see a couple of providers two three providers at the infrastructure layer >> Is Oracle a one big cloud or is it a company of many clouds I mean saw an  acquisitions this week, AddThis, and  I saw the word datacloud  sounds good great good marketing data cloud but it makes sense it's social data you see marketing cloud and social cloud you get in your are they a collection of clouds or does it matter is it labeling as the long tail distribution?  >> are clearly a set of capabilities in the >>  Well it's branding I mean they Oracle public cloud. Those capabilities are a marketing cloud a sales cloud they are not if you will architected as separate clouds they are built on as I said earlier they are architected on the same platform everything is built on Fusion Middleware common platform common base common infrastructure that can work together. >> You talked about in your prediction here that you know all data >>   You talked about in your prediction here that all  enterprise data we stored in the cloud faster and cheaper you also announced that pricing was or might have been earlier that cheaper than glacier and Amazon is that consistent the trend that you see pushing the price down lower and lower for the data storage.  >> think at the infrastructure layer we've >>   Yes I mean I looked at that world as more of a commoditized world that you know basically the infrastructure is a service there you're selling compute and you're selling storage and we think that market will continue to decline in in price and we expect to be very aggressive with our pricing in that market >> the cycle cycle styves kenzan flow as >> I want to get a take on startups we've seen in the 90s when I did my first startup it was really hard to get into the business you're the provision of data center buy router,  buy a Sun box at that time was very expensive it was also hard to get customers if you were starting up an enterprise customer in this case and then the world shifted easy to get customers with open source what seemed to be shifting back around where it's hard for startups to get enterprise customers because of the scale and integration challenges and the SLA is and the global requirements compliance and the list goes on and on do you agree with that statement or do you see it differently that it's gonna be harder and harder for startups it might be easy to start building stuff but they actually come in and compete and win enterprise customers what's your take of the the appetite of >> and John you're talking about tech startups  >> or tech startups that sell say you know how cells store take and I've just invented an all flash array and it's kick-ass and it's gonna you know eat into Oracle Exadata and EMC and all these those guys and I'm gonna go sell it to GM or I have a software product that I want to sell to company so again getting into the enterprises used to be hard and then it got easy it seems to be getting hard again what's your take of the state of that >> a long a subject that's got that's got >> So again quite a bit to it I think first I don't think companies are gonna buy all stick on the application layer for a second and talk about application startups I don't think customers are gonna buy from a hundred different companies for their cloud applications I I think when you're looking at applications specifically you think about automating a vertical process but companies also have to work together horizontally not just vertically so I think in the end they will they will have fewer cloud providers I mentioned sort of to could a company have three or a four a couple best to breeds maybe but they're not going to have they're not gonna make the on-premise complexity and just move that complexity to the cloud this is an opportunity to make things simpler to your to your earlier point I think that's what will happen now we happen to be we acquire quite a bit as I know you know and so we actually get to look at a lot of startups and I would say you're right that that we see with many startups is they start off trying to as inexpensively as possible which is I don't think I try to do it as expensively as I could try to try to build a capability and then many run into problems with eventually scaling and being eventually being able to build out we see this as we as we are I think for startups one of the real attractiveness of the cloud is that no longer any of those costs you described a few minutes ago exist I can now go do the remember that dev test I talked about that dev test I talked about for the big company is the same thing you could do on the cloud you can go get Java you can get the Oracle database you can only use or pay for what you use no longer you have to buy a Sun server that you describe or get a license and you can build on the most industrial strength commercial capability in the world Oracle and you can do that now as a start-up and be enterprise-grade from the first piece of code you write. >> So being a world-class leader might be harder for start to crack that nut versus becoming part of an ecosystem >> think that's right I think what you said >> I is right and I was trying to address both I think as a start-up you have an opportunity to to build on on commercial-grade tools from from the beginning and I do think you're right that being part of an ecosystem almost assuredly will be necessary as this market matures.  >> week at CES before GM announcing >>  A lot of commentary this Lyft could deal with Lyft and big investments try to be like Uber and Tesla electronic cars to in-car entertainment so I'm going to say that the car is one big gadget smartphone Internet of Things device which is true that big data problem that brings up the question GM and Ford or incumbent leaders in Detroit and the automotive industry are shifting radically this digital transformation is that something that you see similar in other verticals that >>  Well I'll stick with that vertical for a second I mean that vertical has shifted dramatically over the years I mean it used to be those companies made money selling cars they no longer made money selling cars years ago they then made money on service now they don't make much money on service now it's going to become the services that sit in the car with those are entertainment services or whatever they may be and so it's gonna be very interesting in that industry how they innovate do they outsource those services to another technology company in the Silicon Valley or do those become the core differentiators of those companies and and it's it's going that disintermediation occurs industry by industry by industry we've now talked about tech and what the implications are for the cloud on tech same things occurring in virtually every vertical.  >>  So you said early it's you know they're an enabler or it's gonna freak people out it's it >> Well this is what happens with innovation when time comes this is why we've done Oracle what we've done.  We've moved as quickly to the cloud as we possibly could.  It doesn't mean our on-premise business isn't strategic and important to us of course it is and I think the combination of the two capabilities gives us a huge differentiator. But that said for us to move quickly was critical we think to our long-term success and that's why we've been as fast moving as we can and I believe that true in every industry.  If you spend doing words like balance protect all of those sort of verbs they don't lend themselves to long-term success.  >> Let's talk about the company now that you're leading with the team. The number one question I get to ask I was told to ask you was ask them how the Co-CEO job is going and I'd like to know what it's like in the day in the life of Mark Hurd with Safra Catz, Larry Ellison take us through some color around what goes on behind the curtain >>  No.  I think well first of all we've been together awhile so so this is not like a new new phenomena so we we think we have sort of a capability that we can do a lot of things at the same time I don't know that that there is a broader team in terms of experiences I'm not trying to say we're great or try to be arrogant about it at all but it gives us the capability to touch a lot of things at the same time.  I've been a CEO multiple times and I can tell you it's a lonely job it's a hard job and it has a lot of responsibilities associated with it the fact that you can get a team that brings with it different skills different capabilities and you get the right personalities that that blend together that's that's a blessing and if you can get it take it . >> That's not just at the top tier of the management team also it's a >> company's pretty strong you know it's a >> I'm glad you brought that up John because I get questions like that a lot about Larry or Safra or they get questions about about all that but the reality is we're 140 thousand people in this company so we're a we're a large company with an enormous number of talented people I mean Thomas Kurian who runs our software development organization John Fowler runs our hardware development organization Dave Donatelli are people running regions we have we have a lot of very very skilled people come our Chief Architect Edward Screven I mean we just have a lot of depth at >> oracle and so it's a lot bigger than >> And the newly hired Dave Donatelli who is a shark when it comes to infrastructure he is strong and how's he working out I mean how's the that's a big >> listen and Dave is really leading the >> I think Dave's done great I mean product management go-to-market efforts around all of our all of our systems team which is going through its own transformation because we see the way infrastructure is now being used today and it's going through a lot of changing and Dave's just a great addition to Oracle >> He should me he knows it he knows the EMC playbook and certainly they have their challenges so I ought to ask you a question another one is that the hardware middleware market is about integration you mentioned that horizontal integration how how challenging is that for you guys and is this part of the transformation message that you guys have done internally because you're asking customers to transform and so can you give an example where you've transformed yourself >> Well when you talk about the middleware market I actually you mentioned the middleware market at least in some of the transformation I actually think with all of the data that we described earlier the opportunity to integrate that data and to integrate that data in the cloud is a huge opportunity for us we introduced an Oracle OpenWorld integration cloud services Oracle integration cloud services and the opportunity now for us to bring that to market and bring that capability to customers you know fantastic opportunity >> Let's talk about competition my favorite subject HP split up EMC sold to Dell , IBM is trying to make a run at it what does all this mean for the marketplace and specifically customers because you know those are big those are big companies that are transitioning or struggling as I'm saying what should what does all that mean connect the dots for the industry dynamics for those >> Well I think the industry our industry is no different than any other industry it's looking for revenue growth it's got leaders that that are are being driven to to grow revenue to grow or means to grow cashflow and in many times when you realize you you can't do that or they they find that they they're not in a position to do that they change and and change is inevitable and that's all you're seeing here is the change of what we described earlier you've got a certain market that behaved a certain way for a long time that market is now interrupted it's going to cause certain people to fail it's going to cause certain people to combine and as a result that change is going to occur and if you're not able to do the things I described the things that Oracle's done so if you will cross the chasm then change is coming and I don't think >> you've seen the end of it John. >> And a lot of these folks made big bets years ago going back a decade what bets do you see not paying off and what bets should people be making to be competitive in this new era >> believe what I said about our strategy I >> Well I think if you're not first in the cloud to begin with you're not gonna be long for this industry point one point two if you don't have enough breath in the cloud and you're just a single player with a point solution you're probably not long for this world so in the end companies want more from fewer people they want help with innovation they want better economics and that's going to prove in the end to come from a few companies in my opinion I think you'll see the same cycle that we've seen before that you'll see companies that frankly remember if you went back to the 80s think about how many great companies were in this industry in the 80s when I started in the industry I'm shame to have to admit that a shame but I hate to have to admit I'm old enough so I started yeah and therefore you look good well they're all gone yeah I mean Wang is gone the Digital's gone Data General is gone this Prime Computer is gone I mean this happens a lot and and this is just us going back to the future where we've got an interruption in the industry it's gonna cause winners and losers and it's the reason John that we've made the investments we've we have we could have easily done none of this invested none of this capital and harvested our existing business and it would look great for a while yeah not long run.    >> Yeah and you and you guys invested in the future at the right time seems it's working great for you guys the numbers are good how do you invest in R&D of some of the numbers in the cloud in terms of revenue book asking . l >> don't we don't give out you know all of >> Welll we our data forward-looking projections but what we did in our last quarter was we talked about our growth in the cloud virtually double our bookings year-over-year we've now got a chance to be in the ball well I won't give numbers out right now because I was already gonna make a forward projection but think of us now as multiple billions of dollars in revenue in  PAS platform and SAS growing and as our revenue has grown John our growth rate has actually gone up we say one more time the revenues grown and the growth rate has increased and so I think this comes down to the fact that we've just gotten better and better at this we've added more people from a salesperson perspective more of our products have become available in the market to the point of the percent of our portfolio that's now available in the cloud and we've now got lots of references and so it's an exciting time for us >> I've got to ask about Amazon Web Services obviously they've been going to have to work with our database and saying they can suck all that in and it'll come up in a second but I interviewed the former CTO of EMC who's now doing a storage startup on his own and he had a comment and I said well  Amazon's winning he says well we always debate what inning are we in in the industry and  Dave Vellante and I'm my cohost argued that he thinks were in the seventh inning I think we're in the first inning and so the guests said no you guys were both wrong,   Amazon won Game one of the doubleheader Game two is about the enterprise and it's not even started so I wanna get your thoughts Amazon certainly did well and doing well and numbers are pretty clear with public cloud now they're aggressively moving into the enterprise and it's just different ballgame talk about the dynamics their vis-a-vis Oracle you're targeting much more business approach understanding the IT side of the business Amazon is kind of do-it-yourself you know launching new stuff every day what's the distinction between the two some love Amazon people love the success you know good job Amazon people you know we cover them we like them they have a good product but it's not the end game to your message what's the difference in the two >> All right I'm gonna stay away from all the baseball analogies I think that they nstarted out as a retailer they had an IT infrastructure to support a retailer I think very clever they needed a lot of IT capacity when retail season was at its height during the holidays they said we've got a bunch of used capacity during other parts of the  un year we'll go rent it to people so they can leverage it makes sense now as you start to move into other workloads as you start working into enterprise workloads and dealing with all of the issues that come up there are more complexities to come up I think that we are in the I'll just say early stages and and by the way remember one thing I mentioned to you I think earlier just before we started and started this interview it doesn't take much of a change in it to have a dramatic effect on the revenue of the industry so I mentioned earlier about this dev test thing 30% of the industry three hundred billion dollars if only 5% of that moves its 15 billion dollars 15 billion goes from somewhere some companies that are supplying that today to somebody else and that's the very beginning of this see I actually don't think very little of this workload today has moved compared to what it will be five to six to seven years from that so - from that just a sheer numerical dimension we're in the very beginnings the very early phases of this the ability to get the bulk of this market is the ability to move massive amounts of workloads from some of the most complicated jobs >> so we're just scratching the surface of what it means >> just beginning >> ok so talk about the customers that you have because you have a lot of customers you guys have a zillion customers Oracle is a dominant player for many many generations of IT and computing we've seen that but I'm sure some of them have Amazon presence or they're kicking the tires doing some shadow IT through some things how are you guys do that because you kind of partner with Amazon on one hand but you also have cuffs cuz you have customers there how is how is that conversation going with Oracle and Amazon you say hey whatever or is there >> no I think that customers can chose to take their Oracle licenses and run them on Amazon they can also get those same capabilities directly out of the Oracle cloud we can take jobs between Amazon and Oracle and have them work together so it's it's really the customer's choice as to what's best for the customer my general view would be that if a customer is doing a platform job writing an application in Java I'll probably get infrastructure from the same person I'm getting Java from so I'm more likely to buy that infrastructure from Oracle if I'm buying that application from Oracle or using that platform from Oracle but if a customer says I'd really like to do my platform job on Oracle and store some of that up on Amazon that's customer's choice >> Okay Amazon is on the list of competitors Larry said one of the things is seeing new competitors he's SAP and IBM now new names yes Amazon, Microsoft Azure seems to be doing well we don't see vmware on that list yet but i mean as you're speaking in a little bit of some of the other players market share and cloud people have different cloud visions Amazon certainly has their in incumbent business Microsoft's what's your take on them visa vie Oracle which one Microsoft Microsoft Microsoft for that >> I'd say Microsoft done a good job I think Microsoft has moved its it's estate to the cloud not very dissimilar from from Oracle their applications is Microsoft the competitor of Oracle I think the answer to that would be sort of but but in many cases not directly their applications are really different from our applications my guess is many of the people using infrastructure from Microsoft are using infrastructure because they use their IP and their platform and/or their applications so I think therefore they they're doing the job that strategically that you see Oracle's multiple billion dollar cloud business doing as well which is moving many of its core capabilities from on Prem to to to the cloud they also have the capability now to merge and on Prem business and a cloud business which again I think it's a really key differentiator as we move forward >> differentiation seem to be dependent >> It seems to be the upon what people had or have going on either past or present so with that there's different approaches so I got to answer the question I'm a customer pretend I'm a customer hey Mark how do I evaluate all this stuff in the day is this like I need a matrix of like who's got one no wonder one's got checkboxes what criteria should I use to decide who >> I think John it comes back to the core stuff of you know who's got the best stuff you know whose stuff really in the end does does the best job for you starting at the application layer through through the platform layer through through the infrastructure layer and then the fact that you can now get this stuff in the cloud is a huge advantage for all the reasons we've been talking about for the past past several minutes but it's still gonna be about who's got the best IP but whoever's got the best IP in the end probably matters - I mean you know performance security I can go through a lot of other issues John but let's start with who's got the best IP I promise you promise you we will perform from a performance perspective I promise you we will have the best security now that said so a customer has done a license on Amazon Web Services are certainly probably doesn't run as good as an Oracle listen I mean obviously I believe the IP you have I believe that we're pretty good at running Oracle workloads I actually believe we're the best in the world at running Oracle workloads and and and and and I think you're gonna see that get yet even better as we >> I can attest theCUBE  interviews on the 48 interviews we did it was pretty clear that Oracle is very well optimized for Oracle on Oracle no doubt and clearly the performances order of magnitude significant >> and our cloud will also be capable of >> But John let me add handling non Oracle workloads so you know we think in the end while we'd love the whole world to run on Oracle we believe there'll be a portion of the world that doesn't and the fact that you can run those capabilities on the Oracle cloud along with your Oracle workload becomes critical as well >> Yeah I want to drill down on that because one of the things that I've observed over the past decade and past five years in particular there's been kind of a Oracle huge community because you have huge customer base but it's always been like you know redstack its proprietary and it's kind of like some whether it's truthful not that's been kind of a narrative but now it's with my sequel you got a lot of open technologies this Oracle OpenWorld it became very clear that integration it's not about redstack anymore referring to Oracle's you know their boxes and brand it's Oracle runs great on Oracle but if you don't have Oracle  you can still be an Oracle customer so talk about that dynamic this is a significant opportunity for Oracle news business >> You know maybe the narrative is the way you describe the narrative and you lowered your voice you know I got a certain impression and from the words you said now that said Oracle's always run hybrid workloads multiple applications around the Oracle database SAP runs in the Oracle database lots of applications run on the Oracle database so I think Oracle's always been if you will open from that perspective while continuing to build a complete stack now I'd make the argument that the cloud in many ways is of any cloud provider is a proprietary stack I mean insert name here is what is by the way that you know what the middleware is that Salesforce uses or the database or the middleware that Workday uses or day you can go down company by company and and at the end of the day you really though don't know what's behind that it is really totally provided to you by that provider and that is what you see being shifted in the cloud you can make the argument and this gets very into another interesting debate much of IT has been the do-it-yourself sort of approach I'm gonna if I will as an IT staff become an R&D organization and if you're a CEO and not a tech CEO but as CEO of a company with an IT organization you have to ask yourself is that really what I want to do do I really want to glue an operating system to a server build anything from scratch sure support it and do all this work and and or would I rather have somebody do it for me now as long as the economics are right and as long as I have trust in that in that in that partner and I'm secure and all the things we've talked about but at the end of the day transferring a lot of work that doesn't give me a lot of economic value add and moving that as I've mentioned earlier to Oracle's R&D budget I think becomes really attractive for a whole suite of >> I think it's great I'll rephrase the question so Oracle has a business as great business and you have customers they have Oracle software and contract value increases they renew they buy a new license new technology you grow your customer base but with cloud native what we with the web skills you pointed out a lot of companies were successful building their own stuff because they didn't have the cash but they had expertise so they would build their own caching and myself and they support it and pick up that cost but now as IT moves to cloud native that's a huge deal they don't want the build there also I agree with you you're looking at me >> I will say this and I don't mean to interupt you but there still is quite a debate in big companies and this is one of these transitions we've talked about the transition really from a tech industry perspective but inside the customer inside IT organizations the cloud is a threat so when you when you look at it as like the mainframe guys many computers were threatened exactly yeah so I'm now in an IT organization you know this do-it-yourself thing this is quite a bit of job security I wrote this application I've got to glue this to this and this is all really complicated and if you talk to a CEO and not get a non tech CEO and you say listen you really don't want to mess with all this because this is really complex and I'm the only one that really knows how to do this this whole thing work we're gonna transfer that complexity to somebody else has its own degree of threat to IT organizations so that debate you described that debate today John is still not over >> I think the Holy Grail whoever can provide a cloud native scalable turnkey infrastructure will probably of course you're right win that business of course right >> this is why these these these moves to your point about what in inor we in or what phase are we in these things have have multiple episodes so >>  are we in that cloud native phase right now are we for the for the new customer comes to Oracle hey you know what I'm I'm growing I've been doing stuff in the cloud with Amazon I've been doing this over here got my bootstrap data center I really want to go to cloud in a big way and we're growing leaps and bounds >> I'll stick with what I said we're in the very beginning of this and and we're in the beauty of this that the amount of IT John the suite of applications you go to any of these big banks in the United States around the world they have just sores of applications most of which were homegrown many of which sit on those mainframes you say we're threatened 25 or 30 years ago this whole move is a big set of moves that will take you know several years and you know use my discussion of 10 years out where I think I'll had it it'll take time like that to move now what customers are gonna want again one more time is I'm not going to be able to take that whole on-prem capability and just say thank you move it over here it's not gonna work so therefore the ability to move this thing job by job and then to be able to coexist these hybrid environments over a period of time become a become a key issue for our customers >> move at their own pace basically not >> so have them happy for examples and I think devtest is a as as >> I think customers I give you much work as has to get done to do that is is a sort of an intellectual layup I I think you're gonna see a lot of devtest move quickly I think you're gonna see applications particularly those applications that don't differentiate the enterprise customer facing application that you think is your unique sacred sauce you may keep that as homegrown on-prem but those commercial applications that don't differentiate me I mean me being the company I will move to the cloud as as quickly as I can >> Great excitement at Oracle OpenWorld this year the theme of integration and we talked to some customers and they were excited by that it's a big problem so that's that's one thing I'd like to talk about the second thing is what confidence can you share with the customers around new growth stretch I was the organic M&A and  organic growth versus M&A your a big buyer you're not afraid to go out and pay a premium for world-class IP but also you're doing IP internally tie those two together integrations the big themes continue to advance the product side as well as the growth strategy around organic growth and buying companies that might fit into >> Sure we spend a fair amount of R&D starting with your second question when I came I think we started spending 3.8 billion and in R&D we'll probably spend 5.2 billion this year in R&D so we we are we invest but not all of it is date we have a few hundred million dollars of our as well so we spent R&D and in in addition to the D the way I like to think about the innovation of Oracle is it's the D it's the art and it's what we acquire and so we have not built everything we've had very much a buy and build strategy we bought in some capabilities that we weren't building and we've merged those to create the portfolio that we have today and yeah we're not gonna stop that's continuing that's the cadence of Oracle right just continue yeah I won't put anything but I will so stop and I will say that we're very focused and and and not at all hesitant when we see something that we think is strategic to us to bring it in and add it to the portfolio you mentioned something early I want to drill down and horizontal integration and growth and vertical integration sometimes people think that mutually exclusive horizontal industry standard commodity hardware was a rage with open-source that helped grow a lot of the market and the web-scale days now vertical integration where hey it works it's kick-ass high-performance you are I don't really care what's in there it works Oracle support set is also working Oracle was kind of people were kind of poopoo in this whole appliance thing go back up you know five years ago good call working so by the way that is the same strategy that's called the class hey so when you really look at vertical integration the cloud is the ultimate in vertical integration because somebody's done now all the work for you when you buy a I try to explain this to customers all the time that when when somebody buys an application in the cloud they have actually procured a hardware database middleware services a data center floor space security they've bought all of that at the same time and so this this shift to the cloud really is the ultimate testimony to to vertical integration and horizontal they're not mutually exclusive you don't see them that's why I mentioned earlier what I said about why I think there will not be a hundred cloud providers supplying to our customer because integration we just talked about it in the vertical sense we want an HR implication that's completely integrated or in the ERP application that's completely integrated but those applications have to work horizontally as well as vertically so I would actually like my ERP application to talk to my HR application it might be nice if my marketing service applications talk to my ERP applications so I really can't I don't want to spend a munch of money on my IT staff horizontally integrating a hundred clouds I'd like somebody to do that for me and that's why having you know Oracle having the suite that we have in terms of applications platform and infrastructure is so important and that's really the trick balancing both really making that happen it seems to be you've got to do both I mean I'm a firm believer that you really have to have that full suite of capability ok so David lanthum IKOS and she'd want to get a question and so I told him I'd read a question for him he says and this is around the on-prem thing your strategy to create seamless experience between on Prem off principle is obviously your customers can't get there overnight how far along on the completion bar are you and your customers to achieving that vision of integration of allogram and off Prem and off prep seamless experience between seamless experience between off Prem and on-premise solutions today you can have an Oracle job running in the cloud you can have an Oracle job running on-premise with Oracle Enterprise Manager you can manage both jobs seamlessly and move workloads back and forth between on Prem in the cloud and you can do that today if we talk a lot about you know mainframes minis going back and looking at history total cost of ownership is a word that's been used in the computer industry going back to technology is a great way to justify things so let's talk about total cost of ownership but also want to get your take on what does patchwork IT mean to you that notion of patchwork IT in context well you've got a lot of terms you'd like to use I I would stick strategically what I said earlier I I think of much of what happened over the last seven eight years as a lot of do-it-yourself work whether you want to call that whatever term you want to use it the whole view of it for example in this valley if you drove up and down one you would see a slew of companies who individually are trying to sell you an IT organization of a company a piece part be sort of like driving up and down and buying a muffler and then buying a bumper and buying all kinds of stuff and putting it together in your driveway this is really now a shift in the industry away from you know patching together all these systems that are extremely complex and moving to a simpler more fully integrated tested optimized environment and it completely increases the complexity of tossa cost of ownership you said increases the complexity decreases the complexity and decreases total cost of ownership even in the industry through many cycles of innovation does that mean I'm old here at the peak of your career thank you very much people are freaking out some people are winning and happy because they're on one side of the disruption era or the other what does this innovation cycle mean to you right now compare and share your color a personal opinion around what's going on right now in the industry compared to other ones and then and how big seismic differences are there or there is it a big shift little shift compare contrast this much I think it's so exciting I think the most exciting things have in our industry in a long time I think the fact is this industry isn't now in a position and evolving into a position where we can really help customers we can get them out of this very complex world that we the industry have created and and like many industries simplify the way our customers get access to a fabulous intellectual property and make it easier and I think this is an opportunity that if you're if you're in this game if you're not listen let's face it out of colleges we haven't there we haven't had the excitement in the tech industry in years the fact is now with a new game to play this is a tremendous change with tremendous set of winners and and you know frankly there's gonna be the losers involved at the same time that's what makes it exciting and cloud is the better mark security was huge an Oracle OpenWorld I gotta ask you this question this came from a source on our wiki bond team top killer tech announcement Oracle OpenWorld was was security but with the Isis Massacre and the France thing the encryption has become a bad word was debated about four years encryption was a top topic in in the conversation that was a key message at Oracle overall everything could be encrypted beyond on encryption all the time as Larry said you guys are talking about what is the state of security right now with encryption and Oracle does that change your security angle with the products or what's what's going on with security right now so we're talking very much now about enterprise applications and and you know I think there's the cloud of all you know we we talked about this little earlier about the perception that I'm now going to take my data that is is very safe in my data center and on prime which we could debate and I'm now gonna move it to a cloud and therefore I feel vulnerable I feel vulnerable that my data is now in the hands of some other entity and and for us I think one big advantage Oracle has is the fact that that we're very good at data we've managed data since the beginning of the company I mean our first customer was yeah well in the CIA was our first customer they remain a customer today and so security has always been at the core of Oracle's DNA now the one of the reasons we have an encrypted database is four years is because when you encrypt them it the performance of the database actually slows so it's been years of evolution years in terms of Exadata development in terms of all the memory that's now I won't go into all the details of the technology but now we can fully encrypt the database and get incredible performance so what you have no hidden performance no I'm not you ready in great job none none incredible performance and the same theme you have an encrypted database now let me tell you what that means that means that when when a customer's HR data is in our cloud our people that are moving around the customers data don't see the customers data they see frankly gibberish they have files the key to that encrypted data can sit with the customer so when that those files come back across the network the customer can decide when where to use the key to open to open that encrypted file so therefore when you're in the Oracle cloud and I listen I encourage everybody ask our competitors how they deal with this ask ask them what their options are how do they deal with that data is is somebody whose nature or provider are there are there people looking at the customers data as they move files around well we've decided that we think the most important thing we can do is secure that data so let's pretend and by the way I don't think this would ever happen but if somebody actually got access to those there's nothing to have access to it's all encrypted talk about the implications for cloud on a global basis data sovereignty is a huge issue with cloud yeah does this impact at all there's a help it does no it does and so that's it's the reason we've had to one of one of the reasons that we've put data centers in many locations as we have so we do have customers that by law have operate in Germany and in the UK and employee data can't be of a UK employee cannot be in Germany and vice versa well we have we now have the ability because of our data center capability in Germany and our data center in the UK to actually make that capability work and so this this issue of data sovereignty like security is a big issue and you're helping the data sovereignty problem with this Robert yes we've had to address it we've had to address it we've had to embrace it and we've had to help it and it's the same thing with security so now you can have a fully secure capable capability in you know 19 20 different countries to help deal with that with that with that data sovereignty and security issue Barker thanks taking the time here for the cube 101 conversation thank you very much thanks John appreciate it you're watching special one-on-one exclusive conversation with Mark Hurd CEO of Oracle here on the cube on the ground here at Oracle's headquarters you